shortly after the assignment was announced, I set up and led a few meetings to get everyone started and organized on what needs to be done, during which we discussed the individual and group sections of the paper. My sections of the paper were the value chain of the industry and the supplier section of the porter’s five forces. I had good communication with the team and I helped out two of the other team members in finalizing their sections of the paper. Another group member and myself did most of the
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competitive advantage and build a strong values-based service. The core difficulty that these companies face is how to create value for their customers and stakeholders such as suppliers and coworkers. A values-based service company can be built and be effective, however, the framework has to be set to ensure success. IKEA group has implemented a framework for the international company and has succeeded in sustainability as a values-based service company. Values-based service consists of attracting
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Using the Value Chain to Create Competitive Advantage A value chain is a depiction of the value activities that are linked together to create, distribute, and maintain products and services (R. Schultheis and M. Sumner). The value chain is divided into primary and support activities. Inbound logistics, operations, outbound logistics, marketing, and service make up the primary activities. While on the other hand support activities include all the resources that support the primary activities like
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alliance”; by joining forces you reach a critical mass. Horizontal, vertical & lateral cooperation: Horizontal: Companies within the same position of the value chain cooperate (e.g. alliance between airlines) Vertical: companies from different positions within the value chain cooperate (eg. Buyer supplier relationships along the supply chain) Lateral: across industries, different players from different industries. Stable & Dinamic: Stable: platform for cooperation. Dinamic: project-based. Virtual
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Value Chain = Supply Chain + Demand Chain: New Approaches to Creating and Capturing Sustainable Value Fanny Thublier(1), Terry Hanby (2) and Yongjiang Shi (2) Arts et Métiers ParisTech 75013 Paris, France (2) Institute for Manufacturing University of Cambridge, Cambridge, CB3 0FS, UK (1) Abstract The purpose of this research paper is to develop a Value Chain conceptual model based on a combined Supply and Demand approach. Drawing primarily from the literature on Supply Chain, Demand
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Business Policy Assignment: “Creating Shared Value” CITIBANK & HSBC 9/26/2013 D Siddhartha Reddy-014 PGDM-Finance Executive Summary How to reinvent capitalism and unleash a wave of innovation and growth by Michael Porter and Mark Kramer Shared Value is a new form of capitalism. The idea of shared value was initially explored by the authors in December 2006 HBR. Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success
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monetary value or factor that will help him/her attain a good living. Not necessarily does the maker or seller of the product creates and sells the product out of a good heart – he may, he may not – but to gain something else in return for him. The buyer may not necessarily buy the product just because it is just a good product, but also that it solves their need or want and the maker is trying to earn a living like everybody else. There is a chain to it – just like a food chain – it is a chain. John
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supply chain management(SCM), customer relationship management(CRM) and enterprise resource planning(ERP). And the five forces(entrants, competitors, substitution, suppliers, buyers) are important for a company. We have also learned the generic strategy in the class, Companies should choose a strategy to be mainly use when they enter a new market. Also, we have learned the value system and value chain. Value system is the personal and cultural values used for ethical. For the value chain, we learned
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developan exceptional supply chain? Many of the challenges in improving the supply chain come with all of theunknowns. Most companies produce products they think the consumer will want. Thenthey ship these products to the retail stores. The stores then try to sell the products thatare on their shelves to the customers. The supply chain shows down while they arefiguring out what to build. Then they work with suppliers to get the raw materials andcomponents for the products. The chain slows down more while
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a firm may apply in order to do so. (Overall cost leadership, Differentiation and Focus). In order to create and sustain competitive advantage, companies such as KFC (case in beginning of CH5) should analyze the value chains of their customers and suppliers to see where they can add value. Furthermore studies have shown that businesses combining multiple forms of competitive advantage outperform those that used only a single form. “Stuck in the middle” firms are those who do not apply any of
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