Topic
Value chain
About: Value chain is a research topic. Over the lifetime, 7206 publications have been published within this topic receiving 224183 citations.
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Book•
07 Jul 1998
TL;DR: In this paper, the authors present a framework for analyzing strategies in the context of a large-scale industrial setting, based on the concepts of value maximization and profit maximization.
Abstract: Preface. PART I INTRODUCTION. 1 The Concept of Strategy. Introduction and Objectives. The Role of Strategy in Success. The Basic Framework for Strategy Analysis. A Brief History of Business Strategy. Strategic Management Today. The Role of Analysis in Strategy Formulation. Summary. Self-Study Questions. Notes. PART II THE TOOLS OF STRATEGY ANALYSIS. 2 Goals, Values and Performance. Introduction and Objectives. Strategy as a Quest for Value. Strategy and Real Options. Putting Performance Analysis into Practice. Beyond Profit: Values and Social Responsibility. Summary. Self-Study Questions. Notes. 3 Industry Analysis: The Fundamentals. Introduction and Objectives. From Environmental Analysis to Industry Analysis. The Determinants of Industry Profit: Demand and Competition. Analyzing Industry Attractiveness. Applying Industry Analysis. Defining Industries: Where to Draw the Boundaries. From Industry Attractiveness to Competitive Advantage: Identifying Key Success Factors. Summary. Self-Study Questions. Notes. 4 Further Topics in Industry and Competitive Analysis. Introduction and Objectives. Extending the Five Forces Framework. The Contribution of Game Theory. Competitor Analysis. Segmentation Analysis. Strategic Groups. Summary. Self-Study Questions. Notes. 5 Analyzing Resources and Capabilities. Introduction and Objectives. The Role of Resources and Capabilities in Strategy Formulation. The Resources of the Firm. Organizational Capabilities. Appraising Resources and Capabilities. Putting Resource and Capability Analysis to Work: A Practical Guide. Summary. Self-Study Questions. Notes. 6 Developing Resources and Capabilities. Introduction and Objectives. Developing Resources. The Challenge of Capability Development. Approaches to Capability Development. Knowledge Management and the Knowledge-based View. Designing Knowledge Management Systems. Summary. Self-Study Questions. Notes. 7 Organization Structure and Management Systems: The Fundamentals of Strategy Implementation. Introduction and Objectives. The Evolution of the Corporation. The Organizational Problem: Reconciling Specialization with Coordination and Cooperation. Hierarchy in Organizational Design. Applying the Principles of Organizational Design. Organizing on the Basis of Coordination Intensity. Alternative Structural Forms. Management Systems for Coordination and Control. Summary. Self-Study Questions. Notes. PART III THE ANALYSIS OF COMPETITIVE ADVANTAGE. 8 The Nature and Sources of Competitive Advantage. Introduction and Objectives. The Emergence of Competitive Advantage. Sustaining Competitive Advantage. Competitive Advantage in Different Market Settings. Types of Competitive Advantage: Cost and Differentiation. Summary. Self-Study Questions. Notes. 9 Cost Advantage. Introduction and Objectives. Strategy and Cost Advantage. The Sources of Cost Advantage. Using the Value Chain to Analyze Costs. Summary. Self-Study Questions. Notes. 10 Differentiation Advantage. Introduction and Objectives. The Nature of Differentiation and Differentiation Advantage. Analyzing Differentiation: The Demand Side. Analyzing Differentiation: The Supply Side. Bringing It All Together: The Value Chain in Differentiation Analysis. Summary. Self-Study Questions. Notes. PART IV BUSINESS STRATEGIES IN DIFFERENT INDUSTRY CONTEXTS. 11 Industry Evolution and Strategic Change. Introduction and Objectives. The Industry Life Cycle. Structure, Competition and Success Factors over the Life Cycle. Organizational Adaptation and Change. Summary. Self-Study Questions. Notes. 12 Technology-based Industries and the Management of Innovation. Introduction and Objectives. Competitive Advantage in Technology-intensive Industries. Strategies to Exploit Innovation: How and When to Enter. Competing for Standards. Implementing Technology Strategies: Creating the Conditions for Innovation. Summary. Self-Study Questions. Notes. 13 Competitive Advantage in Mature Industries. Introduction and Objectives. Competitive Advantage in Mature Industries. Strategy Implementation in Mature Industries: Structure, Systems and Style. Strategies for Declining Industries. Summary. Self-Study Questions. Notes. PART V CORPORATE STRATEGY. 14 Vertical Integration and the Scope of the Firm. Introduction and Objectives. Transaction Costs and the Scope of the Firm. The Costs and Benefits of Vertical Integration. Designing Vertical Relationships. Summary. Self-Study Questions. Notes. 15 Global Strategies and the Multinational Corporation. Introduction and Objectives. Implications of International Competition for Industry Analysis. Analyzing Competitive Advantage in an International Context. Applying the Framework: International Location of Production. Applying the Framework: Foreign Entry Strategies. Multinational Strategies: Global Integration versus National Differentiation. Strategy and Organization within the Multinational Corporation. Summary. Self-Study Questions. Notes. 16 Diversification Strategy. Introduction and Objectives. Trends in Diversification over Time. Motives for Diversification. Competitive Advantage from Diversification. Diversification and Performance. Summary. Self-Study Questions. Appendix: Does Diversification Confer Market Power? Notes. 17 Implementing Corporate Strategy: Management of the Multibusiness Firm. Introduction and Objectives. Governance and the Structure of the Multibusiness Corporation. The Role of Corporate Management. Managing the Corporate Portfolio. Managing Individual Businesses. Managing Linkages between Businesses. Managing Change in the Multibusiness Corporation. External Strategy: Mergers and Acquisitions. Summary. Self-Study Questions. Notes. 18 Current Trends in Strategic Management. Introduction. The New External Environment of Business. Managing in an Economic Crisis. New Directions in Strategic Thinking. Redesigning the Organization. New Modes of Leadership. Summary. Notes. Index.
2,618 citations
TL;DR: In 1998, the Council of Logistics Management modified its definition of logistics to indicate that logistics is a subset of supply chain management and that the two terms are not synonymous as discussed by the authors.
Abstract: In 1998, the Council of Logistics Management modified its definition of logistics to indicate that logistics is a subset of supply chain management and that the two terms are not synonymous Now that this difference has been recognized by the premier logistics professional organization, the challenge is to determine how to successfully implement supply chain management This paper concentrates on operationalizing the supply chain management framework suggested in a 1997 article Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described
2,380 citations
Journal Article•
TL;DR: In today's fast-changing competitive environment, strategy is no longer a matter of positioning a fixed set of activities along that old industrial model, the value chain, but of reconfigure roles and relationships among a constellation of actors in order to mobilize the creation of value by new combinations of players.
Abstract: In today's fast-changing competitive environment, strategy is no longer a matter of positioning a fixed set of activities along that old industrial model, the value chain. Successful companies increasingly do not just add value, they reinvent it. The key strategic task is to reconfigure roles and relationships among a constellation of actors - suppliers, partners, customers - in order to mobilize the creation of value by new combinations of players. What is so different about this new logic of value? It breaks down the distinction between products and services and combines them into activity-based "offerings" from which customers can create value for themselves. But as potential offerings grow more complex, so do the relationships necessary to create them. As a result, a company's strategic task becomes the ongoing reconfiguration and integration of its competencies and customers. The authors provide three illustrations of these new rules of strategy. IKEA has blossomed into the world's largest retailer of home furnishings by redefining the relationships and organizational practices of the furniture business. Danish pharmacies and their national association have used the opportunity of health care reform to reconfigure their relationships with customers, doctors, hospitals, drug manufacturers, and with Danish and international health organizations to enlarge their role, competencies, and profits. French public-service concessionaires have mastered the art of conducting a creative dialogue between their customers - local governments in France and around the world - and a perpetually expanding set of infrastructure competencies.
2,168 citations
TL;DR: In this paper, the authors argue that clusters are inserted into global value chains in different ways, and that this has consequences for enabling or disabling local-level upgrading efforts, and pay particular attention to the position of developing country firms selling to large, global buyers.
Abstract: Humphrey J. and Schmitz H. (2002) How does insertion in global value chains affect upgrading in industrial clusters?, Reg. Studies 36, 1017–1027. What is the scope for local upgrading strategies where producers operate in global value chains? The literature on industrial clusters emphasizes the role of inter-firm co-operation and local institutions in enabling upgrading. The value chain literature focuses on the role of global buyers and chain governance in defining upgrading opportunities. This paper argues that clusters are inserted into global value chains in different ways, and that this has consequences for enabling or disabling local-level upgrading efforts. It pays particular attention to the position of developing country firms selling to large, global buyers.
2,044 citations
TL;DR: In this paper, the economic potential of each type of PSS is evaluated in terms of tangible and intangible value for the user, tangible costs and risk premium for the provider, capital/investment needs and issues such as the providers' position in the value chain and client relations.
Abstract: Function-oriented business models or product–service systems (PSSs) are often seen as an excellent means for achieving ‘factor 4’. SusProNet, an EU network on PSSs, showed a more complicated reality. At least eight different types of PSS exist, with quite diverging economic and environmental characteristics. The economic potential of each type was evaluated in terms of (i) tangible and intangible value for the user, (ii) tangible costs and risk premium for the provider, (iii) capital/investment needs and (iv) issues such as the providers' position in the value chain and client relations. The environmental potential was evaluated by checking the relevance of certain impact reduction mechanisms (e.g. more intensive use of capital goods, inherent incentives for sustainable user and provider behaviour etc.). Most PSS types will result in marginal environmental improvements at best. The exception is the PSS type known as functional results, but here liability and risk premium issues, amongst others, need a solution. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment.
1,981 citations