|
Elias, Israel
|
Value Chains and Industries
Interestingly, different industries often emphasize different activities in the value chain. For example, retailers traditionally focus on inbound and outbound logistics and procurement, while manufacturing companies might focus on operations and technology development. Many software companies focus on marketing and sales, and typically banks are good at services and firm infrastructure.
X
Sign up for free
Welcome to the Value Chain (Porter) forum of 12manage.
Here we exchange knowledge and experiences in the field of Value Chain (Porter).
❗Sign up now to gain access to 12manage. Completely free.
X
Continue for free
Please sign up and login to continue reading.
Here we exchange knowledge and experiences in the field of Value Chain (Porter).
❗Sign up now to gain access to 12manage. Completely free.
| |
|
|
| |
|
Gian Z., Netherlands
|
|
Value chains and Industries That would be a combination of focus, core competencies and specific vertical markets (within banking you can further segment, uncovering even more broad trends...)
In my opinion it all boils down to the strategy and positioning of that particular company. The framework is particularly interesting (to me...) when setting up new organizations... It can then be used as a blueprint.
|
| |
|
Warren Miller, USA
|
|
Value Chains and Industries Porter's value chain is much overrated. Unlike his five-forces framework, for which he recently wrote an update in HBR, he never published anything in HBR about his value chain framework. Colleagues of mine have had great difficulty using it as an analytical tool to appraise a company. And it doesn't resonate with clients at all. All in all, it's a better tool conceptually than it is in practice.
|
| |
|
Wendy, UK
|
|
Value Chains & Industries Elias, I agree. Organisations tend to focus on those parts of the value chain in which they perceive there is the greatest opportunity to differentiate themselves from the competitors, and thus save costs or add more value in order to win more market share/ retain existing share.
|
| |
|
Gustav, Denmark
|
|
Value Chain I think that the work by Stabell and Fjelstad is a valuable supplement to Porter value Chain model. They divide organisations into 3 groups: Value Chains, Value Shops and Value Networks.
Industries like banking, insurance, telephone companies and airlines work as value networks. Software companies, entrepreneurs, etc work as value shops. And physical product focused companies work as value chains.
|
| |
|
Enzo Zamboni, Argentine
|
|
Value Chain and Industries I agree, Elias.. but depending on the point of view from the organization to Michael Porter´s Value Chain, example: in the Biotech and Nanotech companies the critical path is the Human Resources Management and the Technology Development.. Is our case..
|
| |
|
Mohamed A. Farah, Uganda
|
|
Value Chain The success or failure of an organisation depends on how it correlated the primary and seconday activities.
|
|
Log in
Comments by date▼