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A value chain is a progression of activities that a business or firm performs in order to deliver goods and services of value to an end customer.The concept comes from the field of business management and was first described by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.
A global value chain (GVC) refers to the full range of activities that economic actors engage in to bring a product to market. [1] The global value chain does not only involve production processes, but preproduction (such as design) and postproduction processes (such as marketing and distribution).
In contrast, value network analysis is one approach to assessing current and future capability for value creation and to describe and analyze a business model. [3] Advocates of VNA claim that strong value-creating relationships support successful business endeavors at the operational, tactical, and strategic levels.
Fjeldstad and Stabell define a value network as one of three ways by which an organisation generates value. [3] The others are the value shop and value chain. Their value networks consist of the following components: customers, a service that enables interaction among them, an organization to provide the service, and
Analysing the firm's activities as a linked chain is a tried and tested way of revealing value creation opportunities. The business economist Michael Porter of Harvard Business School pioneered a value chain approach: "the value chain disaggregates the firm into its strategically relevant activities in order to understand the costs and existing potential sources of differentiation". [3]
Porter introduced the concept of value chain analysis in his 1985 book, Competitive Advantage: Creating and Sustaining Superior Performance. The value chain comprises each of the activities, from design through distribution, that a company performs to produce a product; these activities are viewed as the “basic units of competitive advantage".
Value chain management capability refers to an organisation's capacity to manage the internationally dispersed activities and partners that are part of its value chain. [ citation needed ] It is found to consist of an international orientation, network capability, market orientation, technological capability and teamwork management capability.
VRIO (value, rarity, imitability, and organization) is a business analysis framework for strategic management. As a form of internal analysis, VRIO evaluates all the resources and capabilities of a firm. It was first proposed by Jay Barney in 1991.