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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.
Six common examples of opportunities firms could attempt to exploit are: technological change, demographic change, cultural change, economic climate, specific international events, legal and political conditions. Furthermore, five threats that a resource or capability could mitigate are: the threat of buyers, threat of suppliers, threat of entry,
Michael Eugene Porter (born May 23, 1947) [2] is an American businessman and professor at Harvard Business School. He was one of the founders of the consulting firm The Monitor Group (now part of Deloitte ) and FSG, a social impact consultancy.
Porter wrote in 1980 that strategy targets either cost leadership, differentiation, or focus. [1] These are known as Porter's three generic strategies and can be applied to any size or form of business. Porter claimed that a company must only choose one of the three or risk that the business would waste precious resources.
Michael Porter; Porter's five forces analysis; ... Value chain This page was last edited on 1 January 2014, at 09:19 (UTC). Text is available under the ...
It works to integrate much of Porter's previous work in his competitive five forces theory, his value chain framework as well as his theory of competitive advantage into a consolidated framework that looks at the sources of competitive advantage sourcable from the national context. It can be used both to analyze a firm's ability to function in ...
For example, the driver 'economy of scale' leads to different costs per unit for different scales of operation (a small cargo vessel is more expensive per unit than a large bulk carrier), and the driver 'capacity utilisation' leads to greater costs per unit if the capacity is under-utilised and lower costs per unit is the utilisation is high.
Written by Michael E. Porter, a leading authority on competitive strategy and head of the Institute for Strategy and Competitiveness at Harvard Business School, and Mark R. Kramer, of the Kennedy School at Harvard University and co-founder of FSG, [3] the article provides insights and relevant examples of companies that have developed deep ...