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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.
The idea of GVCs did not have a single source. While there are connections to the notions of “commodity chain” introduced by Immanuel Wallerstein and “value chain” analyzed by Michael Porter, the GVC framework included distinctive elements that differentiated it from previous paradigms. The emphasis on the power of lead firms in global ...
In psychology, introjection (also known as identification or internalization) [1] is the unconscious adoption of the thoughts or personality traits of others. [2] It occurs as a normal part of development, such as a child taking on parental values and attitudes.
These metamodels are the second layer (M2 model) and they describe the third layer (M1 laer). The last layer, the data layer is used to describe real objects. The metamodel must support the analysis of the activities of the value chain to support the identification of differentiators. The internal value chain should as such be part of the ...
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.
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".
If this phenomenon is presented in a graph with a Y-axis for value-added and an X-axis for value chain (stage of production), the resulting curve appears like a "smile". Based on this model, the Acer company adopted a business strategy to reorient itself from manufacturing into global marketing of brand-name PC-related products and services.
This model suggests that customers buy products or services from an organization to have access to its unique knowledge. The advantage is static, rather than dynamic, because the purchase is a one-time event. The unlimited resources model utilizes competitors by practicing a differentiation strategy. An organization with greater resources can ...