Strategic Value Chain Analysis
Strategic value chain analysis disaggregates a firm into the discrete activities through which it designs, produces, markets, delivers, and supports its product, in order to locate the sources of cost advantage and differentiation that underlie competitive advantage. The framework is Michael Porter's, introduced in his 1985 Competitive Advantage, where he divides the firm's activities into five primary categories — inbound logistics, operations, outbound logistics, marketing and sales, and service — and four support categories — firm infrastructure, human resource management, technology development, and procurement — with margin as the difference between total value created and total cost. Porter argued that competitive advantage cannot be understood by looking at the firm as a whole but must be traced to the way particular activities are performed and linked. The analysis extends outward to the value system linking suppliers, the firm, channels, and buyers.
Bronrecord
Citaten letterlijk overgenomen uit het bronrecord van de methode. Hieruit wordt geen verificatie op claimniveau afgeleid.
- Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press, New York. · ISBN 9780029250907
- Hax, A. C., & Majluf, N. S. (1983). The Use of the Industry Attractiveness-Business Strength Matrix in Strategic Planning. Interfaces, 13(2), 54-71. · DOI 10.1287/inte.13.2.54
Gecureerde claims
Claims opgeslagen in het bewijsregister, elk met zijn eigen beoordeling.
Deze weergave verzint geen claimbeoordeling als het register er geen heeft.
Gerelateerde methoden
Gegenereerd uit de methodegraaf en getoond als machinaal voorgestelde relaties — er wordt geen bewijsclaim afgeleid.