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Mozota, Brigitte Borja. "Structuring Strategic Design Management: Michael Porter's Value Chain." Design Management Journal (Former Series) 9, no. 2 (June 10, 2010): 26–31. http://dx.doi.org/10.1111/j.1948-7169.1998.tb00201.x.
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Chang, Pao-Cheng, and Hsi-Chin Lin. "The KPIs of Productivity Growth for Enterprises of Different Value Creation Types." International Journal of Productivity Management and Assessment Technologies 3, no. 1 (January 2015): 46–56. http://dx.doi.org/10.4018/ijpmat.2015010104.
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Taking Thompson's (1967) and Porter's (1980) concepts as the foundation, summarized the way enterprises create value as three types: value chain, value shop, and value network. Although scholars have written about KPIs to increasing productivity in specific industries, there is a lack of comparative studies on how to increase productivity in industries of different value creation types. For this purpose, this study selected two companies of each value creation type to discuss their KPIs to increasing productivity. It delineated the KPIs for different types of value creation enterprise type and found that transforming more value chain type department function towards value shop and value network can effectively increase productivity. This point can make up for the shortcomings of scholars such as , and Porter (1980) with respect to the “how to strengthen enterprise value creation” mechanism and discussion, and can be regarded as an important contribution of this study.
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Shamsuzzaman, Md, and Sheikh Morshed Jahan. "Value Chain of Poultry Hatcheries in Bangladesh : A Comparative Study of SMES versus Large Players by Porter's Value Chain Model." International Journal of Managing Value and Supply Chains 8, no. 3/4 (December 30, 2017): 01–18. http://dx.doi.org/10.5121/ijmvsc.2017.8401.
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Koc, T., and E. Bozdag. "Measuring the degree of novelty of innovation based on Porter's value chain approach." European Journal of Operational Research 257, no. 2 (March 2017): 559–67. http://dx.doi.org/10.1016/j.ejor.2016.07.049.
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Grigorescu, Ioan Lucian. "Value Chain Analysis – Basic Element Of An Organization’s Competitive Advantage." International conference KNOWLEDGE-BASED ORGANIZATION 21, no. 2 (June 1, 2015): 318–24. http://dx.doi.org/10.1515/kbo-2015-0053.
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Abstract Competitive advantage is a difference in relative prices or the relative costs and it results from differences in their work done. These differences may occur in two different ways, namely either the organization performs better the same types of activities, or it chooses different types of activities. To establish whether between an organization and other competitors in the same industry there are differences in terms of relative prices and relative costs, it is recommended to make use of Porter's value chain, the more so as these differences are determined by the activities of the organization. Value chain plays an important role in the diagnosis of an organization's competitive advantage because through it we can get an insight into the mode of action of costs and the influences they have on the strategy that the organization has taken. Also, through the value chain there can be identified the potential sources of differentiation of products or services offered by the organization.
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Ahmed, Nazim U., and Sushil K. Sharma. "Porter's value chain model for assessing the impact of the internet for environmental gains." International Journal of Management and Enterprise Development 3, no. 3 (2006): 278. http://dx.doi.org/10.1504/ijmed.2006.008825.
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McPhee, Wayne. "A new sustainability model: engaging the entire firm." Journal of Business Strategy 35, no. 2 (April 14, 2014): 4–12. http://dx.doi.org/10.1108/jbs-11-2013-0106.
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Purpose – The sustainable activity model re-envisions Porter's value chain to reflect the emerging impact of sustainability on firm strategy. The model helps to convert high level sustainability vision statements into a new set of actions that can create value from emerging issues like climate change, resource constraints, and a smaller, more connected world. Design/methodology/approach – The emergence and growth of sustainability, provides an opportunity to rethink traditional business models to better reflect current and emerging market conditions. Porter's value chain was adapted to reflect that: the value of a firm is based on more than just the profit margin and includes reputation, brand value and license to operate; sustainability can generate value by improving both internal and external engagement and collaboration; and the impact that the firm has on the outside world need to be included in firm strategy and decision making. Findings – The sustainable activity model is useful for focusing strategy on the material impacts of the firm rather than focusing on the issues that are most prevalent in the media or where managers have a particular interest. The model allows the firm to clearly set out new actions and new behaviors that change how the firm interacts with the world and how value is created. Originality/value – The sustainable activity model adapts the traditional value chain model to better fit the business issues that have emerged over the last 25 years and to prepare for a future that will continue to change at an ever increasing rate. Applying the model to strategy and business decisions will encourage new ways of thinking about value and generate new activities for creating value and enhancing the resilience of the firm against future changes as the sustainability trend continues to evolve.
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Ramli, Mohmad Najid, and Syed Jamal Abdul Nasir Syed Mohamad. "The Contact Centre Industry in Malaysia: An Insight through Porter's Diamond Competitiveness Model." GATR Global Journal of Business Social Sciences Review 1, no. 3 (August 14, 2013): 69–77. http://dx.doi.org/10.35609/gjbssr.2013.1.3(9).
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Objective - The objective of this theoretical paper is to look at the insight of Malaysia Contact Centre Industry and to highlight Malaysia's competitive edge from the perspective of Porter's Diamond Competitive Model. The Porter's Diamond Model will attempt to investigate how Malaysia can be sustainable and competitive in sharing the global contact centre as well as the BPO market. Methodology/Technique - This research is derived from the secondary information obtained from desk research of the broad literature on the sector and assessment of specific regional reports available through Internet websites as well as from various publications such as from the Government business reports and from agencies in the related industry . Findings - The mainfindings from this research is that, when Porter's diamond model was applied to the Malaysian Contact Centre and BPO sector, it showed clearly that the industry's competitive challenges in Malaysia are more towards human factor and upgrading the product up in the value chain plus the niche market of Islamic Finance and Accounting services, although there are still other steps and strategies the government and its agencies can play to make the country as one of the highest income of the service sector. Type of Paper: Review Keywords : Contact Centre Industry, Porter's Diamond Model, Business Process Outsourcing, BPO, Competitive Strategies.
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Finne, Thomas. "Information security implemented in: The theory on stock market efficiency, Markowitz's portfolio theory and porter's value chain." Computers & Security 16, no. 6 (January 1997): 469–79. http://dx.doi.org/10.1016/s0167-4048(97)84641-x.
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Sanoto, Herry. "Manajemen Perencanaan Strategis Sistem Informasi Menggunakan Metode Tozer (Studi Kasus: SMK Bina Nusantara Ungaran)." Scholaria: Jurnal Pendidikan dan Kebudayaan 11, no. 1 (January 21, 2021): 72–79. http://dx.doi.org/10.24246/j.js.2021.v11.i1.p72-79.
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Business competition in this fast-paced information age has become very tight. especially in the field of education. Thus the organization must have a business strategy that is very mature in order to face the competition. The application of information systems and technology has become one of the most influential business strategies for staying in competition. Bina Nusantara Ungaran Vocational School has implemented an information system and technology, but apparently it has not run optimally because some parts have not yet implemented an information system. In this study discusses how to plan an IS / IT strategy using the Tozer version method with supporting analysis such as Value Chain Porter's, Five Force Porter's, SWOT, Critical Success Factor, and McFarlan's Strategic Grid. Which produces a portfolio of SI / IT that is aligned with the vision and mission to support the business processes that are run and make Bina Nusantara Ungaran Vocational School excel in field of education.
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Maksymyuk, Maksym. "METHODOLOGICAL ASPECTS OF TRAVEL & TOURISM COMPANIES' STRATEGIC ANALYSIS." Scientific Journal of Polonia University 29, no. 4 (June 18, 2018): 101–13. http://dx.doi.org/10.23856/2914.
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Article deals with methodological aspects of travel & tourism companies' strategic analysis. Two stages of the strategic analysis are described. In the external analysis it is recommended to use Porter's five forces analysis, Strategic group mapping, Critical success factor. List of external public sources is recommended for strategic analysis of macro environment of Travel & Tourism companies. Following internal analysis components are recommended: analysis of resources and competencies, value chain analysis, comparative analysis through financial analysis and benchmarking, analysis of products and their positions in the market.
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Amorita, Christine, Arief Daryanto, and Sahara . "Competitiveness Analysis of Indonesian Pepper in International Market." International Journal of Research and Review 8, no. 5 (May 8, 2021): 38–52. http://dx.doi.org/10.52403/ijrr.20210507.
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Indonesia is one of the world's largest pepper producing countries and most of Indonesia's pepper production is exported abroad. Apart from the superiority of Indonesia's natural resources, namely as a country with the second-largest area of pepper cultivation, now competition between countries cannot be measured only by the number of exports it owns. The existence of synergy between countries in producing a product with high economic value is evidence of trade integration between countries. This study aims to analyze the comparative advantage of Indonesian pepper compared to Vietnam, Brazil, India, and Malaysia, to analyze the competitive advantage of Indonesian pepper, and to analyze the value chain of Indonesian pepper. This study used a sample of five countries, namely Indonesia, Vietnam, Brazil, India, and Malaysia. This research used quantitative and qualitative research approaches. The methods used in this research used Revealed Comparative Advantage (RCA), Porter's Diamond Theory, and value added analysis. The analysis results show that the five competing countries have a comparative advantage over pepper; Indonesia has a competitive advantage in conditions of natural resource factors. Indonesia's participation in the global value chain is declining. The main focus of the government in 2020 is on the input, production, capital, and market sides. Keywords: comparative advantage, competitive advantage, pepper, value added, value chain.
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Richard Horne, J. "Are you seeing the big picture in selecting your improvement projects?" TQM Journal 26, no. 6 (October 7, 2014): 658–66. http://dx.doi.org/10.1108/tqm-08-2013-0094.
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Purpose – The purpose of this paper is to propose the adaptation of Michael Porter's Value Chain as part of a total value and performance-based framework to help identify and prioritize process improvement projects. Design/methodology/approach – This paper developed a framework and then applied it by using a notional company's performance numbers. Findings – The proposed framework can be easily applied to a real-world business setting by using the methodology proposed. The author used basic Microsoft Excel skills to perform this work. Practical implications – This paper's’ strength is that it provides business managers and quality improvement practitioners a viable and straight forward method to identify and prioritize their improvement efforts. Originality/value – This paper is original in its concept. It takes and established framework and it applies it to a process improvement application.
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Nag, Barin, Chaodong Han, and Dong-qing Yao. "Mapping supply chain strategy: an industry analysis." Journal of Manufacturing Technology Management 25, no. 3 (April 1, 2014): 351–70. http://dx.doi.org/10.1108/jmtm-06-2012-0062.
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Purpose – In manufacturing industries, the levels of inventories at all stages (i.e. raw material, work-in-process and finished goods inventories) indicate the firm's competitive positioning, strategies, internal processes and relationships with suppliers and downstream customers. The authors identify patterns of manufacturing industries based on levels of raw material and finished goods inventories to classify inbound and outbound supply chain strategies. Design/methodology/approach – The authors review literature on supply chain inventory strategy and perform cluster analysis to analyze patterns of manufacturing industries based on manufacturing industry data collected from US Census of Bureau. Following Porter's Five Forces Model, the authors perform in-depth case studies of four representative industries to analyze factors driving supply chain strategies, including industry intensity of rivalry, threat of new entrants, threat of substitutes, bargaining power of suppliers, and bargaining power of buyers. Findings – This study identifies three streams of research on supply chain strategy: Fisher's model and its variations, lean and agile paradigms, and push/pull systems. It finds that whether an industry shows low or high raw materials or finished goods inventories depending on its products, processes, and the dynamics of all forces described in the Five Forces Model. Research limitations/implications – This study is not able to include supplier selection, production strategies, warehousing and distribution, and even product design into the analysis of supply chain strategy due to data limitation. This study classifies industries based on average inventory levels of raw materials and finished goods, while inventory levels and supply chain strategies for specific firms may vary significantly within each industry. Originality/value – This study contributes to the supply chain management literature by providing a parsimonious framework of mapping inbound and outbound supply chain inventory strategies, and the results based on the analyses of all US manufacturing industries provide a baseline picture for supply chain management professionals with manufacturing firms.
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Bhakti, Galang Krisnawa, and Augie David Manuputty. "Perencanaan Strategis SI/TI Menggunakan Metode Ward and Peppard di Institusi Pendidikan (Studi Kasus: SMK Bina Nusantara Ungaran)." Journal of Information Systems and Informatics 3, no. 1 (March 2, 2021): 96–107. http://dx.doi.org/10.33557/journalisi.v3i1.95.
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Business competition in this fast-paced information age has become very tight. especially in the field of education. Thus the organization must have a business strategy that is very mature in order to face the competition. The application of information systems and technology has become one of the most influential business strategies for staying in competition. Bina Nusantara Vocational School has implemented an information system and technology, but apparently it has not run optimally because some parts have not yet implemented an information system. In this study discusses how to plan an IS / IT strategy using ward and peppard methods with supporting analyzes such as Value Chain Porter's, SWOT, and McFarlan's Strategic Grid. Which produces a portfolio of IS / IT that is aligned with the vision and mission and roadmaps of its implementation to support the business processes that are run and make the Bina Nusantara Vocational School excel in education.
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Pelawi, Dewan, Franky Franky, Charles Willy, and Bobby Irwanza. "Perencanaan Strategi Sistem dan Teknologi Informasi pada PT. Tripuri Mitra Nobelindo." ComTech: Computer, Mathematics and Engineering Applications 2, no. 1 (June 1, 2011): 341. http://dx.doi.org/10.21512/comtech.v2i1.2763.
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Competitions faced by companies are some obstacles in achieving the business objectives to maintain the company's growth and survival. The use of information technology trend requires companies to use it in order to compete with competitors. Strategic planning of information system (IS) and information technology (IT) which refer to business strategy should be customized to the company's business processes. The process of finding a future application portfolio is preceded by the discovery of business strategy, IS/IT strategy managemen and IT strategy. The method used is the strategic planning of information system and information technology of Ward and Peppard. The discovery of business strategy through internal and external analysis of the company is done using tools: PEST, SWOT, Porter's five competitive model, Value chain, and CSF. The analysis of the current information systems helps determine the proposed IS and IT plan. The result achieved is strategic system plan and information technology that are appropriate to the company in achieving its business goals.
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Fatmawati, Indah, Sabila Ayu Bestari, and Rokhima Rostiani. "Key Success Factors' Identification of Farm Tourism: A Case from Indonesia." E3S Web of Conferences 232 (2021): 02020. http://dx.doi.org/10.1051/e3sconf/202123202020.
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The setting of this study is an orchard that has turned into thriving farm tourism. The company continues to develop itself in line with the high demand for horticultural products and tourism to excel in doing business. This research aims to identify the key success factors of a tourism farm company. Having useful information enables a company to understand its competitive advantages and powerful resources. Therefore, they can outperform the competition and prevent competitive losses. This study employs an exploratory qualitative approach. Data collection was using observation, interviews, and data generated from the company. This research is using three analytical techniques. First, the external environment analysis consisted of Political, Economic, Socio-Cultural, Technological, and Environmental analysis (PESTEL) and Porter's Five Forces Analysis (PFFA). Second, the internal environment analysis encompassed Value Chain analysis, STP analysis, and Marketing Mix analysis. Then, SWOT analysis to determine alternative strategies generated from the external and internal environment analysis. Results revealed that the key success factors of tourism farm company included human resources and natural resources. In this case, the company's service characteristic is inseparable. Lastly, the company must find solutions to overcome their weaknesses, such as the lack of technology and social media use.
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Kamplikar, Mukta. "Ginger – Smart Basics™." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–12. http://dx.doi.org/10.1108/20450621111110681.
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Subject area Services management, strategy, marketing. Study level/applicability Services management, strategy, marketing. Case overview Owned and operated by the Tata Group, Ginger Hotels is the first-of-its-kind of Smart Basics™ hotels across India. The case explores the business model and the relevance of the service concept given the Indian context and consumer behaviour, the marketing strategy, and communication strategy of Ginger. Challenges such as the use of outsourcing, learning and development, and attrition are discussed. Expected learning outcomes From a marketing perspective, this case can be used to demonstrate understanding of consumer behavior, reshaping customer expectations, perceived service quality, Gaps in service, service orientation, and value-for-money positioning, aggressive advertising and promotions, use of the marketing mix to introduce a new service concept in a market. From a management perspective, the case can be used to highlight how the marketing strategy is being delivered through a focus on service staff (selection, training, and motivation) and operations (logistics, IT, and communications), and branding (brand strategy – alignment to the corporate strategy).Third, the case is suitable for highlighting strategy – analyzing current competitive advantages, and carving out potential future competitive advantages in a services context. For example, strategic analysis models such as Porter's industry analysis and value-chain models can be applied to examine the sources and sustainability of Ginger's competitive advantages. The case can also be used for teaching service innovation. Supplementary materials Teaching note.
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Widodo, Bambang, and Suharjito Suharjito. "PENGEMBANGAN BLUEPRINT IT DENGAN ZACHMAN FRAMEWORK DI STP TRISAKTI." Jurnal Sistem Informasi 13, no. 1 (May 1, 2017): 49. http://dx.doi.org/10.21609/jsi.v13i1.528.
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The goals of the thesis were to create a model enterprise architecture strategic planning of IS / IT college in the form of IT blueprint with Zachman framework in STP Trisakti. Data were compiled by the main supporting documentation college events, questionnaires, interviews and field observations. Development of IT blueprint is done by utilizing the methodology of Ward & Peppard framework and EA (Enterprise Architecture) Zachman Framework is mapped into the Framework as the ultimate form of IT blueprint. Data were analyzed using analysis tools for internal and external environment. Internal environmental analysis using Value Chain, CSF (Critical Success Factor), the current application portfolio and Asset / IT, while the external environment analysis using the PEST (Political, Economic, Social, Technological), Porter's five force and the latest technology trends. It also carried defining enterprise architecture in the form of business architecture, data architecture, application architecture and technology architecture. Results of the Analysis were a blueprint IT shaped matrix cell 36 Zachman. It can be concluded that the can are 5 stages of implementation in the IT blueprint STP Trisakti with three major central system development in four areas of development of the IS / IT is the application portfolio, HR IT, Hardware, Software and Networking
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Sivula, Ari, and Jussi Kantola. "Combining crowdsourcing and Porter’s value chain." International Journal of Advanced Logistics 3, no. 1-2 (May 4, 2014): 17–26. http://dx.doi.org/10.1080/2287108x.2014.956977.
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Abbasi, Habiba. "PORTER’S INDUSTRY ANALYSIS AND VALUE CHAIN MODEL." International Journal of Advanced Research 5, no. 5 (May 31, 2017): 990–1003. http://dx.doi.org/10.21474/ijar01/4208.
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Frey, Marco, and Roberta Squillace. "Wind power industry in Italy: State and competitiveness factors. An adjusted diamond model approach." ECONOMICS AND POLICY OF ENERGY AND THE ENVIRONMENT, no. 3 (November 2011): 61–86. http://dx.doi.org/10.3280/efe2010-003005.
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Wind energy has grown significantly in the recent years worldwide, as an option in achieving sustainability in the energy sector. In Italy the wind capacity installed has boomed as well, in terms of capacity installed and government incentives given to the sector, achieving the record value od 5,797 MW installed in 2010, positioning itself 6th below countries as China, US, Germany, Spain and India. As a new developing sector, the present paper aims to investigate which are the features of the new emerging industry and which factors are affecting its competitiveness. Moreover, some findings have been used to identify and discuss which are the main weakness and strengths, threats and opportunities of the sector. In order to have an integrated picture of the industry competitiveness, they have been used those categories belonging to the theoretical framework of Porter's Diamond Model, namely (1) Factor Conditions, (2) Demand Conditions, and (3) Firm's Strategy, Structure and Rivalry, (4) Related and Support Industry, (5) Government and (6) Chance. The model has been adjusted taking into account some critics and improvements of the original Porter model. Each category has been analysed in details; data that comes from archival documents were reviewed carefully in order to select the more authoritative sources. A crucial part of the study concerns the analysis of technology capability and the firm's strategy and rivalry and the support industry; arguments have been deepen by using a survey that has involved companies operating along the wind supply chain in Italy. The survey offered the opportunity to have a "firm's perspective", concerning the perceptions of competitiveness opportunities and barriers by business executives who are dealing with local and global business situations. Moreover a final discussion of the main findings of the competitiveness analysis have been translated in terms of a SWOT analysis, that has the advantage of being easily readable by the industry itself and by decision makers. The main result of the study is that the growth in wind capacity installed in Italy has led to the development a new industry composed of multinational subsidiaries and local companies, operating in different areas of the supply chain has developed. The sector has been characterised by high dynamism and by increasing competitiveness, along the all supply chain that has promoted the development of new companies and new business that have had positive return on income and jobs. Positive advanced factor conditions, like physical resources, the high level of renewable energy demand due to the high fossil fuel dependance of Italy, government policies supporting the domestic market have positively influenced competitiveness of the industry. The main weakness of the industry is that it has still a marginal role in technology production, and R&D activities, which are commonly carried out abroad. However the learning process that has been created has been a stimulus for new turbine and component R&D activities. Therefore, actors and decision makers could attempt to further strengthen positive factors and overcome the negative ones in order to increase competitiveness of the national wind industry.
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Ferdous, Subarna, and Mitsuru Ikeda. "Value creation and competitive advantages for the Shrimp industries in Bangladesh." Journal of Agribusiness in Developing and Emerging Economies 8, no. 3 (September 3, 2018): 518–36. http://dx.doi.org/10.1108/jadee-04-2017-0048.
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Purpose The purpose of this paper is to analyze the value chain activities of shrimp firms in Bangladesh, and mapping the Porter’s (1985) value chain framework to see if it works or not. The present study identifies the gap, synthesizes and analyzes those gaps which lead the firms to create more values from firms to consumers. Design/methodology/approach Interviews were conducted with the shrimp industry managers in the southern region of Bangladesh. Exploratory qualitative research method was used and the questionnaire was semi-structured. Data were gathered from 43 firm managers. After sending multiple phone calls and face to face meeting, the response rate was 35.83 percentages. Findings Poor transportation, communication gap between the stakeholders, shortage of raw shrimps and lack of quality standard were the areas where shrimp industries were suffering. It was found that some of the primary and secondary activities of shrimp industries did not map with Porter’s framework. Based on Porter’s framework, the study suggested that analyzing and synthesizing those gaps can lead the firm more value and competitive advantages. Research limitations/implications Limitations include a lack of knowledge on value chain and shortages of raw materials for the processing plants. Moreover, the sample size was small for this exploratory study. Practical implications Shrimp industries will learn standard value chain activities, and identify the gaps based on the mapping of Porter’s value chain. Originality/value Using Porter’s value chain this is the first empirical study in the shrimp firms in Bangladesh. The primary research contribution is the revised theoretical framework which can be used for further research on shrimp industries in Bangladesh.
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KARTYSHEV, D. V. "IMPLEMENTATION OF UKRAINE'S WORLD EXPERIENCE INSTITUTIONAL SUPPORT FOR CARRIAGE TRANSPORTATION." Economic innovations 20, no. 1(66) (March 20, 2018): 87–95. http://dx.doi.org/10.31520/ei.2018.20.1(66).87-95.
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Topicality. The functioning of international merchant shipping and the practice of international trade in goods are interrelated at different levels - from historical to the level of a separate treaty. Here, contracts for the purchase and sale of goods, transportation, insurance, financing, transport and warehouse documents of title are intertwined and interact. The necessary degree of awareness in these issues is an indispensable condition for both successful business activity and for solving the problems of unification of maritime and commercial law. Also the urgency of the organizing problems of electronic trade by shipping services of shipping lines and their agents through the internal brands, Intranet and the Internet and ways of their overcoming are considered. Aim and tasks. International cargo transportation is a really confusing business through its customers, partners and employees, which are scattered around the world. Today's information technology has become a focal point for shipowners in order to gain a competitive edge over their rivals by choosing and setting the right partners in their rapidly expanding and timely transmission of information and interactive communication between their partners in the value chain (see Porter's Value Chain). network of value creation. As the international marketing concept develops, companies recognize that the real value creation requires intensive interaction between the internal (employees in a number of departments) and external players and clients as a result of partnership, a flexible value chain. The speediness of the delivery of goods depends on the extent to which all participants in the logistics processes (commercial organizations and state regulatory bodies) were able to make the transition from paper technologies to electronic technologies. The use of paper documents in parallel with the electronic several times increases the time of registration at all stages of the movement of goods. Research results.The central theme in trade facilitation is the reduction of bureaucratic restrictions for the movement of goods across borders. Why ask commercial operators to submit about thirty documents to forty different agencies with often repeated information? To reduce these formalities, collect information necessary for controlling bodies as quickly and easily as possible - this is the essence of trade facilitation. Simplification and reduction of the required procedures, data and documents, their harmonization with international standards, computerization of documents and foreign trade processes will significantly accelerate the movement of goods and information about them across borders. Approximately 40 years ago, US experts calculated that eliminating unnecessary bureaucratic procedures and paper flows would reduce the cost of trade operations by 7% in the US, and this was always a very large amount that the society simply lost because of insufficiently streamlined processes. The Single Window system has already been implemented in many countries, such as Japan, Singapore, Sweden, the United States and Senegal. Conclusion. The proposal was accompanied by information that in existing national laws and international conventions there are significant gaps regarding the functioning of bills of lading and sea waybills, the connection of these transport documents with the rights and obligations of the seller and buyer of goods, the legal status of entities providing financing to one of the parties to the contract of carriage Cargo. In some states there is a regulatory framework for these issues, but it is not uniform. And in many states there is no regulatory framework in this sphere at all. This circumstance is an obstacle to the free movement of goods and increases the value of transactions. The widespread use of electronic means of communication in the transport of goods further exacerbates the consequences of the fragmentation and non-unification of various laws and leads to the need to develop uniform provisions on specific issues related to the use of the applied technologies.
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Kawharu, Merata. "Reinterpreting the value chain in an indigenous community enterprise context." Journal of Enterprising Communities: People and Places in the Global Economy 13, no. 3 (July 8, 2019): 242–62. http://dx.doi.org/10.1108/jec-11-2018-0079.
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Purpose Research in the field of indigenous value chains is limited in theory and empirical research. The purpose of this paper is to interpret values that may inform a new approach to considering value chains from New Zealand Maori kin community contexts. Design/methodology/approach The paper derives from research that develops Indigenous research methods on positionality. By extending the “included researcher” (Kawharu, 2016) role, the research recognises the opportunity of being genealogically connected to one of the communities, which may enable “deep dive research” relatively easily. Yet practical implications of research also obligate researchers beyond contractual terms to fulfil community aspirations in innovation. Findings Research findings show that a kin community micro-economy value chain may not be a lineal, progressive sequence of value from supplier to consumer as in Porter’s (1985) conceptualisation of value chains, but may instead be a cyclical system and highly consumer-driven. Research shows that there is strong community desire to connect lands and resources of homelands with descendant consumers wherever they live and reconnect consumers back again to supply sources. Mechanisms enabling this chain include returning food scraps to small community suppliers for composting, or consumers participating in community working bees, harvesting days and the like. Social implications The model may have implications and applicability internationally among indigenous communities who are similarly interested in socio-economic growth and enterprise development. Originality/value The apper’s originality, therefore, derives from addressing a research gap, showing that indigenous values may provide a new approach to conceptualising value chains and developing them in practice.
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Chigora, Farai, and Promise Zvavahera. "Realigning Value Chain Concept towards Destination Branding: Zimbabwe Tourism Destination Reality." Business and Management Horizons 3, no. 2 (November 9, 2015): 34. http://dx.doi.org/10.5296/bmh.v3i2.8544.
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The study analysed the value chain model that was used to analyse the sustainable competitive advantage of manufacturing businesses by Porter in 1985. The processes of the model which are both primary and secondary variables were matched and compared to the tourism destination processes. This was done in order to design a specific value chain model that can be used by a tourism destination so as to improve brand equity. The study therefore analysed Zimbabwe as a tourism destination which needs to improve its brand equity through an effective tourism value chain. The study used a sequential mixed method in order to establish data from respondents. It started with a qualitative design whereby by Zimbabwe tourism destination processes were established through in-depth interviews from various experts in the industry. The identified variables were local people, natural resources and destination marketers. Also the respondents agreed that the secondary factors for a Zimbabwe tourism destination value chain include finance, skilled human resources, infrastructure, sustainable practices and global partnerships. The relationship of Zimbabwe tourism destination variables to Porter’s primary value chain activities were identified through a quantitative design using survey questionnaires. The results of the study showed that the inbound logistics is related to local people, operations to natural resources and outbound logistics to destination marketers. The study recommended a value chain model specifically for tourism destinations that comprise of local people, natural resources and destination marketers as the primary activities. An effective mix of the tourism primary factors and secondary factors (finance, infrastructure, skilled human resources, sustainable practices and global partners) will lead to improved brand equity for the Zimbabwe tourism destination.
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Domonkos, David. "The Conditions of and Requirements for the Formation of Clusters in Biotechnology." Competitio 10, no. 1 (June 20, 2011): 118–31. http://dx.doi.org/10.21845/comp/2011/1/9.
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In this article, with the help of the value chain model, I explain the functioning of biotech clusters. The “cluster” phrase was originally defined by Porter. In my opinion, the problem with Porter’s and other classical definitions of a cluster is that they are static, whereas the main feature of clusters’ is actually their dynamic nature. This is the reason why the following should also be included in the definition:– clusters emerge in a turbulent way: processes cannot be foreseen due to the lack of linearity.– a cluster, however, is a kind of an arena, because dense and changing vertical input-output relations and connections between horizontal organizations always generate a sort of a need for change.– clusters cause changes in the innovation policy, as they support the evolution of a policy which is appropriate for cluster formation. That is, they act as catalysts for the formation of better conditions.Accordingly, Porter’s original definition needs modification.
JEL classification: O32, L25, L65, D80
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Iskandar, Marcellinus Namas, and Fitri Aprilianty. "Building an Effective Branding Strategy: A Study Case of Raiment." Malaysian Journal of Social Sciences and Humanities (MJSSH) 6, no. 9 (September 10, 2021): 566–67. http://dx.doi.org/10.47405/mjssh.v6i9.1058.
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Since the civilized era, branding has played a very important role in business activities which when people recognize the brand, they have a perceived perception of the object. Seems simple and practical, many people mistakenly think that brand-building is an easy thing to do and therefore many businesses are stuck or even fail because they are not built through the appropriate implementation of strategies. One of which included Raiment, an online platforms-based business which helps people to create or customize clothing products. Having a vision to simplify the process of procuring a clothing product that was previously considered inefficient, concerns started to arise after it was known that the number of sales generated by Raiment for more than 1 year operating did not have any significant progress. In fact, most of the sales generated are still related through relatives such as friends and families. The aim of this research is to help Raiment to be able to assess the related factors in building its brand and also develop the right strategy to be able to create a better brand. External and internal analysis are also used in this research to help see the root of the problems faced by Raiment. The external analysis included is Porter's Five Forces, PESTEL Analysis, and Competitor Analysis. Meanwhile, the internal analysis included is Company Analysis and Brand Audit Analysis. The results of this study indicate that the roots of the problems faced by Raiment are around unclear brand-building guidelines, lack of available budget, lack of knowledge regarding the industry, and also lack of brand marketing efforts. Several solutions were proposed to address the root causes of the problem in developing the Raiment brand, such as creating a brand positioning model to increase brand awareness, building a brand resonance model to build brand loyalty, and also creating a brand value chain model to measure returns from the allocated investment for brand marketing activities. The results of this research can also help other businesses in improving and strengthening the existence of their brands, especially in the Indonesian market. With a note, further studies related to the garment/convection industry need to be carried out due to the growing trend.
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Flanagan, David J., Douglas A. Lepisto, and Laurel F. Ofstein. "Coopetition among nascent craft breweries: a value chain analysis." Journal of Small Business and Enterprise Development 25, no. 1 (February 12, 2018): 2–16. http://dx.doi.org/10.1108/jsbed-05-2017-0173.
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Purpose The purpose of this paper is to employ an inductive approach to explore how small, nascent, firms in the craft brewing industry use cooperative behaviours with direct competitors to achieve their goals. Design/methodology/approach Data were gathered from interviews with the founders of seven small, newly established, craft brewers in a Midwestern city in the USA for this exploratory study. Data analysis followed the general tenants of inductive coding. Porter’s value chain model was used as a framework to organise and conceptualise the coopetitive behaviour uncovered. Findings The firms engage in cooperative behaviours with their direct competitors in areas such as process technology development, procurement, inbound logistics and marketing. A particularly interesting and common collaborative activity was breweries recommending/promoting competing breweries to their own customers. Practical implications This study provides clear examples of how relationship building with competitors could be advantageous and help small, nascent firms overcome the liabilities of newness and smallness. Originality/value Research on coopetition has called for a greater understanding of the nature of cooperative behaviours in small firms, start-ups and firms outside of high-technology industries. Moreover, research has called for finer-grained approaches to conceptualising coopetition. This paper fills these gaps and shows how Porter’s value chain is a useful tool for organising the types of collaborative behaviours that can be part of coopetition. The findings enhance understanding and facilitate future research by illustrating a broad array of cooperative activities that occur between direct competitors.
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Widyantini, Rahayu. "Analysis of The Competitiveness of Indonesian Coffee in The Export Market." Cendekia Niaga 3, no. 1 (October 1, 2019): 14–23. http://dx.doi.org/10.52391/jcn.v3i1.458.
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Coffee is one of the Indonesia's leading products. It contributed to 2.7% of the world's exports and ranked number fourth as the world coffee producers in 2018. Indonesian coffee export has declined during the 2014-2018 at 5%. Similarly, production capacity has decreased too by 5.6% from 2017-2018. The global value chain for coffee is dominated by a relatively small number companies, mostly comes from foreign companies. As the result, the stakeholders involved in the coffee industry are not is not performing in the maximum result for expanding the overall value produced. This study aims to understand the competitiveness of Indonesian coffee in global market using the Revealed Comparative Advantage (RCA) and the Diamond Porter’s theory. This study utilized secondary data to calculate the RCA index and descriptive data from government report to explain the Diamond Porters theory. The results show that Indonesian RCA index is about 2,8 in 2018. The RCA value index is above the value of 1, means that Indonesia has good competitiveness in the global market. Based on this qualitative analysis, internal factor shows that Indonesia has a lower productivity as compared to the other top four exporting countries. Total demand of Indonesian coffee export is fluctuated but domestic demand shows an increase trend. There are only six big local company that processed additional values to the coffee. The Indonesia export destination country is also shown as the competitive market.
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Sengar, Anita, Vinay Sharma, and Rajat Agrawal. "Market development through integrating value chains – a case of Patanjali Food and Herbal Park." Emerald Emerging Markets Case Studies 7, no. 4 (August 28, 2017): 1–22. http://dx.doi.org/10.1108/eemcs-12-2016-0225.
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Subject area Market development. Study level/applicability This case is intended to be used in strategic management, operations management for both undergraduate and graduate courses. It can also be used for value innovation and market development. Case overview This case focuses on market development by Patanjali, a fast-growing organization crossing US$1bn of sales in five years of time span and declaring a target of doubling this figure in the financial year 2016-2017 (to reach US$1,500m). The prime focus of Patanjali is the health food segment based on herbal and Ayurveda science through the use of organically grown agricultural produce by integrating the associated value chains while radically benefitting all the stakeholders in a two-way process as suppliers as well as buyers/consumers. The fundamental context of the case is associated with the value chain development in terms of value addition on the basis of the organizational and leadership values in all the elements of the value chain of Patanjali products starting from suppliers to customers. The case emphasizes the role of the Patanjali Food & Herbal park in the value chain. Patanjali Food & Herbal Park is constantly striving for nation building more than profit accumulation. They have created a sustainable business benefiting all the stakeholders. The backbone of the Patanjali Food & Herbal Park lies in robust backward linkage and forward linkage. The context of the case presents an account of how the values based integration of the value chain is a strategic advantage and safeguards an organization from business environment threats. Expected learning outcomes The context of the case presents an account of how values based integration of the value chain is a strategic advantage and safeguard an organization from business environment threats. The case has a deep-rooted theoretical association with models like Porter’s Five Forces model on the one hand and also exemplifies how an organization can use blue ocean strategy through value-based value innovation. The context of the Black Swan perspective also emerges in the narration. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.
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Ouyang, Chao, and Hsiao Wei Chen. "Value Chain Analysis for Microalgae-Based CO2 Capture: A Case Study." Advanced Materials Research 1079-1080 (December 2014): 558–61. http://dx.doi.org/10.4028/www.scientific.net/amr.1079-1080.558.
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This primary goal of this study is to facilitate robust strategic decision- making regarding current and future deployment of microalgae-based CO2 capture technology. Based on Porter’s value-chain theory, a chain of activities that are common to all businesses are divided into primary and support activities. This study then attempts designs a microalgae-based CO2 capture value-chain model. This model shows that value drivers of microalgae-based CO2 capture, benefit markedly economic development. According to this value-chain model, one can choose a suitable strategy that to increases economic value. The microalgae-based CO2 capture value chain is a practical task in the development of microalgae-based CO2 capture technologies for thermal power plants. This value- chain model will guide investments and inform deployment decisions for microalgae-based CO2 capture technologies.
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Sutarmin and Dadang Prasetyo Jatmiko. "Value chain analysis to improve corporate performance: a case study of essential oil export company in Indonesia." Investment Management and Financial Innovations 13, no. 3 (September 23, 2016): 183–90. http://dx.doi.org/10.21511/imfi.13(3-1).2016.04.
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The purpose of this paper is to analyze the value chain, the main activities, and supporting activities as well as cost driver activity of one essential oil export company in Central Java. This research is a case study using the survey method (ex post facto). Primary data were collected by in-depth interviews and FGD (Focus Group Discussion). Secondary data were taken from natural materials purchasing department and finance department and controlling. Based on the research, the authors found that the main activity of the company consists of Supply, Purchasing/Procurement, Production Planning, Manufacturing, Materials, Quality Control (QC), Research and Development (R & D), Sales and Marketing and Customer activities. While supporting activities (support) consist of Personal and General Affair (P & GA), Information Technology (IT), Administration, Quality Assurance (QA) and Maintenance activities. Based on the value chain analysis (VCA), the company has Purchasing and R & D activities as the main activity of which is a characteristic that distinguishes the generic value chain of Porter. Purchasing a company with a cost driver activity expenditure composition of 85.6%. Clove oil is the dominant raw material of 78.26%. Based on this research, the authors, then, put forward some suggestions as follows: firstly, doing further research with the identification and analysis of internal and external factors, in order to know the internal strengths and weaknesses, opportunities and threats faced by the company. Second, analyzing company’s competitive position and the selection of alternative strategies to formulate strategies that can enhance the competitive advantage of companies. Keywords: value chain analysis, main activity, supporting activity, cost driver. JEL Classification: M21, M41
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Pietrzak, Michał, Aleksandra Chlebicka, Paweł Kraciński, and Agata Malak-Rawlikowska. "Information Asymmetry as a Barrier in Upgrading the Position of Local Producers in the Global Value Chain—Evidence from the Apple Sector in Poland." Sustainability 12, no. 19 (September 23, 2020): 7857. http://dx.doi.org/10.3390/su12197857.
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The typical approach in the business strand of literature on inter-organisational forms of cooperation is based on the Porter’s value chain model or on the body of literature related to the supply chain. However, there is extended research on value chains based on a different theoretical tradition, rooted in world-systems theory and commodity chain concepts, which recently tend to merge under the umbrella of the Global Value Chain (GVC). We use this eclectic approach as a theoretical framework to investigate the issue of informational asymmetries considered as a barrier in upgrading the position of local producers in the GVC by enhancing quality. As an empirical illustration, we use the Polish apple sector. Poland is one of the largest apple producers in the world with a strong export orientation and linkages with the global value chain. The study provides an insight into the barriers of upgrading the position in GVC and ways to overcome them. Responsibility for the final quality offered for the end-user is strongly dispersed across many actors in the chain, while interrelations between them are plagued by the information asymmetry problem. Therefore, the upstream transmission of end-user quality expectations within the chain fails due to the lack of orchestrating incentives and causes the misbehaviour in conducting different activities in the chain. Thus, attempts to upgrade the position of Polish apple growers in the GVC should be focused on overcoming information asymmetries. Mechanisms such as branding, standardisation and certification seem to be promising ways forward.
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Ruan, Shuai. "Research on Strategic Cost Management of Enterprises Based on Porter’s Value Chain Model." Journal of Physics: Conference Series 1533 (April 2020): 022056. http://dx.doi.org/10.1088/1742-6596/1533/2/022056.
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Wathne, Kenneth Henning, and Øystein D. Fjeldstad. "Where do we go from here? The future of B2B governance research." Journal of Business & Industrial Marketing 35, no. 4 (February 23, 2019): 623–27. http://dx.doi.org/10.1108/jbim-10-2018-0308.
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Purpose This paper aims to identify promising areas for future business to business (B2B) governance research. Design/methodology/approach This paper uses a theoretical approach. Findings Most governance research in marketing is conducted within the context of value chains (Porter 1985). There are great opportunities for governance researchers in marketing to improve the understanding of B2B relationships in problem solving and networking services. Moreover, rapid innovations taking place in networking services are changing the institutional environment across all forms of value creation. This in turn impacts how the nature and governance of relationships in the broader economy are understood. Originality/value The literature on B2B relationship governance is primarily rooted in one particular form of value creation, namely, the “value chain” (Porter, 1985). The authors examine whether the current conceptualization of B2B relationship governance is equally applicable for firms that have a different value creation logic and therefore engage in exchange relationships that differ in their object of exchange.
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Daraban, Marius Costin. "ACCOUNTING AS A 21ST CENTURY BUSINESS VALUE DRIVER." CBU International Conference Proceedings 5 (September 22, 2017): 99–105. http://dx.doi.org/10.12955/cbup.v5.909.
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Companies have focused for decades on maximizing the value creation process of direct productive business activities. The information revolution has left its mark and has started an irreversible transformation of classical business processes and activities. In the new 21st century information and data driven society, commodity is value and knowledge, making Porters value chain concept an important key factor for successful and innovative businesses. Business value creation was during the industrial revolution a topic strictly liked to direct productive activities. The increased and transformed business environment required innovative and sustainable competitive advantages for business organizations. The indirect productive business activities, and the business support services have been considered business value consuming and having no contribution towards the company value chain. 21st century accounting has evolved from the role of record keeper to a business value driver that assures and contributes to the company value chain by using its internal knowledge pool. The existing scientific publications are approaching accounting from different perspectives and support the main conclusion of the paper: accounting, in the 21st century is not a “bean counter” anymore, accounting is a certain and consistent business value driver.
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Contò, Francesco, Felice Adinolfi, Mariantonietta Fiore, and Piermichele La Sala. "An incubator model based on the territorial value chain." Applied Studies in Agribusiness and Commerce 7, no. 2-3 (September 30, 2013): 43–47. http://dx.doi.org/10.19041/apstract/2013/2-3/7.
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Policies to promote and encourage local foods may take many different shapes depending on both the specific targets and strategies. Some policies, especially at a local level, promote supply-chain vertical and horizontal integration as a comprehensive strategy which aims to help firms pursue several of the promoting policies. A business model that focuses its attention on the consumer of the product and territory can be a crucial driver in generating a ‘land fecundation’ as a response to globalization. The aim of the paper is to investigate the link between rural development and territorialisation, exploring the role of Local Action Groups Integrated Projects of Food Chain and Rural Development Programmes from 2007-2013 in a region in Southern Italy. The article makes use of a value chain approach, starting with Porter’s value chain model and five forces model of competition; it proposes a methodological framework for the development of an organisational model that includes and builds networks between the several stakeholders and local programmes, creating a shared strategy to revitalising the area and the food choices of its residents. This revitalising process takes place through the implementation of a multi-purpose incubator establishing strong partnerships that are able to foster complementarities among all rural stakeholders. Conclusions and implications for policy makers are drawn: a model of territorial organisation could link territorial capital and local stakeholders, and therefore the programming carried out under the entire RDP.
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Prajogo, Daniel, Adegoke Oke, and Jan Olhager. "Supply chain processes." International Journal of Operations & Production Management 36, no. 2 (February 1, 2016): 220–38. http://dx.doi.org/10.1108/ijopm-03-2014-0129.
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Purpose – The purpose of this paper is to examine the value chain processes that represent the “black box” between supply logistics integration and competitive operational performance in firms. To realize this objective, the authors develop a research model which comprises a series of linkages from supply logistics integration to operational outcomes using Porter’s concept of value chain and the relational view of resource-based theory as theoretical lenses. Design/methodology/approach – The data set for testing the hypothesized relationships in this study was drawn from 232 Australian manufacturing firms. Findings – The findings show that there is no significant direct relationship between supply logistics integration and competitive operational performance; rather, the relationship is fully mediated by inbound supply performance and internal lean production processes. Further, lean production processes have a positive effect on inbound supply performance. Research limitations/implications – The study shows the importance of managing both internal (production processes) and external processes (logistics and supply chain) of firms’ operations in an integrated manner in which supply logistics integration act through key internal processes to impact competitive performance which the end customers actually experience. Originality/value – This is the first study which uncovers what happens “in between” the incoming materials and the end outputs delivered by firms into the market. This “in between black box” is important in improving our understanding of how inbound supply activities are translated into outbound competitive performance outcomes.
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Anderson, Wineaster. "Linkages between tourism and agriculture for inclusive development in Tanzania." Journal of Hospitality and Tourism Insights 1, no. 2 (May 14, 2018): 168–84. http://dx.doi.org/10.1108/jhti-11-2017-0021.
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Purpose The purpose of this paper is to examine how local agricultural communities are integrated into the tourism value chains and provide insights into how this can contribute to poverty reduction. Design/methodology/approach The study employed the value chain approach to gain an understanding of the linkages between tourism and agriculture. Interviews involving local suppliers of agricultural products and tourism businesses (n=195) were conducted in Lushoto, Tanzania. The livelihood portfolios (range of activities – farming, employment, tourism, etc.) were analyzed in terms of the resources (economic, natural, human, physical and social assets) available to individuals and households and how these are optimally used to achieve inclusive growth. Findings The findings show that the form of tourism business ownership and the presence of specific social networks between tourism businesses and local suppliers dictate the mode of buying and the strength of supply chains. Community-based tourism is dominant in the area, allowing tourists to interact with agrarian rural communities. However, the optimal local linkages have been hampered by the quantitative and qualitative mismatch between locally supplied products and the tourism sector’s requirements. The failure of many initiatives aimed at addressing the mismatch creates a need for empowering local communities to enable them to take the opportunities that tourism provides. Practical implications Least developed countries need to build on the lessons learned from the development of tourism in their local settings, and pursue strategies which bring hope, confidence and real benefits to the majority of the struggling population. This study gives an insight on how inter-sectoral linkages could be embraced among the strategies or means of reducing rampant poverty. Originality/value Linking local agricultural production to tourism has long been seen as a promising way to make tourism more economically inclusive. However, the use of value chain approach in studying the tourism-agriculture linkages for inclusive development, especially in the developing economies is not common. While employing Porter’s value chains analysis, this study provides insights into how local farmers can be incorporated in tourism food supply chains in an ethical and beneficial way.
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Daraban, Marius Costin. "BUSINESS VALUE CREATED BY MANAGEMENT ACCOUNTING." CBU International Conference Proceedings 6 (September 24, 2018): 76–80. http://dx.doi.org/10.12955/cbup.v6.1136.
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Porter stated in his value chain concept that business support activities are contributing to the value creation process of a business organization. In the “classical view” business support activities are considered as indirect productive and not having a clear and direct contribution to the business organization value chain. The information age has enabled and leveraged business support activities to become decisive contributors to the value creation process of any business. Can this value contribution be somehow determined or quantified? Management accounting is a classical business support activity that contributes to the business organization value chain. Through usage of value management and value driven performance indicators, the value contribution can be determined and quantified. The present paper is highlighting one possible alternative to determine the value contribution by using indicators like economic value added and economic profit. The value-based approach is putting indirect productive business activities into a new position, the one of a clear and important business value creator that cannot be ignored in the 21st century, a century driven by data, a nd information and knowledge that can sustain a decisive sustainable competitive advantage.
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Anthony Jnr, Bokolo. "Sustainable value chain practice adoption to improve strategic environmentalism in ICT-based industries." Journal of Global Operations and Strategic Sourcing 12, no. 3 (November 1, 2019): 380–409. http://dx.doi.org/10.1108/jgoss-06-2018-0022.
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Purpose This paper aims to investigate the current value chain activities grounded on Porter’s value chain theory and to examine the drivers of strategic environmentalism that influence sustainable value chain adoption. This study further constructs a prescriptive model to reveal the extent to which information communication technology (ICT)-based industries are adopting sustainable value chain practices. Design/methodology/approach Data were collected using questionnaire from selected ISO 14000/14001-certified ICT-based firms in Malaysia and analyzed using partial least square-structural equation modeling. Findings Results reveal that the primary activities positively influence sustainable value chain. Moreover, results indicate that support activities significantly influence sustainable value chain adoption in ICT-based firms. Results further show that strategic environmentalism drivers have an impact on sustainable value chain adoption. Research limitations/implications Data were collected from ICT-based industries in Malaysia only. Additionally, this research extends the body of knowledge and offers theoretical implications for ICT-based industries in Malaysia and other emerging economies in adopting sustainable value chain activities. Practical implications Practically, this study assists ICT-based industries to change their current paradigm from the traditional operations to a more holistic approach toward supporting practitioners to simultaneously achieve social responsibility, environmental and economic growth. Social implications This study offers social implications for ICT-based industries to implement cleaner operations by decreasing CO2 emission, lessening energy usage, diminishing cost incurred and minimizing usage of natural resources, thereby increasing product recovery and recycle-ability of IT hardware. Originality/value This study is one of the first to address the issue related to sustainable value chain in ICT-based industry by providing a roadmap on how practitioners can implement sustainable initiatives or more significantly, how to infuse these initiatives in their current chain, while concurrently enhancing competitiveness. Furthermore, this paper examines the current activities implemented by practitioners toward sustainable value chain adoption and explores the correlation of the drivers of strategic environmentalism with regard to sustainable value chain.
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Viljoen, Jacoba, Derick Blaauw, and Catherina Schenck. "The opportunities and value-adding activities of buy-back centres in South Africa's recycling industry: A value chain analysis." Local Economy: The Journal of the Local Economy Policy Unit 34, no. 3 (May 2019): 294–315. http://dx.doi.org/10.1177/0269094219851491.
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This paper investigates the entrepreneurial opportunities and value-adding activities of buy-back centres in the recycling industry. Using Porter’s firm-level value chain framework as theoretical framework for this analysis, a concurrent mixed method design was used to collect information from 67 buy-back centres across South Africa by means of face-to-face interviews, accompanied with a questionnaire with open-ended and close-ended questions. Buy-back centres’ competitive advantage is that they have the facilities to add value to the recyclables according to the recycling industry’s standards and specifications. To be viable, they need to attract large and sustainable volumes of recyclables, which often poses a challenge. Increased volumes of recyclables can translate into more jobs and income earning opportunities at all hierarchical levels in the recycling industry. A recycling model that increases the volumes of recyclables recovered by buy-back centres through informal sector activities is proposed. Such a model should facilitate changing citizen behaviour and implementation of, among others, responsible separation at source programmes to increase the volumes of cleaner recyclables. Increased supplies of recyclables should, however, be accompanied by an increase in the demand for products made from recyclables, to absorb the increased supply.
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Wardhana, Ariyani. "Pengaruh Perkembangan Teknologi Informasi dan Layanan Telekomunikasi Terhadap Peningkatan Pendapatan Masyarakat Indonesia." ComTech: Computer, Mathematics and Engineering Applications 2, no. 1 (June 1, 2011): 304. http://dx.doi.org/10.21512/comtech.v2i1.2756.
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Information technology development grows faster every year. This phenomena makes opportunity for new businesses and business expansions in various industrial segments, especially for small and medium industries. Information technology is a part of support value in Porter’s value chain to optimalize industry performance. Application development, capacity amount, and various facilities in mobile phone access such as voice call, SMS, MMS, GPRS, 3G, 4G, and Vas add value to support primary business activities in each sector to earn more income. Income raise in many industries will bring impacts in national income and prosperity.
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Ancell, Debbie. "THE PARADOX OF COMPETITION FOR AIRLINE PASSENGERS WITH REDUCED MOBILITY (PRM)." Journal of Air Transport Studies 7, no. 1 (January 1, 2016): 111–29. http://dx.doi.org/10.38008/jats.v7i1.55.
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Airline competition with customer service as product differentiator has forced down costs, air fares and investor returns. Two passenger markets operate in aviation: (a) able-bodied passengers for whom airlines compete and (b) passengers with reduced mobility (PRMs) – disabled by age, obesity or medical problems – for whom airlines do not compete. Government interference in the market intended to protect a minority of narrowly-defined PRMs has had unintended consequences of enabling increasing numbers of more widely-defined PRMs to access complimentary airline provisions. With growing ageing and overweight populations and long-haul travelling medical tourists such regulation could lead to even lower investors’ returns. The International Air Transport Association (IATA) (2013) examined the air transport value chain for competitiveness using Porter’s (2008) five forces but did not distinguish between able-bodied passengers and PRMs. Findings during an investigation of these two markets concurred with IATA-Porter that the markets for the bargaining powers of PRM buyers and PRM suppliers were highly competitive. However, in contrast to the IATA conclusions, intensity of competition, and threats from new entrants and substitute products for PRM travel were low. The conclusion is that airlines are strategically PRM defensive by omission. Paradoxically, the airline which delivers the best PRM customer service could become the least profitable.
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Al-Shammari, Entidhar A. J., and Thamer K. H. Al-Faqir. "Analysis Support Activities Value Chain Model to the Porter and Impact on the Knowledge Department." Iraqi Administrative Sciences Journal 1, no. 1 (March 30, 2017): 60–86. http://dx.doi.org/10.33013/iqasj.v1n1y2017.pp60-86.
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This study seeks to determine the nature of the relationship between the value chain model and knowledge development of the , has been selected research problem that can be identified in performance weakness value chain model for porter with all its activities than effects on knowledge development deceleration, the subject of interest the value topics that are still in the process attention given, the aim of research to supply organization to the solution effective implementation for value chain model activities, the importance research to raising the level of knowledge development and standing on point strengths and weakness organization n and has been using checklist involved (75) and personal interview (21) and watched the purpose information collected and corrected as a located for conduct research, and the researcher reached a set of conclusions important the company ability weakness to provide had quality products because many challenges that faced and the severe competition, so the two researchers necessary put plan and programs to process improvement to achieve value add to activities for empowerment organization to the competition.
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Rizal, Anita. "Determinants of Value Chain Analysis of Solar Photovoltaic Industry in Kathmandu Valley." Journal of Business and Social Sciences Research 1, no. 2 (August 31, 2018): 153. http://dx.doi.org/10.3126/jbssr.v1i2.20922.
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<p>The objective of this paper is to find out key factors influencing target market of solar photovoltaic industry; and identify ways on how to reduce cost of sales in solar photovoltaic industry in Nepal. It also analyzes better ways of marketing solar photovoltaic system in current market. The conceptual model taken for this study comprises of Porter’s (1985) value chain analysis theory which has identified two sequences of activities i.e. primary and support activities. Exploratory research has been used where primary data is collected through structured questionnaire distributed among 120 individual sellers of solar photovoltaic system inside Kathmandu valley. The data collected are analyzed using SPSS 16.0 which is coded and tabulated by Microsoft Excel spreadsheet application.</p><p>The result of the analysis of the data shows that factors influencing value chain of solar PV industry are infrastructure (mostly furniture, workshop, showroom, capital and human resources in less number) needed to set up a company, imported from different countries, distribution channel, subsidy claim, marketing medium and after sales service. Few companies import huge quantity of solar related products. Most of the companies targeting direct customer don't claim subsidy directly rather they claim via other pre-qualified companies. Also these companies consider radio advertisement to reach customers at large rather than any other medium of marketing. These companies value warranty and repair & maintenance services as an after sales service. Although few of the solar photovoltaic systems are manufactured in Nepal, they prefer to import these items rather than promote Nepal made products. Thus, these factors have created value from import to service to the customers.</p><p>Journal of Business and Social Sciences Research, Vol. 1, No. 2, pp. 153-168</p>
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Pande, Bhavya, and Gajendra Kumar Adil. "A Value Chain Framework for Assessment of Sustainable Practices in Manufacturing Firms." European Journal of Sustainable Development 8, no. 3 (October 1, 2019): 95. http://dx.doi.org/10.14207/ejsd.2019.v8n3p95.
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Manufacturers face the challenge of implementing and assessing sustainable practices in their organizations due to several factors including lack of availability of clear guidelines and tools. Porter and Kramer (2006) suggest a framework on how to capture the negative effects of an organization’s primary and support value chain activities on the environment and society. In this paper, the framework suggested by them has been suitably modified to capture and organize sustainable practices relevant to manufacturing firms. Accordingly, a number of sustainable practices are identified through a detailed analysis of literature and incorporated in the developed framework. Further, in order to validate the potential of the proposed framework to be used as an assessment tool, feedback was sought from a senior level professional from an internationally acclaimed research center with experience and proficiency in conducting sustainability audits in textiles and leather industry. Going forward, the validated framework will be administered to assess sustainable practices in select manufacturing organizations. This study is a part of an ongoing research on assessment of sustainability in manufacturing organizations. Keywords: Assessment of Sustainable Practices; Sustainable Value Chain Practices; Triple Bottom Line; Total Life Cycle Approach; Sustainable Manufacturing
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Ang, Hendry. "Model Supplay Chain Management dan Perancangan Aplikasi E-SCM pada PT Indofood Sukses Makmur Tbk Bogasari Flour Mills Division." Winners 15, no. 1 (March 31, 2014): 72. http://dx.doi.org/10.21512/tw.v15i1.637.
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The purpose of this study is to analyze company business process by determining the appropriate model of supply chain at PT Indofood Sukses Makmur Bogasari and designing the e-SCM system that aims to facilitate the flow of information and products to the company, ranging from suppliers to customers. Research used Porter’s Five Forces analysis, value network analysis, order fulfillment based on the concept of decoupling point, EOQ (Economic Order Quantity) inventory model, and the method of designing an e-SCM system with Object Oriented Analysis Design (OOAD). The results of Porter’s Five Forces analysis show that bargaining power of suppliers and competition among similar companies had a strong tendency, while bargaining power of customers, new competitors, and product substitution had a weak tendency in the external environment. In addition, the value chain analysis results show the condition of the company's internal information flows were substandard, especially in the upstream of the business process in the company. Based on the concept of decoupling point, MTS was more appropriate to Bogasari in response to consumer demand. Furthermore, this study also proposed EOQ inventory model so that the company can manage inventory and order better as well as overcome some of the problems such as the uncertainty in the inventory levels of consumer demand and limited raw materials from suppliers. The e-SCM online system application designed with Object Oriented Analysis Design (OOAD) is expected to facilitate the flow of information and to integrate its customers and agents in supporting company business process, so the information between suppliers and customers becomes well integrated.
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Patichol, Preeya, Winai Wongsurawat, and Lalit M. Johri. "Upgrade strategies in the Thai silk industry: balancing value promotion and cultural heritage." Journal of Fashion Marketing and Management 18, no. 1 (March 4, 2014): 20–35. http://dx.doi.org/10.1108/jfmm-09-2011-0059.
Full textAbstract:
Purpose – The purpose of this paper is to substantiate Porter's ideas through multiple case studies of firms in one of Thailand's potential niches – Thai silk. Design/methodology/approach – This study examined upgrading strategies adopted by six companies involved in the production and distribution of silk and silk products in Thailand. Information was gathered from company documents and interview statements given by company executives and government policy makers. Standard approaches to organizing and analyzing qualitative case study data, including description, pattern identification, concept categorization and generalization were utilized. Findings – The companies have implemented upgrading strategies in the following four main areas: first, balancing efficiency and old customs in production; second, innovating new products while preserving unique traditional features; third, developing modern marketing and distribution techniques with a cultural flare; and fourth, building linkages and clusters. Practical implications – Stakeholders of traditional- or cultural-related industries may increase their chances of successfully renewing their businesses’ competitive advantage by carefully balancing the needs to both preserve and modernize key processes in their industries’ value chains. Originality/value – The paper's findings and recommendations may to be useful to other traditional industries that share similar challenges both in Thailand and in other Southeast Asian countries.