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Value Chain. Firm infrastructure. Human resource management. Support Activities. Technology development. Procurement. Margin. Inbound logistics. Operations. Outbound logistics. Marketing & sales. Service. Primary Activities. Board Functions Matrix.

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Value chain
Value Chain

Firm infrastructure

Human resource management

Support

Activities

Technology development

Procurement

Margin

Inbound logistics

Operations

Outbound logistics

Marketing & sales

Service

Primary Activities


Board functions matrix
Board Functions Matrix

Key Result Areas (KRAs) Suggested % of board time dedicated to Key Result Areas

Strategy and Direction  40%

Key Projects & Communication  20%

Risk Management & Compliance  15%

Key Performance / Predictive Indicator (KPI)  15%

Knowledge, Skills & Experience Mix  10%


  • Political

  • Government stability

  • Taxation and trading policy

  • Foreign trade regulations

  • Social welfare policies

  • regulatory bodies and

  • processes

  • Technological

  • Government spending on

  • research and development

  • Government and industry

  • focus on technological effort

  • New discoveries/developments

  • Speed of technology transfer

  • Intellectual property issues

  • Economic factors

  • Business cycles

  • GMP trends

  • Interest rates

  • Money supply

  • Inflation

  • Unemployment

  • Disposable income

  • Legal

  • Competition law

  • Employment law

  • Health and Safety

  • Product safety

The Organisation

  • Sociocultural factors

  • Population demographics

  • Income distribution

  • Social mobility

  • Lifestyle changes

  • Attitudes to work and leisure

  • Consumerism

  • Levels of education

  • Environmental

  • Environmental protection laws

  • Waste disposal

  • Energy consumption

  • Carbon trading


Bcg product portfolio matrix reallocates resources
BCG Product Portfolio Matrix Reallocates Resources

High

Question Mark

Stars

Growth

Cash

Cow

Dogs

Low

Market

Share

Low

High

Type of Business

Description

How Resources Should be Moved

Question Mark

Has low current performance but high potential

Use resource to build into a star

Pet

Has low current performance and low potential

Exit this business

Cash Cow

Cash cow has high current market share and usually cash flow associated with it but is not likely to grow in the future

Use the money generated for stars and question marks

Star

Has high performance and high potential

Keep investing in this


Don t forget strategic alignment

More concrete,

Easier to change

Process

Structure

Technology

Structure

Organisational

Structure

Motivation

Structure

Measurement

Systems

Management

Methods

Strategic

Direction

More difficult to change,

Less concrete

Organisational

Culture

Political

Power

Individual

Beliefs

Don’t forget strategic alignment

The aim of any good strategy is to first set the strategic direction and then ensure that all the other nine dimensions are aligned so that they are pushing in the same direction. If any of the dimensions are not aligned they will become barriers.


Balanced scorecard
Balanced Scorecard

  • Makes strategy operational

  • Focuses organisation on breakthrough performance

  • Integrates corporate programmes

  • Can be broken down into lower levels

  • Links KPIs to strategy

  • Facilitates strategic feedback and learning


Balanced scorecard bsc

Customer

Strategy

Learning

Balanced Scorecard - BSC

Financial

Processes



How to construct a balanced scorecard
How to construct a balanced scorecard

  • Establish objectives

  • Decide who will be involved in the development process

  • Decide on the organisation unit to which the scorecard will apply

  • Decide on the structure

    • Review existing measures to see if can be turned into KPIs

    • Develop additional KPIs

    • Relate all KPIs back to original objective

  • Finalise the scorecard


Three types of performance measures
Three types of performance measures

  • Key result indicators

    Tells you what you have done

  • Performance Indicators

    Tell you what to do

  • Key Performance Indicators

    Tell you what to do to increase performance dramatically


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