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Value Chain Management: Functional Strategies for Competitive Advantage

Value Chain Management: Functional Strategies for Competitive Advantage. chapter nine. Learning Objectives. Explain the role of functional strategy and value-chain management in achieving superior quality, efficiency, innovation, and responsiveness to customers

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Value Chain Management: Functional Strategies for Competitive Advantage

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  1. Value Chain Management: FunctionalStrategies for Competitive Advantage chapter nine

  2. Learning Objectives Explain the role of functional strategy and value-chain management in achieving superior quality, efficiency, innovation, and responsiveness to customers Describe what customers want, and explain why it is so important for managers to be responsive to their needs Explain why achieving superior quality is so important, and understand the challenges facing managers and organizations that seek to implement total quality management.

  3. Learning Objectives Explain why achieving superior efficiency is so important and the different kinds of techniques that need to be employed to increase efficiency Differentiate between two forms of innovation, and explain why innovation and product development are crucial components of the search for competitive advantage.

  4. Four Ways to Create a Competitive Advantage Figure 9.1

  5. Functional Strategies and Value-Chain Management • Functional-level strategy • plan of action to improve the ability of each of an organization’s departments to performs its task-specific activities in ways that add value to an organization’s goods and services

  6. Functional Strategies and Value-Chain Management • Value chain • The coordinated series or sequence of functional activities necessary to transform inputs such as new product concepts, raw materials, component parts, or professional skills into the finished goods or services customers value and want to buy.

  7. Functional Activities and the Value Chain Figure 9.2

  8. Functional Strategies and Value-Chain Management • Value-chain management • development of a set of functional-level strategies that support a company’s business-level strategy and strengthen its competitive advantage

  9. Functional Strategies and Value-Chain Management • Product development • engineering and scientific research activities involved in innovating new or improved products that add value to a product • Marketing function’s task is to persuade customers a product meets their needs and convince them to buy it

  10. Functional Strategies and Value-Chain Management • Materials management function • controls the movement of physical materials from the procurement of inputs through production and into distribution and delivery to the customer

  11. Functional Strategies and Value-Chain Management • Production function • responsible for the creation, assembly or provision of a good or service, for transforming inputs into outputs

  12. Functional Strategies and Value-Chain Management • Sales function • plays a crucial role in locating customers and then informing and persuading them to buy the company’s products

  13. Functional Strategies and Value-Chain Management • Customer service function • provides after sales service and support • Can create a perception of superior value by solving customer problems and supporting customers

  14. What Do Customers Want? • A lower price to a higher price • High-quality products • Quick service and good after-sales service • Products with many useful or valuable features • Products that are tailored to their unique needs

  15. Customer Relationship Management • Customer relationship management • technique that uses IT to develop an ongoing relationship with customers to maximize the value an organization can deliver to them over time

  16. Impact of Increased Quality on Organizational Performance Figure 9.3

  17. Total Quality Management • Total quality management (TQM) • focuses on improving the quality of an organization’s products and stresses that all of an organization’s value-chain activities should be directed toward this goal

  18. Steps to Successful TQM Implementation • Build organizational commitment to quality • Focus on the customer • Find ways to measure quality • Set goals and create incentives • Solicit input from employees

  19. Steps to Successful TQM Implementation (cont.) • Identify defects and trace to source. • Introduce just-in-time inventory systems. • Work closely with suppliers. • Design for ease of production. • Break down barriers between functions.

  20. Six Sigma • Six Sigma • A technique used to improve quality by systematically improving how value chain activities are performed and then using statistical methods to measure the improvement.

  21. Example – Boeing and Six Sigma Boeing had a problem with the air-circulating fans on the 777 being rejected during testing A team used Six Sigma to examine data and determine the root causes of the issue

  22. Facilities Layout, Flexible Manufacturing, and Efficiency • Facilities Layout • strategy of designing the machine-worker interface to increase production system efficiency • Flexible Manufacturing • The set of techniques that attempt to reduce the costs associated with the product assembly process or the way services are delivered to customers.

  23. Three Facilities Layouts Figure 9.4

  24. Facilities Layout • Product layout • machines are organized so that each operation is performed at work stations arranged in a fixed sequence • Process Layout • self contained work stations not organized in a fixed sequence • product goes to whichever workstation is needed to perform the next operation to complete the product

  25. Facilities Layout • Fixed-Position Layout • the product stays in a fixed spot and components produced at remote stations are brought the product for to final assembly

  26. Changing a Facilities Layout Figure 9.5

  27. Flexible Manufacturing Aims to reduce time required to set up production equipment By redesigning the process, setup times and costs can be drastically reduced Able to produce many more varieties of a product than before in the same amount of time

  28. Just-in-Time Inventory and Efficiency Just-in-time (JIT) inventory system gets components to the assembly line just as they are needed to drive down costs Major cost savings can result from increasing inventory turnover and reducing inventory holding costs

  29. Self-Managed Work Teams and Efficiency Self-managed work teams produce an entire product instead of just parts of it Team members learn all tasks and move from job to job Can increase productivity and efficiency

  30. Process Reengineering and Efficiency • Process Reengineering • The fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical measures of performance such as cost, quality, service, and speed.

  31. Two Kinds of Innovation • Quantum product innovation • results in the development of radically different kinds of goods and services because of fundamental shifts in technology brought about by pioneering discoveries

  32. Two Kinds of Innovation • Incremental product innovation • results in gradual improvements and refinements to existing products over time as existing technologies are perfected, and functional managers learn how to perform value-chain activities in better ways

  33. Strategies to Promote Innovation and Speed Product Development • Product development • management of the value-chain activities involved in bringing new or improved kinds of goods and services to the market

  34. Strategies to Promote Innovation and Speed Product Development • Stage-Gate Development Funnel • technique that forces managers to make choices among competing projects so that functional resources are not spread thinly over too many projects

  35. A Stage-Gate Development Funnel Figure 9.6

  36. A Stage-Gate Development Funnel • Product development plan • specifies all of the relevant information that managers need to make a decision about whether to go ahead with a full-blown product development effort

  37. A Stage-Gate Development Funnel • Contract book • A written agreement that details product development factors such as responsibilities, resource commitments, budgets, time lines, and development milestones

  38. Establish Cross-Functional Teams • Core members • members of a team who bear primary responsibility for the success of a project and who stay with a project from inception to completion.

  39. Members of a Cross-Functional Product Development Team Figure 9.7

  40. Video Case: Understanding Toyota’s Success How do the Toyota employees interviewed in the video illustrate the company’s practice of TQM? How has kaizen driven innovation at Toyota? Why is Toyota able to spread knowledge so fast throughout the company?

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