论文代写价值链

| 14-5月-2013 | 英国留学常识

论文代写

The thought of a value chain represented initiative proposed by Michael Porter (1985) to describe how customer value gathers by a string of activities that direct to an output or service. Porter depicts the value chain as the inside operations or activities a company execute “to designing, produce, commercialize, deliver and support its product.” He additional expresses that “a business firm value chain and the manner it executes separate activities are a contemplation of its history, its strategy, its approaching to applying its strategy, and the fundamental economics of the activities themselves.” Porter depicts two leading categories of business concern activities: primary activities and support activities. Primary activities are straight required in transforming inputs into end product* and in delivery and after-sales back up. These are commonly as well the line activities of the organization. They include:

 

· Inbound logistics-material handling and warehousing;

· Operations-transforming inputs into the final product;

· Outbound logistics-order processing and distribution;

· Marketing and sales-communication, pricing and channel management; and

· Service-installation, repair and parts.

 

Support activities support primary activities and other support activities. They are managed by the organization’s staff affairs and include:

 

· Procurement-purchasing of raw materials, supplies and other consumable items as well as assets;

· Technology development-know-how, procedures and technological inputs needed in every value chain activity;

· Human resource management-selection, promotion and placement; appraisal; rewards; management development; and labor/employee relations; and

· Firm infrastructure-general management, planning, finance, accounting, legal, government affairs and quality management.

 

Value chain analysis describes the activities within and around an organization, and relates them to an analysis of the competitive strength of the organization. Therefore, it evaluates which value each particular activity adds to the organizations products or services. This idea was built upon the insight that an organization is more than a random compilation of machinery, equipment, people and money. Only if these things are arranged into systems and systematic activates it will become possible to produce something for which customers are willing to pay a price. Porter argues that the ability to perform particular activities and to manage the linkages between these activities is a source of competitive advantage.

 

The term ‚Margin’ implies that organizations realize a profit margin that depends on their ability to manage the linkages between all activities in the value chain. In other words, the organization is able to deliver a product / service for which the customer is willing to pay more than the sum of the costs of all activities in the value chain.

论文代写

一个价值链的思想代表的倡议,迈克尔波特提出的(1985)描述了如何通过顾客价值将字符串直接输出或服务活动。波特描述了价值链作为内部业务或活动,公司实行“以设计,生产,生产,交付和支持它的产品。”他补充表示,“企业价值链和它执行单独的活动是一种思考方式的历史,其策略,其运用探讨其策略,和这些活动本身的基本经济学。”波特描绘了企业活动的两大类:基本活动和支持活动。主要活动是直的需要将输入转化为最终产品和交付和售后支持。这些通常是好的线下活动的组织。他们包括:

•入厂物流搬运和仓储;

•投入转化为最终产品的操作;

•出境物流订单处理和分配;

•营销和销售沟通,定价和渠道管理;和

•服务安装,维修及配件。

支持活动支持基本活动和其他支持活动。他们是由组织的人员管理事务,包括:

•采购原材料的采购,供应和其他消耗品以及资产;

•科技发展知道,在每一个价值链活动所需要的程序和技术投入;

•人力资源管理选择,晋升和安置;评价;奖励;管理发展;劳动/员工关系;和

•公司基础设施总体管理,计划,财务,会计,法律,政府事务和质量管理。

价值链分析了内部和周围组织的活动,涉及到组织的竞争力分析。因此,它的价值评估每一个特定的活动增加了组织的产品或服务。这个想法是建立在对组织不仅仅是一个随机编制机械,设备,人员和资金。只有当这些事情安排到系统和系统的激活将成为可能产生一些顾客愿意支付的价格。波特认为,能够执行特定的活动和管理之间的联系,这些活动是一种竞争优势的来源。

长期‚缘”意味着组织实现的利润率,取决于他们的管理机构在价值链上各个活动之间的能力。换句话说,组织能够提供的产品/服务,客户愿意支付高于价值链中的所有活动的成本之和。

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