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4 views5 pagesUnderstanding the Value Chain Analysis
The value chain is useful for analyzing a company's activities and finding sources of competitive advantage. It consists of primary activities such as internal logistics, operations, external logistics, marketing, and customer service, and support activities such as infrastructure, research and development, human resources, and procurement. In a restaurant, primary activities include internal logistics, kitchen, dining room, sales, and after-sales service, while support activities are infrastructure, resources.
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0% found this document useful (0 votes)
4 views5 pagesUnderstanding the Value Chain Analysis
The value chain is useful for analyzing a company's activities and finding sources of competitive advantage. It consists of primary activities such as internal logistics, operations, external logistics, marketing, and customer service, and support activities such as infrastructure, research and development, human resources, and procurement. In a restaurant, primary activities include internal logistics, kitchen, dining room, sales, and after-sales service, while support activities are infrastructure, resources.
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VALUE CHAIN
The Value Chain is very useful for analyzing the activities of companies.
Through the Value Chain, a company can be broken down into its parts
constitutive, seeking to identify sources of competitive advantage in activities
from the company that generates value. This competitive advantage is achieved when the
the company develops and integrates the activities of its value chain in a less
more expensive and better differentiated than its rivals; that is, when the company is a leader
both in costs and in differentiation. Therefore, the value chain of a
empresa está conformada por todas sus actividades generadoras de valor agregado
and for the margins that they provide.
Basic Elements of the Value Chain
Primary or Main Activities:
The Primary or Main Activities are those activities involved
directly in the production of the product and its sale or delivery to the buyer, thus
like post-sale assistance. They are essential for transformation
from inputs to outputs.
The Primary or Main Activities are generally as follows:
Internal Logistics: Activities related to quality, reliability,
Reception, storage, and distribution of raw materials or 'inputs'.
It also includes material handling activities, control of
inventories or returns to suppliers.
Operations / Production: Activities related to transformation
de las materias primas en productos finales terminados (maquinado,
assembly, equipment maintenance, etc.). In order for the activities of
production adds value, the production must be as fast as possible and without
defects, and that there is a great capacity to produce according to the
customer specifications.
Logistics External: Activities associated with the collection
storage and physical distribution of the product to the buyers.
Finished product warehouse activities can also be included,
material handling, operation of delivery vehicles, etc. It will be possible to
generate added value when delivery is fast, when orders are
orders follow an efficient process, or when there is sufficient inventory
to handle unexpected requests.
Sales and Marketing: Activities aimed at providing a means
through which customers can purchase the product or service and induce them to
do it. The means to achieve this are found in an advertisement that reinforces
the brand's reputation, an effective sales force, that there is reputation
of quality and an optimal choice of distribution channel.
Sales and customer service support: Activities related to
service provision to maintain the product value, such as
installation, repair, and maintenance. The generation of value is
manifests in good client training, quick repairs and
variables, availability of spare parts, in training of sales agents or
on credit to customers.
Support or Auxiliary Activities:
Support or Auxiliary Activities are those activities that provide support to
the primary activities support each other, providing raw materials,
technology, human resources and various functions of the company. That is,
the main objective is to increase the efficiency of the Main Activities and of
value creation process.
Basically, the Support Activities of the Value Chain are divided into the
following activities:
Infrastructure: It consists of several activities, which include the
of administration, planning, accounting, legal affairs, finance, etc.
Normally supports the entire Value Chain and not activities
individuals. The company's strategic information system supports the
innovation and the response to customer needs through a
effective internal coordination.
Research, Development, and Design: Every value-generating activity
represents technology, whether through knowledge ('know-how'),
procedures or through technology within the process. It is achieved
differentiation when designing a product with unique characteristics,
when there is a rapid development of new products or when there is an
design that fosters reliability and service.
Human Resources: They are activities involved in the search,
hiring, training and development of all the company's staff. It is
to say, a training that supports the goals of capacity and quality of
response, that an incentive program be designed consistent with the
objectives of differentiation and to develop and promote commitment
with customer service.
Supplies: Refers to the purchasing function of raw materials.
used in the value chain, not to raw materials purchased as such. For
to gain an advantage in this activity, one must focus on the
purchases from fewer suppliers, in order to increase the power of
negotiation and achieve better commercial conditions, or implement the
just-in-time system, thereby reducing maintenance costs of the
inventory.
EXAMPLE STRING VALUE RESTAURANT
Primary or Main Activities of a Restaurant
In restoration, the concept of Primary or Main Activity is the same as the
proposed by Porter in his work Competitive Advantage.
the difference lies in the different sub-activities that are within the
Primary or Main Activities.
The Primary or Main Activities of a restaurant business are,
generally, the following:
Internal Logistics: It includes activities such as receiving and storage.
of raw materials. It includes handling processes,
storage, preservation, inventory control and returns to
suppliers.
Kitchen: Understands the activities of preparation and cooking of the
foods transforming them into dishes. Among these, include the
preparation, presentation, cleaning, maintenance, and control processes of
the quality.
Room: Includes activities related to service and delivery of the
final product to the customer, such as the order processing, level of
service, level of care, organization, cleanliness and maintenance.
Commercial and Marketing: Encompasses all the necessary means to
promote the restaurant. These means are: hospitality, advertising,
guides, sales force, sales material, pricing policies, and a control
from the sales.
After-Sales Service: It consists of obtaining means to enhance or
maintain the added value of the restaurant. It can be through policies of
loyalty, databases, product adjustment based on
client requirements, personalized attention or other services
additional.
Support or Auxiliary Activities of a Restaurant
The Support or Auxiliary Activities of a restaurant business are divided, to
just like in Porter's Value Chain, in four main groups:
Infrastructure, Human Resources, Technology, and Procurement. Thus, we have:
Infrastructure: Infrastructure activities include the
business address, planning, finance, accounting, cost control
quality management and legal and tax issues.
Human Resources: They encompass aspects related to personnel
of the business, such as selection, training, compensation, or motivation.
Technology: They are those activities whose mission is to improve processes,
what it implies on one side is its rationalization and on the other the application of the
more modern technologies in the field of conservation and regeneration of
foods, and the processing of information to improve the processes of
business control and marketing.
Purchasing: The purchasing activities are aimed at looking for the
best products in the best possible conditions, in addition to others
activities related to logistics.