PRACTICE GUIDE

FACULTY: ENGINEERING IN SYSTEMS, ELECTRONICS

CAREER:
AND INDUSTRIAL ENGINEERING IN PROCESSES
INDUSTRIAL AUTOMATION
LEVEL: NINTH SUBJECT: MANAGEMENTPRACTICE GUIDE TYPE: Workshop
OF SERVICES

TEACHER: CHRISTIAN ISMAEL ORTIZ SAILEMA ACADEMIC CYCLE: APRIL 2021 - SEPTEMBER 2021
STUDENTS Belezaca Guamán Darwin Alexander
Chacón Tello Carlos Patricio
Guerrero Segovia Jennifer Valeria
Mena Chungata José David
Pérez Carrera Christan Rafael
Sailema Moyolema Christian Adrian
I. THEME:
Value chain and its integration from the market

II. OBJECTIVE:

General Objective

Recognize the structure and components of the value chain in a productive or service medium
through the development of a research

Specific Objective

Draft the necessary according to the requirements of the guide.

III. INSTRUCTIONS:

Obtain information about the value chain and its components.

Collect information from a productive or service environment based on the components of the chain.
Integrate the analyzed information.

IV. LIST OF EQUIPMENT, MATERIALS, AND RESOURCES:

Computer
Internet
Office Tools

V. ACTIVITIES TO BE DEVELOPED:

Conduct a collection of information about the value chain, structure, and activities that the
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they form.

Value chain
The value chain of an organization identifies the main activities that create value for the
clients and the related support activities. The chain also allows identifying the different costs in
that an organization incurs through the different activities that make up its production process, for which
what constitutes an essential element to determine the cost structure of a company. Each
Activity in the value chain incurs costs and limits assets, in order to achieve its proper analysis and consideration.
they allow to improve the techno-economic efficiency of a company, a group of companies or a specific
industrial sector. From a strategic point of view, the value chain of a company and the
The way in which each activity is performed reflects the evolution of its own business and operations.
internal; the strategy, the approaches it uses in its execution, and the fundamental economy of the activities
same. Consequently, it is normal for the heat chains of rival companies to differ, perhaps
considerably, a condition that complicates the task of evaluating the relative cost positions of the
rivals [ CITATION Tel06 \ l 12298 ].

Illustration 1 Value of the value chain

The value chain provides:

A coherent framework to diagnose the company's position regarding its competitors.

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A procedure to define the actions aimed at developing a sustainable competitive advantage.

Structure and Activities

A value chain is composed of three basic elements:
The Primary Activities are those that are related to the development of the product, its
production, logistics and marketing, and after-sales services.

The Support Activities for the primary activities consist of the management of the
human resources, procurement of goods and services, technological development (telecommunications,
automation, process development and engineering, research), those of business infrastructure
(finance, accounting, quality management, public relations, legal advice, general management)

The Margin, which is the difference between the value and the total costs incurred by the company for
perform value-generating activities.

Illustration 2 Primary and Support Activities

PRIMARY ACTIVITIES OF THE VALUE CHAIN

Most organizations are involved in hundreds and perhaps thousands of activities in the process of
convert raw materials into finished products (inputs into products). These activities can
generally classified as primary or support activities.

There are five main activities to add value and build a competitive advantage.

1. Incoming logistics: all the reception, storage, and inventory management of raw materials
ready for the production process.
2. Operations: all efforts necessary to convert raw materials into a good or service.
finished.
3. Outbound logistics: occurs after all operations are completed and the final product is
ready for the consumer. It includes the necessary activities to deliver the product or service to
end user.
4. Marketing and Sales: includes the strategies used to persuade consumers.
potential buyers of a product or service. For example, the use of certain tools to
present your product to the potential buyer.
5. Services: the activities that help create a better experience for the customer, such as repair and
customer service.
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SUPPORT ACTIVITIES FOR THE VALUE CHAIN

The support activities that help improve a company's competitive advantage include:

1. Purchases: acquisition of supplies (resources) for the company.

Human Resources Management: everything related to hiring, recruitment,
training, development, payment and (if necessary) dismissal or termination of workers.
3. Technological development: it relates to the equipment, hardware, software, procedures and
technical knowledge used to help the company transform raw materials into
finished products.
4. Infrastructure: addresses the needs of the company and links its different parts, including
functions or departments such as planning, public affairs, government relations,
quality assurance, accounting, legal, finance, and general administration.

Develop an analysis of a productive or service medium from a macro perspective defining what
value chains are associated with the company's own chain.

Media Product: Company SONY

Sony defines itself as an entertainment company that develops and delivers quality products.
to enrich the audiovisual experience of our clients.

Illustration 3 Sony Logo

Sony has used all means over the years to convey its message to consumers,
constantly innovating in their communication and always with a consistent message to the values
of the brand, entertainment, emotion, quality, service. In this sense, concrete actions such as the
the establishment of the Golden Guarantee and authorized technical service network has allowed us to be
consistent in the quality message and thanks to the opening of the first Sony Center in 1990 we have
been able to bring the products and the user experience closer to our customers. Currently, we have a
important and increasing amounts of SonyStyle products, where we exhibit and sell practically
all the products developed by the company. We have also started to convey this message
through the stores of our retail partners, through the Sony Experience corners, such as
store in store. Another important tactic over the years has been the development, together with the
new technologies, of the sub-brands that support and diversify the message, such as Minidisc, Walkman,
Trinitron, Wega, Bravia, Betamax, Handycam, PlayStation and many others, some of which
they started as a name to patent a technology and ended up as generic names of the
[Link] has always defined itself as a leader in the industry and has positioned itself as the brand
of premium products in each category. Regardless of this, the development of categories of
products as diverse as PlayStation, Walkman or VAIO and the massification of electronics
Consumption has brought us closer to different and very transversal segments of the population.

Associated Value Chains

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The Value Chain of Sony in Mexico is the sum and interrelation of processes, systems, resources,
people, suppliers, business partners, among others, that allows us to deliver proposals
of value (products and services) to our distributors and end customers.

Human Resources
Logistics
Internal Logistics
Operations
Marketing and Sales

Analysis and Structuring

Value chain associated with SONY

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HUMAN RESOURCES
The success of Sony in Mexico is largely based on having fulfilled agreements.
compromised so that they are developed in conditions of personal and professional development, contributing
s u t ale n t o . The Personal Systems that a Continuations present as a finality to achieve it.
the Sony headquarters in Mexico is the best place to work

LOGISTICS
In an increasingly competitive market, Sony Mexico has managed to maintain its
leadershmar ip: kparetticipation y sales. The basis of this leadership is the
Strategic Planning System, whose purpose is to project the direction of the company,
define new objects long-term strategies, y as well as the time horizon for
achievetaikit,[Link]
our sectors are constant, so they are reviewed a d e c u a c i o n m e n t s u c l e o d ye
strategic planning in three-year terms, through the Mid Range Plan

INTERNATIONAL LOGISTICS
All previous information analyzed by the MC (executive committee), identifying
opportunities, trends, needs y critical internal factors y externs of
All our interest groups through a SWOT analysis, to achieve a better
interpretation of the collected information. Once the result has been obtained
analysis F O D A, the M C defines the 'Strategic Intent', which concerns the objectives y metas
main for the following period as well as the organizational strategies.
Based on previous elements, the Business Guidelines that consist of are prepared.
the declaration of alignment o a reference framework which will be carried out
strategic planning of Sony in Mexico.

OPERATIONS
In Sony Mexico we create value for our interest groups a design,
development, administration better d e products,y services processes oriented y a
It's about facing the needs of our clients. users. The interaction of the processes,
y the
creation of products valuation services,ysystems format strengthen your relationship in y
a compliance of the company's objectives and achieve the Vision.

MARKETING
D e a c u e r d o a our mission, we focus on the client, '...offering them services y products S o n y ,
to create a state of entertainment ... and to record it in increments the actions y
the addition of our final clients through the Integrated Relationship
a System with Clients, whose
propose to meet and resolve effectively requirements without concerns during the life cycle
our products y services, improving e innovatingtoparticipate a suspect atv was y
to complete it totally.

Deficient activities in the value chain of the company Sony

Operations
Marketing

Establish a proposal for improvement and the methods to be used in the activities that have been conducted.
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identified as the most efficient in the chain.

Proposal for Improvement in Operations

The improvement of the operations system is based on the following aspects:
Web service for customer interaction:
The purpose of this service will be to receive constructive critical opinions from
clients of the company where users can share their ideas and requirements regarding the design
of the technological products they offer, in addition to sharing their good and bad experiences with the
equipment to help with the proper and modern development of technological goods.
Objectives of the web service
To address all user suggestions
to resolve a high percentage of your suggestions
To follow up on the assets that need improvement
Reduce bad experiences with your products
Implement the most viable suggestions in your design.

Proposal for Improvement in Marketing

The improvement of Sony's marketing system is based on the following aspects:
Social media marketing:
The digital marketing of the product offer will be carried out on various social media with the aim of
llegar a la mayor cantdad de personas de entre los 16 a 65 años, en el cual se procederá a ofertar los nuevos
technological designs, the future products. It will be made for our clients and followers of the page
raffles, promotions aimed at attracting more audience and promoting our product brand more
technological.
Objectives of social media marketing
Increase traffic to our products
Consolidate our brand in the market
To build loyalty and interact with our customers
Explain what the competitive advantage obtained after the process would be.

After analyzing the process, the competitive advantage of the company Sony differs from its
competitors mainly through constant innovation in their designs, due to having
received the suggestions from users through social networks by the web services, which
It starts with the development of new technologies and products, but it also applies to usage.
consistent and innovative in communication media and corporate messaging.
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VI. OBTAINED RESULTS:

VII. CONCLUSIONES:

Based on the analyzed value chain, it was determined that the deficiency in Sony's value chain occurs in
the operations and marketing that the company has had over the years is why with the
implementation of the improvement
[Link]: