1. Strategic Management: Value Creation, Sustainability, and Performance, 3e, 2014 Value Chain Analysis Chapter 5

2. 1. Differences between internal and external analysis. 2. SWOT analysis – benefits & drawbacks. 3. How value is created through internal sets of activities. 4. How the value chain perspective provides insight on sources of competitive advantage. 5. How to perform a value chain analysis. Learning Objectives

3. Industry analysis does not explain most of the variations in performance Internal versus External Analysis Industry Average

4. Internal Analysis – 2 Types SWOTwhat astatic Analysiscompany issnapshot Value Chainwhat adynamic Analysiscompany doesview

5. Very common strategic planning exercise Easy to understand and use Helps to identify alignment or misalignment  Strengths with emerging Opportunities  Weaknesses with emerging Threats Suggestive of overall direction Enables competitive comparison on strength dimensions SWOT Analysis

6. Results in "laundry list" of items Items descriptions can over-simplify Definitions can vary in present / over time  Size can be strength, also an inhibitor  Strong CEO can be great, also a risk  New technology can threaten, also present platform for growth Unclear if strengths are relevant to KSFs Static view – at a point in time SWOT Analysis – Drawbacks

7. "Sets of activities combined to form a successful business system." Products and services are outcomes of activities performed by businesses. Business is the organization of activities! Value Chain Activities Tested Practiced Learned Value Creating Patterns of Behavior

8. Competitors: Different Activity Sets Streaming Video Computers Steel

9. Value Chain

10. Starbucks Value Chain Primary Activities Debt free, Strong margins, Cash Benefits for all, Community involvement, Living wage Consumer research, Brewing technology, New beverages, Music Socially responsible purchasing, Post-recyclable cup No commodity exchange, Direct to farm to buy beans Stylish café, Baristas, Hand-crafted order, New foods, Credit cards 100% company owned, Location close, License to sell coffee to stores Store presence, Social community, Innovation, Atmosphere Baristas know customers, Personalization Profits Financial, IS, Legal Human Resources Research & Dvmt Procurement Inputs Opers Distrib Mrktg Service Support Activities

11. Activities in every cell Both primary and support activities Identify specific activities, not general categories  "Brewing technology" versus "R&D" Identify how coordination across value chain cells supports and amplifies activities Identify how connections with suppliers and customers create value Internal Value Chain Dimensions

12. External Value Chain Dimensions Customers Firm Suppliers What unique suppliers are you working with? What unique relationship are you creating? What unique internal activities make you distinctive? What unique relationship are you creating? What unique customers are you working with?

13. Entire set of value chain activities Learning new best practices Support activities consistent with strategy Coordination across the company Opportunity recognition activities Connections upstream and downstream Competitive Advantage These are Intangible Unobservable by competition

14. Identify value chain activities  Different from competitors' activities  Potential to create strategic differences Evaluate value-creation characteristics & costs  Executional drivers  Structural drivers Identify improvements to capture greater value Conducting Value Chain Analysis

15. Value Chain Activity Drivers