Chapter 3 Flashcards
a strategic analysis of an organization that uses value-creating activities
value-chain analysis
sequential activities of the value chain that refer to the physical creation of the product or service
bottom half of value chain diagram
primary activities
activities of the value chain that either add value by themselves or add value through important relationships with both primary activities
top half of value chain diagram
support activities
receiving, storing, and distributing inputs of a product
inbound logistics
all activities associated with transforming inputs into the final product
operations
collecting, storing, and distributing the product or service to buyers
outbound logistics
activities associated with purchases of products and services by end users and the inducements used to get them to make purchases
marketing and sales
actions associated with providing service to enhance or maintain the value of the product
service
function of purchasing inputs used in the firm’s value chain, including raw materials, supplies, and other consumable items as well as assets such as machinery, laboratory equipment, office equipment, and buildings
procurement
activities associated with the development of new knowledge that is applied to the firm’s operations
technology development
activities involved in the recruiting, hiring, training, development and compensation of all types of personnel
human resource management
collaborative and strategic exchange relationships between value-chain activities either within firms or between firms
interrelationships
competencies and skills that a firm employs to transform inputs into the outputs
organizational capabilities
characteristic of a firm’s resources that is costly to imitate because a competitor cannot determine what the resource is and/or how it can be re-created
casual ambiguity
characteristic of a firm’s resources that is costly to imitate because the social engineering required is beyond the capability of the competitors
social complexity
