4.3. RESOURCE ANALYSIS AND ADDING VALUE The fundamental role of resources in an organization is to add value.

All organizations need to ensure that do not consistently lose value in the long term or they will not survive. For commercial organization, adding value is essential for their future. For non-profit organizations, adding value may only be a minor part of the reason for their existence, other purposes being centred on social, charitable or other goals. Resources add value by working on the raw materials that enter the factory gate and turning into a finished product. Added value can be defined as the difference between the market value of the output of an organization and the cost of its inputs. The concept is basically an economic one and is outlined, using GSK as an example, in Figure 4.5. for non-profit organizations, the concept of adding value can still be applied. The inputs to the organization may be similar to those of commercial organization electricity, telephones, etc.-and may be very different, particularly voluntary labour, which has a zero cost. Equally, the outputs may be difficult to define and measure-service to the community, help for sick people, etc. But the value added is real enough, just difficult to quantify. To explore the basic concepts, commercial explanations only are examined in this section. From the above definition of value added (i.e. outputs minus inputs), it follows that value can be added in an organizations: either by raising the value of outputs (sales) delivered to the customer; or by lowering the costs of its inputs (wages and salaries, capital and materials costs) into the company.

Alternatively, both routes could be used simultaneously. Strategies therefore need to address these two areas. Raising the value of outputs may mean raising the level of sales, either by raising the volume of sales or by raising the unit price. Both these methods are easy to state and more difficult to achieve. Each will involve costs for example, the cost of advertising to stimulate sales-which need to set against the gains made. Lowering the cost of inputs may require investment-for example, in new machinery to replace workers-at the same time as seeking the cost reduction. These two strategic routes need to be examined in detail. Outputs have already been covered in Chapter 3; inputs are considered later in this chapter. Figure 4.5 Value added by a pharmaceutical company such as GSK

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[TRANSLATE VIETNAMESE] Organizations resources 1.Invests and patents new drugs 2.Manufactures its products and packs them 3.Markets them to doctors and health authorities Organization adds Its value here Outputs Range of drugs sent to distributions for onward distribution to customers

Input to organization Raw materials delivered to the factory gate e.g basic chemicals, electricity, water, steel piping, plastic packaging, advertising agency, accountancy audit

A strategic analysis of value added needs to take place at the market or industry level of the organization, not at a corporate or holding company level. If this analysis were to be undertaken at the general level, the performance of individual parts of the business would be masked. Value added is therefore calculated at the level of individual product groups. Key strategic principles The added value of a commercial organization is the difference between the market value of its output and the costs of its inputs. The value added of a not-for-profit organization is the difference between the service provided and the costs of the inputs, some of which may be voluntary and have zero cost. All organizations need to ensure that they do not consistently lose value in the long term or they will not survive. For commercial organizations, adding value is essential for their future. For non-profit organizations, adding value may only be a minor part of the reason for their existence, other purposes being centred on social, charitable or other goals. In principle, there are only two strategies to raise value added in a commercial organization, increase the value of its outputs (sales) or lower the value of its inputs (the costs of labour, capital and materials). In practice, this implies detailed analysis of every aspect of sales and costs. In companies with more than one product range, added value is best analysed by considering each group separately. Some groups may subsidise others in terms of added value. Not all groups are likely to perform equally.
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4.4. ADDING VALUE: THE VALUE CHAIN AND THE VALUE SYSTEM THE CONTRIBUTION OF PORTER The concept of value added can be used to develop the organisations sustainable competitive advantage. There are two main routes the value chain and the value system. Much of this approach was developed in the 1980s by Professor Michael Porter of the Harvard Business School. Every organisation consists of activities that link together to develop the value of the business: purchasing supplies, manufacturing, distribution and marketing of its goods and services. These activities taken together form its value chain. The value chain identifies where the value is added in an organization and links the process with the main functional parts of the organisation. It is used for developing competitive advantage because such chains tend to be unique to an organisation. When organisations supply, distribute, buy from or compete with each other, they form a broader group of value generation: the value system. The value system shows the wider routes in an industry that add value to incoming supplies and outgoing distributors and customers. It links the industry value chain to that of other industries. Again, it is used to identify and develop competitive advantage because such systems tend to be unique to companies. The contributions of the value chain and value system to the development of competitive advantage, and the links between the two areas, which may also deliver competitive advantage, are explored in this section. 4.4.1. The value chain The value chain links the value of activities of an organisation with its main functional parts. It then attempts to make an assessment of the contribution that it part make to the overall added value of the bussiness. The concept was used in acounting analysis for some years before Professor Micheal Porter suggeted that it could be applied to trategic analysis. Essentially, he links two areas together: the added value that each part of the organisation contribute to the whole organisation and the contribution to the competitive adventage of the whole oganisation that each of these parts might then make.

In a company with more than one product area, he said that the analysis should be conducted at the level of product groups, not of the level of company headquaters. The company is then spit into the primary activities of production, such as the production
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process itself, and the support activities, such as human resources management, that give the necessary background to the running of the company but cant be identified with any individual part. The analysis then examines how each part might be considered to contribute towards the generation of value in the company and how this differs from competitors. Porters outline process is shown in Figure 4.6. He used the worg margin in the diagram to indicate what we defined as added value in section 4.4: margin is the different between the total value and the collective cost of performing the value activities. According to the Porter, The primary activities of the company are: Inbound logistics: these are the areas concerned witn receiving the goods from suppliers, storing them until required by operations, handing and tranporting them within the company. Operations: this is a production area of the company. In some companies, this might be spit into further department- for example, paint spraying, engine assembly, etc, in a car company; reception, room, service, restaurant, etc, in a hotel. Outbound logistics: these distribute the final product to the customer. They would clearly include transport and warehousing but might also include selecting and wrapping combinations of products in a multiproduct company. For a hotel or other service company, this activity would be reconfigured to cover the means of bringing customers to the hotel or service. Figure 4.6 The value chain

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Marketing and sales: This function analyses customers wants and needs and brings to the attention of customers the products or services the company has for sale. Advertising and promotions fall within this area. Service: Before or after a product or service has been sold, there is often a need for pre-installation or after-sales service. There may also be a requirement for training, answering customer queries, etc.

Each of the above categories will add value to the organisation in its own way. They may undertake this task better or worse than competitors: for example, with higher standards of service, lower production costs, faster and cheaper outbound delivery and so on. By this means, they provide the areas of competitive advantage of the organisation. The support activities are: Producement: In many companies, there will be a separate department (or group of managers) responsible for purchasing goods and materials that are then used in the operations of the company. The departments function is to obtain the lowest prices and highest quality of goods for the activities of the company, but it is only responsible for purchasing, not for the subsequent production os the goods. Technology development: This may be an important area for new products in the company. Even in a more mature industry, it will cover the existing technology, training and knowledge that will allow a company to remain efficient. Human resource management: Recruitment, training, management development and the reward structures are vital elements in all companies. Firm infrastructure: This inculdes the background planning and control sytems for example, accounting, etcthat allow companies to administer and direct their development. It includes company headquarters. These support activities add value, just as the primary activities do, but in a way that is more dificult to link with one particular part of organisation. A worked example of the primary part os a value chain is shown in Case 4.3 on Louis Vuitton and Gucci later in this chapter. Comment The problem with the value chain in strategic development is that it is designed to explore linkages and value-added areas of the business. By definition, it works within the existing structure. Real competitive strategy may require a revolution that moves outside the existing structure. Value chains may not be the means to achieve this

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4.4.2. The value system In addition to the analysis of the companys own value chain, Porter argued that an addition analysis should also be undertaken. Organizations are part of wider system of adding value involving the supply and distribution value chains and the value chains of customers. This is known as the value system and is illustrated in Figure 4.7. Except in very rare circumstances, every organization buys in some of its activities: advertising, product packaging design, management consultancy,electricity are all examples of items that are often acquired even by the largest companies. In the same way, many organizations do not distribute their products or services directly to the final consumer: travel agents, wholesalers, retail shops might all be involved in this role. Competitors may or may not use the same value system: some suppliers and distributors will be better than others in the sense that they offer lower prices, faster service, more reliable products, etc Real competitive advantage may come from using the best suppliers or distributors. New competitive advantage may be gained by using a new distribution system or obtaining a new relationship with a supplier. An analysis of this value system may also therefore be required. This will involve a resource analysis that extends beyond the organization itself. Figure 4.7 The value system (a) Single-industry firm

(b)

Diversified firm (with several different business units, each with its own value chain)

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Source: From competitive Advantage: Creating and Sustaining Superior Performance by M.E Porter Copyright 1985, 1998 by M.E Porter. With permission of The Free Press, a Division of Simon & Schuster Adult Publishing Group. Value chain and value system analysis can be complex and time consuming for the organization. This is where the key factors for success from the previous chapter can be used. If these have been correctly identified, then they will provide the focus for the analysis of added value that follows. Key factors may well be those factors that add value to the product or service. In Section 4.3 we concluded that value added can only be raised by either increasing the outputs (sales) or buy lowering the inputs (costs) of a company. Along with the key factors for success, these two value-added options now provide a method of analyzing the value added resources in the company. Such an enquiry will next to examine both the costs and the benefits of any proposed changes. In the case of Glaxo Smith Kline (GSK), the company might be advised to concentrate its value analysis initially at least on its identified key factors for success: R&D, marketing and product performance. In fact, the companys strategy during recent years has been to invest very heavily in research and development- see Case 4.1. As already explored, GSK acquired the UK pharmaceutical company Wellcome in 1995 and merged with Smith Kline Becham in 2001. One of the main reasons for these activities was the strong range of new drugs that would complement the existing Glaxo product portfolio- another way of achieving R&D development. GSK might also usefully investigate ways of raising the value of key outputs and lowering key costs. The opening case showed that this is precisely the strategic activity undertaken by the company. Comment In common with the value chain, the value system is mainly concerned with the existing linkages and may miss totally new strategic opportunities. 4.4.3. Developing competive advantage linkages between the value chain and value system Analysis of the value and the value system will provide information on value added in the company. For an organisation with a group of products, there may be some common item or common service the group, for example a common raw material(such as sugar in various food products):or a common distributor (such as a car parts distrisbutor for a group with subsidiary com - panies manufacturing various elements in car)...

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Such common items may be linked to develop competitive advantage. Such possible linkages may be important to strategic development because they are often unique to that organisation. The linkages might therefore provide advantages over competitors who do not have such linkages, or who are unable to develop them easily. It was Porter who suggested that value systems may not be sufficent in themselves to provide the competitive advantage needed by companies in developing thier strategies. He argued that competitors can often imitate the individual moves made by an organisation; what competitors have much more difficulty in doing imitating the special and possibly unique linkages that exist between elements of the value chain and the value systems of the organization In addition to analysing resources for value chains and value systems, therefore, com-petitive strategy suggests that there is a third element. It is necessary to search for special and possibly unique linkages that either exist or might be developed between elements of the value chain and between value systems associated with the company. Figure 4.8 illus-trates this situation Examples of such linkages abound Common raw materials used in a variety of end-products: for example, petrochemical feedstocks are used widely to produce various products. Common services, such as telecommunications or media buying, where a combined contract could be negotiated at a lower price than a series of individual local deals. Linkages between technology development and production to facilitate new production methods that might be used in various parts of a group - for example, direct telecommunications links between large retail store chains such as marks & spencer and their suppliers. Computer reservation systems that link airlines with travel ticket agents (proving to be so powerful that European commission has investigated their effects on airline competition). Joint ventures, alliances and partnerships that often rely on different members to the agreement bringing their special areas of expertise to the relationship (see Chapter 9).

All the above suggest that linkage that enhance value added may provice significant ways for companies to improve their resources. Comment - One fundament problem with the value chain, value system and its linkages is their broad perspective across the range of the company's resources. They are
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sometimes rather value at indentifying the precise nature and scope of the advantage such resources possess against competitors. Sustainable competitive advantage is not the primary target of the value-added analysis. The remaining sections of this chapter explore more direct ways of tackling this issue. - Another difficulty with value-added analysis is its focus on assets that can be clearly measured.This is a significant weakness because some of the organisation's most valuable assets may be difficult to quantify - such as branding or specialist knowledge, moreover, some of the organisation's most important assets may be impossible to value, especially human resource assets like leadership and team building. Figure 4.8 Competitive advantage through linkages between the value chain and value system

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Company Low cost source Own company supply souce A

Low cost source

Own company supply souce B COMPANY VALUE CHAIN Own company supply souce A

Strong distribution Distributors A

Strong distribution

Customers in market place

Distributors B

More expensive branded ingredient

Own company supply souce B

Exceptionaly low cost

Major own company supply source

Distributors C

Outside suppier C

COMPETITOR VALUE CHAIN

Distributors D Three weaker distributio n

Hight quality product

Outside suppier D

Distributors E

4.4.4. Improving value ade Despite its difficulties, value added is important in strategy development, especially when defined in broad terms rather than by the narrow (outputs minus inputs) definition used in the economic analysis explored in this chapter. The fundamental point remains that, unless organisations, this suggests that an important issue is how to capture the
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value that is added by the organisations resource. We will pick up this theme in Chapters 8 and 9 after exploring resources in more detail. Key strategic priciples The value chain breaks down the activitives of the organisation into its main parts. The contribution that each part makes can then be assessed for its contribution to sustainable competitive advantage. The value chain is usually analysed without any detailed quantification of the added value that each elament contributes. It is undertaken at a broad general level and is compared with competitors. Most organisations are part of a wider system of adding value anvolving supplier and distributor channels: the value system. Analysing value chain and the value system can be complex. One way of reducing such difficulies is to employ the key factors for success as a means of selecting the items. Possible linkages of elements of the value chain and value systems need to be analysed because they may be unique to the organisation and thus provide it with competitive advantage. Significant weaknesses in the practical application pf value added include ia lack of precision in identifying areas of resource advantage and a inability to value clearly major assets like specialist knowledge and company leadership.

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[TRANSLATE VIETNAMESE] TRANSLATE

4.3. PHN TCH NGUN TI NGUYN V GI TR GIA TNG Vai tr c bn ca ngun ti nguyn trong mt t chc l gia tng thm gi tr.Tt c cc t chc cn phi m bo gi tr khng mt i lin tc trong di hn nu h mun tn ti. i vi mt t chc thng mi, gi tr tng thm l iu cn thit cho tng lai ca h. i vi cc t chc phi li nhun, mc ch chnh ca h l tp trung vo mc tiu x hi, t thin hoc cc mc tiu khc, cn gi tr tng thm ch c th l mt phn nh trong nhng l do cho s tn ti ca h. Gia tng gi tr ngun lc bng cch lm vic trn cc nguyn liu u vo nh my v to ra mt sn phm hon chnh. Gi tr gia tng c th c nh ngha l s khc bit gia gi tr th trng ca mt t chc v chi ph u vo ca n. Khi nim kinh t c bn c trnh by, s dng GSK l mt v d (hnh 4.5). Khi nim v gi tr gia tng vn c th c p dng cho cc t chc phi li nhun. u vo cho t chc ny c th tng t nh i vi nhng ngi ca t chc thng mi in t, in thoi,v cng c th khc, c bit l i vi lao ng t nguyn, t chc khng phi b ra chi ph no. Tng t, rt kh khn xc nh cc kt qu u ra v hiu qu cc dch v cng ng, gip cho ngi bnh,...Tuy nhin, rt kh nh lng gi tr gia tng thc s . Phn ny s gii thch v kim tra cc nghin cu cc khi nim c bn ny. T nh ngha trn v gi tr gia tng (tc l kt qu u ra - u vo), n ch ra gi tr thm vo trong mt t chc: Nng cao gi tr ca kt qu u ra (bn hng) giao cho khch hng. Hoc h thp cc chi ph u vo ca n (tin lng, tin vn v cc chi ph vt liu) vo cng ty.

Ngoi ra, c hai cch trn c th c s dng ng thi. V vy, cn phi c chin lc gii quyt hai lnh vc ny. Nng cao gi tr u ra c th l nng cao mc bn hng, hoc nng cao doanh s bn hng hay tng gi bn. C hai phng php ny u d dng bo co v kh khn hn t c. Mi chi ph lin quan n- v d nh chi ph qung co kch thch bn hng. C th yu cu gim chi ph u vo, v d nh u t my mc mi thay th ngi lao ng cng mt lc tm kim s gim chi ph. Hai chin lc ny cn c nghin cu chi tit. u ra c bao gm trong Chng 3, u vo c xem xt phn sau ca chng ny.

Gin 4,5

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[TRANSLATE VIETNAMESE] T chc ngun lc 1. u t v bng sng ch loi thuc mi. 2. Sn xut sn phm v ng gi. 3. C quan thm nh th trng v cc c quan c thm quyn y t. u ra Mt lot cc loi thuc c gi n cho cc nh phn phi a ti tay khch hng.

u vo ca t chc Nguyn liu gi n, nh my v d ho cht c bn, in, nc, ng ng thp, bao b nha, cng ty qung co, k ton kim ton.

T chc cc gi tr thm vo Mt phn tch chin lc v nhu cu gi tr gia tng din ra ti th trng hoc cp ngnh cng nghip ca t chc, ch khng phi mt mc trong mt cng ty. Nu phn tch ny c thc hin mc chung, hiu sut ca cc b phn ring l ca doanh nghip s c bo v. Do , gi tr gia tng c tnh ton cp nhm sn phm c nhn. Cc chin lc chnh Gi tr gia tng ca mt t chc thng mi l s khc bit gia gi tr th trng so vi gi tr u ra v u vo ca n. Gi tr gia tng ca mt t chc phi li nhun l s khc bit gia cc dch v cung cp v cc chi ph u vo, trong c th l ngun lc t nguyn v c chi ph bng khng. Tt c cc t chc cn phi m bo rng h khng lm mt gi tr lin tc trong di hn hoc h s khng tn ti. i vi cc t chc thng mi, gi tr gia tng l iu cn thit cho tng lai ca h. i vi cc t chc phi li nhun, gi tr gia tng ch c th l mt phn nh trong nhng l do cho s tn ti ca h, cc mc ch khc l tp trung vo cc mc tiu x hi,t thin hoc cc mc tiu khc. V nguyn tc, ch c hai chin lc nng cao gi tr gia tng trong mt t chc thng mi, tng gi tr ca kt qu u ra (bn hng) hoc thp hn gi tr ca yu t u vo (chi ph lao ng, vn v cc ngun nguyn liu). Trong thc t, iu ny c ngha l phn tch chi tit mi kha cnh ca doanh s bn hng v chi ph. i vi cc cng ty c nhiu hn mt dng sn phm, gi tr gia tng tt nht l phn tch bng cch xem xt tng nhm ring bit. Mt s nhm c th tr cp
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cho nhng gi tr gia tng khc. Khng phi tt c cc nhm u c th thc hin nh nhau.

4.4. GI TR GIA TNG: CHUI GI TR V H THNG GI TR - NG GP CA PORTER Khi nim gi tr gia tng c th c s dng pht trin li th cnh tranh bn vng ca t chc. C hai con ng chnh - chui gi tr v h thng gi tr. Phn ln phng php ny c pht trin vo nhng nm 1980 bi Gio s Michael Porter ca Trng Kinh doanh Harvard. Mi t chc bao gm cc hot ng lin kt vi nhau pht trin gi tr ca doanh nghip: mua vt t, sn xut, phn phi v tip th hng ha v dch v ca mnh. Nhng hot ng ny cng thc hin thng nht hnh thnh nn chui gi tr ca n. Chui gi tr xc nh ni m gi tr c thm vo trong mt t chc v lin kt qu trnh vi cc b phn chc nng chnh ca t chc. N c s dng pht trin li th cnh tranh bi dy chuyn ny c khuynh hng l duy nht cho mt t chc. Khi t chc cung ng, phn phi, mua hoc cnh tranh vi nhau, chng to thnh mt nhm rng hn ca th h gi tr: h thng gi tr. H thng gi tr cho thy cc tuyn ng rng hn trong mt ngnh cng nghip lm tng thm gi tr cung cp m nh phn phi v khch hng i n. N lin kt cc chui gi tr ngnh cng nghip ny vi ngnh cng nghip khc. Mt ln na, n c s dng xc nh v pht trin li th cnh tranh bi v h thng nh vy c xu hng l duy nht cho cc cng ty. Nhng ng gp ca chui gi tr v h thng gi tr cho s pht trin ca li th cnh tranh, v cc lin kt gia hai khu vc, m cng c th cung cp li th cnh tranh, iu c lm r trong phn ny. 4.4.1. Dy chuyn gi tr Cc dy chuyn gi tr lin kt gi tr ca cc hot ng mt t chc vi cc b phn chc nng chnh ca n. Sau l n lc nh gi ng gp ca mi phn cho gi tr gia tng ca tng th kinh doanh. Khi nim c s dng trong phn tch k ton cho mt s nm trc khi Michael Porter cho rng n c th c p dng cho phn tch chin lc. V c bn, ng lin kt hai khu vc vi nhau: Gi tr gia tng l mt phn ca mt t chc ng gp vo ton b t chc v ng gp vo li th cnh tranh ca ton b t chc khi gia tng li th cnh tranh ca t chc to ra n.

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Porter cho rng i vi mt cng ty c nhiu hn mt lnh vc sn phm, phn tch cn c thc hin cp ca cc nhm sn phm, khng phi mc tr s cng ty m. Cng ty c chia thnh cc hot ng c bn ca sn xut, chng hn nh chnh qu trnh sn xut ca tng nhm sn phm, v cc hot ng h tr, cng nh qun l ngun nhn lc, cung cp cho cc nn tng cn thit cho cc hot ng ca cng ty nhng khng th xc nh cho bt k phn c nhn no. Sau xem xt lm th no mi phn c th ng gp vo vic to ra gi tr trong cng ty v lm th no m cc iu ny li khc cc i th cnh tranh. Qu trnh phc tho ca Porter c th hin trong gin 4.6. ng s dng t "li nhun" trong biu ch ra nhng g chng ta nh ngha nh gi tr gia tng trong phn 4.4 li nhun l s khc bit gia tng gi tr v chi ph tp th thc hin cc hot ng gi tr. Theo Porter, cc hot ng c bn ca cng ty l: Cung ng ni a: y l nhng khu vc lin quan n vic nhn c hng ha t nh cung cp, lu tr chng cho n khi yu cu ca hot ng, bn giao v vn chuyn trong cng ty. Hot ng: y l khu vc sn xut ca cng ty.trong mt s cng ty, iu ny c th c chia thnh cc b phn. V d nh sn phun, ng c, lp rp,...trong mt chic xe hi ca cng ty hoc cc dch v tip nhn, dch v phng, nh hng,trong mt khch sn. Cung ng ngoi a: phn phi cc sn phm cui cng n khch hng. Vic ny r rng s bao gm vn chuyn v kho bi nhng cng c th bao gm vic la chn v gi kt hp ca nhng sn phm trong mt cng ty a sn phm. i vi mt khch sn hoc cng ty dch v khc, hot ng ny nn c nh hnh li cc phng php nhm kch thch khch hng n s dng dch v.

Gin 4.6

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Tip th v bn hng: chc nng phn tch nhu cu v c mun ca khch hng to s ch ca khch hng n sn phm hay dch v m cng ty c bn. Qung co v chiu th thuc lnh vc ny. -Dch v: Trc hoc sau khi sn phm hay dch v c bn ra, thng phi c cc dch v trc khi vic mua bn c thit lp v dch v hu mi. Cng c th c nhng yu cu cho vic tr li nhng cu hi ca khch hng, Mi phn trn s lm tng gi tr ca mt t chc theo cch ca n. T chc c th thc hin tt hn hoc t hn i th cnh tranh. V d nh, vi tiu chun dch v cao hn, gi sn xut thp hn, giao hng nhanh vi gi r hnt chc c th tao ra nhng li th cnh tranh hn cc i th cnh tranh trong ngnh. Nhng hot ng b tr gm: Thu mua: nhiu cng ty s c nhng phng ring (hoc nhm qun l) chu trch nhim cho vic bun bn hng ha v nguyn liu c dng cho hot ng ca cng ty. Chc nng ca hot ng ny l t c gi thp nht vi cht lng hng ha cao nht cho nhng hot ng ca cng ty, nhng n ch chu trch nhim cho vic bun bn, khng phi cho vic sn xut hng ha sau . S pht trin cng ngh: iu ny l mt yu t quan trng cho nhng sn phm mi ca cng ty. Thm ch trong nn cng nghip pht trin hn, n bao gm s pht trin ca cng ngh, chuyn mn v kin thc cng ty duy tr tnh hiu qu. Qun l ngun nhn lc: tuyn dng, hun luyn, pht trin qun l v cu trc tin thng l nhng yu t cn thit cho s sng cn ca cc tt c cc cng ty.
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C s h tng ca cng ty: iu ny bao gm k hoch c bn v h thng kim sot (v d: k ton,) iu ny cho php cng ty qun l v iu khin s pht trin ca h. N bao gm c quan u no ca cng ty. Nhng hot ng b tr gi tr gia tng, ch l nhng hot ng c bn, nhng trong mt cch no c nhiu kh khn lin kt vi mt b phn c bit ca t chc. Mt v d cng vic ca phn c bn c ch ra trong 4.3 ca Louis Vuiton v Gucci trong chng ny.

Li bnh Vn dy chuyn gi tr trong chin lc pht trin c thit k ra khm ph nhng lin kt tn ti v nhng khu vc gi tr gia tng ca doanh nghip. Theo nh ngha, n hot ng bn trong cu tc hin c. Mt chin lc cnh tranh tht s c th yu cu mt cuc cch mng, mt s i mi bn ngoi cu trc hin c. Chui gi tr c th khng phi l cnh thc t c thnh tu ny. 4.4.2. Cc h thng gi tr Ngoi vic phn tch h thng chui gi tr ca cng ty, Porter lp lun rng mt bng phn tch b sung cng nn c thc hin. T chc l mt phn ca h thng rng ln hn v gia tng gi tr lin quan n cc h thng cung cp v phn phi tho mn nhu cu th trng v cc chui gi tr ca khch hng. iu ny c gi l h thng gi tr v c minh ha trong hnh 4.7. Ngoi tr nhng trng hp rt him, mi t chc mua tr mt s hot ng ca mnh: qung co, thit k bao b sn phm, t vn qun l, in l tt c cc v d v cc mt hng thng c mua li, ngay c bi cc cng ty ln nht. Vi cng mt cch thc, nhiu t chc khng phn phi cc sn phm hoc dch v ca h trc tip n ngi tiu dng cui cng m s dng cc i l du lch, bn bun, ca hng bn l hon thnh vai tr ny. i th cnh tranh c th c hoc khng th s dng cng mt h thng gi tr: mt s nh cung cp v nh phn phi s tt hn so vi nhng ngi khc trong vic m h cung cp mc gi thp hn, dch v nhanh hn, sn phm ng tin cy hn, Nhng li th cnh tranh tht s c th n t vic dng cc nh cung cp hoc nh phn phi tt nht. Li th cnh tranh mi c th t c bng cch s dng mt h thng phn phi mi hoc c c mt mi quan h mi vi mt nh cung cp. V vy, vic phn tch h thng gi tr ny rt cn thit. iu ny s lin quan n phn tch ngun lc dnh cho chnh t chc . Gin 4.7 H thng gi tr (a) Cng ty-cng nghip n l
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(b) Cng ty a dng ho (vi cc n v kinh doanh khc nhau, mi chui gi tr ring ca mnh)

Ngun: Li th cnh tranh: To v duy tr hiu sut bi ME PorterCopyright 1985, 1998 ME Poter. Vi s cho php ca The Free Press mt b phn ca Tp on Simon & Schuster xut bn dnh cho ngi ln. Chui gi tr v phn tch h thng gi tr c th phc tp v mt thi gian i vi t chc. iu ny l yu t quan trng cho s thnh cng t giai on trc c th c s dng. Nu nhng vic ny c xc nh chnh xc, h s cung cp trng im cho vic phn tch v nhng gi tr gia tng vo nhng giai on tip theo. Nhng yu t quan trng cng c th l nhng yu t lm tng gi tr sn phm hay dch v. Trong phn 4.3, chng ti kt lun rng gi tr gia tng ch c th c nng ln bng cch tng cc kt qu u ra (bn hng) hoc mua gim cc yu t u vo (chi ph) ca mt cng ty. Cng vi nhng yu t quan trng cho s thnh cng, hai la chn gi tr gia tng ny cung cp mt phng php phn tch gi tr gia tng ngun lc trong cng ty. Mt cuc iu tra tip theo kim tra chi ph v li ch ca bt k s thay i c xut. Trng hp ca Glaxo Smith Kline (GSK), cng ty c th c t vn tp trung phn tch gi tr ban u, t nht l trn cc yu t quan trng mang li s thnh cng: R & D, tip th v hiu sut sn phm. Trong thc t, chin lc ca cng
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ty trong nhng nm gn y c u t rt mnh vo nghin cu v pht trin, nhn v d 4,1. Nh c khm ph, GSK c c cng ty dc phm Vng quc Anh, Wellcome vo nm 1995 v sp nhp vi Smith Kline Becham vo nm 2001. Mt trong nhng l do chnh cho cc hot ng ny l cc loi thuc mi v mnh ny c th b sung danh mc vn u t sn phm Glaxo hin c, cch khc t c s pht trin R & D. GSK cng c th nghin cu nhng cch nng cao gi tr ca sn lng v gim chi ph chnh mt cch hiu qu. Trng hp m u cho thy rng y l cc hot ng chin lc c thc hin mt cch chnh xc bi cng ty. Li bnh Ging nh cc phn tch h thng cung cp, h thng gi tr cp ch yu vi cc mi quan h hin c v c th b l nhng c hi chin lc hon ton mi. 4.4.3. Pht trin cc mi lin kt cnh tranh gia cc chui gi tr v h thng gi tr Phn tch gi tr v h thng gi tr s cung cp thng tin v gi tr gia tng trong cng ty. Mt t chc vi mt nhm sn phm, c th c mt s mt hng thng thng hoc dch v chung ca nhm, v d: Mt nguyn liu thng thng (chng hn nh ng trong cc thc phm khc nhau): Mt nh phn phi thng thng (chng hn nh mt nh phn phi ph tng xe hi cho cc cng ty sn xut cc yu t khc nhau trong xe hi) ..

Cc hng mc thng thng c th c lin kt pht trin li th cnh tranh. Mi lin kt ny c l quan trng pht trin chin lc v chng thng l duy nht ca t chc . Do cc mi lin kt c th cung cp cc li th cnh tranh so vi cc i th cnh tranh hay nhng ngi khng c mi lin kt nh vy, hoc nhng ngi khng th pht trin chng mt cch d dng. Porter ngh rng h thng cc gi tr c th khng hon ton cung cp y cc li th cnh tranh cn thit cho cc cng ty trong vic pht trin chin lc ca h. ng lp lun rng cc i th cnh tranh c th thng xuyn bt chc tu theo cc hot ng c nhn c thc hin bi t chc, nhng h s gp kh khn trong vic bt chc cc mi lin kt c bit v cc lin kt duy nht gia cc yu t ca chui gi tr v h thng gi tr ca t chc. Ngoi ra phn tch cc ngun lc ca cc chui gi tr v h thng gi tr, chin lc cnh tranh cha trong n yu t th ba. Vic tm kim cc mi lin kt c bit v c o c th tn ti hoc pht trin gia cc thnh phn trong chui gi tr v h thng gi tr lin quan n cng ty rt cn thit. Gin 4.8 th hin r iu ny.
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Mt s v d cho cc lin kt trn: Nguyn vt liu c s dng ph bin hon thnh cc sn phm cui cng: v d, nguyn liu ha du c s dng rng ri sn xut cc sn phm khc nhau. Dch v thng thng, chng hn nh vin thng, mua phng tin truyn thng, ni mt hp ng kt hp c th c m phn mt mc gi thp hn so vi mt lot cc giao dch c nhn a phng. Mi lin kt gia pht trin cng ngh v sn xut to iu kin thun li cho phng php sn xut mi c th c s dng trong cc b phn khc nhau ca mt nhm - v d, vin thng lin kt trc tip gia cc chui ca hng bn l ln nh Marks & Spencer v nh cung cp ca h. H thng cc phng my tnh ca hng hng khng lin kt vi cc i l v my bay du lch (nh vy y ban chu u iu tra c s nh hng mnh m ca chng trong vic cnh tranh ca hng hng khng). Lin doanh, lin minh v quan h i tc thng da vo cc thnh vin khc nhau t c s tha thun trong cc lnh vc chuyn mn c bit ca h v mi quan h (xem Chng 9). Tt c cc thnh phn bn trn cho thy mi lin kt nhm nng cao gi tr gia tng c th cung cp cc cch thc, du hiu cho cc cng ty ci thin ngun lc ca h. Li bnh Mt trong nhng vn c bn ca cc chui gi tr, h thng gi tr v mi lin kt ca n l quan im r rng trn phm vi ngun lc ca cng ty. Cc cng ty i khi xc nh gi tr bn cht v phm vi ca cc li th ngun lc nh vy khng ch i th cnh tranh. Li th cnh tranh bn vng khng phi l mc tiu chnh ca phn tch gi tr gia tng. Phn cn li ca chng ny khm ph cc cch thc trc tip hn gii quyt vn ny. Mt kh khn khc vi phn tch gi tr gia tng l tp trung vo cc ti sn c th o lng r rng. y l mt im yu ng k bi v mt s ti sn ca t chc c gi tr nht c th rt kh nh lng - chng hn nh xy dng thng hiu hoc kin thc chuyn mn. Hn na, mt s ti sn ca t chc quan trng nht c th khng quy ra c gi tr, c bit l ngun nhn lc nh l lnh o v cc i nhm mnh.

Gin 4.8
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Cng ty Ngun chi ph thp Cng ty cung cp ngun A

Ngun chi ph cao

Cng ty cung cp ngun B Chui gi tr ca cng ty Bn ngoi cung cp ngun A

Phn phi mnh Phn phi A

Phn phi mnh

Khch hng trong th trng

PHN PHI B

Thng hiu mnh

Bn ngoi cung cp ngun B

Chi ph c bit thp

Cc ngun cung cp chnh t cng ty

Phn phi C

Bn ngoi cung cp C

Chui gi tr ca i th cnh tranh Ba yu t phn phi

Phn phi D

Cht lng sn phm cao

Bn ngoi cung cp D

Phn phi E

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4.4.4. Ci thin gi tr gia tng Mc d vn gp phi nhng kh khn, nhng gi tr gia tng vn l mt yu t quan trng trong vic pht trin chin lc, c bit l khi nh ngh r cc thut ng hn l cc nh ngha hp (u ra tr u vo) c s dng trong phn tch kinh t c tm hiu chng ny. im c bn cn li, nu doanh nghip khng thm vo mt vi gi tr u vo ca h, th s tn ti ca h c l l mt du chm hi. Vi hu ht cc doanh nghip, iu ny a ra mt vn quan trng, l lm th no nm bt c gi tr a ra bi ngun lc ca doanh nghip. Chng ta s gp ch ny chng 8 v 9 sau khi tm hiu chi tit hn. Nguyn tc chin lc ct li: Phn tch h thng cung cp lm v cc hot ng ca doanh nghip vo cc phn chnh ca n. S ng gp ca mt nhm to nn c th c c nh cho s ng gp ca n c th to nn u th cnh tranh. Phn trch h thng cung cp khng c phn tch vi bt k s xc nh s lng t m ca gi tr gia tng m mi yu t ng gp. N c cam kt 1 cp rng v c so snh vi i th cnh tranh. Hu ht cc doanh nghip l mt phn ca mt h thng rng hn ca gi tr gia tng, bao gm nh cung cp v knh phn phi: h thng gi tr. Phn tch chui gi tr v h thng gi tr c th phc tp. Mt cch gim thiu kh khn l lm nhng nhn t ch cht thnh cng nh mt mc ch ca vic la chn cc yu t. S lin kt c th ca cc yu t ca chui gi tr v h thng gi tr cn c phn tch v chng c th khc vi doanh nghip v qua cung cp cho n li th cnh tranh. im yu quan trng trong vic p dng thc tin ca gi tr gia tng bao gm s thiu chnh xc trong nhng khu vc xc nh ca li th d phng v mt s bt lc nh gi r rng ti sn ch yu, nh s kin thc ca chuyn gia v ban lnh o cng ty.

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