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BUSINESS MODELS – SOME USEFUL EXAMPLES
Seahorses© 2011 1
STRATEGYOVERVIEW MODELS
STRATEGY IMPLEMENATION OVERVIEW
STRATEGY
Policy/Planning
Environment
Communicate
Monitor Assessment(Tools)
Financial Organisational Cultural HR Administrative Marketing Operations
Change Management Structure
Unfreeze/Refreeze
Sell DO & Make Sure they Know
Source: Seahorses Consulting
BUSINESS MODELS – SOME USEFUL EXAMPLES
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RealisedStrategy
UnrealisedStrategy
DeliberateStrategy
EmergentStrategy
Source: Mintzberg, H., 1998, ‘The Strategy Process’, Prentice Hall cited in Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases.’2nd Edn, Prentice Hall, p. 12.
INTENDED & EMERGENT
STRATEGIES
STRATEGYEnvironment Resources
SustainableSuperiorFinancial
Performance
Strategy Matching Environment & Resources
Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 13.
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RELATIONSHIP OF STRATEGY FORMULATION & IMPLEMENTATION
FORMULATION(Deciding what to do)
IMPLEMENTATION(Achieving Results)
CORPORATESTRATEGY
Pattern of purposes and policies defining the
company and business
1. Identification of opportunity and risk
2. Determining the company’s material, technical, financial and managerial resources
3. Personal values and aspirations of senior management
4. Acknowledgement of non-economic responsibility to society
1. Organisation structure and relationshipsDivision of LabourCoordination of divided responsibilityInformation systems
2. Organisational processes and behaviourStandards & measurementMotivation & incentive systemsControl systemsRecruitment and development of managers
3. Top LeadershipStrategicOrganisationalPersonal
Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 40.
BASIC DESIGN SCHOOL MODELExternal
AppraisalInternal
Appraisal
Threats &Opportunities in
Environment
Strengths andWeaknesses ofOrganisation
Creation ofStrategyKey Success
FactorsDistinctive
Competences
Evaluation andChoice ofStrategy
Implementationof
Strategy
SocialResponsibility
ManagerialValues
Source: Mintzberg, H., Ahlstrand, B., Lampel, J., 1998, Strategic Safari. A Guided Tour Through the Wilds of Strategic Management, The Free Press, New York, p. 26
BUSINESS MODELS – SOME USEFUL EXAMPLES
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The Old 7sStrategy
Staff
Skills
Structure
Style
Systems
SharedValues
SOFT
HARD
Source: Adapted from Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 271-272.
THE New 7 S’sVISION FOR DISRUPTIONIdentifying and creating opportunities for
temporary advantage through understanding: Stakeholder Satisfaction Strategic Soothsaying
Directed at identifying new ways to serve existing customers better, or new customers
that no-one else serves now.
CAPABILITY FOR DISRUPTION
Sustaining the momentum by developing flexible capacities for:
Speed Surprise
That can be applied across many actions to build a series of temporary advantages.
TACTICS FOR DISRUPTIONSeizing the initiative to gain advantage by:
Shifting the Rules Signalling
Simultaneous and Sequential Strategic Thrusts
With actions that shape, mould or influence the directions or nature of competitors responses.
MARKETDISRUPTION
Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 201.
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COMPETITIONMODELS
COMPETITIVE STRATEGY MODEL
IndustryStructure
ResourcesSTRATEGY
Political/Legal Economic Social Technical
External Environment
Concentration Entry Barriers Product Differentiation Cost Structures Vertical Integration
IndustryStructure
Lower Cost Differentiation (Price
Premium) Strategic Assets
Forms ofCompetitive Advantage
Capital People Technology Organisation
Source: Adapted from Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, pp. 19, 25, 27, 28.
Capabilities
Drivers Leadership Management Operations
Competing withSuperior Capabilities
Str
ate
gic
As
se
ts
Environment
FIRM ANALYSISSustainable, Superior financial
performance
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Cost Leader
Cost Focus
Differentiation
DifferentiationFocus
LOW COST DIFFERENTIATION
BR
OA
DTA
RG
ET
NA
RR
OW
TAR
GE
T
COMPETITIVE ADVANTAGEC
OM
PE
TIT
IVE
TA
RG
ET
Source: Adapted from Porter, M. ‘Generic Strategies’, cited in Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 693.
COMPETITION STRATEGY
Structure-Conduct-Performance Model
Raw Materials Technology Urbanisation Product Durability Value/Weight Business Attitudes Public Policies
Price Elasticity Substitutes Rate of Growth Cyclical & Seasonal
Character Purchase Method Marketing Type
SUPPLY DEMAND
BASICCONDITIONS
Number of Sellers & Buyers
Product Differentiation Barriers to Entry
Cost Structures Vertical Integration Conglomerates
MARKETSTRUCTURE
Pricing Behaviour Product Strategy &
Advertising
Research & Innovation Plant Investment Legal Tactics
CONDUCT
Production & Allocative Efficiency
Full Employment EquityPERFORMANCE
Source: Scherer, F., Ross, D., 1980, Industrial Market Strategy and Economic Performance, 2nd Edn, Houghton Mifflin, Boston
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PORTER’S COMPETITIVE FORCES MODEL
SUPPLIERS BUYERS
SUBSTITUTES
POTENTIALENTRANTS
Rivalry DeterminantsEntry Barriers
Determinants of Supplier Power Determinants of Buyer Power
Determinants of Substitution Threat
Economies of Scale Proprietary Product Differences Brand Identity Switching Costs Capital Requirements Access to Distribution Absolute Cost Advantages
Proprietary Learning Curve Access to Necessary Inputs Proprietary low-cost product design
Government Policy Expected Retaliation
Industry Growth Fixed (or storage) cost/value added Intermittent overcapacity Product Differences Brand identity Switching Costs Concentration and Balance Informational Complexity Diversity of Competitors Corporate Stakes Exit Barriers
Differentiation of Inputs Switching costs of suppliers & firms in the industry Presence of substitute inputs Supplier Concentration Importance of volume to Suppliers Cost relative to total purchases in the industry Impact of inputs on cost or differentiation Threat to forward integration relative to threat of
backward integration by firms in the industry
Bargaining Leverage: Buyer concentration
versus Firm concentration
Buyer Volume Buyer Switching
Costs relative to Firm Switching Costs
Buyer Information Ability to backward
integrate Substitute Products Pull-through
Price Sensitivity: Price/Total Purchases
Product Differences
Brand Identity Impact on
Quality/ Performance
Buyer Profits Decision Makers’
Incentives
Relative price performance of substitutes Switching costs Buyer propensity to substitute
Source: Porter, M., 1980, Competitive Strategy, Free Press, New York
INDUSTRYCOMPETITORS
(Rivalry among existing Firms)
PEST ANALYSIS MODEL
INDUSTRYSTRUCTURE
STRATEGY
Political/Legal
Political stability Risk of military invasion Legal framework for contract
enforcement Intellectual property protection Trade regulations & tariffs Favoured trading partners Anti-trust laws
Pricing Regulation Taxation Rates and Incentives Wage and Employment Legislation Industrial Safety Product Labelling Corporate Legislation Government controlled Rights
Economic
Government intervention in the free market
Comparative advantages of host country
Exchange rates & stability of host country currency
Efficiency of financial markets Infrastructure quality
Skill level of workforce Labour costs Business cycle stage (e.g. prosperity,
recession, recovery) Economic growth rate Discretionary income Unemployment rate Inflation and Interest rates
Social Entrepreneurial spirit Attitudes (health, environmental
consciousness, etc.) Leisure interests
Demographics Class structure Education Culture (gender roles, etc.)
Technical Impact on value chain structure Rate of technological diffusion
Recent technological developments Technology's impact on product offering Impact on cost structure
Source: Model developed from information at Internet Center for Management and Business Administration, Inc. [Copyright] 2002, PEST Analysis, [Online] http://www.netmba.com/strategy/pest, [Accessed] 13 June 2003, and Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, pp. 19, 25, 27, 28, 40-42.
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COMPETITIVE ADVANTAGE
DemandConditions
FactorConditions
Firm Strategy Structure
and Rivalry
Relatedand
SupportingIndustries
Source: Porter, M., 1990, The Competitive Advantage of Nations, Harvard Business Review, Mar-Apr 1990, p.77
GENERATING COMPETITIVE ADVANTAGE
Valuable Rare Imitate(Hard To)
Organisation(1)
Competitive Implications Economic Performance
No - - No Competitive Disadvantage
(Weakness)
Below Normal
Yes No - Competitive Parity (Strength) Normal
Yes Yes No Temporary Competitive Advantage (Strength)
Above Normal
(Short Term)
Yes Yes Yes Yes Sustained Competitive Advantage (Strength)
Above Normal
(Long Term)
(1) Resources exploited by the organisation for its benefit.
Source: Barney, J., 1997, Gaining and Sustaining Competitive Advantage’. Addision-Wesley Publishing
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MICRO ECONOMIC
MODELS
DEVELOPMENT OF ECONOMIC STRATEGY
Economic Technical Physical Social Community Nation World
ENVIRONMENTALCONDITIONS AND
TRENDS Capability FinanceManagerial Functional Organisational
Reputation History
DISTINCTIVECOMPETENCE
Identification Inquiry Assessment of
risk
OPPORTUNITIESAND RISK
As extending or constraining opportunity
Identification of strengths and weaknesses
Programs for increasing capability
CORPORATERESOURCES
Consideration of all combinations
Evaluation to determine best match of opportunity
and resources
CHOICE OF PRODUCTS AND MARKETS
Economic Strategy
Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 45.
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ECONOMICS/ACCOUNTING PROFITS
Economic Profit
• Return to Owner• Opportunity Cost
• Explicit (Actual Costs)
Normal Profit (π)Economic Break Even Point
Above Normal
Profit (π)
Implicit Costs
ECONOMICS
• Variable
• Fixed Costs
Accounting Profit
ACCOUNTING
AccountingLoss
Indifference
Get Out/Close Down
EconomicProfit
Be
low
He
re –
Eco
no
mic
Lo
ss
AccountingBreak Even Point
BUSINESS DEVELOPMENT
MODELS
BUSINESS MODELS – SOME USEFUL EXAMPLES
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DEVELOPING SCENARIOS(Shoemaker Model)
Identify the Major Stockholders
Identify Basic Trends
Identify Key Uncertainties
Construct Initial Scenario Themes
Check for Consistency and Plausibility
Develop Learning Scenarios
Identify Knowledge Gaps
Develop Quantitative Models
Evolve Toward Decision Scenarios
Define the Scope1
2
3
4
5
6
7
8
9
10
e.g. Political, Economic, Social, Technology Trends
1. Predetermined – Forces that make events inevitable2. Uncertain – Forces that can not be anticipated
Start with extreme scenarios and work to less extreme options
Check the logic of the scenarios
Trend out the scenarios
Conduct research as necessary to fill the gaps
Conduct quantitative analysis if appropriate
Refine through an iterative process
Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, pp. 68-70
PUTTING IT TOGETHER (1)Growth Share Matrix(This Model is used to
identify the products that have the greatest probable
future growth capacity)
Life Cycle Model(This Model is used to
identify the position of each product within the life cycle,
so future demand issues can be assessed)
Market Penetration Pyramid
(This Model uses market intelligence to determine the
size of marketing opportunities in relation to
market penetration)
Select Products(The most effective
products are selected by
analysing the short and long term
potential)
Market Strategy(The most
appropriate method of marketing these
products is identified)
LO
NG
ER
TE
RM
FO
CU
S12
MO
NT
H F
OC
US
Source: Seahorses Consulting
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PUTTING IT TOGETHER (2)
ProductAnalysis
CoreCapabilities
CoreCompetencies
Cross-Matchto ValueChain
DetermineIssues
This process is used to identify the products that are supported.
This process identifies the core capabilities that the company has identified as being important in supporting the products.
This process shows the interrelationship between the core capabilities (and also which identified capabilities are the most important to the company).
This process cross matches the identified core competencies against the Value Chain.
Differences between the identified core competencies, and those required to optimise the Value Chain, can then be determined.
Source: Seahorses Consulting
SIZ
E O
F B
US
INE
SS
AGE OF BUSINESSYoung Mature
Crisis
Crisis
Crisis
Crisis
Fold
Fold
Contained
Decline
STAGE 1Start-Up
STAGE 2Survival
STAGE 3Growth
STAGE 4Expansion
STAGE 5Maturity
Source: Adapted from Scott, M., and Bruce, R., 1987, Five Stages of Growth in Small Business, Long Range Planning, June, Vol 20, No. 3, pp. 45-52
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BURGELMAN’S PROCESS MODEL OF INTERNAL CORPORATE VENTURING (ICV)
CORE PROCESSES OVERLAYING PROCESSES
Definition Impetus Strategic Context
Structural Context
Corporate Management
Monitoring Authorising Rationalising Structuring
New Venture Development Management
Coaching Stewardship Strategic
Building Delineation
Negotiating
Group Leader Venture Manager
Technical & Need Linking
Strategic Forcing
Gatekeeping Idea Generating
Bootlegging
Questioning
Key Activities
LE
VE
LS
Source: Burgelman, R., 1983, A Process Model of Internal Corporate Venturing in the Diversified Major Firm.Administrative Science Quarterly, Vol 28, No. 2 (June 1983), pp. 223-244.
Product Championing
Organisational Championing
DRIVERS FOR INTERNATIONAL TRADE AND INVESTMENT
ComparativeAdvantage
OligopolisticCompetition
PoliticalCompetition
RegulatedCompetition
Government Intervention
Glo
bal C
once
ntra
tion
Low High
Low
Hig
h
Model Source: Yoffie, D., 1993, Beyond Free Trade. Firms, Governments and Global Competiton. Boston. MA: Harvard Business School Press.
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Stable
Unstable
Transitional
Turbulent
Magnitude of Environmental Change
Rat
e of
Env
iron
men
tal C
hang
e
Small Large
Slo
wF
ast
Source: Model adapted from Basil & Cook. 1974, p.206
ENVIRONMENTAL EFFECTS
MARKETINGMODELS
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Market Planning
Market Analysis
Strategic Planning/Marketing Process
Corporate Mission
Corporate Vision
Environmental ScanMicro
Macro Corporate Objectives
Marketing Objectives
SegmentationEnvironmental Scan
Micro
MacroTargeting
Positioning
Product Price Promotion Placement
Control
Implementation
What We Are?
Where to Go?Core ProductsDifferentiators
Source: Seahorses Consulting
Target
ConsumersPrice
Product
Place
Promotion
MarketingChannels
Competitors
PublicsSuppliers
Demographic-Economic
Environment
Technological-Natural
Environment
Social-Cultural
Environment
Political-Legal
Environment
The Theoretical Process
Analysis
Implementation
Pla
nn
ing
Con
trol
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Market Targeting
MarketPositioning
Market Segmentation1. Identify bases forsegmenting the market
2. Develop profiles ofresulting segments
3. Develop Measures ofsegment attractiveness
4. Select the targetsegment(s)
5. Develop positioningfor each target segment
6. Develop marketing mixfor each target segment
THE MARKETING PROCESS
Source: Kotler et al. 1998, p.297
OperationalExcellence
Leading industry in price & convenience
Customer IntimacyKnowing the customer and
tailoring products to meet thecustomer’s needs
Product LeadershipContinuous leading edge products
Marketing Strategy
Source: Adapted from Treacy, M., Wiersema, F., cited in Kotler, P., Armstrong, G., Brown, L. and Adam, S., 1998, Marketing, Prentice Hall, Sydney, pp 721-722
CHOOSING THE RIGHT STRATEGY
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7 Ps OF MARKETING
MARKETING
Personnel
Price
Product Placement
Promotion
Process
Premises
Source: Adapted from Bayly, E. 2002, Marketing. [Online] http://www.e-xpert.co.nz/SITE_Default/x-files/148.ppt, [Accessed] 15 Jun 2003
1 2
37
46
5
CoreProduct
Actual ProductProviding• Inflight Services• Duty Free Shopping• Meals• Seat Allocation• Flight Booking System• Schedules• Safety Record
Augmented ProductProviding:• QANTAS Club• Hertz car-rental booking• Fly-drive packages• Frequent Flyer Scheme• Holiday Packages• Tours• Priority Baggage
Model Source: Model provided by Kotler et al. 1998, p.347
Core ProductTime Critical Transport
CORE, ACTUAL & AUGMENTED PRODUCT
(AN EXAMPLE – QANTAS)
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Dog
Question Mark
Cow
Star
Relative Market Share
Mar
ket G
row
th R
ate
Small Large
Slo
wF
ast
?
Model Source: Adapted from Boston Consulting Group Growth-Share Matrix cited in Kotler et al. 1998, p.43
MARKET POTENTIAL
CP1 – Effective CommunicationsCP2 – Presentation & Display
CP3 – SurveillanceCP4 – Low Risk Reliable Technology
CP3 - Government
CP3 – Business MarketCP1 - Government
CP3 - MilitaryCP1 - Business >60CP2 - Business (Producers)
CP4 - GovernmentCP2 - BusinessCP1 - Business < 60CP2 - GovernmentCP4 - Corporate
Each interval equates to $100,000
CP3 – Consumer Market
Market Potential
Market Penetration
CP = Core Product
Source: Seahorses Consulting - Developed from Mintzberg/Porter/Drucker models on market development
EXAMPLE OF A MARKET & PENETRATION PYRAMID
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Early Market Bowling Alley
TheChasm
The Tornado
MainStreet
End of Life
8
Model Source: Adapted from Moore 1995, p.25 cited in Kotler et al. 1998, p.402
PRODUCT LIFECYCLE
BusinessMarket
ConsumerMarket
GOVERNMENT
MARKETS
ExportMarkets
ResellerMarkets
= Market Focus
Source: Adapted from Kotler et al. 1998, p.103
Handled together as the competitive advantage developed by BVG’s Profit Pools will be analogous for both market segments.
MARKET FOCUS MODEL(WITH EXAMPLE INFORMATION INCLUDED)
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RESOURCE MANAGEMENT
MODELS
FOUR RESOURCE GROUPS
CAPITAL PEOPLE
TECHNOLOGY ORGANISATION
RESOURCES
Source: Adapted from Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, pp. 19, 25, 27, 28.
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FRAMEWORK FOR RESOURCE ANALYSIS
RESOURCES1. Identify the firm’s resources and
locate areas of strength and weakness relative to competitors
CAPABILITIES2. Identify the firm’s capabilities
(What can the firm do?)
Potential forSustainableCompetitive
Strategy
3. Appraise the rent-generating potential of resources/capabilities in terms of their potential for creating, sustaining and exploiting competitive advantage.
STRATEGY4. Select a strategy, which best
exploits the firm’s capabilities relative to external opportunities.
5. Identify resource gaps which will need to be filled. Invest in replenishment and augmenting the firm’s resource base.
Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 174
FIVE EASY STEPS TO DESTROYING A RICH CULTURE
(Any One will Do)
Step 1: Manage the bottom line (as if you make money by managing money
Step 2: Make a plan for every action: no spontaneity please, no learning.
Step 3: Move managers around to be certain they never get to know anything but management well (and kick the boss upstairs –better to manage a portfolio than a real business)
Step 4: Always be objective, which means to treat people as objects (in particular, hire and fire employees the way you buy and sell machines – everything is a portfolio)
Step 5: Do everything in five easy steps
Source: Mintzberg, H., Ahlstrand, B., Lampel, J., 1998, Strategic Safari. A Guided Tour Through the Wilds of Strategic Management, The Free Press, New York, p. 282
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Concentration ofOwner’s Knowledge
Concentration ofCompany Knowledge
Business Growth in Scale and Scope
Low
High
Source: Adapted From Mazzarol, T., 2003, Small Business Management. Topic 7. Assisting a Small Business to Grow. Graduate School of Management. University of Western Australia, p. 9.
KNOWLEDGE CONCENTRATION
VALUE CHAINMODELS
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Mc KINSEY MODEL
TechnologyProductDesign
Manufacturing Marketing Distribution Service
Source Sophistication Patents Products/
Process Choices
Function Physical
Characteristics Aesthetics Quality
Integration Raw Materials Capacity Location Procurement Parts
production Assembly
Prices Advertising/
Promotion Sales Force Package Brand
Channels Integration Inventory Warehousing Transport
Warranty Speed Captive/
Independent Prices
WORKFLOW
Source: Adapted from McKinsey Business Model cited in Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 163
THE VALUE SYSTEM
SupplierValue
Chains
FirmValueChain
ChannelValue
Chains
BuyerValue
Chains
SINGLE-INDUSTRY FIRM
SupplierValue
Chains
BusinessUnit Value
Chain
ChannelValue
Chains
BuyerValue
Chains
DIVERSIFIED FIRM
BusinessUnit Value
Chain
BusinessUnit Value
Chain
Source: Porter, M., 1985, Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press. New York, p. 35
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PORTER’S GENERIC VALUE CHAIN
INB
OU
ND
LO
GIS
TIC
S
OP
ER
AT
ION
S
OU
TB
OU
ND
LO
GIS
TIC
S
MA
RK
ET
ING
& S
AL
ES
SE
RV
ICE
Primary Activities
Su
pp
ort
Act
ivit
ies FIRM INFRASTRUCTURE
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
Source: Porter, M., 1985, Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press. New York, p. 37
EXAMPLE OF A HYBRID MODEL - QANTAS VALUE CHAINMarketing
TravelAgents
AlliancePartners
Sal
es
DirectSales
Alliance Management
Travel Agent Operations
Travel Agent Relationships
Internal Sales Team
Freight
Logistics
Maintenance Development Replacement Technology Development
Fuel Parts Equipment Food Utilities
Firm InfrastructureHuman Resource
Administrative Support
Coordination Organisation Management Finances Procurement
PersonnelSupport
Pay Conditions Consumables Training
TerminalOperations
AircraftOperations
Baggage Movement
Personnel Movement
Freight Movement Additional
Facilities (e.g. Clubs)
Service Delivery
AllianceTransfer
Disengagement
National/International
Transfer
Source: Model developed by Bruce Hilliard based on merged concepts from McKinsey Value Chain, Porter Value Chain models
Consumables
Strategic Management
Alliance Management
Pricing & Yield
SU
PP
OR
T A
CT
IVIT
IES
PR
IMA
RY
AC
TIV
ITIE
S
Aircraft*Terminal
Facilities*
*Note: Terminal Facilities and Aircraft Maintenance can also be considered Primary Operations Activities where these activities generate revenue for QANTAS. This has not been shown to simplify the model in conformance with this case.
Workflow
Support Flow
KEYHoliday/
OtherPackages
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VERSION CONTROL &CONTACT INFORMATION
• Should you need to get in touch with the developer of this package:
Name: Bruce HilliardE-Mail: [email protected]
Version Date
1.1 7/4/2011