6. Primary Activities
• Inbound Logistics
Receiving, storing, and disseminating inputs.
E.g., warehousing, inventory control
• Operations
Transforming inputs into the final product
form
6
7. Primary Activities
• Outbound Logistics
Collecting, storing and distributing the
product to buyers
• Marketing and Sales
Providing a means and incentive which allow
buyers to purchase the product
• Service
Providing service to enhance or maintain the
value of the product
7
8. Primary Activity Focus by Industry
Industry Inbound Operations Outbound Marketing Service
Logistics Logistics & Sales
Distributor X X
Restaurant X NA
Corporate X
Lending
Xerox X
8
10. Support Activities
• Human Resource Management
• Firm Infrastructure
planning, finance, accounting, legal,
etc.
10
11. Competitive Scope
• Four scopes may affect value chain
• Ex. The value chain serves
minicomputer requires extensive
sales assistance, less hardware
performance – different from what
serves small business
11
12. Competitive Scope
• Segment Scope
Differences required to serve different
product or buyer segment
• Vertical Scope
Division of activities between a firm and
its suppliers, channels, and buyers
12
13. Competitive Scope
• Geographic Scope
Different geographic areas
• Industry Scope
Interrelationships among business units
13
19. Why cost assignment
• Understand the firm’s cost structure
• Find cost drivers of each cost segment
• Match cost structure to buyer’s value
chain
• Configure and reconfigure the cost
structure
19
21. Cost Leadership – Cost Drivers
• Economies or diseconomies of scale
• Learning and spillover
• Pattern of capacity utilization
– When fixed cost high, capacity utilization is
important
• Linkages
How other activities are performed
– Linkages within the Value Chain
– Vertical Linkages
21
22. Cost Leadership – Cost Drivers
• Interrelationships
With other business units within a firm
• Integration
Vertical integration in a value activity
• Timing
22
23. Cost Leadership – Cost Drivers
• Discretionary policies
Policies that reflect a firm’s strategy
• Location
• Institutional factors
e.g., government regulations, financial
incentives, unionization, etc.
23
30. Reconfigure the Value Chain
• Reconfiguration of the value chain
presents the opportunity to fundamentally
restructure a firm’s cost, compared to
settling for incremental improvements.
• By altering the basis of competition in a
way that favors a firm’s strengths, it may
change the important cost drivers in a way
that favors a firm.
30
31. Steps in Strategic Cost Analysis
1. Identify the appropriate value chain and
assign costs and assets to it.
2. Diagnose the cost drivers of each value
activity and how they interact.
3. Identify competitor value chains, and
determine the relative cost of competitors
and the sources of cost differences.
4. Develop a strategy to lower relative cost
position through controlling cost drivers or
reconfiguring the value chain and/or
downstream value.
31
32. Cost Focus
A firm dedicates its efforts to a well-
chosen segment of an industry can often
lower its costs significantly.
32
33. Differentiation
• Emphasize on a unique source of
differentiation in the Value Chain, rather
than on products or markets only
• Differentiation base on buyers’ value,
not only difference that buyers do not
value
• Should consider the cost of
differentiation
33
36. Drivers of Uniqueness
• Policy Choices
• Linkages
– Linkages within the value chain
– Supplier linkages
– Channel linkages
• Timing
Be the first
• Location
36
37. Drivers of Uniqueness
• Interrelationship
Sharing a value activity with sister business units.
E.g., sharing a sales force for both insurance and
other financial products
• Proprietary learning
• Integration – e.g., integrating online systems
to current ordering systems
• Scale
• Institutional factors – e.g., “Madame’s route”
37
38. Why buyers purchase?
Purchasing Criteria
• User criteria – firms to meet them by
lowering cost or raising buyer
performance
• Signaling criteria – telling buyers what
benefits to get
38
39. Differentiation for creating
Buyer Value by
• Lowering buyer cost
• Raising buyer performance
• Signaling the value
Through
• Linking the firm’s value chain to the
buyer’s value chain
39
40. Steps in Differentiation
1. Determine who the real buyer is
2. Identify the buyer’s value chain and
the firm’s impact on it
3. Determine ranked buyer purchasing
criteria
4. Assess the existing and potential
sources of uniqueness in a firm’s
value chain
40
41. Steps in Differentiation
5. Identify the cost of existing and potential
sources of differentiation
6. Choose the configuration of value activities
that creates the most valuable
differentiation for the buyer relative to cost
of differentiating
7. Test the chosen differentiation strategy for
sustainability
8. Reduce cost in activities that do not affect
the chosen forms of differentiation
41
