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GB570 Managing the Value Chain as Competitive Advantage

Analysis of value chain management and its role in competitive advantage.

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    Running head: VALUE CHAIN AS COMPETITIVE ADVANTAGE 1 Value Chain as Competitive Advantage Unit 3 Assignment Jeniffer Lopez GB570 Managing the Value Chain Pricilla Aaltonen Kaplan University January 3, 2014 How does understanding and managing a company's value chain contribute to creating a competitive advantage, and how do companies like Walmart and IKEA successfully implement this strategy to outperform their competitors? In your response, discuss the relationship between value chain, competitive advantage, and customer delight, while also considering examples of successful and unsuccessful companies. Provide a detailed analysis of these concepts, ensuring that your response is between 600 - 800 words.

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    VALUE CHAIN AS COMPETITIVE ADVANTAGE 2 Value Chain as Competitive Advantage Any company that possesses an efficient value chain most likely has a great competitive advantage. It is crucial for a company to know and understand its value chain in order to stay ahead of the competition and thrive in a competitive market. Understandin g a company’s value chain can also be cost effective. This essay will go into specifics as to why the value chain is vital in creating competitive advantage. It will also compare companies that possess efficient value chains and a successful competitive a dvantage with those that do not. A successful value chain can bring great success to a company by enhancing customer satisfaction which can develop into a major competitive advantage. Review of Concepts Value Chain The value chain analysis explains the actions a company performs and associates these actions to the company’s competitive position. Value chain analysis defines the events within a company, and links them to an evaluation of the competitive strength of the company. Consequently , it assesses which value each specific action adds to the company’s products and services. The capacit y to execute specific actions and to manage the relatio n between these actions is the foundation of competitive advantage. There are two types of activitie s, primary activities and secondary activities. Primary activities are those that are directly involved with the manufacturing and distribution of a product or service. Primary activities involve inbound logistics, operations, outbound logistics, marketing and sales, and service. Every one of these primary activities is connected to support activities which aid in enhancing their success and efficiency. Support activities include procurement, te chnology development , human resource management, and infrastruc ture.

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