GB570 Managing the Value Chain as Competitive Advantage

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Running head: VALUE CHAIN AS COMPETITIVE ADVANTAGE1Value Chain as Competitive AdvantageUnit 3 AssignmentJeniffer LopezGB570 Managing the Value ChainPricilla AaltonenKaplan UniversityJanuary 3, 2014How does understanding and managing a company's value chain contribute to creating acompetitiveadvantage, and how do companies like Walmart and IKEA successfully implement this strategy tooutperform their competitors? In your response, discuss the relationship between value chain,competitive advantage, and customer delight, while alsoconsidering examples of successful andunsuccessful companies. Provide a detailed analysis of these concepts, ensuring that your response isbetween 600-800 words.

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VALUE CHAIN AS COMPETITIVE ADVANTAGE2Value Chain as Competitive AdvantageAny company that possesses an efficient value chain most likely has a great competitiveadvantage. It is crucial for a company to know and understand its value chain in order to stayahead of the competition and thrive in a competitive market. Understanding a company’s valuechain can also be cost effective. Thisessay will go into specifics as to why the value chain isvital in creating competitive advantage.It will also comparecompanies that possess efficientvalue chainsand a successful competitive advantage with those that do not.A successful valuechain canbring great success to acompanyby enhancingcustomer satisfaction which candevelop into a major competitive advantage.Review of ConceptsValue ChainThe value chain analysisexplains the actions a company performs and associates theseactions to the company’s competitive position. Value chain analysis defines theeventswithin acompany, and links them to an evaluation of the competitive strength of the company.Consequently, it assesses which value each specificactionadds to the company’s products andservices. The capacity to execute specific actionsand to manage the relation between theseactions is the foundation of competitive advantage. There are two types of activities, primaryactivities and secondary activities. Primary activities are those that are directly involved with themanufacturing and distribution of a product or service. Primary activities involveinboundlogistics, operations, outbound logistics, marketingand sales, and service.Every one of theseprimary activities is connected to support activities which aid in enhancing their success andefficiency. Support activities includeprocurement, technology development, human resourcemanagement, and infrastructure.

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