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From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
As technology and globalization have disrupted traditional operations along the supply chain, the relationship between suppliers, customers, and competitors has changed dramatically.
After studying this chapter, you will know: Explain how to implement a competitive strategy by using Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis, explain how to implement a competitive strategy by focusing on the execution of goals, explain how to implement a competitive strategy using value-chain analysis.
This Report aims to improve the lives of people living in Da Nang, through developing the tourist
sector and improving its links to the poor. The Report describes an innovat ive approach to tourist
development – a participatory pro-poor value chain analysis - that was supported by local
stakeholders and funded by the Vietnam Private Sector Support Programme. Thi s is probably the
first truly participatory tourism value chain exerci se ever conducted.
Chapter 3 - The REA enterprise ontology: Value system and value chain modeling. The objectives of this chapter are to describe the components of a typical enterprise's value system and value chain and to discuss the procedures for developing models of enterprise value systems and value chains.
The dissertation aimed to analyze the activities of the stakeholders involved in the pineapple value chain in Tien Giang province and analyze the VAT, VAT distribution between the stakeholders who are in the pineapple value chain as well as detect the bottlenecks that need to improve in order to enhance the economic value of the chain, through which proposed a number of solutions to improve the income of poor households who have been planting pineapples in Tien Giang province.
Chapter 3: Assessing the internal environment of the firm. After reading this chapter, you should have a good understanding of the following learning objectives: The benefits and limitations of SWOT analysis in conducting an internal analysis of the firm, the primary and support activities of a firm's value chain, how value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers,...
This chapter explain what an accounting information system (AIS) is and describe the basic functions it performs, discuss why studying the design and management of an AIS is important, explain the role played by the AIS in a company’s value chain and discuss ways that the AIS can add value to a business, describe and contrast the basic strategies and strategic positions that a business can adopt.
Chapter 18 - Costing and thevalue chain. After studying this chapter you will be able to: Define the value chain and describe its basic components, distinguish between non-value-added and value-added activities, explain how activity-based management is related to activity-based costing, describe the target costing process and list its components,...
After studying this chapter, you should have a good understanding of: The benefits and limitations of SWOT analysis in conducting an internal analysis of the firm, the primary and support activities of a firm's value chain, how value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers.
Chapter 1 - Accounting information systems: An overview. This chapter explain what an accounting information system (AIS) is and describe the basic functions it performs, discuss why studying the design and management of an AIS is important, explain the role played by the AIS in a company’s value chain and discuss ways that the AIS can add value to a business, describe and contrast the basic strategies and strategic positions that a business can adopt.
Chapter 13 - Cost accounting and reporting systems. After completing this unit, you should be able to: Explain the role of cost accounting as it relates to financial and management accounting, explain the strategic role cost management plays in the organisation’s value chain, explain the difference between direct and indirect costs,...
(BQ) Part 1 book "Marketing management - A relationship approach" has contents: Analysing relationships in the value chain, competitor analysis and intelligence, customer behaviour, development of the firm’s competitive advantage, identification of the firm’s core competences,...and other contents.
Over the last decade, supply chain management has advanced from the warehouse
and logistics to strategic management. Integrating theory and practices of supply chain
management, this book incorporates hands-on literature on selected topics of Value
Creation, Supply Chain Management Optimization and Mass-Customization. These
topics represent key building blocks in management decisions and highlight the
increasing importance of the supply chains supporting the global economy.
Agile, strategic supply chain management is a key competitive necessity in today’s no-room-for-error business arena. And few organizations have acquired more knowledge—and demonstrated better results—than the team at global management consultancy Pittiglio, Rabin, Todd, and McGrath (PRTM). In the breakthrough reference Strategic Supply Chain Management, two of PRTM’s leading consultants in this practice explain everything that corporate decision-makers need to know to create value and competitive advantage from their supply chains....
Traditional Supply Chain Management (SCM) aims at movement of goods and services from one end of
this chain to the other through different stages so as to improve the efficiency, productivity and profitability
of the entire process. As SCM spans across the economic functions of the entire value chain of
a product or service, it is vital for a company to join in, form, or coordinate its business related supply
chains, forming various kinds of business relationships.
What can’t be measured can’t be improved. Even though Supply Chain Management is the most talked about topic today, currently no tool is available to measure any manufacturing organizations’ supply chain efficiency. Unlike productivity and or quality measurement, where the parameter can be measured objectively and expressed in unit or ratio, supply chain measurement is currently more of a qualitative statement.
The dynamic nature of the Jepara industrial complex also affects the Indonesian wood products
chain, attracting timber produced from forests located throughout Central Java (Figure 1) and
beyond, including the outer islands. Thousands of trucks and pickups bring logs into the district
from distant places, including state and community forest plantations.
In this chapter you will learn: Supply chains and the value delivery network, the nature and importance of marketing channels, channel behavior and organization, channel design decisions, channel management decisions, marketing logistics and supply chain management.