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A tool to identify resources and capabilities Chain of activities transforming inputs into outputs that customers value The transformation process Primary and Support activities Add value to the product
ACTIVITIES
INBOUND LOGISTICS
OPERATIONS
OUTBOUND LOGISTICS
SERVICE
MARGIN
PRIMARY ACTIVITIES
Operations:
This is where goods are manufactured or assembled. Individual operations could include organizing the parts to make new cars & the final tune for a new car's engine. Toyota motors are known for their reliability which comes from efficient operations.
Outbound Logistics:
The goods are now finished, and they need to be sent along the supply chain to wholesalers, retailers or the final consumer. Toyota motors manage their own Showrooms in different countries. Toyota motors make their product easily assessable.
Service:
This includes all areas of service such as final checking, after-sales service, complaints handling, training and so on.
Support Activities
Procurement: This function is responsible for all purchasing of goods, services and materials. The aim is to secure the lowest possible price for purchases of the highest possible quality. Toyota motors will be responsible for outsourcing (co mponents or operations that would normally be done in-house are done by other organizations), and e-Purchasing (using IT and web-based technologies to achieve procurement aims).
Technology Development:
Technology is an important source of com petitive advantage. Companies need to innovate to reduce costs and to protect and sustain competitive advantage. Toyota motors implemented Production technology, Internet marketing activities, lean manufacturing, Customer Relationship Management (CRM), a nd many other technological developments.
Toyota motors uses following techniques to retain their employees: Recruitment Selection Training and development Compensation Maintenance
Firm Infrastructure:
This activity includes and is driven by corporate or strategic planning. Toyota motors implemented Management Information Syste m (MIS), and other mechanisms for planning and control in different department
Efficiency
The quantity of inputs it takes to produce a given output Productivity greater efficiency and lower costs
Employee productivity Capital productivity
Prepared by Ms.S.Sangeetha, Faculty, KCTBS Prepared by Ms.S.Sangeetha, Faculty, KCTBS
Quality
Superior quality = customer perception of greater value in a specific products attributes
Form, Features, Performance, Durability, Reliability, Style, Design
Spar market
Kirana
Innovation
-Product innovation- More valuable products
Responsiveness to Customers
Doing a better job than competitors of identifying and satisfying customers needs
Superior quality and innovation Customizing goods and services
Each industry has a set of CSF determined by the chars of that industry.
(1)Industry characteristics
The Industry
An industry's set of characteristics define its own CSFs. Different industries will thus have different CSFs, for example research into the CSFs for the business services, health care and education sectors showed each to be different after starting with a hypothesis of all sectors having their CSFs as market orientation, learning orientation, entrepreneurial management style and organisational flexibility (Barrett, Balloun and Weinstein, 2005). An example of industry and company CSFs was presented by Rockart and Bullen (1981) in their research paper and is included here to illustrate their ideas (see figure 1). Further details on company CSFs are discussed in the next point. Figure 1: Industry and company CSFs (source: Rockart and Bullen, 1981)
The example presented by Rockart and Bullen was meant to illustrate that companies would have different CSFs and would not be completely similar. It can be seen though that many aspects of the CSFs could end up being similar for organisations in an industry.
(2)Competitive position
Major Co.s often produce few & significant problems. Eg: Caterpillar Co
Prepared by Ms.S.Sangeetha, Faculty, KCTBS
Organisational culture: "creating a culture that engaged employees, while focusing on safety and diversity" Quality control: "accelerating the pace of quality improvement for its products, while focusing on improving new product introduction and continuous product improvement processes" Cost focus: "implementing processes to become the highest-quality, lowest cost producer of our highvolume products in each hemispheric currency zone"
(3)General environment
Oil resources- Gulf countries HR- China & India Eg: Taxation policies, bilateral and multi lateral cooperation India permits FDI from Pakistan (2012, April)