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建立人际资源圈The importance of value chain in firms---Essay代写范文
2016-08-22 来源: 51Due教员组 类别: Essay范文
Essay代写范文：The importance of value chain in firms这篇Essay范文讲述了价值链在企业中的重要性，大部分的企业在这一过程中变得越来越全球化，也帮助他们获得了相对于其他公司的竞争优势。对于企业提升价值链的基本要素分别为不断创新的过程和生产力的进度。为了促进和支持创新过程中的几个策略，在价值链的顶部的一个公司是有竞争力的。
The companies in today’s scenario are looking to explore the new emerging markets in different geographical areas of the world where most of the companies are getting globalised in this process. The value chain derives the efficiency of a firm in operating from design, production, marketing, distribution and providing after sales service which help them to gain competitive advantage over other firms. A firm can choose to perform these activities by itself or by dividing it to different firms from where they can get cheaper input regardless of supplier being within or outside the national boundaries (Gereffi,2008). Due to rapid increase in competition firms want thrive to be more efficient and sell their product at cheap rate and thereby give better value added services with the help of available resources than their competitors (Porter,1985).
In the value chain, companies should follow up with operations regarding inbound & outbound logistics, marketing and providing service as their primary activities followed by developing firm’s infrastructure, technology, procurement and human resource management as their support activities (Porter,1985). For companies to be competitive and maintain their position at the top of the value chain they have to adopt strategies that add value to their product and services which help them gain comparative advantage over their competitor’s. This depends upon the decisions of the company as to what activities they have to perform using the technology along with proper utilization of resources acquired within or across national borders to compete in global economy (Kogut,1985).
According to Gerrefi (2005) globalization is divided into three levels: Macro that deals with study of international organizations i.e. IMF, World Bank, WTO and regional blocs like EU & NAFTA; Meso which focus on national economies or on firms; and Micro which looks on the effect of globalization on individuals and local communities. Further he states that in the new global economy companies are no more integrated as they were before 1913 and have become more open since 1945 to discuss their performance and strategies for globalization. This has had an effect over the global value chain where most of the companies in developed nations have gone for outsourcing from the developing countries by reducing the production cost and be more efficient in their other areas of business. The whole production process, from converting raw materials into finished goods, has been divided for every process to be carried out wherever there is availability of necessary skills and materials at a competitive cost. Thus, a company’s mission should be to increase its output through minimum spending whether its competing in domestic or international market of the value chain (OECD,2007).
Globalization is not only about goods and products but it also involves foreign direct investment (FDI) and trade in services. Rapid growth in the information network and communication technologies has made it possible to establish services such as customer call centre’s anywhere in the world, regardless of where the customers are (OECD,2007). Strategies that Multinational companies adopt for strengthening their brand significantly are by implementing it in correct direction. Applying different marketing strategy in different countries for selling the product require some changes so that it matches the culture of people in those countries e.g. Heinz has production in various country and it makes TV commercials that suits that countries culture, thus making an impact on their branding and marketing strategy. Nevertheless the main product of Heinz remains the same across different nations proving to be successful in their strategy, this somewhat correlates with Richard Daft’s theoretical framework.
The global value chains for industrial and commercial firms are divided into the producer driven and buyer driven networks both promoting globalization (Gereffi,1999). In the producer driven value chains the large transnational organizations are involved in forward and backward links in the chain for most technological industries such as automobiles, computers, heavy machinery etc. whereas in the buyer driven value chains large retailers, marketers and branded manufacturers are involved in creation of various export based developing countries through decentralized production network. This can be seen commonly in labour-intensive and consumer-goods industries such as garments, footwear, toys, handicrafts and consumer electronics. There is a high barrier to entry for new firms in the concentrated parts of global value chains as the profit margin is high (Gereffi,2003).
The buyer driven theory states that companies generally design or just do marketing but don’t make the branded products they order, these companies are retailers like Wal-Mart and JC Penney and athletic footwear companies like Nike and Reebok. They just separate the design and marketing with the physical production of goods as they do manufacturing without factories (Gereffi, 1994a). The strategy that these giant retailers like Wal-Mart, M&S etc. adopt is known as the industrial upgrading strategy, one that is applied to shift companies focus from low value activities to the high value ones in the global production networks. The upgrading success is achieved when different mixes of government policies, corporate strategies, technologies, and worker skills fall in place correctly (Gereffi, 1994b).
The world’s leading Retail Company Wal-Mart adopted the industrial upgrading strategy by having extensive global sourcing networks that comprise of 300 to 500 factories in various regions of the world (Gereffi,2003). Looking at the progress of Wal-Mart Gareffi states that, “global retailers have become the most powerful companies in the global economy”. Sam Walton the founder of Wal-Mart formula was to buy the product cheap from the supplier, sell for less than other company and make a profit on high volume and high turnover. As their production was quite labour intensive they started manufacturing in China with low cost Asian employees during late 1990’s paying 50 cents an hour while other companies paid as little as 25-30 cents an hour. Furthermore Gareffi states that Wal-mart has 6000 global suppliers of which 80% are from China giving them specification for Wal-Mart product and teaching to upgrade with product, price, quality and delivery schedule which help China to understand as to how to export to the US market through large retailers like Wal-Mart (Wal-Mart video, 2004).
Industrial upgrading in the apparel industry is seen in the developing countries, were the initial step for them is to be included as a supplier (exporter of apparel goods) and then to upgrade from assembly to Original Equipment Manufacturing (OEM) and Original Brand Manufacturing (OBM) export roles within the value chain. GATT associates the Multi- Fiber Arrangement (MFA) for the use of quotas to regulate import shares for the United States, Canada and most of Europe, since the 1970s there have been significant apparel exporters from few different developing countries by acquiring low wage labor were many of them just assembled apparel in local export-processing zones from the imported product (Gereffi,1994a). So also countries succeed when they apply upgraded capabilities that relate to process as well as product. In order to resist the upgradation in the production chain the strategy of most companies would be to have access to a full production process for avoiding it to being transferred (Gereffi,2005).
Subassembly firms emerged with strategy in the 1990’s through Contract Manufacturers (CM) of providing integrated manufacturing services for brand-name companies that have global opportunity. Source of manufacture that include product engineering, highly automated assembly of printed circuit boards, final assembly and configuration of IT devices and equipments for distribution logistics and repair services are provided by CM (Sturgeon 1997). In the Current scenario CM holds about 15-20% of IT-manufacturing sector in the production chain that adds global value. When it comes to subcontracting most of the companies from Taiwan assemble products with their own product design for the brand name companies in order to compete with CM. Companies of production are called ODM i.e. Original Design Manufacturing where many of the world′s notebook computers under brand-names like Dell, Compaq or Hewlett-Packard originate from. Most companies act as suppliers of small scale subcontractors of components of cheap standard as they aim to manufacture in areas where they have to pay low wage to workers who would assemble the components for CM and other brand name companies (Lüthje,2004).
The Organisation of Economic Co-operation and Development (OECD) suggest that the essential elements for companies to move up the value chain are continuous innovation and productivity in their process and progress respectively. While competing at lower income rate companies should innovate in such a way that helps increase the level of knowledge and technology mainly in production after which they would export to specific markets in the world. For this purpose the necessity may be to acquire highly skilled workers in a productive economy sector.
Production could be increasingly carried out in countries mainly outside the OECD area where the labour cost is considerably low and would also allow fostering a change in economic activity towards more high value-added areas that might remain in OECD countries.
Informing this information in education and training requires a determination of lifelong learning. Thus, products and services can be produced anywhere and by anyone in the current global economy and can also be regarded as amongst the best innovated and successful experimental commodities (OECD,2007). Developed economies can only grow by inventing new technology, deriving new management methods of operating their companies to get updated products that no one would have heard or seen of e.g. the Google Nexus one phone to be launched in April. Thereby in order to foster and support the innovation process several strategies in different areas could be considered by a company to be competitive and at the top of the value chain.
51Due原创版权郑重声明：原创范文源自编辑创作，未经官方许可，网站谢绝转载。对于侵权行为，未经同意的情况下，51Due有权追究法律责任。
51due为留学生提供最好的作业代写服务，想获取更多Essay代写范文，亲们可以进入主页 www.51due.com 为留学生提供essay辅导服务，了解详情可以咨询我们的客服QQ:800020041哟。-lc
The companies in today’s scenario are looking to explore the new emerging markets in different geographical areas of the world where most of the companies are getting globalised in this process. The value chain derives the efficiency of a firm in operating from design, production, marketing, distribution and providing after sales service which help them to gain competitive advantage over other firms. A firm can choose to perform these activities by itself or by dividing it to different firms from where they can get cheaper input regardless of supplier being within or outside the national boundaries (Gereffi,2008). Due to rapid increase in competition firms want thrive to be more efficient and sell their product at cheap rate and thereby give better value added services with the help of available resources than their competitors (Porter,1985).
In the value chain, companies should follow up with operations regarding inbound & outbound logistics, marketing and providing service as their primary activities followed by developing firm’s infrastructure, technology, procurement and human resource management as their support activities (Porter,1985). For companies to be competitive and maintain their position at the top of the value chain they have to adopt strategies that add value to their product and services which help them gain comparative advantage over their competitor’s. This depends upon the decisions of the company as to what activities they have to perform using the technology along with proper utilization of resources acquired within or across national borders to compete in global economy (Kogut,1985).
According to Gerrefi (2005) globalization is divided into three levels: Macro that deals with study of international organizations i.e. IMF, World Bank, WTO and regional blocs like EU & NAFTA; Meso which focus on national economies or on firms; and Micro which looks on the effect of globalization on individuals and local communities. Further he states that in the new global economy companies are no more integrated as they were before 1913 and have become more open since 1945 to discuss their performance and strategies for globalization. This has had an effect over the global value chain where most of the companies in developed nations have gone for outsourcing from the developing countries by reducing the production cost and be more efficient in their other areas of business. The whole production process, from converting raw materials into finished goods, has been divided for every process to be carried out wherever there is availability of necessary skills and materials at a competitive cost. Thus, a company’s mission should be to increase its output through minimum spending whether its competing in domestic or international market of the value chain (OECD,2007).
Globalization is not only about goods and products but it also involves foreign direct investment (FDI) and trade in services. Rapid growth in the information network and communication technologies has made it possible to establish services such as customer call centre’s anywhere in the world, regardless of where the customers are (OECD,2007). Strategies that Multinational companies adopt for strengthening their brand significantly are by implementing it in correct direction. Applying different marketing strategy in different countries for selling the product require some changes so that it matches the culture of people in those countries e.g. Heinz has production in various country and it makes TV commercials that suits that countries culture, thus making an impact on their branding and marketing strategy. Nevertheless the main product of Heinz remains the same across different nations proving to be successful in their strategy, this somewhat correlates with Richard Daft’s theoretical framework.
The global value chains for industrial and commercial firms are divided into the producer driven and buyer driven networks both promoting globalization (Gereffi,1999). In the producer driven value chains the large transnational organizations are involved in forward and backward links in the chain for most technological industries such as automobiles, computers, heavy machinery etc. whereas in the buyer driven value chains large retailers, marketers and branded manufacturers are involved in creation of various export based developing countries through decentralized production network. This can be seen commonly in labour-intensive and consumer-goods industries such as garments, footwear, toys, handicrafts and consumer electronics. There is a high barrier to entry for new firms in the concentrated parts of global value chains as the profit margin is high (Gereffi,2003).
The buyer driven theory states that companies generally design or just do marketing but don’t make the branded products they order, these companies are retailers like Wal-Mart and JC Penney and athletic footwear companies like Nike and Reebok. They just separate the design and marketing with the physical production of goods as they do manufacturing without factories (Gereffi, 1994a). The strategy that these giant retailers like Wal-Mart, M&S etc. adopt is known as the industrial upgrading strategy, one that is applied to shift companies focus from low value activities to the high value ones in the global production networks. The upgrading success is achieved when different mixes of government policies, corporate strategies, technologies, and worker skills fall in place correctly (Gereffi, 1994b).
The world’s leading Retail Company Wal-Mart adopted the industrial upgrading strategy by having extensive global sourcing networks that comprise of 300 to 500 factories in various regions of the world (Gereffi,2003). Looking at the progress of Wal-Mart Gareffi states that, “global retailers have become the most powerful companies in the global economy”. Sam Walton the founder of Wal-Mart formula was to buy the product cheap from the supplier, sell for less than other company and make a profit on high volume and high turnover. As their production was quite labour intensive they started manufacturing in China with low cost Asian employees during late 1990’s paying 50 cents an hour while other companies paid as little as 25-30 cents an hour. Furthermore Gareffi states that Wal-mart has 6000 global suppliers of which 80% are from China giving them specification for Wal-Mart product and teaching to upgrade with product, price, quality and delivery schedule which help China to understand as to how to export to the US market through large retailers like Wal-Mart (Wal-Mart video, 2004).
Industrial upgrading in the apparel industry is seen in the developing countries, were the initial step for them is to be included as a supplier (exporter of apparel goods) and then to upgrade from assembly to Original Equipment Manufacturing (OEM) and Original Brand Manufacturing (OBM) export roles within the value chain. GATT associates the Multi- Fiber Arrangement (MFA) for the use of quotas to regulate import shares for the United States, Canada and most of Europe, since the 1970s there have been significant apparel exporters from few different developing countries by acquiring low wage labor were many of them just assembled apparel in local export-processing zones from the imported product (Gereffi,1994a). So also countries succeed when they apply upgraded capabilities that relate to process as well as product. In order to resist the upgradation in the production chain the strategy of most companies would be to have access to a full production process for avoiding it to being transferred (Gereffi,2005).
Subassembly firms emerged with strategy in the 1990’s through Contract Manufacturers (CM) of providing integrated manufacturing services for brand-name companies that have global opportunity. Source of manufacture that include product engineering, highly automated assembly of printed circuit boards, final assembly and configuration of IT devices and equipments for distribution logistics and repair services are provided by CM (Sturgeon 1997). In the Current scenario CM holds about 15-20% of IT-manufacturing sector in the production chain that adds global value. When it comes to subcontracting most of the companies from Taiwan assemble products with their own product design for the brand name companies in order to compete with CM. Companies of production are called ODM i.e. Original Design Manufacturing where many of the world′s notebook computers under brand-names like Dell, Compaq or Hewlett-Packard originate from. Most companies act as suppliers of small scale subcontractors of components of cheap standard as they aim to manufacture in areas where they have to pay low wage to workers who would assemble the components for CM and other brand name companies (Lüthje,2004).
The Organisation of Economic Co-operation and Development (OECD) suggest that the essential elements for companies to move up the value chain are continuous innovation and productivity in their process and progress respectively. While competing at lower income rate companies should innovate in such a way that helps increase the level of knowledge and technology mainly in production after which they would export to specific markets in the world. For this purpose the necessity may be to acquire highly skilled workers in a productive economy sector.
Production could be increasingly carried out in countries mainly outside the OECD area where the labour cost is considerably low and would also allow fostering a change in economic activity towards more high value-added areas that might remain in OECD countries.
Informing this information in education and training requires a determination of lifelong learning. Thus, products and services can be produced anywhere and by anyone in the current global economy and can also be regarded as amongst the best innovated and successful experimental commodities (OECD,2007). Developed economies can only grow by inventing new technology, deriving new management methods of operating their companies to get updated products that no one would have heard or seen of e.g. the Google Nexus one phone to be launched in April. Thereby in order to foster and support the innovation process several strategies in different areas could be considered by a company to be competitive and at the top of the value chain.
51Due原创版权郑重声明：原创范文源自编辑创作，未经官方许可，网站谢绝转载。对于侵权行为，未经同意的情况下，51Due有权追究法律责任。
51due为留学生提供最好的作业代写服务，想获取更多Essay代写范文，亲们可以进入主页 www.51due.com 为留学生提供essay辅导服务，了解详情可以咨询我们的客服QQ:800020041哟。-lc
