Value Chain of the Industry of Tourist Accomodation Case Golfo of Morrosquillo, Colombia

2017 ◽  
Vol 7 (2) ◽  
pp. 1-22
Author(s):  
Hassir Lastre Sierra ◽  
Placido Roberto Cruz Chavez ◽  
Francisco J. Ferreiro Seoane ◽  
Beatriz Corchuelo Martínez-Azúa
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Business Plan ◽  
Value Chains ◽  
Design And Development ◽  
Industry Value Chain

Value chains propose an organizational internal analysis which divides business social objects and makes it possible to understand the role of each activity in the value creation. This article aims to analyze the value chain of tourism accommodation industry at Golfo of Morrosquillo. Through description and exploration, it was possible to deeply study the value chain of each establishment of the industry. As per the results, 61.29% of establishments do not have a business plan and 58.06% of them do not offer any tourist product from the process of design and development of products. Regarding the conclusions, even though the industry value chain has some variations regarding whole establishments, it is necessary to organize the stakeholders involved in the chain so that it can create value to tourists in terms of satisfaction and quality.

Value Chain of the Industry of Tourist Accomodation Case Golfo of Morrosquillo, Colombia

2020 ◽  
pp. 92-110
Author(s):  
Hassir Lastre Sierra ◽  
Placido Roberto Cruz Chavez ◽  
Francisco J. Ferreiro Seoane ◽  
Beatriz Corchuelo Martínez-Azúa
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Business Plan ◽  
Value Chains ◽  
Design And Development ◽  
Industry Value Chain

Value chains propose an organizational internal analysis which divides business social objects and makes it possible to understand the role of each activity in the value creation. This article aims to analyze the value chain of tourism accommodation industry at Golfo of Morrosquillo. Through description and exploration, it was possible to deeply study the value chain of each establishment of the industry. As per the results, 61.29% of establishments do not have a business plan and 58.06% of them do not offer any tourist product from the process of design and development of products. Regarding the conclusions, even though the industry value chain has some variations regarding whole establishments, it is necessary to organize the stakeholders involved in the chain so that it can create value to tourists in terms of satisfaction and quality.

scholarly journals Overview of Wind Power Industry Value Chain Using Diamond Model: A Case Study from China

2018 ◽  
Vol 8 (10) ◽  
pp. 1900 ◽  
Author(s):  
Jicheng Liu ◽  
Qiushuang Wei ◽  
Qiongjie Dai ◽  
Chunyan Liang
Keyword(s):  
Wind Power ◽  
Value Creation ◽  
Value Chain ◽  
Firm Strategy ◽  
Power Industry ◽  
Value Chains ◽  
Actual Performance ◽  
Industry Value Chain ◽  
Diamond Model ◽  
Wind Power Industry

Sustainable energy development has gained worldwide attention, in part thanks to the wind power industry value chain that focuses on overall value creation and innovation, especially in China. This paper aims to construct a wind power industry value chain model and comprehensively analyze factors that have significant influences on it using a modified diamond model, which has remained nebulous. Focused on the value-adding effect of constructed value chains, we offer key ideas from different angles. A factor condition lays the foundation of the value chain, and shows that China is experiencing energy structure adjustment in which wind power will play a key role; its resource potential is huge, but with mismatched distribution. Demand conditions reveal an increasing demand for wind but serious wind rejection as well; this is where the value-adding probability exists. Related and support departments collaborate to determine the overall value creation process. Firm strategy, structure, and rivalry are terms that describe possible value-adding subjects considering the wind industry as a whole. Government and opportunity provide robust prices and non-price policies to support value integration, and Technology is an effective factor in cost reduction and value creation as a high value-adding sector. Furthermore, a comparison of wind power industry value chains in China and Japan is conducted. Our findings underscore that a gap exists between actual performance and the expected wind power industry value chain, and corresponding measurements to promote the performance are discussed, including encouraging diversified business models, enhancing R&D and independent innovation, professional cultivation, effectively reducing wind rejection rate, and the full range of government support.

INNOVATIVE TRANSFORMATIONS OF THE VALUE CHAIN OF PHARMACEUTICAL ENTERPRISES

2021 ◽  
Author(s):  
Катерина Копішинська ◽  
Катерина Зінченко
Keyword(s):  
Correlation Analysis ◽  
Linear Relationship ◽  
Value Creation ◽  
Value Chain ◽  
Value Chains ◽  
High Tech ◽  
Pharmaceutical Companies ◽  
Development Scenarios ◽  
Current State ◽  
Pharmaceutical Enterprises

The research is devoted to the substantiation of the necessity of innovative transformations of the value chain of pharmaceutical enterprises. The current state of the international pharmaceutical market and its development scenarios developed by the WTO were analyzed, taking into account the changes caused by the COVID-19 coronavirus pandemic. The typology of value chains is considered and their element-by-element characteristics are given. A new, modern model of interaction in the chain of value creation of products is proposed. The substantiation of efficiency of creation of such chains is given. Based on the correlation analysis, the presence of a linear relationship between the indicators of Pharmaceutical R&D Spend and Revenue was established. To maximize the effect of R&D costs, pharmaceutical companies are recommended to carry out innovative transformations of the value chain, involving external manufacturers of high-tech devices, applications, etc.

Global Value Chains and Industrial Relations in the Global South: Social Upgrading Paths in Different Industries

2021 ◽  
Vol 24 (1) ◽  
pp. 214-236
Author(s):  
Christina Teipen ◽  
Fabian Mehl
Keyword(s):  
Value Chain ◽  
Industrial Relations ◽  
Global Value Chains ◽  
Value Chains ◽  
Value Chain Analysis ◽  
Theoretical Approaches ◽  
Chain Analysis ◽  
Governance Modes ◽  
Social Upgrading

Abstract The article compares social upgrading trends in four global value chains (apparel, automobiles, electronics and it services) and six developing and emerging economies (Bangladesh, Brazil, China, India, South Africa and Vietnam). It applies a framework, which combines analyses of industry-specific governance modes with recent theoretical approaches from the field of industrial relations. The empirical results show that prospects for social upgrading within similar segments of a particular value chain considerably depend on the national context. The article thus highlights the importance of integrating the role of national institutions into global value chain analysis in order to better explain variegated upgrading dynamics across different countries and industries.

Information and Communication Technology Uses in Agriculture

2012 ◽  
pp. 235-251
Author(s):  
Tizita Alemayehu Wasihun ◽  
Blessing Maumbe
Keyword(s):  
Information And Communication Technologies ◽  
Value Chain ◽  
Success Factors ◽  
Communication Technologies ◽  
Value Chains ◽  
Key Success Factors ◽  
Ict Use ◽  
Strategic Role ◽  
Information And Communication

The world has experienced an unprecedented growth in information and communication technologies (ICT) through the widespread use of personal computers, Internet, and mobile phones. The objectives of this chapter are to examine trends in ICT use in agriculture, identify key success factors for ICT utilization in agriculture, and investigate the implications of ICT-enabled value chains for the agribusiness industry. The chapter describes the strategic role of ICT in the development of both e-commerce and mobile commerce in agriculture globally. The chapter identifies the leading areas of ICT use in agriculture and agribusinesses as input procurement, production, marketing, food traceability, and financial service delivery. Producers are increasingly seeking ways to add value to their businesses by integrating ICT in the value chain. Similarly, consumers are becoming more knowledgeable about how they could use ICT to articulate their preferences. The chapter discusses key success factors for ICT applications affecting both the internal and external environment of agribusiness firms. The chapter concludes by drawing implications for ICT use in agriculture and agribusiness value chains.

scholarly journals Understanding the Process of Transitioning to Customer Value Management

2006 ◽  
Vol 31 (2) ◽  
pp. 1-28 ◽  
Author(s):  
B Muthuraman ◽  
Anand Sen ◽  
Peeyush Gupta ◽  
D V R Seshadri ◽  
James A Narus
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Customer Value ◽  
Customer Relationships ◽  
Value Chains ◽  
Value Management ◽  
Business Markets ◽  
Value Sharing ◽  
Customer Value Management ◽  
The Way

Customer Value Management (CVM) has emerged as an important vehicle for customer retention in business markets. Supplier firms under increasing pressure from relentless competitive forces are seeking to retain and grow the share of business from profitable existing customers as a means of finding a way out of downward spiralling price pressures. While a lot has been written in academics about the importance of CVM, several gaps remain on understanding how a large company actually undertakes this journey. Crafting competitive value chains and focusing on streams of competition are also emerging as important agenda for supplier firms since, increasingly, the end customer is no longer willing to pay for inefficiencies in the value chains. In this context, the challenge for a supplier firm in business markets is no longer restricted to getting its own operations in order, but, additionally, it must ensure that multiple interfaces that exist across the entire value chain all the way until the end customer are streamlined so that the value chain is free of value drains and every meaningful opportunity to create value is exploited. In this paper, the authors present the experiences of the India-based Tata Steel in implementing CVM across 25 select customers. This has enabled it to successfully come out of the commodity trap that it found itself some four years ago. The paper begins with an overview of existing research in the area of CVM covering the important aspects of customer loyalty, customer relationships, trust as an antecedent for relationships, value as a cornerstone of business markets, and importance of the supplier firm focusing on the efficacy of the value chain of which it is a part. While one part of the challenge for a supplier firm is to find avenues to create and deliver unique value to its customer firms, an equally formidable challenge is to obtain equitable return for value delivered. This is where value sharing through integrative negotiations between the supplier and customer firms becomes central. The authors conclude that current understanding on value creation and value sharing is at a preliminary stage. This is the gap that the paper seeks to address based on the actual experience of the company in implementing CVM. This paper presents a framework for mapping the various ideas generated in the CVM implementation process and attempts to build a value sharing methodology based on the CVM journey of the company. It concludes with several challenges that the company has to grapple with for continued progress on its CVM journey. One of the important challenges is addressing value drains and discovering new value creation avenues along all the interfaces between the various firms constituting the value chain all the way until the end customer. The key learnings can be summarized as follows: Success of CVM has to start from the top management of both supplier and customer firms. The focal responsibility cannot be delegated. Firms planning to embark on the CVM journey must adapt the CVM process to their own specific situations while general lessons can be drawn from Tata Steel�s CVM implementation experience. Meaningful roles must be found for all key managers in both supplier and customer firms for success of CVM implementation. It is necessary to take stretch targets for the process to be attractive and worth the while for both the firms. At the same time, it is essential to manage the expectations of both firms: CVM is not a panacea or a magic bullet to solve all the problems of both the firms. The overall philosophy of both firms must be to seek to expand the ‘value pie,’ thus coming up with integrative decisions based on aligned data where both the firms ‘read off the same page’ of data.

scholarly journals Where do we go from here? The future of B2B governance research

2019 ◽  
Vol 35 (4) ◽  
pp. 623-627
Author(s):  
Kenneth Henning Wathne ◽  
Øystein D. Fjeldstad
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Design Methodology ◽  
Institutional Environment ◽  
Value Chains ◽  
Exchange Relationships ◽  
Content Type ◽  
B2b Relationships ◽  
Business To Business ◽  
Future Business

Purpose This paper aims to identify promising areas for future business to business (B2B) governance research. Design/methodology/approach This paper uses a theoretical approach. Findings Most governance research in marketing is conducted within the context of value chains (Porter 1985). There are great opportunities for governance researchers in marketing to improve the understanding of B2B relationships in problem solving and networking services. Moreover, rapid innovations taking place in networking services are changing the institutional environment across all forms of value creation. This in turn impacts how the nature and governance of relationships in the broader economy are understood. Originality/value The literature on B2B relationship governance is primarily rooted in one particular form of value creation, namely, the “value chain” (Porter, 1985). The authors examine whether the current conceptualization of B2B relationship governance is equally applicable for firms that have a different value creation logic and therefore engage in exchange relationships that differ in their object of exchange.

scholarly journals The structural dilemma of value-chain upgrading: Hungarian suppliers' integration into the world economy

2021 ◽  
Keyword(s):  
Value Chain ◽  
Service Providers ◽  
World Market ◽  
Value Chains ◽  
Advanced Technologies ◽  
Domestic Capital ◽  
The World ◽  
World Economic ◽  
Considerable Impact

Abstract In the following paper, I examine the considerable impact of the recent world-economic shift that has determined the circumstances of Hungarian suppliers' value-chain integration. I argue that as a result of the specialized positions they occupied in the value-chain after the collapse of the Comecon market, Hungarian enterprises in export-oriented industries faced a dilemma—a trade-off between obtaining the most advanced technologies (and thus access to world-market niches) and retaining ownership in the hands of domestic capital. When company managers opted to protect ownership with the help of the state, they exposed themselves to greater risk of downgrading their position in the value chain. If they managed to get access to advanced technologies (and the requisite funding), they were more likely to lose control over their company's assets, either as a result of a hostile takeover or becoming part of the larger partner's merger-and-acquisition plans. This paper is a discussion of some of the particular characteristics of this dilemma, as well as a comparison with the experience of Hungarian service providers who implemented a different strategy. This paper is also a critical assessment of some of the chief characteristics of the world-economic evolution that has been underway since 2009, such as German automotive value chains' expansion in the CEE region and the growing role of Chinese capital in regional infrastructural projects.

Regional value chains and spontaneous multi-employer wage coordination in China

2019 ◽  
Vol 62 (1) ◽  
pp. 104-131
Author(s):  
Hao Zhang
Keyword(s):  
Value Chain ◽  
Auto Industry ◽  
Underlying Mechanism ◽  
Wage Determination ◽  
Value Chains ◽  
Private Governance ◽  
The Past ◽  
Institutional Structures ◽  
Wage Coordination

This article explores how wage determination is coordinated within a regional value chain in China's auto industry and the underlying mechanism that governs this coordination. While the market-economy reform over the past four decades has granted firms considerable autonomy in managing their own employees, this case demonstrates that in China's private sector, wage determination is not at individual employers' full discretion. In general, scholars agree that Western-style formal institutional structures for wage coordination – centralized collective bargaining – have not been effectively established in China. But in Tianjin's auto industry, spontaneous multi-employer wage coordination occurs through informal arrangements that leverage a lead firm's control over its suppliers and various social networks that connect employers, labor unions, and workers in the locality. As a result, wages across the local auto industry are greatly compressed. This article concludes by discussing the important role of informal institutions in China's private governance.

scholarly journals Resilience Decoded: The Role of Firms, Global Value Chains, and the State in COVID-19 Medical Supplies

2022 ◽  
pp. 000812562110694
Author(s):  
Gary Gereffi ◽  
Pavida Pananond ◽  
Torben Pedersen
Keyword(s):  
National Security ◽  
Value Chain ◽  
Value Chains ◽  
Global Value Chain ◽  
Nation State ◽  
Supply Chain Disruptions ◽  
One Dimensional ◽  
Medical Supplies ◽  
Future Supply

This article examines the impacts of the COVID-19 pandemic on resilience. Resilience is not a one-dimensional concept but has different meanings at the levels of the firm (operational efficiency), the global value chain (appropriate governance), and the nation-state (national security). It illustrates resilience dynamics through lessons from case studies of four medical supply products—rubber gloves, face masks, ventilators, and vaccines. It explores how each adjusted to disruptions caused by the COVID-19 pandemic and presents key strategies that can guide managers and policymakers in building resilience for future supply chain disruptions.

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