Vertical Integration

2020 ◽  
pp. 149-162
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Vertical Integration ◽  
Value Chain ◽  
Strategic Decision ◽  
Integration Framework ◽  
Underlying Theory ◽  
A Value ◽  
Core Idea ◽  
Integration Analysis

A key strategic decision for managers is deciding on the scope of assets to be owned and controlled by a firm (i.e. what should be owned by a firm and what should be purchased or outsourced?). A vertical integration framework (sometimes also called a make-or-buy framework) provides a structured way to think about such decisions. It helps managers make decisions about which assets and elements of a value chain a firm should own and which they can buy from other firms. This chapter discusses vertical integration’s underlying theory, core idea, depiction, process, insight or value created, and risks and limitations. The chapter also discusses the illustration of Starbucks and applies the steps of vertical integration analysis to this case.

scholarly journals Vertical Integration and Outsourcing Decision Impact On Firm Performance: A Review Based Research on the Influence of Organizational Governance On firm Performance.

2021 ◽  
Vol 6 (1) ◽  
pp. 353-360
Author(s):  
Sikandar Shah ◽  
Dr. Wisal Ahmad ◽  
Dr. Muhammad Faizan Malik ◽  
Shah Raza Khan
Keyword(s):  
Firm Performance ◽  
Vertical Integration ◽  
Value Chain ◽  
Complex Problem ◽  
Organizational Governance ◽  
A Value ◽  
The Cost ◽  
Outsourcing Decision ◽  
The Relationship

This studyexamines that how companies take decision of outsourcing and vertical integration a value-chain activity currently the most complex problem faced by most the organization around the globe and also find the relationship and highlight the role of every activity related to outsourcing and vertical integration. In result of survey and interviews of different small, medium and corporate level companies in KPK, procurement managers and operations managers mostly in view of that outsourcing is thebest way to work in the market, because of the cost reduction, minimumturnaround time and especially in the uncertain market of KPK.

scholarly journals A value chain analysis of interventions to control production diseases in the intensive pig production sector

PLoS ONE ◽  
2020 ◽  
Vol 15 (4) ◽  
pp. e0231338 ◽  
Author(s):  
Jarkko Niemi ◽  
Richard Bennett ◽  
Beth Clark ◽  
Lynn Frewer ◽  
Philip Jones ◽  
...  
Keyword(s):  
Value Chain ◽  
Value Chain Analysis ◽  
Production Sector ◽  
Pig Production ◽  
A Value ◽  
Chain Analysis ◽  
Control Production ◽  
Production Diseases

How to foster employee satisfaction by means of coaching, motivation, emotional salary and social media skills in the agri-food value chain

New Medit ◽  
2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Keyword(s):  
Social Media ◽  
Value Chain ◽  
Employee Satisfaction ◽  
Data Set ◽  
Business Skills ◽  
A Value ◽  
The Social ◽  
Use Of Social Media ◽  
Food Value ◽  
Insight Into

Most employee satisfaction studies do not consider the current digital transformation of the social world. The aim of this research is to provide insight into employee satisfaction in agribusiness by means of coaching, motivation, emotional salary and social media with a value chain methodology. The model is tested empirically by analysing a survey data set of 381 observations in Spanish agribusiness firms of the agri-food value chain. The results show flexible remunerations of emotional salary are determinants of employee satisfaction. Additionally, motivation is relevant in the production within commercialisation link and coaching in the production within transformation link. Whole-of-chain employees showed the greatest satisfaction with the use of social media in personnel management. Findings also confirmed that employees will stay when a job is satisfying. This study contributes to the literature by investigating the effect of current social and digital business skills on employee satisfaction in the agri-food value chain.

scholarly journals Marketing and Financial Analysis of Milk Production- A Value Chain Perspective

2018 ◽  
Vol 6 (1) ◽  
pp. 32-40
Author(s):  
S Islam ◽  
TN Naha ◽  
J Begum ◽  
M Khatun ◽  
MI Hossain
Keyword(s):  
Milk Production ◽  
Value Chain ◽  
Financial Analysis ◽  
A Value

scholarly journals Strategic Decision-Making In the Emerging Field Of E-commerce

2011 ◽  
Vol 14 (2) ◽  
Author(s):  
Rodney Oudan
Keyword(s):  
Decision Making ◽  
Electronic Commerce ◽  
Value Chain ◽  
Theoretical Background ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Value Chains ◽  
Competitive Strategies ◽  
Knowledge Based ◽  
Doing Business

Electronic commerce is changing the traditional way of doing business and furthermore the growth of the Internet is creating new opportunities for business.  This paper discusses how the nature of electronic commerce affects strategic decision-making. First, some features of electronic commerce are identified that distinguish it from traditional business - new markets and knowledge-based competition.  This is followed by a review of literature on the theoretical background of e-commerce an academic consideration on what are e-commerce strategies.  This paper then introduces some of the most common strategic tools used in decision –making, concepts for creating competitive advantage and value chains. Porter’s Value Chain Theory, Five Forces Model is examined in the emerging world of e-commerce, as well as generic competitive strategies.

scholarly journals Marketing of orange: a value chain perspective in the selected areas of Sylhet District in Bangladesh

2016 ◽  
Vol 27 (3) ◽  
pp. 327-338
Author(s):  
M Begum ◽  
MR Ahmed ◽  
T Noor ◽  
MI Hossain
Keyword(s):  
Value Chain ◽  
Simple Random Sampling ◽  
Primary Data ◽  
Cash Income ◽  
Fruit Crops ◽  
Value Addition ◽  
Face To Face ◽  
Interview Technique ◽  
A Value ◽  
Structured Questionnaire

Orange is one of the most import fruit crops that generate additional cash income for market actors. The study was investigated the marketing system of orange , value addition, roles and functions of value chain actors with the help of primary data collected from both farmers (forty) through simple random sampling and value chain actors (thirty) through purposive sampling by using structured questionnaire and face to face interview technique. The gross return and net return of farmers were estimated Tk. 2, 70,000 and Tk. 22084.77 per hectare respectively. Per quintal value addition of orange of bepari, aratdar, wholesaler and retailer were estimated at Tk. 800, Tk. 340, Tk. 700 and Tk. 1000 respectively. The net marketing margin per quintal of orange of bepari, aratdar, wholesaler and retailer were estimated at Tk. 293.59, Tk. 107.32, Tk. 356.46 and Tk. 700.8 respectively. Among the different actors, retailer incurred highest (in percentage) value addition and net marketing margin. On the other hand, aratdar incurred lowest marketing cost and marketing margin and bepari incurred highest (in percentage) marketing cost but adding second highest value in compare to another.Progressive Agriculture 27 (3): 327-338, 2016

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