ORGANIC CULTIVATION AS THE WAY FORWARD TO DEVELOP VALUE CHAIN AND MARKET LINKAGES FOR SMALL TEA GROWERS: EVIDENCE FROM INDIA

2020 ◽  
Vol 2020 ◽  
pp. 78-79
Keyword(s):  
Value Chain ◽  
Market Linkages ◽  
Organic Cultivation ◽  
The Way

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 Assessment of Himalayan Nettle (Girardinia diversifolia) Value Chain Development Interventions: Evidences from Rural Households in the Far Western Nepal

2017 ◽  
Vol 9 (5) ◽  
pp. 19 ◽  
Author(s):  
Ghulam-Muhammad Shah ◽  
Manbar S. Khadka ◽  
Farid Ahmad ◽  
Nandakaji Budhathoki ◽  
Anu Joshi Shrestha
Keyword(s):  
Capacity Building ◽  
Value Chain ◽  
Forest Products ◽  
Annual Income ◽  
Mountain Areas ◽  
Cultural Economic ◽  
Cross Sectional ◽  
Market Linkages ◽  
Development Interventions ◽  
The Impact

The Himalayan nettle (Note 1) is a fiber yielding non-timber forest product that has cultural, economic and medicinal values to many ethnic communities residing in the hill and mountain areas of Nepal and India. If the nettle value chain can be strengthened at each node of the chain, then it has high potentiality to uplifting the livelihoods of many poor households in those areas. With this objective, the Himalayan nettle value chain development interventions in the form of promotion of local institutions, enterprise development, product value addition and development, capacity building at the community level and promotion of linkages through private sector engagement were initiated in Darchula, one of the remote districts in far-western Nepal. This paper essentially analyzes the impact of Himalayan nettle value chain development interventions on households’ income from the sale of nettle products. Using propensity score matching (PSM) technique in a cross-sectional data, this study finds that participation in the Himalayan nettle value chain development intervention has positive and significant impact on the households’ annual income from the sale of nettle products. The participating households’ annual income from the Himalayan nettle increases by NPR (Note 2) 2265-2410 than that of non-participating households with similar socio-economic characteristics. The study therefore argues that capacity building and facilitation activities on product development and market linkages are important to help increase productivity and decrease per unit production cost of non-timber forest products like the Himalayan nettle. Value chain development and concentrated market linkages are hence essential to diversify livelihood options for natural resource dependent rural communities.

scholarly journals A systems thinking approach to understanding the challenges of achieving the circular economy

2020 ◽  
Author(s):  
Eleni Iacovidou ◽  
John N. Hahladakis ◽  
Phil Purnell
Keyword(s):  
Systems Thinking ◽  
Value Chain ◽  
Circular Economy ◽  
Systems Approach ◽  
Transformational Change ◽  
Holistic Approach ◽  
Time Investment ◽  
Material Component ◽  
Systems Thinking Approach ◽  
The Way

AbstractCircular economy (CE) is extensively discussed around the globe. Presently, discussions are mostly concerned with the importance of achieving CE and the benefits associated therewith, with the various barriers surrounding its implementation being less debated. Understanding the context in which circularity can flourish is a prerequisite in building the capabilities to deal with the multi-faceted challenges that currently hamper progress in closing the material, component and product loops. In this study, we discuss the importance of systems thinking in understanding the way resource recovery systems operate, and in promoting deep transformational change. We suggest that transformational change needs to go beyond closing materials, components and products (MCPs) loops, and promote sustainability in the way resources are exploited, used and managed throughout the system. By adopting a system of systems approach, we postulate that there are five interconnected sub-systems that need to be considered for supporting transitions to CE, namely, resource flows and provisioning service; governance, regulatory framework and political landscape; business activities and the marker; infrastructure and innovation; and user practices. This holistic approach provides a useful means to cutting through systemic complexity, and focuses on the dynamics between processes, values and actors in the value chain, and their dependence on cultural, spatial and temporal characteristics. We conclude that a systems-based approach can build up the capabilities required to identify and understand persistent linear trends and, in turn, support forward-thinking and time investment in enabling sustainable transitions. This, in turn, can help to align priorities and transform our current practices, speeding up the process of closing the MCP loops in a sustainable manner.

Value Shop Configuration

2011 ◽  
pp. 1-9
Author(s):  
Petter Gottschalk
Keyword(s):  
Value Chain ◽  
Business Processes ◽  
Theory And Practice ◽  
Professional Service ◽  
Insurance Companies ◽  
Service Firms ◽  
Professional Service Firms ◽  
A Value ◽  
Long Time ◽  
The Way

To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts business and how information systems affect the performance of various component activities within the organization. Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) have identified two alternative value configurations. A value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the need’s of the client’s problem, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture and engineering. A value network links clients or customers who are or wish to be interdependent. Examples of value networks are telephone companies, retail banks and insurance companies. A value configuration describes how value is created in a company for its customers. A value configuration shows how the most important business processes function to create value for customers. A value configuration represents the way a particular organization conducts business.

Rent and Surplus in the Global Production Network: Identifying ‘Value Capture’ from the South

2017 ◽  
Vol 6 (1) ◽  
pp. 32-52 ◽  
Author(s):  
Satyaki Roy
Keyword(s):  
Political Economy ◽  
Relative Position ◽  
Value Chain ◽  
Production Network ◽  
The South ◽  
Value Capture ◽  
Entire Process ◽  
Marxian Political Economy ◽  
Global Production Network ◽  
The Way

This article critically reviews the contemporary global production network (GPN) analyses from the perspective of Marxian political economy. 1 The GPN analyses focus on rents created at various nodes of the production network, and it ignores the fact that returns from interventions at specific stages in the value chain are not independent of the entire process of surplus creation and realization. Rents from innovation depend on the movement of the average capital in the particular industry and the way political economy of institutions allow certain ‘scarcities’ remain protected while others being drawn into the realm of competition. The article also argues that the GPN analyses hardly explain the dynamics of inclusion and exclusion of firms within such networks. It is argued that the dynamics is primarily governed by the relative position of individual capital and its technical composition with reference to the capital that assumes average levels of technology in that industry at a particular point of time.

scholarly journals The impact of search engines on the hotel distribution value chain

1970 ◽  
Vol 02 (010) ◽  
pp. 19-54
Author(s):  
Antoni Serra Cantallops ◽  
José Ramón Cardona ◽  
Marc Galbis Matarredona
Keyword(s):  
Value Chain ◽  
Search Engines ◽  
Consumer Behaviour ◽  
The Internet ◽  
Sales Channel ◽  
Distribution Costs ◽  
Direct Sales ◽  
Travel Industry ◽  
The Impact ◽  
The Way

Internet is a very important sales channel for business in general, but it is becoming increasingly fundamental to the travel industry. The appearance of the Internet has increased the complexity of travel distribution and created new intermediaries and new means of distribution which in some cases have led to an increase in distribution costs. However, it has also made it much easier for suppliers to sell directly to consumers. We may say that the Internet has not only revolutionised the way that travel suppliers sell their products, but that ithas also changed the way customers plan and book their travel, stimulating thecreation of websites designed to satisfy the needs of online travellers. In this change in consumer behaviour, search engines have played, play and will continue to play a very important role. This document analyses the mass use of search engines and its impact on the value chain in travel distribution, the implications for each of the participants in the value chain, and the repercussions the changes are causing in the management of travel company websites which increasingly see search engines as their most important tool for direct sales to consumers.

IoT Digital Service Provider

2019 ◽  
pp. 221-244
Author(s):  
Filipe Cabral Pinto ◽  
Isabel Borges ◽  
Fernando Santiago
Keyword(s):  
Service Provider ◽  
Value Chain ◽  
Service Providers ◽  
Digital Transformation ◽  
Cutting Edge ◽  
Communication Service ◽  
Deep Knowledge ◽  
Digital Service ◽  
New Business ◽  
The Way

Digitalization is changing the way people live and interact. A new society has been built supported by cutting-edge technology changing even the most conservative habits. This new dynamic also changes the way people consume and relate to different brands. Communication service providers are evolving their business and taking digital transformation initiatives to engage customers by putting them at the center of their operations. But only the deep knowledge of customers guarantees a change with value. The advent of the IoT enables getting useful insights about people context facilitating the delivery of personalized offers and first-class experiences all over the journey. New business can be created in an endless market across different domains. However, the IoT value chain is complex and interactions between stakeholders are not always clear. This chapter presents the on-boarding of the IoT on the service provider actuation sphere.

The KPIs of Productivity Growth for Enterprises of Different Value Creation Types

2015 ◽  
Vol 3 (1) ◽  
pp. 46-56
Author(s):  
Pao-Cheng Chang ◽  
Hsi-Chin Lin
Keyword(s):  
Value Creation ◽  
Productivity Growth ◽  
Value Chain ◽  
Comparative Studies ◽  
Enterprise Value ◽  
Value Network ◽  
Different Types ◽  
Increase Productivity ◽  
Chain Type ◽  
The Way

Taking Thompson's (1967) and Porter's (1980) concepts as the foundation, summarized the way enterprises create value as three types: value chain, value shop, and value network. Although scholars have written about KPIs to increasing productivity in specific industries, there is a lack of comparative studies on how to increase productivity in industries of different value creation types. For this purpose, this study selected two companies of each value creation type to discuss their KPIs to increasing productivity. It delineated the KPIs for different types of value creation enterprise type and found that transforming more value chain type department function towards value shop and value network can effectively increase productivity. This point can make up for the shortcomings of scholars such as , and Porter (1980) with respect to the “how to strengthen enterprise value creation” mechanism and discussion, and can be regarded as an important contribution of this study.

Digital retrofit: A first step toward the adoption of Industry 4.0 to the manufacturing systems of small and medium-sized enterprises

2020 ◽  
Vol 234 (8) ◽  
pp. 1156-1169 ◽  
Author(s):  
José I García ◽  
Ruth E Cano ◽  
Juan D Contreras
Keyword(s):  
Value Chain ◽  
Industry 4.0 ◽  
Manufacturing Systems ◽  
Manufacturing System ◽  
Manufacturing Sector ◽  
New Paradigm ◽  
Manufacturing Resources ◽  
Employment Generation ◽  
Large Investment ◽  
The Way

In recent years, Industry 4.0 has gained relevance in the manufacturing sector. On one hand, it is expected that this new paradigm will affect the entire value chain and increase the capabilities of the manufacturing system as a whole, in terms of interoperability and communication throughout factories and beyond. On the other hand, considering that small and medium-sized enterprises represent one of the main forces in economic development and employment generation, focus is shifting toward said manufacturing paradigm in order to ensure competitiveness in the market in the nearby future. However, economic factors could stand in the way of this migration. Thus, digital retrofit is seen as a possibility for the integration of Industry 4.0, paving the way for unappealing technologies to large investment opportunities. In this article, a thorough literary review is performed regarding the formal implementation of Industry 4.0 applications. The result is the Asset Administration Shell model. Afterward, a methodology is proposed for the design and implementation of the Asset Administration Shell, leading to a digital retrofit approach for manufacturing resources. Finally, the methodology is applied in a turning station, thereby validating an increase in the communication and interoperability of the station, which can be used to add overall value to the manufacturing system.

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