scholarly journals PELATIHAN VALUE CHAIN STRATEGY UNTUK MEMPERTAHANKAN KUALITAS LAYANAN SELURUH STAKEHOLDER RUMAH SAKIT ST. ELIZABETH SEMARANG

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Ignatius Roni Setyawan
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Stakeholder Analysis ◽  
Balance Scorecard ◽  
Strategy Map ◽  
Organizational Value

Rumah sakit (RS) di Amerika Serikat telah mengenal Value Chain Strategy dari Swayne, et al (2006) yang terbuktimembawa dampak positif bagi pemertahanan kualitas layanan seluruh stakeholder. Hal ini dikarenakan value chainstrategy merupakan pengembangan dari Porter Vakue Chain yang diadaptasikan untuk rumah sakit. Selanjutnyaberbekal pada potensi masih barunya value chain strategy untuk kasus Rumah Sakit di Indonesia dan atas undangandari pihak RS St. Elizabeth Semarang maka pelatihan ini diadakan untuk membantu pihak manajemen lebihmengenali komponen organizational value chain semua unit kerja sehingga mampu menaikkan nilai tambah mutulayanan demi menjaga level nilai paripurna pada Akreditasi Rumah Sakit. Hasil pelatihan di Pusdiklat RS St Elizabeth16 Mei 2018 menemukan faktor competitive advantage RS Elizabeth terletak pada After Services yakni banyaknya klaimBPJS (Badan Penyelenggara Jaminan Sosial) Kesehatan yang tertangani dengan sangat baik. Sedangkan pada tahapanstakeholder analysis & balance scorecard strategy map ditemukan bahwa faktor pasien menjadi hal terpenting. Hal inidikarenakan pasien memiliki relasi paling banyak dengan stakeholder yang lain; di samping dalam balance scorecardstrategy map untuk rumah sakit maka pasien akan mencerminkan organizational value chain terkait. Pada pernyataan visi &misi ditemukan hampir semua komponen misi dari Fred. R. David sudah tercerminkan dengan baik dengan komponen palingtersorot adalah pasien (customer). Berdasarkan hasil temuan pelatihan di atas maka pihak manajemen RS St. Elizabethdiharapkan dapat lebih mengarahkan stakeholder analysis dan value adding strategy pada factor pasien. Dalam hal inimereka akan mampu menyusun organizational value chain pada pengembangan bisnis & layanan medis bermututinggi.

Global competition of an organization: Managerial analysis of IBM’s global operations under the concepts - value chain, value network and value shop

2021 ◽  
Vol 9 (3) ◽  
pp. 99-115
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Value Chain ◽  
Joint Ventures ◽  
Global Competition ◽  
Value Network ◽  
Goods And Services ◽  
Sustained Competitive Advantage ◽  
Global Operations

Globalization has been one of the strategies many organizations looking to achieve competitive advantage in their markets of operation have been implementing. It has been in existence since the Europeans and Americans started to move into other continents to conquer nations within those continents. Globalization involves the movement of an organization to other parts of the globe in order to utilize the opportunities normally available in those countries for manufacturing of products and trading. There are many strategies through which organizations could use to go global. However the most popular strategies are alliances, acquisitions, mergers and joint ventures.  Most organizations which go global usually look for how they could cut cost by utilizing the cheaper natural and human resources available in those countries for production of goods and services. These organizations which go global are called multi-national companies (MNCs), as they usually have assets in the countries they operate from. Some organizations have been able to benefit substantially from globalization, whilst others not. The successful organizations have been able to achieve competitive advantage and some of them have even been able to attain sustained competitive advantage in their fields of operation.

Business strategies responding to COVID-19: experience of Chinese corporations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Minyu Wu ◽  
Kun Kong
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Secondary Data ◽  
Business Strategies ◽  
Society Business ◽  
Content Type ◽  
Five Dimensions ◽  
Strategic Csr ◽  
Mixed Approach ◽  
Business In Society

Purpose This paper aims to investigate the corporate social responsibility (CSR) initiatives adopted by Chinese firms during the outbreak of COVID-19. Facing this unknown, unexpected and devastating disease, Chinese corporations demonstrated their CSR in different approaches. The purpose of this paper is to explore how CSR influences the decisions of the corporations that respond to a severe incident and how corporations can achieve their mission or strategic objectives by responding to a serious incident. Design/methodology/approach Based on secondary data and thematic analysis, this paper examines six Chinese corporations which are the leading firms in their respective industries. Findings This paper finds that firms adopted a mixed approach to conducting their CSR initiatives, including altruistic, strategic and citizenship CSR initiatives. This paper also confirms that strategic CSR initiatives were in line with the five dimensions of strategic CSR including centrality, specificity, proactivity, visibility and voluntarism. In addition, this paper also shows that a company could create its competitive advantage by carrying out CSR initiatives that are able to strengthen its value chain activities or the competitive context. This is based on the partnership built by the firms with their stakeholders to recognize the shared value. Practical implications This paper shows the implication that business leaders should understood the role of a business in society and the importance of stakeholders’ expectations. The underlying philosophy is that CSR could strengthen the resilience of society; business organizations need to operate in a healthy society. Originality/value This paper provides insights of Chinese corporations responding to a severe social incident. It highlights the strategic perspective of CSR initiatives and the linkage between CSR activities and a firm’s competitive advantage.

scholarly journals The competitive status of the South African Wheat Industry

2016 ◽  
Vol 9 (3) ◽  
pp. 651-666 ◽  
Author(s):  
Johannes Van der Merwe ◽  
Philippus Cloete ◽  
Herman Van Schalkwyk
Keyword(s):  
South Africa ◽  
Competitive Advantage ◽  
South African ◽  
Wheat Flour ◽  
Value Chain ◽  
Institutional Environment ◽  
The South ◽  
Wheat Market ◽  
The Usa ◽  
Trade Partners

This article investigates the competitiveness of the South African wheat industry and compares it to its major trade partners. Since 1997, the wheat-to-bread value chain has been characterised by concentration of ownership and regulation. This led to concerns that the local wheat market is losing international competitiveness. The competitive status of the wheat industry, and its sub-sectors, is determined through the estimation of the relative trade advantage (RTA). The results revealed declining competitiveness of local wheat producers. Compared to the major global wheat producers, such as Argentina, Australia, Brazil, Canada, Germany and the USA, South Africa’s unprocessed wheat industry is uncompetitive. At the same time, South Africa has a competitive advantage in semi-processed wheat, especially wheat flour. The institutional environment enables the importation of raw wheat at lower prices and exports processed wheat flour competitively to the rest of Africa.

scholarly journals Perencanaan Strategis Sistem Informasi Klinik Kecantikan dengan Pendekatan Ward And Peppard Model (Studi Kasus: PT Virgina Estetika (Farina Beauty Clinic))

2020 ◽  
Vol 19 (1) ◽  
pp. 26-37
Author(s):  
Andi Pranata
Keyword(s):  
Value Chain ◽  
Cost Reduction ◽  
Swot Analysis ◽  
Model Analysis ◽  
Force Model ◽  
Value Chain Analysis ◽  
Balance Scorecard ◽  
Chain Analysis

PT.Virgina Estetika (Farina Beauty Clinic) merupakan organisasi atau perusahaan yang bergerak di bidang penyedia jasa pelayanan perawatan kulit wajah dan tubuh. Untuk bisa mendapatkan keunggulan bersaing dan dapat bertahan dalam persaingan yang ketat, strategi yang dapat dilakukan Klinik kecantikan adalah dengan differentiation dan cost reduction. Salah satu hal yang bisa dilakukan untuk cost- reduction adalah dengan menjadikan proses bisnis yang ada di Klinik Kecantika menjadi lebih efisien, salah satu hal yang bisa dimanfaatkan untuk efisiensi adalah SI/TI. Secara garis besar penelitian ini merupakan upaya untuk membangun suatu perencanaan strategis sistem informasi beserta portofolio aplikasi di PT. Virgina Estetika (Farina Beauty Clinic) yang bisa memberikankontribusi yang optimal, terintegrasi dengan baik dan inovatif yang bisa menyatukan keseluruhan aspek pendukung dalam pencapaian strategi bisnis klinik untuk meningkatkan nilai kompetitifnya dalam jasa pelayanan kesehatan. Dalam penyusunan kerangka kerja perencanaan strategis sistem informasi menggunakan pendekatan Ward and Peppard Model dan dalam mengevaluasi penjabaran perencanaan strategis sistem informasi dan strategi bisnis menggunakan Balance Scorecard IT. Beberapa metode analisis seperti, Value Chain Analysis, SWOT Analysis, PEST Analysis dan Five Force Model Analysis digunakan untuk menganalisis lingkungan bisnis internal dan eksternal. Strategic Grid McFarlan Analysis digunakan untuk memetakan portofolio aplikasi. Pada akhirnya penelitian ini menghasilkan sebuah rekomendasi untuk organisasi berupa prioritas pembangunan yang terbagi menjadi dua hal- hal terkait, pembentukan unit SI/TI dan pengembangan portofolio aplikasi yang akan mendukung keberlangsungan proses bisnis PT. Virgina Estetika (Farina Beauty Clinic) Karawang.

scholarly journals Strategic Value Creation in a Supply Chain

2016 ◽  
pp. 186-204 ◽  
Author(s):  
Gowri Vijayan ◽  
Nitty Hirawaty Kamarulzaman ◽  
Aroop Mukherjee ◽  
Selvakkumar K. N. Vaiappuri
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Value Creation ◽  
Value Chain ◽  
Sustainable Supply Chain ◽  
Value Chain Analysis ◽  
Horizontal Integration ◽  
Analysis Model ◽  
Supply Chain Strategy ◽  
Strategic Value

This chapter is designed to give the readers a concise understanding of supply chain strategies and the process involved in its formation. It is a background study on the changing role of supply chain in gaining competitive advantage for the firm. The chapter discusses on traceability and integration along a supply chain, its inception and the advantages to the corporate world through its implementation. The chapter focuses on the topic of value creation in a supply chain through strategic management decisions like vertical and horizontal integration. The value chain analysis model for competitive advantage is covered in this chapter. A discussion on the differences between vertical and horizontal integration systems and the best strategic decision among them is provided. The concepts of sustainable supply chain integration, traceability, and the limitations to their implementation have also been discussed. The best examples on practitioners of supply chain strategy and integration are provided along the chapter.

An Analysis of Knowledge Space Concept and Recursive Approach for Servitizing in Manufacturing Industries

2014 ◽  
pp. 273-291
Author(s):  
H. M. Belal ◽  
Kunio Shirahada ◽  
Michitaka Kosaka
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Manufacturing Industry ◽  
Manufacturing Companies ◽  
Knowledge Space ◽  
Creation Process ◽  
A Value ◽  
A Company ◽  
Analysis Of Knowledge ◽  
Space Concept

This chapter proposes a knowledge space concept and a recursive approach to servitizing in the manufacturing industry. Manufacturing companies need to move up the value chain and compete on the basis of value delivered rather than on the basis of typical products. Therefore, more corporations are adding value to their core corporate offerings through services, which is called servitization, and the strength of service activities within the manufacturing industry (servitization) has become the main source of competitive advantage. This chapter identifies two exclusive approaches to adapting servitization in the manufacturing industry called the knowledge space concept and recursive approach, which also explains the value co-creation process with customers through integrating “B-to-B to C,” which produces a company that is a value provider.

Value Chain Analysis

2020 ◽  
pp. 118-129
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Business Processes ◽  
Optimal Allocation ◽  
P Value ◽  
Allocation Of Resources ◽  
Value Chain Analysis ◽  
Chain Analysis ◽  
Potential Sources ◽  
Core Idea

Value chain analysis (VCA) aids the strategist in understanding a firm’s potential sources of competitive advantage by decomposing the firm’s business processes into strategically important activities. Viewing the firm as an aggregate of interlinked value-adding activities and placing them in the context of a broader value chain helps to understand each activity’s impact on both cost and revenue potential. As such, VCA can be used to help the firm achieve an optimal allocation of resources. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of VCA. The chapter also continues the illustration of Netflix and applies the steps of value chain analysis to this case.

scholarly journals How Value Network-Based Co-Inovation Contribute in Competitive Advantage

2019 ◽  
Vol 28 (2) ◽  
pp. 79-90
Author(s):  
Maryono Maryono ◽  
Imam Ghozali ◽  
Amie Kusumawardhani ◽  
Mahelan Prabantariksa
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Conceptual Development ◽  
Empirical Studies ◽  
Value Network ◽  
Mediating Role ◽  
A Value ◽  
Relational Capabilities ◽  
The Impact ◽  
The Relationship

This study aims to develop a comprehensive integrated model which helps in explaining the impact of value chain integration’s (VCI)’s and relational capability impact on co-innovation in a network and competitive advantage. It also explores the role of value network-based co-innovation as a mediator in the relationship between supply chain integration and competitive advantage, and in the relationship between relational capabilities and competitive advantage of a housing bank sector. The study suggests that firm gains competitive advantage by utilizing value chain integration and relational capability. It is argued here that co-innovation based on value network has mediating role to create competitive advantage. The paper provides a discussion and implication on where value lies and how value is co-created in network of interdependent relationship and illustrate this by sketching a value map in network relationship and possible innovations that can be co-created in housing bank ecosystem. The study involved a single government owned bank located in different cities, therefore the results should be generalized cautiously. This paper constitutes an attempt to stimulate efforts and provide directions on the further conceptual development of value network-based co-innovation (VNBC). The newly developed measure of VNBC and CA exempt from past conceptual streams of the determinant of CA, could be used for valid measurements in future empirical studies in the field of strategic management. The paper provides a practical implications for managers to identify value and utilize new way of analyzing value-chain to create co-innovation within housing bank ecosystem. It also allows manager to practicing relational capability which gives the most impact to competitive advantage..

Sustainable Competitive Advantage from Information Technology

2001 ◽  
pp. 25-39
Author(s):  
David L. Bahn
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Case Studies ◽  
Value Chain ◽  
Business Strategy ◽  
Complex Relationship ◽  
Sustainable Competitive Advantage ◽  
Strategy Analysis ◽  
Business Functions ◽  
Support Activity

The strategic benefit of IT (information technology) in supporting business functions is often seen as the basis for competitive advantage that is sustainable. The value chain concept has been a handy tool widely utilized in business strategy analysis to match firm competency in performing business activities with the achievement of sustainable marketplace advantage. When it comes to the assessment of the competitive value of information technology, the value chain concept seems to either categorize IT as a support activity or to overly narrow the scope of IT’s role in achieving sustainable competitive advantage. This chapter reviews the concepts of the value chain and sustainable competitive advantage. Short case studies from a number of industries are presented in order to illustrate the limitations of using the value chain to describe information technology’s role in achieving sustainable competitive advantage. These examples demonstrate the subtle and often complex relationship between information technology and competitive advantage.

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