Register to read the introduction…
The "primary activities" include: inbound logistics, operations (production), outbound logistics, marketing and sales, and services (maintenance). The "support activities" include: administrative infrastructure management, human resource management, R&D, and procurement. The costs and value drivers are identified for each value activity. The Value Chain Analysis therefore describes the activities within and around an organization and related them to an analysis of the competitive strengths of the organization. It evaluates which value each particular activity adds to the organizations products or
…show more content…
Johnson, Scholes and Whittington.
Strategic fit focuses on optimising the performance by identifying and understanding critical success factors, threats and opportunities in existing markets and then ensuring that resource capability matches critical success factors and enables taking of opportunities and protecting against threats in existing markets.
The benefits of good strategic fit are cost reduction due to economies of scale and the transfer of knowledge and skills.
From the Market Environmental Analysis and the Resource Capability Analysis of Tesco Organic Range of products in the UK, it is clear that Tesco’s market position in terms of its opportunities and threats and critical success factors, holds a very good market position. There are opportunities for market growth both internationally (US) and locally (UK), excellent financial position to help finance the high costs of entering into new markets. Tesco’s excellent employer-employee relations add loads of value to Tesco as a whole. Excellent brand image, good quality and value of products, already establish good reputation to take to new international markets along with very competitive pricing. Also their heavy involvement in charities contributes enormously to adding value to Tesco. Overall, Tesco’s strengths are market share, brand value, product diversification, financial stability, good supplier relationship and efficient staff and excellent internal and external relations with staff, suppliers, customers, environment and communities. And these, all add value and make Tesco stand out as an international
Johnson, Scholes and Whittington.
Strategic fit focuses on optimising the performance by identifying and understanding critical success factors, threats and opportunities in existing markets and then ensuring that resource capability matches critical success factors and enables taking of opportunities and protecting against threats in existing markets.
The benefits of good strategic fit are cost reduction due to economies of scale and the transfer of knowledge and skills.
From the Market Environmental Analysis and the Resource Capability Analysis of Tesco Organic Range of products in the UK, it is clear that Tesco’s market position in terms of its opportunities and threats and critical success factors, holds a very good market position. There are opportunities for market growth both internationally (US) and locally (UK), excellent financial position to help finance the high costs of entering into new markets. Tesco’s excellent employer-employee relations add loads of value to Tesco as a whole. Excellent brand image, good quality and value of products, already establish good reputation to take to new international markets along with very competitive pricing. Also their heavy involvement in charities contributes enormously to adding value to Tesco. Overall, Tesco’s strengths are market share, brand value, product diversification, financial stability, good supplier relationship and efficient staff and excellent internal and external relations with staff, suppliers, customers, environment and communities. And these, all add value and make Tesco stand out as an international