A Scoping Study of How Can Firms in the UK be Encouraged to Create More ValueWord文档格式.docx
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A Scoping Study of How Can Firms in the UK be Encouraged to Create More ValueWord文档格式.docx
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Giles,2006)havehighlightedagrowingconcernabouttheUK’sproductivityperformanceandcompetitiveness.“TheCompetitivenessReport”publishedbyPorter&
Ketels(2003)highlightstheneedfortheUKtotransitiontoahighervalueeconomy.ThisreporthastriggeredfurtherresearchintowhatcanbedonetoimprovetheUK’ssituation.OneofthereportstriggeredbyPorterandKetelshasbeen“PostPorterWheredoestheUKgofromhere?
”(Birdietal.,2003),itstates“Inordertoremaincompetitiveandconsistentlyincreaseprofitability,firmsneedtomoveupthevaluechainintheirindustriesovertime”(p21).
Thethemeofcompetingonvalueaddedhasledtoapaperentitled“HowCanFirmsintheUKbeEncouragedtoCreateMoreValue?
”(Edwardsetal2004)proposesthreestrategiesasameansofincreasingafirm’svalueadd.Thethreestrategiesare:
1)Adoptingpromisingpractices
2)Creatingvalue-Product,processandservicedevelopment
3)Re-positioningalongthevaluechain
Thefocusofthisliteraturereviewisthethirdstrategythatofre-positioningalongthevaluechain.Theresearchersbelievethatthereislessunderstandingofthisstrategyandfurtherworkisrequiredonthissubject.Theothertwostrategieshavebeenwellcoveredintheliteratureonstrategy,marketing,innovationandgeneralmanagementliterature(forexampleNickBloom,JohnBessantetc).
Attheoutsettheliteraturereviewaimstomapthecurrentliteratureintheareaandanswersomeoftheinitialresearchquestions(including,howdofirmsrepositioninthevaluechain?
Andisitworthit?
),andidentifygapsinknowledgeforfurtherinvestigation.
LiteratureReviewMethodology
Theresearchteamadoptedasystematicapproachtoreviewingtheliterature(Leseureetal.,2004).Theprocessofthesystematicreviewstartedwithidentifyingtheneedforthereviewandthepreparationtoincludeareviewprotocol.
Thefocusofthereviewwasagreedtobeanexaminationoftheliteraturethatdiscussedthestrategyofrepositioningalongthevaluechain.Theinitialresearchquestionsforthestudywere:
∙Whatisthevaluechain?
∙Whatarethewaysforcompaniestomoveinthevaluechain?
∙Docompaniesthatmoveupthevaluechaingettheproductivitygainstheyexpected?
∙Whatarethelinksbetweenproductivityperformance(atthefirmandnationallevel)andapplyingthestrategyofmovingupthevaluechain?
Itis
Isnot
Toestablishwhathasbeendonealready
Anevaluationofvaluechainmodels
Anindepthanalysisoftheliteratureonproductivity
Figure1–ScopeoftheLiteratureReview
Figure1illustratesthediscussionsoftheresearchteamhadonthescopeoftheliteraturereview.
Figure2-ReviewProcess
Figure2showstheprocessfollowedtobuildupthelistofpaperstoreview.Thekeywords(seeappendix1)wereidentifiedbythesevenmembersoftheresearchteamandvalidatedbytheprincipalinvestigator.Thedatasourcesusedarelistedinappendix2.
TheresearchteamfollowedthemethodologyforrankingthearticlesusedbyLeseureetal.(2004).Fromalistof62articlestheresearchteamwereaskedtogradethearticle’stitlesandabstractsbythefollowingcriteriaofA(shouldbeinshortlist),B(uncertain),orC(shouldnotbeinshortlist).Appendix4containsalistofthereviewedpapers.
MeasuresofProductivityataNationalandFirmLevel
Beforegettingintothemainfocusoftheliteraturereview,re-positioninginthevaluechain,theresearchteamhadsomepreliminarydiscussionsonhowthisstrategytiesupwiththeAIMresearchthemeofproductivity.Therewasalsoalevelofpre-understandingworkthatwasrequiredtoensuretheresearchteamhadacommonunderstanding.Thiscalledforabasicreviewoftheliteratureonproductivity.
AmeasureofeconomicactivityatthenationallevelisGrossDomesticProduct(GDP).TheUK’sGDPperformanceperpersonisaccordingtoPorter(2003)isinfluencedbythefollowingfactorstheamountofpeopleandtimecontributiontothelabourforceandtheproductivityperformanceofthelabourforce.
TobeabletoclosetheproductivitygapthattheUKhaswithitsinternationalcompetitors(Porter,2003)theconnectionsbetweentheindicatorsatanationallevelandafirmlevelneedtobemade.
Thelevelofthefirmistheunitofanalysisforthisstudy.Soweneededtobeclearonhowproductivitycouldbemeasuredatthislevel.TheresearchteamagreedthatValueAdded(VA)peremployee(Beachman,2006)couldbeusedasanindicatoroflabourproductivityatthefirmlevel.Valueadded,althoughitcannotbeusedinisolation,isoneoftheindicatorsthatcanbeusedtoevaluatefirmsthathavemovedinthevaluechaintoassessiftheyhavemadeproductivitygainsfrommoving.
ValueanditsManyMeanings
Intheearlystagesoftheresearch,therewasalsoaneedtoclarifyourunderstandingofvaluegiventhemulti-disciplinedbackgroundoftheresearchteam.Againweturnedtotheliteraturetoclarifythemeanings.
Thetraditional“engineering”viewofvalue(valueanalysis,valueengineeringetc.)tendstolookatwaysofmaximisingthefunctionalitywhilsteliminatingwaste.Thisviewisstillseentodayinengineeringdisciplines,withauthorssuchas(WomackandJones,1994)encouragingcompaniestofocusonthewholeratherthantheparts,thusallowingcompanies“todifferentiatevaluefromwaste”.
ToPorterafirmisprofitableifthevalueitcommandsexceedsthecostsinvolvedincreatingtheproduct(Porter,1985).(Merrifield,1991)definesvalueastheincreaseinvaluethatoccursateachstageofthemanufacturingprocessandvalueresidesintheconcentrationofresourcesfocussedonselectedbusinessareas.Movingfromproductiontowardsexchange(Condra,1985)interpretsvalueasafairreturningoods,servicesormoneyforsomethingsexchangedthatareworth,incomparison,withsomethingsimilar(competitors’product).(TreacyandWiersema,1996)gofurther,definingvalueasresultingfromthefulfilmentofcustomers’expectationsthroughwhichtheorganisationachievestheeconomicbenefit.(MilesandSnow,1978)sayvaluecomesfromchoosingcustomersandnarrowingtheoperationfocustobestservethatmarketsegment;
customersatisfactionandloyaltydoesn’t,byitself,createunmatchedvalue.
Itisfromthestrategicmanagementliteraturethattheseminalcontributiononthestrategicvaluecreationprocesshasbeendeveloped,basedlargelyontheworksofMichaelPorterandtheconceptofthevaluechain(1985).Thispermittedmarketerstothinkbeyondcategoriesofperceivedvaluetothestrategicmeansandprocessesfordeliveringtoorenablingthecustomer.Thishasmorerecentlyledtoafocusonvalueinthecontextoftherelationshipsthatexistbetweensuppliersandcustomers.
Anotherconceptusedintheliteratureisthatofvaluepropositions.(TreacyandWiersema,1996)suggestedthattherewerethreebasisonwhichfirmscompete–or“valuepropositions”,namelyproductleadership,operationalexcellenceandcustomerintimacy.(MartinezandBititci,2006)developedthisfurther.Their“valuematrix”buildsonearliervaluepropositionsdevelopedby(TreacyandWiersema,1996).Thismatrixgeneratessix,asopposedtothreevaluepropositions,whichareidentifiedas:
Innovators,BrandManagers,PriceMinimisers,Simplifiers,TechnologicalIntegratorsandSocialisors.
These“valuepropositions”wereinitiallydesignedtohelpcompaniestounderstandthebasisonwhichtheycompete,andthereforethestrategicandoperationalissuessurroundingtheircompetitivestanding.MorerecentlyBititci(2005)hassuggestedthattheconceptofthevaluepropositioncouldalsobeusedbyorganizationsasameanstoconsiderrepositioningwithinthevaluechain.Hesuggeststhattherearemanycompanieswhowishtogetoutofthe“priceminimiser”situation–sotheyeffectivelyneedtorepositionthemselvesinthevaluechain.Wewillcomebacktothistopicinthesection,whatdowemeanbymovingupthevaluechain?
Companiesprovidevaluethroughproductsand/orservicesbythewaytheyarrangetheiractivities,theactivitiestheyselecttodoandtheirabilitytodevelopproducts/servicestocreatevalueforthecustomer(Livesey,2003a).Withthevaluetocustomersbeingtheabilitytomeetacustomer’spriorities,prioritiesbeingthingsthatcustomersarewillingtopayextrafororaresoimportantthattheywillsearchoutalternativesuppliersiftheycannolongergetthem.(SlywotzkyandMorrison,1997citedby(WaltersandLancaster,2000)
Theexpectationsofvaluethatthecustomerislookingforisincreasingintermsoftimetomarketandneedforinnovativeandcustomisedproductsmakingvaluecaptureharder(Livesey,2003a).Thatisassumingthemanufacturerhasthecapabilitiestoexploitthevalue,intheexampleofthepharmaceuticalindustry,newcompanieswiththetechnologycapabilityhavetheabilitytoexploitthevaluewhilethemoreestablishedcompetitionhavetogaintherelevantcapabilitiesinordertocompete.(Champion,2001)
Eventheclassificationofthefirmsdeliveringvaluearebecomingharder,thereisnolongeracleardistinctionbetweenaproduct,serviceoracombinedserviceandproductprovider(NormannandRamirez,1993).
ValueChain
Thevaluechainhasbeendefinedaseitheratoolforanalysis(Sturgeon,2001),abusinesssystem(WaltersandLancaster,2000)oraconceptthatoffersatoo
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