Professional Documents
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Four Ways to Create a Competitive
Advantage
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Toyota’s Product Lineup
Figure
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Functional Strategies and Value-Chain
Management
Functional-level strategy
≈ plan of action to improve the ability of each of
an organization’s departments to performs its
task-specific activities in ways that add value
to an organization’s goods and services
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Functional Strategies and Value-Chain
Management
Value chain
≈ coordinated series or sequence of functional
activities necessary to transform inputs into
finished goods or services customers value
and want to buy
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Functional Activities and
the Value Chain
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Functional Strategies and Value-Chain
Management
Value-chain management
≈ development of a set of functional-level
strategies that support a company’s business-
level strategy and strengthen its competitive
advantage
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Functional Strategies and Value-Chain
Management
Product development
≈ engineering and scientific research activities
involved in innovating new or improved
products that add value to a product
Marketing function’s task is to persuade
customers a product meets their needs
and convince them to buy it
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Functional Strategies and Value-Chain
Management
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Functional Strategies and Value-Chain
Management
Production function
≈ responsible for the creation, assembly or
provision of a good or service, for transforming
inputs into outputs
Sales function
≈ plays a crucial role in locating customers and
then informing and persuading them to buy the
company’s products
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Functional Strategies and Value-Chain
Management
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Improving Responsiveness to
Customers
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What Do Customers Want?
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Customer Relationship Management
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Impact of Increased Quality on
Organizational Performance
Figure 9.4
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Improving Quality
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Total Quality Management
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Steps to Successful TQM
Implementation
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Steps to Successful TQM
Implementation
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Focus on the Customer
Facilities Layout
≈ strategy of designing the machine-worker
interface to increase production system
efficiency
Flexible Manufacturing
≈ strategy based on the use of IT to reduce the
setup costs associated with a product
assembly process
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Three
Facilities
Layouts
Figure 9.5 9-22 9-22
Facilities Layout
Product layout
≈ machines are organized so that each
operation is performed at work stations
arranged in a fixed sequence
Process Layout
≈ self contained work stations not organized in a
fixed sequence
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Facilities Layout
Fixed-Position Layout
≈ the product stays in a fixed spot and
components produced at remote stations are
brought the product for to final assembly
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Changing a Facilities Layout
Figure 9.6
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Flexible Manufacturing
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Just-in-Time Inventory and Efficiency
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Self-Managed Work Teams and
Efficiency
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Process Reengineering and Efficiency
Process Reengineering
≈ fundamental rethinking and radical redesign of
the business process to achieve dramatic
improvement in critical measures of
performance
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Two Kinds of Innovation
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Two Kinds of Innovation
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Strategies to Promote Innovation and
Speed Product Development
Product
development
≈ management of
the value-chain
activities involved
in bringing new or
improved kinds of
goods and
services to the
market
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Strategies to Promote Innovation and
Speed Product Development
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Strategies to Promote Innovation and
Speed Product Development
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A Stage-Gate Development Funnel
Figure 9.7
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A Stage-Gate Development Funnel
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Members of a Cross-Functional Product
Development Team
Figure 9.8
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Managing the Value-Chain: Some
Remaining Issues
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Boundary-Spanning Roles
Boundary-Spanning roles
≈ Interacting with individuals and groups outside
the organization to obtain valuable information
from the environment
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The Nature of Boundary-Spanning Roles
Figure 9.9
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