|
List of Case Studies, Figures and Tables |
|
|
xi | |
| Foreword |
|
xvii | |
| Introduction |
|
1 | (2) |
|
`New Economy' -- New Business Models -- New Approaches |
|
|
3 | (21) |
|
|
|
3 | (1) |
|
Processes designed around creating networks |
|
|
4 | (2) |
|
Clusters, value nets, value streams and value chains |
|
|
6 | (6) |
|
|
|
12 | (2) |
|
New concepts and a new vocabulary |
|
|
14 | (2) |
|
|
|
16 | (1) |
|
A model for value chain analysis, planning and control |
|
|
17 | (3) |
|
|
|
20 | (4) |
|
The Consumer as the Principal Driver of Value |
|
|
24 | (36) |
|
|
|
24 | (1) |
|
|
|
25 | (3) |
|
|
|
28 | (1) |
|
|
|
29 | (1) |
|
Value-in-use: a closer look |
|
|
30 | (4) |
|
|
|
34 | (2) |
|
|
|
36 | (3) |
|
|
|
39 | (2) |
|
|
|
41 | (1) |
|
Prosumerism and co-productivity |
|
|
42 | (1) |
|
Building a customer value model; qualitative and quantitative factors |
|
|
43 | (3) |
|
Using the consumption chain to build a customer value model |
|
|
46 | (1) |
|
Current purchasing and product-use experiences facilitate value delivery system design |
|
|
47 | (3) |
|
Application: setting value not price |
|
|
50 | (1) |
|
|
|
50 | (3) |
|
Value delivery: a series of processes |
|
|
53 | (1) |
|
|
|
53 | (7) |
|
Value in the Context of the Firm |
|
|
60 | (24) |
|
|
|
60 | (1) |
|
Traditional organisational measures of value |
|
|
61 | (1) |
|
Cash Flow is the firm's primary objective |
|
|
62 | (1) |
|
|
|
62 | (6) |
|
The influence of shareholder value management |
|
|
68 | (1) |
|
|
|
69 | (1) |
|
How do firms express value? |
|
|
70 | (3) |
|
|
|
73 | (1) |
|
Added value: the central purpose of business activity |
|
|
74 | (5) |
|
Added value and the producer surplus |
|
|
79 | (2) |
|
|
|
81 | (3) |
|
Practical Issues and Applications |
|
|
84 | (18) |
|
|
|
84 | (1) |
|
Value drivers and value builders |
|
|
85 | (2) |
|
Effectiveness and efficiency issues in value delivery |
|
|
87 | (2) |
|
A `new economy' solution: mass customisation and product platforms |
|
|
89 | (9) |
|
|
|
98 | (4) |
|
Perspectives on Resource Allocation in the `New Economy' |
|
|
102 | (44) |
|
|
|
102 | (2) |
|
Customer added value as an objective |
|
|
104 | (4) |
|
|
|
108 | (1) |
|
Sources of effectiveness in the added value task |
|
|
108 | (21) |
|
`New economy' business models |
|
|
129 | (6) |
|
The Australian wine industry: an example of a virtual approach |
|
|
135 | (2) |
|
|
|
137 | (9) |
|
The Supply Chain and the Demand Chain |
|
|
146 | (17) |
|
|
|
146 | (1) |
|
Supply chains: too much emphasis on efficiency? |
|
|
147 | (1) |
|
Towards an alternative model: the emergence of the demand chain as a concept |
|
|
148 | (2) |
|
The demand chain: processes rather than functions |
|
|
150 | (1) |
|
The demand chain and the supply chain converge rather than conflict |
|
|
151 | (3) |
|
Using demand chain analysis to focus the supply chain |
|
|
154 | (4) |
|
|
|
158 | (5) |
|
Demand Chain + Supply Chain = Value Chain |
|
|
163 | (30) |
|
|
|
163 | (2) |
|
Value optimisation rather than maximisation |
|
|
165 | (1) |
|
Value production feasibility and competitive possibility |
|
|
165 | (2) |
|
Value delivery viability as a competitive necessity |
|
|
167 | (1) |
|
Organisational architecture in creating value |
|
|
168 | (2) |
|
Seeking synergy with relevant partners |
|
|
170 | (6) |
|
Fit and performance criteria are critical |
|
|
176 | (1) |
|
Measuring fit and performance |
|
|
177 | (3) |
|
Industry and organisation value chains |
|
|
180 | (3) |
|
Creating a value chain design |
|
|
183 | (1) |
|
Managing for equity in the value chain |
|
|
184 | (1) |
|
Value chain planning and control |
|
|
185 | (2) |
|
|
|
187 | (6) |
|
The Value Chain: An Industry Perspective |
|
|
193 | (46) |
|
|
|
193 | (2) |
|
The integrating role of value chain management |
|
|
195 | (3) |
|
Using the value chain for strategic analysis |
|
|
198 | (12) |
|
Value chain context mapping |
|
|
210 | (10) |
|
Value chain partnerships: identifying with partners |
|
|
220 | (3) |
|
Mature and developing value chains |
|
|
223 | (4) |
|
|
|
227 | (12) |
|
The Value Chain: The Firm's Perspective |
|
|
239 | (37) |
|
|
|
239 | (1) |
|
Reviewing the value chain as a management concept |
|
|
239 | (9) |
|
Corporate positioning within the value chain |
|
|
248 | (1) |
|
Value production, communication and delivery |
|
|
248 | (19) |
|
Assessing, selecting and working with partners |
|
|
267 | (1) |
|
Managing for equity in the value chain |
|
|
267 | (2) |
|
|
|
269 | (7) |
|
Performance Planning and Control |
|
|
276 | (42) |
|
|
|
276 | (1) |
|
Planning and performance measurement: a review of current thinking |
|
|
276 | (3) |
|
Basic issues in planning performance measurement |
|
|
279 | (3) |
|
Performance measurement in `new economy' organisations: the `performance prism' |
|
|
282 | (2) |
|
Planning and performance: a `new economy' total organisation perspective |
|
|
284 | (2) |
|
A `new economy' model for value chain strategy analysis and decision making |
|
|
286 | (6) |
|
Value chain planning considerations |
|
|
292 | (9) |
|
Performance planning; planning options and performance metrics |
|
|
301 | (10) |
|
Evaluating alternatives for growth |
|
|
311 | (5) |
|
|
|
316 | (2) |
|
|
|
318 | (61) |
|
|
|
318 | (2) |
|
Exploring value chain applications |
|
|
320 | (3) |
|
Managing revenues, working capital, fixed assets and cash flow |
|
|
323 | (2) |
|
|
|
325 | (10) |
|
|
|
335 | (44) |
|
Industry Value Drivers: A Contemporary View of Critical Success Factors |
|
|
379 | (31) |
|
|
|
379 | (1) |
|
A review of traditional perspectives and characteristics |
|
|
380 | (4) |
|
Competitive necessity or competitive advantage? |
|
|
384 | (1) |
|
Competitive advantage: a quantitative approach |
|
|
384 | (1) |
|
Competitive advantage: a qualitative approach |
|
|
385 | (1) |
|
Different drivers, different outcomes |
|
|
386 | (1) |
|
A framework for industry value drivers |
|
|
387 | (5) |
|
Industry value drivers: strategic positioning for competitive advantage |
|
|
392 | (5) |
|
|
|
397 | (13) |
| Index |
|
410 | |
Biežāk uzdotie jautājumi par e-grāmatām