How do you evaluate Value Chain Analysis in a business strategy?

How to evaluate it

A useful value chain analysis ends with two short lists: activities to invest in (because they create disproportionate value) and activities to commoditize, automate, or outsource (because they consume cost without producing advantage).

What we are evaluating

The value chain is a sequence of activities a firm performs to design, produce, market, deliver, and support its product. Value chain analysis identifies where competitive advantage is created, where costs are incurred, and where activities can be reconfigured for greater value capture.

The benchmark framework

Porter's framework splits activities into primary activities (inbound logistics, operations, outbound logistics, marketing & sales, service) and support activities (firm infrastructure, HR management, technology development, procurement). Each activity has its own cost drivers and contribution to differentiation. The strategic insight comes from comparing the firm's value chain to those of competitors and to potential reconfigurations — outsourcing, vertical integration, automation, partnership.

An evaluation walk-through

A specialty coffee retailer might find that its in-store barista training (a support activity) is the differentiator customers pay for, while its supplier relationships (procurement) are commodity. Investing more in training and standardizing procurement aligns spend with where value is created.

Failure modes to flag

Analyzing the value chain in isolation, without comparing to competitors' chains, hides the relative-advantage question. Cutting costs in activities that produce differentiation destroys advantage even when accounting metrics look better.

Source basis: Open Textbook Library: READ MORE