Skill: panlm/value-chain-analysis (version 1.0.0)

--- name: value-chain-analysis description: > Use when analyzing where profit concentrates across an industry or within a firm, decomposing business activities into primary and support functions to find competitive advantage. Triggers on "value chain", "margin analysis by activity", "where is the profit", "which activities create value", "价值链分析", "利润在哪个环节", "哪个环节利润最高", "分析企业价值活动". --- # Value Chain Analysis Systematically decompose a firm or industry into strategically relevant activities to understand where value is created and where profit concentrates. Based on Michael E. Porter's framework from *Competitive Advantage* (1985). ## Purpose - Identify which activities create the most value vs. cost - Find competitive advantage opportunities (cost leadership or differentiation) - Reveal where margin concentrates across an industry value system - Inform make-vs-buy, outsourcing, and strategic partnership decisions ## When to Use - Assessing competitive positioning of a firm - Evaluating industry profit distribution across players - Planning cost reduction or differentiation strategy - Analyzing make-vs-buy or vertical integration decisions - Comparing value chain configurations across competitors ## When NOT to Use - For macro-environmental analysis (use PESTEL instead) - For industry-level competitive forces (use Porter's Five Forces) - For short-term operational troubleshooting ## Framework ### 1. Primary Activities Activities directly involved in creating and delivering the product: | Activity | Description | Key Questions | |----------|-------------|---------------| | **Inbound Logistics** | Receiving, warehousing, inventory control of inputs | How efficiently are inputs sourced and managed? | | **Operations** | Transforming inputs into final product/service | What is the cost structure? Where are quality bottlenecks? | | **Outbound Logistics** | Distributing product to buyers | How does delivery affect customer experience and cost? | | **Marketing & Sales** | Buyer awareness, persuasion, channel selection | What drives customer acquisition cost? Brand premium? | | **Service** | Post-sale support, maintenance, warranties | Does service create loyalty, upsell, or lock-in? | ### 2. Support Activities Activities that enable and improve primary activities: | Activity | Description | Key Questions | |----------|-------------|---------------| | **Firm Infrastructure** | General management, planning, finance, legal | Does governance enable or hinder agility? | | **Human Resource Management** | Recruiting, training, retention, compensation | Are talent capabilities a competitive advantage? | | **Technology Development** | R&D, process automation, IT systems | Does technology reduce cost or enable differentiation? | | **Procurement** | Purchasing inputs, negotiating supplier terms | Does procurement scale drive cost advantage? | ### 3. Value System (Industry-Level) Porter extended the value chain into a **value system** — the linked chains of all players: ``` Supplier Value Chain → Firm Value Chain → Channel Value Chain → Buyer Value Chain ``` Analyze where margin accumulates across the entire system. In many industries, profit concentrates in a few nodes (e.g., chip design vs. manufacturing, brand owners vs. contract manufacturers). ## Application Process ### Step 1: Define Scope ```markdown - **Company/Industry:** [Target of analysis] - **Purpose:** [e.g., "Identify cost reduction opportunities in operations"] - **Scope:** [Firm-level or industry value system] - **Date:** [Date] ``` ### Step 2: Map Activities For each primary and support activity: 1. Describe what the firm does in this activity 2. Estimate relative cost as % of total 3. Assess value contribution to customer willingness-to-pay ### Step 3: Analyze Margin Distribution For each activity, assess: - **Cost driver:** What determines cost in this activity? - **Value driver:** What determines the value this activity creates? - **Margin:** Cost vs. value contribution (positive or negative margin) ### Step 4: Identify Linkages Activities are interdependent. Linkages between activities can create competitive advantage: - Tighter coordination between inbound logistics and operations reduces waste - Marketing insights feeding back into product development improves fit - Technology development that lowers operations cost ### Step 5: Compare Against Competitors Map competitor value chains to identify: - Where competitors have cost advantages - Where your firm has differentiation advantages - Activities where reconfiguration could shift competitive position ### Step 6: Strategic Recommendations Synthesize into actionable recommendations: ```markdown ## Strategic Insights ### Cost Advantage Opportunities 1. [Activity] — [Specific cost reduction lever] ### Differentiation Opportunities 1. [Activity] — [How this activity creates unique value] ### Reconfiguration Options 1. [Outsource/Insource] — [Activity and rationale] ### Value System Shifts 1. [Where profit is migrating in the industry and why] ``` ## Common Pitfalls | Pitfall | Fix | |---------|-----| | Listing activities without analyzing cost/value | Quantify: estimate % of total cost and value contribution per activity | | Ignoring linkages between activities | Explicitly map how activities reinforce or undermine each other | | Treating value chain as static | Industries evolve — digital transformation reshapes which activities matter | | Confusing value chain with supply chain | Supply chain is physical flow; value chain includes all value-creating activities | | Firm-only analysis when industry-level matters | Use the value system view when analyzing profit migration | ## References - Porter, M.E. (1985). *Competitive Advantage: Creating and Sustaining Superior Performance*. Free Press. - HBS Faculty Page: https://www.hbs.edu/faculty/Pages/item.aspx?num=193 - HBS Institute for Strategy & Competitiveness — The Value Chain: https://www.isc.hbs.edu/strategy/business-strategy/Pages/the-value-chain.aspx - Wikipedia — Value Chain: https://en.wikipedia.org/wiki/Value_chain ### Related Frameworks - **Porter's Five Forces** — Complements value chain with industry-level competitive structure - **PESTEL** — Macro-environmental factors that shape the value chain context - **SCP Paradigm** — Industry structure that influences how firms configure value chains


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