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Telecom Egypt Project 2020-Final PDF

The document analyzes the value chain and VRIO framework of an internal industry. It evaluates each activity in the value chain on criteria of value, rarity, imitability, and organization. Primary activities include inbound logistics, operations, outbound logistics, marketing & sales, and service. Support activities are procurement, technology development, human resource management, and management & administrative services. Many activities are found to create value and be rare or difficult to imitate, but some lack organizational enablement to exploit these attributes for competitive advantage.

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Mohammed Hassan
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Download as DOCX, PDF, TXT or read online on Scribd
132 views

Telecom Egypt Project 2020-Final PDF

The document analyzes the value chain and VRIO framework of an internal industry. It evaluates each activity in the value chain on criteria of value, rarity, imitability, and organization. Primary activities include inbound logistics, operations, outbound logistics, marketing & sales, and service. Support activities are procurement, technology development, human resource management, and management & administrative services. Many activities are found to create value and be rare or difficult to imitate, but some lack organizational enablement to exploit these attributes for competitive advantage.

Uploaded by

Mohammed Hassan
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Internal Industry

* Value Chain Analysis

4 Management & Administrative Services


3 Human Resource Management
Competitive 2 Technology Development Support
Advantage 1 Procurement Activities
5 4 3 2 1
Service Marketing Outbound Operations Inbound
& Sales Logistics Logistics

Primary Activities

1
*VRIO Analysis

Activity VRIO
Value Rareness Imitability Organization
*Inbound Logistics
"Purchasing
Department"
   
Cost I/P

Quality I/P    

Time I/P    

Quantity I/P    

*Operations
"Production
Department"

Waiting time    

Availability    

Durability

2
   

Multifunction
   

*Outbound
Logistics
"Distribution Unit"

Geographical    
Coverage
Distribution time
   
Distribution Cost
   
Relation with
distributers    
Sales
Representatives    
productivity

*Marketing & Sales


Activities

Corporate Brand    

Corporate    
Reputation
   
Marketing Mix
Customer &    
Partners
Relationship

3
* Service
"After
Sale
services"
   
Quality
Price    

Time    

Quantity    

*Procurement

Strategic relation
with    
suppliers/vendors
   
Reduce inventory
cost
   
Agility

*Technology
Development
"R&D"

Improve existing
products &    
services
Develop new    
products &
services

4
Develop existing    
/new technology

*HRM

organization
structure    
Job description    
Selection criteria    
Training &improve    
employees skills
salaries &    
incentives

*Management &
Administrative
Services

Financial Dept.

1-Net Profit Margin


   
2-Gross Profit
Margin    

3-Debt ratio
   
4-Debt Equity
ratios    
5-Liquidity ratios
   
6-Return on equity
   
IT Dept.

5
1-Operational    
Excellence
2-Continous    
Improvement
3-Customer    
&supplier intimacy
4-Response time    

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