movers fast-followers are quick to copy innovations by others and try to gain customers by avoiding and improving upon competitors
mistakes. A key component of second-mover success is excellent environmental scanning of its markets and competitors. The niche
strategy centers on serving small groups of customers with special applications of basic technologies and is not used in this analysis due
to this groups small market size and specialized nature
5. Value Chain Framework of Michael Porter.
The Value Chain framework of Michael Porter is a model that helps to analyze specific activities through which firms can create value and
competitive advantage The activities of the Value Chain
Primary activities line functions
o
Inbound Logistics. Includes receiving, storing, inventory
control, transportation planning. o
Operations. Includes machining, packaging, assembly,
equipment maintenance, testing and all other value-creating activities that transform the inputs into the final product.
o
Outbound Logistics. The activities required to get the finished
product at the customers: warehousing, order fulfillment, transportation, distribution management.
o
Marketing and Sales. The activities associated with getting
buyers to purchase the product, including: channel selection, advertising, promotion, selling, pricing, retail management, etc.
o
Service. The activities that maintain and enhance the products
value, including: customer support, repair services, installation, training, spare parts management, upgrading, etc.
Support activities Staff functions, overhead
Rina Amelia : Analisa Generic Strategy Dari Michael R Porter Beserta Strategy Lain Beserta Pro Dan Kontra Manajemen Strategik Rumah Sakit, 2008
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o
Procurement. Procurement of raw materials, servicing, spare
parts, buildings, machines, etc. o
Technology Development. Includes technology development
to support the value chain activities. Such as: Research and Development, Process automation, design, redesign.
o
Human Resource Management. The activities associated
with recruiting, development education, retention and compensation of employees and managers.
o
Firm Infrastructure. Includes general management, planning
management, legal, finance, accounting, public affairs, quality management, etc.
6. Adam Brandenburger Barry Nalebuff with The Value Net PARTS, Co-
opetition
It means looking for win-win as well as win-lose opportunities. Keeping both possibilities in mind is important. Win-lose strategies
often have negative effects. The game of business is to create and to capture value. The Value Net is a schematic map designed to represent
all the players in the game and the interdependencies among them. Interactions take place along two dimensions. Along the vertical
dimension are the companys customers and suppliers. Along the horizontal dimension are the players with whom the company interacts
but does not transact. They are its substitutors and complementors. The Value Net model from Adam Brandenburger and Barry Nalebuff
recognizes there are four main groups that influence the course of any firm:
1. Customers 2. Suppliers
