斯蒂芬·P·罗宾斯-管理学原理（英文版·第7版）robbins_fom7_ch14.pptVIP

Exhibit 14-1 portrays a simplified overview of the transformation process of creating value by converting inputs into outputs * Simply stated, every organization has an operations system that creates value by transforming inputs into finished goods and services outputs. For manufacturers, the products are obvious: cars, cell phones, or food products. After all, manufacturing organizations produce physical goods. But that transformation process isn’t as readily evident in service organizations because they produce nonphysical outputs in the form of services * Value is defined as the performance characteristics, features and attributes, and any other aspects of goods and services for which customers are willing to give up resources (usually money). * The value chain is the entire series of organizational work activities that add value at each step from raw materials to finished product. In its entirety, the value chain can encompass the supplier’s suppliers to the customer’s customer. Value chain management is the process of managing the sequence of activities and information along the entire value chain. In contrast to supply chain management, which is internally oriented and focuses on efficient flow of incoming materials (resources) to the organization, value chain management is externally oriented and focuses on both incoming materials and outgoing products and services * Understanding how and why value is determined by the marketplace has led some organizations to experiment with a new business model— that is, a strategic design for how a company intends to profit from its broad array of strategies, processes, and activities. * So what does successful value chain management require? Exhibit 14-2 summarizes the six main requirements: coordination and collaboration, technology investment, organizational processes, leadership, employees/human resources, and organizational culture and attitudes For the value chain to achieve its goal of meeting and exceeding custo