The value chain framework has made its way to the forefront of management thought as a powerful analysis tool for strategic planning. Its ultimate goal is to maximize value creation while minimizing costs. In this book David Walters applies the framework to strategic decision making in the field of operations management. Companion Website: http://www.palgrave.com/business/walters/

DAVID WALTERS is Professor of Management at the Sydney Graduate School of Management, University of Western Sydney, Australia. MARK RAINBIRD is Managing Director of AWA Ltd, a computer service company operating Australia wide.

List of Case Studies, Figures and Tables	p. xi
Foreword	p. xvii
Introduction	p. 1
'New Economy' - New Business Models - New Approaches	p. 3
Introduction	p. 3
Processes designed around creating networks	p. 4
Clusters, value nets, value streams and value chains	p. 6
Processes not functions	p. 12
New concepts and a new vocabulary	p. 14
Value led management	p. 16
A model for value chain analysis, planning and control	p. 17
Concluding comments	p. 20
The Consumer as the Principal Driver of Value	p. 24
Introduction	p. 24
Understanding value	p. 25
Utility and value	p. 28
Customer value criteria	p. 29
Value-in-use: a closer look	p. 30
The consumption chain	p. 34
Customer value drivers	p. 36
Consumer surplus	p. 39
Exchange value	p. 41
Prosumerism and co-productivity	p. 42
Building a customer value model; qualitative and quantitative factors	p. 43
Using the consumption chain to build a customer value model	p. 46
Current purchasing and product-use experiences facilitate value delivery system design	p. 47
Application: setting value not price	p. 50
Customer value builders	p. 50
Value delivery: a series of processes	p. 53
Concluding comments	p. 53
Value in the Context of the Firm	p. 60
Introduction	p. 60
Traditional organisational measures of value	p. 61
Cash flow is the firm's primary objective	p. 62
Enterprise value	p. 62
The influence of shareholder value management	p. 68
Future value	p. 69
How do firms express value?	p. 70
Value propositions	p. 73
Added value: the central purpose of business activity	p. 74
Added value and the producer surplus	p. 79
Concluding comments	p. 81
Practical Issues and Applications	p. 84
Introduction	p. 84
Value drivers and value builders	p. 85
Effectiveness and efficiency issues in value delivery	p. 87
A 'new economy' solution: mass customisation and product platforms	p. 89
Concluding comments	p. 98
Perspectives on Resource Allocation in the 'New Economy'	p. 102
Introduction	p. 102
Customer added value as an objective	p. 104
Quantifying added value	p. 108
Sources of effectiveness in the added value task	p. 108
'New economy' business models	p. 129
The Australian wine industry: an example of a virtual approach	p. 135
Concluding comments	p. 137
The Supply Chain and the Demand Chain	p. 146
Introduction	p. 146
Supply chains: too much emphasis on efficiency?	p. 147
Towards an alternative model: the emergence of the demand chain as a concept	p. 148
The demand chain: processes rather than functions	p. 150
The demand chain and the supply chain converge rather than conflict	p. 151
Using demand chain analysis to focus the supply chain	p. 154
Concluding comments	p. 158
Demand Chain + Supply Chain = Value Chain	p. 163
Introduction	p. 163
Value optimisation rather than maximisation	p. 165
Value production feasibility and competitive possibility	p. 165
Value delivery viability as a competitive necessity	p. 167
Organisational architecture in creating value	p. 168
Seeking synergy with relevant partners	p. 170
Fit and performance criteria are critical	p. 176
Measuring fit and performance	p. 177
Industry and organisation value chains	p. 180
Creating a value chain design	p. 183
Managing for equity in the value chain	p. 184
Value chain planning and control	p. 185
Concluding comments	p. 187
The Value Chain: An Industry Perspective	p. 193
Introduction	p. 193
The integrating role of value chain management	p. 195
Using the value chain for strategic analysis	p. 198
Value chain context mapping	p. 210
Value chain partnerships: identifying with partners	p. 220
Mature and developing value chains	p. 223
Concluding comments	p. 227
The Value Chain: the Firm's Perspective	p. 239
Introduction	p. 239
Reviewing the value chain as a management concept	p. 239
Corporate positioning within the value chain	p. 248
Value production, communication and delivery	p. 248
Assessing, selecting and working with partners	p. 267
Managing for equity in the value chain	p. 267
Concluding comments	p. 269
Performance Planning and Control	p. 276
Introduction	p. 276
Planning and performance measurement: a review of current thinking	p. 276
Basic issues in planning performance measurement	p. 279
Performance measurement in 'new economy' organisations: the 'performance prism'	p. 282
Planning and performance: a 'new economy' total organisation perspective	p. 284
A 'new economy' model for value chain strategy analysis and decision making	p. 286
Value chain planning considerations	p. 292
Performance planning; planning options and performance metrics	p. 301
Evaluating alternatives for growth	p. 311
Concluding comments	p. 316
Value Chain Applications	p. 318
Introduction	p. 318
Exploring value chain applications	p. 320
Managing revenues, working capital, fixed assets and cash flow	p. 323
Two examples	p. 325
Concluding comments	p. 335
Industry Value Drivers: A Contemporary View of Critical Success Factors	p. 379
Introduction	p. 379
A review of traditional perspectives and characteristics	p. 380
Competitive necessity or competitive advantage?	p. 384
Competitive advantage: a quantitative approach	p. 384
Competitive advantage: a qualitative approach	p. 385
Different drivers, different outcomes	p. 386
A framework for industry value drivers	p. 387
Industry value drivers: strategic positioning for competitive advantage	p. 392
Concluding comments	p. 397
Index	p. 410
Table of Contents provided by Ingram. All Rights Reserved.

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