Continuado
daqui.
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Para empresas que produzem componentes e ofertas (ver pirâmide de valor), empresas que produzem produtos claramente definidos, de forma planeada, de forma repetitiva, a value chain de Porter é adequada.
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E para um laboratório que realiza serviços de investigação e desenvolvimento para clientes? E para uma empresa que desenvolve máquinas em co-criação com clientes? E para um consultório clínico? Não há produto definido, não há produto standard... e para gerir uma equipa CSI?
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Alguns trechos interessantes:
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"Thus while the chain performs a fixed set of activities that enables it to produce a standard product in large numbers, the shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the needs of the client’s problem. The problem to be solved determines the ‘intensity’ of the shop’s activities."
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"Problems can be defined as differences between an existing state and an aspired or desired state. Problem-solving, and thus value creation in value shops, is the change from an existing to a more desired state. In the case of medical services, the change is to cure the patient of a sickiness. In the case of the architect, the change can be to raise a building or other structure at a particular site. Problems involve situations requiring remedial action and situations where there are improvement opportunities."
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"The flow of activities is not linear, but iterative between activities and cyclical across the activity set. Diagnosis moves back and forth between hypotheses and new data collection that confirm, reject, or lead to a reformulation of the diagnosis. Treatment might initiate a new problem-solving process to determine the most appropriate way of administering the treatment
(Simon’s, 1977, wheels-within-wheels metaphor).
A treatment can result in the resolution of the client’s problem, but can also initiate a new and perhaps a different sequence of activities. The process is not only iterative, but also potentially interruptable at all stages, either when the symptoms are found to be a false alarm, when there is no known solution, or when the problem needs to be referred to a specialist."
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"Value drivers as opposed to cost drivers are of critical importance in value shops. Competitive advantage follows from the fact that clients are primarily looking for relatively certain solutions to their problems, and not for services that have low prices as their main attribute."
