Graebel Companies, Inc., (Graebel) is a global organization that supports the relocation of some of the world’s best talent. With a customer base of over 2,000 clients, Graebel provides a variety of services to ensure transferee’s are relocated securely and safely, and their expenses are managed accordingly. Graebel’s competitive advantage is obtain through its ability to add value to their clients through the services they provide. By utilizing Michael Porter’s value chain compared to an internal factor evaluation, this paper document’s Graebel’s strengths and weaknesses regarding the organizations capabilities within the relocation industry.
Porter’s Value Chain
The more value an organization creates, the more it will be profitable and create a competitive advantage over competition. To understand the value created within the
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When analyzing Graebel and identifying strengths, the question should be asked, “what does Graebel do better or have more valuable than its competition”? Regarding weaknesses, the question of “Which areas of Graebel could improve and catch up with the competition”? The first step in this analysis is to create a list of primary internal factors, including strengths and weaknesses (CSU Global, 2015). The next steps in this analysis is to assign a weight to each strength and weakness, plus a rating. The weight is determined by the importance of how successful this criteria is within the industry. The rating is a company based score, between 1 and 4, and determines if it is minor or major (CSU Global, 2015). After those have been completed, then the process is to determine the total weighted score. The following table displays the internal factor evaluation for Graebel with weighted scorings from Business Wire
In a high competitive world market and with the increasing rational buyers a company can only win by creating and delivering the best customer value than the others competitors do. To succeed, a company needs to use the concepts of value chain.
Customer value is defined as "the perceived benefit of a product, used by customers to determine whether or not to buy the product" (Lussier, 2006). I do believe that most customer's focus on creating customer value. It is an aspect needed in order to sell anything. A customer would not buy something if she or he did not see the benefit in buying it, therefore, organizations strive to create customer value because they need the customer to see a benefit and to buy the product.
When looking at Target’s value chain, it is evident that they apply aspects of both design and corporate responsibility while thinking through every decision they make to ensure it lives up to their values and helps the world. Starting at the top, they look at design. Design is what they call the heart of the business. Looking at every detail from the big picture to the small things that make a Target shopping experience, the goal is to do it with greater efficiency, style and smarts. (Corporate Responsibility Report, 2014).
The company has goal and strategic choices which include expanding and becoming a global organization. This will apparently facilitate and enhance the company’s ability to reach and help more underprivileged people. Furthermore, DDD require its rank-and-file staff to have business-specific skills like business etiquette, keyboard skill, email composition skill, and English proficiency. These skills are essential for a staff working in an IT organization. The skill DDD needs from its management staff is human resources (HR) management experience which covers every aspect of employments. Finally, DDD organization is finding it difficult to recruit the management staff it needs due to the scarcity of local talents and the organization has seen an advantage for entering into a joint venture with a partner organization. The partner organization could have the management talent that DDD does not
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
Value chains are essential elements of successful businesses, and how to gain a competitive advantage by analyzing them is the most important aspect. In Porter’s value-chain model, he points out that there are two types of business activities: primary activities, which include inbound logistics, operations, outbound logistics, marketing, sales and service; and support activities, which include procurement, technology development, human resources management, and firm infrastructure. In order to gain an edge, companies should focus on these activities to improve or create products that will satisfy their customers.
Second path that the company can follow to increase the company’s value is to increase the product quality to provide the best quality. Even if prices are a little more, a company
There is a simple reason for the belief that if an organization is successful then profitability will follow it. Their values also portray their belief in organizational success.
In the era of globalization and international trade, global value chains (GVCs) have emerged as an important avenue for economic development especially for developing countries. GVCs allow small companies, and enterprises in low income countries to take part in the increasingly integrated global economy. A value chain refers to the range of processes involved in making a product including its conception, creation, distribution etc. and, the same process, when conducted amongst firms on an international level is considered a global value chain (Gereffi and Fernandez-Stark 4). The framework of GVCs is very detailed - it allows us to understand the complex processes and intricate procedures for production in global industries and the role various
The first impression one might have about Crocs' products are that they are basically plastic looking shoes that are comfortable and readily available. Customers familiar with this product boast, like on the company website, about "the company’s proprietary closed-cell resin, Croslite™, a technology that gives each pair of shoes the soft, comfortable, lightweight, non-marking and odor-resistant qualities"(Company.crocs.com, 2011). There are also various comments about how the material does not slip when exposed to water and of the popularity of the shoes since their "first sale in 2003"(Hoyt & Silverman, 2008, p.13). Over the last few years, the popularity of the shoes have dropped off and the purpose of this study is to present an analysis of the company's value chain and determine what changes I would incorporate and why.
The name itself says, Value Creation, is a simple term defined as increasing the company value product by working on its relational factors. There are many factors in the company which influence the value of the product and is directly proportional to the profits with proper marketing and sales etc. Practically when a business is earning profits then there is a value in the products developed. Value creation is dependent on various aspects like quality, innovation, type of product etc. Price and cost are the main components to determine the value of the product. Cost of production in making the product as the revenue crossing the cost of production is the margin of the product and if the profit is more than the marginal profit then it is considered
...w opportunities to grow, to more effectively operate our business, to function better as a team, and to understand, meet and exceed their expectations of our customers.
Explain how the company’s value-chain activities can be better linked to create value for the company.
- To understand the organizational culture it's important to know the values of the group. These are presented in the mission, vision and goals of Carrefour.
Value creation is the key component in any organization as it is the only parameter which drives the organization to establish itself in the market and reach the end customers. As customers do not easily trust a company in investing their resources in a company without knowing the background of the company. Value creation is calculated based on the number of customers an organization has in the market. Based on the brand image of the company, growth of the goods and services in the market, business expansion and also the share value in the stock market.