First, according to the main and auxiliary distinction.
Value chain divides value activities according to main and auxiliary factors.
The division of main and auxiliary activities does not mean which module is unimportant, but a directional relationship, that is, auxiliary and auxiliary activities should conform to the characteristics and laws of basic activities. Basic activities need auxiliary activities, that is to say, technology development, human resource management and informatization are all used to support production, sales and service.
Second, according to the upstream and downstream division.
The value chain divides value activities by upstream and downstream.
As can be seen from the above figure, upstream and downstream are the focus of product managers and marketing directors respectively. It should be noted that different industries pay different attention to the value chain.
For example, the after-sales service in the construction machinery industry is particularly critical, and providing customers with accessories and spare parts can continue to make money. The key to the informatization project represented by ERP is the preliminary investigation and analysis. If the understanding of the customer is wrong, it is useless to try hard to do after-sales later.
At the same time, it should be noted that the same enterprise has chosen different key links in the value chain at different stages of development, so sometimes you hear the term "strategic focus shift", which is actually to shift the focus of value activities to the value chain.
The essence of strategic management is "balance", that is, to concentrate the limited resources of enterprises in specific areas and achieve business goals to the greatest extent! Xiaomi makes mobile phones, Airbnb makes hotels and Starbucks makes coffee. Many well-known enterprises properly handle the focus of value activities in the value chain in strategic management, thus winning market competition.