Consulting Tools
Ansoff Matrix
Case Interview Subdivision
Analysis Tools/Frameworks
ADL Matrix
Andy Grove's
Six Forces Model
Boston Matrix
Benchmarking
Porter's Five Forces Analysis
Model
Porter's Value Chain
Analytical Model
Boston Experience Curve
Porter's Diamond Theory Model
Bain's Profit Pool
Analytical Tools
Porter's Competitive Strategy
Roulette Model
Porter's Competitive Structure in Industry
Analytical Model
Porter's Industry Organization
Model
Five Factors of Change
BCG Rule of Three or Four Matrix
Product/Market Evolution
Matrix
Gap Analysis
Strategy Information System
Strategy Square Model
CSP Model
Innovation Dynamics Model
Quantitative Strategic Planning Matrix
Grand Strategy Matrix
Multipoint Competitive Strategy
DuPont Analysis
Targeted Policies Matrix
Druk's Seven
Sources of Innovation
Dual Core Model
Golden Triangle of Service
Faulkner and Bowman 's
Customer Matrix
Faulkner and Bowman's
Producer Matrix
FRICT Funding Analysis
GE Matrix
Gallup Pathway
Firm-Level Strategic Framework
Advanced SWOT Analysis
Shareholder Value Analysis
Supply and Demand Modeling
Critical Success Factors
Analytical Approach
Job Valuation
Methodological Framework for Planning Corporate Vision
Core Competency Analysis
Models
Watson Wyatt Human
Capital Index
Core Competency Identification
Tools
Environmental Uncertainty Analysis
Strategic Groups in the Industry
Analytical Matrix
Horizontal Value Chain Analysis
Strategic Groups in the Industry
Analysis
IT Value Added Matrix
Competitive Situation Matrix
Fundamental Competitive Strategy
Competitive Strategy Triangle Model
Outline of Competitor Analysis
Value Web Model
Performance Prism Model
Price Sensitivity Test Method
Competitor's Cost Analysis
Competitive Advantage Causality
Model
Competitor Analysis Tools
Value Chain Analysis Methods
Scripting Method
Four-Level Model of Competitive Resources
Value Chain Informatics Management
KJ Method
Card-based Intellectual Stimulation
KT Decision-Making
Expansion Methods Matrix
Stakeholder Analysis
Radar Graph Analysis
Luin's Force Field Analysis
Six Thinking Hats
Profit Pool Analysis
Process Analysis Model
McKinsey's 7S Model
McKinsey's Seven Steps of Analysis
McKinsey's Three-Level Theory
McKinsey Logic Tree Analysis
McKinsey's Seven Steps to Poetry
McKinsey Customer Profitability
Matrix
McKinsey's 5Cs Model
Internal-External Matrix
Internal Factor Evaluation Matrix
Nolan's Stage Model
Kraft Method
Internal Value Chain Analysis
NMN Matrix Analysis Model
PEST Analytical Model
PAEI Management Role Model
PIMS Analysis
Perot's Technological Classification
PESTEL Analytical Model
Enterprise Quality and Vitality Analysis
QFD Method
Enterprise Value Correlation Analysis
Models
Enterprise Competitiveness Nine Force Analysis
Models
Five-Factor Analysis of Corporate Strategy
Human Resource Maturity Model
Economic Analysis of Human Resources
RATER Index
RFM Model
Reading's Learning Model
GREP Model
Talent Model
ROS/ RMS Matrix
3C Strategic Triangle Model
SWOT Analysis Model
Quadruple Chain Model
SERVQUAL Model
SIPOC Model
SCOR Model
Three Dimensional Business Definition
Virtual Value Chain
SFO Model
SCP Analytical Model
Thomson and Strickland
Methodology
V-Matrix
Gyroscopic Model
External Factors Evaluation Matrix
Threat Analysis Matrix
New 7S Principles
Behavioral Anchored Rank Evaluation Approach
New Boston Matrix
Systems Analysis Methodology
System Logic Analysis Methodology
Entity Value Chain
Information Value Chain Model
Strategy Implementation Model
Strategy Clock Model
Strategic Position and Actions
Evaluation Matrix
Strategy Mapping
Organizational Growth Stage Model
Strategic Choice Matrix
Patent Analysis
Management Factor Analysis Model
Strategy Cluster Model
Integrated Strategy Theory
Vertical Value Chain Analysis
Importance-Imperative Model
Knowledge Chain Model
Knowledge Value Chain Model
Knowledge Supply Chain Model
Organizational structure model
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The value chain lists total value, and includes value activities and profits. Value activities are the physically and technologically distinct activities performed by a firm, which are the cornerstone of the firm's ability to create a product of value to the buyer. Profit is the difference between total value and the total cost of engaging in the various value activities.
Value activities are divided into two broad categories: basic activities and supporting activities. Basic activities are the various activities involved in the physical creation of the product and its sale, transfer of buyers and after-sales service. Supporting activities are ancillary to the basic activities and support them by providing purchasing inputs, technology, human resources, and various company-wide functions.