Three types of business models of value creation: Value Shop Value Network Value Chain


The market value of the companies today is weakly linked to the value of fixed assets and cash, the company possesses. Invested capital and the market value of the company is often different at times, especially true for companies that have large intangible assets: brands, expertise and customer relationships. These companies have a high degree of "future value", which affects the present value of their shares, reflecting market expectations that the company will continue to grow as a result of future investments. In addition, some business that is highly dependent on physical assets (eg, such as the postal service parcel delivery), in fact, constitute a major part of their cost of intangible assets. Companies that focus on the use of intangible assets that are significantly different in their "logic of value creation" of companies whose business is built on physical assets. Recent follow the logic of model "of the value chain developed by Michael Porter from the Harvard Business School in the 80's of last century. This model shows how a particular process that is performed bycompany , for example, marketing, manufacturing, logistics, after-sales service, making contribution to the formation of business value. This idea is best suited to companies that operate on the sequence of input-output processes and activities, and are looking for ways to build a sustainable competitive advantage, mainly due to the effective use of financial and physical resources. Model "of the value chain "useless for the management of companies with a high level of intangible assets that are trying to meet the expectations of the market in growth through the creation and development of future value. for most of these companies can be applied two models, alternative value chain: Value shop or value Network.

 

An accurate understanding of the logic of the company value creation (or in other words, its business model) is a critical factor in the management system. In the present study report shows that the ability of the company to create an "algorithm value," focused on the client is central to business success. On the other hand, on the upper level, business models (chain, shop, or network) may provide management many ideas unique design value generation algorithm. The report also explains the difference between the three types of business models, the risks associated with them, and apply them in practice.

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