Development of Company’s Management Framework on the Basis of Value Chain
A.P. Barsukov and
International Journal of Economics & Business Administration (IJEBA), 2019, vol. VII, issue Special 1, 101-114
Purpose: To achieve the highest performance, manufacturers tend to transform their management frameworks and develop growth strategies. Utilizing the value chain concept authors analyzed the elements of value chain in the context of fast moving consumer goods‘ (FMCG) environment. Design/Methodology/Approach: The study involves outputs of two expert surveys generating the Osterwalder’s pattern as well as modelling the omnichannel environment and three basic standpoints – FMCG frameworks. Key success factors and their strength were evaluated. Findings: The results of the study form the methodological basis for improving the efficiency of management of trade companies. The findings indicate a certain similarity of the structure of the standard FMCG implementation systems selected by experts from distributor warehouses with the participation of structured retail and the implementation of standard FMCG through unstructured retail. At the same time, the business model used in the implementation of emotional FMCG with minimal participation of structured retail differs from the two similar options mentioned above in almost all parameters, excluding key activities. Practical implications: Recommendations on the structure of management systems (including the specifics of business models) could be used by manufacturers in the formation of value chains involving the three emerging branches of retail trade in consumer goods. Originality/Value: The structure of value chains based of key success factors on three emerging markets, as well as the features of values chains’ management systems were first described.
Keywords: Value chains; consumers; key success factors; retail; family budget. (search for similar items in EconPapers)
JEL-codes: D40 L10 L20 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ers:ijebaa:v:vii:y:2019:i:special1:p:101-114
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