Definition Of Global Value Chain Essay - 2048 Words

Enterprises need to constantly assess the value of their existing product stakeholders/customers. Part of the paper involves how the product/service business security elements - this is usually not by business, but the actual final product is of vital importance and/or customer experience. Within the enterprise must realize the effective work of opportunities and challenges of the value chain, in order to ensure their business success. This report will discuss the definition of global value chains, and provide two examples about that. Also, There are four different examples of the elements of value, so that the recipient to consider why and how to be described as valuable. 2 Definition of global value chain. Sturgeon(sturgeonï ¼Å'2001) defines global value chain from three dimensions: organizational scale, geographic scale, productive actor. From the perspective of organizational scale, global value chain includes all subjects participating in a certain product s or service s productive activity; From the perspective of geographic scale, global value chain must possess globality; From the perspective of productive actor, there are integrative enterprises(like Phillips, original IBM, etc.), retail traders(like Sears, Gap, etc.), leading manufacturers(like Dell, Nike, etc.), key-turn suppliers(like Celesticaï ¼Å'Solectronic ), components suppliers (Intel, Microsoft). They also made a distinction between value chain and production network: value chain mainly describes a seriesShow MoreRelatedMarketing Analysis : Global Supply Chain Essay1721 Words   |  7 PagesGlobal supply chain remains a highly contested theme and there have been many attempts to define the real winner and competit ion of market power in the literature. The participant network varies in size and scope, depending on the products involved, geographic dispersion of supply and demand, and customer service requirements. Martin Christopher (2011: 15) states that within global supply chains the real competition is not company against company but rather, supply chains against supply chains. ThisRead MoreGlobal Production Network768 Words   |  4 PagesWhat is Global Production Network? Global production network (GPN) does not refer broadly to all products that are internationally traded. Rather, it refers to those products and services in which the production chain is extended over several (two or more) countries. GPNs are typically characterized by transnational corporations which tend to retain their knowledge-intensive, design-intensive activities, and marketing associated with proprietary know-how and higher value-added activities inRead MoreGlobal Value Chain : Lincoln University Essay1297 Words   |  6 PagesLincoln University Global Value Chains Ereatara Enari ID: 1119812 COMM110 – The Global Business Environment Dr. Anthony Brien 19/03/2015, 12:00pm 1.0 Table Of Contents: 1.0 Table Of Contents †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.1 2.0 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 3.0 Global Value Chain Definition†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..2 4.0 GVC Example 1: Adidas†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...3 4.1 Value 1†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.3 4.2 Value 2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 5.0 GVC Example 2: Dell†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreLogistics: Management and Supply Chain1566 Words   |  7 PagesSupply Chain Mgt Block 2 MIRBSLM214DM Distribution Mgt MIRBSLM214DS Project Distribution Strategies 4 Thesis Roger G. 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The fresh produce business adage â€Å"you can’t sell from an empty wagon† highlights this fundamental purpose of supply chain management†. (Defining the Supply Chain) OrganizationsRead MoreDefining Best Practice : Corporate Responsibility Essay1730 Words   |  7 PagesDefining Best Practice: Corporate responsibility is ultimately about the reasons and ways in which a company sets its values, moral standards, ethical considerations and states an organizational purpose that is based in greater societal good. 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This allows customers to realize that they are gaining value for money due to less expensive inputs and helps provide long-term rewards and success for the business with maximized profits. FFY Cost leadership: Fruity fro-yo focuses on the strategic role of operations management. It directs the transformation of inputs into outputs through the value adding process. Specifically, Fruity fro-yo focuses on the operations strategy, cost leadership, which

The Energy Drink Industry Red Bull Gmbh - 1193 Words

In 1997, the lives of millions of Americans changed after the consumption of one special beverage owned by an Austrian drink company, Red Bull GmbH. Red Bull was founded by International Marketing Director, Dietrich Mateschitz, in the mid 1980’s, who partnered with Thai manufacturer, Chaleo Yoovidhya, who had been selling his caffeinated beverage (KratingDaeng) in Thailand since 1976. Originally selling at $2.19 per 8 ounce can, Red Bull was marketed in the United States as an alternative to soft drinks created by Pepsi and Coca-Cola. Not only did people find this drink an excellent alternative to typical caffeinated beverages, the introduction of this refreshment created the start of the highly marketable and extremely competitive energy†¦show more content†¦2) Global expansion is an important strength within this industry because consumers around the world have so much to achieve in a world where so many feel that there is â€Å"not enough time in a day.† Thr ough consumption of energy drinks, it allows people around the world to fight their body’s desire for rest and provides just enough extra energy to get them through their day. Weaknesses are also very prevalent within this industry: 1) Pricing is a large factor in terms of high consumption rates of energy drinks. Red Bulls are sold at almost double the price of soft-drinks, a small cup of coffee, and other beverages with the same caffeinated abilities. Because of their prices, Red Bull must be sure that they are selling a product that is worth the cost. 2) Energy Drinks are typically focused on younger generations (young adults/athletes) and those that live extremely active lifestyles. This means that there are at least 2 other generations that typically have no interest in consuming the product. 3) Non-organic energy drinks in large consumption can be detrimental to the body causing health issues if not taken in moderation. Many people that use these products consistently ca n become addicted to the caffeine, leading their body becomes dependent on the extra caffeine and sugars which can

Gunns Case Study Free Essays

The PESTEL framework below analyses the environment in which Gunns Ltd. operates by identifying the forces that have the most impact on Gunns performance: Political factors: The Commonwealth and state government environmental support for the pulp mill project had been achieved in 2007, despite bitter public opposition. This is a very strong support from the Government in order to utilize Australia’s expanded forest resource, as there is a significant increase in hardwood pulpwood availability projected and Australia’s hardwood pulpwood currently processed onshore less than 7%. We will write a custom essay sample on Gunns Case Study or any similar topic only for you Order Now â€Å"Plantation 2020†, a partnership between the Governments of Australia, was established in 1997, although its Vision 2020 had been established as part of the National Forest Policy Statement in 1992. Vision 2020 aimed to treble the area of tree crops by 2020. The Government also expected continued economic growth, especially in Asia-Pacific region. It is also recommended that Vision 2020 might maximize potential economic and environmental benefits of plantations through market development that would attract more private investment The Australian Government recognized that its proposed Emissions Trading Scheme could lead to a loss of competitiveness for trade-exposed firms. In response, in late 2009, the Australian Government committed $19 million to address four areas of importance to the industry (Creation of ForestWorks as the Forest Industry Skills Council, Development of a forest industry database, addressing climate change impacts on forestry, Assisting industry value-adding) Economic factors: Since ANZ had withdrawn funding in May 2008, under public pressure, and the Global Financial Crisis had made investment funds even more difficult to access. In 2008 and 2009, many projects for new capacity were either cancelled or put on hold due to financing difficulties. Since 1997 more than 0. 5 million hectares of new MIS plantations had been established. Plantations had largely been established with private capital through managed investment schemes (MIS) encouraged by favorable tax treatment. Whereby investors paid tax on returns when timber was sold and the MIS paid tax on scheme profits. This allows deductions for investments upfront while deferring tax. Australia had developed an Australian Forestry Standard (AFS) to provide consumers with an independent assessment of claims about the sustainability of forest management in Australia. However, there was a strong pressure to adopt AFS as it was more relaxed about the logging of native forests, which was generally not permitted under the Forest Stewardship Council (FSC) Social factors: The Australian industry had employed over 19000 people in predominantly rural and regional communities, mainly working for seven major domestic and international companies. It was an important customer for the domestic forestry industry. Environmental factors: While the Australian industry had historically been characterized by ageing equipment and lower than world average capacities, capital investment and product development had enabled productivity gains that supported ongoing competitiveness and a reduction in the industry’s environmental footprint such as: * Greenhouse gas emissions and energy intensity had improved by 22% and 28% respectively since 1990, just under 30% of energy consumption derived from renewable sources * Environmental regulation and market demand for chlorine-free products had driven the industry to find alternatives to chlorine as a bleaching agent such as elemental chlorine-free and totally chlorine-free pulp. The quantity of water used per unit of output in the worldwide pulp and paper industry had nearly halved from that used in 1990, but the Australian industry savings were even greater * The maximum speed of most paper machines was estimated at 2000 meters per minute in 2005, compared with only 1600 me ters per minute in 1995 Legal factors: Plantation forestry was one of the most highly regulated rural industries in Australia. All states and territory governments had codes of practice and/or guidelines for plantation management that conformed to the principles of sustainable development and took into account key regional characteristics such as cultural heritage and specific environmental impacts. ( 8 Federal Acts). These factors will create a safe protection and assistance for Gunns Ltd with its projects * Environmental Protection and Biodiversity Conversation Act 1999 * Export Control Act 1982 * Native Title Act 1993 * Renewable Energy (Electricity) Act 2000 * Conservation, Forests and Lands Act 1987 (for Victoria_ * Flora and Fauna Guarantee Act 1999 (for Victoria) Competitors’ analysis It is suggested that Gunns includes very high pulp and paper production and processing costs relative to other international countries such as Brazil and China, which means that the company is unable to compete effectively and sustainably in these markets (Samuel, 2010). China and Brazil are two emerging countries that are low cost production company. They are heavily subsidized, with access to much better and innovative technologies. In addition, their pulp and paper industries are heavily subsidized, they have different approaches to taxation and are subject to less onerous environmental regulations (Samuel, 2010). Especially, China has recently been rapidly becoming the largest global tissue manufacturer and consumer. They also had plans to install over 20 million tonnes of highly modern, efficient processing capacity to around 60 million tonnes per year and become the lowest cost producer which putting much more pressure on Gunns Ltd. Samuel, D. (2010). Case 1: Gunns and the Australian Pulp and Paper Manufacturing Industry. Final Recommendation After considering all alternatives, it is recommended that Gunns Ltd should undertake a joint venture with a company specializing in low-cost pulp and paper production. Although this is the most costly and time-consuming alternative since it requires intense negotiations between both parties as well as the divestment of Gunns’ non-core assets in order to become attractive, it will greatly assist the company in growing, funding its Bell Bay pulpwood mill and ensuring the successful operation of this project (Business Link, 2011; Gale, 2011; Morningstar, 2011g). In addition, the joint venture recommendation will provide Gunns with the significantly great benefits and synergies as it will allow the company to gain sustainable competitive advantage by growing faster, generating greater earnings and having greater access to the other company’s resources and established markets and distribution channels (Business Link, 2011). Extra notes on Internal Analysis part: Gunns’ core competencies are in forestry establishment and management, plantation management and downstream timber processing and sale (Gunns, 2011b; Lonsec, 2009). After conducting a SWOT analysis of Gunns, it was found that their main strength was having a highly diversified and vertically integrated corporate structure (Gunns, 2011b; Lonsec, 2009). This corporate structure is very robust and allows the company to have greater capacity in controlling access to inputs along with controlling the cost, quality and delivery time of those inputs (The Economist, 2011). As a result of its highly diversified and robust corporate structure, Gunns is able to earn much greater revenue from their diverse business activities in comparison to their competitors (Lonsec, 2009). Extra notes on Strategic Alternatives: Alternatively, Gunns should demerge their non-core businesses of providing finance, road maintenance and construction, winery management and marketing services (Yahoo Finance, 2011). The proceeds from the demerger should help reduce the company’s debt levels and allow the company to better focus on strengthening their core competencies and pursuing growth opportunities in order to gain sustainable competitive advantage (Investopedia, 2010). The demerger is also likely to have a positive impact on Gunns’ low share price (Chappell, 2011; Investopedia, 2010). References Business Link (2011). Benefits of Joint Ventures. Retrieved October 11, 2011 from http://www. businesslink. gov. uk/bdotg/action/layer? r. i=1075411648r. l1 =1074404796r. l2=1074404799r. l3=1073864682r. s=scr. t=RESOURCEStopicId=1073864682 Chappell, T. (2011). Foster’s Demerger Lifts Takeover Chance. Retrieved October 10, 2011 from http://news. smh. com. au/breaking-news-business/fosters-demerger-lifts-takeover-chance-20110317-1byf1. html Gale, F. (2011). Gunns Heading for its Tasmanian Endgame. Retrieved October 11, 2011 from http://theconversation. edu. u/gunns-heading-for-its-tasmanian-endgame-3241 Gunns (2011b). Our Businesses. Retrieved October 7, 2011 from http://www. gunns. com. au/ Investopedia (2011). Debt-to-Equity Ratio. Retrieved September 30, 2011 from http://www. investopedia. com/terms/d/debtequityratio. asp#axzz1ZPjpPQif Mornin gstar (2011g). Stock Research: Gunns Ltd. Retrieved October 11, 2011 from http://www. morningstar. com. au/Stocks/Research/20110601/GNS The Economist (2011). Vertical Integration. Retrieved October 9, 2011 from http://www. economist. com/node/13396061 Yahoo Finance (2011). Gunns Ltd Profile. Retrieved October 10, 2011 from http://au. finance. yahoo. com/q/pr? s=GNS. AX How to cite Gunns Case Study, Free Case study samples

Ap Biology Ecology Essays free essay sample

Unlike photosynthesis, carbon is the waste product in respiration, while oxygen is removed from the atmosphere. If carbon isn’t cycling through either photosynthesis or respiration, it reacts with water, in the form of carbon dioxide, to produce bicarbonate. The bicarbonate is a source of energy for aquatic producers such as algae and other aquatic vegetation. On similar terms to the formation of bicarbonate, when aquatic organisms respire, the carbon dioxide released from them in turn reacts with water to form bicarbonate. Human activity has also made a huge impact in this cycle. As humans continue to use fossil fuels daily, the amount of carbon dioxide in the air increases. Lastly, one must remember that the amount of bicarbonate in the water is in equilibrium with the amount of carbon dioxide in the air in the carbon cycle. 2. Ecological succession is the transition in the species composition of a community following a disturbance in the ecosystem. This process can occur either as primary or secondary succession. In primary succession, the process begins in a virtually lifeless area where soil has not yet formed, such as on a newly formed volcanic island or on the rubble of a retreating glacier. Most of the time, the only life-forms present in the early stages of primary succession consist of autotrophic and heterotrophic prokaryotes. Mosses, which come from windblown spores, soon follow and are the area’s first macroscopic photosynthesizers to colonize the surroundings. Once these mosses establish themselves, soil starts to gradually develop as rocks weather and organic matter accumulates from decomposed remains of early colonizers. Now that soil is present, the mosses will soon find themselves overgrown by grasses, shrubs, and trees that are either blown in by wind or carried in by other animals. Eventually, an area is colonized by plants that become the community’s prevalent form of vegetation. The other type of ecological succession is called secondary succession. Unlike primary succession, secondary succession occurs when an existing community is cleared due to some significant disturbance that leaves soil intact. In some cases, the disturbed area is able to return back to its original state. An example of this could take place in a forested area cleared for farming and later abandoned. In this case, the earliest plants to start colonization are often herbaceous species that grow from windblown or animal-borne seeds. In the case that the area has not been burned or heavily grazed, woody shrubs may in time replace most of the herbaceous species, which would soon be followed by forest trees. While both kinds of ecological successions have their own unique characteristics and steps, there are some factors both have in common. Both kinds of succession feature factors that can be arranged in a pyramid of biomass. In primary and secondary succession, there we large masses of plants present that could support a medium mass of herbivores and a small mass of carnivores. Also note that in both types of successions, the amount of energy incorporated into the next trophic level from the previous only included a relatively small amount of energy, which accounts for 10%. . Competitive Exclusion (Gause’s Principle): Competitive exclusion is the concept that when populations of two similar species compete for the same limited resources, one population will use the resources more efficiently and have a reproductive advantage that will eventually lead to the elimination of the other population. This concept was first observed by Russian ecologist G. F. Gause, whom the concept was named after. In his observation, he studied the behavior of paramecium aurelia and paramecium caudatum. During the duration of the experiment, in which both were under stable condition and received an equal amount of food each day, each population grew rapidly and the leveled off at what was apparently the carrying capacity. Once put together, however, the paramecium caudatum became extinct. From this, Gause inferred that the paramecium aurelia held a competitive advantage in obtaining food and concluded that both cannot coexist in the same environment. Ecological Succession: Ecological succession is the transition in the species composition of a community following a disturbance in the ecosystem. An example of this can be observed over time on a newly formed volcanic island by primary succession. The first forms of life are initially autotrophic and heterotrophic prokaryotes. They are then followed by mosses grown from windblown spores. Soil starts to develop gradually as rocks weather and organic matter accumulates from the decomposed remains of the early colonizers. Now that the soil is present on the island, the mosses are now overgrown by grasses, shrubs, and tress that sprout from seeds blown in from nearby areas or carried in by animals. Eventually, the area is colonized by plants that become the prevalent form of vegetation in the community. Such a process may take hundreds or thousands of years to develop. Nutrient (Biogeochemical) Cycles: Biogeochemical cycles are the circulation pathways of elements (carbon, oxygen, hydrogen, nitrogen, or mineral elements) through the biotic and abiotic components of an ecosystem. One often mentioned biogeochemical cycle in biology is the carbon cycle. This cycle demonstrates how terrestrial and aquatic organisms exchange carbon dioxide with the atmosphere. Photosynthesis removes carbon dioxide from the atmosphere, while respiration and combustion add it. When neither photosynthesis or respiration is taking place, the carbon dioxide from the air combines with water to produce bicarbonate, a source for aquatic producers like algae. When aquatic organisms respire, the carbon dioxide released combines with water to form bicarbonate. As mentioned earlier, it should be noted that during this cycle, the amount of bicarbonate is almost always in equilibrium with the amount of carbon dioxide in the air.