“モノ”の流れに着目して企業の活動を購買, 製造, 出荷物流, 販売などの主活動と, 人事管理, 技術開発などの支援活動に分けることによって, 企業が提供する製品やサービスの付加価値が事業活動のどの部分で生み出されているかを分析する考え方はどれか。
平成22年度 春期 ITパスポート試験 問9
This question's explanation and your answers so far.
問 9
Incorrectア
Core competence is the concept of a company's core strength (such as unique technology or know-how) that competitors cannot easily imitate and that can be applied to multiple markets and products. It is the idea of determining “what our own strength is” and concentrating management resources there; it is not an analytical method that breaks a company's activities into primary and support activities to pinpoint where added value arises, so it is incorrect.
- イ
正解 The correct answer is イ, the value chain. It is a business strategy framework proposed by M. Porter that follows the flow of “goods” to break a company's activities down into primary activities and support activities, and analyzes how much added value each activity creates and how much cost it incurs. Primary activities are the ones that handle the direct flow by which raw materials become products and reach the customer: inbound logistics, manufacturing (operations), outbound logistics, sales and marketing, and service. Support activities are the ones that support the primary activities across the whole company: general administration (firm infrastructure), human resource management, technology development, and procurement. Both the division given in the question — “primary activities such as procurement, manufacturing, outbound logistics, and sales” and “support activities such as human resource management and technology development” — and its purpose of “analyzing in which part of the business activities the added value is created” correspond directly to this definition of the value chain. Based on the results of the analysis, a company can allocate more management resources to the activities that are the source of added value so as to build on its strengths, and treat activities whose cost is high relative to the added value as targets for improvement or outsourcing, thereby connecting the analysis to strategy planning.
Incorrectウ
A product portfolio (PPM, product portfolio management) is a method that uses the two axes of market growth rate and relative market share to classify the several businesses or products a company holds into stars, cash cows, question marks, and dogs, and then decides which businesses to allocate funds and people to. What it analyzes is the combination of businesses and products, not the flow of activities inside the company, so it does not match the description in the question.
Incorrectエ
The product life cycle is a way of thinking that focuses on the passage of time: after a product is launched on the market, it goes through the introduction, growth, maturity, and decline stages. It is used to build a sales strategy suited to each stage, and its point of focus differs from the content of the question, which is about dividing activities into primary and support activities and analyzing where the added value lies, so it is incorrect.
- The value chain is a framework proposed by M. Porter. It breaks a company's activities into primary activities (inbound logistics, manufacturing, outbound logistics, sales and marketing, service) and support activities (general administration, human resource management, technology development, procurement), and analyzes in which activity the added value is created, so as to find the points to strengthen and the points to improve. The keywords are “the flow of goods” and “primary activities and support activities”.
- Tell the major business strategy frameworks apart by what they focus on. The value chain breaks down the activities inside one's own company and locates the added value; PPM covers the combination of businesses or products and the allocation of resources; the product life cycle covers the stages a product goes through over time; core competence is a core capability that is hard to imitate. Reading what the question sets as the object of analysis lets you choose between them.