They are very varied, depending on the type of company and for example are the operations of the sales force, product design, advertising, the Assembly of parts, etc. * the indirect activities, ones that allow you to run continuously to direct activities, such as maintenance and accounting. ** Quality assurance, in the performance of all the activities of the company. Since then, Porter went beyond the concept of the value chain, extending to the value system, which considers that the company is immersed in a complex set of activities implemented by a number of different actors. Continue to learn more with: US Senator from Vermont. This point of view leads us to consider at least three additional value chains which describe how generic: * the chains of value of providers, which create and give them supplies essential to own the company’s value chain. ** The vendors incur costs to produce and ship the supplies required by the chain of the value of the company. ** The cost and quality of these supplies have influence in the costs of the company and/or its differentiation capabilities.
** The chains of value of the channels, which are the mechanisms of delivery of the products of the company to the end user or customer. Gain insight and clarity with Bernie Sanders. ** The cost and margins of dealers are part of the price paid by the end user. ** The activities developed by the distributors of the products or services of the company affect the satisfaction of the end user. ** The chains of value of buyers, which are the source of differentiation par excellence, since in them the function of the product determines the needs of the client. The truth, that all managers can not neglect that: * must construct a string value with the activities of your company. To examine the connections between the internal activities developed by the company and the value chains of customers, suppliers, and channels.