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VALUE PROPOSITION

VALUE PROPOSITION. CUSTOMER VALUES. MRI. A new generation value system analysis. SCAN. VALUE PROPOSITION. CUSTOMER VALUES. Valuenomics

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VALUE PROPOSITION

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  1. VALUE PROPOSITION CUSTOMER VALUES MRI A new generationvalue system analysis SCAN

  2. VALUE PROPOSITION CUSTOMER VALUES Valuenomics The MRI SCAN is Valuenomics’ new, powerful tool tomeasure a sector’scompetitivenss on globalmarkets. Hence, it is a main building block for sector strategies. Valuenomics is a new concept on tradedevelopmentandpromotion, designedfor business support organizationsandgovernmentalinstitutions. Like Valuemagics, its focus is on the valueproposition, but this time on mesoeconomic level –the sector.

  3. UGANDA VIETNAM HONDURAS Let us take anexampleof three coffee sectors . . . . .

  4. Nowlet’s take threepotential market segmentsfor these sectors . . . SOUTH AFRICA JAPAN NORWAY

  5. CENTRAL BANK REGULATORY The first step is toidentify the stakeholders that have an impact on the competitiveness of these coffee sectors . . . . . . . BODIES, AGENCIES LOCAL RECRUITMENT GOVERNMENTS SERVICES FINANCIAL MINISTRY OF SERVICES AGRICULTURE RESEARCH INST MINISTRY OF INDUSTRY CERTIFICATION TECHNOLOGY SUPPLIERS TRADERS REGIONAL BSO’s MINISTRY OF TRADE BUYERS MATERIALS WHOLESALE SUPPLIERS SECTORAL BSO’s RETAILERS MINISTRY OF TOURISM GROWERS PRODUCERS MANUFACTURERS ACTORS MANUFACTURERS DRIVERS ENABLERS PRODUCERS MINISTRY OF FINANCE PACKERS FUNCIONAL BSO’s/ NGO’s MIDDLE MEN PROCESSORS MINISTRY OF ECONOMICS PROCESSORS DISTRIBUTORS PACKERS ICT SERVICES IMPORTERS ASSEMBLERS EXPORTERS MINISTRY OF PLANNING Each of these stakeholders have a role in the system thatmakes up for the valuepropositionof the coffee sectors KNOWLEDGE INT. AGENCIES INSTITUTES LOGISTICAL DONORS SERVICES KNOWLEDGE INSTITUTES TRADE SUPPORT INSTITUTE PORTS CUSTOMS

  6. We analyse that performance on 5 different criteria in each of the threeareas of the value chain Y MINDS MONEY MAN POWER METHODS MATERIALS MINDS MONEY MAN POWER METHODS MATERIALS MINDS MONEY MAN POWER METHODS MATERIALS Now we can analyse the contribution of each of these stakeholders to the valueproposition of these coffee sectors……. ACTORS REPORTS REPRESENTATION READINESS RANGE ROBUSTNESS REPORTS REPRESENTATION READINESS RANGE ROBUSTNESS REPORTS REPRESENTATION READINESS RANGE ROBUSTNESS ENABLERS INCENTIVES INFRASTRUCTURE INITIATIVE INSTITUTIONS INSTRUCTION INCENTIVES INFRASTRUCTURE INITIATIVE INSTITUTIONS INSTRUCTION INCENTIVES INFRASTRUCTURE INITIATIVE INSTITUTIONS INSTRUCTION We analyse the performance of stakeholders in the threemainareas of the value chain……… DRIVERS X PRODUCTION MARKETING DEVELOPMENT

  7. Analysis of the ACTORS We assessACTOR’speformance in the M5 analysis

  8. Analysis of the ENABLERS We assess the performance of ENABLERS in the R5 analysis

  9. Analysis of the DRIVERS We assessthe performance of DRIVERS in the I5 analysis

  10. CENTRAL BANK REGULATORY BODIES, AGENCIES RECRUITMENT SERVICES LOCAL The three analyses of ACTORS ENABLERS DRIVERS make up for the . . . . . . . . GOVERNMENTS FINANCIAL SERVICES MINISTRY OF AGRICULTURE RESEARCH INST MINISTRY OF INDUSTRY CERTIFICATION TECHNOLOGY SUPPLIERS REGIONAL BSO’s MINISTRY OF TRADE MATERIALS SUPPLIERS SECTORAL BSO’s MINISTRY OF TOURISM GROWERS MANUFACTURERS PRODUCERS ACTORS DRIVERS ENABLERS MINISTRY OF FINANCE MIDDLEMEN MRI FUNCIONAL BSO’s/ NGO’s MINISTRY OF ECONOMICS PROCESSORS PACKERS ICT SERVICES ASSEMBLERS SCAN MINISTRY OF PLANNING EXPORTERS KNOWLEDGE INT. AGENCIES INSTITUTES DONORS LOGISTICAL KNOWLEDGE SERVICES INSTITUTES TRADE SUPPORT INSTITUTE PORTS CUSTOMS

  11. Second step is to invite representatives . . . from companies - THE ACTORS . . . fromBSO’s - THE ENABLERS . . . andgovernment - THE DRIVERS for a strategic conference

  12. Allparticipantsfill in the MRI – scorecard . . . . . . . . INDIVIDUALLY

  13. In each column, scores from 10 (best) to 1 (worst) are filled in.

  14. Scores are thenprocessedintooneconsolidated sheet . . . . . . discussedandagreedupon

  15. The competitiveness score of the coffee sector is calculatedthrough the followingformula C= x y z 3 2 in which C = competitiveness x = average score of ACTORS y = average score of ENABLERS z= average score of DRIVERS

  16. But more important than the total score. . . are the scores on each of the elements . . . sincetheypreciselyindicatewhat the valueproposition of the sector is (the high scores) . . . and lead toimmediate actions on the biggestchallenges of the sector (the low scores)

  17. What are the advantages of the MRI Scan versus a traditional value chain analysis ? MRI • Consensus amongstall stakeholders • Cleardefinition of the valueproposition SCAN • Actionable analysis of challenges • Solid input for sector strategies • Clearidentification of action holders

  18. i e d s C Centre forInternational Studies on Development Economics Hans Verhulst 22, Florapark EINDHOVEN - 5644 BX Netherlands T + 3140 213 53 23 M + 3165 152 86 89 hans@cedis.nl Vinod Sharma 160, Munirka Enclave New Dehli - 110067 India T +91 11 2617 0532 M +91 98 100 88779 vinod@cedis.nl www.valuemagics.com

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