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2021-02-06T19:05:11Z

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User: Value configuration theory builds on, extends and transforms Porter’s value chain framework (1985) for the analysis and development of competitive advantage. A value configuration should be valuable, rare, inimitable, and non-substitutable.

2018-12-11T05:19:38Z

Value configuration theory builds on, extends and transforms Porter’s value chain framework (1985) for the analysis and development of competitive advantage. A value configuration should be valuable, rare, inimitable, and non-substitutable.

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The offering of a firm that creates value. This value can be in the form of new technology, new products or services, market applications, production efficiency, or process improvement. It can also incorporate new distribution channel partners, network affiliates, software revisions, and technology platforms. According to the resource-based view of the firm, a value configuration should be valuable, rare, inimitable, and non-substitutable.<ref>What is meant by Value Configuration [https://www.igi-global.com/dictionary/value-configuration/39521 IGI-Global]</ref>

Value configuration theory builds on, extends and transforms Porter’s value chain framework (1985) for the analysis and development of competitive advantage. The theory was initially motivated by problems in applying the value chain activity template to firms selling services. The theory is now also linked not only to firm-level analysis of competitive advantage, but also to the analysis of industries and competitive strategies. Value configuration theory rests on the same ideas that motivated the value chain framework (Porter, 1985). The basic premise is that competitive
advantage cannot be understood by looking at the firm as a whole. Competitive advantage stems from the many discrete activities that a firm performs in generating and delivering value to its customers. Activity category templates are used to analyze activities and develop means to reposition the firm. However, while Porter’s initial formulation assumed that the value chain activity template was applicable in all industries and all firms, value configuration theory proposes that the value chain is a good representation of one of three basic value creation technologies.<ref>Understanding the Value Configuration Theory [http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.551.3069&rep=rep1&type=pdf Norwegian School of Management]</ref>

===See Also===
[[Business_Model_Innovation_(BMI)|Business Model Innovation]] 
[[Balanced_Scorecard|Balanced Scorecard]] 
[[Value_Chain|Value Chain]] 
[[Value_Chain_Analysis|Value Chain Analysis]] 
[[Value_Shop|Value Shop]] 
[[Value_Configuration_Analysis_(VCA)|Value Configuration Analysis (VCA)]]

===References===
<references/>

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-The offering of a firm that creates value. This value can be in the form of new technology, new products or services, market applications, production efficiency, or process improvement. It can also incorporate new distribution channel partners, network affiliates, software revisions, and technology platforms. According to the resource-based view of the firm, a value configuration should be valuable, rare, inimitable, and non-substitutable.<ref>What is meant by Value Configuration [https://www.igi-global.com/dictionary/value-configuration/39521 IGI-Global]</ref>
+The offering of a firm that creates [[value]]. This value can be in the form of new technology, new products or services, [[market]] applications, production [[efficiency]], or [[process]] [[improvement]]. It can also incorporate new [[distribution]] channel partners, [[network]] affiliates, [[software]] revisions, and technology platforms. According to the resource-based view of the firm, a value configuration should be valuable, rare, inimitable, and non-substitutable.<ref>What is meant by Value Configuration [https://www.igi-global.com/dictionary/value-configuration/39521 IGI-Global]</ref>
-Value configuration theory builds on, extends and transforms Porter’s value chain framework (1985) for the analysis and development of competitive advantage. The theory was initially motivated by problems in applying the value chain activity template to firms selling services. The theory is now also linked not only to firm-level analysis of competitive advantage, but also to the analysis of industries and competitive strategies. Value configuration theory rests on the same ideas that motivated the value chain framework (Porter, 1985). The basic premise is that competitive
+Value configuration theory builds on, extends and transforms Porter’s value chain [[framework]] (1985) for the analysis and development of competitive advantage. The theory was initially motivated by problems in applying the value chain activity [[template]] to firms selling services. The theory is now also linked not only to firm-level analysis of competitive advantage, but also to the analysis of industries and competitive strategies. Value configuration theory rests on the same ideas that motivated the value chain framework (Porter, 1985). The basic premise is that competitive
 advantage cannot be understood by looking at the firm as a whole. Competitive advantage stems from the many discrete activities that a firm performs in generating and delivering value to its customers. Activity category templates are used to analyze activities and develop means to reposition the firm. However, while Porter’s initial formulation assumed that the value chain activity template  was applicable in all industries and all firms, value configuration theory proposes that the value chain is a good representation of one of three basic value creation technologies.<ref>Understanding the Value Configuration Theory [http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.551.3069&rep=rep1&type=pdf Norwegian School of Management]</ref>

Value Configuration - Revision history

User: The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

User: Value configuration theory builds on, extends and transforms Porter’s value chain framework (1985) for the analysis and development of competitive advantage. A value configuration should be valuable, rare, inimitable, and non-substitutable.