4. The chain of value in the strategic marketing

The companies of success have developed in a moment of his life top capacities in his basic management processes. Zara, Spanish company of manufacture and commercialization of textile products, could generate value on a hypercompetitive market, thanks to the fact that he emphasized on the competition in three business processes that they were allowing him to create demand on an increasing buyers market: design, logistics and commercialization.

The chain of value, highly strategic tool of marketing, had his origins in the USA. Kotler, Porter, McKinsey and many other they have illustrated us on the benefits that it can contribute. In Spain there are small the companies that work regularly under this strategy and that that fits perfectly with any type of company. For it, which possess and start exclusive capacities, enjoy competitive advantages.

Therefore, the key consists of possessing and controlling the resources and the competitions that constitute the extract of the business, rest of activities can be outsourced, we have clear example in IKEA, whose production process is completely outsourced. But it is not necessary to forget that the success of a company does not depend of well that a concrete department does his work, but how these are coordinated between themselves.

4.1. The chain of value in practice

The chain of value reflects a series of strategic activities of the company that we name business processes and it is where we can differ from the competition creating a series of values that they make us emphasize. Logically these business processes settle on a few processes of support and maps of activities that will be on those that we must operate to differ and to create value. Next, and as example, we indicate the operative one of a chain of value of a company comparing it with that of the sector.

CHAIN OF VALUE Of The sector