A Secure and Reliable Construction Scheme for Enterprise Value Chain Networks
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Abstract:
A value chain optimizes the economic benefit of an enterprise alliance by integrating the cooperation relationships among the upstream and downstream companies. Nevertheless, the absence of information security mechanisms within the value chain limits the horizontal cooperation between competing enterprises. The paper proposes a scheme for building an enterprise value chain network based on an alliance blockchain. In the scheme, a distributed authentication technology and cross-chain transaction technology are introduced into the value chain, which enhances the security and reliability of value chain information and facilitates horizontal cooperation among companies. Using Hyperledger Fabric platform, we simulate and extensively evaluate an enterprise value chain network. Experimental results demonstrate the feasibility of the proposed scheme, which can serve as a guide for the construction of enterprise value chain networks in the real world.Keywords:
Enterprise private network
Value chain
Chain (unit)
Value (mathematics)
Business Value
Value network
The operation limitations of the value chain have occurred in the Internet times obvious, and the value network is a new concept to develop the useful and discard the useless for the value chain. As the new concept, the value network has been a leading concept in the world. Based on the analysis of the limitations of the value chain, the new research results of the value network in the theoretical and industrial cycle are referenced to put forward the concept model of rebuilding the value chain based on the value network in the network trading environment, which could provide theoretical references for enterprises to quickly enhance the service speed, respond the market, offer individualized products, and increase the consumer value in the new business environment.
Value network
Value (mathematics)
Business Value
Value chain
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Chain (unit)
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Using long-linked technology and its corresponding value chain configuration model as a starting point; this paper reviews and develops the value shop and value network models. We define primary activity categories, drivers of cost and value, and strategic positioning options. While long-linked technology delivers value by transforming inputs into products, intensive technology delivers value by resolving unique customer problems, and mediating technology delivers value by enabling exchanges between customers. By identifying alternative value creation technologies, value chain analysis is expanded into what we call a value configuration analysis approach to the diagnosis of competitive advantage.
Value network
Value (mathematics)
Value chain
Business Value
Customer value
Value capture
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The concept value chain has been promoted by Porter for more than three decades. A value chain represents a chain of activities that an organisation performs to deliver a valuable product for the market. Porter's value chain assumes that an organisation is a system composed of inputs, transformation processes, and outputs. Each activity in the system involves the acquisition and consumption of resources. How the organisation carries out value chain activities determines costs and profits. One enhances the competitiveness of a company by improving its value chain structure. However, little attention has been given to developing value chain thinking. This paper examines the emergence of value chain thinking and proposes new value chain thinking that involves a chain of activities linked to one another in order to sustain value. A conceptual model is presented which consists of four steps: value discovery, value design, value delivery, and value capture. A methodology is also proposed in which to operationalise the value chain thinking.
Value chain
Value (mathematics)
Value network
Business Value
Chain (unit)
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The concept value chain has been promoted by Porter for more than three decades. A value chain represents a chain of activities that an organisation performs to deliver a valuable product for the market. Porter's value chain assumes that an organisation is a system composed of inputs, transformation processes, and outputs. Each activity in the system involves the acquisition and consumption of resources. How the organisation carries out value chain activities determines costs and profits. One enhances the competitiveness of a company by improving its value chain structure. However, little attention has been given to developing value chain thinking. This paper examines the emergence of value chain thinking and proposes new value chain thinking that involves a chain of activities linked to one another in order to sustain value. A conceptual model is presented which consists of four steps: value discovery, value design, value delivery, and value capture. A methodology is also proposed in which to operationalise the value chain thinking.
Value chain
Value (mathematics)
Value network
Business Value
Chain (unit)
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Every firm has a value chain which is composed of value activities occurring in an organization. The value chain model has been one of the most popular business management models and it has been applied to many firms and industries including culture and tourism. At the beginning the value chain model was developed for manufacturing and it might not be suitable for the service sector like culture and tourism. This study aims at analysing the current value chain literature for culture and tourism and showing a direction of future research of the value chain model. These are the research findings: all culture and tourism value chains can be integrated in a value system; more research are needed in the areas of upstream supply chain, customer value chain, cultural sector and private supportive service sector. Future research should also concern m-tourism value chain, knowledge-based tourism value chain, virtual value chain and e-value system.
Value chain
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Demand chain
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Enterprises live in a multidimensional value network system which is composed of micro value network,industry value network and social value network.Multidimensional value network system promotes the enterprise intellectual capital's development and accumulation,causes the enterprise's intangible value boundary to separate from the tangible value boundary gradually,and enhances the enterprise's intangible value and overall value.In the multidimensional value network system,the value measurement of an enterprise includes tangible value measurement and intangible value measurement.Tangible value measurement is to measure the economic value of the enterprise's material wealth,and intangible value measurement is to measure the value creation potential of the enterprise's intellectual capital.Financial valuation or financial value assessment methods are commonly used in tangible value measurement,and measurement,financial valuation,financial value assessment,non-financial value measurement and non-financial value assessment methods are all used in intangible value measurement.
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Value is the economic activity continues to seek the most goals, from on eighty time begin the century, along with social economy, network, communication technology and information technology development, the value chain theory has experienced from the traditional to the modern value chain value chain (virtual value chain and value net) development process. In this paper, according to the value chain theory research and many years of logistics enterprise research practice, from the three value direction, put forward the logistics value chain construction and construction and management principles of management, put forward main problems need to be paid attention.
Value chain
Value network
Value (mathematics)
Business Value
Chain (unit)
Demand chain
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Every firm has a value chain which is composed of value activities occurring in an organization. The value chain model has been one of the most popular business management models and it has been applied to many firms and industries including culture and tourism. At the beginning the value chain model was developed for manufacturing and it might not be suitable for the service sector like culture and tourism. This study aims at analysing the current value chain literature for culture and tourism and showing a direction of future research of the value chain model. These are the research findings: all culture and tourism value chains can be integrated in a value system; more research are needed in the areas of upstream supply chain, customer value chain, cultural sector and private supportive service sector. Future research should also concern m-tourism value chain, knowledge-based tourism value chain, virtual value chain and e-value system.
Value chain
Value (mathematics)
Demand chain
Business Value
Value network
Chain (unit)
Cite
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In the network age, the source of economic value and wealth is no longer the production of material goods but the creation and manipulation of competitive Internet business models. When a new model changes the economics of an industry and is difficult to replicate, it can by itself create a strong competitive advantage. The purpose of this paper is to investigate the value configuration and competitive advantage on Internet business models. The business model analysis includes the business model primary components and emphasizes the value analysis. This analysis serves as a mean for developing and understanding of a model value configuration and how this value configuration can both create and maintain competitive advantages. >From case studies, we conclude that even though each model has a unique value configuration, the value creation configurations are based on the value chain, value shop, value network their integration or remodeling. The intermediary model value configurations, such as a brokerage, are based on the value network and value shop. The competitive advantage of the brokerage model is that the first mover appears in the market armed with a brand name, industry know-how, and impressive value-added service. The merchant model is based on the value chain and value shop. A strong brand name, a gigantic selection of titles, successful distribution operations, and customized services are the main competitive advantages for a virtual merchant. The value chain and value shop are the value configurations applied most appropriately to the manufacturer model. Brand name, professional manufacturing technology, superior quality product, direct sales system, successful physical distribution, and impressive service are the key competitive advantages of the manufacturer model. Only when firms build an Internet business model consistent with the correct value configuration can they develop and maintain a competitive advantage.
Value network
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Value network
Value (mathematics)
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Business ecosystem
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