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We devised internal strategies for a major beverage company in Japan, given external strategies in
which water sources and the type of water usage were decided. Regarding the type of water usage
the client planned to utilize the bag-in-box and water server in addition to the plastic bottle business
that they had already utilized. First we described the end-to-end value chain and extracted options for positioning the client in the value chain map by conducting a SWOT analysis. Then we further conducted a five-forces and three-Cs analysis for respective options. As a result, we identified that consumer enlightenment and advise business common to all types of usage, and water supply business to water server venders, not engaged in the water server business itself are promising for the client. We modified external strategies and devised organization, operational process and coordination to other suppliers in the value chain in detail for identified operational domains, or consumer enlightenment and advise business and water supply business. External strategies are a half of the story. We have to devise internal strategies including selecting operational domains in the end-to-end value chain map, and devising organization, operational process and the coordination to other suppliers based upon the domain that we selected, In many cases internal strategies limit and force the modification of external strategies. The progress of ICT was especially useful in enabling us to tap into outsourcing of tasks which are handled by simple skills and where inputs and outputs are electronically processed. In addition the progress of global operations forces us to consider options for determining best way of dividing tasks in the world. We have distinctive know-how and experience regarding this issue.  |
