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good for sales managers! The term ‘Value Chain’ was used by Michael Porter in his book "Competitive Advantage: Creating and Sustaining superior Performance" (1985). The value chain analysis describes the activities the organisation performs and links them to the organizations competitive position. The area of the value chain’s primary activities that this report explores is the Sales & Marketing and the Service sectors (highlighted in yellow.) As no physical product is being sold by Camelot Group Plc’s sales force both of the sections in theory become relevant. In fact for most retailers the only contact they will have with Camelot is the visit by the sales executive. The company realised that this becomes the only opportunity to “add value”. A value chain analysis can be performed, the areas specifically addressed by the salesforce: 1. Analysis of own value chain – which costs are related to every single activity. Sales force not effectively using time spent with customer to add value, instead concentrating on “housekeeping” and informing. 2. Identification of potential value added for the customer – how can our product add value to the customers value chain where does the customer see such potential. Need for customer to see the value of the lottery through education and partnering. Part of optimising the value chain will be the ability to reduce redundant capabilities and resources, in this case the sales force. This needed to be done by enhancing the operating model – by looking at the sales force core capabilities and strengths today and seeing where these needed to be changed to reach high performance in the future. This understanding enabled the company to realise that realignment of the sales team was required to enable it to operate in line with the companies strategic objectives.Read full review
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