Page 70 - DMGT308_CUSTOMER_RELATIONSHIP_MANAGEMENT

Unit 3: Analysing Profitability of Customers

Notes
Figure 3.4: FBI Value Chain—An Example of a Framework for “the view from 40,000 feet”
of Serious Enterprise Architecture

Source: http://www.nap.edu/openbook.php?record_id=10991&page=19

Figure 3.5: Value Chain Activities/ Cost Drivers

Value Chain Activities Cost Drivers
Manage location and articulate strategy. Location Number and location of satellite campuses.
and strategic choices need constant articulation number of industry and social segments in
and are considered cost drives Activities in this which the institution is present number of
category include framing the market opportunity students or registrants
managing the scope of the market. managing the
value proposition and managing the organization
unique resources.
Manage technology. What process does the online Types of process Technologies
learning institution use to manage its technology
through the value chain? The level of expertise
and effectiveness or use compared to competitors
will affect overall organization-level costs.
Manage complexity of university offerings. The Number of different courses and programs
breadth of the progress and courses being offered
is an important driver of costs.
Manage institutional structure, Financial Debt level, Debt capacity and Tax status
structure, accountability and debt level affect (favorable or unfavorable)
many costs and the organization’s flexibility.
Gain experience, team, and manage skill sets. An Effectiveness of professional training, team
organization, learning, growth, experience, and building knowledge sharing, economies of scale
application of that experience drive a significant
portion of the cost.

Source: http://www.gartner.com/newsroom/id/1074615

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