13. Perspective of Internal Processes

We are closely before one of the elementary, related perspective with the chain of value since they must identify you the critical, strategic processes, for the achievement of the objectives outlined in the external perspectives: financial and of clients; or said otherwise: which should the one be in route to continuing to reach the defined proposal of value for the clientele and how to maintain satisfied to my shareholders?.

It should be known the CHAIN of VALUE of the company perfectly, they will only this way be been able to detect necessities and problems.

M.E. Porter, professor of the class of Administration of Business "C. Roland Christensen" in the Harvard School, introduced this concept for the first time in 1985. Porter evolved of the functional analysis in the company toward the analysis of activities, studying its relationships and its value in the productive process. Already in 1980, in their book "competitive Strategy", it considered broadly this concept, impacting in the ideas of Leadership in costs and Differentiation, since they were vastly influenced by the activities considered by the organization to carry out their activity.

HERE GRAPH

The chain of value is integrated by all the activities companieses that generate added value and for the margins that each one of them contributes. Fundamentally we can highlight 3 well differentiated parts:

Activities of Support

This activities are the necessary complement for the Primary activities. Mainly, we are making reference to the INFRASTRUCTURE OF THE company, like they are the administration of the human Resources, the administration of provisionings of goods and services, the relative administration to the technological development (telecommunications, automation, development of processes and engineering, investigation), other areas of similar importance like the finances, the accounting, the administration of the quality, the public relationships, taxes and legal, etc...

Primary activities

It  makes reference to the fan of activities that  constitute the essence of the productive process; They are constituted by the INNOVATION PROCESSES   (market Analysis, Development of products and Services), for the OPERATIVE PROCESSES (Production and Distribution) and for the processes related with the SERVICES OF SALE (Sale and post-sale Service).

These processes are in syntony with that that M.E. Porter denominates:

1. chain of value of the Suppliers

2. chain of value of the Channels

3. chain of Value of the Buyers

MARGIN

The obtained entire value less the costs in those that it has been incurred in each generating activity of value conform this Margin.

Recapturing the possible applicable strategies in the Perspective of Clients, they exist in each one of them a group of processes - in connection with the primary activities - that could point out as critical:

•  Leadership of Product strategies; (to be leaders in the market with our product): here the relative processes to Innovation and development and the market processes and commercialization transform in critical.

• Strategies of operative Excellency; (To be efficient in costs, with unbeatable quality-price relationships): in an evident way, the operative processes become in critical: (relative elements to the minoración of costs, level of quality, analysis of times, etc...)

• Strategies of Intimacy with the Clientele; (in order to know the clients and to satisfy them appropriately): The relationship processes and knowledge of the Clients and/or buyers are basic.

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