[14:04:54] --------------------------Home-------------------------- [14:05:10] --------------------------Learn with fun :)-------------------------- [14:05:20] --------------------------Paper P3-------------------------- [14:06:17] --------------------------Home-------------------------- [14:06:22] ratna1238: yes 10 gmt [14:06:27] ratna1238: donno the topic [14:06:37] ysbq: {leyamina} {ratna1238} yes it is 100 GMT [14:06:40] ysbq: 1000 GMT [14:06:47] leyamina: ok [14:06:54] ysbq: the topics can be seen at the p3 forum [14:07:17] ysbq: http://opentuition.com/groups/p3-business-analysis/forum/topic/study-group-for-p3-june-2012-session/?topic_page=2&num=15 [14:07:26] leyamina: yes i saw them but wasnt sure [14:08:24] ysbq: well we did cutomer and market analysis last time and life cycle model [14:09:01] ysbq: me going to p3 forum [14:09:05] --------------------------Paper P3-------------------------- [14:09:07] --------------------------Home-------------------------- [14:09:14] leyamina: ok [14:09:18] --------------------------Paper P3-------------------------- [14:11:33] ratna1238: so wot is the topic today? [14:11:36] ratna1238: i still cant see it [14:13:11] ysbq: Well for the start we will be doing benchmarking, KPIs and CSF for products and services [14:13:28] ysbq: then we will be doing value chains [14:13:52] ysbq: and after that the role and influnece of value networks [14:14:48] ratna1238: ok [14:14:49] ratna1238: thx [14:14:55] ysbq: in the end we would do the A-5 syllabus topics relating to internal resources , capabilty and etc [14:15:04] ratna1238: u need to learn to type faster [14:15:04] ratna1238: :D [14:15:05] ratna1238: am off reading now [14:15:17] ratna1238: that is good enough info for now [14:15:29] ysbq: the speed of coverage depends how much u are prepared [14:15:31] ysbq: ;) [14:15:39] ratna1238: thx [14:15:47] ysbq: np [14:15:49] ratna1238: c u in 454 mins [14:15:52] ratna1238: 45* [14:15:58] ysbq: ok [14:18:15] kingnasha: ppl studying :%%: [14:53:13] --------------------------Paper P3-------------------------- [15:00:27] ysbq: Well i guess its time now but lets wait a couple of mins for people to join in [15:01:38] ms1689: hi... [15:02:00] ysbq: {ms1689} hi [15:03:14] yaroslava: hi [15:03:20] leyamina: hi [15:05:30] yaroslava: what are we waiting for? [15:05:41] ysbq: for people [15:05:48] ratna1238: start now babe [15:05:52] ratna1238: be on time [15:05:55] ratna1238: then ppl will be [15:06:16] yaroslava: there is five in here, thus good enough [15:06:17] ysbq: well how many of u have gone thru the todays topics [15:06:28] ysbq: okay lets start [15:06:41] ysbq: {ratna1238} pls erase the board [15:07:05] ratna1238: topics today [15:07:07] ratna1238: ysbq: Well for the start we will be doing benchmarking, KPIs and CSF for products and services ysbq: then we will be doing value chains ysbq: and after that the role and influnece of value networks ysbq: in the end we would do the A-5 syllabus topics relating to internal resources , capabilty and e [15:07:20] ysbq: thanks for that [15:07:30] ysbq: lets hear abt benchmarking? [15:07:42] ysbq: what is benchmarking [15:07:47] ysbq: ? [15:08:25] leyamina: i think it is about having a standard for comparing our perfomance [15:08:56] ms1689: comparing organisation's services [15:09:06] ratna1238: it is a process of comparison of a services, practice or process [15:09:06] ysbq: yes eloborate compare performance for what purpose [15:09:16] yaroslava: following the methods or ways that have been carried out successfully buy either a branch, sub or other companies in the same industry to enhance our own standing [15:09:33] ratna1238: to provide a target for action in order to improve competitive position [15:09:46] ysbq: {ratna1238} yes [15:09:58] ms1689: for competitive position [15:10:36] leyamina: we can compare within org. or with a competitor [15:11:01] ysbq: so it is a process for comparison of performance against a standard , whcih provides a basis of action for improvement [15:11:20] leyamina: yes i agree [15:11:49] ysbq: benefits of benchmarking [15:11:50] ysbq: ? [15:12:27] leyamina: it makes an entity improve the services or goods it produces [15:12:43] ratna1238: well its it is to improve competitive position and we actually do comparison [15:12:44] ysbq: {leyamina} okay [15:12:48] yaroslava: good practices can be emulated to the advantage of the company [15:12:52] ratna1238: the outcome of the process would be [15:12:58] ysbq: {yaroslava} this is nice [15:13:15] yaroslava: {ysbq} cheers [15:13:16] ratna1238: understanding our position in the market [15:13:22] ms1689: to motivate and improve operations [15:13:27] ratna1238: find our strength and weaknesses [15:13:30] ysbq: wht would be other fators than improve competitive position [15:13:37] ratna1238: take advantage of the strength to be come the leader in the market [15:14:01] ratna1238: and find ways on handling the weaknesses [15:14:08] ysbq: could we say to inculcated learning in the entity for better processes [15:14:32] ysbq: to bring in creativity [15:14:38] ysbq: some thing like that [15:14:43] yaroslava: a process of eliminating variances or deviations, by improving compenteces and use of resouyrces [15:14:53] leyamina: yes it provokes creativity and learning [15:15:04] ysbq: yes [15:15:04] ratna1238: {leyamina} i agree [15:15:38] ysbq: so u need to eloborate on this rather than just stating improve competitve adv [15:16:18] leyamina: in the end margins can go up [15:16:23] ysbq: of course the ultimate result is improved competitve adv. of all these [15:16:37] leyamina: great [15:17:03] ysbq: in real world have anybody heard of best practices.... [15:17:07] ysbq: what is that [15:17:08] ysbq: ? [15:17:11] ysbq: any opinion [15:17:39] ratna1238: hmm... practice with ethics? [15:17:58] leyamina: is it to do with ethical codes of practice? [15:18:24] ysbq: these are practices that are bechmarked to industry leaders in a certain sector or process etc [15:18:54] ysbq: of course it has ethical content in it but as a part [15:18:57] yaroslava: Best practice, is what has been proven to work in given industies [15:18:58] ysbq: all agree [15:19:24] yaroslava: yes [15:19:24] leyamina: yeah [15:19:30] ms1689: yep [15:19:56] ysbq: like it is a best practice to close the accounts for a month by the 5th of next month ...no delays [15:20:17] ysbq: that was an example [15:20:32] ysbq: lets talk abt different benchmarking types [15:20:39] ysbq: anybody? [15:21:20] yaroslava: competitive benchmark [15:21:55] ysbq: {yaroslava} explain [15:22:20] ms1689: activity benchmarking [15:22:33] ysbq: {ms1689} explain [15:22:48] leyamina: internal benchmarking [15:22:59] yaroslava: if a competing company is doing something better that we do, we also look at ways to do it better, to consolidate our position [15:23:08] ysbq: {ms1689} {leyamina} pls explain the meanings [15:23:28] ms1689: {ysbq} looking at other organisations who are involved into similar activities [15:24:14] leyamina: looking at past performance inorder to determine best performance [15:24:29] yaroslava: internal--say a department or division is successful in say customer savirces, our division will look for way to improve on that as well [15:25:10] ms1689: {ysbq} for example a supermarket that starts selling car insurance can compare this service with the proper car insurance companies [15:25:19] yaroslava: Functional/ activity benchmark...i cant explain this one [15:26:22] ysbq: yes [15:27:00] ysbq: any thoughts on process benchmarking [15:27:00] ysbq: ? [15:27:23] leyamina: this looks at other orgs not necessarily competitors performing similar activities(Activity Benchmarkin) [15:27:33] yaroslava: you mean the process? [15:27:40] leyamina: no [15:28:04] yaroslava: it has 7 stages [15:28:48] ratna1238: are we still on TYPES of BENCHMARKING? [15:28:52] ysbq: yes [15:28:56] ratna1238: OK [15:28:58] ratna1238: there are 4 types [15:29:07] ysbq: yes go on [15:29:12] ratna1238: Internal. Competitive, Activiy and Generic Benchmarking [15:29:24] ratna1238: mnemonics... lets make one [15:29:27] leyamina: yes [15:29:51] ysbq: strategic benchmarking [15:30:19] ysbq: GIGAS [15:30:37] ysbq: oops [15:30:40] ratna1238: or CIGAS [15:30:47] ratna1238: like Cigars [15:30:50] ratna1238: :D [15:30:58] leyamina: CIGAS [15:31:02] ratna1238: sounds good to me [15:31:07] leyamina: kool [15:31:18] ratna1238: ok lets go thru it one by one, shall we? [15:31:19] ysbq: ok lets move on [15:31:29] ratna1238: Comptetive Benchmarking [15:31:31] yaroslava: i like thanks [15:31:39] ratna1238: is like... comparing it with the competitors [15:31:52] ratna1238: so... we check out what our competitors are doing [15:31:57] ysbq: yes [15:31:59] ratna1238: and see if we can do it better [15:32:01] ratna1238: right? [15:32:09] yaroslava: {ysbq} {ratna1238} have we not just expained all this ealier? [15:32:09] ratna1238: please add ur thoughts [15:32:21] ysbq: {yaroslava} just summing up [15:32:33] ratna1238: {ysbq} cool.. [15:32:37] yaroslava: i am with you [15:32:42] ratna1238: Internal Benchmarking [15:32:49] ratna1238: what do we do here? [15:33:14] ratna1238: Internal gives the hints of checking our own stuff over the years.. take the good ones n learn from it, [15:33:18] ms1689: {ratna1238} thought we just did that [15:33:23] yaroslava: use what is done by another division well, to your advantaGE [15:33:34] ysbq: compare performance between different divisions in a company [15:33:42] ysbq: yes [15:33:45] ratna1238: the down side is maybe we got the bad ones and forgot about the competitors [15:33:49] yaroslava: {ysbq} YEP [15:33:51] ratna1238: {ms1689} {yaroslava} {ysbq} cool [15:34:04] ratna1238: what is the G without looking at the notes ppl [15:34:05] ratna1238: :D [15:34:14] ysbq: generic [15:34:34] ysbq: can any one elaborate [15:34:57] leyamina: i think i dont understand generic benchmarking [15:35:08] ratna1238: generic is like the WILD thing [15:35:10] ratna1238: to me [15:35:25] ratna1238: cuz there is no one has it cuz the product/services is so unique [15:35:29] ysbq: okay let me explian [15:35:49] ysbq: Method of comparing the performance and processes of organizations in unrelated industries. [15:35:53] ratna1238: therefore the comparison is done to something with the SIMILAR PROCESS [15:36:25] ysbq: like customer services in different sectors [15:36:50] leyamina: so it may actually turnout not so helpful, is it? [15:37:03] ysbq: compare cusotmer services in telecom and banking indutry [15:37:04] ratna1238: we can actually compare the performance / processes of orgi in unrelated industries THAT is called ACTIVITY BENCHMARKING [15:37:25] ratna1238: for example.... we want to speed up our delivery process and we r Manufacturing industry [15:37:27] yaroslava: {leyamina} WE CAN ONLY BENCHMARK ON GOOD PRACTICE [15:37:35] leyamina: ok [15:37:43] ratna1238: so... we learn it from a TRANSPORT COMPANY on how they do it [15:38:13] ysbq: better cash recipts managemnt ....stuff like that or billing i guess [15:38:26] ratna1238: {ysbq} I think u havent grab the Generic Clearly [15:38:54] ratna1238: when it comes to the GENERIC Benchmarking [15:39:07] ratna1238: we r talking about A UNIQUE process / activities [15:39:11] ratna1238: something that is not so general [15:39:12] ysbq: Benchmark a bank loan application process against its insurance claims process [15:39:15] ratna1238: that is hard to compare [15:39:28] ratna1238: cuz it is so unique [15:39:32] ysbq: http://www.eskimo.com/~mighetto/lsbench.htm [15:39:43] ysbq: here a website for all definiions [15:40:02] leyamina: it may help thanx [15:40:18] ratna1238: hmmm Kaplan text book says something differernt [15:40:34] ysbq: {ratna1238} different abt wht [15:40:48] leyamina: yes iam using kaplan too [15:41:37] ms1689: {ratna1238} yeh...me too using kaplan [15:41:49] ratna1238: {leyamina} go to the INDEX at the end of the book, Look for BENCHMARKING [15:41:54] ratna1238: there u get it all [15:42:03] ratna1238: my book says on chapter 5 [15:42:23] yaroslava: {ysbq} your website definitions sounds good to me [15:42:49] ratna1238: does anyone want me to type in the example OF GENERIC BENCHMARKING?? [15:43:01] leyamina: yes [15:43:10] ratna1238: OK [15:43:12] ysbq: i will be back in 5 min...someone at my door.... pls.. continue with dangers of benchmarking after this [15:43:40] ratna1238: When building a rail tunnerl connecting Aomori Prefecture on the Japanese island of Hunshu and the iland of Hokkaido [15:43:44] ratna1238: which travels under sea, [15:43:59] ratna1238: the construction company would have had no similar activities against which to benchmark [15:44:18] ratna1238: (the under sea tunnerl between England and France was yet to be built). [15:44:43] ratna1238: However, the tunnelling was conceptually similar to explorations into volcanic crusts and this process was used as the benchmark [15:45:44] ratna1238: is everyone ok with that? [15:46:07] leyamina: yep [15:46:07] ratna1238: Competititor, Internal, Generic, Activity and S ?? [15:46:10] ratna1238: what is S??? [15:46:33] ratna1238: I dont have S on my book [15:46:55] leyamina: nothing for me either [15:47:06] yaroslava: i dont have s either [15:48:06] leyamina: earlier someone said strategic benchmarking [15:48:21] leyamina: but it was not explained [15:48:46] ratna1238: could it be comparing [15:49:01] ratna1238: the strategy of similar industry/ sector? [15:49:40] leyamina: i was thinking in those lines [15:49:59] ratna1238: is ur kaplan book include Strategic Benchmarking? [15:50:10] leyamina: no [15:50:24] ms1689: Can we pls move on to dangers of benchmarking? [15:50:30] ratna1238: yes [15:50:33] leyamina: nothing of the sort [15:50:45] leyamina: yes lets move [15:50:59] ysbq: Strategic benchmarking [15:51:16] leyamina: yes can you explain [15:51:23] ysbq: i am using 2010 text of kaplan its in page 145 [15:52:01] ms1689: {ysbq} I am using 2012 and nit is not there anymore. P.145 is about dangers of BM [15:52:15] ms1689: not* [15:52:18] leyamina: 2011 kaplan hasnt got it [15:52:43] ysbq: it is considerinf comparison of core competencies and capabilities for dealing with changes [15:52:58] ysbq: ok forget abt it lets talk abt the dangers [15:53:05] ysbq: of benchmarking [15:53:10] ms1689: They have moved some of the syllabus to P5, so it could be moved/removed [15:53:16] ysbq: yes [15:53:24] ysbq: Dangers of benchmarking [15:53:26] ysbq: ? [15:53:33] ratna1238: brb [15:53:58] leyamina: benchmarking does not always reveal reasons for good or bad perfoemance [15:54:06] ysbq: yeah [15:54:13] ysbq: staright from the book [15:54:16] ysbq: ;) [15:54:26] leyamina: yep [15:54:45] ms1689: it could distract you from your basic strategy [15:54:52] yaroslava: It is a catching up exercise ruther that developing something distinctive [15:55:32] ysbq: {yaroslava} ok [15:55:36] yaroslava: it is not cost free and can divert management attention [15:56:05] ysbq: it can cause resentment in staff [15:56:24] ysbq: since they see it as a threats [15:56:58] ysbq: i mean benchmarking as a threat and this can lead to de-motivation [15:57:02] yaroslava: can become a hidrance even a threat, sharing infor with other companies can be a burden and a security risk [15:57:02] ysbq: all agree [15:57:24] leyamina: excuse me, will be back [15:57:54] ysbq: {yaroslava} yeah, and benchmerking can be costly and lenghty process [15:58:22] yaroslava: someone said it can be yesturday solution to tommorow's problems.. [15:58:37] ysbq: hmmmm [15:59:36] ysbq: it can result in lack of creativity if the standard set are rigid after benchmarking [15:59:51] ysbq: ...any thoughts...on this [16:00:30] ysbq: anybody .... [16:01:18] ysbq: {yaroslava} seems u up to sth [16:01:27] yaroslava: {ysbq} becozv the standards in which benchmarking is based a generic or static and therefore there is not room to innovate [16:01:37] ysbq: {yaroslava} yes [16:04:24] ysbq: okay lets value chain [16:04:29] ysbq: disucss [16:05:48] yaroslava: the value chain identifies activities within the firm that add value to customers and those that do not [16:06:09] ms1689: it helps organisations in assessing whether they have achieved a competitive advantage [16:06:28] ---------------------------------CENSURED------------------------------------------ [16:17:01] ysbq: we will discuss value chian [16:17:49] yaroslava: exactly, thus in the sylub content and then we go practical as we progress [16:18:23] ysbq: yes but when knowledge content is sufficient and appropriate ... [16:18:25] ysbq: ;) [16:18:37] yaroslava: {ysbq} true [16:18:58] ysbq: What is value chain analysis [16:18:59] ysbq: ? [16:20:08] yaroslava: it sets out all activities that the org carries on, which add value to customers and thoses that do not [16:20:36] ysbq: yes [16:21:08] ysbq: okay what r primary ans secondary activities [16:21:49] yaroslava: primary activies are related to production [16:22:25] yaroslava: sec activities provide background for effectiveness of the org [16:23:31] ysbq: primary are the activities that add value directly to products and services for competitve advantgae and secondary are the ones that support the primary ones ...... [16:23:54] yaroslava: {ysbq} yep [16:24:36] ysbq: the actvities in primary and secondary .....pls. list one by one [16:26:10] yaroslava: primary..Inbound logistics..operations..outbound logistics..marketing and sales..service{afeter-sales-service} [16:26:45] ysbq: yeah [16:26:48] yaroslava: {ysbq} supporting activies? [16:27:36] ysbq: the real life term for these are supply chain , production, customer relationship mngt and cusotmer service [16:28:07] ysbq: the supporting ones are [16:28:36] ysbq: infrastructure , human resource, technology and procurement [16:29:01] yaroslava: yep [16:30:55] ysbq: okay how might an organisation add value to inbound logistics.... [16:31:16] ysbq: share ur thoughts [16:31:37] ms1689: Can we call the primary as direct and the seconday as indirect costs [16:31:48] yaroslava: inbound logistic involves, receiving, storing and distributing inputs to the product or service [16:31:56] yaroslava: {ms1689} yes [16:32:06] ysbq: {ms1689} secondary are suporting would be better [16:32:22] ms1689: {ysbq} or may be overheads [16:32:42] yaroslava: adding value by proper handling to eliminate demage, inventory control [16:32:44] ysbq: {ms1689} no comments abt that [16:33:10] ysbq: eliminate wastage and reduce costs [16:33:22] yaroslava: {ysbq} yes [16:33:35] ysbq: like engaging JIT [16:33:43] ysbq: and calcilating the EOQ [16:33:48] ysbq: stuff like that [16:34:12] ysbq: for optimal scenario [16:34:35] ysbq: ??? [16:34:48] ysbq: okay wht abt operations [16:34:50] ysbq: ? [16:35:24] yaroslava: this is a process of transforming input into a final product or service [16:35:52] ysbq: how might an organisation add value to prod.. processs [16:35:55] ysbq: ? [16:36:03] yaroslava: To add value, the company should be good at packaging, assembly and testing [16:36:35] ysbq: by using skilled labour and specifically designed prod. lines and methods [16:36:37] ysbq: etc... [16:36:42] ysbq: got tht [16:36:54] yaroslava: got that [16:37:05] ysbq: ..what abt outbound logistics [16:37:35] ysbq: how the entity can add value to this process? [16:38:17] yaroslava: to add value by prompt delivery, ensure quality, good handling and distribution in general [16:39:32] ysbq: yes engaging better delivery practices inhouse and outsouring to delivery specialist companies that ensure good handling and distribution [16:40:01] ysbq: so the customer recives the product of time and the cost is low [16:40:29] yaroslava: example will be dhl [16:40:54] ysbq: yeah.... [16:41:16] ysbq: wht abt marketiing and sales [16:41:17] ysbq: ? [16:42:03] ysbq: like engaging a sports personality for fitness targetted products could be an example [16:42:33] ysbq: what abt customer service? [16:42:42] yaroslava: adding value here is all about carrying out the 4Ps effectively and that what is out there is what the customer wants and are willing to pay for it [16:43:10] ysbq: {yaroslava} yes effcetive marketing stratgy [16:43:37] ysbq: what abt customer service? [16:44:16] yaroslava: good customer relationship management can be handy here as well [16:44:29] ysbq: yeah [16:45:12] yaroslava: thinking about things like instalation for a customer, repairs, trainig and providing spares [16:45:57] ysbq: ensuring good after sales service and proccess and procedures for complaint follow up and attendance like problem tickets could be raised by customers online for telecom services etc... [16:46:06] yaroslava: its all about activities that enhance or maintain value for the service [16:46:16] yaroslava: {ysbq} yes [16:46:44] ysbq: okay what abt FIRM INFRASTRUCTURE? [16:47:54] yaroslava: a formal system of planning, finance, quality control and the routines that a part of the org culture [16:48:38] ysbq: yes but how to add value for customers by using them ? [16:49:06] yaroslava: go on [16:50:02] ysbq: like nike had an infrastructure worldwide, so it used that to acquire cheap labour from china ,,,i could be argued tht this could be a part of procurement but they go hand in hand... [16:50:03] ysbq: agree [16:50:05] ysbq: ? [16:50:09] yaroslava: if you have quality control in place you reduce the amount of complaints and faulty products [16:50:36] ysbq: {yaroslava} that would be in primary activity of production [16:51:13] ysbq: {yaroslava} u followin my nike example...? [16:52:29] ysbq: okay wht abt human resources...? [16:52:33] yaroslava: {ysbq} why is it part of only production, i have mentioned it as one of the elements of the infrastrure. [16:53:02] yaroslava: explain the infrastructure [16:53:37] ysbq: how the firm is organisaed ....is it centralised or decentralised.... [16:54:17] ysbq: okay lets move to human resources? [16:56:26] yaroslava: add value by recruiting the competent talent [16:56:40] yaroslava: good traiing programmes for staff [16:56:57] yaroslava: and of cos rewarding well [16:57:25] ysbq: human resources could be properly trained and be engaged in continous capacity buiding programs to ensure better motivation and innovation at work that would help to make the production process efficient and the sales staff to cater to customer needs effectively [16:57:30] ysbq: :) [16:57:30] yaroslava: this affects all primary activities [16:57:43] ysbq: yeah [16:58:17] ysbq: okay wht abt tech development? how will it add value ...? [16:59:19] yaroslava: CO can add value by continuing to do research and development of the product and its design [17:00:38] yaroslava: and improving rawmaterials and its processes [17:00:45] ysbq: like enaging tech in prod. process and buildng up ERPs for better reporting and having an effective R&D dept. for better prod. development that meets the needs of customers etc... [17:00:58] ysbq: tech.... improve everyhing [17:01:04] ysbq: agree... [17:01:15] yaroslava: {ysbq} ya [17:01:35] ysbq: that sum up value chain i guess... [17:01:41] ysbq: u okay with taht [17:01:57] yaroslava: i am good with that [17:02:11] ysbq: i gonna take a 5 min break brb [17:02:44] yaroslava: ok, whats next? [17:03:21] ysbq: application of value chain in real life scenarios and value networks... cya in 5 min [17:15:02] yaroslava: i am back [17:15:10] ysbq: ok how a company gains competitive advantage over its rivals using value chain? [17:15:40] ysbq: ? [17:15:45] ysbq: any comments [17:16:55] yaroslava: they should be willing to spend on value adding costs and reduce novalue adding cost toi a minimum [17:17:15] ysbq: yes [17:18:15] ysbq: any perform the value chian act. in such a manner that leads to diiferentiation and help the entity to cliam premium price [17:18:38] ysbq: exmaple would be apple in i-pad /smart phone market .... [17:18:44] yaroslava: they should also understand linkages btwn the primary and supporting activities. for eg spending on tech might increase success in marketing and sales [17:18:57] ysbq: yes .... [17:19:42] yaroslava: good example [17:19:51] ysbq: okay wht abt value networks ... [17:20:21] ysbq: any comments? [17:21:10] yaroslava: this extends to the idea that value chain to include customers and suppliers [17:21:23] ysbq: yes elaborate .. [17:22:50] ysbq: value networks are a web of relationships that generate economic value through dynamic exhanges between 2 or more more individuals , groups and entity.... [17:23:37] yaroslava: the customer values chain will place emphases on low cost inbound logistics means that the manufactures's value chain should emphases low cost production, means that the manufacture will choose suppliers whose value chain emphasese low cost materials [17:23:49] yaroslava: {ysbq} yes [17:24:12] yaroslava: its about interdepedency [17:25:14] ysbq: yes the supplier organ. will be a value chain , the entity it self would be a value chain and the distributor would be a value chain .... [17:25:24] ysbq: all value chain liked together [17:25:26] ysbq: 0; [17:25:28] ysbq: ;) [17:25:58] yaroslava: dec 2009 Q2 {a} and {b} thus our home work [17:26:20] yaroslava: {ysbq} yes [17:26:25] ysbq: okay the book talks abt tangible value exchanges and intangibles knowledge exchanges [17:26:40] ysbq: ok question is noted [17:26:59] ysbq: tangible value exchanges and intangibles knowledge exchanges? [17:28:15] yaroslava: this is about knowledge management...tacit{intangible} and explicit{tangible} [17:28:34] yaroslava: its that it? [17:29:10] ysbq: {yaroslava} u are talking abt knowledge management systems ... [17:29:39] yaroslava: {ysbq} i thought you where too. [17:30:06] ysbq: well leave it as a homework ....for research for next time ... [17:30:20] yaroslava: ok [17:31:12] ysbq: okay syllabus refence a-4 done for today [17:31:27] ysbq: lets call it a day [17:31:31] yaroslava: ye, well done [17:31:53] yaroslava: so we do 5 next time [17:32:00] ysbq: yes [17:32:14] ysbq: people ran away today [17:32:20] ysbq: ...:) [17:32:37] ysbq: i am gonna paste chat history