{"id":2123,"date":"2023-03-28T22:10:00","date_gmt":"2023-03-28T20:10:00","guid":{"rendered":"https:\/\/productwhys.org\/?p=2123"},"modified":"2023-04-28T22:51:11","modified_gmt":"2023-04-28T20:51:11","slug":"creer-la-valeur-avec-la-chaine-de-valeur","status":"publish","type":"post","link":"https:\/\/productwhys.org\/index.php\/2023\/03\/28\/creer-la-valeur-avec-la-chaine-de-valeur\/","title":{"rendered":"Cr\u00e9er la valeur avec la chaine de valeur"},"content":{"rendered":"\n

La chaine de valeur<\/em> correspond \u00e0 l\u2019ensemble des activit\u00e9s d\u2019une entreprise qui ont pour but d\u2019ajouter de la valeur \u00e0 un bien ou service d\u00e9livr\u00e9 sur le march\u00e9. Elle a \u00e9t\u00e9 d\u00e9crite pour la premi\u00e8re fois en 1985 par Michael Porter dans Competitive Advantage: Creating and Sustaining Superior Performance<\/em>, et am\u00e9lior\u00e9e au cours du temps, prenant en compte les nouvelles conceptions de l\u2019entreprise. Au sein de ce concept, on distingue les activit\u00e9s li\u00e9es au support et les activit\u00e9s li\u00e9es \u00e0 la r\u00e9alisation m\u00eame du bien ou service, et des services associ\u00e9s propos\u00e9s sur le march\u00e9. Les activit\u00e9s de support<\/em> (aussi appel\u00e9es \u00ab activit\u00e9s de soutien \u00bb ou \u00ab activit\u00e9s improductives \u00bb) rassemblent tout ce qui est li\u00e9 \u00e0 l\u2019administration de la structure organisationnelle, \u00e0 l\u2019infrastructure de celle-ci, \u00e0 la gestion des ressources humaines et des comp\u00e9tences, \u00e0 la recherche et d\u00e9veloppement, \u00e0 l\u2019achat des entrants, etc.<\/p>\n\n\n\n

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Les activit\u00e9s de r\u00e9alisation <\/em>(ou \u00ab activit\u00e9s productives \u00bb<\/em>) se divisent les t\u00e2ches que sont la logistique d\u2019approvisionnement des mati\u00e8res premi\u00e8res et pi\u00e8ces primaires, la fabrication du bien ou de l\u2019infrastructure de service \u00e0 d\u00e9livrer au client, le marketing qui se doit de guider l\u2019organisation sur le march\u00e9 et d\u2019app\u00e2ter le potentiel client (prospect), la vente, et les services associ\u00e9s au produit tels que les services apr\u00e8s vente dont la garantie fait partie, les hotlines, l\u2019assistance \u00e0 domicile, etc.<\/p>\n\n\n\n

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La marge <\/em>(que l\u2019on confondra par simplification avec le profit) est la diff\u00e9rence faite entre le co\u00fbt de l\u2019ensemble des activit\u00e9s li\u00e9es au produit, et la valeur d\u2019\u00e9change (prix) qui va convaincre le client de r\u00e9aliser son achat.<\/p>\n\n\n\n

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Dans le cadre d\u2019une entreprise, le client est celui qui va b\u00e9n\u00e9ficier du bien ou service. Dans le cadre d\u2019une association \u00e0 but non lucratif o\u00f9 la valeur pay\u00e9e n\u2019est pas rattach\u00e9e \u00e0 un bien ou service unitaire, la notion de marge est g\u00e9n\u00e9ralis\u00e9e \u00e0 l\u2019organisation, elle est plut\u00f4t li\u00e9e \u00e0 sa viabilit\u00e9 (il doit y avoir moins de d\u00e9penses que de rentr\u00e9es d\u2019argent).<\/p>\n\n\n\n

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La comp\u00e9titivit\u00e9 <\/em>d\u2019une entreprise est directement li\u00e9e \u00e0 la marge qu\u2019elle est capable de faire sur un march\u00e9 par rapport \u00e0 ses concurrents, prenant en compte les quantit\u00e9s vendues. Les profits qui en r\u00e9sultent peuvent ainsi \u00eatre r\u00e9investis dans l\u2019innovation pour promettre (et non garantir) une p\u00e9rennit\u00e9 \u00e0 l\u2019entreprise.<\/p>\n\n\n

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L\u2019un des dangers d\u2019une entreprise dont la marge est inf\u00e9rieure \u00e0 celle de ses concurrents sur le march\u00e9, c\u2019est que ses capitaux propres (actif net) peuvent devenir plus int\u00e9ressants \u00e0 vendre qu\u2019\u00e0 conserver. Sur un march\u00e9 boursier, cela peut mener \u00e0 la d\u00e9composition progressive de l\u2019entreprise. L\u2019argent ainsi r\u00e9cup\u00e9r\u00e9 (taxes, imp\u00f4ts et autres frais de transition d\u00e9duits) peut \u00eatre plac\u00e9 dans une entreprise \u00e9conomiquement plus performante. L\u2019une des difficult\u00e9s sur un march\u00e9 concurrentiel au sens de Porter (pour \u00eatre unique), c\u2019est qu\u2019aucune offre de valeur n\u2019est identique, la comparaison des marges est complexe, et il y a donc \u00e9galement une part de subjectivit\u00e9 dans l\u2019\u00e9valuation de la comp\u00e9titivit\u00e9.<\/p>\n\n\n\n

            La finalit\u00e9 de la chaine de valeur<\/em> en tant qu\u2019outil de management est d\u2019organiser la production de valeur vis-\u00e0-vis du client (ou de la population cible). Ainsi d\u00e9coup\u00e9e, elle permet de comprendre les diff\u00e9rentes interactions et devient optimisable dans le temps et l\u2019espace. Certaines activit\u00e9s peuvent \u00eatre externalis\u00e9es ou plac\u00e9es sur une zone g\u00e9ographique moins co\u00fbteuse ou plus int\u00e9ressante.<\/p>\n\n\n\n

La zone g\u00e9ographique choisie d\u00e9pend donc non seulement du co\u00fbt local (main d\u2019\u0153uvre, infrastructure, mat\u00e9riel, etc.), mais aussi de la comp\u00e9tence locale (niveau de formation, m\u00e9tiers particuliers, etc.) qui doit tendre \u00e0 une forte valeur ajout\u00e9e (industrialisation) dans les endroits les plus chers. On appelle ici valeur ajout\u00e9e <\/em>chez un individu ce qu\u2019il est capable de d\u00e9livrer pour augmenter la marge d\u2019une organisation. Cela explique parfois l\u2019int\u00e9r\u00eat, selon l\u2019importance du prix pour le client, de l\u2019automatisation sur les territoires les plus chers pour \u00e9viter une fuite de l\u2019emploi.<\/p>\n\n\n\n

Une zone g\u00e9ographique moins co\u00fbteuse peut \u00eatre une zone g\u00e9ographique qui accueille un outil industriel performant, ou une zone g\u00e9ographique sur laquelle la main d\u2019\u0153uvre est moins ch\u00e8re et de qualit\u00e9.<\/p>\n\n\n\n

Une zone g\u00e9ographique plus int\u00e9ressante peut \u00eatre une zone g\u00e9ographique o\u00f9 la formation des individus leur permet de cr\u00e9er des biens ou services \u00e0 tr\u00e8s forte valeur ajout\u00e9e, qui se vendront avec une marge importante.<\/p>\n\n\n\n

Si l\u2019on consid\u00e8re que l\u2019objectif est financier, une personne capable d\u2019inventer et de d\u00e9velopper un outil en ligne qui rapporte des milliards d\u2019euros est une personne \u00e0 forte valeur ajout\u00e9e. Une personne qui suit des directives simples accessibles \u00e0 n\u2019importe quel individu sur une cha\u00eene d\u2019assemblage est consid\u00e9r\u00e9e comme personne \u00e0 faible valeur ajout\u00e9e. Il y a ensuite la notion de raret\u00e9 des comp\u00e9tences ou des volontaires qui peut ajouter de la valeur \u00e0 des t\u00e2ches qui semblaient simples au premier abord.\u00a0Ces notions sont tr\u00e8s utiles \u00e0 conna\u00eetre lorsque l\u2019on souhaite saisir des opportunit\u00e9s de gain sur la cha\u00eene de valeur. Cela permet entre autre d\u2019\u00e9valuer le prix que le public cible aurait int\u00e9r\u00eat \u00e0 investir pour am\u00e9liorer sa cha\u00eene de valeur. Attention cependant \u00e0 ne jamais oublier que la chaine de valeur comprend des \u00eatres humains.<\/p>\n\n\n\n

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Cr\u00e9er de la valeur avec le r\u00e9seau de valeur<\/strong><\/strong><\/p>\n\n\n\n

Le r\u00e9seau de valeur<\/strong> a cette caract\u00e9ristique d’\u00eatre \u00e0 la fois simple et complexe. Il s’agit d’une structure qui permet \u00e0 des individus de travailler, de collaborer ensemble. Elle leur permet d’\u00e9changer des ressources et des comp\u00e9tences pour faire augmenter leur valeur individuelle. <\/p>\n\n\n\n

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Voir l’article<\/a><\/div>\n<\/div>\n<\/div><\/div>\n<\/div>
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La chaine de valeur correspond \u00e0 l\u2019ensemble des activit\u00e9s d\u2019une entreprise qui ont pour but d\u2019ajouter de la valeur \u00e0 un bien ou service d\u00e9livr\u00e9 sur le march\u00e9. Elle a \u00e9t\u00e9 d\u00e9crite pour la premi\u00e8re fois en 1985 par Michael Porter dans Competitive Advantage: Creating and Sustaining Superior Performance, et am\u00e9lior\u00e9e au cours du temps, prenant en […]<\/p>\n","protected":false},"author":2,"featured_media":2149,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"tdm_status":"","tdm_grid_status":"","_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[65],"tags":[],"ppma_author":[215],"class_list":{"0":"post-2123","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-product-management"},"yoast_head":"\nCr\u00e9er la valeur avec la chaine de valeur - Product Whys - Association loi 1901<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/productwhys.org\/index.php\/2023\/03\/28\/creer-la-valeur-avec-la-chaine-de-valeur\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Cr\u00e9er la valeur avec la chaine de valeur - Product Whys - Association loi 1901\" \/>\n<meta property=\"og:description\" content=\"La chaine de valeur correspond \u00e0 l\u2019ensemble des activit\u00e9s d\u2019une entreprise qui ont pour but d\u2019ajouter de la valeur \u00e0 un bien ou service d\u00e9livr\u00e9 sur le march\u00e9. Elle a \u00e9t\u00e9 d\u00e9crite pour la premi\u00e8re fois en 1985 par Michael Porter dans Competitive Advantage: Creating and Sustaining Superior Performance, et am\u00e9lior\u00e9e au cours du temps, prenant en […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/productwhys.org\/index.php\/2023\/03\/28\/creer-la-valeur-avec-la-chaine-de-valeur\/\" \/>\n<meta property=\"og:site_name\" content=\"Product Whys - 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