13 p a g e activities the production element of

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Activities The production element of Cargills activities is service oriented. Hence, operations can be the second upstream opportunity that makes it possible to deliver services and products, such as opening every day in accordance with opening times, maintaining shelves and inventory (+). To gain a future competitive advantage, Cargills should consider expanding further in terms of opening times in those places where it does not occur or opening new Metro and Express stores (P +). However, this can be limited by legislative or planning councils, which essentially eliminates competitive advantage (-). Outgoing logistics The third phase of the value chain is the outgoing logistics that relates to the delivery of the product to the customer. Cargills is currently adding value to its home delivery service (+). Other tangible points that need to be improved are those from parking facilities, trolley collectors, to staff and systems to gain a competitive advantage, if they are implemented more efficiently than competitors, they will add value by saving customer time (+) , while the inversion (+). Adding value can be achieved by implementing a trolley deposit system, keeping it tidy and enabling customers to move to and from the property faster, and to get these facilities immediately available and faster (P +) Marketing and sales Marketing and sales are placed under downstream elements of the value chain. Club card gives further discounts and loyalty for customers (+). However, Cargills can also decide to attract more customers by advertising • Via radio • Local newspaper and • TV • Cutouts • Posters • Leaflets EX: the "lower prices" advertising campaign or more offers (+). With more customer focus and their awareness of ethical business practices, the company can impose restrictions on the sale of environmentally friendly products (-). In return, Cargills can take it as an advantage and offer customers more of the recycling points and include information in their advertisements, adding value for customers who believe that by shopping at Cargills, people help the environment (P +). 14 | P a g e
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Services Cargills pursues a dual strategy of cost leadership and differentiation, which has led to an increased importance of customer service. This dual strategy is based on Keynote and is exhibited through the development of self-service kiosks, financial services, targeted direct marketing and promotions. In order to place Cargills' value chain analysis in the right perspective, it should be noted that, despite the cost leadership strategy, the company has been able to create a high level of value compared to its main competitors. Identify strategic capabilities of Cargills Applying the VRIO criteria According to by business presentation The company resources are described under V(Valuable ),R(Rare ),I(Inimitable),O(Non-substitutable) as below framework 15 | P a g e
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R esource allocation Resource allocation helps us to choose the best available resources for the strategic plan of
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