MBA留学课程作业代写-餐馆的竞争优势。本文是一篇由本站留学生代写服务提供的MBA课程作业，主要内容是讲述公司获得的利润始终高于竞争对手获得的竞争优势。各种概念将竞争优势称为一种方法，以阐明运营决策或销售因素如何能够导致卓越的财务业绩。本篇课程作业提出为了获得竞争优势，一个组织必须通过提出比同等行业的竞争对手更低的票价来为客户创造显著的价值；或者通过提供客户愿意以更高的费用支付的独特服务。留学生作业利用这一定义，指出餐厅必须制定一个具有竞争力的战略计划，与食品服务对手相比，该计划能够建立富有成效的长期地位。仅仅提高运营的有效性并不能提供竞争优势，因为即使一个组织制定了一项有价值的措施，对手也会努力模仿。因此，只要模仿最优秀的做法，大公司不仅会扩大其在客户中的形象，而且会比对手更早。此外，留学生作业认为如果每个竞争对手都能在功能效率方面获得全面提升，那么任何客户都不会注意到这种提升。股权不仅仅依赖于对方公司完成类似的活动。希望通过票价或费用的长期独特性获得竞争优势的公司注定会遭受严重的经济衰退。以下就是MBA留学课程作业代写参考的具体内容，供参考。
Introduction 引言
Companies consistently obtain a greater level of profits than rivals receive a competitive benefit. Various concepts refer competitive advantages as a method of clarifying how operation decision or sale factor is capable of leading to exceptional financial performances. In order to obtain a competitive advantage, an organization must produce remarkable values for customers by proposing lower fares than rivals in the equivalent sector; or by supplying unique service that customers have the willingness to pay at a superior fee. Utilizing this definition, a restaurant must construct a competitive strategic plan that is capable of establishing a fruitful as well as long-term position in comparison with its food service opponents. Only improving on the effectiveness of operating cannot supply a competitive advantage, since even if an organization produces a valuable measure, the opponents will make effort to imitate it. Thus, just by imitating the most excellent practice, larger firms will not only expand their appearance on customers, but also earlier than their opponents. Additionally, if every rival gets complete advancement in functional efficiency, an enhancement will not literally be noticed by any customers. The stake does not rely just on the fulfillment of the similar activities as opposing firms. Firms hoping to acquire a competitive advantage via long-term uniqueness in fare or expense are condemned to receive substantial recessions. A variety of full-serviced casual dining restaurants, such as TGIFridays or Harvester, which were once acknowledged as the first-rate competitors with regards to ”operational efficiency” are now facing a downturn in profitability. Aggressive competition is regarded as the practice against the firm’s capacity to sustain distinctness in applicable prices and expenditures. To decide whether between a restaurant and others are in one identical food sector there are or not similarities with regards to parallel price and parallel expenses, it is advised to take advantage of Porter’s VCA, particularly since those dissimilarities are driven by the activities of the restaurants’ managers. The value chain of a firm is a series of all activities happening within it and produces values and creates expense. Activities, and value chains where they are contained, are the keystone of long-term competitive advantage.
各种全方位服务的休闲餐厅，如TGIFridays或Harvester，曾经被公认为“运营效率”方面的一流竞争对手，现在正面临盈利能力的下降。激烈竞争被认为是对公司在适用价格和支出方面保持独特性的能力的一种做法。为了决定一家餐厅和其他餐厅是否在同一食品行业中，在平行价格和平行费用方面是否存在相似之处，本篇留学生作业的作者建议利用Porter的VCA，特别是因为这些差异是由餐厅经理的活动驱动的。企业的价值链是企业内部发生的一系列活动，产生价值并创造支出。活动及其所在的价值链是长期竞争优势的基石。
Discussion 讨论
In order to achieve and maintain a competitive advantage against other rivals, a restaurant fundamentally has to decide between the two selections (Porter):为了实现并保持与其他竞争对手的竞争优势，餐厅从根本上必须在两种选择之间做出决定
To decide the most effective method to challenge, and in this choice, the restaurant might search for obtaining goods or service which it can obtain at lower expenses than the ones from opponents, or by differentiating, increasing values in sectors that consumers acknowledge the importance.
为了决定最有效的挑战方法，在这种选择中，餐厅可能会寻找以比对手更低的费用获得的商品或服务，或者通过在消费者认可其重要性的行业中进行差异化、增值来获得这些商品或服务。
To decide the activities that the restaurant hopes to gain competitive advantage.决定餐厅希望获得竞争优势的活动。
Beginning from the notion that a firm’s strategic plan should be decided in a pathway leading to a beneficial relations between applicable fare and applicable expense, Porterstated that the competitive advantage of a firm is connected to the production of higher values, for the efficient utilization of capitals. Thus, competitive advantage is provided by the remarkable performances accompanied by the capacity to manage in a tenable approach of high fares, low expenses, or both. To better acknowledge the tactics that should be conducted to have impact on the fares and expenses, the restaurants’ manager should diagnose the levels of current activities happened in the restaurant, the ones that form the stuffs where it is superior at. The sorts of activities which a restaurant executes for designing, producing, selling, distributing as well as supporting the goods via a variety of services is known as the value chain. In proper sequence, the value chain is a component of greater value systems or common congregation of the activities participated in producing values for the eventual consumer, no matter who execute these activities.
本篇留学生作业从一个概念开始，即企业的战略计划应该通过一条途径来决定，从而在适用的票价和适用的费用之间建立有利的关系，他指出，企业的竞争优势与更高价值的生产有关，以有效利用资本。因此，卓越的表现以及以高票价、低费用或两者兼而有之的方式进行管理的能力提供了竞争优势。为了更好地认识到应该采取哪些策略来影响票价和费用，餐厅经理应该诊断餐厅当前活动的水平，这些活动构成了餐厅的优势，通过各种服务来分销和支持商品被称为价值链。按照适当的顺序，价值链是更大价值体系的组成部分，或者是参与为最终消费者创造价值的活动的共同集合，无论这些活动是由谁执行的。
Value chain term was proposed by Porter, yet, most of the managers utilize it to mention a set of linked activities. However, numerous managers neglected the significance and intention of the value chain. The value chain is crucial since it is an extremely efficient instrument, via which a manager can decompose the firm into its related activities strategically, in order to concentrate on the ones that are origins of competitive advantage. Therefore, fundamentally these particular activities can be determined within a restaurant, which lead to higher fares or lower expenses. Via this framework, restaurants’ managers can classify methods to decrease expenditure and differentiate goods and service they implements within their restaurants. As said above, Porter has illustrated that competitive advantage is formed as well as sustained when a firm get the primary activities either exceptionally lower prices, or extremely better than rival companies. Diagnosing a restaurant is relied on increased values that are gained by executing every activity. In an opponent diagnosis, there might be a circumstance at which this method might not be efficient, and a clarification for this could be that with regards to expenses, the restaurant might decide to volunteer for being more costly in order to become strongly differentiated goods, or might decide to reduce all activities that is not a leading factor for cost, so that they can secure the dominance of expenses. In fact, the common standard is that the major activities are executed distinctly, and those assisting activities are more of the homogeneity. The standard appears to be convincing because the establishments of competitive advantage relies explicitly on the execution of the primary activities in a firm.
价值链术语是由波特提出的，但大多数管理者都使用它来提及一系列相关的活动。然而，许多管理者忽视了价值链的意义和意图。价值链至关重要，因为它是一种极其有效的工具，管理者可以通过它从战略上将公司分解为相关活动，以便专注于竞争优势的来源。因此，从根本上讲，这些特定的活动可以在餐厅内决定，这会导致更高的票价或更低的费用。通过这个框架，餐厅经理可以对减少支出的方法进行分类，并区分他们在餐厅内提供的商品和服务。如上述课程作业所述，波特已经说明，当一家公司获得的主要活动要么价格特别低，要么比竞争对手公司好得多时，竞争优势就会形成并持续下去。诊断餐厅依赖于通过执行每一项活动获得的价值增加。在对手诊断中，可能存在这种方法可能无效的情况，对此的澄清可能是，在费用方面，餐厅可能决定自愿承担更高的费用，以成为差异化的商品，或者可能决定减少所有不是成本主要因素的活动，以便他们能够确保开支的主导地位。事实上，共同的标准是主要活动的执行是明确的，而辅助活动则更具同质性。该标准似乎令人信服，因为竞争优势的建立明确依赖于企业主要活动的执行。
With regard to supporting activities, the answer is more nuanced problem as they may be common to several strategic segments. Virtually all segments are likely to experience high influence from organizations’ management, the culture of the organization or the way of organizing.
关于支持活动，答案是更微妙的问题，因为它们可能在几个战略部门中是常见的。几乎所有部门都可能受到组织管理、组织文化或组织方式的高度影响。
The reason which required the construction of the internal value chain of an organization also applies to the sharing of work between this and its various partners, upstream and downstream of it, so that there can be set a new value chain, called the external value chain.
需要构建组织内部价值链的原因也适用于在它和它的各个合作伙伴之间，在它的上下游，这样就可以建立一个新的价值链，称为外部价值链。
External value chain must be drawn to take account of other participants in the business of the organization who have a significant influence on internal chain. These key participants are those who have a real and decisive influence in obtaining competitive advantage and this category may include: major suppliers, distribution channels and market sectors, i.e. the rearrangement of marketing sectors.
外部价值链必须考虑到组织业务中对内部价值链有重大影响的其他参与者。这些关键参与者是那些在获得竞争优势方面具有真正和决定性影响的人，这一类别可能包括：主要供应商、分销渠道和市场部门，即营销部门的重组。
External value chain is in fact an analysis of pathways in which organizations operate, with a major influence on the creation of an organization’s competitive advantage and enables highlighting existing links, in terms of activities between participants in succession: suppliers – organization distributors – customers.
外部价值链实际上是对组织运作路径的分析，对组织竞争优势的形成有重大影响，并能够突出参与者之间的现有联系：供应商-组织分销商-客户。
Through this analysis of the external value chain, it can be made possible [4]: 通过对外部价值链的分析，可以实现
to observe the current distribution of activities between the organization, suppliers, distributors and customers and comparing costs with obtained benefits;观察组织、供应商、分销商和客户之间活动的当前分布，并将成本与获得的利益进行比较；
to explore possible ways of reducing costs through better coordination between the organization and its suppliers and distributors and even the transfer of activities in order to reduce cost of sales;探索通过组织与其供应商和分销商之间更好的协调，甚至转移活动来降低成本的可能途径，以降低销售成本；
Other forms of image-sharing activities or tasks and examination of a balance of forces between the “actors” of the chain. 其他形式的图像共享活动或任务，以及检查链中“参与者”之间的力量平衡。
The construction and analysis of the value chain, both external and internal, have as essential purpose the understanding of ways to add / re-add the value of products and services offered by the organization. The re-awarding of value is to refuse trivializing products and thus recreating a differentiation of the offer from that of competitors. In this respect, the external value chain must be designed so as to allow the organization to maximize creative capabilities, and thus exploit the internal value chain.
价值链的构建和分析，无论是外部的还是内部的，其基本目的是了解如何增加/重新增加组织提供的产品和服务的价值。价值的重新授予是拒绝轻视产品，从而重新创造与竞争对手的报价差异。在这方面，外部价值链的设计必须使组织能够最大限度地发挥创造力，从而利用内部价值链。
Particularly in the restaurant industry, its different cultures also have an effect on producing values, since cultures consist of the way individuals execute the services and meals, which if it succeeded to enhance the competitive advantage as well as is challenging for rivals to imitate.
特别是在餐饮业，其不同的文化也会影响价值观的产生，因为文化由个人执行服务和用餐的方式组成，如果成功地提高了竞争优势，竞争对手也很难模仿。
Depending on the food service sector to which managers targeted, several types of activities are crucial for the competitive advantage to a certain extent. It is critical for manager and stakeholders to analyze important values forming activities that are particular to an exact sector. In the circumstances of numerous rival business standards (such as: fine dining restaurant with take-away option), it is critical to follow the value chain for each of them, and then to determine the dissimilarities among the opponents. Progressing on the next stage in the value chain analysis, following the outline phase of the food service sector that the restaurants is component of, is to design and then compare it to its own value chain. As to compare, the value chain of the restaurant is placed aligned with the sector chosen one and again it will be diagnose the distinctions of both. The function of this observation is to recognize these activities within the food service sector that the restaurant performs as well as to acknowledge all main steps as in the progress of values production. The step is also a method to make comparison whether the vale chains of rival restaurants, and via this it could be clarified which value producing activities of individual restaurant are and the dissimilarities among those restaurants with regarding to values production. If after the comparison step, it can be diagnosed that both are identical, the restaurant can claim that both businesses are enrolled in a rivalry for becoming ”the best”. Thus, the analysis can assure that the distinguished restaurants do not want to obtain the ”uniqueness” for the reason of holding a competitive advantage. Subsequently, the long-term achieved profits from the food service industry can be decreased.
这篇留学生作业根据管理者所针对的食品服务行业，有几种类型的活动在一定程度上对竞争优势至关重要。对于管理者和利益相关者来说，分析特定行业的重要价值观形成活动至关重要。在众多竞争对手的商业标准（例如：带外卖选项的高级餐厅）的情况下，遵循每个标准的价值链，然后确定竞争对手之间的差异是至关重要的。在餐厅所属的食品服务行业的大纲阶段之后，进入价值链分析的下一阶段，是设计并将其与自己的价值链进行比较。作为比较，餐厅的价值链与所选行业保持一致，并再次诊断两者的区别。这一观察的作用是认识到餐厅在餐饮服务部门开展的这些活动，并认识到价值生产过程中的所有主要步骤。该步骤也是一种比较竞争对手餐厅的价值链的方法，通过该方法可以澄清单个餐厅的哪些价值生产活动以及这些餐厅在价值生产方面的差异。如果在比较步骤之后，可以诊断出两者完全相同，那么餐厅可以声称两家企业都在为成为“最好的”而竞争。因此，分析可以保证，知名餐厅不想因为拥有竞争优势而获得“独特性”。随后，食品服务业长期实现的利润可能会减少。
Advancing on the analysis of the value chain, Porter (@@) suggest concentrating on the elements which decide the fare for these activities which create or might create an influence on differentiations. With regards to this, the restaurant could form greater values of the products or service supplied by executing several activities in a different method, or implementing other activities than the ones of rivals by permitting them to increase values without rising the calculated expenses. The values for purchasers can happen along with the whole value chain as well as can derive from: restaurant or meals’ designs, the choices of ingredient utilized or the cooking process, or the experiences during the period of having meals there or after/before services and assistances. Whether the customer is a huge group or only a person, analyzing how it matches into the general value framework is crucial to address the appropriate way to produce values for the consumer.
在价值链分析的基础上，Porter建议专注于决定这些活动费用的因素，这些活动会对差异产生或可能产生影响。关于这一点，餐厅可以通过以不同的方法执行几项活动，或通过允许竞争对手在不增加计算费用的情况下增加价值来实施其他活动，从而为所提供的产品或服务形成更大的价值。购买者的价值可以与整个价值链一起发生，也可以来源于：餐厅或餐点的设计、所用食材的选择或烹饪过程，或在那里用餐期间或服务和协助之后/之前的体验。无论客户是一个庞大的群体还是一个人，分析其如何与一般价值框架相匹配，对于解决为消费者创造价值的适当方式至关重要。
The upcoming stage in the VCA is to concentrate on activities that create expenses. For this, exceptional care should be distributed to the activities of a restaurant that produce a great or rising proportion of expense. Relative expense that is taken up by a restaurant is calculated by the cumulative expenditure of executing every activity in the value chain. As declared above in the diagnosis, there are or there might be distinctions between the expense system of a restaurant and the one from the opponents. Subsequently, every expense connected with each activity, consisting of not only explicit operational expenses and resource expenditures, but also implicit expenses that emerge when executing each activity should also be calculated to the most accurate extent. Thus, restaurants’ managers must identify particular implicit expenditure that can be eradicated if specific activities could be interfered with. Regarding each activity, the expense benefit or loss relies on activities which produce expenses or on numerous determinants influencing the relative expense. In favor of determining the actual values of expense diagnosis, all the information accessible to the restaurant should be researched, so that the managers can recognize which actions should be conducted to enhance activities.
VCA的下一个阶段是专注于产生费用的活动。为此，应特别注意餐厅的活动，这些活动产生的费用比例很大或不断上升。餐厅所承担的相对费用是通过执行价值链中每项活动的累计支出来计算的。如本篇课程作业所述，在诊断中，餐厅的费用系统和反对者的费用系统之间存在或可能存在区别。随后，与每项活动相关的每一项费用，不仅包括明确的运营费用和资源支出，还包括执行每项活动时出现的隐含费用，也应以最准确的程度进行计算。因此，餐厅经理必须确定特定的隐性支出，如果特定的活动受到干扰，这些支出可以被根除。关于每项活动，费用收益或损失取决于产生费用的活动或影响相对费用的众多决定因素。为了有助于确定费用诊断的实际值，应该研究餐厅可访问的所有信息，以便管理者能够认识到应该采取哪些行动来加强活动。
3. Conclusions 结论
The value chain analysis acts as an crucial role in the process of diagnosing restaurants’ competitive advantage since via this framework the managers can gain insights to the approach of actions for expenses and the impacts they ha on the tactics which the restaurant has conducted. Plus, via the value chain, possible resources for differentiating the food sectors or services proposed by the restaurant can be recognized. As an outcome to the VCA, restaurants’ managers are capable of seeing each activity not only as expenditure but also as things which should increase values regardless of how small-scale the completed restaurant is. Secondly, the impact of the utilization of value chain is that it pushes managers to observe beyond the boundary of their own restaurant as well as its activities, and to realize that they are components of a greater values structure, including other opponents. Consequently, each representative of the values structure needed to acknowledge the responsibility it has to fulfill during the entire process of producing values, no matter the length it takes to approach the eventual consumer. The self-reliance of the value chain has extensive associations. Thus, the authorization utilized cross boundary, for example, between the restaurants and their customers, or between the restaurants and their ingredient providers, or between the stakeholders of the culinary enterprises, can become as crucial to the strategic plan as the managements advanced within the restaurant itself. The value chain was a main innovation for the diagnosis of relative expenses and the values produced in a restaurant. The value chains assist managers to concentrate on activities that generate expenses and produce values for consumers.
本篇留学生作业总结了价值链分析在诊断餐厅竞争优势的过程中发挥着至关重要的作用，因为通过这个框架，管理者可以深入了解费用行动的方法以及他们对餐厅策略的影响。此外，通过价值链，可以识别餐厅提出的用于区分食品行业或服务的可能资源。作为VCA的结果，无论建成的餐厅规模有多小，餐厅经理都能够将每一项活动不仅视为支出，而且视为应该增加价值的东西。其次，价值链利用的影响是，它促使经理超越自己餐厅及其活动的边界进行观察，并认识到他们是更大价值观结构的组成部分，包括其他反对者。因此，价值结构的每一位代表都需要承认在价值产生的整个过程中必须履行的责任，无论接触最终消费者需要多长时间。价值链的自力更生有着广泛的关联。因此，跨境使用的授权，例如，在餐厅和顾客之间，或在餐厅和配料供应商之间，或烹饪企业的利益相关者之间，可能会变得与餐厅内部的管理层一样对战略计划至关重要。价值链是诊断相对费用和餐厅价值的主要创新。价值链有助于管理者专注于产生支出并为消费者创造价值的活动。
Recommendations 建议
Why are several restaurants more fruitful than others in an extended duration of time? The article has stated a variety of sources and capacities which are constructed in an internal extent, that are served as the foundation for competitive advantage. Actually, since the aggressive environment in the hospitality sector is becoming more unpredictable, a concentration on internal capitals might be a more stable and profitable way to strategies formation. In the recent time, researchers have illustrated that fare lower than opponents end up in lower profit per accessible customer. Obviously, this idea backs up the notion that in insecure periods, an organization is probably to guarantee an advantage by concentrating on customer orientation as well as to avoid the trap of switching tactics to match opponents’ behaviors. After utilizing the Porter’s VCA, it is crucial to the managers to select a strategic plan that make use of the company’s focus competency (@@). @@@ also stated that constructing information technology (IT)- reliance strategy will improve a restaurant’s capability. Other findings have illustrated the spending on intangible elements, such as branding and consumers’ contacts, or the food and beverage staff will support the profitability (@@@). Resources advancement is not just to leverage current sources; it is also considered with constructing new capacities for the prospect. Hospitality experts would be considered to concentrate attentions inbound by constructing, renewing, as well as steadily re-producing the resources essential to supply competitive advantages. As concentrating on internal capitals is recommended in period of unpredictability, opponents must not be neglected. In order to entirely acknowledge competitive behaviors, the restaurants’ managers should integrate the common definitions of market on the foundation of property category with other more significant definitions of opponents. Byrson @@@ also illustrated a cost-based approaches to define market and a more complicated procedure to gather opponents’ yield a brand-new and distinct view on the question supporting Porter’s analysis of who is your competitions.
本篇留学生作业给出建议：价值链分析在诊断餐厅竞争优势的过程中发挥着至关重要的作用，因为通过这个框架，管理者可以深入了解费用行动的方法以及他们对餐厅策略的影响。此外，通过价值链，可以识别餐厅提出的用于区分食品行业或服务的可能资源。作为VCA的结果，无论建成的餐厅规模有多小，餐厅经理都能够将每一项活动不仅视为支出，而且视为应该增加价值的东西。其次，价值链利用的影响是，它促使经理超越自己餐厅及其活动的边界进行观察，并认识到他们是更大价值观结构的组成部分，包括其他反对者。因此，价值结构的每一位代表都需要承认在价值产生的整个过程中必须履行的责任，无论接触最终消费者需要多长时间。价值链的自力更生有着广泛的关联。因此，跨境使用的授权，例如，在餐厅和顾客之间，或在餐厅和配料供应商之间，或烹饪企业的利益相关者之间，可能会变得与餐厅内部的管理层一样对战略计划至关重要。价值链是诊断相对费用和餐厅价值的主要创新。价值链有助于管理者专注于产生支出并为消费者创造价值的活动。本站提供各国各专业留学生作业范文，留学生作业代写以及留学生作业写作指导，如有需要可咨询本平台。