NHLE Case Study

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NHLE Case Study

Value Chain

A value chain is a fundamental business management facet in any business's strategic performance and operation for effective performance and profit. According to the authors, the value chain describes a mandatory set of activities that firms accomplish to provide products or services from raw materials to a final product that can be sell to customers (Jay & William, 2019. The current value chain at the NHLE inbound logistics such as each team receiving representation from the NHL division for officiating, scouting, and public relations and marketing divisions. Similarly, the current NHLE'S value chain used marketing and sales strategies through each NHL's team employing marketing approaches and techniques for promoting the team and responsibility for selling tickets for the team's games.

The Overall Value Chain

Vertical integration describes fundamental steps for a form to accomplish value chain steps within boundaries, varying from one to another (Jay & William, 2019). Therefore , the overall value chain for sporting industry accommodate stepwise activitiesstartingwith leather, shoe manufacturing, marketing, sporting goods, then to shoe stores, then to customers.

NHLE Portions

In the case, study, NHLE's portion in the value chain accommodates primary activities, specifically, marking and sales to develop distinctive barns image and customer-based strategies at retail levels, embracing consumer's demands. In this sense, the NHLE incorporates forward vertical integration by introducing a district brand image and consumer-based considerations at the retail level closer to final consumers (Jay & William, 2019). Thus, the firm introduces additional steps in the chain value for a distinctive bard image of NHL products.

Three Variants of The Expansion Opportunity

Forward vertical integration influences three variants such as strategic, partnership, and internal business growth in multiple ways. Notably, the firm accommodates a customer-based business strategy to offer a competitive advantage in customer satisfaction and experiences. Similarly, the partnership is an opportunity that is achievable through a robust and distinctive NHL's brand image, including outlets such as Wall-Mat. Finally, internal business growth occurs when the NHLE builds a distinct brand image for the products and creating own retail for convenient outlets.

Alternatives to Vertical Integration

According to the case study, there are three fundamental alternatives including, complete managerial control of location and retail store operations, hiring a management firm, and renting a space in major departmental stores. Notably, the authors aver that vertical interrogation provides alternatives such as reducing opportunistic threats, creating value by enabling a firm to exploit the valuable, and creating values under the condition of low risks (Jay & William, 2019). Conversely, alternatives to vertical integration such as franchise agreement join venture, collaboration and strong alliances are suitable in managing brand image and customer-based approaches.

Opportunism

Jay & William (2019) define opportunism to be when a form is unfairly exploited for an exchange. Firstly, a change towards a distinct bard image and NHL's retail outlet manages unfair exploitation in partnership agreements, collaboration and contracts. Similarly, the change in brand image through customer-centric outlets as vertical integration change will manages changes in alternative marking strategies, saving the unnecessary exploitations.

Flexibility

Flexibility articulates the cost of alternating firm strategy and organizational decisions (Jay& William, 2019). Significantly, strong brand image for the NHL's products provide accommodative market penetration and coverage leading to marketing and sales flexibility. Vertical integration changes in customer-based retail outlets ensure accessibility of the products, hence flexibility in proving and receiving products by the final consumers.

Resources, Capabilities, Organizational Structure, and Goals

Finally, the proposed changes on the NHLE's potential changes in the vertical interaction accommodate resources, capabilities, organizational structure, and goals. Available resources such as NHL's products enable the form to manage a strong brand image on its products. Similarly, capabilities such as strong market structure provide a platform for the firm to initiate its retail outlets as a potential vertical change. Significantly organizational structure at NHL's team divisions facilitates the process of marking and ales at divisional levels for a possible vertical change. Finally, organizational goals such as customer satisfaction and experience by a strong brand image are achievable influences vertical changes such as consumer-based retail outlets.

Conclusion

In conclusion, chain value is an important segment in business operations and performance accommodating primary and support activities. Thus, the NHL's alternative on the vertical integration in creating distinct NHL's product brand and customer-based consideration underscores performance and profitability.

Reference

Jay, B., and William, H. (2019). Strategic Management and Competitive Advantage: Concepts and Cases (6^th Ed.). Pearson Education Inc.