Difference between revisions of "Insourcing - Outsourcing Matrix"
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| − | Insourcing - Outsourcing | + | At [[M8-S2 - Case - Ducati|Ducati]] outsourcing decisions where taken along the following matrix: |
| + | |||
| + | {| class="wikitable" | ||
| + | ! | ||
| + | !Strength compared to rivals | ||
| + | !Low | ||
| + | !High | ||
| + | |- | ||
| + | |Generated customer value | ||
| + | |High | ||
| + | |'''Support activity'''<br>In- or outsource selective | ||
| + | |'''Core competence'''<br>Insourcing, distinctive competence | ||
| + | |- | ||
| + | | | ||
| + | |Low | ||
| + | |'''Marginal activity'''<br>Outsourcing | ||
| + | |'''Strategic activity'''<br>In- or outsourcing selective | ||
| + | |- | ||
| + | |} | ||
| + | Part of: [[M8-S2 - Case - Ducati versus Harley Davidson|M8-S2 - Case - Ducati versus Harley Davidson]] | ||
[[Category:mbi]] | [[Category:mbi]] | ||
Latest revision as of 19:56, 27 August 2020
At Ducati outsourcing decisions where taken along the following matrix:
| Strength compared to rivals | Low | High | |
|---|---|---|---|
| Generated customer value | High | Support activity In- or outsource selective |
Core competence Insourcing, distinctive competence |
| Low | Marginal activity Outsourcing |
Strategic activity In- or outsourcing selective |
