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The Nature of C+H Value Chains


MemberSupport

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We can assess Cannabis and Hemp value chains from many different perspectives such as timeliness, quality, cost to serve, process efficiency, etc. But the majority of our members are not business change specialists, process engineers, system architects or technical analysts. So, where is the newcomer going to find key areas of opportunity that they can readily understand and add their own understanding and potential solutions for common, everyday issues.

Cannabis Connect is focused on a broad variety of topics of discussion, Here are 3 typical areas of concern which might give you some great program or project opportunities that we want to strive to achieve...

1.) Significant impact on the financial and / or operational impacts that generate strategic shareholder value,

2.) Practical tactics and strategies which make good business sense for the large majority of companies, and... 

3.) Business change opportunities where a project or a program will address core customer constituencies such as B2B customers (also known as Partners or Strategic Partners), B2C customers, employees, supply chain participants or design chain participants, or the venture capital communities, etc.

The place where most companies dig in are these top 3 value chain opportunities...

A. Organize your Partner Portal on Cannabis Connect which involves all relevant Business-To-Business (B2B) partners. Make sure to assign a Partner Manager to keep discussions prioritized, scheduled for discussions, resolutions and follow-up. They can oversee the Partner community calendar and introduce partners to key managers and board members.

B. Organize an up-stream set up of "design chain" partners who are involved in the scientific aspects of end products such as Cannabis stem cell technologies and DNA models to define those characteristics that you are trying to target and embed in the products delivered.

C. Organize down-stream supply chain of value chain business entities (i.e. participants) that relate to the flow of products and services, logistics, replenishment warehouses, carriers, etc. which are moving to the end-consumer of Consumer Packaged Goods (CPGs).

By organizing these core customer constituencies you will achieve greater levels of partner communication, controls, coordination and collaboration.

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