Mapping of the Strategic Positioning and Sequencing through the Integrated Value Creation Model: The Wholesale Spare Parts Distribution in the Italian Automotive Independent After Market in the 2008-2011 Period

Silvano Guelfi


From always, strategy and value creation are linked by a precise cause and effect relationship. In particular, companies challenge each other to identify and realize the most suitable strategies to create competitiveness and economic value and the latter is recognized, by the scientific community as well as from the professional world, as the true measure of the quality of the company strategies. In this direction, the present essay investigates the possibility to evaluate the quality of the strategic process of the company through its mapping of the strategic positioning and sequencing in turn based on the metric of the current value creation, i.e. the realized results in the present, and the strategic value creation, i.e. the sown results for the future. The possible combinations of the mentioned above current and strategic value creation highlight four main types of business strategy: the long vision strategy opposed to the no future strategy and the harvesting/breath strategy opposed to the changing strategy. In this direction, the best company is the one who knows how to collect results in the present (i.e. a positive current value creation) and at the same time it is able to sow/invest for the future (i.e. a positive strategic value creation). At the end the above relationship between strategy and value creation is synthetically applied to the Wholesale Spare Parts Distributors operating in the Italian Automotive Independent After Market for the period 2008-2011: the sample, composed of 168 limited companies, represents more than 98% of the value of total production (approximately 2,0 billion euro).

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International Journal of Business Administration
ISSN 1923-4007(Print) ISSN 1923-4015(Online)


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