Statistics and reports from the countries that have a strong film industry show the impact of film industry growth, activities and services on national economics. Development of this industry on the one hand, provides dynamic employment and GDP growth and on the other hand, influences indirectly on the related industries such as the print media and television, advertising, hardware and software industries, tourism and so on. Development of information technology, digital products and internet has had a significant role in the film trade growth in the last two decades. The company's Value chain, identify all the activities conducted by the company and related to strategic issues, in other words, these activities would have competitive advantages with lower costs and improve quality. Usually, each of the businesses must have a Value chain. Value chain analysis describes the activities within and around an organization, and relates them to an analysis of the competitive strength of the organization. Therefore, it Values each particular activity that adds to the organization’s products or services. This idea was built upon the insight that an organization is more than a random completion of machinery, equipment, people, and money. only if these things are arranged into systems and systematic activities, it would become possible to produce something for which customers would be willing to pay a fee. Porter argues that the ability to perform particular activities and to manage linkages among these activities would be a source of competitive advantage. Porter distinguishes between primary activities and support activities. According to him, the primary activities are: inbound logistics: relationships with suppliers and include all the activities required to receive, store, and disseminate inputs as well as operations: all the activities required to transform inputs into outputs. Outbound logistics: all the activities required to collect, store, and distribute the output. Marketing and sales: activities inform buyers about products and services and would induce buyers to purchase them and facilitate their purchases. Service: all the activities required to keep the products or services working effectively for the buyer after something is sold and delivered. Secondary activities are: procurement: p the acquisition of inputs or resources for a firm. Human resource management: all activities involved in recruiting, hiring, training, developing, compensating and dismissing or laying off personnel. Technological development: pertains to the equipment, hardware, software, procedures and technical knowledge brought to bear in the firm's transformation of inputs into outputs. Infrastructure: serves the company's needs and ties its various parts together; it consists of functions or departments such as accounting, legal, finance, planning, public affairs, government relations, quality assurance and general management. The aim of this study is to identify film Value chain in Iran and its impact on sales growth. For data analysis, expletory factor analysis, confirmatory factor analysis and structural equation modeling (SEM) in Lisrel software were used. The results showed that among main activities, input logistic and supplies materials in main activities have the most impact on sales growth.

Considering the quality of care from views of patients is an important aspect in improving health services and expected Value of patient. So the Value chain is a strategic tool in health care organizations to create Value and achieve the goal of continuous improvement in quality. In this paper we discuss the role of Value chain in promoting quality of health care.This study was review which was done the first half of 2012. For searching related articles and documents, the main Value chain keyword and sub keywords quality and satisfaction were used in the database. Title, abstract and full text investigated respectively, and then 43 of them selected for evaluation.Findings were classified in several parts. These findings include the concept of quality, planning achieve to Value-based quality, Value chain, its use in health care organizations, describing components, logic planning implementation strategies, Value adding healthcare service delivery strategies and Value adding support strategies.In this paper, we try to noted different aspects of the Value chain, two important parts of Value chain including Value adding healthcare service delivery strategies and Value adding support strategies. Value chain can be an important tool for managers in order to planning and improve the quality.

This study aims at investigating Iranian nanotechnology companies based on their positions in the Value chain. Activities and behaviors of nanotechnology companies were investigated in a three-year period, from 2007 to 2010. The research adopts a descriptive approach to portray the emerging nanotechnology industry in Iran using the concept of Value chain. All companies active in the field of nanotechnology in Iran were investigated during the study period. Data collection has been done through semi-structured interviews with managers of nanotechnology companies, their business customers, and partner organizations like other companies, universities, laboratories or research centers. In addition, formal and informal company documents, letters, reports and company websites were used as secondary data sources. analysis of the data shows that the general approach of nanotechnology companies in Iran was more supply-oriented than demand-oriented. Some companies in the upstream part of the Value chain have developed their activities to produce end products and moved toward downstream parts of the Value chain. Results of the study reveal that industrial firms that have enhanced their products through adoption of nanotechnologies enjoy higher rates of return and profitability, compared to firms that are active in the upstream or midstream parts of the Value chain. The research provides a comprehensive understanding of situation of Iranian nanotechnology companies for businesses and policy makers. It recommends support and empowerment of the intermediary firms and industrial firms to enable and facilitate cooperation of nanotechnology companies with the established industries.

Supply chains have evolved over time from improving supply-side processes to meeting customer needs and Value chains. The fact that the tourism industry's customers want to get an integrated product requires an interactive framework for Value creation among different stakeholders, the realization of which has always faced some barriers. As the Internet and the development of the tourism's electronic supply chain provide an interactive platform for integration, this study sought to identify the factors involved in the integration of the supply chain and to find out how to create Value through the chain. To this end, a framework was proposed based on the categories, sub-categories, and concepts presented in previous studies using the meta-synthesis method. Having reviewed 175 abstracts, t119 items were examined in terms of the Critical Assessment Skills Program checklist, and 35 items were investigated in terms of their content. The study's findings indicated that different types of internal and external drivers and barriers affected the macro environment, chain, and different aspects of internal integration, suppliers (external), and customers. Therefore, it could be argued that the integration of the supply chain and co-creation of Value leads to Value creation for all stakeholders and that the electronic supply chain provides the interactive grounds for integration, co-creation, and Value creation.

Sustainable growth of a company share Value, regardless of financial flow and integration of financial decisions with other physical decisions, is not reachable. Value based supply chain management, attempts to make it possible through taking working capital and fixed assets into consideration as well as factors such as sales and costs. In this paper a mixed integer programming is presented to integrate financial and physical decisions in a multi echelon, multi period and multi commodity supply chain in order to maximize economic Value added, as a most prevalent Value metric. Working capital management with the option of pre-buy or pre-sell as well as the credit buy or credit sell is one of the most important contributions of this paper. Performance and validation of proposed model, are proven through solving large scale problem sizes. Then, the effect of different buy and sell options, are illustrated. Company Value is 64% reduced when options were not considered.

Designing the business portfolio is a key decision in corporate-level strategy and is bonded with strategic concepts such as vertical integration and diversification. Nevertheless, most of the previous researches have proposed general conceptual models, or investment portfolio optimization models based on financial approach. In this paper, a mathematical model is proposed, firstly to utilize quantitative methods in strategic decision makings and secondly, to considers non-financial, strategic variables in modeling process. To address this need, a mathematical framework for formulating synergies between businesses in a Value chain is developed. Although the conceptual structure is applicable for different industries, the model is developed for a multi-business company in petroleum industry of Iran.

This study is done to define the technological contribution in the Value chain of chemical industries and assess the effects of this on industrial’s Value added. The Value network contains 581 active firms in 5 stages and 21 groups, and date gathered with 141 questionnaires by snowball method. Then the technology contribution and economic Value added are defined for each stage and group. Besides the descriptive analysis, the role of technology contribution in Value creation is evaluated with correlation analysis. The findings show that Value added has a positive correlation to the technology contribution and a reduction of technology share in each firm leads to decreasing operating profit decline and increasing non-technological capital cost, and finally the reduction of Value added. Assessment of the groups shows that intermediate, petrochemical, coating, insulation and detergents groups have more impression with technology contribution. With respect to the low relative technology contribution of these groups in Fars province, technology reconstruction and modernization investment in these firms could upgrade Value chain.

iran's marine industry is of high importance due to the countries 5800 km of coastline, access to the sea in the north and the south, and access to free water although the industry's situation is not as successful as its rivals which started their development plan simultaneously. The purpose of this paper is to examine the gap between current and ideal situation of marine industry to find bottlenecks of development. To do so, the marine industry Value chains in other countries are studied and customized with Iran's industry through expert opinions as the first step. Next, private and governmental companies, which have been registered in Iranian Association of Naval Architecture & Marine Engineering, are reviewed and located in the Value chain to find industry strengths and weaknesses. Finally, solutions to remove bottlenecks of Iran's marine industry development are proposed. Results are representative of the fact that the majour bottlenecks in supportive activities are the lack of integrated finance and insurance system, occupational skill training system, customs adminstartion, and R& D infrastructure. Moreover, the major bottlenecks in primery activities are lack of vendor list, and weakness of needs & feasibility assessment, supply chain management and technical capabilities. To improve the industry performance, the government should focus on integrated laboratory services, finance and insurance, and regulations to reduce investment risks and private sector should promote its productivity and competitiveness. This research could be used as a basis to formulate Iran's marine industry strategic plan.

The current qualitative research was done with the aim of analyzing the challenges facing the potato Value chain based on the farmers’,opinions and providing solutions to improve it by emphasizing the provision of marketoriented extension services. The participants of this study were potato growers in Hamedan province who were purposefully selected using the snowball sampling technique. The content validity of this research was determined by a team experts. After conducting more than 10 hours of in-depth interviews with 14 potato growers, theoretical saturation was obtained. Reliability is very important in the content analysis method. Therefore, after the initial classification and evaluation of the concepts, the content was re-coded, classified, and evaluated, and if there is a high match, the results of the analysis of two coders were re-evaluated and accepted. Qualitative data analysis from semi-structured interviews in Nvivo10 software led to the extraction of 75 concepts in open coding and 8 core categories which were represented using two support activities and the main Porter Value chain. Accordingly, most of the barriers raised by the respondents were financial-based concepts from the group of support activities and the lowest frequency in terms of source and number of references was related to outbound logistics and service operations from the main activities.