The value chain model highlights the specific business activities (core business) in which competitive strategies can best be applied and in which information systems are most likely to have a strategic impact. The model views the business as a series of primary and supporting activities that add value to a company's products and services. Primary activities are more related to the production and distribution of the company's products and services that create value for the customer. Primary activities include inbound logistics, operations, outbound logistics, sales and marketing, and service. Support activities consist of the organization's infrastructure (administration and management), human resources, technology, and procurement. Using a company's value chain model considers comparing its business processes with those of its competitors or other companies in related industries and identifying industry best practices. Benchmarking involves comparing the efficiency and effectiveness of your business processes against strict standards and then measuring performance against those standards.[1]​.

Likewise, the value chain is directly related to the development of the business model, this is raised from the thought processes and logical structures of the tools that structure it, strengthening its core business.

The value chain of a company must be linked to the value chains of its suppliers, distributors and customers. A value network consists of information systems that improve industry-wide competitiveness by promoting the use of standards and by giving companies the opportunity to work more efficiently with their value partners.[4]​.

The concept has been extended beyond individual organizations. It can also be applied to the study of the supply chain as well as distribution networks"). The provision of a set of products "Product (object)") and services "Service (economy)") to the final consumer mobilizes different economic actors, each of which manages its value chain. The synchronized interactions of these local value chains create an expanded value chain that can become global (the so-called global value chains[4]​). Capturing the value generated along the chain is the new approach that many management strategists have adopted. By exploiting information that flows up and down the chain, companies can try to overcome intermediaries by creating new business models.[3]​[2]​.

The value chain model highlights the specific business activities (core business) in which competitive strategies can best be applied and in which information systems are most likely to have a strategic impact. The model views the business as a series of primary and supporting activities that add value to a company's products and services. Primary activities are more related to the production and distribution of the company's products and services that create value for the customer. Primary activities include inbound logistics, operations, outbound logistics, sales and marketing, and service. Support activities consist of the organization's infrastructure (administration and management), human resources, technology, and procurement. Using a company's value chain model considers comparing its business processes with those of its competitors or other companies in related industries and identifying industry best practices. Benchmarking involves comparing the efficiency and effectiveness of your business processes against strict standards and then measuring performance against those standards.[1]​.

Likewise, the value chain is directly related to the development of the business model, this is raised from the thought processes and logical structures of the tools that structure it, strengthening its core business.

The value chain of a company must be linked to the value chains of its suppliers, distributors and customers. A value network consists of information systems that improve industry-wide competitiveness by promoting the use of standards and by giving companies the opportunity to work more efficiently with their value partners.[4]​.