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Traditional focus of supply chain is set on flows within and over the organization, which shows necessary steps a product have to take in order to minimize costs and inventory turnover rate (Sahay (2003, p. 76); Rainbird, 2004). Concept itself is focused on distribution and costs, which are held in minimum possible level at each step of chain, rather than on value added. Value chain approach has been applied in “not digital” industries as retail, automobile, fast food, grocery, IT industry, etc. (Lee, 2002). Hearn and Pace (2006) addressed a number of limitations, that concept of chain applies on interactive software and other creative industries (Value?creating ecologies: understanding next generation business systems):
• suggests a single linear process with one stage leading to the next;
• B does not analyse the fact that value chain creation may be a competitive as well as a cooperative process;
• B lends itself to mechanistic linear thinking. It suggests static rather than dynamic processes (Gossain and Kandiah, 1998; Rainbird, 2004);
• B suggests the chain exists in isolation and ignores the environment as well as the effect of processes or factors that are not strictly part of the chain but are important enablers, catalysts or context setters for the chain (Rainbird, 2004);
• B rests on a simplified notion of ”value”. For example, it assumes value remains ”in the product” ignoring externalities (i.e. product value derived from the relationship of the product to a system or other products); and
• B does not adequately capture the close symbiotic relationship between a company and its customers, suppliers, and partners (Gossain and Kandiah, 1998).

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