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1、ProfitPoolsandCoreCompetence DarralGClarkeProfessorofManagementTheMarriottSchoolBrighamYoungUniversity ProfitPools AFreshLookatStrategy OritGadieshandJamesL GilbertHarvardBusinessReviewMay June1998 THEPCINDUSTRY SPROFITPOOL ValuechainfocusAxesVertical operatingmarginHorizontal shareofindustrydata Th
2、eProfitPoolLens Theprofitpoolisthetotalprofitearnedinanindustryatallpointsalongtheindustry svaluechainSegmentprofitabilitymayvarybycustomergroup productcategory geographicmarket ordistributionchannelProfitconcentrationmaybeverydifferentthanrevenueconcentrationShapeoftheprofitpoolreflectsthecompetiti
3、vedynamicsofabusinessInteractionsofcompaniesandcustomersCompetitivestrategiesofcompetitorsProductpoolsarenotstagnant THEU S AUTOINDUSTRY SPROFITPOOL 100 operatingmargin source HarvardBusinessReview May June1998 autorental ProfitPools CompanyExamples CompaniesAutomakersU HaulElevators OTIS HarleyDavi
4、dsonPolaroid CoreBusinessAutomanufacturingTruckRentalElevatorManufacturingMotorcyclesInstantPhotographyCameras SourcesofHighestROIAutoleasing insurancePackingmaterials storageServiceAccessories consumerproducts leasing service restaurantsFilm ManagerialImplications Focusongrowthandmarketsharecanlead
5、acompanytofocusonunprofitablesegmentsofanindustryToday sdeeprevenuerevenuepoolmaybetomorrow sdryhole ThegoalshouldbetofocusonprofitableopportunitiesIndustryshouldbeconsideredmorebroadlythantraditionaldefinitionAutomobileindustryincludesComponentmanufactureandsupplyNewcarassemblyanddeliveryNewcarwarr
6、anteeandserviceNewcarfinancingandinsuranceUsedcarsalesandservice Turbulentindustries Profitpoolsareespeciallyimportantandusefulinindustriesundergoingderegulationand ortechnologicalchangeSuchchangescanopennewprofitpoolopportunitiesanddrainoldonesChokepointsmaychangeorbeeliminatedOpportunitiesforeithe
7、rforwardorverticalintegrationmayemergeCurrentverticalintegrationmaybedisintermediated Creatingandmanagingaprofitpool ProfitpoolanalysismayindicatenewopportunitiesorthreatsImperativesBeopentoanewperspectiveonyourbusinessandindustryDevelopingnewstrategymayrequireoverturningelementsofthecurrentstrategy
8、BeopentoreevaluatetheroleplayedbycurrentcompetitorsBevigilanttoidentifypossibilitythatnewentrantsmayseektoenteryourindustrywithradicalstrategies LookingAhead ProfitPoolsandtheFiveForces ProfitpoolsarecomputedbymultiplyingthesizeoftherevenuebytheunitprofitmarginEssentiallyanaccountingprocess notheory
9、Mostvaluableinsituationsinwhichexternalconditionsareessentialstableand orunimportant Oftendominatedbyinternaldataalone Thefiveforcestellsus whichwillstudynext theunderlyingdeterminantsthatdetermineboththerevenuesizeandtheunitprofitmarginTheprofitdriverswhichallowustoforecastthedirectionofchange Mara
10、konRunners ThomasA StewartFortuneSept 28 1998 MarakonAssociates sApproachtoCorporateStrategy ConsultantstomanylargecorporationsCocaCola HP GM CitiCorp etc Clientshavereturns3 1 higherthanindustrypeergroupGoalistoincreaseshareholdervaluethroughanalysisofeconomicprofitDeepdrillinginbusinessdatatomeasu
11、revaluecreationProductsegmentsCustomersegments HowStrategyHappens LearningwherevalueiscreatedWaterfallchartsbyproductandcustomersegmentsEvaluatingstrategyIndustryaverageprofitperunitCompany sprofitvsindustryaverageManagingvalueCurrentstrategyChangeproductfocusChangecustomerfocus Learningwherevalueis
12、created EvaluatingStrategy Managingforvalue Currentstrategy Changeproductfocus ChangeCustomerfocus Value Applicationtoourcases Retailindustry Wal Mart Softdrinkindustry Coca ColaandPepsiCo Steel Nucor andaluminumcans CC S Hitech Intel Cisco andDell Videogames Nintendo Webbusinesses eBayandYahoo TheC
13、oreCompetenceoftheCorporation Prahalad C K andGaryHamelHarvardBusinessReview May June1990 CoreCompetence AFirmismadeupofresourcespeople patents brandnames plant equipment processes etcAcompetenceistheabilitytoemploydiverseskillsandresourcestoperformtasksandactivities Acorecompetenceisabroadlybasedan
14、d orabroadlyappliedfundamentalcapability CompetenceandTechnology CompetenceisnotthesameastechnologyCompetencerequirestechnologiessocialorganizationcollectivelearning Corecompetencequestions Whatarewereallygoodat Howcanwebuilduponit Whatdoweneedtobegoodat CharacteristicsofEffectiveCompetencies Durabi
15、lity Technicalequipmentcanbeshortlived Reputationorknowledgemaydepreciatemoreslowly Transparency Themorecomplexthesourceofcompetence theharderitistoimitateit Transferability Theavailabilityofresourcestocompetitors Replicability Acompetitor sinternalabilitytoreplicateacompetenceusingavailableresource
16、s ChoosingCompetencies Howcentralisthiscompetencetooursuccessinthemarket Howlongcouldwepreserveourcompetitivenessinthisbusinesswithoutthisparticularcompetence Whatfutureopportunitieswouldbeforeclosedifweweretolosethisparticularcompetence CoreCompetenceandCoreProducts AHierarchyofCompetencies BuildingStrategyfromCapabilities Source RobertM Grant TheResource BasedTheoryofCompetitiveAdvantage CaliforniaManagementReview Spring 1991 page151 Howtomapyourindustry sprofitpool OritGadieshandJamesL Gilber
