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1、2020/10/29,1,Profit Pools: A Fresh Look at Strategy,Orit Gadiesh and James L. Gilbert Harvard Business Review May-June 1998,2020/10/29,2,THE PC INDUSTRYS PROFIT POOL,Value chain focus Axes Verticaloperating margin Horizontalshare of industry data,2020/10/29,3,The Profit Pool Lens,The profit pool is
2、the total profit earned in an industry at all points along the industrys value chain Segment profitability may vary by customer group, product category, geographic market, or distribution channel Profit concentration may be very different than revenue concentration Shape of the profit pool reflects
3、the competitive dynamics of a business Interactions of companies and customers Competitive strategies of competitors Product pools are not stagnant,2020/10/29,4,THE U.S. AUTO INDUSTRYS PROFIT POOL,100%,operating margin,source: Harvard Business Review, May-June 1998,auto rental,2020/10/29,5,Profit Po
4、ols: Company Examples,Companies Automakers U-Haul Elevators (OTIS) Harley Davidson Polaroid,Core Business Auto manufacturing Truck Rental Elevator Manufacturing Motorcycles Instant Photography Cameras,Sources of Highest ROI Auto leasing, insurance Packing materials, storage Service Accessories (cons
5、umer products), leasing, service, restaurants Film,2020/10/29,6,Managerial Implications,Focus on growth and market share can lead a company to focus on unprofitable segments of an industry Todays deep revenue revenue pool may be tomorrows dry hole. The goal should be to focus on profitable opportuni
6、ties Industry should be considered more broadly than traditional definition Automobile industry includes Component manufacture and supply New car assembly and delivery New car warrantee and service New car financing and insurance Used car sales and service,2020/10/29,7,Turbulent industries,Profit po
7、ols are especially important and useful in industries undergoing deregulation and/or technological change Such changes can open new profit pool opportunities and drain old ones Choke points may change or be eliminated Opportunities for either forward or vertical integration may emerge Current vertic
8、al integration may be disintermediated,2020/10/29,8,Creating and managing a profit pool,Profit pool analysis may indicate new opportunities or threats Imperatives Be open to a new perspective on your business and industry Developing new strategy may require overturning elements of the current strate
9、gy Be open to reevaluate the role played by current competitors Be vigilant to identify possibility that new entrants may seek to enter your industry with radical strategies,2020/10/29,9,Looking Ahead: Profit Pools and the Five Forces,Profit pools are computed by multiplying the size of the revenue
10、by the unit profit margin Essentially an accounting process- no theory Most valuable in situations in which external conditions are essential stable and/or unimportant (Often dominated by internal data alone) The five forces tells us (which will study next) the underlying determinants that determine
11、 both the revenue size and the unit profit margin The profit drivers which allow us to forecast the direction of change,2020/10/29,10,Marakon Runners,Thomas A. Stewart Fortune Sept. 28, 1998,2020/10/29,11,Marakon Associatess Approach to Corporate Strategy,Consultants to many large corporations Coca
12、Cola, HP, GM, CitiCorp, etc. Clients have returns 3.1% higher than industry peer group Goal is to increase shareholder value through analysis of economic profit Deep drilling in business data to measure value creation Product segments Customer segments,2020/10/29,12,How Strategy Happens,Learning whe
13、re value is created Waterfall charts by product and customer segments Evaluating strategy Industry average profit per unit Companys profit vs industry average Managing value Current strategy Change product focus Change customer focus,2020/10/29,13,Learning where value is created,2020/10/29,14,Evalua
14、ting Strategy,2020/10/29,15,Managing for value,Current strategy,Change product focus,Change Customer focus,Value,2020/10/29,16,Application to our cases,Retail industry (Wal*Mart) Soft drink industry (Coca-Cola and PepsiCo) Steel (Nucor) and aluminum cans (CC&S) Hi tech (Intel, Cisco, and Dell) Video
15、 games (Nintendo) Web businesses (eBay and Yahoo!),2020/10/29,17,The Core Competence of the Corporation,Prahalad, C. K. and Gary Hamel Harvard Business Review, May-June 1990,2020/10/29,18,Core Competence,A Firm is made up of resources people, patents, brand names, plant &equipment, processes, etc A
16、competence is the ability to employ diverse skills and resources to perform tasks and activities. A core competence is a broadly based and/or a broadly applied fundamental capability.,2020/10/29,19,Competence and Technology,Competence is not the same as technology Competence requires technologies social organization collective learning,2020/10/29,20,Core competence questions:,What are we really good at? How can we build upon it? What do we need to be good at?,2020/10/29,21,Characteristics
