Bain战略分析工具profit pool

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,Profit Pools and Core Competence,Darral G Clarke,Professor of Management,The Marriott School,Brigham Young University,11/22/2024,1,Darral G.Clarke for BM 499,Profit Pools:A Fresh Look at Strategy,Orit Gadiesh and James L.Gilbert,Harvard Business Review,May-June 1998,11/22/2024,2,Darral G.Clarke for BM 499,THE PC INDUSTRYS PROFIT POOL,Value chain focus,Axes,Verticaloperating margin,Horizontalshare of industry data,40%,30,20,10,0,0,100%,share of industry revenue,microprocessors,other components,personal computers,software,peripherals,services,The value chain for the PC industry includes six key activities;the profitability of the activities varies widely.Manufacturers compete in the largest but least-profitable segment of the chain.,11/22/2024,3,Darral G.Clarke for BM 499,The Profit Pool Lens,The profit pool is 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 the competitive dynamics of a business,Interactions of companies and customers,Competitive strategies of competitors,Product pools are not stagnant,11/22/2024,4,Darral G.Clarke for BM 499,THE U.S.AUTO INDUSTRYS PROFIT POOL,100%,operating margin,source:,Harvard Business Review,May-June 1998,auto rental,25%,15,10,5,0,0,share of industry revenue,auto manufacturing,new car dealers,used car dealers,auto loans,auto insurance,aftermarket parts,20,leasing,warranty,gasoline,service repair,The automotive industry encompasses many value-chain activities.The way that profits and revenues are distributed among these activities varies greatly.The most profitable areas of the car business are not the ones that generate the biggest revenues.,11/22/2024,5,Darral G.Clarke for BM 499,Profit Pools: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(consumer products),leasing,service,restaurants,Film,11/22/2024,6,Darral G.Clarke for BM 499,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 opportunities,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,11/22/2024,7,Darral G.Clarke for BM 499,Turbulent industries,Profit pools 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 vertical integration may be disintermediated,11/22/2024,8,Darral G.Clarke for BM 499,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 strategy,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,11/22/2024,9,Darral G.Clarke for BM 499,Looking Ahead:Profit Pools and the Five Forces,Profit pools are computed by multiplying the size of the revenue 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 both the revenue size and the unit profit margin,The profit drivers which allow us to forecast the direction of change,11/22/2024,10,Darral G.Clarke for BM 499,Marakon Runners,Thomas A.Stewart,Fortune,Sept.28,1998,11/22/2024,11,Darral G.Clarke for BM 499,Marakon Associatess Approach to Corporate Strategy,Consultants to many large corporations,Coca 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,11/22/2024,12,Darral G.Clarke for BM 499,How Strategy Happens,Learning where value is created,Waterfall charts by product and customer segments,Evaluating strategy,Industry avera