1、2020/9/1,Darral G. Clarke for BM 499,1,Profit Pools and Core Competence,Darral G Clarke Professor of Management The Marriott School Brigham Young University,2020/9/1,Darral G. Clarke for BM 499,2,Profit Pools: A Fresh Look at Strategy,Orit Gadiesh and James L. Gilbert Harvard Business Review May-Jun

2、e 1998,2020/9/1,3,THE PC INDUSTRYS PROFIT POOL,Value chain focus Axes Verticaloperating margin Horizontalshare of industry data,2020/9/1,4,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 cu

3、stomer 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 Prod

4、uct pools are not stagnant,2020/9/1,5,THE U.S. AUTO INDUSTRYS PROFIT POOL,100%,operating margin,source: Harvard Business Review, May-June 1998,auto rental,2020/9/1,6,Profit Pools: Company Examples,Companies Automakers U-Haul Elevators (OTIS) Harley Davidson Polaroid,Core Business Auto manufacturing

5、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,2020/9/1,7,Managerial Implications,Focus on growth and market share can le

6、ad 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

7、and supply New car assembly and delivery New car warrantee and service New car financing and insurance Used car sales and service,2020/9/1,8,Turbulent industries,Profit pools are especially important and useful in industries undergoing deregulation and/or technological change Such changes can open n

8、ew 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,2020/9/1,9,Creating and managing a profit pool,Profit pool analysis may indicate new oppor

9、tunities 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 e

10、nter your industry with radical strategies,2020/9/1,10,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

11、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,2020/9/1,Dar

12、ral G. Clarke for BM 499,11,Marakon Runners,Thomas A. Stewart Fortune Sept. 28, 1998,2020/9/1,12,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 s

13、hareholder value through analysis of economic profit Deep drilling in business data to measure value creation Product segments Customer segments,2020/9/1,13,How Strategy Happens,Learning where value is created Waterfall charts by product and customer segments Evaluating strategy Industry average pro

14、fit per unit Companys profit vs industry average Managing value Current strategy Change product focus Change customer focus,2020/9/1,14,Learning where value is created,2020/9/1,15,Evaluating Strategy,2020/9/1,16,Managing for value,Current strategy,Change product focus,Change Customer focus,Value,202

15、0/9/1,17,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 games (Nintendo) Web businesses (eBay and Yahoo!),2020/9/1,Darral G. Clarke for BM 499,18,The Core Competence of the

16、Corporation,Prahalad, C. K. and Gary Hamel Harvard Business Review, May-June 1990,2020/9/1,19,Core Competence,A Firm is made up of resources people, patents, brand names, plant &equipment, processes, etc A competence is the ability to employ diverse skills and resources to perform tasks and activiti

17、es. A core competence is a broadly based and/or a broadly applied fundamental capability.,2020/9/1,20,Competence and Technology,Competence is not the same as technology Competence requires technologies social organization collective learning,2020/9/1,21,Core competence questions:,What are we really

18、good at? How can we build upon it? What do we need to be good at?,2020/9/1,22,Characteristics of Effective Competencies,Durability: Technical equipment can be short lived. Reputation or knowledge may depreciate more slowly. Transparency: The more complex the source of competence, the harder it is to

19、 imitate it. Transferability: The availability of resources to competitors. Replicability: A competitors internal ability to replicate a competence using available resources.,2020/9/1,23,Choosing Competencies,How central is this competence to our success in the market? How long could we preserve our

20、 competitiveness in this business without this particular competence? What future opportunities would be foreclosed if we were to lose this particular competence?,2020/9/1,24,Core Competence and Core Products,2020/9/1,25,A Hierarchy of Competencies,2020/9/1,26,Building Strategy from Capabilities,Sou

21、rce: Robert M. Grant, “The Resource- Based Theory of Competitive Advantage,” California Management Review, Spring, 1991, page 151.,2020/9/1,Darral G. Clarke for BM 499,27,How to map your industrys profit pool,Orit Gadiesh and James L. Gilbert Harvard Business Review May-June 1998,2020/9/1,28,A straight forward exercise with complications,Concept is straight forward Define value chain activities Determine their size and profitability Application of concept is complicated Financial data doesnt correspond to value chain activities Company data is aggregated across businesses Products, custom