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The strategic yardstick you cant afford to ignore
At first blush, “beating the market” might sound like an expression
better suited to investing or financial management than to busi-
ness strategy. When you think about it, though, overcoming the profit-
depleting effects of market forces is the essence of good strategy—
what separates winners from losers, headline makers from also-rans.1
A focus on the presence, absence, or possibility of market-beating
value creation should therefore help transform any discussion
of strategy from something vague and conceptual into something
specific and concrete.
While there are many indicators of market-beating strategies, in
our experience economic profit (EP)—what’s left over after subtracting
the cost of capital from net operating profit—is highly revealing.
Using this lens, individual companies can take a hard-boiled look at
the effectiveness of their strategies. Recently, we undertook a large-
scale analysis of economic profit for nearly 3,000 large nonfinancial
companies in McKinsey’s proprietary corporate-performance
database.2 That effort enabled us to test some deeply held truths and
distill generalizable lessons about what it takes to win consistently.
The strategic yardstick
you can’t afford to ignore
A systematic scan of the economic-profit
performance of nearly 3,000 global
companies yields fresh insight about where
and how to compete.
Chris Bradley, Angus Dawson, and Sven Smit
1 For more, see Chris Bradley, Martin Hirt, and Sven Smit, “Have you tested your strategy
lately?,” McKinsey Quarterly, January 2011, .
2 For technical details on the calculation of economic profit, including its relationship with
the key drivers of corporate value (ROIC and growth), see chapter six and appendix A of
Marc Goedhart, Tim Koller, and David Wessels, Valuation: Measuring and Managing the
Value of Companies, fifth edition, Hoboken, NJ: John Wiley Sons, 2010.
O C T O B E R 2 0 1 3
2For example, we saw that the corporate world, like the world beyond
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