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Darral G. Clarke for BM 499 * * Profit Pools and Core Competence Darral G Clarke Professor of Management The Marriott School Brigham Young University Profit Pools: A Fresh Look at Strategy Orit Gadiesh and James L. Gilbert Harvard Business Review May-June 1998 THE PC INDUSTRY’S PROFIT POOL Value chain focus Axes Vertical—operating margin Horizontal—share 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. The Profit Pool Lens The profit pool is the total profit earned in an industry at all points along the industry’s 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 THE U.S. AUTO INDUSTRY’S 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. 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 Opportu