赢利经营跟领导能力（ppt34）(1)资料教材.pptVIP

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 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 Managerial Implications Focus on growth and market share can lead a company to focus on unprofitable segments of an industry Today’s deep revenue revenue pool may be tomorrow’s 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 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 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 curren