Bain战略分析工具.pptxVIP

Profit Pools and Core CompetenceDarral G ClarkeProfessor of ManagementThe Marriott SchoolBrigham Young UniversityProfit Pools: A Fresh Look at StrategyOrit Gadiesh and James L. GilbertHarvard Business ReviewMay-June 199840%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.3020100100%0peripheralsother componentspersonal computerssoftwaremicroprocessorsservicesshare of industry revenueTHE PC INDUSTRY’S PROFIT POOLValue chain focusAxesVertical—operating marginHorizontal—share of industry dataThe Profit Pool LensThe profit pool is the total profit earned in an industry at all points along the industry’s value chainSegment profitability may vary by customer group, product category, geographic market, or distribution channelProfit concentration may be very different than revenue concentrationShape of the profit pool reflects the competitive dynamics of a businessInteractions of companies and customersCompetitive strategies of competitorsProduct pools are not stagnant25%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 revenuesuto loansgasoline0new car dealersauto insuranceservice repairleasingused car dealerswarrantyauto manufacturingshare of industry revenueaftermarket partsTHE U.S. AUTO INDUSTRY’S PROFIT POOLoperating margin100%auto rentalsource: Harvard Business Review, May-June 1998Profit Pools: Company ExamplesCompaniesAutomakersU-HaulElevators (OTIS)Harley DavidsonPolaroidCore BusinessAuto manufacturingTruck RentalElevator ManufacturingMotorcyclesInstant Photography CamerasSources of Highest ROIAuto leasing, insurancePacking materials, storageServiceAccessories (consumer products), leasing, service, restaurantsFilmManage