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Profit Pools and Core CompetenceDarral G ClarkeProfessor of ManagementThe Marriott SchoolBrigham Young University2023/6/201第一页，共三十五页。
Profit Pools: A Fresh Look at StrategyOrit Gadiesh and James L. GilbertHarvard Business ReviewMay-June6/202第二页，共三十五页。
THE PC INDUSTRY’S PROFIT POOLValue chain focusAxesVertical—operating marginHorizontal—share of industry data40%30201000100%share of industry revenuemicroprocessorsother componentspersonal computerssoftwareperipheralsservicesThe 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.第三页，共三十五页。2023/6/203Darral G. Clarke for BM 499
The 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 stagnant第四页，共三十五页。2023/6/204Darral G. Clarke for BM 499
THE U.S. AUTO INDUSTRY’S PROFIT POOL100%operating marginsource: Harvard Business Review, May-June 1998auto rental25%1510500share of industry revenueauto manufacturingnew car dealersused car dealersauto loansauto insuranceaftermarket parts20leasingwarrantygasolineservice repairThe 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.第五页，共三十五页。2023/6/205Darral G. Clarke for BM 499
Profit Pools: Company ExamplesCompaniesAutomakersU-HaulElevators (OTIS)Harley DavidsonPolaroidCore BusinessAuto manufacturingTruck RentalElevator ManufacturingMo
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