戰(zhàn)略工具英文3

ProfitPoolsandCoreCompetenceDarralGClarkeProfessorofManagementTheMarriottSchoolBrighamYoungUniversity2023/5/91ProfitPools:AFreshLookatStrategyOritGadieshandJamesL.GilbertHarvardBusinessReviewMay-June19982023/5/92THEPCINDUSTRY’SPROFITPOOLValuechainfocusAxesVertical—operatingmarginHorizontal—shareofindustrydata40%30201000100%shareofindustryrevenuemicroprocessorsothercomponentspersonalcomputerssoftwareperipheralsservicesThevaluechainforthePCindustryincludessixkeyactivities;theprofitabilityoftheactivitiesvarieswidely.Manufacturerscompeteinthelargestbutleast-profitablesegmentofthechain.2023/5/93DarralG.ClarkeforBM499TheProfitPoolLensTheprofitpoolisthetotalprofitearnedinanindustryatallpointsalongtheindustry’svaluechainSegmentprofitabilitymayvarybycustomergroup,productcategory,geographicmarket,ordistributionchannelProfitconcentrationmaybeverydifferentthanrevenueconcentrationShapeoftheprofitpoolreflectsthecompetitivedynamicsofabusinessInteractionsofcompaniesandcustomersCompetitivestrategiesofcompetitorsProductpoolsarenotstagnant2023/5/94DarralG.ClarkeforBM499THEU.S.AUTOINDUSTRY’SPROFITPOOL100%operatingmarginsource:HarvardBusinessReview,May-June1998autorental25%1510500shareofindustryrevenueautomanufacturingnewcardealersusedcardealersautoloansautoinsuranceaftermarketparts20leasingwarrantygasolineservicerepairTheautomotiveindustryencompassesmanyvalue-chainactivities.Thewaythatprofitsandrevenuesaredistributedamongtheseactivitiesvariesgreatly.Themostprofitableareasofthecarbusinessarenottheonesthatgeneratethebiggestrevenues.2023/5/95DarralG.ClarkeforBM499ProfitPools:CompanyExamplesCompaniesAutomakersU-HaulElevators(OTIS)HarleyDavidsonPolaroidCoreBusinessAutomanufacturingTruckRentalElevatorManufacturingMotorcyclesInstantPhotographyCamerasSourcesofHighestROIAutoleasing,insurancePackingmaterials,storageServiceAccessories(consumerproducts),leasing,service,restaurantsFilm2023/5/96DarralG.ClarkeforBM499ManagerialImplicationsFocusongrowthandmarketsharecanleadacompanytofocusonunprofitablesegmentsofanindustryToday’sdeeprevenuerevenuepoolmaybetomorrow’sdryhole.ThegoalshouldbetofocusonprofitableopportunitiesIndustryshouldbeconsideredmorebroadlythantraditionaldefinitionAutomobileindustryincludesComponentmanufactureandsupplyNewcarassemblyanddeliveryNewcarwarranteeandserviceNewcarfinancingandinsuranceUsedcarsalesandservice2023/5/97DarralG.ClarkeforBM499TurbulentindustriesProfitpoolsareespeciallyimportantandusefulinindustriesundergoingderegulationand/ortechnologicalchangeSuchchangescanopennewprofitpoolopportunitiesanddrainoldonesChokepointsmaychangeorbeeliminatedOpportunitiesforeitherforwardorverticalintegrationmayemergeCurrentverticalintegrationmaybedisintermediated2023/5/98DarralG.ClarkeforBM499CreatingandmanagingaprofitpoolProfitpoolanalysismayindicatenewopportunitiesorthreatsImperativesBeopentoanewperspectiveonyourbusinessandindustryDevelopingnewstrategymayrequireoverturningelementsofthecurrentstrategyBeopentoreevaluatetheroleplayedbycurrentcompetitorsBevigilanttoidentifypossibilitythatnewentrantsmayseektoenteryourindustrywithradicalstrategies2023/5/99DarralG.ClarkeforBM499LookingAhead:ProfitPoolsandtheFiveForcesProfitpoolsarecomputedbymultiplyingthesizeoftherevenuebytheunitprofitmarginEssentiallyanaccountingprocess--notheoryMostvaluableinsituationsinwhichexternalconditionsareessentialstableand/orunimportant(Oftendominatedbyinternaldataalone)Thefiveforcestellsus(whichwillstudynext)theunderlyingdeterminantsthatdetermineboththerevenuesizeandtheunitprofitmarginTheprofitdriverswhichallowustoforecastthedirectionofchange2023/5/910DarralG.ClarkeforBM499MarakonRunnersThomasA.StewartFortuneSept.28,19982023/5/911MarakonAssociates’sApproachtoCorporateStrategyConsultantstomanylargecorporationsCocaCola,HP,GM,CitiCorp,etc.Clientshavereturns3.1%higherthanindustrypeergroupGoalistoincreaseshareholdervaluethroughanalysisofeconomicprofitDeepdrillinginbusinessdatatomeasurevaluecreationProductsegmentsCustomersegments2023/5/912DarralG.ClarkeforBM499HowStrategyHappensLearningwherevalueiscreatedWaterfallchartsbyproductandcustomersegmentsEvaluatingstrategyIndustryaverageprofitperunitCompany’sprofitvsindustryaverageManagingvalueCurrentstrategyChangeproductfocusChangecustomerfocus2023/5/913DarralG.ClarkeforBM499LearningwherevalueiscreatedProductsegmentsCustomersegmentsProfit/loss($perunit)Volume(units)Volume(units)02023/5/914DarralG.ClarkeforBM499EvaluatingStrategyCompanyprofitperunitIndustry-averageprofitperunit2023/5/915DarralG.ClarkeforBM499ManagingforvalueCurrentstrategyChangeproductfocusChangeCustomerfocusValue2023/5/916DarralG.ClarkeforBM499ApplicationtoourcasesRetailindustry(Wal*Mart)Softdrinkindustry(Coca-ColaandPepsiCo)Steel(Nucor)andaluminumcans(CC&S)Hitech(Intel,Cisco,andDell)Videogames(Nintendo)Webbusinesses(eBayandYahoo!)2023/5/917DarralG.ClarkeforBM499TheCoreCompetenceoftheCorporationPrahalad,C.K.andGaryHamelHarvardBusinessReview,May-June19902023/5/918CoreCompetenceAFirmismadeupofresourcespeople,patents,brandnames,plant&equipment,processes,etcAcompetenceistheabilitytoemploydiverseskillsandresourcestoperformtasksandactivities.Acorecompetenceisabroadlybasedand/orabroadlyappliedfundamentalcapability.2023/5/919DarralG.ClarkeforBM499CompetenceandTechnologyCompetenceisnotthesameastechnologyCompetencerequirestechnologiessocialorganizationcollectivelearning2023/5/920DarralG.ClarkeforBM499Cor定ec歸omp素ete李nce最qu榴est帆ion給s:Wha旅ta互re鋒we孫rea愧lly燭go旬od閑at?How主can柏web雜uild皮upo盡nit剪?What鋒do悉wen氏eed匯tob遭ego滾oda扶t?202露3/4削/2821Darr盞alG慢.Cl幟arke師for項(xiàng)BM峰499Cha言rac集ter堂ist唉ics疏of津Ef燈fec市tiv貼eC隆omp廁ete鍵nci蘭esDura魔bili摧ty:Tech福nica知leq那uipm撈ent敵can籠bes斧hort祖liv若ed.增Rep聰utat纖ion三ork陰nowl仍edge踏may對dep碌reci省ate寨more朵slo臂wly.Tran墻spar獅ency眨:The填mo塞recom洞ple賤xthe析sour宅ceo認(rèn)fco閉mpet倉ence弟,th爺eha鋒rder詠it結(jié)ist楚oim華itat誤eit墊.Tra蓮nsf狠era軟bil并ity生:Theavai麥labi深lityof醬res咽our佩ces咽to栗co闖mpe硬tit生ors敲.Repl毒icab勿ilit祖y:Aco扯mpet盯itor椒’sint薄ern愛al天abi母lit止ytor葵epli振cate通ac澇ompe浙tenc親eus耀ing督avai巧labl粒ere茂sour轉(zhuǎn)ces.2023錘/4/2觸822Dar像ral施G.狂Cl潤ark恥ef極or澆BM頃499Choo燦sing荷Com恥pete菠ncie云sHow庫ce訊ntr枯al繪is輸thi吉sc季omp疊ete歉nce器to解ou盜rs光ucc仿ess并in阻th掙em寧ark憑et?How警long態(tài)cou畝ldw瘋epr微eser飲veo侮urc繪ompe喜titi欄vene尖ssi民nth柏isb禿usin撲ess慢with容out招this定par蔽ticu套lar救comp憑eten屢ce?What撞fut覆ure倘oppo田rtun焰itie凳swo駐uld悲bef獎orec暖lose俯dif耐we濤were鍛to眠lose袖thi疫spa宅rtic耐ular欣com承pete識nce?202容3/4誤/2823Dar攻ral疲G.逮Cl另ark貌ef陵or希BM衣499Core遇Com怖pete律nce壤and系Core蛛Pro續(xù)duct弟s202豆3/4鞋/2824Dar虹ral隔G.榮Cl創(chuàng)ark墊ef既or旨BM邁499AHi伶erar列chy松ofC造ompe晌tenc梳ies2023駝/4/2朗825Dar姐ral解G.偽Cl染ark傘ef廈or基BM角499Buil泥ding覺Str雷ateg犧yfr爸omC舉apab狠ilit干iesStrategyCapabilitiesResources1.Identifyresources,appraiserelativestrengthsandweaknesses.Leverageuseofresources2.Identifycapabilities.Whatdowedomoreeffectivelythancompetitors?Identifyresourceinputstocapabilities.3.Appraiserent-generatingpotentialresourcesandcapabilitiesintermsof:sustainableadvantage,inappropriability4.Selectstrategythatbestexploitsthefirm’sresourcesandcapabilitiesrela-tivetoexternalopportunities.5.Identifyresourcegapsthatneedtobefilled.Investinreplenishing,augmenting,andup-gradingthefirm’sresourcebase.CompetitiveAdvantageSour刺ce:兇Robe他rtM醫(yī).Gr化ant,揀“Th屆eRe晨sour程ce-Bas滅ed熱The冬ory踏of爺Co趁mpe展tit渾ive博Ad念van忙tag去e,”Cali忍forn陵iaM命anag權(quán)emen鑒tRe熟view,Sp承ring所,199每1,余pag遭e1挖51.2023蘆/4/2動826Darr晚alG蔽.Cl悲arke那for檔BM褲499How冒tom鴿apy楚our踢indu浴stry想’sp英rofi胃tpo尋olOrit松Gad綢iesh裹and獄Jam租esL赤.Gi督lber領(lǐng)tHar巨var蜘dB稿usi嶄nes芝sR殲evi勇ewMay伙-Ju炒ne朱199澇8202丸3/4也/2827Ast邪raig伐htf拍orwa獄rde塑xerc泡ise偽with糠com漠plic各atio翁nsConc厭ept拋iss衫trai調(diào)ght脂forw若ardDef鮮ine蛋va貌lue禍ch套ain拒ac耐tiv仙iti躬esDete策rmin由eth爭eir炕size尤and普pro竭fita時bili否tyApp川lic落ati相on顧of戒con夸cep侵ti湊sc狹omp夫lic酒ate堪dFina騎ncia裹lda良tad漏oesn初’tc叛orre繪spon恩dto篇val鬧uec竿hain管act啦ivit符iesCom爭pan贊yd志ata先is晝ag靜gre生gat浪ed斯acr愈oss寄bu雞sin過ess鼻esPro娛duc蔽ts,邪cu瞞sto卸mer槐pu碰rch適ase終s,沫cha婆nne井lv玩olu顆mes愈ra架rel華ym棍atc測hu罷pw急ith粉bo墳und鑰ari忠es弟of巴an虹act排ivi嫌tyCon遍sid緞era真ble管cr喇eat濃ivi嗽ty生is麻req凈uir搬ed2023美/4/2換828Darr爭alG惠.Cl膨arke薪for奇BM基499Fou真rs靠tep支pr摧oce屠ssDefi學(xué)net零hep腫oolDet遇erm艦ine千th供es堵ize乖of罷th彼ep凱oolDet連erm困ine辣th挽ed爸ist局rib旬uti籠on毛of蕩pro柄fit為sRec椅onc必ile祝th肉ee射sti隊(duì)mat濱es202端3/4禍/2829Darr畢alG斥.Cl竭arke振for醉BM繞499Four喇ste城ppr論oces井sDefinethepoolDeterminethesizeofthepoolDetermineprofitdistributionReconciletheestimatesTask:determinewhichvalue-chainactivityinfluenceprofitsnowandinthefutureDevelopabaselineestimateofcumulativeprofitsgeneratedbyallprofitpoolactivitiesDevelopestimateoftheprofitsgeneratedbyeachactivityComparetheoutputsofsteps2&3GuidelinesTakeabroadviewofthevaluechain(beyondtraditionalindustrydefinition)SeekaroughbutaccurateestimateShiftbetweenaggregationanddisaggregationinyouranalysisIfnumbersdon’taddup,CheckassumptionandcalculationsExamineindustryfromthreeperspective:own,otherplayers,customersTakeeasiestroute:gowherethedataareDoowneconomicsfirst,thenlargepureplayers,largemixed,smallerCollectadditionaldataDon’tdisaggregatemorethannecessaryTakeatleasttwoviewpoints:companylevelandproductlevelUseproxymeasureswherenecessaryResolveinconsistencies—don’tignorethemOutputProfitpoollistEstimateoftotalpoolprofits,(range)PointestimateofprofitsforeachvaluechainactivityFinalestimatesofactivityandtotalpoolprofits2023換/4/2松830Darr狹alG柜.Cl郊arke盟for睛BM相499What赤is置“pro北fit”導(dǎo)any岔way?Can調(diào)be泄th工oug煩ht績of氧in章thr里ee或way嘗s(鋪all瘦of邀wh鎖ich擋ma沖yb爽er賭ele蓮van寒tf魄or店pro花fit出po強(qiáng)ol躍ana隸lys愧is)Acco煮unti廉ngp董rofi咐tRetu呼rno爛nin庭vest帥mentEco奔nom粗ic壁val唉ue芹add擊ed=款af慰ter陸-ta挽xo輝per柏ati徐ng桃pro境fit游s–改co侄st短of怠all款in幕ves少ted我ca杯pit民alCash余-flo亦wEarn撕ings祥bef竿o