专业战略分析工具VIP专享

Profit Pools and Core CompetenceDarral G ClarkeProfessor of ManagementThe Marriott SchoolBrigham Young University05/10/20251Darral G. Clarke for BM 499Profit Pools: A Fresh Look at StrategyOrit Gadiesh and James L. GilbertHarvard Business ReviewMay-June 199805/10/20252Darral G. Clarke for BM 499THE PC INDUSTRY’S PROFIT POOL Value chain focus Axes Vertical—operating margin Horizontal—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.05/10/20253Darral G. Clarke for BM 499The 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 stagnant05/10/20254Darral G. Clarke for BM 499THE 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 busi...