《貝恩利潤(rùn)池分析工具培訓(xùn)》-全文預(yù)覽
【正文】 t 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 petitive dynamics of a business ? Interactions of panies and customers ? Competitive strategies of petitors ? Product pools are not stagnant 6/22/2020 Darral G. Clarke for BM 499 5 THE . AUTO INDUSTRY’S PROFIT POOL 100% operating margin source: Harvard Business Review, MayJune 1998 auto rental 25% 15 10 5 0 0 share of industry revenue auto manufacturing new car dealers used car dealers auto loans auto insurance aftermarket parts 20 leasing warranty gasoline service repair The automotive industry enpasses many valuechain 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. 6/22/2020 Darral G. Clarke for BM 499 6 Profit Pools: Company Examples Companies Automakers UHaul Elevators (OTIS) Harley Davidson Polaroid Core Business Auto manufacturing Truck Rental Elevator Manufacturing Motorcycles Instant Photography Cameras Sources of Highest ROI Auto leasing, insurance Packing materials, storage Service Accessories (consumer products), leasing, service, restaurants Film 6/22/2020 Darral G. Clarke for BM 499 7 Managerial Implications ? Focus on growth and market share can lead a pany 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 6/22/2020 Darral G. Clarke for BM 499 8 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 6/22/2020 Darral G. Clarke for BM 499 9 Creating and managing a profit pool
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號(hào)-1