貝恩利潤池分析工具培訓-資料下載頁
【導讀】ProfitPoolsandCore. Competence. DarralGClarke. TheMarriottSchool. Strategy. Gilbert. May-June1998. THEPCINDUSTRY’SPROFITPOOL. Valuechainfocus. Axes. Vertical—operatingmargin. 40%. 30. 20. 10. 00100%. software. peripherals. services. segmentofthechain.TheProfitPoolLens. chain. productcategory,geographicmarket,ordistribution. channel. THE.AUTOINDUSTRY’SPROFITPOOL. 100%. op. er. at. ing. m. ar. gin. 25%. 15. 10. 5. 0. 0. automanufacturing. autoloans. autoinsurance. aftermarketparts. 20. leasing. warranty. gasoline. servicerepair. revenues.Examples. Companies. Automakers. U-Haul. Elevators. Harley. Davidson. Polaroid. CoreBusiness. Automanufacturing. TruckRental. Motorcycles. InstantPhotography. Cameras. Autoleasing,insurance. Packingmaterials,storage. Service. Accessories(consumer. products),leasing,service,restaurants. Film. hole.verticalintegr
【正文】 and in the future Develop a baseline estimate of cumulative profits generated by all profit pool activities Develop estimate of the profits generated by each activity Compare the outputs of steps 2 amp。 3 Guidelines Take a broad view of the value chain(beyond traditional industry definition) Seek a rough but accurate estimate Shift between aggregation and disaggregation in your analysis If numbers don’t add up,Check assumption and calculations Examine industry from three perspective: own, other players, customers Take easiest route: go where the data are Do own economics first, then large pure players, large mixed, smaller Collect additional data Don’t disaggregate more than necessary Take at least two viewpoints: pany level and product level Use proxy measures where necessary Resolve inconsistencies—don’t ignore them Output Profit pool list Estimate of total pool profits, (range) Point estimate of profits for each value chain activity Final estimates of activity and total pool profits 6/22/2020 Darral G. Clarke for BM 499 31 What is ―profit‖ anyway? ? Can be thought of in three ways (all of which may be relevant for profit pool analysis) ? Accounting profit ? Return on investment ? Economic value added= aftertax operating profits – cost of all invested capital ? Cashflow ? Earnings before taking fixedasset and capital costs into account 6/22/2020 Darral G. Clarke for BM 499 32 Example: Credit cards at RegionBank Acquisition Funding Servicing $80 value of a subscriber $279 average annual revenues per subscriber $60 annual payment to servicer per subscriber $64 cost of acquiring a subscriber $235 average annual costs per subscriber $50 average annual cost to servicer $16 acquisition profit per subscriber $44 annual funding profit per subscriber $10 annual servicing profit per subscriber $ annual acquisition profit per subscriber amortized over 5 year average life X260 million subscribers X260 X260 $800 million profit $ billion profit $ billion profit 6/22/2020 Darral G. Clarke for BM 499 33 RegionBank’s Profit Pool Map 100% acquisition funding servicing Share of industry revenue 20% Operating margin 6/22/2020 Darral G. Clarke for BM 499 34 RegionBank’s Profit Pool Mosaic Banks Share of industry profits acquisition funding servicing Share of activity profits 100% 100% Banks Banks
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