Bain战略分析工具
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BAIN战略分析工具PROFIT POOL
Coca Cola, HP, GM, CitiCorp, etc. Clients have returns 3.1% higher than
industry peer group
Goal is to increase shareholder value through analysis of economic profit
PepsiCo) Steel (Nucor) and aluminum cans (CC&S) Hi tech (Intel, Cisco, and Dell) Video games (Nintendo) Web businesses (eBay and Yahoo!)
12/21/2019
Profit Pools and Core Competence
12/21/2019
Darral G Clarke Professor of Management The Marriott School Brigham Young University
1
Profit Pools: A Fresh Look at Strategy
12/21/2019
9
g Ahead: Profit Pools and the Five Forces
Profit pools are computed by multiplying the size of the revenue by the unit profit margin
10
5
0
0
new car dealers
used car dealers
auto loans gasoline
leasing
auto insurance
industry peer group
Goal is to increase shareholder value through analysis of economic profit
PepsiCo) Steel (Nucor) and aluminum cans (CC&S) Hi tech (Intel, Cisco, and Dell) Video games (Nintendo) Web businesses (eBay and Yahoo!)
12/21/2019
Profit Pools and Core Competence
12/21/2019
Darral G Clarke Professor of Management The Marriott School Brigham Young University
1
Profit Pools: A Fresh Look at Strategy
12/21/2019
9
g Ahead: Profit Pools and the Five Forces
Profit pools are computed by multiplying the size of the revenue by the unit profit margin
10
5
0
0
new car dealers
used car dealers
auto loans gasoline
leasing
auto insurance
贝恩咨询-战略分析工具001
• Separate product design
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
collaborate
Value Cycle
Ensures continued supply for buyer and capacity utilization for supplier
Joint efforts lead to system-wide benefits
for both
PPT文档演模板
•VMRs create value for the buyer.
• Higher quality and fewer rejects
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often atoddsPPT文档演模板
a.tr
focused upon lowest total systems cost using value chain perspectives
• Single or small number of
suppliers, frequent communication
• Potential for customized
investment in facilities/equipment
• Long-term commitment
collaborate
Value Cycle
Ensures continued supply for buyer and capacity utilization for supplier
Joint efforts lead to system-wide benefits
for both
PPT文档演模板
•VMRs create value for the buyer.
• Higher quality and fewer rejects
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• May require investment in
weak strategic business
• Focus driven by internal
incentives/ transfer prices
• Joint product design often atoddsPPT文档演模板
a.tr
focused upon lowest total systems cost using value chain perspectives
Bain战略分析工具(英文版)(ppt 34页)
Deep drilling in business data to measure value creation
• Product segments • Customer segments
24.11.2019
Darral G. Clarke for BM 499
12
How Strategy Happens
Polaroid
Core Business
Auto manufacturing Truck Rental Elevator Manufacturing
Sources of Highest ROI
Auto leasing, insurance Packing materials, storage Service
service repair
100%
aftermarket parts auto rental
24.11.2019
Darral G. Clarke for BM 499
5
Profit Pools: Company Examples
Companies
Automakers U-Haul Elevators (OTIS) Harley Davidson
Profit Pools and Core Competence
24.11.2019
Darral G Clarke Professor of Management The Marriott School Brigham Young University
Darral G. Clarke for BM 499
10
5
0
0
new car dealers
used car dealers
• Product segments • Customer segments
24.11.2019
Darral G. Clarke for BM 499
12
How Strategy Happens
Polaroid
Core Business
Auto manufacturing Truck Rental Elevator Manufacturing
Sources of Highest ROI
Auto leasing, insurance Packing materials, storage Service
service repair
100%
aftermarket parts auto rental
24.11.2019
Darral G. Clarke for BM 499
5
Profit Pools: Company Examples
Companies
Automakers U-Haul Elevators (OTIS) Harley Davidson
Profit Pools and Core Competence
24.11.2019
Darral G Clarke Professor of Management The Marriott School Brigham Young University
Darral G. Clarke for BM 499
10
5
0
0
new car dealers
used car dealers
贝恩咨询-战略分析工具001
• Stable long term demand
• Sharing in buyer’s strong commitment to future growth
• Partner in joint system cost reduction
• Resources and stability to invest in technology
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
– capacity utilization dropping – consolidation in progress – many new plants loorice umbrellas
9
Value Managed Relationships
both
Commitment and scale justifies joint investment in
cost savings and R&D/technology
10
Value Managed Relationships
VMRs create value for the buyer.
• Higher quality and fewer rejects
40%
30%
• Sharing in buyer’s strong commitment to future growth
• Partner in joint system cost reduction
• Resources and stability to invest in technology
Value Of VMRs—Buyer
• Superior service
• Partner in joint system cost reduction
• Innovation
• Technological expertise
– package performance improvements – spec consolidation – product redesign and materials substitution
– capacity utilization dropping – consolidation in progress – many new plants loorice umbrellas
9
Value Managed Relationships
both
Commitment and scale justifies joint investment in
cost savings and R&D/technology
10
Value Managed Relationships
VMRs create value for the buyer.
• Higher quality and fewer rejects
40%
30%
办公工具bain战略分析工具profitpool
Motorcycles
Instant Photography Cameras
Accessories (consumer products), leasing, service, restaurants
Film
11/14/2019
Darral G. Clarke for BM 499
6
Managerial Implications
Consultants to many large corporations
Coca Cola, HP, GM, CitiCorp, etc. Clients have returns 3.1% higher than
industry peer group
Goal is to increase shareholder value through analysis of economic profit
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
Product pools are not stagnant
11/14/2019
Darral G. Clarke for BM 499
4Hale Waihona Puke THE U.S. AUTO INDUSTRY’S PROFIT POOL
operating margin
贝恩咨询-战略分析工具 分析方法-ratioanalysis2
spread over a greater number of units
• Effective tax rate should stay constant or decrease since a larger firm is able to
take advantage of more tax shelters
NOT necessarily predict future
• Need to standardize across companies
to adjust for different accounting methods
• Need to be very sensitive about
industry-specific seasonality and cyclicality
position within the industry – boundaries are set by the operating characteristics of the industry – within these boundaries profitability ratios are determined by a player’s relative position
Return
Risk
Profitability
Turnover
• Operating margin • Receivables
• ROS
• Inventory
• Gross margin • Payables
• Asset
Leverage
• Asset to equity • Debt to equity • Debt to total
• Effective tax rate should stay constant or decrease since a larger firm is able to
take advantage of more tax shelters
NOT necessarily predict future
• Need to standardize across companies
to adjust for different accounting methods
• Need to be very sensitive about
industry-specific seasonality and cyclicality
position within the industry – boundaries are set by the operating characteristics of the industry – within these boundaries profitability ratios are determined by a player’s relative position
Return
Risk
Profitability
Turnover
• Operating margin • Receivables
• ROS
• Inventory
• Gross margin • Payables
• Asset
Leverage
• Asset to equity • Debt to equity • Debt to total
Bain战略分析工具(英文版)
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
Managerial Implications
Focus on growth and market share can lead a company to focus on unprofitable segments of an industry
Today’s deep revenue revenue pool may be tomorrow’s dry
10
5
0
0
Hale Waihona Puke new car dealers
used car dealers
auto loans gasoline
leasing
auto insurance
auto manufacturing
warranty
share of industry revenue
source: Harvard Business Review, May-June 1998
Segment profitability may vary by customer group, product category, geographic market, or distribution channel
Profit concentration may be very different than revenue concentration
Bai新n战略分析工具(英文版)(ppt 34页)
hole.
The goal should be to focus on profitable opportunities
Industry should be considered more broadly than traditional definition
Motorcycles
Instant Photography Cameras
Accessories (consumer products), leasing, service, restaurants
Film
7/11/2020
Darral G. Clarke for BM 499
6
Managerial Implications
40% 30 20 10
The 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.
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
1
Profit Pools: A Fresh Look at Strategy
The goal should be to focus on profitable opportunities
Industry should be considered more broadly than traditional definition
Motorcycles
Instant Photography Cameras
Accessories (consumer products), leasing, service, restaurants
Film
7/11/2020
Darral G. Clarke for BM 499
6
Managerial Implications
40% 30 20 10
The 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.
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
1
Profit Pools: A Fresh Look at Strategy
贝恩咨询-战略分析工具(PPT 80页)
– capacity utilization dropping – consolidation in progress – many new plants looking for volume – historical industry price umbrellas
9
Value Managed Relationships
Value Managed Relationships
Author:
Sheila Dubin
December 1998
Value Managed Relationships Value Managed Relationships Objectives
After completing this module, you will be able to:
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
– a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery
– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
9
Value Managed Relationships
Value Managed Relationships
Author:
Sheila Dubin
December 1998
Value Managed Relationships Value Managed Relationships Objectives
After completing this module, you will be able to:
potential of both vertical integration and traditionally negotiated "arm's length" transactions:
– a consolidation of purchases to one or few suppliers who are capable of maintaining long term competitive economics, high quality and efficient delivery
– participants must share single goal of achieving lowest industry systems cost
– savings should be shared to provide mutual ongoing incentives to eliminate redundancies
BAIN战略分析工具PROFIT POOL
Deep drilling in business data to measure value creation
• Product segments • Customer segments
2021/4/2
12
How Strategy Happens
Learning where value is created
0
Volume (units)
2021/4/2
Volume (units)
14
Evaluating Strategy
Industry-average profit per unit
Company profit per unit
2021/4/2
15
Managing for value
Value
Current strategy
Instant Photography Cameras
Accessories (consumer products), leasing, service, restaurants
Film
2021/4/2
6
Managerial Implications
Focus on growth and market share can lead a company to focus on unprofitable segments of an industry
Core Business
Auto manufacturing Truck Rental Elevator Manufacturing
Sources of Highest ROI
Auto leasing, insurance Packing materials, storage Service
• Product segments • Customer segments
2021/4/2
12
How Strategy Happens
Learning where value is created
0
Volume (units)
2021/4/2
Volume (units)
14
Evaluating Strategy
Industry-average profit per unit
Company profit per unit
2021/4/2
15
Managing for value
Value
Current strategy
Instant Photography Cameras
Accessories (consumer products), leasing, service, restaurants
Film
2021/4/2
6
Managerial Implications
Focus on growth and market share can lead a company to focus on unprofitable segments of an industry
Core Business
Auto manufacturing Truck Rental Elevator Manufacturing
Sources of Highest ROI
Auto leasing, insurance Packing materials, storage Service
BAIN战略分析工具PROFIT POOL
service repair
100%
aftermarket parts auto rental
1/24/2020
5
Profit Pools: Company Examples
Companies
Automakers U-Haul Elevators (OTIS) Harley Davidson
Polaroid
1/24/2020
7
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
Waterfall charts by product and customer segments
Evaluating strategy
Industry average profit per unit Company’s profit vs industry average
Managing value
Profit Pools and Core Competence
1/24/2020
Darral G Clarke Professor of Management The Marriott School Brigham Young University
1
Profit Pools: A Fresh Look at Strategy
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Auto manufacturing Truck Rental Elevator Manufacturing
Sources of Highest ROI
Auto leasing, insurance Packing materials, storage Service
Motorcycles
Instant Photography Cameras
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
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
service repair
100%
aftermarket parts auto rental
Profit Pools: Company Examples
Companies
Automakers U-Haul Elevators (OTIS) Harley Davidson
Polaroid
Core Business
100%
services
The 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
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
Profit Pools and Core Competence
Darral G Clarke Professor of Management The Marriott School Brigham Young University
Profit Pools: A Fresh Look at Strategy
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
Orit Gadiesh and James L. Gilbert Harvard Business Review May-June 1998
THE PC INDUSTRY’S PROFIT POOL
40% 30 20 10
The 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.
10
5
0
0
new car dealers
used car dealers
auto loans gasoline
leasing
auto insurance
auto manufacturing
warranty
share of industry revenue
source: Harvard Business Review, May-June 1998
Product pools are not stagnant
THE U.S. AUTO INDUSTRY’S PROFIT POOL
operating margin
25% 20 15
The 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.
Accessories (consumer products), leasing, service, restaurants
Film
Managerial Implications
Focus on growth and market share can lead a company to focus on unprofitable segments of an industryБайду номын сангаас
Sources of Highest ROI
Auto leasing, insurance Packing materials, storage Service
Motorcycles
Instant Photography Cameras
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
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
service repair
100%
aftermarket parts auto rental
Profit Pools: Company Examples
Companies
Automakers U-Haul Elevators (OTIS) Harley Davidson
Polaroid
Core Business
100%
services
The 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
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
Profit Pools and Core Competence
Darral G Clarke Professor of Management The Marriott School Brigham Young University
Profit Pools: A Fresh Look at Strategy
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
Orit Gadiesh and James L. Gilbert Harvard Business Review May-June 1998
THE PC INDUSTRY’S PROFIT POOL
40% 30 20 10
The 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.
10
5
0
0
new car dealers
used car dealers
auto loans gasoline
leasing
auto insurance
auto manufacturing
warranty
share of industry revenue
source: Harvard Business Review, May-June 1998
Product pools are not stagnant
THE U.S. AUTO INDUSTRY’S PROFIT POOL
operating margin
25% 20 15
The 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.
Accessories (consumer products), leasing, service, restaurants
Film
Managerial Implications
Focus on growth and market share can lead a company to focus on unprofitable segments of an industryБайду номын сангаас