贝恩咨询分析方法-ProfitPools1.ppt
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贝恩咨询分析方法-ProfitPools1.ppt
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Author:
DanaPeckReviewer:
MichaelCollins,ProfitPools,December1998,Copyright1998Bain&Company,Inc.,2,Agenda,ProfitPoolsConceptApplicationsProfitPoolStepsClientExampleKeyTakeaways,3,ProfitpoolsarethetotalprofitsearnedinanindustryatallpointsalongtheindustrysvaluechainPatternofprofitconcentrationinanindustryisverydifferentfromthepatternofrevenueconcentration(seeexample)Forexample,profitsandrevenuesintheautomotiveindustrycanbedividedamongmanyvaluechainactivities-vehiclemanufacturing,newandusedcarsales,gasolineretailing,insurance,after-salesserviceandparts,andleasefinancingalthoughcarmanufacturinganddealersaccountforalmost60%ofindustryrevenueautoleasingandfinancingarebyfarthemostprofitablebusinesses,WhatareProfitPools?
Profitpoolsanswerthequestion:
“Whereandhowismoneybeingmade?
”,Source:
ProfitPools:
AFreshLookatStrategy(May-June1998):
OritGadieshandJamesL.Gilbert,4,WhatisProfit?
Accountingprofit-representscompanysearningsasformallyreportedmostcommonlyusedasthebasicprofitmeasureexamplesincludenetincomeorearningspersharecalculationsReturnoninvestment-representscompanysearningsaftertakingintoaccountthecostofcapitalinvestedinthebusiness.Twocommonlyusedmeasuresinclude:
ROC,accountingbasedReturnonCapital(bookvalue)ROIC,accountingbasedReturnonInvestedCapital(bookvalue)Cash-flowcontribution-companysearningsbeforetakingfixed-assetandcapitalcostsintoaccount(e.g.EBITDA)representstheamountofcashleftfromasaleaftersubtractingthevariablecostsassociatedwiththatsaleusedasabasisfordecision-makinginmature,highfixedcostandcyclicalindustries,Profitcanbedefinedinoneofthreeways:
Beawareofdifferencesinaccountingstandardswhenevaluatingcompanieswithprofitsspanningdifferentindustries,Source:
HowtoMapYourIndustrysProfitPool(May-June1998);OritGadieshandJamesL.Gilbert,5,Revenuevs.ProfitSplit,TruckFinance,PartsandService,BodyManufacturing,andTruckAssembly,ChassisManufacturing,andSales,TruckFinance,PartsandService,BodyManufacturing,andTruckAssembly,ChassisManufacturing,andSales,RevenueSplitbyActivity,ProfitSplitbyActivity,$3,865MM,$600MM,0%,20%,40%,60%,80%,100%,PercentofTotal,Source:
PBIRProfileoftheU.S.TruckBodyIndustry;R.L.PolkRegistrationDatabase;LiteratureSearch;TEMFinancials;PriorBainPLPanalysis(7/96);Bainestimates,Thepatternofprofitconcentrationinthetruckmanufacturingindustryisverydifferentfromthepatternofrevenueconcentration.,TruckManufacturingBusinessExample,6,WhyUseProfitPools?
OfferaviewoftheunderlyingindustrystructureHelpillustratetheeconomicandcompetitiveforcesdrivingtheindustrysprofitdistributionOfferadifferentperspectiveonanindustryIllustraterelationshipbetweenprofitandrevenuesHighlightspotentialwatchouts(chokepointsinthevaluechain)whichcaninfluencetheprofitflowinanindustry,IllustratetheCurrentStateoftheIndustry,ProvideaCompetitiveAdvantagetoYourClient,HelptoDevelopInnovativeStrategies,HelpcompaniesseewhattheirrivalsdontseeFosterthepotentialtodictatethetermsofcompetitionwithintheindustryKeepcompaniesabreastofchangesinrapidlychanging(turbulent)industriesalertpotentialshiftsinprofitdistributionalongthevaluechainillustratepotentialchangeinprofitsourcesfromnewentrants,HelpguideimportantdecisionsaboutacompanysoperationandstrategyEncouragerethinkingolddecisionsandpursuingcounterintuitiveinitiativestocreateandcontrolprofitpoolsReducethepossibilityofblindspotsinacompanysstrategicvisionreducepotentialtooverlookattractiveprofitbuildingopportunitieslessonpotentialtobecometrappedinareasofweak/fadingprofitabilityExampleapplications,Companiesthatrecognizethevariabilityofprofitabilityandcanexploitthedeepestpoolswillearnsuperiorreturns.,Source:
ProfitPools:
AFreshLookatStrategy(May-June1998):
OritGadieshandJamesL.Gilbert,7,HowProfitPoolsIllustratetheStateoftheIndustry,Thevaryingconcentrationsofprofitalongthevaluechain(knownastheshapeoftheprofitpool)reflectthecompetitivedynamicsofabusinessprofitconcentrationsresultfromtheactionsandinteractionsofcompaniesandcustomersprofitpoolsforminareaswherebarrierstocompetitionexistprofitpoolsexistinareasthathavebeenoverlookedbycompetitorsEverymarkethasanunevendistributionofprofitbetweenproductcategories,customergroups,geographicregionsand/ordistributionchannelsProfitpoolsarenotstagnantaspowershiftsamongtheplayersinanindustry(competitors,suppliers,andcustomers),thestructureoftheprofitpoolchanges,Therearemanydifferentsourcesofprofitinanybusiness,Profitpoolsprovideameanstoevaluatethecompetitivedynamicsofanindustry.,Source:
ProfitPools:
AFreshLookatStrategy(May-June1998):
OritGadieshandJamesL.Gilbert,8,ProfitPoolWatchouts(ComputerIndustryExample),Examples:
Beawareof“chokepoints”-particularbusinessactivitiesthatcontroltheflowofprofitsthroughoutanindustry.,Impact:
Controlofachokepointcaninfluencethedistributionofprofitsamongcompetitorsandmoredistantvalue-chainparticipants,IntelsdominanceofmicroprocessorsEstablishmentofanindustrywidestandardthatallcompaniesmustnowobey,MicrosoftsdominanceofWindowsConsolidationofcontroloverthecustomerinterface,*includesoperatingsystemandapplicationsoftwareSource:
ProfitPools:
AFreshLookatStrategy(May-June1998):
OritGadieshandJamesL.Gilbert,Micro-processors,OtherComponents,PersonalComputers,Software*,Peripherals,Services,9,Micro-,processors,OtherComponents,PersonalComputers,Soft-,ware,Peripherals,Services,0%,10%,20%,30%,40%,OperatingMargin,ShareofIndustryRevenue,ProfitPoolWatchouts(ComputerIndustryExampleCon.),*includesoperatingsystemandapplicationsoftwareSource:
ProfitPools:
AFreshLookatStrategy(May-June1998):
OritGadieshandJamesL.Gilbert,AnalyzingtheprofitpoolhasenabledDelltobeprofitableintheleastprofitablepersonalcomputerssegment(seeexample),Althoughchokepointsexistinthecomputerindustry,itisstillpossibleforcompaniestocreateandleveragenewprofitpoolswithinthisindustry.,PCIndustryProfitPool,100%,10,0%,5%,10%,15%,20%,25%,OperatingMargin,Theautomotiveindustryencompassesmanyvalue-chainactivities.Themostprofitableareasofthecarbusinessarenottheonesthatgeneratethebiggestrevenues.,Automanufacturing,Newcardealers,Usedcardealers,Autoloans,Leasing,Gasoline,Autoinsurance,Servicerepair,Aftermarketparts,Autorental,ShareofIndustryRevenue,100%,U.S.AutoIndustryExample,11,KeyQuestionstoHelpDevelopInnovativeStrategies,Whyhaveprofitpoolsformedwheretheyhave?
Aretheforcesthatcreatedthosepoolslikelytochange?
Willnew,moreprofitablebusinessmodelsemerge?
Howdosomeprofitsourcesexertinfluenceoverothersandshapecompetition?
Howdowegainadisproportionateshareofindustryprofits?
Buildinganunderstandingofprofitpoolsputsstrategicthinkingonafirmfootingandpromptsthefollowingquestions:
Source:
ProfitPools:
AFreshLookatStrategy(May-June1998):
OritGadieshandJamesL.Gilbert,12,Agenda,ProfitPoolsConceptApplicationsProfitPoolStepsClientExampleKeyTakeaways,13,Applications(1of2),AnalyzingprofitpoolsallowedU-Haultoidentifyalargeuntappedsourceofprofitinthelowmargintruckrentalbusinessseizedthefirstmoveradvantageandenteredaccessorybusinessatalowcostreducedprices(andprofits)incoretruckrentalbusinesstoattractcustomersforhighermarginaccessorybusinessInanticipationofapotentialreconfigurationoftheprofitpoolfrompharmacy-benefitmanagers(PBM),MerckandothersverticallyintegratedthevaluechainandacquiredPBMsinsulatedthemselvesfromnewentrantsandprotectedtheirexistingsourcesofprofitsgainedgreateraccesstopatientinformationincreasedthelikelihoodthatthepoolwouldevolveinabeneficialratherthandestructiveway,Companiescanusetheirunderstandingofprofitpoolsindifferentways:
IdentifyNewSourcesofProfit,ChartAcquisitionandExpansionStrategies,Examples,Source:
ProfitPools:
AFreshLookatStrategy(May-June1998):
OritGadieshandJamesL.Gilbert,14,Applications(2of2),DellComputerCorp.utilizestheprofitpoolapproachtoevaluatewhichcustomerstopursueandwhichchannelstousedirectsalesapproachallowsDelltokeepaportionofdealersprofitsforitselfandtosharetherestwithcustomersthroughlowerpricesregularresegmentationofcustomerbaseenablesthemtoidentifythemostprofitablecustomersandreactquicklytonewsourcesofprofitAfterrecognizingthattheindustrysprofitpoolwasdrivenbythepremiumbeersegments,AnheuserBushrefocusedtheirstrategytoexpandtheirshareofthepremiumsegmentgaineddominanceofthepremiumsegmentthroughincreasedmarketingofpremiumbrandsandbymanagingthepricedifferentialsbetweenpremiumanddiscountbrandsverticalintegrationintocanproductionraisedcompetitivebarriersaroundthepoolbycuttingmanufacturinganddistributioncost,DevelopDistributionStrategy,GuidePricing,ProductandOperatingDecisions,Thecompanythatseeswhatothersdonotwillbebestpreparedtocaptureadisproportionateshareofindustryprofits,Source:
ProfitPools:
AFreshLookatStrategy(May-June1998):
OritGadieshandJamesL.Gilbert,15,Agenda,ProfitPoolsConceptApplicationsProfitPoolStepsClientExampleKeyTakeaways,16,MappingaProfitPool,Mappingaprofitpoolinvolvesfoursteps.,DefinethePool,DeterminetheSizeofthePool,EstimatetheDistributionofProfits,ReconciletheEstimates,Step1:
Step2:
Step3:
Step4:
Source:
HowtoMapYourIndustrysProfitPool(M
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