Professional Documents
Culture Documents
150 Slides
Product
Promotion Price
Customer
Service
Place People
Processes
Resources Resources
Resource
Money markets Money
Taxes, Services,
goods money
Services, Taxes,
money goods
Money Money
Middlemen
Goods and services markets Goods and services
A Company‘s Macroenvironment
Le
MACROENVIRONMENT
g
isl
a
gy
tio
IMMEDIATE INDUSTRY &
lo
n
no
an
COMPETITVE ENVIRONMENT
ch
d
Te
re
gu
la
Suppliers Substitute
tio
ns
COMPANY
cs
So
hi
ci
ap
lVa
r
og
al
New Entrants
m
ue
de
sa
n
nd
t io
la
Li
pu
fe
Po
yl
es
Break-even Point
Value $
Sales
Profit
Break-even Point
Total
Variable costs
costs
Fixed
Current sales level costs
0
0 Units sold
Break-even Chart
1200
Total revenue
1000
Target profit
Total cost
800
600
400
) s dnas uoht ni ( sr all o D
Fixed cost
200
0 10 20 30 40 50
35 Total
Revenue
30
25
Total Costs
$ Millions
20
15
10 Fixed
Expenses*
0
50 100 150 200
Break-even Volume Units Sold (‘000)
(90,000)
Profit Loss
* Fixed Expenses = Marketing Expenses and Other Direct
Expenses
Break-even Regions
Cash flow
$
EVA break-even
P&L break-even
Financing Life Cycle
Venture
FFF & Angels Investment Banks &
Capitalist
Banks
Early Later
Seed Capital Growth Growth
& Early Stage
Enterprise Enterprise
Cash Flow Mezzanine Public Financing
3rd Market
2nd
1st Initial
Public
Offering
Time
Valley Break-even
of Death point
Emerging Growth
Demand and Supply
S
D
F G
E
Price
A B
D
0
Quantity
Economies of Scale
Average cost
LACs*
Output
Price
e = 0 (total
Price
e=-
8
inelastic
demand)
e<-1
e=-1 e=-
8
(total elastic
demand)
e>-1
Quantity Quantity
e=0
P1
Price
(-)
P2
P1
(-)
Price
(+) P2
(+)
0 Quantity 0 Quantity
Demand is elastic and expenditure increases Demand is inelastic and expenditure increases
when price falls from P1 to P2 when price falls from P1 to P2
Inelastic and Elastic Demand
P2 P’ 2
P1 P’ 1
eci r P
Q 2Q 1 Q’ 2 Q’ 1
Quantity Demanded per Period Quantity Demanded per Period
(a) Inelastic demand (b) Elastic demand
Sales and Profit Life Cycles
Sales
Sales and Profits ($)
Profit
Volume or value
Market potential
Market volume
Market share
Time
The Product Life Cycle I
Sales
Profits
Introduction Growth
Unit
Sales A
Volume
B
Time
Note: A = Moderate Growth, B = Commodity, C = Decline
The Life Cycle Portfolio Matrix
THE BUSINESS UNIT‘S COMPETITIVE
POSITION
Strong Average Weak
Development
A
C
Growth B
D
THE INDUSTRY‘S STAGE Competitive
shakeout F
IN THE EVOLUTIONARY
LIFE CYCLE
E
Maturity
Saturation
G
H
Decline
Patterns of Strategic Change
Potential Product
Augmented Product
Expected Product
Generic Product
The Product-Positioning Map
High quality
E
A
B High price
Low price
C
D
Low quality
The Four P‘s of McCarthy I
Environment
Environment
Environment
Product Price
Place Promotion
Environment
The Four P‘s of McCarthy II
High quality
Marketing
Mix
Channels
Product variety
Coverage
Quality
Assortments
Design
Features Product Place Locations
Inventory
Brand name
Transport
Packaging
Sizes Target
Services
Warranties Market
Returns
Price Promotion
List price Sales promotion
Discounts Advertising
Allowances Low quality Salesforce
Payment period Public relations
Credit terms Direct marketing
Push versus Pull Strategy
Marketing
activities Demand
End
Manufacturer Intermediaries
Push users
Strategy
Demand
Marketing activities
Demand Demand
End
Manufacturer Intermediaries
Pull Strategy users
The Expanded Marketing Mix
Product
Promotion Price
Customer
Service
Place People
Processes
The 6 – Step Marketing Plan
1 Situation (SWOT) Action plan 4
firm budget allocation
market product
industry promotion
competition price
environment distribution
2 Objectives
Marketing
Forecasts 5
sales quantify:
Plan
market share costs
market expansion sales
leadership profits
satisfaction market share
3 Strategy Control 6
segment – target
organization structure
price / quality
measurement tools
product positioning
check frequency
differentiation
=> Corrective actions
diversification
The PDCA Cycle
Plan
Act Do
Performance
Check
Time
Enterprise Management Process
Decision
Process
Customer
Satisfaction
Value Enterprise
Improvement Learning
Benchmarking
SWOT Analysis Diagram
Numerous
environmental
opportunities
Cell 3: Cell 1:
Supports a turnaround- Supports an
oriented strategy aggressive strategy
Critical Substantial
internal internal
weaknesses strengths
Cell 4: Cell 2:
Supports a Supports an
defensive strategy diversification strategy
Major
environmental
threats
SWOT Analysis I
Strengths Weaknesses
Opportunities Threats
SWOT Analysis II
STRENGTHS
STRENGTHS/ /WEAKNESSES
WEAKNESSES OPPORTUNITIES
OPPORTUNITIES/ /THREATS
THREATS
Firm,
Firm,Organization
Organization Environment,
Environment,Market,
Market,Industry
Industry
• Market share • Market size
• Key account share • Key account size
• Growth rate MARKET
• Annual growth rate
• Supply diversity • Market diversity
• Influence • Price sensitivity
• On market • Seasonality
• Purchasing / selling • Cycles
deadline
• New products cycles • Negotiation power
• Negotiation power - suppliers
- firm suppliers - consumers
- customers
COMPETITION
• Firm competitivity • Competitor types
- Product, service • Concentration level
- Profitability, H.R., … • Intrants / extrants
• Segments invested in • Market share evolution
• Firm’s integration level • Vertical / horizontal integration
• High-tech vulnerability • Technology substitution
SWOT Analysis III
STRENGTHS
STRENGTHS/ /WEAKNESSES
WEAKNESSES OPPORTUNITIES
OPPORTUNITIES/ /THREATS
THREATS
Firm,
Firm,Organization
Organization Environment,
Environment,Market,
Market,Industry
Industry
• Firm margins • Global benefits
• Economies of scale FINANCE / BUSINESS • Economies of scale
• Barriers • Barriers
• Production capacity level • Production capacity level
Support
Firm infrastructure
activities
gi n
Human resource management
Mar
Technology development
Procurement
ngi
Mar
Primary activities
The Generic Value Chain II
FIRM INFRASTRUCTURE
HUMAN RESOURCES MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
MARGIN
Firm infrastructure
Ma
rg
in
Technology development
Procurement
Ma
rgin
Inbound Operations Outbound Marketing Service
logistics logistics and sales
Primary Activities
The Ansoff Matrix I
New Market
Diversification
Markets development
The Ansoff Matrix II
Existing New
New
Market
Existing product
penetration
development
MARKETS
Market
New Diversification
development
The Customer Growth Matrix
Existing New
Customer Customer
Existing loyalty extension
CUSTOMERS
Customer Customer
New acquisition diversification
Product-Market Diversification
Broad
Product Diversification
Moderate
Narrow
Narrow Moderate Broad
Market Diversification
BCG’s Growth-Share Matrix I
High Low
Question
High Star Mark
MARKET
GROWTH
RATE
Cash
Low Dog
Cow
BCG’s Growth-Share Matrix II
High Low
High
E Divest
B
D
MARKET
GROWTH
RATE F
Low C
G Divest
MARKET
GROWTH 10%
RATE
Cash generating
High Dog businesses
businesses
BCG‘s Growth-Share Matrix IV
4% 6 7
2%
8
x1
x 01
x 1. 0
Relative Market Share
The New BCG Matrix
Small Large
SIZE OF ADVANTAGES
Underlying Relationship Between ROI
and Market Share in the New BCG Matrix
SIZE OF THE ADVANTAGE
Small Large
Stalemate Volume
ROI ROI
Few
Many
Structure
Strategy Systems
Superordinate
Goals
Skills Style
Staff
Disruption and the New 7-S’s
VISION PLANNING
Banner
Brand
Business
Units
Core
Products
(Platforms)
Core
Competencies
Core Competencies II
Processes
Core
Competencies
Technologies Capabilities
Core Competencies III
Competency 1
Competency 5
Competency 4
Market View
Competency 6
Competency 2
Low
Competency 3
The General Electric Business Screen
COMPETITIVE POSITION
Low
INDUSTRY Medium
ATTRACITVENESS
High
Attractiveness/Competitive Position
Strategies
COMPETITIVE POSITION
Industry attractiveness
High
HOLD BUILD BUILD
Low
HARVEST HARVEST HOLD
A Representative Nine-Cell Industry
Attractiveness-Competitive Strength
Matrix
COMPETITIVE STRENGTHS/BUSINESS POSITION
Strong Average Weak
High Business F
Business A
LONG-TERM
INDUSTRY Medium
ATTRACTIVENESS
Business C Business B
INDUSTRY ATTRACTIVENESS
Manage
Invest Invest Selectively
for Earnings
BUSINESS STRENGTH
Manage
Invest Selectively Harvest or
for Earnings Divest
Manage
Harvest or Harvest or
Selectively
Divest Divest
for Earnings
Portfolio Positions and
Defensive Strategic Market Plans
Very Attractive
Protect Protect
Market Attractiveness
Very Unattractive
Very Weak Very Strong
Competitive Advantage
Market Attractiveness – Portfolio
Classification and Strategies
BUSINESS STRENGHT
Strong Medium Weak
5.00
Invest / grow
Joints
High
Selectivity / earnings
Hydraulic Aerospace
Fittings
Pumps
3.67 Harvest / divest
Clutches
Fuel
Medium Pumps
TE KRA M
Flexible
Diaphragms
SS E NE VI T CARTT A
2.33
Relief
Valves
Low
1.00
5.00 3.67 2.33 1.00
(a) Classification
The Risk-Reward Diagrams
High
RISK
Low High
REWARD (NPV)
Low
Contrasting Characteristics of Upstream
and Downstream Companies
Supply stages in a manufaturing industry (supply chain)
Consumer
Supply flow
UPSTREAM Centre of gravity DOWNSTREAM
ORGANIZATIONS of a manufacturing ORGANIZATIONS
industry
Commodity Proprietary
Standardize Customize
Maximize end users Target end users
Low-cost producers High margins
Sales push Marketing pull
Line-driven organization Line/staff
Process innovation Product innovation
Capital budget R & D/advertising budget
Capital-intensive People-intensive
Technological know-how Marketing skills
Supply and trading/manufacturing and engineering Product development/marketing
Porter‘s Five Forces I
Potential
PotentialEntrants
Entrants
Bargaining Bargaining
Industry
power of Industry
competitors power of
suppliers competitors buyers
Suppliers Buyers
Suppliers Buyers
Rivalry
Rivalryamong
among
existing firms
existing firms
Substitutes
Substitutes
Porter‘s Five Forces II
Firms in other
industries
offering
Substitute
Products
Suppliers of
raw materials,
RIVALRY
parts,
AMONG Buyers
components or
COMPETING
other resource
SELLERS
inputs
Potential
New Entrants
Forces Driving Industry Competition
Potential Entrants
Threat of
new entrants
Industry
Bargaining power Bargaining power
competitors
of suppliers of buyers
Suppliers Buyers
Rivalry among
existing firms
Threat of
substitute products
or services
Substitutes
Barriers and Profitability
EXIT BARRIERS
Low High
PROFITS=LOW PROFITS=LOW
Low RETURNS=STABLE RETURNS=RISKY
ENTRY
BARRIERS
PROFITS=HIGH PROFITS=HIGH
High RETURNS=STABLE RETURNS=RISKY
Four Routes to Strategic Advantage
Business/Product Offered
Old/Existing New/Creative
KFS Aggressive
KFS Aggressive
Compete initiatives
initiatives
(wisely)
Route 1 Route 3
Intensify
Intensifyfuntional
funtional
differentiation Ask
differentiation Ask„why-why‘s“
„why-why‘s“
Strategic
Relative Strategicdegrees
degreesofof
Avoid Relativesuperiority
superiority Freedom
head-on Freedom
competition
Route 2 Route 4
Exploit
Exploitcompetitor‘s
competitor‘s Maximize
weakness Maximizeuser
user
weakness benefit
benefit
The Generic Strategies I
Focus
The Generic Strategies II
COMPETITIVE ADVANTAGE
Broad
Target
Cost Leadership Differentiation
COMPETITIVE
SCOPE
Narrow
Cost Focus Differentiation Focus
Target
Five Modified Competitive Strategies
TYPE OF COMPETITVE
ADVANTAGE BEING PURSUED
MARKET Best-Cost
TARGET Provider
Strategy
Marketer Innovator
Emphasizes Emphasizes
Enhanced
• Quality • Quality
• Speed
• New product/service
• Development
Caretaker Innovator
Emphasizes Emphasizes
• Price/ cost • Quality
Basic
• Dependability • Product/service
• Quality • Performance
• Flexibility
• Speed
Traditional Enhanced
Geobusiness Model
CONTROL VARIABLES
MOTIVATION VARIABLES
CONDITIONING
VARIABLES
Porter‘s Diamond
FIRM
FIRMSTRATEGY,
STRATEGY,
STRUCTURE
STRUCTUREAND
AND
RIVALRY
RIVALRY
FACTOR DEMAND
FACTOR DEMAND
CONDITIONS CONDITIONS
CONDITIONS CONDITIONS
RELATED
RELATEDAND
AND
SUPPORTING
SUPPORTING
INDUSTRIES
INDUSTRIES
Resource Allocation at Corporate Level
Low High
Imposed
Low „Formula“ priorities
EXTENT OF
CENTRAL
DIRECTION
Free Open
High
bargaining competition
PIMS Competitive Strategy Paradigm
Market structure Strategy and tactics Performance
•Market • Pricing • Profitability (ROS,
differentiation ROI, etc.)
• R & D spending
•Market growth rate • Growth
• New product
•Entry conditions introduction • Cash flow
• Relative cost
International Strategy Options
High
Joint Foreign Foreign
venture branch subsidiary
Joint
Export Licensing/ venture
Low
Low High
MARKET COMPLEXITY
The Wheel of Competitive Strategy
Finance Marketing
and Control
GOALS
Purchasing Distribution
Labor Manufacturing
Generic Competitive Strategies
Return on
Investment
Market Share
The Strategic Triangle I
V
ue al
ue
al
V
Product/service
differentiation
The Strategic Triangle II
Customers
Needs seeking benefits
at acceptable prices
V
al
ue
u e
al
V
t
en En
nm vi
ri o ro
nm
v
En en
t
Strategy
Structure Culture
En t
vi
ro en
nm nm
en iro
v
t En
Optimum Degree of Formal Organization
Organizational
effectiveness
Controlling R&D
CEO CEO
Chemicals
A Matrix Design
FUNCTIONAL DEPARTMENTALIZATION
Research and
Marketing Purchasing Production
Development
Department Department Department
Department
Manager Manager Manager Manager
PROJECT DEPARTMENTALIZATION
Alpha Project
E E E E
Project Leader
Beta Project
E E E E
Project Leader
Gamma Project
E E E E
Project Leader
Models of Virtuality
Task
Structure People
Technology
Action-centred Leadership
TASK
INDIVIDUAL
NEEDS
NEEDS
GROUP
NEEDS
Belbin‘s Team Roles
TEA M
Shaper
Company Worker
t
Plan
Chairman
Finisher
ator
Monitor-Evalu
Resource-Investigator W orker
Team
Group Development
Stage V
Adjourning
Group effectiveness
Stage IV
Performing
Stage III
Norming
Stage II
Storming
Stage I
Forming
Time
Theory X and Theory Y
leads to leads to
passive work
attitude
Theory Y
strenghten following
leads to allow
Self-Actualization
Needs
(self-development and
realization)
Esteem Needs
(self-esteem, recognition, status)
Social Needs
(sense of belonging, love)
Safety Needs
(security, protection)
Physiological Needs
(hunger, thirst)
Maslow‘s Hierarchy of Human Needs II
Friends in
Friendship Belongingness Needs Work Group
•SALARY
•SALARY
•ADMINISTRATION
•ADMINISTRATION •ACHIEVEMENT
•ACHIEVEMENT
•SUPEVISION
•SUPEVISION •RECOGNITION
•RECOGNITION
•COMPANY
•COMPANYPOLICY •RESPONSIBILITY
•RESPONSIBILITY
POLICY
•STATUS
•STATUS •ADVANCEMENT
•ADVANCEMENT
•WORKING
•WORKING •NATURE
•NATUREOF
OFWORK
WORK
CONDITIONS
CONDITIONS
Parallels Among Need Theories of
Motivation
Herzberg‘s Maslow‘s Alderfer‘s Other
Two-Factor Theory Hierarchy of Needs ERG Theory Key Needs
Achievement
Need for
Work Itself Self-Actualization
Achievement
Responsibility Needs
Motivation Growth
Advancement and Growth
Factors Needs
Need for
Self-Esteem Power
Recognition Esteem Needs
Respect of Others
1 2 3 4 5 6 7 8 9
Concern for production
Situational Leadership
LEADER BEHAVIOUR
Share ideas Explain
and facilitate decisions
RELATIONSHIP BEHAVIOUR
in decision- and provide
making I NG opportunity
AT
(Supportive Behaviour)
I P for
IC
RT
SE
PA clarification
LL
IN
S3 S2
G
NG
TE
TI
LL
GA Provide
I
NG
LE
specific
DE
FOLLOWER READINESS
HIGH MODERATE LOW
R4 R3 R2 R1
Able and Willing Able but Unwilling Unable but Willing Unable and Unwilling
or Confident or Insecure or Confident or Insecure
Stories
Rituals and
routines Symbols
THE
PARADIGM
Control
systems Power
structures
Organizational
structures
Dynamics of Paradigm Change
Development
Developmentofof Corporate
The Corporate
Theparadigm Implementation
paradigm strategy Implementation Performance
strategy Performance
if unsatisfactory
Step 1
Step 1
Tighter
Tighter
controls
controls
Step 2
Step 2
Reconstruct
Reconstructoror
develop
developnew
new
strategy
strategy
Step 3
Step 3
Abandon
Abandonparadigm
paradigm
and
and adopt newone
adopt new one
Four Organizational Cultures
Strategy
Goals, Strategy Policies
Mission Goals, formulation Policiesand
and
Mission objectives formulation procedures
objectives procedures
• •Alternatives
Alternatives
• •Evaluation
Situation Evaluation
Situationanalysis
analysis and
andchoice
choice
• •Enviromental
Enviromental
opportunities/
opportunities/
threats
threats
• Organizational
• Organizational
resources
resourcesand
and
competences
competences
Strategy
Strategy
implementation
implementation
and
andplanning
planning
Strategic control
Mission
Mission
WHAT an
WHAT anorganization
organizationisisseeking
seekingtotodo
do
Objectives
Objectives
Strategy
Strategy
HOW an
HOW anorganization
organizationwill
willachieve
achieveitit
Tactics
Tactics
Network Analysis, PERT, CPA
5 C 7
2 4
6 2 8 G
A
4 12
5
0 D 6
1 12
0 1
B E
4 H
5
4 3
3 F
4 9
5 5
KEY: 9
Activity
Critical path
Event
Earliest event time
Event number
Large collaboration
coordination
"?"
delegation
SIZE OF red tape
ORGANIZATION
direction control
creativity
autonomy evolution: stages of
growth
revolution: stages of
Small leadership crisis
Young Mature
AGE OF ORGANIZATION
The Chasm
The
The Early Mainstream
Market Market
The
Chasm
Te
Vi Pr
En chno sio ag
ma
Co
ns e
Sk
ep
thu log na rv a ti cs
s ia y ri es ti sts tiv
sts e s
Inventory Profile
Steady and
Order predictable Slope = demand rate
quantity demand (D)
Q
Average inventory = Q / 2
Inventory
level
Time
Q/D
Instantaneous deliveries at rate of D / Q per period
Economic Order Quantity
Total costs
Costs
Holding costs
Order quantity
Pareto Curve for ABC-Products
Cumulative % of total value
CIM
CAD/CAM PPS
Production Programm Planning
C
CAD
Quantity Planning
Place Order
CAM
D Control Order
ee n r e mot s u C
Activity 1
Function 1
Activity 2
Function 2
Micro operations
Approach
Activity 3
Function 3
Activity 4
Function 4
r p ss e ni s u B s ess ec or p ss e ni s u B
The Business Process Re-engineering
• Quality systems
• Quality costing Inspection
• Problem solving
• Quality planning
Quality control
• Statistical methods
Quality assurance
• Process performance
• Quality standards Total quality management
• Error detection
• Rectification
Supply Chain Management
The
Operation
Materials management
Supply chain management
Internal Rate of Return (IRR)
Profit Variance
Liabilities Liabilities
Assets $100 $113
Assets
$170
$190
Owner‘s equity
$70 Owner‘s equity
Expenses $77
Revenues $469.8
$480
Net Profit
$10.2
Retained earnings
$7
Dividends
$3.2
Working Capital
Cash
Raw materials
Receivables inventory
Finished goods
inventory
Financial Strategy Framework
Debt
Entrepreneurial concerns
Sources and Deal
Time to out of cash Equity
Structure
Future alternatives Other
Burn Rate
Angels
High
FFF
VCs
Entrepreneur
PERCEIVED
Moderate
RETURN Realistic
Investors
Banks
Low
Operating profit margin Capital turnover Financial structure ratio Financial cost ratio Tax effect ratio
Earnings before interest and tax Sales Invested capital Earnings before tax Earnings after tax
Sales Invested capital Owner‘s equity Earnings before interest and tax Earnings before tax
Cash
Operating costs
Working Capital
requirement
Fixed assets
The Drivers of Value Creation
EBIT
Operating margin = Sales EBIT
Invested capital
(pretax ROIC)
Sales
Capital turnover = Invested capital Expected after tax
ROIC
Tax effect = (1 – Taxe rate)
Return spread
Percent of (ROIC – WACC)
debt financing Market Value Added (MVA)
Aftertax cost of debt Weighted average
cost of capital If the present value of the future stream of
WACC expected return spreads is positive, MVA is
Estimated cost of equity Percent of positive and the higher the growth, the more
equity financing value created.
Economics
Economics
What
Whatare
are
the
thekey
key What What are my
Changing assumptions What‘s How can What What are my
Changing assumptions What‘s How can dimensions choices
About important dimensions choices
importanttoto profit
Customer
Customer About profitbebe matter
matterthe now?
Priorities customers customers? made? the now?InInthe
the
Priorities customers customers? made? most? future?
and most? future?
and
economics?
economics?
Technology
Technology
Are
Arethe
thebest How
best What‘s my How long HowcancanI I
Which choices What‘s my How long prepare
Which choices best will prepare
ones internally best willthis
this for
ones internally business design for
are business designbebe
arebest? consistens ongoing
best? consistens design? valid? ongoing
integratable? design? valid? redesign?
integratable? redesign?
The Company Center of Gravity
The Center
The Center of Gravity
of Gravity
The
center
of
gravity
Assets/ Product/
Inputs, Raw The
Core Service Channels
Material Customer
Competencies Offering
Assets/
The Inputs, Raw
Channels Offering Core
Customer Material
Competencies
The Modern Value Chain
Purchase Criteria
Customer Anger
Preferences
Power
Assets/
Customer Inputs, Raw
Decision-Making Process Channels Offering Core
Priorities Material
Competencies
Purchase Occasion
Buyer Behavior
Functional Needs
Systems Economics
Customer Solutions Profit
Profit
0
Product Pyramid Profit
Price
Volume
Multicomponent Profit
Base Business
Other Components
Switchboard Profit
Buyers Sellers
Time Profit
$/Unit
Cost
Price
Time
Blockbuster Profit
$/Project
Revenue
Cost
Project Type
Profit Multiplier Model
Other Forms
Key Asset
Entrepreneurial Profit
Base
Business
Spin-Outs
Specialization Profit
Return on Sales
Generalist Specialist
Installed Base Profit
Profit Margin
Hardware/Base Consumables/
Product Follow-on Product
De Facto Standard Profit
Profit Margin
Market Share
Brand Profit
Price/Unit
Market Brand
Price Price
Specialty Product Profit
100 %
S
Revenue
Profitability by Region
$/Unit
Revenue
Cost
Size of Transaction
Value Chain Position Profit
Cycle Profit
Price
$/Unit
Cost
Utilization
After-Sale Profit
Base Follow-on
Product Products/Services
New Product Profit
Time
Relative Market Share Profit
Return on Sales
Cost/Unit
Cumulative Experience
Low-Cost Business Design Profit
$/Unit
Product
Blancpain
Omega, Longines,
Rado
Coca-Cola
Fountain
Brand
Vending
1996
Distribution
Consumer Grocery Logistics Bottling Syrup
Fountain Coca-Cola
Mega Brand
Coca-Cola, diet Coca-
Vending Cola, Caff. Free, diet
Caff. Free, Cherry,
The Profit Zone Diet Cherry
no participation
The Charles Schwab "Switchboard"
Mutual Fund
Investors Companies
Mutual Fund
Investors Companies
The Profit
Zone
Intel
$/Unit
AMD
Cost
Price
Q2 Q4 Q6 Q8 Q10
Quarters Post-Launch
Disney‘s Business Design Reinvention
The Foundation
The Thermo-Electron
"Spin-Out“ Business Design
The
Profit Zone
Thermo
Thermo Spectra
Instrument
Systems Thermo
Optek
Thermo
Voltek
Thermo-Electron Thermedics
Thermo
Sentron
Thermolase
Thermo
Trex
Trex
Medical
Microsoft's Business Design:
Create-the-Standard
OEMs
Microsoft
Applications
Windows Customers
Applications
Developers
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