美世管理咨询The art of Profit

AdrianSlywotzkySpecialthankstoJackKolodnyandKarlWeber.IllustrationsbyVickiBocash.TheArtofProfitabilitybyAdrianSlywotzkyCopyright2002MercerManagementConsulting,Inc.Allrightsreserved.TheArtofProfitabilityAdrianSlywotzkyContents_____________________________________________Prologue.................................4Lesson1:CustomerSolutionProfit...........10Lesson2:PyramidProfit...................16Lesson3:Multi-ComponentProfit...........22Lesson4:SwitchboardProfit................30Lesson5:TimeProfit......................38Lesson6:BlockbusterProfit.................46Lesson7:Profit-MultiplierModel............56Lesson8:EntrepreneurialProfit.............61Lesson9:SpecialistProfit...................68Lesson10:InstalledBaseProfit..............74Lesson11:DeFactoStandardProfit..........78Lesson12:BrandProfit....................83Lesson13:SpecialtyProductProfit...........90Lesson14:LocalLeadershipProfit...........95Lesson15:TransactionScaleProfit..........102Lesson16:ValueChainPositionProfit.......108Lesson17:CycleProfit....................111Lesson18:After-SaleProfit................119Lesson19:NewProductProfit.............124Lesson20:RelativeMarketShareProfit......133Lesson21:ExperienceCurveProfit..........140Lesson22:Low-CostBusinessDesignProfit..145Lesson23:DigitalProfit...................149Listofreadings..........................1562RequesttotheReaderPleasereadonlyonechapterperweek.(OnevisitaweekwithmyfriendZhaoismorethanenough.)Thinkaboutitabit.Letitstew.Playwiththeideas.Thengoontothenextchapter....Thepathwaytoprofitability?Itliesinfullyunderstandingthecustomer....ProfitfromtheArtAsyouread,continuallyre-focusontheimplicationsforyourorganization.Makenotes.Discusswithcolleagues.Herearesomequestionstogetstarted:πHowdoesprofithappenformycompany?Formycompetitors?πHowwelldoallmypeopleunderstandourprofitmodels?Istheorganizationalignedtohelpcapitalizeonthem?πAretherenewprofitmodelsthatwecouldapplytoimproveprofitability?πWhichofourcurrentinitiativescouldimproveourprofitabilityandshouldbeaccelerated?Whichmayactuallyimpairit,andshouldbediscontinued?πWhichspecificactionscanmyorganizationtakeinthenextninetydaystoimproveourprofitposition?3THEARTOFPROFITABILITYPrologueSeptember21.SteveGardnersatquietlyinaforty-sixthfloorofficeindowntownManhattan.Theroomwassilentexceptforthesteadytickofanantiquerosewoodclockhangingonthewall.Itwas8:15onaSaturdaymorning,andtheofficesofStormandFellowswerenearlydeserted.Stevehimselfwouldnormallyhavebeenasleepatthishour,orperhapssippingafirstcupofcoffeewhileskimmingtheTimesatthekitchentableinhiscrampedSohoapartment.Despitefourandahalfyearsofworkingin“therealworld”atthemidtownheadquartersofamultinationalconglomerate,he’dneverfullyshakenthenightowllifestyleofhisundergraduatedays,towhichhehappilyrevertedonweekendsandholidays.Buttodaywasdifferent.EarlySaturdaymorning,he’dbeentold,wouldbehisonlyopportunitytomeetDavidZhao—”themanwhounderstoodhowprofithappens.”Throughdeterminedeffortandaluckyconnectionortwo,StevehadworkedhiswaytothefringeofoneofthecirclesinwhichZhaowasknown.Sohe’dnotonlyheardofDavidZhaobutalsohadsomeinklingoftheuniqueknowledgethatZhaopossessed.Suddenlytheofficedooropened,andSteverosetogreethim.“Goodmorning,Steve.I’mDavidZhao.Thanksforaccommodatingmebycominghereatthishour.It’squiet,andIfindtheviewconducivetodoingalittlebitofthinking.Iseeyoulikeit,too.”HegesturedtowardSteve’schair,whichhadbeenturnedfromitsplacealongsidethemassiveornateoakdesktofacetheharborviewsquare-on.Stevesmiled.Hequicklydecidedhelikedthisman.Zhaowasasmall,slender,slightlyrumpledfigureinabrowncheckjacket,khakitrousers,andbatteredloafers,resemblingmoreahistoryprofessoratsomelittleNewEnglandcollegethananastutebusinessman.Hisroundface,toppedbyanunrulylongishmopofcoarsehairmoregraythanblack,seemedalmostunlineduntilhesmiled,whenanetworkoffinecreasessuddenlyradiatedfromhisdeepbrowneyes.“It’sagreatview,”Steveagreed.“ButI’msurprisedyouhaveanofficehereatStormandFellows.Ididn’tknowyouwerealawyer.”Zhaolaughed.Hetookhisseatbehindthedesk,andStevepulleduphisownchair.“Notexactly,”Zhaoremarked.“ItsohappensIhavealawdegreefromapreviouslife,butIdon’tpracticelawanymore.IconsulttoStormandFellowsonindustrystructureandotherbusinessissuesrelatedtoanti-trustlaw.Frankly,it’sawonderfularrangement.Theylet4THEARTOFPROFITABILITYmehavethisspectacularoffice,theypaymehandsomely,andtheybasicallyleavemealonemostofthetime.Butwhentheycallonme—evenifit’sonlyonceortwiceamonth—Ihavetobevery,verygood.Tensofmillions—sometimeshundredsofmillions—areatstake.”StevewasintriguedbyZhao’sapparentopenness.Hegavetheimpressionofbeingunguarded,completelyateasewithhimself.MaybeIwouldbe,too,thoughtStevewryly,ifIworkedonlyacoupleoftimesamonth.Whatadeal!“Youlookimpressed,”Zhaocommented.(AmIthateasytoread?Stevewondered.)“Youshouldn’tbe.I’mfortunateinbeingabletospendmostofmytimefocusingonwhatinterestsmemost.”“Whatinterestsyoumost?”askedSteve.“Oh,afewthings.Forexample,investing.WhenIlefttheresearchfirm,theyhandedmeaverynicenestegg.IrealizedI’dbetterfigureoutwhattodowithit—forthebene