Parte I, parte II, parte II, parte IV, parte V e parte VI.
"Cost reduction provides another landmark example of the power of transaction-based profit analytics. In virtually all supply chain projects, the objective is to reduce costs. The analytical process is to identify the costs that are above average and reduce them to at least average levels. What could be wrong with this?
The answer is that neither simply reducing higher-than-average costs nor reducing costs across the board will maximize profitability. The reason is that the Profit Peak customers are often more costly to serve—and rightly so because the extra customer service costs are a great investment."
Como não regressar ao Senhor dos Perdões e ao discurso monolítico sobre um todo homogéneo:
"Most strategic analyses are based on an assessment of a company as a whole. This is an artifact of the Age of Mass Markets. So-called strengths-weaknesses- opportunities-threats (SWOT) analysis, and even Michael Porter’s powerful Five Forces framework, illustrate this approach. Profit contour analysis significantly enriches these analytical models because it shows the composition of a company’s component segments and activities, allowing managers to see their underlying patterns of profitability, which have historically been hidden by aggregate, average metrics.
Companies are not monolithic. For example, profit contour analysis indicates how much a company would be helped by better positioning (for example, which segments are helped, which would suffer profit erosion in the absence of repositioning, and which are well positioned already). It also indicates how difficult, costly, or time-consuming the transition will be (for example, what proportion of the products or vendors have to be changed). This is especially important in addressing the specific problems and opportunities that the currents of change pose.
...
In analyzing possible strategic groups in both your current and transformed industry, it is very instructive to focus on the value-to-cost relationship of your major profit segments: Profit Peaks, Profit Drains, and Profit Deserts."
Trechos retirados de “Choose Your Customer: How to Compete Against the Digital Giants and Thrive” de Jonathan S. Byrnes.
Sem comentários:
Enviar um comentário