Parte I, parte II, parte II, parte IV, parte V, parte VI e parte VII.
"Throughout this book, we argue that all revenues are not equally profitable—some produce high profits, and some actually produce losses. But are all profits equally desirable?
The surprising answer is no—and the key to understanding the difference between “good profits” and “bad profits” is demonstrated in
The desirability of an investment is not just a function of the likely returns but also a function of the strategic relevance (whether the investment moves the company’s strategy forward).
...
Consider the upper left quadrant: high returns but low strategic relevance. This quadrant is quicksand. These investments look very attractive, but they take the company’s capital and focus away from its main line of business. All too many companies have unclear and unproductive positioning because they lack the discipline to say no to attractive-looking investments that don’t fit. Ultimately, companies that pursue these types of investments get picked off by highly focused competitors. These are the investments that produce bad profits.
Think about the lower right quadrant: low returns but high strategic relevance. These are investments that would show up at the bottom of a simple capital budgeting ranking, but they are essential to moving the company forward. Here, the watchword is courage, a character trait that is especially critical in today’s transforming business world.
...
The moral of the story is that while investments in the upper left quadrant produce bad profits, investments in the lower right produce “good losses.”"
Trechos retirados de “Choose Your Customer: How to Compete Against the Digital Giants and Thrive” de Jonathan S. Byrnes.
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