Profit mapping software

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As with the ownership of any stock, buying DATA could require a significant amount of capital and exposes the investor to standard risks of owning a stock. To reduce the risks of a trade, an investor could purchase a call option.

This allows them to benefit from upside moves in the stock while limiting risk to the amount paid for the options. Might you have opportunities to perform new activities in your industry or in other industries? Are there activities being performed in other industries that could displace or substitute for the activities you are performing? A company that operates call centers to handle telephone orders for catalog retailers, for example, may in the future be able to fulfill customer service functions for electric utilities or transportation carriers.

And, just as important, it may one day face a competitive threat from companies in other industries, such as telephone companies, cable television operators, or even Internet service providers. The call-center operator should, therefore, define its profit pool to include not only those value chain activities traditionally associated with direct-mail retailing but also activities in other industries that could influence its future creation of profits.

Finally, you should take a step back to look at your industry through the eyes of the customer. How would the customer define the life cycle of the product or service you produce?

Often, a customer will define your industry to include activities that you would consider peripheral. If a paint manufacturer, for example, asks homeowners about the experience of buying and using paint, it may find that the disposal of leftover paint is an important activity from their perspective. The manufacturer would be wise to include paint disposal as part of its value chain.

In addition to deciding which activities to include, a company needs to decide the proper level of aggregation for each activity.

In the automotive industry, for example, financial service activities, such as lending, leasing, and renting, make up an important part of the profit pool. Do you define those activities as a single value-chain segment or do you look at them individually? A chain of auto parts stores would probably not need to divide the financial service segment into its component activities—after all, the company would not be likely to participate in any of those activities.

A used car dealer, however, might well want to break down the financial services segment into the narrower segments of lending, leasing, and renting. Because the dealer controls an important point of customer contact, it may decide to enter one or more of these activities in the future.

It may also find itself competing with a participant in one of these activities—say, a new car dealer that needs to sell used cars coming off their leases. Defining the bounds of a profit pool requires, in short, not just analytical skills but also good, basic business judgment.

The pool you draw must be tailored to fit the strategic questions you face. Once you have defined the profit pool, you need to determine its overall size. What is the total amount of profits being earned in all the value chain activities? At this point, all you need is a rough estimate of total industry profits. The idea is to establish a baseline against which you can check the reliability of the more detailed, activity-by-activity calculations you will make later.

Or you may be able to find a reliable estimate of overall industry revenues and then apply an assumed industry-average margin to it. Usually, though, developing this estimate will not be so straightforward.

The way you define your profit pool is unlikely to coincide precisely with any traditional industry definition. Moreover, the financial data you require may not be readily available in the form you need. How you define your profit pool is unlikely to coincide precisely with any traditional industry definition. A good idea in these situations is to try to build up estimates of the total pool based on the profitability of individual companies, products, channels, or regions.

You should always try to focus first on the biggest pieces—the largest companies or the highest-volume products, for example. If there are large public companies that account for a significant proportion of industry profits, use their financial statements as a starting point. Today there are almost as many ways to define profit as there are to make it. For practical purposes, though, managers tend to think about profit in one of three ways: as accounting profit, as return on investment, or as cash-flow contribution.

Because each of the measures can be used as the basis for management decisions, they all can be important in profit-pool mapping. It is the measurement method underlying net-income and earnings-per-share calculations in shareholder reports and other official filings.

Its precise method of calculation can vary, depending on the accounting standards specific to a given industry or country. Because ROI represents the true profit associated with investment in an industry, it is an essential measure for evaluating potential new investments. It can be measured using a number of different methodologies, which all have advantages and disadvantages. One of the most useful ROI measures is economic value-added EVA , which equals after-tax operating profits minus the cost of all invested capital.

Because EVA expresses returns as an absolute profit value rather than as a percentage, it lends itself well to profit-pool mapping. In some cases, fixed operating costs, such as overhead, are also subtracted. An incremental measure, it represents the amount of cash left from a sale after subtracting the variable costs associated with that sale.

Cash-flow contribution is frequently used as the basis for management decision making in mature, high-fixed-cost, and cyclical industries, particularly during down cycles. It is also a useful profit measure for companies that are investing to gain market share and for those that are engaged in leveraged buyouts.