By Stuart E. Jackson
The place worth Hides introduces the Strategic industry Positioning idea, which literally finds a company’s real healthiness in response to elements like industry proportion. SMP is helping your corporation outline its markets, degree the true worth of these markets, and proper undesirable assumptions. This booklet makes use of real-life examples to provide an explanation for find out how to use SMP to without delay and certainly influence company well-being and gains.
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Additional info for Where Value Hides: A New Way to Uncover Profitable Growth For Your Business
8 Southwest America West versus Southwest: Strategic Market Position Data Source: Bloomberg, Investext, annual reports, OAG Flight Guide. S. market shares in 1990, this measure obscures their relative competitive strength. In the airline business, pricing power and operating costs are much more driven by share of ﬂights between states—or even more precisely by share of ﬂights between speciﬁc city pairs. At the same time, travelers prefer to ﬂy an airline that has many daily ﬂights between two points, because it gives them more ﬂexibility in case of a missed or delayed ﬂight.
So bigger is better, right? Not necessarily. In this chapter, I argue that in many cases bigger is worse. I’m not just talking about conglomerates that compete in multiple industries. I show that even within a speciﬁc industry, bigger is not always better. More speciﬁcally, I argue that the right deﬁnition of “market share” is far more helpful than the wrong deﬁnition of market share—even if your resulting market share is smaller as a result. To help make this point, I brieﬂy review some of the strategy theories and models that got us to where we are today—those that mainly convinced us that bigger is better.
5 BMW versus DaimlerChrysler (2004) Data Source: Bloomberg. The recent stock performance of these two companies highlights how important growth strategies are for shareholder value. 6. Here you have the unsegmented market-share picture of DaimlerChrysler on the left and BMW on the right. At something just under 2 percent market share in the United States, BMW appears to be hanging on by its ﬁngernails. 7. This ﬁgure reveals, in graphic terms, how BMW is able to achieve a superior Strategic Market Position despite selling only a fraction of the vehicles DaimlerChrysler does.
Where Value Hides: A New Way to Uncover Profitable Growth For Your Business by Stuart E. Jackson