Juergen Daum’s News Service about New Economy Management Best Practice
©2000 Juergen Daum. All rights reserved.
An extensive study conducted by
the Boston Consulting Group (BCG) revealed a common pattern of worldwide
corporate top performers. BCG examined 5,316 large quoted companies worldwide
which represent nearly 80% of the total worldwide capitalization of all stock
markets. The consulting firm measured companies’ performance according to the
average annual TSR (Total Shareholder Return) – the rate at which these
companies added value for their shareholders – over a five-year period, from
the end of 1993 to the end of 1998. The study’s aim was to ascertain how the
best companies achieved superior performance. The key finding of the study was:
successful value creators first built profitability, then grow. The value
creation strategy has to take into account the current situation. Only when
companies get their levels of profitability up to above the cost of capital
they can create profitable and sustainable growth. The top performers acting
according to this approach outperformed the rest of the pack by far. The gap
between the top company and the 50th company’s average annual TSR was
115 percentage points; the gap between the 50th and the 100th
company was just over eight percentage points. At the end it comes down to the
conclusion, that you can outperform the market, regardless of industry sector,
market or profitability level if you stick to that rule.
In the study BCG also found out
that American companies were more successful than their European counterparts.
The reason was, that American companies tended to create value by growth
whereas Europeans tended to create it by restructuring. The conclusion was,
that corporate America started much earlier than Europe to restructure and
“reengineer” and have been earlier ready for a profitable growth strategy (the
original BCG study …).
What does this mean to the
world of e-business ?
The first task for e-businesses
is to become profitable – then grow. Restructuring of traditional companies
under an e-business strategy is often focused only on cost efficiency – that
is: cutting out cost of the value chain by eliminating manual inefficiencies.
Most approaches today fail to address the revenue side of the business. And the
Internet’s dynamic pricing models and highly competitive environment is challenging
especially it. At what level should a reserve price be set in an auction or a
reverse auction? Prices are under pressure and the revenue side of the business
tends to slip away from the control of the company. As a result, revenue
optimisation is becoming the most crucial value creation factor before adapting
any growth strategy. For example, not all customers are alike. When is a
customer a good source of revenues? How much more should one charge for a rush
shipment versus a standard shipment ? What is the most effective way to segment
a market for higher profitability ?
The leaders in revenue
management models are industries like the airline industry. A structured
revenue management approach proved extremely beneficial to airlines. It
streamlines an industry plagued by inefficiencies on the revenue side by
reducing the amount of profit lost to “perishable goods”, i.e., empty seats.
And this is the challenge to any business which has to optimise demand,
capacity and time. This kind of revenue optimisation also includes more adapted
compensation models for the sales force. Still most companies compensate their
salespeople based on the revenue generated, not on profitability. Numerous
revenue management software companies have emerged to address this and similar
issues.
On average revenue management
software can boast a 2%-8% revenue gain – a totally new market in software
applications. Players in this market are for example Maxager Technology, PROS revenue management Inc., and Talus Solutions – at the website of
the last you will find a game
where you can learn to optimize revenue in ticket sales for a cruise ship.
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Juergen Daum. All rights reserved.
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