A Dozen Things I’ve Learned About
Strategy, Business and Investing From Michael Porter
1.
“In many companies
strategy is built around the value proposition, which is the demand side of the
equation. But …it's [also] about the supply side.” In his
classic “Five Minute University” routine on Saturday Night Live the comedian “Father Guido
Sarducci” pointed out: “Economics? Supply and Demand. That's it.'" What
Michael Porter did after graduating from Harvard Business School was to go
across the Charles River and get an Economics PhD. Porter came back to
the Harvard Business School to teach as a professor yelling: "Hey people,
*supply* matters too when it comes to generating a profit." It’s that
simple. If you have too much supply, then price drops to a point where there is
no long term industry profit above the company's cost of capital. That
Michael Porter’s most important insight was to teach business school academics
that demand *and supply* matters in determining profit is shocking, but there
it is. Sometimes you will hear a knucklehead saying moats don’t matter
since all that matters is delivering customer value in innovative/disruptive
ways. This ignores that fact that moats are about dealing with competitors -
delivering value to customers
is a different issue. Companies with strong moats are in a position to deliver
more to customers if
they desire. The idea that the supply of alternatives to what you sell does not
matter in a business in insanity.
2.
“If there are no
barriers to entry… you won't be very profitable.” If there is
no impediment to new supply of what you sell competition among suppliers will
cause price to drop to a point where there is no long term industry profit
greater than the icost of capital. Michael Porter calls a company’s
barriers to entry a “sustainable competitive advantage.” Warren Buffett calls
it a “moat.” The two terms are essentially identical. The principle
is so simple and yet so many people think only about customers and not
competitors as well. Yes, innovate and deliver exceptional value for
customers. No, that is not necessarily enough for sustainable
profitability.
3.
“It's incredibly
arrogant for a company to believe that it can deliver the same sort of product
that its rivals do and actually do better for very long.” If
you deliver the same product or service as your competitor you by definition
don’t have a moat. Competition will in that case be based on price and
price-based competition inevitably degrades to a point where profit
disappears. Porter teaches: “if customers have all the power,
and if rivalry is based on price… you won't be very profitable.” He adds:
“Produc[ing] the highest-quality products at the lowest cost or
consolidate[ing] their industry [is] trying to improve on best practices. That's
not a strategy."
4.
“Competition for
profits goes beyond established industry rivals to include four other
competitive forces as well: customers, suppliers, potential entrants, and
substitute products.” What you pay for inputs into what you
make as a product or service determines whether you will have a
profit. If the supplier has wholesale
transfer pricing power that company can take your profit in a
process sometimes referred to as “supplier hold up.” Having a single supplier
of any essential element of your business offering is a very bad idea.
Leave it to an ordinary business person in the food business to describe the
problem simply: “There’s no rent control on restaurant rent, so even if we did
start to be successful, the landlord could jack up our rent. A lot of
restaurants get taken advantage of by landlords this way.” Similarly if you
have only one buyer of what you make, you have also a huge wholesale transfer
pricing problem.
5.
"Change is faster
now than it was 10 or 15 years ago. Does that mean you shouldn't have a
direction? Well, probably not." Yes, moats are harder to
create and maintain than they ever were. Change is accelerating and more and
more of the world is part of Nassim Taleb’s Extremistan. No, that does not mean
that strategy, supplier hold up, etc. do not matter. That it is
harder to generate or maintain a moat does not mean that is any less important.
6.
“Strategy is about
making choices, trade-offs; it's about deliberately choosing to be different….
“The essence of strategy is choosing what not to do.” One of
the hardest things for many people in business is to not do something. One
common example is the restaurant with a nearly endless menu. They often serve
everything poorly and unprofitably.
7.
“Operational
effectiveness is about things that you really shouldn't have to make choices
on; it's about what's good for everybody and about what every business should
be doing.” That operational effectiveness is not strategy does
not mean that operational effectiveness is any less important. It’s just a
different activity.
8.
“You don't have to
have all the answers up front. Most successful companies get two or three or
four of the pieces right at the start, and then they elucidate their strategy
over time.” Startups may going to need some time to sort out
their strategy. That’s perfectly fine and in fact to be expected for a firm
that is seeking the massive returns that can come from optionality. Larger more
established firms must not only try to profit from optionality but preserve
revenue streams that already exist.
9.
“Strategy can be seen
as a set of relationship to profitability. Profitability is revenue minus
costs.” People who believe they can “exclude items” in
calculating profit sometimes fool themselves when their original intent was
just to fool others.
10.
“Successful companies
do not skate to where the puck will be—they define it.” Speaks
for itself and besides I am over my self-imposed limit of 999 words.
11. "Continuity of
strategic direction and continuous improvement in how you do things are
absolutely consistent with each other. In fact, they're mutually
reinforcing." Speaks for itself.
12. “If people in the
organization don't understand how a company is supposed to be different, how it
creates value compared to its rivals, then how can they possibly make all of
the myriad choices they have to make?" Speaks for
itself.