Reading Morgan Housel’s latest piece (via Pius’s blog) reminded me of a book I read a while back. It got me thinking about how great companies leverage what they already have to create entirely new value streams.
합해지면 나비효과를 일으키는 소소한 능력들
인기 만화 딜버트를 그린 스콧 애덤스는 자신이 특별한 기술을 가지고 있는 것은 아니라고 말한다. 하지만 ...
blog.naver.com
에지전략 - 교보문고
핵심에서 벗어나 주변부를 주목하라 | 불황과 변동성의 시기-기업 성장의 해법은 ‘가장자리(edge)’에 있다대부분의 기업들은 가장 잘하는 일을 ‘더 많이’ 하도록 설계되어 있다. 더 많은 지
www.kyobobook.co.kr
Consider these examples of strategic pivots:
- GS Retail leveraged its existing logistics network to launch "Half-price Delivery," which has now become an essential service for the secondhand market.
- Remember transformed its massive pool of accumulated user data into a high-value recruitment platform, becoming a key player in the HR industry.
- MLB utilized its internal streaming capabilities to handle live broadcasts for various sports on ESPN.
- American Farmers are generating secondary income as power producers by installing wind turbines on their vast lands.
There is an old saying: "Know yourself and know your enemy, and you will never be defeated." I believe this applies to corporate strategy as well. If a company can meticulously analyze even the non-core areas of its main business and combine those existing tangible or intangible assets with something new—whether it’s a new product line or a strategic M&A—it can drastically maximize its ROA (Return on Assets) and ROE (Return on Equity).
To me, there is nothing more attractive than a company that masters this level of efficiency. I find myself searching for the next "hidden gem"—a company that possesses this innate ability and is just waiting for the right moment to explode.
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