competitive and corporate strategy · value chain • what creates a certain cost position? how is...
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![Page 1: Competitive and Corporate Strategy · Value Chain • What creates a certain cost position? How is a product created for which customers are willing to pay a high price? • Value](https://reader031.vdocuments.mx/reader031/viewer/2022020303/5b4f89b67f8b9a1b6e8c7134/html5/thumbnails/1.jpg)
Competitive and Corporate StrategyValue Chain
Professor Nicolaj Siggelkow
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Value Chain
• What creates a certain cost position? How is a product created for which
customers are willing to pay a high price?
• Value Chain
• Introduced by Michael Porter.
• Analytically break down the firm into different activity buckets, or into different
types of activities
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Inbound
Logistics
Operations Outbound
Logistics
Marketing
& Sales
After-Sales
Service
M
arg
i
n
Primary
Activities
Support
Activities
Firm Infrastructure
Procurement
Technology Development
Human Resource Management
Source: Porter 1985
This figure illustrates: A strategists needs to know (at least a bit) about everything.
A strategist is an integrator.
Generic Value Chain
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Inbound Logistics
• Cost Leadership:
• Highly efficient systems to link supplier’s products with the firm’s production
processes
• Efficient processing of incoming preference information from customers (click
data)
• JIT (Just in time)
• Differentiation:
• Superior handling of incoming raw materials to guarantee high quality of final
product
• Sufficiency of supply
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Operations
• Cost leadership:
• Consolidate production to exploit economies of scale
• Choice of production technologies
• Differentiation:
• Rapid responses to customer demands
• Smaller lot sizes; more customization; wide variety
• Defect-free 100% of the time
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Outbound Logistics
• Cost leadership:
• Selection of low cost transportation carriers
• Delivery schedule that reduces costs
• Coordination with other units of the firm
• Focus on regionally clustered customers
• Differentiation:
• Accurate fulfillment
• Rapid and timely product delivery to customers
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Marketing and Sales
• Cost leadership:
• Smaller sales force; less personal touch
• Scale is important
• Buyer density for sales force utilization
• Standardization of processes and products
• Differentiation:
• Personal relationships with customers
• High sales force coverage and quality
• Building of brand that stands for more than the product (life style; high
quality)
• Broad range of financing options available
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After-sale Service
• Cost leadership:
• Proper product installation in order to reduce frequency of recalls
• Encourage peer-to-peer help
• Differentiation:
• Fast responses to customer requests
• Guarantee uptime
• Extensive back-up plans
• Extensive training for customers
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Procurement
• Cost leadership:
• Focus on finding lowest cost suppliers
• Frequent evaluation of each supplier’s cost performance
• Try to keep our switching cost low
• Timing of capital purchases when demand for them is soft
• Differentiation:
• Systems in place to find highest-quality raw materials and components
• Frequent evaluation of supplier’s quality and consistency
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Technology Development
• Cost leadership:
• Investments in technologies primarily to reduce production costs
• Develop easy-to-manufacture products (standardized parts)
• Fast follower rather than innovator
• Scale is important (R&D is a fixed cost)
• Differentiation:
• Strong capabilities in research and development
• Sourcing from ideas from outside the organization (JV and alliances)
• Rapid product introductions; unique products
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Human Resource Management
• Cost leadership:
• Focus of worker training on efficiency
• Balance wages and benefits with costs of turnover
• Differentiation:
• Big investments in screening and hiring to attract the most qualified personnel
• Incentives in place to reward creativity
• Broader set of performance criteria (beyond productivity)
• Extensive and continuous training
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Firm Infrastructure
• Cost leadership:
• Few management layers
• Culture of low cost
• Few perks at the top (WalMart, Vanguard, AB InBev)
• Differentiation:
• Highly developed information systems to understand customer demands
• Legal capabilities to protect intellectual property
• Culture of high quality and service (Nordstrom, FedEx)
• More perks (Google)
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Competitive and Corporate StrategyVanguard Example of Value Chain
Professor Nicolaj Siggelkow
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Vanguard Example of Value Chain
• Mutual Fund Provider, >$3trillion in investments
• Founded in 1975; unique organizational structure
• Positioning: Vanguard is a low cost provider
• Industry average expense ratio: 1.02%
• Vanguard average expense ratio (2014): 0.18%
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Inbound
Logistics
Operations Outbound
Logistics
Marketing
& Sales
After-Sales
Service
M
arg
i
n
Primary
Activities
Support
Activities
Firm Infrastructure
Procurement
Technology Development
Human Resource Management
Source: Porter 1985
Generic Value Chain
![Page 16: Competitive and Corporate Strategy · Value Chain • What creates a certain cost position? How is a product created for which customers are willing to pay a high price? • Value](https://reader031.vdocuments.mx/reader031/viewer/2022020303/5b4f89b67f8b9a1b6e8c7134/html5/thumbnails/16.jpg)
Asset
Management
Account
Management
Selling &
Marketing
Information &
Customer Service
Human Resource Practices
Organizational Structure
Product Portfolio
Value Chain of Typical Mutual Fund Provider
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Vanguard’s Asset Management Activities
• Internal management of index and fixed-income funds
• Limited research
• Reduced fees for outside investment companies
• Incentive fee for outside managers
General: We will focus on activities that are different from
those of competitors
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Vanguard’s Account Management Activities
• High quality (yet limited) service
• Internalized shareholder accounting
• Internalized institutional shareholder accounting
• Vanguard Quality Program
• Bogle Barometers
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Vanguard’s Selling and Marketing Activities
• Direct distribution, 1-800 number
• No-load
• Very few retail branches
• Little advertising (relative to assets)
• No telephone exchange for Index 500
• Decline assets if considered “hot” money
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Vanguard’s Information and Customer Service Activities
• Candid communication
• Warning letters
• Plain talk brochures
• Clearly written annual reports
• Invest in on-line technology (first to web)
• Website for financial advisors, including analysis tools and economic analysis
• Low cost Personal Advisor Services (0.3% of assets)
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Vanguard’s Human Resource Practices
• Moderate wages
• Bonuses based on cost savings
• No perks for management
• Swiss Army- Everyone is trained to deal with customer requests
• Hiring
• Do not hire from Wall Street
• Hire primarily college graduates
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Vanguard’s Product Portfolio
• Focus on conservatively managed funds
• Balanced funds, index funds, fixed income funds
• Servicing of defined benefit plans
• Client services for retirement plan sponsors
• Personal Advisor Services
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Firm Infrastructure
• Culture of low cost (“we always fly coach”)
• Mutual structure
• Owned by fund shareholders not by outside shareholders
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Product focus: - fixed income - money market - index funds - balanced
Focus
on low
cost
higher long-term
returns
scale effects
scale effects particularly large
low costs particularly effective
organizational structure ensures that savings are fully passed through to customers
finances
high retention
educate customers to look at the long-term mutual
structure
candid
commu-
nication
focus on long-term
performance
high-
quality
service
more assets
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Exercise
• Think about your own organization
• Construct a value chain
• What are the relevant “activity buckets”
• Identify activities within each stage of the value chain
• Which activities are most different from those of your competitors?
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Competitive and Corporate StrategyIndustry Analysis
Professor Nicolaj Siggelkow
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Average Industry Returns 2000 - 20140.33
0.210.200.20
0.200.190.19
0.180.18
0.170.170.17
0.160.16
0.160.15
0.140.13
0.130.12
0.120.12
0.110.100.100.100.090.09
0.090.090.080.080.08
0.070.070.07
0.05AirlinesAutomobiles
BiotechnologyInternet Software & Services
Household DurablesTrading Companies & Distributors
Electronic Equipment, Instruments & ComponentsIndependent Power and Renewable Electricity Producers
Communications EquipmentMedia
Electric UtilitiesIndustrial Conglomerates
Wireless Telecommunication ServicesMulti-Utilities
Semiconductors & Semiconductor EquipmentDiversified Telecommunication Services
Hotels, Restaurants & LeisureRoad & Rail
Commercial Services & SuppliesEnergy Equipment & Services
Metals & MiningMachineryChemicals
Health Care Equipment & SuppliesHealth Care Providers & Services
Oil, Gas & Consumable FuelsFood Products
Food & Staples RetailingBeverages
Technology Hardware, Storage & PeripheralsAerospace & Defense
SoftwareIT Services
Specialty RetailPharmaceuticals
Household ProductsTobacco
0.0 0.1 0.2 0.3
Average pre-tax ROIC 2000-2014
Se
lect
ed
ind
ust
rie
s
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Industry Analysis
Porter’s 5 Forces:
1. Rivalry
2. Buyer Power
3. Supplier Power
4. Threat of Substitutes
5. Threat of New Entrants
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Rivalry
• Concentration can affect the degree of competition:
• Perfect competition (many firms; commodity product; fish market)
• Oligopoly (a few firms; product differentiation) [cell phones]
• Duopoly (two firms) [Boeing and Airbus]
• Monopoly [firms with patents; Intel; Microsoft]
• Few firms => can be high or low competition
• Market growth rate can affect the degree of rivalry
• Cost structure/scale economies: Excess capacity
• Product differentiation
• Buyers’ switching costs
• Importance of Brand
• Buyers’ information about alternative offers/features
• Exit barriers (strategic stakes)
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Buyer Power
• Price sensitivity:
• Cost of product relative to total cost/purchases
• Meaningful perceived product differences
• (if it is an input) Impact on quality/performance of buyer’s output
• Competition between buyers [PC manufacturers vis a vis Intel]
• Buyer’s profits
• Decision maker’s incentives [cost center?]
• Bargaining Power:
• Size and concentration of buyers relative to producers
• Buyers’ switching cost (search costs; transition costs; learning costs)
• Buyers’ information
• Buyers’ ability to backward integrate (Walmart and trucking)
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Supplier Power
• Importance of volume to supplier
• Supplier concentration
• Differentiation of inputs
• Switching costs for firms to use a different supplier (search costs; transition costs;
learning costs)
• Pull-through from end customers [Pepsi and supermarkets]
• Credible threat of forward integration (Intel and PCs)
• Availability of substitutes
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Threat of Substitutes
• Buyers’ propensity to substitute
• Buyer switching costs
• Relative prices and performance of substitutes
• Barriers to entry for substitutes
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Threat of New Entrants
• Capital requirements
• Economies of scale; or steep learning curves
• Importance of brand, reputation, trust
• Difficulty of imitation:
• Property rights (trademarks and patents)
• Tying up distributors or suppliers
• Causal ambiguity: what needs to be copied?
• Time-compression diseconomies
• Legal barriers (certifications; licenses)
• Threat of retaliation
• First-mover advantages
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Industry Analysis
• SWOT framework
• Strengths
• Weaknesses
• Opportunities
• Threats
• The same resource can have multiple features; e.g., specialized
production facility may create entry barrier through economies of scale but
also raise supplier power by raising switching costs
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Competitive and Corporate StrategyIndustry Analysis Example
Professor Nicolaj Siggelkow
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Example: US Mutual Fund Industry
• ~$16 trillion
• More than 9000 funds
• Hundreds of “fund families”
• Biggest players include Vanguard, Fidelity, State Street
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Rivalry
• Red is problematic; blue is neutral; green is beneficial for firms in the industry
• Perfect competition (many firms; commodity product = index fund)
• Oligopoly (a few firms; product differentiation)
• Duopoly (two firms)
• Monopoly
• Few firms => can be high or low competition
• Market growth rate
• Cost structure/scale economies: Excess capacity
• Product differentiation for some fund types
• Importance of Brand
• Buyers’ switching costs
• Buyers’ information about alternative offers/features (depends on customer)
• Exit barriers (strategic stakes)
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Buyer Power
• Individuals vs institutional buyers (employers buying pension plans)
• Price sensitivity:
• Cost of product relative to total cost/purchases
• Meaningful product differences
• (if it is an input) Impact on quality/performance
• Competition between buyers
• Buyer’s profits
• Decision maker’s incentives (maybe more service than price)
• Bargaining Power:
• Size and concentration of buyers relative to producers
• Buyer’s volume
• Buyers’ switching cost (search costs; transition costs; learning costs)
• Buyers’ information (depends on customer)
• Buyers’ ability to backward integrate
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Supplier Power
• Who are the suppliers: IT, real estate (Wall Street, Boston, SF, London), fund
managers, call centers, sales agents, advertising agencies
• Supplier concentration
• Importance of volume to supplier
• Differentiation of inputs (fund managers)
• Switching costs for firms to use a different supplier (search costs; transition costs;
learning costs)
• Pull-through from end customers (only exception: star manager)
• Credible threat of forward integration
• Availability of substitutes
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Threat of Substitutes
• Any other investment opportunity:
• Own brokerage account to trade stocks and bonds
• CD’s
• Hedge funds
• ETFs
• Buyers’ propensity to substitute
• Buyer switching costs
• Relative prices and performance of substitutes
• Barriers to entry for substitutes
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Threat of New Entrants
• Capital requirements
• Economies of scale, learning
• Importance of brand, reputation, trust
• Difficulty of imitation:
• Property rights (trademarks and patents)
• Tying up distributors or suppliers
• Causal ambiguity: what needs to be copied?
• Time-compression diseconomies
• Legal barriers (certifications; licenses)
• Threat of retaliation
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Firm and Industry Analysis
• Vanguard (with its low cost positioning)
• Rivalry: Higher since lower product differentiation; but built up reputation, and
their low prices have made their segments less attractive for others
• Buyer power: Brand has increased switching costs; perhaps even pull
through by individuals who want it as an option for their pension plans
• Supplier power: No active management; reduces power of fund managers;
also allows facilities in less expensive location
• Substitutes: At the low price point fewer options; but if lower cost option
comes in (like ETF) then potential threat; (they are selling them now as well)
• Barriers to Entry: Fairly high given scale economies (Vanguard manages
about $3 trillion; about 17% of all money in mutual funds)
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Exercise
• Conduct an industry analysis for your own industry
• Then ask yourself, “How do we address each force? Given our positioning and
choices we have made along the value chain, are we affected more or less by
each of these forces than the average firm in our industry?”
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Competitive and Corporate StrategyCompetitor Dynamics
Professor Nicolaj Siggelkow
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Example: Entrant
Entrant
Very low price Low price
High price 300 / 200 500 / 100
Incumbent Reduce price 350 / 150 450 / 80
Match price 320 / 40 430 / 70
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Prisoner’s Dilemma
• Firms can get themselves into tricky situations.
Clyde
Confess Don’t
Bonnie Confess -3, -3 0, -5
Don’t -5, 0 -1, -1
Firm B
Sale Don’t
Firm A Sale -2, -2 2, -4
Don’t -4, 2 0 , 0
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Game Theory/Competitor response analysis in practice
1. Will the competitor react at all?
a) Will the competitor see your action?
• Action in small markets?
• Action in non-central distribution channels
b) Will the competitor feel threatened by your action?
• Will your action cause your competitor miss their mark?
• Firms announce earning goals; security analysts make earnings forecasts
Source: Coyne et al. HBR 2009
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Will the Competitor React at all?
c) Will a response be a priority?
• What other items are on the competitor’s agenda? (product launches,
marketing campaigns, reorganizations, mergers, plant openings etc.)
• Which of these are set by the corporate parent?
d) Can the competitor overcome inertia?
• How large a change would be required for the competitor to react? Re-
org? Change of prior, successful strategy? Reconceptualization of
business? Third- parties involved? (e.g., franchisees?)
Source: Coyne et al. HBR 2009
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Competitor Response Analysis
2. What options will your competitor consider?
Common thought processes within firms:
• Most commonly considered option is: “match” (the price, the new feature, the new
product, etc.) (esp. for price)
• What did we do last time this happened?
• What did other business units of our firm do last time this happened to them?
• What do our board members advise us to do?
• What did we do the time before last?
Source: Coyne et al. HBR 2009
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Competitor Response Analysis
3. Which option will your competitor most likely choose?
• What metrics does the competitor use?
• This is not necessarily your metric!
• What measure would have led my competitor to chose the actions s/he
has previously chosen?
• 15% use NPV
• 17% short-term market share
• 17% short-term earnings
• 20% “long-term” market share (2 -4 years)
• 21% “long-term” earnings
• or “instinct” of decision makers (How have they reacted previously?
How have they fared?)
Source: Coyne et al. HBR 2009
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Competitor Profiling
• What are the stated financial goals of the competitor?
• What are the stated growth objectives of the competitor?
• What is the competitor’s attitude towards risk?
• Does the competitor hold beliefs that affect its goals?
• What is the organizational structure?
• What is the background of top management? What kinds of managers get promoted?
• Who is on the board of directors?
• What does the competitor believe about its relative positioning (Cost? Value? Quality?)
Is this accurate?
• The same set of questions for the corporate parent.
• What is the strategic importance of this division? Emotional importance?Source: Porter, 1980
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Competitive and Corporate StrategyIndustry, Firm and Product Life Cycles
Professor Nicolaj Siggelkow
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Industry, Firm, and Product Life Cycles
Introduction Growth Maturity Decline
Time
Sales
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Product/Technology Lifecycle
• Early in the lifecycle:
• Importance of R&D
• Lead customers; or sell to another firm
• Struggle to establish the standard; dominant design
• Middle in the lifecycle:
• Product adoption speeds up; how to reach the mass market
• Firms trying to create and exploit possible network effects
• Importance of sales, marketing, access to distribution
• Differentiation possible; different segment emerge
• Late in the lifecycle:
• Commoditization of the product
• Less differentiation possible within each segment (but niche segments can remain)
• Importance of operational excellence; lower cost
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Three Horizons
time
sales
Horizon 1 Horizon 2 Horizon 3
Horizon 1: The company’s current core business; incremental innovations; efficiency
improvements
Horizon 2: The rising stars that may become the core businesses in the future
Horizon 3: Nascent businesses that might become future growth engines
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Industry Lifecycle
• Early
• Few firms; all try to find a different way to address a need
• Middle
• Many firms enter as market has been proven to be profitable; market grows
rapidly overall
• Eventual shakeout (more leave than enter)
• Mature
• Consolidation as scale economies become ever more important
• But new technologies might create turmoil again (e.g., automobile industry)
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Rate of
innovation
time
Process innovation
Product innovation
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Firm Lifecycle
• Young firm:
• Entrepreneurial
• Importance of imprinting; blue print of founders
• Relatively informal
• CEO and founders very involved in day-to-day details
• Possible re-shifting, “pivoting” of strategy/positioning (e.g., Lycos)
• Growing firm:
• Quite different skill set necessary to grow
• Firm becomes more “managed” as number of employees increases
• Possibly some global experience is necessary
• Starting to create cross-firm alliances and bridges
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Firm Lifecycle
• Mature firm:
• Control of large firm difficult
• Issues of corporate scope
• M&A, JV, alliances
• How to keep an entrepreneurial mindset while being good at exploiting
existing capabilities and resources; e.g. advantage of having good
relationships with current customers – vs being blind of new customer
segments and demands
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Firm Life Cycle
Introduction Growth Maturity Decline
Time
Sales
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World’s Largest Companies in Terms of Market Capitalization
1. US Steel
2. Standard Oil NJ (Exxon)
3. J&P Coates
4. Pullman
5. Royal Dutch Shell
6. Anaconda
7. General Electric
8. Singer
9. American Brands
10. Navistar
1912 2015
1. Apple
2. Alphabet
3. Microsoft
4. Exxon Mobile
5. Berkshire Hathaway
6. Amazon
7. General Electric
8. Facebook
9. Johnson & Johnson
10. Wells Fargo
L. Hannah (1999) in Grant, p. 221)
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List of Fortune 500 (revenue based)
1. General Motors
2. Exxon
3. US Steel
4. General Electric
5. Esmark (Swift)
6. Chrysler
7. Armour (meat; Dial)
8. Gulf Oil
9. Mobil
10. DuPont
1. Walmart
2. Exxon Mobil
3. Chevron
4. Berkshire Hathaway
5. Apple
6. General Motors
7. Phillips 66
8. General Electric
9. Ford
10. CVS Health
Full list: 2015 vs 1955: only 12% overlap
Top 10: 1955 Top 10: 2015
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