Macro

Industry Structure Mapping

Map an industry's value chain, profit pools, control points, and power structure through a company or sector lens. Use when the user needs structural industry analysis rather than a basic sector overview.

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概要

Map an industry's value chain, profit pools, control points, and power structure through a company or sector lens.

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この Skill の仕組み

SKILL.mdALPHIO / 検証済み

Use This Skill When

The user wants to understand how value is distributed across an industry.
The task requires identifying control points, bottlenecks, or dominant profit pools.
The analysis should explain whether a company's position in the value chain is strengthening or weakening.
A simple industry primer is not enough; structural power matters.

Required Inputs

industry or target company through which the industry will be mapped
geography and relevant regulatory context
time horizon: current structure, medium-term transition, or long-cycle evolution
known players: suppliers, distributors, customers, platforms, and substitutes if available
focus areas: profit pools, bargaining power, bottlenecks, switching costs, regulation, capital intensity
If the map is incomplete, call out where the value chain evidence is weak rather than forcing a fully specified structure.

Workflow

Define the industry boundary and where adjacent categories begin and end.
Map the value chain from upstream inputs to downstream customer capture.
Identify where economics concentrate:
- gross profit
- operating margin
- returns on capital
- data or distribution control
Assess bargaining power across suppliers, platforms, customers, regulators, and substitutes.
Highlight structural bottlenecks, choke points, and bottleneck owners.
Conclude with what the structure implies for winners, losers, and valuation durability.

Output Requirements

Emphasize structure and power, not just market size or growth.
Show how profit pools and bargaining power relate to the target company.
Distinguish durable structural advantages from temporary cyclical edge.
Call out where the industry is fragmenting, consolidating, or being platformized.
Finish with a clear statement of where value capture is likely to migrate.

Output Template

Scope

Industry:
Geography:
Target lens:
Why structure matters here:

Value Chain Map

Upstream:
Core processing / production:
Distribution / aggregation:
End customer interface:

Profit Pool Analysis

Where gross profit concentrates:
Where operating profit concentrates:
Where returns on capital are strongest:
Why value pools are located there:

Power Structure

Supplier power:
Customer power:
Platform / channel power:
Regulatory or standards power:
Substitute risk:

Bottlenecks and Control Points

Critical choke points:
Owners of those choke points:
How durable they are:

Implications for the Target

Structural advantage:
Structural risk:
Direction of value migration:

Bottom Line

Likely long-term winners:
Likely structurally weak positions:

Quality Checks

Confirm the industry boundary is defined clearly and not mixed with adjacent categories.
Check that profit pools are discussed separately from revenue pools.
Verify at least one bottleneck or control point is identified if one exists.
Make sure the target company's position in the structure is explicitly assessed.
Remove generic competitive-force filler that does not change the investment conclusion.

Guardrails

Do not confuse size with structural power.
Do not treat cyclical pricing spikes as proof of durable industry advantage.
Do not ignore intermediaries, standards bodies, or platforms that control access.
Do not force neat value-chain boxes if the industry is multi-sided or platform-driven; explain the complexity instead.
Do not fabricate margin or return data for nodes where evidence is limited.

Example Prompts

Map the value chain and profit pools in semicap and explain where structural power sits.
Build an industry structure map for online travel and show where value is captured.
Use a dominant company as the lens to explain whether value in this industry is shifting upstream or downstream.

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The user wants to understand how value is distributed across an industry. The task requires identifying control points, bottlenecks, or dominant profit pools. The analysis should explain whether a company's position in the value chain is strengthening or weakening. A simple industry primer is not enough