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CHAPTER 8. CORPORATE STRATEGY. Diversification and the Multibusiness Company. Student Version. Crafting a Diversified Firm’s Overall Or Corporate Strategy. Step 1. Picking new industries to enter and deciding on the best mode of entry. Step 2.

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CHAPTER 8

CORPORATE STRATEGY

Diversification and the Multibusiness Company

Student Version

crafting a diversified firm s overall or corporate strategy
Crafting a Diversified Firm’s Overall Or Corporate Strategy

Step 1

Picking new industries to enter and deciding on the best mode of entry.

Step 2

Pursuing opportunities to leverage cross-business value chain relationships and strategic fit into competitive advantage.

Step 3

Establishing investment priorities and steering corporate resources into the most attractive business units.

Step 4

Initiating actions to boost the combined performance

of the cooperation’s collection of businesses.

building shareholder value the ultimate justification for diversifying
BUILDING SHAREHOLDER VALUE: THE ULTIMATE JUSTIFICATION FOR DIVERSIFYING

Testing Whether a Diversification

Move Will Add Long-Term Value for Shareholders

The better-off test

The industry attractiveness test

The cost-of-entry test

better performance through synergy
Better Performance through Synergy

Firm A purchases Firm B in another industry. A and B’s profits are no greater than what each firm could have earned on its own.

No Synergy(1+1=2)

Evaluating the Potential for Synergy through Diversification

Firm A purchases Firm C in another industry. A and C’s profits are greater than what each firm could have earned on its own.

Synergy(1+1=3)

strategies for entering new businesses
STRATEGIES FOR ENTERING NEW BUSINESSES

Diversifying into New Businesses

Acquisition

Internal new venture (start-up)

Joint venture

when to engage in internal development
When to Engage in Internal Development

Ample time to develop and launch business

Cost of acquisition is higher than internal entry

Availability of in-house skills and resources

Factors Favoring Internal Development

No head-to-head competition in targeted industry

Added capacity will not affect supply and demand balance

Low resistance of incumbent firms to market entry

when to engage in a joint venture
When to Engage in a Joint Venture

Is the opportunity too complex, uneconomical, or risky for one firm to pursue alone?

Evaluating the Potential for a Joint Venture

Does the opportunity require a broader range of competencies and know-how than the firm now possesses?

Will the opportunity involve operations in a country that requires foreign firms to have a local minority or majority ownership partner?

choosing a mode of market entry
Choosing a Mode of Market Entry

The Question of Critical Resources and Capabilities

Does the firm have the resources and capabilities for internal development?

The Question of Entry Barriers

Are there entry barriers to overcome?

The Question of Speed

Is speed an important factor in the firm’s chances for successful entry?

The Question of Comparative Cost

Which is the least costly mode of entry, given the firm’s objectives?

choosing the diversification path related versus unrelated businesses
CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES

Which Diversification Path to Pursue?

Both Related and Unrelated Businesses

Related Businesses

Unrelated Businesses

identifying cross business strategic fit along the value chain
Identifying Cross-Business Strategic Fitalong the Value Chain

Supply Chain Activities

Manufacturing-Related Activities

R&D and Technology Activities

Potential Cross-Business Fits

Sales and Marketing Activities

Distribution-Related Activities

Customer Service Activities

strategic fit economies of scope and competitive advantage
Strategic Fit, Economies of Scope,and Competitive Advantage

Using Economies of Scope to Convert Strategic Fit into Competitive Advantage

Transferring specialized and generalized skills and\or knowledge

Combining related value chain activities to achieve lower costs

Leveraging brand names and other differentiation resources

Using cross-business collaboration and knowledge sharing

from competitive advantage to added profitability and gains in shareholder value
From Competitive Advantage to Added Profitability and Gains in Shareholder Value

Capturing the Cross-Business Benefits of Related Diversification

Builds more shareholder value than owning a stock portfolio

Is only possible via a strategy of related diversification

Yields value in the application of specialized resources and capabilities

Requires that management take internal actions to realize them

diversification into unrelated businesses
DIVERSIFICATION INTO UNRELATED BUSINESSES

Can it meet corporate targets for profitability and return on investment?

Evaluating the acquisition of a new business or the divestiture of an existing business

Is it is in an industry with attractive profit and growth potentials?

Is it is big enough to contribute significantly to the parent firm’s bottom line?

building shareholder value via unrelated diversification
Building Shareholder Value via Unrelated Diversification

Using an Unrelated Diversification Strategy to Pursue Value

Acquiring and Restructuring Undervalued Companies

Astute Corporate Parenting by Management

Cross-Business Allocation of Financial Resources

the path to greater shareholder value through unrelated diversification
The Path to Greater Shareholder Valuethrough Unrelated Diversification

Do a superior job of diversifying into businesses that produce good earnings and returns on investment.

Actions taken by upper management to create value and gain a parenting advantage

Do an excellent job of negotiating favorable acquisition prices.

Provide managerial oversight and resource sharing, financial resource allocation and portfolio management, and restructure underperforming businesses.

the drawbacks of unrelated diversification
The Drawbacks of Unrelated Diversification

Pursuing an Unrelated Diversification Strategy

Demanding Managerial Requirements

Limited Competitive Advantage Potential

Monitoring and maintaining the parenting advantage

Potential lack of cross-business strategic-fit benefits

inadequate reasons for pursuing unrelated diversification
Inadequate Reasons for PursuingUnrelated Diversification

Poor Rationales for Unrelated Diversification

Seeking reduction of business investment risk

Pursuing rapid or continuous growth for its own sake

Seeking stabilization to avoid cyclical swings in businesses

Pursuing personal managerial motives

combination related unrelated diversification strategies
COMBINATION RELATED-UNRELATEDDIVERSIFICATION STRATEGIES

Related-Unrelated Business Portfolio Combinations

Dominant-Business Enterprises

Narrowly Diversified Firms

Broadly Diversified Firms

Multibusiness Enterprises

evaluating the strategy of a diversified company
EVALUATING THE STRATEGY OF A DIVERSIFIED COMPANY

Attractiveness of industries

Cross-business strategic fit

Strength of Business Units

Diversified Strategy

Fit of firm’s resources

New Strategic Moves

Allocation of resources

step 1 evaluating industry attractiveness
Step 1: Evaluating Industry Attractiveness

How attractive are the industries in which the firm has business operations?

Does each industry represent a good market for the firm to be in?

Which industries are most attractive, and which are least attractive?

How appealing is the whole group of industries?

step 2 evaluating business unit competitive strength
Step 2: Evaluating Business-Unit Competitive Strength
  • Relative market share
  • Costs relative to competitors’ costs.
  • Ability to match or beat rivals on key product attributes.
  • Brand image and reputation.
  • Other competitively valuable resources and capabilities.
  • Strategic fit with the firm’s other businesses.
  • Bargaining leverage with key suppliers or customers.
  • Alliances and partnerships with suppliers and/or buyers.
  • Profitability relative to competitors
step 4 checking for resource fit
Step 4: Checking for Resource Fit
  • Financial Resource Fit
    • State of the internal capital market
    • Using the portfolio approach:
      • Cash hogs need cash to develop.
      • Cash cows generate excess cash.
      • Star businesses are self-supporting.
  • Success sequence:
    • Cash hog  Star  Cash cow
step 5 ranking business unit performance and assigning resource allocation priorities
Step 5: Ranking Business Unit Performance and Assigning Resource Allocation Priorities

Ranking Factors:

Sales growth

Profit growth

Contribution to company earnings

Return on capital invested in the business

Cash flow

Steer resources to business units with the brightest profit and growth prospects and solid strategic and resource fit.

step 6 crafting new strategic moves to improve overall corporate performance
Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance

Strategy Options for a Firm That Is Already Diversified

Stick with the Existing Business Lineup

Broaden the Diversification Base with New Acquisitions

Divest and Retrench to a Narrower Diversification Base

Restructure through Divestitures and Acquisitions