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presentation in strategic management... it might help.
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WELCOME
By,
MAHALAKSHMI S( TL) RAJENDRA SHIVA
SHANKAR CHARAN RAJ VASAVI
TITANS
QUESTIONS1. Is there any way in which Xerox might have been able to add value to financial services operations if acquired in early 1980’s? if not, why do you think the company persued this strategy?
2. Do you think that the interests of Xerox’s share-holders are best served with the disinvestment of Xerox’s financial services business?
Building ANDRestructuring the
Corporation
Acquisitions involves buying an existing business.
Internal new ventures involves starting a new business from scratch.
Joint ventures involve starting a new business from scratch with the assistance of a partner.
ACQUISITIONS VERSUS NEW VENTURES AS ENTRY STRATEGIES.
Choice between acquisition and internal new venturing is influenced by the following factors:
1. Entry barrier.2. Relatedness of new business to existing
operations.3. Competitive speed and development costs of
the two entry modes.4. Risk involved in different entry modes.5. Industrial life cycle factors.
EXAMPLES OF ACQUISITIONS:Tata acquired Corus. HP acquisition DEC.Times Group Acquired Virgin Radio.
ONGC acquired Imperial Energy.
Guidelines For Successful Acquisition:
Screening
Bidding Strategy
Integration
Why Acquisitions Fail:
Integration
Over Estimating the Economic Benefits
Expenses of Acquisition
Inadequate Preacquisition Screening
INTERNAL NEW VENTURESTo execute corporate-level strategies when a
company has a set of valuable competencies in its existing businesses that can be leveraged to enter the new business area.
When entering a newly emerging or embryonic industry.
INTERNAL NEW VENTURES-PITFALLSScale of entry
Large-scale entry is initially more than small-scale entry, but it brings higher returns in the long run. Failing to realize their anticipated benefits.
As per a survey by McKinskey & Co. “acquisitions destroy than create value”
SCALE OF ENTRY, PROFITABILITY, AND CASH FLOW
PITFALLS Commercialization
Technological possibilities should not overshadow market needs and opportunities
Poor implementationDemands on cash flowClear strategic objectives are neededAnticipating time and costs
GUIDELINES FOR SUCCESSFUL INTERNAL NEW VENTURING
Research aimed at advancing basic science and technology.
Development research aimed at finding and refining commercial applications for the technology.
Foster close links between R&D and marketing; between R&D and manufacturing.
Project is selected, management needs to monitor progress of venture.
Selection process for choosing only the ventures that demonstrate the greatest probability of commercial success.
Examples of Internal New Venture
Gillette. Co ‘s successful diversification of felt-tip pens.
John Degree diversified into snowmobiles.
JOINT VENTURES AS AN ENTRY STRATEGYTeaming with another company that has
complementary skills and assets may increase the probability of success
Helps avoid the risks and costs of building a new operation up from the ground floor
JOINT VENTURE-PITFALLS Requires the sharing of profits if the new
business succeedsVenture partners must share control; conflicts
on how to run the joint venture can cause failure
Conflict over how to run the joint venture can tear it apart and result in business failure
Examples Of Joint Ventures:Sony-Ericsson is a joint venture by the
Japanese consumer electronics company Sony Corporation and the Swedish telecommunications company Ericsson .
Virgin Mobile India Limited is a joint venture between Tata Tele service and Richard Branson's Service Group.
RESTRUCTURING Reducing the scope of the company by exiting business areas Why restructure?
– Diversification discount: investors see highly diversified companies as less attractive
Complexity and lack of transparency in financial statements
Too much diversification or for the wrong reasons
– Response to failed acquisitions – Innovations have diminished the advantages of
vertical integration or diversification
RESTRUCTURING STRATEGIES Exit strategies
1. Divestment
(A)Spinoff: selling off business unit to independent investors
ex: timber products company Weyerhaeuser spun off its paragon brand to independent investors. (B)Selling to another company ex: Glidden paint sold to Imperial chemicals Industry. (C)Management buyout (MBO)
2. Harvest 3. Liquidation
TURNAROUND STRATEGYStrategies adopted by companies take to
turnaround the troubled business areas.Causes for corporate DeclinePoor Management.Over Expansion.Inadequate Financial controls.High Costs. New Competition.Unforeseen Demand shifts.Organizational Inertia.
ELEMENTS FOR SUCCESSFUL TRUNAROUNDChanging the leadershipRedefining the Strategic FocusAssets Sales and ClosuresImproving ProfitabilityAcquisitions
PORTFOLIO PLANNINGDefining and evaluating strategic business units.
Comparing strategic business units.
Strategic implications.
PROBLEM WITH PORTFOLIO PLANNINGThe planning process is reasonable but
simplistic in nature.The connection between the relative market
share and the cost savings is not as straightforward as suggested.
Low-growth industries can be very competitive.
None of the portfolio planning techniques pay attention to the source of value creation from diversification.
THANKS TO ALL