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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. - PowerPoint PPT Presentation
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CHAPTER 8
CORPORATE STRATEGYDiversification and the Multibusiness Company
Student Version
8–2Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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 performanceof the cooperation’s collection of businesses.
8–3Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
BUILDING SHAREHOLDER VALUE: THE ULTIMATE JUSTIFICATION FOR DIVERSIFYING
The industry attractiveness
test
The cost-of-entry test
The better-off test
Testing Whether a Diversification Move Will Add Long-Term Value for Shareholders
8–4Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Better Performance through Synergy
Evaluating the Potential for
Synergy through
Diversification
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.
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.
No Synergy(1+1=2)
Synergy(1+1=3)
8–5Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
STRATEGIES FOR ENTERING NEW BUSINESSES
Acquisition Internal new venture (start-up) Joint venture
Diversifying into New Businesses
8–6Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
When to Engage in Internal Development
Availability of in-house skills and
resources
Ample time to develop and
launch businessCost of acquisition
is higher than internal entry
Added capacity will not affect
supply and demand balanceLow resistance
of incumbent firms to market
entry
No head-to-head competition in
targeted industry
Factors Favoring Internal Development
8–7Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
When to Engage in a Joint Venture
Evaluating
the Potential
for a Joint Venture
Is the opportunity too complex, uneconomical, or risky for one firm to pursue alone?
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?
8–8Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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?
8–9Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES
Related Businesses
Unrelated Businesses
Both Related and Unrelated
Businesses
Which Diversification Path to Pursue?
8–10Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Identifying Cross-Business Strategic Fitalong the Value Chain
R&D and Technology Activities
Supply Chain Activities
Manufacturing-Related Activities
Distribution-Related Activities
Customer Service Activities
Sales and Marketing Activities
Potential Cross-Business Fits
8–11Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Strategic Fit, Economies of Scope,and 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
Using Economies of Scope to Convert Strategic Fit into Competitive Advantage
8–12Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
From Competitive Advantage to Added Profitability and Gains in Shareholder Value
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
Capturing the Cross-Business Benefits of Related Diversification
8–13Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
DIVERSIFICATION INTO UNRELATED BUSINESSES
Evaluating the acquisition of a new business or the divestiture of
an existing business
Can it meet corporate targets for profitability and return on investment?
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?
8–14Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Building Shareholder Value via Unrelated Diversification
Astute Corporate Parenting by Management
Cross-Business Allocation of
Financial Resources
Acquiring and Restructuring Undervalued Companies
Using an Unrelated Diversification Strategy to Pursue Value
8–15Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
The Path to Greater Shareholder Valuethrough Unrelated Diversification
Actions taken by upper management to create value and
gain a parenting advantage
Do a superior job of diversifying into businesses that produce good earnings and returns on investment.
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.
8–16Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
The Drawbacks of Unrelated Diversification
Pursuing an Unrelated
Diversification Strategy
Limited Competitive Advantage Potential
Demanding Managerial
Requirements
Monitoring and maintaining
the parenting advantage
Potential lack of cross-business
strategic-fit benefits
8–17Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Inadequate Reasons for PursuingUnrelated 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
Poor Rationales for Unrelated Diversification
8–18Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
COMBINATION RELATED-UNRELATEDDIVERSIFICATION STRATEGIES
Dominant-Business
Enterprises
Narrowly Diversified
Firms
Broadly Diversified
Firms
Multibusiness Enterprises
Related-Unrelated Business Portfolio Combinations
8–19Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
EVALUATING THE STRATEGY OF A DIVERSIFIED COMPANY
Diversified Strategy
Attractiveness of industries
Strength of Business Units
Cross-business strategic fit
Fit of firm’s resources
Allocation of resources
New Strategic Moves
8–20Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Step 1: Evaluating Industry Attractiveness
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?
How attractive are the industries in which the firm has business operations?
8–21Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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
8–22Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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
8–23Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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.
8–24Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance
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
Strategy Options for a Firm That Is Already Diversified