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Strategic Choices 7: Corporate Strategy and Diversification

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132 views

Strategic Choices 7: Corporate Strategy and Diversification

Uploaded by

Khin Sandar Tun
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Slide 7.

Strategic Choices
7: Corporate Strategy and
Diversification

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.2

Learning outcomes (1)


• Identify alternative strategy options, including
market penetration, product development,
market development and diversification.

• Distinguish between different diversification


strategies (related and conglomerate
diversification) and evaluate diversification
drivers.

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.3

Learning outcomes (2)


• Assess the relative benefits of vertical
integration and outsourcing.
• Analyse the ways in which a corporate parent
can add or destroy value for its portfolio of
business units.
• Analyse portfolios of business units and
judge which to invest in and which to divest.

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.4

Strategic directions and corporate-level


strategy
Scope
How broad to make the portfolio?

Corporate parenting Portfolio matrices


How should the ‘parent’ add value? Which SBUs to invest in?

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.5

Corporate strategy directions

Source: Adapted from H.I. Ansoff, Corporate Strategy, Penguin, 1988, Chapter 6 . Ansoff originally had a matrix with four separate boxes, but in practice strategic directions involve
more continuous axes. The Ansoff matrix itself was later developed – see Reference 1.

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.6

Diversification
• Diversification involves increasing the range
of products or markets served by an
organisation.
• Related diversification involves diversifying
into products or services with relationships to
the existing business.
• Conglomerate (unrelated) diversification
involves diversifying into products or services
with no relationships to the existing
businesses.
Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.7

Market penetration

Market penetration implies increasing share


of current markets with the current product
range.
This strategy:
• builds on established strategic capabilities
• means the organisation’s scope is
unchanged
• leads to greater market share and increased
power vis-à-vis buyers and suppliers
• provides greater economies of scale and
experience curve benefits.
Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.8

Constraints on
market penetration

Legal
Retaliation
constraints
from
e.g. restrictions
competitors
imposed by
e.g. price wars
regulators

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.9

Consolidation and retrenchment

• Consolidation refers to a strategy by which


an organisation focuses defensively on their
current markets with current products.

• Retrenchment refers to a strategy of


withdrawal from marginal activities in order
to concentrate on the most valuable
segments and products within their existing
business.

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.10

Product development

Product development is where an


organisation delivers modified or new
products (or services) to existing markets.
This strategy:
• involves varying degrees of related
diversification (in terms of products)
• can be expensive and high risk
• may require new strategic capabilities
• typically involves project management risks.

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.11

Market development

Market development involves offering


existing products to new markets.
This strategy involves:
• product development (e.g. packaging or
service)
• new users (e.g. extending the use of
aluminium to the automobile industry)
• new geographies (e.g. extending the market to
new areas – international markets being the
most important)
• meeting the critical success factors of the
market
• new strategic capabilities (e.g. in marketing).
Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.12

Conglomerate diversification

Conglomerate (or unrelated)


diversification takes the organisation
beyond both its existing markets and its
existing products and radically increases the
organisation’s scope.
Potential benefits to an acquired business is
that it gains from the reputation of the group
and potentially lowers financing costs.
Potential costs arise because there are no
obvious ways to generate additional value.
Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.13

Drivers for diversification


• Exploiting economies of scope – efficiency
gains through applying the organisation’s
existing resources or competences to new
markets or services.
• Stretching corporate management
competences – ‘dominant logics’ i.e. applying
these competences across a portfolio of
businesses.
• Exploiting superior internal processes.
• Increasing market power via mutual
forbearance or cross subsidisation.
Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.14

Vertical integration
• Vertical integration means entering activities
where the organisation is its own supplier or
customer.
• Backward integration refers to development
into activities concerned with the inputs into
the company’s current business.
• Forward integration refers to development
into activities concerned with the outputs of a
company’s current business.

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014
Slide 7.15

Diversification and integration


options

Johnson, Whittington, Scholes, Angwin and Regnér, Exploring Strategy Powerpoints on the Web, 10th edition ©Pearson Education Limited 2014

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