Professional Documents
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Ansoff
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Four Different Organisational Approaches to Change / Growth Miles and Snow (1978)
Prospectors
Risk-takers, opportunity-seekers Almost continually search for market opportunities Keep existing products, protect market share Work with narrow product-market domains Build on strengths, look for add-on options Often operate in two types of product-market domains, one relatively stable, the other changing Respond, dont look for change Top mangers frequently perceive change and uncertainty occurring in their organizational environments but are unable to respond effectively
Defenders
Analyzers
Reactors
Growth - Deploying existing capabilities in new product markets Risk Reduction - the returns of projects/assets must be independent of each other, i.e. the different corporate businesses must not be linked through the corporate value chain Profitability only achieved if diversification leads to value creation
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It is faced with diminishing growth prospects in present business When an expansion opportunity exists in an industry whose technologies and products complement its present business It can leverage existing competencies and capabilities by expanding into an industry that requires similar resource strengths It can reduce costs by diversifying into closely related businesses It has a powerful brand name it can transfer to products of other businesses
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Industry Attractiveness Testthe industry presents good long-term profit opportunities Cost of Entry Testthe cost of entering is not so high as to spoil the profit opportunities Better-Off Testthe companys different businesses should perform better together than as stand-alone enterprises, thereby producing a 1 + 1 = 3 effect for shareholders
Corporate Composition
highly autonomous SBUs, few activities centralized or standardized except for the financial reporting system
the SBUs are closely related to the corporate center, some systems & activities centralized & standardized, the HQ explicitly coordinates activities across SBUs
direct supervision by the HQ, SBUs have little autonomy; many key activities are standardized & centralized
Multibusiness firms are typically organized into strategic business units (SBU) The M-form:
o o
business decisions are located at the SBU level the corporate centre exercises overall coordination & control
Adaptation to bounded rationality through dispersed decision making Allocation of decisions according to their frequency: high frequency (operating) decisions are made at the SBU level Minimization of coordination costs: decisions concerning a particular business area do not have to pass up to the top
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Related diversification attempts to increase shareholder value by capturing cross-business strategic fits along value chain segments Unrelated diversification attempts to build shareholder value by doing a superior job of choosing businesses to diversify into and managing the whole collection of businesses
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Strategic fit exists when one or more activities included in the value chains of of a diversified companys businesses present opportunities to
Transfer expertise/capabilities/technology from one business to another Reduce costs by combining related activities of different businesses into a single operation
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Basic approach Diversify into any industry where potential exists to realize good financial results While industry attractiveness and cost-of-entry tests are important, better-off test is secondary
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Dominant-business firms
One major core business accounting for 50 80 percent of revenues, with several small related or unrelated businesses accounting for remainder
Diversification includes a few (2 - 5) related or unrelated businesses
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Picking new industries to enter and deciding on means of entry Pursuing opportunities to leverage crossbusiness value chain relationships into competitive advantage Steering resources into most attractive business units
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Autonomous divisions = business portfolio. Eg, Adidas AG comprised, Adidas, Reebok & Taylormade competing in footware, sports apparel; sports related goods. Divisions may compete in different industries: Eg, Hewlett Packard comprised technology solutions services; commercial & consumer PCs; printing hardware & supplies, and financial services BCG focuses on market-share position & industry growth rate -16 helps CEOs make stay or go decisions Ch 6
The Boston Consulting Group (BCG) Matrix (Adapted from Johnson et al 2008)
High High Med Low
Stars
Question marks
Med
Cash Cows
Dogs
Low
BCG Matrix
Question Marks
Low relative market share, competes in high-growth industry
Cash needs are high Cash generation is low STRATEGY: Decision to strengthen (intensive strategies: market penetration / market development / product development) or divest
Ch 6 -18
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BCG Matrix
Stars
High relative market share and high growth rate
STRATEGY: Substantial investment to maintain or strengthen dominant position; Backward or forward Integration, market penetration, market development, product development, joint ventures
Ch 6 -19
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BCG Matrix
Cash Cows
High relative market share, competes in low-growth industry
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BCG Matrix
Dogs
Low relative market share, competes in slow or no market growth industry
Note. Many businesses fall right in the middle of the BCG matrix and thus are not easily classified
Ch 6 -21
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Receive top investment priority Strategic prescription grow and build Given medium investment priority Some businesses in this category may have brighter or dimmer prospects than others Candidates for divestiture or managed to take cash out of the business
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A companys businesses, individually, add to its collective resource strengths, either financially or strategically Firm has resources to adequately support its businesses without spreading itself too thin
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Assessing the individual contributions to companywide performance targets by each business unit Determining if the company has the financial strength to provide proper funding to its business unit and maintain a healthy credit rating
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Diversified companies must ensure a good fit between its collection of resources and the KSFs of each industry it has diversified into
Does the company have or can it develop specific resources and capabilities needed to be successful in each of its businesses? Do recent acquisitions strengthen the collection of resources or cause them to be stretched too thinly?
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Sales growth Profit growth Contribution to company earnings Cash flow generation Return on capital employed in business
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Stick closely with existing business lineup and pursue opportunities it presents Broaden companys business scope by making new acquisitions in new industries
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Coordinating activities
Slower decision-making
Strategy incongruence
Misfit with business demand Corporate center misses specific business know-how
Dysfunctional control
Dulled incentives
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