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Corporate Strategy: Diversification and The Multibusiness Company
Corporate Strategy: Diversification and The Multibusiness Company
CORPORATE STRATEGY:
DIVERSIFICATION AND THE
MULTIBUSINESS COMPANY
1. Understand when and how business diversification can
enhance shareholder value.
2. Gain an understanding of how related diversification strategies
can produce cross-business strategic fit capable of delivering
competitive advantage.
3. Become aware of the merits and risks of corporate strategies
keyed to unrelated diversification.
4. Gain command of the analytical tools for evaluating a firm’s
diversification strategy.
5. Understand a diversified firm’s four main corporate strategy
options for solidifying its diversification strategy and
improving company performance.
8–2
STRATEGIC DIVERSIFICATION OPTIONS
Sticking closely with the existing business lineup and
pursuing opportunities presented by these businesses.
Broadening the current scope of diversification by
entering additional industries.
Divesting some businesses and retrenching to a
narrower collection of diversified businesses with better
overall performance prospects.
Restructuring the entire firm by divesting some
businesses and acquiring others to put a whole new
face on the firm’s business lineup.
8–3
APPROACHES TO DIVERSIFYING
THE BUSINESS LINEUP
Diversifying into
New Businesses
8–4
DIVERSIFICATION BY ACQUISITION
OF AN EXISTING BUSINESS
Advantages:
● Quick entry into an industry
● Barriers to entry avoided
● Access to complementary resources and capabilities
Disadvantages:
● Cost of acquisition—whether to pay a premium for a
successful firm or seek a bargain in struggling firm
● Underestimating costs for integrating acquired firm
● Overestimating the acquisition’s potential to deliver
added shareholder value
8–5
ENTERING A NEW LINE OF BUSINESS
THROUGH INTERNAL DEVELOPMENT
Advantages of New Venture Development:
● Avoids pitfalls and uncertain costs of
acquisition.
● Allows entry into a new or emerging industry
where there are no available acquisition
candidates.
Disadvantages of Intrapreneurship:
● Must overcome industry entry barriers.
● Requires extensive investments in
developing production capacities and
competitive capabilities.
● May fail due to internal organizational
resistance to change and innovation.
8–6
WHEN TO ENGAGE IN
INTERNAL DEVELOPMENT
Ample time to
develop and
launch business
Availability of Cost of acquisition
in-house skills is higher than
and resources internal entry
Factors Favoring
Internal Development
8–7
WHEN TO ENGAGE IN
A JOINT VENTURE
Evaluating
Does the opportunity require a broader range
the Potential
of competencies and know-how than the firm
for a Joint now possesses?
Venture
8–8
CHOOSING THE DIVERSIFICATION PATH:
RELATED VERSUS UNRELATED
BUSINESSES
Which Diversification
Path to Pursue?
Both Related
Related Unrelated
and Unrelated
Businesses Businesses
Businesses
8–9
CORE CONCEPT
♦ Related businesses possess competitively
valuable cross-business value chain and
resource matchups.
♦ Unrelated businesses have dissimilar value
chains and resource requirements, with no
competitively important cross-business
relationships at the value chain level.
8–10
CHOOSING THE DIVERSIFICATION PATH:
RELATED VERSUS UNRELATED
BUSINESSES
Related Businesses
● Have competitively valuable cross-
business value chain and resource
matchups.
Unrelated Businesses
● Have dissimilar value chains and
resource requirements, with no
competitively important cross-
business relationships at the value
chain level.
8–11
DIVERSIFYING INTO RELATED
BUSINESSES
Strategic Fit Opportunities:
● Transferring specialized expertise,
technological know-how, or other
resources and capabilities from one
business’s value chain to another’s.
● Cost sharing between businesses by
combining their related value chain
activities into a single operation.
● Exploiting common use of a well-known
brand name.
● Sharing other resources (besides
brands) that support corresponding
value chain activities across
businesses.
8–12
IDENTIFYING CROSS-BUSINESS
STRATEGIC FITS ALONG
THE VALUE CHAIN
Supply
Chain
Activities
R&D and Manufacturing-
Technology Related
Activities Activities
Potential
Cross-Business Fits
8–13
DIVERSIFICATION INTO
UNRELATED BUSINESSES
8–14
BUILDING SHAREHOLDER VALUE
VIA UNRELATED DIVERSIFICATION
8–15
MISGUIDED REASONS FOR
PURSUING UNRELATED
DIVERSIFICATION
Seeking
Seeking a Pursuing rapid Pursuing
stabilization to
reduction of or continuous personal
avoid cyclical
business growth for its managerial
swings in
investment risk own sake motives
businesses
8–16
COMBINATIONS OF RELATED-
UNRELATED DIVERSIFICATION
STRATEGIES
Related-Unrelated Business
Portfolio Combinations
8–17
STRUCTURES OF COMBINATION RELATED-
UNRELATED DIVERSIFIED FIRMS
Dominant-Business Enterprises
● Have a major “core” firm that accounts for 50 to 80% of total
revenues and a collection of small related or unrelated firms
that accounts for the remainder.
Narrowly Diversified Firms
● Are comprised of a few related or unrelated businesses.
Broadly Diversified Firms
● Have a wide-ranging collection of related businesses,
unrelated businesses, or a mixture of both.
Multibusiness Enterprises
● Have a business portfolio consisting of several unrelated
groups of related businesses.
8–18
EVALUATING THE STRATEGY
OF A DIVERSIFIED COMPANY
Diversified
Strategy
8–19
FIGURE 8.2
Three Strategy Alternatives
for Pursuing Diversification
8–20
STEP 1: EVALUATING INDUSTRY
ATTRACTIVENESS
8–21
Key Indicators of Industry Attractiveness
8–23
CALCULATING INDUSTRY
ATTRACTIVENESS SCORES
8–24
TABLE 8.1
Calculating
Weighted
Industry
Attractiveness
Scores
Remember:
The more
intensely
competitive
an industry is,
the lower the
attractiveness
rating for that
industry!
[Rating scale: 1 = very unattractive to the firm; 10 = very attractive to the firm.]
8–25
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
and partnerships and alliances with other firms
Benefit from strategic fit with firm’s other businesses
Bargaining leverage with key suppliers or customers
Profitability relative to competitors
8–26
TABLE 8.2
Calculating
Weighted
Competitive
Strength
Scores for a
Diversified
Company’s
Business
Units
8–27
FIGURE 8.3
A Nine-Cell Industry Star
Attractiveness–
Competitive
Strength Matrix
Cash
cow
8–28
STEP 3: DETERMINING THE
COMPETITIVE VALUE OF STRATEGIC
FIT IN DIVERSIFIED COMPANIES
Assessing the degree of strategic fit across its
businesses is central to evaluating a company’s
related diversification strategy.
The real test of a diversification strategy is what
degree of competitive value can be generated
from strategic fit.
8–29
STEP 4: CHECKING FOR RESOURCE FIT
8–30
STEP 5: RANKING BUSINESS UNITS
AND ASSIGNING A PRIORITY FOR
RESOURCE ALLOCATION
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.
8–31
STEP 6: CRAFTING NEW STRATEGIC
MOVES TO IMPROVE OVERALL
CORPORATE PERFORMANCE
8–32
FIGURE 8.6
A Firm’s Four Main
Strategic Alternatives
After It Diversifies
8–33
DIVESTING BUSINESSES AND
RETRENCHING TO A NARROWER
DIVERSIFICATION BASE
Factors Motivating Business Divestitures:
● Improvement of long-term performance by
concentrating on stronger positions in fewer
core businesses and industries.
● Business is now in a once-attractive industry where
market conditions have badly deteriorated.
● Business has either failed to perform as expected
and\or is lacking in cultural, strategic or resource fit.
● Business has become more valuable if sold to
another firm or as an independent spin-off firm.
8–34
Using Divestitures and Acquisitions to
Restructure the Business Lineup
8–35
ILLUSTRATION CAPSULE 8.1
Managing Diversification at Johnson & Johnson:
The Benefits of Cross-Business Strategic Fit
8–36
RESTRUCTURING A DIVERSIFIED
COMPANY’S BUSINESS LINEUP
Factors Leading to Corporate Restructuring:
● A serious mismatch between the firm’s resources and
capabilities and the type of diversification that it has pursued.
● Too many businesses in slow-growth, declining, low-margin,
or otherwise unattractive industries.
● Too many competitively weak businesses.
● Ongoing declines in the market shares of major business
units that are falling prey to more market-savvy competitors.
● An excessive debt burden with interest costs that eat deeply
into profitability.
● Ill-chosen acquisitions that haven’t lived up to expectations.
8–37
ILLUSTRATION CAPSULE 8.2
Growth through Restructuring at Kraft Foods
8–38