Session15: Product Portfolio Strategy Dr. Mark H. Mortensen 66.490.211 and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45 Manning School of Business.

Slides:



Advertisements
Similar presentations
Strategy and Strategic Management
Advertisements

MODULE 12 STRATEGIC MANAGEMENT “Insights and hard work deliver results” What types of strategies are used by organizations? How are strategies formulated.
Strategy Formulation: Corporate Strategy
Session06: Porter 5 Forces Industry Analysis
STRATEGIC MANAGEMENT & BUSINESS POLICY 12TH EDITION
MANAJEMEN STRATEGI dan KINERJA BISNIS FO312 Chapter 11 STRATEGI UMUM KORPORASI.
The Strategic and Operational Planning Process
Chapters Corporate Level Strategy Foods Quaker North America Quaker Oats Cap’n Crunch cereal Life cereal Quisp cereal King Vitaman cereal Mother’s.
1 Pertemuan Keempat Corporate Strategy Decisions.
Managing Strategy and Strategic Planning
Prentice Hall, Inc. © STRATEGIC MANAGEMENT & BUSINESS POLICY 11 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER CHAPTER 7 Strategy Formulation: Corporate.
STRATEGIC MANAGEMENT. The Dynamics of Strategic Planning Strategy Strategy –large-scale action plan that sets the direction for an organization Strategic.
Strategic Management: Value Creation, Sustainability, and Performance, 3e, 2014 Corporate Strategy Chapter 10.
Corporate- Level Strategy: Creating Value through Diversification Chapter Six McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All.
Strategic Management.
Corporate-Level Strategy: Creating Value through Diversification
Miles A. Zachary MGT Concentration strategies involve trying to compete only in a single industry Market Penetration-firm attempts to gain additional.
19–1 Levels of Organizational Strategy. 19–2 Types of Strategic Alternatives 1.Corporate-Level Strategy The set of strategic alternatives that an organization.
Session13: Portfolio Strategy and Unique Selling Propositions Dr. Mark H. Mortensen and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45 Manning School.
CHAPTER 7 Strategy Formulation: Corporate Strategy
Session 5 Corporate Strategies. Corporate Strategies Stability strategy Development strategies –integration strategies –intensive strategies –diversification.
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Marketing Management Process
Chapters Corporate Level Strategy Foods Quaker North America Quaker Oats Cap’n Crunch cereal Life cereal Quisp cereal King Vitaman cereal Mother’s.
Slide 7.1 Johnson, Whittington and Scholes, Exploring Strategy, 9 th Edition, © Pearson Education Limited 2011 Slide 7.1 Strategic Choices 7: Corporate.
The Marketing Implications of Corporate and Business Strategies
Essentials of Health Care Marketing 2nd Ed. Eric Berkowitz
CHAPTER 6 CORPORATE-LEVEL STRATEGY
1 Chapter 6 Strategy Formulation: Corporate Strategy.
Session05: 4 Feb PEST(EL) Analysis (continued) Dr. Mark H. Mortensen and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45 Manning School of Business.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
战略规划 北京银行. Definitions SBU is the abbreviation for Strategic Business Unit What we have studied so far are SBUs, because each has a unique SBU Strategy.
Prentice Hall, 2004Chapter 6 Wheelen/Hunger 1 Corporate Directional Strategies.
Introduction to Management LECTURE 17: Introduction to Management MGT
© 2003 Pearson Education Canada Inc.
Session13: Core Competencies and Generic Strategies Dr. Mark H. Mortensen and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45 Manning School of Business.
Chapter 7, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 7-13 Types.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Session13: Portfolio Strategy and Unique Selling Propositions Dr. Mark H. Mortensen and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45 Manning School.
4 Strategic Management in the Multinational Company:
Evaluating Strategies of Diversified Companies
© 2012 South-Western, a part of Cengage Learning Corporate-Level Strategy and Long-Run Profitability Chapter 7 Essentials of Strategic Management, 3/e.
Strategy Formulation:
Chapter 8 STRATEGIC MANAGEMENT © Prentice Hall,
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Strategic Management In Action Chapter 7
THE LEVELS OF DIVERSIFICATION Firms Differ from each other depending on the “Level and Type of Diversification” and the connections between their businesses.
Strategies in Action Chapter 7. Integration Strategies  Forward integration  involves gaining ownership or increased control over distributors or retailers.
Chapter 8 Strategy Formulation and Execution. Every company is concerned with strategy – It determines which organizations succeed and which ones struggle.
Prentice Hall, 2002Chapter 6 Wheelen/Hunger 1 Chapter 6 Strategy Formulation: Corporate Strategy.
Managing Strategy 1 Chapter 9. Strategic Management 2 The set of managerial decisions and actions that determines the long-run performance of an organization.
Strategic Management (MGT501)
Chapter Eight Corporate Strategies.
Chapter 8 STRATEGIC MANAGEMENT © Prentice Hall,
Corporate Strategy Chapter 10.
Corporate Development: Building and Restructuring the Corporation
Strategic Management: Concepts and Cases 9e
Strategy Formulation:
Corporate strategies Chapter 6.
Understand that corporate-level strategies include decisions regarding diversification, international expansion, and vertical integration Describe the.
Strategy Formulation and Execution
Strategy formulation and implementation
Corporate Strategy Chapter 10.
Define strategic management and explain why it’s important
Chapter 6 Organizational Strategy
Strategic Management Chapter 8
Diversification Strategy
Chapter 8 STRATEGIC MANAGEMENT © Prentice Hall,
BBA 200 – Chapter 6 Dr. Salma Chad
Chapter 6 Organizational Strategy
Presentation transcript:

Session15: Product Portfolio Strategy Dr. Mark H. Mortensen and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45 Manning School of Business

Mortensen Consulting Group Today 1. Attendance 2. Discussion on strategies for managing a portfolio of products 3. Group work on xxx Read Chapter 5 Did Starbucks Assignment

Mortensen Consulting Group Growth Organic – grow the business  Concentration  Diversification Inorganic – acquire new businesses

Mortensen Consulting Group Concentration Strategies 8-4

Mortensen Consulting Group Concentration Strategies 8-5

Mortensen Consulting Group Concentration Strategies 8-6

Mortensen Consulting Group Vertical Integration Strategies Vertical integration: When a firm gets involved in new portions of the value chain  Can be very attractive when a firm’s suppliers or buyers have too much power over the firm and are becoming increasingly profitable at the firm’s expense  By entering the domain of a supplier or a buyer, executives can reduce or eliminate the leverage that the supplier or buyer has over the firm  Can create risks  Can create complacency 8-7

Mortensen Consulting Group Vertical Integration Strategies Backward vertical integration: A strategy that involves a firm entering a supplier’s business  Used when executives are concerned that a supplier has too much power over their firms Forward vertical integration: A strategy that involves a firm entering a buyer’s business  Useful for neutralizing the effect of powerful buyers 8-8

Mortensen Consulting Group Diversification Strategies Diversification strategies: Involve a firm entering entirely new industries  Requires moving into new value chains Three tests for diversification:  How attractive is the industry that a firm is considering entering?  How much will it cost to enter the industry?  Will the new unit and the firm be better off? 8-9

Mortensen Consulting Group Diversification Strategies Related diversification: When a firm moves into a new industry that has important similarities with the firm’s existing industry or industries Core competency: A skill set that is difficult for competitors to imitate, can be leveraged in different businesses, and contributes to the benefits enjoyed by customers within each business 8-10

Mortensen Consulting Group Diversification Strategies Unrelated diversification: When a firm enters an industry that lacks any important similarities with the firm’s existing industry or industries  Most unrelated diversification efforts do not have happy endings 8-11

Mortensen Consulting Group Strategies for Getting Smaller Retrenchment: Reducing the size of part of a firm’s operations, often through laying off employees  Firms following a retrenchment strategy shrink one or more of their business units  Firms using this strategy hope to make just a small retreat rather than losing a battle for survival 8-12

Mortensen Consulting Group Strategies for Getting Smaller Divestment: Selling off part of a firm’s operations  It reverses a forward vertical integration strategy Spin-off: Creating a new company whose stock is owned by investors out of a piece of a bigger company 8-13

Mortensen Consulting Group Strategies for Getting Smaller Diversification discount: The tendency of investors to undervalue the shares of a diversified firm Liquidation: Shutting down portions of a firm’s operations, often at a tremendous financial loss 8-14

Mortensen Consulting Group Portfolio Planning and Corporate Level Strategy Portfolio planning: A process that helps executives make decisions involving their firms’ various industries  Offers suggestions about what to do within each industry, and provides ideas for how to allocate resources across industries.  It first gained widespread attention in the 1970s and it remains a popular tool among executives today 8-15

Mortensen Consulting Group Portfolio Planning and Corporate Level Strategy The Boston Consulting Group (BCG) matrix  Best-known approach to portfolio planning  Using the matrix requires a firm’s businesses to be categorized as high or low along two dimensions: Its share of the market The growth rate of its industry 8-16

Mortensen Consulting Group Managing a portfolio of products

Mortensen Consulting Group Workshop on Product Portfolio Take the company that your group did a report on, or another company. See if you can do a quick analysis of the company’s portfolio. Discuss how you would manage the different products in the matrix.

Mortensen Consulting Group Thursday Read Chapter 8

Mortensen Consulting Group Strategic Management – Spring 2013