Diversification Strategy Introduction: The Basic Issues The Trend over Time Motives for Diversification - Growth and Risk Reduction - Shareholder Value: Porter’s Essential Tests Competitive Advantage from Diversification Diversification and Performance: Empirical Evidence Relatedness in Diversification OUTLINE

RATE OF PROFIT > COST OF CAPITAL INDUSTRY ATTRACTIVENESS COMPETITIVE ADVANTAGE The Basic Issues in Diversification Decisions Superior profit derives from two sources: Diversification decisions involve these same two issues: How attractive is the sector to be entered? Can the firm achieve a competitive advantage?

Diversification among the US Fortune 500, Percentage of Specialized Companies (single-business, vertically-integrated and dominant-business) Percentage of Diversified Companies (related-business and unrelated business) Note:During the 1980s and 1990s the trend reversed as large companies refocused upon their core businesses

Diversification among Large UK Corporations,

DEVELOPMENTS IN CORPORATE STRATEGY MANAGEMENT PRIORITIES STRATEGY TOOLS & CONCEPTS Quest for Growth Addressing under- performance of widely-diversified firms Creating shareholder value Emergence of conglomerates Diversification by established companies into related sectors Emphasis on “related’ & “concentric” diversification Refocusing on core businesses Divesting diversified businesses Financial analysis Diffusion of M form structures Creation of corporate planning depts. Economies of scope & synergy” Portfolio planning models Capital asset pricing model Maximization of shareholder wealth Core competences Dominant logic Diversification: The Evolution of Strategy and Management Thinking Competitive advantage through speed & flexibility Creating opportunities for future growth Joint ventures and alliances Creating growth options through focused diversification Dynamic capabilities Transaction cost analysis Real options

Motives for Diversification GROWTH --The desire to escape stagnant or declining industries a powerful motives for diversification (e.g. tobacco, oil, newspapers). --But, growth satisfies managers not shareholders. --Growth strategies (esp. by acquisition), tend to destroy shareholder value RISK --Diversification reduces variance of profit flows SPREADING --But, doesn’t create value for shareholders—they can hold diversified portfolios of securities. --Capital Asset Pricing Model shows that diversification lowers unsystematic risk not systematic risk. PROFIT --For diversification to create shareholder value, then bringing together of different businesses under common ownership & must somehow increase their profitability.

Diversification and Shareholder Value: Porter’s Three Essential Tests If diversification is to create shareholder value, it must meet three tests: 1. The Attractiveness Test: diversification must be directed towards attractive industries (or have the potential to become attractive). 2. The Cost of Entry Test : the cost of entry must not capitalize all future profits. 3. The Better-Off Test: either the new unit must gain competitive advantage from its link with the company, or vice-versa. (i.e. some form of “synergy” must be present) Additional source of value from diversification: Option value

Competitive Advantage from Diversification Predatory pricing/tie-in salesEvidence Reciprocal buyingof these Mutual forbearanceis sparse MARKET POWER Sharing tangible resources (research labs, distribution systems) across multiple businesses Sharing intangible resources (brands, technology) across multiple businesses Transferring functional capabilities (marketing, product development) across businesses Applying general management capabilities to multiple businesses Economies of scope not a sufficient basis for diversification ----must be supported by transaction costs Diversification firm can avoid transaction costs by operating internal capital and labor markets Key advantage of diversified firm over external markets--- superior access to information ECONOMIES OF SCOPE ECONOMIES FROM INTERNALIZING TRANSACTION S

Relatedness in Diversification Economies of scope in diversification derive from two types of relatedness: Operational Relatedness-- synergies from sharing resources across businesses (common distribution facilities, brands, joint R&D) Strategic Relatedness-- synergies at the corporate level deriving from the ability to apply common management capabilities to different businesses. Problem of operational relatedness:- the benefits in terms of economies of scope may be dwarfed by the administrative costs involved in their exploitation.

Branson & the Virgin Companies: Making strategic sense of apparent entrepreneurial chaos Branson & the Virgin Companies: Making strategic sense of apparent entrepreneurial chaos KEY RESOURCES Virgin brand Branson -charisma/image --PR skills -networking skills -entrepreneurial flair DOMINANT LOGIC Seek competitive advantage by start-up cos. pursuing innovative differentiation in underserved market with sleepy incumbents CHARACTERISTICS OF MARKETSTHAT CONFORM TO THIS LOGIC Consumer businesses dominant incumbent scope for new approaches to customer service high entry barriers to other start-ups Branson/Virgin image appeals to customers DESIGNING A CORPORATE STRATEGY & STRUCTURE What’s the business model? (Does Virgin create value by being an entrepreneurial incubator, a venture capital fund, a diversified corporation, or what?) Which businesses to divest? Criteria for future diversification What type of structure?—Is there a need for greater formalization?