Corporate-Level Strategy

Corporate-Level Strategy

The Strategic Management Process Strategy Formulation
Strategic Intent External Environment Internal Environment Strategic Mission The Strategic Management Process Strategic Outcomes Actions Strategic Inputs Strategy Formulation Strategy Implementation Corporate Governance Structure & Control Business-level Strategy Competitive Dynamics Corporate-Level Strategy International Strategy Strategic Competitiveness Above Average Returns Feedback 10

Has Two Levels of Strategy
A Diversified Company Has Two Levels of Strategy - low cost - differentiation - integrated low cost/differentiation - focused low cost - focused differentiation How to create competitive advantage in each business in which the company competes 1. Business-Level Strategy (Competitive Strategy) How to create value for the corporation as a whole 2. Corporate-Level Strategy (Companywide Strategy) 7

Key Questions of Corporate Strategy
1. What businesses should the corporation be in? 2. How should the corporate office manage the array of business units? Corporate Strategy is what makes the corporate whole add up to more than the sum of its business unit parts 11

Levels and Types of Diversification
Low Levels of Diversification Single business > 95% of revenues from a single business unit A Dominant business Between 70% and 95% of revenues from a single business unit B A Moderate to High Levels of Diversification < 70% of revenues from dominant business; all businesses share product, technological and distribution linkages Related constrained A B C Final way of looking at diversification is a “portflio” both related and unrelated diversificationl. Related linked (mixed) < 70% of revenues from dominant business, and only limited links exist A B C Very High Levels of Diversification Unrelated-Diversified Business units not closely related A B C 15

Reasons for Diversification
Incentives Reasons to Enhance Strategic Competitiveness Economies of scope Market power Financial economics Resources Managerial Motives

Incentives with - Neutral Effects - on Strategic Competitiveness Incentives Resources Anti-trust regulation Tax laws Low performance Uncertain future cash flows Firm risk reduction Managerial Motives

Incentives Managerial Motives (Value Reduction) Diversifying managerial employment risk Increasing managerial compensation Resources Managerial Motives

Summary of Interrelationships – Among & Between – Resources, Incentives, & Motives That May Lead To Diversification Resources Diversification Strategy Incentives Managerial Motives 20

Adding Value by Diversification
Diversification most effectively adds value by either of two mechanisms: By developing economies of scope between business units in the firms which leads to synergistic benefits By developing market power which leads to greater returns 23

Alternative Diversification Strategies
Related Diversification Strategies Sharing Activities Transferring Core Competencies Unrelated Diversification Strategies Efficient Internal Capital Market Allocation Restructuring 24

Sharing Activities Key Characteristics: Sharing Activities often lowers costs or raises differentiation Example: Using a common physical distribution system and sales force such as Procter & Gamble’s disposable diaper and paper towel divisions Sharing Activities can lower costs if it: Achieves economies of scale Boosts efficiency of utilization Helps move more rapidly down Learning Curve Example: General Electric’s costs to advertise, sell and service major appliances are spread over many different products 29

Sharing Activities Key Characteristics: Sharing Activities can enhance potential for or reduce the cost of differentiation Example: Shared order processing system may allow new features customers value or make more advanced remote sensing technology available Must involve activities that are crucial to competitive advantage Example: Procter & Gamble’s sharing of sales and physical distribution for disposable diapers and paper towels is effective because these items are so bulky and costly to ship 33

Sharing Activities Assumptions: Strong sense of corporate identity Clear corporate mission that emphasizes the importance of integrating business units Incentive system that rewards more than just business unit performance 36

Transferring Core Competencies Key Characteristics: Exploits Interrelationships among divisions Start with Value Chain analysis Identify ability to transfer skills or expertise among similar value chains Exploit ability to transfer activities 41

Transferring Core Competencies Assumptions: Transferring Core Competencies leads to competitive advantage only if the similarities among business units meet the following conditions: Activities involved in the businesses are similar enough that sharing expertise is meaningful Transfer of skills involves activities which are important to competitive advantage The skills transferred represent significant sources of competitive advantage for the receiving unit 44

Efficient Internal Capital Market Allocation Key Characteristics: Firms pursuing this strategy frequently diversify by acquisition: Acquire sound, attractive companies Acquired units are autonomous Acquiring corporation supplies needed capital Portfolio managers transfer resources from units that generate cash to those with high growth potential and substantial cash needs Add professional management & control to sub-units Sub-unit managers compensation based on unit results 51

Efficient Internal Capital Market Allocation Assumptions: Managers have more detailed knowledge of firm relative to outside investors Firm need not risk competitive edge by disclosing sensitive competitive information to investors Firm can reduce risk by allocating resources among diversified businesses, although shareholders can generally diversify more economically on their own 54

Restructuring Key Characteristics: Seek out undeveloped, sick or threatened organizations or industries Parent company (acquirer) intervenes and frequently: - Changes sub-unit management team - Shifts strategy - Infuses firm with new technology - Divests part of firm - Makes additional acquisitions to achieve critical mass - Enhances discipline by changing control systems Frequently sell unit after making one-time changes since parent no longer adds value to ongoing operations 58

Restructuring Assumptions: Requires keen management insight in selecting firms with depressed values or unforeseen potential Must do more than restructure companies Need to initiate restructuring of industries to create a more attractive environment 60

Value-creating Strategies of Diversification
Operational and Corporate Relatedness Related Constrained Diversification Vertical Integration (Market Power) Both Operational and Corporate Relatedness (Rare Capability and Can Create Diseconomies of Scope) High Sharing: Operational Relatedness Between Business Unrelated Diversification (Financial Economies) Related Linked Diversification (Economies of Scope) Low Low High Corporate Relatedness: Transferring Skills Into Business Through Corporate Headquarters 63

Capital Market Intervention and Market for Managerial Talent
Summary Model of the Relationship Between Firm Performance and Diversification Capital Market Intervention and Market for Managerial Talent Resources Diversification Strategy Firm Performance Incentives Internal Governance Strategy Implementation Remember, the link between Diversification and performance may be reciprocal. Managerial Motives 73

Diversification and Firm Performance
Dominant Business Related Constrained &/or Linked Unrelated Business Level of Diversification 67

And NOW The Rest of the Story (Paul Harvey)

Corporate-Level Strategy

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