2. Chapters 9 - 10 Corporate Level Strategy

3. Foods Quaker North America Quaker Oats Cap’n Crunch cereal Life cereal Quisp cereal King Vitaman cereal Mother’s cereal Quaker rice cakes and granola bars Rice-A-Roni side dishes Near East couscous/pilafs Aunt Jemima mixes & syrups Quaker grits Business Level Strategies How are we going to compete and gain a competitive advantage in each of our businesses?

4. Snack FoodsBeveragesFoods Corporate Level Strategy 1) What businesses do we want to compete in? 2) How do manage effectively across businesses

5. Goals of Corporate Strategy Moves to enter new businesses Boosting combined performance of the businesses Capturing synergies and turning them into competitive advantages Establishing investment priorities and steering resources into business units

6. 4 Corporate Level Strategies 1) Vertical Integration 2) Strategic Outsourcing 3) Horizontal Integration 4) Diversification – two or more different businesses with distinct operations

7. 1) Vertical Integration Forward or backwards Full integration Taper integration Benefits Build barriers to entry Facilitates investment in specialized assets Protecting product quality Improved scheduling Risks Costs Rapid technological changes Demand predictability

8. Alternatives to Vertical Integration Competitive bidding Long term contracts or strategic alliances Vertical Integration Markets & Competitive Bidding Hybrid & Contracts/Alliances Form of Relationship

9. 2) Outsourcing Cost reduction and differentiation Hold-ups, scheduling and hallowing out

10. 3) Horizontal Integration Acquiring or merging with industry competitors Reduce cost and economies of scale Increasing value through wider product line or product bundling Manage industry rivalry Decrease buyer and supplier power

11. 4) How to Diversify? 1) Internal Development - corporate entrepreneurship or internal venturing able to appropriate a larger portion of wealth avoids complexities of multiple partners time consuming and requires diversity of organizational capabilities

12. 4) How to Diversify? 2) Strategic Alliances and Joint Ventures entering a new market via the combination of complementary resources - do more together cost reduction & sharing development/diffusion of technology Problems appropriate partners - skills and compatibility trust and commitment communication

13. 4) How to Diversify? 3) Mergers & Acquisition

14. Acquisitions Reasons of Acquisitions Increase Market Power Overcome Entry Barriers Increased Speed Lower Risk Avoid Competition Problems with Acquisitions Integration of two firms Overpayment/Debt Overestimation of Synergy Overdiversification Managerial energy absorption Become too large Substitute for innovation Results Poor Performance Who Wins? Acquired Firm Shareholders

15. Failures of Acquisitions 30 - 40% average acquisition premium Acquiring firm’s value drops 4% in the 3 months following acquisitions 30 - 50% of acquisitions are later divested Acquirers underperform S&P by 14%, peers by 4% 3 month performance before and after 30% substantial losses, 20% some losses, 33% marginal returns, 17% substantial returns

16. Why, then, do executives acquire? Often, for personal reasons Firm size and executive compensation are related When do executives loss their jobs? 1) Acquired - larger firms harder to acquire 2) Performing poorly - employment risk is reduced as returns are less volatile

17. Levels of Diversification Related Diversification - entering product markets that share some resource or capability requirements with the current business – horizontal relationships across businesses - synergies Advantages of related diversification include: ä Leveraging Core Competencies ä Sharing Activities ä Market Power

18. Levels of Diversification (cont.) Unrelated Diversification - few similarities in the resources and capabilities required among the firm’s businesses Conglomerate Diversification - no relatedness between businesses

19. When/Why to Diversify? To create shareholder value Porter’s Three Point Test 1) Attractiveness Test 2) Cost of Entry Test 3) Better off Test Should pass all 3

20. Portfolio analysis BCG Growth-Share Matrix question marks, dogs, cash cows, stars GE- Nine Cell Matrix

21. Growth Rate Relative Market Share Stars Question Marks Cash Cows Dogs Boston Consulting Group Matrix

22. Growth Rate Relative Market Share 1.0High Low Soft Drinks Frito Lay KFC Pizza Hut Taco Bell Low High 10% BCG Matrix for PepsiCo - Early 1990s

23. Growth Rate Relative Market Share.75High Low Soft Drinks Frito Lay KFC Pizza Hut Taco Bell Low High 5% BCG Matrix for PepsiCo - Early 1990s

24. Competitive Strengths Attractiveness Invest Grow Low High LowHigh Harvest Divest Hold GE 9 Cell Matrix

25. Competitive Strengths Attractiveness Low High LowHigh GE 9 Cell Matrix for Pepsico Soft Drinks Snack Foods