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Lecture 7 Strategy Formulation: Corporate Strategy: Prepared By: Alexander G. Cortez

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50 views21 pages

Lecture 7 Strategy Formulation: Corporate Strategy: Prepared By: Alexander G. Cortez

Uploaded by

mark anthony gallego
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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LECTURE 7 STRATEGY FORMULATION:

CORPORATE STRATEGY
PREPARED BY: ALEXANDER G. CORTEZ
1. Explain the three aspects of corporate strategy
2. Discuss the directional strategies of growth,
stability and retrenchment
3. Discuss the differences between vertical and
horizontal growth as well as concentric and
conglomerate diversification
4. Identify strategic options to enter a foreign
country
CORPORATE STRATEGY
• Corporate strategy
• the choice of direction of the firm as a whole and the
management of its business or product portfolio and
concerns.

Copyright © 2015 Pearson


Education, Inc. 7-3
CORPORATE STRATEGY

• Directional strategy
• the firm’s overall orientation toward growth, stability or
retrenchment
• Portfolio analysis
• industries or markets in which the firm competes through its
products and business units
• Parenting strategy
• the manner in which management coordinates activities
and transfers resources and cultivates capabilities among
product lines and business units

Copyright © 2015 Pearson


Education, Inc. 7-4
CORPORATE DIRECTIONAL STRATEGIES
Growth strategies
expand the company’s activities
Stability strategies
make no change to the company’s current activities
Retrenchment strategies
reduce the company’s level of activities

Copyright © 2015 Pearson


Education, Inc. 7-5
GROWTH STRATEGIES

• Merger
• a transaction involving two or more corporations in which
stock is exchanged but in which only one corporation
survives

• Acquisition
• 100% purchase of another company

Copyright © 2015 Pearson


Education, Inc. 7-6
CONCENTRATION STRATEGIES

• Vertical growth
• achieved by taking over a function previously provided by
a supplier or distributor
• Vertical integration
• the degree to which a firm operates vertically in multiple
locations on an industry’s value chain from extracting raw
materials to manufacturing to retailing
• Backward integration
• assuming a function previously provided by a supplier
• Forward integration
• assuming a function previously provided by a distributor

Copyright © 2015 Pearson


7-7
Education, Inc.
VERTICAL INTEGRATION CONTINUUM

Full integration
a firm internally makes 100% of its key supplies and completely controls
its distributors
Taper integration
a firm internally produces less than half of its own requirements and buys the
rest from outside suppliers
Quasi-integration
a company does not make any of its key supplies but purchases most of
its requirements from outside suppliers that are under its partial control
Long-term contracts
agreements between two firms to provide agreed-upon goods and
services to each other for a specific period of time

Copyright © 2015 Pearson


Education, Inc. 7-8
CONCENTRATION STRATEGIES

• Horizontal growth
• expansion of operations into other geographic locations
and/or increasing the range of products and services
offered to current markets

• Horizontal integration
• the degree to which a firm operates in multiple geographic
locations at the same point on an industry’s value chain

Copyright © 2015 Pearson


Education, Inc. 7-9
DIVERSIFICATION STRATEGIES
• Concentric (Related) diversification
• growth into a related industry when a firm has a
strong competitive position but attractiveness is
low
• Synergy
• the concept that two businesses will generate more
profits together than they could separately
• Conglomerate (Unrelated) diversification
• diversifying into an industry unrelated to its current
one
• Management realizes that the current industry is
unattractive.
• Firm lacks outstanding abilities or skills that it could
easily transfer to related products or services in
other industries.
Copyright © 2015 Pearson
Education, Inc. 7-10
CONCENTRIC CONGLOMERATE
STABILITY STRATEGIES

• Pause/Proceed with caution strategy


• an opportunity to rest before continuing a growth or
retrenchment strategy

• No-change strategy
• decision to do nothing new—a choice to continue current
operations and policies for the foreseeable future
• Profit strategies
• decision to do nothing new in a worsening situation but
instead to act as though the company’s problems are only
temporary

Copyright © 2015 Pearson


Education, Inc. 7-12
RETRENCHMENT STRATEGIES
• Retrenchment strategies
• used when the firm has a weak competitive position in
some or all of its product lines from poor performance
• Turnaround strategy
• emphasizes the improvement of operational efficiency
when the corporation’s problems are pervasive but not
critical

• Contraction
• effort to quickly “stop the bleeding” across the
board but in size and costs
• Consolidation
• stabilization of the new leaner corporation

Copyright © 2015 Pearson


Education, Inc. 7-13
RETRENCHMENT STRATEGIES
• Captive company strategy Simpsons
• company gives up independence in exchange for security
• Sell-out strategy
• management can still obtain a good price for its
shareholders and the employees can keep their jobs by
selling the company to another firm
• Divestment
• sale of a division with low growth potential
• Bankruptcy
• company gives up management of the firm to the courts in
return for some settlement of the corporation’s obligations
• Liquidation
• management terminates the firm

Copyright © 2015 Pearson


Education, Inc. 7-14
DIVESTMENT BANKRUPTCY
PORTFOLIO ANALYSIS
• Portfolio analysis
• management views its product lines and business units as a
series of investments from which it expects a profitable
return.
• BCG Growth Matrix

Copyright © 2015 Pearson


Education, Inc. 7-16
BCG MATRIX
• Question marks
• new products with the potential for success but need a lot of
cash for development
• Stars
• market leaders that are typically at or nearing the peak of their
product life cycle and are able to generate enough cash to
maintain their high share of the market and usually contribute
to the company’s profits
• Cash cows
• products that bring in far more money than is needed to
maintain their market share
• Dogs
• products with low market share and do not have the potential
to bring in much cash

Copyright © 2015 Pearson


Education, Inc. 7-17
CORPORATE PARENTING

• Corporate parenting
• views a corporation in terms of resources and
capabilities that can be used to build business
unit value as well as generate synergies across
business units
Generates corporate strategy by focusing on the
core competencies of the parent corporation
and the value created from the relationship
between the parent and its businesses

Copyright © 2015 Pearson


Education, Inc. 7-18
• Multipoint competition
• large multi-business corporations compete against other
large multi-business firms in a number of markets

Copyright © 2015 Pearson


Education, Inc. 7-19
ASSIGNMENT

1) Explain the variety of functional strategies that


can be used to achieve organizational goals and
objectives.
2) Describe what activities and functions are
appropriate to outsource in order to gain or
strengthen competitive advantage.
3) Identify strategies to avoid and understand why
they are dangerous
4) Illustrate corporate scenarios to evaluate strategic
options
5) Discuss the policies to implement corporate,
business and functional strategies.

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