Chapter Outline · 4/5/2016 · Diversification Strategies Defensive Strategies D. Ibrahim Rawabdeh (2011) Ch 5 -4 Chapter Outline (cont’d) Michael Porter’s Generic Strategies

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D. Ibrahim Rawabdeh (2011) Ch 5 -1

Chapter 5Strategies in Action

Strategic Management: Concepts & Cases

13th EditionFred David


Chapter Outline

Long-Term Objectives

Types of Strategies

Integration Strategies

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Chapter Outline (cont’d)

Intensive Strategies

Diversification Strategies

Defensive Strategies


Chapter Outline (cont’d)

Michael Porter’s Generic Strategies

Means for Achieving Strategies

First Mover Advantages

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Strategies for taking the hill won’t necessarily hold it. –Amar Bhide

Strategies in Action

The early bird may get the worm, but the second mouse gets the cheese. –Unknown


Strategies in Action

-- Quest for higher revenues

-- Quest for higher profits

Companies Embrace Strategic Planning

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Results expected from pursuing certain strategies

Strategies represent actions to accomplish long-term objectives




Objectives --

Quantifiable

Measurable

Realistic

Understandable

Challenging

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Objectives --

Hierarchical

Obtainable

Congruent (go well together)

Time-line



Strategists Should Avoid --

Managing by Extrapolation

Managing by Crisis

Managing by Subjectives

Managing by Hope

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Varying Performance Measures by Organizational Level


Financial vs. Strategic Objectives

Financial Objectives

Growth in revenues

Growth in earnings

Higher dividends

Higher profit margins

Higher earnings per share

Improved cash flow

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Strategic Objectives

Larger market share

Quicker on-time delivery than rivals

Quicker design-to-market times than rivals

Lower costs than rivals

Higher product quality than rivals

Wider geographic coverage than rivals



Trade-Off

Maximize short-term financial objectives – harm long-term strategic objectives

Pursue increased market share at the expense of short-term profitability

Tradeoffs related to risk of actions; concern for business ethics; need to preserve natural environment; social responsibility issues

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The Balanced Scorecard

Robert Kaplan & David Norton --

Strategy evaluation & control technique

Balance financial measures with non-financial measures

Balance shareholder objectives with customer & operational objectives


Types of Strategies

Operational Level

Functional Level

Division Level

CorpLevelA Large Company

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Types of Strategies

Operational Level

Functional Level

Company Level

A Small Company

Types of Strategies

INTEGRATION STRATEGIES )التكامل( INTENSIVE STRATEGIES ) التكثیف والتشدید( DIVERSIFICATION STRATEGIES التنوع (

)والتشكیل DEFENSIVE STRATEGIES )الدفاع(


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Types of Strategies

Vertical IntegrationStrategies

Forward Integration

BackwardIntegration

HorizontalIntegration


Vertical Integration Strategies

Gain Control Over --

Distributors

Suppliers

Competitors

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Forward Integration Strategies

Gain Control Over --

Distributors

Retailers

Customers


Forward Integration Strategies

Guidelines --

Current distributors – expensive or unreliable

Availability of quality distributors – limited

Firm competing in industry expected to grow markedly

Firm has both capital & HR to manage new business of distribution

Current distributors have high profit margins

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Backward Integration Strategies

Ownership or Control --

Firm’s suppliers


Backward Integration StrategiesGuidelines --

Current suppliers – expensive or unreliable

# of suppliers is small; # of competitors is large

High growth in industry sector

Firm has both capital & HR to manage new business

Stable prices are important

Current suppliers have high profit margins

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Horizontal Integration Strategies

Ownership or Control --

Firm’s competitors


Horizontal Integration StrategiesGuidelines --

Gain monopolistic characteristics w/o federal government challenge

Competes in growing industry

Increased economies of scale – major competitive advantages

Faltering due to lack of managerial expertise or need for particular resource

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Types of Strategies

IntensiveStrategies

MarketPenetration

MarketDevelopment

ProductDevelopment


Intensive Strategies

Intensive Efforts --

Improve competitive position with existing products

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Market Penetration Strategies

Increased Market Share --

Present products/services

Present markets

Greater marketing efforts


Market Penetration Strategies

Guidelines --

Current markets not saturated

Usage rate of present customers can be increased significantly

Shares of competitors declining; industry sales increasing

Increased economies of scale provide major competitive advantage

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Market Development Strategies

New Markets --

Present products/services to new geographic areas


Market Development StrategiesGuidelines --

New channels of distribution – reliable, inexpensive, good quality

Firm is successful at what it does

Untapped/unsaturated markets

Excess production capacity

Basic industry rapidly becoming global

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Product Development Strategies

Increased Sales --

Improving present products/services

Developing new products/services


Product Development StrategiesGuidelines --

Products in maturity stage of life cycle

Industry characterized by rapid technological development

Competitors offer better-quality products @ comparable prices

Compete in high-growth industry

Strong R&D capabilities

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Types of Strategies

DiversificationStrategies

Related Diversification

UnrelatedDiversification


Diversification

Related – When their value chains posses competitively valuable cross-business strategic fits

Unrelated – When their value chains are so dissimilar that no competitively valuable cross-business relationships exist

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Related Diversification PreferredTo Capitalize on:

Transferring competitively valuable expertise Combining the related activities of separate

businesses into a single operation to lower costs

Exploiting common use of a well-known brand name

Cross-business collaboration to create competitively valuable resource strengths and capabilities


Diversification Strategies

Less Popular --

More difficult to manage diverse business activities

However --

The greatest risk of being in a single industry is having all your eggs in one basket

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Related Diversification May be Effective When:

An organization competes in a no-growth or a slow growth industry

Adding new, but related, products would significantly enhance the sales of current products

New, but related products could be offered at highly competitive prices


Related Diversification May be Effective When:

New, but related, products have seasonal sales levels that counterbalance an organization’s existing peaks and valleys

An organization’s products are currently in the declining stage of the product’s life cycle

An organization has a strong management team

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Conglomerate Diversification Strategies

Guidelines --Declining annual sales & profits

Capital & managerial ability to compete in new industry

Financial synergy between acquired and acquiring firms

Current markets for present products - saturated


Unrelated Diversification

Favors capitalizing on a portfolio of businesses that are capable of delivering excellent financial performance

Entails hunting to acquire companies: Whose assets are undervalued That are financially distressed With high growth potential but are short on

investment capital

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Unrelated Diversification May be Effective When:

Revenues derived from an organization’s current products or services would increase by adding new unrelated products

An organization competes in a highly competitive or a no growth industry

An organization’s current distribution channels can be used to market new products to existing customers



New products have countercyclical sales patterns

An organization’s basic industry is experiencing declining annual sales and profits

An organization has the capital and managerial talent to compete successfully in a new industry

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An organization has the opportunity to purchase an unrelated business as an attractive investment opportunity

There exists financial synergy between the acquired and acquiring firm

Existing markets for the present products are saturated


Types of Strategies

DefensiveStrategies

Retrenchment

Divestiture

Liquidation

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Retrenchment Strategies

Regrouping --

Cost & asset reduction to reverse declining sales & profit


Retrenchment Strategies

Guidelines --

Failed to meet objectives & goals consistency; has distinctive competencies

Firm is one of weaker competitors

Inefficiency, low profitability, poor employee morale, pressure for stockholders

Strategic managers have failed

Rapid growth in size; major internal reorganization necessary

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Divestiture Strategies

Selling a division or part of an organization


Divestiture Strategies

Guidelines --

Retrenchment failed to attain improvements

Division needs more resources than are available

Division responsible for firm’s overall poor performance

Division is a mis-fit with organization

Large amount of cash is needed and cannot be raised through other sources

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Liquidation Strategies

Company’s assets, in parts, for their tangible worth

Selling


Liquidation Strategies

Guidelines --

Retrenchment & divestiture failed

Only alternative is bankruptcy

Minimize stockholder loss by selling firm’s assets

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Michael Porter’s Generic Strategies

Cost Leadership Strategies

Differentiation Strategies

Focus Strategies


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Generic Strategies

In conjunction with differentiation

Economies or diseconomies of scale

Capacity utilization achieved

Linkages w/ suppliers & distributors

Cost Leadership(Type 1 and Type 2)


Cost Leadership

Ways of ensuring total costs across value chain are lower than competitors’ total costs

1. Perform value chain activities more efficiently than rivals and control factors that drive costs

2. Revamp the firm’s overall value chain to eliminate or bypass some cost-producing activities

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Cost Leadership

Can be especially effective when:1. Price competition among rivals is vigorous2. Rival’s products are identical and supplies are

readily available3. There are few ways to achieve differentiation4. Most buyers use the product in the same way5. Buyers have low switching costs6. Buyers are large and have significant power7. Industry newcomers use low prices to attract

buyers


Generic Strategies

Many price-sensitive buyers

Few ways of achieving differentiation

Buyers not sensitive to brand differences

Large # of buyers w/bargaining power

Low Cost Producer Advantage

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Generic Strategies

Greater product flexibility

Greater compatibility

Lower costs

Improved service

Greater convenience

More features

Differentiation (Type 3)


Differentiation

Can be especially effective when:1. There are many ways to differentiate and many

buyers perceive the value of the differences2. Buyer needs and uses are diverse3. Few rival firms are following a similar

differentiation approach4. Technology change is fast paced and

competition revolves around evolving product features

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Generic Strategies

Industry segment of sufficient size

Good growth potential

Not crucial to success of major competitors

Focused Strategies (Type 4 & 5)


Focused Strategy

Can be especially effective when:1. The target market niche is large, profitable, and

growing2. Industry leaders do not consider the niche crucial3. Industry leaders consider the niche too costly or

difficult to meet4. The industry has many different niches and

segments5. Few, if any, other rivals are attempting to

specialize in the same target segment

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Two or more companies form a temporary partnership or consortium for purpose of capitalizing on some opportunity

Joint Venture/Partnering -

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Reasons why Mergers and Acquisitions Fail

Integration difficulties Inadequate evaluation of target Large or extraordinary debt Inability to achieve synergy



R&D partnerships Cross-distribution agreements Cross-licensing agreements Cross-manufacturing agreements Joint-bidding consortia

Cooperative Arrangements -

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Managers who must collaborate daily; not involved in developing the venture

Benefits the company not the customers Not supported equally by both partners May begin to compete with one of the

partners

Why Joint Ventures Fail -


Joint Ventures

Guidelines --Synergies between private and publicly held

Domestic with foreign firm, local management can reduce risk

Complementary distinctive competencies

Resources & risks where project is highly profitable

Two or more smaller firms competing w/larger firm

Need to introduce new technology quickly

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Reasons why Mergers and Acquisitions Fail

Too much diversification Managers overly focused on acquisition Too large an acquisition Difficult to integrate different organizational

cultures Reduced employee moral due to layoffs and

relocations



Provide improved capacity utilization Better use of existing sales force Reduce managerial staff Gain economies of scale Smooth out seasonal trends in sales Gain new technology Access to new suppliers, distributors, customers,

products, creditors

Mergers & Acquisitions

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Recent Mergers

Acquiring Firm Acquired FirmIBM Ascential Software Philip Morris PT Hanjaya Mandala SampU.S. Steel National Steel CorpOracle PeopleSoftOSIM International Ltd BrookstoneAdobe Systems MacromediaUS Airways American WestUnited Parcel Service Overnight Corp.



Benefits a firm may achieve by entering a new market or developing a new product or service prior to rival firms

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Securing access to rare resources Gaining new knowledge of key factors &

issues Carving out market share Easy to defend position & costly for rival

firms to overtake

Potential Advantages

Documents

Chapter Outline · 4/5/2016 · Diversification Strategies Defensive Strategies D. Ibrahim Rawabdeh (2011) Ch 5 -4 Chapter Outline (cont’d) Michael Porter’s Generic Strategies