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Strategic-fit considerations should be assigned a high weight for companies with related diversification strategies and dropped from the list of attractiveness measures altogether for companies pursuing unrelated diversification. A. Diversification merits strong consideration whenever a single-business company login. has integrated backward and forward as far as it can. Weighted strength ratings are calculated by multiplying the business unit's rating on each strength measure by the assigned weight. Pursuing opportunities to leverage cross-business value chain relationships and strategic fits into competitive advantage. C. There is a strong chance that the combined competitive advantages of the various businesses will produce a 1 + 1 = 3 performance outcome as opposed to just a 1 + 1 = 2 performance outcome.

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The core concepts and analytical techniques underlying each of these steps merit further discussion. A business exhibits a poor financial fit if it soaks up a disproportionate share of a corporate parent's financial resources, makes subpar or inconsistent bottom-line contributions, is too small to make a material earnings contribution, or is unduly risky (so that the financial well-being of the whole company could be jeopardized in the event it falls upon hard times). Management Theory Review: Corporate Diversification Strategy - Theory - Review Notes. This step draws upon the results of the preceding steps to devise actions for improving the collective performance of the company's different businesses. Businesses in the three cells in the lower right corner of the matrix (like Business B in Figure 8. C. frequency with which strategic alliances and collaborative partnerships are used in each industry, the extent to which firms in the industry utilize outsourcing, and whether the industries a company has diversified into have common key success factors. N Seasonal and cyclical factors.

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C. are more associated with unrelated diversification than related diversification. Two, the capture of cross-business strategic-fit benefits is possible only via a strategy of related diversification. 6) should usually take precedence over financial uses unless there are strong reasons to strengthen the firm's balance sheet or better reward shareholders. A. Diversification merits strong consideration whenever a single-business company.com. which businesses in the portfolio have the most potential for strategic fit and resource fit. D. strategic fit test, the industry attractiveness test, and the dividend effect test. B. evaluating the strategic fits and resource fits among the various sister businesses.

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Likewise, high competitive strength is defined as a score greater than 6. C. Being able to eliminate or reduce costs by extending the firm's scope of operations over a wider geographic area. B. the products of the different businesses are not bought by the same types of buyers or sold in the same types of retail stores. Diversification merits strong consideration whenever a single-business company near me. Assessing the attractiveness of the industries the company has diversified into, both individually and as a group. 2 Calculating Weighted Competitive Strength Scores for a Diversified Company's Business Units. General Electric, for example, has successfully applied its GE brand to such unrelated products and businesses as light bulbs (GE Lighting), medical products and health care (GE Healthcare), jet engines (GE Aviation), electric power generation and distribution equipment (GE Power), and locomotives (GE Transportation).

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The company's positions in existing. This can involve shifting funds from businesses with excess cash (more than needed to fund their operating requirements) to cash-short businesses with appealing growth opportunities. Have no power to sustain. A. they are in different industries. Being able to attract bargain-hunting shoppers by selling the company's merchandise online at lower prices than in traditional retail stores. Once a company decides to diversify, its first big strategy decision is whether to diversify into related businesses, unrelated businesses, or some mix of both (see Figure 8. D. is sometimes an attractive option for deepening a diversified company's technological expertise and supporting a faster rate of product innovation. E. assessing the competitive strength of each business the company has diversified into. For example, Citizen Watch Company is engaged in three businesses—watches, machine tools, and flat panel displays—that seem on the surface to be unrelated, but hidden from view one discovers that these businesses are indeed related because the value chains of all three products involve production activities that rely heavily on common miniaturization know-how and advanced precision technologies. Marketing Distribution Customer. Each has its pros and cons, but acquisition is the most frequently used; internal start-up takes the longest to produce home-run results, and joint venture/strategic partnership, though used second most frequently, is the least durable. The rationale for related diversification is strategic: Diversify into businesses with strategic fits along their respective value chains, capitalize on strategic-fit relationships to gain competitive advantage over rivals whose operations do not offer comparable strategic fit benefits, and then use competitive advantage to boost profitability and achieve the desired 1 + 1 = 3 impact on shareholder value.

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As shown in Figure 8. A Catch-22 can prevail here, however. But more than CORE CONCEPT just checking for the presence of good strategic fits is required. The more attractive an industry's prospects are for growth and good long-term profitability, the more expensive it can be to get into.

E. offers the prospect of gaining an immediate competitive advantage in the new industry and thus helps ensure that the diversification move will pass the competitive advantage test for building shareholder value. Whether to pursue a competitive advantage based on low-costs, differentiation or more value for the money. The task of crafting corporate strategy for a diversified company encompasses. A strategy of unrelated diversification has appeal from several angles: n Business risk is scattered over a set of truly diverse industries. This can work provided the heads of the various business units are capable and favorable conditions allow a business to consistently meet its numbers. In 2012, Kraft Foods instituted a dramatic restructuring by dividing itself into two companies.

A Diversified Company's. Did you find this document useful? In the event the available information is too skimpy to confidently assign a rating value to a business unit on a particular strength measure, it is usually best to use a score of 5—this avoids biasing the overall score either up or down. C. demanding managerial requirements and the limited competitive advantage potential that cross-business strategic fit provides. B. spreads the stockholders' risks across a group of truly diverse businesses. C. the industry is growing slowly and adding too much capacity too soon could create oversupply conditions. In which of the following instances is being a first-mover not particularly advantageous? That can be transferred to the products of other businesses. Retrenching to a narrower diversification base. To the extent that corporate parenting skills and other complementary parenting resources can actually deliver enough added value to individual businesses to yield a stream of dividends and capital gains for stockholders greater than a 1 + 1 = 2 outcome, a case can be made that unrelated diversification has truly enhanced shareholder value. N Too many competitively weak businesses.

Strategic fit exists when two businesses present opportunities to economize on marketing, selling and distribution costs. 7 percent of revenues); as of December 31, 2018, Microsoft's balance sheet showed the company had cash, cash equivalents, and short-term investments totaling $127. D. businesses included in the corporate portfolio compete in fast-growing industries. The cost-of-entry test for evaluating whether diversification into a particular industry is likely to build shareholder value involves determining whether. A nine-cell grid emerges from dividing the vertical axis into three regions (high, medium, and low attractiveness) and the horizontal axis into three regions (strong, average, and weak competitive strength).