Hai assalamualaikum everyone..Today 19/11/2013 we continue our lectures about new topic which is corporate strategic. What is corporate strategy??? It means the overall scope and direction of a corporation and the way in which its various business operation work together to achieve particular goals. What can i share today firstly i want to comment what is diversification strategy?? Diversification is a corporate strategy to increase sales volume
from new products and new markets. Diversification can be expanding into
a new segment of an industry that the business is already in, or
investing in a promising business outside of the scope of the existing
business. So it have 4 steps which is:-
- Picking new industries to enter and deciding on the means of entry
- Pursuing opportunities to leverage cross-business value chain relationships and strategy fit into competitive advantage
- Establishing investment priorities and steering corporate resources into the most attractive business units
- Initiating actions to boost the combined performance of the cooperation's collection of business.
How about shareholder value? The ultimate justification for diversifying?? Testing whether diversification will ads long term value for shareholder by:
a) The industry attractiveness test
b) The cost of entry test
c) The better off test
There are three forms of new business can take: acquisition, internal start up, or joint venture. The choice of which is best depends on the firm's resources and capabilities, the industry's entry barrier's, the important of speed and relative costs. Besides, there are two fundamental approach to diversification which is related business and unrelated business. What is RELATED Diversification? It means business with match ups along their respective value chain, and then capitalize on the strategic fit by sharing or transferring the resources and capabilities across matching value chain activities to gain competitive advantage. UNRELATED Diversification? Strategy that surrender the competitive advantage potential of strategic fit at the value chain level in return for the potential that can be realized from superior corporate parenting or sharing and transfer of generalized resources and capabilities.
# Evaluate the long-term attractiveness of the industries into which the firm has diversified.
# Evaluate the relative competitive strength of each of the company's business units.
# Check for cross business strategic fit
# Check whether the firm's resources fit the resource requirement of its present business lineup
# Rank the performance prospects of the business from best to worst, and determine what the corporate parent's priority should be in allocating resources to its various business
# Crafting new strategic moves to improve overall corporate performance.
In this chapter also have their own factors motivating the adding of business which is transfer of resources and capabilities to related or complementary business, rapidly changing technology, legislation, or new product innovation in core business, shoring up the market position and competitive capabilities of the firm's present business and extension of scope of the firm's operations into additional country markets.
An independent company created when a corporate parent divests a business by distributing to its stockholders new shares in the business called as SPINOFF.
Company wide restructuring or CORPORATE RESTRUCTURING is involve making major changes in a diversified company by divesting some business and acquiring others, so as to put a whole new face on the company's business lineup.
To conclude, Corporate level strategy involves making decisions about which businesses to own and invest in (portfolio strategy) and how to manage or parent the businesses (management/parenting strategy).
Added value logic is a common guiding thought in both portfolio strategy and parenting
strategy. Hence it is a central pillar of corporate -level strategy: companies should aim to be the best parents of the business units they own.