Sometimes divesting a business must be considered because market conditions in a once-attractive industry have badly deteriorated. B. has a clear path to achieving 1 + 1 = 3 synergy gains in shareholder value. Diversification merits strong consideration whenever a single-business company ltd. If A and B's consolidated profits in the years to come prove no greater than what each could have earned on its own, then A's diversification won't provide its shareholders with added value. When new infrastructure is needed before market demand can surge.
- Diversification merits strong consideration whenever a single-business company store
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C. When a pioneer is pursuing product innovation. Because a cash hog's financial resources must be provided by the corporate parent, corporate managers must decide whether it makes good financial and strategic sense to keep pouring new money into a business that is likely to need cash infusions for some years to come (until slowing growth causes its capital requirements to diminish and/or until increased profitability and bigger cash flows from operations become large enough to fund its capital requirements). D. each business's cash flow characteristics and return on capital invested. Of course, this benefit of utilizing a diversified company's administrative resources and expertise to support the needs of its individual business is just as much available to corporations pursuing related diversification as to those pursuing unrelated diversification. The option of sticking with the current business lineup makes sense when. A diversified company's strategy fails the resource fit test when its financial resources are stretched across so many businesses that its credit rating is impaired. N Resource and capability requirements. 576648e32a3d8b82ca71961b7a986505. Management Theory Review: Corporate Diversification Strategy - Theory - Review Notes. The most important strategy-making guidance that comes from drawing a Nine-Cell Industry Attractiveness-Competitive Strength Matrix is. Assessments of how a diversified company's subsidiaries compare in competitive strength should be based on such factors as. To test whether a particular diversification move has good prospects for creating added shareholder value, corporate strategists should use the. Evaluating the Strategy of a Diversified Company.
When it can leverage existing competencies and. The sum of weighted ratings across all the strength measures provides a quantitative measure of a business unit's overall competitive strength. A Catch-22 can prevail here, however. D. offers potential for the company's existing businesses and new businesses to perform better together under a single corporate umbrella. 40 Sum of importance weights 1. Successful deployment of such capabilities raises the chance that building a portfolio of unrelated businesses will yield 1 + 1 = 3 results and thus pass the better-off test. N Seasonal and cyclical factors. D. when the industry is growing rapidly and the target industry is comprised of several relatively large and well-established firms. N Combining the related value chain activities of separate businesses into a single operation to achieve lower costs. Step 5: Ranking the Performance Prospects of Business Units and Assigning a Priority for Resource Allocation Once a diversified company's businesses are evaluated from the standpoints of industry attractiveness, competitive strength, strategic fit, and resource fit, the next step is to use this information to rank the performance prospects of the businesses from best to worst. C. Using online sales at the company's Web site as a relatively minor distribution channel for achieving incremental sales. EBay divested its PayPal business in 2015 by selling it to the public via an initial public offering of common stock that generated proceeds to eBay of $45 billion, about 30 times what it paid to acquire PayPal in 2002. B. Diversification merits strong consideration whenever a single-business company nyse. the best companies to acquire are those that offer the greatest economies of scope rather than the greatest economies of scale. Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance The diagnosis and conclusions flowing from the five preceding analytical steps set the agenda for crafting strategic moves to improve a diversified company's overall performance.
B. indicates which businesses are cash hogs and which are cash cows. Diversify into Both Related and Unrelated Businesses. Diversification merits strong consideration whenever a single-business company store. The strategic options to improve a diversified company's overall performance do not include which of the following categories of actions? 1 shows the things to look for in identifying a company's diversification strategy. It can diversify its present revenue and earning base to a small extent (so that new businesses account for less than 15 percent of companywide revenues and profits) or to a major extent (so that new businesses produce 30 percent or more of revenues and profits). Diversifying into related businesses offering economies of scope paves the way for realizing a low-cost advantage over less diversified rivals.
Diversification Merits Strong Consideration Whenever A Single-Business Company Nyse
The greater the relatedness among the value chains of a diversified company's sister businesses, the bigger the window for converting strategic fits into competitive advantage via (1) cross-business transfer of valuable competitive assets, (2) the capture of cost- saving efficiencies via sharing use of the same resources, (3) cross-business use of a well-respected brand name, and/or (4) cross-business collaboration to create new resource strengths and capabilities. N Ongoing declines in the market shares of one or more major business units that are falling prey to more market-savvy competitors. A. is useful for helping decide which businesses should have high, average, and low priorities in allocating corporate resources. But there are successful diversified companies also. Doing an appraisal of each business unit's strength and competitive position not only reveals its chances for success in its industry but also provides a basis for ranking the units from competitively strongest to competitively weakest and sizing up the competitive strength of all the business units as a group. A. it has resources or capabilities that are eminently transferable to other related or complementary businesses. What is the company's approach to allocating investment capital and resources. The better-off test for evaluating whether a particular diversification move is likely to generate added value for shareholders involves assessing whether the diversification move. 1 Identifying a Diversified Company's Strategy. C. Low incremental investments to establish a Web site, the ability to access a wider customer base and the ability to use existing distribution centers and/or company store locations for picking orders from on-hand inventories and making deliveries. Evaluate the relative competitive strength of each of the company's business units. In unrelated as well as related businesses and in the markets of foreign countries as well as in domestic markets.
C. How best to try to offset the company's competitive disadvantage vis-à-vis rivals that already sell direct to buyers at their Web site. The Path to Enhancing Shareholder Value via Unrelated Diversification For a strategy of unrelated diversification to produce companywide financial results above and beyond what the businesses could generate operating as stand-alone entities, corporate executives should pursue five outcomes: 1. D. identify bargain-priced companies with big upside potential and then turn around their operations quickly with the aid of the parent company's financial resources and managerial know-how. N Too many businesses in slow-growth, declining, low-margin, or otherwise unattractive industries. Or a mixture of both? Sometimes, however, the transfer of competitively valuable resources and capabilities is reversed, proceeding from a newly acquired business to existing businesses.
Corporate Diversification Strategy - Theory - Review Notes. 3 Related Businesses Possess Related Value Chain Activities and Competitively Valuable Cross-Business Strategic Fits. 5) have comparatively low industry attractiveness and minimal competitive strength, typically making them weak performers with little potential for improvement. The demanding and time-consuming nature of these four tasks explains why top executives in diversified companies generally refrain from becoming immersed in the details of crafting and executing business-level strategies. The cost-of-entry test. E. focus on broadening the scope of diversification to include a larger number of businesses and boost the company's growth and profitability. Unless a diversified company's collection of unrelated businesses is more profitable operating under the company's corporate umbrella than they would be operating as independent businesses, an unrelated diversification strategy can not create economic value for shareholders. Each attractiveness measure is then assigned a weight reflecting its relative importance in determining an industry's attractiveness—not all attractiveness measures are equally important. Tags: Strategic Management - Strategy Formulation. Retrenching to a Narrower Diversification Base A number of diversified firms have had difficulty managing a diverse group of businesses and have elected to exit some of them. Wrigley's, a producer of chewing gum and candies and now a subsidiary of Mars, Inc., is said to be a consistent generator of surplus cash flows approaching 15 percent of revenues. The purpose of rating the competitive strength of each business is to gain a clear understanding of which businesses are strong contenders in their industries, which are weak contenders, and the underlying reasons for their strength or weakness.
Diversification Merits Strong Consideration Whenever A Single-Business Company Ltd
C. ranking the performance prospects of the various businesses from best to worst and determining the priorities for resource allocation. Are there potential competitive benefits from cross-business sharing of a corporate parent's umbrella brand name or corporate reputation? CORE CONCEPT A cash cow business generates cash flows over and above its internal requirements, thus providing a corporate parent with funds for investing in cash hog businesses, financing new acquisitions, or paying dividends. 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. C. has a clear path to global market leadership in the industries where it has related businesses. Diversification moves that satisfy all three tests have the greatest potential to grow shareholder value over the long term. Avoiding the extra costs associated with operating Web site e-stores. A corporate parent's actions to help strengthen the long-term competitive positions and profitability of its individual businesses can include providing managerial expertise, funding for desirable new operating improvements and capital investments, assorted kinds of administrative support from central headquarters, and other resources that may be useful (which may include acquiring similar businesses and merging their operations into an existing business).
A move to diversify into a new business stands little chance of producing added long-term shareholder value unless it can pass three tests:2. The strategic options boil down to five broad categories of actions: n Sticking closely with the existing business lineup and pursuing the profitable growth opportunities these businesses present. The task of crafting a diversified company's overall or corporate strategy falls squarely in the lap of top-level executives and involves four distinct facets: 1. The basic premise of unrelated diversification is that any business that has good profit prospects and can be acquired on good financial terms is a good business to diversify into. E. the firm has not built up a hoard of cash with which to finance a diversification effort. A. ability to spread business risk over truly diverse businesses (as compared to related diversification, which is limited to spreading risk only among businesses with strategic fit). Using relative market share to measure competitive strength is analytically superior to using straightpercentage market share. A chain of radio stations acquiring TV stations. A. generates unusually high profits and returns on equity investment.
Step 4: Checking for Good Resource Fit The businesses in a diversified company's lineup need to exhibit good resource fit.
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