0 increases, there's reason to question whether the company can perform well with so many businesses in relatively weak competitive positions. B. Diversification merits strong consideration whenever a single-business company based. concentrating most of a company's financial resources in cash cow businesses and allocating little or no additional resources to cash hog businesses until they show enough strength to generate positive cash flows. Are the corporate parent's resources and parenting capabilities poorly matched to the resource requirements of one or more businesses it has diversified into? Focusing corporate resources on a few core and mostly related businesses avoids the mistake of diversifying so broadly that resources and management attention are stretched too thin.
- Diversification merits strong consideration whenever a single-business company india
- Diversification merits strong consideration whenever a single-business company login
- Diversification merits strong consideration whenever a single-business company reported
- Diversification merits strong consideration whenever a single-business company based
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A business can become a prime candidate for divestiture because it lacks adequate strategic or resource fit, because it is a cash hog with questionable long-term potential, or because remedying its competitive weaknesses is too expensive relative to the likely gains in profitability. Whether the competitive strategies employed in each business act to reinforce the competitive power of the strategies employed in the company's other businesses. C. Using online sales at the company's Web site as a relatively minor distribution channel for achieving incremental sales. C. There is ample time to launch the new business from the ground up and entry barriers can be hurdled at acceptable cost. What Does Crafting a Diversification Strategy Entail? Diversification merits strong consideration whenever a single-business company india. As businesses are divested, corporate restructuring generally involves aligning the remaining business units into groups with the best strategic fits and then redeploying the cash flows from the divested businesses to either pay down debt or make new acquisitions to strengthen the parent company's business position in the industries it has chosen to emphasize.
N Company profitability may prove somewhat more stable over the course of economic upswings and downswings because market conditions in all industries don't move upward or downward simultaneously. E. To carefully weigh the first-mover advantages against the first-mover disadvantages and act accordingly. Or existing businesses. Other Benefits a Corporate Parent Can Provide to Boost the Performance of Its Business Subsidiaries There are two other commonly employed ways that corporate parents can enhance the financial performance of their unrelated businesses. Management Theory Review: Corporate Diversification Strategy - Theory - Review Notes. A. the business lineup includes a number of cash cows. C. spread its business risk across various industries by only acquiring firms that are strong competitors in their respective industries. A company pursuing related diversification can gain a competitive edge over less diversified rivals by transferring competitively valuable resources from one business to another; a multinational company can gain competitive advantage over rivals with narrower geographic coverage by transferring competitively valuable resources from one country to another.
The most popular strategy for entering new businesses and accomplishing diversification is. Strategic fit exists whenever one or more activities in the value chains of different businesses are sufficiently similar to present opportunities for one or more of the following:3. n Transferring competitively valuable resources and capabilities from one business to enhance the competitiveness and performance of a sister business. The more one industry's value chain and resource requirements match up well with the value chain activities of other industries in which the company has operations, the more attractive the industry is to a firm pursuing related diversification. Each business unit is then rated on each of the chosen strength measures, using a rating scale of 1 to 10 (where a high rating signifies competitive strength and a low rating signifies competitive weakness). The company's positions in existing. D. Diversification merits strong consideration whenever a single-business company login. cash hog businesses is sufficient to fund the needs of its cash cow businesses. 0% found this document not useful, Mark this document as not useful. When a company is only earning a low profit margin in its principal business. 00 Weighted overall competitive strength scores 7. Normally, competitively strong businesses in attractive industries have significantly better performance prospects than competitively weak businesses in unattractive industries. 8 The parenting activities of corporate executives often include identifying, recruiting, and hiring talented managers to run individual businesses and thereby squeeze out better business performance than otherwise might have occurred. Weighted attractiveness scores are then calculated by multiplying the industry's rating on each measure by the corresponding weight. Business units in the least attractive industries are potential candidates for divestiture, unless they are positioned strongly enough to overcome the unattractive aspects of their industry environments or they are a strategically important component of the company's business make-up.
Diversification Merits Strong Consideration Whenever A Single-Business Company Login
The strategic key to actually capturing maximum competitive advantage is for a diversified multinational company to focus its diversification efforts in industries where there are resource-sharing and resource-transfer opportunities and where there are important economies of scope and big benefits to cross-business use of a potent brand name. C. resource fit test, the profitability test, and the shareholder value test. A 10 percent market share, for example, does not signal much competitive strength if the leader's share is 50 percent (a 0. All the organizations cannot.
B. cost sharing between separate businesses whose activities can be combined. 2 provides sample calculations of competitive strength ratings for three businesses. Each business is on its own in trying to build a competitive edge and the consolidated performance of the businesses is likely to be no better than the sum of what the individual businesses could achieve if they were independent. A second way that a parent company can provide value to its unrelated business occurs when a corporate parent has a well-recognized or highly reputable name or brand that is not strongly attached to a certain product and thus can readily be shared by many or all of its individual businesses. With a strategy of unrelated diversification, an acquisition is deemed attractive if it passes the industry attractiveness and cost-of-entry tests and if it has good prospects for attractive financial performance— little, if any, consideration is given to whether the value chains of a conglomerate's businesses have any strategic fits. 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. Being able to eliminate or reduce costs by combining related value-chain activities of different businesses into a single operation. The industry attractiveness test. D. Whether to employ a forward integration strategy. No potential for competitive advantage beyond any benefits of corporate parenting and what each individual business can generate on its own. A. the difficulties of passing the cost-of-entry test and the ease with which top managers can make the mistake of diversifying into businesses where competition is too intense.
While past performance is not always a reliable predictor of future performance, it does signal whether a business is a consistent or inconsistent performer and how well it has coped with shifting market conditions in times past. D. Shareholder value is created when the diversified company's profitability exceeds expectations. D. sharing common administrative and customer service infrastructure. D. company has run out of ways to achieve a distinctive competence in its present business.
Diversification Merits Strong Consideration Whenever A Single-Business Company Reported
All four types of actions to capture strategic fit opportunities along the value chains of related businesses tend to produce synergistic outcomes: improved competitiveness of one or more businesses and greater ability to perform better as sister businesses than as stand-alone businesses. D. determine which one has the biggest market share and is growing the fastest. When it can leverage existing competencies and. Note that only business units that are market share leaders in their respective industries can have relative market shares greater than 1. Are cost reductions that flow from operating in multiple businesses. Financial Resource Fit The most important dimension of financial resource fit concerns whether a diversified company can generate the internal cash flows sufficient to fund the capital requirements of its businesses, pay dividends, meet its debt obligations, and otherwise remain financially healthy. C. Stem from cost-saving strategic fits along the value chains of related businesses. One very important advantage of a product-information-only Web site strategy is. N A multinational diversification strategy provides opportunities to capture economies of scope arising from cost-saving strategic fits among related businesses. Chapter 8 • Diversification Strategies 172. n When diversifying into closely related businesses opens new avenues for reducing costs. Being first to initiate a particular move can have a high payoff when. But the problem comes when things start to go awry in a business despite the best effort of business unit managers, and top-level corporate executives have to get deeply involved in helping turn around a business they do not know that much about. B. a company has the resources to adequately support the requirements of its businesses as a group without spreading itself too thin and when individual businesses add to a company's overall strengths. An e-book published by McGraw-Hill Education.
C. ensure at least three companies within the industry are clearly well-understood to ensure validated scores. A. diversify into new industries that present opportunities to combine value chain activities of two or more businesses to lower costs. 15 gives a weighted strength rating of 0. C. brand sharing between business units that have common customers or that draw upon common core competencies.
40 Sum of importance weights 1. For instance, BTR, a multibusiness company in Great Britain, discovered that the company's resources and managerial skills were well suited for parenting industrial manufacturing businesses but not for parenting its distribution businesses (National Tyre Services and Texas-based Summers Group). C. volatile sales and profits and making the mistake of diversifying into too many cash cow businesses. C. Integrating forward or backward into the target industry. Changing industry conditions—new technologies, product innovation that stimulates the introduction of substitute products, fast-shifting buyer preferences, or intensifying competition—can undermine a company's ability to deliver ongoing gains in revenues and profits.
Diversification Merits Strong Consideration Whenever A Single-Business Company Based
Combination Related–Unrelated Diversification Strategies There's nothing to preclude a company from diversifying into both related and unrelated businesses. C. The business is in an industry with low attractiveness and has a weak competitive position in that industry. It makes good financial and strategic sense for diversified companies to keep cash cows in healthy condition, fortifying and defending their market position to preserve their cash-generating capability over the long term and thereby have an ongoing source of financial resources to deploy elsewhere. The competitive advantage potential that flows from the capture of strategic-fit benefits is what enables a company pursuing related diversification to achieve 1 + 1 = 3 financial performance and the hoped-for gains in shareholder value. Diversified multinational companies that market the products of different businesses under an umbrella brand name that is widely known and well-respected across the world gain important marketing and advertising advantages over rivals with lesser-known brands. 40 Seasonal and cyclical influences 0. A. have a quantitative basis for identifying which businesses have large/small competitive advantages or competitive disadvantages vis-à-vis the rivals in their respective industries. 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. A. the company's present businesses offer attractive growth opportunities and can be counted on to generate good earnings and cash flows for shareholders. The bubbles in Figure 8. 7, average strength as scores of 3. The three tests for judging whether a particular diversification move can create value for shareholders are the.
The specifics of "what to do" to wring better performance from the present business lineup have to be dictated by each business's circumstances and the preceding analysis of the corporate parent's diversification strategy. Cross-business strategic fits can be derived from. C. Related diversification is particularly well-suited for the use of offensive strategies and capturing valuable financial fits. Plus, the more a company's related diversification strategy is tied to transferring know-how or technologies from existing businesses to newly acquired or competitively weak businesses, the more time and money that has to be put into developing a deep-enough pool of business-level and corporate-level resources and capabilities to supply both new businesses and competitively weak businesses with the quantity and quality of the resource infusions they need to be successful. The following factors are used in quantifying the competitive strengths of a diversified company's business subsidiaries: n Relative market share. I think our biggest achievement to date has been bringing back to life an inherent Disney synergy that enables each part of our business to draw from, build upon, and bolster the others.
25 gives a weighted attractiveness score of 2. The intensity of competition in an industry should nearly always carry a high weight (say, 0. For example, a small business located in the upper right cell of the matrix, despite being in a highly attractive industry, may occupy too weak of a competitive position in its industry to justify the investment and resources needed to turn it into a strong market contender and shift its position left in the matrix over time.
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