BATTLEFIELD ORM: TIPS, TACTICS AND STRATEGIES FOR CONQUERING YOUR DATABASE
Chp-05.ppt
1. Fred R. David
Prentice Hall
Ch5-1
Chapter 5
Strategies in Action
Strategic Management:
Concepts and Cases. 9th edition
Fred R. David
PowerPoint Slides by
Anthony F. Chelte
Western New England College
3. Fred R. David
Prentice Hall
Ch5-3
Chapter Outline
• Long-Term Objectives
• Types of Strategies
• Integration Strategies
4. Fred R. David
Prentice Hall
Ch5-4
Chapter Outline
• Intensive Strategies
• Diversification Strategies
• Defensive Strategies
• Means for Achieving Strategies
5. Fred R. David
Prentice Hall
Ch5-5
Chapter Outline
• Michael Porter’s Generic Strategies
• Strategic Management in Nonprofit
and Governmental Organizations
• Strategic Management in Small
Firms
6. Fred R. David
Prentice Hall
Ch5-6
Long-Term Objectives
• The results expected from pursuing
certain strategies
7. Fred R. David
Prentice Hall
Ch5-7
Long-Term Objectives
Objectives –
– Quantifiable
– Measurable
– Realistic
– Understandable
– Challenging
– Hierarchical
– Obtainable
– Congruent
– Time-line
8. Fred R. David
Prentice Hall
Ch5-8
Long-Term Objectives
Long-term objectives are necessary –
– Corporate
– Divisional
– Functional levels
9. Fred R. David
Prentice Hall
Ch5-9
Integration Strategies
Vertical
Integration
Strategies
Forward Integration
Backward Integration
Horizontal Integration
10. Fred R. David
Prentice Hall
Ch5-10
Integration Strategies
Vertical Integration strategies –
–Allow a firm to gain control over:
• Distributors
• Suppliers
• competitors
11. Fred R. David
Prentice Hall
Ch5-11
Integration Strategies
Forward Integration –
–Gaining ownership or increased control
over distributors or retailers
12. Fred R. David
Prentice Hall
Ch5-12
Integration Strategies
Guidelines for Forward Integration –
Present distributors are expensive, unreliable, or
incapable of meeting firm’s needs
Availability of quality distributors is limited
When firm competes in an industry that is expected
to grow markedly
Organization has both capital and human resources
needed to manage new business of distribution
Advantages of stable production are high
Present distributors have high profit margins
13. Fred R. David
Prentice Hall
Ch5-13
Integration Strategies
Backward Integration –
–Seeking ownership or increased
control of a firm’s suppliers
14. Fred R. David
Prentice Hall
Ch5-14
Integration Strategies
Guidelines for Backward Integration –
When present suppliers are expensive, unreliable,
or incapable of meeting needs
Number of suppliers is small and number of
competitors large
High growth in industry sector
Firm has both capital and human resources to
manage new business
Advantages of stable prices are important
Present supplies have high profit margins
15. Fred R. David
Prentice Hall
Ch5-15
Integration Strategies
Horizontal Integration –
–Seeking ownership or increased
control over competitors
16. Fred R. David
Prentice Hall
Ch5-16
Integration Strategies
Guidelines for Horizontal Integration –
Firm can gain monopolistic characteristics without
being challenged by federal government
Competes in growing industry
Increased economies of scale provide major
competitive advantages
Faltering due to lack of managerial expertise or
need for particular resources
17. Fred R. David
Prentice Hall
Ch5-17
Michael Porter’s Generic Strategies
Cost Leadership Strategies
Differentiation Strategies
Focus Strategies
18. Fred R. David
Prentice Hall
Ch5-18
Generic Strategies
Cost Leadership Strategies –
Pursued in conjunction with differentiation
Economies or diseconomies of scale
Capacity utilization achieved
Linkages with suppliers and distributors
19. Fred R. David
Prentice Hall
Ch5-19
Generic Strategies
Low Cost Producer Advantages –
Market of many price-sensitive buyers
Few ways of achieving product
differentiation
Buyers not sensitive to brand differences
Large number of buyers with bargaining
power
20. Fred R. David
Prentice Hall
Ch5-20
Generic Strategies
Differentiation Strategies –
Greater product flexibility
Greater compatibility
Lower costs
Improved service
Greater convenience
More features
21. Fred R. David
Prentice Hall
Ch5-21
Generic Strategies
Differentiation Strategies –
Allow firm to charge higher price
Gain customer loyalty
22. Fred R. David
Prentice Hall
Ch5-22
Generic Strategies
Focus Strategies –
Industry segment of sufficient size
Good growth potential
Not crucial to success of major competitors
23. Fred R. David
Prentice Hall
Ch5-23
Generic Strategies
Focus Strategies –
Consumers have distinctive preferences
Rival firms not attempting to specialize in the
same target segment
24. Fred R. David
Prentice Hall
Ch5-24
Intensive Strategies
Intensive
Strategies
Market Penetration
Market Development
Product Development
25. Fred R. David
Prentice Hall
Ch5-25
Intensive Strategies
Intensive strategies –
–Require intensive efforts to improve a
firm’s competitive position with existing
products
26. Fred R. David
Prentice Hall
Ch5-26
Intensive Strategies
Market Penetration –
–Seeking increased market share for
present products or services in present
markets through greater marketing
efforts
27. Fred R. David
Prentice Hall
Ch5-27
Intensive Strategies
Guidelines for Market Penetration –
Current markets not saturated
Usage rate of present customers can be increased
significantly
Market shares of competitors declining while total
industry sales increasing
Increased economies of scale provide major
competitive advantages
28. Fred R. David
Prentice Hall
Ch5-28
Intensive Strategies
Market Development –
–Introducing present products or
services into new geographic area
29. Fred R. David
Prentice Hall
Ch5-29
Intensive Strategies
Guidelines for Market Development –
New channels of distribution that are reliable,
inexpensive, and good quality
Firm is very successful at what it does
Untapped or unsaturated markets
Capital and human resources necessary to manage
expanded operations
Excess production capacity
Basic industry rapidly becoming global
30. Fred R. David
Prentice Hall
Ch5-30
Intensive Strategies
Product Development –
–Seeking increased sales by improving
present products or services or
developing new ones
31. Fred R. David
Prentice Hall
Ch5-31
Intensive Strategies
Guidelines for Product Development –
Products in maturity stage of life cycle
Competes in industry characterized by rapid
technological developments
Major competitors offer better-quality products at
comparable prices
Compete in high-growth industry
Strong research and development capabilities
32. Fred R. David
Prentice Hall
Ch5-32
Diversification Strategies
Diversification
Strategies
Concentric
Diversification
Conglomerate
Diversification
Horizontal
Diversification
33. Fred R. David
Prentice Hall
Ch5-33
Diversification Strategies
Diversification strategies –
–Becoming less popular as
organizations are finding it more
difficult to manage diverse business
activities
34. Fred R. David
Prentice Hall
Ch5-34
Diversification Strategies
Concentric Diversification –
–Adding new, but related, products or
services
35. Fred R. David
Prentice Hall
Ch5-35
Diversification Strategies
Guidelines for Concentric Diversification –
Competes in no- or slow-growth industry
Adding new & related products increases sales of
current products
New & related products offered at competitive prices
Current products are in decline stage of the product
life cycle
Strong management team
36. Fred R. David
Prentice Hall
Ch5-36
Diversification Strategies
Conglomerate Diversification –
–Adding new, unrelated products or
services
37. Fred R. David
Prentice Hall
Ch5-37
Diversification Strategies
Guidelines for Conglomerate Diversification –
Declining annual sales and profits
Capital and managerial talent to compete
successfully in a new industry
Financial synergy between the acquired and
acquiring firms
Exiting markets for present products are saturated
38. Fred R. David
Prentice Hall
Ch5-38
Diversification Strategies
Horizontal Diversification –
–Adding new, unrelated products or
services for present customers
39. Fred R. David
Prentice Hall
Ch5-39
Diversification Strategies
Guidelines for Horizontal Diversification –
Revenues from current products/services would
increase significantly by adding the new unrelated
products
Highly competitive and/or no-growth industry w/low
margins and returns
Present distribution channels can be used to market
new products to current customers
New products have counter cyclical sales patterns
compared to existing products
40. Fred R. David
Prentice Hall
Ch5-40
Defensive Strategies
Defensive
Strategies
Retrenchment
Divestiture
Liquidation
41. Fred R. David
Prentice Hall
Ch5-41
Defensive Strategies
Retrenchment –
–Regrouping through cost and asset
reduction to reverse declining sales
and profit
42. Fred R. David
Prentice Hall
Ch5-42
Defensive Strategies
Guidelines for Retrenchment –
Firm has failed to meet its objectives and goals
consistently over time but has distinctive
competencies
Firm is one of the weaker competitors
Inefficiency, low profitability, poor employee morale,
and pressure from stockholders to improve
performance.
When an organization’s strategic managers have
failed
Very quick growth to large organization where a
major internal reorganization is needed
43. Fred R. David
Prentice Hall
Ch5-43
Defensive Strategies
Divestiture –
–Selling a division or part of an
organization
44. Fred R. David
Prentice Hall
Ch5-44
Defensive Strategies
Guidelines for Divestiture –
When firm has pursued retrenchment but failed to
attain needed improvements
When a division needs more resources than the firm
can provide
When a division is responsible for the firm’s overall
poor performance
When a division is a misfit with the organization
When a large amount of cash is needed and cannot
be obtained from other sources.
45. Fred R. David
Prentice Hall
Ch5-45
Recent Divestitures
Dell Computer web-hosting division FON Group
Cititgroup Citi Capital GE Capital Fleet Services
Maytag Blodgett Middleby Corporation
Wescoast Energy British Columbia Gas BC Gas
Westcoast Energy Union Energy Epcor Utilities
Westcoast Energy Westcoast Capital Epcor Utilities
Credit Suisse CSFBdirect Bank of Montreal
emerson Electric Chromalox JPMorgan Partners
General Motors Hughes Electronics Echostar Communications
DuPont drug division Bristol-Myers Squibb
Parent Company Part Being Divested Acquiring Company
Recent Divestitures
46. Fred R. David
Prentice Hall
Ch5-46
Defensive Strategies
Liquidation–
–Selling all of a company’s assets, in
parts, for their tangible worth
47. Fred R. David
Prentice Hall
Ch5-47
Defensive Strategies
Guidelines for Liquidation –
When both retrenchment and divestiture have been
pursued unsuccessfully
If the only alternative is bankruptcy, liquidation is an
orderly alternative
When stockholders can minimize their losses by
selling the firm’s assets
48. Fred R. David
Prentice Hall
Ch5-48
Means for Achieving Strategies
Joint Venture/Partnering –
Two or more companies form a temporary
partnership or consortium for purpose of capitalizing
on some opportunity.
49. Fred R. David
Prentice Hall
Ch5-49
Means for Achieving Strategies
Cooperative Arrangements –
Research and development partnerships
Cross-distribution agreements
Cross-licensing agreements
Cross-manufacturing agreements
Joint-bidding consortia
50. Fred R. David
Prentice Hall
Ch5-50
Means for Achieving Strategies
Problems Causing Joint Ventures to Fail –
Managers who must collaborate daily not involved
in forming or shaping the venture
Venture may benefit the companies but not the
customers
Venture not supported equally by both partners
Venture may begin to compete with one of the
partners more so than the other
51. Fred R. David
Prentice Hall
Ch5-51
Means for Achieving Strategies
Guidelines for Joint Ventures –
Combination of privately held and publicly held can be
synergistically combined
Domestic forms joint venture with foreign firm, can obtain local
management to reduce certain risks
Distinctive competencies of two or more firms are
complementary
Overwhelming resources and risks where project is potentially
very profitable (e.g., Alaska pipeline)
Two or more smaller firms have trouble competing with larger
firm
A need exists to introduce a new technology quickly
52. Fred R. David
Prentice Hall
Ch5-52
Recent Mergers
Acquiring Firm Acquired Firm
Hewlett-Packard Compaq Computer
Ebay Homes Direct
PepsiCo Quaker Oats
Sara Lee Earthgrains Company
Phillips Petroleum Conoco
Devon Anderson Exploration
AMR TWA
Tellabs Ocular Networks
53. Fred R. David
Prentice Hall
Ch5-53
Key Terms
• Acquisition
• Backward Integration
• Combination Strategy
• Concentric Diversification
• Conglomerate Diversification
• Cooperative Arrangements
• Cost Leadership
54. Fred R. David
Prentice Hall
Ch5-54
Key Terms
• Differentiation
• Diversification Strategies
• Divestiture
• Focus
• Forward Integration
• Franchising
• Generic Strategies
55. Fred R. David
Prentice Hall
Ch5-55
Key Terms
• Horizontal Diversification
• Horizontal Integration
• Integration Strategies
• Intensive Strategies
• Joint Venture
• Liquidation
• Long-Term Objectives
56. Fred R. David
Prentice Hall
Ch5-56
Key Terms
• Market Development
• Market Penetration
• Merger
• Outsourcing
• Product Development
• Retrenchment
• Takeover
• Vertical Integration