Corporate level strategic alternatives


Published on

Published in: Business, Technology
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Corporate level strategic alternatives

  1. 1. Corporate LevelStrategic Alternatives
  2. 2. Strategy• A strategy is a unified, comprehensive, and integrated plan that relates the strategic advantages of the firm to the challenges of the environment. It is designed to ensure that the basic objective of the enterprise are achieved through proper execution by the organization
  3. 3. Levels of Strategies
  4. 4. Corporate level strategyStability Expansion strategies Retrenchment strategiesstrategies Combination strategies No change strategies Concentration •Turnaround Pause/proceed Integration •Divestment with caution Simultaneous Diversification strategies •Liquidation Sequential Cooperation Profit strategies Combination Internationalization of both
  5. 5. Stability StrategiesA firm pursues stability strategy when2.It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.3.Its main strategic decisions focus on incremental improvement of functional performance.
  6. 6. Why Stability Strategies?It is less risky, involves less changes andpeople feel comfortable with things as theyareThe environment faced is relatively stableExpansion may be perceived as beingthreateningConsolidation is sought through stabilizingafter a period of rapid expansion
  7. 7. Types of Stability StrategiesNo change strategiesPause/proceed with caution strategiesProfit strategies
  8. 8. No Change StrategiesTaking no decision sometimes, is a decisiontoo!This strategy is relevant in predictable andcertain external environment and stableorganizational environment.Small and medium sized firms rely on thisstrategy
  9. 9. Profit StrategiesThings do changeIt is assumed that the problem is short livedOnly motive is sustaining profitability for atemporary phaseIt works only if the problems are really shortlived
  10. 10. Pause/Proceed With Caution StrategiesIt is employed to test the ground beforemoving ahead with a full-fledged corporatestrategyThe purpose is to let the system adapt to thenew strategiesIt is deliberate and conscious attempt
  11. 11. Expansion Strategies• Concentration strategies• Integration strategies• Diversification strategies• Cooperation strategies• Internationalization strategies• Digitalization strategies
  12. 12. Expansion StrategiesThe corporate strategy of expansion is followed whenan organization aims at high growth by substantiallybroadening the scope of one or more of its businessin terms of their respective customer groups,customer functions and alternative technologies-singly or jointly-in order to improve its overallperformance.
  13. 13. Expansion StrategiesIt may become imperative when theenvironment demands increase in pace ofactivity.Increasing size may lead to more control overthe market vis-à-vis competitors.Advantage from the experience curve andscale of operation may accrue.
  14. 14. Expansion StrategiesExpansion through concentrationExpansion through integrationExpansion through diversificationExpansion through cooperationExpansion through internationalisationExpansion through digitation
  15. 15. Concentration StrategiesConcentration is a simple, first-level type ofexpansion strategy. It involves convergingresources in one or more of a firm businessesin terms of their respective customer needs,customer functions, or alternativetechnologies-either singly or jointly- in such amanner that expansion results.
  16. 16. Concentration Strategies• Concentration strategies involve an investment of resources in a product line for an identified market, with the help of proven technology.
  17. 17. Ansoff Product-Market Matrix
  18. 18. Three Types of Concentration StrategiesMarket penetrationMarket developmentProduct developmentDiversification
  19. 19. Market PenetrationMarket penetration involves selling moreproduct to the same market: a firm mayattempt at focusing intensely on existingmarkets with its present products, using amarket penetration type of concentration.
  20. 20. Market DevelopmentIt involves selling the same products to newmarkets: it may try attracting new users forexisting products, resulting in a marketdevelopment type of concentration.
  21. 21. Product DevelopmentIt involves selling new products to the samemarkets: it may introduce newer productsin the existing markets by concentration onproduct development.
  22. 22. Expansion Through Integration
  23. 23. Integration StrategiesIntegration (from the Latin integer, meaningwhole or entire ) generally means combiningparts so that they work together or form a whole.Informational technology , there are severalcommon usages.Integration during product development processin which separately produced components orsub system s are combined and problems in theirinteractions are addressed.
  24. 24. Horizontal IntegrationWhen an organisation takes up the same typeof products at the same level of production ormarketing process, it is said to follow astrategy of horizontal integration.
  25. 25. Vertical Integration• When an organization starts making new products that serve its own needs, vertical integration takes place.• Any new activity undertaken with the purpose of either supplying inputs(such as raw materials) or serving as a customer for outputs (such as marketing of firm”s product) is vertical integration.
  26. 26. Expansion Through Diversification
  27. 27. Diversification Strategies• When new products are made for new markets then diversification take place. The notion of diversifying is therefore related to the newness of products or markets or both.• By adopting diversification, an organisation does something novel in terms of making new products or serving new markets or doing both simultaneously.
  28. 28. Concentric Diversification• If the new business is in any way related to the original business in terms of the customer groups served, customer functions performed or alternative technologies employed, then it is concentric diversification.
  29. 29. Types of Concentric Diversification• Marketing-related concentric diversification-: A similar type of product is offered with the help of unrelated technology.• Technology-related concentric diversification-: A new type of product or service is provided with the help of related technology.• Marketing-and technology-related concentric diversification-: A similar type of product or service is provided with the help of a related technology.
  30. 30. Conglomerate Diversification• When an organisation adopts a strategy which requires taking up those activities which are unrelated to the existing business definition of any of its businesses, it is conglomerate diversification.
  31. 31. Why are Diversification Strategies adopted?• Diversification strategies are adopted to minimize risk by spreading it over several business.• Diversification may be used to capabilities and business model so as to maximize organizational strength or minimize weakness.• Diversification may be the only way out if growth in existing business is blocked due to environmental and regulatory factors.
  32. 32. Expansion ThroughInternationalization
  33. 33. Internationalization StrategiesInternational strategies are type of expansionstrategies that require organizations tomarket their products or services beyond thedomestic or national market. For doing so, anorganization would have to assess theinternational environment, evaluate its owncapabilities and devise strategies to enterforeign markets.
  34. 34. Types Of Internationalization Strategies• International strategy-: Firms adopt an international strategy when they create value by transferring products and services to foreign markets where these products and services are not available.• Multidomestic strategy-: Firms adopt a multidomestic strategy when they try to achieve a high level of local responsiveness by matching their products and service offerings to the national conditions operating in the countries they operate in.
  35. 35. Types of Internationalization strategies• Global strategy-: Firms adopt a global strategy when they rely on a low-cost approach based on reaping the benefits of experience-curve effects and location economies and offering standardised products and services across different countries.• Transnational strategy-: Firms adopt a transnational strategy when they adopt a combined approach of low-cost and high local responsiveness simultaneously, for their products and services.
  36. 36. Advantages Of Expansion Through Internationalisation• Realising economies scale-: By expanding sales volume through international expansion, firms can realise cost economies of scale.• Realising economies of scope-: Firms develop valuable competencies and skills when they operate in home markets and implement particular business models.
  37. 37. Advantages Of Expansion Through Internationalisation• Expansion and extension of markets-: Economies of scale and scope enable firms to expand their markets from local to global markets, in a two-way beneficial relationship where the expanded markets enable the firms to realise lower costs and attain economies of scale.• Access to resources overseas-: by expanding internationally, firms gain access to resources overseas that they do not get when they operate in domestic markets only.
  38. 38. Disadvantages Of Expansion Through Internationalisation• Higher risks-: International expansion often entails a higher risk as compared to a situation where a firm operate only domestically.• Difficulty in managing cultural diversity-: International firms face challenges of managing cultural diversity within and outside.
  39. 39. Disadvantages Of Expansion Through Internationalization• Higher risks-: International expansion often entails a higher risk as compared to a situation where a firm operate only domestically.• Difficulty in managing cultural diversity-: International firms face challenges of managing cultural diversity within and outside.
  40. 40. Disadvantages Of Expansion Through Internationalisation• High bureaucratic costs-: Operating internationally require an extensive coordination between the home office and the foreign operations and subsidiaries.• Trade barriers-: Despite liberalisation of trade between countries, substantial trade barriers in the form of tariffs, pricing restrictions, differing standards or local content requirements exist.
  41. 41. Expansion ThroughCooperative Strategies
  42. 42. Cooperative Strategies• Corporate strategy is basically the growth design of the firm: it spells out the growth objective of the firm-the direction, extent, pace and timing of the firm’s growth.• Corporate strategy is basically concerned with the choice of businesses, product and markets.
  43. 43. Scope Of Corporate Strategy• It can also be viewed as the objective-strategy design of the firm.• It is the design for filling the firm’s strategic planning gap.• It is concerned with the choice of the firm’s products and markets.• It ensure that the right fit is achieved between the firm and its environment.• It helps built the relevant competitive advantages for the firm.
  44. 44. Types Of Corporate Strategies• Mergers and acquisitions• Joint Ventures• Strategic Alliances
  45. 45. Merger and Acquisition• Mergers and acquisitions -: refers to the aspect of corporate strategy, corporate finance and management dealing with the buying, selling, dividing and combining of different companies and similar entities that can help an enterprise grow rapidly in its sector or location of origin, or a new field or new location, without creating a subsidiary, other child entity or using a joint venture.
  46. 46. Types of Mergers and Acquisitions• Horizontal mergers• Vertical mergers• Concentric mergers• Conglomerate mergers
  47. 47. Reasons for Mergers and Acquisitions• To increase the value of the organizations stock.• To increase the growth rate and make a good investment.• To reduce competition.• To improve the stability of its earnings and sales.• To avail tax concessions and benefits.
  48. 48. How Mergers and Acquisitions take place?• Spell out the objective.• Assess managerial quality.• Indicate how the objective would be achieved.• Check the compatibility of business styles.• Treat people with dignity and concern.
  49. 49. Joint venture strategies• A joint venture could be considered as an entity resulting from a long- term contractual agreement between two or more parties, to undertake mutually beneficial economic activities, exercise joint control and contribute equity and share in the profit or losses of the entity.
  50. 50. Conditions for joint ventures• When an activity is uneconomical for an organization to do alone.• When the risk of business has to be shared and, therefore, is reduced for the participating firms.• When the distinctive competence of two or more organisations can be brought together.
  51. 51. Types of joint venture• Between two Indian organisations in one industry.• Between two Indian organisations across different industries.• Between an Indian organisation and a foreign organisation in India.• Between an Indian organisation and a foreign organisation in that foreign country.• Between an Indian organisation and a foreign organisation in a third country.
  52. 52. Benefits in joint venture• Minimizing risk• Reducing an individual company’s investment• Creating access to foreign technology• Broad- based equity participation• Access to government and political support and entering new fields of business and synergistic advantages
  53. 53. Disadvantages in joint ventures• Problems in equity participation• Foreign exchange regulations• Lack of proper coordination among participating firms• Cultural and behavioural differences and the possibility of conflict among the parteners
  54. 54. Strategic Alliances• Yoshino and Rangan define strategic alliances in terms of three necessary and sufficient characteristics:• Two or more firms unite to pursue a set of agreed upon goals, but remain independent subsequent to the information of the alliances• The partners firms contribute on a continuing basis, in one or more key strategic area, for ex. technology
  55. 55. Reasons For Strategic Alliances• Entering new markets• Reducing manufacturing costs• Developing and diffusing technology
  56. 56. Types Of Strategic Alliances• Procompetitive alliances (low interaction/low conflict).• Noncomprtitive alliances (high interaction/low conflict).• Competitive alliance (high interaction/high conflict).• Precompetitive alliance (low interaction/high conflict).
  57. 57. Managing Strategic Alliances• Clearly define a strategy and assign responsibilities.• Phase in the relationship between the partners.• Blend the culture of the partners• Provide for an exist strategy
  58. 58. Pitfalls In Strategic Alliances• Lack of trust and commitment• Perceived misunderstandings among partners• Conflicting goals and interests• Inadequate preparation for entering into partnership• Hasty implementation of plans and focussing on controlling the relationship rather than on managing it for mutual benefits
  59. 59. Digitalization Strategies• Digitalisation is defined as digital coding of information and the growing productivity gains in processing and transmission it enable. The versatility and economy of digitalisation makes information available efficiently, widely and cheaply within outside organisations.
  60. 60. Principles Underpinning Digitalisation Strategies• Outsourcing to the customer by letting them perform many of the service functions on their own• Cannibalizing their markets before their competitors do it• Treating each customer as a market segment through mass customisation• Structuring every transaction as a joint venture with the customer
  61. 61. Principles Underpinning Digitalisation Strategies• Managing innovation as a portfolio of options so that risk is minimised• Destroying one’s value chain• Replacing rude (human) interfaces with learning interfaces through customer- operated facilities
  62. 62. Digitisation, Value Chain and Value System• Value chains and value systems have worked in well-understood ways, where input the form of raw materials provided through inbound logistics to the organisation where value- addition takes place through operations . The finished products are then supplied through marketing and sales to the customer. After- sales services support the value chain process wherever needed.
  63. 63. Digitalisation transforms the value chainand value system in several different ways• Deconstruction- Digitalization changes the way that value chains and value systems might work.• Disintermediation- when some process in the value chain are eliminated• Re-intermediation- When processes in the value chain are supplemented by one or more intermediaries.
  64. 64. Digitalization transforms the value chainand value system in several different ways• Industry morphing-Digitalisation has created a situation where traditional industries are transforming into entirely new types of industries.• Cannibalisation-A set of activities performed in the value chain are being replaced by anew set of activities, thus eating away that part of value chain
  65. 65. Digitalization transforms the value chainand value system in several different ways• Techno-intensification- Digitalisation of the value chain and value system results in a situation where there is more intensive use of technology and a decreased use of human resources.• Re-channelling
  66. 66. Retrenchment strategiesA retrenchment strategy is pursued by a firm when: It sees the desirability of or necessity for reducing its product or service lines, markets, or functions It focuses its strategic decisions on functional improvement through the reduction of activities in units with negative cash flows.
  67. 67. Why Retrenchment strategies?The management no longer wishes to remainin business either partly or wholly, due tocontinuous losses and the organizationbecoming viableStability can be ensured by reallocation ofresources from unprofitable to profitablebusinessesThe environment faced is threatening
  68. 68. Types of Retrenchment strategies Turnaround strategies Divestment strategies Liquidation strategies
  69. 69. Combination StrategiesCombination strategies are used by a firm when: Its main strategic decisions focus on theconscious use of several grand strategies(expansion, stability, retrenchment) at the sametime(simultaneously) in several SBUs of thecompany.
  70. 70. Combination StrategiesIt plans to use several grand strategies atdifferent future times (sequentially)
  71. 71. Why Combination Strategies?If the organization is large and faces complexenvironmentThe organization is composed of differentbusinesses, each of which lies in a differentindustry, requiring a different response
  72. 72. Combination Strategies• Simultaneous combination strategies• Sequential combination strategies• Combination of simultaneous and sequential astrategies
  73. 73. References• Business Policy And Strategic Management -Lawrence R. Jauch, Rajiv Gupta, William F. Gluek• Strategic Management And Business Policy -Azhar Kazmi• Strategic Planning Formulation Of Corporate Strategy -V S Ramaswamy S Namakumari