The document discusses various strategies for corporate-level diversification, including related and unrelated diversification. It explains that related diversification can achieve synergistic benefits through economies of scope and market power by leveraging core competencies and sharing resources and activities across similar businesses. Unrelated diversification seeks to create value through corporate restructuring, parenting, and portfolio management activities provided by the corporate office. The document provides examples of companies that have successfully implemented various diversification strategies and discusses the potential benefits, risks and tradeoffs involved.

1. Canadian
Strategic Management: Edition
Creating Competitive Advantages
Gregory G. Dess
G. T. Lumpkin
Theodore Peridis
Part 2: Strategic
Formulation
Chapter 6
Corporate-Level Strategy:
Creating Value through
Diversification
STRATEGIC MANAGEMENT
McGraw-Hill Ryerson Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives
• After reading this chapter, you should
have a good understanding of:
1. Why firms engage in diversification efforts
and how managers can create value
through diversification initiatives.
2. How corporations can use related
diversification to achieve synergistic
benefits through economies of scope and
market power.
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3. Learning Objectives
• After reading this chapter, you should
have a good understanding of:
3. How corporations can use unrelated
diversification to achieve synergistic
benefits trough corporate restructuring,
parenting, and portfolio analysis.
4. The various means of engaging in
diversification: mergers and acquisitions,
strategic alliances and joint ventures,
internal development.
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4. Learning Objectives
• After reading this chapter, you should
have a good understanding of:
5. The value of real options analysis (ROA) in
making resource allocation decisions under
conditions of high uncertainty.
6. The reason for the failure of many
diversification efforts.
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5. Making Diversification Work
• What businesses should a corporation
compete in?
• How should these businesses be
managed to jointly create more value
than if they were freestanding units?
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6. Making Diversification Work
• Diversification initiatives must create value for
shareholders
• Mergers and acquisitions
• Strategic alliances
• Joint ventures
• Internal development
• Diversification should create synergy
Business Business
1 2
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7. Key issues corporate versus business
strategy
CORPORATE STRATEGY: How to create a competitive advantage
for the whole company
• What businesses should we be in?
• How should these be managed?
• How to create value for the corporation as a whole?
BUSINESS STRATEGY: How to create a competitive advantage in
specific, individual product markets
• Which customers to serve (who?) – segmentation
• Which customers needs to satisfy (what?) – differentiation
• Resources and value chain activities necessary to satisfying customer
needs (how?) – “core competencies”
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8. Synergy
• Related businesses (horizontal
relationships)
• Sharing tangible resources
• Sharing intangible resources
Manufacturing Specialized Patents,
facilities skills copyrights, etc.
Production Distribution Favorable
facilities channels reputation
Business Business
1 2
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9. Synergy
• Unrelated businesses (hierarchical
relationships)
• Value creation derives from corporate office
• Leveraging support activities
Business
Human Firm 2
resource mgmt infrastructure
Technology Information
Procurement
development systems
Business
1
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10. Creating Value
Related Diversification
Leveraging core competencies
• 3M leverages it competencies in adhesives technologies to many
industries, including automotive, construction, and telecommunications
Sharing activities
• McKesson, a large distribution company, sells many product lines,
such as pharmaceuticals and liquor, through its superwarehouses
Pooled negotiating power
• The Times Mirror Company increases its power over customers by
providing “one-stop shopping” for advertisers to reach customers
through multiple media—television and newspapers—in several huge
markets such as New York and Chicago
Vertical integration
• Shaw industries, a giant carpet manufacturer, increases its control over
raw materials by producing much of its own polypropylene fiber, a key
input to its manufacturing process
Exhibit 6.1 Creating Value through Related and Unrelated Diversification
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11. Creating Value
Unrelated Diversification: Parenting, Restructuring, and
Financial Synergies
Corporate restructuring and parenting
• The corporate office of Cooper Industries adds value to its acquired
businesses by performing such activities as auditing their
manufacturing operations, improving their accounting activities, and
centralizing union negotiations
Portfolio management
• Novartis, formerly Ciba-Geigy, uses portfolio management to improve
many key activities, including resource allocation and reward and
evaluation systems
Exhibit 6.1 Creating Value through Related and Unrelated Diversification
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12. Related Diversification: Economies of
Scope and Revenue Enhancement
• Economies of scope
• Cost savings from leveraging core
competencies or sharing related activities
among businesses in the corporation
• Leverage or reuse key resources
 Favorable reputation
 Expert staff
 Management skills
 Efficient purchasing operations
 Existing manufacturing facilities
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13. Leveraging Core Competencies
• Core competencies
• The glue that binds existing businesses
together
• Engine that fuels new business growth
• Collective learning in a firm
 How to coordinate diverse production skills
 How to integrate multiple streams of technologies
 How to market diverse products and services
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14. Three Criteria of Core Competencies
• Three criteria (of core competencies)
Superior
Customer
that lead to the creation of value and
value synergy
• Core competencies must enhance
competitive advantage(s) by creating
superior customer value
• Develop strengths relative to
competitors
• Build on skills and innovations
• Appeal to customers
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15. Three Criteria of Core Competencies
• Three criteria (of core competencies)
Superior
Customer
that lead to the creation of value and
value synergy
• Different businesses in the firm must
Businesses be similar in at least one important
similar in way way related to the core competence
related to core
competency • Not essential that products or
services themselves be similar
• Is essential that one or more
elements in the value chain
require similar essential skills
• Brand image is an example
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16. Three Criteria of Core Competencies
• Three criteria (of core competencies)
Superior
Customer
that lead to the creation of value and
value synergy
• Core competencies must be difficult
Businesses for competitors to imitate or find
similar in way substitutes for
related to core
competency • Easily imitated or replicated core
competencies are not a sound
basis for sustainable advantages
Difficult to
imitate or find • Specialized technical skills
substitutes for acquired only in company work
experience are an example
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17. Sharing Activities
• Corporations can also achieve synergy by
sharing tangible and value-creating activities
across their business units
• Common manufacturing facilities
• Distribution channels
• Sales forces
• Sharing activities provide two payoffs
• Cost savings
• Revenue enhancements
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18. Cost Savings through Sharing Activities
• Most common type of synergy
• Savings obtained through
• Eliminating duplicate jobs
• Eliminating duplicate facilities
• Eliminating related expenses
• Savings may be offset by
• Greater costs of coordinating shared activities
• Costs of compromising design or performance of a
shared activity
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19. Enhancing Revenue through Sharing
Activities
• Acquiring firm and its target may achieve a
higher level of sales growth together than either
could have achieved on its own
• Combined distribution channels can escalate sales
of the acquiring company’s products
• Enhanced effectiveness of differentiation strategies
• Can have a negative effect on a given
business’s differentiation
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20. Pooled Negotiating Power
• Similar businesses
working together can
Bargaining have stronger bargaining
position relative to
Bargaining Bargaining
power
power power • Suppliers
• Customers
• Competitors
Business Business
1 2 • Abuse of bargaining
power may affect
relationships with
customers, suppliers and
competitors
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21. Vertical Integration
• Benefits
Dependency • Secure source of supply of
• Suppliers raw materials
• Customers
• Secure distribution
Business
channels
2
Dependency • Protection and control over
assets and services
Dependency
• Suppliers • Access to new business
• Customers opportunities and
Business technologies
1 • Simplified procurement
and administrative
procedures
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22. Vertical Integration
• Risks
• Costs and expenses
associated with increased
overhead and capital
Business expenditures
2
Dependency
• Loss of flexibility resulting
from inability to respond
quickly to changes in the
external environment
• Problems associated with
Business unbalanced’ capacities or
1
unfilled demand along the
value chain
• Additional administrative
costs
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23. Vertical Integration: Benefits and Risks
Benefits
• A secure source of raw materials or distribution channels.
• Protection of and control over valuable assets.
• Access to new business opportunities
• Simplified procurement and administrative procedures.
Risks
• Costs and expenses associated with increased overhead and capital
expenditures
• Loss of flexibility resulting from large investments.
• Problems associated with unbalanced capacities along the value chain.
• Additional administrative costs associated with managing a more complex
set of activities.
Exhibit 6.3 Benefits and Risks of Vertical Integration
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24. Vertical Integration
In making decisions associated with vertical integration,
four issues should be considered
1. Are we satisfied with the quality of the value that our present
suppliers and distributors are providing?
2. Are there activities in our industry value chain presently being
outsourced or performed independently by others that are a
viable source of future profits?
3. Is there a high level of stability in the demand for the
organization’s products?
4. How high is the proportion of additional production capacity
actually absorbed by existing products or by the prospects of
new and similar products?
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25. Analyzing Vertical Integration: The
Transaction Cost Perspective
Negotiating
Search costs
costs
Negotiating
Search costs
Market costs
transaction
Enforcement Costs of
costs written
Monitoring contract
contract
costs
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26. Unrelated Diversification: Financial
Synergies and Parenting
• Most benefits from unrelated
diversification are gained from vertical
(hierarchical) relationships
• Parenting and restructuring of businesses
• Allocate resources to optimize
 Profitability
 cash flow
 Growth
• Appropriate human resources practices
• Financial controls
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27. Corporate Parenting
• Parenting—creating
Corporate value within business
office units
• Experience of the
• Plans corporate office
• Budgets
• Procurement • Support of the corporate
• Legal functions office
• Financial functions
• Human resource management
Business Business Business
unit unit unit
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28. Corporate Restructuring
• Find poorly performing
Corporate
office
firms
• With unrealized
• Sell off parts potential
• Reduce payroll
• Change strategies • On threshold of
• Change management significant positive
• Infuse new technologies
• Reduce unnecessary expenses change
Business
Business Business
Business Business
Business
unit
unit unit
unit unit
unit
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29. Corporate Restructuring
• Corporate management must
• Have insight to detect undervalued companies or
businesses with high potential for transformation
• Have requisite skills and resources to turn the
businesses around
• Restructuring can involve changes in
• Assets
• Capital structure
• management
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30. Portfolio Management
Key
Each circle
represents one of
the firm’s
business units
Size of circle
represents the
relative size of the
business unit in
terms of revenue
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31. Portfolio Management
• Creation of synergies and shareholder
value by portfolio management and the
corporate office
• Allocate resources (cash cows to stars and
some question marks)
• Expertise of corporate office in locating
attractive firms to acquire
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32. Portfolio Management
• Creation of synergies and shareholder
value by portfolio management and the
corporate office
• Provide financial resources to business units
on favorable terms reflecting the
corporation’s overall ability to raise funds
• Provide high quality review and coaching for
units
• Provide a basis for developing strategic
goals and reward/evaluation systems
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33. Means to Achieve Diversification
• Acquisitions or mergers
• Pooling resources of other companies with a
firm’s own resource base
• Joint venture
• strategic alliance
• Internal development
• New products
• New markets
• New technology
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34. Mergers and Acquisitions
Value Created Value Destroyed
Deal Year Since Combination Since
Combination
Manulife/John Hancock 2003 $ 12.7 billion _____
AOL/Time Warner 2001 _____ $148 billion
Vodafone/Mannesmann2000 _____ $299 billion
Pfizer/Warner-Lambert 2000 _____ $78 billion
Glaxo/SmithKline 2000 _____ $40 billion
Chase/J. P. Morgan 2000 _____ $26 billion
Exxon/Mobil 1999 $ 8 billion _____
SBC/Ameritech 1999 _____ $68 billion
WorldCom/MCI 1998 _____ $94 billion
Travelers/Citicorp 1998 $109 billion _____
Daimler/Chrysler“The Numbers Don’t Lie,” Fast Company, September 2002, p. 80. and Thomson Datatream
Source: K. H. Hammonds, 1991 _____ $36 billion
Exhibit 6.2 Ten Biggest Mergers and Acquisitions of All Time and Their Effect on Shareholder Wealth
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35. Strategic Alliances and Joint Ventures
Entering new
• Introduce successful product
markets or service into a new market
• Lacks requisite marketing
expertise
 Doesn’t understand customer
needs
 Doesn’t know how to promote the
product
 Doesn’t have access to proper
distribution channels
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36. Strategic Alliances and Joint Ventures
Entering new
• Join other firms to reduce
markets manufacturing (or other) costs
in the value chain
Reducing
• Pool capital
costs in value • Pool value-creating activities
chain
• Pool facilities
• Economies of scale
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37. Strategic Alliances and Joint Ventures
Entering new
• Develop or diffuse new
markets technologies
• Use expertise of two or more
companies
Reducing
costs in value • Develop products
chain technologically beyond the
capability of the companies
Developing acting independently
diffusing new
technology
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38. Unmet Expectations: Strategic Alliances
and Joint Ventures
• Improper partner
• Each partner must bring desired
complementary strengths to partnership
• Strengths contributed by each should be
unique
• Partners must be compatible
• Partners must trust one another
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39. Real Options Analysis
• Stock options (financial assets)
• Real options ( real assets or physical
things)
• Investments can be staged
• Strategic decision-makers have “tollgates”
• Increased knowledge about outcomes at the
time of the next investment decision
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40. Managerial Motives Can Erode Value
Creation
• Growth for growth’s sake
• Egotism
• Antitakeover tactics
• Greenmail
• Golden parachute
• Poison pills
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