Corporate strategies unit 4
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1) Corporate integration strategies involve combining activities related to a firm's existing business processes or expanding into adjacent businesses serving similar customers. 2) Horizontal integration is the acquisition of similar firms operating at the same stage, often for geographical expansion. It can reduce costs and increase bargaining power but provides little evidence of value creation. 3) Diversification adds new, distinct businesses to leverage competencies and resources, though unrelated diversification risks unsuccessful ventures due to dissimilar skill sets.
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Vertical Integration
Vertical integration is a strategy where a company gains control over suppliers or distributors in its industry's value chain. There are two main types: backward integration, where a company takes control of suppliers, and forward integration, where it takes control of distributors. A company considers vertical integration when the costs of making or distributing internally are lower than market costs, and if the new activities fit with its competencies. The strategy can reduce costs and improve quality and coordination, but may also increase bureaucracy, reduce flexibility, and risk antitrust issues if the company becomes a monopoly. Alternatives with less investment and control, like contracts, may sometimes be better options.
Vertical Boundaries of the Firm
The slide is prepared for Economics of Strategy class in Prasetiya Mulya Business School. In week 4, we discuss about vertical boundaries of the firm which define which activities in the vertical chain a firm should perform itself and which it should purchase from independent firms in the market. This concept is important for firms to formulate strategy.
Vertical & horizontal integration
Vertical integration refers to when a firm controls production, distribution, and sales under one entity, allowing them to retain all profits. The key advantages are lower transaction costs and quality control, while disadvantages include less flexibility and barriers to market entry. Horizontal integration expands a company within the same industry, such as through acquisitions, providing economies of scale, diversity, and reduced competition, but less flexibility.
Vertical and horizontal integration
This document defines and compares horizontal and vertical integration strategies. Horizontal integration involves combining businesses that operate at the same stage of production, such as when an automobile manufacturer acquires a sport utility vehicle maker. The main advantages are economies of scale and market power, while disadvantages include increased costs and potential antitrust issues. Vertical integration combines businesses at different stages of production, such as a tire company owned by an automaker. Upstream integration involves owning suppliers, while downstream integration means owning distributors. Vertical integration can reduce costs and entry barriers but also limits flexibility and increases bureaucracy. The best strategy depends on a company's resources, and alternatives like contracts may offer more benefits than full integration in some cases.
Backward Integration Concept
Vertical integration is referred to as the degree to which a firm is integrated with its upstream suppliers
and downstream distributors in an industry.
http://www.researchomatic.com/Vertical-Integration-Process-38425.html
Horizontal & Vertical Integration
Horizontal integration is when a company expands production of similar goods or services within the same part of the supply chain, either through internal growth, acquisition, or merger. This can lead to monopoly if the company captures most of the market share. Vertical integration is when a company expands operations across different steps of the production process, such as a manufacturer owning suppliers or distributors. The document discusses advantages and disadvantages of both types of integration such as increased economies of scale but also larger organization size and decreased flexibility.
Horizontal Boundaries of the Firm
The slide is prepared for Economics of Strategy class in Prasetiya Mulya Business School. In week 3, we discuss about horizontal boundaries of the firm which define how much of the total product market the firm serves (scale) and what variety of related products the firm offers (scope). This concept is important for firms to formulate strategy.
Vertical integration - integration strategies - corporate level strategies S...
When pursuing a vertical integration strategy, a firm gets involved in new portions of the value chain. This approach can be very attractive when a firm’s suppliers or buyers have too much power over the firm and are becoming increasingly profitable at the firm’s expense.
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Vertical Integration
Vertical integration is a strategy where a company gains control over suppliers or distributors in its industry's value chain. There are two main types: backward integration, where a company takes control of suppliers, and forward integration, where it takes control of distributors. A company considers vertical integration when the costs of making or distributing internally are lower than market costs, and if the new activities fit with its competencies. The strategy can reduce costs and improve quality and coordination, but may also increase bureaucracy, reduce flexibility, and risk antitrust issues if the company becomes a monopoly. Alternatives with less investment and control, like contracts, may sometimes be better options.
Vertical Boundaries of the Firm
The slide is prepared for Economics of Strategy class in Prasetiya Mulya Business School. In week 4, we discuss about vertical boundaries of the firm which define which activities in the vertical chain a firm should perform itself and which it should purchase from independent firms in the market. This concept is important for firms to formulate strategy.
Vertical & horizontal integration
Vertical integration refers to when a firm controls production, distribution, and sales under one entity, allowing them to retain all profits. The key advantages are lower transaction costs and quality control, while disadvantages include less flexibility and barriers to market entry. Horizontal integration expands a company within the same industry, such as through acquisitions, providing economies of scale, diversity, and reduced competition, but less flexibility.
Vertical and horizontal integration
This document defines and compares horizontal and vertical integration strategies. Horizontal integration involves combining businesses that operate at the same stage of production, such as when an automobile manufacturer acquires a sport utility vehicle maker. The main advantages are economies of scale and market power, while disadvantages include increased costs and potential antitrust issues. Vertical integration combines businesses at different stages of production, such as a tire company owned by an automaker. Upstream integration involves owning suppliers, while downstream integration means owning distributors. Vertical integration can reduce costs and entry barriers but also limits flexibility and increases bureaucracy. The best strategy depends on a company's resources, and alternatives like contracts may offer more benefits than full integration in some cases.
Backward Integration Concept
Vertical integration is referred to as the degree to which a firm is integrated with its upstream suppliers
and downstream distributors in an industry.
http://www.researchomatic.com/Vertical-Integration-Process-38425.html
Horizontal & Vertical Integration
Horizontal integration is when a company expands production of similar goods or services within the same part of the supply chain, either through internal growth, acquisition, or merger. This can lead to monopoly if the company captures most of the market share. Vertical integration is when a company expands operations across different steps of the production process, such as a manufacturer owning suppliers or distributors. The document discusses advantages and disadvantages of both types of integration such as increased economies of scale but also larger organization size and decreased flexibility.
Horizontal Boundaries of the Firm
The slide is prepared for Economics of Strategy class in Prasetiya Mulya Business School. In week 3, we discuss about horizontal boundaries of the firm which define how much of the total product market the firm serves (scale) and what variety of related products the firm offers (scope). This concept is important for firms to formulate strategy.
Vertical integration - integration strategies - corporate level strategies S...
When pursuing a vertical integration strategy, a firm gets involved in new portions of the value chain. This approach can be very attractive when a firm’s suppliers or buyers have too much power over the firm and are becoming increasingly profitable at the firm’s expense.
Strategic management
This PowerPoint presentation was created solely for educational purposes. The images and content in this presentation belonged to the rightful owner.
Gbe unit 4
The document discusses various strategies and concepts related to international business. It covers:
1. The value chain framework which categorizes a firm's activities into primary and support activities.
2. Different strategies firms can take when expanding globally including international, multi-domestic, global, and transnational strategies.
3. Factors firms consider when making location decisions including trade barriers, transportation costs, and political/economic risks.
4. Various foreign market entry modes such as exporting, contractual agreements like licensing and franchising, and equity-based entries like joint ventures.
So in summary, the document provides an overview of strategic frameworks, concepts, and considerations for firms operating internationally across different value chain
Lecture 2
The document discusses various types of corporate strategies including directional strategies like growth, stability, and retrenchment. It also discusses generic strategies like overall cost leadership, differentiation, and focus described by Michael Porter. Grand strategies are defined across four dimensions including internal/external and related/unrelated. Methods for implementing strategies are also outlined such as modernization, diversification through mergers, acquisitions, and joint ventures. Factors to consider for strategic choice and implementing selected strategies are defined.
Mergers
Mergers can be either voluntary, known as a merger, or forced, known as a takeover. Mergers allow companies to integrate vertically by combining companies in different production stages, or horizontally by combining competing companies in the same industry. Companies pursue mergers and integration to gain economies of scale through cost savings from larger size, to compete with larger firms, or eliminate competition. There are several types of economies of scale like technical economies from shared machinery, managerial economies from specialist managers, and commercial economies from bulk purchasing. However, very large integrated firms can also experience diseconomies of scale from ineffective operations, slow decision-making, and poor communication.
Mergers And Takeovers
There are two types of corporate integration: mergers, where two companies voluntarily join to form one new company, and takeovers, where integration is forced. Firms integrate horizontally through mergers with competitors in the same industry or vertically with companies at different production stages. Companies pursue integration to gain economies of scale through cost savings from operating on a larger scale, to compete with larger firms, or eliminate competition. Economies of scale can provide technical, managerial, financial, commercial, marketing, and research benefits from operating more efficiently at a larger scale. However, very large firms can also experience diseconomies of scale from ineffective operations, slow decision-making, and poor communication.
Growth of firms
This document discusses different ways that firms can grow, including internally through reinvesting profits or externally through integration or diversification. It defines integration as mergers or takeovers between firms, which can be horizontal between competitors or vertical along the supply chain. Vertical integration includes forward integration by buying downstream businesses or backward integration by buying upstream suppliers. Diversification involves unrelated acquisitions in new industries. The document outlines advantages like economies of scale but also disadvantages of these different growth strategies such as communication issues or decreased flexibility. It provides examples and asks students to identify types of growth in different scenarios.
Marketing strategies of a product diversified company
This document discusses the marketing strategies of a product diversified company. It defines product diversification as entering a new market or industry with a new product. There are three main types of diversification: concentric/related which involves related activities within an industry; conglomerate/unrelated which involves unrelated activities; and horizontal which adds new products for current customers. The goals of diversification include minimizing risk and capitalizing on strengths. While diversification can lead to growth, it also carries risks such as decreased focus on the core business. Successful diversification requires managing complexity and acquiring new skills.
Diversification
This document discusses corporate diversification strategies, including horizontal expansion into related and unrelated industries. It identifies three main dimensions of corporate strategy: business diversification, vertical integration, and geographic expansion. Several motives for diversification are provided, including economies of scope and scale, risk reduction, and avoiding declining industries. The advantages of diversification include market power, scope economies, internal transaction efficiencies, and an internal capital market. Related diversification can be more profitable when industries are related through shared activities, competencies, or linkages.
Value Chain: Competitive Advantage
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https://www.manager.it/default.asp?page=A_porterchain.html&folder=f_imparare
Diversification
Diversification is the process of expanding a company's range of products or fields of operation in order to manage risk. It allows companies to offset losses from underperforming business lines. The main advantages are reducing risk, increasing financial gains, market share, and growth. However, diversification can also lead to overextension, lack of expertise in new areas, and increased costs if not approached carefully. Companies diversify their business in either related or unrelated ways. Some examples of companies that have successfully diversified are provided.
Diversification strategies
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, capture synergies, spread risk, and leverage brands. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate comprises unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
concentric or related diversification
This document discusses concentric (or related) diversification as a corporate strategy. It defines concentric diversification as entering new markets that are related to a company's existing business through common customers, technologies, or product functions. The document provides examples of related diversification and lists advantages as increasing market share and opportunities for economies of scale. It also notes potential disadvantages like increased complexity and risk. Finally, it concludes that related diversification can help companies build competitive advantages over competitors by increasing market opportunities and profits.
Copetetive Environment
The document discusses concepts related to perfect competition and competitive strategy. It defines characteristics of perfect competition, including homogeneous goods and free entry/exit from the market. It then poses questions about assessing market attractiveness, competing for higher profits, and resources needed for competition. The document goes on to discuss barriers to entry like economies of scale, excess capacity, and switching costs. It also covers retaliatory barriers, forms of rivalry between firms, and how to analyze competitors by identifying and ranking them.
Diversification
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, gain strategic benefits, and spread risk. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate acquires various unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
Vertical and horizontal integration explained
Vertical integration refers to a company owning all stages of production for a good or service. Horizontal integration means a company owns multiple businesses within the same stage of production or industry. For example, a studio that owns a film production company, television network, and home video distributor is horizontally integrated. One of the earliest examples of vertical integration was Carnegie Steel, which controlled iron ore mines, coal mines, transportation, and talent development to manufacture steel.
Strategy
This document discusses unrelated diversification strategies for companies. It provides examples of large conglomerates that have diversified into unrelated industries, such as Berkshire Hathaway, Virgin, Reliance Industries, and General Electric. Factors that influence the choice of unrelated diversification strategies include financial robustness, industry profitability, co-insurance effects between firms, firm characteristics and strategies, and the general economic environment. The document recommends that companies carefully analyze market potential and compatibility when diversifying into new, unrelated industries to create value through economy of scope and addressing potential gaps compared to competitors.
Diversification strategies
This document discusses strategies for managing a group of diversified businesses. It explains that diversification involves operating in multiple business lines across different industries. A diversified company must craft a strategy that addresses several businesses competing in diverse environments. The document outlines related diversification, which involves businesses with strategic fits between value chains, and unrelated diversification, with no strategic fits. Related diversification offers potential for competitive advantages from skills transfer and cost savings, while unrelated diversification scatters risk across industries but provides limited competitive benefits. The document also discusses strategies for entering new businesses and evaluating diversification approaches.
Uas business study
This document discusses different ways that firms can grow, including internally through reinvesting profits or externally through integration or diversification. It defines horizontal and vertical integration, providing examples of each. Horizontal integration occurs when firms in the same industry combine, like two banks merging. Vertical integration is when a firm expands to different stages of production, either forward by acquiring a distributor or backward by acquiring a supplier. Diversification involves expanding into unrelated industries to spread risk. The document discusses advantages like economies of scale and disadvantages like increased costs for each type of external growth.
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This PowerPoint presentation was created solely for educational purposes. The images and content in this presentation belonged to the rightful owner.
Gbe unit 4
The document discusses various strategies and concepts related to international business. It covers:
1. The value chain framework which categorizes a firm's activities into primary and support activities.
2. Different strategies firms can take when expanding globally including international, multi-domestic, global, and transnational strategies.
3. Factors firms consider when making location decisions including trade barriers, transportation costs, and political/economic risks.
4. Various foreign market entry modes such as exporting, contractual agreements like licensing and franchising, and equity-based entries like joint ventures.
So in summary, the document provides an overview of strategic frameworks, concepts, and considerations for firms operating internationally across different value chain
Lecture 2
The document discusses various types of corporate strategies including directional strategies like growth, stability, and retrenchment. It also discusses generic strategies like overall cost leadership, differentiation, and focus described by Michael Porter. Grand strategies are defined across four dimensions including internal/external and related/unrelated. Methods for implementing strategies are also outlined such as modernization, diversification through mergers, acquisitions, and joint ventures. Factors to consider for strategic choice and implementing selected strategies are defined.
Mergers
Mergers can be either voluntary, known as a merger, or forced, known as a takeover. Mergers allow companies to integrate vertically by combining companies in different production stages, or horizontally by combining competing companies in the same industry. Companies pursue mergers and integration to gain economies of scale through cost savings from larger size, to compete with larger firms, or eliminate competition. There are several types of economies of scale like technical economies from shared machinery, managerial economies from specialist managers, and commercial economies from bulk purchasing. However, very large integrated firms can also experience diseconomies of scale from ineffective operations, slow decision-making, and poor communication.
Mergers And Takeovers
There are two types of corporate integration: mergers, where two companies voluntarily join to form one new company, and takeovers, where integration is forced. Firms integrate horizontally through mergers with competitors in the same industry or vertically with companies at different production stages. Companies pursue integration to gain economies of scale through cost savings from operating on a larger scale, to compete with larger firms, or eliminate competition. Economies of scale can provide technical, managerial, financial, commercial, marketing, and research benefits from operating more efficiently at a larger scale. However, very large firms can also experience diseconomies of scale from ineffective operations, slow decision-making, and poor communication.
Growth of firms
This document discusses different ways that firms can grow, including internally through reinvesting profits or externally through integration or diversification. It defines integration as mergers or takeovers between firms, which can be horizontal between competitors or vertical along the supply chain. Vertical integration includes forward integration by buying downstream businesses or backward integration by buying upstream suppliers. Diversification involves unrelated acquisitions in new industries. The document outlines advantages like economies of scale but also disadvantages of these different growth strategies such as communication issues or decreased flexibility. It provides examples and asks students to identify types of growth in different scenarios.
Marketing strategies of a product diversified company
This document discusses the marketing strategies of a product diversified company. It defines product diversification as entering a new market or industry with a new product. There are three main types of diversification: concentric/related which involves related activities within an industry; conglomerate/unrelated which involves unrelated activities; and horizontal which adds new products for current customers. The goals of diversification include minimizing risk and capitalizing on strengths. While diversification can lead to growth, it also carries risks such as decreased focus on the core business. Successful diversification requires managing complexity and acquiring new skills.
Diversification
This document discusses corporate diversification strategies, including horizontal expansion into related and unrelated industries. It identifies three main dimensions of corporate strategy: business diversification, vertical integration, and geographic expansion. Several motives for diversification are provided, including economies of scope and scale, risk reduction, and avoiding declining industries. The advantages of diversification include market power, scope economies, internal transaction efficiencies, and an internal capital market. Related diversification can be more profitable when industries are related through shared activities, competencies, or linkages.
Value Chain: Competitive Advantage
1. Primary & Support Activities
https://www.manager.it/default.asp?page=A_porterchain.html&folder=f_imparare
Diversification
Diversification is the process of expanding a company's range of products or fields of operation in order to manage risk. It allows companies to offset losses from underperforming business lines. The main advantages are reducing risk, increasing financial gains, market share, and growth. However, diversification can also lead to overextension, lack of expertise in new areas, and increased costs if not approached carefully. Companies diversify their business in either related or unrelated ways. Some examples of companies that have successfully diversified are provided.
Diversification strategies
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, capture synergies, spread risk, and leverage brands. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate comprises unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
concentric or related diversification
This document discusses concentric (or related) diversification as a corporate strategy. It defines concentric diversification as entering new markets that are related to a company's existing business through common customers, technologies, or product functions. The document provides examples of related diversification and lists advantages as increasing market share and opportunities for economies of scale. It also notes potential disadvantages like increased complexity and risk. Finally, it concludes that related diversification can help companies build competitive advantages over competitors by increasing market opportunities and profits.
Copetetive Environment
The document discusses concepts related to perfect competition and competitive strategy. It defines characteristics of perfect competition, including homogeneous goods and free entry/exit from the market. It then poses questions about assessing market attractiveness, competing for higher profits, and resources needed for competition. The document goes on to discuss barriers to entry like economies of scale, excess capacity, and switching costs. It also covers retaliatory barriers, forms of rivalry between firms, and how to analyze competitors by identifying and ranking them.
Diversification
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, gain strategic benefits, and spread risk. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate acquires various unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
Vertical and horizontal integration explained
Vertical integration refers to a company owning all stages of production for a good or service. Horizontal integration means a company owns multiple businesses within the same stage of production or industry. For example, a studio that owns a film production company, television network, and home video distributor is horizontally integrated. One of the earliest examples of vertical integration was Carnegie Steel, which controlled iron ore mines, coal mines, transportation, and talent development to manufacture steel.
Strategy
This document discusses unrelated diversification strategies for companies. It provides examples of large conglomerates that have diversified into unrelated industries, such as Berkshire Hathaway, Virgin, Reliance Industries, and General Electric. Factors that influence the choice of unrelated diversification strategies include financial robustness, industry profitability, co-insurance effects between firms, firm characteristics and strategies, and the general economic environment. The document recommends that companies carefully analyze market potential and compatibility when diversifying into new, unrelated industries to create value through economy of scope and addressing potential gaps compared to competitors.
Diversification strategies
This document discusses strategies for managing a group of diversified businesses. It explains that diversification involves operating in multiple business lines across different industries. A diversified company must craft a strategy that addresses several businesses competing in diverse environments. The document outlines related diversification, which involves businesses with strategic fits between value chains, and unrelated diversification, with no strategic fits. Related diversification offers potential for competitive advantages from skills transfer and cost savings, while unrelated diversification scatters risk across industries but provides limited competitive benefits. The document also discusses strategies for entering new businesses and evaluating diversification approaches.
Uas business study
This document discusses different ways that firms can grow, including internally through reinvesting profits or externally through integration or diversification. It defines horizontal and vertical integration, providing examples of each. Horizontal integration occurs when firms in the same industry combine, like two banks merging. Vertical integration is when a firm expands to different stages of production, either forward by acquiring a distributor or backward by acquiring a supplier. Diversification involves expanding into unrelated industries to spread risk. The document discusses advantages like economies of scale and disadvantages like increased costs for each type of external growth.
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Corporate Restructuring Listed Companies Regulatory Framework & Strategies
Presentation on Dimensions of Business Environment - Business ETHICS
Presentation on Dimensions of Business Environment - Business ETHICS
Business policy & strategic management notes-2011-12
Business policy & strategic management notes-2011-12
Similar to Corporate strategies unit 4
Sm 2 chp. 9
This document discusses various cooperative strategies that firms can employ, including strategic alliances, joint ventures, equity alliances, and non-equity alliances. It describes the types and benefits of these strategies at both the business and corporate levels. Specifically, it outlines how cooperative strategies can help firms access new markets, share risks and costs, and gain competitive advantages through combined resources and capabilities. The document also notes some of the challenges of international and network cooperative strategies and emphasizes the importance of effective management to maximize opportunities while minimizing competitive risks when employing these approaches.
Unit - 4_Part C_Strategic Management (18MBA25)_Cooperative Strategies
Companies sometimes form strategic alliances or collaborative partnerships to complement their own strategies and strengthen competitiveness. Strategic alliances can help companies face rivals in building market presence globally, compete through advanced technology, and reduce costs through expertise sharing. Success requires a clear strategic purpose, compatible goals between partners, risk identification, specialized task allocation, cooperation incentives, and long-term perspectives. Mergers and acquisitions combine companies, while outsourcing involves relying on external partners for some business activities. The choice depends on factors like improving quality, reducing costs, and focusing internally on core competencies.
internationalization coopertation digitalization
The document discusses various corporate, business, and functional strategies. It outlines three main types of corporate strategies - expansion, stability, and retrenchment. Expansion strategies include concentration, integration, diversification, cooperation, internationalization, and digitalization. Business strategies are made at the business unit level within the framework set by corporate strategies. Functional strategies are specific to areas like finance, marketing, IT, etc. The document also discusses internationalization strategies in detail, including reasons for going international and different entry modes like exports, contractual agreements, acquisitions and mergers, alliances etc.
strategic alliance, merger and acquisition strategy
strategic alliance
types of strategic alliance
advantages and disadvantages
merger and acquisition strategy
types of mergers
advantages and disadvantages
Long term strategy
The document discusses various long-term strategies and objectives that companies can pursue, including concentrated growth, market development, product development, innovation, integration, diversification, turnaround, divestiture, liquidation, and bankruptcy. It also covers strategic tools like the balanced scorecard, generic strategies of cost leadership and differentiation, and combination strategies like joint ventures and strategic alliances.
Business combinations
The Industrial revolution paved the way for the development of the Joint Stock Enterprises and large scale business. The doctrine of free competition combined with the expansion of markets to attract a large number of producers and made them think of the ways and means by which unhealthy and wasteful competition could be avoided
To combine is simply to become one of the parts of a whole or group for the prosecution of some common purposes.
business combinations.pdf
This document discusses various types of business combinations including mergers, acquisitions, consolidations, and integrations. It defines horizontal, vertical, and lateral combinations, and describes their advantages and disadvantages. Key points include:
- Horizontal combinations involve firms in the same industry/trade pursuing the same activities. They allow for economies of scale but competition is not eliminated.
- Vertical combinations integrate firms across different stages of production. They provide technical and cost efficiencies but require strong management across different activities.
- Lateral combinations involve firms making related but different products. Types include convergent, divergent, circular, and diagonal combinations.
- Other forms of combination include associations (trade associations, chambers of commerce),
International bussiness strategy
Profiting from Global Expansion, Global Expansion and Business Level Strategy, Pressures for Cost Reduction and Local Responsiveness; International Strategies- International Multinational, Domestic, Global and Transnational Strategies; Strategic Alliance- Types of Competitive Strategic Alliances, Advantages and Disadvantages of Strategic Alliances
Corporate level strategic alternatives
This document discusses various corporate level strategies including stability strategies, expansion strategies, retrenchment strategies, and combination strategies. It provides details on different types of strategies under each category such as no change strategies, profit strategies, and pause/proceed with caution strategies for stability. For expansion it discusses concentration strategies, integration strategies, diversification strategies, cooperation strategies, and internationalization strategies. Retrenchment strategies include turnaround strategies and divestment strategies. Combination strategies can be simultaneous, sequential, or a mix of both.
Diversification strategy ( megha and rakesh)
this ppt is regarding how a company or business can use strategy of diversification its business.there are basically two types of diversification strategy which are adopt by business.
Session 6 Internationalisation and international market entry strategies.pptx
Internationalisation and international market entry strategies, which are often used by multinational companies to enter new market.
Growth-Strategy2.ppt
This document discusses growth strategies for companies. It outlines that growth is now a defining characteristic of modern business and firms must continuously grow through reinvestment to meet stakeholder expectations and ensure survival. The key questions for companies are whether to grow within their current business or diversify. The options for growth include market expansion, product expansion, concentric diversification, and conglomerate diversification. Diversification carries both opportunities and risks that depend on the level of commonality between the existing and new businesses. Internal development, acquisition, joint ventures, and strategic alliances are discussed as generic entry strategies with their associated costs, risks and factors for success.
Generic strategy.pptx
The document discusses different generic strategies that companies can pursue, including cost leadership, differentiation, and focus. It provides details on each strategy, such as how cost leadership involves producing standardized products at low costs to gain market share. Differentiation creates uniqueness that allows companies to charge premium prices. Focus strategies target specific niches, pursuing either low costs or differentiation. Examples are given of companies implementing these strategies, such as how Ethiopian Airlines differentiates through its Cloud Nine service and loyalty program. The document cautions that companies need a clear generic strategy to achieve advantages over competitors.
STABILITY AND GROWTH OF STRATEGY
This document discusses stability and growth strategies as game changers for organizations. It defines stability strategies as focusing on maintaining current performance levels and minor functional improvements. Growth strategies aim to significantly increase objectives like market share and sales. The document outlines different forms of stability and growth strategies such as stability through diversification or minor strategies. It also discusses reasons for pursuing stability or growth and how to implement these strategies, giving examples from Indian companies. Risks of stability strategies and reasons for growth strategy failure are presented.
Competitive advantage
This document discusses concepts related to competitive advantage, value creation, and strategic positioning. It covers:
1) Competitive advantage arises from a firm earning higher profits than competitors due to favorable market dynamics and superior value creation through lower costs or greater benefits.
2) Value is created for customers as goods move down the value chain, and firms can gain advantage by having unique resources and capabilities that allow them to create more value.
3) Strategic positioning depends on whether a firm has a cost advantage or benefit advantage, and the price elasticity of demand determines whether a focus on market share or margins is best.
Marketing Management Series 06
This document discusses developing competitive advantage and strategic focus. It begins by defining competitive advantage and sources of competitive advantage. It then covers Porter's five competitive forces model and generic competitive strategies of cost leadership, differentiation, and focus. It notes the risks associated with each generic strategy if not sustained properly. It also briefly discusses the concept of transient advantage.
Business Growth Strategies
The document discusses various stages of business growth and strategies for growing a business. It outlines four stages of business growth: start up, initial growth, rapid growth, and continuous growth. It also discusses product lifecycles and different growth strategies businesses can employ, including market penetration, new products, alternative channels, diversification, integrative strategies, and horizontal/backward/forward integration. The key strategies suggested for increasing market share, sales and profits are to penetrate existing markets further, develop new products for existing and new customers, and pursue alternative distribution channels.
Entrepreneurial strategies
The document discusses various entrepreneurial strategies including entry wedges, business-level strategy, and business models. It defines entry wedges as ways to gain access to an industry, such as through a new product or service, parallel competition with similar offerings, or franchising a proven business formula. The document also discusses strategies at the corporate, business, and functional levels as well as factors like first-mover advantages, industry life cycles, and using resources to assess opportunities.
Chapter 8 presentation
1. The document discusses different business strategies such as cost leadership, differentiation, market focus, and speed-based strategies. It explains the characteristics and benefits of each strategy.
2. The stages of industry evolution are explored, from emerging to growing to mature to declining industries. The document outlines the competitive advantages and strategic choices that are most suitable for businesses in each stage.
3. Additional strategies are presented for fragmented and global industries, including decentralized approaches and specialization. The last section discusses strategies for diversification and integration.
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Unit - 4_Part C_Strategic Management (18MBA25)_Cooperative Strategies
Unit - 4_Part C_Strategic Management (18MBA25)_Cooperative Strategies
strategic alliance, merger and acquisition strategy
strategic alliance, merger and acquisition strategy
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留信网认证的作用:
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Corporate strategies unit 4
- 2. Integration strategies • Combining activities related to present business process of the firm • Refers to the Value Chain • Expansion through integration -- in adjacent business and results in serving the same set of customers.
- 3. Why Integrate ?? • Make of Buy analysis.. • Types of Integration • Horizontal Integration • Vertical Integration
- 4. Horizontal Integration • Takeover or acquisition of similar firms operating at same stage. • Normally it is a geographical expansion
- 5. Benefits of H I • Reduce costs • Increased Value through a wide range of bundled products • Reducing industry rivalry • Increased Bargaining power
- 6. Limitation of HI • No evidence of value creation • Attracts attention of regulation
- 7. Vertical Integration • When a firm deals in business to serve its own needs • A firm expands either to supply inputs or to distribute its products. • So it resorts to .. • Forward I and • Backward I • Besides this, there are two types.. • Full Integration and Taper Integration
- 8. Advantage of V I • Builds barrier to entry • Protects product quality • Improves scheduling
- 9. Disadvantage of V I • Cost Disadvantages • Technological change • Demand unpredictability
- 10. Diversification • Dependence on a single industry makes a firm vulnerable, hence firms diversify • Process of adding new business that are distinct from established operations • Involves two or more distinct businesses • It means new products for new markets
- 11. Diversification takes place when… • Firms want to invest in distinct business • When a company wants to leverage on competencies • Sharing resources • Managing rivalry – multipoint competition
- 12. Types of diversification 1) Related Diversification two types… a) Market Related D b) Technology related D 2) Unrelated Diversification
- 13. Reasons for related Diversification • Financial synergies in terms of cost reductions • Marketing synergies • Operational synergies • HR synergies Reasons for related Diversification • Maximising returns by investing in profit sector • Leveraging opportunities especially emerging • Stability in earnings • HR synergies
- 14. Risks of Diversification • Unrelated diversification may lead to unsuccessful ventures • Dissimilar skill sets a risk • High costs of diversification
- 15. Expansion through Cooperation • Coexist with cooperation • Rival firms get together for mutual benefit • Through…….. • Mergers and Acquisitions • Joint Ventures • Strategic Alliances
- 16. Mergers and Acquisitions • Merger is a combination • Acquisition is a takeover
- 17. Types of Mergers • Horizontal M • Vertical M • Concentric • Conglomerate(collection)
- 18. Reasons for Mergers • To reduce competition • Take advantage of synergies • To increase growth rate • To diversify • To improve stability and earnings • To avail tax concessions