Corporate strategy
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This slide is very helpful for Strategy Management and core Management students and also for those who are interested in learning about Strategy.The content is rich for understanding about Corporate Strategy.this slide will strength your basic about Strategy. Generally Corporate strategy defines the markets and the businesses in which an organisation chooses to operate and it is pallaned and run by top level Management.
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4 E of corporate strategy
The document discusses various corporate strategies including the 4 E's (extend, expand, exit, enhance). It defines key strategic concepts like vertical integration, horizontal integration, diversification, growth strategies, stability strategies, and retrenchment strategies. Some specific strategic options covered are mergers, acquisitions, strategic alliances, turnarounds, contractions, and divestments. The document also discusses factors like strategic fit, directional strategy, and the hierarchy of strategy from functional to corporate levels.
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This document discusses corporate level strategy and strategic options for companies. It covers:
1. The definition of corporate level strategy and the 4Es (extend, expand, exit, enhance) to address it.
2. Strategic choices like business closure, disposal, acquisition, reorganization, and start-up.
3. International entry options like exporting, licensing, franchising, and joint ventures.
4. Strategic alliances as a way for companies to collaborate without full ownership or control.
Corporate level strategies by AijazAryan
The document discusses various corporate restructuring strategies including stability, expansion, retrenchment, and combination strategies. It provides examples and explanations of each type of strategy. Stability strategies involve minor changes, expansion aims for high growth, and retrenchment reduces activities. Combination strategies mix elements of the other strategies. Mergers and acquisitions are also discussed as restructuring strategies. Success depends on achieving synergies and strategic fit between the combining organizations.
Chapter 4 corporate level strategies
The document discusses various corporate level strategies including:
1) Growth strategies like mergers, acquisitions, and strategic alliances which are designed to achieve sales and profit growth.
2) Stability strategies like maintaining the status quo to prioritize profit over growth.
3) Retrenchment strategies involving downsizing through turnarounds, consolidations, divestments, and even bankruptcy or liquidation.
The key factors in choosing a strategy include an analysis of the industry lifecycle, competitive environment, and a company's resources and capabilities. Strategic fit and international expansion are also important considerations at the corporate level.
Growth strategies in Strategic Management
This document discusses various growth strategies that organizations can pursue, as presented by Zeba Rukhsar of Utkal University. It describes internal growth strategies that rely on using existing resources to increase production, employees, sales and develop new products. It also discusses concentration strategies that focus on a specific technology, product or market. The document outlines different types of diversification strategies, such as conglomerate diversification into unrelated businesses. It provides examples of vertical integration strategies like backward integration through acquiring suppliers, and forward integration by acquiring distributors. The benefits of vertical integration strategies are also highlighted.
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Expansion strategies
The document discusses various expansion strategies for organizations, including concentration, integration, and diversification. Concentration strategies focus on intensifying the core business through market penetration, market development, and product development. Integration involves combining related activities, such as horizontal integration through mergers and acquisitions, or vertical integration along the supply chain. Diversification can be related, known as concentric diversification, or unrelated through conglomerate diversification into new industries.
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.
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The document discusses various corporate strategies including the 4 E's (extend, expand, exit, enhance). It defines key strategic concepts like vertical integration, horizontal integration, diversification, growth strategies, stability strategies, and retrenchment strategies. Some specific strategic options covered are mergers, acquisitions, strategic alliances, turnarounds, contractions, and divestments. The document also discusses factors like strategic fit, directional strategy, and the hierarchy of strategy from functional to corporate levels.
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This document discusses corporate level strategy and strategic options for companies. It covers:
1. The definition of corporate level strategy and the 4Es (extend, expand, exit, enhance) to address it.
2. Strategic choices like business closure, disposal, acquisition, reorganization, and start-up.
3. International entry options like exporting, licensing, franchising, and joint ventures.
4. Strategic alliances as a way for companies to collaborate without full ownership or control.
Corporate level strategies by AijazAryan
The document discusses various corporate restructuring strategies including stability, expansion, retrenchment, and combination strategies. It provides examples and explanations of each type of strategy. Stability strategies involve minor changes, expansion aims for high growth, and retrenchment reduces activities. Combination strategies mix elements of the other strategies. Mergers and acquisitions are also discussed as restructuring strategies. Success depends on achieving synergies and strategic fit between the combining organizations.
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The document discusses various corporate level strategies including:
1) Growth strategies like mergers, acquisitions, and strategic alliances which are designed to achieve sales and profit growth.
2) Stability strategies like maintaining the status quo to prioritize profit over growth.
3) Retrenchment strategies involving downsizing through turnarounds, consolidations, divestments, and even bankruptcy or liquidation.
The key factors in choosing a strategy include an analysis of the industry lifecycle, competitive environment, and a company's resources and capabilities. Strategic fit and international expansion are also important considerations at the corporate level.
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This document discusses various growth strategies that organizations can pursue, as presented by Zeba Rukhsar of Utkal University. It describes internal growth strategies that rely on using existing resources to increase production, employees, sales and develop new products. It also discusses concentration strategies that focus on a specific technology, product or market. The document outlines different types of diversification strategies, such as conglomerate diversification into unrelated businesses. It provides examples of vertical integration strategies like backward integration through acquiring suppliers, and forward integration by acquiring distributors. The benefits of vertical integration strategies are also highlighted.
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Strategic Analysis and choice—Corporate level analysis (BCG, GE Ninecell, Hofer’s product market evolution and Shell Directional policy Matrix)
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Corporate level strategies
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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.
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This document discusses various corporate strategies including directional strategies, portfolio analysis, and parenting strategies. It defines horizontal and vertical growth, concentric and conglomerate diversification, stability strategies, and retrenchment strategies. Key points include:
- Horizontal growth involves expanding into new geographic markets while vertical growth takes over functions of suppliers or distributors.
- Diversification can be related (concentric) or unrelated (conglomerate) into new industries.
- Stability strategies maintain the status quo while retrenchment strategies reduce activities in weak business units.
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Corporate level strategies include stability, expansion, retrenchment, and combination strategies. Expansion strategies involve increasing business through concentration, integration, diversification, cooperation through mergers/acquisitions, joint ventures, and internationalization. Retrenchment strategies focus on reducing scope through divestment or liquidation when facing threats. Firms evaluate strategies using methods like value chain analysis, financial analysis, benchmarking, and balanced scorecards.
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2) Concentration strategies focus on expanding a company's existing business through market penetration, market development, product development, and diversification.
3) Integration strategies involve combining related activities and include horizontal strategies, like mergers and acquisitions to expand within the same supply chain step, and vertical strategies to expand into different production steps, such as forward integration through outlets or backward integration through suppliers.
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Corporate strategy involves three key issues: directional strategy, portfolio strategy, and parenting strategy. Directional strategy determines a firm's orientation toward growth, such as through expansion, stability, or retrenchment. Portfolio strategy uses tools like the BCG matrix to analyze a firm's various business units and determine the best allocation of resources. Parenting strategy considers how to leverage a parent company's resources and capabilities to build value across business units and generate synergies.
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This document discusses various strategies and concepts related to corporate level strategy. It begins by defining different categories of business organizations such as sole proprietorships, partnerships, and corporations. It then discusses the nature of corporate level strategy and key issues like directional, portfolio, and parenting strategies. Some strategic choices at the corporate level are also outlined, including business closure, acquisition, and reorganization. Integration and diversification options are presented, including vertical and horizontal integration as well as related and unrelated diversification. The final sections cover internationalization strategies and strategic alliance options.
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This document is a project report submitted by Soumeet D. Sarkar to the University of Mumbai for their Master of Commerce program. The report is on the topic of corporate level strategies, with a focus on takeover strategies. It includes an introduction, chapters on corporate level strategies and takeover strategies, case studies of specific takeover deals, and a conclusion. The project was conducted under the guidance of a professor at Narsee Monjee College of Commerce & Economics in Mumbai, India.
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Market penetration involves trying to gain additional share of a firm’s existing markets using existing products. Often firms will rely on advertising to attract new customers with existing markets.
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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.
Group 1 presentation 2.. 1
This document discusses various corporate strategies including directional strategies, portfolio analysis, and parenting strategies. It defines horizontal and vertical growth, concentric and conglomerate diversification, stability strategies, and retrenchment strategies. Key points include:
- Horizontal growth involves expanding into new geographic markets while vertical growth takes over functions of suppliers or distributors.
- Diversification can be related (concentric) or unrelated (conglomerate) into new industries.
- Stability strategies maintain the status quo while retrenchment strategies reduce activities in weak business units.
- Portfolio analysis uses tools like the BCG matrix or GE business screen to evaluate business units.
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Corporate level strategies include stability, expansion, retrenchment, and combination strategies. Expansion strategies involve increasing business through concentration, integration, diversification, cooperation through mergers/acquisitions, joint ventures, and internationalization. Retrenchment strategies focus on reducing scope through divestment or liquidation when facing threats. Firms evaluate strategies using methods like value chain analysis, financial analysis, benchmarking, and balanced scorecards.
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This document discusses corporate strategy and diversification strategy. It defines corporate strategy as determining what businesses an organization will compete in and how to allocate resources. The document outlines different levels of strategy and describes four approaches to corporate strategy: exit, expand, enhance, and extend. It then focuses on diversification strategy, discussing its purpose of entering new markets and forms such as horizontal, vertical, concentric, and conglomerate diversification. The advantages and disadvantages of diversification are also summarized.
Generic corporate (growth) strategic alternatives
This document outlines various generic corporate growth strategies including concentration, vertical integration, diversification, mergers, acquisitions, alliances, and joint ventures. It defines each strategy and provides examples. Concentration strategies focus on a single product/service and can include market development, product development, or horizontal integration. Vertical integration refers to control of suppliers or distributors. Diversification is unrelated or related expansion. Mergers combine two companies while acquisitions involve one company purchasing another. Alliances and joint ventures pool resources between companies.
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1) The document presents strategies for corporate growth, including concentration strategies and integration strategies.
2) Concentration strategies focus on expanding a company's existing business through market penetration, market development, product development, and diversification.
3) Integration strategies involve combining related activities and include horizontal strategies, like mergers and acquisitions to expand within the same supply chain step, and vertical strategies to expand into different production steps, such as forward integration through outlets or backward integration through suppliers.
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Corporate strategy involves three key issues: directional strategy, portfolio strategy, and parenting strategy. Directional strategy determines a firm's orientation toward growth, such as through expansion, stability, or retrenchment. Portfolio strategy uses tools like the BCG matrix to analyze a firm's various business units and determine the best allocation of resources. Parenting strategy considers how to leverage a parent company's resources and capabilities to build value across business units and generate synergies.
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Managerial motives that are not aligned with shareholder value creation can undermine the potential benefits of diversification strategies. Proper governance and incentives are needed to ensure strategies like mergers, acquisitions, alliances and joint ventures are undertaken to generate true synergies rather than serving other managerial aims.
Identfying strategic alternatives
Excellent ppt on topic "IDENTIFYING STRATEGIC ALTERNATIVES" . The contents of this ppt can be easiely understood by everyone
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This chapter discusses strategic considerations for multinational firms operating globally. It covers reasons why firms globalize, including accessing new markets and resources. It also discusses the complexity of the global environment and control problems that multinationals face. Additionally, it examines strategic orientations like ethnocentric, polycentric and geocentric approaches. The chapter provides examples of how strategic decisions around areas like structure, strategy and personnel practices differ based on a firm's global orientation.
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This document discusses functional strategies and provides examples in key functional areas. It begins by defining functional strategy as how functional areas achieve corporate objectives through maximizing resource productivity. It then lists common functional strategy objectives like profitability, market share, and innovation.
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Global supply chain management involves coordinating activities across countries. A global supply chain connects organizations worldwide to source materials and produce goods for customers. Managing such a complex network introduces challenges like long distances, currency fluctuations, and differing business environments. However, companies also benefit from expanded markets, lower costs, and competitive advantages. To operate efficiently, firms must integrate worldwide operations and have the agility to respond to various global factors. For example, a large computer company redesigned its supply chain from 33 plants across many countries to 12 plants within 3 regional zones, reducing costs and improving profits.
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Growth Strategy refers to a strategic plan formulated and implemented for expanding firm’s business. This can be done in various ways described in the presenation
Types of growth strategies
‘Growth Strategy’ refers to a strategic plan formulated and implemented for expanding firm’s business.
Strategy is the determination of the basic long term goals and objectives of an enterprise and the adoption of courses of action and the allocation of resources necessary to carry out these objectives”. Given below is a list of the main growth strategies available to firms:
1. Intensive Growth Strategy (Expansion)
2. Diversification
3. Modernization
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(a) Mergers
(b) Joint Ventures
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A successful strategy can allow your organization to share one clear vision, catch biases by examining the reasoning behind goals, and track performance with measurable key performance indicators (KPIs).
Competing in international markets
Toyota Motor Corporation is one of the largest automotive companies that supplies vehicles worldwide. It produces various vehicle brands like Toyota, Lexus, Hino, and Daihatsu. Competing internationally provides access to new customers but also economic risks in different countries. Hyundai saw decreased vehicle sales in Europe in 2013 due to weak market conditions, while Kia sales increased. Nestle uses a multi-domestic strategy with local brands. Gucci uses a global strategy selling the same brand worldwide. Unilever uses a transnational strategy with over 400 brands sold globally under a single identity. Effective leadership is important for companies like Nestle to compete internationally through strategies that boost worker morale.
Haier in India - Building Presence in a Mass Market Beyond China
Building Presence in a Mass Market Beyond China - Hair in India
a presentation that analysis the activities done by Haier the appliance Company in its globalization strategy
Lesson 3 4 stm
- A company may require different strategies at different levels, including corporate, competitive, and functional strategies.
- Corporate strategies deal with objectives, resource allocation, and coordinating business unit strategies. Types include stability, growth, retrenchment, and combination strategies.
- Competitive strategies establish competitive advantage against rivals using low cost, differentiation, or focus approaches. Porter's five forces model analyzes industry competitiveness.
- Functional strategies involve coordinating resources like marketing, finance, operations to execute business unit strategies efficiently.
Contemporary Management 5th lecture pptx 2.pptx
This document discusses strategies for businesses at both the business and corporate levels. At the business level, it describes the four main strategies as low cost, differentiation, focused low cost, and focused differentiation. At the corporate level, it outlines strategies such as concentration in a single industry, vertical integration, diversification, and international expansion. It also provides examples of companies that employ various strategies and explains the five steps for implementing strategies.
Lecture 11.pptx
This document discusses various expansion strategies that companies can pursue, including:
- Concentration, integration, diversification, cooperation, and internationalization. Integration strategies involve mergers and acquisitions, while diversification expands a company's business scope. Cooperation strategies include joint ventures, strategic alliances, and takeovers. Internationalization requires tailoring products and marketing to different country markets using strategies like multidomestic, global, or transnational approaches.
Lecture 10.pptx
This document discusses various corporate growth strategies, including integration, diversification, and cooperation strategies. It provides examples of each type of strategy and defines key related concepts. The main points are:
1) Integration strategies involve combining related business activities, such as backward integration into suppliers or forward integration into distribution. Examples include General Motors acquiring steel plants and P&G potentially sharing paper production plants.
2) Diversification strategies involve entering new unrelated or related business lines. Types of diversification include concrete/related diversification and conglomerate/unrelated diversification.
3) Cooperation strategies involve partnerships or mergers between firms, including horizontal, vertical, and conglomerate mergers between related or unrelated companies.
Growth and expansion strategy
The document discusses various growth and expansion strategies for businesses. It defines growth strategies as ways for a firm to achieve higher targets by entering new markets, introducing new product lines or serving additional customer segments. Growth strategies are classified as internal strategies, involving diversification, intensification or modernization within the firm, or external strategies through acquisition. Intensification strategies focus on market penetration, development or product development within existing business areas. Diversification involves entering new products/markets and can be vertical, horizontal, concentric or conglomerate. Modernization upgrades facilities and processes. Self-financing plows profits back into the business. Integration combines related activities through vertical or horizontal expansion.
Veena vikraman mba logistics
Adidas is a German manufacturer and marketer of sports apparel and footwear. It was founded in 1948 and has grown to become a global brand through strategic acquisitions. The company targets youth and consumers from upper to middle class who enjoy sports and have a fashionable style. Adidas focuses on performance products like running and football gear and positions itself as a premium brand. It has a global supply chain with over 1,000 factories producing products in 63 countries, though China and Southeast Asia are dominant sourcing locations. Adidas integrates its supply chain through close coordination and information sharing. It provides multi-level training to suppliers to improve social and environmental performance.
Level of strategy
The document discusses different levels of strategy - corporate, business, and functional. At the corporate level, strategies define the overall direction and objectives of a company. Common corporate strategies include stability, growth, retrenchment, and combination strategies. Business level strategies determine how a company will compete in each business unit, such as through cost leadership, differentiation, or market focus. Functional level strategies improve effectiveness within departments like manufacturing, marketing, and human resources.
Presentation1.pptx
The document outlines four main international strategies: international strategy, multi-domestic strategy, global strategy, and transnational strategy. It then provides details on international and multi-domestic strategies. International strategy involves replicating the home country model in foreign markets, while multi-domestic strategy involves adapting products and services to local markets. Various modes of entering foreign markets are also discussed, including exporting, licensing, franchising, turnkey projects, mergers and acquisitions, joint ventures, and wholly owned subsidiaries.
Diversification Strategy
The content of this presentation is related to the diversification strategy adopted or implemented by Indian Tobacco Company. It also explains the corporate strategy and the process of strategy formulation. The outcome of the strategy and observation are also available.
UNIT 2.pptx
The document discusses various international market entry strategies including exporting, licensing, partnering, acquisitions, and establishing new subsidiaries. Exporting provides low risk entry but low control, while establishing new subsidiaries allows maximum control but is costly and risky. Partnering offers shared costs and local knowledge through a local partner. Successful market expansion requires evaluating each option's advantages and disadvantages to select the best strategy for a company's goals.
Corporate Level Strategies
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
PITCH DECK BY R4U INDIA FASHION
We are R4U INDIA FASHION CLOTHING AND ACCESSORIES CO. And now we are share open our Company Pitch deck profile direct to Join Investors, Who read our profile First and then decided to join our company as Investment Partners of our company.
Brand: R4U
Industry: Retail Fashion Apparel clothing and Footwear
Special for: MEN and WOMEN Both fashion
Investment starts : 50000/- upto 10 Cr (INR)
Duration: 1 Year upto 10 Years
ROI : 10% Per Annum Fixed
Terms: Everything Discussed On Table Write On MOU
Payment Mode: Only Transfer
Note: If Any Person or Company Interested then please write us on Mail: r4utraders@yahoo.com or Direct Call: +918826288808
Hbr
Procter & Gamble (P&G) is the world's largest consumer goods company, with over $80 billion in annual sales. It owns many iconic brands like Tide, Pampers, Bounty, and Gillette. The document discusses P&G's history, brands, innovation focus, mission/vision, and marketing strategies. It emphasizes P&G's global reach, serving 4.2 billion people in 180 countries, and its commitment to innovation to continuously improve people's lives through superior products.
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Strategic Management - Module 2 – MG University - Manu Melwin Joy
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Haier in India - Building Presence in a Mass Market Beyond China
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Corporate strategy
- 1. Corporate Strategy Made By : Adit R Purohit Made By : Adit R Purohit
- 2. In Practices, Manager use three type of strategy each for different level. •Corporate strategy •Business or competitive strategy •Functional strategyMade By : Adit R Purohit
- 3. Corporate Strategy • Corporate level strategy identify the portfolio of business that, in total ,comprise the company and the way in which these businesses relate to each other. Made By : Adit R Purohit
- 4. Some standard corporate strategy • Concentration strategy • Diversification strategy • Vertically integration strategy • Consolidation strategy • Geographic expansion strategy Made By : Adit R Purohit
- 5. Concentration strategy • Concentration or single business strategy in which the company offer one product or product line usally in one market. Example:- WD-40 company which make hardware lubricant only. HIDESIGN company which make only luxury leather accessories and maintain its specialty. Made By : Adit R Purohit
- 6. Diversification strategy This strategy implies that the firm will expand by adding new product line .diversification also means diversifying into products or markets not related to firms current business or to one another . Example :- PepsiCo is diversified. Over the years, PepsiCo added chips and Quaker oats. Apollo tyres diversifying into hospitals and entertainment. Made By : Adit R Purohit
- 7. Vertically integration strategy • Strategy means the firm expands by, perhaps, producing its own raw materials, or selling its products direct . Example :- • Apple opened its open apple stores. • RPG groups has vertically integrated business lines like Harrison Malayalam and Phillips Carbon Black that provide necessary important for the group’s automobile tyre manufacturer Ceat Tyre Ltd. Made By : Adit R Purohit
- 8. Consolidation strategy • Reducing the Company’s Size • Example :- • Cement manufacturer ACC limited consolidated operations by divesting form many associate companies like International Ferrites Ltd and Everest industries Ltd. Made By : Adit R Purohit
- 9. Geographic expansion strategy For instance, taking the business abroad , as PepsiCo also did . • Example :- • Asian Paints and outside India by setting up or buying manufacturing facilities abroad. Asian Paints and subsidiary companies serve customers in 65 countries with operations in 18 countries. Made By : Adit R Purohit
- 10. Made By : Adit R Purohit