Diversification strategies corporate level strategies - Strategic management - Manu Melwin Joy
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This document discusses different types of corporate diversification strategies. It defines diversification strategies as firms entering entirely new industries, unlike vertical integration which involves moving into a new part of an existing value chain. It provides examples of concentric diversification, where a firm takes on a related activity, and conglomerate diversification, where a firm diversifies into an unrelated industry. Specific examples mentioned include Avon marketing jewelry through its sales force, and Maggi adding tomato ketchup to its food product line.
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When an organization adopts a strategy which requires taking of those activities which are unrelated to the existing businesses definition of one or more of its businesses either in terms of their respective customer groups, customer functions or alternative technologies, it is called conglomerate diversification.
Strategies in Action
This chapter discusses various types of strategies companies use including intensive strategies like market penetration and product development, integration strategies like forward and backward integration, diversification strategies, defensive strategies, and Michael Porter's generic strategies. It also covers means for achieving strategies such as joint ventures, mergers and acquisitions, outsourcing, and first mover advantages. Key terms discussed include different types of integration, diversification, Porter's strategies, and strategic management concepts.
Diversification and Defensive Strategies
Diversification strategies seek to increase profitability through greater sales volume from new products and markets. There are three main types: concentric adds related products, horizontal adds products for existing customers, and conglomerate adds unrelated products. Defensive strategies protect market share, profitability, and mind share. They include joint ventures, retrenchment through cost reduction, divestiture by selling divisions, and liquidation by selling all assets. Diversification and defensive strategies allow firms to expand operations and lessen risks of being attacked by competitors.
Intensive strategy
The three intensive strategies discussed in the document are market penetration, market development, and product development. These strategies require intensive efforts to improve a firm's competitive position with existing products and services. Market penetration focuses on increasing market share through greater marketing efforts within existing markets. Market development seeks growth by entering new geographic markets. Product development aims to increase sales by improving or modifying current offerings. The document provides examples of each strategy being used by various companies.
Diversification strategy final
This document discusses diversification strategies for companies. It defines related and unrelated diversification, and outlines various reasons for and approaches to diversification. Related diversification involves entering businesses with strategic value chain fits to the company's core business, while unrelated diversification has no meaningful strategic relationships. Diversification can be done through acquisition, internal startup, or joint ventures. The key motives for diversification are growth, risk spreading, and profit. Managers play a crucial role by developing mental models of how diversification creates synergies and should be managed.
Focused cost leadership strategy - strategic management - Manu Melwin Joy
A focused cost leadership strategy requires competing based on price to target a narrow market.
A firm that follows this strategy does not necessarily charge the lowest prices in the industry. Instead, it charges low prices relative to other firms that compete within the target market.
Diversification Strategies
The document discusses diversification strategies for companies looking to transition into the aerospace and defense industries. It outlines the typical timeline of 1-2 years for planning and preparation. UHY Advisors has experience helping various companies implement diversification plans, providing assistance with certifications, standards, and market analysis. They have partnerships to help clients with opportunities in aerospace and defense.
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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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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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It is a type of integration strategies pursued by a company in order to strengthen its position in the industry. A corporate that implements this type of strategy usually mergers or acquires another company that is in the same production stage.
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A merger is a combination of two or more organizations in which one acquires the assets and liabilities of the other in exchange for shares or cash or both the organization are dissolved and the assets and liabilities are combined and new stock is issued.
Corporate level strategic alternatives
Corporate level strategies involve determining a company's overall direction and scope. This includes stability strategies like maintaining the status quo, expansion strategies like diversification and internationalization to grow, and retrenchment strategies like downsizing or divestment. Expansion strategies allow companies to broaden their business and improve performance through activities such as concentrating on existing markets, integrating related business functions, diversifying into new products or markets, cooperating with other companies, and expanding internationally.
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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A strategic alliance is a cooperative arrangement between two or more organizations that does not involve the creation of a new entity.
corporatelevelstrategies-130720062838-phpapp01 (1).pptx
This document discusses various strategies for corporate level organization and diversification. It defines corporate strategy as determining what businesses a company should be in, and business strategy as how to compete in each business. Types of corporate level strategies addressed include directional strategy, portfolio strategy, and parenting strategy. The document also discusses vertical and horizontal integration, related and unrelated diversification, and growth, stability, and retrenchment strategies.
Acquisition - integration strategies - corporate level strategies Strategic ...
The document discusses integration and acquisition strategies for corporate level planning. Integration strategies involve combining related business activities, such as through the value chain, or widening the business definition to serve existing customers. Acquisition strategies occur when one company purchases another, smaller company. Examples given are Disney's acquisitions of Miramax in 1993 and Pixar in 2006 to horizontally integrate and expand their business operations. The document was prepared by Manu Melwin Joy for educational purposes at Ilahia School of Management Studies in Kerala, India.
Corporate level strategies
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.
Corporatelevelstrategies 130720062838-phpapp01
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.
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.
Chapter 4 corporate level strategies
This document discusses various corporate level strategies. It describes categories of business organizations including corporations, sole proprietorships, partnerships, and cooperatives. It then discusses corporate level strategies such as stability strategies, growth strategies, and retrenchment strategies. It outlines various strategic options corporations can take including expansion, acquisition, alliance, outsourcing, and divestment. It provides examples of situations that may favor each of these strategic options.
Corporate level strategy
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.
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.
Focused differentiation strategy - strategic management - Manu Melwin Joy
A focused differentiation strategy requires offering unique features that fulfill the demands of a narrow market.
Some firms using a focused differentiation strategy concentrate their efforts on a particular sales channel, such as selling over the Internet only.
Strategic Management - Module 2 – MG University - Manu Melwin Joy
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.
Types of strategies
This document discusses various types of corporate strategies including integration strategies like forward, backward, and vertical integration. It also discusses intensive strategies such as market penetration, market development, and product development. Diversification strategies including concentric, conglomerate, and horizontal diversification are explained. Defensive strategies like retrenchment, divestiture, and liquidation are also outlined. Throughout, the document emphasizes the crucial role of managers in successfully implementing these strategies through developing expertise in managing diversification.
stratergic management
This document discusses corporate level strategy. It defines corporate strategy as strategic decisions that affect the entire organization, including financial performance, mergers and acquisitions, human resources, and resource allocation. The document discusses different growth strategies like market penetration, market development, product development, and diversification. It also discusses portfolio analysis tools like the BCG matrix and GE-McKinsey matrix that help evaluate different business units. Mergers, acquisitions, joint ventures, and strategic alliances are identified as ways to implement growth strategies.
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Diversification strategies corporate level strategies - Strategic management - Manu Melwin Joy
- 1. Diversification strategies Corporate Level Strategies
- 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
- 4. Diversification strategies • Firms using diversification strategies enter entirely new industries. While vertical integration involves a firm moving into a new part of a value chain that it is already is within, diversification requires moving into new value chains.
- 5. Examples of Diversification strategies • Avon's move to market jewellery through its door-to-door sales force involved marketing new products through existing channels of distribution.
- 6. Concentric Diversification • When an organization takes up an activity in such a manner that is related to the existing business definition of one or more of firms businesses, either in terms of customer groups, customer’s functions or alternative technologies, it is called concentric diversification.
- 7. Example of Concentric Diversification • The addition of tomato ketchup and sauce to the existing "Maggi" brand processed items of Food Specialities Ltd. is an example of technological- related concentric diversification
- 8. Conglomerate Diversification • When an organization adopts a strategy which requires taking of those activities which are unrelated to the existing businesses definition of one or more of its businesses either in terms of their respective customer groups, customer functions or alternative technologies, it is called conglomerate diversification.
- 9. Examples of Conglomerate Diversification • Example of Indian company which have adopted apart of growth and expansion through conglomerate diversification the classic examples is of ITC, a cigarette company diversifying into the hotel industry.