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The document discusses different types of corporate-level strategies: concentration strategies focus resources in existing businesses; integration strategies involve horizontal expansion into same products/markets or vertical expansion into supplier/customer industries; and diversification strategies expand into new products/markets through related diversification that uses existing resources or unrelated diversification into new industries. It provides examples of concentration, integration, and diversification strategies and conditions for each.
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saaldj á a a a aidu awoi deaod asod a aia ói doái daois doái daosid aosid asoid oasid aosid aosid aosid oasid oasid oasid aosid asoid asoid aosid aosid asoidoasi đóa oasidoasid oasid aosi đoái oasidoas idoasi đoái aosid aosid oasid aosidasodi asod oasidoasi đáoi aosid óa id
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Porter’s Five Force Model:
THREAT TO NEW ENTRANTS
THREAT TO SUBSTITUTE
RIVALRY AMONG EXISTING FIRMS
BARGAINING POWER OF BUYERS & SUPPLIERS
COMPETITIVE CHANGES DURING INDUSTRY LIFE CYCLE:
Industry lifecycle comprises four stages including fragmentation, growth, maturity and decline. An understanding of the industry lifecycle can help competing companies survive during periods of transition.
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The growth is carried out with the help of integration of both horizontal & vertical. Here focus is given more on the functional management.
In maturity stage the industry focuses on concentration and diversification. The centers like: profit, investment etc. are established in this stage.
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Strategic group analysis is used to examine the competitive environment and the rivalry among competitors within an industry.
It helps,
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Identify the strategies used by companies in other strategic groups. In certain difficult situations, your organization can use these alternative paths to success as solutions.
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Porter’s Five Force Model:
THREAT TO NEW ENTRANTS
THREAT TO SUBSTITUTE
RIVALRY AMONG EXISTING FIRMS
BARGAINING POWER OF BUYERS & SUPPLIERS
COMPETITIVE CHANGES DURING INDUSTRY LIFE CYCLE:
Industry lifecycle comprises four stages including fragmentation, growth, maturity and decline. An understanding of the industry lifecycle can help competing companies survive during periods of transition.
The Fragmentation or birth stage of the organization is dominated by the entrepreneur as it is based on concentration and niche marketing.
The growth is carried out with the help of integration of both horizontal & vertical. Here focus is given more on the functional management.
In maturity stage the industry focuses on concentration and diversification. The centers like: profit, investment etc. are established in this stage.
Decline stage is followed by retrenchment strategy. The stage after decline I death which is known as liquidation or bankruptcy.
Strategic Group:
A strategic group consists of those rival firms with similar competitive approaches and positions in the market. The identification of strategic groups within an industry enables the competitive structure of the industry to be redefined to compare strategies of various competitors for similarities and differences.22-Jan-2015
Strategic groups are sets of firms that follow similar strategies to one another (Hunt, 1972; Short et al., 2007). More specifically, a strategic group consists of a set of industry competitors that have similar characteristics to one another but differ in important ways from the members of other groups.
A simple example of a strategic group would be the fast-food restaurant chains in the foodservice industry. Other strategic groups in this industry include fine-dining restaurants, cafes, and family restaurants among many others.30-Sept-2022
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It helps,
Identify the strategic direction of the direct rivals in the industry. This will in turn help shape the strategic moves of your own organization.
Identify the strategies used by companies in other strategic groups. In certain difficult situations, your organization can use these alternative paths to success as solutions.
Discover untapped opportunities in the industry by revealing the gaps (i.e. disclose areas where there is limited or no competition)
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
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- 1. STRATEGIC MANAGEMENT AND BUSINESS POLICY THIRD EDITION Chapter 5 Corporate-level strategies: Concentration, Integration and Diversification AZHAR KAZMI
- 2. (c) Dr. Azhar Kazmi 2008 2 Learning objectives Define and explain four types of generic corporate-level strategies Describe the various types of expansion strategies Discuss the conditions under which concentration, integration, and diversification strategies are used Discuss the risks of using concentration, integration, and diversification strategies Discuss diversification strategies in the Indian context
- 3. (c) Dr. Azhar Kazmi 2008 3 Corporate strategies Corporate-level strategies are basically about decisions related to: allocating resources among the different businesses of a firm transferring resources from one set of businesses to others, and managing and nurturing a portfolio of businesses.
- 4. (c) Dr. Azhar Kazmi 2008 4 Four strategic alternatives Expansion strategies Stability strategies Retrenchment strategies Combination strategies
- 5. (c) Dr. Azhar Kazmi 2008 5 Concentration strategies Concentration is a simple, first-level type of expansion strategy. It involves converging resources in one or more of a firm's businesses in terms of their respective customer needs, customer functions, or alternative technologies - either singly or jointly - in such a manner that expansion results.
- 6. (c) Dr. Azhar Kazmi 2008 6 Ansoff’s product-market matrix PRODUCT PRESENT NEW MARKET MARKET PRODUCT PRESENT PENETRATION DEVELOPMENT MARKET DIVERSIFICATION NEW DEVELOPMENT Adapted from H. I. Ansoff: “Strategies for Diversification” in Harvard Business Review, 1957, 5, pp. 113-124.
- 7. (c) Dr. Azhar Kazmi 2008 7 Ansoff’s matrix for diversification strategies ------------------------------------------------------------------------- ----- New products ------------------------------------------------------------------------------ Related technology Unrelated technology ------------------------------------------------------------------------------ New functions ------------------------------------------------------------------------------ Firm its own Vertical integration customer ------------------------------------------------------------------------------ Same type Horizontal diversification of product ------------------------------------------------------------------------------ Similar type Marketing and Marketing related of product technology-related concentric diversification diversification ------------------------------------------------------------------------------ New type Technology-related Conglomerate of product concentric diversification diversification ------------------------------------------------------------------------------ Adapted from H.I. Ansoff: Corporate Strategy (New York: McGraw-Hill, 1965), p.132.
- 8. (c) Dr. Azhar Kazmi 2008 8 Integration strategies Horizontal integration: When an organisation takes up the same type of products at the same level of production or marketing process Vertical integration: When an organisation starts making new products that serve its own needs Taper integration strategies require firms to make a part of their own requirements and to buy the rest from outsiders. Quasi integration strategies firms purchase most of their requirements from other firms in which they have an ownership stake.
- 9. (c) Dr. Azhar Kazmi 2008 9 Diversification strategies Diversification involves a substantial change in business definition - singly or jointly - in terms of customer functions, customer groups, or alternative technologies of one or more of a firm's businesses.
- 10. (c) Dr. Azhar Kazmi 2008 10 Concentric or related diversification Marketing-related concentric diversification Technology-related concentric diversification Marketing- and technology-related concentric diversification
- 11. (c) Dr. Azhar Kazmi 2008 11 Conglomerate or unrelated diversification When an organisation adopts a strategy which requires taking up those activities which are unrelated to the existing business definition of one or more of its businesses either in terms of their respective customer groups, customer functions or alternative technologies