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CORPORATE STRATEGY:
Diversification and the Multibusiness Company
Student Version
Copyright 2012 The McGraw-Hill Companies, Inc. McGraw-Hill/Irwin
Step 1
Picking new industries to enter and deciding on the best mode of entry.
Step 2
Pursuing opportunities to leverage cross-business value chain relationships and strategic fit into competitive advantage.
Step 3
Establishing investment priorities and steering corporate resources into the most attractive business units.
Step 4
Initiating actions to boost the combined performance of the cooperations collection of businesses.
82
Testing Whether a Diversification Move Will Add Long-Term Value for Shareholders
83
Firm A purchases Firm B in another industry. A and Bs profits are no greater than what each firm could have earned on its own.
No Synergy (1+1=2)
Firm A purchases Firm C in another industry. A and Cs profits are greater than what each firm could have earned on its own.
Synergy (1+1=3)
84
Acquisition
Joint venture
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Is the opportunity too complex, uneconomical, or risky for one firm to pursue alone? Evaluating the Potential for a Joint Venture
Does the opportunity require a broader range of competencies and know-how than the firm now possesses?
Will the opportunity involve operations in a country that requires foreign firms to have a local minority or majority ownership partner?
87
The Question of Critical Resources and Capabilities The Question of Entry Barriers The Question of Speed The Question of Comparative Cost
Does the firm have the resources and capabilities for internal development?
Which is the least costly mode of entry, given the firms objectives?
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Related Businesses
Unrelated Businesses
89
DistributionRelated Activities
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813
814
Do a superior job of diversifying into businesses that produce good earnings and returns on investment.
Actions taken by upper management to create value and gain a parenting advantage
Provide managerial oversight and resource sharing, financial resource allocation and portfolio management, and restructure underperforming businesses.
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816
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DominantBusiness Enterprises
Multibusiness Enterprises
818
Diversified Strategy
Allocation of resources
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Does each industry represent a good market for the firm to be in?
Which industries are most attractive, and which are least attractive?
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State of the internal capital market Using the portfolio approach: Cash hogs need cash to develop. Cash cows generate excess cash. Star businesses are self-supporting.
Success sequence:
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Step 5: Ranking Business Unit Performance and Assigning Resource Allocation Priorities
Ranking Factors:
Contribution to company earnings Return on capital invested in the business Cash flow
Steer resources to business units with the brightest profit and growth prospects and solid strategic and resource fit.
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