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There big challenge in managing the resource needs of diverse businesses and their respective strategic missions, particularly in times of limited resources. The following approaches or techniques are used to help managers to balance the flow of cash resources among their various businesses while also identifying their basic strategic purpose within the overall portfolio.
Approaches
The Portfolio Approach The Synergy Approach: Leveraging Capabilities and Core Competencies Parenting Framework Approach Patching Approach
High
Cash use ( Growth
Star
Problem child
Low
Cash Cow
Dog
Description of dimensions Market share: sales relative to those of other competitors in the market (dividing point is usually selected to have only the two-three largest competitors in any market fall into the high market share region)
Rate)
Description of Dimensions Growth Rate: Industry growth rate in constant dollars (diving point is typically the GNPs growth rate)
(Industry attractiveness)
Nature of Competitive Rivalry Number of competitors Size of competitors Strength of competitors corporate parents Price war Competition on multiple dimensions Bargaining Power of Suppliers / Customers Relative size of typical players Number of each Importance of purchases from sales to Ability to vertically integrate Threat of Substitute Products/New Technological maturity/stability Diversity of the market Barriers to entry Flexibility of distribution system
Factors Considered in Constructing an Industry Attractiveness-Business strength Matrix (Industry attractiveness) Contd.
Economic Factors Sales volatility Cyclicality of demand Market growth Capital intensity Financial Norms Average profitability Typical leverage Credit practices Socio-political Considerations Government regulation Community support Ethical standards
(Business Strength)
Level of Differentiation Promotion effectiveness Product quality Company image Patented products Brand awareness
Cost Position Economies of scale Manufacturing costs Overhead Scrap/waste/rework Experience effects Labour rate Proprietary processes
Response Time Manufacturing flexibility Time needed to introduce new products Delivery time Organizational flexibility
Business Strength
High
Invest
Selective Growth
Grow or Let go
Medium
Selective Growth
Grow or let go
Harvest
Low
Grow or Let go
Harvest
Divest
Improvement of The Industry AttractivenessBusiness Strength Matrix Over the BCG Matrix
The resources allocation decisions remain quite similar to those of the BCG approach.
1. The industry attractiveness- business strength matrix is preferred because it is less offensive and more understandable. 2. The multiple measures associated with each dimension of the business strength matrix tap many factors relevant to business strength and market attractiveness. 3. Besides market share and market growth. Allows for broader assessment during both strategy formulation and implementation for a multibusiness company
Description of Dimensions
Competitive Strength: Overall subjective rating, based on a wide range of factors regarding the likelihood of gaining and maintaining a competitive advantage
Competitive Strength
High
Moderate
Low
Sources of Advantage
Many
Stalemate
Basic chemicals, volume-grade paper, ship owning (VLCCs), wholesale banking
Volume
Jet engines, supermarkets, motorcycles, standard microprocessors
Few
Small
Size of Advantage
Big
Description of Dimensions
The matrix has two dimensions. The number of sources of competitive advantage could be many with complex products and services (e.g. automobiles, financial services)and few with commodities(chemicals, microprocessors). Complex products offer multiple opportunities for differentiation as well as cost advantages to survive.
Description of Dimension
The second dimension is size of competitive advantage. How big is the advantage available to the industry leader? The two dimensions then define four industry environments as follows: Volume businesses are those that have few source of advantage, but the size is large typically the result of scale economies. Advantage established in one such business may be transferable to another as Honda has done with its scale and expertise with small gasoline engines. Stalemate businesses have few sources of advantage, with most of those small. This result in very competitive situations. Skills in operational efficiency, low overhead and cost management are critical to profitability.
Description of Dimensions
Fragmented businesses have many source of advantage, but they are all small. This typically involves differentiated products with low brand loyalty, easily replicated technology, and minimal scale economies. Skills in focused market segments, typically geographic, the ability to respond quickly to changes and low costs are critical in this environment. Specialization businesses have many sources of advantage, and find those advantages potentially sizable. Skills in achieving differentiation product design, branding expertise, innovation, first-mover, and perhaps scale characterize winners here.
Stronger technical advice to buyers Enhanced convenience for buyers(can buy from single source) Improved access to buyers( have more product to sell) Some products get more attention than others
Lower costs
Greater clout in purchasing ads
Heavy use of the shared channel erodes willingness of other channels to carry or push the firms products
Needs for frequency and reliability of inbound/outbound delivery differ among the business units
High-cost special tooling or equipment is required to accommodate quality differences or design differences
More innovative ability, owing to scale of effort and attraction of better R&D personnel Shared administrative support activities Lower administrative and operating overhead costs
More effective management as concerns strategy formulation, strategy implementation, and understanding of key success factors
Parenting Framework
How corporate parent add value to its business in a multibusiness company? The parenting framework focuses on ten areas of opportunity managers should carefully examine to find ways the parent organization might add value to one or more businesses and overall company. This perspective sees multibusiness companies as creating value by influencing or parenting the businesses they own. The best parent companies create more value than any of their rivals do or would if they owned the same businesses. To add value, a parent must improve its businesses. Advocates of this perspective call the potential for improvement within a business a parenting opportunity.
Common capabilities Specialized expertise External relations Major decisions Major changes
Patching is more critical in turbulent and rapidly changing markets, than in stable, unchanging markets. The patching approach concentrates on multibusiness companies in turbulent markets of twenty first century where managers need to make quick, small shifts and adjustments in processes, markets and offers five types of simple rules which manager use as guide lines to structure quick decisions throughout a multibusiness company on a continuous basis. Manager competing in business can choose among three distinct ways to fight. They can build a fortress and defend it; they can nurture and leverage unique resources; or they can flexibly pursue fleeting opportunities within simple rules, Each approach requires different skill sets and works best under different circumstances.
Resources
Establish a vision Build resources Leverage across markets
Simple Rules
Jump into the confusion Keep moving Seize opportunities Finish strong
Unique, valuable Unique, valuable, Key processes and position with tightly inimitable resources unique simple rules integrated activity system
Resources
Moderately changing, wellstructured markets
Sustained
Simple Rules
Rapidly changing, ambiguous markets
Unpredictable Managers will be too tentative in executing on promising opportunities Growth
It will be difficult to Company will be alter position as too slow to build conditions change new resources as conditions change Profitability Long-term dominance
Performance goal
Purpose
They spell out key features of how a process is executed What makes our process unique? They focus managers on which opportunities can be pursued and which are outside the pale. They help managers rank the accepted opportunities. They synchronize managers with the pace of emerging opportunities and other parts of the company. They help managers decide when to pull out of yesterdays opportunities.
In turbulent markets, Managers should flexibly seize opportunities-but flexibility must be disciplined. Smart companies focus on key processes and simple rules. Different types of rules help executives manage different aspects of seizing opportunities.
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