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John Birchall
Adapted from Harrison (2003: 37) and De Wit & Meyer (2005: 5)
Business Definition
What is our business? Answer must be clear and firm yet open to change (Harrison 2003: 124) Changing the business definition: means
Whose needs should be served? What is to be produced, or what services delivered - and how? What should be our scale and scope?
How big relative to competitors? How heavily focused on specific industries? How much control of the industry supply chain?
As it grows, should a business Concentrate: Expand market share for existing product, selling to existing customer segment, possibly buying up competitors? Integrate vertically: buying up suppliers and/or distributors? Expand: Seek new markets for existing products and services, maybe overseas? Diversify horizontally:
Develop related products and services, using existing skills and relationships? Develop new unrelated product lines, possibly selling to new customers?
diversification Often by acquisition, rather than organic growth Analytical approach, focused on stock markets as well as on markets for goods and services Looking for opportunities to buy up existing brands and businesses Can develop an inside out dimension through corporate parenting: buy up, turn around, add value
Harrison (2003): ALFA Group, General Electric UK example: Hanson Group Founded by two Yorkshire men: James Hanson and Gordon White, 1964 Delivered capital growth to shareholders: an investment of 100 in 1964 was worth 70,000 by 1986 Unrelated businesses
bought up 1960s-1980s split up 1996: Energy group, Millennium Chemicals, Imperial Tobacco and Hanson plc (building materials)
Which
Consulting Group (BCG) Matrix General Electric (GE) Business Screen Assume that each business unit already has a clear product/market position Helpful for decisions on whether to:
include a business unit in a corporate portfolio invest or take cash from it
20%
Stars
Question marks
(Harrison, de Wit & Meyer) 10% (NB: Johnson, Scholes & Whittington (2005) pp. 315-7 use MARKET growth rate 0% here)
Cash Cows
Dogs
Electric (under Jeffrey Immelt) is still growing and generating high profit flows Jack Welch (CEO, 1981-2000) changed his image
from Neutron Jack (1980s cost-cutter: buildings remained, staff had gone) to strategy supremo (1990s visionary: embracing globalisation and e-learning)
Exceptional
success: most 1980s conglomerates spent the 1990s restructuring (Harrison 2003: 237-249)
Criticised for asset-stripping (buying businesses to sell the parts, not to manage for growth) Asked to prove that Head Office functions added value to business-unit operations Broken up into smaller units, each containing more closely related businesses Mintzberg et al (2003: 445): this fate threatens all conglomerates: perched on the edge of a cliff
What
With synergy, the whole is more than the sum of the parts Examples: Philip Greens Arcadia, Conrad Blacks Hollinger International Business units linked within the corporation are more profitable than they would be if they were outside it, standing alone Resources and costs may be shared Core competences may be leveraged or stretched: skills, knowledge and understanding are transferred via the centre to all the business units Can develop an outside in dimension through increased bargaining power: merged businesses stop being rivals and join forces
Corporate-Level Strategy
Should add value to business units All too often, destroys value instead
Survey by Michael Porter of 33 large US firms over 37 years (Harrison 2003: 234-235)
Shareholders ask: why not build our own portfolios, buying shares in numerous stand-alone businesses? Corporate executives answer this question by developing core competencies which can stretch across business-unit boundaries:
Top management skills Research and development Marketing, finance, public relations and labour relations