CHAPTER 8 CORPORATE STRATEGY Diversification and the Multibusiness

CHAPTER 8 CORPORATE STRATEGY: Diversification and the Multibusiness Company Copyright ® 2012 The Mc. Graw-Hill Companies, Inc. Mc. Graw-Hill/Irwin

1. Understand when and how business diversification can enhance shareholder value. 2. Gain an understanding of how related diversification strategies can produce cross-business strategic fit capable of delivering competitive advantage. 3. Become aware of the merits and risks of corporate strategies keyed to unrelated diversification. 4. Gain command of the analytical tools for evaluating a firm’s diversification strategy. 5. Understand a diversified firm’s four main corporate strategy options for solidifying its diversification strategy and improving company performance. 8– 2

Crafting a Diversified Firm’s Overall Or Corporate Strategy 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 cooperation’s collection of businesses. 8– 3

WHEN TO DIVERSIFY ♦ A firm should consider diversifying when: ● It can expand into businesses whose technologies and products complement its present business. ● Its resources and capabilities can be used as valuable competitive assets in other businesses. ● Costs can be reduced by cross-business sharing or transfer of resources and capabilities. ● Transferring a strong brand name to the products of other businesses helps drive up sales and profits of those businesses. 8– 4

BUILDING SHAREHOLDER VALUE: THE ULTIMATE JUSTIFICATION FOR DIVERSIFYING Testing Whether a Diversification Move Will Add Long-Term Value for Shareholders The industry attractiveness test The cost-of-entry test The better-off test 8– 5

Testing Whether Diversification Will Add Value for Shareholders ♦ The Attractiveness Test: ● Are the industry’s returns on investment as good or better than present business(es)? ♦ The Cost of Entry Test: ● Is the cost of overcoming entry barriers so great that profitability is too long delayed? ♦ The Better-Off Test: ● How much synergy will be gained by diversifying into the industry? 8– 6

Better Performance through Synergy Evaluating the Potential for Synergy through Diversification Firm A purchases Firm B in another industry. A and B’s 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 C’s profits are greater than what each firm could have earned on its own. Synergy (1+1=3) 8– 7

STRATEGIES FOR ENTERING NEW BUSINESSES Diversifying into New Businesses Acquisition Internal new venture (start-up) Joint venture 8– 8

Acquisition of an Existing Business ♦ Advantages: ● Quick entry into an industry ● Barriers to entry avoided ● Access to complementary resources and capabilities ♦ Disadvantages: ● Cost of acquisition—whether to pay a premium for a successful firm or seek a bargain in struggling firm ● Underestimating costs for integrating acquired firm ● Overestimating the acquisition’s potential to deliver added shareholder value 8– 9

Internal Development: Corporate Venturing ♦ Advantages of New Venture Development: ● Avoids pitfalls and uncertain costs of acquisition. ● Allows entry into a new or emerging industry where there are no available acquisition candidates. ♦ Disadvantages of Intrapreneurship: ● Must overcome industry entry barriers. ● Requires extensive investments in developing production capacities and competitive capabilities. ● May fail due to internal organizational resistance to change and innovation. 8– 10

When to Engage in Internal Development Ample time to develop and launch business Availability of inhouse skills and resources Cost of acquisition is higher than internal entry Factors Favoring Internal Development No head-to-head competition in targeted industry Low resistance of incumbent firms to market entry Added capacity will not affect supply and demand balance 8– 11

When to Engage in a Joint Venture 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? 8– 12

Choosing a Mode of Market Entry The Question of Critical Resources and Capabilities Does the firm have the resources and capabilities for internal development? The Question of Entry Barriers Are there entry barriers to overcome? The Question of Speed Is speed an important factor in the firm’s chances for successful entry? The Question of Comparative Cost Which is the least costly mode of entry, given the firm’s objectives? 8– 13

CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES Which Diversification Path to Pursue? Related Businesses Unrelated Businesses Both Related and Unrelated Businesses 8– 14

CHOOSING THE DIVERSIFICATION PATH: RELATED VERSUS UNRELATED BUSINESSES ♦ Related Businesses ● Have competitively valuable cross-business value chain and resource matchups. ♦ Unrelated Businesses ● Have dissimilar value chains and resource requirements, with no competitively important cross-business relationships at the value chain level. 8– 15

STRATEGIC FIT AND DIVERSIFICATION INTO RELATED BUSINESSES ♦ Strategic Fit Benefits ● Occur when the value chains of the different businesses present opportunities for: u Transfer of resources among businesses. u Lowering of costs in combining related value chain activities or resource sharing. u Use of a potent brand name across businesses. u Cross-business collaboration to build stronger competitive capabilities. 8– 16

Pursuing Related Diversification ♦ Specialized Resources and Capabilities ● Have very specific applications and their use is limited to a restricted range of industry and business types. ♦ Generalized Resources and Capabilities ● Can be widely applied and can be deployed across a broad range of industry and business types. 8– 17

8. 1 Related Businesses Provide Opportunities to Benefit from Competitively Valuable Strategic Fit 8– 18

Identifying Cross-Business Strategic Fit along the Value Chain Supply Chain Activities R&D and Technology Activities Manufacturing. Related Activities Potential Cross-Business Fits Sales and Marketing Activities Distribution. Related Activities Customer Service Activities 8– 19

Strategic Fit, Economies of Scope, and Competitive Advantage Using Economies of Scope to Convert Strategic Fit into Competitive Advantage Transferring specialized and generalized skills andor knowledge Combining related value chain activities to achieve lower costs Leveraging brand names and other differentiation resources Using crossbusiness collaboration and knowledge sharing 8– 20

Economies of Scope Differ from Economies of Scale ♦ Economies of Scope ● Are cost reductions that flow from crossbusiness resource sharing in the activities of the multiple businesses of a firm. ♦ Economies of Scale ● Accrue when unit costs are reduced due to the increased output of larger-size operations of a firm. 8– 21

From Competitive Advantage to Added Profitability and Gains in Shareholder Value Capturing the Cross-Business Benefits of Related Diversification Builds more shareholder value than owning a stock portfolio Is only possible via a strategy of related diversification Yields value in the application of specialized resources and capabilities Requires that management take internal actions to realize them 8– 22

DIVERSIFICATION INTO UNRELATED BUSINESSES Can it meet corporate targets for profitability and return on investment? Evaluating the acquisition of a new business or the divestiture of an existing business Is it is in an industry with attractive profit and growth potentials? Is it is big enough to contribute significantly to the parent firm’s bottom line? 8– 23

Building Shareholder Value via Unrelated Diversification Using an Unrelated Diversification Strategy to Pursue Value Astute Corporate Parenting by Management Cross-Business Allocation of Financial Resources Acquiring and Restructuring Undervalued Companies 8– 24

Building Shareholder Value via Unrelated Diversification Astute Corporate Parenting by Management Cross-Business Allocation of Financial Resources Acquiring and Restructuring Undervalued Companies • Provide leadership, oversight, expertise, and guidance. • Provide generalized or parenting resources that lower operating costs and increase SBU efficiencies. • Serve as an internal capital market. • Allocate surplus cash flows from businesses to fund the capital requirements of other businesses. • Acquire weakly performing firms at bargain prices. • Use turnaround capabilities to restructure them to increase their performance and profitability. 8– 25

The Path to Greater Shareholder Value through Unrelated Diversification 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 Do an excellent job of negotiating favorable acquisition prices. Provide managerial oversight and resource sharing, financial resource allocation and portfolio management, and restructure underperforming businesses. 8– 26

The Drawbacks of Unrelated Diversification Demanding Managerial Requirements Monitoring and maintaining the parenting advantage Pursuing an Unrelated Diversification Strategy Limited Competitive Advantage Potential lack of cross-business strategic-fit benefits 8– 27

Inadequate Reasons for Pursuing Unrelated Diversification Poor Rationales for Unrelated Diversification Seeking reduction of business investment risk Pursuing rapid or continuous growth for its own sake Seeking stabilization to avoid cyclical swings in businesses Pursuing personal managerial motives 8– 28

COMBINATION RELATED-UNRELATED DIVERSIFICATION STRATEGIES Related-Unrelated Business Portfolio Combinations Dominant. Business Enterprises Narrowly Diversified Firms Broadly Diversified Firms Multibusiness Enterprises 8– 29

STRUCTURES OF COMBINATION RELATEDUNRELATED DIVERSIFIED FIRMS ♦ Dominant-Business Enterprises ● Have a major “core” firm that accounts for 50 to 80% of total revenues and a collection of small related or unrelated firms that accounts for the remainder. ♦ Narrowly Diversified Firms ● Are comprised of a few related or unrelated businesses. ♦ Broadly Diversified Firms ● Have a wide-ranging collection of related businesses, unrelated businesses, or a mixture of both. ♦ Multibusiness Enterprises ● Have a business portfolio consisting of several unrelated groups of related businesses. 8– 30

EVALUATING THE STRATEGY OF A DIVERSIFIED COMPANY Attractiveness of industries Strength of Business Units Cross-business strategic fit Diversified Strategy Fit of firm’s resources Allocation of resources New Strategic Moves 8– 31

EVALUATING THE STRATEGY OF A DIVERSIFIED COMPANY 1. Assessing the attractiveness of the industries the firm has diversified into, both individually and as a group. 2. Assessing the competitive strength of the firm’s business units within their respective industries. 3. Checking the competitive advantage potential of crossbusiness strategic fit among the firm’s various business units. 4. Checking whether the firm’s resources fit the requirements of its present business lineup. 5. Ranking performance prospects of the businesses and determining the parent firm’s priority for allocating resources to its businesses. 6. Crafting strategic moves to improve corporate performance. 8– 32

8. 2 Strategy Alternatives for a Company Pursuing Diversification 8– 33

Step 1: Evaluating Industry Attractiveness How attractive are the industries in which the firm has business operations? Does each industry represent a good market for the firm to be in? Which industries are most attractive, and which are least attractive? How appealing is the whole group of industries? 8– 34

Key Indicators of Industry Attractiveness ♦ Social, political, regulatory, environmental factors ♦ Seasonal and cyclical factors ♦ Industry uncertainty and business risk ♦ Market size and projected growth rate ♦ Industry profitability ♦ The intensity of competition among market rivals ♦ Emerging opportunities and threats 8– 35

Gauging Industry Attractiveness from the Multibusiness Perspective The Question of Cross. Industry Strategic Fit The Question of Resource Requirements How well do the industry’s value chain and resource requirements match up with the value chain activities of other industries in which the firm has operations? Do the resource requirements for an industry match those of the parent firm or are they otherwise within the company’s reach? 8– 36

8. 1 Calculating Weighted Industry Attractiveness Scores* * Rating scale: 1 = very unattractive to the firm; 10 = very attractive to the firm. Remember: The more intensely competitive an industry is, the lower the attractiveness rating for that industry! 8– 37

The Difficulties of Calculating Industry Attractiveness Scores Deciding on appropriate weights for the industry attractiveness measures. Evaluating Industry Attractiveness Gaining sufficient knowledge of the industry to assign accurate and objective ratings. Whether to use different weights for different business units whenever the importance of strength measures differs significantly from business to business. 8– 38

Step 2: Evaluating Business-Unit Competitive Strength ♦ Relative market share ♦ Costs relative to competitors’ costs. ♦ Ability to match or beat rivals on key product attributes. ♦ Brand image and reputation. ♦ Other competitively valuable resources and capabilities. ♦ Strategic fit with the firm’s other businesses. ♦ Bargaining leverage with key suppliers or customers. ♦ Alliances and partnerships with suppliers and/or buyers. ♦ Profitability relative to competitors 8– 39

8. 2 Calculating Weighted Competitive Strength Scores for a Diversified Company’s Business Units* * Rating scale: 1 = very weak; 10 = very strong. Relative market share: the ratio of a business unit’s market share to the market share of its largest industry rival as measured in unit volumes, not dollars. 8– 40

8. 3 A Nine-Cell Industry Attractiveness– Competitive Strength Matrix Star Cash cow Note: Circle sizes are scaled to reflect the percentage of companywide revenues generated by the business unit. 8– 41

8. 4 Identifying the Competitive Advantage Potential of Cross-Business Strategic Fit 8– 42

Step 4: Checking for Resource Fit ♦ Financial Resource Fit State of the internal capital market ● Using the portfolio approach: u Cash hogs need cash to develop. u Cash cows generate excess cash. u Star businesses are self-supporting. ● ♦ Success sequence: ● Cash hog Star Cash cow 8– 43

Step 4: Checking for Resource Fit ♦ Does the firm have (or can it develop) the specific resources and capabilities needed to be successful in each of its businesses? ♦ Are the firm’s resources being stretched too thinly by the resource requirements of one or more of its businesses? 8– 44

Step 5: Ranking Business Unit Performance and Assigning Resource Allocation Priorities ♦ Ranking Factors: ● ● ● Sales growth Profit growth 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. 8– 45

8. 5 The Chief Strategic and Financial Options for Allocating a Diversified Company’s Financial Resources 8– 46

Step 6: Crafting New Strategic Moves to Improve Overall Corporate Performance Strategy Options for a Firm That Is Already Diversified Stick with the Existing Business Lineup Broaden the Diversification Base with New Acquisitions Divest and Retrench to a Narrower Diversification Base Restructure through Divestitures and Acquisitions 8– 47

8. 6 A Company’s Four Main Strategic Alternatives After It Diversifies 8– 48

Broadening a Diversified Firm’s Business Base ♦ Factors Motivating the Adding of Businesses: ● The transfer of resources and capabilities to related or complementary businesses. ● Rapidly changing technology, legislation, or new product innovations in core businesses. ● Shoring up the market position and competitive capabilities of the firm’s present businesses. ● Extension of the scope of the firm’s operations into additional country markets. 8– 49

Divesting Businesses and Retrenching to a Narrower Diversification Base ♦ Factors Motivating Business Divestitures: ● Improvement of long-term performance by concentrating on stronger positions in fewer core businesses and industries. ● Business is now in a once-attractive industry where market conditions have badly deteriorated. ● Business has either failed to perform as expected andor is lacking in cultural, strategic or resource fit. ● Business has become more valuable if sold to another firm or as an independent spin-off firm. 8– 50

♦ What does the growth in both revenues and profits reveal about the success of J&J’s diversification through acquisition strategy? ♦ To what extent is decentralization required when seeking cross-business strategic fit? ♦ What should J&J do to ensure the continued success of its diversification strategy? 8– 51

Using Divestitures and Acquisitions to Restructure the Business Lineup ♦ Factors Leading to Corporate Restructuring: ● Too many businesses in unattractive industries ● Too many competitively weak businesses ● Ongoing declines in the market shares of business units due to more market-savvy competitors ● Debt and interest costs that sap profitability ● Acquisitions that haven’t lived up to expectations ● Reallocation of assets to strengthen the lineup ● Businesses with poor resource or strategic fit 8– 52

♦ Is VF’s corporate restructuring strategy narrowing or broadening its diversification base? ♦ How did restructuring ensure that VF was better prepared to weather the economic downturn than its competitors? ♦ What actions did VF take after making acquisitions to ensure the success of those acquisitions? 8– 53