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A. involve making radical changes in a diversified company's business lineup, divesting some businesses, and acquiring new ones so as to put a new face on the company's business lineup. Building the acquired firm's earnings from $200, 000 to $600, 000 annually could take several years—and require additional investment on which the purchaser would also have to earn a 20 percent return. Diversification merits strong consideration whenever a single-business company ltd. A second way that a parent company can provide value to its unrelated business occurs when a corporate parent has a well-recognized or highly reputable name or brand that is not strongly attached to a certain product and thus can readily be shared by many or all of its individual businesses. Become skilled in discerning when a particular company business should be sold (because of deteriorating industry and competitive conditions or other factors that make its long-term profit outlook unattractive) and also in finding buyers who will pay a price higher than the company's net investment in the business (so the sale of divested businesses will result in capital gains for shareholders rather than capital losses). The second company, named Mondelēz International, included all of the former company's global snack brands (Oreo, Cadbury, Nabisco, Philadelphia cream cheeses, Ritz, Triscuit, and Wheat Thins, among many others). If Business B has a 15 percent market share and its largest rival has 30 percent, B's relative market share is 0. E. how compatible the competitive strategies of the various sister businesses are and whether these strategies are properly aimed at achieving the same kind of competitive advantage.
E. the firm has not built up a hoard of cash with which to finance a diversification effort. D. typically have dimmer profit outlooks than those in the middle with medium resource priority. Attractive- ness Rating. You're Reading a Free Preview. A. transferring competitively valuable resources, expertise, technological know-how, or other capabilities from one business to another. In a diversified company, the competitive advantage potential of cross-business strategic fit is greater when. B. relative market share, ability to match or beat rivals on key product attributes, brand image and reputation, costs relative to competitors, and ability to benefit from strategic fits with sister businesses. Diversification merits strong consideration whenever a single-business company.com. Further, if Sony moves into a new country market for the first time and does well selling Sony.
D. offers potential for the company's existing businesses and new businesses to perform better together under a single corporate umbrella. A. a newly entered business presents opportunities to cost-efficiently transfer competitively valuable skills or technology from one business to another. C. The business is in an industry with low attractiveness and has a weak competitive position in that industry. Sometimes, cash flow generation is a big consideration. Activities Assembly Distribution Customer. C. shareholders will view the contemplated diversification move as attractive. For example, business units in rapidly growing industries are often cash hogs—so labeled because the cash flows they are able to generate from internal operations aren't big enough to fund their operations and capital requirements for growth. C. Liquidity management. One, capturing cross-business strategic fits via a strategy of related diversification builds long-term economic value for shareholders in ways they cannot undertake by simply owning a portfolio of stocks of companies in different industries. Diversification merits strong consideration whenever a single-business company A. has integrated - Brainly.com. E. when incumbent firms are likely to be slow or ineffective in combating a new entrant's efforts to crack the market.
In actual practice, however, there's no convincing evidence that the consolidated profits of firms with unrelated diversification strategies are more stable or less subject to reversal in periods of recession and economic stress than the profits of firms with related diversification strategies. A. Diversification merits strong consideration whenever a single-business company portal. staying abreast of what's happening in each industry and subsidiary. Without significant cross-business strategic fits and strong company efforts to capture them, one has to be skeptical about the potential for a diversified company's related businesses to perform better together than apart. 10 Hard-to-resolve problems in one or more businesses or big strategic mistakes (sloppy analysis of the industries a company is getting into, discovering that the problems of a newly acquired business will require considerably more time and money to correct than was expected, or being overly optimistic about a newly-acquired company's future prospects) can cause a precipitous drop in corporate earnings and crash the parent company's stock price. Restructuring is also undertaken when a newly appointed CEO decides to redirect the company. Across its present businesses?
And unless it does so, there is no real justifica tion for pursuing an unrelated diversification strategy, since top executives have a fiduciary responsibility to maximize long-term shareholder value for the company's shareholders. 7 percent of revenues); as of December 31, 2018, Microsoft's balance sheet showed the company had cash, cash equivalents, and short-term investments totaling $127. Are the first to bell the cat in that area. The task of crafting corporate strategy for a diversified company encompasses. An e-book published by McGraw-Hill Education. Unless a diversified company's collection of unrelated businesses is more profitable operating under the company's corporate umbrella than they would be operating as independent businesses, an unrelated diversification strategy can not create economic value for shareholders. This is why a company's relative market share is a better measure of competitive strength than a company's market share based on either dollars or unit volume.
Evaluate the relative competitive strength of each of the company's business units. Having a clear fix on the main elements of a company's diversification strategy sets the stage for evaluating how good the strategy is and proposing strategic moves to boost the company's performance. Each attractiveness measure is then assigned a weight reflecting its relative importance in determining an industry's attractiveness—not all attractiveness measures are equally important. D. is sometimes an attractive option for deepening a diversified company's technological expertise and supporting a faster rate of product innovation. Industry attractiveness is plotted on the vertical axis, and competitive strength on the horizontal axis.
Sometimes divesting a business must be considered because market conditions in a once-attractive industry have badly deteriorated. E. the resource requirements of each business exactly match the company's available resources. B. the potential diversification move will boost the company's competitive advantage in its existing business. B. concentrating most of a company's financial resources in cash cow businesses and allocating little or no additional resources to cash hog businesses until they show enough strength to generate positive cash flows. D. concentrates on diversifying into businesses where a company can leverage use of a well-known brand name in ways that create added value for shareholders. One very important advantage of a product-information-only Web site strategy is. In the event the available information is too skimpy to confidently assign a rating value to a business unit on a particular strength measure, it is usually best to use a score of 5—this avoids biasing the overall score either up or down. B. a company has the resources to adequately support the requirements of its businesses as a group without spreading itself too thin and when individual businesses add to a company's overall strengths. 6 billion was used to fund additions to property and equipment and $12. The most important strategy-making guidance that comes from drawing a Nine-Cell Industry Attractiveness-Competitive Strength Matrix is. C. when one or more businesses are cash hogs with questionable long-term potential. Hence the likelihood that a strategy of related diversification can add more shareholder value than a strategy of unrelated diversification is indeed high. A. ensure the appropriate weights are assigned to each measure and that the preparer has sufficient knowledge to rate the industry on each attractiveness measure.
Seasonal and cyclical factors should generally be eliminated (or perhaps assigned a low weight) except in situations where that are obviously relevant. N How appealing is the whole group of industries in which the company has invested? Using a Nine-Cell Matrix to Simultaneously Portray Industry Attractiveness and Competitive Strength The industry attractiveness and competitive strength scores can be used to portray the strategic positions of each business in a diversified company. C. brand sharing between business units that have common customers or that draw upon common core competencies. D. Avoiding channel conflict. 5) have comparatively low industry attractiveness and minimal competitive strength, typically making them weak performers with little potential for improvement. Simple arithmetic requires that the profits be tripled if the purchaser (paying $3 million) is to earn the same 20 percent return. But it is risky for a single-business company to continue to keep all of its eggs in one industry basket when, for whatever reasons, its long-term prospects for continued good performance start to dim. Marketing Distribution Customer. A. has integrated backward and forward as far as it can. D. put business units with the brightest profit and growth prospects and solid strategic and resource fits at the top of the investment priority list.
8 The parenting activities of corporate executives often include identifying, recruiting, and hiring talented managers to run individual businesses and thereby squeeze out better business performance than otherwise might have occurred. Which of the following merits top priority attention by top executives of companies pursuing an unrelated diversification strategy? D. businesses included in the corporate portfolio compete in fast-growing industries. C. generates negative cash flows from internal operations and thus requires cash infusions from its corporate parent to report a profit. But as the number of business units with scores below 5. Nonfinancial Resource Fits Just as a diversified company must have adequate financial resources to support its various individual businesses, it must also have a big enough and deep enough pool of managerial, administrative, and other parenting capabilities to ensure that each of its business units has the resources and capabilities it requires for competitive success and good financial performance. Focusing corporate resources on a few core and mostly related businesses avoids the mistake of diversifying so broadly that resources and management attention are stretched too thin. Which of the following statements about cross-business strategic fit in a diversified enterprise is not accurate? A fourth, and often important, motivating factor for adding new businesses is to complement and strengthen the market position and competitive capabilities of one or more of its present businesses. Share or Embed Document.
The more attractive an industry's prospects are for growth and good long-term profitability, the more expensive it can be to get into. Locating businesses with well-known brand names and large market shares. C. Looking for new businesses that present good opportunities for achieving economies of scope. In such cases, a corporate parent may "spin off" the unwanted business as a financially and managerially independent company, by selling shares to the investing public via an initial public offering or by distributing shares in the new company to the corporate parent's existing shareholders. C. How quickly to divest businesses whose competitive strategies do not closely match the competitive strategies of sister businesses. These strategic-fit benefits helped Sony quickly build a profitable presence in the global video game marketplace. Share this document.
Economies of scope, however, stem directly from cost-saving strategic fits along the value chains of related businesses that allow sister businesses to operate more cost efficiently as part of the same company than they can operate as stand-alone businesses. D. paying down existing debt, increasing dividends, or repurchasing shares of the company's stock. E. potential to grow shareholder value by investing in bargain-priced companies with big upside profit potential. Industries where buyer demand is relatively steady year-round and not unduly vulnerable to economic ups and downs tend to be more attractive than industries where there are wide swings in buyer demand within or across years. A nine-cell grid emerges from dividing the vertical axis into three regions (high, medium, and low attractiveness) and the horizontal axis into three regions (strong, average, and weak competitive strength).
One important dimension of resource fit concerns the potential to generate internal cash flows sufficient to fund capital requirements of its business lineup, termed the firm's. Industries with promising opportunities and minimal threats on the near horizon are more attractive than industries with modest opportunities and imposing threats. Viewing a diversified group of businesses as a collection of cash flows and cash requirements (present and future) is a major step forward in understanding the financial ramifications of diversification and why having businesses with good financial fit is so important. D. Diversification cannot be considered a success unless it results in added shareholder value—value that shareholders cannot capture for themselves by spreading their investments across the stocks of companies in different industries. Each has its pros and cons, but acquisition is the most frequently used; internal start-up takes the longest to produce home-run results, and joint venture/strategic partnership, though used second most frequently, is the least durable. Checking a diversified firm's business portfolio for the competitive advantage potential of cross-business strategic fits entails consideration of. Relative market share 0. The cost-of-entry test.
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