CORPORATE LEVEL STRATEGY: RELATED & UNRELATED DIVERSIFICATIONH & V INTEGRATION VERSUS DIVERSIFICATION3 GROWTH STRATEGIESDISTINCTIVE v. CORE COMPETENCIESESTABLISHING A COMPETENCY AGENDA: Prahalad & Hamel, p. 339INCREASING PROFITABILITY THRU DIVERSIFICATIONINCREASING PROFITABILITY THROUGH DIVERSIFICATIONMULTIBUSINESS MODELFREE CASH FLOW MEASURETRANSFERRING COMPETENCIESMULTIPOINT COMPETITIONGENERAL ORGANIZATIONAL COMPETENCIESTYPES OF DIVERSIFICATIONLIMITS TO DIVERSIFICATIONSONY’S WEB OF CORPORATE-LEVEL STRATEGYINTERNAL NEW VENTURESGUIDELINES FOR SUCCESSFUL INTERNAL VENTURINGVENTURE STAGES-PHASES-STEPSACQUISITIONS STRATEGYPORTER’S GUIDELINESRESTRUCTURINGALTERNATIVES TO FIRM-LEVEL DIVERSIFICATIONPHILIPS V. MATSUSHITACORPORATE LEVEL STRATEGY: RELATED & UNRELATED DIVERSIFICATIONBUSINESS 189SPRING 2007DR. MARK FRUINH & V INTEGRATION VERSUS DIVERSIFICATION•CHAPTERS 9 & 10 NEED TO BE UNDERSTOOD TOGETHER•THEY CONSIDER THE SAME ISSUE, CORPORATE LEVEL (MULTIBUSINESS) STRATEGIES FROM DIFFERENT ANGLES•THE CONTEXT IS WHAT WE ARE FAMILIAR WITH - A U.S. POINT OF VIEW•HOWEVER, DIFFERENT STORIES IN JAPAN, KOREA, CHINA, INDIA, THAILAND, AND ELSEWHERE–BECAUSE DIVERSIFICATION ACHIEVED THROUGH BUSINESS GROUPS AND INTERFIRM NETWORKS3 GROWTH STRATEGIES•DO IT YOURSELF (INTERNAL GROWTH)•BUY IT (ACQUISITION)•PARTNER (SHORT- TO LONG-TERM COOPERATIVE STRATEGIES)DISTINCTIVE v. CORE COMPETENCIES•DISTINCTIVE COMPETENCIES–SOMETHING THAT YOU DO WELL AND YOUR RIVALS DON’T DO AS WELL•CORE COMPETENCIES: VERY FEW DISTINCTIVE COMP-->CORE COMP–EXPANDABILITY–TRANSFERABILITY–INIMITABILITYESTABLISHING A COMPETENCY AGENDA: Prahalad & Hamel, p. 339•INDUSTRY VS COMPETENCY AXES (NOW/EXISTING & FUTURE) •2 X 2: EXISTING VS NEW –PREMIER PLUS 10 (NEW COMPETENCE/ EXISTING INDUSTRY: BUILD & EXTEND)–MEGA-OPPORTUNITIES (NEW INDUSTRY/NEW COMPETENCE - NIRVANA)–WHITE SPACES (NEW INDUSTRY/ EXISTING COMPETENCY: TRANSFER FROM OLD TO NEW)–FILL IN THE BLANKS (IMPROVE & LEVERAGE: EXISTING/EXISTING)INCREASING PROFITABILITY THRU DIVERSIFICATION•PERFORM ONE OR MORE VALUE CREATING FUNCTIONS AT LOWER COSTS & HIGHER QUALITY (FL STRATEGY)•PERFORM ONE OR MORE VALUE CREATING FUNCTIONS TO ALLOW DIFFERENTIATION AND GIVE BETTER PRICING OPTIONS (LB STRATEGY)•HELP THE FIRM BETTER MANAGE INDUSTRY RIVALRY (LB STRATEGY)•IN OTHER WORDS, USE STRATEGY STACK TO STRATEGIC ADVANTAGEINCREASING PROFITABILITY THROUGH DIVERSIFICATION•TRANSFER COMPETENCIES ACROSS INDUSTRIES (TECH & MKT RELATED DIVERSIFICATION)•LEVERAGE COMPETENCIES (MORE INTANGIBLE THAN TANGIBLE: GOOD FINANCIAL/HR SKILLS)•SHARING RESOURCES: ECONOMIES OF SCOPE•PRODUCT BUNDLING: OFFERING COMPLEMENTARY BUT UNRELATED GOODS & SERVICES–WINTEL IS MOST FAMOUS EXAMPLE–FOOD & ENTERTAINMENT AT NIGHTCLUBMULTIBUSINESS MODEL•HOW TO TRANSFER & LEVERAGE COMPETENCIES ACROSS INDUSTRIES–FIRST, A BUSINESS MODEL FOR EACH INDUSTRY IN WHICH FIRM COMPETES•HOW TO SUCCEED IN THIS BUSINESS–SECOND, HIGHER LEVEL MODEL THAT JUSTIFIES ENTRY INTO DIFFERENT INDUSTRIES•HOW TO COMBINE MANAGEMENT OF SEVERAL DIFFERENT BUSINESSESFREE CASH FLOW MEASURE•FOR SOME, DIVERSIFICATION CHOICES ARISE WHEN FIRM GENERATES CASH IN EXCESS OF THAT REQUIRED TO FUND INVESTMENTS IN EXISTING BUSINESS/ES & TO MEET DEBT REQUIREMENTS•OF COURSE, BY THIS DEFINITION, DIVERSIFICATION OPPORTUNITIES ARISE WHEN EXCESS RESOURCES OF ANY SORT ARE AVAILABLE, NOT JUST FREE CASHTRANSFERRING COMPETENCIES•IS NOT EASY•BECAUSE THEY ARE OFTEN STICKY IN VARIOUS WAYS (E.G., SITE- & TIME- SPECIFIC)•NON-EMBEDDED VERSUS EMBEDDED–“HYBRIDIZATION” VS. TRUE HYBRIDS–HYBRIDS HAVE SUPERIOR TRAITS TO BOTH PARENTS •ECONOMIES OF SCOPE ARISE WHEN TWO OR MORE BUSINESS UNITS SHARE RESOURCES, EITHER TANGIBLE OR INTANGIBLE–BRAND EQUITYMULTIPOINT COMPETITION•WHEN COMPANIES COMPETE IN DIFFERENT INDUSTRIES (AT THE SAME TIME & WITH THE SAME RIVALS)–MANAGE RIVALRY–ATTACKS IN ONE INDUSTRY ARE MET OR MATCHED IN ANOTHER–MOSTLY, MOVES ADJUST PRICES; SOMETIMES REWORK PRODUCT OFFERINGS–WHY ARE MOVES MOSTLY MINOR?GENERAL ORGANIZATIONAL COMPETENCIES•RARE, CROSS-ORG COMPETENCIES (RELATED TO IDEA OF GEN. MGMT SKILLS)–ENTREPRENEURIAL CAPABILITIES–ORGANIZATIONAL DESIGN SKILLS (SYSTEMS, STRUCTURES & CONTROL CAPABILITIES)–SUPERIOR STRATEGIC CAPABILITIES (INTANGIBLE GOVERNANCE SKILLS)–(LEADERSHIP AND/OR ABILITY TO SEIZE THE MOMENT)TYPES OF DIVERSIFICATION•RELATED–CONSTRAINED (MARKET-BASED)–LINKED (TECHNOLOGY-LINKED)•UNRELATED–CONGLOMERATES–BUSINESS GROUPSLIMITS TO DIVERSIFICATION•BUREAUCRATIC COSTS –NUMBER OF BUSINESSES–COORDINATION AMONG BUSINESSES•LIMITS TO EFFECTIVE GOVERNANCE•CULTURE FALLS APART; THERE IS NO CENTER•(FOCUS NEEDED TO SUCCEED IN INDIVIDUAL BUSINESSES IS LOST)SONY’S WEB OF CORPORATE-LEVEL STRATEGY•FIGURE ON p. 357•SONY’S CORE INDUSTRY OF CONSUMER ELECTRONICS•SURROUNDED BY–RELATED DIVERSIFICATION (COMPUTERS, CELL PHONES)–UNRELATED DIVERSIFICATION (PLAY STATION)–BACKWARD INTEGRATION (COMPONENTS)–FORWARD INTEGRATION (MUSIC, MOVIES)•WHAT DO YOU THINK OF THIS FIGURE?INTERNAL NEW VENTURES•A KIND OF DIVERSIFICATION•WHY NEW VENTURES FAIL–MARKET ENTRY TOO SMALL A SCALE•LARGE SCALE ENTRY A PRECONDITION OF SUCCESS, ESP. FOR LARGE FIRMS–POOR COMMERCIALIZATION SKILLS•CROSSING THE CHASM (TWICE)–POOR MANAGEMENT OF VENTURE PROCESS•TOO MANY NEW VENTURES STARTED•MISUNDERSTAND STRATEGIC CONTEXT•UNDERESTIMATE TIME & COSTS INVOLVED•POOR IMPLEMENTATION/EXECUTIONGUIDELINES FOR SUCCESSFUL INTERNAL VENTURING•UNDERSTAND BOTH THE “R” & THE “D” OF R&D•DOWNSTREAM LINKS TO MARKETING & SALES ARE CRITICAL DURING “D”•KEY OBJECTIVES FOR STRATEGIC SUCCESS ARTICULATED EARLY & OFTEN•CROSS-FUNCTIONAL DEVELOPMENT TEAMS•KNOW WHEN TO HOLD’EM & FOLD’EMVENTURE STAGES-PHASES-STEPS•30 + STEPS FROM START TO STOP•DOES NOT STANDARDIZE CYCLE TIMES - THESE VARY BY INDUSTRY?•DOES NOT ESTIMATE PHYSICAL AND PSYCHOLOGICAL COSTS•MOST FIRMS DO NOT WIND UP FINISHING WHAT THEY SET OUT TO DO•INITIAL RESOURCES, INCLUDING HR, ARE NOT WHAT IS NEEDED ALONG WAYACQUISITIONS STRATEGY•GUIDELINES FOR SUCCESS–IDENTIFICATION & SCREENING–BIDDING STRATEGY (AVOID BIDDING WARS)–INTEGRATION (PRE- & POST-INTEGRATION)–LEARNING FROM EXPERIENCE (OF MAKING ACQUISITIONS; LEARNING FROM ACQUIRED FIRMS; VICARIOUS LEARNING (OTHERS DOING THE SAME THING)PORTER’S GUIDELINES•3 TESTS–ATTRACTIVE INDUSTRY?–RECOVER INITIAL INVESTMENT?–BETTER OFF