《战略管理》ppt课件.pptx
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《战略管理》ppt课件.pptx
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EVALUATINGTHESTRATEGIESOFDIVERSIFIEDCOMPANIES,ChapterOutline,IdentifyPresentCorporateStrategyEvaluateIndustryAttractivenessEvaluateCompetitiveStrengthofBusinessUnitsStrategicFitAnalysisResourceFitAnalysisRankBusinessUnitsBasedonPerformanceDecideonResourceAllocationPrioritiesandGeneralStrategicDirectionCraftingaCorporateStrategyGuidelinesforManagingtheCorporateStrategyProcess,BuildingShareholderValue:
QuestionstoAskAboutaDiversifiedCompany,1.Howattractiveisthegroupofbusinessesthecompanyhasdiversifiedinto?
2.Howgoodisthefirmsoverallperformanceoutlookintheyearsaheadwiththesebusinesses?
3.Ifprevioustwoanswersarentsatisfactory,whatshouldthefirmdotorealignitsbusinesslineup?
Divestunattractivebusinesses?
Strengthenpositionsofremainingones?
Acquirenewbusinesses?
HowtoEvaluateaDiversifiedCompanysStrategy,Step1:
IdentifypresentcorporatestrategyStep2:
Evaluatelong-termattractivenessofeachindustryfirmisinStep3:
EvaluatecompetitivestrengthoffirmsbusinessunitsStep4:
ApplystrategicfittestStep5:
Applyresourcefittest,Step6:
RankbusinessunitsbasedonhistoricalperformanceandfutureprospectsStep7:
RankbusinessunitsintermsofpriorityforresourceallocationanddecideongeneralstrategicpostureStep8:
Craftnewstrategicmovestoimproveoverallcompanyperformance,HowtoEvaluateaDiversifiedCompanysStrategy,Figure10.1:
IdentifyingaDiversifiedCompanysStrategy,CorporateStrategy,Approachtoallocatinginvestmentcapitalandresources,Narroworbroad-baseddiversification,Scopeofgeographicoperations,Movestoaddnewbusinesses,Movestobuildpositionsinnewindustries,Effortstocapturecross-businessstrategicfits,Movestodivestweakbusinessunits,Isdiversificationrelated,unrelatedoramix?
Step1:
IdentifyPresentCorporateStrategy,Extenttowhichfirmisdiversified(broadversusnarrow,%ofsalescontributedbyeachbusiness)Isportfoliokeyedtorelatedorunrelateddiversificationorboth?
Isscopeofoperationsmostlydomestic,increasinglymultinational,orglobal?
Recentmovestoaddnewbusinesses,RecentmovestodivestweakbusinessesActionstoboostperformanceofkeybusinessunitsEffortstocapturecross-businessstrategicfitbenefitsandexploitvaluechainrelationshipstocreatecompetitiveadvantagePercentageofcapitalexpendituresallocatedtoeachbusinessunit,Step1:
IdentifyPresentCorporateStrategy(continued),Step2:
EvaluateIndustryAttractiveness,Attractivenessofeachindustryinportfolio,Eachindustrysattractivenessrelativetotheothers,Attractivenessofallindustriesasagroup,IndustryAttractivenessFactors,MarketsizeandprojectedgrowthIntensityofcompetitionEmergingopportunitiesandthreatsSeasonalandcyclicalfactorsResourcerequirementsCross-industrystrategicfitsandresourcefitswithpresentbusinessesIndustryprofitabilitySocial,political,regulatory,andenvironmentalfactorsDegreeofriskanduncertainty,Procedure:
RatingtheRelativeAttractivenessofEachIndustry,Step1:
SelectindustryattractivenessfactorsStep2:
Assignweightstoeachfactor(sumofweights=1.0)Step3:
Rateeachindustryoneachfactor(usescaleof1to10)Step4:
Calculateweightedratings;sumtogetanoverallindustryattractivenessratingforeachindustry,Example:
RatingIndustryAttractiveness,RatingScale:
1=Veryunattractive;5=Average;10=Veryattractive,AttractivenessofMixofIndustriesasaWhole,Howappealingisthewholegroupofindustriesinwhichthecompanyisinvested?
Isthecompanyintoomanyrelativelyunattractiveindustries?
Doestheportfolioofindustriesholdpromiseforattractivegrowthandprofitability?
Shouldsomeformofportfoliorestructuringbeconsidered?
Step3:
EvaluateEachBusinessUnitsCompetitiveStrength,ObjectivesDeterminehowwelleachbusinessispositionedinitsindustryrelativetorivalsEvaluatewhetheritisorcanbecompetitivelystrongenoughtocontendformarketleadership,FactorstoUseinEvaluatingCompetitiveStrength,RelativemarketshareCostsrelativetocompetitorsAbilitytomatch/beatrivalsonkeyproductattributesAbilitytoexercisebargainingleveragewithkeysuppliersorcustomersCaliberofalliancesandcollaborativepartnershipsAbilitytobenefitfromstrategicfitswithsisterbusinessesTechnologyandinnovationcapabilitiesHowwellbusinessscompetenciesmatchindustryKSFsBrandnamerecognitionandreputationProfitabilityrelativetocompetitors,Procedure:
RatingtheCompetitiveStrengthofEachBusiness,Step1:
SelectcompetitivestrengthfactorsStep2:
Assignweightstoeachfactor(sumofweights=1.0)Step3:
Rateeachbusinessoneachfactor(usescaleof1to10)Step4:
Calculateweightedratings;sumtogetanoverallstrengthratingforeachbusiness,Example:
RatingaBusinessUnitsCompetitiveStrength,4,7,5,0.40,0.70,0.50,6.30,0.10,0.10,0.10,1.00,7,6,7,0.70,0.60,1.05,0.10,0.10,0.15,StrengthRating,5,8,WeightedStrengthRating,0.75,1.60,Weight,0.15,0.20,CompetitiveStrengthMeasure,Relativemarketshare,Costsrelativetocompetitors,Abilitytomatchrivalsonkeyproductattributes,Bargainingleverage,Strategicfitrelationships,Technologyandinnovationcapabilities,HowwellresourcesmatchKSFs,Degreeofprofitrelativetorivals,Sumofweights,Competitivestrengthrating,RatingScale:
1=Veryweak;5=Average;10=Verystrong,UsingaMatrixtoDisplayIndustryAttractivenessandCompetitiveStrength,UsequantitativemeasuresofindustryattractivenessandbusinessstrengthtoplotlocationofeachbusinessinmatrixEachbusinessunitappearsasacircleAreaofcircleisproportionaltosizeofbusinessasapercentofcompanyrevenuesOrareaofcirclecanrepresentrelativesizeofindustrywithpiesliceshowingthecompanysmarketshare,Figure10.2:
IndustryAttractiveness-CompetitiveStrengthMatrix,StrategyImplicationsofAttractiveness/StrengthMatrix,BusinessesinupperleftcornerAccordedtopinvestmentpriorityStrategicprescription-growandbuildBusinessesinthreediagonalcellsGivenmediuminvestmentpriorityInvesttomaintainpositionBusinessesinlowerrightcornerCandidatesforharvestingordivestitureMay,onoccasion,becandidatesforanoverhaulandrepositionstrategy,AppealoftheAttractiveness/StrengthMatrix,IncorporatesawidevarietyofstrategicallyrelevantvariablesStressesconcentratingcorporateresourcesinbusinessesthatenjoyHighdegreeofindustryattractivenessandHighdegreeofcompetitivestrengthThelessonhereisemphasizebusinessesthataremarketleadersorthatcancontendformarketleadership,Step4:
StrategicFitAnalysis,ObjectiveDeterminecompetitiveadvantagepotentialofvaluechainrelationshipsandstrategicfitsamongsisterbusinessesExaminestrategicfitfromtwoanglesWhetheroneormorebusinesseshavevaluablestrategicfitswithotherbusinessesinportfolioWhethereachbusinessmesheswellwithfirmslong-termstrategicdirection,EvaluatePortfolioforCompetitivelyValuableCross-BusinessStrategicFits,IdentifybusinesseswhichhavevaluechainmatchupsofferingopportunitiestoReducecostsPurchasingE-commercesystemsManufacturingDistributionTransferskills/technology/intellectualcapitalLeverageuseofawell-knownandcompetitivelypowerfulbrandnameCreatevaluablenewcompetitivecapabilitiesortoleverageexistingresources,Figure10.3:
IdentifyCross-BusinessStrategicFits,BusinessA,ValueChainActivities,InboundLogistics,Technology,Operations,SalesandMarketing,Distribution,Service,BusinessB,BusinessC,BusinessD,BusinessE,Opportunitytocombinepurchasingactivitiestogainmoreleveragewithsuppliers,Opportunitytosharetechnology,transfertechnicalskills,combineR&D,Opportunitytocombinesales&marketingactivities,usecommondistributionchannels,leverageuseofacommonbrandname,and/orcombineafter-saleservice,Nostrategicfitopportunities,Step5:
AssessResourceFit,ObjectiveDeterminehowwellfirmsresourcesmatchbusinessunitrequirementsGoodresourcefitexistswhenAbusinessaddstoafirmsresourcestrengths,eitherfinanciallyorstrategicallyFirmhasresourcestoadequatelysupportrequirementsofitsbusinessesasagroup,CheckingforFinancialResourceFit,DeterminecashflowandinvestmentrequirementsofthebusinessunitsWhicharecashhogsandwhicharecashcows?
AssessingcashflowofeachbusinessHighlightsopportunitiestoshiftfinancialresourcesbetweenbusinessesExplainswhyprioritiesforresourceallocationcandifferfrombusinesstobusinessProvidesrationalizationforbothinvest-and-expandstrategiesanddivestiture,CharacteristicsofCashHogs,InternalcashflowsareinadequatetofullyfundneedsforworkingcapitalandnewcapitalinvestmentParentcompanyhastocontinuallypumpincapitalto“feedthehog”StrategicoptionsAggressivelyinvestinattractivecashhogsDivestcashhogslackinglong-termpotential,CharacteristicsofCashCows,GeneratecashsurplusesoverandabovewhatisneededtosustainpresentmarketpositionSuchbusinessesarevaluablebecausesurpluscashcanbeusedtoPaycorporatedividendsFinancenewacquisitionsInvestinpromisingcashhogsStrategicobjectivesFortifyanddefendpresentmarketpositionKeepthebusinesshealthy,Goodvs.PoorFinancialFit,GoodfinancialfitexistswhenabusinessContributestoachievementofcorporateobjectivesEnhancesshareholdervaluePoorfinancialfitexistswhenabusinessSoaksupdisproportionateshareoffinancialresourcesIsaninconsistentbottom-linecontributorIstoosmalltomakeasizablecontributiontototalcorporateearningsExperiencesaprofitdownturnthatcouldjeopardizeentirecompany,CheckingforCompetitiveandManagerialResourceFits,InvolvesdeterminingwhetherResourcestrengthsarewellmatchedtoKSFsofindustriesfirmisinAmpleresourcedepthexiststosupportresourcerequirementsofallthebusinessesAbilityexiststotransfer
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