Corporate Level Strategic Alternatives

Corporate Level
Strategic Alternatives
Strategy
A
strategy
is
a
unified,
comprehensive, and integrated plan
that relates the strategic advantages
of the firm to the challenges of the
environment. It is designed to ensure
that the basic objective of the
enterprise are achieved through
proper execution by the organization
Levels of Strategies
Corporate level strategy
Stability
strategies
Expansion strategies
Retrenchment strategies
Combination
strategies
No change
strategies
Pause/proc
eed with
caution
strategies
Profit
strategies
Turnarou
Concentration
Integration
Diversification
Cooperation
nd
Divestm
ent
Liquidati
on
Internationalizat
Simultane
ous
Sequential
Combinati
on
of both
Stability Strategies
A firm pursues stability strategy when
1.It continues to serve the public in the
same product or service, market, and
function sectors as defined in its
business definition.
2.Its main strategic decisions focus on
incremental improvement of functional
performance.
Why Stability Strategies?

It is less risky, involves less changes and
people feel comfortable with things as
they are
The environment faced is relatively stable
Expansion may be perceived as being
threatening
Consolidation
is
sought
through
stabilizing after a period of rapid
expansion
Types of Stability
Strategies
1.No change strategies
2.Pause/proceed with caution
strategies
3.Profit strategies
No Change Strategies
Taking no decision sometimes, is a
decision too!
This
strategy
is
relevant
in
predictable and certain external
environment
and
stable
organizational environment.
Small and medium sized firms rely on
this strategy
Profit Strategies
Things do change
It is assumed that the problem is
short lived
Only motive is sustaining profitability
for a temporary phase
It works only if the problems are
really short lived
Pause/Proceed With
Caution Strategies
It is employed to test the ground
before moving ahead with a fullfledged corporate strategy
The purpose is to let the system
adapt to the new strategies
It is deliberate and conscious
attempt
Expansion
Strategies
Concentration strategies
Integration strategies
Diversification strategies
Cooperation strategies
Internationalization strategies
Digitalization strategies
Expansion Strategies
The corporate strategy of expansion is
followed when an organization aims at high
growth by substantially broadening the
scope of one or more of its business in
terms of their respective customer groups,
customer
functions
and
alternative
technologies-singly or jointly-in order to

improve its overall performance.
Reasons for adopting

It may become imperative when the
environment demands increase in pace
of activity.
Increasing size may lead to more
control over the market vis--vis
competitors.
Advantage from the experience curve
and scale of operation may accrue.
Expansion through concentration
Expansion through integration
Expansion through diversification
Expansion through cooperation
Expansion through
internationalization
Expansion through digitalization
Concentration Strategies
Concentration is a simple, first-level type
of expansion strategy. It involves
converging resources in one or more of a
firm businesses in terms of their
respective customer needs, customer
functions, or alternative technologieseither singly or jointly- in such a manner
that expansion results.
Concentration strategies involve an
investment of resources in a product
line for an identified market, with the
help of proven technology.
Ansoff Product-Market
Matrix
Three Types of
Market penetration
Market development
Product development
Diversification
Market Penetration
Market penetration involves selling more
product to the same market: a firm may
attempt at focusing intensely on existing
markets with its present products, using
a
market
concentration.
penetration
type
of
Market Development
It involves selling the same products to
new markets: it may try attracting new
users for existing products, resulting in a
market
development
type
concentration. Eg: Jute and Coir
of
Product Development
It involves selling new products to the
same markets: it may introduce newer
products in the existing markets by
concentration on product development.
Eg: Nokia Lumia
Advantage of Concentration
Strategy
Involves minimal organizational changes
Enables the firm to master in one or a
few businesses and specialize in it
Helps to develop competitive advantage
Known situations leads to handle
problems prudently
High level of predictability puts decision
making under less pressure
Limitations of Concentration
Strategy
Concentration on one industry may affect
firm intensely
Product obsolescence, technology
upgradation, uncertainty of market pose
risk
Develops organizational inertia
Leads to cash surplus in mature stage of
business leaving less scope to invest in
same business, hence leads to integration
and diversification
Expansion through
Expansion
Through
Integration
Integration Strategies
Integration (from the Latin integer,
meaning whole or entire) generally
means combining parts so that they
work together or form a whole.
Integration strategies are designed to
widen scope of its business along with
same customer group and customer
function, changing its alternative
technologies undergo a change.
Horizontal Integration
When an organisation takes up the
same type of products at the same
level of production or marketing
process, it is said to follow a strategy
of horizontal integration.
Horizontal
Integration
Defined
Seeking
ownership or
increased
control over
competitors
Example
Takeover of United
Western Bank into
IDBI to increase its
retail presence
Guidelines for Horizontal

Integration
Firm can gain monopolistic characteristics without
being challenged by federal government
Competes in growing industry
Increased economies of scale provide major
competitive advantages
Benefits of Horizontal
Integration
Economies of scale
Economies of scope
Increased product differentiation
Increased market power
Replicating a successful business
model
Reduction in industry rivalry
Vertical Integration
When an organization starts making new
products that serve its own needs, vertical
integration takes place.
Backward integration: Any new activity
undertaken with the purpose of either
supplying inputs(such as raw materials)
Forward Integration: Serving as a
customer for outputs (such as marketing of
firm's product) is vertical integration.
Backward Integration
Backward integration is a form ofvertical
integrationthat involves the purchase of
suppliers. Companies will pursue backward
integration when it will result in improved
efficiency and cost savings.
For example, backward integration might cut
transportation costs, improveprofit
marginsand make the firm more competitive.
Backward
Integration
Defined
Seeking
ownership or
increased
control of a
firms
suppliers
Example
Reliance integrated
backwards by making
a foray in to polyester
filament yarn
business
Guidelines for Backward

Integration
When present suppliers are expensive, unreliable,

or incapable of meeting needs
Number of suppliers is small and number of
competitors large
High growth in industry sector
Firm has both capital and human resources to
manage new business
Advantages of stable prices are important
Present supplies have high profit margins
Forward Integration
Forward integration is a business
strategy that involves a form
ofvertical integrationwhereby
activities are expanded to include
control of the direct distribution of its
products.
Forward
Integration
Defined
Gaining
ownership or
increased
control over
distributors or
retailers
Example
Comvita-Natural
healthcare product
Company acquired
Hong Kong
distributor
GreenLife Ltd to
access Asian
market easily
Guidelines for Forward

Integration
Present distributors are expensive, unreliable, or

incapable of meeting firms needs
Availability of quality distributors is limited
When firm competes in an industry that is
expected to grow markedly
Advantages of stable production are high
Present distributor have high profit margins
Expansion through
Expansion
Through
Diversification
Diversification Strategies
When new products are made for new

markets then diversification take place.
The notion of diversifying is therefore
related to the newness of products or
markets or both.
By
adopting
diversification,
an
organization does something novel in
terms of making new products or serving
new
markets
or
doing
both
simultaneously.
Why are Diversification

Strategies adopted?
Diversification strategies are adopted to
minimize risk by spreading it over several
business.
Diversification may be used to capitalize
on its capabilities and business model
so as to maximize organizational strength
or minimize weakness.
Diversification may be the only way out if
growth in existing business is blocked due
to environmental and regulatory factors.
Concentric
Diversification
If the new business is in any way

related to the original business in
terms of the customer groups served,
customer functions performed or
alternative technologies employed,
then it is concentric diversification.
Types of Concentric
Diversification
Marketing-related concentric
diversification-: A similar type of product is
offered with the help of unrelated technology.
Technology-related concentric
diversification-: A new type of product or
service is provided with the help of related
technology.
Marketing-and technology-related
concentric diversification-: A similar type
of product or service is provided with the
help of a related technology.
Conditions/Reasons for
Concentric Diversification
Realizing financial synergies in terms of
transaction cost savings and tax savings
Realizing marketing synergies by
increased market power & multipoint
market contact with distributors and
customers
Realizing operational synergies through
utilizing human resource and skills for
another business
Realizing informational synergies by

using common sources of
information, database and
information networks
Realizing managerial synergies by
managing a set of related businesses
requiring common set of
administrative skills and expertise
Conglomerate
Diversification
When an organisation adopts a
strategy which requires taking up
those activities which are unrelated
to the existing business definition of
any of its businesses, it is
conglomerate diversification.
Conglomerate
Diversification
Spreading business risk by investing

in different industries
Maximizing returns by investing in
profitable businesses and selling
unprofitable ones
Leveraging competencies in
corporate restructuring by tuning
around loss making companies
Stabilizing returns by avoiding economic

upswings and downswings through
having stakes in different industries
Taking advantage of emerging
opportunities afforded by an expanding
economy and encouraging government
policies
Migrating from businesses under threat
Expansion through
Expansion
Through
Internationalizati
on
Internationalization
Strategies
International strategies are type of
expansion strategies that require
organizations to market their products
or services beyond the domestic or
national market. For doing so, an
organization would have to assess the
international environment, evaluate
its own capabilities and devise
strategies to enter foreign markets.
Types Of
Strategies
International strategy-:
Firms adopt an international strategy when
they create value by transferring products
and services to foreign markets where these
products and services are not available.
Multidomestic strategy-:
Firms adopt a multidomestic strategy when
they try to achieve a high level of local
responsiveness by matching their products
and service offerings to the national
conditions operating in the countries they
operate in.
Types of
strategies
Global strategy-:
Firms adopt a global strategy when they rely
on a low-cost approach based on reaping the
benefits of experience-curve effects and
location economies and offering standardised
products and services across different
countries.
Transnational strategy-:
Firms adopt a transnational strategy when
they adopt a combined approach of low-cost
and high local responsiveness simultaneously,
for their products and services.
Advantages Of Expansion
Through
Realising economies scale-: By

expanding sales volume through
international expansion, firms can
realise cost economies of scale.
Realising economies of scope-:
Firms develop valuable competencies
and skills when they operate in home
markets and implement particular
business models.
Advantages Of Expansion
Through
Expansion and extension of markets-:

Economies of scale and scope enable firms to
expand their markets from local to global
markets, in a two-way beneficial relationship
where the expanded markets enable the
firms to realize lower costs and attain
economies of scale.
Access to resources overseas-: by
expanding internationally, firms gain access
to resources overseas that they do not get
when they operate in domestic markets only.
Disadvantages Of
Expansion Through
Higher risks-: International

expansion often entails a higher risk
as compared to a situation where a
firm operate only domestically.
Difficulty in managing cultural
diversity-: International firms face
challenges of managing cultural
diversity within and outside.
Disadvantages Of
Expansion Through
High bureaucratic costs-: Operating

internationally require an extensive
coordination between the home office
and the foreign operations and
subsidiaries.
Trade barriers-: Despite liberalization
of trade between countries, substantial
trade barriers in the form of tariffs,
pricing restrictions, differing standards
or local content requirements exist.
Expansion through
Expansion Through
Cooperative
Strategies
Cooperative Strategies
Cooperative strategies take into
account the possibility of mutual
cooperation with competitors, at the
same time competing with them so
that the market potential could
expand.
Types Of Cooperative
Strategies
Mergers and acquisitions
Joint Ventures
Strategic Alliances
Merger and Acquisition

Mergers:
A merger is a combination
(amalgamation, consolidation or
integration) of two or more organizations
in which one acquired the assets and
liabilities of the other in exchange for
shares or cash, or both the organizations
are dissolved and assets and liabilities
are combined and new stock is issued.
Acquisitions:
When one company takes over the
other and rules all its business
operations, it is known as
acquisitions.
Types of Mergers and

Acquisitions
Horizontal mergers
Vertical mergers
Concentric mergers
Conglomerate mergers
Reasons for Mergers and

Acquisitions
To increase the value of the
organizations stock.
To increase the growth rate and make
a good investment.
To reduce competition.
To improve the stability of its earnings
and sales.
To avail tax concessions and benefits.
Benefits of M&A
Brings synergy that offers a surplus power that
enables enhanced performance and cost
efficiency.
Increases cost efficiency because any kind of
merger actually improves the purchasing power
as there is more negotiation with bulk orders.
easy to maintain the competitive edge because
there are many issues and strategies that can e
well understood and acquired by combining the
resources and talents of two or more companies.
enhances and strengthens the

business network by improving
market reach. This offers new sales
opportunities and new areas to
explore the possibility of their
business.
BASIS FOR
COMPARISON
MERGER
ACQUISITION
Meaning
The merger means the

fusion of two or more
than two companies
voluntarily to form a
new company.
When one entity

purchases the business
of another entity, it is
known as Acquisition.
Formation of a new
company
Yes
No
Nature of Decision
The mutual decision of

the companies going
through mergers.
Friendly or hostile
decision of acquiring
and acquired
companies.
Minimum number of
companies involved
Purpose
To decrease
competition and
increase operational
efficiency.
For Instantaneous
growth
Size of Business
Generally, the size of

merging companies is
The size of the

acquiring company will
Joint venture strategies

A joint venture could be considered
as an entity resulting from a longterm contractual agreement between
two or more parties, to undertake
mutually beneficial economic
activities, exercise joint control and
contribute equity and share in the
profit or losses of the entity.
Conditions for joint

ventures
When an activity is uneconomical for
an organization to do alone.
When the risk of business has to be
shared and, therefore, is reduced for
the participating firms.
When the distinctive competence of
two or more organisations can be
brought together.
Types of joint venture
2 firms in one industry

2 firms across different industries
Indian & foreign firm in India
Indian & foreign firm in that foreign country
Indian & foreign firm in a third country
Benefits in joint venture

Minimizing risk
Reducing an individual companys
investment
Creating access to foreign technology
Broad- based equity participation
Access to government and political
support and entering new fields of
business and synergistic advantages
Disadvantages in joint
ventures
Problems in equity participation
Foreign exchange regulations
Lack of proper coordination among
participating firms
Cultural and behavioural differences
and the possibility of conflict among
the parteners
Strategic Alliances
Yoshino and Rangan define strategic
alliances in terms of three necessary
and sufficient characteristics:
Two or more firms unite to pursue a set
of agreed upon goals, but remain
independent subsequent to the
information of the alliances
The partners firms contribute on a
continuing basis, in one or more key
strategic area, for ex. technology
Reasons For Strategic

Alliances
Entering new markets
Reducing manufacturing costs
Developing and diffusing technology
Types Of Strategic
Alliances
Procompetitive alliances (low
interaction/low conflict).
Noncompetitive alliances (high
interaction/low conflict).
Competitive alliance (high
interaction/high conflict).
Precompetitive alliance (low
interaction/high conflict).
Ways to manage
strategic alliance
1. Clearly define a strategy and assign
responsibility
2. Phase in the relationship between
partners
3. Blend the cultures of the partners
4. Provide for an exit strategy
Pitfalls In Strategic
Alliances
Lack of trust and commitment
Perceived misunderstandings among
partners
Conflicting goals and interests
Inadequate preparation for entering into
partnership
Hasty implementation of plans and focussing
on controlling the relationship rather than
on managing it for mutual benefits
Expansion through
Digitalization Strategies
Computerization, electronisation,
digitisation, networking and
telecommunication enables to merge all
types of information into a common
digital form by the process called as
digitalization.
Digitalization is defined as digital coding
of information and the growing
productivity gains in processing and
transmission it enable.
Digitization, Value Chain

and Value System
Value chains and value systems have worked
in well-understood ways, where input the
form of raw materials provided through
inbound logistics to the organization where
value- addition takes place through
operations . The finished products are then
supplied through marketing and sales to the
customer. After- sales services support the
value chain process wherever needed. But
digitalization has transformed the value chain
and value system in several different ways.
Digitalisation transforms the

value chain and value system in
several different ways
Deconstruction- Digitalization changes
the way that value chains and value
systems might work.
Disintermediation- when some process
in the value chain are eliminated
Re-intermediation- When processes in
the value chain are supplemented by
one or more intermediaries like
informediaries
Digitalization transforms the

Industry morphing-Digitalisation has
created a situation where traditional
industries are transforming into
entirely new types of industries.
Cannibalisation-A set of activities
performed in the value chain are being
replaced by a new set of activities, thus
eating away that part of value chain
Digitalization transforms the

Techno-intensification- Digitalisation of the
value chain and value system results in a
situation where there is more intensive use
of technology and a decreased use of
human resources.
Re-channelling- Deconstruction of value
chain and rechanelling the value chain so
that firm can focus on the core activities
and outsource others.
Retrenchment strategies
A retrenchment strategy is pursued by
a firm when:
It sees the desirability of or
necessity for reducing its product or
service lines, markets, or
functions
It focuses its strategic decisions on
functional improvement through
the reduction of activities in units
with negative cash flows.
Why Retrenchment
strategies?
The management no longer wishes to
remain in business either partly or
wholly, due to continuous losses and
the organization becoming viable
Stability can be ensured by
reallocation of resources from
unprofitable to profitable businesses
The environment faced is
threatening
Types of Retrenchment
strategies
Turnaround strategies
Divestment strategies
Liquidation strategies
TURNAROUND STRATEGIES
Turnaround strategy means to convert,
change or transform a loss-making
company into a profit-making company.
Turnaround strategy is an analytical
approach to solve the root cause failure of
a loss-making company to decide the most
crucial reasons behind its failure. Here, a
long-term strategic plan and restructuring
plans are designed and implemented to
solve the issues of a sick company.
TURNAROUND STRATEGIES
Reversing a negative trend
Retrenchment - internal/external - improve internal
efficiency - Divestment/liquidation
Reasons/conditions for turnover:
Persistent negative cash flows
Negative profits
Declining market share
Deterioration in physical facilities
High turnover, low morale, Mismanagement
Uncompetitive products, sick company
MANAGING TURNAROUND
Existing team - support external consultant - if C.E credibility rare
Existing team - withdraws temporarily - turnaround
specialist employed
Replace existing team / C.E
Approaches to Turnaround:
- Surgical
- Human approach
ACTION PLAN FOR

TURNAROUND
Analysis of product, market, production process,
competition, market segment positioning
Clear thinking - market place &production logic
Implementation of plans - target - setting, feedback,
remedial action
DIVESTMENT
Divestment Strategyis another form of
retrenchment that includes the
downsizing of the scope of the
business. The firm is said to have
followed the divestment strategy,
when it sells or liquidates a portion of
business or one or more of its strategic
business units or a major division, with
the objective to revive its financial
position.
Divestment
Business proves to be a mismatch

Persistent negative cash flows
Severity of competition
If investing in technological upgradtion is not
possible
By selling off a business company may survive
Better alternative may be available for
investment
Part of merger plan to mutually merge
unprofitable business
LIQUIDATION
TheLiquidation Strategyis the most
unpleasant strategy adopted by the
organization that includes selling off its
assets and the final closure or winding up
of the business operations.
Difficult for large companies to liquidate
Buyers rare for purchase of assets
Court, voluntary, subject to supervision of court
Combination Strategies
Its main strategic decisions focus on
the conscious use of several grand
strategies
(expansion,
stability,
retrenchment)
at
the
same
time(simultaneously) in several SBUs of
the company.
It plans to use several grand
strategies at different future times
(sequentially)
Why Combination
Strategies?
If the organization is large and faces
complex environment
The organization is composed of
different businesses, each of which
lies in a different industry, requiring a
different response
Simultaneous combination
strategies
Sequential combination strategies
Combination of simultaneous and
sequential
astrategies

Corporate Level Strategic Alternatives

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Corporate Level Strategic Alternatives

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Corporate Level

Corporate level strategy

Why Stability Strategies?

technologies-singly or jointly-in order to

Reasons for adopting

concentration. Eg: Jute and Coir

Guidelines for Horizontal

Guidelines for Backward

When present suppliers are expensive, unreliable,

Guidelines for Forward

Present distributors are expensive, unreliable, or

When new products are made for new

Why are Diversification

If the new business is in any way

Realizing informational synergies by

Spreading business risk by investing

Stabilizing returns by avoiding economic

Realising economies scale-: By

Expansion and extension of markets-:

Higher risks-: International

High bureaucratic costs-: Operating

Merger and Acquisition

Types of Mergers and

Reasons for Mergers and

enhances and strengthens the

The merger means the

When one entity

The mutual decision of

Generally, the size of

The size of the

Joint venture strategies

Conditions for joint

Types of joint venture

2 firms in one industry

Benefits in joint venture

Reasons For Strategic

Digitization, Value Chain

Digitalisation transforms the

Digitalization transforms the

Digitalization transforms the

ACTION PLAN FOR

Business proves to be a mismatch

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