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Ch6-,1,Chapter 6,Corporate-Level Strategy,Chapter 6Corporate-Level Strat,Chapter 3,Internal,Environment,Chapter 2,External,Environment,The Strategic,Management,Process,Strategic Intent,Strategic Mission,Strategic,Competitiveness,Above Average,Returns,Feedback,Strategy Formulation,Chapter 4,Business-Level,Strategy,Chapter 5,Competitive,Dynamics,Chapter 6,Corporate-Level,Strategy,Chapter 8,International,Strategy,Chapter 9,Cooperative,Strategies,Chapter 7,Acquisitions&,Restructuring,Strategy Implementation,Chapter 10,Corporate,Governance,Chapter 11,Structure,&Control,Chapter 12,Strategic,Leadership,Chapter 13,Entrepreneurship,&Innovation,Strategic,Inputs,Strategic,Actions,Strategic,Outcomes,Chapter 3InternalEnvironmentCh,How to create value for the corporation as a whole,2.Corporate-Level Strategy,(Companywide Strategy),-low cost,-differentiation,-integrated low cost/differentiation,-focused low cost,-focused differentiation,How to create competitive advantage in each business in which the company competes,1.Business-Level Strategy,(Competitive Strategy),A Diversified Company,Has Two Levels of Strategy,How to create value for the co,1.What businesses should the corporation be in?,2.How should the corporate office manage the array of business units?,Corporate Strategy,is what makes the corporate whole add up to more than the sum of its business unit parts,Key Questions of Corporate Strategy,1.What businesses should the,Levels and Types of Diversification,Low Levels of Diversification,Moderate to High Levels of Diversification,Very High Levels of Diversification,Related linked(mixed),95%of revenues from a single business unit,A,Dominant business,Between 70%and 95%of revenues from a single business unit,B,A,Unrelated-Diversified,Business units not closely related,A,B,C,70%of revenues from dominant business;all businesses share product,technological and distribution linkages,Related constrained,A,B,C,Levels and Types of Diversific,Motives,Incentives,and Resources,for Diversification,Motives to Enhance Strategic Competitiveness,Economies of Scope,Market Power,Financial Economies,Resources,Managerial,Motives,Incentives,Motives,Incentives,and Resou,Incentives and Resources with Neutral Effects of Strategic Competitiveness,Anti-Trust Regulation,Tax Laws,Low Performance,Uncertain Future Cash Flows,Firm Risk Reduction,Tangible Resources,Intangible Resources,Managerial,Motives,Resources,Incentives,Motives,Incentives,and Resources,for Diversification,Incentives and Resources with,Managerial Motives Causing Value Reduction,Diversifying Managerial,Employment Risk,Increasing Managerial Compensation,Managerial,Motives,Resources,Incentives,Motives,Incentives,and Resources,for Diversification,Managerial Motives Causing Va,Summary Model of the,Relationship Between Firm,Performance and Diversification,Diversification,Strategy,Managerial,Motives,Resources,Incentives,Summary Model of theDiversific,Adding Value by Diversification,Diversification most effectively adds value by either of two mechanisms:,By developing economies of scope between business units in the firms which leads to synergistic benefits,By developing market power which leads to greater returns,Adding Value by Diversificatio,Alternative Diversification Strategies,Related Diversification Strategies,Unrelated Diversification Strategies,Sharing Activities,Transferring Core Competencies,Efficient Internal Capital Market Allocation,Restructuring,Alternative Diversification St,Key Characteristics:,Example:,Using a common physical distribution system and sales force such as Procter&Gambles disposable diaper and paper towel divisions,Example:,General Electrics costs to advertise,sell and service major appliances are spread over many different products,Sharing Activities,Alternative Diversification Strategies,Achieves economies of scale,Boosts efficiency of utilization,Helps move more rapidly down Learning Curve,Sharing Activities often lowers costs or raises differentiation,Sharing Activities can lower costs if it:,Key Characteristics:Example:U,Example:,Shared order processing system may allow new features customers value or make more advanced remote sensing technology available,Example:,Procter&Gambles sharing of sales and physical distribution for disposable diapers and paper towels is effective because these items are so bulky and costly to ship,Key Characteristics:,Sharing Activities,Alternative Diversification Strategies,Sharing Activities can enhance potential for or reduce the cost of differentiation,Must involve activities that are crucial to competitive advantage,Example:Shared order processi,Assumptions:,Sharing Activities,Alternative Diversification Strategies,Strong sense of corporate identity,Clear corporate mission that emphasizes the importance of integrating business units,Incentive system that rewards more than just business unit performance,Assumptions:Sharing Activities,Alternative Diversification Strategies,Related Diversification Strategies,Unrelated Di
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