公司策略和發(fā)展(1)(已修改)
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【正文】 Corporate Strategy and Development Lecture 8 07/17/2023 1 Main Issues ? In general, corporate strategy bees relevant and/or salient in a multibusiness pany. ? Illustration of single business vs. multiple businesses, . business value chain and portfolio planning ? Corporate strategies ? Vertical integration vs. outsourcing/vertical cooperation ? Diversification ? Internal venturing ? Acquisition ? Joint venture ? Strategic alliances ? Restructuring and Turn around 2 Concentration on a Single Business ? Advantages ? Operational focus on a single familiar industry or market. ? Current resources and capabilities add value. ? Growing with the market brings petitive advantage. ? Disadvantages ? No diversification of market risks. ? Vertical integration may be required to create value and establish petitive advantage. ? Opportunities to create value and make a profit may be missed. 3 Value Chain on a single business (Example: Personal Computer Industry End user Distribution Assembly Intermediate manufacturer Raw materials Examples: Dow Chemical Union Carbide Kyocera Examples: Intel Seagate Micron Examples: Apple Compaq Dell Examples: Computer World Office Max 4 Corporate Portfolio Perspective on Multibusiness panies ? Boston Consulting Group (BCG) matrix: ? Identifying the Strategic Business Units (SBUs) by business area or product market ? Assessing each SBU’s prospects (using relative market share and industry growth rate) relative to other SBUs in the portfolio. ? Developing strategic objectives for each SBU ? McKinsey/GE matrix 5 The BCG Matrix Source: Perspectives, No. 66, “The Product Portfolio.” Adapted by permission from The Boston Consulting Group, Inc., 1970. 6 The BCG Matrix ? Stars ? High relative market shares in fast growing industries. ? Question marks ? Low relative market shares in fast growing industries. ? Cash cows ? High relative market shares in lowgrowth industries. ? Dogs ? Low relative market shares in lowgrowth industries. 7 The Strategic Implications of the BCG Matrix ? Stars ? Aggressive investments to support continued growth and consolidate petitive position of firms. ? Question marks ? Selective investments。 divestiture for weak firms or those with uncertain prospects and lack of strategic fit. ? Cash cows ? Investments sufficient to maintain petitive position. Cash surpluses used in developing and nurturing stars and selected question mark firms. ? Dogs ? Divestiture, harvesting, or liquidation and industry exit. 8 The McKinsey/GE Matrix 9 Limitations on Portfolio Planning ? Flaws in portfolio planning: ? The BCG model
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