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Questions and Answers
What is a guideline for unrelated diversification when an organization's present channels of distribution can be used to market new products to current customers?
What is a guideline for unrelated diversification when an organization's present channels of distribution can be used to market new products to current customers?
What is a characteristic of a situation where an organization may consider unrelated diversification?
What is a characteristic of a situation where an organization may consider unrelated diversification?
What is a defensive strategy that involves selling a division or part of an organization?
What is a defensive strategy that involves selling a division or part of an organization?
What is a guideline for unrelated diversification when an organization has the capital and managerial talent needed to compete in a new industry?
What is a guideline for unrelated diversification when an organization has the capital and managerial talent needed to compete in a new industry?
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What is a defensive strategy that involves selling all of a company's assets, in parts, for their tangible worth?
What is a defensive strategy that involves selling all of a company's assets, in parts, for their tangible worth?
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What is a defensive strategy that involves regrouping through cost and asset reduction to reverse declining sales and profits?
What is a defensive strategy that involves regrouping through cost and asset reduction to reverse declining sales and profits?
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What is a characteristic of unrelated diversification?
What is a characteristic of unrelated diversification?
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Which of the following is a synergy of related diversification?
Which of the following is a synergy of related diversification?
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When is related diversification a good strategy?
When is related diversification a good strategy?
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What is a benefit of exploiting common use of a known brand name in related diversification?
What is a benefit of exploiting common use of a known brand name in related diversification?
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When is unrelated diversification a good strategy?
When is unrelated diversification a good strategy?
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What is a reason to pursue related diversification?
What is a reason to pursue related diversification?
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When is backward integration likely to be a suitable strategy?
When is backward integration likely to be a suitable strategy?
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What is a key advantage of horizontal integration?
What is a key advantage of horizontal integration?
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When is an organization likely to adopt a market penetration strategy?
When is an organization likely to adopt a market penetration strategy?
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What is a key characteristic of an organization that can successfully adopt a horizontal integration strategy?
What is a key characteristic of an organization that can successfully adopt a horizontal integration strategy?
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When is an organization likely to adopt a backward integration strategy?
When is an organization likely to adopt a backward integration strategy?
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What is a key advantage of a market development strategy?
What is a key advantage of a market development strategy?
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When is an organization likely to adopt a product development strategy?
When is an organization likely to adopt a product development strategy?
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What is a key characteristic of an organization that can successfully adopt a backward integration strategy?
What is a key characteristic of an organization that can successfully adopt a backward integration strategy?
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Study Notes
Diversification Strategies
- Related Diversification: value chains possess competitively valuable cross-business strategic fits
- Unrelated Diversification: value chains are so dissimilar that no competitively valuable cross-business relationships exist
Synergies of Related Diversification
- Transferring competitively valuable expertise, technological know-how, or other capabilities from one business to another
- Combining the related activities of separate businesses into a single operation to achieve lower costs
- Exploiting common use of a known brand name
- Using cross-business collaboration to create strengths
Related Diversification Guidelines
- When an organization competes in a no-growth or a slow-growth industry
- When adding new, but related, products would significantly enhance the sales of current products
- When new, but related, products could be offered at highly competitive prices
- When new, but related, products have seasonal sales levels that counterbalance an organization’s existing peaks and valleys
- When an organization’s products are currently in the declining stage of the product’s life cycle
- When an organization has a strong management team
Unrelated Diversification Guidelines
- When revenues derived from an organization's current products would increase significantly by adding the new, unrelated products
- When an organization competes in a highly competitive or a no-growth industry
- When an organization's present channels of distribution can be used to market the new products to current customers
- When the new products have countercyclical sales patterns compared to present products
- When an organization's basic industry is experiencing declining annual sales and profits
- When an organization has the capital and managerial talent needed to compete successfully in a new industry
- When an organization has the opportunity to purchase an unrelated business that is an attractive investment opportunity
- When there exists financial synergy
- When existing markets for an organization's present products are saturated
- When antitrust action could be charged against an organization that historically has concentrated on a single industry
Defensive Strategies
- Retrenchment: regroups through cost and asset reduction to reverse declining sales and profits
- Divestiture: selling a division or part of an organization, often used to raise capital for further strategic acquisitions or investments
- Liquidation: selling all of a company’s assets, in parts, for their tangible worth
Backward Integration Guidelines
- When an organization's present suppliers are especially expensive or unreliable
- When the number of suppliers is small and the number of competitors is large
- When the organization competes in a growing industry
- When an organization has both capital and human resources
- When the advantages of stable prices are particularly important
- When present suppliers have high profit margins
- When an organization needs to quickly acquire a needed resource
Horizontal Integration Guidelines
- When an organization can gain monopolistic characteristics in a particular area or region without being challenged by the federal government
- When an organization competes in a growing industry
- When increased economies of scale provide major competitive advantages
- When an organization has both the capital and human talent needed
- When competitors are faltering due to a lack of managerial expertise
Intensive Strategies
- Market Penetration Strategy: seeks to increase market share for present products or services in present markets through greater marketing efforts
- Market Development: involves introducing present products or services into new geographic areas
- Product Development Strategy: seeks increased sales by improving or modifying present products or services
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Description
This quiz covers strategies for business diversification, including related and unrelated diversification, and the importance of synergies and cross-business relationships.
