Chat with us, powered by LiveChat Corporate diversification strategies raise a wide range of strategic management issues. For this weeks critical thinking, read the case study found - Writeedu

Corporate diversification strategies raise a wide range of strategic management issues. For this weeks critical thinking, read the case study found

 Corporate diversification strategies raise a wide range of strategic management issues. For this week’s critical thinking, read the case study found in your textbook: Case 16: Manchester City: Building a Multinational Soccer Enterprise, p.554 (in the textbook). Remember, a case study is a puzzle to be solved, so before reading and answering the specific case and study questions, develop your proposed solution by following these five steps:

  1. Read the case study to identify the key issues and underlying issues. These issues are the principles and concepts of the course module, which apply to the situation described in the case study.
  2. Record the facts from the case study which are relevant to the principles and concepts of the module. The case may have extraneous information not relevant to the current module. Your ability to differentiate between relevant and irrelevant information is an important aspect of case analysis, as it will inform the focus of your answers.
  3. Describe in some detail the actions that would address or correct the situation.
  4. Consider how you would support your solution with examples from experience or current real-life examples or cases from textbooks.
  5. Complete this initial analysis and then read the discussion questions. Typically, you will already have the answers to the questions but with a broader consideration. At this point, you can add the details and/or analytical tools required to solve the case.

Case Study Questions:

  1. Under what circumstances can a company extend its competitive advantage from its home market to an overseas market? Issues concerning the transferability and replicability of the firm’s competitive advantage are critical here.
  2. What are the distinctive features of City Football’s strategy? What mode of foreign market entry should City Football adopt? Why? Again, issues of resources and capabilities and the need for local market knowledge, distribution, and political and business connections become critical here.
  3. What criteria can companies apply in deciding what new diversification to pursue and which should City Football apply in deciding?
  4. What changes in the financial structure, organizational structure and management systems would you recommend?

You should meet the following requirements:

  • Be 6-7 pages in length, which does not include the title page or required reference page, which are never a part of the content minimum requirements.
  • Use APA style guidelines.
  • Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles unless the assignment calls for more.
  • It is strongly encouraged that you submit all assignments into the Turnitin Originality Check before submitting it to your instructor for grading. If you are unsure how to submit an assignment into the Originality Check tool, review the Turnitin Originality Check—Student Guide for step-by-step instructions.
  • Review the grading rubric to see how you will be graded for this assignment.

 Readings

Recommended:

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CONTEMPORARY STRATEGY ANALYSIS

tenth edition

Robert M. Grant

John Wiley & Sons Ltd., 2019

Chapter 12

Diversification

Strategy

  • Introduction: The Basic Issues
  • Motives for Diversification
  • Competitive Advantage from Diversification
  • Diversification and Performance
  • The Meaning of Relatedness in Diversification

Diversification Strategy

Copyright © 2019 John Wiley & Sons, Inc.

OUTLINE

27

INDUSTRY

ATTRACTIVENESS

COMPETITIVE

ADVANTAGE

Superior profit derives from two sources:

Diversification decisions involve these same two issues:

  • How attractive is the industry to be entered?
  • Can the firm achieve a competitive advantage?

Core Issues in Diversification Decisions

Copyright © 2019 John Wiley & Sons, Inc.

RETURN ON CAPITAL

> COST OF CAPITAL

INTRODUCTION: THE BASIC ISSUES

United States

United Kingdom

%

Diversification Strategies of US and UK Corporations during the 20th Century

Copyright © 2019 John Wiley & Sons, Inc.

INTRODUCTION: THE BASIC ISSUES

IMPLICATIONS

FOR

DIVERSIFICATION

STRATEGY

MANAGEMENT

GOALS

STRATEGY

TOOLS AND

CONCEPTS

Growth

Making diversification profitable

Creating shareholder value

1960 1970 1980 1990 2000 2018

  • Diversification by established firms
  • Emergence of conglomerates
  • Boom in M&A
  • Core business focus
  • Divestments, and spin-offs
  • Leveraged buyouts
  • Financial

analysis

  • M-form

structures

  • Corporate

planning

  • Economies of

scope

  • Portfolio

planning models

  • Modern

financial theory

  • Shareholder

value

  • Transaction cost

analysis

  • Core competence
  • Dominant logic

Corporate advantage

  • Product bundling and customer solutions
  • Alliances
  • Growth options
  • Parenting advantage
  • Real options
  • Demand-side economies of scope
  • Tech platforms
  • Emphasis on

related

diversification

  • Quest for

synergy

The Evolution of Diversification Strategies, 1960-2018

INTRODUCTION: THE BASIC ISSUES

Copyright © 2019 John Wiley & Sons, Inc.

*

1

  • The desire to escape stagnant or declining industries a powerful motives for diversification (e.g. tobacco, oil, newspapers).
  • But, growth in the interests of managers not shareholders
  • Growth-seeking diversification (esp. by acquisition) tends to destroy shareholder value
  • Diversification reduces the variance of profit flows
  • But, doesn’t create value for shareholders—they can

hold diversified portfolios of securities. [Capital Asset

Pricing Model shows that diversification only lowers

unsystematic risk not systematic risk]

  • For diversification to create shareholder value, then

bringing putting different businesses under common

ownership must increase their total profitability

Motives for Diversification

Copyright © 2019 John Wiley & Sons, Inc.

GROWTH

RISK SPREADING

VALUE CREATION

MOTIVES FOR DIVERSIFICATION

31

For diversification to create shareholder value, it must meet three tests:

1. The Attractiveness Test: diversification must be directed towards attractive industries (or those with e the potential to become attractive).

2. The Cost of Entry Test : the cost of entry must not capitalize all future profits.

3. The Better-Off Test: either the new unit must gain competitive advantage from its link with the company, or vice-versa. (i.e. some form of “synergy” must be present)

Diversification and Shareholder Value: Porter’s Three Essential Tests

Copyright © 2019 John Wiley & Sons, Inc.

MOTIVES FOR DIVERSIFICATION

32

Sources of Competitive

Advantage from Diversification

Copyright © 2019 John Wiley & Sons, Inc.

`COMPETITIVE ADVANTAGE FROM DIVERSIFICATION

ECONOMIES OF SCOPE Sharing tangible resources (e.g. research labs, distribution systems) across multiple businesses
Sharing intangible resources (e.g. brands, technology) across multiple businesses
Transferring functional capabilities (e.g. marketing, product development) across businesses
Applying common general management capabilities to different businesses
ECONOMIES FROM INTERNALIZING TRANSACTIONS Economies of scope not a sufficient basis for diversification—must be supported by transaction costs in markets for resources
Diversified firm can avoid external transactions by operating internal capital and labor markets
Diversified firm has better information on resource characteristics than external markets

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The Findings of Empirical Research

Copyright © 2019 John Wiley & Sons, Inc.

DIVERSIFICATION AND PERFORMANCE

Do diversified firms outperform specialized firms? No consistent relationship Evidence of a ∩-shaped relationship: dn. first increases profitability, then further dn. reduces profitability (increased complexity?) McKinsey & Co. identify benefits from moderate dn.—especially for firms that have run out of growth opportunities Question of direction of causation: does dn. drive profitability, or vice-versa?
What type of diversification is most profitable? —Related dn. vs. unrelated dn. Most studies show related dn. outperforms unrelated dn. Related dn. offers greater synergies—but also imposes higher management costs But what is “related dn.”? Businesses can be related in many different ways (e.g. LMVH, GE, Virgin group)

Economies of scope in diversification derive from two types of relatedness:

  • Operational Relatedness—synergies from sharing resources across businesses (common distribution facilities, brands, joint R&D)
  • Strategic Relatedness—synergies at the corporate level deriving from the ability to apply common management capabilities to different businesses.

Types of Relatedness between Businesses

Copyright © 2019 John Wiley & Sons, Inc.

Problem of operational relatedness:

The benefits from economies of scope may be dwarfed by the administrative costs involved in their exploitation.

RELATEDNESS IN DIVERSIFICATION

35

The Sources of Strategic Relatedness

Between Businesses

Copyright © 2019 John Wiley & Sons, Inc.

RELATEDNESS IN DIVERSIFICATION

Corporate Manage-ment Tasks Determinants of Strategic Similarity
Resource allocation Similar sizes of capital investment projects Similar time spans of investment projects Similar sources of risk Similar general management skills required for business unit managers
Strategy formulation Similar key success factors Similar stages of the industry life cycle Similar competitive positions occupied by each business within its industry
Performance management and control Targets defined in terms of similar performance variables Similar time horizons for performance targets

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