公司层战略(二).pptVIP

PART 2: FORMULATION OF STRATEGIC ACTIONS Levels and Types of Diversification Reasons for Diversification A number of reasons exist for diversification including Value-creating Operational relatedness: sharing activities between businesses Corporate relatedness: transferring core competencies into business Value-neutral Value-reducing Chapter 6: Corporate-Level Strategy Overview: Six content areas Define and discuss diversification strategy Different levels of diversification Three primary reasons firms diversify Value creation: related diversification strategy Value creation: unrelated diversification strategy Incentives and resources encouraging diversification 4.TYPES OF DIVERSIFICATION 矩阵分类法 纵坐标： Operational Relatedness: Sharing activities 经营层面相关性：行为资源共享 横坐标： Corporate Relatedness: Core competency transfer 公司层面相关性：传递核心竞争力 公司范围 共享设备、后勤、采购 共享技术 共享经营资源 传递品牌价值 传递管理、经验和专门技术 。 共享客户 共享渠道 共享…… 传递技术知识 传递特有技能 传递…… Related constrained（相关约束型） Related-linked（相关联系型） Unrelated（非相关型） Both Operational and Corporate Relatedness（既有经营层面又有公司层面的相关性） Value-Creating Diversification (VCD): Related Strategies 1. Operational Relatedness: Sharing activities Can gain economies of scope Share primary or support activities (in value chain) Risky as ties create links between outcomes Related constrained share activities in order to create value 1 经营层面相关性：行为（资源）共享 共享价值链上的主要活动（如物流系统）和辅助活动（如采购活动） 行为共享也是有风险的，因为不同业务之间的这种关系会影响到最终的产出。 需要在业务间进行仔细地协调 如共享: 产品（物品和服务） 技术 分销渠道 Value-Creating Diversification (VCD): Related Strategies 2. Corporate Relatedness: Core competency transfer Complex sets of resources and capabilities linking different businesses through managerial and technological knowledge, experience and expertise Two sources of value creation Expense incurred in first business and knowledge transfer reduces resource allocation for second business Intangible resources difficult for competitors to understand and imitate, so immediate competitive advantage over co