擬定頂尖商業策略79.ppt

Average 79.6% Range 57.5 – 93.8% Diversification The fundamental role of diversification is for managers to create value for stakeholders in ways stakeholders cannot do better for themselves. The additional value is created through synergetic integration of a new business into the existing one thereby increasing its competitive advantage. Three forms: Vertical integration – move along your value chain Horizontal diversification – moving into new industry Geographical diversification – open up new markets * Business Strategy Rob Giberson Week 9 Corporate Level Strategy BUS 400 Mid-term Exam  Strategic Management Process Stakeholder Preference Environment Competitive, Intl, Social, Technical, Economic, Political Resources Capital, Equipment, Land, Intellectual, Functional Capabilities Performance Financial, Operational, Strategic Strategy Mission/Vision/Objectives Competitive Position Competitive Advantage Organization Structure, Reward system, Staffing, Leadership, Support systems Making Diversification Work Means of Achieving Diversification Mergers and acquisitions Strategic alliances Joint ventures Internal development Business 2 Business 1 Diversification should create synergy Value Through Synergy Horizontal relationships Sharing tangible resources Sharing intangible resources Business 2 Business 1 Production facilities Distribution channels Favorable reputation Patents, copyrights, etc. Specialized skills Manufacturing facilities Hierarchical relationships Value from corporate office Leveraging support activities Technology development Business 2 Business 1 Procurement Information systems Human resource mgmt Firm infrastructure Creating Value Related Diversification (Economies of Scope): Leveraging core competencies Petrobakken acquisition of Pembina Oil yesterday Sharing activities Suncor acquisition of Petro Canada …. was expected to yield C$1 billion in lower capital spending annually and C$300 million in operating savings.. Pooled negot