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CORP-LEVEL STRAT & DIVERS(less than 40 characters

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CHAPTER 6 Corporate-Level Strategy
The Role of Diversification ,[object Object],[object Object],[object Object],[object Object]
Two Strategy Levels ,[object Object],[object Object],[object Object],[object Object]
Levels of Diversification: Low Level ,[object Object],[object Object],Single Business More than 95% of revenue comes from a single business. A A B
Levels of Diversification: Moderate to High ,[object Object],[object Object],[object Object],[object Object],C A B C A B
Levels of Diversification: Very High Levels ,[object Object],[object Object],C B A
Value-Creating Strategies of Diversification High Low Operational and Corporate Relatedness Corporate Relatedness: Transferring Skills into Businesses through Corporate Headquarters Operational Relatedness: Sharing Activities between Businesses High Low Related Constrained Diversification Vertical Integration (Market Power) Unrelated Diversification (Financial Economies) Related Linked Diversification (Economies of Scope) Both Operational and Corporate Relatedness (Rare capability that creates diseconomies of scope)
Related Diversification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Related Diversification: Economies of Scope ,[object Object],[object Object],[object Object],[object Object]
Related Diversification: Market Power ,[object Object],[object Object],[object Object]
Related Diversification: Market Power (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Related Diversification: Complexity ,[object Object],[object Object],[object Object],[object Object],[object Object]
Unrelated Diversification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Unrelated Diversification (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Unrelated Diversification: Restructuring ,[object Object],[object Object],[object Object],[object Object],[object Object]
External Incentives to Diversify ,[object Object],[object Object],[object Object],[object Object],Anti-trust Legislation
External Incentives to Diversify (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],Anti-trust Legislation Tax Laws
Internal Incentives to Diversify ,[object Object],[object Object],[object Object],Low Performance
Internal Incentives to Diversify (cont’d) ,[object Object],[object Object],[object Object],[object Object],Low Performance Uncertain Future Cash Flows
Internal Incentives to Diversify (cont’d) ,[object Object],[object Object],[object Object],[object Object],Low Performance Uncertain Future Cash Flows Synergy and Risk Reduction

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CORP-LEVEL STRAT & DIVERS(less than 40 characters

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  • 7. Value-Creating Strategies of Diversification High Low Operational and Corporate Relatedness Corporate Relatedness: Transferring Skills into Businesses through Corporate Headquarters Operational Relatedness: Sharing Activities between Businesses High Low Related Constrained Diversification Vertical Integration (Market Power) Unrelated Diversification (Financial Economies) Related Linked Diversification (Economies of Scope) Both Operational and Corporate Relatedness (Rare capability that creates diseconomies of scope)
  • 8.
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  • 15.
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  • 20.