chCororaeLevelSraegy戰(zhàn)略管理,英文版

Chapter6Corporate-LevelStrategyMichaelA.HittR.DuaneIrelandRobertE.Hoskisson?2000South-WesternCollegePublishingChapter3InternalEnvironmentChapter2ExternalEnvironmentTheStrategicManagementProcessStrategicIntentStrategicMissionStrategicCompetitivenessAboveAverageReturnsFeedbackStrategyFormulationChapter4Business-LevelStrategyChapter5CompetitiveDynamicsChapter6Corporate-LevelStrategyChapter8InternationalStrategyChapter9CooperativeStrategiesChapter7Acquisitions&RestructuringStrategyImplementationChapter10CorporateGovernanceChapter11Structure&ControlChapter12StrategicLeadershipChapter13Entrepreneurship&InnovationStrategicInputsStrategicActionsStrategicOutcomesHowtocreatevalueforthecorporationasawhole2.Corporate-LevelStrategy

(CompanywideStrategy)-lowcost-differentiation-integratedlowcost/differentiation-focusedlowcost-focuseddifferentiationHowtocreatecompetitiveadvantageineachbusinessinwhichthecompanycompetes1.Business-LevelStrategy

(CompetitiveStrategy)ADiversifiedCompanyHasTwoLevelsofStrategy1.Whatbusinessesshouldthecorporationbein?2.Howshouldthecorporateofficemanagethearrayofbusinessunits?CorporateStrategyiswhatmakesthecorporatewholeadduptomorethanthesumofitsbusinessunitpartsKeyQuestionsofCorporateStrategyLevelsandTypesofDiversificationLowLevelsofDiversificationModeratetoHighLevelsofDiversificationVeryHighLevelsofDiversificationRelatedlinked(mixed)<70%ofrevenuesfromdominantbusiness,andonlylimitedlinksexistABCSinglebusiness>95%ofrevenuesfromasinglebusinessunitADominantbusinessBetween70%and95%ofrevenuesfromasinglebusinessunitBAUnrelated-DiversifiedBusinessunitsnotcloselyrelatedABC<70%ofrevenuesfromdominantbusiness;allbusinessesshareproduct,technologicalanddistributionlinkagesRelatedconstrainedABCMotives,Incentives,andResourcesforDiversificationMotivestoEnhanceStrategicCompetitivenessEconomiesofScopeMarketPowerFinancialEconomiesResourcesManagerialMotivesIncentivesIncentivesandResourceswithNeutralEffectsofStrategicCompetitivenessAnti-TrustRegulationTaxLawsLowPerformanceUncertainFutureCashFlowsFirmRiskReductionTangibleResourcesIntangibleResourcesManagerialMotivesResourcesIncentivesMotives,Incentives,andResourcesforDiversificationManagerialMotivesCausingValueReductionDiversifyingManagerialEmploymentRiskIncreasingManagerialCompensationManagerialMotivesResourcesIncentivesMotives,Incentives,andResourcesforDiversificationSummaryModeloftheRelationshipBetweenFirmPerformanceandDiversificationDiversificationStrategyManagerialMotivesResourcesIncentivesAddingValuebyDiversificationDiversificationmosteffectivelyaddsvaluebyeitheroftwomechanisms:BydevelopingeconomiesofscopebetweenbusinessunitsinthefirmswhichleadstosynergisticbenefitsBydevelopingmarketpowerwhichleadstogreaterreturnsAlternativeDiversificationStrategiesRelatedDiversificationStrategiesUnrelatedDiversificationStrategiesSharingActivitiesTransferringCoreCompetenciesEfficientInternalCapitalMarketAllocationRestructuringKeyCharacteristics:Example:UsingacommonphysicaldistributionsystemandsalesforcesuchasProcter&Gamble’’sdisposablediaperandpapertoweldivisionsExample:GeneralElectric’’scoststoadvertise,sellandservicemajorappliancesarespreadovermanydifferentproductsSharingActivitiesAlternativeDiversificationStrategiesAchieveseconomiesofscaleBoostsefficiencyofutilizationHelpsmovemorerapidlydownLearningCurveSharingActivitiesoftenlowerscostsorraisesdifferentiationSharingActivitiescanlowercostsifit:Example:SharedorderprocessingsystemmayallownewfeaturescustomersvalueormakemoreadvancedremotesensingtechnologyavailableExample:Procter&Gamble’’ssharingofsalesandphysicaldistributionfordisposablediapersandpapertowelsiseffectivebecausetheseitemsaresobulkyandcostlytoshipKeyCharacteristics:SharingActivitiesAlternativeDiversificationStrategiesSharingActivitiescanenhancepotentialfororreducethecostofdifferentiationMustinvolveactivitiesthatarecrucialtocompetitiveadvantageAssumptions:SharingActivitiesAlternativeDiversificationStrategiesStrongsenseofcorporateidentityClearcorporatemissionthatemphasizestheimportanceofintegratingbusinessunitsIncentivesystemthatrewardsmorethanjustbusinessunitperformanceAlternativeDiversificationStrategiesRelatedDiversificationStrategiesUnrelatedDiversificationStrategiesSharingActivitiesTransferringCoreCompetenciesEfficientInternalCapitalMarketAllocationRestructuringKeyCharacteristics:TransferringCoreCompetenciesAlternativeDiversificationStrategiesIdentifyabilitytotransferskillsorexpertiseamongsimilarvaluechainsExploitabilitytotransferactivitiesExploitsInterrelationshipsamongdivisionsStartwithValueChain

analysisAssumptions:TransferringCoreCompetenciesleadstocompetitiveadvantageonlyifthesimilaritiesamongbusinessunitsmeetthefollowingconditions:ActivitiesinvolvedinthebusinessesaresimilarenoughthatsharingexpertiseismeaningfulTransferofskillsinvolvesactivitieswhichareimportanttocompetitiveadvantageTheskillstransferredrepresentsignificantsourcesofcompetitiveadvantageforthereceivingunitTransferringCoreCompetenciesAlternativeDiversificationStrategiesAlternativeDiversificationStrategiesRelatedDiversificationStrategiesUnrelatedDiversificationStrategiesSharingActivitiesTransferringCoreCompetenciesEfficientInternalCapitalMarketAllocationRestructuringKeyCharacteristics:Firmspursuingthisstrategyfrequentlydiversifybyacquisition:EfficientInternalCapitalMarketAllocationAlternativeDiversificationStrategiesAcquiresound,attractivecompaniesAcquiredunitsareautonomousAcquiringcorporationsuppliesneededcapitalPortfoliomanagerstransferresourcesfromunitsthatgeneratecashtothosewithhighgrowthpotentialandsubstantialcashneedsAddprofessionalmanagement&controltosub-unitsSub-unitmanagerscompensationbasedonunitresultsAssumptions:EfficientInternalCapitalMarketAllocationAlternativeDiversificationStrategiesManagershavemoredetailedknowledgeoffirmrelativetooutsideinvestorsFirmneednotriskcompetitiveedgebydisclosingsensitivecompetitiveinformationtoinvestorsFirmcanreduceriskbyallocatingresourcesamongdiversifiedbusinesses,althoughshareholderscangenerallydiversifymoreeconomicallyontheirownAlternativeDiversificationStrategiesRelatedDiversificationStrategiesUnrelatedDiversificationStrategiesSharingActivitiesTransferringCoreCompetenciesEfficientInternalCapitalMarketAllocationRestructuringKeyCharacteristics:Restructuring-Changessub-unitmanagementteam-Shiftsstrategy-Infusesfirmwithnewtechnology-Divestspartoffirm-Makesadditionalacquisitionstoachievecriticalmass-EnhancesdisciplinebychangingcontrolsystemsAlternativeDiversificationStrategiesSeekoutundeveloped,sickorthreatenedorganizationsorindustriesParentcompany(acquirer)intervenesandfrequently:Frequentlysellunitaftermakingone-timechangessinceparentnolongeraddsvaluetoongoingoperationsAssumptions:RestructuringAlternativeDiversificationStrategiesRequireskeenmanagementinsightinselectingfirmswithdepressedvaluesorunforeseenpotentialMustdomorethanrestructurecompaniesNeedtoinitiaterestructuringofindustriestocreateamoreattractiveenvironmentInternalIncentives:IncentivestoDiversifyRelaxationofAnti-TrustregulationallowsmorerelatedacquisitionsthaninthepastBefore1986,highertaxesondividendsfavoredspendingretainedearningsonacquisitionsAfter1986,firmsmadefeweracquisitionswithretainedearnings,shiftingtotheuseofdebttotakeadvantageoftaxdeductibleinterestpaymentsExternalIncentives:PoorperformancemayleadsomefirmstodiversifytoattempttoachievebetterreturnsValue-creatingStrategiesofDiversificationOperationalandCorporateRelatednessSharing:OperationalRelatednessBetweenBusinessCorporateRelatedness:TransferringSkillsIntoBusinessThroughCorporateHeadquartersLowHighHighLowRelatedLinkedDiversification(EconomiesofScope)UnrelatedDiversification(FinancialEconomies)BothOperationalandCorporateRelatedness(RareCapabilityandCanCreateDiseconomiesofScope)RelatedConstrainedDiversificationVerticalIntegration(MarketPower)PerformanceLevelofDiversificationDiversificationandFirmPerformanceDominantBusinessUnrelatedBusinessRelatedConstrainedIncentivestoDiversifyInternalIncentives:PoorperformancemayleadsomefirmstodiversifytoattempttoachievebetterreturnsFirmsmaydiversifytobalanceuncertainfuturecashflowsFirmmaydiversifyintodifferentbusinessesinordertoreduceriskManagersoftenhaveincentivestodiversifyinordertoincreasetheircompensationandreduceemploymentrisk,althougheffectivegovernancemechanismsmayrestrictsuchabusesSummaryModeloftheRelationshipBetweenFirmPerformanceandDiversificationResourcesDiversificationStrategyFirmPerformanceInternalGovernanceStrategyImplementationCapitalMarketInterventionandMarketforManagerialTalentIncentivesManagerialMotives9、靜夜四無(wú)無(wú)鄰，荒居居舊業(yè)貧。。。12月-2212月-22Tuesday,December20,202210、雨中黃葉樹(shù)樹(shù)，燈下白頭頭人。。17:11:1817:11:1817:1112/20/20225:11:18PM11、以以我我獨(dú)獨(dú)沈沈久久，，愧愧君君相相見(jiàn)見(jiàn)頻頻。。。。12月月-2217:11:1817:11Dec-2220-Dec-2212、故人人江海海別，，幾度度隔山山川。。。17:11:1817:11:1817:11Tuesday,December20,202213、乍見(jiàn)翻翻疑夢(mèng)，，相悲各各問(wèn)年。。。12月-2212月-2217:11:1817:11:18December20,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見(jiàn)青青山。。20十二月月20225:11:18下午17:11:1812月-2215、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。。十二二月月225:11下下午午12月月-2217:11December20,202216、行行動(dòng)動(dòng)出出成成果果，，工工作作出出財(cái)財(cái)富富。。。。2022/12/2017:11:1817:11:1820December202217、做前前，能能夠環(huán)環(huán)視四四周；；做時(shí)時(shí)，你你只能能或者者最好好沿著著以腳腳為起起點(diǎn)的的射線線向前前。。。5:11:18下下午5:11下下午午17:11:1812月月-229、沒(méi)沒(méi)有有失失敗敗，，只只有有暫暫時(shí)時(shí)停停止止成成功功??！。。12月月-2212月月-22Tuesday,December20,202210、很多事情努努力了未必有有結(jié)果，但是是不努力卻什什么改變也沒(méi)沒(méi)有。。17:11:1817:11:1817:1112/20/20225:11:18PM11、成功就是是日復(fù)一日日那一點(diǎn)點(diǎn)點(diǎn)小小努力力的積累。。。12月-2217:11:1817:11Dec-2220-Dec-2212、世間成事事，不求其其絕對(duì)圓滿滿，留一份份不足，可可得無(wú)限完完美。。17:11:1817:11:1817:11Tuesday,December20,202213、不知香香積寺，，數(shù)里入入云峰。。。12月-2212月-2217:11:1817:11:18December20,202214、意志堅(jiān)堅(jiān)強(qiáng)的人人能把世世界放