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Transcript of 1 capitalideasonline.com INTEGRATING CORPORTE STRATEGY AND FINANCE WITH VBM TO DELIVER GOOD...
1capitalideasonline.co
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INTEGRATING CORPORTE STRATEGY AND FINANCE
WITH VBM TO DELIVER GOOD SHAREHOLDER VALUE
Chetan J Parikh
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• Maximising shareholder value
• Framework for analysing competitive strategy
• Strategy valuation process
• Importance of investor communications
Integrating Corporate Strategy
~Introduction
Themes
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Integrating Corporate Strategy
~Maximising Shareholder Value
Link between operating value drivers, value factors and competitive analysis
Operating Value Driver Value Factor Key Issues
Sales Growth Volume Industry GrowthMarket Share
Price and Mix Price ChangesMix Changes
Operating Profit Margin Price and Mix Price ChangesMix Changes
Operating Leverage Preproduction CostsPosition in Investment CycleDivisiblility of Investment
Econimics of Scale PurchasingProductionDistributionLearning Curve
Cost Efficiencies Process ReconfigurationTechnologyOutsourcing
Incremental Investment Investment Efficiencies TechnologyFacilities ReconfigurationWorking-capital Management
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• Five forces – industry analysis
• Value chain analysis – choice of activities
• Disruptive technology – innovation
• Information rules – information economy
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
The Framework
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• The five forces analysis of Michael Porter is useful for businesses with the following characteristics
– Defined boundaries
– Mature and stable industry structure
– Emphasis on tangibles
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Five Forces - Industry Analysis
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• Barriers to entry
• Substitution threat
• Buyer power
• Supplier power
• Firm rivalry
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Five Forces - Industry Analysis
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• Useful for two kinds of industries
– Vertically integrated industries
– Activities susceptible to technological change
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Value Chain Analysis
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• Customer priorities
• Channels
• Offerings
• Inputs/Raw materials
• Asset/Core competancy
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Value Chain Analysis
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• Relevant for the following kinds of companies
– Technology rich
– Market leaders
– Organisationally centralised
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Disruptive Technology
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Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Disruptive Technology
Time
Pro
du
ct
Perf
orm
an
ce
Performance demanded at high end of the market
Performance demanded at the low
end of the marketProgress
due to
sustaining te
chnologies
Progress due to
sustaining te
chnologies
Disruptive technological
innovation
Source: ‘The Innovator’s Dilemma’, Clayton Christensen
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• High upfront and low incremental costs
• First mover advantage
• The economics of networks
• Tipping points
• Lock-in
• Role of knowledge is wealth creation
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Information Rules – Information Economics
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• Economic webs
• Evolution/Co-evolution
• Punctuated Equilibrium
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Information Rules – Information Economics
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• Increasing returns
• Monopoly rents
• Inferior products can dominate
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Outcome of the New Economy
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• Cash Flow
• Risk
• Sustainability of excess returns
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
The Three Economic Value Drivers
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• Giveaways
• Link-and-leverage
• Adaptation, not optimisation
• Pshycological warfare
Integrating Corporate Strategy
~Framework for Analysing Competitive Strategy
Evaluating knowledge-based companies
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• How would alternative strategies affect shareholder value creation?
• Which strategy is likely to create maximum value?
• For the selected strategy, how sensitive is value to internal and external business factors not contemplated in the ‘most likely’ scenario?
Integrating Corporate Strategy
~Strategy Valuation Process
Key Macro Questions
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Integrating Corporate Strategy
Key Micro Questions
• Which business units in the corporate portfolio are creating the most value for shareholders?
• Which business units have limited value creation potential and thereby should be candidates for divestiture?
• Which combination of strategies will generate the most total value?
• Which business units are cash generators and which are cash drains?
~Strategy Valuation Process
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Integrating Corporate Strategy
Key Micro Questions
• To what extent can the corporation fund its proposed strategies from internal sources, and how much additional debt or equity might have to be raised?
• Are your projections consistent with industry averages forecast by investment firms and industry experts?
• If yes, is it realistic to assume that the firm will perform at the ‘average’ level?
• If no, where do your projections deviate from those of the industry as a whole? (sales growth rate, operating profit margins, fixed capital investment?) Are those divergences realistic?
~Strategy Valuation Process
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Integrating Corporate Strategy
Environmental Factors and its Effects
Environmental factorsValue drivers most likely to
be affected
Entry of new competitors Sales growth rateOperating profit margin
Introduction of new products and technologies Sales growth rate Operating profit margin
Fixed capital investment
Competitors’ strategic action (price-cutting Operating profit margintactics, major advertising campaigns, etc.)
Regulatory actions (changes in income tax Operating profit marginlaws, pollution control laws, or safety Fixed capital investmentprocedures) Cash income tax
~Strategy Valuation Process
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• Unnecessary volatility in stock price
• Difference between management’s valuation based on future projections and market price
• External threats like takeovers
Integrating Corporate Strategy
~Importance of Investor Communications
Results of poor communication
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• Explain business and environment in detail
• Emphasis on future prospects rather than historical performance
• Focus on strategies and opportunities for long term value creation rather than short-term outlook
• Caution against hype and creation of ‘over-expectations’
• Open admission of bad news
Integrating Corporate Strategy
Right communication strategy
~Importance of Investor Communications