Presented by: Anju Rana

Corporate strategy

Presented by: Anju Rana

What is Corporate Strategy?

•Those strategies concerned with the broad and long-term questions of • what business(es) the organization is in or wants to be in &

what it wants to do with those businesses•Task involves• Moves to enter new businesses• Actions to boost combined performance of businesses• Ways to capture synergy among related businesses• Establishing investment priorities & steering corporate

resources into most attractive units

Presented by: Anju Rana

• Single business organizations– Operates primarily in only one industry (e.g., Coca-Cola

– Beverage Industry; Wrigley Jr. Company – Chewing Gum)

• Multiple Business Organizations– Operates in more than one industry– Example: PepsiCo – Snack Food Industry business (Frito

Lay); & Beverage Industry– Philip Morris Companies – Tobacco Industry; Brewery

Industry (Miller Brewery); & Food Processing Industry (Kraft General Foods).

Single & Multiple Business Organizations

Presented by: Anju Rana

Corporate, Competitive & Functional Strategies

• Corporate strategy establishes the overall direction that the organization hopes to go.

• Competitive & functional strategies provide the means or mechanisms for making sure the organization gets there.

Presented by: Anju Rana

Creating Corporate Advantage

How can you tell if your company is really more than sum of its part.

By David J.Collis & Cynthia A.Montgomery

Presented by: Anju Rana

THE TRAINGLE OF CORPORATE STRATEGY

•True corporate advantage requires a tight fit at each angle.

•An outstanding corporate strategy is a carefully constructed system of independent parts.

•In a great corporate strategy these elements are aligned with one another.

Presented by: Anju Rana

THE RESOURCE CONTINUUM

A corporations location on the continuum constrains the set of businesses it should compete in and limits its choices about

the design of its organization along the other dimensions.

Most of executives think they’re getting the alignment of their corporate strategies right when infact they are not.

They mistakenly enter businesses based on similarities in products rather than similarities in the resources that

contribute to competitive advantage. (eg. Mercury measures)

Presented by: Anju Rana

Presented by: Anju Rana

•$12 billion conglomerate.

•Built around a set of very general resources that is leverages into a wide range of businesses.

• It illustrates that a carefully conceived and implemented strategy at the far left of the continuum can create substantial amount of value.

•$ 14 million, a limited product line of drapery hardware.

•Resources are neither exceedingly general nor specific but an attractive mixture of both.

•$ 14 billion consumer electronics giant.

•Sits near the specialized end of the resource continuum.

•Its consistent pursuit of vision of technological creativity has pushed it to the forefront of its industry.

NEWELL

Presented by: Anju Rana

Presented by: Anju Rana

NEWELL

RESOURCES & BUSINESSES•Tyco’s resources are general, much like those of venture capitalists & private equity groups.

• Tyco confines itself to businesses in which division executives can held strictly accountable for a limited number of financial measures.

•Tyco competes in mature, stable, low-tech businesses which compared with sharp’s face less uncertainty .

• the relatedness across its businesses comes not from similarities in the products themselves but from the common resources they draw on:• relationship with retailers.•Its efficient high volume manufacturing•Superior service•On-time delivery

•Newell will never compete in high-tech, seasonal or fashion products because they require skills the companies doesn’t have.

• Sharp’s set of businesses is fairly restricted: television & video systems, communication & audio system appliances, information system.

• unlike its competitors Sharp never considered entering the movie business because it knows it has no competitive advantage outside its technology base.

Presented by: Anju Rana

Presented by: Anju Rana

NO ONE RIGHT STRATEGY

As brilliant as any one strategy might be, it won’t necessarily work well for all companies. because:Every company starts at a different pointOperates in different contextHas fundamentally different kind of resources

Presented by: Anju Rana

Ways to Succeed

•The acid test for any corporate Strategy is this: the company’s business must not be worth more to other owner.

•It requires the continual upgrading not only of the resources on which the strategy is based but also of all the elements of the triangle and their fit.

Presented by: Anju Rana

Presented by: ANJU RANA

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