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1、Strategic Management in Action,7,Corporate Strategies,Learning Objectives,1. Define corporate strategy.,2. Explain a single-business organization and a multiple-business organization. 3. Discuss how corporate strategy is related to the other organizational strategies. 4. Define growth strategy. 5. D
2、escribe the various organizational growth strategies. 6. Explain how growth strategies can be implemented.,(continued on next slide),Learning Objectives,7. Define stability strategy.,8. Describe when stability is an appropriate strategic choice. 9. Explain how a stability strategy can be implemented
3、. 10. Define renewal strategy. 11. Describe the two main types of renewal strategies. 12. Explain how renewal strategies can be implemented. 13. Discuss how corporate strategies are evaluated and changed. 14. Describe the three main portfolio analysis matrices.,BRIEF OVERVIEW OF CORPORATE STRATEGY,W
4、hat Is Corporate Strategy? ,Those strategies concerned with the broad and long-term questions of what business(es) the organization is in and what it wants to do with those businesses,BRIEF OVERVIEW OF CORPORATE STRATEGY, Single and multiple-business organizations ,Single-business organization opera
5、tes primarily in one industry,Multiple-business organization operates in more than one industry,Relating corporate strategy to other strategies Possible corporate strategic decisions,ORGANIZATIONAL GROWTH,Growth Strategy One that involves the attainment of specific growth objectives by increasing th
6、e level of an organizations operations ,Typical growth objectives for businesses, Increases in sales revenues Profits Other performance measures,Growth objectives for not-for-profits, Increasing clients served or patrons attracted Broadening the geographic area Increasing programs offered,Types of G
7、rowth Strategies,Possible Growth Strategies Figure 7-2,Organizational Growth,Concentration,Vertical Integration, Backward Forward,Horizontal Integration,Diversification, Related Unrelated,International,Concentration,Concentration Strategy ,Organization concentrates on its primary line of business,an
8、d looks for ways to meet its growth objectives through increasing its level of operation in this primary business.,Concentration,Concentration Options Figure 7-3,Customers,Current New,Current New,Product-Market Exploitation,Product Development,Market Development,Product/Market Diversification,Produc
9、t(s),Vertical Integration (Forward and Backward),Vertical Integration Strategy , An organizations attempt to gain control of,Its inputs (backward) Its outputs (forward) Or both,Vertical Integration (Forward and Backward),Table 7-1 Major Benefits and Costs of Vertical Integration,Benefits Costs, Redu
10、ced purchasing and selling costs, Improved coordination among functions and capabilities Protected proprietary technology, Reduced flexibility as organization is locked into product(s) and technology, Difficulties in integrating various operations Financial costs of acquiring or starting up,Horizont
11、al Integration,Horizontal Integration Strategy Combining operations with competitors Horizontal integration is appropriate when it ,Enables the company to meet its growth objectives Can be strategically managed Satisfies legal and regulatory guidelines,Diversification,Diversification Strategy Organi
12、zation expands its operations by moving into a different industry ,Related (concentric) diversification Unrelated (concentric) diversification,Diversification,Types of Related Diversification Figure 7-4,Related Diversification,Operational Skills-Capabilities,Distribution Channels,Customer Use,Simila
13、r Technology,Product Similarities,International,International Strategy Organization can pursue international growth while pursuing other corporate growth strategies ,International growth issues, Advantages and drawbacks General approach Ways to enter a foreign market,International,Approaches to Inte
14、rnational Expansion Figure 7-5,Global Integration of Operations,High Low,Local Market Responsiveness,Low High,Multidomestic Approach,Global Approach,Transnational Approach,International,Ways an Organization Enters a Foreign Market ,Exporting Licensing Franchising Direct investment,Implementing Growt
15、h Strategies,Mergers-Acquisitions ,Merger Acquisition Takeover Internal Development Starting a new business from scratch Strategic Partnering Joint venture Long-term contract Strategic alliance,ORGANIZATIONAL STABILITY,Stability Strategy The organization maintains its current size and current level
16、of business operations ,When is stability an appropriate strategic choice? Implementing the stability strategy,ORGANIZATIONAL RENEWAL,Renewal Strategies Used to reverse organizational decline and put the organization back on a more appropriate path to successfully achieving its strategic goals ,Organizational decline,Main reason for decline is po
