Strategic management- chapter six


LEVELS OF DIVERSIFICATION



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LEVELS OF DIVERSIFICATION
2. Moderate to High Levels
    • Related Constrained Diversification Strategy
      • Less than 70% of revenue comes from the dominant business
      • Direct links (i.e., share products, technology, and distribution linkages) between the firm's businesses

      • EXAMPLES:
        Campbell Soup, Procter & Gamble, Merck & Company, The Publicis Groupe


LEVELS OF DIVERSIFICATION
2. Moderate to High Levels
    • Related Linked Diversification Strategy (mixed related and unrelated)
      • Less than 70% of revenue comes from the dominant business
      • Mixed: Linked firms sharing fewer resources and assets among their businesses (compared with related constrained), concentrating on the transfer of knowledge and competencies among the businesses

      • EXAMPLE: GE


LEVELS OF DIVERSIFICATION
3. Very High Levels: Unrelated
      • Less than 70% of revenue comes from dominant business
      • No relationships between businesses


      • EXAMPLES:
        United Technologies, Textron, Samsung, and Hutchison Whampoa Limited (HWL)


REASONS FOR DIVERSIFICATION
TABLE 6.1


Reasons for Diversification

REASONS FOR DIVERSIFICATION
FIGURE 6.2


Value-Creating Diversification Strategies: Operational and Corporate Relatedness

FIRM CREATES VALUE BY BUILDING UPON OR EXTENDING:



VALUE-CREATING DIVERSIFICATION: RELATED CONSTRAINED AND RELATED LINKED DIVERSIFICATION
  • FIRM CREATES VALUE BY BUILDING UPON OR EXTENDING:
    • Resources
    • Capabilities
    • Core competencies

PURPOSE: gain market power relative to competitors




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