Applied Strategy and Organizations an der TU München

Karteikarten und Zusammenfassungen für Applied Strategy and Organizations an der TU München

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs Applied Strategy and Organizations an der TU München.

Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Diversification /

Related Diversification /

Conglomerate Diversification

Definition

Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Market Penetration 

Definition and Constraints 

(Corporate Strategy Directions)

Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Retrenchment


Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Product Development 

Definition and Risks

(Corporate Strategy Directions)

Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Market Development Definition and Basic Forms

(Corporate Strategy Directions)

Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Value-destroying Drivers for Diversification


Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Vertical Integration Definition


Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Outsourcing Definition


Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Value-adding Activities 

of Corporate Parents


Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Value-destroying Activities 

of Corporate Parents


Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Challenges of Synergies


Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Problems with the BCG (Growth / Share) Matrix

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Beispielhafte Karteikarten für Applied Strategy and Organizations an der TU München auf StudySmarter:

Applied Strategy and Organizations

Diversification /

Related Diversification /

Conglomerate Diversification

Definition

Diversification

→  increasing the range of products or markets served by an organisation

→ also described as horizontal integration

 

Related diversification

→ expanding into products or services with relationships to existing business

→ also described as vertical integration

 

Conglomerate (unrelated) diversification

→ diversifying into products or services with no relationships to existing businesses

Applied Strategy and Organizations

Market Penetration 

Definition and Constraints 

(Corporate Strategy Directions)

→ increasing share of current markets with the current product range

 

Constraints:

 

Retaliation from competitors

  • market penetration  increases industry rivalry as other competitors in the market defend their share (danger higher in low-growth markets)
    → may cost more than any market-share gains are actually worth

 

Legal constraints

  • market penetration can raise concerns from official competition regulators concerning excessive market power

Applied Strategy and Organizations

Retrenchment


→ withdrawal from marginal activities in order to concentrate on the most valuable segments and products within existing business

Applied Strategy and Organizations

Product Development 

Definition and Risks

(Corporate Strategy Directions)

→ deliver modified / new products (or services) to existing markets

 

Risks:

 

New strategic capabilities

  • new processes or technologies that are unfamiliar to the organisation

 

Project management risk

  • delays and increased costs due to project complexity 
  • changing project specifications over time

Applied Strategy and Organizations

Market Development Definition and Basic Forms

(Corporate Strategy Directions)

→ offering existing products to new market

 

Basic forms:

 

New users

  • e.g. aluminium: original users packaging manufacturers, new users aerospace industry

 

New geographies 

  • e.g. internationalisation

Applied Strategy and Organizations

Value-destroying Drivers for Diversification


- Responding to market decline

 

- Spreading risk across a range of markets

 

- Managerial ambition

  • managers going beyond their areas of true expertise

Applied Strategy and Organizations

Vertical Integration Definition


→ entering activities where the organisation is its own supplier or customer

 

Backward integration

  • development into activities concerned with the inputs into the company’s current business
  • e.g. car manufacturer acquires supplier

 

Forward integration

  • development into activities concerned with the outputs of a company’s current business
  • e.g. car manufacturer enters into car retail, repairs and servicing

Applied Strategy and Organizations

Outsourcing Definition


→ process by which activities previously carried out internally are subcontracted to external suppliers

 

Decision based on:


- Relative strategic capabilities

  • is the subcontractor better?


- Risk of opportunism

  • will the subcontractor take advantage of the relationship over time?

Applied Strategy and Organizations

Value-adding Activities 

of Corporate Parents


Envisioning

  • provide a clear overall vision or strategic intent for its business units

 

Facilitating synergies

  • facilitate cooperation and sharing across business units

 

Coaching

  • develop strategic capabilities by coaching managers from business units

 

Providing central services and resources

  • provide capital for investments 
  • provide central services (treasury, tax, HR)

 

Intervening

  • intervene to ensure appropriate performance

Applied Strategy and Organizations

Value-destroying Activities 

of Corporate Parents


Adding management cost

  • actual businesses have to generate the revenues that pay for corporate centres → only beneficial if corporate centre costs are lower than the value the business units create

 

Adding bureaucratic complexity

  • additional layer of management and the need to coordinate with sister businesses

 

Obscuring financial performance

  • under-performance of weak businesses can be obscured
  • weak businesses might be cross-subsidised by stronger ones

Applied Strategy and Organizations

Challenges of Synergies


Excessive costs 

  • managing synergistic relationships is costly

 

Overcoming self-interest

  • managers might be unwilling to sacrifice their time and resources for the common good

 

Illusory synergies 

  • easy to overestimate the value of skills or resources to other businesses

Applied Strategy and Organizations

Problems with the BCG (Growth / Share) Matrix

Definitional vagueness 

  • hard to decide what high / low growth or share mean in particular situations

 

Capital market assumptions

  • notion that a corporate parent needs a balanced portfolio to finance investment from internal sources (cash cows)
    → assumes that capital cannot be raised in external markets

 

Unkind to animals 

  • cash cows being milked 
  • dogs being cast out of the organization
    → motivation problems!

 

Ignores commercial linkages 

  • assumes that there are no commercial ties to other business units in the portfolio

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