Professional Documents
Culture Documents
By Shakeela Kousar
Department of Management Sciences
The Islamia University of Bahawalpur
David Ch. 4: TYPES OF STRATEGIES
Long Term Objectives
• Financial Objectives: Growth and revenue,
earnings, dividend, profits, return on
investment, earning for share, stock price and
cash flow
• Strategic Objectives: larger market share,
quicker on time delivery on rivals, shorter
design to market times, high product quality,
geographic coverage, technological leadership,
and lower cost than rivals.
Levels of Strategies –
Large Company
Adding new, unrelated products or services (from different industries) for better financial
performance rather than capitalizing on value chain strategic fits . Normally involves acquiring
the companies under performing, financially distressed, and high growth potential.
Example:
• Engro Fertilizers and Foods, Nishat being a textile buisness entity investing in power
houses, Dalda oils & cupshup, Google is making driverless cars and Google Glass. Walt
Disney owns ABC, GE owns NBC, Dell, Lenovo moved into smart phones
• Nike-the maker of athletic shoes, in 1995 diversified into (golf, jogging, volleyball, tennis,
basketball, soccer) apparel (endorsed by TigerWoods), balls & equipment and succeeded
by setting up distribution channels with suppliers and later moved into global distribution.
• PepsiCo investing in the production of mineral water Aqua fina at Pakistan. Russia is
PepsiCo’s largest revenue generating food & beverage company due to its diversification
(most recently it entered into dairy market).
• P&G headquartered in Karachi since 1991 it is operating to deliver products such as
Ariel, Bounty, Braun, Dawn, Gillette, Head & Shoulders, Olay, Oral B, Pampers,
Pantene, Pringles, Tide.
The Giants
Conglomerates:
• Samsung (Asia’s largest Conglomerate)
1. Samsung Products: Apparel, chemicals, consumer electronics,
electronic components, medical equipment, semiconductors, ships,
telecommunication equipment
2. Samsung Services: Advertising, construction, entertainment, financial
services, hospitality, information and communications technology, medical and
health care services, retail, shipbuilding
• GE: Software, aircraft engines, Electrical Distribution,
Electric Motors, Energy, Finance, Gas, Health Care,
Lighting, Locomotives, Oil, Water, Weapons, Wing Turbines
Diversification Strategies: Unrelated
Diversification (CONT’D)
Unrelated Diversification happens when
1. Profit Consideration: Revenues from current products/services
would increase significantly by adding the new unrelated products
(an investment opportunity).
2. When the organization competes in highly competitive and/or no-
growth industry with low margins and returns
3. Present distribution channels can be used to market new products to
current customers
4. Declining annual sales and profits are encountered in basic industry
5. Capital and managerial talent (strategic planning) is available to
compete successfully in a new industry
6. Exiting markets for present products are saturated
Defensive Strategies:
Retrenchment/Turnaround/Reorganizational strategy
Regrouping through cost and asset reduction to reverse declining sales and
profit, to fortify CA.
It Involves:
• Pressures from Shareholders, employees, media
• Selling off land/building to raise cash
• Pruning product lines
• Closing marginal businesses
• Closing obsolete factories
• Automating processes
• Laying off employees
• Controlling institutional expense
Starbucks started closing company operated stores in US & Australia during
global economic recession
Retrenchment/Turnaround/Reorganizational
strategy CONT’D
It can be effective strategy when:
1. Firm has failed to meet its objectives and goals
consistently over time but has distinctive competencies
2. Firm is one of the weaker competitors
3. Inefficiency, low profitability, poor employee morale,
and pressure from stockholders increase to improve
performance.
4. When an organization’s strategic managers have failed
5. Organization has grown so large that a major internal
reorganization is needed.
Defensive Strategies: Divestiture
Selling a (poorly performing) division or part of an organization,
can be done for any further strategic acquisitions or investments
• Part of an overall retrenchment strategy
• Encourages lesser diversification and focus on the core business
Examples:
• Cadbury PLC divested its Australian drinks business to Asahi Breweries (largest
brewer maker by market share) of Japan.
• VW divested its Brazilian truck and bus operations and MAN AG acquired it
• Toni & Guy divested TIGI Hair-care schools and products and Unilever acquired it
• Ebay is about to divest Skype
• Pakistan Steel Mills
Divestiture CONT’D