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JSMA
9,1
The customer-centric logic of
multi-product corporations
Lalit Manral
74 Department of Management, College of Business,
University of Central Oklahoma, Edmond, Oklahoma, USA
Received 7 May 2015
Accepted 23 July 2015
Abstract
Purpose The purpose of this paper is to articulates a customer-centric logic to explain the strategic
behavior of multi-product corporations whose portfolio of complementary product offerings belong to
diverse industries.
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Introduction
We invoke a theory of demand-side diversification to explain the strategic behavior of
multi-product corporations that serve portfolios of complementary products, which
may originate in different industries. The alternate customer-centric strategic logic
featured in this theory explains why a firm selling product A may offer a
complementary product B (from another industry) without actually possessing the
supply-side strategic assets that can be shared across the two businesses. Our theory
features multi-product consumers whose consumption value increases if they purchase
one or more complements to a basic industry product. Our arguments are analogous
but not similar to the argument in the marketing literature on multi-product retailers
(Rhodes, 2015). Hence, our theory excludes multi-product retailers (e.g. Walmart, etc.)
that subsidize a few basic products and charge higher prices for the rest.
It remains an empirical fact that strategic behavior of many multi-product
corporations do not render themselves explainable in terms of extant product-
centric supply-side logic of related diversification (e.g. Ye et al., 2012).
The pervasive corporate practice of offering complementary products observed
across such diverse industries as consumer banking, telecommunications
services, residential and commercial properties, etc. is an exemplar of the
unexplained pattern of diversification behavior. Even though these multi-product
Journal of Strategy and
Management corporations satisfy the conceptual definition of diversified firms (Gort, 1962;
Vol. 9 No. 1, 2016
pp. 74-92
Teece, 1980; Ramanujam and Varadarajan, 1989), the myriad supply-side
Emerald Group Publishing Limited
1755-425X
theoretical rationales for the corporate advantage do not really capture the
DOI 10.1108/JSMA-05-2015-0036 performance benefits that accrues to them.
A few conceptual papers invoke the value-based business strategy framework Multi-product
(Brandenburger and Stuart, 1996) in conjunction with the one-stop shop convenience corporations
argument in the marketing literature (refer Rhodes, 2015, for the latest review) to
develop a demand-side explanation of how firms consumer-focussed strategies
influence value creation and appropriation (Adner and Levinthal, 2001; Adner, 2002;
Adner and Zemsky, 2006; Priem, 2007; refer Priem et al., 2012, for a review). In fact, a
couple of papers suggest that firms horizontal scope decisions may also be motivated 75
by demand-side considerations of exploiting consumer synergies instead of just
supply-side synergies featured in the literature (e.g. Chatain and Zemsky, 2007; Ye et al.,
2012). On the other hand, Ye et al. (2012) in a conceptual paper posit two performance
benefits of demand-side diversification. First, the hypothetical revenue-enhancing
effect of demand-side diversification draws on the one-stop-shop convenience
argument that explains consumers willingness to purchase from a diversified seller
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(e.g. Porter, 1990; Klemperer and Padilla, 1997; Nalebuff and Brandenburger, 1995;
Nalebuff, 2003; Cottrell and Nault, 2004). The convenience of one-stop-shop is explained
in terms of both economizing effects (e.g. Klemperer and Padilla, 1997; Nalebuff and
Brandenburger, 1995; Nalebuff, 2003; Cottrell and Nault, 2004) and value generating
effects (e.g. Spiller and Zelner, 1997; Priem, 2007; Chatain and Zemsky, 2007;
Chatain, 2011). Second, the explanation of the hypothetical profit-enhancing effect of
demand-side diversification draws on the superior customer-value argument that
explains consumers willingness to pay a premium for a portfolio of complementary
products sold by a diversified seller. However, these rudimentary efforts at theory
building are yet to produce a coherent theoretical narrative capable of explaining any
phenomenon of substance (beyond a few simple examples) let alone provide a rigorous
framework for empirical validation of complex diversification phenomena.
We complement the aforementioned demand-side logic of (sic) exploiting consumer
synergies (Ye et al., 2012) with a customer-centric logic of strategic behavior of
multi-products corporations. Our explanation of demand-side diversification builds on
both the first, resource-based view of related diversification (for studies prior to 2000,
refer Palich et al., 2000; Miller, 2004, 2006; Levinthal and Wu, 2010; Wan et al., 2011;
Wu, 2013) and second, the market power advantage logic of unrelated diversification
(e.g. Caves, 1981; Sobel, 1984; Saloner, 1987; Bolton and Scharfstein, 1990). First,
our concept of demand-side diversification extends the product-centric logic of
supply-side relatedness featured in the resource-based view of diversification to also
include a customer-centric logic of demand-side relatedness in terms of shared
demand-side strategic assets (Manral and Harrigan, 2016). Second, our concept of
demand-side diversification builds on the market power advantage logic of unrelated
diversification to explain how multi-product firms leverage their demand-side strategic
assets in home market to possibly gain advantage in the target markets (Manral and
Harrigan, 2016).
The proposed customer-centric strategic logic of multi-product corporations not
only satisfies the primary condition of related diversification profitable applicability
of strategic assets in the target markets but also serves as the capstone for the logic of
demand-side relatedness. We define a firms demand-side strategic assets to include
those that either support its customers value chain activities, or underpin the linkages
between the its own value chain activities and its customers value chain activities.
Hence, the primary distinguishing characteristic of a firms demand-side strategic
assets are that they are embedded in a relationship with the firms current or potential
customers (Manral and Harrigan, 2015).
JSMA The rest of the paper is organized as follows. The next section discusses the
9,1 phenomenon that our theory seeks to explain. The subsequent section briefly reviews
two dominant theories in diversification to identify the gaps that preclude their
application to explain the strategic behavior of many multi-product corporations.
The following section outlines the proposed customer-centric logic and develops a
comprehensive theoretical explanation of the strategic behavior of multi-product
76 corporations that offer a portfolio of complementary goods. The final section discusses
the implications for theory, empirical research, and diversification practice.
second, Dean Witter Reynolds Inc., then the fifth largest brokerage house in the USA
(Ghemawat, 1999/2010). The objective of Sears demand-side diversification (by way of
acquisition) was to become the largest consumer-oriented financial service entity in
the country (NYT, 1981). The customer-centric logic of the demand-side diversification
was that it would allow Sears to sell a customer a house, get him a mortgage and
handle his investments, as well as sell him furniture and apparel, service his car and
write his insurance (NYT, 1981). A few years later Sears divested both subsidiaries.
of advertising and marketing expenses that has been discussed in the accounting
literature (e.g. Anderson et al., 2003; Kovacs, 2004).
Value generating effects. The literature on the performance benefits of related
diversification provides pretty slim pickings when it comes to the empirical validation
of the value creating effect of shared supply-side resources and/or capabilities across
related businesses (e.g. Markides and Williamson, 1996; Tanriverdi and Venkatraman,
2005; Miller, 2006). Does a multi-product corporations decision to offer an inter-industry
portfolio of product A and a complementary product B positively influence the value of
its demand-side strategic assets shared across the two markets for A and B? If so, then
how? In another empirical paper we explain how the shared demand-side strategic assets
contribute to the diversified firms ability to influence the aggregate demand for the
products in the home and the target market. However, over time the commoditization of
certain complements, erodes the value that customers derive from consuming both
products. Consequently, multi-product firms introduce new complements so as to
maintain high consumer value through their offerings.
post-diversification SiA + SiB. (SiA refers to the market-size of firm i in market for
product A.) However, by definition the outcome includes an increase in the average
individual consumption (e.g. revenue per customer) by the diversifying
firms customer-base for the legacy product A: from a pre-diversification qiA to a
post-diversification qiA + qiB. (qiA refers to the average individual consumption of the Multi-product
customer-base of firm i in market for product A.) corporations
The strategic logic of multi-product firm behavior
We impose a definitional restriction that the products in a multi-product corporations
portfolio are necessarily complements in the case of demand-side diversification.
The concept of cross-selling does not impose any such restrictions. In the case of 81
multi-variety firms the portfolio products range from weak to strong substitutes. In the
case of multi-product broad-scope differentiators they are mostly imperfect
substitutes that serve distinct product sub-markets. In the case of demand-side
diversification a common consumer purchases both products in the portfolio
(e.g. computer hardware and computer software), which is similar to the case of
cross-selling. However, in the case of product variety and broad-scope differentiation
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the focal firm does not target the same customer. The customer chooses between the
two substitutes in a portfolio (e.g. a Sedan and an SUV). Hence, one should not confuse
a diversified firm that sells a portfolio of complements (e.g. a videogames company like
Nintendo that sells both console and game titles) with either a multi-variety firm
(e.g. a large specialized or single-brand retailer say Gap) or a broad-scope differentiator
(e.g. a large automobile manufacturer like GM whose products serve different segments
of the automobile industry).
Demand-side diversification vs narrow-scope differentiation. The literature on
product variety explains two main strategic rationale underlying incumbents choice to
invest in product variety (Lancaster, 1990; Carlton and Dana, 2008). First, incumbents
invest in substitutes to increase their overall performance in terms of total revenue and/
or market share. Second, incumbents invest in substitutes to deter entry. However,
incumbents are constrained from offering a large number of variants as doing so may
prevent them from realizing economies of scale in production and marketing. This
product-centric approach to firm behavior involves increasing product variety to fill up
the vacant spots in a hypothetical product attribute space in a product market.
However, this stream of literature on product variety often ignores the strategic role of
complements in increasing a firms product variety due to supply-side constraints and
market-size limitations. While the literature assumes that substitutes are based on a
common or similar technologies, complements are often based on different
technologies.
Demand-side diversification vs broad-scope differentiation. The logic of broad-scope
differentiation manifests itself as within-industry increase of product scope (e.g. Porter,
1980). This type of firm behavior can be understood in terms of the increase in market-
size (S): from a pre-diversification, SH (home market), to a post-diversification SH + ST,
achieved by serving an additional target market (ST). For instance, many consumer
appliances companies (e.g. Maytag) that begin by serving one product sub-market seek
to increase their product scope over time by entering other product sub-markets
(e.g. Collis and Montgomery, 1998/2005). The within-industry diversification behavior
of broad-scope differentiators is primarily governed by the supply-side economies
of sharing strategic assets across the product sub-markets (or segments or categories).
The expanding firm does not seek an overlapping customer-base across the related
markets (home- and target-market) because its decision to actually enter the target
market is driven by supply-side considerations of common manufacturing or
distribution assets.
JSMA Demand-side diversification vs cross-selling. The concept of cross-selling is a catch-all
9,1 term for a pervasive corporate phenomenon wherein a firm sells its customers of (say)
product A various other related or unrelated products that it produces (e.g. Kamakura,
2007; Li et al., 2010). It does not really have a conceptual underpinning or at least we are
not aware of any theory of cross-selling. A large number of professional services firms
(e.g. consulting, insurance, financial services, etc.) employ cross-selling (e.g. Li et al.,
82 2010). It is widely prevalent as a sales tool in such industries as financial services,
insurance, health care, accounting, telecommunications, airlines, and retailing. For
instance, Wells Fargo is considered as one of the most successful practitioner of the
cross-selling strategy in the financial services sector (Forbes, 2012). Herein, the logic
of cross-selling is to sell as many of the banks products to a particular customer/
household because even with discount bundles the profit per customer increases in the
number of services s/he purchases from a bank. Further, it imposes a great switching
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product markets. For instance, Netflixs decision to diversify into the internet-based
streaming video market from the mail-order DVD market was probably influenced
by its confidence in its ability to deploy its customer-base in both markets. We therefore
propose:
P1b. Lower content specificity of the demand-side strategic assets translates into
lower opportunity costs.
products offered by the corporation. Given that the consumption value for A is higher
than that for B, we propose:
P3. The likelihood that a corporation offering basic industry product A will
diversify to offer complementary product B will be higher than the likelihood
that a corporation offering complementary product B will diversify to offer the
basic industry product A.
In a dynamic setting, a multi-product corporations choice and effectiveness of offering
a portfolio of complementary products A and B (and C, D, etc.) may be influenced the
evolution of the industry for complementary product B (and C, D, etc.). For instance, the
horizontal fragmentation of the target industry along the product dimension that
manifests as proliferation of within-industry complements to product B (i.e. B1, , Bk)
may prevent diversified firms from capturing economies of scale in advertising/
marketing across different product categories within the target industry. This will
negatively influence the theorized performance benefits of demand-side diversification.
Alternately, the hypothetical value that a multi-product customer derives from
consuming both A and its complement B may decline over time as the market for
complementary product B reaches maturity and the product is commoditized. In such
case, even forward-looking customers may be tempted to switch to a cheaper provider
of complementary product B. However, it may not happen if the multi-product
corporation takes suitable action(s) to satisfy the (switching-cost-imposing) assumption
of forward-looking customers. In a dynamic setting, a multi-product corporation should
continuously introduces new complements (say C, D, E, etc.) to its legacy product
A. This strategic decision influences the competitive environment in its home market as
well as in the target market(s). By doing so it not only increases its average revenue per
customer (and thereby overall revenue) but also stands to increase its profitability
per customer (and thereby overall profits):
P4. The customer-centric logic of strategic behavior of a multi-product corporation
entails that it continuously introduce new complements to its base product A to
maximize its enterprise value.
A multi-product corporation that seeks to create customer value is obviously motivated
to enhance the value of its demand-side strategic assets by leveraging them to enter the
markets for complementary products. (In an empirical paper we explain this
mechanism in terms of the outward shift of the aggregate demand curve for the
complementary products.) However, a multi-product corporation benefits from offering
JSMA a portfolio of complementary products only if it is able to captures a considerable
9,1 portion of the value it creates for a multi-product customer. How do the shared
demand-side strategic assets of a multi-product corporation allow it to capture the
customer value created for the multi-product customers as enterprise value?
We first invoke the arguments in the bundling literature that explain the
anti-competitive effects of bundling and tying (Nalebuff, 2003, 2004; Carlton and
86 Waldman, 2002, 2010). These effects persist as long as the customer prefers to purchase
the complementary products from a multi-product corporation as opposed to
purchasing them from various specialized sellers. The bargaining power of the multi-
product corporation (say over its technology suppliers) and the horizontal competitive
effects ensure that such corporations not only create value but also capture a
substantial portion of it for themselves as profits.
We now draw attention to the role of demand-side investments and strategic assets
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in creating customer value. (We do so without taking away anything from the
contribution of supply-side investments and strategic assets.) We argue that
the customers preference to purchase all complements from a multi-product
corporation can be understood as an outcome of the latters demand-side
investments (e.g. adverting and marketing expenses). The costs incurred by a
multi-product corporation to acquire and retain customers and to influence them to
consume additional complements contribute to the development and growth of the
corporations demand-side strategic assets. Multi-product corporations that offer a
portfolio of complementary products exploit indirect network effects (e.g. Katz and
Shapiro, 1985; Farrell and Saloner, 1986; Tanriverdi and Lee, 2008). The presence of
demand-side externalities renders their demand-side assets very valuable. Hence, a
multi-product corporations diversification choices based on a customer-centric
strategic logic ensures that their demand-side investments are subject to increasing
returns (e.g. Arthur, 1989). (The returns to a firms investments that exceed its
discounted cost of capital contribute to its enterprise value.) We now arrive at the
central proposition of the customer-centric logic of strategic behavior of a multi-product
corporation:
P5. The increasing returns to demand-side investments in excess of the discounted
cost of capital will be higher (lower) for multi-product corporations that follow a
customer-centric (product-centric) strategy.
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Corresponding author
Associate Professor Lalit Manral can be contacted at: lmanral@uco.edu
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