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STRATEGI KORPORAT
Dr. Mirza, ST,MM

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Manajemen
 Chapter 6
Corporate Strategies

Strategic Management:
Concepts & Cases
11th Edition
Fred David

Copyright 2007 Prentice Hall

Chapter 6: Corporate-Level Strategy

• Overview:
– Define and discuss corporate-level strategy
– Different levels and types of diversification
– Three primary reasons firms diversify
– Value creation: related diversification strategy
– Value creation: unrelated diversification strategy
– Incentives and resources encouraging
diversification
– Management motives for overdiversification
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4
 Introduction
• Business-level Strategy
– An integrated and coordinated set of commitments and actions
the firm uses to gain competitive advantage by exploiting core
competencies in specific product markets
• Corporate-level Strategy
– Specifies actions a firm takes to gain a competitive advantage
by selecting and managing a group of different businesses
competing in different product markets
• Expected to help firm earn above-average returns
• Value ultimately determined by degree to which “the
businesses in the portfolio are worth more under the
management of the company then they would be under any
other ownership”

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 Introduction
• Corporate-level strategy concerns:
– The scope of the markets and industries the firm
competes in
– How the firm manages their portfolio of businesses
– Mode of entry into new businesses
• Internal development, acquisitions/merger, joint
venture/strategic alliance
– Level and type of diversification
– Capturing synergies between business units
– Allocating corporate resources
• Product diversification is the primary form of corporate-level
strategy
• Diversification is often looked at as a growth strategy 6
 Introduction
• Diversified firms vary according to level and type of
diversification (Figure 6.1)
– Level – # of different industries a firms competes in
– Type – degree of relatedness between business units
• Corporate-level strategy is also concerned with:
– Capturing economies of scope or synergies between
business units (Related)
– Capturing financial synergies (Unrelated)

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Levels and Types of Diversification

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Reasons for Diversification (Table 6.1)

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 Value-Creating Diversification Strategies:
Operational and Corporate Relatedness (Figure
6.2)

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 Value-Creating Diversification:
Related Strategies
• Purpose: Gain market power relative to competitors
• Related diversification wants to develop and exploit
economies of scope between its businesses
– Economies of scope: Cost savings firm creates by
successfully sharing some of its resources and
capabilities or transferring one or more corporate-level
core competencies that were developed in one of its
businesses to another of its businesses
• Composed of ‘related’ diversification strategies including
Operational and Corporate relatedness

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 Value-Creating Diversification:
Related Strategies
• Operational Relatedness: Sharing activities
– Can gain economies of scope
– Share primary or support activities (in value chain)
• Risky as ties create links between outcomes
– Related constrained diversified firms share activities in
order to create value
– Not easy, often synergies not realized as planned

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 Value-Creating Diversification:
Related Strategies
• Corporate Relatedness: Core competency transfer
– Complex sets of resources and capabilities linking
different businesses through managerial and technological
knowledge, experience and expertise
– Two sources of value creation
• Core competence can be developed in one business
unit and transferred to other business units at no
additional cost
• Intangible resources difficult for competitors to
understand and imitate, so immediate competitive
advantage over competition can be achieved through
transfer of corporate-level core competence
– Use related-linked diversification strategy 13
 Value-Creating Diversification:
Related Strategies
• Market Power
– Exists when a firm is able to sell its products above the existing
competitive level or to reduce costs of primary and support activities
below the competitive level, or both.
– Can come from increasing scale or size
• Market power can also be created through:
– Multipoint Competition
• Exists when 2 or more diversified firms simultaneously compete
in the same product or geographic markets.
– Vertical Integration
• Exists when a company produces its own inputs (backward
integration) or owns its own source of output distribution (forward
integration)
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 Value-Creating Diversification:
Related Strategies
Proctor and Gamble
• Provides branded consumer goods products worldwide
• 3 GBUs
– Beauty GBU
• Beauty segment
• Grooming segment
– Health and Well-Being GBU
• Health Care segment
• Snacks, Coffee, and Pet Care segment
– Household Care GBU
• Fabric Care and Home Care segment
• Baby Care and Family Care segment
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 Value-Creating Diversification:
Related Strategies
Johnson and Johnson
• Engages in the research and development, manufacture, and sale of
various products in the health care field worldwide
• 3 segments
– Consumer segment
• Products for baby care, skin care, oral care, wound care, and
women’s health care fields, as well as nutritional and over-the-
counter pharmaceutical products
– Pharmaceutical segment
• Products for anti-infective, antipsychotic, cardiovascular,
contraceptive, dermatology, gastrointestinal, hematology,
immunology, neurology, oncology, pain management, urology,
and virology
– Medical Devices and Diagnostics segment
• Products for circulatory disease management, orthopaedic joint
reconstruction and spinal care, wound care and women’s health,
minimally invasive surgical, blood glucose monitoring and insulin
delivery, and diagnostic products, as well as disposable contact
lenses
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 Value-Creating Diversification:
Related Strategies
Campbell Soup Company
• Engages in the manufacture and marketing of branded
convenience food products worldwide
• 4 segments
– U.S. Soup, Sauces, and Beverages
– Baking and Snacking
– International Soup, Sauces, and Beverages
– North America Foodservice

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 Value-Creating Diversification:
Unrelated Strategies
• Creates value through two types of financial economies
• Financial economies – cost savings realized through
improved allocations of financial resources based on
investments inside or outside firm
– Efficient internal capital market allocation (versus
external capital market)
– Restructuring of acquired assets
• Firm A buys firm B and restructures assets so it can
operate more profitably, then A sells B for a profit in
the external market

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 Value-Creating Diversification:
Unrelated Strategies
United Technologies Corporation
• Provides technology products and services to the building systems and
aerospace industries worldwide
– Otis segment – elevators and escalators
– Carrier segment – air conditioning and refrigeration
– UTC Fire and Security segment.
– Pratt and Whitney segment - aircraft engines; parts and services
– Hamilton Sundstrand segment - aerospace products and
aftermarket services
– Sikorsky segment – helicopters
– UTC also engages in the development and marketing of distributed
generation power systems and fuel cell power plants for stationary,
transportation, space, and defense applications

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 Value-Creating Diversification:
Unrelated Strategies
Textron, Inc.
• Operates in the aircraft, industrial, and
finance industries worldwide.
• 4 segments
– Bell – helicopters plus parts and service
– Cessna – general aviation aircraft
– Industrial – auto parts, food containers,
hydraulics, golf carts
– Finance – aircraft finance, asset-based lending,
distribution finance, golf finance, resort finance
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 Value-Neutral Diversification:
Incentives and Resources
• Value-Neutral Incentives to Diversify
– Antitrust Regulation and Tax Laws
– Low Performance
– Uncertain Future Cash Flows
– Synergy and Firm Risk Reduction
– Tangible and Intangible Resources and Diversification

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 Value-Reducing Diversification:
Managerial Motives to Diversify
• Top-level executives may diversify in order to diversity
their own employment risk and to increase their own
compensation, as long as profitability does not suffer
excessively
– Diversification adds benefits to top-level managers but not
shareholders
– This strategy may be held in check by governance
mechanisms or concerns for one’s reputation

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 Portfolio Analysis

• Requires the continual evaluation of a firms portfolio of

business units
• This involves:
– Assessing the attractiveness of the industries the firm
competes in
– Assessing the competitive strength of a firm's business
units
– Checking the competitive advantage potential of sharing
activities and/or transferring competencies across
business units
– Checking the potential for capturing financial economies

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 Portfolio Analysis

• Best Case Scenario:

– All of a firm's business units compete in attractive
industries and have strong competitive positions
and
– There are ample opportunities to capture economies of
scope and/or financial economies
• Useful Tools for Portfolio Analysis Include:
– Nine cell industry attractiveness and competitive
strength matrix
– BCG growth share matrix

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 Portfolio Analysis
• Nine cell industry attractiveness and competitive
strength matrix

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 Portfolio Analysis
• BCG growth share matrix

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Terima Kasih