Corporate strategy and diversification.docx - Corporate...

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Corporate strategy and diversification Corporate strategy directions Diversification involves increasing the range of products or markets served by an organisation. Related diversification involves expanding into products or services with relationships to the existing business. Conglomerate (unrelated) diversification involves diversifying into products or services with no relationships to existing businesses. Market penetration implies increasing share of current markets with the current product range. This strategy: builds on established strategic capabilities; means the organisation’s scope is unchanged; leads to greater market share and increased power vis-à-vis buyers and suppliers; provides greater economies of scale and experience curve benefits. Constraints on market penetration Retaliation from competitors e.g. price wars ‘Economic constraints e.g. market downturn, public sector funding crisis Legal constraints e.g. restrictions imposed by regulators
Consolidation refers to a strategy by which an organisation focuses defensively on their current markets with current products. Retrenchment refers to a strategy of withdrawal from marginal activities in order to concentrate on the most valuable segments and products within their existing business. Product development is where an organisation delivers modified or new products (or services) to existing markets. This strategy: involves varying degrees of related diversification (in terms of products); can be expensive and high risk; may require new resources and strategic capabilities; typically involves project management risks Market development involves offering existing products to new markets. This strategy involves: new users (e.g. extending the use of aluminium to the automobile industry); new geographies (e.g. extending the market to new areas – international markets being the most important); meeting the critical success factors of the market;

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