Which involves gaining ownership or increased control over distributors or retailers?

Presentation on theme: "Strategies in Action Chapter 7. Integration Strategies  Forward integration  involves gaining ownership or increased control over distributors or retailers."— Presentation transcript:

1 Strategies in Action Chapter 7

2 Integration Strategies  Forward integration  involves gaining ownership or increased control over distributors or retailers.  Backward integration  strategy of seeking ownership or increased control of a firm’s suppliers.  Horizontal integration  a strategy of seeking ownership of or increased control over a firm’s competitors. 5-2 Copyright ©2013 Pearson Education

3 Forward Integration Guidelines  When an organization’s present distributors are especially expensive.  When the availability of quality distributors is so limited as to offer a competitive advantage.  When an organization competes in an industry that is growing.  When present distributors or retailers have high profit margins. 5-3 Copyright ©2013 Pearson Education

4 Backward Integration Guidelines  When an organization’s present suppliers are especially expensive or unreliable.  When the number of suppliers is small and the number of competitors is large.  When the advantages of stable prices are particularly important.  When an organization needs to quickly acquire a needed resource. 5-4 Copyright ©2013 Pearson Education

5 Horizontal Integration Guidelines  When an organization competes in a growing industry.  When increased economies of scale provide major competitive advantages.  When competitors are uncertain due to a lack of managerial expertise. 5-5 Copyright ©2013 Pearson Education

6 Intensive Strategies  Market penetration strategy:  seeks to increase market share for present products or services in present markets through greater marketing efforts.  Market development:  involves introducing present products or services into new geographic areas.  Product development strategy:  seeks increased sales by improving or modifying present products or services 5-6 Copyright ©2013 Pearson Education

7 Market Penetration Guidelines  When the usage rate of present customers could be increased significantly.  When the market shares of major competitors have been declining while total industry sales have been increasing.  When increased economies of scale provide major competitive advantages. 5-7 Copyright ©2013 Pearson Education

8 Market Development Guidelines  When new channels of distribution are available that are reliable, inexpensive, and of good quality.  When an organization is very successful at what it does.  When new untapped or unsaturated markets exist  When an organization has excess production capacity. 5-8

9 Product Development Guidelines  When an organization has successful products that are in the maturity stage of the product life cycle.  When an organization competes in an industry that is characterized by rapid technological developments.  When major competitors offer better-quality products at comparable prices.  When an organization competes in a high- growth industry. 5-9

10 Defensive Strategies  Retrenchment  occurs when an organization regroups through cost and asset reduction to reverse declining sales and profits.  also called a turnaround or reorganizational strategy.  designed to fortify an organization’s basic distinctive competence. 5-10 Copyright ©2013 Pearson Education

11 Retrenchment Guidelines  When an organization is one of the weaker competitors in a given industry.  When an organization is plagued by inefficiency, low profitability, and poor employee morale.  When an organization has grown so large so quickly that major internal reorganization is needed. 5-11 Copyright ©2013 Pearson Education

12 Defensive Strategies  Divestiture  Selling a division or part of an organization  often used to raise capital for further strategic acquisitions or investments. 5-12 Copyright ©2013 Pearson Education

13 Divestiture Guidelines  When an organization has pursued a retrenchment strategy and failed to accomplish needed improvements.  When a division needs more resources to be competitive than the company can provide.  When a division is responsible for an organization’s overall poor performance.  When a division is a misfit with the rest of an organization. 5-13 Copyright ©2013 Pearson Education

14 Defensive Strategies  Liquidation  selling all of a company’s assets, in parts, for their tangible worth.  can be an emotionally difficult strategy. 5-14 Copyright ©2013 Pearson Education

15 Liquidation Guidelines  When an organization has pursued both a retrenchment strategy and a divestiture strategy, and neither has been successful.  When an organization’s only alternative is bankruptcy.  When the stockholders of a firm can minimize their losses by selling the organization’s assets. 5-15 Copyright ©2013 Pearson Education

16 Porter’s Five Generic Strategies 5-16

17 Michael Porter’s Five Generic Strategies  1. Cost leadership  This generic strategy calls for being the low cost producer in an industry for a given level of quality.  The firm sells its products either at average industry prices to earn a profit higher than that of rivals, or below the average industry prices to gain market share. 5-17 Copyright ©2013 Pearson Education

18 Cost Leadership Guidelines  When price competition among rival sellers is especially vital.  When most buyers use the product in the same ways.  When buyers gain low costs in switching their purchases from one seller to another. 5-18 Copyright ©2013 Pearson Education

19 Cost Leadership Strategies  To employ a cost leadership strategy successfully, a firm must ensure that its total costs across its overall value chain are lower than competitors’ total costs. 5-19 Copyright ©2013 Pearson Education

20 Cost Leadership Strategies  Perform value chain activities more efficiently than rivals and control the factors that drive the costs of value chain activities. 5-20 Copyright ©2013 Pearson Education

21 Michael Porter’s Five Generic Strategies  2. Differentiation  A differentiation strategy calls for the development of a product or service that offers unique features that are valued by customers and that products recognize to be better than or different from the products of the competition. 5-21 Copyright ©2013 Pearson Education

22 Differentiation Strategies  Differentiation strategy should be pursued only after a careful study of buyers’ needs and preferences to determine the more differentiating features into a unique product that meet the desired qualities. 5-22 Copyright ©2013 Pearson Education

23 Differentiation Strategy  Firms that succeed in a differentiation strategy often have the following internal strengths:  Access to leading scientific research.  Highly skilled and creative product development team.  Strong sales team with the ability to successfully communicate the perceived strengths of the product.  Corporate reputation for quality and innovation.

24 Differentiation Guidelines  When there are many ways to differentiate the product.  When buyer needs and uses are dissimilar.  When few rival firms are following a similar differentiation approach.  When technological change is fast paced. 5-24 Copyright ©2013 Pearson Education

25 Focus Strategy  The focus strategy concentrates on a narrow segment and within that segment attempts to achieve either a cost advantage or differentiation.  A firm using a focus strategy often enjoys a high degree of customer loyalty.  Firms that succeed in a focus strategy are able to tailor a broad range of product development strengths to a relatively narrow market segment that they know very well.

26 Focus Strategies  Successful focus strategy depends on an industry segment that is of sufficient size, has good growth potential, and is not crucial to the success of other major competitors.  Most effective when consumers have distinctive preferences. 5-26 Copyright ©2013 Pearson Education

27 Focus Strategy Guidelines  When the target market segment is large, profitable, and growing.  When industry leaders do not consider the market segment to be crucial to their own success.  When the industry has many different segments.  When few, if any, other rivals are attempting to specialize in the same target segment. 5-27

28 5. Stuck in the Middle?  Michael Porter argued that to be successful over the long-term, a firm must select only one of these three generic strategies.  Otherwise, with more than one single generic strategy the firm will be "stuck in the middle" and will not achieve a competitive advantage.

29 5. Stuck in the Middle?  Porter argued that firms that are able to succeed at multiple strategies often do so by creating separate business units for each strategy.  By separating the strategies into different units having different policies and even different cultures, a corporation is less likely to become "stuck in the middle." Copyright ©2013 Pearson Education 5-29

30 5. Stuck in the Middle? Copyright ©2013 Pearson Education 5-30

What strategy involves gaining control over distributors suppliers and or competitors?

What refers to a strategy of seeking ownership of or increased control?

Which strategy seeks to increase market share for present products or services?

Which integration involves acquisition of one or more competitors?