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bg strategic management chapter 5 3052

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CHAPTER 5 TYPES OF STRATEGIES Bộ môn Quản trị chiến lược 9/16/2022102 http //images google com vn/imgres?imgurl=http //www johnwiley com au/highered/stratmgt2e/0470809299 jpg&imgrefurl=http //www john[.]

CHAPTER TYPES OF STRATEGIES 102 Bộ môn Quản trị chiến lược 9/16/2022 OUTLINE  5.1 Corporate level strategies  5.2 Business level strategies  5.3 Choosing and making decision 103 Bộ môn Quản trị chiến lược 9/16/2022 5.1.1 Diversification Strategies Related Diversification • Value chains possess competitively valuable cross-business strategic 104 Bộ môn Quản trị chiến lược Unrelated Diversification • Value chains have no similarity that no competitively valuable cross-business relationships exist 9/16/2022 SYNERGIES OF RELATED DIVERSIFICATION  Transferring competitively valuable expertise, technological know-how, or other capabilities from one business to another  Combining the related activities of separate businesses into a single operation to achieve lower costs  Exploiting common use of a well-known brand name 105 Bộ môn Quản trị chiến lược 9/16/2022 Related Diversification Guidelines  When an organization competes in a no-growth or a slow-growth industry  When adding new, but related, products would significantly enhance the sales of current products  When new, but related, products could be offered at highly competitive prices  When an organization has a strong management team 106 Bộ môn Quản trị chiến lược 9/16/2022 Unrelated Diversification Guidelines  When revenues derived from an organization’s current products would increase significantly by adding the new, unrelated products  When an organization’s present channels of distribution can be used to market the new products to current customers  When an organization’s basic industry is experiencing declining annual sales and profits 107 Bộ môn Quản trị chiến lược 9/16/2022 Unrelated Diversification Guidelines (cont.)  When an organization has the opportunity to purchase an unrelated business which is an attractive investment opportunity  When existing markets for an organization’s present products are saturated  When antitrust action could be charged against an organization that historically has concentrated on a single industry 108 Bộ môn Quản trị chiến lược 9/16/2022 5.1.2 Integration Strategies  Forward integration Forward 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 Integration Strategies Backward a strategy of seeking ownership of or increased control over a firm’s competitors Horizontal 109 Bộ môn Quản trị chiến lược 9/16/2022 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 110 Bộ môn Quản trị chiến lược 9/16/2022 Backward Integration Guidelines  When an organization’s present suppliers are overpriced 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 111 Bộ môn Quản trị chiến lược 9/16/2022 ... continue losing large sums of money 119 Strategic Management Department 9/16/2022 OUTLINE  5. 1 Corporate level Strategies  5. 2 Business level strategies  5. 3 Choosing and making decision of strategies...OUTLINE  5. 1 Corporate level strategies  5. 2 Business level strategies  5. 3 Choosing and making decision 103 Bộ môn Quản trị chiến lược 9/16/2022 5. 1.1 Diversification Strategies... for firms to focus on their core businesses and become less diversified 118 Strategic Management Department 9/16/2022 5. 1.4 Defense Strategies  Liquidation: Selling all of a company’s assets,

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