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Diversification refers to the degree of doing business in different industries to offer new products and services.
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There are four major types of diversification: (1) single-business, (2) dominant-business, (3) related diversification, and (4) unrelated diversification
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A single-business company gets 95% or more of its revenues from one strategic business unit.
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A strategic business unit (SBU) is an independent division of a larger corporation with its own mission, vision, market features, customers, and profitand-loss responsibilities.
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Dominant-business diversification happens as a company gains 70% to 94% of the revenue from one business, which shares its resources, capabilities, and core competencies with all the other SBUs.
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Related diversification forms when a company gains less than 70% of its revenue from one primary SBU, which shares its resources, capabilities, and core competencies with some of the other SBUs more and some of the others less, if not at all.
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Unrelated diversification refers to getting less than 70% of its revenue from one primary SBU, and shares few if any of its resources, capabilities, and core competencies with the other SBUs.
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The Boston Consulting Group (BCG) provides a matrix as an instrument for helping corporations allocate their resources based on the growth rate of each strategic business unit’s (SBU) market (10% per year being considered “high”), and relative market share of each SBU (the ratio between the market share of the SBU and that of its leading competitors is considered as the equal breaking point between “high” and “low”).
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Implementation of corporate-level strategy is supported by three major tools: mergers and acquisitions, outsourcing, and building strategic alliances.
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A merger is the integration of two independent companies that become just one company.
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An acquisition refers to buying another company.
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Outsourcing refers to the contracting out of activities that otherwise would be conducted within a company. There are two types of outsourcing: outsourcing primary activities and outsourcing support activities.
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An “alliance” is any medium to long-term cooperative relationship between companies. It excludes one-time or short-term contracts and other agreements and does not imply some joint working relationship between companies over time.
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Strategic alliance is the cooperation of companies for realizing their strategic objectives. There are three broad types of strategic alliances: (1) nonequity alliances, (2) equity alliances, and (3) joint ventures.
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Nonequity alliances are based on contracts between companies.
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The equity alliance refers to the partnership in which one partner has minority shares of the other.
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When two or more companies come together to create a new company and the companies continue to operate, a joint venture occurs.
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Vertical integration refers to the degree of the direct participation of a company to the different stages of industry value chain.
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Industry value chain refers to competing companies from different industries in each stage.
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If a company directly participates in the stages towards the inputs for a product, it is called backward vertical integration.
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If a company directly participates in stages towards the customer, it is called forward vertical integration.
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Business-level strategy refers to the determination of the long-term goals and objectives, the allocation of the resources, and the adoption of courses of action in seeking competitive advantage when confıned to a single product market. Briefly, business-level strategy is about how to compete in sectors and markets determined by corporate-level strategy.
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There are two fundamentally different businesslevel strategies: cost leadership and differentiation. They are called generic strategies since they can be used by any company in the quest for competitive advantage.
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A cost-leadership strategy refers to offering the same or similar value for customers by delivering products or services at a lower cost than competitors, enabling the company to charge average or lower prices to the customers. Cost leadership requires being “the” cost leader in the market.
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A differentiation strategy refers to offering higher value through delivering products with unique characteristics while keeping costs at the same or similar levels with the competitors and charging higher prices to the customers. Differentiation strategy focuses on unique features.
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