{"id":288,"date":"2019-07-24T09:17:18","date_gmt":"2019-07-24T09:17:18","guid":{"rendered":"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/?post_type=chapter&#038;p=288"},"modified":"2019-07-24T09:38:39","modified_gmt":"2019-07-24T09:38:39","slug":"corporate-level-strategy","status":"publish","type":"chapter","link":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/chapter\/corporate-level-strategy\/","title":{"rendered":"Corporate level strategy"},"content":{"raw":"<div><span style=\"float: right\"><a href=\"https:\/\/youtu.be\/pD7eRw06st8\" target=\"_blank\" rel=\"noopener\"><img src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"epgp books\" width=\"75px\" height=\"75px;\" \/><\/a>\r\n<\/span><\/div>\r\n&nbsp;\r\n\r\n<strong>Levels of strategy<\/strong>\r\n\r\n&nbsp;\r\n\r\nStrategy operates at different levels\r\n\r\n<img class=\"aligncenter size-full wp-image-282\" src=\"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-101.png\" alt=\"\" width=\"579\" height=\"180\" \/>\r\n<div>\r\n<p style=\"text-align: justify\"><strong><em>Corporate strategy<\/em><\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">It is the top level decision making and covers decisions dealing with the objectives of the firm, acquisition and allocation of resources and co-ordination of strategies of various strategic business units(SBU) for optimal performance.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">The nature of strategic decisions is value-oriented, conceptual and future oriented.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">The corporate strategy sets the long-term objectives of the firm and the broad constraints and policies within which a SBU operates. The corporate level will help the SBU define its scope of operations and also limit or enhance the SBUs operations by the resources the corporate level assigns to it.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Below the functional-level strategy, there may be operations level strategies as each function may be divided into several sub functions.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">For example, <a href=\"http:\/\/www.marketing91.com\/marketing-strategy\/\">marketing strategy, <\/a>a functional strategy, can be subdivided into promotion, sales, distribution, <a href=\"http:\/\/www.marketing91.com\/pricing-strategies\/\">pricing <\/a>strategies, customer service and so on, with each sub function strategy contributing to functional strategy.<\/p>\r\n<img class=\"aligncenter size-full wp-image-289\" src=\"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-105.png\" alt=\"\" width=\"733\" height=\"593\" \/>\r\n<p style=\"text-align: justify\">Business firms are in dire need to accommodate all changes in the dynamic business environment. Top level management gives utmost priority to keep track with the changes and therefore, formulates strategies needed to accommodate changes at the appropriate time.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Suitable strategies framed by the top level management for the overall company to tide over the changes in the external environment, matching the organisational resources and capabilities are named as corporate strategy.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Corporate strategy is otherwise called as Grand strategy.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">According to Thompson &amp; Cats, Baril, 4 E\u2019s to address corporate strategy are<\/p>\r\n\r\n<\/div>\r\n<img class=\"aligncenter size-full wp-image-290\" src=\"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-106.png\" alt=\"\" width=\"633\" height=\"529\" \/>\r\n<div>\r\n<ul>\r\n \t<li style=\"text-align: justify\"><strong><em>Extend strategy\u00a0<\/em><\/strong>Adopt new business model or enter new business<\/li>\r\n \t<li style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>Expand Strategy\u00a0<\/em><\/strong>Addition of products or services within an existing business.<\/li>\r\n \t<li style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>Exit strategy\u00a0<\/em><\/strong>Drop a product or service line or exit a business.<\/li>\r\n \t<li style=\"text-align: justify\">\u00a0<strong style=\"text-align: initial;font-size: 1em\"><em>Enhance strategy\u00a0<\/em><\/strong>Add functionality or improve a product or service that is currently offered. According to Wheeler &amp; Hunger, Corporate Strategy are classified as<\/li>\r\n<\/ul>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>1.\u00a0 <\/strong><strong>Stability strateg<\/strong><\/p>\r\n<p style=\"text-align: justify\"><strong>2.\u00a0 <\/strong><strong>Growth strategy<\/strong><\/p>\r\n<p style=\"text-align: justify\"><strong>3.\u00a0 <\/strong><strong>Retrenchment strategy Stability strategy<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Stability Strategy or Stable growth strategy refers to that Strategy meant to keep the organisation at the existing level without putting down the performance.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">An organisation would follow stability strategy, if it is satisfied with the same product line, serving the same consumers and maintaining the same market share.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">If the top level management does not want to take any risks or accept environmental change that might be associated with the expansion, stability strategy will be the option followed.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Stability strategy is associated with small, privately owned business, which have an established market with loyal customers satisfied with the firm\u2019s product or services.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">If the organisation\u2019s competitive advantage lies in the present business and market, it pursues stability strategy.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Stability strategy is fundamentally a defensive approach followed by the firm, to remain in the same position without altering its business operation and competitive advantage.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">Variants of stability strategy<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The four ways to ensure stable growth are<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n<ul>\r\n \t<li><em>Incremental growth strategy<\/em><\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\">\u00a0Under incremental strategy, the organisations set their objective-achievement level, which was accompanied in the past.<\/p>\r\n\r\n<ul>\r\n \t<li><em>Profit strategy<\/em><\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\">It is called as harvesting strategy, where the firm is interested in generating cash, when the firm is in the stage of declining sales in the market.<\/p>\r\n\r\n<ul>\r\n \t<li><em>Sustainable growth strategy<\/em><\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\">This strategy is followed when the organisation perceives that the external conditions are not favourable due to certain critical resource constraints like financial resources or raw materials or unfavourable government policy.<\/p>\r\n\r\n<ul>\r\n \t<li><em>\u00a0Stability as a pause strategy<\/em><\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\">It is followed by those organisations whose past history is full of growth.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">For Example<\/p>\r\n<p style=\"text-align: justify\">Many firms in public sector have adapted this strategy because of stringent restrictions in government policy and lack of budgetary support to expand the capacity.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Indian Business firms related to cement industry, iron and steel industry, coal industry, jute industry and so on have followed this strategy when it faced regulatory restrictions by the government.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>Growth strategy<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Growth strategy refers to that corporate strategy which supports the business firm to improve the business performance to the next higher level.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">A growth strategy is the strategy which a business firm follows to, when it fulfils the objective and takes it to next level upward in significant increment, much higher than an exploration of its past achievement level.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">It refers to gradual expansion of the operations of the business firm and the addition of new frontiers in operation. This results in more sales, new customers, more revenues and increase in market share.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Growth strategies can be very risky and involve forecasting and analysis of many factors, which affect expansion such as availability of resources and availability of markets.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Possible growth strategies are<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">Internal growth strategies: <\/strong><span style=\"text-align: initial;font-size: 1em\">Internal, or organic, growth strategies rely on the company's own resources by reinvesting some of the profits. Internal growth is planned and slow. Some of the internal growth strategies are<\/span><\/p>\r\n&nbsp;\r\n<ol>\r\n \t<li style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Concentration-Market penetration, Market development and Product development.<\/span><\/li>\r\n \t<li style=\"text-align: justify\">Vertical \/ Horizontal integration- Backward integration and Forward integration<\/li>\r\n \t<li style=\"text-align: justify\">Diversification- Concentric diversification and Conglomerate diversification.<\/li>\r\n \t<li style=\"text-align: justify\">Internationalisation<\/li>\r\n \t<li style=\"text-align: justify\">Digitalisation.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\"><strong>External growth strategies<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">In an external growth strategy, the company draws on the resources of other companies to leverage its resources. External growth strategies areMergers, Acquisition or take over, joint venture and strategic alliances.<\/p>\r\n\r\n<\/div>\r\n<ol>\r\n \t<li><strong>Internal growth strategies<\/strong><\/li>\r\n<\/ol>\r\n<img class=\"aligncenter size-full wp-image-291\" src=\"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-107.png\" alt=\"\" width=\"1003\" height=\"521\" \/>\r\n<div>\r\n<p style=\"text-align: justify\"><strong>1.Concentration growth strategy<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Concentrated growth strategies are strategies that focus on improving current products and markets without changing any other factors. The firm channelizes its resources to achieve the profitable growth of a single product, in a single market, and with a single technology.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">This strategy highlights the growth and expansion of a single product or few closely related products or services in the existing line of business.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">A strategy of concentration allows for a considerable range of action: the business can attempt capturing a large market share by increasing present customer's rate of usage, by attracting competitors' customers, or by inducing nonusers in buying the products or services.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">For example: Microsoft is a classic example for using this strategy. It has concentrated on developing and marketing computer software and related products and has become one of the most successful companies.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">AMUL has used this strategy to manufacture and market processed dairy products like milk, milk powders, ice creams, curd, yoghurt, processed cheese, flavored milk, etc, and is the forerunner in the dairy market.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">There are basically three approaches to pursuing a concentration strategy. The three sub strategies are<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n\r\n\u00a0 \u00a0a.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Market Penetration\r\n\r\nb.\u00a0\u00a0\u00a0\u00a0\u00a0 Market Development\r\n\r\nc.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Product Development\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">a.\u00a0 In Market Penetration, the organisation tries to attract and gain market share in the existing product by improving its quality or lowering prices, and aims at expanding its business to new customers in the exisitng market, at a rate higher than the industry rate of growth.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">For Example: Prestige opening many number of showrooms in cities.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">b.In Market Development, focus is taken to increase the sales through innovative marketing efforts and selling the existing product in new markets either in new territories or segments.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">For example: Unilever ltd. Launched Sunsilk shampoo in US market , currently sold in Europe, Latin America and Asia.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">c.In Product development, the business firm take steps to achieve phenomenal growth through selling of innovative products and services in the existing markets of the business firm.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">For example: Cocacola launched Diet Coke, sweetened with splenda.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>2. Vertical \/ Horizontal Integration<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Vertical integration means that a company is producing its own inputs <em>(backward integration)<\/em> or delivering its own output (forward integration) , rather thandealing with intermediaries.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">To pursue backward integration strategy, a company can buy another firm that supplies its raw materials or it can start its own unit to manufacture the needed inputs. This step would eliminate intermediary profits and secure the source of raw materials.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Examples for backward integration:<\/p>\r\n&nbsp;\r\n<ul>\r\n \t<li style=\"text-align: justify\">Tata Chemicals acquires British Salt limited, an UK based white salt producing company to manufacture the needed inputs used in its product.<\/li>\r\n \t<li style=\"text-align: justify\">An ice cream company that buys a dairy farm follows the strategy of backward integration.<\/li>\r\n \t<li style=\"text-align: justify\">Amazon.com followed backward integration when it became not only a bookseller but a book publisher. As a bookseller, Amazon.com buys books from various suppliers, such as publishing companies. By becoming a publisher itself, it has integrated into its business the role of supplier and can sell books that its own publishing company publishes.\u00a0 Examples for forward integration<\/li>\r\n \t<li style=\"text-align: justify\">Most of the oil companies like Bharat Petroleum, Hindustan Petroleum, Reliance Petroleum have their own oil exploration, refining and distribution outlets for selling fuels.<\/li>\r\n \t<li style=\"text-align: justify\">Arvind Mills Limited, which is involved in manufacturing textiles, has initiated its own retail showrooms in the brand name Megamart, Arrows, Flying Machine etc.<\/li>\r\n \t<li style=\"text-align: justify\">Trends In Vogue Private Limited, an initiative of CavinKare group of company, manufacturers of beauty products like shampoos, hair oils, facial creams, talcum powders, hair dyes, and deodorants, has started chain of beauty salon in the name of Green Trends and Limelite, to take its product direct to consumers.Trends in vogue also run a Trends academy which trains the candidates who are recruited in the salon industry.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\">Vertical integration strategy is a growth strategy as the business operations of the company are expanded by acquisition, within the same industry.<\/p>\r\n<p style=\"text-align: justify\"><em>Advantages of vertical integration<\/em><\/p>\r\n<p style=\"text-align: justify\">1.\u00a0\u00a0\u00a0\u00a0\u00a0 Better control of costs<\/p>\r\n<p style=\"text-align: justify\">2.\u00a0\u00a0\u00a0\u00a0\u00a0 Efficient use of inputs<\/p>\r\n<p style=\"text-align: justify\">3.\u00a0\u00a0\u00a0\u00a0\u00a0 Better management of business<\/p>\r\n<p style=\"text-align: justify\">4.\u00a0\u00a0\u00a0\u00a0\u00a0 Adds competitive advantage<\/p>\r\n<p style=\"text-align: justify\"><em>Disadvantages of vertical integration<\/em><\/p>\r\n<p style=\"text-align: justify\">1.\u00a0\u00a0\u00a0\u00a0\u00a0 Difficulty in managing and integrating different functions and operations of the unit<\/p>\r\n<p style=\"text-align: justify\">2.\u00a0\u00a0\u00a0\u00a0\u00a0 Financial burden in acquiring or starting the new unit<\/p>\r\n<p style=\"text-align: justify\">3.\u00a0\u00a0\u00a0\u00a0\u00a0 Reduced flexibility in operations.<\/p>\r\n\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\">Horizontal integration means that the business firms acquire additional units of the competitor involved in the same business and thereby expand their business.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">This strategy helps the firm to increase the production level, customer base, market share and profits in the business. It reduces the competition as the firm has hold over the market share and tries to influence the price and quality of the product.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">For example: Acquisition of Tetley tea in UK by Tata Tea, India.<\/p>\r\n\r\n<ul>\r\n \t<li style=\"text-align: justify\">Acquisition of Land Rover and Jaguar automobile companies by Tata Motors in 2008.<\/li>\r\n \t<li style=\"text-align: justify\">Acquisition of Bank of Rajasthan and Bank of Madura by ICICI Bank.<\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">3. Diversification<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">This strategy is concerned with developing new products for new markets through innovation process that are different from the existing business.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">The major reason to diversify is to reduce the risk associated with a single industry operation due to changes in business environment.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">There are two major types of diversification. They are<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><em>1.<\/em><em>Related diversification(Concentric diversification)<\/em><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Related diversification means diversifying into a different industry, but one which is, in some form, related to the existing industry of the business firm with similar technology, customers, market, resources, skills, etc.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">The ultimate objective of this strategy is to achieve \u2018synergy\u2019, which is achieved when the value of the whole firm becomes greater than the accumulated value of its individual business.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Example: *Samsung producing consumer products using cutting edge technology like home appliances, notebooks, cameras, smart phones, and storage or memory devices and so on. All these products require same competencies in terms of technology, markets, resources and skills.<\/p>\r\n\r\n<ul>\r\n \t<li>Brittania industries limited earlier manufacturing biscuits, has ventured into cakes, dairy, rusks and bread.<\/li>\r\n \t<li><em style=\"text-align: initial;font-size: 1em\">Unrelated diversification(Conglomerate diversification)<\/em><\/li>\r\n<\/ul>\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\">Conglomerate diversification is that strategy which enables a business firm, to venture into new industries with new products and new customers.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Example:\u00a0 *TVS Motors involved in automobiles, venturing into Construction industry.<\/p>\r\n\r\n<ul>\r\n \t<li>Reliance group of companies, known for heavy industries, venturing into retail business<\/li>\r\n \t<li>Bata company diversifying from footwear to leather accessories like belts, bags, etc.<\/li>\r\n \t<li>Tata group ventured into Titan watch brand and Tanishq jewellery.<\/li>\r\n<\/ul>\r\n<strong style=\"text-align: initial;font-size: 1em\">4.\u00a0 <\/strong><strong style=\"text-align: initial;font-size: 1em\">Internationalisation<\/strong>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\">They are the type of growth expansion strategy, which requires organisations to market their products or services, beyond their domestic or national market.<\/p>\r\n&nbsp;\r\n\r\nReasons for going international\r\n<ul>\r\n \t<li style=\"text-align: justify\">Globalisation<\/li>\r\n \t<li style=\"text-align: justify\">Trade liberalisation<\/li>\r\n \t<li style=\"text-align: justify\">Transport infrastructure<\/li>\r\n \t<li style=\"text-align: justify\">Demand for foreign products by domestic customers<\/li>\r\n \t<li style=\"text-align: justify\">Economies of scale<\/li>\r\n \t<li style=\"text-align: justify\">Favourable government policies and regulations<\/li>\r\n \t<li style=\"text-align: justify\">Cost advantage in business operations<\/li>\r\n<\/ul>\r\nFour types of international strategy are\r\n\r\n&nbsp;\r\n<ol>\r\n \t<li style=\"text-align: justify\">International strategy\u00a0\u00a0\u00a0\u00a0\u00a0 - business operations in a foreign market.<\/li>\r\n \t<li style=\"text-align: justify\">Multidomestic strategy - Customisation of products to the local demand conditions in different countries.<\/li>\r\n \t<li style=\"text-align: justify\">Transnational strategy - venturing into a business from a developed country to developing country and initiating the business suiting to local conditions of that country.<\/li>\r\n \t<li style=\"text-align: justify\">Global strategy - offering standardised products and services across many countries all over the world in an undifferentiated manner at competitive prices.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<div>\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>5.\u00a0<\/strong><strong>Digitalisation<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">It is the use of digital media to do business operations and satisfy the needs of the customer. It involves different domains like business, social sciences and technology. Example: All E-business ventures like amazon.com, flip kart, snap deal and so on.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>B. External Growth Strategy (Co-operative strategy)<\/strong><\/p>\r\n\r\n<ol>\r\n \t<li>Mergers<\/li>\r\n \t<li>Acquisitions<\/li>\r\n \t<li>Joint ventures<\/li>\r\n \t<li>\u00a0Strategic Alliances<\/li>\r\n<\/ol>\r\n<p style=\"text-align: justify\"><strong>Mergers<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">It refers to combining two or more firms.\u00a0 The two kinds of merger are:<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><em>Merger by Absorption <\/em>is the combination of two or more firms into an existing company, in which one acquires the assets and liabilities of the other in exchange for stock or cash. All companies except one lose their identity in such a merger.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Example:<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Absorption of Tata fertilizers (TFL) by Tata Chemicals Limited (TCL). TCL survived while TFL ceased to exist. TFL transferred all its shares to TFL.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><em>Merger through Consolidation <\/em>refers to the combination of two or more firms into a new company. In this form, all companies are legally dissolved and a new entity is created.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Example:<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Merger of Hindustan Computers Limited, Hindustan Instruments Limited, Indian software Company Limited and Indian Reprographics Limited into an entirely new company called HCL Limited.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The unique feature is that acquiring company takes over the ownership of other companies and combines their operations with its own operations.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Types of Merger<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">a. Horizontal merger:\u00a0 Combination of firms engaged in the same business.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Example:\u00a0 Merger of Videocon Limited with Thompson Limited.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">b. Vertical Merger: Combination of business firms engaged in different activities like supply of raw materials, production of goods, marketing, etc.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Example: Merger of Tata Chemicals with British Salt Limited, UK based white salt producing company.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">c. Concentric Merger: Combination of firms related to each other in terms of customer groups or customer functions or alternative strategies.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Example: Combination of firms producing Televisions, Washing Machines and Kitchen Appliances.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">d. Conglomerate Merger: Combination of firms unrelated to each other in terms of customer groups, customer functions and alternative technologies.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Example: Merger with Walt Disney Company and American Broadcasting Company.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Reasons for Merger<\/span><\/p>\r\n\r\n<\/div>\r\n<div>\r\n<ul>\r\n \t<li style=\"text-align: justify\">Availability of advanced manufacturing facilities,<\/li>\r\n \t<li style=\"text-align: justify\">\u00a0High brand image,<\/li>\r\n \t<li style=\"text-align: justify\">Captive market share,<\/li>\r\n \t<li style=\"text-align: justify\">\u00a0Loyal customers,<\/li>\r\n \t<li style=\"text-align: justify\">\u00a0Advanced technology,<\/li>\r\n \t<li style=\"text-align: justify\">\u00a0Efficient distribution network,<\/li>\r\n \t<li style=\"text-align: justify\">Financial soundness, etc. Objectives of Merger:<\/li>\r\n<\/ul>\r\n<ol>\r\n \t<li>\u00a0To increase the value of the firm.<\/li>\r\n \t<li>To stabilise the firm\u2019s earning and sales<\/li>\r\n \t<li><span style=\"text-align: initial;font-size: 1em\">To reduce Competition<\/span><\/li>\r\n \t<li>To diversify the product line<\/li>\r\n \t<li>To enjoy tax benefits<\/li>\r\n \t<li>To acquire efficient resources quickly and<\/li>\r\n \t<li>To promote synergy by increasing profitability and efficiency.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\">While implementing the merger strategy, certain critical issues like strategic issues, financial issues, managerial issues and legal issues are bound to arise. Advantages of Mergers<\/p>\r\n&nbsp;\r\n<ul>\r\n \t<li style=\"text-align: justify\">Enjoys economies of scale<\/li>\r\n \t<li style=\"text-align: justify\">Utilises funds in efficient allocation of resources.<\/li>\r\n \t<li style=\"text-align: justify\">Can diversify the activities and increase profits and efficiency.<\/li>\r\n \t<li style=\"text-align: justify\">Sick units can be revived through mergers.<\/li>\r\n \t<li style=\"text-align: justify\">Ensures easy market penetration and improves customer loyalty.<\/li>\r\n \t<li style=\"text-align: justify\">Enables easy access to sources of raw materials, finance and Human resources<\/li>\r\n \t<li style=\"text-align: justify\">Skilled labour force can be obtained.<\/li>\r\n \t<li style=\"text-align: justify\">Entrepreneurs find it easy to buy an existing firm with established customers and markets, rather than setting up a new firm<\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\">Disadvantages<\/p>\r\n\r\n<ul>\r\n \t<li style=\"text-align: justify\">Causes conflicts and psychological problems of the top management of the merger firms.<\/li>\r\n \t<li style=\"text-align: justify\">Executives of the acquired firm may get a low status in the new firm.<\/li>\r\n \t<li style=\"text-align: justify\">Leads to concentration of economic power, monopolistic competition, higher prices, restricted supply and black marketing.<\/li>\r\n<\/ul>\r\n<p style=\"text-align: justify\">Guidelines for effective mergers<\/p>\r\n\r\n<ol>\r\n \t<li style=\"text-align: justify\">\u00a0Mergers must be effectively planned<\/li>\r\n \t<li style=\"text-align: justify\">Valuation of the firm\u2019s stock should be considered in a fair manner.<\/li>\r\n \t<li style=\"text-align: justify\">Legal clauses must be carefully analysed.<\/li>\r\n \t<li style=\"text-align: justify\">Detailed plan and program should be designed.<\/li>\r\n \t<li style=\"text-align: justify\">Authority and responsibility should be clearly designated.<\/li>\r\n \t<li style=\"text-align: justify\">Human considerations must be given equal consideration as that of financial resources.<\/li>\r\n \t<li style=\"text-align: justify\">Activities of merger should be controlled through feedback and management iformation system.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<div>\r\n<p style=\"text-align: justify\">The success of any merger lies in careful performance of three activities. The three steps involved in merger are planning, searching for the firm, screening for the right choice and carrying out the financial evaluation.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong>Acquisitions\/ Takeovers<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Takeover is the attempt of one firm to acquire ownership or control over another firm.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Takeovers can be hostile (against the wishes of the acquired firm) or friendly (through mutual consent of buyer and seller).<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">It is the successful strategy after economic liberalisation.<\/p>\r\n&nbsp;\r\n\r\nExample:\r\n<ul>\r\n \t<li>Tata Steel India acquired Corus group, UK for $ 12000million.<\/li>\r\n \t<li>Videocon, India acquired Daewoo Electronics, Korea for $ 729million.<\/li>\r\n \t<li>Tata Motors acquired Jaguar, Land Rover Automobiles in 2007 and<\/li>\r\n \t<li>L\u2019oreal Company\u2019s acquisition of Body shop.<\/li>\r\n \t<li>Microsoft\u2019s acquisition of Skype for $8 billion.<\/li>\r\n<\/ul>\r\nAdvantage of Takeovers\r\n<ol>\r\n \t<li style=\"text-align: justify\">Provides easy growth opportunities.<\/li>\r\n \t<li style=\"text-align: justify\">Creates mobility of efficient resources from one activity to another activity.<\/li>\r\n \t<li style=\"text-align: justify\">Avoids gestation periods and problems involved in new projects.<\/li>\r\n \t<li style=\"text-align: justify\">Increase market share.<\/li>\r\n \t<li style=\"text-align: justify\">Increase profitability of the target firm.<\/li>\r\n \t<li style=\"text-align: justify\">Decrease competition.<\/li>\r\n \t<li style=\"text-align: justify\">Enlarge brand portfolio.<\/li>\r\n \t<li style=\"text-align: justify\">Provide the chance of survival to the sick units.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<div>\r\n\r\nDisadvantages\r\n<ol>\r\n \t<li style=\"text-align: justify\">Results in monopoly and concentration of economic power.<\/li>\r\n \t<li style=\"text-align: justify\">Interests of the minority shareholders are not protected.<\/li>\r\n \t<li style=\"text-align: justify\">Likelihood of job cuts.<\/li>\r\n \t<li style=\"text-align: justify\">Cultural integration \/conflict with new management.<\/li>\r\n<\/ol>\r\n<p style=\"text-align: justify\"><strong>Joint Venture<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">It is a business agreement in which 2 or more firms agree to develop for a finite time, a new business entity and new assets by contributing equity.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">They are partnerships in which two or more firms carry out a specific project or business activity.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Joint ventures can be temporary; disbanding after the project is finished over a period of time.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Features of joint venture<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">1.\u00a0 It has a scheduled life cycle.<\/p>\r\n<p style=\"text-align: justify\">2.\u00a0 It has to be dissolved once purpose is fulfilled after lifecycle.<\/p>\r\n<p style=\"text-align: justify\">3.\u00a0 Changes in the business environment force the joint ventures to be redesigned regularly.<\/p>\r\n<p style=\"text-align: justify\">4.\u00a0 Promotes competencies among business firms.<\/p>\r\n<p style=\"text-align: justify\">5.\u00a0 Promotes synergy between firms by accelerating revenue and new product development.<\/p>\r\n<p style=\"text-align: justify\"><strong>Strategic Alliances<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">When two or more firms enter into long term co-operative agreement with their trading partners, to accomplish certain specific objectives over specific period, these relationships are known as strategic alliances.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">It promotes synergy and competitive advantage.<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">Example:<\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\">ICICI Bank and Vodafone India, one of India\u2019s largest telecom service providers, announced a strategic alliance to launch a unique mobile money transfer and payment service called \u2018m-<span style=\"text-align: initial;font-size: 1em\">pesa\u2019.This offering will comprise: a mobile money account with ICICI Bank and a Mobile Wallet.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">Retrenchment strategy<\/strong><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Strategy meant to scale down operations and reorganise the business firm or even close down the operations if necessary.<\/span><\/p>\r\n&nbsp;\r\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">This strategy is useful in the times of tough competition, scarcity of resources and declining economy.<\/span><\/p>\r\n\r\n<\/div>\r\nThey are\r\n<ul>\r\n \t<li style=\"text-align: justify\"><em>Turnaround strategy<\/em>- This strategy is followed by the firm, when there is sustained downtrend in the business performance, which can be caused by external factors, and managerial incapability.This is focussed on controlling the present declining trend in performance while improving the long-run efficiency of operations through cost reduction, revenue increase and reduction of products and services.<\/li>\r\n \t<li style=\"text-align: justify\"><em>Divestment or Divestitur<\/em>e - It is the process of selling-off the units to restructure a company around a smaller but stronger portfolio of business, when the units are performing badly Example- HMT limited at Bangalore sold their watch division and focussed on machine tools.<\/li>\r\n \t<li>Liquidation- It refers to ending or terminating the business. The company exits its business by liquidating all its assets and ending the business in the existing form. It may be voluntary or forced option.<\/li>\r\n<\/ul>\r\n&nbsp;\r\n\r\nHence, the above discussed corporate strategy supports to develop competencies and gain competitive advantage for the business firm.\r\n<table>\r\n<tbody>\r\n<tr>\r\n<td><strong>you can view video on Corporate level strategy <\/strong><\/td>\r\n<td><a href=\"https:\/\/youtu.be\/pD7eRw06st8\" target=\"_blank\" rel=\"noopener\"><img class=\"alignnone wp-image-120\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"\" width=\"36\" height=\"36\" \/><\/a><\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n<strong>References:<\/strong>\r\n<ol>\r\n \t<li style=\"text-align: justify\">NitishSengupta and Chandan.J.S. (2003). <em>Strategic Management-Contemporary Concepts<\/em> <em>and Cases, <\/em>First Edition, Vision Books, New Delhi, p. 19-28.<\/li>\r\n \t<li style=\"text-align: justify\">AbassF.Alkhafaji, (2008), <em>Strategic Management-Formulation, Implementation and<\/em> <em>Control in a dynamic environment <\/em>, First Edition, Jaico Publishing House, Mumbai, p. 3-80.<\/li>\r\n \t<li style=\"text-align: justify\">Prasad.L.M, (2008), \u201c<em>Strategic Management<\/em>\u201d, Fifth edition, Sultan Chand &amp; Sons, New Delhi, p. (35-39).<\/li>\r\n \t<li style=\"text-align: justify\">Jeyarathnam, M. (2012), \u201c<em>Strategic Management<\/em>\u201d, fourth edition, Himalaya Publishing House, New Delhi.<\/li>\r\n \t<li style=\"text-align: justify\">Vipin Gupta, Kamala Gollakota, Srinivasan, (2005), <em>Business Policy and Strategic<\/em> <em>Management<\/em>, Prentice hall of India pvt.Ltd., New Delhi.<\/li>\r\n \t<li style=\"text-align: justify\">Ghosh.P.K., (2010), \u201c<em>Strategic Planning and management<\/em>\u201d, Sultan Chand &amp; Sons, New Delhi.<\/li>\r\n \t<li style=\"text-align: justify\">Michael Porter, (1980), \u201cCompetitive Strategy\u201d, The Free Press, New York.<\/li>\r\n<\/ol>\r\n<strong>Web links<\/strong>\r\n<ul>\r\n \t<li>www.gemanalyst.com \u203a Finance<\/li>\r\n \t<li>https:\/\/www.business.illinois.edu\/...\/Class08%20(Color)-Corporate%20Strategy_GLOB<\/li>\r\n<\/ul>","rendered":"<div><span style=\"float: right\"><a href=\"https:\/\/youtu.be\/pD7eRw06st8\" target=\"_blank\" rel=\"noopener\"><img decoding=\"async\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"epgp books\" width=\"75px\" height=\"75px;\" \/><\/a><br \/>\n<\/span><\/div>\n<p>&nbsp;<\/p>\n<p><strong>Levels of strategy<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>Strategy operates at different levels<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-282\" src=\"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-101.png\" alt=\"\" width=\"579\" height=\"180\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-101.png 579w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-101-300x93.png 300w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-101-65x20.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-101-225x70.png 225w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-101-350x109.png 350w\" sizes=\"auto, (max-width: 579px) 100vw, 579px\" \/><\/p>\n<div>\n<p style=\"text-align: justify\"><strong><em>Corporate strategy<\/em><\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">It is the top level decision making and covers decisions dealing with the objectives of the firm, acquisition and allocation of resources and co-ordination of strategies of various strategic business units(SBU) for optimal performance.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The nature of strategic decisions is value-oriented, conceptual and future oriented.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The corporate strategy sets the long-term objectives of the firm and the broad constraints and policies within which a SBU operates. The corporate level will help the SBU define its scope of operations and also limit or enhance the SBUs operations by the resources the corporate level assigns to it.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Below the functional-level strategy, there may be operations level strategies as each function may be divided into several sub functions.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">For example, <a href=\"http:\/\/www.marketing91.com\/marketing-strategy\/\">marketing strategy, <\/a>a functional strategy, can be subdivided into promotion, sales, distribution, <a href=\"http:\/\/www.marketing91.com\/pricing-strategies\/\">pricing <\/a>strategies, customer service and so on, with each sub function strategy contributing to functional strategy.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-289\" src=\"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-105.png\" alt=\"\" width=\"733\" height=\"593\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-105.png 733w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-105-300x243.png 300w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-105-65x53.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-105-225x182.png 225w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-105-350x283.png 350w\" sizes=\"auto, (max-width: 733px) 100vw, 733px\" \/><\/p>\n<p style=\"text-align: justify\">Business firms are in dire need to accommodate all changes in the dynamic business environment. Top level management gives utmost priority to keep track with the changes and therefore, formulates strategies needed to accommodate changes at the appropriate time.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Suitable strategies framed by the top level management for the overall company to tide over the changes in the external environment, matching the organisational resources and capabilities are named as corporate strategy.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Corporate strategy is otherwise called as Grand strategy.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">According to Thompson &amp; Cats, Baril, 4 E\u2019s to address corporate strategy are<\/p>\n<\/div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-290\" src=\"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-106.png\" alt=\"\" width=\"633\" height=\"529\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-106.png 633w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-106-300x251.png 300w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-106-65x54.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-106-225x188.png 225w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-106-350x292.png 350w\" sizes=\"auto, (max-width: 633px) 100vw, 633px\" \/><\/p>\n<div>\n<ul>\n<li style=\"text-align: justify\"><strong><em>Extend strategy\u00a0<\/em><\/strong>Adopt new business model or enter new business<\/li>\n<li style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>Expand Strategy\u00a0<\/em><\/strong>Addition of products or services within an existing business.<\/li>\n<li style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\"><em>Exit strategy\u00a0<\/em><\/strong>Drop a product or service line or exit a business.<\/li>\n<li style=\"text-align: justify\">\u00a0<strong style=\"text-align: initial;font-size: 1em\"><em>Enhance strategy\u00a0<\/em><\/strong>Add functionality or improve a product or service that is currently offered. According to Wheeler &amp; Hunger, Corporate Strategy are classified as<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>1.\u00a0 <\/strong><strong>Stability strateg<\/strong><\/p>\n<p style=\"text-align: justify\"><strong>2.\u00a0 <\/strong><strong>Growth strategy<\/strong><\/p>\n<p style=\"text-align: justify\"><strong>3.\u00a0 <\/strong><strong>Retrenchment strategy Stability strategy<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Stability Strategy or Stable growth strategy refers to that Strategy meant to keep the organisation at the existing level without putting down the performance.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">An organisation would follow stability strategy, if it is satisfied with the same product line, serving the same consumers and maintaining the same market share.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">If the top level management does not want to take any risks or accept environmental change that might be associated with the expansion, stability strategy will be the option followed.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Stability strategy is associated with small, privately owned business, which have an established market with loyal customers satisfied with the firm\u2019s product or services.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">If the organisation\u2019s competitive advantage lies in the present business and market, it pursues stability strategy.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Stability strategy is fundamentally a defensive approach followed by the firm, to remain in the same position without altering its business operation and competitive advantage.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">Variants of stability strategy<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The four ways to ensure stable growth are<\/span><\/p>\n<\/div>\n<div>\n<ul>\n<li><em>Incremental growth strategy<\/em><\/li>\n<\/ul>\n<p style=\"text-align: justify\">\u00a0Under incremental strategy, the organisations set their objective-achievement level, which was accompanied in the past.<\/p>\n<ul>\n<li><em>Profit strategy<\/em><\/li>\n<\/ul>\n<p style=\"text-align: justify\">It is called as harvesting strategy, where the firm is interested in generating cash, when the firm is in the stage of declining sales in the market.<\/p>\n<ul>\n<li><em>Sustainable growth strategy<\/em><\/li>\n<\/ul>\n<p style=\"text-align: justify\">This strategy is followed when the organisation perceives that the external conditions are not favourable due to certain critical resource constraints like financial resources or raw materials or unfavourable government policy.<\/p>\n<ul>\n<li><em>\u00a0Stability as a pause strategy<\/em><\/li>\n<\/ul>\n<p style=\"text-align: justify\">It is followed by those organisations whose past history is full of growth.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">For Example<\/p>\n<p style=\"text-align: justify\">Many firms in public sector have adapted this strategy because of stringent restrictions in government policy and lack of budgetary support to expand the capacity.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Indian Business firms related to cement industry, iron and steel industry, coal industry, jute industry and so on have followed this strategy when it faced regulatory restrictions by the government.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>Growth strategy<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Growth strategy refers to that corporate strategy which supports the business firm to improve the business performance to the next higher level.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">A growth strategy is the strategy which a business firm follows to, when it fulfils the objective and takes it to next level upward in significant increment, much higher than an exploration of its past achievement level.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">It refers to gradual expansion of the operations of the business firm and the addition of new frontiers in operation. This results in more sales, new customers, more revenues and increase in market share.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Growth strategies can be very risky and involve forecasting and analysis of many factors, which affect expansion such as availability of resources and availability of markets.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Possible growth strategies are<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">Internal growth strategies: <\/strong><span style=\"text-align: initial;font-size: 1em\">Internal, or organic, growth strategies rely on the company&#8217;s own resources by reinvesting some of the profits. Internal growth is planned and slow. Some of the internal growth strategies are<\/span><\/p>\n<p>&nbsp;<\/p>\n<ol>\n<li style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Concentration-Market penetration, Market development and Product development.<\/span><\/li>\n<li style=\"text-align: justify\">Vertical \/ Horizontal integration- Backward integration and Forward integration<\/li>\n<li style=\"text-align: justify\">Diversification- Concentric diversification and Conglomerate diversification.<\/li>\n<li style=\"text-align: justify\">Internationalisation<\/li>\n<li style=\"text-align: justify\">Digitalisation.<\/li>\n<\/ol>\n<\/div>\n<div>\n<p style=\"text-align: justify\"><strong>External growth strategies<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">In an external growth strategy, the company draws on the resources of other companies to leverage its resources. External growth strategies areMergers, Acquisition or take over, joint venture and strategic alliances.<\/p>\n<\/div>\n<ol>\n<li><strong>Internal growth strategies<\/strong><\/li>\n<\/ol>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-291\" src=\"http:\/\/hsp15.epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-107.png\" alt=\"\" width=\"1003\" height=\"521\" srcset=\"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-107.png 1003w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-107-300x156.png 300w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-107-768x399.png 768w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-107-65x34.png 65w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-107-225x117.png 225w, https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-content\/uploads\/sites\/288\/2019\/07\/Untitled-107-350x182.png 350w\" sizes=\"auto, (max-width: 1003px) 100vw, 1003px\" \/><\/p>\n<div>\n<p style=\"text-align: justify\"><strong>1.Concentration growth strategy<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Concentrated growth strategies are strategies that focus on improving current products and markets without changing any other factors. The firm channelizes its resources to achieve the profitable growth of a single product, in a single market, and with a single technology.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">This strategy highlights the growth and expansion of a single product or few closely related products or services in the existing line of business.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">A strategy of concentration allows for a considerable range of action: the business can attempt capturing a large market share by increasing present customer&#8217;s rate of usage, by attracting competitors&#8217; customers, or by inducing nonusers in buying the products or services.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">For example: Microsoft is a classic example for using this strategy. It has concentrated on developing and marketing computer software and related products and has become one of the most successful companies.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">AMUL has used this strategy to manufacture and market processed dairy products like milk, milk powders, ice creams, curd, yoghurt, processed cheese, flavored milk, etc, and is the forerunner in the dairy market.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">There are basically three approaches to pursuing a concentration strategy. The three sub strategies are<\/span><\/p>\n<\/div>\n<div>\n<p>\u00a0 \u00a0a.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Market Penetration<\/p>\n<p>b.\u00a0\u00a0\u00a0\u00a0\u00a0 Market Development<\/p>\n<p>c.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Product Development<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">a.\u00a0 In Market Penetration, the organisation tries to attract and gain market share in the existing product by improving its quality or lowering prices, and aims at expanding its business to new customers in the exisitng market, at a rate higher than the industry rate of growth.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">For Example: Prestige opening many number of showrooms in cities.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">b.In Market Development, focus is taken to increase the sales through innovative marketing efforts and selling the existing product in new markets either in new territories or segments.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">For example: Unilever ltd. Launched Sunsilk shampoo in US market , currently sold in Europe, Latin America and Asia.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">c.In Product development, the business firm take steps to achieve phenomenal growth through selling of innovative products and services in the existing markets of the business firm.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">For example: Cocacola launched Diet Coke, sweetened with splenda.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>2. Vertical \/ Horizontal Integration<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Vertical integration means that a company is producing its own inputs <em>(backward integration)<\/em> or delivering its own output (forward integration) , rather thandealing with intermediaries.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">To pursue backward integration strategy, a company can buy another firm that supplies its raw materials or it can start its own unit to manufacture the needed inputs. This step would eliminate intermediary profits and secure the source of raw materials.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Examples for backward integration:<\/p>\n<p>&nbsp;<\/p>\n<ul>\n<li style=\"text-align: justify\">Tata Chemicals acquires British Salt limited, an UK based white salt producing company to manufacture the needed inputs used in its product.<\/li>\n<li style=\"text-align: justify\">An ice cream company that buys a dairy farm follows the strategy of backward integration.<\/li>\n<li style=\"text-align: justify\">Amazon.com followed backward integration when it became not only a bookseller but a book publisher. As a bookseller, Amazon.com buys books from various suppliers, such as publishing companies. By becoming a publisher itself, it has integrated into its business the role of supplier and can sell books that its own publishing company publishes.\u00a0 Examples for forward integration<\/li>\n<li style=\"text-align: justify\">Most of the oil companies like Bharat Petroleum, Hindustan Petroleum, Reliance Petroleum have their own oil exploration, refining and distribution outlets for selling fuels.<\/li>\n<li style=\"text-align: justify\">Arvind Mills Limited, which is involved in manufacturing textiles, has initiated its own retail showrooms in the brand name Megamart, Arrows, Flying Machine etc.<\/li>\n<li style=\"text-align: justify\">Trends In Vogue Private Limited, an initiative of CavinKare group of company, manufacturers of beauty products like shampoos, hair oils, facial creams, talcum powders, hair dyes, and deodorants, has started chain of beauty salon in the name of Green Trends and Limelite, to take its product direct to consumers.Trends in vogue also run a Trends academy which trains the candidates who are recruited in the salon industry.<\/li>\n<\/ul>\n<\/div>\n<div>\n<p style=\"text-align: justify\">Vertical integration strategy is a growth strategy as the business operations of the company are expanded by acquisition, within the same industry.<\/p>\n<p style=\"text-align: justify\"><em>Advantages of vertical integration<\/em><\/p>\n<p style=\"text-align: justify\">1.\u00a0\u00a0\u00a0\u00a0\u00a0 Better control of costs<\/p>\n<p style=\"text-align: justify\">2.\u00a0\u00a0\u00a0\u00a0\u00a0 Efficient use of inputs<\/p>\n<p style=\"text-align: justify\">3.\u00a0\u00a0\u00a0\u00a0\u00a0 Better management of business<\/p>\n<p style=\"text-align: justify\">4.\u00a0\u00a0\u00a0\u00a0\u00a0 Adds competitive advantage<\/p>\n<p style=\"text-align: justify\"><em>Disadvantages of vertical integration<\/em><\/p>\n<p style=\"text-align: justify\">1.\u00a0\u00a0\u00a0\u00a0\u00a0 Difficulty in managing and integrating different functions and operations of the unit<\/p>\n<p style=\"text-align: justify\">2.\u00a0\u00a0\u00a0\u00a0\u00a0 Financial burden in acquiring or starting the new unit<\/p>\n<p style=\"text-align: justify\">3.\u00a0\u00a0\u00a0\u00a0\u00a0 Reduced flexibility in operations.<\/p>\n<\/div>\n<div>\n<p style=\"text-align: justify\">Horizontal integration means that the business firms acquire additional units of the competitor involved in the same business and thereby expand their business.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">This strategy helps the firm to increase the production level, customer base, market share and profits in the business. It reduces the competition as the firm has hold over the market share and tries to influence the price and quality of the product.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">For example: Acquisition of Tetley tea in UK by Tata Tea, India.<\/p>\n<ul>\n<li style=\"text-align: justify\">Acquisition of Land Rover and Jaguar automobile companies by Tata Motors in 2008.<\/li>\n<li style=\"text-align: justify\">Acquisition of Bank of Rajasthan and Bank of Madura by ICICI Bank.<\/li>\n<\/ul>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">3. Diversification<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">This strategy is concerned with developing new products for new markets through innovation process that are different from the existing business.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The major reason to diversify is to reduce the risk associated with a single industry operation due to changes in business environment.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">There are two major types of diversification. They are<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><em>1.<\/em><em>Related diversification(Concentric diversification)<\/em><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Related diversification means diversifying into a different industry, but one which is, in some form, related to the existing industry of the business firm with similar technology, customers, market, resources, skills, etc.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">The ultimate objective of this strategy is to achieve \u2018synergy\u2019, which is achieved when the value of the whole firm becomes greater than the accumulated value of its individual business.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Example: *Samsung producing consumer products using cutting edge technology like home appliances, notebooks, cameras, smart phones, and storage or memory devices and so on. All these products require same competencies in terms of technology, markets, resources and skills.<\/p>\n<ul>\n<li>Brittania industries limited earlier manufacturing biscuits, has ventured into cakes, dairy, rusks and bread.<\/li>\n<li><em style=\"text-align: initial;font-size: 1em\">Unrelated diversification(Conglomerate diversification)<\/em><\/li>\n<\/ul>\n<\/div>\n<div>\n<p style=\"text-align: justify\">Conglomerate diversification is that strategy which enables a business firm, to venture into new industries with new products and new customers.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Example:\u00a0 *TVS Motors involved in automobiles, venturing into Construction industry.<\/p>\n<ul>\n<li>Reliance group of companies, known for heavy industries, venturing into retail business<\/li>\n<li>Bata company diversifying from footwear to leather accessories like belts, bags, etc.<\/li>\n<li>Tata group ventured into Titan watch brand and Tanishq jewellery.<\/li>\n<\/ul>\n<p><strong style=\"text-align: initial;font-size: 1em\">4.\u00a0 <\/strong><strong style=\"text-align: initial;font-size: 1em\">Internationalisation<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">They are the type of growth expansion strategy, which requires organisations to market their products or services, beyond their domestic or national market.<\/p>\n<p>&nbsp;<\/p>\n<p>Reasons for going international<\/p>\n<ul>\n<li style=\"text-align: justify\">Globalisation<\/li>\n<li style=\"text-align: justify\">Trade liberalisation<\/li>\n<li style=\"text-align: justify\">Transport infrastructure<\/li>\n<li style=\"text-align: justify\">Demand for foreign products by domestic customers<\/li>\n<li style=\"text-align: justify\">Economies of scale<\/li>\n<li style=\"text-align: justify\">Favourable government policies and regulations<\/li>\n<li style=\"text-align: justify\">Cost advantage in business operations<\/li>\n<\/ul>\n<p>Four types of international strategy are<\/p>\n<p>&nbsp;<\/p>\n<ol>\n<li style=\"text-align: justify\">International strategy\u00a0\u00a0\u00a0\u00a0\u00a0 &#8211; business operations in a foreign market.<\/li>\n<li style=\"text-align: justify\">Multidomestic strategy &#8211; Customisation of products to the local demand conditions in different countries.<\/li>\n<li style=\"text-align: justify\">Transnational strategy &#8211; venturing into a business from a developed country to developing country and initiating the business suiting to local conditions of that country.<\/li>\n<li style=\"text-align: justify\">Global strategy &#8211; offering standardised products and services across many countries all over the world in an undifferentiated manner at competitive prices.<\/li>\n<\/ol>\n<\/div>\n<div>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>5.\u00a0<\/strong><strong>Digitalisation<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">It is the use of digital media to do business operations and satisfy the needs of the customer. It involves different domains like business, social sciences and technology. Example: All E-business ventures like amazon.com, flip kart, snap deal and so on.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>B. External Growth Strategy (Co-operative strategy)<\/strong><\/p>\n<ol>\n<li>Mergers<\/li>\n<li>Acquisitions<\/li>\n<li>Joint ventures<\/li>\n<li>\u00a0Strategic Alliances<\/li>\n<\/ol>\n<p style=\"text-align: justify\"><strong>Mergers<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">It refers to combining two or more firms.\u00a0 The two kinds of merger are:<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><em>Merger by Absorption <\/em>is the combination of two or more firms into an existing company, in which one acquires the assets and liabilities of the other in exchange for stock or cash. All companies except one lose their identity in such a merger.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Example:<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Absorption of Tata fertilizers (TFL) by Tata Chemicals Limited (TCL). TCL survived while TFL ceased to exist. TFL transferred all its shares to TFL.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><em>Merger through Consolidation <\/em>refers to the combination of two or more firms into a new company. In this form, all companies are legally dissolved and a new entity is created.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Example:<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Merger of Hindustan Computers Limited, Hindustan Instruments Limited, Indian software Company Limited and Indian Reprographics Limited into an entirely new company called HCL Limited.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">The unique feature is that acquiring company takes over the ownership of other companies and combines their operations with its own operations.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Types of Merger<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">a. Horizontal merger:\u00a0 Combination of firms engaged in the same business.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Example:\u00a0 Merger of Videocon Limited with Thompson Limited.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">b. Vertical Merger: Combination of business firms engaged in different activities like supply of raw materials, production of goods, marketing, etc.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Example: Merger of Tata Chemicals with British Salt Limited, UK based white salt producing company.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">c. Concentric Merger: Combination of firms related to each other in terms of customer groups or customer functions or alternative strategies.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Example: Combination of firms producing Televisions, Washing Machines and Kitchen Appliances.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">d. Conglomerate Merger: Combination of firms unrelated to each other in terms of customer groups, customer functions and alternative technologies.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Example: Merger with Walt Disney Company and American Broadcasting Company.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Reasons for Merger<\/span><\/p>\n<\/div>\n<div>\n<ul>\n<li style=\"text-align: justify\">Availability of advanced manufacturing facilities,<\/li>\n<li style=\"text-align: justify\">\u00a0High brand image,<\/li>\n<li style=\"text-align: justify\">Captive market share,<\/li>\n<li style=\"text-align: justify\">\u00a0Loyal customers,<\/li>\n<li style=\"text-align: justify\">\u00a0Advanced technology,<\/li>\n<li style=\"text-align: justify\">\u00a0Efficient distribution network,<\/li>\n<li style=\"text-align: justify\">Financial soundness, etc. Objectives of Merger:<\/li>\n<\/ul>\n<ol>\n<li>\u00a0To increase the value of the firm.<\/li>\n<li>To stabilise the firm\u2019s earning and sales<\/li>\n<li><span style=\"text-align: initial;font-size: 1em\">To reduce Competition<\/span><\/li>\n<li>To diversify the product line<\/li>\n<li>To enjoy tax benefits<\/li>\n<li>To acquire efficient resources quickly and<\/li>\n<li>To promote synergy by increasing profitability and efficiency.<\/li>\n<\/ol>\n<\/div>\n<div>\n<p style=\"text-align: justify\">While implementing the merger strategy, certain critical issues like strategic issues, financial issues, managerial issues and legal issues are bound to arise. Advantages of Mergers<\/p>\n<p>&nbsp;<\/p>\n<ul>\n<li style=\"text-align: justify\">Enjoys economies of scale<\/li>\n<li style=\"text-align: justify\">Utilises funds in efficient allocation of resources.<\/li>\n<li style=\"text-align: justify\">Can diversify the activities and increase profits and efficiency.<\/li>\n<li style=\"text-align: justify\">Sick units can be revived through mergers.<\/li>\n<li style=\"text-align: justify\">Ensures easy market penetration and improves customer loyalty.<\/li>\n<li style=\"text-align: justify\">Enables easy access to sources of raw materials, finance and Human resources<\/li>\n<li style=\"text-align: justify\">Skilled labour force can be obtained.<\/li>\n<li style=\"text-align: justify\">Entrepreneurs find it easy to buy an existing firm with established customers and markets, rather than setting up a new firm<\/li>\n<\/ul>\n<p style=\"text-align: justify\">Disadvantages<\/p>\n<ul>\n<li style=\"text-align: justify\">Causes conflicts and psychological problems of the top management of the merger firms.<\/li>\n<li style=\"text-align: justify\">Executives of the acquired firm may get a low status in the new firm.<\/li>\n<li style=\"text-align: justify\">Leads to concentration of economic power, monopolistic competition, higher prices, restricted supply and black marketing.<\/li>\n<\/ul>\n<p style=\"text-align: justify\">Guidelines for effective mergers<\/p>\n<ol>\n<li style=\"text-align: justify\">\u00a0Mergers must be effectively planned<\/li>\n<li style=\"text-align: justify\">Valuation of the firm\u2019s stock should be considered in a fair manner.<\/li>\n<li style=\"text-align: justify\">Legal clauses must be carefully analysed.<\/li>\n<li style=\"text-align: justify\">Detailed plan and program should be designed.<\/li>\n<li style=\"text-align: justify\">Authority and responsibility should be clearly designated.<\/li>\n<li style=\"text-align: justify\">Human considerations must be given equal consideration as that of financial resources.<\/li>\n<li style=\"text-align: justify\">Activities of merger should be controlled through feedback and management iformation system.<\/li>\n<\/ol>\n<\/div>\n<div>\n<p style=\"text-align: justify\">The success of any merger lies in careful performance of three activities. The three steps involved in merger are planning, searching for the firm, screening for the right choice and carrying out the financial evaluation.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong>Acquisitions\/ Takeovers<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Takeover is the attempt of one firm to acquire ownership or control over another firm.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Takeovers can be hostile (against the wishes of the acquired firm) or friendly (through mutual consent of buyer and seller).<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">It is the successful strategy after economic liberalisation.<\/p>\n<p>&nbsp;<\/p>\n<p>Example:<\/p>\n<ul>\n<li>Tata Steel India acquired Corus group, UK for $ 12000million.<\/li>\n<li>Videocon, India acquired Daewoo Electronics, Korea for $ 729million.<\/li>\n<li>Tata Motors acquired Jaguar, Land Rover Automobiles in 2007 and<\/li>\n<li>L\u2019oreal Company\u2019s acquisition of Body shop.<\/li>\n<li>Microsoft\u2019s acquisition of Skype for $8 billion.<\/li>\n<\/ul>\n<p>Advantage of Takeovers<\/p>\n<ol>\n<li style=\"text-align: justify\">Provides easy growth opportunities.<\/li>\n<li style=\"text-align: justify\">Creates mobility of efficient resources from one activity to another activity.<\/li>\n<li style=\"text-align: justify\">Avoids gestation periods and problems involved in new projects.<\/li>\n<li style=\"text-align: justify\">Increase market share.<\/li>\n<li style=\"text-align: justify\">Increase profitability of the target firm.<\/li>\n<li style=\"text-align: justify\">Decrease competition.<\/li>\n<li style=\"text-align: justify\">Enlarge brand portfolio.<\/li>\n<li style=\"text-align: justify\">Provide the chance of survival to the sick units.<\/li>\n<\/ol>\n<\/div>\n<div>\n<p>Disadvantages<\/p>\n<ol>\n<li style=\"text-align: justify\">Results in monopoly and concentration of economic power.<\/li>\n<li style=\"text-align: justify\">Interests of the minority shareholders are not protected.<\/li>\n<li style=\"text-align: justify\">Likelihood of job cuts.<\/li>\n<li style=\"text-align: justify\">Cultural integration \/conflict with new management.<\/li>\n<\/ol>\n<p style=\"text-align: justify\"><strong>Joint Venture<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">It is a business agreement in which 2 or more firms agree to develop for a finite time, a new business entity and new assets by contributing equity.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">They are partnerships in which two or more firms carry out a specific project or business activity.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Joint ventures can be temporary; disbanding after the project is finished over a period of time.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Features of joint venture<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">1.\u00a0 It has a scheduled life cycle.<\/p>\n<p style=\"text-align: justify\">2.\u00a0 It has to be dissolved once purpose is fulfilled after lifecycle.<\/p>\n<p style=\"text-align: justify\">3.\u00a0 Changes in the business environment force the joint ventures to be redesigned regularly.<\/p>\n<p style=\"text-align: justify\">4.\u00a0 Promotes competencies among business firms.<\/p>\n<p style=\"text-align: justify\">5.\u00a0 Promotes synergy between firms by accelerating revenue and new product development.<\/p>\n<p style=\"text-align: justify\"><strong>Strategic Alliances<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">When two or more firms enter into long term co-operative agreement with their trading partners, to accomplish certain specific objectives over specific period, these relationships are known as strategic alliances.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">It promotes synergy and competitive advantage.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">Example:<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\">ICICI Bank and Vodafone India, one of India\u2019s largest telecom service providers, announced a strategic alliance to launch a unique mobile money transfer and payment service called \u2018m-<span style=\"text-align: initial;font-size: 1em\">pesa\u2019.This offering will comprise: a mobile money account with ICICI Bank and a Mobile Wallet.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><strong style=\"text-align: initial;font-size: 1em\">Retrenchment strategy<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">Strategy meant to scale down operations and reorganise the business firm or even close down the operations if necessary.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: justify\"><span style=\"text-align: initial;font-size: 1em\">This strategy is useful in the times of tough competition, scarcity of resources and declining economy.<\/span><\/p>\n<\/div>\n<p>They are<\/p>\n<ul>\n<li style=\"text-align: justify\"><em>Turnaround strategy<\/em>&#8211; This strategy is followed by the firm, when there is sustained downtrend in the business performance, which can be caused by external factors, and managerial incapability.This is focussed on controlling the present declining trend in performance while improving the long-run efficiency of operations through cost reduction, revenue increase and reduction of products and services.<\/li>\n<li style=\"text-align: justify\"><em>Divestment or Divestitur<\/em>e &#8211; It is the process of selling-off the units to restructure a company around a smaller but stronger portfolio of business, when the units are performing badly Example- HMT limited at Bangalore sold their watch division and focussed on machine tools.<\/li>\n<li>Liquidation- It refers to ending or terminating the business. The company exits its business by liquidating all its assets and ending the business in the existing form. It may be voluntary or forced option.<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p>Hence, the above discussed corporate strategy supports to develop competencies and gain competitive advantage for the business firm.<\/p>\n<table>\n<tbody>\n<tr>\n<td><strong>you can view video on Corporate level strategy <\/strong><\/td>\n<td><a href=\"https:\/\/youtu.be\/pD7eRw06st8\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-120\" src=\"http:\/\/epgpbooks.inflibnet.ac.in\/wp-content\/uploads\/2018\/11\/download.png\" alt=\"\" width=\"36\" height=\"36\" \/><\/a><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><strong>References:<\/strong><\/p>\n<ol>\n<li style=\"text-align: justify\">NitishSengupta and Chandan.J.S. (2003). <em>Strategic Management-Contemporary Concepts<\/em> <em>and Cases, <\/em>First Edition, Vision Books, New Delhi, p. 19-28.<\/li>\n<li style=\"text-align: justify\">AbassF.Alkhafaji, (2008), <em>Strategic Management-Formulation, Implementation and<\/em> <em>Control in a dynamic environment <\/em>, First Edition, Jaico Publishing House, Mumbai, p. 3-80.<\/li>\n<li style=\"text-align: justify\">Prasad.L.M, (2008), \u201c<em>Strategic Management<\/em>\u201d, Fifth edition, Sultan Chand &amp; Sons, New Delhi, p. (35-39).<\/li>\n<li style=\"text-align: justify\">Jeyarathnam, M. (2012), \u201c<em>Strategic Management<\/em>\u201d, fourth edition, Himalaya Publishing House, New Delhi.<\/li>\n<li style=\"text-align: justify\">Vipin Gupta, Kamala Gollakota, Srinivasan, (2005), <em>Business Policy and Strategic<\/em> <em>Management<\/em>, Prentice hall of India pvt.Ltd., New Delhi.<\/li>\n<li style=\"text-align: justify\">Ghosh.P.K., (2010), \u201c<em>Strategic Planning and management<\/em>\u201d, Sultan Chand &amp; Sons, New Delhi.<\/li>\n<li style=\"text-align: justify\">Michael Porter, (1980), \u201cCompetitive Strategy\u201d, The Free Press, New York.<\/li>\n<\/ol>\n<p><strong>Web links<\/strong><\/p>\n<ul>\n<li>www.gemanalyst.com \u203a Finance<\/li>\n<li>https:\/\/www.business.illinois.edu\/&#8230;\/Class08%20(Color)-Corporate%20Strategy_GLOB<\/li>\n<\/ul>\n","protected":false},"author":8,"menu_order":37,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":["mrs-r-swaranalatha"],"pb_section_license":""},"chapter-type":[],"contributor":[66],"license":[],"class_list":["post-288","chapter","type-chapter","status-publish","hentry","contributor-mrs-r-swaranalatha"],"part":3,"_links":{"self":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/pressbooks\/v2\/chapters\/288","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/wp\/v2\/users\/8"}],"version-history":[{"count":3,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/pressbooks\/v2\/chapters\/288\/revisions"}],"predecessor-version":[{"id":294,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/pressbooks\/v2\/chapters\/288\/revisions\/294"}],"part":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/pressbooks\/v2\/parts\/3"}],"metadata":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/pressbooks\/v2\/chapters\/288\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/wp\/v2\/media?parent=288"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/pressbooks\/v2\/chapter-type?post=288"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/wp\/v2\/contributor?post=288"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/ebooks.inflibnet.ac.in\/hsp15\/wp-json\/wp\/v2\/license?post=288"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}