Chapter 7

Long-Term Objectives and Strategies

0Chapter Summary

Before we learn how strategic decisions are made, it is important to understand the two
principal components of any strategic choice; namely, long-term objectives and the grand
strategy. The purpose of this chapter is to convey that understanding.

Long-term objectives are defined as the result a firm seeks to achieve over a specified period,
typically five years. Seven common long-term objectives are discussed: profitability,
productivity, competitive position, employee development, employee relations, technological
leadership, and public responsibility. These, or any other long-term objectives, should be
acceptable, flexible, measurable over time, motivating, suitable, understandable, and
achievable.

Grand strategies are defined as comprehensive approaches guiding the major actions designed
to achieve long-term objectives. Fifteen grand strategy options are discussed: concentrated
growth, market development, product development, innovation, horizontal integration,
vertical integration, concentric diversification, conglomerate diversification, turnaround,
divestiture, liquidation, bankruptcy, joint ventures, strategic alliances, and consortia.

0Learning Objectives

1. Discuss seven different topics for long-term corporate objectives.

2. Describe the seven qualities of long-term corporate objectives that make them
especially useful to strategic managers.
3. Explain the generic strategies of low-cost leadership, differentiation, and focus.
4. Discuss the importance of the value disciplines.
5. List, describe, evaluate, and give examples of the 15 grand strategies that decision
makers use as building blocks in forming their company’s competitive plan.
6. Understand the creation of sets of long-term objectives and grand strategies options.

0Lecture Outline

I0. Long-Term Objectives

A0. Strategic managers recognize that short-run profit maximization is rarely the best
approach to achieving sustained corporate growth and profitability.

10. An often repeated adage states that if impoverished people are given food, they
will eat it and remain impoverished, whereas if they are given seeds and tools
and shown how to grow crops, they will be able to improve their condition
permanently. A parallel choice confronts strategic decision makers:

a0) Should they eat the seeds to improve the near-term profit picture and
make large dividend payments through cost-saving measures such as

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 laying off workers during periods of slack demand, selling off
inventories, or cutting back on research and development?
b0) Or should they sow the seeds in the effort to reap long-term rewards by
reinvesting profits in growth opportunities, committing resources to
employee training, or increasing advertising expenditures?

2. For most strategic managers, the solution is clear—distribute a small amount of

profit now but sow most of it to increase the likelihood of a long-term supply.
This is the most frequently used rationale in selecting objectives.

3. To achieve long-term prosperity, strategic planners commonly establish long-

term objectives in seven areas:

a) Profitability

(1) The ability of any firm to operate in the long run depends on
attaining an acceptable level of profits.
(2) Strategically managed firms characteristically have a profit
objective, usually expressed in earnings per share or return on
equity.

b) Productivity

(1) Strategic managers constantly try to increase the productivity of

their systems.
(2) Firms that can improve the input-output relationship normally
increase profitability.
(3) Thus, firms almost always state an objective for productivity.
(4) Commonly used productivity objectives are the number of items
produced or the number of services rendered per unit of input.
(5) However, productivity objectives sometimes are stated in terms of
desired cost decreases.

c) Competitive Position

(1) One measure of corporate success is relative dominance in the

marketplace.
(2) Larger firms commonly establish an objective in terms of
competitive position, often using total sales or market share as
measures of their competitive position.

d) Employee Development

(1) Employees value education and training, in part because they lead
to increased compensation and job security.
(2) Providing such opportunities often increases productivity and
decreases turnover.
(3) Therefore, strategic decision makers frequently include an
employee development objective in their long-range plans.

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 e) Employee Relations

(1) Whether or not they are bound by union contracts, firms actively
seek good employee relations.
(2) In fact, proactive steps in anticipation of employee needs and
expectations are characteristic of strategic managers.
(3) Strategic managers believe that productivity is linked to employee
loyalty and to appreciation of mangers’ interest in employee
welfare.
(4) They, therefore, set objectives to improve employee relations.
(5) Among the outgrowths of such objectives are safety programs,
worker representation of management committees, and employee
stock option plans.

f) Technological Leadership

(1) Firms must decide whether to lead or follow in the marketplace.

(2) Either approach can be successful, but each requires a different
strategic posture.
(3) Therefore, many firms state an objective with regard to
technological leadership.

g) Public Responsibility

(1) Managers recognize their responsibilities to their customers and to

society at large.
(2) In fact, many firms seek to exceed government requirements.

B. Qualities of Long-Term Objectives

1. There are seven criteria that should be used in preparing long-term objectives:
acceptable, flexible, measurable over time, motivating, suitable, understandable,
and achievable.

a) Acceptable

(1) Managers are most likely to pursue objectives that are consistent
with their preferences.
(2) They may ignore or even obstruct the achievement of objectives
that offend them or that they believe to be inappropriate or unfair.
(3) In addition, long-term corporate objectives frequently are designed
to be acceptable to groups external to the firm.

b) Flexible

(1) Objectives should be adaptable to unforeseen or extraordinary

changes in the firm’s competitive or environmental forecasts.
(2) Unfortunately, such flexibility usually is increased at the expense
of specificity.

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 (3) One way of providing flexibility while minimizing its negative
effects is to allow for adjustments in the level, rather than the
nature, of objectives.

c) Measurable

(1) Objectives must clearly and concretely state what will be achieved
and when it will be achieved.
(2) Thus, objectives should be measurable over time.

d) Motivating

(1) People are most productive when objectives are set at a motivating
level—one high enough to challenge but not so high as to frustrate
or so low as to be easily attained.
(2) The problem is that individuals and groups differ in their
perceptions of what is high enough.
(3) A broad objective that challenges one group frustrates another and
minimally interests a third.
(4) One valuable recommendation is that objectives be tailored to
specific groups.
(5) Developing such objectives requires time and effort, but objectives
of this kind are more likely to motivate.

e) Suitable

(1) Objectives must be suited to the broad aims of the firm, which are
expressed in its mission statement.
(2) Each objective should be a step toward the attainment of overall
goals.
(3) In fact, objectives that are inconsistent with the company mission
can subvert the firm’s aims.

f) Understandable

(1) Strategic managers at all levels must understand what is to be

achieved.
(2) They also must understand the major criteria by which their
performance will be evaluated.
(3) Thus, objectives must be so stated that they are as understandable
to the recipient as they are to the giver.

g) Achievable

(1) Finally, objectives must be possible to achieve.

(2) Turbulence in the remote and operating environments affects a
firm’s internal operations, creating uncertainty and limiting the
accuracy of the objectives set by strategic management.

C. The Balanced Scorecard

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 1. The balanced scorecard is a set of measures that are directly linked to the
company’s strategy.

a) Developed by Robert S. Kaplan and David P. Norton, it directs a

company to link its own long-term strategy with tangible goals and
actions.
b) The scorecard allows managers to evaluate the company from four
perspectives: financial performance, customer knowledge, internal
business processes, and learning and growth.

2. The balanced scorecard, as shown in Exhibit 7.1, The Balanced Scorecard,

contains a concise definition of the company’s vision and strategy.

a) Surrounding the vision and strategy are four additional boxes, each box
contains the objectives, measures, targets, and initiatives for one of the
four perspectives:

(1) The box at the top of Exhibit 7.1 represents the financial
perspective, and answers the question “To succeed financially, how
should we appear to our shareholders?”
(2) The box to the right represents the internal business process
perspective and addresses the question “To satisfy our shareholders
and customers, what business processes must we excel at?”
(3) The learning and growth box at the bottom of the exhibit answer
the question “To achieve our vision, how will we sustain our ability
to change and improve?”
(4) The box at the left reflects the customer perspective, and responds
to the question, “To achieve our vision, how should we appear to
our customers?”

b) All of the boxes are connected by arrows to illustrate that the objectives
and measures of the four perspectives are linked by cause-and-effect
relationships that lead to the successful implementation of the strategy.

c) Achieving one perspective’s targets should lead to desired

improvements in the next perspective, and so on, until the company’s
performance increases overall.

3. A properly constructed scorecard is balanced between short-and long-term

measures, financial and nonfinancial measures, and internal and external
performance perspectives.

4. The balanced scorecard is a management system that can be used at the

central organizing framework for key managerial processes.

D. Generic Strategies

1. Many planning experts believe that the general philosophy of doing business
declared by the firm in the mission statement must be translated into a holistic
statement of the firm’s strategic orientation before it can be further defined in
terms of a specific long-term strategy.

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 a) In other words, a long-term or grand strategy must be based on a core
idea about how the firm can best compete in the marketplace.
b) The popular term for this core idea is generic strategy.
c) From a scheme developed by Michael Porter, many planners believe that
any long-term strategy should derive from a firm’s attempt to seek a
competitive advantage based on one of three generic strategies:

(1) Striving for overall low-cost leadership in the industry.

(2) Striving to create and market unique products for varied customer
groups through differentiation.
(3) Striving to have special appeal to one or more groups of consumers
or industrial buyers, focusing on their cost or differentiation
concerns.

d) Advocates of generic strategies believe that each of these options can

produce above average returns for a firm in an industry. They are
successful for very different reasons.

2. Low-Cost Leadership

a) Low-cost leaders depend on some fairly unique capabilities to achieve

and sustain their low-cost position.

(1) Low-cost producers usually excel at cost reductions and

efficiencies.
(2) They maximize economies of scale, implement cost-cutting
technologies, stress reductions in overhead and in administrative
expenses, and use volume sales techniques to propel themselves up
the earning curve.
(3) The commonly accepted requirements for successful
implementation of the low-cost and the other two generic strategies
are overviewed in Exhibit 7.2, Requirements for Generic
Competitive Strategies.

b) A low-cost leader is able to use its cost advantage to charge lower prices
or to enjoy higher profit margins.

(1) By doing so, the firm effectively can defend itself in price wars,
attack competitors on price to gain market share, or, if already
dominant in the industry, simply benefit from exceptional returns.

c) In the wake of the tremendous successes of such low-cost leaders as

Wal-Mart and Target, only a rare few companies can ignore the mandate
to reduce cost.

(1) Yet, doing so without compromising the key attributes of a

company’s products or services is a difficult challenge.
(2) Home Depot’s Robert Nardelli is profiled in Exhibit 7.3, Top
Strategist.

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 3. Differentiation

a) Strategies dependent on differentiation are designed to appeal to

customers with a special sensitivity for a particular product attribute.

(1) By stressing the attribute above other product qualities, the firm
attempts to build customer loyalty.
(2) Often such loyalty translates into a firm’s ability to charge a
premium price for its product.

b) The product attribute also can be the marketing channels through which
it is delivered, its image for excellence, the features it includes, and the
service network that supports it.

(1) As a result of the importance of these attributes, competitors often

face “perceptual” barriers to entry when customers of a
successfully differentiated firm fail to see largely identical products
as being interchangeable.

4. Focus

a) A focus strategy, whether anchored in a low-cost base or a

differentiation base, attempts to attend to the needs of a particular
market segment.

(1) Likely segments are those that are ignored by marketing appeals to
easily accessible markets, to the “typical” customer, or to
customers with common applications for the product.
(2) A firm pursuing a focus strategy is willing to service isolated
geographic areas; to satisfy the needs of customers with special
financing, inventory, or servicing problems; or to tailor the product
to the somewhat unique demands of the small- to medium-sized
customer.
(3) The focusing firms profit from their willingness to serve otherwise
ignored or underappreciated customer segments.
(4) The classic example is cable television. An entire industry was
born because of a willingness of cable firms to serve isolated rural
locations that were ignored by traditional television services.

b) While each of the generic strategies enables a firm to maximize certain

competitive advantages, each one also exposes the firm to a number of
competitive risks.

(1) As Exhibit 7.4, Risks of the Generic Strategies, suggests, each

generic strategy presents the firm with a number of risks.

II. The Value Disciplines

A. Operational excellence refers to providing customers with convenient and reliable

products or services at competitive prices.

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 1. Customer intimacy involves offerings tailored to match the demands of
identified niches.

a) Product leadership, the third discipline, involves offering customers

leading-edge products and services that make rivals’ goods obsolete.

2. Companies that specialize in one of these disciplines, while simultaneously

meeting industry standards in the other two, gain a sustainable lead in their
markets.

a) This lead is derived from the firm’s focus on one discipline, aligning all
aspects of operations with it.
b) Having decided on the value that must be conveyed to customers, firms
understand more clearly what must be done to attain the desired results.
c) After transforming their organizations to focus on one discipline,
companies can concentrate on smaller adjustments to produce
incremental value.
d) To match this advantage, less focused companies require larger changes
than the tweaking that discipline leaders need.

B. Operational Excellence

1. Operational excellence is a specific strategic approach to the production and

delivery of products and services.

a) A company that follows this strategy attempts to lead its industry in

price and convenience by pursuing a focus on lean and efficient
operations.

(1) Companies that employ operational excellence work to minimize

costs by reducing overhead, eliminating intermediate production
steps, reducing transaction costs, and optimizing business processes
across functional and organizational boundaries.
(2) The focus is on delivering products or services to customers at
competitive prices with minimal inconvenience.
(3) Exhibit 7.5, Strategy in Action, provides an example of successful
operational excellence in the steel industry.

b) Firms that implement the strategy of operational excellence typically

restructure their delivery processes to focus on efficiency and reliability,
and use state-of-the-art information systems that emphasize integration
and low-cost transactions.

2. Customer Intimacy

a) Companies that implement a strategy of customer intimacy continually

tailor and shape products and services to fit an increasingly refined
definition of the customer.

(1) Companies excelling in customer intimacy combine detailed

customer knowledge with operational flexibility.

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 (2) They respond quickly to almost any need, from customizing a
product to fulfilling special requests to create customer loyalty.

b) Customer-intimate companies are willing to spend money now to build

customer loyalty for the long term, considering each customer’s lifetime
value to the company, not the profit of any single transaction.

(1) Consequently, employees in customer-intimate companies go to

great lengths to ensure customer satisfaction with low regard for
initial cost.

c) Companies engaged in customer intimacy understand the difference

between the profitability of a single transaction and the profitability of a
lifetime relationship with a single customer.

(1) The company’s profitability depends in part on its maintaining a

system that differentiates quickly and accurately the degree of
service that customers require and the revenues their patronage is
likely to generate.
(2) Firms using this approach recognize that not every customer is
equally profitable.

d) Businesses that select a customer intimacy strategy have decided to

stress flexibility and responsiveness.

(1) They collect and analyze data from many sources.

(2) Their organizational structure emphasizes empowerment of
employees close to customers.
(3) Additionally, hiring and training programs stress the creative
decision-making skills required to meet individual customer needs.
(4) Management systems recognize and utilize such concepts as
customer lifetime value, and norms among employees are
consistent with a “have it your way” mind set.

3. Product Leadership

a) Companies that pursue the discipline of product leadership strive to

produce a continuous state of state-of-the-art products and services.

(1) Three challenges must be met to attain that goal.

(2) Creativity is the first challenge.
(3) Creativity is recognizing and embracing ideas usually originating
outside the company.
(4) Second, innovative companies must commercialize ideas quickly.
(5) Thus, their business and management processes need to be
engineered for speed.
(6) Product leaders relentlessly pursue new solutions to problems.
(7) Finally, firms utilizing this discipline prefer to release their own
improvements rather than wait for competitors to enter.
(8) Consequently, product leaders do not stop for self-congratulation;
they focus on continual improvement.

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 b) Like other product leaders, Johnson & Johnson creates and maintains an
environment that encourages employees to share ideas.

(1) Additionally, product leaders continually scan the environment for

new-product or service possibilities and rush to capitalize them.
(2) Product leaders also avoid bureaucracy because it slows down
commercialization of their ideas.
(3) In a product leadership company, a wrong decision is often less
damaging than one made late.
(4) As a result, managers make decisions quickly, their companies
encouraging them to decide today and implement tomorrow.
(5) Product leaders continually look for new methods to shorten their
cycle times.

c) The strength of product leaders lies in reacting to situations as they

occur.
d) Product leaders act as their own competition.

(1) These firms continually make the products and services they have
created obsolete.
(2) Product leaders believe that if they do not develop a successor, a
competitor will.

III. Grand Strategies

A. While the need for firms to develop generic strategies remains an unresolved debate,
designers of planning systems agree about the critical role of grand strategies.

1. Grand strategies, often called master or business strategies, provide basic

direction for strategic actions.

a) They are the basis of coordinated and sustained efforts directed toward
achieving long-term business objectives.

2. The purpose of this section is twofold: (1) to list, describe, and discuss 15
grand strategies that strategic managers should consider and (2) to present
approaches to the selection of an optimal grand strategy from the available
alternatives.

3. Grand strategies indicate the time period over which long-rang objectives are
to be achieved.

a) Thus, a grand strategy can be defined as a comprehensive general

approach that guides a firm’s major actions.

4. The 15 principal grand strategies are concentrated growth, market

development, product development, innovation, horizontal integration,
vertical integration, concentric diversification, conglomerate diversification,
turnaround, divestiture, liquidation, bankruptcy, joint ventures, strategic
alliances, and consortia.

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 a) Any one of these strategies could serve as the basis for achieving the
major long-term objectives of a single firm.
b) But a firm involved with multiple industries, businesses, product lines,
or customer groups—as many firms are—usually combines several
grand strategies.
c) For clarity, each of the principal grand strategies is described
independently in this section, with examples to indicate some of its
relative strengths and weaknesses.

B. Concentrated Growth

1. Many of the firms that fell victim to merger mania were once mistakenly
convinced that the best way to achieve their objectives was to pursue
unrelated diversification in the search for financial opportunity and synergy.

a) Concentrated growth is the strategy of the firm that directs its

resources to the profitable growth of a single product, in a single market,
with a single dominant technology.
b) The main rationale for this approach, sometimes called a market
penetration or concentration strategy, is that the firm thoroughly
develops and exploits its expertise in a delimited competitive arena.
c) For a surprising example of successful concentration at IBM, see
Exhibit 7.6, Strategy in Action.

2. Rationale for Superior Performance

a) Concentrated growth strategies lead to enhanced performance.

(1) The ability to assess market needs, knowledge of buyer behavior,

customer price sensitivity, and effectiveness of promotion are
characteristics of a concentrated growth strategy.
(2) Such core capabilities are a more important determinant of
competitive market success than are the environmental forces faced
by the firm.
(3) The high success rates of new products also are tied to avoiding
situations that require undeveloped skills, such as serving new
customers and markets, acquiring new technology, building new
channels, developing new promotional abilities, and facing new
competition.

b) A major misconception about the concentrated growth strategy is that

the firm practicing it will settle for little or no growth.

(1) This is certainly not true for a firm that correctly utilizes the
strategy.
(2) A firm employing concentrated growth grows by building on its
competences, and it achieves a competitive edge by concentrating
in the product-market segment it knows best.

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 (3) A firm employing this strategy is aiming for the growth and results
from increased productivity, better coverage of its actual product-
market segment, and more efficient use of its technology.

3. Conditions That Favor Concentrated Growth

a) Specific conditions in the firm’s environment are favorable to the

concentrated growth strategy.

(1) The first is a condition in which the firm’s industry is resistant to

major technological advancements.
(2) This is usually the case in the late growth and maturity stages of
the product life cycle and in product markets where product
demand is stable and industry barriers, such as capitalization, are
high.

b) An especially favorable market condition is one in which the firm’s

targeted markets are not product saturated.

(1) Markets with competitive gaps leave the firm with alternatives for
growth, other than taking market share away from competitors.

c) A third condition that favors concentrated growth exists when the firm’s
product markets are sufficiently distinctive to dissuade competitors in
adjacent product markets from trying to invade the firm’s segment.
d) A fourth favorable condition exists when the firm’s in puts are stable in
price and quantity and are available in the amounts and at the times
needed.
e) The pursuit of concentrated growth is also favored by a stable market—a
market without the seasonal or cyclical swings that would encourage a
firm to diversify.
f) A firm also can grow while concentrating, if it enjoys competitive
advantages based on efficient production or distribution channels.

(1) These advantages enable the firm to formulate advantageous

pricing policies.
(2) More efficient production methods and better handling of
distribution also enable the firm to achieve greater economies of
scale or, in conjunction with marketing, result in a product that is
differentiated in the mind set of the consumer.

g) Finally, the success of market generalists creates conditions favorable to

concentrated growth.

(1) While generalists succeed by using universal appeals, they avoid

making special appeals to particular groups of customers.
(2) The net result is that many small pockets are left open in the
markets dominated by the generalists, and that specialists emerge
and thrive in these pockets.

4. Risk and Rewards of Concentrated Growth

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 a) Under stable conditions, concentrated growth poses lower risk than any
other grand strategy; but, in a changing environment, a firm committed
to concentrated growth faces high risks.

(1) The greatest risk is that concentrating in a single product market

makes a firm particularly vulnerable to changes in that segment.
(2) Slowed growth in this segment would jeopardize the firm because
its investment, competitive edge, and technology are deeply
entrenched in a specific offering.
(3) It is difficult for the firm to attempt sudden changes if its product is
threatened by near-term obsolescence, a faltering market, new
substitutes, or changes in technology or customer needs.

b) The concentrating firm’s entrenchment in a specific industry makes it

particularly susceptible to changes in the economic environment of that
industry.
c) Entrenchment in a specific product market tends to make a concentrating
firm more adept than competitors at detecting new trends.

(1) However, any failure of such a firm to properly forecast major

changes in its industry can result in extraordinary losses.

d) A firm pursuing a concentrated growth strategy is vulnerable also to the

high opportunity costs that result from remaining in a specific product
market and ignoring other options that could employ the firm’s
resources more profitably.

(1) Overcommitment to a specific technology and product market can

hinder a firm’s ability to enter a new or growing product market
that offers more attractive cost-benefit trade-offs.

5. Concentrated Growth is Often the Most Viable Option

a) The limited additional resources necessary to implement concentrated

growth, coupled with the limited risk involved, also make this strategy
desirable for a firm with limited funds.
b) The firm that chooses a concentrated growth strategy directs its
resources to the profitable growth of a narrowly defined product and
market, focusing on a dominant technology.

(1) Firms that remain within their chosen product market are able to
extract the most from their technology and market knowledge and,
thus, are able to minimize the risk associated with unrelated
diversification.
(2) The success of a concentration strategy is founded on the firm’s use
of superior insights into its technology, product, and customer to
obtain a sustainable competitive advantage.
(3) Superior performance on these aspects of corporate strategy has
been shown to have a substantial positive effect on market success.

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 c) A grand strategy of concentrated growth allows for a considerable range
of action.

(1) Broadly speaking, the firm can attempt to capture a larger market
share by increasing the usage rates of present customers, by
attracting competitors’ customers, or by selling to nonusers.
(2) In turn, each of these options suggests more specific options, some
of which are listed in the top section of Exhibit 7.7, Specific
Options under the Grand Strategies of Concentration, Market
Development, and Product Development.

d) When strategic managers forecast that their current products and their
markets will not provide the basis for achieving the company mission,
they have two options that involve moderate costs and risk: market
development and product development.

C. Market Development

1. Market development commonly ranks second only to concentration as the

least costly and least risky of the 15 grand strategies.

a) It consists of marketing present products, often with only cosmetic

modifications, to customers in related market areas by adding channels
of distribution or by changing the content of advertising or promotion.
b) Several specific market development approaches are listed in Exhibit
7.7.
c) Thus, as suggested by the figure, firms that open branch offices in new
cities, states, or countries are practicing market development.
d) Likewise, firms are practicing market development if they switch from
advertising in trade publications to advertising in newspapers or if they
add jobbers to supplement their mail-order sales efforts.
e) This point is exemplified in Exhibit 7.8, Strategy in Action, on free
newspapers used to attract young readers.

2. Market development allows firms to practice a form of concentrated growth

by identifying new uses for existing products and new demographically,
psychographically, or geographically defined markets.

a) Frequently, changes in media selection, promotional appeals, and

distribution are used to initiate this approach.

D. Product Development

1. Product development involves the substantial modification of existing

products or the creation of new but related products that can be marketed to
current customers through established channels.

a) The product development strategy often is adopted either to prolong the

life cycle of current products or to take advantage of a favorite
reputation or brand name.

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 b) The idea is to attract satisfied customers to new products as a result of
their positive experience with the firm’s initial offering.
c) The bottom section in Exhibit 7.7 lists some of the options available to
firms undertaking product development.

2. The product development strategy is based on the penetration of existing

markets by incorporating product modifications into existing items or by
developing new products with a clear connection to the existing product line.

a) For an example of product development, read about IGT’s search for a

new slot machine attraction in Exhibit 7.9, Strategy in Action.

E. Innovation

1. In many industries, it has become increasingly risky not to innovate.

a) As a result, some firms find it profitable to make innovation their grand

strategy.
b) They seek to reap the initially high profits associated with customer
acceptance of a new or greatly improved product.
c) Then, rather than face stiffening competition as the basis of profitability
shifts from innovation to production or marketing competence, they
search for other original or novel ideas.
d) The underlying rationale of the grand strategy of innovation is to create
a new product life cycle and thereby make similar existing products
obsolete.
e) Thus, this strategy differs from the product development strategy of
extending an existing product’s life cycle.
f) Exhibit 7.10, Strategy in Action, makes an important point—
sometimes innovations can be acquired.

2. While most growth-oriented firms appreciate the need to be innovative, few

firms use it as their fundamental way of relating to their markets.

3. Few innovative ideas prove profitable because the research, development, and
pre-marketing costs of converting a promising idea into a profitable product
are extremely high.

a) A study by the Booz Allen & Hamilton management research

department provides some understanding of the risks.
b) As shown in Exhibit 7.11, Decay of New Product Ideas (51
Companies), Booz Allen & Hamilton found that less than 2 percent of
the innovative projects initially considered by 51 companies eventually
reached the marketplace.
c) Specifically, out of every 58 new product ideas, only 12 pass an initial
screening test that finds them compatible with the firm’s mission and
long-term objective, only 7 remain after an evaluation of their potential,
and only 3 survive development attempts.
d) Of the three survivors, two appear to have profit potential after test
marketing and only one is commercially successful.

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F. Horizontal Integration

1. When a firm’s long-term strategy is based on growth through the acquisition

of one or more similar firms operating at the same stage of the production-
marketing chain, its grand strategy is called horizontal integration.

2. Such acquisitions eliminate competitors and provide the acquiring firm with
access to new markets.

G. Vertical Integration

1. When a firm’s grand strategy is to acquire firms that supply it with inputs
(such as raw materials) or are customers for its outputs (such as warehouses
for finished products), vertical integration is involved.

2. Exhibit 7.12, Vertical and Horizontal Integration, depicts both horizontal

and vertical integration.

a) The principal attractions of a horizontal integration grand strategy are

readily apparent.
b) The acquiring firm is able to greatly expand its operations, thereby
achieving greater market share, improving economies of scale, and
increasing the efficiency of capital use.
c) In addition, these benefits are achieved with only moderately increased
risk, since the success of the expansion is principally dependent on
proven abilities.

3. The reasons for choosing a vertical integration grand strategy are more varied
and sometimes less obvious.

a) The main reason for backward integration is the desire to increase the
dependability of the supply or quality of the raw materials used as
production inputs.
b) That desire is particularly grate when the number of suppliers is small
and the number of competitors is large.
c) In this situation, the vertically integrating firm can better control its
costs and, thereby, improve the profit margin of the expanded
production-marketing system.
d) Forward integration is a preferred grand strategy if great advantages
accrue stable production.
e) A firm can increase the predictability of demand for its output though
forward integration, that is, through ownership of the next stage of its
production-marketing chain.

4. Some increased risks are associated with both types of integration.

a) For horizontally integrated firms, the risks stem from increased

commitment to one type of business.
b) For vertically integrated firms, the risks result from the firm’s expansion
into areas requiring strategic managers to broaden the base of their
competences and to assume additional responsibilities.

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H. Concentric Diversification

1. Concentric diversification involves the acquisition of businesses that are

related to the acquiring firm in terms of technology, markets, or products.

a) With this grand strategy, the selected new businesses possess a high
degree of compatibility with the firm’s current businesses.
b) The ideal concentric diversification occurs when the combined company
profits increase the strengths and opportunities and decrease the
weaknesses and exposure to risk.
c) Thus, the acquiring firm searches for new businesses whose products,
markets, distribution channels, technologies, and resource requirements
are similar to but not identical with its own, whose acquisition results in
synergies but not complete interdependence.

2. A clear example of concentric diversification is provided in Exhibit 7.13,

Strategy in Action.

I. Conglomerate Diversification

1. Occasionally a firm, particularly a very large one, plans acquire a business

because it represents the most promising investment opportunity available.

a) This grand strategy is commonly known as conglomerate

diversification.

(1) The principal concern, and often the sole concern, of the acquiring
firm is the profit pattern of the venture.
(2) Unlike concentric diversification, conglomerate diversification
gives little concern to creating product-market synergy with
existing businesses.

b) The principal difference between the two types of diversification is that

concentric diversification emphasizes some commonality in markets,
products, or technology, whereas conglomerate diversification is based
principally on profit considerations.

c) Several of the grand strategies discussed above, including concentric and

conglomerate diversification and horizontal and vertical integration,
often involve the purchase or acquisition of one firm by another.

(1) It is important to know that the majority of such acquisitions fail to

produce the desired results for the companies involved.
(2) Exhibit 7.14, Strategy in Action, provides seven guidelines that
can improve a company’s chances of a successful acquisition.

2. Motivation for Diversification

a) Grand strategies involving either concentric conglomerate

diversification represent distinctive departures from a firm’s existing

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 base of operations, typically the acquisition or internal generation (spin-
off) of a separate business with synergistic possibilities
counterbalancing the strengths and weaknesses of the two businesses.

(1) Diversifications occasionally are undertaken as unrelated

investments, because of their high profit potential and their
otherwise minimal resource demands.

b) Regardless of the approach taken, the motivations of the acquiring firms

are the same:

(1) Increase the firm’s stock value. In the past, mergers often have led
to increases in the stock price or the price-earnings ratio.
(2) Increase the growth rate of the firm.
(3) Make an investment that represents better use of funds than
plowing them into internal growth.
(4) Improve the stability of earnings and sales by acquiring firms
whose earnings and sales complement the firm’s peaks and valleys.
(5) Balance or fill out the product line.
(6) Diversify the product line when the life cycle of current products
has peaked.
(7) Acquire needed resource quickly.
(8) Achieve tax savings by purchasing a firm whose tax losses will
offset current or future earnings.
(9) Increase efficiency and profitability, especially if there is synergy
between the acquiring firm and the acquired firm.

J. Turnaround

1. For any one of a large number of reasons, a firm can find itself with declining
profits.

a) Among these reasons are economic recessions, production inefficiencies,

and innovative breakthroughs by competitors.
b) In may cases, strategic managers believe that such a firm can survive
and eventually recover if a concerted effort is made over a period of a
few years to fortify its distinctive competences.
c) This grand strategy is known as turnaround.
d) It typically is begun through one of two forms of retrenchment,
employed singly or in combination:

(1) Cost reduction

(2) Asset reduction

2. Interestingly, the turnaround most commonly associated with this approach is

in management positions.

a) In a study of 58 large firms, researches Shendel, Patton, and Riggs found

that turnaround almost always was associated with changes in top
management.

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 b) Bringing in new managers was believed to introduce needed new
perspectives on the firm’s situation, to raise employee morale, and to
facilitate drastic actions, such as deep budget cuts in established
programs.

3. Strategic management research provides evidence that the firms that have
used a turnaround strategy have successfully confronted decline.

a) The research findings have been assimilated and used as the building
blocks for a model of the turnaround process shown in Exhibit 7.15, A
Model of the Turnaround Process.

4. The model begins with a depiction of external and internal factors as causes
of a firm’s performance downturn.

a) When these factors continue to detrimentally impact the firm, its

financial health is threatened.
b) Unchecked decline places the firm in a turnaround situation.

5. A turnaround situation represents absolute and relative-to-industry declining

performance of a sufficient magnitude to warrant explicit turnaround actions.

a) Turnaround situations may be the result of years of gradual slowdown or

months of sharp decline.
b) In either case, the recovery phase of the turnaround process is likely to
be more successful in accomplishing turnaround when it is preceded by
planned retrenchment that results in the achievement of near-term
financial stabilization.
c) For a declining firm, stabilizing operations and restoring profitability
almost always entail strict cost reduction followed by a shrinking back
to those segments of the business that have the best prospects of
attractive profit margins.

6. The immediacy of the resulting threat to company survival posed by the

turnaround situation is known as situation severity.

a) Severity is the governing factor in estimating the speed with which the
retrenchment response will be formulated and activated.
b) When severity is low, a firm has some financial cushion.
c) Stability may be achieved through cost retrenchment alone.
d) When turnaround situation severity is high, a firm must immediately
stabilize the decline or bankruptcy is imminent.
e) Cost reductions must be supplemented with more drastic asset reduction
measures.
f) Assets targeted for divestiture are those determined to be
underproductive.
g) In contrast, more productive resources are protected from cuts and
represent critical elements of the future core business plan of the
company.

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 7. Turnaround responses among successful firms typically include two stages of
strategic activities: retrenchment and the recovery response.

a) Retrenchment consists of cost-cutting and asset-reducing activities.

b) The primary objective of the retrenchment phase is to stabilize the firm’s
financial condition.
c) Situation severity has been associated with retrenchment responses
among successful turnaround firms.
d) Firms in danger of bankruptcy or failure attempt to halt decline through
cost and asset reductions.
e) Firms in less severe situations have achieved stability merely through
cost retrenchment.
f) However, in either case, for firms facing declining financial
performance, the key to successful turnaround rests in the effective and
efficient management of the retrenchment process.

8. The primary causes of the turnaround situation have been associated with the
second phase of the turnaround process, the recovery response.

a) For firms that declined primarily as a result of external problems,

turnaround most often has been achieved through creative new
entrepreneurial strategies.
b) For firms that declined primarily as a result of internal problems,
turnaround has been most frequently achieved through efficiency
strategies.
c) Recovery is achieved when economic measures indicate that the firm has
regained its predownturn levels of performance.

K. Divestiture

1. A divestiture strategy involves the sale of a firm or a major component of a

firm.
2. When retrenchment fails to accomplish the desired turnaround, or when a
nonintegrated business activity achieves an unusually high market value,
strategic managers often decide to sell the firm.

a) However, because the intent is to find a buyer willing to pay a premium

above the value of a going concern’s fixed assets, the term marketing for
sale is often more appropriate.
b) Prospective buyers must be convinced that because of their skills and
resources or because of the firm’s synergy with their existing businesses,
they will be able to profit from the acquisition.

3. The reasons for divestiture vary.

a) They often arise because of partial mismatches between the acquired

firm and the parent corporation.
b) Some of the mismatched parts cannot be integrated into the
corporation’s mainstream activities and, thus, must be spun off.
c) A second reason is corporate financial needs.

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 d) Sometimes the cash flow of financial stability of the corporation as a
whole can be greatly improved if businesses with high market value can
be sacrificed.
e) The result can be a balancing of equity with long-term risks or of long-
term debt payments to optimize the cost of capital.
f) A third, less frequent reason for divestiture is government antitrust
action when a firm is believed to monopolize or unfairly dominate a
particular market.

L. Liquidation

1. When liquidation is the grand strategy, the firm typically is sold in parts, only
occasionally as a whole—but for its tangible asset value and not as a going
concern.

a) In selecting liquidation, the owners and strategic managers of a firm are

admitting failure and recognize that this action is likely to result in great
hardships to themselves and their employees.
b) For these reasons, liquidation usually is seen as the least attractive of the
grand strategies.
c) As a long-term strategy, however, it minimizes the losses of all the
firm’s stockholders.
d) Faced with bankruptcy, the liquidating firm usually tries to develop a
planned and orderly system that will result in the greatest possible return
and cash conversion as the firm slowly relinquishes its market share.

2. Planned liquidation can be worthwhile.

M. Bankruptcy

1. Business failures are playing an increasingly important role in the American

economy.

a) In an average week, more than 300 companies fail.

(1) More than 75 percent of these financially desperate firms file for a
liquidation bankruptcy—they agree to a complete distribution of
their assets to creditors, most of whom receive a small fraction of
the amount they are owed.
(2) Liquidation is what the layperson views as bankruptcy: The
business cannot pay its debts, so it must close its doors.
(3) Investors lose their money, employees lose their jobs, and
managers lose their credibility.
(4) In owner-managed firms, company and personal bankruptcy
commonly go hand in hand.

b) The other 25 percent of these firms refuse to surrender until one final
option is exhausted.

(1) Choosing a strategy to recapture its viability, such a company asks

the courts for a reorganization bankruptcy.

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 (2) The firm attempts to persuade its creditors to temporarily freeze
their claims while it undertakes to reorganize and rebuild the
company’s operations more profitably.
(3) The appeal of a reorganization bankruptcy is based on the
company’s ability to convince creditors that it can succeed in the
marketplace by implementing a new strategic plan, and that when
the plan produces profits, the firm will be able to repay its
creditors, perhaps in full.
(4) In other words, the company offers its creditors a carefully
designed alternative to forcing an immediate, but fractional,
repayment of its financial obligations.
(5) The option of reorganization bankruptcy offers maximum
repayment of debt at some specified future time if a new strategic
plan is successful.

2. The Bankruptcy Situation

a) Imagine that your firm’s financial reports have shown an unabated

decline in revenue for seven quarters.
b) Expenses have increased rapidly, and it is becoming difficult, and at
times not possible, to pay bills as they become due.
c) Suppliers are concerned about shipping goods without first receiving
payment, and some have refused to ship without advance payment in
cash.
d) Customers are requiring assurances that future orders will be delivered
and some are beginning to buy from competitors.
e) Employees are listening seriously to rumors of financial problems and a
higher than normal number have accepted other employment.
f) What can be done? What strategy can be initiated to protect the company
and resolve the financial problems in the short term?

3. Chapter 7: The Harshest Resolution

a) If the judgment of the owners of a business is that its decline cannot be

reversed, and the business cannot be sold as a going concern, then the
alternative that is in the best interest of all may be a liquidation
bankruptcy, also known as Chapter 7 of the Bankruptcy Code.

(1) The court appoints a trustee, who collects the property of the
company, reduces it to cash, and distributes the proceeds
proportionally to creditors on a pro rata basis as expeditiously as
possible.
(2) Since all assets are sold to pay outstanding debt, a liquidation
bankruptcy terminates a business.
(3) This type of filing is critically important to sole proprietors or
partnerships.
(4) Their owners are personally liable for all business debts not
covered by the sale of the business assets unless they can secure a
Chapter 7 bankruptcy, which will allow them to cancel any debt in
excess of exempt assets.

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 (5) Although they will be left with little personal property, the
liquidated debtor is discharged from paying the remaining debt.

b) The shareholders of corporations are not liable for corporate debt and
any debt existing after corporate assets are liquidated is absorbed by
creditors.

(1) Corporate shareholders may simply terminate operations and walk

away without liability to remaining creditors.
(2) However, filing a Chapter 7 proceeding will provide for an orderly
and fair distribution of assets to creditors and thereby may reduce
the negative impact of the business failure.

4. Chapter 11: A Conditional Second Chance

a) A proactive alternative for the endangered company is reorganization

bankruptcy.

(1) Chosen for the right reasons, and implemented in the right way,
reorganization bankruptcy can provide a financially, strategically,
and ethically sound basis on which to advance the interests of all
the firm’s stakeholders.

b) A thorough and objective analysis of the company may support the idea
of its continuing operations if excessive debt can be reduced and new
strategic initiatives can be undertaken.

(1) If the realistic possibility of long-term survival exists, a

reorganization under Chapter 11 of the Bankruptcy Code can
provide the opportunity.
(2) Reorganization allows a business debtor to restructure its debts
and, with the agreement of creditors and approval of the court, to
continue as a viable business.
(3) Creditors involved in Chapter 11 actions often receive less than the
total debt due to them but far more than would be available from
liquidation.

c) A Chapter 11 bankruptcy can provide time and protection to the debtor

firm (which we call the Company) to reorganize and use future earnings
to pay creditors.

(1) The Company may restructure debts, close unprofitable divisions

or stores, renegotiate labor contracts, reduce its workforce, or
propose other actions that could create a profitable business.
(2) If the plan is accepted by creditors, the Company will be given
another chance to avoid liquidation and emerge from the
bankruptcy proceedings rehabilitated.

5. Seeking Protection of the Bankruptcy Court

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 a) If creditors file lawsuits or schedule judicial sales to enforce liens, the
Company will need to seek the protection of the Bankruptcy Court.

(1) Filing a bankruptcy petition will invoke the protection of the court
to provide sufficient time to work out a reorganization that was not
achievable voluntarily.
(2) If reorganization is not possible, a Chapter 7 proceeding will allow
for the fair and orderly dissolution of the business.

b) If Chapter 11 proceeding is the required course of action, the Company

must determine what the reorganized business will look like, if such a
structure can be achieved, and how it will be accomplished while
maintaining operations during the bankruptcy proceeding.

(1) Will sufficient cash be available to pay for the proceedings and
reorganization?
(2) Will customers continue to do business with the Company or seek
other more secure businesses with which to deal?
(3) Will key personnel stay on or look for more secure employment?
(4) Which operations should be discontinued or reduced?

6. Emerging from Bankruptcy

a) Bankruptcy is only the first step toward recovery for a firm.

(1) Many questions should be answered.

(2) How did the business get to the point at which the extreme action
of bankruptcy was necessary?
(3) Were warning signs overlooked?
(4) Was the competitive environment understood?
(5) Did pride or fear prevent objective analysis?
(6) Did the business have the people and resources to succeed?
(7) Was the strategic plan well designed and implemented?
(8) Did financial problems result from unforeseen and unforeseeable
problems or from bad management decisions?

b) Commitments to “try harder,” “listen more carefully to the customer,”

and “be more efficient” are important but insufficient grounds to inspire
stakeholder confidence.

(1) A recovery strategy must be developed to delineate how the

company will compete more successfully in the future.

c) An assessment of the bankruptcy situation requires executives to

consider the causes of the Company’s decline and the severity of the
problem it now faces.

(1) Investors must decide whether the management team that governed
the company’s operations during the downturn can return the firm
to a position of success.

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 (2) Creditors must believe that the company’s turn can return the firm
to a position of success.
(3) Creditors must believe that the company’s managers have learned
how to prevent a recurrence of the observed and similar problems.
(4) Alternatively, they must have faith that the company’s
competencies can be sufficiently augmented by key substitutions to
the management team, with strong support in decision making from
a board of directors and consultants, to restore the firm’s
competitive strength.

d) The 12 grand strategies discussed above, used singly and much more
often in combinations, represent the traditional alternatives used by
firms in the U.S.

(1) Recently, three new grand types have gained in popularity (thus
totaling the 15 grand strategies discussed); all fit under the broad
category of corporate combinations.
(2) Although they do not fit the criterion by which executives retain a
high degree of control over their operations, these grand strategies
deserve special attention and consideration especially by
companies that operate in global, dynamic, and technologically
driven industries.
(3) These three newly popularized grand strategies are joint ventures,
strategic alliances, and consortia.

N. Joint Ventures

1. Occasionally two or more capable firms lack a necessary component for

success in a particular competitive environment.

a) The solution is a set of joint ventures, which are commercial companies

(children) created and operated for the benefit of the co-owners
(parents).

2. The particular form of joint ventures discussed above (oil example) is joint
ownership.

a) In recent years, it has become increasingly appealing for domestic firms

to join foreign firms by means of this form.

3. The joint venture extends the supplier-consumer relationship and has strategic
advantages for both partners.

4. It should be noted that strategic managers understandably are wary of joint

ventures.

a) Admittedly, joint ventures present new opportunities with risks that can
be shared.
b) On the other hand, joint ventures often limit the discretion, control, and
profit potential of partners, while demanding managerial attention and

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 other resources that might be directed toward the firm’s mainstream
activities.
c) Nevertheless, increasing globalization in many industries may require
greater consideration of the joint venture approach, if historically
national firms are to remain viable.

O. Strategic Alliances

1. Strategic alliances are distinguished from joint ventures because the

companies involved do not take an equity position in one another.

a) In many instances, strategic alliances are partnerships that exist for a

defined period during which partners contribute their skills and expertise
to a cooperative project.
b) For example, one partner provides manufacturing capabilities while a
second partner provides marketing expertise.
c) Many times, such alliances are undertaken because the partners want to
learn from one another with the intention to be able to develop in-house
capabilities to supplant the partner when the contractual arrangement
between them reaches its termination date.
d) Such relationships are tricky because, in a sense, the partners are
attempting to “steal” each other’s know-how.
e) Exhibit 7.16, Global Strategy in Action, lists many important
questions about their learning intentions that prospective partners should
ask themselves before entering into a strategic alliance.

2. In other instances, strategic alliances are synonymous with licensing

agreements.

a) Licensing involves the transfer of some industrial property right from

the U.S. licensor to a motivated licensee in a foreign country.
b) Most tend to be patents, trademarks, or technical know-how that are
granted to the licensee for a specified time in return for a royalty and for
avoiding tariffs or import quotas.

3. Another licensing strategy open to U.S. firms is to contract the manufacturing

of its product line to a foreign company to exploit local comparative
advantages in technology, materials, or labor.

4. Service and franchise-based firms have long engaged in licensing

arrangements with foreign distributors as a way to enter new markets with
standardized products that can benefit from marketing economies.

5. Outsourcing is a rudimentary approach to strategic alliances that enables

firms to gain a competitive advantage.

a) Significant changes within many segments of American business

continue to encourage the use of outsourcing practices.
b) Within the health care arena, an industry survey recorded 67 percent of
hospitals using provider outsourcing for at least one department within
their organization.

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 c) Services such as information systems, reimbursement, and risk and
physician practice management are outsourced by 51 percent of the
hospitals that use outsourcing.

6. Another successful application of outsourcing is found in human resources.

a) A survey of human resource executives revealed 85 percent have

personal experience leading an outsourcing effort within their
organization.
b) In addition, it was found that two-thirds of pension departments have
outsourced at least one human resource function.
c) For an interesting example from Pakistan, see Exhibit 7.17, Strategy in
Action.

7. Within customer service and sales departments, outsourcing increased

productivity in such areas as product information, sales and order taking,
sample fulfillment, and complaint handling.

a) Exhibit 7.18, Strategy in Action, presents the top five strategic and
tactical reasons for exploiting the benefits of outsourcing.

P. Consortia, Keiretsus, and Chaebols

1. Consortia are defined as large interlocking relationships between businesses

of an industry. In Japan such consortia are known as keiretsus, in South
Korea as chaebols.
2. In Europe, consortia projects are increasing in number and in success rates.

3. A Japanese keiretsu is an undertaking involving up to 50 different firms that

are joined around a large trading company or bank and are coordinated
through interlocking directories and stock exchanges.

a) It is designed to use industry coordination to minimize risks of

competition, in part through cost sharing and increased economies of
scale.
b) Exhibit 7.19, Global Strategy in Action, presents a new side to
keiretsus, namely, that they are adding global partners, including several
from the United Stated to increase cost reduction.
c) Their cooperative nature is growing in evidence as is their market
success.

4. A South Korean chaebol resembles a consortium or keiretsu except that they

are typically financed through government banking groups and largely are run
by professional managers trained by participating firms expressly for the job.

IV. Selection of Long-Term Objectives and Grand Strategy Sets

A. At first glance, the strategic management model, which provides the framework for
study throughout this book, seems to suggest that strategic choice decision making
leads to the sequential selection of long-term objectives and grand strategies.

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 1. In fact, however, strategic choice is the simultaneous selection of long-range
objectives and grand strategies.

2. When strategic planners study their opportunities, they try to determine which
are most likely to result in achieving various long-range objectives.

3. Almost simultaneously, they try to forecast whether an available grand

strategy can take advantage of preferred opportunities so the tentative
objectives can be met.

4. In essence, then, three distinct but highly interdependent choices are being
made at one time.

5. Several triads, or sets, of possible decisions are usually considered.

B. A simplified example of this process is shown in Exhibit 7.20, A Profile of Strategic

Choice Options.

1. These options stem from three interactive opportunities.

2. Because each of these interactive opportunities can be approached through

different grand strategies—for options 1 and 2, the grand strategies are
horizontal integration and market development—each offers the potential for
achieving long-range objectives to varying degrees.

3. Thus, a firm rarely can make a strategic choice only on the basis of its
preferred opportunities, long-range objectives, or grand strategy.

4. Instead, these three elements must be considered simultaneously, because

only in combination do they constitute a strategic choice.

C. In an actual decision situation, the strategic choice would be complicated by a wider

variety of interactive opportunities, feasible company objectives, promising grand
strategy options, and evaluative criteria.

1. Nevertheless, Exhibit 7.20 does partially reflect the nature and complexity of
the process by which long-term objectives and grand strategies are selected.

D. In the next chapter, the strategic choice process will be fully explained.

1. However, knowledge of long-term objectives and grand strategies is essential

to understanding that process.

V. Sequence of Objectives and Strategy Selection

A. The selection of long-range objectives and grand strategies involves simultaneous,

rather than sequential, decisions.

1. While it is true that objectives are needed to prevent the firm’s direction and
progress from being determined by random forces, it is equally true that
objectives can be achieved only if strategies are implemented.

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 2. In fact, long-term objectives and grand strategies are so interdependent that
some business consultants do not distinguish between them.

3. Long-term objectives and grand strategies are still combined under the
heading of company strategy in most of the popular business literature and in
the thinking of most practicing objectives.

B. However, the distinction has merit.

1. Objectives indicate what strategic managers want but provide few insights
about how they will be achieved.

2. Conversely, strategies indicate what types of actions will be taken but do not
define what ends will be pursued or what criteria will serve as constraints in
refining the strategic plan.

C. Does it matter whether strategic decisions are made to achieve objectives or to satisfy
constraints?

1. No, because constraints are themselves objectives.

2. The constraint of increased inventory capacity is a desire (an objective), not a

certainty.

3. Likewise, the constraint of an increase in the sales force does not ensure that
the increase will be achieved, given such factors as other company priorities,
labor market conditions, and the firm’s profit performance.

Discussion Questions and Case

Questions for Discussion

1. 0Identify firms in the business community nearest to your college or university that
you believe are using each of the 15 grand strategies discussed in this chapter.

Depending on the area the student comes from, there may or may not be examples of
firms pursuing each of the 15 grand strategy options. For example, students living in
small cities may not get examples of firms pursuing, perhaps, conglomerate
diversification. Most common strategies would be concentrated growth, market
development, and product development.

2. Identify firms in your business community that appear to rely principally on 1 of the
15 grand strategies. What kind of information did you use to classify the firms?

As indicated in the answer to Question 1 above, it may be easier to find examples of

firms using the first 3 of the 15 grand strategies. A breakdown of sales by product or
sales by market would indicate whether any one of the first 3 strategies is pursued.
Innovation may be gauged by the percentage of total revenues that comes from new

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products. The instructor should guide the students to use the proper classification
procedure in this exercise.

3. Write a long-term objective for your school of business that exhibits the seven
qualities of long-term objectives described in this chapter.

The seven objectives (described on pages 191-192) are: acceptable, flexible, measurable,
motivating, suitable, understandable, and achievable. This is an interesting exercise
because it forces the student to be precise, yet motivating.

4. Distinguish between the following pairs of grand strategies:

a. Horizontal and vertical integration

Horizontal integration (pages 210-211) occurs when a firm acquires one or more similar
firms operating at the same stage of the production-marketing chain. Vertical integration
(pages 211-212) involves the acquisition of firms that supply it with inputs or are
customers for its outputs. Exhibit 6-9 on page 209 illustrates the difference between
horizontal and vertical integration.

b. Conglomerate and concentric diversification

Concentric diversification (page 210) involves the acquisition of businesses that are
related to the acquiring firm in terms of technology, markets, or products. When a firm
acquires a business because it represents the most promising investment opportunity
available, it is pursuing conglomerate diversification (pages 210-211). Here, little
concern is paid to creating product-market synergy with existing businesses.

c. Product development and innovation

Product development (page 208) involves the substantial modification of existing

products or the creation of new but related products that can be marketed to current
customers through established channels. Innovation, on the other hand, occurs when
firms seek to introduce products based on original or novel ideas. The underlying
rationale is to create a new product life cycle and thereby make similar existing products
obsolete (page 208).

d. Joint venture and strategic alliance

When firms lack a necessary component for success in a particular competitive

environment, they overcome this obstacle by forming a separate company (called the
joint venture) that is created and operated for the benefit of the co-owners (parents). This
is described on page 220. Strategic alliances are distinguished from joint ventures
because the companies involved do not take an equity position in one another. These are
typically partnerships that exist for a defined period during which partners contribute
their skills and expertise to a cooperative project (pages 221-222).

5. Rank each of the 15 grand strategy options discussed in this chapter on the following
three scales:

High ---------------------------------------Low

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 Cost
High ---------------------------------------Low
Risk of failure
High----------------------------------------Low
Potential for exceptional growth

Concentrated growth: low on all 3

Market development: moderately high on all 3
Product development: moderately high on both cost and growth potential, low on risk
Innovation: high on all 3
Horizontal integration: high on cost and growth potential, moderate on risk
Vertical integration: high on cost and growth potential, moderate on risk
Concentric diversification: high on all 3
Conglomerate diversification: high on all 3
Turnaround: moderate on cost and risk, low on growth
Divestiture: low on all 3
Liquidation: low on all 3
Bankruptcy: low on all 3
Joint ventures: high on all 3
Strategic alliances: low on cost, moderate on risk and high on growth potential
Consortia, Keiretsus, and Chaebols: low on cost and risk and high on growth

This rating may be subjective and the instructor should force the students to justify their
rating.

6. Identify firms that use one of the eight specific options shown in Exhibit 7.7 under
the grand strategies of concentration, market development, and product development.

Concentration
Increasing present customers’ rate of use: Wendy’s Supersizing option
Attracting competitors’ customers: AT&T in long distance telephones
Attracting nonusers to buy product: Pitching the ability to send digital
pictures through the Internet to entice
people to buy computers

Market development
Opening additional geographic markets: Dell’s expansion to China
Attracting other market segments: Arm and Hammer baking soda as
refrigerator deodorizer

Product development
Developing new product features: Tylenol PM
Developing quality variations: PCs with varying capabilities
Developing additional models and sizes: Sony TV

Discussion Case – “3M’s Rising Star”

Case Summary
For three decades, Jim McNerney has climbed the corporate ladder without a pause,
uprooting his family every two to three years. He has worked at Procter & Gamble,

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McKinsey & Co. and worked his way through the ranks at GE. He has been the CEO at 3M
since 2001. His transition in the company has been remarkably seamless. In many ways, 3M
is a mini-GE. Both are industrial conglomerates that seek to balance slowdowns in one
industry with upturns elsewhere, and both have strong traditions of discipline, quality, and
intense focus on measuring and rewarding performance.

Before McNerney joined the team, 3M Co. had begun to drift. Its vaunted research facilities
were turning out fewer and fewer commercial hits, and quarterly results were
underwhelming. While 3M still draws many of the best chemical engineers, the company’s
labs haven’t had a hit like Post-It Notes since Post-It Notes. Now McNerney is trying to
restore 3M to full health by returning the company to its historical role as one of Corporate
America’s most inventive and innovative companies. He has gone outside the company to
buy innovative outfits, but is also taking initiatives within the company to redirect funds into
the most promising departments, including health-care and high-tech R&D. He has also
begun using Six Sigma to home in on shortcomings. McNerney even slashed jobs 6.6% in his
first year on the job.

Some worry that McNerney won’t stay around long enough to finish the job at 3M. Others
say he’s committed, and he himself says there is still much to be done. He wants to make the
company healthier, leaner, and still much bigger, particularly in fast-growing Asia, perhaps
through another acquisition or two. McNerney’s real vision for the company is to restore 3M
to its glory days as one of America’s preeminent idea factories where cutting edge research
results in groundbreaking new products. So far, sales are up, cash flow is up, and profits are
growing, and 3M is doing its best in years.

Key Issues Addressed

• Identify the various types of long-term objectives that a firm must choose, and elaborate on
their significance. Please refer to the section titled “Long-Term Objectives” on pages 191-
192.

• Identify the generic strategies, and classify 3M and its businesses into those strategies.
Please refer to the section titled “Generic Strategies” on pages 195-198.

• Discuss innovation as a grand strategy. Identify its risks and rewards. Please refer to the
section titled “Innovation” on pages 209-210.

• Define conglomerate diversification, discuss its application, and explain why a large firm
like 3M would pursue this grand strategy. Please refer to the section titled “Conglomerate
Diversification” on pages 212-214.

Case Discussion Questions

1. Classify 3M’s grand strategy or combination of strategies since McNerney has come
aboard at the company. What is McNerney doing to make these strategies work at 3M?

There are two strategies that characterize 3M’s grand strategy for the company. First,
the company is pursuing a conglomerate diversification strategy, paying particular
attention to acquiring very innovative companies that can add to 3M’s overall growth.

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 The firm tries to balance slow growing, mature businesses with fast-paced growth from
other businesses. (See the case, page 228, paragraph 5.) Just like GE, McNerney’s 3M
acquires well-performing products (through acquisition of businesses producing those
products) to pump up 3M’s growth rate. For example, in 2002, 3M bought Corning
Precision Lens, instantly giving it a big presence in the rear projection TV market and
complementing its other TV component businesses.(Refer to the case, page 230,
paragraph 27.)

The text indicates that in many industries, it is risky not to innovate (refer to the section
in the text titled “Innovation,” on page 209. This is particularly true for 3M, which uses
the innovation strategy as its key grand strategy. The company seeks to reap the initially
high profits from introducing totally new, inventive products, as well as improving on
its old products in truly innovative ways—offering something new to the market.
McNerney has implemented Six Sigma training for a large number of 3M’s employees
and managers. (Refer to the case, page 231, paragraph 30.) This is a mostly statistics-
based program in which “black belts” are produced—managers who can identify waste
or inefficiency, find the problem underlying it, and fix it so that the firm can operate as
a lean, quality-focused, innovative machine. McNerney is also holding every department
in the company accountable for its performance, and rewarding it (funding it)
accordingly. Underperformers do not receive the once-standard budget increases as they
used to. Two emerging high performers that are receiving more than the once-standard
increase are 3M’s healthcare and high-tech R&D units. (Refer to the case, page 230,
paragraph 22.) In fact, McNerney’s biggest focus is on making the company do well for
itself in the areas of innovation, rather than relying on acquisitions.

20. The article identifies McNerney’s “micromanaging” of the various departments as a risk
to the firm. Which of the company’s grand strategies would this threaten? How so?

The micromanaging of the labs, in various forms, could stifle innovation within the
various departments. The idea is that each department will be held accountable for its
success, achievements, and conversion of ideas to marketable products. Some say that
with this type of rewards-accountability system, 3M would never have “stumbled” upon
Post-It Notes, the product that made 3M particularly famous. (See the case, page 231,
paragraph 29.)

The biggest reason for concern about this issue of “micromanaging” (and giving intense
accountability standards the “micromanaging” label) is that strict performance standards
that require producing commercially viable innovations could be stifling to the labs that
innovate. Consider the example on page 210 of the text under the section titled
“Innovation.” A study by Booz Allen provides some understanding of the risks
associated with innovation in the first place. It is costly. The firm found that less than 2
percent of the innovative products initially considered by 51 companies eventually
reached the marketplace. Specifically, out of every 58 new product ideas, only 12 pass
an initial screening, only 7 remain after an evaluation of potential, and only 3 survive
development attempts. Two of the three survivors appear to have profit potential after
test marketing and only one is commercially successful. This is a generalization based
on Booz Allen’s results, but it reflects that firms that pursue innovation must invest
heavily in the mere generation of innovative product ideas if they are to generate
enough commercially viable products to sustain the company’s desired market/industry
position.

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3. What long-term objectives are discussed in the 3M article? Identify them briefly.

Profitability and productivity goals were not discussed directly, but they were discussed
in the section titled “Measures of Success” in the case, on page 231 (paragraphs 34-36).
Competitive position was discussed, and McNerney said his focus is to bring the
company back to its most competitive positioning as the “preeminent leader” in
innovation. Employee development was discussed in terms of Six Sigma training and
the shift of focus toward a leaner operation at 3M. The article identifies employee
relations in saying that McNerney braced for a less than warm reception, since he was
largely a change agent meant to “fix” the company’s problems. The various quotes from
business leaders at the firm have said, however, that the transition has been seamless,
and McNerney has said he was very well received, regardless of the downsizing.
Technological leadership is the foremost theme throughout the article, and at the
company itself. The firm is striving to once again enjoy marked product innovation and
technological leadership in its industry. Lastly, public responsibility is not discussed
very much in the article, which was more focused on McNerney himself and the changes
taking place with regard to a renewed innovative spirit. (The various long-term
objectives and their ranges are identified and discussed in the text section titled “Long-
Term Objectives” on pages 191-192.)

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