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Unit 8
Unit 8
Stability Strategies
Structure
8.1 Introduction
8.2 Caselet
Objectives
8.3 What is Stability Strategy?
8.4 BCG Portfolio Model
8.5 Four Generic Strategies
8.6 Mass Customization
8.7 Strategies for Industry Leaders
8.8 Concentration Strategy
8.9 Corporate Parenting
8.10 When Best to Pursue Stability Strategy
8.11 Stability Strategies in Practice
8.12 Case Study
8.13 Summary
8.14 Glossary
8.15 Terminal Questions
8.16 Answers
8.17 References
8.1 Introduction
Definition of corporate mission, objectives or goals, analyses of internal
competences and resources and the external environment lead to the generation
of business strategies or strategic alternatives. In strategic management literature,
various corporate strategies are mentioned and analysed. Some of these strategies
are corporate-level strategies; some are business-level strategies. Some of these
strategies are more appropriate under certain circumstances than in others. All
these strategies are available to organizations to consider, adopt or pursue. All
such strategies can be broadly classified into three categories: stability strategies,
strategies for managing change and growth or expansion strategies. These are
also called master, grand, generic or basic strategies. These three strategies
along with their major elements or components are shown in Figure 8.1.
We shall discuss stability strategies in this chapter. In this, we shall analyse
portfolio models and other generic strategies, strategies for industry leaders,
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8.2 Caselet
It has been rightly pointed out that if an organization aims for growth, it may
at least achieve stability. Companies have to regularly review their
competence levels, resource base, product portfolios, cost structure or cost
management and, react or respond timely to market developments. Such
an approach has helped Maruti maintains its leadership in the market. The
year 1984 saw the beginning of the biggest success story in the Indian
automobile industry. It all started with the launch of the Maruti 800, a car
that revolutionized the car market in India. The company has not looked
back since then, having sold more than 2.5 million 800s and becoming
Indias best selling car.
Having attained leadership position, a leaders most strategic concern is to
maintain stability or defend its market position for continuing dominance in
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the industry. Maruti, too, has not rested on its laurels several new brands
have been launched, including the Maruti 1000, Indias first sedan. Examples
of innovative initiatives include the Maruti Driving School, partnership with
State Bank of India to launch an auto finance scheme and insurance services
at low premium schemes. It is these innovations that have helped Maruti
retain its leadership in the industry and continue its success story.
Objectives
After studying this unit, you should be able to:
Discuss the concept and meaning of stability strategies
Analyse the portfolio model the BCG
Differentiate among four generic strategies and modern modifications
Analyse defensive strategies for a leader
Illustrate the concept of corporate parenting
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Self-Assessment Questions
1. The basic approach in _________is to maintain present course; steady
as it goes.
2. In stability strategy, the focus is on _____and _______competitive
advantage consistent with present resources and market requirements.
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Figure 8.2 The BCG Matrix: Stars, Cash Cows, Questions Marks, Dogs
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Activity 1
Choose a multi-business company and construct a BCG model for this
company.
Self-Assessment Questions
5. In the BCG model, BCG stands for
(a) Business contact group
(b) Boston Consulting Group
(c) Boston Communication Group
(d) Business Consulting Group
6. The BCG model is also known as _________.
7. The BCG model was originally conceived and developed in the early _____
for analysis of performance or cash flow generation of strategic business
unit.
8. In a BCG model, _______are high-share products or SBUs operating in a
low-growth market, while __________are low-share businesses in lowgrowth markets.
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market or markets. For, e.g., the Cray Corporation supplies super computers
to the aerospace and defence industries.
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When Toyota decided to launch its new Lexus models to compete in the
luxury car market, it adopted a best-cost provider strategy and, not a low
cost strategy. Toyota took four significant steps for designing and
implementing its Lexus strategy:
1. Designing and incorporating a series of high performing characteristics
and upscale features into the Lexus models. This made these car
comparable in performance and luxury to other high-end models like
Mercedes, BMW, Jaguar, Cadillac and others in the same category.
2. Transferring the companys capabilities in making high-quality Toyota
models at low cost to making premium quality Lexus models at a cost
lower than those of luxury car manufacturers. Toyotas supply chain
capabilities and low-cost assembly know-how allowed it to incorporate
high-tech performance features and upscale quality into Lexus models
at substantially less cost than Mercedes and BMW.
3. Establishing a new price point for Lexus by using Toyotas relatively
lower manufacturing cost and beating Mercedes and BMW on pricing.
Toyota believed that with its cost advantage, it could price Lexus cars
low enough to attract price-conscious buyers away from Mercedes and
BMW and also induce dissatisfied Lincoln and Cadillac users (or
potential buyers) to move up to Lexus.
4. Establishing a new network of Lexus dealers, separate form Toyota
dealers, dedicated to providing personalized customer service
unmatched in the industry. This was a very innovative differentiation.
Lexus models have consistently been ranked among the top 10 models
in J D Power and Associates quality survey. In terms of cost and price
competitiveness, Lexus models are several thousand dollars cheaper
than those of comparable Mercedes and BMW models. This is a clear
indication that Toyota has succeeded in becoming a best cost producer
with its Lexus cars.
Source: Adapted from A A Thompson Jr, A J Strickland III, and J E Gamble (2005),
131 (Illustration Capsule 5.3).
Self-Assessment Questions
9. In Porters theory the four generic strategic options available to companies
include cost leadership, focused cost leadership, differentiation and
______.
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10. Porters theory is based on the concepts of ______ and mass marketing
and product proposition to be offered by different companies.
11. Differentiation strategy is based on offering superior performance.
(True/False)
12. Best-cost provider strategy is deemed to be a central strategy striking a
middle course between low-cost advantage and differentiation advantage
on the one hand and broad or mass market and narrow or niche market,
on the other. (True/False)
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Self-Assessment Questions
13. Development of products which offer both high standards of performance
and a low price has been made possible through
(a) appropriate technology mix
(b) mass customization
(c) flexible manufacturing processes
(d) All the above
14. The usefulness of Porters model today, as a practical tool of analysis,
may be rather limited because of its
(a) simple form
(b) complex form
(c) flexibility
(d) None of the above
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problem with many organizations is that the defender often becomes complacent
and, does not realize that the enemy is making slow, but steady, inroads into
the customer base. One of the unfortunate examples of this situation is IBM.
The company built a big global business in the computer industry based on
unmatched customer loyalty. But, IBM ignored the threats, may be unknowingly,
posed by the advent of the networked PC and more powerful operating systems.
The company realized, rather late in the 1990s, that customer loyalty had been
completely eroded by competitors who were more strongly committed to fulfilling
the changing needs of customers.
Counter-offensive strategy has a different advantage. It has the advantage
of not having to respond before one measures up the real nature of the
competitive threat. Nevertheless, it is a belated response, and there is always
the risk that by waiting until you see the whites of the enemys eyes, a company
may be forced to spend massive resources to recover lost grounds. Xerox
Corporation is an example. Xerox had been forced to make large investments
in R&D, technology, manufacturing process and organizational structure during
the last few years to regain some of the lost ground in the photocopier market
to competitors such as Canon.
Retreat is sometimes a good defence. After a careful review of
circumstances, if it is evident that the competitor has the potential to overwhelm
the company, then there may be very little logic in defending a position which
will be eventually lost to the enemy. Under these conditions, the defender may
well withdraw to a more protected segment of the market; and in the meantime,
try to determine how the development of new superior product/service packages
might make a recovery of the lost market position possible at a later stage.
Lotus is a good example of this. During the 1980s, Lotus lost its dominant position
in the computer-based spreadsheet market to new software products such as
Microsofts excel package. After being acquired by IBM, Lotus is now using its
world beating Lotus Notes as a platform from where it can reposition itself as
the leading provider of Internet-based group ware communication systems.
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Self-Assessment Questions
15. In business, _______is typically built by developing high levels of customer
loyalty.
16. When companies, after having identified a possible threat, take action
ahead of competitors, it is called________.
17. Brainstorming sessions, analogies and war games and simulations are
aids or approaches for generating _____strategies (through creativity).
18. _______involve analysis of analogous situations in other markets,
products, industries and countries.
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product, market and environmental situations. The use of these strategies should
help companies to concentrate better in their present markets.
One of the commonest stability strategies is concentration on the current
business. An organization directs its resources to the profitable growth of a
single product, in a single market and with a single technology4 or a narrowly
defined product and market focusing on a dominant technology.5
The concentration strategy works under certain specific environmental
conditions. First is a market condition in which the demand for the product is
stable and the industry is resistant to major technological change. Paper
manufacturing, for which the basic technology has not changed for almost a
century, is a good example. A second favourable situation for concentration
strategy is when a companys product markets are sufficiently distinctive, and,
the company is strong enough to retaliate if a potential competitor plans to
invade its territory. John Deere abandoned its plans for entering into the
construction machinery business when mighty Caterpillar threatened to enter
farm machinery business, Deeres mainstay, in retaliation. A third favourable
condition for concentration growth exists when a company has stable sourcing
of inputs in terms of price, quantity and timely availability. Maryland-based Giant
Foods is able to concentrate on the grocery business largely because of its
stable long-term arrangements with suppliers of private label goods.
A fourth situation for favourable concentrated growth prevails if market
generalists are effective operators and thrive on general market segments leaving
particular pockets or segments for the specialists. For example, hardware store
chains like, Home Depot, concentrate mostly on routine household repairs and
leave special solutions to the specialists. This also gives the generalists a big
customer base. Finally, concentrated growth becomes successful if the market
is stable and, not subject to seasonal or cyclical fluctuations. Many products
like seeds, pesticides, fertilizers and agricultural equipment have a seasonal
demand and manufacturers of these products may need to diversify into other
products and markets.6
Many companies have been successful by following a concentration strategy.
We have given some examples above. Some other examples are McDonalds,
Dominos Pizza, Good year and Apple Computers. Small and medium enterprises
(SMEs ) are generally more successful with concentration strategy because they
have a clearly defined market and are mostly content with it.
Under stable conditions, concentrated growth poses lower risk than any
other strategy, but, in a changing market environment, this may not produce
desired results. Concentrating in a single-product market segment makes a
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Self-Assessment Questions
19. The _______strategy works under market condition in which the demand
for the product is stable and the industry is resistant to major technological
change.
20. _______enterprises are generally more successful with concentration
strategy.
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On the basis of the answers to these questions, a parenting fit matrix may
be constructed to depict the positive contributions and negative effects of
parenting characteristics and SBU success factors. Such a matrix is shown in
Figure 8.7. SBU performance is presented through critical success factors
(CSFs). Critical success factors, also called key success factors, are those
which are vital for organizational success. Strategists consciously look for or
identify such factors to become successful. For example, one of the CSFs for
Tata Motors for Indica is to capture the tourist vehicle segment.
As can be seen in Figure 8.7, there are five types of business possibilities
or fit (or misfit) situations: Heartland businesses, edge-of-heartland businesses,
ballast businesses, value-trap businesses and alien territory businesses.
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Self-Assessment Questions
21. The manner in which the corporate headquarters or centre manages and
nurtures individual businesses or SBUs is called________.
22. Ideal businesses in terms of parenting fit are_________.
23. _______businesses fit well with parenting characteristics but, do not
provide enough opportunities to the parent for improvement.
24. _________businesses show very little promise or opportunity because
there is a misfit between parenting characteristics and business units.
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Self-Assessment Questions
25. Sometimes, stability strategy may even help in profit_________.
26. Stability strategy is not recommended if the environment is
_______or_______.
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Self-Assessment Questions
27. The steel industry, cement industry and coal industry in India pursue
stability strategy because they have _______.
28. Many companies in the public sector are forced to adopt stability strategy
because of governments policy of __________.
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L&T has been setting new challenges in defining core capabilities and core
competence. Generally speaking, core competence of the company lies in
its ability to synthesize, integrate and harmonize its diverse world-class
engineering, manufacturing, procurement, construction and fabrication skills
around turnkey projects mostly in core sectors. This is backed by a world
class vendor base, high quality technological alliances, excellent IT
infrastructure, sophisticated fabrication facilities and its people. People
L&Ts dedicated team of managers/employeesstand for one of the
companys key capabilities.
L&T implements its vision and business philosophy through effective
management approaches. In terms of structure, the company adopts
decentralized decision making and a less hierarchical system. The concept
of SBUs is actively encouraged and implemented. Budget allocations are
made in the beginning of a financial year and SBUs are assigned
responsibilities, along with necessary delegation of powers to achieve the
targets. The CEO directly gets involved only in matters like diversification,
restructuring, business divestment, etc.
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8.13 Summary
Let us recapitulate the important concepts discussed in this unit:
Organizations follow stability strategies because they neither go for any
major internal changes or restructuring nor embark upon any ambitious
expansion strategies. In following stability strategies, companies pursue
certain objectives which are consistent with overall corporate
The BCG model is a growthmarket share matrix, a matrix depicting a
companys competitiveness (cash flow generation or profitability) in terms
of market growth rate and, its relative market share. The model is also
known as a portfolio matrix, a company can determine its optimal product
portfolio in terms of stars, cash cows, question marks and dogs.
Porter (1985) evolved the theory that there are four generic strategic
options available to companies cost leadership (mass market), focused
cost leadership (niche market), differentiation (mass market) and focused
differentiation (niche market).
Thompson, Strickland and Gamble have extended Porters framework to
include a fifth generic strategy, i.e., best-cost provider strategy. Best-cost
strategy strikes a middle course between the mass market and niche
market on the one hand and, low-cost advantage and differentiation
advantage, on the other.
Stability strategies are very relevant for industry leaders. Having attained
leadership position, a leaders strategic concern is to maintain stability or
defend its market position for continuing dominance in the industry.
Leaders generally employ one of the four defensive strategies: position
defence, counter-offensive, retreat and pre-emptive defence.
Concentration strategy is one of the commonest stability strategies. In
concentration strategy, an organization directs its resources to the
profitable growth of a single product in a single market and with a single
technology or, a narrowly defined product and market focusing on a
dominant technology.
Corporate parenting relates to the manner in which the corporate
headquarters or centre in amulti-business organization manages and
nurtures individual businesses or SBUs. A corporate parent may be value
adding or value destroying.
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8.14 Glossary
BCG matrix (Boston Consulting Group model): A growth-market share
matrix, depicting a companys competitiveness (cash flow generation or
profitability) in terms of market growth rate, and, its relative market share.
Cash cows: High-share products or SBUs operating in a low-growth
market.
Dogs: Low-share businesses in low-growth markets.
Pre-emptive defence strategy: A strategy under which a company, after
having identified a possible threat, takes action ahead of competitors.
Question marks/problem children: Low-share businesses in highgrowth markets.
Stability strategy: A strategy in which companies will concentrate their
resources where the company presently has or can rapidly develop a
meaningful competitive advantage in the narrowest possible product
market scope consistent with the firms resources and market
requirements.
Strategic business unit: A product/product group unit which operates
as a separate profit centre that has its own set of market and competitors
and its own business strategies.
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8.16 Answers
Answers to Self-Assessment Questions
1. Stability
2. Developing, maintaining
3. False
4. True
5. Boston Consulting Group
6. portfolio matrix
7. 1970s
8. Cash cows, dogs
9. Focused differentiation
10. niche marketing
11. True
12. True
13. (d)
14. (a)
15. position defence
16. pre-emptive defence strategies
17. pre-emptive
18. Analogies
19. Concentration
20. Small and medium
21. Corporate parenting
22. Heartland businesses
23. Ballast
24. Alien territory
25. maximization
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8.17 References
1. Campbell, A, M Goold, and M Alexander. 1994. Corporate Level Strategy:
Creating Value in the Multibusiness Company. New York: John Wiley &
Sons.
2. Hasperlag, P. Portfolio PricingUses and Limits. Harvard Business
Review, JanFeb, 1982.
3. Nag, A. 2008. Strategic Marketing. New Delhi: Macmillan India.
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P K Ghosh, Strategic Planning and Management (New Delhi: Sultan Chand & Sons,
2003), 204 5.
More cash would be required to support high growth and less cash would be used to
finance low growth
J A Pearce II, and R B Robinson Jr, Strategic Management: Strategy Formulation and
Implementation (New Delhi: AITBS Publishers and Distributors, 2002), 251.