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Although alignment of strategic initiatives is a corporate-wide effort, considering strategy in terms of levels is a convenient way to distinguish among the various responsibilities involved in strategy formulation and implementation. A convenient way to classify levels of strategy is to view corporate-level strategy as responsible for market definition, business-level strategy as responsible for market navigation, and functional-level strategy as the foundation that supports both of these (see Table 1).

Corporate-level strategies address the entire strategic scope of the enterprise. This is the "big picture" view of the organization and includes deciding in which product or service markets to compete and in which geographic regions to operate. For multibusiness firms, the resource allocation process—how cash, staffing, equipment and other resources are distributed—is typically established at the corporate level. In addition, because market definition is the domain of corporate-level strategists, the responsibility for diversification, or the addition of new products or services to the existing product/service line-up, also falls within the realm of corporate-level strategy. Similarly, whether to compete directly with other firms or to selectively establish cooperative relationships—strategic alliances—falls within the purview corporate-level strategy, while requiring ongoing input from

i. Critical questions answered by corporate-level strategists thus include: 1. What level of diversification should the firm pursue. i. how will the firm leverage potential cross- .. what businesses should the firm be in? 2. What should be the scope of operations. Business.e. human resource facilitate achievement of corporate and business strategy corporate strategy practices. How diversified should the corporation's business be? Should we pursue related diversification. similar products and service markets.e. and production processes that business-level managers.Table 1 Corporate... i..e. which businesses represent the company's future? Are there additional businesses the firm should enter or are there businesses that should be targeted for termination or divestment? 4. dissimilar product and service markets. a more suitable approach given current and projected industry conditions? If we pursue related diversification. How should the firm allocate its resources among existing businesses? 3. i.e. or is unrelated diversification. and Functional Strategy Level of Strategy Corporate strategy Business strategy Definition Market definition Example Diversification into new product or geographic markets Attempts to secure competitive Market navigation advantage in existing product or geographic markets Support of Functional strategy and business strategy Information systems.

how will adding new product or service businesses benefit the existing product/service line-up? 5. finance. Corporate strategies deal with plans for the entire organization and change as industry and specific market conditions warrant. mutuallybeneficial relationships with other firms? If so. Issues addressed as part of corporate strategy include those concerning diversification. corporate-level strategists have the most advantageous perspective for assessing organization-wide competitive strengths and weaknesses. Top management has primary decision making responsibility in developing corporate strategies and these managers are directly responsible to shareholders. managers must make similar decisions about the current and future performances of various businesses constituting the firm's portfolio. acquisition. corporate strategists are paralyzed without accurate and up-to-date information from managers at the business-level. although as a subsequent section notes. and formulation of new business ventures. etc. for what reasons? If not. fit together? Are the responsibilities or each business unit clearly identified and is accountability established? 6. CORPORATE PORTFOLIO ANALYSIS One way to think of corporate-level strategy is to compare it to an individual managing a portfolio of investments. what impact might this have on future profitability? As the previous questions illustrate. customers and other constituents? Do the organizational components such as research and development. The . strategic alliances. Just as the individual investor must evaluate each individual investment in the portfolio to determine whether or not the investment is currently performing to expectations and what the future prospects are for the synergies? In other words. With information from the corporation's multiple businesses and a view of the entire scope of operations and markets. The role of the board of directors is to ensure that top managers actually represent these shareholder interests. with suppliers. divestment. How should the firm be structured? Where should the boundaries of the firm be drawn and how will these boundaries affect relationships across businesses. Should the firm enter into strategic alliances—cooperative. corporate strategies represent the long-term direction for the organization. marketing. customer service.

Stars are often the targets of large expenditures for advertising and research and development to improve the product and to enable it to establish a dominant position in the industry. The BCG matrix classifies business-unit performance on the basis of the unit's relative market share and the rate of market growth as shown in Figure 1. Figure 1 BCG Model of Portfolio Analysis Products and their respective strategies fall into one of four quadrants. If the correct decision is made and the product selected achieves a high market share. They are usually well-established products with wide consumer acceptance. Question marks are cash users in the organization.Boston Consulting Group (BCG) matrix is a relatively simple technique for assessing the performance of various segments of the business. Cash cows are business units that have high market share in a low-growth market. but also require large infusions of money to sustain their growth. so sales revenues . test marketing. What typically happens in an organization is that management is faced with a number of these types of products but with too few resources to develop all of them. Early in their life. the strategic decision-maker must determine which of the products to attempt to develop into commercially viable products and which ones to drop from consideration. If the product is new. The typical starting point for a new business is as a question mark. they contribute no revenues and require expenditures for market research. but the predicted growth rate is good. it becomes a BCG matrix star. Thus. These are often products in the maturity stage of the product life cycle. Stars generate large cash flows for the business. and advertising to build consumer awareness. Stars have high market share in high-growth markets. it has no market share.

These are often cash cows that have lost their market share or question marks the company has elected not to develop. Notice that the only two variables composing the matrix are relative market share and the rate of market growth. and a host of others determine ultimate business viability. for instance. Despite its simplicity. as a beginning point. A competitive assessment is a technique for ranking an organization relative to its peers in the industry. Divesting the computer business would likely be tantamount to destroying the iPod business. The recommended strategy for these businesses is to dispose of them for whatever revenue they will generate and reinvest the money in more attractive businesses (question marks or stars). changes in consumer preferences. A six-step process that allows corporate strategist to define appropriate variables. there are both technological and market synergies between Apple's Macintosh computers and its fast-growing iPod business. The strategy for such products is to invest little money into maintaining the product and divert the large profits generated into products with more long-term earnings potential. . Dogs are businesses with low market share in low-growth markets. industry forces such as buyer and supplier power and the introduction of strategicallyequivalent substitute products or services. Apple Computer.e. the BCG matrix would suggest Apple divest its computer business and focus instead on the rapidly growing iPod business (its music download business). i.. the BCG matrix suffers from limited variables on which to base resource allocation decisions among the business making up the corporate portfolio. Clearly. With a market share for its Macintosh-based computers below ten percent in a market notoriously saturated with a number of low-cost competitors and growth rates well-below that of other technology pursuits such as biotechnology and medical device products. then.are usually high. but still one with weaknesses. Management talent. Consider. employee commitment. though. but certainly not as the final determination for resource allocation decisions as it was originally intended. is a competitive assessment. or factors that are crucial for an organizational to prevail when all organizational members are competing for the same customers. The advantage of a competitive assessment over the BCG matrix for corporate-level strategy is that the competitive assessment includes critical success factors. question marks and stars. The BCG matrix is best used. A more stringent approach. Now consider how many other factors contribute to business success or failure.

competitive strength assessments are still limited by the type of data they provide. successful advertising campaigns may. is used to develop a table that shows a businesses ranking relative to the critical success factors that managers identify as the key factors influencing failure or success. A competitive strength assessment is superior to a BCG matrix because it adds more variables to the mix. each organization has a number assigned to it. is to use those that are key in determining competitive strength. Multiplying the weighted importance by the key success factor rating. This step allows managers to select the most appropriate variables for its situation.rather than being locked into the market share and market growth variables of the BCG matrix. The sum of the values for a manager's organization versus competitors gives a rough idea if the manager's firm is ahead or behind the competition on weighted key success factors that are critical for market success. Identifying key success factors. 2. One weakness is that these data are ordinal: they can be ranked. The main thing is to maintain consistency across organizations. but the differences among them are not . Managers rating their organization against competitors. Adding the values. 6. be weighted more heavily than aftersale product support. In addition. Weighing the importance of key success factors. Regardless of these advantages. or whatever scale managers believe is appropriate. This step helps managers focus on one of the most common external threats. 1 to 7. There is no limit to the number of variables managers may select. These steps include: 1. This number is compared against other firms to determine which is competitively the strongest. This step brings an element of realism to the analysis by recognizing that not all critical success factors are equally important. 5. Identifying main industry rivals. 3. When the values are summed in step six. for example. however. or 1 to 10. 4. competitors who want the organization's market share. these variables are weighted in importance in contrast to the BCG matrix's equal weighting of market share and market growth. the idea. Weighting can be on a scale of 1 to 5. Depending on industry conditions.

one categorization scheme is to classify corporate-level strategy decisions into three different types. usually as measured by sales. By using a vertical integration strategy. profits. A firm with a score of four is not twice as good as one with a score of two. 3. CORPORATE GRAND STRATEGIES As the previous discussion implies. but it is better. These grand strategies involve efforts to expand business operations (growth strategies). If expansion is into products or services unrelated to the firm's existing business. is not known. the diversification is called conglomerate diversification. The degree of "betterness. the strategy is called concentric diversification. decrease the scope of business operations (retrenchment strategies). GROWTH STRATEGIES Growth strategies are designed to expand an organization's performance. 2. market share. product mix. corporate-level strategists have a tremendous amount of both latitude and responsibility. With a concentration strategy the firm attempts to achieve greater market penetration by becoming highly efficient at servicing its market with a limited product line (e. McDonalds in fast foods).. STABILITY STRATEGIES . or grand strategies. If the products or markets are related to existing product or service offerings. market coverage. Typical growth strategies involve one or more of the following: 1. A diversification strategy entails moving into different markets or adding different products to its mix. the firm attempts to expand the scope of its current operations by undertaking business activities formerly performed by one of its suppliers (backward integration) or by undertaking business activities performed by a business in its channel of distribution (forward integration).g. The myriad decisions required of these managers can be overwhelming considering the potential consequences of incorrect decisions. One way to deal with this complexity is through categorization. or other accounting and market-based variables. or maintain the status quo (stability strategies).meaningful." however.

and customers no . buildings and equipment are sold. The hope is that going through a temporary belt-tightening will allow the firm to pursue a growth strategy at some future point. liquidation of the firm. a poorly performing unit is sold to another company and the money is reinvested in another business within the portfolio that has greater potential. since the airline hijackings and the subsequent tragic events of September 11. • Bankruptcy involves legal protection against creditors or others allowing the firm to restructure its debt obligations or other payments.S. Liquidation involves the selling or closing of the entire operation. • Firms pursue a turnaround strategy by undertaking a temporary reduction in operations in an effort to make the business stronger and more viable in the future. There is no future for the firm. sale of assets associated with discontinued product or service lines. and in the most extreme cases. employees are released. they may decide to use a stability strategy. This strategy is essentially a continuation of existing strategies. have filed for bankruptcy to avoid liquidation as a result of stymied demand for air travel and rising fuel prices. possible restructuring of debt through bankruptcy proceedings. Such restructuring allows the firm time to attempt a turnaround strategy. typically in a way that temporarily increases cash flow. For example. Such strategies are typically found in industries having relatively stable environments. The firm is often making a comfortable income operating a business that they know. • A divestment decision occurs when a firm elects to sell one or more of the businesses in its corporate portfolio. These moves are popularly called downsizing or rightsizing. many of the airlines based in the U.When firms are satisfied with their current rate of growth and profits. which also generally necessitates a reduction in number of employees. and see no need to make the psychological and financial investment that would be required to undertake a growth strategy. • Liquidation is the most extreme form of retrenchment. 2001. Typically. At least one airline has asked the courts to allow it to permanently suspend payments to its employee pension plan to free up positive cash flow. RETRENCHMENT STRATEGIES Retrenchment strategies involve a reduction in the scope of a corporation's activities.

they focus on only one rather than a portfolio of businesses. individual business units may be combined to form strategic business units (SBUs). while another product uses the cash to increase sales and expand market share of existing businesses. One product may contribute to corporate-level strategy by generating a large positive cash flow for new product development. Business-level strategies are thus primarily concerned with: 1. each responsible to corporate head-quarters for its own profits and losses. This is a strategy of last resort and one that most managers work hard to avoid. An SBU represents a group of related business divisions. product. 2. Given this potential for business-level strategies to impact other business-level strategies. corporate-level managers are prevented from best managing overall organizational direction. In a single-product company. There are also strategies regarding relationships between products. a furniture manufacturer producing only one line of furniture . intensive information to corporate-level managers. 4. A common focus of business-level strategies are sometimes on a particular product or service line and business-level strategies commonly involve decisions regarding individual products within this product or service line. or market.longer have access to the product or service. corporate-level and business-level strategies are the same. BUSINESS-LEVEL STRATEGIES Business-level strategies are similar to corporate-strategies in that they focus on overall performance. Business units represent individual entities oriented toward a particular industry. 3. Identifying product or service-market niches and developing strategies for competing in each. Monitoring product or service markets so that strategies conform to the needs of the markets at the current stage of evolution. Coordinating and integrating unit activities so they conform to organizational strategies (achieving synergy). Without such crucial information. Developing distinctive competencies and competitive advantage in each unit. business-level managers must provide ongoing. however. In large multiproduct or multi-industry organizations. In contrast to corporate-level strategy. Each strategic business unit will likely have its' own competitors and its own unique strategy. For example.

control procedures. or the individual business-level strategies within a corporate portfolio. and interactions with suppliers and buyers. and (3) focus on a particular market niche. for most organizations. Business-level strategies thus support corporate-level strategies. (2) differentiation. Harvard Business School's Michael Porter developed a framework of generic strategies that can be applied to strategies for various products and services. However. The strategies are (1) overall cost leadership. not on the corporate portfolio. operations. competitive environment. Thus. corporate and business-level strategies overlap to the point that they should be treated as one united strategy. The product made by a unit of a diversified company would face many of the same challenges and opportunities faced by a one-product company. but its business is still the same. and competitive advantage much like corporate-level strategies. in single-business organizations. Corporate-level strategies attempt to maximize the wealth of shareholders through profitability of the overall corporate portfolio. ANALYSIS OF BUSINESS-LEVEL STRATEGIES PORTER'S GENERIC STRATEGIES. but consider how this fine-grained definition places . not price leadership. and with making other product decisions. except the focus for business-level strategies is on the product or service. Note here that the focus is on cost leadership.has its corporate strategy chosen by its market definition. This may at first appear to be only a semantic difference. The generic strategies provide direction for business units in designing incentive systems. Cost-leadership strategies require firms to develop policies aimed at becoming and remaining the lowest cost producer and/or distributor in the industry. wholesale furniture. business-unit strategies are designed to support corporate strategies. wholesale furniture. but business-level strategies are concerned with (1) matching their activities with the overall goals of corporate-level strategy while simultaneously (2) navigating the markets in which they compete in such a way that they have a financial or market edge-a competitive advantage-relative to the other businesses in their industry. Business-level strategies look at the product's life cycle.

such as beef or steel. tight cost and overhead control. Cost leadership provides firms above-average returns even with strong competitive pressures. The low-cost leader gains competitive advantage by getting its costs of production or distribution lower than the costs of the other firms in its relevant market. Products can be designed to simplify manufacturing. low costs reduce the likely impact of substitutes. A second alternative is to price lower than competitors and accept slimmer gross profit margins. avoidance of marginal customer accounts that cost more to maintain than they offer in profits. the necessity to climb up the experience curve inhibits a new entrants ability to pursue this tactic. In many instances. reduction of input costs. A large market share combined with concentrating selling efforts on large customers may contribute to reduced costs. This strategy is especially important for firms selling unbranded products viewed as commodities. Finally. tight control of labor costs.emphases on controlling costs while giving firms alternatives when it comes to pricing (thus ultimately influencing total revenues). Low-cost production further limits pressures from customers to lower price. A firm with a cost advantage may price at or near competitors prices. and lower distribution costs. with the goal of gaining market share and thus increasing sales volume to offset the decrease in gross margin. minimization of operating expenses. Companies that successfully use this strategy tend to be highly centralized in their structure. but with a lower cost of production and sales. Efficiencies that allow a firm to be the cost leader also allow it to compete effectively with both existing competitors and potential new entrants. more of the price contributes to the firm's gross profit margin. Such strategies concentrate on construction of efficient-scale facilities. Cost leadership may be attained via a number of techniques. as the customers are unable to purchase cheaper from a competitor. Substitutes are more likely to replace products of the more expensive producers first. They place heavy emphasis on quantitative standards and measuring performance toward goal accomplishment. Extensive investment in state-of-the-art facilities may also lead to long run cost reductions. . Lower costs allow the firm to earn profits after competitors have reduced their profit margin to zero. before significantly harming sales of the cost leader unless producers of substitutes can simultaneously develop a substitute product or service at a lower cost than competitors.

Possible strategies for achieving differentiation may include warranty (Sears tools have lifetime guarantee against breakage). product line. Customers must be willing to pay more than the marginal cost of adding the differentiating feature if a differentiation strategy is to succeed. The underlying premise of the focus strategy is that the firm is better able to serve its limited segment than competitors serving a broader range of customers. customers must perceive the product as having desirable features not commonly found in competing products. brand image (Coach handbags. it makes a firm's products less susceptible to cost pressures from competitors because customers see the product as unique and are willing to pay extra to have the product with the desirable features. or just in the mind of the customer. Firms may thus be able to . geographical area. Firms using a focus strategy simply apply a cost-leader or differentiation strategy to a segment of the larger market. involves concentrating on a particular customer. features (Jenn-Air ranges. among other dimensions. Thus. channel of distribution.Differentiation strategies require a firm to create something about its product that is perceived as unique within its market. or market niche. technology (Hewlett-Packard laser printers). They must carefully monitor the incremental costs of differentiating their product and make certain the difference is reflected in the price. stage in the production process. Whether the difference is achieved through adding more vegetables to the soup or effective advertising. The customers also must be relatively price-insensitive. Focus. Differentiation often forces a firm to accept higher costs in order to make a product or service appear unique. Differentiation does not allow a firm to ignore costs. Tommy Hilfiger sportswear). firms must remain sensitive to cost differences. Whether the features are real. non-differentiated product. service (Makita hand tools). Adding product features means that the production or distribution costs of a differentiated product will be somewhat higher than the price of a generic. The uniqueness can be achieved through real product features or advertising that causes the customer to perceive that the product is unique. the third generic strategy. Whirlpool appliances). and dealer network (Caterpillar construction equipment). Differentiation may be attained through many features that make the product or service appear unique. costs for the differentiated product will be higher than for non-differentiated products.

it was able to expand throughout the South. human resources. Firms utilizing a focus strategy may also be better able to tailor advertising and promotional efforts to a particular market niche. deliver. Functional strategies are primarily concerned with: . Providing such individualized attention to customers may not be feasible for firms with an industrywide orientation. Tailor-made clothing and custom-built houses include the customer in all aspects of production from product design to final acceptance. and support the product or service of each business within the corporate portfolio. The company started with a focused cost-leader strategy in its limited market and was able to expand beyond its initial market segment. etc. and now internationally. As the firm gained in market knowledge and acceptance. finance. Wal-Mart started in small towns in the South and Midwest. Many automobile dealers advertise that they are the largest-volume dealer for a specific geographic area. FUNCTIONAL-LEVEL STRATEGIES. then nationally.) so that each functional area upholds and contributes to individual business-level strategies and the overall corporate-level strategy.differentiate themselves based on meeting customer needs through differentiation or through low costs and competitive pricing for specialty goods. research and development. Many firms start small and expand into a national organization. This involves coordinating the various functions and operations needed to design. firms may be able to design products specifically for a customer. Other dealers advertise that they have the highest customer-satisfaction scores or the most awards for their service department of any dealer within their defined market. A focus strategy is often appropriate for small. Similarly. Key decisions are made with customer input. production. Functional-level strategies are concerned with coordinating the functional areas of the organization (marketing. aggressive businesses that do not have the ability or resources to engage in a nation-wide marketing effort. Such a strategy may also be appropriate if the target market is too small to support a large-scale operation. manufacturer. Customization may range from individually designing a product for a customer to allowing the customer input into the finished product.

Market definition is thus the domain of corporate-level strategy. and shipping in production/operations). Strategy Implementation . Accountability is also easiest to establish with functional strategies because results of actions occur sooner and are more easily attributed to the function than is possible at other levels of strategy. advertising for a new product could be expected to begin sixty days prior to shipment of the first product. Strategies for an organization may be categorized by the level of the organization addressed by the strategy. Business-level strategies are generally developed by upper and middle-level managers and are intended to help the organization achieve its corporate strategies. Production could then start thirty days before shipping begins. functional level strategies. Strategy in the Global Environment . Functional strategies are frequently concerned with appropriate timing. marketing. coordinating advertising. market navigation the domain of business-level strategy. For example. Lower-level managers are most directly involved with the implementation of functional strategies. Raw materials. and marketing research in marketing.g.. inventory control. and support of business and corporate-level strategy by individual. finance. Integrating activities within the functional area (e. for instance. SEE ALSO: Generic Competitive Strategies . • Assuring that functional strategies mesh with business-level strategies and the overall corporate-level strategy. Porter's 5-Forces Model . Strategic Planning Tools . but integrated. may require that orders are placed at least two weeks before production is to start.g. Thus. functional strategies have a shorter time orientation than either business-level or corporate-level strategies. Functional strategies address problems commonly faced by lower-level managers and deal with strategies for the major organizational functions (e. Business-level strategies deal with major business units or divisions of the corporate portfolio. Strategy Formulation .• • Efficiently utilizing specialists within the functional area. production) considered relevant for achieving the business strategies and supporting the corporate-level strategy. Corporate-level strategies involve top management and address issues of concern to the entire organization. promotion.. Strategic Planning Failure . or purchasing.

and H. "The Contribution of Product Quality to Competitive Advantage: Impacts on Systematic Variance and Unexplained Variance in Returns. Strategic Management. advantages. Growth strategies. Competitive Advantage: Creating and Sustaining Superior Performance. D. Heiens. Digman. or to Be the Same? It's a Question (and Theory) of Strategic Balance. model." Strategic Management Journal 20 (1999): 147–166. "Corporate Spheres of Influence. Droege FURTHER READING: D'Aveni. Singh. P. Dyer. "When to Ally and When to Acquire. Porter. MacMillan. Deephouse. Hambrick. Read more: Strategy Levels ." MIT Sloan Management Review 45: 38–46. Corporate grand strategies. D. 1997. type. Wright. "Strategic Attributes and Performance in the BCG Matrix. M. Kroll.organization. 1980." Strategic Management Journal 20 (1999): 375–384. P. Stability strategies. New York: Free Press. Corporate-level strategy. and D.Joe Thomas Revised by Scott B. manager..html#ixzz15jrCFKQy ... L. school. ——." Harvard Business Review 82 (2004): 108–116. Corporate portfolio analysis. "To Be Different. Kale. Day." Academy of Management Journal (1982): 500–509. Richard A. and R.H. business. New York: Free Press. Retrenchment strategies http://www. I. J. company. Houston: Dame. definition. 1985.referenceforbusiness. Competitive Strategy: Techniques for Analyzing Industries and Companies.