Corporate Strategy Diversification - Prof. Dr. Bernd Venohr

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Alternative strategy concept for internal analysis: Focus on company‘s competencies / capabilities and ressoures to explain the underlying factors for a competitive advantage (CCR-Framework) Resources � Tangible � Intangible Capabilities � Teams of Resources Core Competencies Sources of Competitive Advantage Robert M. Grant, Contemporary Strategy Analysis: Concepts, Techniques, Applications (5th edition, Blackwell, 2004) © 2006 Dr. Bernd Venohr Above-average returns (€) Value Chain Analysis Criteria of Sustainable Advantages 42
Core Competencies: What a firm does that is strategically valuable � What a firm does that is strategically valuable – “…the essence of what makes an organization unique in its ability to provide value to customers.” � Criteria for resource to be a core competency and generate sustained competitive advantage – Valuable: Capabilities that either help a firm to exploit opportunities in the environment to create value or to neutralize threats in the environment – Rare: Capabilities possessed by few, if any, current or potential competitors – Costly to imitate: Capabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexity – Non substitutable: Capabilities that do not have strategic equivalents, such as firm-specific knowledge or trust-based relationships Source: Robert M. Grant, Contemporary Strategy Analysis: Concepts, Techniques, Applications (5th edition, Blackwell, 2004) © 2006 Dr. Bernd Venohr 43
Page 1 and 2: © 2006 Dr. Bernd Venohr Corporate
Page 3 and 4: Where are we today? External Enviro
Page 5 and 6: Key issues corporate versus busines
Page 7 and 8: Goal of Corporate Strategy: create
Page 9 and 10: Corporate strategy: diversification
Page 11 and 12: Two alternative diversification str
Page 13 and 14: Vertical Diversification: Number of
Page 15 and 16: Degree of vertical diversification
Page 17 and 18: Vertical diversification: Some Vert
Page 19 and 20: Vertical diversification: Different
Page 21 and 22: Horizontal diversification: Identif
Page 23 and 24: Horizontal diversification: Transfe
Page 25 and 26: Unrelated Diversification: diversif
Page 27 and 28: Example of unrelated diversificatio
Page 29 and 30: Theory of unrelated diversification
Page 31 and 32: Underrated „good reason“ for un
Page 33 and 34: New Assignment and Outlook next Ses
Page 35 and 36: Remarks-Premises of Corporate Strat
Page 37 and 38: Vertical diversification: The Costs
Page 39 and 40: Remarks-Theory of unrelated diversi
Page 41: Empirical results diversification a
Page 45 and 46: Capabilities: What a firm does �
Page 47: Canon: Products and Core Technical

Corporate Strategy Diversification - Prof. Dr. Bernd Venohr

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