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Diversification,[object Object],Jan. 27, 2009,[object Object],Matt Mosley,[object Object],Suh-hee Choi,[object Object],HTM 681,[object Object],2nd topic,[object Object]
three levels of Business strategies,[object Object],      (Dess et al., 1995) ,[object Object], International level,[object Object], Corporate level ,[object Object], Business level ,[object Object]
Definitions  of diversification(from Ramanujam & Varadarajan, 1989, 524),[object Object], Older definition (e.g. Gort,1962) ,[object Object], Many markets  output should be heterogeneous (products serve separate markets) ,[object Object], Lack of synergy and resource sharing concept,[object Object], Newer definition (e.g. Booz et al., 1982),[object Object], A means of spreading the base of a business to achieve growth and/or reduce overall risk that ,[object Object],includes all investments except those aimed directly supporting the competitiveness of existing businesses; ,[object Object],may take the form of investments that address new products, services, customer segments, or geographic markets; and ,[object Object],may be accomplished by different methods including internal development, acquisition, joint ventures, licensing agreements, etc. ,[object Object],Ramanujam & Varadarajan (1989) : “the entry of a firm or business unit into new lines of activity, either by process of internal business development or acquisition, which entail changes in its administrative structure, systems, and other management processes. “ ,[object Object]
Scope of diversification,[object Object],  (Dess et al., 1995) ,[object Object], Product diversification,[object Object], Proctor and Gamble,[object Object],Toothbrushes + Toothpaste ,[object Object], Geographic diversification  ,[object Object], Expansion to foreign countries ,[object Object]
Levels of diversification,[object Object],Low --- Moderate --- High --- Very high,[object Object], Low ,[object Object], Single business (>95%),[object Object], Dominant business diversification (70~95%)  ,[object Object]
Levels of diversification,[object Object],Low --- Moderate --- High --- Very high,[object Object], Moderate-high ,[object Object], Related constrained diversification ,[object Object], Related linked diversification strategy (related + unrelated),[object Object]
Levels of diversification,[object Object],Low --- Moderate --- High --- Very high,[object Object], Very high,[object Object], Unrelated ,[object Object]
types of diversification,[object Object],Horizontal Vs. Vertical Diversification,[object Object], Horizontal ,[object Object], Not associated with current products,[object Object], Good when the new product is in the same economic environment ,[object Object],   (culinary : knife  fork, ,[object Object],    restaurants: Yum Brands) ,[object Object], Vertical ,[object Object],Associated with current products but not on the same level of the supply chain,[object Object]
http://www.youtube.com/watch?v=fHIjxqbNRg4,[object Object]
brief look -- hospitality,[object Object], 1886 – Canadian Pacific Railroad Company,[object Object], Owned 14 hotels,[object Object], Inter-Continental Hotels,[object Object], PepsiCo/Yum Brands ,[object Object], Marriott,[object Object]
theories,[object Object], Resource-based theories of diversification,[object Object], Portfolio  theory,[object Object], Agency theories,[object Object], Transaction costs theory : internalization theory (Hennart, 1991),[object Object], Strategic theory -- Competence-based theory of the firm (Foss, 1993; Teece et al., 1994; Penrose, 1995) ,[object Object], Network and cluster theory ,[object Object]
 Value-creation ,[object Object],  Value creation types: ,[object Object], Related ----- Unrelated (Teece, 1982),[object Object], Market Power,[object Object], Growth,[object Object], Risk Minimization ,[object Object], Consumer Perspective,[object Object], Need Fulfillment,[object Object], Hotels not in travel destinations,[object Object],Why do firms diversify?,[object Object]
Value-creating Strategies of Diversification:Operational and Corporate Relatedness,[object Object],Related Constrained,[object Object],Diversification,[object Object],( Vertical Integration),[object Object],Both Operational and Corporate Relatedness,[object Object],High,[object Object],Unrelated,[object Object],Diversification,[object Object],Related Linked ,[object Object],Diversification,[object Object],(Economies of Scope),[object Object],Sharing:,[object Object],Operational,[object Object],Relatedness,[object Object],Between,[object Object],Business,[object Object],Low,[object Object],Low,[object Object],High,[object Object],Corporate Relatedness: Transferring Skills Into Business Through Corporate Headquarters,[object Object]
Related diversification strategy,[object Object], Competitive advantage by synergies ,[object Object], Operational relatedness – share the resources – reducing costs : economies of scope/scale,[object Object], Corporate relatedness – share the corporate competencies: managerial, technological knowledge and expertise – leveraging brand,[object Object], Market power ,[object Object], Multimarket ,[object Object]
unrelated diversification strategy,[object Object], Means..,[object Object], No identical strategies / brand identities ,[object Object], No value chain relationship,[object Object], Diversifying business to any sectors ,[object Object], Profitable acquire of other assets ,[object Object]
unrelated diversification strategy,[object Object], Benefits,[object Object], Reducing risks by engaging in diverse sectors ,[object Object], Enhancing profit by purchasing bargained companies,[object Object], Ability to invest money into the business sector with higher profitability / potential,[object Object], Disadvantages,[object Object], Hard to manage all the businesses in diverse sectors,[object Object], Difficult to enhance synergy effects ,[object Object]
Previous research,[object Object]
Previous research,[object Object],Singh (2007)  ,[object Object],Diversification doesn’t work ,[object Object],What Types of Value Creation?,[object Object],Rumelt (1974),[object Object],Ways of diversification and its efficiency ,[object Object],Sharma et al. (2007)  ,[object Object],Diversification works! ,[object Object],Geographic diversification,[object Object],Additional factors,[object Object],A lot of studies from Academy of Management Journal and  Strategic Management Journal ,[object Object]
Previous research,[object Object],Rumelt’s 1974 work : fail to control industry factors,[object Object]
Previous Research,[object Object],Economic/ ,[object Object],Finance,[object Object],Strategy,[object Object],Corporate,[object Object],Diversification,[object Object],Global Media Conglomerates,[object Object],(Chan-Olmstead & Chang, 2003),[object Object],US service firms (Nayyar, 1992) ,[object Object],Hospitality and Tourism,[object Object],• A lot of cases studies and articles but not many academic studies ,[object Object],• Case studies : Applebee’s diversification didn’t really work (NRA,  1999) ,[object Object],Case studies by each industry sector,[object Object],Perspectives,[object Object]
How to do research on this topic?,[object Object], TONS OF Diversification  – performance relationship testing (e.g. Rumelt, 1974),[object Object], Possible variables indicating diversification ,[object Object], geographic : degree of multinationality , R&D + advertising intensity (stock of intangibles) ,[object Object],organization structure  (moderates the effect of diversification on performance)  (Hill, Hitt & Hoskisson, 1992) ,[object Object], Possible variables indicating accomplishments ,[object Object], Financial performance ,[object Object], Tobin’s q,[object Object],ROA (Kim et al. 1993)  does not show intangible assets ,[object Object]
Possible Research Ideas,[object Object],Control system ,[object Object],Develop a model that businesses can use to help decide if diversification would be beneficial to them or not,[object Object], Are the current models for estimating the value of diversification accurate?,[object Object], More sophisticated, controlled research needed,[object Object], Distinguishing corporate / business level ,[object Object], Considering geographic, cultural factors,[object Object], Controlling variables ,[object Object], Other mediating /  moderating factors?,[object Object],International diversification the moderating role of a local partner.,[object Object],The mediating effect of technology in international diversification,[object Object], Academic research in hospitality and tourism industries needed ,[object Object]
references ,[object Object], Booz Allen Hamilton Inc., New Products Management for the 1980s. Booz Allen and Hamilton, Inc., New York, 1982,[object Object],Dess, G. G., Gupta, A., Hennart, J.-F., & Hill, C. W. L. (1995). Conducting and Integrating Strategy Research at the International, Corporate, and Business Levels: Issues and Directions. Journal of Management, 21(3), 357.,[object Object],Gort, M. (1962). Diversification and Integration in American Industry, Princeton, NJ: Princeton University Press,[object Object],Hill, C. W. L., Hitt, M. A., & Hoskisson, R. E. (1992). Cooperative versus Competitive Structures in Related and Unrelated Diversified Firms. Organization Science, 3(4), 501-521.,[object Object],Morck, R., & Yeung, B. (1991). Why Investors Value Multinationality. The Journal of Business, 64(2), 165.,[object Object],Nayyar, P. R. (1992). On the measurement of corporate diversification strategy: Evidence from large U.S. service firms. Strategic Management Journal, 13(3), 219-236.,[object Object],Piscitello, L. (2004). Corporate diversification, coherence and economic performance. Ind Corp Change, 13(5), 757-787.,[object Object],Ramanujam, V., & Varadarajan, P. (1989). Research on Corporate Diversification: A Synthesis. Strategic Management Journal, 10(6), 523-551.,[object Object],Rumelt, R.P. (1974). Strategy, Structure and Economic Performance. Cambridge, MA: Harvard  University Press.,[object Object],Sharma, R. S., Priscilla Teng Yu Hui, & Tan., M.-W. (2007). Value-added knowledge management for financial performance VINE, 37(4), 484-501.,[object Object],Singh, M., Nejadmalayeri, A., & Mathur, I. (2007). Performance impact of business group affiliation: An analysis of the diversification-performance link in a developing economy. Journal of Business Research, 60(4), 339-347.,[object Object]

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