1.

Corporate Strategy:
Corporate strategy attempts to define the domain of businesses the firm intends
to operate. Consider three Japanese electronics firms: Sony competes in the
global market for consumer electronics and entertainment but has not broadened
its scope into home and kitchen appliances. Corporation focuses only on
electronic audio and video products. Each firm has answered quite differently the
question of what constitutes its business domain. Their divergent answers reflect
their differing corporate strengths and weaknesses, as well as their differing
assessments of the opportunities and threats produced by the global economic
and political environments.

The single- Business Strategy: The single-business strategy calls for a

firm to rely on a single business, product, or service for all its revenue. The
most significant advantage of this strategy is that the fine can concentrate all
its resources and expertise on that one product or service. However, this
strategy also increases the firms vulnerability to its competition and to
changes in the external environment. For example, for a firm producing only
VCRs, a new innovation such as the DVD player makes the firms single
product obsolete, and it may be unable to develop new products quickly
enough to survive.

Related Diversification: Related diversification, the most common

corporate strategy,, calls for the firm to operate in several different but
fundamentally related businesses, industries, or markets at the same time.
This strategy allows the firm to leverage a distinctive competence in one
market in order to strengthen its competitiveness in others. The goal of
related diversification and the basic relationship linking various operations are
often defined in the firms mission statement. Related diversification has
several advantages. First, the lien depends less on a single product or service,
so it is so it is less vulnerable to competitive or economic threats. Second,
related diversification may produce economic of sale of a firm. Third, related
diversification may allow a firm to use technology or expertise developed in
one market to enter a second market more cheaply and easily.

Unrelated Diversification: A third corporate strategy international

business may use is unrelated diversification, whereby a firm operates in
several unreleated industries and markets. For example, Casino GuichardPerrachon, a Frenchfirm, owns businesses that compete in the financial
services, image processing, supermarket, wine production, and convenience
store industries. During the 1960s, unrelated diversification was the most
popular investment strategy. Many large firms, such as ITF, Gulf and Western,
and Textron became conglomerates, the term used for firms comprising
unrelated businesses. Nonetheless, the creation of conglomerates through the
unrelated diversification strategy is out of favor today primarily because of

the lack of potential synergy across unrelated businesses. Since the

businesses are unrelated, no one operation can regularly sustain or enhance
the others.

2. Business Strategy:
Differentiation: Differentiation strategy is a very commonly used business
strategy. It attempts to establish and maintain the image that the SBUs products
or services are fundamentally unique from of other product and services in the
same market.
Differentiate the products/services in some way in order to compete successfully.
Examples of the successful use of a differentiation strategy are Hero, Honda,
Asian Paints, HUL, Nike athletic shoes (image and brand mark), BMW Group
Automobiles, Perstorp BioProducts, Apple Computer (product's design), MercedesBenz automobiles, and Renault-Nissan Alliance.
A differentiation strategy is appropriate where the target customer segment is
not price-sensitive, the market is competitive or saturated, customers have very
specific needs which are possibly under-served, and the firm has unique
resources and capabilities which enable it to satisfy these needs in ways that are
difficult to copy. These could include patents or other Intellectual Property (IP),
unique technical expertise (e.g. Apple's design skills or Pixar's animation
prowess), talented personnel (e.g. a sports team's star players or a brokerage
firm's star traders), or innovative processes.
Successful differentiation is displayed when a company accomplishes either a
premium price for the product or service, increased revenue per unit, or the
consumers' loyalty to purchase the company's product or service (brand loyalty).
Differentiation drives profitability when the added price of the product outweighs
the added expense to acquire the product or service but is ineffective when its
uniqueness is easily replicated by its competitors.[6] Successful brand
management also results in perceived uniqueness even when the physical
product is the same as competitors. This way, Chiquita was able to brand
bananas, Starbucks could brand coffee, and Nike could brand sneakers. Fashion
brands rely heavily on this form of image differentiation. Differentiation strategy
is not suitable for small companies. It is more appropriate for big companies.

Cost Leadership: The cost leadership strategy calls for a firm to focus on
achieving highly efficient operating procedures so that its costs are lower than its
competitors. This allows it to sell its goods or services for lower prices. A
successful overall cost leadership strategy may result in lower levels of unit
profitability due to lower prices but higher total profitability due to increased
sales volume. To succeed at offering the lowest price while still achieving
profitability and a high return on investment, the firm must be able to operate at
a lower cost than its rivals. There are three main ways to achieve this:
The first approach is achieving a high asset utilization. In service industries,
this may mean for example a restaurant that turns tables around very quickly, or
an airline that turns around flights very fast. In manufacturing, it will involve
production of high volumes of output. These approaches mean fixed costs are
spread over a larger number of units of the product or service, resulting in a
lower unit cost, i.e. the firm hopes to take advantage of economies of scale and
experience curve effects.
The second dimension is achieving low direct and indirect operating costs.
This is achieved by offering high volumes of standardized products, offering basic
no-frills products and limiting customization and personalization of service.
Production costs are kept low by using fewer components, using standard
components, and limiting the number of models produced to ensure larger
production runs. Overheads are kept low by paying low wages, locating premises
in low rent areas, establishing a cost-conscious culture, etc. Maintaining this
strategy requires a continuous search for cost reductions in all aspects of the
business.
The third dimension is control over the value chain encompassing all
functional groups (finance, supply/procurement, marketing, inventory,
information technology etc..) to ensure low costs. For supply/procurement chain
this could be achieved by bulk buying to enjoy quantity discounts, squeezing
suppliers on price, instituting competitive bidding for contracts, working with
vendors to keep inventories low using methods such as Just-in-Time purchasing or
Vendor-Managed Inventory. Wal-Mart is famous for squeezing its suppliers to
ensure low prices for its goods. Other procurement advantages could come from
preferential access to raw materials, or backward integration. Keep in mind that if
you are in control of all functional groups this is suitable for cost leadership; if you
are only in control of one functional group this is differentiation.
Cost leadership strategies are only viable for large firms with the opportunity to
enjoy economies of scale and large production volumes and big market share.
Small businesses can be cost focus not cost leaders if they enjoy any advantages
conducive to low costs. For example, a local restaurant in a low rent location can
attract price-sensitive customers if it offers a limited menu, rapid table turnover
and employs staff on minimum wage.
A cost leadership strategy may have the disadvantage of lower customer loyalty,
as price-sensitive customers will switch once a lower-priced substitute is
available. A reputation as a cost leader may also result in a reputation for low

quality, which may make it difficult for a firm to rebrand itself or its products if it
chooses to shift to a differentiation strategy in future.
Focus: A focus strategy calls for a firm to target specific types of products for
certain customer groups or regions. Doing this allows the firm to match the
features of specific products to the needs of specific consumer groups.

3. Functional Strategies:
Functional strategies attempt to answer the question How will we manage the
functions of finance, marketing, operations, human resources, and research and
development (R&D) in ways consistent with our international corporate and
business strategies?
International financial strategy deals with such issues as the firms desired capital
structure, investment policies, foreign-exchange holdings, risk-reduction
techniques, debt policies, and working-capital management. International
operations strategy deals with the creation of the firms products or services. It
guides decisions on such issues as sourcing, plant location, plant layout and
design, technology, and inventory management.