Professional Documents
Culture Documents
Timothy Kiessling, PhD Head of Strategy Department Associate Professor of Strategy and International Business
Corporate Strategy
and Scope: Same raw material an semifinished materials and production processes to make a variety of products. Multi-brand strategies successful at this. Scope: Also management/overhead activities
Corporate Strategy
BCG: 1975 = based on the finding that high market share and profitability are strongly correlated in many stable market situations. Unrelated versus related diversification Strategic Fit amongst businesses
Cross-business strategic fits can exist anywhere along the value chain
One Strategic Option: Single product line Concentrated Growth Focus on single product line (ex. Apple, McDonalds, Mack Truck, John Deere)
Must: 1)No major technological advances 2)Not product saturated/alternatives for growth 3)Competitors difficult to enter market 4)Inputs are stable
Why single product line powerful? Why do we see many firms spin-off in todays global marketplace?
Vertical/Horizontal Integration
Vertical: Industry Value Chain (backward more profitable than forward) Horizontal: increase range of products offered to current markets or into new geographic location (Use of strategic alliances)
Diversification
How used: new industries, technologies, supplier bases, customer segments, geographical regions, sources of funds
In Strategy: investing corporate resources in a number of different product/market combinations
Evaluating Performance and Making Corrective Adjustments Tasks of crafting and implementing the strategy are not a one-time exercise / NOR ONE M&A
Customer
change New opportunities appear; technology advances; any number of other outside developments occur One or more aspects of executing the strategy may not be going well New managers with different ideas take over Organizational learning occurs
2.
3.
4. 5.
6.
What can we do better than any of the competitors in our market? What strategic assets are needed to succeed (Implementation)? Leapfrog competitors? (change the rules WalMart Banking) Hurt our strategic assets if we diversify? If we diversify, will we be a leader or in the pack? Can we learn by diversifying, are we organized to do so?
Internal start-up
Group Work
Acquire Develop Internally JV/SA
1) What are all the variables that must be taken into account when considering each of these? 2) What are the strengths and weaknesses of each?
A Career
Differentiating between emotion and fact Understanding goals and benchmarks Succeeding is vague/but known How get in the business How get better
Steps
Strategic Analysis Develop Acquisition Plan Establish Screening criteria Generate Deals Narrow the field Due Diligence Documentation How to Finance/Deal Design Negotiation / Bidding Integration
1. 2. 3. 4.
Introduction: Acquisitions
Continues to be one of the most popular Global strategies for firms $2.9 trillion in 2005 $3.4 trillion in 2006 In 2007, $4.367 trillion Fell $1.1 trillion 2008, volume dropping 15,256 deals in 2007 to 12,018 in 2008 2010 = 2.66 trillion 2011 = 2.6 trillion 2012 = 2.6 trillion
Yet our Academic Research in the past suggests that it is a failure most of the time. Is there a disconnect? (Example) Estimated failure rates are typically between 60 and 80 percent (Capron and Shen, 2006) Dont you read often that acquisitions are failures? WHY DO YOU THINK THIS IS SO?
Typical research:
$500 million plus Measure of success/performance Often short term stock price (days before/after) Secondary data Must have significant ownership USA based (Researchers have suggested cannot publish this type of research in Top Journals otherwise: Grinstein and Hribar, 2004) Publicly traded: (Although 75 percent of the firms acquired in the United States between 2000 and 2004 were privately held) Capron/Shen, SMJ 2009
Make or Buy (diadic) Agency Theory (information asymmetry, uncertainty and risk) TMT (top management team)
Hubris Risk Aversion Compensation Characteristics (Age, tenure, global experience, stock option in the money, etc.)
Board of Directors
Large holdings of stock (active) Inside/Outside Directors Director Charcteristics (previous acquisition experience, etc.)
Loss will heighten the level uncertainty affects the communication For integration of complementary human resources TMT tacit knowledge is the most strategically important resource Synergy; expertise needed for post-acquisition integration TMTs participation in the buy-in, development and implementation monitoring systems
What is a hostile takeover? Are there many hostile takeovers? What are the issues with these?
M&A. Does this exist? What are other ways instead of acquisition? Strengths and weaknesses of each. So why acquire?
For most industries, competition is intensifying from all of Porters five forces
The Internet changes everything
New entrants
Low cost global rivals Radical new business models
Global race for raw materials Suppliers moving up to become rivals Supply-chain transparency Regulatory and other barriers continue to fall Consolidation provides little relief
Customers wallets are flat Superempowered customers know more than ever
Customers
Suppliers
Rivalry
digitalnow.ppt
Every organization also faces intense pressure in terms of operational effectiveness and strategic differentiation
Operational effectiveness means performing similar activities better than rivals perform them.In contrast, strategic positioning means performing different activities from rivals or performing similar activities in different ways.
Executives, pulled in too many directions, say strategies are not clearly defined or likely enough to succeed
Booz & Company survey of 1,800 execs shows they believe their strategy will lead to success their companys capabilities fully support their strategy their company has a right to win in all the markets in which it competes they have too many conflicting priorities 64%
% of respondents
48%
33% 21%
Why is it that with so many available strategy frameworks many companies still struggle with sustained value creation?
Evolution of Strategy
Adaptation
Act quickly and creatively in response to events (organizational warning) Henry Mintzberg
The Rise and Fall of Strategic Planning 1994
Future
Michael Porter
Competitive Strategy 1980
Position
Exploit the high ground: create and hold a distinctive position (market-back strategy) W. Chan Kim & Rene Mauborgne Bruce Henderson
Essays 1966 Blue Ocean Strategy 2005
Kenneth Andrews
The Concept of Corporate Strategy 1971
Many
W. Edwards Deming
Out of the Crisis 1986
Few
Execution
Align people and processes for operational excellence (the quality movement)
Concentration
Focus on your current core business (private equity)
Present
Many
Few
Present
Essential Advantage
Effectiveness
Efficiency
Highlighting of what is non-essential through clarity on way to play Less spend on those capabilities that are non-differentiating Capability scale through focus and often ability to deploy more broadly
Focused Investment
Provision of objective for the enterprise the value behind the portfolio Direction of capital and attention to those opportunities that extend a capabilities lead Guide for both organic growth and M&A decisions
Alignment
Alignment of strategic intent and day-to-day decision making thanks to capabilities lens Organization moving in lockstep and executing faster and with more force Talent attraction to organizations that clearly value what they do
digitalnow.ppt
Financial
Good
Familiar
Industry or market based knowhow and management practices presumed similar
Coherent
Businesses linked by capabilities or common assets
Coherence Continuum
COHERENCE PAYS
32%
Coca-Cola
28%
24%
P&G
12%
Nestle
Size of bubble: Revenue
8% 4% 0
Sara Lee
100
Capabilities must be mutually reinforcing and integrated into a system that best supports a chosen way to play
Example: The Pepsi-Frito Lay Capabilities System
Direct-store delivery (DSD) allowing easy testing of new products by introducing them in a handful of stores
Continuous innovation of new products with store level response information going directly to R&D
Skilful global consumer marketing to rapidly build demand for initially successful products
Way to Play Rapid innovation, distribution and marketing to stimulate and meet customer snacking needs
Capabilities System
Do all our service offerings draw on this superior Can we articulate the three to six capabilities that capabilities system? describe what we do uniquely better than anyone else? Have we defined how they work together in a system? Do our organizational structure and operating model support and leverage it? Do our strategy documents reflect this? Does our performance management system reinforce it? Have we specified our product and service sweet spot? Do we understand how to leverage the capabilities system in new or unexpected arenas? Can everyone in the organization articulate our differentiating capabilities? Do most of the products and services we offer fit with our capabilities system? Are new products and acquisitions evaluated on the basis of their fit with the way to play and capabilities system? Do we have a right to win in our chosen field? Do all of our decisions add to our coherence, or do some of them push us toward incoherence?
Coherence
M&A
Follows the coherence test The reason for M&A Seeking Frms to answer the questions, and ever changing needs.
Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners
When the CEO of Schick (disposal razers) stated he was going to buy Duracell (batteries) the stock dropped by 15% and I agreed, because the CEO said (as is always the norm from an Agency Theory perspective), he was going to get synergies. We could not see how, but then in a few days knowing his mistake of not enough information, the CEO explained and the stock went up. Where were the synergies?
8-43
Figure 8.2: Related Businesses Possess Related Value Chain Activities and Competitively Valuable Strategic Fits
8-44
transfer
Lower
costs
brand name usage competitive capabilities
Common Stronger
Cross-business strategic fits can exist anywhere along the value chain
R&D
Supply
activities
Managerial
2.
3.
Cash-poor, opportunity-rich companies are coveted acquisition candidates (Is it Cash poor that is the issue?) Big buying small
Do you agree?
How do you value a firm? How do you find an acquisition target? How much do you pay?
Term Sheet
Steps
Strategic Analysis Search Due Diligence Negotiation / Bidding Legal Deal Design Integration
1. 2. 3. 4.
Cross Border
Significant Disruptive: Why? Time consuming: Why? Different from domestic: How? Country specific: Why? Affects analysis and due diligence
Cross Border
More likely to be related (What is related versus unrelated?) Payment in cash: Why? Competitor reaction different: Why?
Due Diligence
Page 228
Due Diligence
Can degrade to checking facts Keep in mind the whole strategic picture Keep in mind if you have to manage the firm after purchase What is the risk? Does it feel right
Due diligence
Time pressure Reluctance to offend Price versus worth (targets perspective) = conflict Too brief Situation always changing Hidden unknowns
Due Diligence
Seek patterns Talk to employees (if possible) Understand employee mood Prepare for integration / corporate culture Been frank whenever possible Be inquisitive but not invasive Develop relationship
Market share / Brand Operations and Supply Chain Equipment Property / Lease IP Finance Cross Border HR
Berkshire Hathaway
Management
in place (they wont supply it, and Managers must remain significant owners who continue to run their companies as they have done so in the past
Large purchases Consistent earnings Good returns on little debt Simple business
WHY?
Book value Liquidation value Replacement cost (of assets) Current market value Discounted cash flow Multiples
Which is easier for long-term success: Buying a small private firm or a Publicly traded firm?
Deal Design
Price is unimportant (is this a surprise?) Do I buy a poorly performing firm and get a deal? Trade-offs Whole deal view systems approach How pay? How Finance? Timing Commitments and follow-up
Deal Design
Controls Governance Decentralization versus Centralization Internal Power alignments Synergistic firings / closings
Who influences the deal to Get done? Why? What is their reward? How measure their success? How many GE M&A per week?
Integration
Where M&A mostly fails: Why? Autonomy Interdependence Control Speed Important Flexible
18%
Major Risks
Approach Risk
Integration
Uncertainty Employee issues Change Management Objectives set Culture needs to change Value Chain
Integration
Start at the beginning Point man / leader Communication Deadlines Talent retention plans Production / Supply Chain Management Intangible retention MIS
Speed Errors
1.
2. 3. 4. 5.
6.
Obsessive list making Content free communication Too many planning meetings/committees Ignoring hierarchy Too much Emphasis on vision/values Rewarding A, getting B
Integration Maxims
Publish/Communicate Integration (if at all) plan Clear targets Integration short Swift decisions (mostly decentralize) Involve many employees (both sides) Common MIS (if possible)
JV example
Alcatel/Lucent example
M&A Trends
1. 2. 3. 4.
5.
6.
Booming Demand Supply/Demand shift to remote, unstable locations Demand shift in Asia Middle East cheap energy = diversification Natural resources depleting fast Massive capital required
13. 14.
Supply security Scarcity of Talent Global labor market New, low cost players Niche companies in new technologies* Private Equity Restructuring undervalued Conglomerates
M&A Trends
15. 16. 17.
18.
19. 20.
Low priced firms Antitrust Regulations Cross-border Regulations Traditional MNC consolidation Competition for Assets Rise of Sovereign Funds
21.
22.
Alternative Industries growth, fragmented* Low R&D, demand for new technologies Credit Crunch Foreign entities Political instabilities De-regularization, Unbundling
Biggest Trend
Earnings Per Share growth expectations are way above what companies can achieve in most territories from organic growth alone
John McConomy, US Power and Utilities Transaction Services Leader, PricewaterhouseCoopers
2.
1. Base Retention
5. New Business
2. Share Gain
GROWTH
4. Adjacent Market
3. Positioning
1.Consolidate
2.Geographic
3.Distribution
4.Compensate Easier
Tougher
1. Consolidate
2. Geographic 3. Distribution 4. Compensate
1. Consolidate
2. Geographic 3. Distribution 4. Compensate
1. Portfolio refocus
2. Diversification
5. New technologies
6. Complementary Business 7. Up-down Supply Chain 8. Patent 9. Convergence anticipation
Incremental
Alternative
Incremental Technology
New Delivery, New Sources, Existing Resources
Alternative Energy
Biomass, Nuclear, Ethanol, Wind, Solar
Gov. VCs
Supply Chain
Sovereign Funds
VCs NGOs
M&A
Social VCs Holding Co.
Gov. Partnership
Non-Profit Org
Competitors
3. 4. 5. 6.
7. 8.
Return/Profit Risk Management/ Hedging Tax-benefits CSR/Image Diversify revenue Counter-cyclical balance Support Mission Exclusive rights
Contractual obligation 9. National Agenda 10. Control Supply Chain 11. R&D portfolio 12. Control Management 13. Alternative Cash Flow
8.
5. New Business
2. Share Gain
GROWTH
4. Adjacent Market
3. Positioning
Incremental
Alternative
Downstream Distribution
Is it a promising market?
Best
when market is new and not stable You must time your entry carefully Entrenched companies usually delay embracing new technology or process
do have to meet the quality level that is common in the market Three Standards:- Technology, Relationships, Business-model You must have 80 percent of the capabilities you need to match competitors Standards
Make or Buy?
It is easier to meet the standards of competition if you buy an existing player 2. Adjacent acquisitions must remain as a separate enterprise 3. Integrate Management Control (systems, technology) 4. Inter-transfer of management talent, knowledge and capability are important
1.
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Roll-up
Roll-up
1. Strategy Approval
2. Approval-toNegotiate
3. Deal Approval
1. Strategy Approval
2. Approval-toNegotiate
3. Deal Approval
2. Approval-toNegotiate
3. Deal Approval
5.
6.
Global footprint vs. Local Presence Anti-trust and Regulatory permissions M&A Accounting Standards Fair Value definition in financial reporting = Exit price Acquirer and Target having different Risk Tolerances Public (or Public-hopeful) companies need to consider EPS after acquisition
9. 10. 11.
12.
Synergies and Improvements need to realized as quickly and efficiently as possible Combined Management capability to deliver improved performance First 100 days post-acquisition blueprint Culture management Staff Poaching from Competitors (and noncompetitors) Customer Poaching from Competitors
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Buy-out clause
Alliances
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Timothy Kiessling, PhD Head of Strategy Department Associate Professor of Strategy and International Business