STRATEGIC ACTIONS: STRATEGY IMPLEMENTATI ON CHAPTER 11 ORGANIZATION AL

STRATEGIC ACTIONS: STRATEGY IMPLEMENTATI ON CHAPTER 11 ORGANIZATION AL STRUCTURE AND CONTROLS Authored by: Marta Szabo White, PhD. Georgia State University

THE STRATEGIC MANAGEMENT PROCESS 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

KNOWLEDGE OBJECTIVES Define organizational structure and controls and discuss the difference between strategic and financial controls. Describe the relationship between strategy and structure. Discuss the functional structures used to implement business-level strategies. 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

KNOWLEDGE OBJECTIVES Explain the use of three versions of the multidivisional (M-form) structure to implement different diversification strategies. Discuss the organizational structures used to implement three international strategies. Define strategic networks and discuss how strategic center firms implement such networks at the business, corporate, and international levels. 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

OPENING CASE ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY Founded in 1971, one of the original superstore book retailing chains, Borders, declared bankruptcy in 2011 with debts of 1.293 billion and assets of 1.275 billion. This case underscores the importance of strategy implementation. While Borders crafted an innovative strategy with knowledgeable employees, a world-class inventory system, and even espresso before Starbucks made it popular, their implementation was their Achilles’ heel. 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

OPENING CASE ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY Initial strategy worked well 1991 - Borders sold the relatively small bookstore chain and inventory system to Kmart 1995 - Borders was spun off with an IPO Bankruptcy through a series of blunders International diversification reduced Borders’ focus on the most lucrative book retailing market in the U.S. When Barnes & Noble developed the capability to sell online, Borders outsourced this to Amazon, which sent customers and business to a major competitor. 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

OPENING CASE ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY 2007- a Borders store in Madison, Wisconsin, had no Internet! Borders had incredibly bad management, especially at the higher levels of the firm It was unable to correct these problems because of an inadequate structure and a focus on financial engineering (financial controls), both of which crippled its ability to respond effectively to changes in the marketplace and to implement its strategies (e.g., international strategy) effectively 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

INTRODUCTION Strategy may be implemented via: Structure Reward mechanisms Organizational culture Leadership This chapter focuses on structure. IMPORTANT: The match or degree of fit between strategy and structure influences the firm’s ability to earn above-average return. 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

INTRODUCTION Organizational structure and controls provide the framework within which strategies (business, corporate, international and cooperative) are used No one structure is the best for all organizations The choice of structure and controls should support the strategic goals of the firm Structure will change as the strategy of the organization changes Effective strategic leadership 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

ORGANIZATIONAL STRUCTURE AND CONTROLS Structure and Firm Performance Research suggests that performance declines when the firm’s strategy is not matched with the most appropriate structure and controls Example: CEO Jeffrey Immelt recognized the need to match strategy and structure during the recent economic downturn, as evidenced by the restructuring alignments in GE Capital, GE’s financial service group 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

ORGANIZATIONAL STRUCTURE Organizational structure Specifies the firm’s formal reporting relationships, procedures, controls, and authority and decision-making processes Specifies the work to be done and how to do it, given the firm’s strategy or strategies Is the pivotal component of effective strategy implementation It is critical to match organizational structure to the firm’s strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

ORGANIZATIONAL STRUCTURE Strategy pioneer Alfred Chandler found organizations change their structures when inefficiencies force them to. A firm’s strategy is supported when its structure is properly aligned to its strategy Two considerations regarding alignment 1. Structural stability: capacity firm requires to consistently and predictably manage its daily work routines 2. Structural flexibility: opportunity to explore competitive advantages firm will need to be successful in the future Source: A. Chandler, 1962, Strategy and Structure, Cambridge, MA: MIT Press. 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

ORGANIZATIONAL CONTROLS Controls guide the use of strategy, indicate how to compare actual results with expected results, and suggest corrective actions to take when the difference is unacceptable. Two types: 1. Strategic Controls 2. Financial Controls 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

STRATEGIC CONTROLS Largely SUBJECTIVE criteria intended to verify that the firm is using appropriate strategies for the conditions in the external environment and the company’s competitive advantages. Are concerned with examining the fit between: What the firm might do (opportunities in its external environment) What the firm can do (competitive advantages) Evaluate the degree to which the firm focuses on the requirements to implement strategy Business-level: primary and support activities Corporate-level (related): sharing of knowledge, markets, and technologies across businesses Focus on the content of strategic actions 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FINANCIAL CONTROLS Largely OBJECTIVE criteria used to measure firm’s performance against previously established quantitative standards Focus on short-term financial outcomes Include accounting-based measures Include market-based measures ROI (return on investment) ROA (return on assets) EVA (economic value added) Produce risk-averse managerial decisions 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

ORGANIZATIONAL STRUCTURE AND CONTROLS Business - differentiation STRATEGIC CONTROLS FINANCIAL CONTROLS strategy emphasizes strategic controls (such as subjective measures of the effectiveness of product development teams) Corporate - related diversification strategy where sharing among business units is critical; emphasizes strategic controls Business - cost leadership strategy emphasizes financial controls (such as quantitative cost goals) Corporate - unrelated diversification strategies where capabilities are not shared; emphasizes financial controls Structure’s effectiveness is determined by using both strategic and financial 2013 Cengage Learning. All Rights Reserved. controls. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

RELATIONSHIPS BETWEEN STRATEGY AND STRUCTURE RECIPROCAL RELATIONSHIP change in one typically causes a change in the other, underscoring the interconnectedness between strategy formulation and strategy implementation STRATEGY STRUCTURE Strategy typically has a much more important influence on 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

EVOLUTIONARY PATTERNS OF STRATEGY AND ORGANIZATIONAL STRUCTURE Chandler found that firms tend to grow in predictable patterns: first by volume then by geography then by integration (vertical, horizontal) finally through product/business diversification Growth pattern determines Source: A. Chandler, 1962, Strategy and Structure, Cambridge, MA: MIT Press. 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

EVOLUTIONARY PATTERNS OF STRATEGY AND ORGANIZATIONAL STRUCTURE Firms typically alter their structure as they grow in size and complexity Three key structural forms used to implement strategies: Simple structure Functional structure Multidivisional structure (Mform) 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

EVOLUTIONARY PATTERNS OF STRATEGY AND ORGANIZATIONAL STRUCTURE FIGURE 11.1 Strategy Structure Growth Pattern 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

STRATEGY AND STRUCTURE: SIMPLE Owner-manager makes all major STRUCTURE decisions and monitors all activities Staff acts as extension of manager's supervisory authority Matched focus strategies and business-level strategies: these firms offer single product lines in single geographic markets Few rules, limited task specialization, basic technology system With size comes complexity and 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

STRATEGY AND STRUCTURE: FUNCTIONAL STRUCTURE CEO and a limited corporate staff make all decisions. Functional line managers are in dominant organizational areas Production Marketing Engineering R&D Accounting Human resources WITHIN – functional specialization results in active knowledge sharing within each area BETWEEN – impedes communication and coordination 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

STRATEGY AND STRUCTURE: FUNCTIONAL STRUCTURE Facilitates career paths and professional development in specialized functional areas Causes functional-area managers to focus on local versus overall company strategic issues Supports implementing businesslevel strategies and some corporate-level strategies (e.g., single or dominant business) with low levels of diversification When changing from a simple to 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

STRATEGY AND STRUCTURE: MULTIDIVISIONAL (M-FORM) STRUCTURE Operating divisions each represent a separate business or profit center Top corporate officer delegates responsibilities for day-to-day operations and business-unit strategies to division managers Ties together all operating divisions Each division represents a separate business or profit center with its own functional hierarchy Each division is responsible for daily operations 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

STRATEGY AND STRUCTURE: MULTIDIVISIONAL (M-FORM) STRUCTURE Appropriate structure as firms DIVERSIFY Three Major Benefits Simplifies the problem of control through more accurate monitoring of the performance of each business Facilitates comparisons between divisions, which improves the resource allocation process Stimulates managers of poorly performing divisions to look for 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

STRATEGY AND STRUCTURE: THE RIGHT STRUCTURE IT DEPENDS No one organizational structure (simple, functional, or multidivisional) is inherently superior to the others The firm must select a structure that is “right” for the chosen strategy Managers develop proper matches between strategies and organizational structures 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

MATCHES BETWEEN BUSINESS-LEVEL STRATEGIES AND THE FUNCTIONAL STRUCTURE Firms use different forms of the functional organizational structure to support their strategy Business-level strategies are: 1. Cost leadership (broad or focused) 2. Differentiation (broad or focused) 3. Integrated cost leadership/differentiation Structural choices are: 1. Simple 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

MATCHES BETWEEN BUSINESS-LEVEL STRATEGIES AND THE FUNCTIONAL STRUCTURE The choice of structure is influenced by structural characteristics needed to compete: 1. Specialization: the type and number of jobs required to complete the work of the firm 2. Centralization: the degree to which decision-making authority is retained at higher managerial levels 3. Formalization: the degree to which formal rules and 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE COST LEADERSHIP STRATEGY FIGURE 11.2 Functional Structure for Implementin g a Cost Leadership Strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE COST LEADERSHIP STRATEGY The choice of structure is influenced by structural characteristics: 1. Specialization: departments are designed around areas of expertise—engineering to accounting 2. Centralization: highly centralized; staff are all together 3. Formalization: reporting roles are clearly defined; simple lines of communication 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE COST LEADERSHIP STRATEGY Cost leadership and the functional structure results: Operations is the main function Process engineering is emphasized rather than new product R&D Few decision-making and authority layers Centralized corporate staff Highly formalized rules and procedures Low-cost culture Centralized staff decision-making authority Job specialization 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE COST LEADERSHIP STRATEGY Cost Leadership and Five Forces of Competition Low-cost position is a valuable defense against rivals Powerful customers can demand reduced prices Cost leaders are in a position to absorb supplier price increases and relationship demands, and to force suppliers to hold down their prices Continuously improving levels of efficiency and cost reduction can be difficult to replicate and serve as significant entry barriers to potential competitors 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE COST LEADERSHIP STRATEGY Cost leadership strategy risks Processes can become obsolete Focus on cost reductions can come at the expense of understanding customer perceptions and needs Strategy could be imitated, requiring the firm to increase the value offered to retain customers 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE DIFFERENTIATION STRATEGY FIGURE 11.3 Functional Structure for Implementin ga Differentiatio n Strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE DIFFERENTIATION STRATEGY The choice of structure is influenced by structural characteristics 1. Specialization: departments are designed around areas of expertise—engineering to accounting 2. Centralization: the key departments are coordinated through a highly centralized office that reflects a focus on product design and marketing; otherwise DECENTRALIZED 3. Formalization: reporting roles 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE DIFFERENTIATION STRATEGY Differentiation and the functional structure results: Marketing is the main function; new product ideas New product R&D is emphasized Most functions are decentralized, but R&D and marketing may have centralized staffs Cross-functional product development teams Complex and flexible reporting relationships Development-oriented culture 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE DIFFERENTIATION STRATEGY Differentiation strategy should deliver: An integrated set of actions designed by a firm to produce or deliver goods or services at an acceptable cost that customers perceive as being different in ways that are important to them Target customers – perceived product value Customized products – differentiating as many features as possible Unusual features include responsive customer service, rapid product innovations, technological leadership, 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE DIFFERENTIATION STRATEGY Differentiation and Five Forces of Competition Customer loyalty: the most valuable defense against rivals Unique products reduce customer sensitivity to raised prices High margins (for differentiated products) insulate firm from supplier influence Significant entry barriers: customer loyalty and product uniqueness Firms with customers loyal to their 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE DIFFERENTIATION STRATEGY Differentiation strategy risks Price differential for differentiated product may be perceived as too large Firms’ means of differentiation may cease to provide value for which customers are willing to pay a premium price (successful rival imitation) Experience can narrow customers' perceptions of the value of a product's differentiated features Counterfeit goods may appear in 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE INTEGRATED COST LEADERSHIP/ DIFFERENTIATION STRATEGY These firms create value through both low cost and uniqueness: Relatively low product cost through an emphasis on production and process engineering, with infrequent product changes Reasonable sources of differentiation based on newproduct R&D Difficult to implement, but 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

USING THE FUNCTIONAL STRUCTURE TO IMPLEMENT THE INTEGRATED COST LEADERSHIP/ DIFFERENTIATION STRATEGY Challenges due to primary/support activities Need to successfully combine specialization, formalization, and centralization Decision-making patterns that are partially centralized and partially decentralized Semi-specialized jobs Rules and procedures that allow both formal and informal job behaviors 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

MATCHES BETWEEN CORPORATE-LEVEL STRATEGIES AND THE MULTIDIVISIONAL STRUCTURE A firm’s continuing success that leads to: Product diversification, or Market diversification, or Both product and market diversification Increasing diversification creates problems beyond the scope of the functional structure: Information processing Coordination 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

MATCHES BETWEEN CORPORATE-LEVEL STRATEGIES AND THE MULTIDIVISIONAL STRUCTURE Diversification strategy requires firm to change from a functional structure to a multidivisional structure Different levels of diversification create the need for implementation of a unique form of the multidivisional structure Matrix organization may evolveorganizational structure in which a dual structure combines both functional specialization and business product or project specialization. 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

THREE VARIATIONS OF THE MULTIDIVISIONAL STRUCTURE FIGURE 11.4 Three Variations of the Multidivision al Structure 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FIGURE 11.5 COOPERATIVE FORM OF THE MULTIDIVISIONAL STRUCTURE FOR IMPLEMENTING A RELATED CONSTRAINED STRATEGY Cooperative Form of the Multidivision al Structure for Implementin g a Related Constrained Strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

COOPERATIVE FORM OF THE MULTIDIVISIONAL STRUCTURE FOR IMPLEMENTING A RELATED CONSTRAINED STRATEGY Structural integration devices create tight links among all divisions Corporate office dictates centralized decisionmaking Rewards are subjective and tend to emphasize overall corporate performance in addition to divisional performance Culture emphasizes cooperative sharing Economies of scope (cost savings resulting from the sharing of competencies developed in one division with another division) are important for the related constrained strategy Interdivisional sharing of competencies depends on cooperation- links result from effective integration mechanisms Sharing of both tangible and intangible resources 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FIGURE 11.6 SBU FORM OF THE MULTIDIVISIONAL STRUCTURE FOR IMPLEMENTING A RELATED LINKED STRATEGY SBU Form of the Multidivision al Structure for Implementin g a Related Linked Strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

SBU FORM OF THE MULTIDIVISIONAL STRUCTURE FOR IMPLEMENTING A RELATED LINKED STRATEGY Firms that share fewer resources and assets among their businesses, concentrating on the transfer of knowledge and competencies among the businesses (related linked strategy) Organization structure with three levels to support the implementation diversification strategy: 1. Corporate headquarters 2. Strategic business units (SBUs) 3. Divisions under each SBU 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

SBU FORM OF THE MULTIDIVISIONAL STRUCTURE FOR IMPLEMENTING A RELATED LINKED STRATEGY SBU divisions related in terms of shared products/markets Divisions of one SBU have little in common with divisions of other SBUs Divisions within each SBU share product or market competencies to develop economies of scope Integrations used in cooperative form are equally effective for the SBU form Each SBU is a profit center; has its own budget for staff to foster integration Financial controls are more vital for evaluating performance 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FIGURE 11.7 COMPETITIVE FORM OF THE MULTIDIVISIONAL STRUCTURE FOR IMPLEMENTING AN UNRELATED STRATEGY Competitive Form of the Multidivision al Structure for Implementin g an Unrelated Strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

COMPETITIVE FORM OF THE MULTIDIVISIONAL STRUCTURE FOR IMPLEMENTING AN UNRELATED STRATEGY Financial economies are pivotal for the unrelated strategy Creates value through two types of financial economies Cost savings realized through improved allocations of financial resources based on investments inside or outside firm Efficient internal capital market allocation: restructuring of acquired assets The efficient internal capital market is the key for this strategy, and requires divisional competition rather than cooperation. Specific performance expectations and accountability for independent divisions stimulate internal competition for future resources 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

COMPETITIVE FORM OF THE MULTIDIVISIONAL STRUCTURE FOR IMPLEMENTING AN UNRELATED STRATEGY Three benefits from the internal competition: 1. Creates flexibility and resources can then be allocated to the division with the greatest potential 2. Challenges the status quo and inertia 3. Motivates competition internally to be as intense as the challenge of external competition Corporate headquarters has a small staff Finance and auditing are the most prominent functions in the headquarters office to manage cash flow and assure the accuracy of performance data coming from divisions The legal affairs function is important for acquisitions/divestitures 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

TABLE 11.1 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

KEY POINTS FROM TABLE 11.1 : The three major forms of the multidivisional structure should each be paired with a particular corporate-level strategy Differences exist in the degree of centralization, the focus of the performance evaluation, the horizontal structures (integrating mechanisms), and the incentive compensation schemes Cooperative structure - the most centralized and most costly structural form Competitive structure - the least centralized, with the lowest bureaucratic costs The SBU structure requires partial centralization, some of the mechanisms necessary to implement the relatedness 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

MATCHES BETWEEN INTERNATIONAL STRATEGIES AND WORLDWIDE STRUCTURE International strategies allow the firm to search for new: Markets Resources Core competencies Technologies Three primary international strategies: Multidomestic Global Transnational 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FIGURE 11.8 WORLDWIDE GEOGRAPHIC AREA STRUCTURE FOR IMPLEMENTING A MULTIDOMESTIC STRATEGY Worldwide Geographic Area Structure for Implementin ga Multidomesti c Strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

WORLDWIDE GEOGRAPHIC AREA STRUCTURE FOR IMPLEMENTING A MULTIDOMESTIC STRATEGY Multidomestic Strategy: International strategy in which strategic and operating decisions are decentralized to each country to allow the units to tailor products to local markets Worldwide Geographic Area Structure: Organizational structure emphasizing national interests; facilitates efforts to satisfy local or cultural differences Focuses on variations of competition within each country Emphasis is on differentiation by local demand to fit an area or country culture Deals with uncertainty due to market differences 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

WORLDWIDE PRODUCT DIVISIONAL STRUCTURE FOR IMPLEMENTING A GLOBAL STRATEGY FIGURE 11.9 Worldwide Product Divisional Structure for Implementin g a Global Strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

WORLDWIDE PRODUCT DIVISIONAL STRUCTURE FOR IMPLEMENTING A GLOBAL STRATEGY Global Strategy: International strategy with standardized products across country markets, and the competitive strategy dictated by the home office Worldwide Product Divisional Structure: Organizational structure with centralized decision-making authority to coordinate/integrate decisions among divisional units Emphasizes economies of scale and scope Corporate headquarters allocates financial resources in a cooperative way Facilitated by improved global accounting and financial reporting standards Produces lower risk 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

FIGURE 11.10 HYBRID FORM OF THE COMBINATION STRUCTURE FOR IMPLEMENTING A TRANSNATIONAL STRATEGY Hybrid Form of the Combination Structure for Implementin ga Transnationa l Strategy 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

HYBRID FORM OF THE COMBINATION STRUCTURE FOR IMPLEMENTING A TRANSNATIONAL STRATEGY Transnational strategy: international strategy through which the firm seeks to achieve both global efficiency and local responsiveness; usually implemented through global matrix structure and hybrid global design Flexible coordination: building a shared vision and individual commitment through an integrated network Combination structure: organizational structure in which characteristics and mechanisms are drawn from both the worldwide geographic area structure and the worldwide product divisional 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

HYBRID FORM OF THE COMBINATION STRUCTURE FOR IMPLEMENTING A TRANSNATIONAL STRATEGY Assets and operations may be centralized/decentralized Functions may be integrated/nonintegrated Relationships may be formal/informal Coordination mechanisms may leverage efficiency/flexibility Mandates to subsidiaries may be global/ specialized-contribution/localizedimplementation There are competing objectives when a worldwide combination structure is 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

MATCHES BETWEEN COOPERATIVE STRATEGIES AND NETWORK STRUCTURES Greater levels of environmental complexity and uncertainty in today’s competitive environment are causing more firms to use cooperative strategies such as strategic alliances and joint ventures Strategic network: group of firms that form around a core to create value by participating in multiple cooperative arrangements Used to implement business-level, corporate-level, and international cooperative strategies Strategic Center Firm has four primary tasks: 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

A STRATEGIC NETWORK FIGURE 11.11 A Strategic Network 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

EXAMPLE OF A STRATEGIC NETWORK Key technolo gy supplier Competito r with alliance agreement Main strategic center of the firm Research team at local university Key raw materia l supplie r Top legal firm in intellectual property 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

IMPLEMENTING BUSINESSLEVEL COOPERATIVE STRATEGIES Business-level complementary alliances Vertical: partnering firms share their resources and capabilities from different stages of the value chain to create a competitive advantage Horizontal: partnering firms share resources and capabilities from the same stage of the value chain to create a competitive advantage; commonly used for 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

IMPLEMENTING CORPORATE-LEVEL COOPERATIVE STRATEGIES Used to facilitate product and market diversification EXAMPLE - Franchising: contractual relationship to describe and control the sharing of its resources and capabilities with partners Allows firms to use its competencies to extend or diversify product or market reach, without completing a 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

IMPLEMENTING INTERNATIONAL STRATEGIES COOPERATIVE Strategic networks formed to implement cooperative strategies resulting in firms competing in several different countries Distributed strategic networks: organizational structure used to manage international cooperative strategies Several regional strategic center firms are included in the distributed network to manage partner firms’ multiple 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

A DISTRIBUTED STRATEGIC NETWORK FIGURE 11.12 A Distributed Strategic Network 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

EXAMPLE OF A STRATEGIC NETWORK Key technolo gy supplier Competito r with alliance agreement Main strategi c center of the firm Research team at local university Distributed strategic center of the firm Key raw materia l supplie r Top legal firm in intellectual property 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.