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Financial Reasons to Diversify

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Advanced Business Strategy

Виргинский университет

4.7 (оценок: 560) | Зарегистрировано учащихся: 19K

Курс 2 из 5 — Бизнес-стратегия Специализация

Advance your strategic analysis skills in this follow-up to Foundations of Business Strategy. In this course, you'll learn the tools to analyze strategy across time (competitive dynamics), industries ( corporate strategy), geographies (international strategy), and institutions (non-market strategy). We'll introduce the tools you need to complete a comprehensive evaluation and understand the strategy dynamics of an industry: Competitive Lifecycle, Internationalization and Stakeholder Analyses, and Diversification Matrices. We'll apply these tools in case studies of industry leaders Disney, Orascom Telecom Holding, Sony, and GE Healthcare India.

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Получаемые навыки

Strategic Management, Strategic Thinking, Business Strategy, business competition

Рецензии

4.7 (оценок: 560)

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AC

Oct 26, 2016

Loved the deep thought processes this course explored; planning through to Implementation of complex strategies in real life scenarios adding value to any operations minded professional.

MS

Nov 09, 2015

Very useful and valuable course! Easy to understan, clear and interesting manner of teaching of both course instructors. Worth passing if you are interested in business and strategy.

Из урока

Diversification Strategy

Corporate strategy is often a question of diversification. How can firms leverage their current position across markets to build profits? In this module, we'll discuss firm scope and the financial, operational, and strategic reasons to expand and diversify. We'll explore the theory of the firm--or why firms exist and how this relates to their scope. By the end of this module, you'll be able to develop a diversification matrix and apply this tool in a case study about Disney.

Introduction to Competing across Industries5:28

Financial Reasons to Diversify5:31

Operational Reasons to Diversify4:32

Strategic Reasons to Diversify6:52

Why Firms Exist: Theory of the Firm7:59

Limits on Firm Scope4:03

The Right Degree of Diversification2:57

Module Lessons1:04

Преподаватели

Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Jared Harris
Samuel L. Slover Research Chair in Business Administration

Текст видео

So let's discuss the reasons why you might diversify, and

I'm gonna bucket those into three main areas.

Financial reasons, operational reasons, and

strategic reasons why you might diversify.

Let's talk first about some financial reasons that have been argued for

why diversification is important.

Number one.

Diversification allows you to capitalize on opportunities in unrelated markets.

The central argument here is that the retained earnings,

the profits if you will, that a firm generates can be used to be reinvested in

other growth opportunities by entering into new, unrelated markets here.

This would be the idea of a company and the conglomerate model using their profits

to find another profitable opportunity that they can invest in,

another business [INAUDIBLE].

The critique here, and this one's a pretty strong one, is that really at the end

of the day that's not the role of the organization or the company.

At the end of the day shareholders, the investors, can choose where to invest for

themselves.

It's not the role of the company to decide where to invest those monies.

So at the end of the day, the argument would be, you should return

those profits to the investors, the shareholders, in the form of a dividend,

and then allow them to decide where they want to invest their money.

There's no reason to believe that the firm itself would be better at reinvesting

those retained earnings than a shareholder would be.

Well, let's go to a second reason then.

Well, maybe it's that you can capitalize opportunities in related markets.

So the argument here is to say well perhaps firms do have privileged

information about profitable opportunities.

In those markets that day are operating.

And in fact, have better insight than even the capital markets themselves could have.

This would be, again, a company saying, we know our markets well.

Therefore, we're able to invest our earnings in

other businesses that are related, because we know better.

Again, this argument has fallen somewhat into disfavor, because there's really

little empirical evidence that what we might call an internal capital market,

this internal investing in opportunities, is any more efficient

than a public capital net markets that are available to the general public.

So again, this is an argument for

diversification that I would say has really fallen in disfavor in recent years.

And this reflects, I think, the changing attitudes towards conglomerates as well.

These were some of the same exact arguments given for

why having this diverse, unrelated portfolio of businesses made sense, again,

from a financial standpoint.

These arguments aren't as strong as they might have been 30 years or so ago.

How about we hold this diversified portfolio to reduce

the volatility of the businesses that we hold.

In other words, one could imagine that some businesses and

some industries are highly volatile.

Think of the movie industry.

So movie companies have hit blockbusters and then they have failures as well.

And as a result, their earnings can fluctuate wildly year in, year out.

By diversifying into other lines of business,

as the argument goes, that allows them to reduce that volatility that's inherent in

one of their industries.

Smooth them out, spread them out, and therefore reduce the risk of bankruptcy or

other negative financial outcomes.

Now, again, the critique here is, yes, you could do that,

that type of smoothing of risk.

But at the end of the day, shareholders can do that for themselves.

They can understand the inherent risk of investing in a movie business.

And therefore, they can decide how they wanna diversify their risks themselves.

It's not clear, it's really the firm's responsibility to do this.

[BLANK AUDIO] Last but not least, we can overall reduce the risk

by diversifying by reducing some of our costs.

Let's say employment cost, or financial cost.

By reducing this risk of bankruptcy.

So this is a nuance on our last argument, which said

this will help smooth our earnings, maybe reduce some of the risk of bankruptcy.

This is saying, that there's actually a cost to those risks.

Again, think about employees who'll demand higher payment if they believe this is

a business that is very volatile and risky.

Therefore, we can lower employment costs and

become more attractive if we diversify our assets in this way.

The critique here is that empirically there is limited evidence that

by diversifying your assets, you risk in diversifying your businesses,

you reduce this type of risk here.

In fact, there's some evidence that by combining units you can actually compound

risk across units.

So think again about of a large, diversified media company like Disney.

If Disney has one of its units have an issue that might end up leading to

problems for other units as well.

There've been a number of times where Disney might produce a movie that causes

some type of controversy, and

the end result is people then boycott their theme parks.

So you can imagine between these two businesses,

there is now risk compounding across them, rather than if they were just two separate

units, operating as separate businesses, independently from one another there.

So again, with all of these financial reasons to diversify,

while there are some arguments for these, there are also very

powerful critiques to say these really aren't the best reasons to diversify.

So I share them with you to say, you should be thinking about these.

But these will not be necessarily the strongest ones I would endorse for

reasons to diversify.

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