DIVERSIFICATION STRATEGY

Diversification strategies are used to expand firms' operations by adding markets,

products, services, or stages of production to the existing business. The purpose of
diversification is to allow the company to enter lines of business that are different from
current operations. When the new venture is strategically related to the existing lines of
business, it is called concentric diversification. Conglomerate diversification occurs
when there is no common thread of strategic fit or relationship between the new and old
lines of business; the new and old businesses are unrelated.

DIVERSIFICATION IN THE CONTEXT

OF GROWTH STRATEGIES

Diversification is a form of growth strategy. Growth strategies involve a significant

increase in performance objectives (usually sales or market share) beyond past levels of
performance. Many organizations pursue one or more types of growth strategies. One of
the primary reasons is the view held by many investors and executives that "bigger is
better." Growth in sales is often used as a measure of performance. Even if profits
remain stable or decline, an increase in sales satisfies many people. The assumption is
often made that if sales increase, profits will eventually follow.

Rewards for managers are usually greater when a firm is pursuing a growth strategy.
Managers are often paid a commission based on sales. The higher the sales level, the
larger the compensation received. Recognition and power also accrue to managers of
growing companies. They are more frequently invited to speak to professional groups
and are more often interviewed and written about by the press than are managers of
companies with greater rates of return but slower rates of growth. Thus, growth
companies also become better known and may be better able, to attract quality
managers.

Growth may also improve the effectiveness of the organization. Larger companies have a
number of advantages over smaller firms operating in more limited markets.
1. Large size or large market share can lead to economies of scale. Marketing or
production synergies may result from more efficient use of sales calls, reduced
travel time, reduced changeover time, and longer production runs.
2. Learning and experience curve effects may produce lower costs as the firm gains
experience in producing and distributing its product or service. Experience and
large size may also lead to improved layout, gains in labor efficiency, redesign of
products or production processes, or larger and more qualified staff departments
(e.g., marketing research or research and development).
3. Lower average unit costs may result from a firm's ability to spread administrative
expenses and other overhead costs over a larger unit volume. The more capital
intensive a business is, the more important its ability to spread costs across a
large volume becomes.
4. Improved linkages with other stages of production can also result from large size.
Better links with suppliers may be attained through large orders, which may
produce lower costs (quantity discounts), improved delivery, or custom-made
products that would be unaffordable for smaller operations. Links with
distribution channels may lower costs by better location of warehouses, more
efficient advertising, and shipping efficiencies. The size of the organization
relative to its customers or suppliers influences its bargaining power and its
ability to influence price and services provided.
5. Sharing of information between units of a large firm allows knowledge gained in
one business unit to be applied to problems being experienced in another unit.
Especially for companies relying heavily on technology, the reduction of R&D
costs and the time needed to develop new technology may give larger firms an
advantage over smaller, more specialized firms. The more similar the activities
are among units, the easier the transfer of information becomes.
6. Taking advantage of geographic differences is possible for large firms. Especially
for multinational firms, differences in wage rates, taxes, energy costs, shipping
and freight charges, and trade restrictions influence the costs of business. A large
firm can sometimes lower its cost of business by placing multiple plants in
locations providing the lowest cost. Smaller firms with only one location must
operate within the strengths and weaknesses of its single location.
CONCENTRIC DIVERSIFICATION

Concentric diversification occurs when a firm adds related products or markets. The
goal of such diversification is to achieve strategic fit. Strategic fit allows an organization
to achieve synergy. In essence, synergy is the ability of two or more parts of an
organization to achieve greater total effectiveness together than would be experienced if
the efforts of the independent parts were summed. Synergy may be achieved by
combining firms with complementary marketing, financial, operating, or management
efforts. Breweries have been able to achieve marketing synergy through national
advertising and distribution. By combining a number of regional breweries into a
national network, beer producers have been able to produce and sell more beer than had
independent regional breweries.

Financial synergy may be obtained by combining a firm with strong financial resources
but limited growth opportunities with a company having great market potential but
weak financial resources. For example, debt-ridden companies may seek to acquire
firms that are relatively debt-free to increase the lever-aged firm's borrowing capacity.
Similarly, firms sometimes attempt to stabilize earnings by diversifying into businesses
with different seasonal or cyclical sales patterns.

Strategic fit in operations could result in synergy by the combination of operating units
to improve overall efficiency. Combining two units so that duplicate equipment or
research and development are eliminated would improve overall efficiency. Quantity
discounts through combined ordering would be another possible way to achieve
operating synergy. Yet another way to improve efficiency is to diversify into an area that
can use by-products from existing operations. For example, breweries have been able to
convert grain, a by-product of the fermentation process, into feed for livestock.

Management synergy can be achieved when management experience and expertise is

applied to different situations. Perhaps a manager's experience in working with unions
in one company could be applied to labor management problems in another company.
Caution must be exercised, however, in assuming that management experience is
universally transferable. Situations that appear similar may require significantly
different management strategies. Personality clashes and other situational differences
may make management synergy difficult to achieve. Although managerial skills and
experience can be transferred, individual managers may not be able to make the transfer
effectively.

CONGLOMERATE DIVERSIFICATION

Conglomerate diversification occurs when a firm diversifies into areas that are unrelated
to its current line of business. Synergy may result through the application of
management expertise or financial resources, but the primary purpose of conglomerate
diversification is improved profitability of the acquiring firm. Little, if any, concern is
given to achieving marketing or production synergy with conglomerate diversification.

One of the most common reasons for pursuing a conglomerate growth strategy is that
opportunities in a firm's current line of business are limited. Finding an attractive
investment opportunity requires the firm to consider alternatives in other types of
business. Philip Morris's acquisition of Miller Brewing was a conglomerate move.
Products, markets, and production technologies of the brewery were quite different
from those required to produce cigarettes.

Firms may also pursue a conglomerate diversification strategy as a means of increasing

the firm's growth rate. As discussed earlier, growth in sales may make the company
more attractive to investors. Growth may also increase the power and prestige of the
firm's executives. Conglomerate growth may be effective if the new area has growth
opportunities greater than those available in the existing line of business.

Probably the biggest disadvantage of a conglomerate diversification strategy is the

increase in administrative problems associated with operating unrelated businesses.
Managers from different divisions may have different backgrounds and may be unable
to work together effectively. Competition between strategic business units for resources
may entail shifting resources away from one division to another. Such a move may
create rivalry and administrative problems between the units.
Caution must also be exercised in entering businesses with seemingly promising
opportunities, especially if the management team lacks experience or skill in the new
line of business. Without some knowledge of the new industry, a firm may be unable to
accurately evaluate the industry's potential. Even if the new business is initially
successful, problems will eventually occur. Executives from the conglomerate will have
to become involved in the operations of the new enterprise at some point. Without
adequate experience or skills (Management Synergy) the new business may become a
poor performer.

Without some form of strategic fit, the combined performance of the individual units
will probably not exceed the performance of the units operating independently. In fact,
combined performance may deteriorate because of controls placed on the individual
units by the parent conglomerate. Decision-making may become slower due to longer
review periods and complicated reporting systems.

DIVERSIFICATION: GROW OR BUY?

Diversification efforts may be either internal or external. Internal diversification occurs

when a firm enters a different, but usually related, line of business by developing the
new line of business itself. Internal diversification frequently involves expanding a firm's
product or market base. External diversification may achieve the same result; however,
the company enters a new area of business by purchasing another company or business
unit. Mergers and acquisitions are common forms of external diversification.

INTERNAL DIVERSIFICATION.

One form of internal diversification is to market existing products in new markets. A

firm may elect to broaden its geographic base to include new customers, either within its
home country or in international markets. A business could also pursue an internal
diversification strategy by finding new users for its current product. For example, Arm &
Hammer marketed its baking soda as a refrigerator deodorizer. Finally, firms may
attempt to change markets by increasing or decreasing the price of products to make
them appeal to consumers of different income levels.
Another form of internal diversification is to market new products in existing markets.
Generally this strategy involves using existing channels of distribution to market new
products. Retailers often change product lines to include new items that appear to have
good market potential. Johnson & Johnson added a line of baby toys to its existing line
of items for infants. Packaged-food firms have added salt-free or low-calorie options to
existing product lines.

It is also possible to have conglomerate growth through internal diversification. This

strategy would entail marketing new and unrelated products to new markets. This
strategy is the least used among the internal diversification strategies, as it is the most
risky. It requires the company to enter a new market where it is not established. The
firm is also developing and introducing a new product. Research and development costs,
as well as advertising costs, will likely be higher than if existing products were marketed.
In effect, the investment and the probability of failure are much greater when both the
product and market are new.

EXTERNAL DIVERSIFICATION.

External diversification occurs when a firm looks outside of its current operations and
buys access to new products or markets. Mergers are one common form of external
diversification. Mergers occur when two or more firms combine operations to form one
corporation, perhaps with a new name. These firms are usually of similar size. One goal
of a merger is to achieve management synergy by creating a stronger management team.
This can be achieved in a merger by combining the management teams from the merged
firms.

Acquisitions, a second form of external growth, occur when the purchased corporation
loses its identity. The acquiring company absorbs it. The acquired company and its
assets may be absorbed into an existing business unit or remain intact as an
independent subsidiary within the parent company. Acquisitions usually occur when a
larger firm purchases a smaller company. Acquisitions are called friendly if the firm
being purchased is receptive to the acquisition. (Mergers are usually "friendly.")
Unfriendly mergers or hostile takeovers occur when the management of the firm
targeted for acquisition resists being purchased.

DIVERSIFICATION: VERTICAL
OR HORIZONTAL?

Diversification strategies can also be classified by the direction of the diversification.

Vertical integration occurs when firms undertake operations at different stages of
production. Involvement in the different stages of production can be developed inside
the company (internal diversification) or by acquiring another firm (external
diversification). Horizontal integration or diversification involves the firm moving into
operations at the same stage of production. Vertical integration is usually related to
existing operations and would be considered concentric diversification. Horizontal
integration can be either a concentric or a conglomerate form of diversification.

VERTICAL INTEGRATION.

The steps that a product goes through in being transformed from raw materials to a
finished product in the possession of the customer constitute the various stages of
production. When a firm diversifies closer to the sources of raw materials in the stages
of production, it is following a backward vertical integration strategy. Avon's primary
line of business has been the selling of cosmetics door-to-door. Avon pursued a
backward form of vertical integration by entering into the production of some of its
cosmetics. Forward diversification occurs when firms move closer to the consumer in
terms of the production stages. Levi Strauss & Co., traditionally a manufacturer of
clothing, has diversified forward by opening retail stores to market its textile products
rather than producing them and selling them to another firm to retail.

Backward integration allows the diversifying firm to exercise more control over the
quality of the supplies being purchased. Backward integration also may be undertaken
to provide a more dependable source of needed raw materials. Forward integration
allows a manufacturing company to assure itself of an outlet for its products. Forward
integration also allows a firm more control over how its products are sold and serviced.
Furthermore, a company may be better able to differentiate its products from those of
its competitors by forward integration. By opening its own retail outlets, a firm is often
better able to control and train the personnel selling and servicing its equipment.

Since servicing is an important part of many products, having an excellent service

department may provide an integrated firm a competitive advantage over firms that are
strictly manufacturers.

Some firms employ vertical integration strategies to eliminate the "profits of the
middleman." Firms are sometimes able to efficiently execute the tasks being performed
by the middleman (wholesalers, retailers) and receive additional profits. However,
middlemen receive their income by being competent at providing a service. Unless a
firm is equally efficient in providing that service, the firm will have a smaller profit
margin than the middleman. If a firm is too inefficient, customers may refuse to work
with the firm, resulting in lost sales.

Vertical integration strategies have one major disadvantage. A vertically integrated firm
places "all of its eggs in one basket." If demand for the product falls, essential supplies
are not available, or a substitute product displaces the product in the marketplace, the
earnings of the entire organization may suffer.

HORIZONTAL DIVERSIFICATION.

Horizontal integration occurs when a firm enters a new business (either related or
unrelated) at the same stage of production as its current operations. For example,
Avon's move to market jewelry through its door-to-door sales force involved marketing
new products through existing channels of distribution. An alternative form of
horizontal integration that Avon has also undertaken is selling its products by mail
order (e.g., clothing, plastic products) and through retail stores (e.g., Tiffany's). In both
cases, Avon is still at the retail stage of the production process.

DIVERSIFICATION STRATEGY
AND MANAGEMENT TEAMS
As documented in a study by Marlin, Lamont, and Geiger, ensuring a firm's
diversification strategy is well matched to the strengths of its top management team
members factored into the success of that strategy. For example, the success of a merger
may depend not only on how integrated the joining firms become, but also on how well
suited top executives are to manage that effort. The study also suggests that different
diversification strategies (concentric vs. conglomerate) require different skills on the
part of a company's top managers, and that the factors should be taken into
consideration before firms are joined.

There are many reasons for pursuing a diversification strategy, but most pertain to
management's desire for the organization to grow. Companies must decide whether they
want to diversify by going into related or unrelated businesses. They must then decide
whether they want to expand by developing the new business or by buying an ongoing
business. Finally, management must decide at what stage in the production process they
wish to diversify.

SEE ALSO: Strategic Planning Failure ; Strategy Formulation ; Strategy Implementation

; Strategy in the Global Environment

Joe G. Thomas

Revised by Wendy H. Mason

FURTHER READING:

Amit, R., and J. Livnat. "A Concept of Conglomerate Diversification." Academy of

Management Journal 28 (1988): 593–604.

Homburg, C., H. Krohmer, and J. Workman. "Strategic Consensus and Performance:

The Role of Strategy Type and Market-Related Dynamism." Strategic Management
Journal 20, 339–358.

Luxenber, Stan. "Diversification Strategy Raises Doubts." National Real Estate

Investor, February 2004.
Lyon, D.W., and W.J. Ferrier. "Enhancing Performance With Product-Market
Innovation: The Influence of the Top Management Team." Journal of Managerial
Issues 14 (2002): 452–469.

Marlin, Dan, Bruce T. Lamont, and Scott W. Geiger. "Diversification Strategy and Top
Management Team Fit." Journal of Managerial Issues, Fall 2004, 361.

Munk, N. "How Levi's Trashed a Great American Brand." Fortune, 12 April 1999, 83–
90.

St. John, C., and J. Harrison, "Manufacturing-Based Relatedness, Synergy, and

Coordination." Strategic Management Journal 20 (1999): 129–145.

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