Page 175 -

CHAPTER 5 • STRATEGIES IN ACTION 141

• When the advantages of stable prices are particularly important; this is a factor
because an organization can stabilize the cost of its raw materials and the associated
price of its product(s) through backward integration.
• When present supplies have high profit margins, which suggests that the business
of supplying products or services in the given industry is a worthwhile venture.
• When an organization needs to quickly acquire a needed resource.

Horizontal Integration
Horizontal integration refers to a strategy of seeking ownership of or increased control
over a firm’s competitors. One of the most significant trends in strategic management
today is the increased use of horizontal integration as a growth strategy. Mergers, acquisi-
tions, and takeovers among competitors allow for increased economies of scale and
enhanced transfer of resources and competencies. Kenneth Davidson makes the following
observation about horizontal integration:

The trend towards horizontal integration seems to reflect strategists’ misgivings
about their ability to operate many unrelated businesses. Mergers between direct
competitors are more likely to create efficiencies than mergers between unrelated
businesses, both because there is a greater potential for eliminating duplicate facili-
ties and because the management of the acquiring firm is more likely to understand
the business of the target. 7
These five guidelines indicate when horizontal integration may be an especially
effective strategy: 8
• When an organization can gain monopolistic characteristics in a particular area or
region without being challenged by the federal government for “tending substan-
tially” to reduce competition.
• When an organization competes in a growing industry.
• When increased economies of scale provide major competitive advantages.
• When an organization has both the capital and human talent needed to successfully
manage an expanded organization.
• When competitors are faltering due to a lack of managerial expertise or a need for
particular resources that an organization possesses; note that horizontal integration
would not be appropriate if competitors are doing poorly, because in that case overall
industry sales are declining.

Intensive Strategies

Market penetration, market development, and product development are sometimes referred
to as intensive strategies because they require intensive efforts if a firm’s competitive posi-
tion with existing products is to improve.

Market Penetration
A market penetration strategy seeks to increase market share for present products or
services in present markets through greater marketing efforts. This strategy is widely used
alone and in combination with other strategies. Market penetration includes increasing the
number of salespersons, increasing advertising expenditures, offering extensive sales pro-
motion items, or increasing publicity efforts. As indicated in Table 5-4, Coke in 2009/2010
spent millions on its new advertising slogan, “Open Happiness,” which replaced “The Coke
Side of Life.”
These five guidelines indicate when market penetration may be an especially effective
strategy: 9
• When current markets are not saturated with a particular product or service.
• When the usage rate of present customers could be increased significantly.