Page 177 -

CHAPTER 5 • STRATEGIES IN ACTION 143

These five guidelines indicate when product development may be an especially
effective strategy to pursue: 11
• When an organization has successful products that are in the maturity stage of the
product life cycle; the idea here is to attract satisfied customers to try new (improved)
products as a result of their positive experience with the organization’s present
products or services.
• When an organization competes in an industry that is characterized by rapid
technological developments.
• When major competitors offer better-quality products at comparable prices.
• When an organization competes in a high-growth industry.
• When an organization has especially strong research and development capabilities.

Diversification Strategies

There are two general types of diversification strategies: related and unrelated.
Businesses are said to be related when their value chains posses competitively valuable
cross-business strategic fits; businesses are said to be unrelated when their value chains
are so dissimilar that no competitively valuable cross-business relationships exist. 12 Most
companies favor related diversification strategies in order to capitalize on synergies as
follows:
• Transferring competitively valuable expertise, technological know-how, or other
capabilities from one business to another.
• Combining the related activities of separate businesses into a single operation
to achieve lower costs.
• Exploiting common use of a well-known brand name.
• Cross-business collaboration to create competitively valuable resource strengths
and capabilities. 13
Diversification strategies are becoming less popular as organizations are finding it
more difficult to manage diverse business activities. In the 1960s and 1970s, the trend
was to diversify so as not to be dependent on any single industry, but the 1980s saw a
general reversal of that thinking. Diversification is now on the retreat. Michael Porter, of
the Harvard Business School, says, “Management found it couldn’t manage the beast.”
Hence businesses are selling, or closing, less profitable divisions to focus on core
businesses.
The greatest risk of being in a single industry is having all of the firm’s eggs in one
basket. Although many firms are successful operating in a single industry, new technolo-
gies, new products, or fast-shifting buyer preferences can decimate a particular business.
For example, digital cameras are decimating the film and film processing industry, and cell
phones have permanently altered the long-distance telephone calling industry.
Diversification must do more than simply spread business risk across different indus-
tries, however, because shareholders could accomplish this by simply purchasing equity in
different firms across different industries or by investing in mutual funds. Diversification
makes sense only to the extent the strategy adds more to shareholder value than what
shareholders could accomplish acting individually. Thus, the chosen industry for diversifi-
cation must be attractive enough to yield consistently high returns on investment and offer
potential across the operating divisions for synergies greater than those entities could
achieve alone.
A few companies today, however, pride themselves on being conglomerates, from
small firms such as Pentair Inc., and Blount International to huge companies such as
Textron, Allied Signal, Emerson Electric, General Electric, Viacom, and Samsung.
Conglomerates prove that focus and diversity are not always mutually exclusive.
Many strategists contend that firms should “stick to the knitting” and not stray too far
from the firms’ basic areas of competence. However, diversification is still sometimes an
appropriate strategy, especially when the company is competing in an unattractive industry.
For example, United Technologies is diversifying away from its core aviation business due