MODUL PERKULIAHAN
Distinctive Strategic
Management
Types of strategic in action
Integration Strategies
Intensive strategies
Diversification Strategies
Defensive strategies
Fakultas
Program Studi
Ekonomi & Bisnis
Magister
Manajemen
Tatap Muka
06
Kode MK
Disusun Oleh
35009
Dr. Baruna Hadibrata, SE., MM
Abstract
Kompetensi
This module illustrates Types of
strategic in action
Integration Strategies
Intensive strategies
Diversification Strategies
Defensive strategies
Understanding Types of strategic in
action Integration strategies
Intensive strategies Diversification
strategies Defensive strategies
Pembahasan
Strategies are the means by which long-term objectives will be achieved. Business strategies
may include geographic expansion, diversification, acquisition, product development,
market penetration, retrenchment, divestiture, liquidation, and joint ventures. Strategies
are potential actions that require top management decisions and large amounts of the
firm’s resources. In addition, strategies affect an organization’s long-term prosperity,
typically for at least five years, and thus are future-oriented. Strategies have multifunctional
or multidivisional consequences and require consideration of both the external and internal
factors facing the firm.
Organizational hierarchy level
A. Corporate level strategies: Corporate strategies are concerned with the direction of the
firm and with the management of its product lines and business units.
Corporate Strategies can be:
 Grand or Directional Strategy – over all orientation towards growth, stability and
retrenchment

Portfolio Strategy – competes through its product or services

Parenting Strategy - management’s coordination towards product lines.
B. Business level strategies focuses on improving the competitive position of a company’s or
business unit’s products or services within the specific industry or market segments that the
company serves.
Business Strategy can be:

Competitive strategy

Cooperative strategy or both
Competitive Strategy: Battling against all competitors for competitive advantage, raises two
questions:
1. Should the firm compete on the basis of low cost or should the business differentiate it
products or services?
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2. Should the firm compete head to head with major competitors for profitable segment of
the market?
Lower cost strategy is the ability to provide design produce and market a comparable
product more efficiently than its competitors.
Differentiation strategy is the ability to provide unique or superior value to the buyer in
terms of quality and after sales services
Michael Porter proposes lower cost and differentiation strategy as generic competitive
strategy because they can be pursued by any type or size of business.
Cooperative Strategy:
When the business units or firm working with one or more competitors to gain advantages
against other competitors called cooperative strategy or strategic alliance. Strategic alliance
is nothing but mutual benefits and broadly it is JV.
C. Functional level Strategy:
Functional Strategy is the approach a functional area takes to achieve corporate and
business unit objectives and strategies by maximizing resources productivity.
It is concentrate with developing and nurturing a distinctive competence to provide a
company or business unit with a competitive advantages. The functional areas are:
o Operational management areas- deals with product or production whether buy or
make? While making any strategy operational group concentrate with 4 Key Factors:
Compatibility, Configuration,Coordination and Control
o Marketing management areas - deals with pricing, selling, distributing products,
marketing mix, brand equity, product positioning etc.
o HRM areas - deals with recruitment, staffing, organizational structure, performance
appraisal, compensation plan etc.
o Financial management areas - Deals with capital structure, Fund flow an cash flow
management.
2. Action or operational level: However, there are 4 alternative broad strategies like
Integration strategy, Intensive strategy, Diversification strategy and Defensive strategy. An
enterprise could peruse these strategies categorizing into 12 alternative options: forward
integration, backward integration, horizontal integration, market penetration, market
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development, product development, concentric diversification, conglomerate diversification,
horizontal diversification, retrenchment, divestiture, and liquidation.
Sl
Types of alternative actions
Related to
1.
Forward Integration
Control over Distributors/ Retailers
2.
3.
4.
Backward Integration
Horizontal Integration
Market penetration
5.
Market development
Control over Suppliers
Control over Competitors
Increased market share for present
products
Enter in new area with present
product
6.
Product development
7.
Concentric Diversification
Increase
sales
or adding
new area
Adding new but unrelated product
8.
Conglomerate diversification
Adding new but related product
9.
Horizontal diversification
10.
Retrenchment
11.
Divestiture
12.
Liquidation
Adding new but unrelated
product
for
present
customers
Regrouping through Assets and cost
reduction
Selling a division or part of the
organization
Selling
all
assets / parts
tangible worth.
Comes under
strategy
Integration/
vertical
Integration
strategy
Intensive Strategy
Diversification
Strategy
Defensive Strategy
company’s
for
their
Integration Strategies
These strategies are implemented when he organization is in no mood situation to diversify
but loosing a foothold in the market.
Forward integration, backward integration, and horizontal integration are some times
collectively referred to as vertical integration strategies.
Forward Integration:
Forward integration involves gaining ownership or increased control over distributors or
retailers. Increasing numbers of manufacturers (suppliers) today are perusing of forward
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integration strategy by establishing the web site to sell products directly to the consumers.
This strategy is causing turmoil in some industries.
Six guiding principles for when forward integration may be an effective strategy for the
company and they are:
1) When the resent distributors are expensive, or unreliable, or incapable of meeting
the firm’s distribution needs
2) When the availability of quality distributors is too limited as to offer a competitive
advantages
3) When an organization competes in an industry that is growing and is expected to
continue to grow markedly: this is a factor because forward integration reduces an
organization‘s ability to diversify if its basic industry falters.
4) When an organization has both the capital and human resources needed to manage
the new business of distributing its own products.
5) When the advantages of stable production are particularly high: this is a
consideration because an organization can increase the predictability of the demand
for its output through forward integration.
6) When present distributors or retailers have high profit margins: this situation
suggests that a company profitably could distribute its own products and price them
more competitively by integrating forward.
Backward Integration:
Both manufactures and retailers purchase needed materials from suppliers. Backward
integration is a strategy of seeking ownership or increased control of a firm’s suppliers. This
strategy can be especially appropriate when a firm’s current suppliers are unable, too costly
or cannot meet the firm’s needs.
Seven guidelines for when backward integration may be an especially effective strategy are:

When the resent distributors are expensive, or unreliable, or incapable of meeting
the firm’s needs for parts, components, assembles or raw materials

When the numbers of suppliers is small and the number of competitors is large.

When an organization competes in an industry that is growing rapidly: this is a factor
because integrative – type strategies (forward – backward – horizontal) reduce an
organizations ability to diversify in a declining industry.
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
When an organization has both capital and human resources to manage the new
business of supplying its own raw materials.

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 products through backward integration.

When present supplies have high profit margins.

When an organization needs to acquire a needed resources quickly.
Horizontal Integration:
Horizontal Integration refers to a strategy of seeking ownership of or increased control over
firm’s competitions. One of the most significant trends in strategic management today is the
increased use of horizontal integration as a growth strategy. Managers, acquisitions, and
takeovers among competitors allow for increased economics of scale and enhanced transfer
of resources and competencies.
Five guidelines for when horizontal integration may be an especially effective strategy for
the company and they are:

When an organization can gain monopolistic characteristics in a particular area or
region without being challenged by the federal government for “tending
substantially” to reduce competitions.

When an organization competes in a growing industry.

When increased economics of scale provide major competitive advantages.

When an organization has both the capital and human talent needed to successfully
manage an expanded organizations.

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
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Market penetration, market development and product development are sometimes
referred to as intensive strategies because they require intensive efforts if a firm’s
competitive position with existing products is to improve.
Market Penetration:
A market penetration strategy seeks to increase market share for resent products or
services in resent markets through greater marketing efforts. This strategy is widely used
alone and in combination with other strategies. Market penetration includes increasing the
number of sales persons, increasing advertising expenditures, offering extensive sales
promotion items, or increasing publicity efforts.

When current markets are not saturated with a particular product or services

When the usages rate of present customers could be increased significantly

When the market shares of major competitors have been declining while total
industry sales have been increasing.

When the correlation between dollar sales and dollar marketing expenditure
historically has been high.

When increased economics of scale provide major competitive advantages.
Market Development:
Market development involves introducing present products or services into new geographic
areas. Like, McDonald’s had plan to open 100 new stores in China in 2004 and another 100
in China in 2005. By mid 2003, Mc Donald’s had 566 restaurants in 94 cities in China,
representing the company’s seventh largest market. Presently McDonald serves about 2-3
million customer everyday in china and plans to boost the numbers.
Six guiding principles for when market development may be an effective strategy for the
company and they are:
1) When new channel of distribution are available that are reliable, inexpensive and of
good quality.
2) When an organization is very successful at what it does.
3) When new untapped or unstructured markets are exists
4) When an organization has the needed capital and human resources to manage the
extended operations.
5) When an organization has excess production capacity.
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6) When an organization’s basic industry is becoming rapidly global in scope.
Product Development:
Product development is a strategy that seeks increased sales by improving or modifying
present products or services. Product development usually entails large research and
development expenditures.
Fast food chains from Arby’s to McDonald’s are pursuing product development, testing
gourmet – like sandwiches – because customers increasingly are willing to pay more for fast
food crafted with quality ingredients. People more and more want food that not only tests
good but those they can feel good about eating.

When an organization has successful products that are in maturity stage of the
product life cycle.

When an organization competes in an industry that is characterized by rapid
technological developments.

When major competitors offer better – quality products at comparable rate / prices.

When an organization competes in a high growth industry.

When an organization has especially strong research and development capabilities.
Diversification Strategies
When a company’s current product lines do not have much growth potential, management
may decide to diversify in business called diversification strategy. There are three general
types of diversification strategies:
1) Concentric
2) Horizontal
3) Conglomerate
Basic understanding of these strategies:
Concentric
Adding new, but related,
products or services is
widely called concentric
diversification
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Horizontal
Adding new unrelated
products or services for
present customers called
horizontal diversification
Distinctive Strategic Management
Dr. Baruna Hadibrata,SE.,MM
Conglomerate
Adding new unrelated
products or services is
called
conglomerate
diversification
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Concentric diversification
always search the synergy,
the concept that two
businesses will generate
more profits to gather than
Thety could separately
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This strategy is not as
risky as conglomerate
diversification because a
firm already should be
familiar with its present
customers
Distinctive Strategic Management
Dr. Baruna Hadibrata,SE.,MM
Diversifying
into
an
industry unrelated to its
current one. Rather than
maintaining a common thread
Throughout their organization
Managers who adopt this
strategy are concerned primary
with financial consideration of
cash flows or risk reductions.
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When these diversifications are applicable for an Industry or
company as an effective strategy
 When an organization
competes in a no growth or
a slow – growth industry
 Has a strong management
team products are currently
inthe declining stage of the
product’s life cycle.
 When revenues derived
from an organization’s current
products or services would
increase significantly by adding
the new, unrelated products.
 When an organization
competes in a high
competitive environment
 New, but related product
could be offered at highly
 When an organization
competitive price and
enhance the sales
present channels of
distribution can be used to
market the new products to
current customers
 When an organization has
the capital and managerial
talent needed to compete
successfully in a new
industry
• When an organization has
the opportunity to purchase
an unrelated business that is
an attractive investment
opportunity.
• When existing
marketsforan organization’s
present products are
saturated.

Dell computer is pursuing
Many Hospitals previously
The coffee shop co.
Concentric diversification
Had only cafetarias, gift shops,
Starbucks entered the
prepaid card and credit card
By manufacturing and
Flower shop, and may be
business in late 2003
marketing consumer electrical a pharmacy, but the movement
flat – panel
televisions
by developing its Duetto
products
like and MP3 into malls by offering banks,
players alsoplayers
Dell has recently
Bookstores, coffee shops,
card. This card is one of
restaurants, drugstores and
opened an online music
the first dual prepaid / credit
other retail stores is aimed
downloading store.
cards. This strategy
at
improving
the
ambiance
of creating
the
Duetto
Why the company management
sees that
computer for patients and their visitors.
seesthe
thatpersonal
the personal
card will act as a lure,
business becoming more aligned The New University Pointe
Starbucks excepts, to
with
HosChester, Ohio
with the entertainment
Hospital in West
keep consumers coming
business business
because both are
has 75,000 square feet of retail
back into its shops
coming
s says, “unless
Coming more
and more digital Space. The CEO
We diversify our revenue,
We won’t bewe
able fulfill our
Mission of providing health
care
care. We want
our hospital to
bepeople want
Be a place that
To go to”.
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Defensive Strategies
When a company’s current product lines faces lots of problems in growth potential,
management may decide to take defense in business called defensive strategy. There are
three general types of defensive strategies:
1) Retrenchment
2) Divestiture
3) Liquidation
Retrenchment
Divestiture
Liquidation
Retrenchment occurs when an
Selling a division or part of an
Selling all of a company’s
organization regroups through cost
organization is called
assets, in parts, for their tangible
worths called Liquidation. It is
and asset
reduction to
divestiture. Divestiture
recognition of defeat and consequently
reverse declining sales and
often is used to raise
can be emotionally difficulty strategy.
profits. Sometimes called a
capital for further strategic
However, it may be better to
turnaround or re-organizational
acquisitions or investments. It
cease operating than to
strategy, it is designed to
can be a part of an overall
continue
losing large sums of money.
fortify an organization’s basic
retrenchment strategy to rid an
distinctive competence.
organization of business that are
unprofitable, that requires too
much capital, or that do not fit
well with the fir’s other
activities.
When these defensive strategies are applicable for an Industry or company as an effective strategy
 When an organization has a clearly  When an organization has

When an organization has
pursued retrenchment strategy pursued both a retrenchment
strategy and a divestiture strategy,
and failed to accomplish
and neither has been successful.
needed improvement.
 When a division is responsible  When an organization’s only
for an organization‘s overall poor alternative is bankruptcy,
 When an organization has failed
performance
liquidation represents an orderly
to capitalize the external
 When a large number ofcash and planned means of obtaining the
opportunities, minimize the threats, needed quickly and cannot be
greatest possible cash for an
take advantage of internal strength
obtained reasonably from other organization’s assets.
and overcome the weaknesses.
sources
 When the stockholders of a firm
 When the organization has grown  When Government antitrust
can minimize their losses by selling
so large so quickly thatmajor internal action threatens an organization
the organization’s assets.
reorganization is needed
distinctive competence but to fails to
meet its objectives and goals
consistently over time
 When an organization is the weaker
competitors in a given industry.
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Finally, to some extent strategic choice shapes and even limits the goals a company can
reasonably pursue. The logically viable strategy emerges where the three logical elements
overlap. Where all three circles overlap, the differing requirements of intent and assessment
are most fully met.
Where any two circles overlap are areas where feasible options may exist. They may not be
aligned to strategic intent, or if they are aligned are not found feasible. Choices of what not
to do may sometimes be as important as choosing what to do.
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Distinctive Strategic Management
Dr. Baruna Hadibrata,SE.,MM
Pusat Bahan Ajar dan eLearning
http://www.mercubuana.ac.id