In the late 1960s a consultant for the Boston Consulting Group presented his ideas about cash deficient and growth deficient businesses and the need for a balance between cash generators and cash users. After that the Boston Consulting Group developed a portfolio business model based on this thinking. The model, the BCG matrix or growth share matrix, was based on the Boston Consulting Group’s knowledge and work in the area of the experience curve and of the product life cycle and how they relate to cash generation and cash requirements. The growth share matrix was intended to analyze a portfolio from a corporate perspective because it is only at that level that cash balance is meaningful. A business may, however, be segmented further using this diagnostic tool to understand the positions of its various product lines or market segments. This portfolio can therefore be made up of products in a Continue reading
Corporate Strategies
Stakeholders Perspective on Corporate Social Responsibility (CSR)
There are various definitions proposed by various scholars for Corporate Social Responsibility (CSR), but still, it remains uncertain and is poorly defined with few explanations. First, the issues that a CSR must address should be easily interpreted so that it includes virtually everyone and everything. Second, with its unique, often particular characteristics, different stakeholder groups tend to focus only on specific issues that they believe are the most appropriate and relevant in organizations’ corporate social responsibility programs. Thus, the beliefs about what constitutes a socially responsible and sustainable organization depend on the perspective of the stakeholder. Although the most basic definition CSR describes it as a social obligation for an organization, which is conceptually and operationally diverse. Corporate Social Responsibility is the continuing commitment by businesses to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of Continue reading
Takeover – Definition and Types
Acquisition can be undertaken through merger or takeover route. Takeover is a general term used to define acquisitions only and both terms are used interchangeably. A Takeover may be defined as series of transacting whereby a person, individual, group of individuals or a company acquires control over the assets of a company, either directly by becoming owner of those assets or indirectly by obtaining control of management of the company. Takeover is acquisition, by one company of controlling interest of the other, usually by buying all or majority of shares. Takeover may be of different types depending upon the purpose of acquiring a company. A takeover may be straight takeover which is accomplished by the management of the taking over company by acquiring shares of another company with the intention of operating taken over as an independent legal entity. The second type of takeover is where ownership of Continue reading
Mckinsey’s 7S Framework
The Mckinsey’s 7S Framework suggests that there is a multiplicity of factors that influence an organization’s ability to change and its proper mode of change. Because of the interconnections of the variables, it would be difficult to make significant progress in one area without making progress in the others as well. There is no starting point or implied hierarchy in the shape of the diagram, and it is not obvious which of the seven factors would be the driving force in changing a particular organization at a certain point of time. The critical variables would be different across organizations and in the same organizations at different points of time. History of Mckinsey’s 7S Framework The 7S Framework was first mentioned in “The Art Of Japanese Management” by Richard Pascale and Anthony Athos in 1981. They had been investigating how Japanese industry had been so successful. At around the same time Continue reading
Why Stakeholder Management is Important?
In order to justify why managing stakeholders is important to the organization, first, we have to clarify what is a stakeholder? A stakeholder is a person, group, or association that has a direct or indirect post in an organization because it can affect or be affected by the organization’s achievement objectives, and rules. Key stakeholders in a business organization include creditors, customers, administrations, employees, government (and its agencies), owners (shareholders), traders, unions, and the community from which the business gains its capital. A stakeholder can be dividing into primary and secondary groups. Primary stakeholders are important to the continued success of the organizational venture and include shareholders and investors, staff, contractors, customers, and suppliers. The secondary stakeholder can impact the business or are affected by the organizational venture. They are not involved in direct transactions with the company. Also, they are not directly critical to the survival of the business Continue reading
Different Types of Mergers
In perspective of merger and acquisition there are different types of mergers that host a difference between each one it. Each merger derived with specific reasons depending on the fitting characteristics in cross boarder operation. Each type of merger will be discussed in detail to know the differences and their characteristics. 1. Horizontal Merger It is a merger of two or more companies that compete in the same industry. It is a merger with a direct competitor and hence expands as the firm’s operations in the same industry. Horizontal mergers are designed to produce substantial economies of scale and result in decrease in the number of competitors in the industry. The merger of Tata Oil Mills Ltd. with the Hindustan lever Ltd. was a horizontal merger. In case of horizontal merger, the top management of the company being meted is generally, replaced, by the management of the transferee company. One Continue reading