topic 9 notes
TRANSCRIPT
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TOPIC 9: ALTERNATIVE GROWTH STRATEGIES FOR SMALL BUSINESS
ENTERPRISES.
Introduction
This topic introduces the learner to the concept of Alternative Growth Strategies for Small
Business Enterprises.
Objectives
After going through the lesson you should be able to:
Explain the meaning and need for growth
Discuss the benefits and limitations of growth
Explain the meaning of growth strategy
Identify the alternative strategies available for growth
Discuss the pros and cons of different strategies
Identify the crisis of business growth
Your Learning Activity:
Core Task
Read the topic notes introducing the concept of Entrepreneurship and participatein the discussion in the topic discussion forum.
Assessment
The discussion will be graded.
Discussion
Q.1 Explain the term 'growth strategy'. Why does a firm seek to grow?
Q.2 Distinguish between horizontal integration and vertical integration.
Q.3 What is modernization? Describe its advantages as a growth strategy
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TOPIC 9 NOTES : ALTERNATIVE GROWTH STRATEGIES FOR SMALL
BUSINESS ENTERPRISES.
INTRODUCTION
In earlier topics we discussed the processes involved in the setting up of
commercially viable and technically feasible small scale enterprises (SSE).
We also examined the processes of finding an ideal location and layout for aSSE. In this topi c we will take a view of different alternatives available for
the growth of a small scale enterprise.
Business growth is a natural process of adaptation and development that
occurs under favorable conditions. The growth of a business firm is similar to
that of a human being who passes through the stages of infancy, childhood,
adulthood and maturity. Many business firms started small and have become
big through continuous growth. However, business growth is not a homogenous
process. The rate and pattern of growth varies from firm to firm. Some firms
grow at a fast rate while others grow slowly. Also, not all enterprises
survive to grow big. This may be due either to the nature of the firm or the
entrepreneur. Some entrepreneurs do not want to grow their ventures,choosing instead to pursue other interest, spend more time with family or
develop other business activities.
MEANING OF BUSINESS GROWTH
Generally, the term 'business growth' is used to refer to various things such as
increase in the total sales volume per annum, an increase in the production
capacity, increase in employment, an increase in production volume , an
increase in the use of raw material and power. These factors indicate growth
but do not provide a specific meaning of growth. Simply stated, business
growth means an increase in the size or scale of operations of a firm usually
accompanied by increase in its resources and output.
NEED FOR GROWTH
As we have already said that business enterprise is like a human being, growth
is a necessary stimulant to most of the business firms. As a matter of fact,
growth is precondition for the survival of a business firm. An enterprise that
does not grow may, in course of time have to be closed down because of its
obsolete products. The market is full of examples of very popular products
disappearing from the scene for lack of growth plans. For example, pagers
vanished from the market because better technology product i.e. cell phones
were introduced. The reasons which drive business enterprises toward growth
are described below:
(I) Survival: In a competitive market no single enterprise can have
monopoly. The competition can be direct or indirect. Direct competition
comes from other firms manufacturing the same product. For example, there
are many brands of shampoos available in the market. To survive the
competition the manufacturer of each brand of shampoo has to continuously
bring new versions of basic product to maintain an edge over his competitors.
Indirect competition may come from availability of cheaper substitutes. For
example, the khadi industry faced a problem when polyester emerged. Severe
competition forces a firm to grow and gain competitive strength. Any business
firm that fails to grow can't survive for long. A growing concern will be an
innovator and can easily face the risk of competition. Thus growth is means of
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survival in a competitive and challenging environment.
(ii) Economies of Scale: Growth of a firm may provide several economies
in production, purchasing, marketing, finance, management etc. A growing
firm enjoys the advantages of bulk purchase of materials, increased bargaining
power, spreading of overheads, expert management etc. This leads to low cost
of production and higher margin of profit. This also ensures full utilization of
plant capacity.
(iii) Owners mandate: The owners of a company get the ultimate benefit
of growth in the form of higher profits. They may direct the management to
reinvest a substantial portion of the earnings in the business rather than paying
them out. Capable management may on its own like to take carefully
calculated risk and expand the size of the company.
(iv) Expansion of the market - Increase in demand for goods and services
leads business firms to increase the supply also. Population explosion and
transportation led to increase in the size of markets which in turn resulted in
mass production. Business firms grow to meet the increasing demand.
Expanding markets provide opportunity for business growth.
(v) Latest Technology - Some business firms invest in research and
development activities to create new products and new techniques, while
others try to acquire latest technology from the market. Rationalization and
automation results in more efficient use of resources and a firm may grow to
obtain them.
(vi) Prestige and Power- The more the size of the business firm increase
the more is the prestige and power of the firm. Businessmen satisfy their urge
for power by increasing the size of their business firm.
(vii) Government Policy - In a planned economy like India, business firms
operate under a large number of rules and restrictions. A big firm is in a betterposition to carry out the various legal formalities required to obtain licenses
and quotas. Business firms may plan for growth to make use of the incentives
provided by the government. The government provides certain subsidies and
tax concessions to the new industrial units in the backward areas and those
producing goods for export only.
(viii) Self-sufficiency - Some firms grow to become self sufficient in terms
of marketing of raw material or marketing of products. Growth in either or
both of these forms reduces the dependency of the firm over other firms.
ADVANTAGES OF GROWTH
Business firms try to achieve growth in order to obtain the followingadvantages:
(i) For obtaining the economies of scale.
(ii) For exploitation of business opportunities.
(iii) For facing competition in the market by diversifying the product line.
(iv) For providing protection against adverse business conditions eg.
Depression.
(v) For gaining economic and market power
(vi) For raising profits and creating resources for further reinvestment into
business.
(vii) For making optimum utilization of resources.
(viii) For securing subsidies, tax concessions and other incentives offered by
the government
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LIMITATIONS OF GROWTH
Business firms cannot grow indefinitely. Growth has its own limitations which
are:
(i) Finance: Growth, especially external growth, requires additional
capital investment which is sometimes difficult for a small firm to arrange.
(ii) Market: Growth can be achieved to the extent that the size of market
permits. If a firm grows faster than increase in the size of the market, it is
likely to face failure.
(iii) Human Relations Problems: In a big firm, management losespersonal touch with employees and customers. Motivation and morale tend to
be low resulting in inefficiency.
(iv) Management: Growth increases the functions and complexities of
operations. As the number of functions and departments increase, coordination
and control become very difficult. If the organization and management
structure is not capable of accommodating them, growth may be harmful.
(v) Lack of knowledge: Under conglomerate growth, a firm enters new
industries and new markets about which the managers know little. Managers
find it difficult to find and develop managers who can quickly handle new
units and improve their earning potential against heavy odds. Many growing
firms could not succeed because their managers felt that they could manage
anything anywhere.
(vi) Social problems: From social point of view also big firms may be
undesirable as they may lead to concentration of economic power and creation
of monopolies which may exploit consumers. In their desire for growth firms
indulge in combative advertising. The quickening growth creates a cultural
gap when society finds it difficult to cope with technological change.
FORMS OF GROWTH
Once an entrepreneur understands some of the factors that influence growth
and development, he can choose a suitable way for achieving it. Business
growth can take place in many ways. Broadly, various types of growth can be
divided into two broad categories - organic and inorganic growth.
Organic Growth - It can also be termed as internal growth. It is growth from
within. It is planned and slow increase in the size and resources of the firm. A
firm can grow internally by ploughing back of its profits into the business
every year. This leads to the growth of production and sales turnover of the
business. Internal growth may take place either through increase in the sales ofexisting products or by adding new products. Internal growth is slow and
involves comparatively little change in the existing organization structure. It
can be planned and managed easily as it is slow. The ways used by the
management for internal growth include: (I) intensification; (ii) diversification
and (iii) modernization.
Inorganic Growth - it can also be termed as external growth. It involves a
merger of two or more business firms. A firm may acquire another firm or
firms may combine together to improve their competitive strength. External
growth has been attempted by the business houses through the two strategies
(a) mergers and acquisitions and (b) joint ventures. Merger again can be of
two types: (i) a firm merges with other firm in the same industry having
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similar or related products. This type of merger leads to coordination problem
between the two firms (ii) a firm merges with another firm in altogether
different lines of business and have little common in their products or proceses
such a merger is known as conglomerate merger.
Inorganic growth is fast and allows immediate utlization of acquired assets.
There is no risk of overproduction as the capacity of the industry as whole
remains unchanged. Merger leads to combination of independent units to
control competition, to gain economics of scale and also sometimes, to
modernize production facilities. But merger also leads to social problem of
monopoly, problem of coordination, strain on capital structure, etc. Thus,
external growth involves problem of reorganization.
MEANING OF GROWTH STRATEGY
The term strategy means a well planned, deliberate and overall course of
action to achieve specific objectives. According to chandler, "strategy is the
determination of the basic long term goals and objectives of an enterprise and
the adoption of courses of action and the allocation of resources necessary to
carry out these objectives". The concept of strategy has been derived from
military administration wherein it implies 'Grand' military plan designed to
defeat the enemy. As applied to business, strategy is a firm's planned course
of action to fight competition and to increase its market share.
'Growth Strategy' refers to a strategic plan formulated and implemented for
expanding firm's business. For smaller businesses, growth plans are especially
important because these businesses get easily affected even by smallest
changes in the marketplace. Changes in customers, new moves by
competitors, or fluctuations in the overall business environment can negatively
impact their cash flow in a very short time frame. Negative impact on cash
flow, if not projected and adjusted for, can force them to shut down. That is
why they need to plan for their future. Small entrepreneurs generally feel that
strategic planning is for large business houses; but it is very necessary for
small and medium enterprises. Strategic Planning gives a formal direction to
the business. Strategic planning is necessary to take care of the additional
efforts and resources required for faster growth.
Different type of growth strategies are available each having advantage and
disadvantage of its own. A firm can adopt different strategies at different
points of time. Every firm has to develop its own growth strategy according to
its own characteristics and environment.
TYPES OF GROWTH STRATEGIES
The following are the main growth strategies available to firms:
1. Intensive Growth Strategy (Expansion)
2. Diversification
3. Modernization
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4. External Growth Strategy
(a) Mergers
(b) Joint Ventures
GROWTH STRATEGIES
Organic / Internal Growth Strategy
Intensive growth Diversification
Modernization
Inorganic / External Growth Strategy
Merger
Joint Ventures
Figure 10.1: Types ofGrowth Strategies
INTENSIVE GROWTH STRATEGY
Intensive growth strategy or expansion involves raising the market share, sales
revenue and profit of the present product or services. The firm slowly
increases its production and so it is called internal growth strategy. It is a good
strategy for firms with a smaller share of the market. Three alternative
strategies are available in this regard. These are:
(a) Market Penetration - This strategy aims at increasing the sale of
present product in the presented market through aggressive promotion.
The firm penetrates deeper into the market to capture a larger share of
the market. For example, promoting the idea of cold coffee during the
summer season, also the idea of instant coffee, instant tea and tea bags.
(b) Market Development-
It implies increasing sales by selling presentproducts in the new markets. For example selling electronic goods in
rural areas or sale of chocolates to middle aged and old persons.
Market development leads to increase in sale of existing products in
unexplained markets.
(c) Product Development: In this, the firm tries to grow by developing
improved products for the present market. For example, A.C. with
remote control, Refrigerator with automatic defreezing and flexible
shelves.
Advantages ofIntensive Growth Strategy
(1) Growth is slow and natural. Therefore, it can be handled easily.(2) Capital required for expansion can be taken from the firm's own funds.
(3) Existing resources can be better utilized
(4) The growing firm is in a better position to face competition in the
market.
(5) Only a few changes are required in the organisation and management
systems of business.
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(6) Expansion provides economics of large-scale operations.
Limitations ofIntensive Growth Strategy
(1) Growth is very slow and it takes a long time for growth to actually happen.
(2) A business firm loses the possibility of exploiting many business
opportunities by restricting its operations to the present products and
markets.
(3) It is not always possible to grow in the present product market.
Practical Problems ofIntensive Growth Strategy
When small business firms try to expand many problems obstruct their way.
Some of these problems are given below:
(I) Scarcity of Funds: For expansion additional funds are required forinvesting in both fixed assets and current assets. Funds for fixed capital and
working capital are not easily available. Many a times a small firm has to
borrow funds at high rates of interest.
(ii) Risk: Expansion means more risk. Many small-scale firms do not have the
ability or will-power to assume these risks particularly where the
competition is acute and raw materials have to be imported. Some
small-scale owners continue to operate at a given scale due to the risks and
difficulties involved in expansion.
(iii) Technology: Expansion often requires upgradation of technology and
replacement of plant and machinery. Upgradation of technology is a
time-consuming and expensive process. It becomes essential to recruit new
staff or retrain the existing staff in the use and operation of new technology
(iv) Marketing. Expansion is profitable only when the increased output can
be sold at good prices. Small-scale units face hurdles in selling and
distribution of their products due to competition from large-scale units
DIVERSIFICATION
Beyond a certain point, it is no longer possible for a firm to expand in the
basic product market. So the firm seeks increased sales by developing new products
for new markets. This strategy towards growth is called diversification.
The diversification does not simply involve adding variety in a product but adding
entirely different types of products. Products added may be
complementary. Diversification is a much talked about and widely used
strategy for growth. Many companies have opted for this. For example, LIC, an
insurance concern initially, diversified into mutual funds. State Bank of India
diversified into merchant banking and mutual funds. Similarly, Larsen and
Toubro, an engineering company diversified into cement.
Table 1. Product-Market Matrix and Growth Strategy
ProductsMarkets
Present New
Present Market Penetration(Penetrate existing markets
with existing products)
Product development(Introduce new products in
existing markets)
New Market Development (Enternew markets with existing
Products)
Diversification
(Introduce new products in
new markets)
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Source: H. Igor, Ansoff, Corporate Strategy, 1965, p.51A firm may choose the strategy of diversification under the following
situations:
(a) When diversification promises greater profitability than expansion.
(b) When the firm cannot attain its growth target by the strategy of
expansion alone.
(c) When the financial resources of the firm are much in excess of the
requirements of expansion.
The distinction between intensive growth strategy and diversification strategy must
be carefully noted. In the case of intensive growth, the firm increases the production
and sales of its existing products. But in case of diversification, there is
addition of new products and new markets.
Advantages of DiversificationCompanies have increasingly adopted diversification strategy due to the following
reasons:
(i) Better use of its resources. By adding up related products to its
existing product portfolio, a company can more effectively utilize its
managerial personnel, marketing network, research and development facilities, etc.
(ii) Reduce the decline in sales. By developing new products the sales
revenue and earnings can be maintained or even increased.
(iii) More competitive With greater resources, more products and higher
profits, the diversified firm is more competitive than a single product firm.
(iv) Minimize risk. When one line of business faces recession, another line
may be in high growth stage. For example, a well-diversified engineering firmlike Larsen and Toubro did well even when the engineering industry was
facing recession.
(v) Use of cash surplus of one business to finance another business
having good potential for growth.
(vi) Economies of scale Diversification adds to size of business which
improves the competitiveness of a firm. It offers a lot of economy in
operations because common facilities can be used for several products.
Limitations of Diversification. The limitations of diversification are as givenbelow:
(I) Huge funds are required for diversification. The internal savings of the
business may not be sufficient to finance growth.
(ii) The functions and responsibilities of top executives increase because of
need to handle new product, technology and markets. They may find problems
in coordination which may lead to inefficient operations.
(iii) Diversification may involve new technology and new markets and the
present staff may face problems in adjusting to this growth pattern.
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(iv) Diversification may lead to unknown products and markets leading to more
risk.
Types of Diversification:
1. Horizontal Integration,
2. Vertical Integration,
3. Concentric, and
4. Conglomerate
Horizontal Integration: It involves addition of parallel new products to the
existing product line.
This may happen internally or externally, internally, a company may decide to enter
a parallel product market in addition to the existing product line. Externally, a
company combines with a competing firm. For example, Sparta Ceramics Ltd.
took over Naively Ceramics and Refractory Ltd. Both the companies are insanitary ware and tiles business. Two or more competing firms are brought
together under single ownership and control. Seven small cement firms combined
and formed Associated Cement Companies (ACC).
Advantages. Horizontal integration has the following advantages:
(i) Wasteful competition among the combining firms is removed. (ii)
It provides economies of large-scale production and distribution.
(iii) It provides better control over the market and increases the
competitiveness of the company.
(iv) The firm gets better control over supply and prices of the product.
Disadvantages. Horizontal integration has the following limitations: (I)
The firm is not confident of supply of raw materials.
(ii) If many firms combine to form horizontal integration, there is a risk of over-
capitalisation.
(iii) The management of the firm may become bureaucratic and inflexible. (iv)
The firm may acquire exploit consumers and labour by becoming a
monopoly.
Vertical Integration
In vertical integration new products or services are added which are complementary
to the present product line or service. New products fulfill the firm's own
requirements by either supplying inputs or by serving as a customer for its
output. In vertical integration the firm moves backward or forward from the
present product or service. Vertical integration may be of two types-backward
and forward.
Backward integration. It involves moving toward the input of the present product.
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It is aimed at moving lower on the production process so that the firm is able to
supply its own raw materials or basic components. For example, a Car
manufacturer may start producing tire tubes; Reliance Industries Ltd. has been able
to grow largely through backward integration. It started business with textiles
and went for backward integration to produce PFY and PSF critical raw
materials for textiles, PTA and MEG raw materials for PFY and PSF, propylene
raw materials for PTA and MEG, and finally naphtha for producing propylene.
Advantages. Backward integration has the following advantages:
(I) Regular supply It ensures regular supply of raw materials or
components.
(ii) High return on investment It facilitates higher return on investment for
the company as a whole through better use of overhead facilities
(iii) Competitiveness It improves the competitive power of the company. As
it controls more elements of the production process, it has advantages over the
uninterested firms in the form of lower costs, lower prices and lower risks.
(iv) Quality control It improves quality control over imports for the final
product.
(v) Bargaining power It improves the company's power of negotiation with
suppliers on the basis of known costs.
(vi) Tax saving It saves indirect taxes payable on the purchase of inputs.
Disadvantages. Backward integration has the following limitations:
(a) If an existing input producing unit is taken over, it may involve large
investment
(b) By investing heavily in backward integration the developments of the finalproducts nay get hampered. This in turn may lead to undue pressure on pricing and
sales effort.
(c) In the absence of backward integration the firm may purchase at a
lower cost from technically more efficient suppliers. With backward
integration, this opportunity gets lost.
(d) Any adverse Changes in the economy affecting the present product
market will also affect adversely the production of inputs.
(e) When the divisions using the inputs do not have the freedom of
comparing market conditions of supply, the problem of transfer pricing may become
acute.
Forward integration. Forward integration means the firm entering into the
business of distributing or selling its present products. It refers to moving
upwards in the production/distribution process towards the ultimate consumer. The
firm sets up its own retail outlets for the sale of its own products. For example, many
companies like Bata, Raymond's and Reliance have set up their own retail outlets to
sell their fabrics.
Advantages. Forward integration has the following advantages:
(I) The firm can exercise greater control over sales and prices of its
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products. This is very useful in an oligopolistic market.
(ii) The firm's own retail stores serve as better source of customer
feedback. Thus the firm gets better control over quality
(iii) The firm can improve its profits by reducing the costs of distribution and
the costs of middlemen.
(iv) The firm can secure the economies of integration. Handling and transportation
costs can be reduced.
Disadvantages. Forward integration suffers from the following drawbacks:
(a) The proportion of fixed costs in the firm's costs increases. As a result the
firm is exposed to greater cyclical changes in earnings. Moreover, the fortunes
of business are tied to the in-house distribution system. From this point of view,
forward Integration increases business risk.
(b) Since its processes are interdependent, a slight interruption in one
process may dislocate the entire production system.
(c) In the absence of proper balance between up-stream and down-stream units,
the firm has to buy from or sell in the open market. The firm may be competing with
its own customers.
(d) It is very difficult to efficiently manage an integrated firm because
every business has its own structure, technology and problems.
Concentric Diversification
When a firm diversifies into some business which is related with its present business
in terms of marketing, technology, or both, it is called concentric
diversification.
When in concentric diversification new product or service is provided with the help
of existing or similar technology it is called technology-related concentric
diversification. For example, Mother dairy has added 'curd and Lassi' to its
range of milk products. In marketing-related concentric diversification, the new
product or service is sold through the existing distribution system. For instance,
a bank may start providing mutual fund services to its customers.
Concentric diversification is suitable for the following purposes:
(a) When cyclical fluctuations in the present products or services are to be
counteracted;
(b) When the cash flows generated by the existing product or service are in
surplus;
(c) When demand for present product or service has reached saturation
point;
(d) To gain managerial expertise in new field of business; and
(e) When reputation of present product or service is high and can be used for
new products or service.
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Conglomerate Diversification
When a firm diversifies into business which is not related to its existing
business both in terms of marketing and technology it is called conglomerate
diversification. Several Asian companies have adopted this strategy. Reliance,
Sahara, DCM, Essar group, ITC, Godrej, HMT are examples of conglomerate
diversification.
Conglomerate diversification strategy is suitable for the following purposes: (I)
To grow faster than the growth realized through expansion;
(ii) To avail of potential opportunities for profitable investment; (iii)
To achieve competitive edge and greater stability;
(iv) To make better use of cash surplus of present products or service; (v)
To allocate the risks.
MODERNISATIONA firm may use the strategy of modernization to achieve growth.
Modernization basically involves up gradation of technology to increase production,
to improve quality and to reduce wastages and cost of production. The worn-out
and obsolete machines and equipment are replaced by the modern machines
and equipment. Modernization plans can have the following implications:
(i) A firm may go for modernization at a low pace to maintain its position in
the market. Thus, it may be considered a stability strategy.
(ii) Modernization may be used with full strength to achieve internal
growth. Thus, it is used as an internal growth strategy.
Advantages of Modernization. The modernization has following advantages: (i)
Modernization improves the productivity and efficiency of the firm.
(ii) The profitability of the firm goes up because of increased efficiency and
reduced wastages.
(iii) It makes available better quality products to the customers.
(iv) The firm becomes more competitive in the long-run because of
modernization.
(v) The growth is systematic and does not affect the normal functioning of the
firm.
(vi) The workers acquire modern skills because of which their wages go up.
However, the strategy of modernization can be used only if the firm has
adequate capital through accumulated savings or is able to raise capital from
different sources for the acquisition of modern plant and machinery. Modernization
will actually serve its purpose only if the workers are adequately trained in
the new method of production.
Limitations ofModernization. Modernization has following limitations:
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(i) The accumulated savings of the business may not be sufficient to
Finance modernization of plant and machinery.
(ii) The responsibilities of top executives would increase because of need to
handle new product, technology and markets.
(iii) The existing staff may face problems in adapting to the newtechnology.
MERGERMerger is an external growth strategy. When different companies combine
together into new corporate organizations, such a process is known as
mergers. Merger can occur in two ways: (a) Acquisition or takeover and (b)
amalgamation.
Takeover or acquisition takes place when a company offers cash or securities in
exchange for the majority shares of another company. It involves one
company taking over control of another. Amalgamation takes place when two or
more companies of equal size or strength formally submerge their corporate
identities into a single one in a friendly atmosphere.
Advantages
The mergers take place with a number of motivations. Some of the benefits of
merger are:
(i) A merger provides economies of large-scale operations. (ii)
Better utilization of funds can be made to increase profits. (iii)
There is possibility of diversification.
(iv) More efficient use of resources can be made.
(v) Sick firms can be rehabilitated by merging them with strong and
efficient concerns.
(vi) It is often cheaper to acquire an existing unit than to set up a new one. (vii)
It is possible to gain quick entry into new lines of business.
(viii) It can provide access to scarce raw materials and distribution network and
managerial expertise.
Disadvantages. Mergers are not always successful due to the following
drawbacks:
(a) The combined enterprise may be unwieldy. Effective co-ordination andcontrol becomes difficult. As a result efficiency and profitability may
decline.
(b) Mergers give rise to monopoly and concentration of economic power which
often operate against the interest of the society and the country.
Guidelines forSuccessful Mergers
Willard Rockwell1, based on his experience, has given the following
guidelines to make the merger successful:
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(i) Identify the merger objectives, especially economic objectives.
(ii) Specify gains for the shareholders of both the joining companies. (iii)
Be convinced that the acquired company's management is or can be
made competent.
(iv) Report the existence of important dovetailing resources; but do not
expect perfect compatibility.
(v) Start the process of merger with active involvement of the top
executives.
(vi) Define clearly the business that the company is in.
(vii) Analyze and identify the strengths, weaknesses and key performance
factors for both the combining units,
(viii) Foresee possible problems and discuss them at the initial stage with the
other company so as to create a climate of trust.
(ix) Don't threaten the management to be acquired.
(x) Human considerations should be of prime importance in planning for
merger and designing the organization structure for the new set up.
JOINT VENTURE
When two or more firms mutually decide to establish a new enterprise by
participating in equity capital and in business operations, it is known as joint
venture. A joint venture is a business partnership between two or more
companies for a specific business operation.
Joint venture can be with a firm in the same country or a foreign country. For
example, Birla Yamaha Ltd. is a joint venture of Birla and Yamaha Motor Co. of
Japan, DCM and Daewoo Corporation of Korea established DCM Daewoo Motors
Ltd. Hindustan Computers Ltd. and Hewlett - Packard of USA formed HCL-HP
Ltd, a joint venture company.
CRISIS OF BUSINESS GROWTH
All organizations pass through various stages of growth and at each stage the
organization is required to solve some specific problems.
A very useful model of organizational growth has been developed by Greiner.
He argues that each organization moves through five phases of development as it
grows. There are five phases in organizational growth-
creativity, direction,delegation, coordination and collaboration followed by a particular crisis and
management problems.
1. Creativity Stage. Growth through creativity is the first phase. This phase
is dominated by the entrepreneurs of the organizations and the emphasis is
on creating both a product and a market. However, as the organization
grows in size and complexity, the need for greater efficiency cannot be
achieved through informal channels of communication. Thus, many
managerial problems occur which the entrepreneur may not solve effectively
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because they may not be suited for the kind of job or they may not be
willing to handle such problems. Thus, a crisis of leadership emerges and the
first revolutionary period begins. Such questions as 'who is going to lead the
organisation out of confusion and solve the management problems
confronting the organisation; who is acceptable to the entrepreneurs and
who can pull the organisation together arise. In order to solve the problems a
new evolutionary phase-
growth through direction-
begins.
2. Direction Stage. When leadership crisis leads to the entrepreneursrelinquishing some of their power to a professional manager, organizational
growth is achieved through direction. During this phase, the
professional manager and key staff take most of the responsibility for
instituting direction, while lower level supervisors are treated more as
functional specialists than autonomous decision making managers. Thus,
directive management techniques enable the organization to grow, but
they may become ineffective as the
organization becomes more complex and diverse. Since lower level
supervisors are most knowledgeable and demand more autonomy in
decision making, a next period of crisis-
crisis for autonomy begins. In
order to overcome this crisis, the third phase of growth - growth through
delegation - emerges.
3. Delegation Stage. Resolution of crisis for autonomy may be through
powerful top managers relinquishing some of their authority and a
certain amount of power equalization. However, with decentralization of
authority to managers, top executives may sense that they are losing control
over a highly diversified operation. Field managers want to run their own
show without coordinating plans, money, technology or manpower with the
rest of the organization and a crisis of control emerges. This crisis can be
draft with the next evolutionary phase-
the coordination stage.4. Coordination Stage. Coordination becomes the effective method for
overcoming crisis of control. The coordination phase is characterized by
the use of formal systems for achieving greater coordination with top
management as the watch dog. The new coordination system proves
useful for achieving growth and more coordinated efforts by line managers,
but result in a task of conflict between line and staff, between head
quarters and field. Line becomes resentful to staff, staff complains about
unco-operative line managers, and everyone gets bogged down in the
bureaucratic paper system. Procedure takes precedence over problem
solving; the organization becomes too large and complex to be managed
through formal programmes and rigid systems. Thus, crisis of red - tape
begins. In order to overcome the crisis of red-tape, the organization mustmove to the next evolutionary stage - the collaboration stage.
5. Collaboration Stage. The Collaboration stage involves more flexible and
behavioral approaches to the problems of managing a large organization.
While the coordination stage was managed through formal systems and
procedures, the collaboration stage emphasizes greater spontaneity in
management action through teams and skilful confrontation of
interpersonal differences. Social control and self- discipline take over from
formal control. Though Greiner is not certain what will be the next crisis
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because of collaboration stage, he feels that some problems may emerge as it
will centre round the psychological saturation of employees who grow
emotionally and physically exhausted by the intensity of team work and of
the heavy pressure for innovating solutions.
SUMMARY
In the unit we have discussed what strategic alternatives a firm could consider forgrowth. Once a firm has identified the various strategic possibilities, it has to make
a selection from among these alternatives. And this would depend upon its
growth objectives, attitude towards risk, the present nature of business and the
technology in use, resources at its command, its own internal strengths and
weakness, Government policy etc. There are several managerial factors which
moderate the ultimate choice of a strategy. For a firm desiring immediate
growth and quick returns, mergers and take-over afford attractive
opportunities as they obviate the necessity of starting from scratch. However,
identifying the right candidate for merger or acquisition is an art at which only a
few managements can really excel. Establishing joint venture, especially in the
international arena, is a low risk alternative. Many firms prefer this approach.
GLOSSARY
Red Tape - Too much attention to rules and regulations.
Obsolete Technology - Technology which is no longer used as it is out of
date.
Automation - Use of methods and machines to save labour.
Monopoly - Possession of the sole right to supply which is not or
cannot be shared by others.
Overheads - Those expenses which are needed for carrying on
a business e.g., rent advertising, salaries, light, not
manufacturing costs.
Mass Production - Production in large quantities.Subsidy - Money granted by a govt. to an industry to keep prices
at a low level.
Unexplored sector - Those sectors of the economy which are hitherto not
served.