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What does raise
horizontal integration ?
A. Profits
B. Antitrust concerns
C. Products
D. Supplier
A. Profits
Integration chosen because the company wanted to launch both the current distribution of raw materials to final product , the company wants to increase its market share , or the company wants to be a leader in the industry in which the company's preformance berada.Keuntungannya Vertical Integration and Horizontal Integration ? Keuntungahn can very clearly diambik by the company are :
If companies do vertical integration by mastering company that produces the company's main raw material , which is of course the main advantages of the availability of raw materials uatam companies of course will always be available with sufficient quantity , and also perusahana can control the quality of the raw material , so that the raw materials that will be used by the company to be very good and also the cost of production , up to the cost of inventory " may " be reduced .
If companies do vertical integration by controlling companies controlling the distribution process in this case retail and wholesale company , the profits of course the company will be able to clearly control the extent to which the distribution process , the company can " reduce " the cost of shipping as well as a distributor and retailer -owned company ( part of the company ) .
If the company does integration horizontalm where companies from controlling or working with other companies in the same industry , of course advantage for the company is the market share is increasing, the control and use of the technology " more efficient " , complementarities between the two companies , both of the service , product performance to process pendistribusianya and greater bargaining power in the face of competition in the industry tersbeut .
But of course , the above is highly dependent on the financial condition of the company , the internal condition of the company in general , from A capacity plant , the employees , to the technology used , the choice of whether to perform the integration of the above either vertically or horizontally will depend this internakl conditions ( especially financially ) . If perusahana that keungannya condition is insufficient to make the full acquisition of the company can take steps joint venture or merger , with diverse consequences and benefits of any variety .
Companies that have been on the stage where it has been out of the periods of crisis in the early pertumbahannya and has entered the stage to get to the peak should be careful in taking steps related to the growth process , in this case is how it took perusahana alternative growth strategy available both in practice and in the existing literature . many alternatives stratregi in taken by a firm , integration dinataranya is safe in this alternative strategy in the above two types of strategies where the company controls the company that manufactures the product input to the master distribution company which is known as vertical integration straregi , for example , what is done by Indofood who have mastered perusuhaan the main ingredient is flour products which the company is Bogasari , so it makes the dominance of Indofood in competition becomes
gets stronger as the supply of materials for the course are always available at a very cheap price , then the second type is when companies from controlling or working in companies that are in the same type of industry in which this strategy is known as horizontal integration strategy , for example, is like what is done by Esia and Flexi where they work together in improving the performance of their services to consumers who , where as it is known that both these perusaahn engaged in the same field and the berneda -owned between them . Both alternatives that can be done
in many ways , halted from the acquisition , merger or joint venture to only build even the company itself ( if the company really has abundant funds ) .
The Company is currently in the stage of developing a business may want to take an alternative strategy to expand its business , both of which type or types of vertical integration Integration Horizontally . The exact time in which the company would like to take this alternative strategy to evolve depending on the conditions that exist in the company at the time, ranging from the company itself that is how the availability of the input of the product is needed by the companies , the cost of production which is produced by the company than if the input owned by the company , the distribution company's products to consumers later external factors such as the competitive conditions that exist today that are being faced by the company .
A. Profits
B. Antitrust concerns
C. Products
D. Supplier
A. Profits
Integration chosen because the company wanted to launch both the current distribution of raw materials to final product , the company wants to increase its market share , or the company wants to be a leader in the industry in which the company's preformance berada.Keuntungannya Vertical Integration and Horizontal Integration ? Keuntungahn can very clearly diambik by the company are :
If companies do vertical integration by mastering company that produces the company's main raw material , which is of course the main advantages of the availability of raw materials uatam companies of course will always be available with sufficient quantity , and also perusahana can control the quality of the raw material , so that the raw materials that will be used by the company to be very good and also the cost of production , up to the cost of inventory " may " be reduced .
If companies do vertical integration by controlling companies controlling the distribution process in this case retail and wholesale company , the profits of course the company will be able to clearly control the extent to which the distribution process , the company can " reduce " the cost of shipping as well as a distributor and retailer -owned company ( part of the company ) .
If the company does integration horizontalm where companies from controlling or working with other companies in the same industry , of course advantage for the company is the market share is increasing, the control and use of the technology " more efficient " , complementarities between the two companies , both of the service , product performance to process pendistribusianya and greater bargaining power in the face of competition in the industry tersbeut .
But of course , the above is highly dependent on the financial condition of the company , the internal condition of the company in general , from A capacity plant , the employees , to the technology used , the choice of whether to perform the integration of the above either vertically or horizontally will depend this internakl conditions ( especially financially ) . If perusahana that keungannya condition is insufficient to make the full acquisition of the company can take steps joint venture or merger , with diverse consequences and benefits of any variety .
Companies that have been on the stage where it has been out of the periods of crisis in the early pertumbahannya and has entered the stage to get to the peak should be careful in taking steps related to the growth process , in this case is how it took perusahana alternative growth strategy available both in practice and in the existing literature . many alternatives stratregi in taken by a firm , integration dinataranya is safe in this alternative strategy in the above two types of strategies where the company controls the company that manufactures the product input to the master distribution company which is known as vertical integration straregi , for example , what is done by Indofood who have mastered perusuhaan the main ingredient is flour products which the company is Bogasari , so it makes the dominance of Indofood in competition becomes
gets stronger as the supply of materials for the course are always available at a very cheap price , then the second type is when companies from controlling or working in companies that are in the same type of industry in which this strategy is known as horizontal integration strategy , for example, is like what is done by Esia and Flexi where they work together in improving the performance of their services to consumers who , where as it is known that both these perusaahn engaged in the same field and the berneda -owned between them . Both alternatives that can be done
in many ways , halted from the acquisition , merger or joint venture to only build even the company itself ( if the company really has abundant funds ) .
The Company is currently in the stage of developing a business may want to take an alternative strategy to expand its business , both of which type or types of vertical integration Integration Horizontally . The exact time in which the company would like to take this alternative strategy to evolve depending on the conditions that exist in the company at the time, ranging from the company itself that is how the availability of the input of the product is needed by the companies , the cost of production which is produced by the company than if the input owned by the company , the distribution company's products to consumers later external factors such as the competitive conditions that exist today that are being faced by the company .
B. Antitrust concerns
If companies do vertical integration by controlling companies controlling the distribution process in this case retail and wholesale company , the profits of course the company will be able to clearly control the extent to which the distribution process , the company can " reduce " the cost of shipping as well as a distributor and retailer -owned company ( part of the company ) .
But in doing vertical integration , there are several obstacles facing the company in increasing market share , an example of the constraints faced by the company is as follows :
Indomaret is one company that has a vertical constraints in the distribution of its products , Indomaret only available in Java , for areas outside the island of Java , Indomaret not market their products , this means not seeing expected business opportunities outside of Java .
Constraints faced mini Indomaret is demand is lower than outside Java island of Java itself . So that distributors have difficulty in expanding the company .
If the company does integration horizontalm where companies from controlling or working with other companies in the same industry , of course advantage for the company is the market share is increasing, the control and use of the technology " more efficient " , complementarities between the two companies , both of the service , product performance to process pendistribusianya and greater bargaining power in the face of competition in the industry tersbeut .
Examples of companies that have a horizontal constraint is as follows :
One company that is horizontally constrained in dividing the company's television stations broadcast time when there are two television stations that broadcast a similar event . For example, the World Cup held in South Africa some time ago , RCTI ( Rajawali Citra Televisi ) and SCTV ( Surya Citra Televisi ) is two television stations that broadcast football matches that have a number of viewers can simply much , so it will be able to take advantage many of the spectators who use the station to watch the game .
To take advantage , RCTI and SCTV cooperate in determining airtime schedule , the schedule is determined based on exact time eg 8 to 10 pm , in the span of penonoton amount will be more than broadcasting schedule at such late hours of 12 to 3 am , on this quantity typically span of the audience will be reduced . Then the crucial moment of the match , the teams were less pertandinan memilili fans like Nigeria and Chile , the game as it will reduce the interest of the audience to watch pertandinngan it , the audience will be looking for a television station that broadcast the game more interesting , for example Germany and the UK that has a lot of fans .
Setting schedule broadcast time then this is an obstacle for both stations broadcast the matches in the world cup . To divide the profits equally , the two stations made an agreement that assessed mutual benefit between the two parties .
But of course , the above is highly dependent on the financial condition of the company , the internal condition of the company in general , from A capacity plant , the employees , to the technology used , the choice of whether to perform the integration of the above either vertically or horizontally will depend on the internal conditions ( especially financially ) . If perusahana that keungannya condition is insufficient to make the full acquisition of the company can take steps joint venture or merger , with diverse consequences and benefits of any variety .
Strategic Product Development ( Product Development Strategy )
Is run strategy to increase sales by improving or modifying existing products . This strategy means running involves research and development expenses are huge . Guidelines that must be executed in order to effective product development strategy are :
- The product is in the maturity stage of the product life cycle .
- Industry characterized by rapid technological development .
- Competitors offer better quality products at competitive prices .
- Competition is keen in the fast-growing industry .
- Strong ability in the field of research and development .
Examples of product development ( Product Development Strategy ) :
- PT . Unilever Indonesia Pepsodent develop products with multiple variants .
- PT . TELKOM has made the development of services , from services to the PSTN until Narrowband ISDN services and Intelligent Networks
If companies do vertical integration by controlling companies controlling the distribution process in this case retail and wholesale company , the profits of course the company will be able to clearly control the extent to which the distribution process , the company can " reduce " the cost of shipping as well as a distributor and retailer -owned company ( part of the company ) .
But in doing vertical integration , there are several obstacles facing the company in increasing market share , an example of the constraints faced by the company is as follows :
Indomaret is one company that has a vertical constraints in the distribution of its products , Indomaret only available in Java , for areas outside the island of Java , Indomaret not market their products , this means not seeing expected business opportunities outside of Java .
Constraints faced mini Indomaret is demand is lower than outside Java island of Java itself . So that distributors have difficulty in expanding the company .
If the company does integration horizontalm where companies from controlling or working with other companies in the same industry , of course advantage for the company is the market share is increasing, the control and use of the technology " more efficient " , complementarities between the two companies , both of the service , product performance to process pendistribusianya and greater bargaining power in the face of competition in the industry tersbeut .
Examples of companies that have a horizontal constraint is as follows :
One company that is horizontally constrained in dividing the company's television stations broadcast time when there are two television stations that broadcast a similar event . For example, the World Cup held in South Africa some time ago , RCTI ( Rajawali Citra Televisi ) and SCTV ( Surya Citra Televisi ) is two television stations that broadcast football matches that have a number of viewers can simply much , so it will be able to take advantage many of the spectators who use the station to watch the game .
To take advantage , RCTI and SCTV cooperate in determining airtime schedule , the schedule is determined based on exact time eg 8 to 10 pm , in the span of penonoton amount will be more than broadcasting schedule at such late hours of 12 to 3 am , on this quantity typically span of the audience will be reduced . Then the crucial moment of the match , the teams were less pertandinan memilili fans like Nigeria and Chile , the game as it will reduce the interest of the audience to watch pertandinngan it , the audience will be looking for a television station that broadcast the game more interesting , for example Germany and the UK that has a lot of fans .
Setting schedule broadcast time then this is an obstacle for both stations broadcast the matches in the world cup . To divide the profits equally , the two stations made an agreement that assessed mutual benefit between the two parties .
But of course , the above is highly dependent on the financial condition of the company , the internal condition of the company in general , from A capacity plant , the employees , to the technology used , the choice of whether to perform the integration of the above either vertically or horizontally will depend on the internal conditions ( especially financially ) . If perusahana that keungannya condition is insufficient to make the full acquisition of the company can take steps joint venture or merger , with diverse consequences and benefits of any variety .
Strategic Product Development ( Product Development Strategy )
Is run strategy to increase sales by improving or modifying existing products . This strategy means running involves research and development expenses are huge . Guidelines that must be executed in order to effective product development strategy are :
- The product is in the maturity stage of the product life cycle .
- Industry characterized by rapid technological development .
- Competitors offer better quality products at competitive prices .
- Competition is keen in the fast-growing industry .
- Strong ability in the field of research and development .
Examples of product development ( Product Development Strategy ) :
- PT . Unilever Indonesia Pepsodent develop products with multiple variants .
- PT . TELKOM has made the development of services , from services to the PSTN until Narrowband ISDN services and Intelligent Networks
C. Products
Adding new products or services , which are not related to current customers is called horizontal diversification . This strategy does not seberesiko conglomerate diversification because the company should have been more familiar with current customers .
The following strategies when horizontal diversification can be an effective strategy :
When the revenue generated from the company's current products or services will increase significantly with the addition of products that are not related
When an organization competes in a highly competitive industry and growing or not , as indicated by the results and a low profit margin industry
When the organization's current distribution channels can be used to market a new prosuk to current customers
When a new product has a pattern of product sales with current company
Adding new products or services , which are not related to current customers is called horizontal diversification . This strategy does not seberesiko conglomerate diversification because the company should have been more familiar with current customers .
The following strategies when horizontal diversification can be an effective strategy :
When the revenue generated from the company's current products or services will increase significantly with the addition of products that are not related
When an organization competes in a highly competitive industry and growing or not , as indicated by the results and a low profit margin industry
When the organization's current distribution channels can be used to market a new prosuk to current customers
When a new product has a pattern of product sales with current company
Diversified conglomerates
Adding new products or services , which are not related , so-called conglomerate diversification .
Here are six guides when conglomerate diversification can be an effective strategy :
When the basic industry companies experienced a decline in sales and profit
When a company has capital and managerial talent needed to compete in new industries
When a company has the opportunity to buy unrelated businesses that are attractive investment opportunities
When there is synergy between financial and corporate buyers who purchased
When the company's product market is now saturated
When charges of monopoly can be imposed on companies that have historically focused on one industry
General Electric ( GE ) is a diversified company that strictly best , GE makes locomotives , light bulbs , power factories , and refrigerator , GE Managing more than credit cards American Express , GE has more commercial aircraft than American Airlines .
E. Defensive Strategy
Adding new products or services , which are not related , so-called conglomerate diversification .
Here are six guides when conglomerate diversification can be an effective strategy :
When the basic industry companies experienced a decline in sales and profit
When a company has capital and managerial talent needed to compete in new industries
When a company has the opportunity to buy unrelated businesses that are attractive investment opportunities
When there is synergy between financial and corporate buyers who purchased
When the company's product market is now saturated
When charges of monopoly can be imposed on companies that have historically focused on one industry
General Electric ( GE ) is a diversified company that strictly best , GE makes locomotives , light bulbs , power factories , and refrigerator , GE Managing more than credit cards American Express , GE has more commercial aircraft than American Airlines .
E. Defensive Strategy
Retrechment
Retrechement occur if an organization grouping repeated through cash and cost reduction to reverse declining sales and profits . Retrechment designed to strengthen basic competencies unique organization . During retrenchment , the preparation of a strategy to work with limited resources and face pressure from shareholders , employees , the media . Retrenchment may involve the sale of land and building to raise cash , cut the product line , closing a very thin profit business , closing plants and old fashioned , automate processes , reduce the number of employees , and establish the system of expenditure control .
Here's a guide when retrenchment may be an effective strategy :
When a company has a uni competence but fail to achieve their goals consistently over time
When the company is one of the weakest competitor in the industry
When a company burdened by inefficiency , low profitability , low employee morale , and pressure from shareholders to improve performance
When companies fail to take advantage of external opportunities , minimize external threats , taking advantage of internal strengths , internal weaknesses and overcome all the time
As the company has grown so fast that in the time required massive internal reorganization
Retrechement occur if an organization grouping repeated through cash and cost reduction to reverse declining sales and profits . Retrechment designed to strengthen basic competencies unique organization . During retrenchment , the preparation of a strategy to work with limited resources and face pressure from shareholders , employees , the media . Retrenchment may involve the sale of land and building to raise cash , cut the product line , closing a very thin profit business , closing plants and old fashioned , automate processes , reduce the number of employees , and establish the system of expenditure control .
Here's a guide when retrenchment may be an effective strategy :
When a company has a uni competence but fail to achieve their goals consistently over time
When the company is one of the weakest competitor in the industry
When a company burdened by inefficiency , low profitability , low employee morale , and pressure from shareholders to improve performance
When companies fail to take advantage of external opportunities , minimize external threats , taking advantage of internal strengths , internal weaknesses and overcome all the time
As the company has grown so fast that in the time required massive internal reorganization
Divestment
Selling a division or part of an organization called divestiture . Divestiture can be part of an overall retrenchment strategy to rid the company's business that are not profitable , which requires too much capital or activities that are incompatible with other companies .
Here's a guide when divestment strategy can be an effective strategy :
When a company has done retrechement and failed to achieve the expected improvements
When sebuh division does not fit with the overall organization
When government antitrust action threatens companies
Selling a division or part of an organization called divestiture . Divestiture can be part of an overall retrenchment strategy to rid the company's business that are not profitable , which requires too much capital or activities that are incompatible with other companies .
Here's a guide when divestment strategy can be an effective strategy :
When a company has done retrechement and failed to achieve the expected improvements
When sebuh division does not fit with the overall organization
When government antitrust action threatens companies
Liquidation
Sell all company assets , separately or in bits and pieces to the real value is called liquidation . Liquidation is recognition of defeat , the consequences can be emotionally difficult strategy .
Here's a guide when divestiture may be an effective strategy :
When companies run retrechment and divestiture strategy , and none of them was successful
As an alternative to the company's bankruptcy only
When the shareholders of a company can minimize losses by selling the company's assets
D. Supplier
Environment competitive strategy in hyper competition
The difference between perfect competition with hypercompetition
Perfect competition feared because it is a state that almost no opportunity to survive for most corporations . In perfect competition , supply is proportional to the demand , and prices are at marginal cost . There are no barriers for other firms can enter easily . Perfect competition is no more just a fiction and not reality , so that companies will use to avoid hypercompetition behavior .
D' Aveni 7S suggest new models that offer a strategic planning approach that is more flexible and dynamic . The new version of the Model 7s D' Aveni is used to analyze a competitor . He noted how the Intel Corporation to implement this model :
1 . S - 1 : Superior Stakeholder Satisfaction ( satisfying stakeholders superiorly ) . Before the advent of the Pentium chip , Intel rarely ask customers desire . But now Intel's first find out what customers want and the main production software before making a chip
2 . S - 2 : Strategic Soothsaying ( strategic measures outperform competitors ) . CEO of Intel , Grove , giving allusions to the way the company bet millions of dollars on science fiction . With the pressure of the manufacturers of computer systems cricket rivalry , the technicians put together to create the capability and performance of the technology that is needed in order to continue to lead the competition . Intel also expanded in other areas , such as supercomputers , flash memory , chips , video and network
3 . S - 3 : Speed ( speed ) . Intel issued a one or two kinds of chips each year and a new microprocessor family every three or four years.It is made to always stay ahead of the imitators , Intel plans to make a new family of chips every year or two years in the 1990s
4 . S - 4 : Surprise ( surprise ) . Intel doubles the capability to power the microprocessor , the other chips , flash memory , personal computers , and super computers - making competitors always second-guessing their next move . Intel's first use of models and designs for the new chip to surprise rivals
5 . S - 5 : Shifting The Rules ( rule change ) . Intel's move to new areas such as supercomputers , digital video interactive , flash memory which helps to change the rules of competition . He also designed a personal computer with the power station , the Panter , that gives permission for the computer maker . Change occurs rules by creating a machine that is not marketed itself by Intel . The usefulness of the draft design is to maximize the benefits to be gained from the Intel Pentium chip .
6 . S - 6 : Signaling ( cue ) . Grove has been a member gesture intended to combat computer makers crickets " with everything we've got " . He also expressed a vision to make the company as a hub for all computerized , ranging from palmtops to supercomputers . Intel uses gestures to change the rules of competition with computer chips transformation from a commodity that is hidden to the asset market through the Intel Inside campaign . By making visible the chip brand in the marketing of personal computers , he made big gains in the fight against imitators .
7 . S - 7 : Simultaneous and Sequential Strategic Thrust ( simultaneous and sequential strategic attack ) . Intel uses various strategic attacks jointly and sequentially to gain the initiative . In the late 1970's , struggling to put on the 8086 microprocessor chip , Intel launched an all out attack - the cash - name operation against Motorola and other competitors . Simultaneous attacks on several segments of the market makes the IBM 8088 as a base adapted for the IBM PC computer . Intel also participated in the microprocessor and the memory market . Intel's launch of the memory chip market back to the flash memory , which is seen as a successive motion strategy followed by regrouping and counterattack.
Sell all company assets , separately or in bits and pieces to the real value is called liquidation . Liquidation is recognition of defeat , the consequences can be emotionally difficult strategy .
Here's a guide when divestiture may be an effective strategy :
When companies run retrechment and divestiture strategy , and none of them was successful
As an alternative to the company's bankruptcy only
When the shareholders of a company can minimize losses by selling the company's assets
D. Supplier
Environment competitive strategy in hyper competition
The difference between perfect competition with hypercompetition
Perfect competition feared because it is a state that almost no opportunity to survive for most corporations . In perfect competition , supply is proportional to the demand , and prices are at marginal cost . There are no barriers for other firms can enter easily . Perfect competition is no more just a fiction and not reality , so that companies will use to avoid hypercompetition behavior .
D' Aveni 7S suggest new models that offer a strategic planning approach that is more flexible and dynamic . The new version of the Model 7s D' Aveni is used to analyze a competitor . He noted how the Intel Corporation to implement this model :
1 . S - 1 : Superior Stakeholder Satisfaction ( satisfying stakeholders superiorly ) . Before the advent of the Pentium chip , Intel rarely ask customers desire . But now Intel's first find out what customers want and the main production software before making a chip
2 . S - 2 : Strategic Soothsaying ( strategic measures outperform competitors ) . CEO of Intel , Grove , giving allusions to the way the company bet millions of dollars on science fiction . With the pressure of the manufacturers of computer systems cricket rivalry , the technicians put together to create the capability and performance of the technology that is needed in order to continue to lead the competition . Intel also expanded in other areas , such as supercomputers , flash memory , chips , video and network
3 . S - 3 : Speed ( speed ) . Intel issued a one or two kinds of chips each year and a new microprocessor family every three or four years.It is made to always stay ahead of the imitators , Intel plans to make a new family of chips every year or two years in the 1990s
4 . S - 4 : Surprise ( surprise ) . Intel doubles the capability to power the microprocessor , the other chips , flash memory , personal computers , and super computers - making competitors always second-guessing their next move . Intel's first use of models and designs for the new chip to surprise rivals
5 . S - 5 : Shifting The Rules ( rule change ) . Intel's move to new areas such as supercomputers , digital video interactive , flash memory which helps to change the rules of competition . He also designed a personal computer with the power station , the Panter , that gives permission for the computer maker . Change occurs rules by creating a machine that is not marketed itself by Intel . The usefulness of the draft design is to maximize the benefits to be gained from the Intel Pentium chip .
6 . S - 6 : Signaling ( cue ) . Grove has been a member gesture intended to combat computer makers crickets " with everything we've got " . He also expressed a vision to make the company as a hub for all computerized , ranging from palmtops to supercomputers . Intel uses gestures to change the rules of competition with computer chips transformation from a commodity that is hidden to the asset market through the Intel Inside campaign . By making visible the chip brand in the marketing of personal computers , he made big gains in the fight against imitators .
7 . S - 7 : Simultaneous and Sequential Strategic Thrust ( simultaneous and sequential strategic attack ) . Intel uses various strategic attacks jointly and sequentially to gain the initiative . In the late 1970's , struggling to put on the 8086 microprocessor chip , Intel launched an all out attack - the cash - name operation against Motorola and other competitors . Simultaneous attacks on several segments of the market makes the IBM 8088 as a base adapted for the IBM PC computer . Intel also participated in the microprocessor and the memory market . Intel's launch of the memory chip market back to the flash memory , which is seen as a successive motion strategy followed by regrouping and counterattack.
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