IB Business and Management Unit 1.7 Growth and Evolution Pages 112-136
IB Business and Management
Unit 1.7
Growth and Evolution
Pages 112-136
1. Focus Questions
• 1. What is the difference between economies and diseconomies of scale?
• 2. What are the merits of small vs. large organizations?
2. An Overview• What is a continual aim of a business?
– To grow.
• What does growth refer to?
– The expansion of size of its operation.
• How can an organization’s growth be measured?
– Sales turnover = sale revenue
– Market share
– Capital employed
– Employees
• So, why do businesses seek growth?– Benefits of economies of scale
– Market share / market standing
– Survival in an industry
– To spread risks by diversifying.
– And in the long run…$$$ PROFIT $$$...
3a. Economies & Diseconomies of Scale
• As discussed before, a major reason to grow is to benefit from economies of scale.– What does economies of scale refer to?
• The lower average cost of production.• An improvement in productive efficiency.• Operating on a larger scale.
• Can you give examples of economies of scale?• Sometimes economies of scale refers to increasing returns to
scale.– A firm can gain a competitive cost advantage over
smaller firms.• How is this possible?
• Lower average cost = lower prices being charged to customers + higher profit margin made per unit.
• Confused yet??? …
4. Internal Economies of Scale
• There are two categories of economies of scale:– You guess it…internal and external
• Internal economies of scale: within the company’s control.• External economies of scale: beyond the control of the company.
• With regards to the internal economies of scale, the more you produce the more you will be able to lower your average costs of production.– This is possible due to several factors:
• Technical economies: using sophisticated machinery• Financial economies: lower rates when borrowing• Managerial economies: specialization leads to higher productivity• Specialization economies: division of labour, mass production.• Marketing economies: global marketing economies, selling in bulk• Monopsony economies: strong buying power, gain big discounts• Commercial economies: buying in bulk (purchasing economies / buying
economies) • Risk-bearing economies: where conglomerates, have a diversified
portfolio of products.
5. External Economies of Scale
• External Economies of Scale:
– arise outside the firm due to its location or growth.
– Four factors which may create external economies of scale:
1. Technological progress – increases trading; e-commerce.
2. Improved transportation and communication networks – things arriving on time.
3. Better trained labour – training programs, education in an area.
4. Regional specialization – highly regarded and trustworthy reputation.
…
6a. Diseconomies of Scale• Internal Diseconomies of Scale:
– Is where you can no longer exploit economies of scale.– Also called decreasing returns to scale, result from higher unit costs as a firm
increases the size of its operation.– There are several reasons for this:
• Lack of control and coordination – managers are no longer able to handle the demands of a larger company.– May harm staff morale.
• Poorer working relationships – with a larger workforce, senior management will become detached with the workers.– May harm staff morale and productivity.
• Workers becoming slack – larger workforce, due to specialization, may become bored and less productive.
• Amount of bureaucracy – will make communication more difficult, may reduce productivity.
• Complacency – being a market leader may lead to reduced productivity and raise unit costs. – Large firms will prefer to grow via franchising. Do you know of any?
6b. Diseconomies of Scale• External Diseconomies of Scale:
– Refers to an increase in the average costs of production.
– They occur when there are too many firms in the market.
– Unit cost of production increase for all businesses in the industry.
– For example:
• Too many business in one area.
– Will result in increasing market rents because of landing becoming scarce.
• Traffic congestion.
– Delays in delivery, will increase transportation costs.
• Supply of local labor.
– Since workers have a choice where to work; business will have to offer higher wages.
– This will increase costs, not necessarily increase output.
6c. Diseconomies of Scale• So, how can we deal with these diseconomies of scale?
– Well, firms will have to take several measures to protect their competitiveness.
• They have two options when dealing with diseconomies of scale:
– 1. reduce their level of output.
– 2. remove productive inefficiencies.
• For example:
– If workers are slacking:
» Try outsourcing.
» Performance-related payment systems.
» Motivational strategies (training, empowerment, and teamworking).
7a. Small vs Large Organizations:• All businesses have
an appropriate scale of operation.
• So, how can the size of a market be measured?
– An increase of any of these would result in or suggest that the firm is getting larger.
…Stock marketvaluation
…Balance sheetvaluation
Market value…
Capitalemployed
Profit
Size ofthe workforce
Total Revenue
Market share
Can beMeasured by:
7b. Small vs Large Organizations: • If your firm becomes larger you may also enjoy economies of scope.
– What are economies of scope?• When it is cheaper to produce a range of related products.
• So, how does this differ from economies of scale?– Well…refers to cost savings from producing the SAME product on a
larger scale.
• Economies of Scope:– Give businesses diversity.
– Gives businesses the opportunity to become active in other areas.
• Can you give me examples of economies of scope?– When Amazon started out what did they first sell?
• Books!!!
– What are they selling now?• Books, CDs, DVDs, you name it
7c. Small vs Large Organizations:• What are some
other benefits of being large?
Barrier to entry
Morechoice
ImprovedCustomer
loyaltyDiscounts
Convenience
Image And
reliability
BrandRecognition
Other benefitsof being large
7d. Small vs Large Organizations:• What are some
benefits of being small?
• Remember being small doesn’t mean you can not survive and flourish.
SmallMarket
Size
Flexibility
Personalizedservices
Local Monopoly
Power
Governmentaid
Financialrisk
Cost control
Other benefitsof being small
7e. Small vs Large Organizations: • So, what is the best or optimum size?
– Well, it will depend on its internal structure.– Its costs and size of the market.– It will also depend on your aims and objectives.
• REMEMBER:– If a firm operated beyond its optimum size the diseconomies of scale will
be experienced.– And if this occurs…what will happen?
• Your unit costs will increase and… • will REDUCE your $$$ PROFITS $$$.• Which is NOT GOOD
• Also, a firm may not run at its financially optimum level either.– Due to a lack of resources or demand.– No finances = no expansion = lack of production capacity
• Even if you are producing more…if there is no demand…guess what??? …
IB Business and Management
Unit 1.7 Internal (Organic) Growth / External
GrowthPages 119-128
1. Focus Questions
• 1. What are the internal growth strategies?
• 2. What are the external growth strategies?
2. Internal Growth
• Is one method of business growth, also known as organic growth.– It occurs when you use the firm’s resources to
increase the size of its operation.– Thus increasing its sales revenue.
• This growth is financed through the profits of the business and not from outside sources.
3a. External Growth
• Business growth through M&A’s (mergers and acquisitions).– Also called amalgamation or inorganic growth.– …
3b. Can Grow in Several Ways :• Business can
grow organically or inorganically.
…Stock marketvaluation
Training and development
Capitalexpenditure
CreditPayment terms
Placements(locations)
Better products
AdvertisingAnd promoting
Changing price
Can grow inSeveral ways:
3c. Benefits and Limitations of Organic Growth
• Benefits:– Better control and
coordination.
– Inexpensive.
– Maintain corporate culture.
• Limitations:– Diseconomies of scale.
– Overtrading.
– Need to restructure.
– Dilution of control and ownership.
– …
3d. External Growth
• Inorganic growth, which comes from M & A’s• Benefits of external growth:
– A faster way to grow.
– Quick way to reduce competition.
– Greater market share.
– Can generate new ideas, skills and customers.
– Can spread risk to different markets.
• The only disadvantage is the cost.• Take over bids and be in the billions of dollars.• …
4. Joint Ventures :Other methods:• Joint Ventures:
– When one or more businesses decide to split the costs, risks, control and rewards.
• What are the disadvantages?– 1. rely on the
resources of your partner.
– 2. Dilution of brands.
– 3. Spending lots of money to develop brands.
– 4. Organizational culture clash.
– See case study 1.7.4 on page 124.
High successrate
Exploitation Of local
knowledge
Competitiveadvantage
Cheap
Entry of Foreign markets
Spreading of Costs and risks
Synergy
Joint VentureAdvantages
5a. Strategic Alliances
1. Feasibilitystudy
2. PartnershipAssessment
3. ContractNegotiation
4. Implementation
• Similar to joint venture.
• Where two or more businesses form a business venture.
• The share the cost of production, operations and marketing.
• They remain independent organizations.
• So, how are they formed? …
Four KeyStages
5b. Strategic Alliances• The main goal of a strategic alliance is to gain synergy.
– So, what is synergy? How can it be beneficial to a company?• From Webster: “ a mutually advantageous conjunction or compatibility of distinct business
participants or elements (as resources or efforts)”• Such as:
– Pooling resources.– Expertise.– Financial support.– Gain economies of scale.– Value added services.– Wider channels of distribution.– …
Taken from: http://www.maximizepossibility.co
m/RMGpictures/Synergy.jpg
6a. Mergers and Takeovers• M & A’s = Mergers and Acquisitions.
– The Merger:• The combination if two or more businesses form one single company.
– So, why merge?
» The new merger will usually bring about economies of scale and larger market share.• The Takeover (Acquisition):
– Occurs when a company buys a controlling interest in another company.• That means; buying enough shares to hold a majority stake.• Used as a method of business growth.
• See Box 1.7a, pg. 125 Reasons for Takeovers.• Black knight = hostile takeover.• White knight = friendly bidder.• …
Taken from: http://30gms.com/images/uploads/sharks.jpg
6b. Mergers and Takeovers
4. ConglomerateM & A
(diversification)
3. LateralIntegration
(similar operations)
2. HorizontalIntegration
(same industry)
1b. BackwardVertical
Integration(towards supplier)
1a. Forward Vertical
Integration(towards consumer)
1. VerticalIntegration
(different stages of production)
Four TypesOf
Integration
6c. Mergers and Takeovers
Diversification
SurvivalSynergy1+1=3
Economiesof
Scale
GreaterMarket share
The Advantages
of M & A’s
6d. Mergers and Takeovers
RegulatoryProblems
Diseconomiesof
Scale
Redundancies
Conflict
CultureClash
Loss ofControl
The Disadvantages
of M & A’s
6e. Mergers and Takeovers• They are very common in today’s business environment.
• With increasingly competitive markets, M & A’s are used to maintain growth and competitiveness.
• Stock markets, deregulations, and globalization have made M & A’s more attractive.
• The success of M & A’s depend on several factors such as:
– The level of planning.• Communication to shareholders of the benefits.
– Aptitudes of senior management.• Negotiation skills are important to handle problems that arise.
– Regulatory problems.• Government interference, stopping a company from having too much
monopoly power
– Running into diseconomies of scale.• A demerger might take place (selling off a major part of a company’s
business).
• …
6f. Mergers and Takeovers• Management Buy-out (MBO):
– A defensive strategy to combat a hostile takeover.
– It involves the management team of the target business buying shares in the company to become the owners, thus preventing the company from being taken over.
– The team can also seek financial assistance from venture capitalists.
• This strategy can save jobs. Your job • Brand Acquisition:
– Instead of completely tasking over a company, you may buy one of the brands from the firm.
• Why would firms sell off one or more of their brands?
– Maybe they have a liquidity problem ; they are short on cash that it jeopardizes the survival of the firm.
– May also want to demerge or feel that the brand no longer suits the corporate image.
– …
IB Business and Management
Unit 1.7
Franchises
Pages 128-136
1. Focus Questions
• 1. What is a franchise
• 2. What is the Ansoff Matrix and how is it used?
• …
2a. Franchises• What is a franchise?
– A form of business ownership.
– You buy a license to trade using another firm’s name, logo, brands, and trademarks.
• So, how does one buy into a franchise?
– The franchisee (the purchaser), pays a license fee to the parent company; the franchisor.
– The franchisee pays a royalty payment.
– Used as a means of growth.
– …
2b. Franchises• The benefits
of franchising as a method of growth for the franchisor.
• Pg. 129 read
• …
Greater local Market
awareness
More incentives
Receive a Royalty payment
Less worry aboutThe running costs
Economies of scale
Allows for aNational or International
presence
Rapid growthWithout huge
risks
Benefits ofFranchising
2c. Franchises• The
Advantages for the franchisee
• Pg. 129 read
• …Large scaleAdvertising –
Reducing costs
Added services
Lower start-upcosts
Low riskHigh success
Advantages forThe franchisee
2d. Franchises• The pitfalls
of franchising to the franchisor.
• Pg. 129 read
• …
Not a quickMethod of growth
Huge risk to Reputation.
Difficult toControl
franchisees
The pitfallsof franchising
2e. Franchises• The
disadvantages to franchisees
• Pg. 129 read
• …
Less flexibilityPay large %
To the franchisor.
Can be veryexpensive
DisadvantagesTo franchisees
3a. The Ansoff Matrix• Developed in 1957, it is an
analytical tool.
• Helps managers to devise their products and market growth strategies.
• There are four growth strategies…
• …
• 1. Market Penetration:– Advantage:
• Focus on markets and products that the firm is familiar with.
• Safest of the four growth strategies.
– Limitation:• Competitors will react to your firms trying to “steal” their customers and market share.
• Might cause price wars, could hurt profits in the short term.
• 2. Product Development:– Medium-risk strategy.
– Suitable when products reach saturation or declining stage of product life cycle.
– Lower risks when launching a product under a well-known brand name.
• 3. Market Development:– Medium-risk strategy.
– Advantage:• Not high risk; using familiar products.
– Limitation:• Success in one market does not guarantee success in other markets.
– Cell phones in Asia for example.
3b. Advantages / Limitations
• 4. Diversification:– High risk growth strategy.– Involves marketing new products in new markets.– Advantage:
• Trying to spread your risk.• A good strategy when a firm has reached saturation in their markets and are seeking new
opportunities for growth.• So, how do companies diversify?
– One way is to become a holding company.• A holding company is a business that owns a controlling interest in other diverse
companies.• They are also known as parent companies.
– Advantage:» Wide range of products and markets in different regions of the world.
– Another way is to create a SBU; a strategic business unit.• Are very similar to subsidiaries.
– They have a separate vision and mission statement.– They can handle different product lines.
» Japanese auto-manufacturers have SBUs.• Limitation: it is the riskiest of the four options in the Ansoff Matrix. …
3c. Advantages / Limitations