CompanyandProductLead-inQuestions•Drawachartofdepartmentalizationofthecompanyyouareworkingwith.Thinkaboutwhattypesofdepartmentalizationaremostemployedthere?RelatedExpressions•coordinate•topmanagement•departmentalization•function•consolidate•executive•categorizationCorporateStructureShareholdersCorporateManagementBoardofDirectorsBusinessUnitsCorporateStructureCorporateHeadquartersSBU1SBU2SBU3SBU4Theobjectiveofthecorporatestructureistooperatethebusinessunitstocreatesynergy.CorporatePortfolioCorporateStructure•BureaucraticCosts–thecostsofmaintainingthecorporatestructure(官僚成本)(组织运作成本)•Synergy–thebusinessunitscreategreatervalueoperatingundercorporatecontrolthantheywouldoperatingseparatelySynergyBureaucraticCost?>Thecorporationisjustifiedonlyifthesynergycreatedisgreaterthanthebureaucraticcosts.CorporateManagementCorporatemanagementhastwoprinciplefunctions–Managethecorporateportfolio–determinewhatindustriestocompeteinandwhatbusinessestoown–Managethebusinessunits–establishverticalandhorizontalrelationshipstocreatesynergyThecorporationusesuniqueresourcestoallowbusinessunitsto–Reducecosts–Improveresourcesandcompetencies–CreatecompetitiveadvantageAdvantages•EconomiesofScope–leveragingcorecompetenciesandsharingrelatedactivities•MarketPower–increasenegotiatingpower•VerticalIntegration–allowscontroloverkeysupplieranddistributionnetworks•FinancialEconomies-allocateresourceseffectively•Parenting–providemanagementexpertise•Restructuring–improvementsinbusinessresources•RiskReduction–?Disadvantages•BureaucraticCosts(官僚成本)•Pricepremium(价格溢价)•InformationandCommunicationLimits•CulturalandStrategicIncompatibility•AgencyProblem•ManagementassumesdiversificationdecisionsthatshouldbelefttoshareholdersMeansofDiversifying•MergersandAcquisitions–Obtainresourcestoexpandmarketopportunities–Allowsrapidactions–Seriousriskoffailure•StrategicAlliancesandJointVentures–Shareresourcestoreducecostsorimprovetechnology–Stillsignificantriskoff...
