ANALISIS PORTOFOLIO BISNIS PT MULTIMEDIA NUSANTARA
Corporate strategy that developed by a diversified company appropriate if the parent company has a high compatibility (fit) with its business units. According to Thompson, Strickland and Gamble (2012) diversification strategy can be justifiable if they are able to create value for shareholders, mean...
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| Main Authors: | , |
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| Format: | Theses and Dissertations NonPeerReviewed |
| Published: |
[Yogyakarta] : Universitas Gadjah Mada
2013
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| Subjects: | |
| Online Access: | https://repository.ugm.ac.id/125425/ http://etd.ugm.ac.id/index.php?mod=penelitian_detail&sub=PenelitianDetail&act=view&typ=html&buku_id=65593 |
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| Summary: | Corporate strategy that developed by a diversified company appropriate if
the parent company has a high compatibility (fit) with its business units.
According to Thompson, Strickland and Gamble (2012) diversification strategy
can be justifiable if they are able to create value for shareholders, meaning that
the selected business units should have better performance under single corporate
umbrella than stand alone independently (stand alone business). Value creation
can be done if the company has a value creation insights and special
characteristics, so it can build an effective strategic planning process. A
multibusiness company usually consists of a parent company and one or more
subsidiaries or business units.
Multibusiness companies create value by influenced the business units
they owned. A good fit between a parent and its business units will create value, a
bad one will destroy it.
Corporate parenting framework (Campbell & Goold & Alexander, 1995)
was developed to address the phenomenon of the many corporate-level companies
that have failed in identifying two crucial issues regarding what business units
should be included in their portfolio and what approach should be used by
companies for upgrading the performance of all their business units. The
framework is also developed to complement the concept of core competencies
(Hamel & Prahalad, 1990), using structured analysis approach that consists of
four steps, namely identifying characteristics of corporate parenting, identifying
parenting opportunities and critical success factors of business units and mapping
into parenting fit matrix which would describe the position of all business units
within the corporate portfolio into five main categories, namely business
heartland, heartland edge-of-business, business ballasts, value trap business, and
alien business territory, where each position would have different implication
strategy to improve its performance in the future. The position of each business
unit in the matrix is placed on assessment of the level of concordance between the
parent's skills and business need, whereby a high level of concordance between
the two will be able to realize the value creation.
A qualitative case study was used to understand parenting value creation
in Metra Group, there are good fit between the parent and most its business units. |
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