The Balance and Alliance Stage in Visual C#.NET

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The Balance and Alliance Stage
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toward emerging, high-potential markets, including the sports drink (Stage 2) and bottled water (Stage 2) industries For another example, look to IBM and Oracle In the late 1990s, both companies spun off units in the sizeable, Stage 1 corporate training industry Annual spending on corporate training exceeds US$8 billion in the United States, At this final stage of consolidation, market potenand of that about US$5 billion is spent on IT tial lies in identifying pocktraining According to Lifelong Learning s ets of opportunity or niches where the company can Market Report, the number-two training compa- add value to the business ny in 1998 was Oracle Education, a division of the software giant, with a 54% share worth US$443 million The number-one trainer was IBM Learning Services, with an 85% share worth nearly US$700 million The training market, while sensitive to economic trends, has been growing at a steady rate And these two Stage 4 innovators did not miss the opportunity of an attractive spin-off business opportunity with lots of growth potential Fight Complacency Stage 4 companies must engage in a never-ending battle with complacency, and those that succumb to contentment with their position risk imminent competitive onslaught Once again, consider the ongoing battle between Stage 4 giants Coca-Cola and PepsiCo It has been a battle of give-and-take for decades In the early 1990s, Coke became complacent in its marketing and product strategy Then, intimidated by Pepsi s rapid gain in market share, Coke changed the taste of its flagship product, causing it to go into a tailspin In the mid-1990s, however, the tables turned as Coke beat Pepsi in the race for international expansion and became the dominant brand in several strategic countries in Asia and Eastern Europe More recently, Pepsi has been on a faster growth track than Coke, thanks to gains in its new non-cola beverage businesses This epic battle highlights the consequences of taking your eye off the ball in the Balance and Alliance Stage As a result, Stage 4 companies must avoid complacency at all costs Effective human resources management can often take on a
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Winning the Merger Endgame
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strategic dimension in Stage 4 and help mitigate this risk Reward and compensation systems, promotion and succession planning processes, and recruiting and people development are all critical processes that can encourage innovation and risk-taking and reduce susceptibility to competitor advances Set a Good Example Companies in the Balance and Alliance Stage are so big, so global, and so prominent that they attract undue media, consumer, and government attention When they make a mistake, the consequences can be disastrous As a result, they must develop and maintain a sense of overriding responsibility for the global marketplace, offer superior customer service, establish strict environmental protection policies, promote economic development, and foster strong, cooperative relationships with governments Stage 4 companies must realize they can do well by doing good Shell learned this lesson the hard way when it tried to sink the Brent Spar drilling platform in the North Sea The cost savings wasn t worth the loss of revenues through a consumer boycott, the bad press and damaged reputation it gained with consumers and environmentalists Now it s working its way back into favor with a greener policy Nike has had its issues in the past, with accusations of using child labor in foreign factories and closing US manufacturing plants to move production offshore But it is moving to the vanguard of corporate responsibility with recent initiatives such as recycling programs, voluntary removal of PVC from its shoe materials, and introducing organic cotton into its T-shirts, which reduces environmental pollution caused by agricultural chemicals Nike has also turned to corporate reporting to raise awareness of its efforts to address the labor abuse practices it was charged with Its Web site contains open self-criticism about findings in some of its factories However, the site also reports that Nike gave a grant of nearly US$8 million to the International Youth Foundation an organization dedicated to improving the lives of young people Other examples of Stage 4 companies seeking to improve their cor-
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