電力会社の多角化戦略 : 外部成長による総合エネルギー企業への脱皮
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概要
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This paper analyzes how power electric companies in Japan should select their diversification strategy to gain and sustain competitive advantage in the age of deregulation which is advancing rapidly in the energy industry. Although companies have already embarked on communication, gas, care and life support business etc. in deregulation, they do not gain and sustain competitive advantage for them. They look for the best diversification strategy. When they take into consideration the fact related diversification has high profit in Rumelt (1974) research and the strategy which power electric companies in the West select is related diversification,they should select related diversification strategy to utilize economies of scope. Then they should utilize mergers & acquisition. Concretely, although they have already embarked on gas business to look for synergy effect, they have little market share. Therefore they should acquire a gas company in the same area to utilize economies of scope. That is to say, first, they should utilize the internal diversification strategy like research and development themselves to avoid environmental uncertainty. Afterwards,they should utilize the strategy that diversify by acquisition. It is effective for them to change from the internal diversification strategy to the strategy that diversify by acquisition to gain and sustain competitive advantage in the age of deregulation. Finally, in terms of economies of scale and scope, we need to think about the theory which integrates business strategy and corporate strategy based on the internal diversification strategy and the strategy that diversify by acquisition.
- 日本経営学会の論文
- 2006-12-25