Posted: March 11, 2014
Ken Favaro is a senior partner with Booz & Company based in New York. He leads the firm’s work in enterprise strategy and finance.
Strategy & Leadership
How IKEA, Disney, and Berkshire Hathaway Succeed with Adjacencies
Research confirms, time and again, that when most companies diversify into new markets, their profitability is diluted and acquisitions are subsequently unwound—usually by a new CEO intent on creating a more “focused” company. Consider Coca-Cola’s forays into wine and filmmaking, Eastman Kodak’s venture into pharmaceuticals, and Philip Morris’s adventure with Miller Brewing. Of course, adjacency moves are not always a disaster. IBM successfully diversified into services; Disney does quite well with a portfolio ranging from films to fun parks, children’s retailing, and cruise ships; Apple successfully entered the highly competitive mp3-player, smartphone, and online music businesses; and Berkshire Hathaway, a rail-to-chocolates conglomerate, has the best 40-plus-year track record of shareholder returns the world has ever seen.
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