Vertical Integration: BY Anand Mallik Arjun M.S

VERTICAL INTEGRATION
BY
ANAND MALLIK
ARJUN M.S
DEFINITION & TYPES
• Vertical integration is a business strategy used to expand a firm by
gaining ownership of the firm's previous supplier or distributor.
Many firms use vertical integration as a way to reduce cost and
increase efficiency, which results in increased competitiveness.
• Firms engage in two types of vertical integration.

Forward integration
Backward integration
• Forward integration is a method of vertical integration in which a
firm will gain ownership of its distributors.
• Backward integration is a method of vertical integration in which a
firm will gain ownership of its supplier.
• Firms may utilize a forward or backward integration strategy or they
may use a combination of both known as a balanced
integration strategy.
FACTORS FOR INTEGRATION
Two issues have to be considered before integration:
 Costs - An organization should vertically integrate when costs of
making the product inside the company are lower than the costs of
buying that product in the market.
 Scope of the firm - A firm should consider whether moving into new
industries would not dilute its current competencies. New activities in
a company are also harder to manage and control. The answers to
previous questions determine if a company will pursue none, partial
or full Vertical Integration.
VERTICAL INTEGRATION VS HORIZONTAL INTEGRATION
• VI is different from horizontal
integration, where a corporate usually
acquires or mergers with a competitor
in a same industry.
• An example of horizontal integration
would be a company competing in raw
materials industry and buying another
company in the same industry rather
than trying to expand to intermediate
goods industry.
TYPES OF VERTICAL INTEGRATION
• Firms can pursue forward, backward or balanced Vertical Integration strategies
FORWARD INTEGRATION
 If the manufacturing company engages in sales or after-sales
industries it pursues forward integration strategy.
 This strategy is implemented when the company wants to achieve
higher economies of scale and larger market share.
 Forward integration strategy became very popular with increasing
internet appearance.
 Many manufacturing companies have built their online stores and
started selling their products directly to consumers, bypassing
retailers.
FORWARD INTEGRATION STRATEGY IS EFFECTIVE
WHEN:
Few quality distributors are available in the industry.
 Distributors or retailers have high profit margins.
 Distributors are very expensive, unreliable or unable to meet firm’s
distribution needs.
 The industry is expected to grow significantly.
 There are benefits of stable production and distribution.
 The company has enough resources and capabilities to manage the
new business.
BACKWARD INTEGRATION
• When the same manufacturing company starts making intermediate
goods for itself or takes over its previous suppliers, it pursues
backward integration strategy.
• Firms implement backward integration strategy in order to secure
stable input of resources and become more efficient.
• Backward integration strategy is most beneficial when: Firm’s current
suppliers are unreliable, expensive or cannot supply the required
inputs.
BACKWARD INTEGRATION STRATEGY IS EFFECTIVE
WHEN:
There are only few small suppliers but many competitors in the
industry.
The industry is expanding rapidly.
 The prices of inputs are unstable.
 Suppliers earn high profit margins.
 A company has necessary resources and capabilities to manage the
new business.
ADVANTAGES OF VERTICAL INTEGRATION
Introducing a vertical integration strategy can have many advantages
for a company, such as:
• Increased competitiveness
• Greater process control
• Increased market share
• Increased supply chain coordination
• Decreased cost
DISADVANTAGES OF VERTICAL INTEGRATION
• Higher costs if the company is incapable to manage new activities.
• The ownership of supply and distribution channels may lead to lower
quality products and reduced efficiency because of the lack of
competition
• Increased bureaucracy and higher investments leads to reduced
flexibility
• Higher potential for legal repercussion due to size (An organization
may become a monopoly)
• New competencies may clash with old ones and lead to competitive
disadvantage.
ALTERNATIVES TO VERTICAL
INTEGRATION
• This strategy may not always be the best
choice for an organization due to a lack of
sufficient resources that are needed to
venture into a new industry. Sometimes
the alternatives to VI offer more benefits.
• The available choices differ in the
amount of investments required and the
integration level.
• For example, short-term contracts
require little integration and much less
investments than joint ventures.
Many businesses around the world use vertical integration to gain competitive advantage. Some of the examples include: Apple
Inc., Samsung Electronics, The Coca Cola Company, Alphabet (Google) Inc., Ford Motor Company, Toyota Motor
Corporation and many other businesses.
Sources
1.Wikipedia (2019). Vertical Integration. Available
at: http://en.wikipedia.org/wiki/Vertical_integration
2.Stuckey, J. & White, D. (1993). When and when not to

vertically integrate. McKinsey & Company. Available
at: http://www.mckinsey.com/insights/strategy/when_and_when_not_to_vertically_integr
ate
THANK YOU

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VERTICAL INTEGRATION

• Firms engage in two types of vertical integration.

2.Stuckey, J. & White, D. (1993). When and when not to

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