Description
Case study downsizing strategy influence on the structure of the firm.
75
CASE STUDY: DOWNSIZING STRATEGY INFLUENCE ON
THE STRUCTURE OF THE FIRM
Alfonso Herrero de Egaña Espinosa de los Monteros
*
Carmen Soria Bravo
**
Received: 17. 3. 2012 Case study
Accepted: 5. 5. 2012 UDC 65.012
This case study analyzes the effectiveness of the downsizing strategy in the
Telefonica through the Event Study method. An event study is designed to examine
market reactions to excess returns around specific information events. The
information events can be market-wide, such as macroeconomic announcements,
or firm specifics, such as downsizing announcements. The question of whether the
excess returns around the announcements are different from 0 is answered by
estimating the t statistic for each day, by dividing the average excess return by the
standard error. If the t statistics are statistically significant, the event affects the
returns; the sign of the excess of returns determines whether the effect is positive
or negative. Teaching notes for each section are included.
1. INTRODUCTION
We can see every day in the press how a great number of companies carry
out reductions in the size of their business units, restructuring themselves
around their core competencies in order to achieve greater flexibility and
efficiency improvements.
Downsizing is defined in this study as a strategy that aims to improve
business results by reducing the resources of a business unit, adjusting the
organizational structure to the new strategy and environment. This trend is
*
Alfonso Herrero de Egaña Espinosa de los Monteros, Facultad de Ciencias Económicas y
Empresariales, Departamento Economía Aplicada y Estadística - Despacho 1.20, C/Paseo
Senda del rey nº 11, 28040 Madrid, Spain, Phone: +34.609.90.67.55, E-mail:
[email protected]
**
Carmen Soria Bravo, C/Balandro, Nº14 2ªA, 28042 Madrid, Spain, Phone: +34.629.28.52.19,
E-mail: [email protected]
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observed in industrial and service sectors (Littler, 1998; Gandolfi, 2007) and is
present globally in the U.S., Europe, Asia and specifically in Spain (Morris,
Cascio & Young, 1999; Dahl and Neshheim, 1998; Suarez, 2000).
2. DOWNSIZING AS A STRATEGIC ALTERNATIVE
There is not a single downsizing definition accepted by all researchers
(Davis, Savage, Steward & Chapman, 2003). This research, within the systemic
changes, conceptualizes downsizing as a strategic alternative that includes
different combinations of decreases in physical systems, and human and
organizational aspects to adjust the company to the competitive conditions
(DeWitt, 1998).
Intention, timing and effects on work processes and staff are the main
characteristics of the term downsizing, and differentiate this strategy from other
related terms, such as the decline, which is not intended. Downsizing is also
implemented in periods of growth, although layoffs can be considered as a
consequence of the strategy, but not the strategy itself.
The downsizing model proposed by DeWitt (1998) presents three strategies
that represent a range of possibilities between retention and abandonment of the
industry. Based on different physical and personnel reductions related to the
company’s competitive positions, the and mobility barriers are the source of
information to select the strategy of downsizing. This downsizing classification
is also used in the studies of Grennhalg, Lawrence and Sutton 1998, and Budros
2002.
Figure 1: Downsizing strategies based on resource reductions
Source: DeWitt (1998)
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• Retrenchment or cost reduction: the strategy is based on improving
productivity by reengineering processes, product concentration and
redundant work elimination (Feeman & Cameron, 1993).
• Downscaling: this strategy maintains the activities of the company, but
reduces the output level to suit the demand. This means reductions of
human and physical resources, sacrificing the benefits of scale for
adapting to demand cycles (Kotler, 1986).
• Downscoping or Refocusing: reduces the scope of activity by
decreasing vertical or horizontal differentiation (Johnson, 1996;
Markides, 1995).
To select the downsizing strategy, three factors should be analyzed: firm
resources, investment, and activity field. Firm resources can create competitive
advantages, but they also reduce the mobility and exit of the industry. Thus, a
downsizing strategy could be satisfactory if selling resources at the market
generate more value than keeping them in the organization. Second, if the
company has made recent investments in capacity or products, it is possible to
achieve higher revenues (Caves & Porter, 1976), but it also limits the scope
reduction strategy, so a retrenchment approach is more likely. Finally, if the
company has wide fields of activity, factors related to business are more
important than the industrial ones.
Depending on the specific objectives pursued, one will select one of the
resource reduction strategies (Gresov, 1989, Drazin & Van de Ven 1985). Thus,
the Retrenchment is more likely when a firm has not invested in the capacity
and product and tries to take advantage operating at maximum capacity, or
when competitors have made investments Downscaling involves the removal of
large factories, so it will be done when the company has a wide field of activity
and has not invested in the product or capacity, or in case of fall in demand.
Downscoping reduces the variety or output produced, so it is more effective if
the company has a wide field and has not recently invested in capacity.
The fit concept has been a central idea in the success of organizations
(Nadler & Tushman, 1988). Following the system approach, organizational fit
occurs when the organizational design balances all the contextual factors of the
organization and its internal variables. Thus, with the Nadler and Tushman
model, organizational effectiveness is due to the adjustment of its components.
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Context Strategy Tasks Individuals
Formal structure
Informal structure
Results
Organization
Figure 2: Organizational adjustment
Source: Adapted from Nadler & Tushman (1988:32)
It includes the conditions under which the organization operates, the
company’s strategy that defines managerial decisions about the relationship
with the environment, thus its mission, how it competes, the objectives and the
structure. Results indicate the efficiency and effectiveness level in achieving the
goals.
The model central idea is that organization effectiveness depends on the fit
degree between the different components. Thus, implementation of downsizing
strategies alter, if necessary, the structural design of the company, modifying
structures, processes and methods to facilitate individual performance, and
allowing the correct downsizing implementation (Miles & Snow, 1995; Worley
& Lawler, 2006). Structural movement will depend on the selected downsizing
strategy and the structure that exists in the organization since it will try to adjust
to the environmental change and reallocate human resources to new activities.
Managers can act and correct formal design variables, which makes the
formal structure important within the structural organization. Therefore, this
study focuses on the fit between the strategy and formal structure of the
company. Sutton and D’Aunno (1989) propose two structural movements:
• Long-term movements towards mechanical structures: present high
levels of centralization and standardization.
• Movements towards organic structures: personnel expertise is the
mechanism of coordination and control.
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Table 1. Teaching notes – Downsizing as a strategic alternative
Instructional direction Student understanding Discussion or simulation
• Show the objectives
that the different
downsizing strategies
try to achieve.
• Students should
know the variables to
be analyzed in
downsizing
strategies.
• Introduce a
discussion: is
downsizing a long-
term optimal
strategy?
• Provide lists of
various firms that
implemented
downsizing strategies,
and discuss about
which ones took the
appropriate decision
according to their
strategy and
environment.
• Students should be
able to differentiate
between downsizing
strategies and layoffs
or decline situations.
• Introduce a
discussion: when
layoffs are a
consequence of a
strategy; and when
they are implemented
without considering
the firm strategy.
3. PROPOSAL FOR ANALYSIS
Based on the necessary adjustment between strategy and structure, the
model should analyze the downsizing strategy, the sector and company
characteristics, considering whether there have been structural movements
associated with different strategies to achieve the objectives of efficiency,
productivity and competitiveness pursued by the company. That is, the model
should consider whether the proper relationship between the strategy of
downsizing and corporate structure causes an increase in the results.
• Activity scope
Downsizing Strategy
• Retrenchment
• Downscaling
• Downscoping
• product line pruning
• market withdrawal
• customer withdrawal
• Backward deintegration
• Forward deintegration
Resources
Firm Strategy
Industry
• Exit and mobility barriers
• Investment in capacity or
products
• Competitor product and
capacity Investment
• Demand movements
• Functional Functional
• M-form M-form
• Matrix M-Form / Functional
• Functional Matrix
• M-form Matrix
• Matrix Matrix
• Functional Matrix
• M-form Matrix
• Matrix Matrix
• Functional Functional
• M-form M-Form
• Matrix M-form
Structure
Mechanical
Organic
Virtual
RESULTS
• Activity scope
Downsizing Strategy
• Retrenchment
• Downscaling
• Downscoping
• product line pruning
• market withdrawal
• customer withdrawal
• Backward deintegration
• Forward deintegration
Resources
Firm Strategy
Industry
• Exit and mobility barriers
• Investment in capacity or
products
• Competitor product and
capacity Investment
• Demand movements
• Functional Functional
• M-form M-form
• Matrix M-Form / Functional
• Functional Matrix
• M-form Matrix
• Matrix Matrix
• Functional Matrix
• M-form Matrix
• Matrix Matrix
• Functional Functional
• M-form M-Form
• Matrix M-form
Structure
Mechanical
Organic
Virtual
RESULTS
.
Figure 3. Analysis model
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• Retrenchment strategy is characterized by a specialized production,
concentrating activities to achieve economies of scale. Structures tend
to mechanical models, with increased levels of standardization,
formalization and centralization.
• Downscaling strategy is associated with structural movements, aimed at
organic configurations. These structures have low levels of horizontal
differentiation and standardization, but high levels of vertical
differentiation and centralization.
• Downscoping strategies reduce the product-market complexity level
leading to less differentiation of activities. If the reduction of
complexity is caused by the elimination of products or customers, the
organization tends to matrix structures. On the other hand, if the
complexity is reduced due to the elimination of activities in the value
system, the primary structure will continue with the same configuration
but reducing the differentiation and standardization levels, so it will
configure virtual structures or company’s networks.
This case study focuses on downscoping strategies because, according to
business evidence, most diversified firms held a lower diversification level
since the ’90s, and downscoping is the most common strategy (Markides,
1995). The analysis is based on a case study that, as it is shown in several
studies (Hartley, 1995), allows the analysis of one or more organizations to
examine a contemporary phenomenon in its own context. This analysis is also
particularly relevant in research areas where there are complex processes with
several variables.
The results of the case are analyzed by their value on the stock market. In
addition to the results analysis, it is necessary to test whether the downsizing
strategies implemented have had an effect on them. For this analysis, we used a
statistical event study. Hotchkiss & Stricklan (2003) use this methodology to
analyze mergers, explaining how financial investors act according to the
information issued by the company.
However, financial markets react not only to the event, but to the
information itself, so it is necessary to create temporal windows of events in
which to analyze the effect on profitability. The event date is the time that the
information provided by the company has an effect, or the dates around which
the event takes effect. This study refers to downscoping strategies, so it
considers a time window of four months prior to the finalization of the sale of
the business, and four months after it. The relevant facts reported by the
company are the basis for calculating these time frames because they are
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considered as all the information that will affect investors to buy or sell
securities.
Figure 4. Definition of the analysis period in an event-study
In this study, we should analyze a growing sector at the same time that
downsizing strategies were conducted, so that these strategies could be analyzed
isolated from the effect or economic decline. Thus, the empirical study was
conducted in the telecommunication sector. Telecommunication is an expanding
industry where some of the factors defined as relevant in the selection of the
downsizing are present, such as the investment in specific assets, movements in
demand and the activity scope.
Table 2. Teaching notes – Proposal for analysis
Instructional direction Student understanding Discussion or simulation
• Introduce students to
the strategy and
structure adjustment
in order to increase
results.
• Students should
understand the
relationship between
strategy and structure.
• Have a discussion
about structural
movements caused by
the strategy selected.
• Analyze what steps
should be followed to
carry out a strategy
of downsizing.
• Students should
understand the relation
between existing firm
characteristics and the
strategy selected.
• Have a discussion
about how different
firms implemented
these strategies and the
results they have
obtained.
4. EMPIRICAL ANALYSIS - THE CASE OF TELEFÓNICA S.A.
The telecommunications sector has undergone a structural change due to
the processes of deregulation conducted since the early ’90s that made
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companies analyze the business they where in, redefining the activities – before
that date, most of the telecommunication companies were public and operated
as a monopoly in their local markets.
As indicated in the study of López (2002), globalization changes trade
patterns, increasing company internationalization, which allows exploiting
global technological and organizational advantages, decreasing costs, entering
new markets and diversifying investment risks. In this global market,
Telefónica has continuously transformed its business, evolving from a local
company to a multinational monopoly that operates in four continents with a
high operating efficiency. This transformation is due to external factors, such as
technological development and sector liberalization; as management factors
which have been modified to adjust to the environment.
Since the late ’80s, the liberalization of the sector in almost all countries
combined with removing barriers to foreign capital inflows generated
Telefónica internationalization opportunities by acquiring companies already
established in other countries. This was the period in which the Telefónica
Group experiences a high geographic growth, which began in Latin America,
that represents the expansion centre, and in Eastern Europe.
The new integrated multinational perspective allowed cost savings,
economies of scale, and synergies; by common products and services
promotion, branding, networking rationalization and knowledge transfers within
the group. Technology standards, suppliers and common products also increase
Telefónica’s negotiation power.
The search for efficiencies also led the company to gradually segregate
resources and activities that are not within their core business. Thus, the Shared
Service Centres were created as shared drives between different lines of
business to manage administration activities in market conditions. These units
allowed economies of scale and provided business flexibility by changing fixed
costs to variable ones. They also permitted different units to focus their
resources in their core business and avoid the multiplication of staff units.
Other divestments in this period are clearly related to downscoping
strategies, carried out by the gradual exit from the non-strategic business
activity of the group as a subsidiary of public telephones, data transmission or
installing equipment lines.
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With this new scenario, Telefónica centred its development over the next
three years, based on three sources of growth:
• Further strategic alliances in non-core businesses
• Latin America expansion
• Business development and acquisition agreements. It is important to
emphasize the media business, which tries to maximize the value of
Telefónica distribution networks and strengthen the capacity of creation
and exploitation of content. During 2000-2003, Telefónica Media was
developed through agreements and acquisitions, as Endemol, Via
Digital TV and Antena 3 in Spain or through Telefé and Canal Azul in
Argentina.
From 2003, Telefónica focused its management priorities on strengthening
its position in key markets and improving operational efficiency, continuing
with the cost control policy and investment, by divesting in businesses that had
not reached the projected development. Thus, the business of Telefónica Media,
which developed greatly since 2000, suffers divestiture and reorganization
processes from the year 2003 because thanks to Telefónica’s size, Telefónica
could negotiate, with advantage, the broadband content without being tied to a
specific production company. This downscoping strategy culminates when
Endemol was sold in 2007. At the same time, Telefónica performed investment
rearrangement processes of non-strategic assets, such as Airwave, specialized in
digital security communications, or TPI, specialized in the telephone directory
market.
Parallel to this process of divestment, since 2005 Telefónica concentrated
its activities in the telecommunications business, expanding their business in the
Value Added Services and digital content. The key business grew
geographically, emphasizing the acquisition of all shares of O2, the 50% of
Colombia Telecomunicaciones SA, later renamed Telefónica Telecom, the
increased participation in Telecom Italia and the entry and increased
participation in China Netcom Group. In addition to the development along
these years, Telefónica changed its structure to fit the strategy defined by the
following phases:
• In 1994, a structure focused in business lines, markets, customers and
products was approved. The corporate centre in turn guided the group’s
strategy and carried out planning, corporate finance and institutional
relations. Finally, two units of shared resources and infrastructure
provided support to business units.
• In 1999, a new structure was created to take advantage of geographical
business opportunities and new business lines due to the growing
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importance of audiovisual and multimedia business, and the developing
of the internet.
• During the following years, the business line structure was maintained,
showing the development of several units and the subsequent
restructuring of them.
• In 2006, refocusing strategy to core business concluded, and Telefónica
adopted a regional and integrated management model. Three units were
created, each one responsible for fixed and mobile assets in Spain,
Europe and Latin America.
This continuous adjustment of the structure with the strategies allowed that
the Group found the right mix in scale and business diversification, by activity
and geographical areas. This mix leverages the growth in several businesses and
extracts the value of scale and diversity through integrated management. The
greater business integration of Telefónica also allows carrying out global
projects in infrastructure and systems, and centralizing purchasing activities
such as trade or convergence products, services and distribution channels.
On the other hand, the regional management can focus on the customer,
allowing the development of products and services to be carried out
dynamically with the market. The customer focus strategy led to structural
movements toward organic configurations, increasing the importance of
knowledge throughout the organization, lateral communication and decision
making based on information and advice rather than on instructions and
decisions.
Higher levels of operational efficiency also enabled the company to act
within the requirements of the current competitive environment, gradually
reducing investment. In this sense, efforts in information systems and in
established businesses layoffs, mainly in the fixed line business, have been
important. It is noteworthy that the layoff plans proposed aimed to ensure the
competitiveness of established businesses in the new market environment, and
were based on the principles of voluntariness, universality and non-
discrimination of the employees, incorporating functional and geographical
adaptation procedures for the employees that stay connected with the company,
as well as specific training plans to cover new professional profiles required by
the environment.
All these movements confirm that downsizing processes were implemented
in a systemic way, making the company grow in resources, while reducing in
size the different units to make them more flexible. The return to shareholders,
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during the analyzed period of 15 years, has had the annual average of 19.1%,
higher than the IBEX 35 (Fernandez & Carabias, 2007).
Table 3. Telefónica profitability from 1992 to 2007
1992 1993 1994 1995 1996 1997 1998 1999
Shareholders'
return (million EUR)
-2,5% 69,2% -13,7* 11,3% 84.4% 46,8% 53,9% 104.4%
2000 2001 2002 2003 2004 2005 2006 2007 2008
Shareholders'
return (million EUR)
-29,0% -11.1% -41.0% 46.6% 22.7% -1,2% 31,2% 41.7% 19.1%
Table 4. Telecommunication companies’ profitability
1938 1933 2000 2001 2002 2003 2004 2005 2006 2007
China
Mobile
Hong
Kong
20.377 35.691 101.615 66.435 43.495 60.432 66.786 93.802 172.303 354.154
AT&T Inc 104.891 166.305 161.632 131.672 90.011 85.438 35.433 96.601 137.384 252.051
Vodafone
Group Pic
50.238 153.734 236.831 173.131 124.283 169.737 177.746 132.757 146.132 198.564
Telefonica
SA
46.555 81.118 71.725 62.524 43.507 72.762 93.361 73.780 104.605 154.730
Verizon 83.823 95.593 135.292 129.339 106.011 96.875 112.170 83.281 108.723 126.278
Deutsche
Telekom
90.275 214.371 91.304 72.512 53.827 76.986 94.940 70.661 81.026 95.622
France
Telecom
81.422 134.885 99.606 43.130 20.867 68.663 81.686 64.397 71.910 93.698
NTT
(XSQ)
119.839 267.039 112.315 51.591 57.912 77.301 74.278 80.112 77.616 77.016
NTT
Docomo
78.945 367.667 165.190 117.926 92.605 113.779 92.554 74.269 73.856 74.758
American
Movile SA
DE CV
- - - 9.525 6.346 11.994 22.204 35.822 54.667 69.476
Telecom
Italia
9.837 13.608 11.740 9.344 9.022 30.537 42.202 38.793 40.405 41.480
Sprint
Nextel
60.215 69.710 45.920 35.329 31.951 46.643 49.431 37.023 33.431 42.666
WorldCom 131.548 150.609 40.487 41.663 409 39 - - - -
BellSouth 97.535 88.116 76.408 71.606 48.081 52.302 50.905 49.556 85.932 -
Telefonica
Moviles
- - 39.488 31.003 28.174 45.228 54.505 45.310 60.873 -
Telecom
Italia
43.123 73.810 67.303 47.034 38.496 45.848 63.070 43.871 49.042 -
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Regarding the profitability of the largest companies, Telefónica was ranked
third in the period 2003-2007, and by capitalization, it has moved from the 12th
position to second in 2008.
In the event-study, we analyzed specifically four downsizing decisions
taken by Telefónica: the divestment of Antena 3 TV, TPI, Airwave and
Endemol, as shown below.
Desinversiones: Desinversiones:
TPI:
Anuncio: 02/06
Venta: 04/06
Endemol:
Anuncio: 05/07
Venta: 07/07
Airwave:
Anuncio: 13/06
Venta: 04/07
CANTV: 05/07
One Travel: 04/05
Radio Continental:11/04
Radio Estereo: 11/04
Pearson: 09/04
Emplaza: 01/04
Katalyx: 1Q 2003
Eutelsat: 2004
Playa Madrid: 2003
Prime Argentina
3G Mobile: 12/03
Tic tac ticket: 07/03
Euroligue Marketing: 11/03
Audiovisual sprot: 07/03
Antena 3 TV:Oct-nov /03
Sistemas técnicos y loterías
del Estado: 06/07
Desinversiones: Desinversiones:
TPI:
Anuncio: 02/06
Venta: 04/06
Endemol:
Anuncio: 05/07
Venta: 07/07
Airwave:
Anuncio: 13/06
Venta: 04/07
CANTV: 05/07
One Travel: 04/05
Radio Continental:11/04
Radio Estereo: 11/04
Pearson: 09/04
Emplaza: 01/04
Katalyx: 1Q 2003
Eutelsat: 2004
Playa Madrid: 2003
Prime Argentina
3G Mobile: 12/03
Tic tac ticket: 07/03
Euroligue Marketing: 11/03
Audiovisual sprot: 07/03
Antena 3 TV:Oct-nov /03
Sistemas técnicos y loterías
del Estado: 06/07
Divestments
Endemol:
Announc: 05/07
Sale: 07/07
Airwave:
Announcement: 12/06
Sale: 04/07
TPI:
Announc.: 0/06
Sale: 04/06
Antena 3 TV: oc-nov ‘03
Desinversiones: Desinversiones:
TPI:
Anuncio: 02/06
Venta: 04/06
Endemol:
Anuncio: 05/07
Venta: 07/07
Airwave:
Anuncio: 13/06
Venta: 04/07
CANTV: 05/07
One Travel: 04/05
Radio Continental:11/04
Radio Estereo: 11/04
Pearson: 09/04
Emplaza: 01/04
Katalyx: 1Q 2003
Eutelsat: 2004
Playa Madrid: 2003
Prime Argentina
3G Mobile: 12/03
Tic tac ticket: 07/03
Euroligue Marketing: 11/03
Audiovisual sprot: 07/03
Antena 3 TV:Oct-nov /03
Sistemas técnicos y loterías
del Estado: 06/07
Desinversiones: Desinversiones:
TPI:
Anuncio: 02/06
Venta: 04/06
Endemol:
Anuncio: 05/07
Venta: 07/07
Airwave:
Anuncio: 13/06
Venta: 04/07
CANTV: 05/07
One Travel: 04/05
Radio Continental:11/04
Radio Estereo: 11/04
Pearson: 09/04
Emplaza: 01/04
Katalyx: 1Q 2003
Eutelsat: 2004
Playa Madrid: 2003
Prime Argentina
3G Mobile: 12/03
Tic tac ticket: 07/03
Euroligue Marketing: 11/03
Audiovisual sprot: 07/03
Antena 3 TV:Oct-nov /03
Sistemas técnicos y loterías
del Estado: 06/07
Divestments
Endemol:
Announc: 05/07
Sale: 07/07
Airwave:
Announcement: 12/06
Sale: 04/07
TPI:
Announc.: 0/06
Sale: 04/06
Antena 3 TV: oc-nov ‘03
Figure 5: Business Divestitures Analysis
Data was taken from the Telefónica stock market prices during the period
2000-2007. During these years, Telefonica carried out the downsizing strategies
that are analyzed. Data of the two index prices against which the events are to
be analyzed were taken during the same periods. Dow Jones was selected as an
index of Industrial Average, an efficient market; and the S&P 500, which is
commonly used as a proxy for the market as a whole, was the second selected
index. The IBEX index was removed from the study because Telefónica S.A.
capitalization represents 15-20% of the total capitalization index, which distorts
the result.
By definition, a market has a beta, which represents the trend or slope of
the same. Individual companies that participate in the market are classified
according to their deviation from that market. Once the time windows are
defined, betas are calculated for Telefonica and each of the indices, calculated
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outside the time window under study, taking into account a period 10 times
superior to the time window. The expected returns of the company, during each
time window, are calculated and compared with each selected index, thus
rentability variation due to the event analyzed is as follows:
ER = R
TEL
– ? R
index
Expected returns were calculated based on the high, low and closing prices,
for having a wide range of returns for each period. To find whether the excess
return on the time window is different from zero, one should analyze the t-
student value, dividing the average return variation in the time window by the
standard error obtained. If the t-student is statistically significant, the event
influences the results of the company.
Analyzed results are statistically significant and show extraordinary results
associated to the months following the implementation of the downsizing
strategy, as shown by following figures.
CRITICAL VALUE: T STUDENT 80FREEDOMDEGREES Y0,975 = 1,99
ANTENA 3 TV (JUL 03- MAR 04) Beta : 0,95756242 DJI
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POST TIME POST TIME POST TIME POST TIME
jul-03 ago-03 sep-03 oct-03 nov-03 dic-03 ene-04 feb-04 mar-04
Average 0,0271 -0,0237 -0,0102 -0,0022 0,0219 0,0623 0,0425 -0,0156 0,0102
SD 0,0622 0,0684 0,0675 0,0532 0,0612 0,0783 0,0672 0,0649 0,0651
T-STUDENT 3,9147 -3,1219 -1,3581 -0,3660 3,2225 7,1603 5,6935 -2,1673 1,4157
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
RADIO ARGENTINCA (JUL 04 - MAR 05) Beta : 1,00266684
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POST TIME POST TIME POST TIME POST TIME
feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07 oct-07
Average 0,0081 -0,0392 -0,0106 0,0421 0,0119 -0,0022 -0,0152 0,0573 0,0454
SD 0,0427 0,0358 0,0537 0,0583 0,0472 0,0452 0,0419 0,0707 0,0697
T-STUDENT 1,7114 -9,8672 -1,7763 6,4908 2,2744 -0,4443 -3,2746 7,2923 5,8584
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
AIRWAE(ENE-SEPT 07) Beta : 0,99712218
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POST TIME POST TIME POST TIME POST TIME
ene-07 feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07
Average 0,0123 -0,0279 -0,0072 -0,0398 -0,0174 0,0369 0,0622 0,0359 0,1192
SD 0,0459 0,0563 0,0582 0,0438 0,0402 0,0531 0,0667 0,0873 0,1264
T-STUDENT 2,4095 -4,4537 -1,1164 -8,1738 -3,8886 6,2478 8,3898 3,7026 8,4868
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
ENDEMOL (FEB-OCT 07) Beta : 1,015659
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POST TIME POST TIME POST TIME POST TIME
feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07 oct-07
Average -0,0278 -0,0081 -0,0406 -0,0175 0,0369 0,0626 0,0352 0,1189 0,1007
SD 0,0566 0,0586 0,0444 0,0405 0,0535 0,0673 0,0878 0,1267 0,1126
T-STUDENT -4,4206 -1,2357 -8,2359 -3,8886 6,2099 8,3719 3,6087 8,4479 8,0480
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
Figure 6. Event-study results related to Dow Jones
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CRITICALVALUE: T STUDENT80FREEDOMDEGREESY0,975= 1,99
ANTENA3TV(JUL03- MAR 04) Beta : 1,09487053 S&P500
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POSTTIME POSTTIME POSTTIME POSTTIME
jul-03 ago-03 sep-03 oct-03 nov-03 dic-03 ene-04 feb-04 mar-04
Average 0,0383 -0,0201 -0,0013 -0,0153 0,0478 0,0455 0,0119 -0,0496 0,0251
SD 0,0628 0,0699 0,0691 0,0584 0,0615 0,0787 0,0740 0,0629 0,0657
T-STUDENT 5,4858 -2,5866 -0,1648 -2,3507 6,9971 5,2026 1,4461 -7,1029 3,4361
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
RADIOARGENTINCA(JUL04- MAR05) Beta : 1,00266684
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POSTTIME POSTTIME POSTTIME POSTTIME
jul-04 ago-04 sep-04 oct-04 nov-04 dic-04 ene-05 feb-05 mar-05
Average -0,0248 0,0245 0,0762 -0,0021 0,0101 0,0172 0,0084 -0,0238 0,0028
SD 0,0499 0,0477 0,0506 0,0562 0,0498 0,0465 0,0456 0,0464 0,0460
T-STUDENT -4,4729 4,6280 13,5413 -0,3427 1,8293 3,3320 1,6581 -4,6175 0,5493
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
TPI (FEB-OCT06) Beta : 0,97691593
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POSTTIME POSTTIME POSTTIME POSTTIME
feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07 oct-07
Average 0,0233 -0,0371 -0,0202 0,0413 0,0274 0,0144 -0,0081 0,0639 0,0298
SD 0,0413 0,0335 0,0490 0,0561 0,0481 0,0471 0,0445 0,0704 0,0711
T-STUDENT 5,0725 -9,9666 -3,7154 6,6223 5,1280 2,7471 -1,6368 8,1669 3,7751
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
AIRWAE(ENE-SEPT07) Beta : 1,12460034
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POSTTIME POSTTIME POSTTIME POSTTIME
ene-07 feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07
Average -0,0240 0,0458 -0,0418 -0,0483 0,0384 0,0550 0,1006 0,0929 0,0337
SD 0,0547 0,0577 0,0457 0,0468 0,0497 0,0624 0,0891 0,1326 0,1136
T-STUDENT -3,9544 7,1404 -8,2322 -9,2912 6,9651 7,9333 10,1653 6,3061 2,6703
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
Figure 7. Event-study results related to S&P 500
Table 5. Teaching notes – Empirical analysis - the Case of Telefónica SA
Instructional direction Student understanding Discussion or simulation
• Define the Event
study as a method to
calculate result
variations as a
consequence of
information.
• Understand the
relation of information
announcements and
different variables.
• Have a discussion
about how a firm
should focus a
divestment
announcement.
• Provide a list of
government
information and how
it influences the stock
market.
• Students should
understand the effect
that information has
on the stock market.
• Analyze the effects
of the information
that government and
market analysts
present on the risk
level of several
countries.
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5. CONCLUSIONS AND FUTURE RESEARCH
Telefónica, before undertaking downsizing strategies, showed some ratios
and return values lower than those obtained after carrying out these strategies.
This is due primarily to the perceived Telefónica risk, which is less in carrying
out the downsizing strategies since it focused on sectors in its core business.
Consequently, the expected return is higher and the value of the shares
increases. Additionally, the debt market values the situation of the company,
which allows to reduce operational risk and obtain a better treatment of credit
institutions in financing its core business, such as purchase or increase
participation in Cesky Telecom, O2 or Telecom Italia. All this promotes the
creation of the Telefónica market value.
In summary, in this period of just 15 years, we can observe Telefonica’s
growth and development. However, at the same time, Telefónica has also
carried out downsizing strategies for achieving a better fit with the environment,
among which are:
• Non-strategic activities’ concentration on shared units, so as to achieve
synergies and economies of scale.
• Activities of the value system not associated to strategic activities were
eliminated of its business portfolio.
• Focus on core businesses.
• Constant adjustment of the structure of the firm with the strategy
developed.
These downscoping strategies were carried out with clear objectives of
increasing the efficiency of resources. They also took place in a specific
moment in time and were proactively planned, trying to anticipate the
environmental changes. They were implemented as a systemic change, affecting
the entire organization, its structure, its processes and its staff. Downsizing is a
strategic alternative that allows a better adaptation to the environment, and that
should not only be associated with situations of decline or business decrease.
Future research will focus on the verification of the proposed model, in
other sectors and in the variables associated to the model. Expanding the
database, research could examine the adequacy of the downsizing strategy and
sector characteristics of the company, comparing it to the strategies carried out
by Telefónica with Deutsche Telecom and Telecom Italia. This would analyze
whether different strategies have caused differences in value creation.
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– 2006
STUDIJA SLU?AJA: UTJECAJ STRATEGIJE SMANJENJA BROJA
ZAPOSLENIH NA STRUKTURU PODUZE?A
Sažetak
U ovoj studiju slu?aja, analizira se u?inkovitost strategije smanjivanja poduze?a i radne
snage na primjeru Telefonice, koriste?i metodu prou?avanja doga?aja. Prou?avanjem
doga?aja se analiziraju reakcije tržišta na natprosje?ne prinose, koji se javljaju oko
objave specifi?nih informacija. Ove informacije mogu biti zajedni?ke za cijelo tržište
(npr. makroekonomske priorde), ili specifi?ne za poduze?e (kao što je najava
smanjivanja veli?ine poduze?a, otpuštanja, itd.). Na pitanje jesu li natprosje?ni prinosi u
vrijeme oko najave razli?iti od nule analizira se procjenom vrijednosti statisti?kog t-
testa za svaki od dana, dijeljenjem prosje?nog natprosje?nog povrata sa standardnom
greškom. Ukoliko su vrijednosti statisti?kog t-testa zna?ajene, navedeni doga?aj djeluje
na prinose. Predznak prinosa odre?uje je li efekt pozitivan ili negativan. Za svaki od
dijelova studije slu?aja, dane su i bilješke za korištenje u nastavi.
doc_801540171.pdf
Case study downsizing strategy influence on the structure of the firm.
75
CASE STUDY: DOWNSIZING STRATEGY INFLUENCE ON
THE STRUCTURE OF THE FIRM
Alfonso Herrero de Egaña Espinosa de los Monteros
*
Carmen Soria Bravo
**
Received: 17. 3. 2012 Case study
Accepted: 5. 5. 2012 UDC 65.012
This case study analyzes the effectiveness of the downsizing strategy in the
Telefonica through the Event Study method. An event study is designed to examine
market reactions to excess returns around specific information events. The
information events can be market-wide, such as macroeconomic announcements,
or firm specifics, such as downsizing announcements. The question of whether the
excess returns around the announcements are different from 0 is answered by
estimating the t statistic for each day, by dividing the average excess return by the
standard error. If the t statistics are statistically significant, the event affects the
returns; the sign of the excess of returns determines whether the effect is positive
or negative. Teaching notes for each section are included.
1. INTRODUCTION
We can see every day in the press how a great number of companies carry
out reductions in the size of their business units, restructuring themselves
around their core competencies in order to achieve greater flexibility and
efficiency improvements.
Downsizing is defined in this study as a strategy that aims to improve
business results by reducing the resources of a business unit, adjusting the
organizational structure to the new strategy and environment. This trend is
*
Alfonso Herrero de Egaña Espinosa de los Monteros, Facultad de Ciencias Económicas y
Empresariales, Departamento Economía Aplicada y Estadística - Despacho 1.20, C/Paseo
Senda del rey nº 11, 28040 Madrid, Spain, Phone: +34.609.90.67.55, E-mail:
[email protected]
**
Carmen Soria Bravo, C/Balandro, Nº14 2ªA, 28042 Madrid, Spain, Phone: +34.629.28.52.19,
E-mail: [email protected]
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observed in industrial and service sectors (Littler, 1998; Gandolfi, 2007) and is
present globally in the U.S., Europe, Asia and specifically in Spain (Morris,
Cascio & Young, 1999; Dahl and Neshheim, 1998; Suarez, 2000).
2. DOWNSIZING AS A STRATEGIC ALTERNATIVE
There is not a single downsizing definition accepted by all researchers
(Davis, Savage, Steward & Chapman, 2003). This research, within the systemic
changes, conceptualizes downsizing as a strategic alternative that includes
different combinations of decreases in physical systems, and human and
organizational aspects to adjust the company to the competitive conditions
(DeWitt, 1998).
Intention, timing and effects on work processes and staff are the main
characteristics of the term downsizing, and differentiate this strategy from other
related terms, such as the decline, which is not intended. Downsizing is also
implemented in periods of growth, although layoffs can be considered as a
consequence of the strategy, but not the strategy itself.
The downsizing model proposed by DeWitt (1998) presents three strategies
that represent a range of possibilities between retention and abandonment of the
industry. Based on different physical and personnel reductions related to the
company’s competitive positions, the and mobility barriers are the source of
information to select the strategy of downsizing. This downsizing classification
is also used in the studies of Grennhalg, Lawrence and Sutton 1998, and Budros
2002.
Figure 1: Downsizing strategies based on resource reductions
Source: DeWitt (1998)
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• Retrenchment or cost reduction: the strategy is based on improving
productivity by reengineering processes, product concentration and
redundant work elimination (Feeman & Cameron, 1993).
• Downscaling: this strategy maintains the activities of the company, but
reduces the output level to suit the demand. This means reductions of
human and physical resources, sacrificing the benefits of scale for
adapting to demand cycles (Kotler, 1986).
• Downscoping or Refocusing: reduces the scope of activity by
decreasing vertical or horizontal differentiation (Johnson, 1996;
Markides, 1995).
To select the downsizing strategy, three factors should be analyzed: firm
resources, investment, and activity field. Firm resources can create competitive
advantages, but they also reduce the mobility and exit of the industry. Thus, a
downsizing strategy could be satisfactory if selling resources at the market
generate more value than keeping them in the organization. Second, if the
company has made recent investments in capacity or products, it is possible to
achieve higher revenues (Caves & Porter, 1976), but it also limits the scope
reduction strategy, so a retrenchment approach is more likely. Finally, if the
company has wide fields of activity, factors related to business are more
important than the industrial ones.
Depending on the specific objectives pursued, one will select one of the
resource reduction strategies (Gresov, 1989, Drazin & Van de Ven 1985). Thus,
the Retrenchment is more likely when a firm has not invested in the capacity
and product and tries to take advantage operating at maximum capacity, or
when competitors have made investments Downscaling involves the removal of
large factories, so it will be done when the company has a wide field of activity
and has not invested in the product or capacity, or in case of fall in demand.
Downscoping reduces the variety or output produced, so it is more effective if
the company has a wide field and has not recently invested in capacity.
The fit concept has been a central idea in the success of organizations
(Nadler & Tushman, 1988). Following the system approach, organizational fit
occurs when the organizational design balances all the contextual factors of the
organization and its internal variables. Thus, with the Nadler and Tushman
model, organizational effectiveness is due to the adjustment of its components.
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Context Strategy Tasks Individuals
Formal structure
Informal structure
Results
Organization
Figure 2: Organizational adjustment
Source: Adapted from Nadler & Tushman (1988:32)
It includes the conditions under which the organization operates, the
company’s strategy that defines managerial decisions about the relationship
with the environment, thus its mission, how it competes, the objectives and the
structure. Results indicate the efficiency and effectiveness level in achieving the
goals.
The model central idea is that organization effectiveness depends on the fit
degree between the different components. Thus, implementation of downsizing
strategies alter, if necessary, the structural design of the company, modifying
structures, processes and methods to facilitate individual performance, and
allowing the correct downsizing implementation (Miles & Snow, 1995; Worley
& Lawler, 2006). Structural movement will depend on the selected downsizing
strategy and the structure that exists in the organization since it will try to adjust
to the environmental change and reallocate human resources to new activities.
Managers can act and correct formal design variables, which makes the
formal structure important within the structural organization. Therefore, this
study focuses on the fit between the strategy and formal structure of the
company. Sutton and D’Aunno (1989) propose two structural movements:
• Long-term movements towards mechanical structures: present high
levels of centralization and standardization.
• Movements towards organic structures: personnel expertise is the
mechanism of coordination and control.
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Table 1. Teaching notes – Downsizing as a strategic alternative
Instructional direction Student understanding Discussion or simulation
• Show the objectives
that the different
downsizing strategies
try to achieve.
• Students should
know the variables to
be analyzed in
downsizing
strategies.
• Introduce a
discussion: is
downsizing a long-
term optimal
strategy?
• Provide lists of
various firms that
implemented
downsizing strategies,
and discuss about
which ones took the
appropriate decision
according to their
strategy and
environment.
• Students should be
able to differentiate
between downsizing
strategies and layoffs
or decline situations.
• Introduce a
discussion: when
layoffs are a
consequence of a
strategy; and when
they are implemented
without considering
the firm strategy.
3. PROPOSAL FOR ANALYSIS
Based on the necessary adjustment between strategy and structure, the
model should analyze the downsizing strategy, the sector and company
characteristics, considering whether there have been structural movements
associated with different strategies to achieve the objectives of efficiency,
productivity and competitiveness pursued by the company. That is, the model
should consider whether the proper relationship between the strategy of
downsizing and corporate structure causes an increase in the results.
• Activity scope
Downsizing Strategy
• Retrenchment
• Downscaling
• Downscoping
• product line pruning
• market withdrawal
• customer withdrawal
• Backward deintegration
• Forward deintegration
Resources
Firm Strategy
Industry
• Exit and mobility barriers
• Investment in capacity or
products
• Competitor product and
capacity Investment
• Demand movements
• Functional Functional
• M-form M-form
• Matrix M-Form / Functional
• Functional Matrix
• M-form Matrix
• Matrix Matrix
• Functional Matrix
• M-form Matrix
• Matrix Matrix
• Functional Functional
• M-form M-Form
• Matrix M-form
Structure
Mechanical
Organic
Virtual
RESULTS
• Activity scope
Downsizing Strategy
• Retrenchment
• Downscaling
• Downscoping
• product line pruning
• market withdrawal
• customer withdrawal
• Backward deintegration
• Forward deintegration
Resources
Firm Strategy
Industry
• Exit and mobility barriers
• Investment in capacity or
products
• Competitor product and
capacity Investment
• Demand movements
• Functional Functional
• M-form M-form
• Matrix M-Form / Functional
• Functional Matrix
• M-form Matrix
• Matrix Matrix
• Functional Matrix
• M-form Matrix
• Matrix Matrix
• Functional Functional
• M-form M-Form
• Matrix M-form
Structure
Mechanical
Organic
Virtual
RESULTS
.
Figure 3. Analysis model
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• Retrenchment strategy is characterized by a specialized production,
concentrating activities to achieve economies of scale. Structures tend
to mechanical models, with increased levels of standardization,
formalization and centralization.
• Downscaling strategy is associated with structural movements, aimed at
organic configurations. These structures have low levels of horizontal
differentiation and standardization, but high levels of vertical
differentiation and centralization.
• Downscoping strategies reduce the product-market complexity level
leading to less differentiation of activities. If the reduction of
complexity is caused by the elimination of products or customers, the
organization tends to matrix structures. On the other hand, if the
complexity is reduced due to the elimination of activities in the value
system, the primary structure will continue with the same configuration
but reducing the differentiation and standardization levels, so it will
configure virtual structures or company’s networks.
This case study focuses on downscoping strategies because, according to
business evidence, most diversified firms held a lower diversification level
since the ’90s, and downscoping is the most common strategy (Markides,
1995). The analysis is based on a case study that, as it is shown in several
studies (Hartley, 1995), allows the analysis of one or more organizations to
examine a contemporary phenomenon in its own context. This analysis is also
particularly relevant in research areas where there are complex processes with
several variables.
The results of the case are analyzed by their value on the stock market. In
addition to the results analysis, it is necessary to test whether the downsizing
strategies implemented have had an effect on them. For this analysis, we used a
statistical event study. Hotchkiss & Stricklan (2003) use this methodology to
analyze mergers, explaining how financial investors act according to the
information issued by the company.
However, financial markets react not only to the event, but to the
information itself, so it is necessary to create temporal windows of events in
which to analyze the effect on profitability. The event date is the time that the
information provided by the company has an effect, or the dates around which
the event takes effect. This study refers to downscoping strategies, so it
considers a time window of four months prior to the finalization of the sale of
the business, and four months after it. The relevant facts reported by the
company are the basis for calculating these time frames because they are
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considered as all the information that will affect investors to buy or sell
securities.
Figure 4. Definition of the analysis period in an event-study
In this study, we should analyze a growing sector at the same time that
downsizing strategies were conducted, so that these strategies could be analyzed
isolated from the effect or economic decline. Thus, the empirical study was
conducted in the telecommunication sector. Telecommunication is an expanding
industry where some of the factors defined as relevant in the selection of the
downsizing are present, such as the investment in specific assets, movements in
demand and the activity scope.
Table 2. Teaching notes – Proposal for analysis
Instructional direction Student understanding Discussion or simulation
• Introduce students to
the strategy and
structure adjustment
in order to increase
results.
• Students should
understand the
relationship between
strategy and structure.
• Have a discussion
about structural
movements caused by
the strategy selected.
• Analyze what steps
should be followed to
carry out a strategy
of downsizing.
• Students should
understand the relation
between existing firm
characteristics and the
strategy selected.
• Have a discussion
about how different
firms implemented
these strategies and the
results they have
obtained.
4. EMPIRICAL ANALYSIS - THE CASE OF TELEFÓNICA S.A.
The telecommunications sector has undergone a structural change due to
the processes of deregulation conducted since the early ’90s that made
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companies analyze the business they where in, redefining the activities – before
that date, most of the telecommunication companies were public and operated
as a monopoly in their local markets.
As indicated in the study of López (2002), globalization changes trade
patterns, increasing company internationalization, which allows exploiting
global technological and organizational advantages, decreasing costs, entering
new markets and diversifying investment risks. In this global market,
Telefónica has continuously transformed its business, evolving from a local
company to a multinational monopoly that operates in four continents with a
high operating efficiency. This transformation is due to external factors, such as
technological development and sector liberalization; as management factors
which have been modified to adjust to the environment.
Since the late ’80s, the liberalization of the sector in almost all countries
combined with removing barriers to foreign capital inflows generated
Telefónica internationalization opportunities by acquiring companies already
established in other countries. This was the period in which the Telefónica
Group experiences a high geographic growth, which began in Latin America,
that represents the expansion centre, and in Eastern Europe.
The new integrated multinational perspective allowed cost savings,
economies of scale, and synergies; by common products and services
promotion, branding, networking rationalization and knowledge transfers within
the group. Technology standards, suppliers and common products also increase
Telefónica’s negotiation power.
The search for efficiencies also led the company to gradually segregate
resources and activities that are not within their core business. Thus, the Shared
Service Centres were created as shared drives between different lines of
business to manage administration activities in market conditions. These units
allowed economies of scale and provided business flexibility by changing fixed
costs to variable ones. They also permitted different units to focus their
resources in their core business and avoid the multiplication of staff units.
Other divestments in this period are clearly related to downscoping
strategies, carried out by the gradual exit from the non-strategic business
activity of the group as a subsidiary of public telephones, data transmission or
installing equipment lines.
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With this new scenario, Telefónica centred its development over the next
three years, based on three sources of growth:
• Further strategic alliances in non-core businesses
• Latin America expansion
• Business development and acquisition agreements. It is important to
emphasize the media business, which tries to maximize the value of
Telefónica distribution networks and strengthen the capacity of creation
and exploitation of content. During 2000-2003, Telefónica Media was
developed through agreements and acquisitions, as Endemol, Via
Digital TV and Antena 3 in Spain or through Telefé and Canal Azul in
Argentina.
From 2003, Telefónica focused its management priorities on strengthening
its position in key markets and improving operational efficiency, continuing
with the cost control policy and investment, by divesting in businesses that had
not reached the projected development. Thus, the business of Telefónica Media,
which developed greatly since 2000, suffers divestiture and reorganization
processes from the year 2003 because thanks to Telefónica’s size, Telefónica
could negotiate, with advantage, the broadband content without being tied to a
specific production company. This downscoping strategy culminates when
Endemol was sold in 2007. At the same time, Telefónica performed investment
rearrangement processes of non-strategic assets, such as Airwave, specialized in
digital security communications, or TPI, specialized in the telephone directory
market.
Parallel to this process of divestment, since 2005 Telefónica concentrated
its activities in the telecommunications business, expanding their business in the
Value Added Services and digital content. The key business grew
geographically, emphasizing the acquisition of all shares of O2, the 50% of
Colombia Telecomunicaciones SA, later renamed Telefónica Telecom, the
increased participation in Telecom Italia and the entry and increased
participation in China Netcom Group. In addition to the development along
these years, Telefónica changed its structure to fit the strategy defined by the
following phases:
• In 1994, a structure focused in business lines, markets, customers and
products was approved. The corporate centre in turn guided the group’s
strategy and carried out planning, corporate finance and institutional
relations. Finally, two units of shared resources and infrastructure
provided support to business units.
• In 1999, a new structure was created to take advantage of geographical
business opportunities and new business lines due to the growing
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importance of audiovisual and multimedia business, and the developing
of the internet.
• During the following years, the business line structure was maintained,
showing the development of several units and the subsequent
restructuring of them.
• In 2006, refocusing strategy to core business concluded, and Telefónica
adopted a regional and integrated management model. Three units were
created, each one responsible for fixed and mobile assets in Spain,
Europe and Latin America.
This continuous adjustment of the structure with the strategies allowed that
the Group found the right mix in scale and business diversification, by activity
and geographical areas. This mix leverages the growth in several businesses and
extracts the value of scale and diversity through integrated management. The
greater business integration of Telefónica also allows carrying out global
projects in infrastructure and systems, and centralizing purchasing activities
such as trade or convergence products, services and distribution channels.
On the other hand, the regional management can focus on the customer,
allowing the development of products and services to be carried out
dynamically with the market. The customer focus strategy led to structural
movements toward organic configurations, increasing the importance of
knowledge throughout the organization, lateral communication and decision
making based on information and advice rather than on instructions and
decisions.
Higher levels of operational efficiency also enabled the company to act
within the requirements of the current competitive environment, gradually
reducing investment. In this sense, efforts in information systems and in
established businesses layoffs, mainly in the fixed line business, have been
important. It is noteworthy that the layoff plans proposed aimed to ensure the
competitiveness of established businesses in the new market environment, and
were based on the principles of voluntariness, universality and non-
discrimination of the employees, incorporating functional and geographical
adaptation procedures for the employees that stay connected with the company,
as well as specific training plans to cover new professional profiles required by
the environment.
All these movements confirm that downsizing processes were implemented
in a systemic way, making the company grow in resources, while reducing in
size the different units to make them more flexible. The return to shareholders,
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during the analyzed period of 15 years, has had the annual average of 19.1%,
higher than the IBEX 35 (Fernandez & Carabias, 2007).
Table 3. Telefónica profitability from 1992 to 2007
1992 1993 1994 1995 1996 1997 1998 1999
Shareholders'
return (million EUR)
-2,5% 69,2% -13,7* 11,3% 84.4% 46,8% 53,9% 104.4%
2000 2001 2002 2003 2004 2005 2006 2007 2008
Shareholders'
return (million EUR)
-29,0% -11.1% -41.0% 46.6% 22.7% -1,2% 31,2% 41.7% 19.1%
Table 4. Telecommunication companies’ profitability
1938 1933 2000 2001 2002 2003 2004 2005 2006 2007
China
Mobile
Hong
Kong
20.377 35.691 101.615 66.435 43.495 60.432 66.786 93.802 172.303 354.154
AT&T Inc 104.891 166.305 161.632 131.672 90.011 85.438 35.433 96.601 137.384 252.051
Vodafone
Group Pic
50.238 153.734 236.831 173.131 124.283 169.737 177.746 132.757 146.132 198.564
Telefonica
SA
46.555 81.118 71.725 62.524 43.507 72.762 93.361 73.780 104.605 154.730
Verizon 83.823 95.593 135.292 129.339 106.011 96.875 112.170 83.281 108.723 126.278
Deutsche
Telekom
90.275 214.371 91.304 72.512 53.827 76.986 94.940 70.661 81.026 95.622
France
Telecom
81.422 134.885 99.606 43.130 20.867 68.663 81.686 64.397 71.910 93.698
NTT
(XSQ)
119.839 267.039 112.315 51.591 57.912 77.301 74.278 80.112 77.616 77.016
NTT
Docomo
78.945 367.667 165.190 117.926 92.605 113.779 92.554 74.269 73.856 74.758
American
Movile SA
DE CV
- - - 9.525 6.346 11.994 22.204 35.822 54.667 69.476
Telecom
Italia
9.837 13.608 11.740 9.344 9.022 30.537 42.202 38.793 40.405 41.480
Sprint
Nextel
60.215 69.710 45.920 35.329 31.951 46.643 49.431 37.023 33.431 42.666
WorldCom 131.548 150.609 40.487 41.663 409 39 - - - -
BellSouth 97.535 88.116 76.408 71.606 48.081 52.302 50.905 49.556 85.932 -
Telefonica
Moviles
- - 39.488 31.003 28.174 45.228 54.505 45.310 60.873 -
Telecom
Italia
43.123 73.810 67.303 47.034 38.496 45.848 63.070 43.871 49.042 -
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Regarding the profitability of the largest companies, Telefónica was ranked
third in the period 2003-2007, and by capitalization, it has moved from the 12th
position to second in 2008.
In the event-study, we analyzed specifically four downsizing decisions
taken by Telefónica: the divestment of Antena 3 TV, TPI, Airwave and
Endemol, as shown below.
Desinversiones: Desinversiones:
TPI:
Anuncio: 02/06
Venta: 04/06
Endemol:
Anuncio: 05/07
Venta: 07/07
Airwave:
Anuncio: 13/06
Venta: 04/07
CANTV: 05/07
One Travel: 04/05
Radio Continental:11/04
Radio Estereo: 11/04
Pearson: 09/04
Emplaza: 01/04
Katalyx: 1Q 2003
Eutelsat: 2004
Playa Madrid: 2003
Prime Argentina
3G Mobile: 12/03
Tic tac ticket: 07/03
Euroligue Marketing: 11/03
Audiovisual sprot: 07/03
Antena 3 TV:Oct-nov /03
Sistemas técnicos y loterías
del Estado: 06/07
Desinversiones: Desinversiones:
TPI:
Anuncio: 02/06
Venta: 04/06
Endemol:
Anuncio: 05/07
Venta: 07/07
Airwave:
Anuncio: 13/06
Venta: 04/07
CANTV: 05/07
One Travel: 04/05
Radio Continental:11/04
Radio Estereo: 11/04
Pearson: 09/04
Emplaza: 01/04
Katalyx: 1Q 2003
Eutelsat: 2004
Playa Madrid: 2003
Prime Argentina
3G Mobile: 12/03
Tic tac ticket: 07/03
Euroligue Marketing: 11/03
Audiovisual sprot: 07/03
Antena 3 TV:Oct-nov /03
Sistemas técnicos y loterías
del Estado: 06/07
Divestments
Endemol:
Announc: 05/07
Sale: 07/07
Airwave:
Announcement: 12/06
Sale: 04/07
TPI:
Announc.: 0/06
Sale: 04/06
Antena 3 TV: oc-nov ‘03
Desinversiones: Desinversiones:
TPI:
Anuncio: 02/06
Venta: 04/06
Endemol:
Anuncio: 05/07
Venta: 07/07
Airwave:
Anuncio: 13/06
Venta: 04/07
CANTV: 05/07
One Travel: 04/05
Radio Continental:11/04
Radio Estereo: 11/04
Pearson: 09/04
Emplaza: 01/04
Katalyx: 1Q 2003
Eutelsat: 2004
Playa Madrid: 2003
Prime Argentina
3G Mobile: 12/03
Tic tac ticket: 07/03
Euroligue Marketing: 11/03
Audiovisual sprot: 07/03
Antena 3 TV:Oct-nov /03
Sistemas técnicos y loterías
del Estado: 06/07
Desinversiones: Desinversiones:
TPI:
Anuncio: 02/06
Venta: 04/06
Endemol:
Anuncio: 05/07
Venta: 07/07
Airwave:
Anuncio: 13/06
Venta: 04/07
CANTV: 05/07
One Travel: 04/05
Radio Continental:11/04
Radio Estereo: 11/04
Pearson: 09/04
Emplaza: 01/04
Katalyx: 1Q 2003
Eutelsat: 2004
Playa Madrid: 2003
Prime Argentina
3G Mobile: 12/03
Tic tac ticket: 07/03
Euroligue Marketing: 11/03
Audiovisual sprot: 07/03
Antena 3 TV:Oct-nov /03
Sistemas técnicos y loterías
del Estado: 06/07
Divestments
Endemol:
Announc: 05/07
Sale: 07/07
Airwave:
Announcement: 12/06
Sale: 04/07
TPI:
Announc.: 0/06
Sale: 04/06
Antena 3 TV: oc-nov ‘03
Figure 5: Business Divestitures Analysis
Data was taken from the Telefónica stock market prices during the period
2000-2007. During these years, Telefonica carried out the downsizing strategies
that are analyzed. Data of the two index prices against which the events are to
be analyzed were taken during the same periods. Dow Jones was selected as an
index of Industrial Average, an efficient market; and the S&P 500, which is
commonly used as a proxy for the market as a whole, was the second selected
index. The IBEX index was removed from the study because Telefónica S.A.
capitalization represents 15-20% of the total capitalization index, which distorts
the result.
By definition, a market has a beta, which represents the trend or slope of
the same. Individual companies that participate in the market are classified
according to their deviation from that market. Once the time windows are
defined, betas are calculated for Telefonica and each of the indices, calculated
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outside the time window under study, taking into account a period 10 times
superior to the time window. The expected returns of the company, during each
time window, are calculated and compared with each selected index, thus
rentability variation due to the event analyzed is as follows:
ER = R
TEL
– ? R
index
Expected returns were calculated based on the high, low and closing prices,
for having a wide range of returns for each period. To find whether the excess
return on the time window is different from zero, one should analyze the t-
student value, dividing the average return variation in the time window by the
standard error obtained. If the t-student is statistically significant, the event
influences the results of the company.
Analyzed results are statistically significant and show extraordinary results
associated to the months following the implementation of the downsizing
strategy, as shown by following figures.
CRITICAL VALUE: T STUDENT 80FREEDOMDEGREES Y0,975 = 1,99
ANTENA 3 TV (JUL 03- MAR 04) Beta : 0,95756242 DJI
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POST TIME POST TIME POST TIME POST TIME
jul-03 ago-03 sep-03 oct-03 nov-03 dic-03 ene-04 feb-04 mar-04
Average 0,0271 -0,0237 -0,0102 -0,0022 0,0219 0,0623 0,0425 -0,0156 0,0102
SD 0,0622 0,0684 0,0675 0,0532 0,0612 0,0783 0,0672 0,0649 0,0651
T-STUDENT 3,9147 -3,1219 -1,3581 -0,3660 3,2225 7,1603 5,6935 -2,1673 1,4157
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
RADIO ARGENTINCA (JUL 04 - MAR 05) Beta : 1,00266684
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POST TIME POST TIME POST TIME POST TIME
feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07 oct-07
Average 0,0081 -0,0392 -0,0106 0,0421 0,0119 -0,0022 -0,0152 0,0573 0,0454
SD 0,0427 0,0358 0,0537 0,0583 0,0472 0,0452 0,0419 0,0707 0,0697
T-STUDENT 1,7114 -9,8672 -1,7763 6,4908 2,2744 -0,4443 -3,2746 7,2923 5,8584
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
AIRWAE(ENE-SEPT 07) Beta : 0,99712218
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POST TIME POST TIME POST TIME POST TIME
ene-07 feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07
Average 0,0123 -0,0279 -0,0072 -0,0398 -0,0174 0,0369 0,0622 0,0359 0,1192
SD 0,0459 0,0563 0,0582 0,0438 0,0402 0,0531 0,0667 0,0873 0,1264
T-STUDENT 2,4095 -4,4537 -1,1164 -8,1738 -3,8886 6,2478 8,3898 3,7026 8,4868
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
ENDEMOL (FEB-OCT 07) Beta : 1,015659
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POST TIME POST TIME POST TIME POST TIME
feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07 oct-07
Average -0,0278 -0,0081 -0,0406 -0,0175 0,0369 0,0626 0,0352 0,1189 0,1007
SD 0,0566 0,0586 0,0444 0,0405 0,0535 0,0673 0,0878 0,1267 0,1126
T-STUDENT -4,4206 -1,2357 -8,2359 -3,8886 6,2099 8,3719 3,6087 8,4479 8,0480
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
Figure 6. Event-study results related to Dow Jones
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CRITICALVALUE: T STUDENT80FREEDOMDEGREESY0,975= 1,99
ANTENA3TV(JUL03- MAR 04) Beta : 1,09487053 S&P500
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POSTTIME POSTTIME POSTTIME POSTTIME
jul-03 ago-03 sep-03 oct-03 nov-03 dic-03 ene-04 feb-04 mar-04
Average 0,0383 -0,0201 -0,0013 -0,0153 0,0478 0,0455 0,0119 -0,0496 0,0251
SD 0,0628 0,0699 0,0691 0,0584 0,0615 0,0787 0,0740 0,0629 0,0657
T-STUDENT 5,4858 -2,5866 -0,1648 -2,3507 6,9971 5,2026 1,4461 -7,1029 3,4361
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
RADIOARGENTINCA(JUL04- MAR05) Beta : 1,00266684
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POSTTIME POSTTIME POSTTIME POSTTIME
jul-04 ago-04 sep-04 oct-04 nov-04 dic-04 ene-05 feb-05 mar-05
Average -0,0248 0,0245 0,0762 -0,0021 0,0101 0,0172 0,0084 -0,0238 0,0028
SD 0,0499 0,0477 0,0506 0,0562 0,0498 0,0465 0,0456 0,0464 0,0460
T-STUDENT -4,4729 4,6280 13,5413 -0,3427 1,8293 3,3320 1,6581 -4,6175 0,5493
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
TPI (FEB-OCT06) Beta : 0,97691593
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POSTTIME POSTTIME POSTTIME POSTTIME
feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07 oct-07
Average 0,0233 -0,0371 -0,0202 0,0413 0,0274 0,0144 -0,0081 0,0639 0,0298
SD 0,0413 0,0335 0,0490 0,0561 0,0481 0,0471 0,0445 0,0704 0,0711
T-STUDENT 5,0725 -9,9666 -3,7154 6,6223 5,1280 2,7471 -1,6368 8,1669 3,7751
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
AIRWAE(ENE-SEPT07) Beta : 1,12460034
ANNOUNCEMENT ANNOUNC. ANNOUNC. ANNOUNC. SALE POSTTIME POSTTIME POSTTIME POSTTIME
ene-07 feb-07 mar-07 abr-07 may-07 jun-07 jul-07 ago-07 sep-07
Average -0,0240 0,0458 -0,0418 -0,0483 0,0384 0,0550 0,1006 0,0929 0,0337
SD 0,0547 0,0577 0,0457 0,0468 0,0497 0,0624 0,0891 0,1326 0,1136
T-STUDENT -3,9544 7,1404 -8,2322 -9,2912 6,9651 7,9333 10,1653 6,3061 2,6703
1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99 1,99
Figure 7. Event-study results related to S&P 500
Table 5. Teaching notes – Empirical analysis - the Case of Telefónica SA
Instructional direction Student understanding Discussion or simulation
• Define the Event
study as a method to
calculate result
variations as a
consequence of
information.
• Understand the
relation of information
announcements and
different variables.
• Have a discussion
about how a firm
should focus a
divestment
announcement.
• Provide a list of
government
information and how
it influences the stock
market.
• Students should
understand the effect
that information has
on the stock market.
• Analyze the effects
of the information
that government and
market analysts
present on the risk
level of several
countries.
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5. CONCLUSIONS AND FUTURE RESEARCH
Telefónica, before undertaking downsizing strategies, showed some ratios
and return values lower than those obtained after carrying out these strategies.
This is due primarily to the perceived Telefónica risk, which is less in carrying
out the downsizing strategies since it focused on sectors in its core business.
Consequently, the expected return is higher and the value of the shares
increases. Additionally, the debt market values the situation of the company,
which allows to reduce operational risk and obtain a better treatment of credit
institutions in financing its core business, such as purchase or increase
participation in Cesky Telecom, O2 or Telecom Italia. All this promotes the
creation of the Telefónica market value.
In summary, in this period of just 15 years, we can observe Telefonica’s
growth and development. However, at the same time, Telefónica has also
carried out downsizing strategies for achieving a better fit with the environment,
among which are:
• Non-strategic activities’ concentration on shared units, so as to achieve
synergies and economies of scale.
• Activities of the value system not associated to strategic activities were
eliminated of its business portfolio.
• Focus on core businesses.
• Constant adjustment of the structure of the firm with the strategy
developed.
These downscoping strategies were carried out with clear objectives of
increasing the efficiency of resources. They also took place in a specific
moment in time and were proactively planned, trying to anticipate the
environmental changes. They were implemented as a systemic change, affecting
the entire organization, its structure, its processes and its staff. Downsizing is a
strategic alternative that allows a better adaptation to the environment, and that
should not only be associated with situations of decline or business decrease.
Future research will focus on the verification of the proposed model, in
other sectors and in the variables associated to the model. Expanding the
database, research could examine the adequacy of the downsizing strategy and
sector characteristics of the company, comparing it to the strategies carried out
by Telefónica with Deutsche Telecom and Telecom Italia. This would analyze
whether different strategies have caused differences in value creation.
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STUDIJA SLU?AJA: UTJECAJ STRATEGIJE SMANJENJA BROJA
ZAPOSLENIH NA STRUKTURU PODUZE?A
Sažetak
U ovoj studiju slu?aja, analizira se u?inkovitost strategije smanjivanja poduze?a i radne
snage na primjeru Telefonice, koriste?i metodu prou?avanja doga?aja. Prou?avanjem
doga?aja se analiziraju reakcije tržišta na natprosje?ne prinose, koji se javljaju oko
objave specifi?nih informacija. Ove informacije mogu biti zajedni?ke za cijelo tržište
(npr. makroekonomske priorde), ili specifi?ne za poduze?e (kao što je najava
smanjivanja veli?ine poduze?a, otpuštanja, itd.). Na pitanje jesu li natprosje?ni prinosi u
vrijeme oko najave razli?iti od nule analizira se procjenom vrijednosti statisti?kog t-
testa za svaki od dana, dijeljenjem prosje?nog natprosje?nog povrata sa standardnom
greškom. Ukoliko su vrijednosti statisti?kog t-testa zna?ajene, navedeni doga?aj djeluje
na prinose. Predznak prinosa odre?uje je li efekt pozitivan ili negativan. Za svaki od
dijelova studije slu?aja, dane su i bilješke za korištenje u nastavi.
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