Strategic Orientation, Corporate strategy and firm performance: The case of Wilderness Holdings Limited

Abstract

This study investigates the growth of Wilderness Holdings Limited from its inception in 1983 to its entry into international markets. Using document analysis, the study identifies strategic orientation, and new market entry as two major ‘tipping points’ critical to WHL growth. This study found that WHL used vertical integration, acquisitions, downscoping, strategic alliances and partnerships to propel new market entry into eight countries in Africa. Its growth over the years was complex and possibly unique to itself specifically in respect to how downscoping and acquisition can be used together to propel growth. From a loss of BWP4, 967,000 in 2009, WHL’s profits reached BWP62, 751,000 in 2018. While WHL’s strategy may not be copied, it is essential for firms to blend different strategies in a manner that would lead to growth. However, the limitation of the WHL’s strategy is that it ultimately leads to over-diversification, unless downscoping is equally intensified.

Keywords

• strategic alliances
• downscoping
• acquisition
• diversification
• organizational life cycle