a) Is the company “out of control”, simply growing for the sake of growth, or is there a coherent corporate strategy at work here?

b) Should McCormack (or his successors) begin to rein in the size and diversity of IMG’s portfolio of businesses or does that diversity add value for IMG’s clients and thus strengthen IMG’s competitive position? Perhaps diversification in this business makes theoretical sense but is impossible to actually manage well.

Maybe, as some observers have suggested, IMG would do a better job for its clients if it contracted with highly-trained and experienced specialists (e.g., financial planning firms; legal firms specializing in entertainment and sports contracts; stadium and concert management specialists; video production companies; advertising/PR firms) rather than trying to do everything itself.

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a) Is the company “out of control”, simply growing for the sake of growth, or is there a coherent corporate strategy at work here?

b) Should McCormack (or his successors) begin to rein in the size and diversity of IMG’s portfolio of businesses or does that diversity add value for IMG’s clients and thus strengthen IMG’s competitive position? Perhaps diversification in this business makes theoretical sense but is impossible to actually manage well.

Maybe, as some observers have suggested, IMG would do a better job for its clients if it contracted with highly-trained and experienced specialists (e.g., financial planning firms; legal firms specializing in entertainment and sports contracts; stadium and concert management specialists; video production companies; advertising/PR firms) rather than trying to do everything itself.

Leave a Reply

Your email address will not be published. Required fields are marked *