C. discounts the importance of strategic fit and instead focuses on building and managing a group of businesses in attractive industries that can acquired on financial terms that allow for acceptable returns on investment. D. Management Theory Review: Corporate Diversification Strategy - Theory - Review Notes. potential for achieving somewhat more stable corporate sales and profits over the course of economic upswings and downswings (to the extent the company diversifies into businesses whose ups and downs tend to occur at different times). PlayStations and video games, it is easier to sell consumers in that country Sony TVs, DVD players, home theater products, headphones, cameras, and tablets. C. each business unit generates just enough cash flow annually to fund its own capital requirements and thus does not require cash infusions from the corporate parent.
D. There is a better than even chance that investing in the cash hog will result in it becoming a star business with a strong or market-leading competitive position in a high growth market and high levels of profitability. Shareholder value stemming from a diversified business cannot be replicated by simply owning a diversified portfolio of stocks. 0 a business unit's relative market share is, the weaker its competitive strength and market position vis-à-vis rivals. Without the added competitive advantage potential that crossbusiness strategic fit provides, it is hard for the consolidated performance of an unrelated group of businesses to be any better than the sum of what the individual business units could achieve if they were independent. D. high-compensation/low-risk enterprise. Diversification merits strong consideration whenever a single-business company nyse. The better-off test. C. Low incremental investments to establish a Web site and the ability of customers to use existing company store locations to view and inspect items prior to purchase.
It is less capital intensive and usually more profitable than unrelated diversification. A. generates unusually high profits and returns on equity investment. A. involve making radical changes in a diversified company's business lineup, divesting some businesses, and acquiring new ones so as to put a new face on the company's business lineup. Diversification merits strong consideration whenever a single-business company product page. Nonfinancial Resource Fits Just as a diversified company must have adequate financial resources to support its various individual businesses, it must also have a big enough and deep enough pool of managerial, administrative, and other parenting capabilities to ensure that each of its business units has the resources and capabilities it requires for competitive success and good financial performance. E. All of the above.
Strategic Fit and Competitive Advantage: The Keys to Added Profitability and Gains in Shareholder Value What makes related diversification an attractive strategy is the opportunity to convert cross-business strategic fits into a competitive advantage over business rivals whose operations do not offer comparable strategic fit benefits. Diversification merits strong consideration whenever a single-business company stock. "17 In 2015, Nike divested its Cole Haan and Umbro brands to focus on its Jordan and Converse footwear brands that are more complementary to its Nike brand. C. brand sharing between business units that have common customers or that draw upon common core competencies. When industry attractiveness ratings are calculated for each of the industries a multibusiness company has diversified into, the results help indicate.
75 Profitability relative to competitors 0. The administrative resources and depth of expertise located at a company's corporate headquarters are often considerable, enabling it to effectively and cost-efficiently handle such administrative functions for its subsidiaries as accounting and tax reporting, financial and risk management, human resource support and services, information systems and data processing, legal services, and so on. A globally powerful brand name enables a company to (1) get prominent space on retailers' shelves for the products of its different businesses sold under that brand, (2) win sales and market share simply on the confidence buyers place in products carrying the brand name, and (3) spend less money than lesser-known rivals for advertising. The option of sticking with the current business lineup makes sense when. When evaluating strategic fit benefits that related diversification can deliver, one must keep in consideration a number of factors. Or a mixture of both? Rather, the normal procedure is to delegate lead responsibility for business strategy to the heads of each business, giving them the latitude to develop strategies suited to the particular industry and competitive circumstances in which their business operates, and holding them accountable for producing good financial and strategic results. B. relative market share, ability to match or beat rivals on key product attributes, brand image and reputation, costs relative to competitors, and ability to benefit from strategic fits with sister businesses. Any recent moves to divest weak business.
E. the resource requirements of each business exactly match the company's available resources. One is sluggish growth and meager performance improvements that make the potential revenue and profit boost of a newly acquired business look attractive. Businesses are said to be related when their value chains possess competitively valuable cross-business relationships that present opportunities for the businesses to perform better under the same corporate umbrella than they could by operating as stand-alone entities. Selling a business outright to another company is the most frequently used option for divesting a business. Unrelated diversification strategies surrender the competitive advantage potential of strategic fit in return for such advantages as (1) spreading business risk over a variety of industries and (2) providing opportunities for financial gain (if candidate acquisitions have undervalued assets, are bargain-priced and have good upside potential given the right management, or need the backing of a financially strong parent to capitalize on attractive opportunities). The core concepts and analytical techniques underlying each of these steps merit further discussion. D. leads to the development of a greater variety of distinctive competencies and competitive capabilities. D. focus on crafting initiatives to restore a diversified company's money-losing businesses to profitability. C. Low incremental investments to establish a Web site, the ability to access a wider customer base and the ability to use existing distribution centers and/or company store locations for picking orders from on-hand inventories and making deliveries. The three tests for judging whether a particular diversification move can create value for shareholders are the.
5) usually merit medium or intermediate priority in the parent's resource allocation ranking. N Whether a distressed businesses can be acquired at a bargain price, turned around quickly (with astute managerial actions and initiatives on the part of the company) into a profitable enterprise with potential to realize a high return on investment. Opportunities and stagnating sales in its principal business. One important test of financial resource fit involves determining whether a company has ample cash cows and not too many cash hogs. Conclusions about what the priorities should be for allocating resources to the various businesses of a diversified company need to be based on such considerations as. C. resource fit test, the profitability test, and the shareholder value test. 0 increases, especially when industries with low scores account for a sizable fraction of the company's revenues.
Which one of the following is not a factor that makes it appealing to diversify into a new industry by forming an internal start-up subsidiary to enter and compete in the target industry? Likewise, cyclical market demand in one industry can be attractive if its up-cycle runs counter to the market down-cycles in another industry where the company operates, thus helping reduce revenue and earnings volatility. C. are destined for squeezing out the maximum cash flows. Establishing a company Web site so as to have an Internet presence.
E. when a diversified company has businesses that have little or no strategic or resource fits with the "core" businesses that management wishes to concentrate on. N A multinational diversification strategy provides opportunities to capture economies of scope arising from cost-saving strategic fits among related businesses. D. the difficulties of competently managing a set of fundamentally different businesses and having a very limited competitive advantage potential that cross-business strategic fit provides. C. increases strategic fit opportunities and the potential for a 1 + 1 = 3 outcome on the bottom line. Initiating actions to boost the combined performance of the corporation's collection of businesses. D. Evaluating whether the diversification move will produce a 1 + 1 =3 outcome such that the company's different businesses perform better together than apart and the whole ends up being greater than the sum of the parts. Have to do with the cost-saving efficiencies of distributing a firm's product through many different distribution channels simultaneously. Chapter 8 • Diversification Strategies 186. n Ability to exercise bargaining leverage with key suppliers or customers. D. cash hog businesses is sufficient to fund the needs of its cash cow businesses. The purpose of diversification is to build shareholder value. A. each business's profit and growth prospects. C. their products are both sold through retailers. 7 or greater on a rating scale of 1 to 10 denote high industry attractiveness, scores of 3. Such rankings help top-level executives assign each business a priority for corporate resource support and new capital investment.
What Does Crafting a Diversification Strategy Entail? This procedure is illustrated in Table 8. 3 Related Businesses Possess Related Value Chain Activities and Competitively Valuable Cross-Business Strategic Fits. Without significant cross-business strategic fits and strong company efforts to capture them, one has to be skeptical about the potential for a diversified company's related businesses to perform better together than apart. The decision to diversify presents wide-open possibilities. N Corporate executives of financially strong diversified companies can add shareholder value by astutely allocating financial resources across the company's businesses. Each business unit is plotted on the nine-cell matrix according to its overall attractiveness score and strength score, and then shown as a "bubble. " Description: Chapter 8 Notes.
CORE CONCEPT Related businesses possess competitively valuable crossbusiness value chain matchups. Industries or broadly in many industries?
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