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Diversification becomes a relevant strategic option for a company EXCEPT when it: A. spots opportunities to expand into industries whose technologies and products complement its present business. B. leverages existing resources and capabilities by expanding into industries where these same resource strengths are key success factors and valuable competitive assets. C. has a powerful and well-known brand name that can be transferred to the products of other businesses and thereby used as a lever for driving up the sales and profits of such businesses. D. can open up new avenues for reducing costs by diversifying into closely related businesses. E. expands into additional businesses that unlock possibilities for a comprehensive cost enhancement strategy.
E. expands into additional businesses that unlock possibilities for a comprehensive cost enhancement strategy.
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Important reasons for a company to consider diversification include A) a desire to avoid putting all of its “eggs” in one industry basket. B) diminishing market opportunities and stagnating sales in its principal business. C) opportunities to leverage existing competencies and capabilities by expanding into businesses where these same resource strengths are key success factors and valuable competitive assets attractive. D) an opportunity to lower costs by entering closely-related businesses and/or opportunity to transfer a powerful and well-respected brand name to the products of other businesses and thereby increase the sales and profits of these newly-entered businesses. E) All of these.
E) All of these.
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Key Success Factors in the Next 5 Years
-Keeping competitive prices -Fast turnaround -Providing useful info & guidance throughout the purchasing process -Supply chain efficiency
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The defining characteristic of related diversification (as opposed to unrelated diversification) is A) that each business the company has diversified into are utilizing similar competitive strategies. B) the presence of cross-business value chain relationships and strategic fits. C) that each business the company has diversified into has very similar core competencies and competitive capabilities. D) that the company has about the same number of cash cow businesses as it does cash hog businesses. E) the existence of cross-industry resource fits and similar key success factors from industry to industry.
B) the presence of cross-business value chain relationships and strategic fits.
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The key success factors in an industry
are the major underlying causes of change in industry and competitive conditions affecting the company directly. are those competitive factors that most affect industry members’ ability to prosper in the marketplace. [Correct] depend on how many rivals are trying to move from one strategic group to another. hinge on how many different strategic groups the industry has. are determined by the industry’s driving forces. [Exp: Key success factors are the strategy elements, product and service attributes, operational approaches, resources, and competitive capabilities that are essential to surviving and thriving in the industry.]
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The attractiveness test for evaluating whether diversification into a particular industry is likely to build shareholder value involves determining whether A. conditions in the target industry allow for profits and return on investment that is equal to or better than that of the company’s present business(es). B. the potential diversification move will boost the company’s competitive advantage in its existing business. C. shareholders will viewed the contemplated diversification move as attractive. D. key success factors in the target industry are attractive. E. there are attractive strategic fits between the value chains of the company’s present businesses and the value chain of the new business it is considering entering.
A. conditions in the target industry allow for profits and return on investment that is equal to or better than that of the company’s present business(es).
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To create value for shareholders via diversification, a company must A. get into new businesses that are profitable. B. diversify into industries that are growing rapidly. C. spread its business risk across various industries by only acquiring firms that are strong competitors in their respective industries. D. diversify into businesses that can perform better under a single corporate umbrella than they could perform operating as independent, stand-alone businesses. E. diversify into businesses that have either key success factors or value chains that are similar to its present businesses.
D. diversify into businesses that can perform better under a single corporate umbrella than they could perform operating as independent, stand-alone businesses.
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The strategic appeal of related diversification is that A) it allows a firm to reap the competitive advantage benefits of skills transfer, lower costs (due to economies of scope), cross-business use of a powerful brand name, and/or cross-business collaboration in creating stronger competitive capabilities. B) it is less capital intensive than unrelated diversification because related diversification emphasizes getting into cash cow businesses (as opposed to cash hog businesses). C) it involves diversifying into industries having the same kinds of key success factors. D) it is less risky than unrelated diversification because it avoids the acquisition of cash hog businesses. E) it facilitates the achievement of greater economies of scale since the company only enters those businesses that serve the same types of buyer groups and/or buyer needs.
A) it allows a firm to reap the competitive advantage benefits of skills transfer, lower costs (due to economies of scope), cross-business use of a powerful brand name, and/or cross-business collaboration in creating stronger competitive capabilities.
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