A diversified company's strategy fails the resource fit test when its financial resources are stretched across so many businesses that its credit rating is impaired. In actual practice, however, there's no convincing evidence that the consolidated profits of firms with unrelated diversification strategies are more stable or less subject to reversal in periods of recession and economic stress than the profits of firms with related diversification strategies. A. are cost reductions that flow from cost-saving strategic fits along the value chains of related businesses in the business lineup of a multibusiness corporation. The better-off test for evaluating whether a particular diversification move is likely to generate added value for shareholders involves assessing whether the diversification move. This can provide a competitive advantage over single business rivals with small cash flows from operations, a weaker credit rating, and limited ability to raise capital from external sources. Locating businesses with well-known brand names and large market shares. 7, and low strength as scores below 3. Diversification merits strong consideration whenever a single-business company near me. But there are successful diversified companies also. Diversification merits strong consideration. Typically, this translates into investing aggressively and pursuing rapid-growth strategies in attractive businesses with the best profit prospects, investing cautiously in businesses with just average prospects, initiating profit improvement or turnaround strategies in under-performing businesses that have potential, and divesting businesses with unacceptable prospects. Indeed, in actual practice, the business make-up of diversified companies varies considerably. C. Cross-business strategic fit benefits are not automatically realized; the benefits materialize only after management has successfully pursued internal actions to capture them. Is the scope of company. B. enable a company to achieve rapid or continuous growth.
Weighted attractiveness scores are then calculated by multiplying the industry's rating on each measure by the corresponding weight. D. Diversification merits strong consideration whenever a single-business company stock. Identifying acquisition candidates that are financially distressed, can be acquired at a bargain price and whose operations can, in management's opinion, be turned around with the aid of the parent company's financial resources and managerial know-how. It can offer opportunities for reducing costs and for leveraging use of a competitively powerful brand name. Which one of the following is not a reasonable option for deploying a diversified company's financial resources?
Resource fit exists when (1) each company business has adequate access to the resources it needs to be competitively successful (these resources can either be internal to its own operations or supplied by its corporate parent) and (2) the parent company has sufficient financial resources and parenting capabilities to support its entire group of businesses without spreading itself too thin. The locations of the different businesses in the nine-cell industry attractiveness–competitive strength matrix provide a solid basis for identifying high-opportunity businesses and low-opportunity businesses. C. the degree of strategic fit and resource fit with other business units. Craft new strategic moves to improve overall corporate performance. E. arise mainly from strategic fit relationships in the distribution portions of the value chains of unrelated businesses. A diversified company has a good financial fit when the excess cash generated by its. Restructure the company's business lineup. Diversification merits strong consideration whenever a single-business company nyse. The strategic and business logic is compelling: capturing strategic fits along the value chains of its related businesses gives a diversified company a clear path to achieving competitive advantage over undiversified competitors and competitors whose own diversification efforts do not offer equivalent strategic-fit benefits. C. that corporate resources should be concentrated on those businesses enjoying both a higher degree of industry attractiveness and competitive strength and that businesses having low competitive strength in relatively unattractive industries should be looked at for possible divestiture. 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. C. determine which business unit has the greatest number of resource strengths, competencies, and competitive capabilities, and which one has the least. C. generates positive retained earnings, whereas a cash hog business produces negative retained earnings.
Evaluate the competitive value of cross-business strategic fits. C. spread its business risk across various industries by only acquiring firms that are strong competitors in their respective industries. E. Diversification merits strong consideration whenever a single-business company A. has integrated - Brainly.com. all of these choices are correct. 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. Strategic fit between two businesses exists when the management know-how accumulated in one business is transferable to the other.
Do not have attractive tax benefits after diversification. Diversification becomes a relevant strategic option in all but which one of the following situations? Management's ranking of business units and establishing a priority for resource allocation should. Answer:d. The advantages of a brick-and-click strategy include. Acquire companies at prices sufficiently low to pass the cost of entry test. The more a company's diversification strategy yields these kinds of strategic-fit benefits, the more powerful a competitor it becomes and the better its profit and growth performance is likely to be. A second way that a parent company can provide value to its unrelated business occurs when a corporate parent has a well-recognized or highly reputable name or brand that is not strongly attached to a certain product and thus can readily be shared by many or all of its individual businesses.
Businesses positioned in the three cells in the upper left portion of the attractiveness–strength matrix (like Business A) have both favorable industry attractiveness and competitive strength, and thus merit top priority in the corporate parent's resource allocation ranking. C. when one or more businesses are cash hogs with questionable long-term potential. But there are other important reasons for divesting one or more of a company's present businesses. A nine-cell grid emerges from dividing the vertical axis into three regions (high, medium, and low attractiveness) and the horizontal axis into three regions (strong, average, and weak competitive strength). E. companies that are employing the same basic type of competitive strategy as the parent corporation's existing businesses. B. first consider the strength of funding proposals presented by managers of each division or business unit. Save Chapter 8 Note For Later. Retrenching to a narrower diversification base. After settling on a set of competitive strength measures that are well matched to the circumstances of the various business units, weights indicating each measure's importance need to be assigned. Industries having resource/capability requirements within the company's reach are more attractive than industries where the requirements could strain corporate financial resources and/or capabilities. Using a Nine-Cell Matrix to Simultaneously Portray Industry Attractiveness and Competitive Strength The industry attractiveness and competitive strength scores can be used to portray the strategic positions of each business in a diversified company. E. the industry attractiveness test, the cost-of-entry test, and the better-off test.
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. —Jack Welch, former CEO, General Electric. The industry attractiveness test. Being able to attract bargain-hunting shoppers by selling the company's merchandise online at lower prices than in traditional retail stores.
C. The target industry is growing rapidly and no good joint venture partners are available. C. Mainly in either technology related activities or sales and marketing activities. B. the potential diversification move will boost the company's competitive advantage in its existing business. The core concepts and analytical techniques underlying each of these steps merit further discussion. The Path to Enhancing Shareholder Value via Unrelated Diversification For a strategy of unrelated diversification to produce companywide financial results above and beyond what the businesses could generate operating as stand-alone entities, corporate executives should pursue five outcomes: 1. The ability to drive down unit costs by expanding sales to additional country markets is one reason why a diversified company may seek to acquire a business and then rapidly expand its operations into more and more countries. A. selling a business outright. D. is a business with such a strong competitive advantage that it generates big profits, big returns on investment, and big cash surpluses after dividends are paid. A business is more attractive strategically when it has value chain relationships with sister business units that offer potential to (1) realize economies of scope or cost-saving efficiencies; (2) transfer technology, skills, know-how, or other resource capabilities from one business to another; (3) leverage use of a well-known and trusted brand name; and/or (4) collaborate with sister businesses to build new or stronger resource strengths and competitive capabilities. 0 increases, especially when industries with low scores account for a sizable fraction of the company's revenues.
D. Diversification cannot be considered a success unless it results in added shareholder value—value that shareholders cannot capture for themselves by spreading their investments across the stocks of companies in different industries. Companies that pursue unrelated diversification nearly always enter new businesses by acquiring an established company rather than by forming a startup subsidiary within their own corporate structures or participating in joint ventures. E. overinvesting in the achievement of economies of scope and the difficulties of achieving a good mix of cash cow and cash hog businesses. E. potential young stars is sufficient to help stars. But the group of industries takes on a decidedly lower degree of attractiveness as the number of industries with scores below 5. D. encounters declining profits in its mainstay business. N The presence of cross-industry strategic fits. When to Consider Diversifying So long as a company has its hands full trying to capitalize on profitable growth opportunities in its present industry, there is no urgency to diversify into other businesses.
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