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A cash hog type of business. 30 Brand image and reputation 0. Diversification merits strong consideration whenever a single-business company A. has integrated - Brainly.com. Conditions in the target industry are sufficiently attractive to permit earning consistently good profits and returns on investment. Are the first to bell the cat in that area. There is a decent chance of growing the business into a solid bottom-line contributor. Diversification merits strong consideration whenever a single-business company.
Tags: Strategic Management - Strategy Formulation. Providing individual businesses with administrative support services creates value by lowering companywide overhead costs and avoiding the inefficiencies of having each business handle its own administrative functions. Industry attractiveness is plotted on the vertical axis, and competitive strength on the horizontal axis. A. Diversification merits strong consideration whenever a single-business company info. whether the parent company's competitive advantages are being deployed to maximum advantage in each of its business units. However, there are occasions when a business located in the three lower right cells generates sizable positive cash flows or has other traits with important strategic value that justify its retention. D. concentrates on diversifying into businesses where a company can leverage use of a well-known brand name in ways that create added value for shareholders. Is the scope of company.
E. dominant business enterprise. E. the resource requirements of each business exactly match the company's available resources. E. many consumers buy the products/services of both businesses. When the costs of pioneering are much higher than being a follower and only negligible buyer loyalty or cost savings accrue to the pioneer. Diversification merits strong consideration whenever a single-business company ltd. What Is Appealing about Unrelated Diversification? Acquiring new businesses with attractive profit prospects. Acquisition of an existing business is an attractive strategy option for entering a promising new industry because it. In the event the available information is too skimpy to confidently assign a rating value to a business unit on a particular strength measure, it is usually best to use a score of 5—this avoids biasing the overall score either up or down. N Whether the business is big enough to contribute significantly to the parent firm's bottom line. A strategy of diversifying into unrelated businesses. It is particularly important that a diversified company's principal businesses be in industries with a good outlook for growth and above- average profitability.
To keep pace with rising buyer demand, rapid- growth businesses frequently need sizable annual capital investments—for new facilities and equipment, for. The businesses of both Microsoft and Apple are huge cash cows; for example, in fiscal 2018, Microsoft had revenues of $110. Step 4: Checking for Good Resource Fit The businesses in a diversified company's lineup need to exhibit good resource fit. Diversification moves that satisfy all three tests have the greatest potential to grow shareholder value over the long term. Can much competitive value be gained from cross-business transfer of technology, skills, or know-how to correct the resource deficiencies of certain businesses and boost their bottom lines? Four other instances that signal the for diversifying: When it can expand into industries whose. C. the products of the different businesses are sold in the same types of retail stores. Did you find this document useful? A. vulnerability to seasonal and cyclical downturns, vulnerability to driving forces, and vulnerability to fluctuating interest rates and exchange rates. C. Diversification merits strong consideration whenever a single-business company product page. Craft new initiatives to build or enhance the company's reputation. A. the least risky way to diversify is to seek out businesses that are leaders in their respective industry.
E. the firm has not built up a hoard of cash with which to finance a diversification effort. Diversifying into related businesses offering economies of scope paves the way for realizing a low-cost advantage over less diversified rivals. E. facilitates capturing the financial fits among sister businesses (as compared to a strategy of related diversification). In analyzing the Nine-Cell Industry Attractiveness-Competitive Strength Matrix, those businesses occupying the three cells in the lower right corner of the matrix. Because a cash hog's financial resources must be provided by the corporate parent, corporate managers must decide whether it makes good financial and strategic sense to keep pouring new money into a business that is likely to need cash infusions for some years to come (until slowing growth causes its capital requirements to diminish and/or until increased profitability and bigger cash flows from operations become large enough to fund its capital requirements). Whether the competitive strategies employed in each business act to reinforce the competitive power of the strategies employed in the company's other businesses. One important dimension of resource fit concerns the potential to generate internal cash flows sufficient to fund capital requirements of its business lineup, termed the firm's. The more one industry's value chain and resource requirements match up well with the value chain activities of other industries in which the company has operations, the more attractive the industry is to a firm pursuing related diversification. In diversified companies with unrelated businesses, the strategic attention of top executives tends to be focused on.
The better-off test. C. resource fit test, the profitability test, and the shareholder value test. Industries or broadly in many industries? A company that elects to use the Internet as its exclusive channel for accessing buyers must address such strategic issues as.
4 billion and realized a net cash flow from operations of $43. E. The opportunity is too risky or complex for a company to pursue alone, a company lacks some important resources or competencies and needs a partner to supply them and/or a company needs a local partner in order to enter a desirable business in a foreign country. Having a big fraction of the company's revenues and profits come from industries with slow growth, low profitability, intense competition, or other troubling conditions or characteristics tends to drag overall company performance down. D. paying down existing debt, increasing dividends, or repurchasing shares of the company's stock. For instance, if Business A has a market-leading share of 40 percent and its largest rival has 30 percent, A's relative market share is 1. 26 MILLION Page Views---. Fund long-range R&D ventures aimed at opening market opportunities in new. Diversifying into new businesses is justifiable only if it.
7 percent of revenues); as of December 31, 2018, Microsoft's balance sheet showed the company had cash, cash equivalents, and short-term investments totaling $127. 0 probably do not pass the attractiveness test. Craft new strategic moves to improve overall corporate performance. D. To be the last-mover—playing catch-up is usually fairly easily and nearly always much cheaper than any other option.
D. their value chains possess competitively valuable cross-business relationships that present opportunities to transfer skills and capabilities from one business to another, share resources or facilities to reduce costs, share use of a well-known brand name, and/or create mutually useful resource strengths and capabilities. Other business units, despite adequate financial performance, may not mesh as well with the rest of the firm as was originally thought. N A multinational diversification strategy provides opportunities to leverage use of a well-known and competitively powerful brand name. A. transferring competitively valuable resources, expertise, technological know-how, or other capabilities from one business to another. Assessments of how a diversified company's subsidiaries compare in competitive strength should be based on such factors as. Strategic-fit considerations should be assigned a high weight for companies with related diversification strategies and dropped from the list of attractiveness measures altogether for companies pursuing unrelated diversification. Divestiture can be accomplished by.
C. Discounts the value and importance of strategic fit benefits and instead focuses on building and managing a group of businesses capable of delivering good financial performance irrespective of the industries these businesses are in. E. identify potential new acquisition candidates that are cash cows (as opposed to cash hogs). Chapter 8 • Diversification Strategies 172. n When diversifying into closely related businesses opens new avenues for reducing costs. B. cost sharing between separate businesses whose activities can be combined. But it is risky for a single-business company to continue to keep all of its eggs in one industry basket when, for whatever reasons, its long-term prospects for continued good performance start to dim. B. the cost to enter the target industry will strain the company's credit rating. An absence of competitively valuable strategic fits between the value chains of business A and business B. D. acquire companies in forward distribution channels (wholesalers and/or retailers). Whether it will have a broad or narrow product offering.
In which of the following instances is being a first-mover not particularly advantageous? D. have a quantitative basis for rating them from strongest to weakest in contending for market leadership in their respective industries. When the race among rivals for industry leadership is a marathon rather than a sprint, A. 8 The parenting activities of corporate executives often include identifying, recruiting, and hiring talented managers to run individual businesses and thereby squeeze out better business performance than otherwise might have occurred. 15 Otherwise, its resource pool is spread too thinly across many businesses, and the opportunity for achieving 1 + 1 = 3 outcomes slips through the cracks. D. The strategic fit test, the industry attractiveness test, the growth test, the dividend effect test and the capital gains test.
Companies pursuing unrelated diversification are often labeled conglomerates because the businesses they have diversified into range broadly across diverse industries with little or no discernible strategic fits in their value chains (as shown in Figure 8.