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The World of Aranara. Black Sea Bass Scientific Classification. However, with nine state parks and nature preserves—not including state forests and other protected lands—it's easy to find spectacular scenery without the crowds as well. There, you can enjoy indoor and outdoor hot pools, saunas, private spa treatments and even waterslides.
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1 mile Riverwalk or check out the huge contemporary sculptures in Montague Park. Lost Riches/2022-09-02. The island is known for its stunning sunsets with breathtaking hues of orange, pink and red filling the sky as the sun dips below the horizon.
However, it must be noted that all the benefits accruing from first-rate corporate parenting capabilities are not exclusively attached to a strategy of unrelated diversification—these same benefits are equally available to companies pursuing a strategy of related diversification. 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? The locations of the business units on the attractiveness–strength matrix provide valuable guidance in deploying corporate resources to the various business units. Valuable resources and capabilities, including important alliances and collaborative partnerships, enhance a company's ability to compete successfully and perhaps contend for industry leadership. A manufacturer of canoes diversifying into the production of tennis rackets. 7, average strength as scores of 3. D. Diversification merits strong consideration whenever a single-business company A. has integrated - Brainly.com. 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.
Diversification Merits Strong Consideration Whenever A Single-Business Company Login
As before, the importance weights must add up to 1. Diversification merits strong consideration whenever a single-business company based. Whether to pursue a competitive advantage based on low-costs, differentiation or more value for the money. The cost to enter the target industry must not be so high it erodes the potential for good profitability. Companies and then further rely on the skills and expertise of these or other corporate executives in pinpointing achievable ways that the operations of such companies can be overhauled and streamlined to produce dramatic increases in profitability. 3 have a competitively weak standing in the marketplace.
Market leaders in slow-growth industries often generate sizable positive cash flows over and above what is needed for growth and reinvestment because their industry-leading positions tend to give them the sales volumes and reputation to earn attractive profits and because the slow-growth nature of their industry often entails relatively modest annual investment requirements. I think our biggest achievement to date has been bringing back to life an inherent Disney synergy that enables each part of our business to draw from, build upon, and bolster the others. Industry B Business C in Industry C. Competitive Strength Measures. C. Diversification merits strong consideration whenever a single-business company login. corporate executives are excited about market opportunities. Weighted attractiveness scores are then calculated by multiplying the industry's rating on each measure by the corresponding weight. Such advantages explain why such consumer products companies as Procter & Gamble, Unilever, Nestlé, Kimberly-Clark, Colgate-Palmolive, and Coca-Cola employ a strategy of multinational diversification. 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?
C. The target industry is growing rapidly and no good joint venture partners are available. 9. are not shown in this preview. And, as emphasized earlier, when a corporate parent has nonfinancial resources that particular business units will find uniquely valuable in strengthening their performance and/or accelerating their growth, allocating such resources to these business units should be automatic—they usually represent 1 + 1 = 3 opportunities that should not be missed. Whether getting into a new business has potential to enhance shareholder value hinges on whether a company's entry into that business can pass the attractiveness test, the cost-of-entry test, and the better-off test. Different businesses are said to be "unrelated" when. C. Competitively valuable cross-business strategic fits are what enable related diversification to produce a 1 + 1 = 3 performance outcome. B. Diversification merits strong consideration whenever a single-business company info. entail reducing the scope of diversification to a smaller number of businesses. Internal start-up of a new business subsidiary can be a more attractive means of entering a desirable new business than is acquiring an existing firm already in the targeted industry when.
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C. ranking the performance prospects of the various businesses from best to worst and determining the priorities for resource allocation. Seasonal and cyclical factors should generally be eliminated (or perhaps assigned a low weight) except in situations where that are obviously relevant. 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). B. company lacks sustainable competitive advantage in its present business.
What makes a strategy of multinational diversification exceptionally appealing is that all five paths to competitive advantage can be pursued simultaneously. N Corporate managers advance the cause of adding shareholder value when they have the bargaining skills to successfully negotiate a low price and other favorable terms in acquiring any new business the corporate parent decides to enter (thereby helping satisfy the cost-of-entry test). Business subsidiaries with the brightest profit and growth prospects and solid strategic and resource fits generally should head the list for corporate resource support. D. strategic fit test, the industry attractiveness test, and the dividend effect test. 3 Related Businesses Possess Related Value Chain Activities and Competitively Valuable Cross-Business Strategic Fits. Demanding managerial requirements. C. Identifying opportunities to achieve greater economies of scope. Technological change is rapid and following rivals find it easy to leapfrog the pioneer with next-generation products of their own. The more attractive the industries (both individually and as a group) a diversified company is in, the better its prospects for good long-term performance. E. generates very large increases in sales revenues, whereas a cash hog business has declining sales revenues and chronic deficiencies of working capital. B. spinning the unwanted business off as a managerially and financially independent company by selling shares to the investing public via an initial public offering of stock. A. underemphasizing the importance of resource fit and the strong likelihood of diversifying into businesses that top management does not know all that much about.
C. How quickly to divest businesses whose competitive strategies do not closely match the competitive strategies of sister businesses. CORE CONCEPT Creating added longterm value for shareholders via diversification requires building a multi business company where the whole is greater than the sum of its parts—such 1 + 1 = 3 effects are called synergy. Strategy: Core Concepts and Analytical Approaches. Circle sizes are scaled to reflect the percentage of companywide revenues generated by the business unit.
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B. concentrating most of a company's financial resources in cash cow businesses and allocating little or no additional resources to cash hog businesses until they show enough strength to generate positive cash flows. D. the firm has no prior experience with diversification. Diversifying into a new industry by forming a new internal subsidiary to enter and compete in the target industry is attractive when. E. expand into foreign markets where the firm currently does no business. E. many consumers buy the products/services of both businesses. N Whether the business is in an industry with attractive growth potential. It can offer opportunities for reducing costs and for leveraging use of a competitively powerful brand name. Successfully managing a set of fundamentally different businesses operating in fundamentally different industry and competitive environments is a challenging and exceptionally difficult proposition. You are on page 1. of 10. C. resource fit test, the profitability test, and the shareholder value test. Economically expanding a company's geographic reach and giving existing and potential customers another choice of how to communicate with the company, shop for company products, make purchases or resolve customer service problems. The drawbacks of demanding managerial requirements and limited competitive advantage potential greatly weaken the appeal of an unrelated diversification strategy. The opportunity to convert cross-business strategic fits into competitive advantages over business rivals whose operations don't offer comparable strategic fit benefits.
Industries where competitive pressures are relatively weak are more attractive than industries where competitive pressures are strong. E. initiating actions to boost the combined performance of the businesses the firm has entered. If Business B has a 15 percent market share and its largest rival has 30 percent, B's relative market share is 0. A. utilize activity-based costing and benchmarking to determine the funding needs of each business unit. D. the ability to hurdle barriers to entry, value chain attractiveness, and business risk. Stick closely with the existing business lineup. E. has good strategic fit with a cash hog business. Industry attractiveness needs to be evaluated from three angles: the attractiveness of each industry on its own, the attractiveness of each industry relative to the others, and the attractiveness of all the industries as a group. C. when one or more businesses are cash hogs with questionable long-term potential. B. generates enough profits to pay off long-term debt, whereas a cash hog business does not. 576648e32a3d8b82ca71961b7a986505. This step entails using the results of the preceding analysis as the basis for devising actions to strengthen existing businesses, make new acquisitions, divest weak- performing and unattractive businesses, restructure the company's business lineup, expand the scope of the company's geographic reach multinationally or globally, and otherwise steer corporate resources into the areas of greatest opportunity.
Are the corporate parent's resources and parenting capabilities poorly matched to the resource requirements of one or more businesses it has diversified into? 00 Weighted overall industry attractiveness scores 7. 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. When diversifying into closely related businesses. The purpose of rating the competitive strength of each business is to gain a clear understanding of which businesses are strong contenders in their industries, which are weak contenders, and the underlying reasons for their strength or weakness. However, there are four other instances in which a company becomes a prime candidate for diversifying:1. n When it spots opportunities for expanding into industries whose technologies and/or products complement its present business. Chapter 8 • Diversification Strategies 198.
E. the cost a company incurs to enter the target industry will raise or lower production costs. C. When a pioneer is pursuing product innovation. Cross-business strategic fits represent a significant avenue for producing competitive advantage beyond what any one business can achieve on its own. D. sharing common administrative and customer service infrastructure. When the race among rivals for industry leadership is a marathon rather than a sprint, A.