The Cisco acquisition of Pure Digital Technologies, the parent of the Flip video camera, failed because __________________. A. , Cisco had valuable competenciesB. , the Flip division of Cisco was slow and less responsive to market pressuresC. , consumers continued to purchase the cameraD. , Cisco had good vision of the market
B. , the Flip division of Cisco was slow and less responsive to market pressures Which of the following is not a reason for merger and acquisition failures? A. , The acquiring company pays too high a premium for the common stock of the target company.B. , Top executives act in their best
interests rather than those of the shareholders.C. , The acquired company assets are poorly integrated into the acquiring company business lines.D. , The acquisition leads to value creation. D. , The acquisition leads to value creation. Corporate-level strategy focuses on _____________. A. ,
gaining long-term revenueB. , gaining short-term profitsC. , decreasing business locationsD. , managing investment bankers and their interests A. , gaining long-term revenue Diversification initiatives include all of the following except ___________________. A. , mergers and acquisitionsB. ,
strategic alliancesC. , joint venturesD. , shareholder development D. , shareholder development McKesson, a large distribution company, sells many product lines such as pharmaceuticals and liquor through its super warehouses. This is an example of ____________. A. , using related diversification
to achieve value by sharing activities to create economies of scopeB. , using related diversification to achieve value by leveraging core competencies to create market powerC. , using unrelated diversification to create value by managing its portfolio to create financial synergiesD. , using unrelated diversification to create value by managing its portfolio to create restructuring advantages A. , using related diversification to achieve value by sharing activities to create economies of scope Shaw Industries, a giant carpet manufacturer, increases its control over raw materials by producing much of its own polypropylene fiber, a key input to its manufacturing process. This is an example of _______________. A. , using related diversification to achieve value
by pooling negotiating power to achieve market powerB. , using related diversification to achieve value by leveraging core competencies to achieve economies of scopeC. , using related diversification to achieve value by integrating vertically in order to acquire market powerD. , using related diversification to achieve value by integrating vertically in order to attain economies of scope C. , using related diversification to achieve value by integrating vertically in order to acquire market power At Cooper Industries, there are few similarities in the products it makes or the industries in which it completes. The corporate office adds value through such activities as superb human resource practices and budgeting systems. This is an example of
__________________. A. , using related diversification to achieve value by leveraging core competencies to attain economies of scopeB. , using related diversification to achieve value by leveraging core competencies to acquire market powerC. , using unrelated diversification to achieve value through portfolio management in order to acquire financial synergiesD. , using unrelated diversification to achieve value through restructuring and parenting D. , using unrelated diversification to achieve value through restructuring and parenting Casio, a giant electronic products producer, synthesizes it abilities in miniaturization, microprocessor design, material science, and ultrathin precision castings to produce digital watches. It uses the same skills to produce card calculators, digital cameras, and other small electronics. These collective skills are known as _________________. A. , core competenciesB. , strategic resourcesC. , shared activitiesD. , economies of scope For a core competence to be a viable basis for the corporation strengthening a new business unit, there are three requirements. Which one of the following is not one of these requirements? A. , The competence must help the business gain strength relative to its competition.B. , The new business must be similar to existing businesses to benefit from a core competence.C. , The collection of competencies should be unique, so that they cannot be easily imitated.D. , The new business must have an established large market share. D. , The new business must have an established large market share. Sharing core competencies is one of the primary potential advantages of diversification. In order for diversification to be most successful, it is important that _____________. A. , the similarity required for sharing core competencies must be in the value chain, not in the productB. , the products use similar distribution channelsC. , the target market is the same, even if the products are very differentD. , the methods of production are the same A. , the similarity required for sharing core competencies must be in the value chain, not in the product When management uses common production facilities or purchasing procedures to distribute different but related products, they are ________________. A. , building on core competenciesB. , achieving process gainsC. , sharing activitiesD. , using portfolio analysis Shaw Industries, a giant carpet manufacturer, increases its control over raw materials by producing much of its own polypropylene fiber, a key input into its manufacturing process. This is an example of ______________. A. , leveraging core competenciesB. , sharing activitiesC. , pooled negotiating powerD. , vertical integration D. , vertical integration The risks of vertical integration include all of the following EXCEPT: A. , costs and expenses associated with increased overhead and capital expenditures.B. , problems associated with unbalanced capacities along the value chain.C. , lack of control over valuable assets.D. , additional administrative costs associated with managing a more complex set of activities. C. , lack of control over valuable assets. Unbalanced capacities that limit cost savings, difficulties in combining specializations, and reduced flexibility are disadvantages associated with ___________. A. , strategic alliancesB. , divestmentC. , horizontal integrationD. , vertical integration D. , vertical integration A firm should consider vertical integration when ___________. A. , the competitive situation is highly volatileB. , customer needs are evolvingC. , the suppliers of the firm willingly cooperate with the firmD. , the suppliers of raw materials to the firm are often unable to maintain quality standards D. , the suppliers of raw materials to the firm are often unable to maintain quality standards Transaction costs include all of the following costs EXCEPT A. , search costsB. , negotiating costsC. , agency costsD. , monitoring costs Vertical integration is attractive when ____________. A. , internal administrative costs are higher than transaction costsB. , transaction costs are higher than internal administrative costsC. , transaction costs and internal administrative costs are equalD. , search costs are higher than monitoring costs B. , transaction costs are higher than internal administrative costs Creating value within business units can happen when the corporate office helps subsidiaries make wise choices in their own acquisitions, divestures, and new ventures. This is known as ________. A. , restructuringB. , parentingC. , leveraging core competenciesD. , increasing market power Creating value within business units can happen when a firm tries to find and acquire either poorly performing firms with unrealized potential or firms in industries on the threshold of significant, positive change. This is action is known as ______. A. , parentingB. , leveraging core competenciesC. , restructuringD. , sharing activities According to the text, corporate restructuring includes A. , capital restructuring, asset restructuring, and technology restructuringB. , global diversification, capital restructuring, and asset restructuringC. , management restructuring, financial restructuring, and procurement restructuringD. , capital restructuring, asset restructuring, and management restructuringRestructuring can involve changes in assets, capital structure, or management. D. , capital restructuring, asset restructuring, and management restructuring Portfolio management matrices are applied to what level of strategy? A. , departmental levelB. , business levelC. , international levelD. , corporate level When using a BCG matrix, a business that currently holds a large market share in a rapidly growing market and has minimal or negative cash flow would be known as a __________. A. , Cash CowB. , DogC. , StarD. , Question Mark In the BCG Matrix, a business that has a low market share in an industry characterized by high market growth is termed a ____________. A. , StarB. , Cash CowC. , Question MarkD. , Dog Portfolio management frameworks, such as the BCG matrix, share which of the following characteristics? A. , Businesses are plotted on a 3-dimensional grid.B. , Grid dimensions are based on external environments and internal capabilities/market positions.C. , Position in the matrix suggests a need for sharing synergies.D. , They are most helpful in helping businesses develop types of competitive advantage. B. , Grid dimensions are based on external environments and internal capabilities/market positions. A Cash Cow, in the BCG framework, refers to a business that has _______________. A. , high market growth and relatively high market shareB. , relatively low market share and low market growthC. , relatively low market share and high market growthD. , low market growth and relatively high market share D. , low market growth and relatively high market share ., In managing the corporate portfolio, the BCG matrix would suggest that __________. A. , Dogs should be invested in to increase market share and become Cash CowsB. , Stars are in low growth markets and can provide excess cash to fund other opportunitiesC. , Cash Cows require substantial cash outlays to maintain market shareD. , Question Marks can represent future Stars if their market share is increased D. , Question Marks can represent future Stars if their market share is increased In the BCG Growth Share Matrix, the suggested strategy for Stars is to ________. A. , milk them to finance other businessesB. , invest large sums to gain a good market shareC. , maintain position and after the market growth slows use the business to provide cash flowD. , not invest in them and to shift cash flow to other businesses C. , maintain position and after the market growth slows use the business to provide cash flow All of the following are limitations (or downsides) of the BCG (Boston Consulting Group) matrix EXCEPT: A. , Every business cannot be accurately measured and compared on the two dimensions.B. , It takes a dynamic view of competition which can lead to overly complex analyses.C. , It views each business as a stand-alone entity and ignores the potential for synergies across businesses.D. , While easy to comprehend, the BCG matrix can lead to some troublesome and overly simplistic prescriptions. B. , It takes a dynamic view of competition which can lead to overly complex analyses. ., The primary means by which a firm can diversify are __________, _________, and ________. A. , mergers and acquisitions; differentiation; overall cost leadershipB. , mergers and acquisitions; joint ventures and strategic alliances; internal developmentC. , joint ventures and strategic alliances; integration of value chain activities; acquiring human capitalD. , mergers and acquisitions; internal development; differentiation B. , mergers and acquisitions; joint ventures and strategic alliances; internal development The downsides or limitations of mergers and acquisitions include all of the following EXCEPT: A. , Premiums that are frequently paid to acquire a business are expensive.B. , Difficulties exist in integrating the activities and resources of the acquired firm into on-going operations.C. , There can be many cultural issues that can doom an otherwise promising acquisition.D. , It is a slow means to enter new markets and acquire skills and competences. D. , It is a slow means to enter new markets and acquire skills and competences. Divesting of businesses can accomplish many different objectives, except _______. A. , enabling managers to focus their efforts more directly on the core businesses of the firmB. , providing the firm with more resources to spend on more attractive alternativesC. , dispersing manager focusD. , raising cash to help fund existing businesses C. , dispersing manager focus Verizon Wireless and ILS Technology have a _________ whereby Verizon integrates technology developed by ILS to improve its machine-to machine (M2M) data transmission systems. M2M systems allow firms to securely transmit data to and from various devices. A. , joint diversificationB. , divestmentC. , strategic allianceD. , global integration Cooperative relationships such as __________ have potential advantages such as entering new markets, reducing manufacturing (or other) costs in the value chain, and developing and diffusing new technologies. A. , joint venturesB. , mergersC. , acquisitionsD. , joint ventures and strategic alliances D. , joint ventures and strategic alliances Which of the following is not part of a good guideline list for managing strategic alliances? A. , establishing a clear understanding between partnersB. , not shortchanging your partnerC. , relying primarily on a contract to make the joint venture workD. , working hard to ensure a collaborative relationship between partners C. , relying primarily on a contract to make the joint venture work Which of the following statements regarding internal development as a means of diversification is FALSE? A. , Many companies use internal development to extend their product or service offers.B. , An advantage of internal development is that it is generally faster than other means of diversification and firms can benefit from speed in developing new products and services.C. , The firm is able to capture wealth created without having to share the wealth with alliance partners.D. , Firms can often develop products or services at a lower cost, if they rely on their own resources instead of external funding. B. , An advantage of internal development is that it is generally faster than other means of diversification and firms can benefit from speed in developing new products and services. Internal development may be time consuming and, therefore, firms may forfeit the benefits of speed that growth through __________ and __________ can provide. A. , strategic alliances; joint venturesB. , strategic alliances; mergersC. , mergers; acquisitionsD. , mergers; strategic alliances C. , mergers; acquisitions According to Michael Porter, there is a tremendous allure to _________. It is the big play, the dramatic gesture. With one stroke of the pen you can add billions to size, get a front-page story, and create excitement in markets. A. , strategic alliances and joint venturesB. , internal developmentC. , mergers and acquisitionsD. , differentiation strategies C. , mergers and acquisitions The antitakeover tactic, _______, is when a firm offers to buy shares of their stock from a company (or individual) planning to acquire their firm at a higher price than the unfriendly company paid for it. A. , golden parachuteB. , poison pillC. , greenmailD. , scorched earth An antitakeover tactic in which existing shareholders have the option to buy additional shares of stock at a discount to the current market price is called ______. A. , greenmailB. , a golden parachuteC. , a poison pillD. , scorched earth The term golden parachute refers to _________. A. , a clause requiring that huge dividend payments be made upon takeoverB. , pay given to executives fired because of a takeoverC. , financial inducements offered by a threatened firm to stop a hostile suitor from acquiring itD. , managers of a firm in a hostile takeover approaching a third party about making the acquisition B. , pay given to executives fired because of a takeover Antitakeover tactics include all of the following EXCEPT _________. A. , greenmailB. , poison pillsC. , golden parachutesD. , golden handcuffs What are the three requirements for a core competence to become the basis of strengthening a business unit?Prahalad and Gary Hamel review three conditions a business activity must meet in order to be a core competency: The activity must provide superior value or benefits to the consumer. It should be difficult for a competitor to replicate or imitate it. It should be rare.
What are the 3 categories of core competencies?The 3 Core Competencies. Communication.. Thinking.. Personal and Social.. What is the importance of the 3 core competencies?Core competencies help an organization to distinguish its products from it's rivals as well as to reduce its costs than its competitors and thereby attain a competitive advantage. It helps in creating customer value. Also, core competencies help in creating and developing new goods and services.
What are core competencies in business?A Core Competency is a deep proficiency that enables a company to deliver unique value to customers. It embodies an organization's collective learning, particularly of how to coordinate diverse production skills and integrate multiple technologies.
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What are the three requirements for a core competence to become the basis of strengthening of business unit?
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