47.
When calculating industry attractiveness scores, to produce a valid response it is necessary to
48.
Assessments of how a diversified company’s subsidiaries compare in competitive strength
should be based on such factors as
49.
The value of determining the relative competitive strength of each business a company has
diversified into is to
50.
The basic purpose of calculating competitive strength scores for each of a diversified
company’s business units is to
51.
The Nine-Cell Industry Attractiveness-Competitive Strength Matrix
52.
The most important strategy-making guidance that comes from drawing a Nine-Cell Industry
Attractiveness-Competitive Strength Matrix is
53.
In analyzing the Nine-Cell Industry Attractiveness-Competitive Strength Matrix, those
businesses occupying the three cells in the lower right corner of the matrix
54.
In a diversified company, the competitive advantage potential of cross-business strategic fit is
greater when
55.
Checking a diversified firm’s business portfolio for the competitive advantage potential of
cross-business strategic fits entails consideration of
56.
A diversified company’s business units exhibit good resource fit when
57.
The businesses in a diversified company’s lineup exhibit good resource fit when
58.
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
59.
A cash cow type of business
60.
A cash hog type of business
61.
The difference between a cash cow business and a cash hog business is that a cash cow
business
62.
A diversified company has a good financial fit when the excess cash generated by its
63.
Which one of the following is
not
a rationale for retaining a cash hog business in a diversified
company’s portfolio?
64.
A diversified company’s business units exhibit good financial resource fit when
65.
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
66.
Management’s ranking of business units and establishing a priority for resource allocation
should