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63.
Corporate-level strategy focuses on
64.
An acquisition that results in ______________ indicates that expectations were not met.
65.
In 2012, Microsoft admitted to a major _________ mistake when it wrote off essentially the
entire 6.2 billion USD it paid for a digital advertising firm, aQuantive, that it purchased in 2007.
66.
If a multinational firm is unable to understand how the acquired company's assets would fit
with their own lines of business, this can lead to
67.
If a multinational firm paid too high a premium for the common stock of the company, this can
lead to
68.
If a multinational company's motive for the acquisition may have been to enhance executive
powers and prestige rather than to improve shareholder return, this can lead to
69.
If a multinational firm fails to effectively integrate their acquisitions, this can result in
70.
One of the reasons it is said that only the investment banker wins when a company is acquired
is that they
71.
Diversification initiatives include all of the following except
72.
Polaris, a manufacturer of snowmobiles, motorcycles, watercraft, and off-road vehicles, shares
manufacturing operations across its businesses. It also has a corporate research and
development facility and staff departments that support all of the Polaris operating divisions.
This is an example of using
73.
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 using
74.
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 using
75.
Novartis, formerly Ciba-Geigy, uses portfolio management to improve many key activities,
including resource allocation and reward and evaluation systems. This is an example of using
76.
3M leverages its competencies in adhesives technologies to many industries, including
automotive, construction, and telecommunications. This is an example of using
77.
Many leading high-tech firms such as Google, Apple, and Intel have dramatically enhanced
their revenues, profits, and market values through a wide variety of diversification initiatives.
Which of the following is not such an initiative?
78.
Firms have several choices of diversification initiatives that can be used to create value. Which
of the following is not one of them?
79.
ConAgra, a diversified food producer, increases its power over suppliers by centrally
purchasing huge quantities of packaging materials for all of its food divisions. This is an
example of using
80.
Proctor and Gamble is a large multinational organization that has many business sharing
distribution resources. Diversification strategies take advantage of the __________ that exist
in their organization.
81.
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
82.
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?
83.
Sharing core competencies is one of the primary potential advantages of diversification. In
order for diversification to be most successful, it is important that the
84.
When management uses common production facilities or purchasing procedures to distribute
different but related products, they are
85.
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
86.
The risks of vertical integration include all of the following except
87.
Unbalanced capacities that limit cost savings, difficulties in combining specializations, and
reduced flexibility are disadvantages associated with
88.
A firm should consider vertical integration when
89.
Transaction costs include all of the following costs except
