Economies of scope and synergy are collectively referred to as revenue-enhancement
opportunities.
Strategy implementation results when a firm performs specific tasks that are required to
achieve the goals and objectives described in the strategic plan.
Mission statements generally express long-term action horizons and are ambiguous and
ambitious by design.
Alliances are typically vehicles for business strategy, but not corporate or international
strategy.
A balanced scorecard links all performance metrics to the firm’s strategy.
The positive effect of shared values on performance is stronger in a highly competitive
market.
A vulnerable partner is usually most supportive of a winner-take-all strategy.
Social trends are usually difficult to quantify.
Firms have synergy when they can control prices.
When executives own stock in their own firms, they face the problem of being able to
balance their risk exposure.
Sometimes corporate governance characteristics are stronger predictors of firm
valuation than such things as sales or profits.
Supplier power is reduced when firms in a focal industry present a threat of backward
integration.
Economies of scale occur when average total costs decrease at higher levels of output.
In industries in which time to market is not critical, the ability to adapt to change or to
initiate it is vitally important.
The stability of the political environment is particularly important for companies
entering new markets.
All growing firms eventually go public.
The larger the target firm, the shorter the time it will take to absorb it.