8/9/2019 Chap 006-test bank http://slidepdf.com/reader/full/chap-006-test-bank 1/42 Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification Chapter 06 Corporate-Level Strategy: Creating Value through Diversification True / False Questions 1. Whenever an organization iversifies! it represents investing a stoc"holer#s funs in a $ay in $hich the iniviual investor is una%le. &rue 'alse (. Diversification that results in strengthening the value chain an increasing co)petitive avantages is the %est possi%le e*a)ple of investing stoc"holers# funs in a $ay that iniviual investors cannot. &rue 'alse +. When fir)s iversify into unrelate %usinesses! the pri)ary potential %enefits are horizontal relationships! i.e.! %usinesses sharing tangi%le an intangi%le resources. &rue 'alse ,. ne$ly acuire %usiness )ust al$ays have proucts that are si)ilar to the e*isting %usinesses# proucts to %enefit fro) the corporation#s core co)petence. &rue 'alse /. Sharing activities across %usiness units can provie t$o pri)ary %enefits: cost savings an revenue enhance)ents. &rue 'alse 6. Sharing activities a)ong %usiness units can have a negative effect on a given %usiness#s ifferentiationas in the e*a)ple of Dai)ler-enz#s acuisition of Chrysler. &rue 'alse 6-1
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
Chapter 06
Corporate-Level Strategy: Creating Value through Diversification
True / False Questions
1. Whenever an organization iversifies! it represents investing a stoc"holer#s funs in a $ay
in $hich the iniviual investor is una%le.&rue 'alse
(. Diversification that results in strengthening the value chain an increasing co)petitiveavantages is the %est possi%le e*a)ple of investing stoc"holers# funs in a $ay that
iniviual investors cannot.
&rue 'alse
+. When fir)s iversify into unrelate %usinesses! the pri)ary potential %enefits are
horizontal relationships! i.e.! %usinesses sharing tangi%le an intangi%le resources.
&rue 'alse
,. ne$ly acuire %usiness )ust al$ays have proucts that are si)ilar to the e*isting
%usinesses# proucts to %enefit fro) the corporation#s core co)petence.
&rue 'alse
/. Sharing activities across %usiness units can provie t$o pri)ary %enefits: cost savings an
revenue enhance)ents.&rue 'alse
6. Sharing activities a)ong %usiness units can have a negative effect on a given %usiness#s
ifferentiationas in the e*a)ple of Dai)ler-enz#s acuisition of Chrysler.&rue 'alse
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
2. 3ar"et po$er refers to cost savings fro) leveraging core co)petencies or sharing activities
a)ong the %usinesses in a corporation.&rue 'alse
4. &he t$o principal )eans %y $hich fir)s achieve synergy through )ar"et po$er are: poole
negotiating po$er an corporate parenting.&rue 'alse
5. Si)ilar %usinesses $or"ing together or the affiliation of a %usiness $ith a strong parent canstrengthen a fir)#s %argaining position relative to suppliers an custo)ers.
&rue 'alse
10. fir) that incorporates )ore processes to$ar the original source of ra$ )aterials is ane*a)ple of for$ar integration.
&rue 'alse
11. pu%lishing co)pany that purchases a chain of %oo"stores to sell its %oo"s is an e*a)ple
of unrelate iversification.
&rue 'alse
1(. ne of the ris"s of vertical integration is that there )ay %e pro%le)s associate $ith
un%alance capacities or unfille e)ans along a fir)#s value chain.
&rue 'alse
1+. Vertical integration shoul %e unerta"en $hen e)an for the organization#s proucts is
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
(4. ;n recent years! )any high tech fir)s such as 8riceline.co) have suffere fro) the
negative i)pact of uncontrolle gro$th.&rue 'alse
(5. <reen)ail is an offer %y a co)pany! threatene %y ta"eover! to offer its stoc" at a reuce
price to a thir party.&rue 'alse
+0. golen parachute is a prearrange contract $ith )anagers specifying that in the event of a hostile ta"eover! the target fir)#s )anagers $ill %e pai a significant severance pac"age.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
++. 3c>esson! a large istri%ution co)pany! sells )any prouct lines such as phar)aceuticals
an liuor through its super $arehouses. &his is an e*a)ple of. achieving econo)ies of scope through relate iversification.
. achieving )ar"et po$er through relate iversification.
C. attaining the %enefits of restructuring through unrelate iversification.D. attaining the %enefits of parenting through unrelate iversification.
+,. 8hilip 3orris %ought 3iller re$ing an use its )ar"eting e*pertise to i)prove 3iller#s
)ar"et share. &his 9ustification for iversification is %est escri%e as. utilizing co))on infrastructures.
. capitalizing on core co)petencies.
C. reucing corporate ris".D. using portfolio analysis.
+/. &he corporate office of Cooper ;nustries as value to its acuire %usinesses %y
perfor)ing such activities as auiting their )anufacturing operations! i)proving theiraccounting activities! an centralizing union negotiations. &his is an e*a)ple of
. achieving econo)ies of scope through relate iversification.
. achieving )ar"et po$er through relate iversification.C. attaining the %enefits of restructuring through unrelate iversification.
D. attaining the %enefits of parenting through unrelate iversification.
+6. ?????????? reflect@sA the collective learning in organizations such as ho$ to coorinate
prouction s"ills! integrate )ultiple strea)s of technologies! an )ar"et an )erchanise
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
+2. 'or a core co)petence to %e a via%le %asis for the corporation strengthening a ne$
%usiness unit! there are three reuire)ents. Which one of the follo$ing is not one of thesereuire)ents
. &he co)petence )ust help the %usiness gain strength relative to its co)petition.
. &he ne$ %usiness )ust %e si)ilar to e*isting %usinesses to %enefit fro) a core co)petence.C. &he collection of co)petencies shoul %e uniue! so that they cannot %e easily i)itate.D. &he ne$ %usiness )ust have an esta%lishe large )ar"et share.
+4. Sharing core co)petencies is one of the pri)ary potential avantages of iversification. ;norer for iversification to %e )ost successful! it is i)portant that
. the si)ilarity reuire for sharing core co)petencies )ust %e in the value chain! not in the
prouct.. the proucts use si)ilar istri%ution channels.
C. the target )ar"et is the sa)e! even if the proucts are very ifferent.D. the )ethos of prouction are the sa)e.
+5. When )anage)ent uses co))on prouction facilities or purchasing proceures to
istri%ute ifferent %ut relate proucts! they are
. %uiling on core co)petencies.. sharing activities.
C. achieving process gains.
D. using portfolio analysis.
,0. Sha$ ;nustries! a giant carpet )anufacturer! increases its control over ra$ )aterials %y
proucing )uch of its o$n polypropylene fi%er! a "ey input into its )anufacturing process.
&his is an e*a)ple of. leveraging core co)petencies.
. sharing activities.
C. vertical integration.D. poole negotiating po$er.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
,1. &he ris"s of vertical integration inclue all of the follo$ing except
. costs an e*penses associate $ith increase overhea an capital e*penitures.. lac" of control over valua%le assets.
C. pro%le)s associate $ith un%alance capacities along the value chain.
D. aitional a)inistrative costs associate $ith )anaging a )ore co)ple* set of activities.
,(. n%alance capacities that li)it cost savings! ifficulties in co)%ining specializations!
an reuce fle*i%ility are isavantages associate $ith
. strategic alliances.. ivest)ent.
C. vertical integration.
D. horizontal integration.
,+. fir) shoul consier vertical integration $hen
. the co)petitive situation is highly volatile.
. custo)er nees are evolving.C. the fir)#s suppliers $illingly cooperate $ith the fir).
D. the fir)#s suppliers of ra$ )aterials are often una%le to )aintain uality stanars.
,,. ;t )ay %e avantageous to vertically integrate $hen
. lo$er transaction costs an i)prove coorination are vital an achieva%le through verticalintegration.. the )ini)u) efficient scales of t$o corporations are ifferent.
C. fle*i%ility is reuce! proviing a )ore stationary position in the co)petitive environ)ent.
D. various segregate specializations $ill %e co)%ine.
,/. &ransaction costs inclue all of the follo$ing costs except
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
,6. Vertical integration is attractive $hen
. transaction costs are higher than internal a)inistrative costs.. internal a)inistrative costs are higher than transaction costs.
C. transaction costs an internal a)inistrative costs are eual.
D. search costs are higher than )onitoring costs.
,2. ?????????? is $hen a fir)#s corporate office helps su%siiaries )a"e $ise choices in
their o$n acuisitions! ivestures! an ne$ ventures.
. 8arenting. 7estructuring
C. Leveraging core co)petencies
D. ;ncreasing )ar"et po$er
,4. ?????????? is $hen a fir) tries to fin an acuire either poorly perfor)ing fir)s $ith
unrealize potential or fir)s in inustries on the threshol of significant! positive change.
. 8arenting. 7estructuring
C. Leveraging core co)petencies
D. Sharing activities
,5. ccoring to the te*t! corporate restructuring inclues. capital restructuring! asset restructuring! an technology restructuring.. glo%al iversification! capital restructuring! an asset restructuring.
C. )anage)ent restructuring! financial restructuring! an procure)ent restructuring.
D. capital restructuring! asset restructuring! an )anage)ent restructuring.
/0. 8ortfolio )anage)ent )atrices are applie to $hat level of strategy
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
//. ;n )anaging a fir)#s portfolio! the C< )atri* $oul suggest that
. ogs shoul %e investe in to increase )ar"et share an %eco)e cash co$s.. stars are in lo$ gro$th )ar"ets an can provie e*cess cash to fun other opportunities.
C. uestion )ar"s can represent future stars if their )ar"et share is increase.
D. cash co$s reuire su%stantial cash outlays to )aintain )ar"et share.
/6. ;n the oston Consulting <roup#s @C<A <ro$th Share 3atri*! the suggeste strategy for
stars is to
. )il" the) to finance other %usinesses.. invest large su)s to gain a goo )ar"et share.
C. not invest in the) an to shift cash flo$ to other %usinesses.
D. )aintain position an after the )ar"et gro$th slo$s use the %usiness to provie cash flo$.
/2. ll of the follo$ing are li)itations @or o$nsiesA of the C< @oston Consulting <roupA
)atri* except
. every %usiness cannot %e accurately )easure an co)pare on the t$o i)ensions.. it vie$s each %usiness as a stan-alone entity an ignores the potential for synergies across
%usinesses.
C. it ta"es a yna)ic vie$ of co)petition $hich can lea to overly co)ple* analyses.D. $hile easy to co)prehen! the C< )atri* can lea to so)e trou%leso)e an overly
si)plistic prescriptions.
/4. &he three pri)ary )eans %y $hich a fir) can iversify are:
. )ergers an acuisitions= 9oint ventures an strategic alliances= internal evelop)ent.
. )ergers an acuisitions= ifferentiation= overall cost leaership.
C. 9oint ventures an strategic alliances= integration of value chain activities= acuiring hu)ancapital.
D. )ergers an acuisitions= internal evelop)ent= ifferentiation.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
/5. &he o$nsies or li)itations of )ergers an acuisitions inclue all of the follo$ing
except :. e*pensive pre)iu)s that are freuently pai to acuire a %usiness.
. ifficulties in integrating the activities an resources of the acuire fir) into a
corporation#s on-going operations.C. it is a slo$ )eans to enter ne$ )ar"ets an acuire s"ills an co)petences.D. there can %e )any cultural issues that can oo) an other$ise pro)ising acuisition.
60. Divesting %usinesses can acco)plish )any ifferent o%9ectives. &hese inclue. ena%ling )anagers to focus their efforts )ore irectly on the fir)#s core %usinesses.
. proviing the fir) $ith )ore resources to spen on )ore attractive alternatives.
C. raising cash to help fun e*isting %usinesses.D. all of the a%ove.
61. co)pany offering local teleco))unications service co)%ines resources $ith an
international co)pany that )anufactures igital s$itching euip)ent to research a ne$ typeof teleco))unications technology. &his is an e*a)ple of
. 9oint iversification.
. strategic alliance.C. ivest)ent.
D. glo%al integration.
6(. Cooperative relationships such as ?????????? have the potential avantages such as
entering ne$ )ar"ets! reucing )anufacturing @or otherA costs in the value chain! an
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
6+. ll of the follo$ing are guielines for )anaging strategic alliances except
. esta%lishing a clear unerstaning %et$een partners.. relying pri)arily on a contract to )a"e the 9oint venture $or".
C. not shortchanging your partner.
D. $or"ing har to ensure a colla%orative relationship %et$een partners.
6,. Which of the follo$ing state)ents regaring internal evelop)ent as a )eans of
iversification is false
. 3any co)panies use internal evelop)ent to e*ten their prouct lines or a to theirservice offerings.
. n avantage of internal evelop)ent is that it is generally faster than other )eans of
iversification an fir)s can %enefit fro) spee in eveloping ne$ proucts an services.C. &he fir) is a%le to capture the $ealth create $ithout having to share the $ealth $ith
alliance partners.D. 'ir)s can often evelop proucts or services at a lo$er cost if they rely on their o$n
resources instea of e*ternal funing.
6/. ?????????? )ay %e ti)e consu)ing an! therefore! fir)s )ay forfeit the %enefits of
spee that gro$th through ?????????? an ?????????? can provie.. Strategic alliances= 9oint ventures! internal evelop)ent
. ;nternal evelop)ent= )ergers= acuisitions
C. Strategic alliances= )ergers= 9oint ventures
D. 3ergers= internal evelop)ent= strategic alliances
66. ccoring to 3ichael 8orter: &here#s a tre)enous allure to ??????????. ;t#s the %ig
play! the ra)atic gesture. With one stro"e of the pen you can a %illions to size! get a front page story! an create e*cite)ent in )ar"ets.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
62. n antita"eover tactic calle @aA ?????????? is $hen a fir) offers to %uy shares of their
stoc" fro) a co)pany @or iniviualA planning to acuire their fir) at a higher price than theunfrienly co)pany pai for it.
. golen parachute
. green)ailC. poison pillD. scorche earth
64. n antita"eover tactic in $hich e*isting shareholers have the option to %uy aitionalshares of stoc" at a iscount to the current )ar"et price is calle
. green)ail.
. a poison pill.C. a golen parachute.
D. scorche earth.
65. &he ter) golen parachutes refers to. a clause reuiring that huge ivien pay)ents %e )ae upon ta"eover.
. financial inuce)ents offere %y a threatene fir) to stop a hostile suitor fro) acuiring it.
C. )anagers of a fir) involve in a hostile ta"eover approaching a thir party a%out )a"ingthe acuisition.
D. pay given to e*ecutives fire %ecause of a ta"eover.
20. ntita"eover tactics inclue all of the follo$ing except
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
4. (p. +,) &he t$o principal )eans %y $hich fir)s achieve synergy through )ar"et po$er are:
poole negotiating po$er an corporate parenting.
F"LS!
AACSB: Analytic
Bloom's: -nole!#e Difficulty: /asy
"earnin# $%&ectie: *,
5. (p. +, * +0) Si)ilar %usinesses $or"ing together or the affiliation of a %usiness $ith a strong parent can strengthen a fir)#s %argaining position relative to suppliers an custo)ers.
T#$!
AACSB: Analytic
Bloom's: Comprehension
Difficulty: e!ium
"earnin# $%&ectie: *,
10. (p. +) fir) that incorporates )ore processes to$ar the original source of ra$ )aterials
is an e*a)ple of for$ar integration.
F"LS!
AACSB: Analytic
Bloom's: Comprehension Difficulty: e!ium
"earnin# $%&ectie: *,
11. (p. +) pu%lishing co)pany that purchases a chain of %oo"stores to sell its %oo"s is an
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
16. (p. +9 * +11) ccoring to the te*t! the t$o )ain sources of synergy in unrelate
iversification are parenting an financial synergies via portfolio )anage)ent.
T#$!
AACSB: Analytic
Bloom's: -nole!#e Difficulty: /asy
"earnin# $%&ectie: *0
12. (p. +1) 7estructuring reuires the corporate office to fin either poorly perfor)ing fir)s$ith unrealize potential or fir)s in inustries on the threshol of significant! positive
change.
T#$!
AACSB: Analytic
Bloom's: Comprehension
Difficulty: e!ium "earnin# $%&ectie: *0
14. (p. +11) 8ortfolio )anage)ent shoul %e consiere as the pri)ary %asis for for)ulatingcorporate-level strategies.
F"LS!
AACSB: Analytic
Bloom's: Comprehension
Difficulty: e!ium
"earnin# $%&ectie: *0
15. (p. +11) 8ortfolio )anage)ent )atrices generally consist of t$o a*es that reflect inustry or
. ho$ to co)pete in a given %usiness= the application of technology.
%& $hat %usinesses to co)pete in= ho$ these %usinesses can achieve synergy.C. ho$ to integrate pri)ary activities= increase shareholer $ealth.
D. ho$ to i)prove a fir)#s infrastructure= ho$ to )aintain ethical %ehavior.
AACSB: Analytic Bloom's: -nole!#e
Difficulty: /asy
"earnin# $%&ectie: *1
+(. (p. 198) ;niviual investors are epenent upon the corporation#s )anagers to
. iversify the stoc"holer#s invest)ents in orer to reuce ris".
%& a value to their invest)ents in a $ay that the stoc"holers coul not acco)plish on theiro$n.
C. achieve ris" reuction at a lo$er cost than stoc"holers coul o%tain on their o$n.
D. )a*i)ize short-ter) returns in the for) of iviens.
AACSB: Analytic
Bloom's: Comprehension
Difficulty: e!ium "earnin# $%&ectie: *+
++. (p. 199) 3c>esson! a large istri%ution co)pany! sells )any prouct lines such as phar)aceuticals an liuor through its super $arehouses. &his is an e*a)ple of
"& achieving econo)ies of scope through relate iversification.
. achieving )ar"et po$er through relate iversification.
C. attaining the %enefits of restructuring through unrelate iversification.D. attaining the %enefits of parenting through unrelate iversification.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
+,. (p. 199) 8hilip 3orris %ought 3iller re$ing an use its )ar"eting e*pertise to i)prove
3iller#s )ar"et share. &his 9ustification for iversification is %est escri%e as. utilizing co))on infrastructures.
%& capitalizing on core co)petencies.
C. reucing corporate ris".D. using portfolio analysis.
AACSB: Analytic
Bloom's: Application
Difficulty: ar! "earnin# $%&ectie: *,
+/. (p. 199) &he corporate office of Cooper ;nustries as value to its acuire %usinesses %y perfor)ing such activities as auiting their )anufacturing operations! i)proving their
accounting activities! an centralizing union negotiations. &his is an e*a)ple of. achieving econo)ies of scope through relate iversification.. achieving )ar"et po$er through relate iversification.
C. attaining the %enefits of restructuring through unrelate iversification.
D& attaining the %enefits of parenting through unrelate iversification.
AACSB: Analytic
Bloom's: Application
Difficulty: ar!
"earnin# $%&ectie: *,
+6. (p. +) ?????????? reflect@sA the collective learning in organizations such as ho$ to
coorinate prouction s"ills! integrate )ultiple strea)s of technologies! an )ar"et an)erchanise iverse proucts an services.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
+2. (p. + * +1) 'or a core co)petence to %e a via%le %asis for the corporation strengthening a
ne$ %usiness unit! there are three reuire)ents. Which one of the follo$ing is not one ofthese reuire)ents
. &he co)petence )ust help the %usiness gain strength relative to its co)petition.
. &he ne$ %usiness )ust %e si)ilar to e*isting %usinesses to %enefit fro) a core co)petence.C. &he collection of co)petencies shoul %e uniue! so that they cannot %e easily i)itate.
D& &he ne$ %usiness )ust have an esta%lishe large )ar"et share.
AACSB: Analytic Bloom's: -nole!#e
Difficulty: /asy
"earnin# $%&ectie: *,
+4. (p. +) Sharing core co)petencies is one of the pri)ary potential avantages of
iversification. ;n orer for iversification to %e )ost successful! it is i)portant that"& the si)ilarity reuire for sharing core co)petencies )ust %e in the value chain! not in the prouct.
. the proucts use si)ilar istri%ution channels.
C. the target )ar"et is the sa)e! even if the proucts are very ifferent.D. the )ethos of prouction are the sa)e.
AACSB: Analytic
Bloom's: Comprehension Difficulty: e!ium
"earnin# $%&ectie: *,
+5. (p. +1) When )anage)ent uses co))on prouction facilities or purchasing proceures toistri%ute ifferent %ut relate proucts! they are
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
,0. (p. +) Sha$ ;nustries! a giant carpet )anufacturer! increases its control over ra$ )aterials
%y proucing )uch of its o$n polypropylene fi%er! a "ey input into its )anufacturing process.&his is an e*a)ple of
. leveraging core co)petencies.
. sharing activities.C& vertical integration.D. poole negotiating po$er.
AACSB: Analytic Bloom's: Application
Difficulty: ar!
"earnin# $%&ectie: *,
,1. (p. +2) &he ris"s of vertical integration inclue all of the follo$ing except
. costs an e*penses associate $ith increase overhea an capital e*penitures.%& lac" of control over valua%le assets.C. pro%le)s associate $ith un%alance capacities along the value chain.
D. aitional a)inistrative costs associate $ith )anaging a )ore co)ple* set of activities.
AACSB: Analytic
Bloom's: Comprehension
Difficulty: e!ium
"earnin# $%&ectie: *,
,(. (p. +2) n%alance capacities that li)it cost savings! ifficulties in co)%iningspecializations! an reuce fle*i%ility are isavantages associate $ith
"& lo$er transaction costs an i)prove coorination are vital an achieva%le through verticalintegration.
. the )ini)u) efficient scales of t$o corporations are ifferent.C. fle*i%ility is reuce! proviing a )ore stationary position in the co)petitive environ)ent.D. various segregate specializations $ill %e co)%ine.
AACSB: Analytic
Bloom's: Comprehension Difficulty: e!ium
"earnin# $%&ectie: *,
,/. (p. +8 * +9) &ransaction costs inclue all of the follo$ing costs except
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
,5. (p. +1) ccoring to the te*t! corporate restructuring inclues
. capital restructuring! asset restructuring! an technology restructuring.. glo%al iversification! capital restructuring! an asset restructuring.
C. )anage)ent restructuring! financial restructuring! an procure)ent restructuring.
D& capital restructuring! asset restructuring! an )anage)ent restructuring.
AACSB: Analytic
Bloom's: -nole!#e
Difficulty: /asy
"earnin# $%&ectie: *0
/0. (p. +11) 8ortfolio )anage)ent )atrices are applie to $hat level of strategy
. Depart)ental level. usiness level
C& Corporate levelD. ;nternational level
AACSB: Analytic
Bloom's: Comprehension
Difficulty: e!ium "earnin# $%&ectie: *0
/1. (p. +1+) When using a C< )atri*! a %usiness that currently hols a large )ar"et share in arapily gro$ing )ar"et an that has )ini)al or negative cash flo$ $oul %e "no$n as a
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
/4. (p. +10 * +13) &he three pri)ary )eans %y $hich a fir) can iversify are:
"& )ergers an acuisitions= 9oint ventures an strategic alliances= internal evelop)ent.. )ergers an acuisitions= ifferentiation= overall cost leaership.
C. 9oint ventures an strategic alliances= integration of value chain activities= acuiring hu)an
capital.D. )ergers an acuisitions= internal evelop)ent= ifferentiation.
AACSB: Analytic
Bloom's: -nole!#e
Difficulty: /asy "earnin# $%&ectie: *3
/5. (p. +12 * +18) &he o$nsies or li)itations of )ergers an acuisitions inclue all of thefollo$ing except :
. e*pensive pre)iu)s that are freuently pai to acuire a %usiness.. ifficulties in integrating the activities an resources of the acuire fir) into acorporation#s on-going operations.
C& it is a slo$ )eans to enter ne$ )ar"ets an acuire s"ills an co)petences.
D. there can %e )any cultural issues that can oo) an other$ise pro)ising acuisition.
. ena%ling )anagers to focus their efforts )ore irectly on the fir)#s core %usinesses.. proviing the fir) $ith )ore resources to spen on )ore attractive alternatives.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
6,. (p. +++) Which of the follo$ing state)ents regaring internal evelop)ent as a )eans of
iversification is false. 3any co)panies use internal evelop)ent to e*ten their prouct lines or a to their
service offerings.
%& n avantage of internal evelop)ent is that it is generally faster than other )eans ofiversification an fir)s can %enefit fro) spee in eveloping ne$ proucts an services.C. &he fir) is a%le to capture the $ealth create $ithout having to share the $ealth $ith
alliance partners.
D. 'ir)s can often evelop proucts or services at a lo$er cost if they rely on their o$nresources instea of e*ternal funing.
AACSB: Analytic
Bloom's: Comprehension Difficulty: e!ium
"earnin# $%&ectie: *3
6/. (p. +++) ?????????? )ay %e ti)e consu)ing an! therefore! fir)s )ay forfeit the %enefits of
spee that gro$th through ?????????? an ?????????? can provie.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
62. (p. ++3) n antita"eover tactic calle @aA ?????????? is $hen a fir) offers to %uy shares of
their stoc" fro) a co)pany @or iniviualA planning to acuire their fir) at a higher price thanthe unfrienly co)pany pai for it.
. golen parachute
%& green)ailC. poison pillD. scorche earth
AACSB: Analytic Bloom's: -nole!#e
Difficulty: /asy
"earnin# $%&ectie: *
64. (p. ++3) n antita"eover tactic in $hich e*isting shareholers have the option to %uy
aitional shares of stoc" at a iscount to the current )ar"et price is calle. green)ail.
%& a poison pill.
C. a golen parachute.
D. scorche earth.
AACSB: Analytic
Bloom's: -nole!#e
Difficulty: /asy
"earnin# $%&ectie: *
65. (p. ++3) &he ter) golen parachutes refers to
. a clause reuiring that huge ivien pay)ents %e )ae upon ta"eover.. financial inuce)ents offere %y a threatene fir) to stop a hostile suitor fro) acuiring it.
C. )anagers of a fir) involve in a hostile ta"eover approaching a thir party a%out )a"ing
the acuisition.
D& pay given to e*ecutives fire %ecause of a ta"eover.
Chapter 06 - Corporate-Level Strategy: Creating Value through Diversification
2+. (p. +2 * +8) What are so)e of the "ey issues to ta"e into account $hen consiering $hether
or not to vertically integrate
ns$ers $ill vary.
AACSB: Analytic
Bloom's: Comprehension Difficulty: e!ium
"earnin# $%&ectie: *,
2,. (p. +8 * +9) F*plain ho$ transaction cost analysis can provie insights into verticalintegration ecisions.
ns$ers $ill vary.
AACSB: Analytic
Bloom's: Comprehension
Difficulty: e!ium
"earnin# $%&ectie: *,
2/. (p. +11 * +1,) What are the pri)ary %enefits an ris"s associate $ith unrelate
iversification
ns$ers $ill vary.
AACSB: Analytic
Bloom's: Comprehension Difficulty: e!ium
"earnin# $%&ectie: *0
26. (p. +11 * +1,) F*plain the uses an li)itations of portfolio )anage)ent )atrices such as thegro$th-share )atri* evelope %y the oston Consulting <roup @C<A.