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For a core competency to create value and provide a viable basis for synergy among the businesses in a corporation,it must at least create superior customer value and it must be difficult to imitate.

A) True
B) False

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The primary means by which a firm can diversify are ________,________,and ________.


A) mergers and acquisitions;differentiation;overall cost leadership
B) mergers and acquisitions;joint ventures and strategic alliances;internal development
C) joint ventures and strategic alliances;integration of value chain activities;acquiring human capital
D) mergers and acquisitions;internal development;differentiation

E) B) and C)
F) A) and D)

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Discuss the three basic means by which a firm can go about achieving synergy and create value for its shareholders.

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A disadvantage of mergers and acquisitions is that they can enable a firm to rapidly enter new product markets.

A) True
B) False

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Diversified public corporations,such as Berkshire Hathaway and Virgin Group,create value through management expertise by improving plans and budgets.This is an example of a related diversification strategy.

A) True
B) False

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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 improving their accounting activities and centralizing union negotiations.This is an example of creating value by using


A) related diversification to acquire economies of scope by leveraging pooled negotiating power.
B) related diversification to acquire market power by leveraging core competencies.
C) unrelated diversification to acquire financial synergies through portfolio management.
D) unrelated diversification to acquire synergies through corporate restructuring and parenting.

E) A) and B)
F) C) and D)

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Unbalanced capacities that limit cost savings,difficulties in combining specializations,and reduced flexibility are disadvantages associated with


A) strategic alliances.
B) vertical integration.
C) horizontal integration.
D) divestiture.

E) C) and D)
F) B) and C)

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Capital restructuring involves changing the ________ mix.


A) cash
B) human resource
C) debt-equity
D) management

E) B) and D)
F) None of the above

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Divesting of businesses can accomplish many different objectives,except


A) enabling managers to focus their efforts more directly on the core businesses of the firm.
B) providing the firm with more resources to spend on more attractive alternatives.
C) raising cash to help fund existing businesses.
D) dispersing manager focus.

E) C) and D)
F) A) and B)

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An acquisition that results in ________ commonly indicates that expectations were not met.


A) expansion
B) divestiture
C) cost savings
D) increased sales

E) B) and C)
F) None of the above

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Research shows that most acquisitions of public corporations result in value creation rather than value destruction.

A) True
B) False

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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) vertical integration.
B) sharing activities.
C) pooled negotiating power.
D) leveraging core competencies.

E) B) and D)
F) B) and C)

Correct Answer

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Gillette developed the Fusion and Mach 3 shaving systems.These products created superior customer value as a result of the company core competency in research and development.

A) True
B) False

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Discuss and explain the three criteria that a core competence must meet if it is to create value and to provide a viable basis for synergy among the businesses in a corporation.

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Which of the following is not a downside of portfolio models used to assist a firm in balancing its portfolio of businesses?


A) Portfolio models compare SBUs on only two dimensions under the assumption that these are the only factors that matter.
B) Portfolio models view each SBU as a stand-alone entity.
C) Portfolio models rely on loose rules regarding resource allocation across the SBUs.
D) The evaluation process risks becoming mechanical and oversimplified.

E) None of the above
F) B) and C)

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The Hewlett-Packard and Autonomy merger in 2011 is an example of a successful merger.

A) True
B) False

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The corporate office of Novartis,formerly Ciba-Geigy,acts to improve many key activities,including resource allocation and reward and evaluation systems.This is an example of creating value by using


A) related diversification to achieve value by leveraging pooled negotiating power to attain economies of scope.
B) unrelated diversification to acquire financial synergies through portfolio management.
C) related diversification to acquire market power by leveraging pooled negotiating power.
D) related diversification to acquire parenting synergies through corporate restructuring and parenting.

E) B) and C)
F) None of the above

Correct Answer

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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 creating value by using


A) related diversification to acquire market power by pooling negotiating power.
B) related diversification to acquire economies of scope by leveraging core competencies.
C) related diversification to acquire market power by integrating vertically.
D) related diversification to acquire economies of scope by integrating vertically to acquire market power.

E) C) and D)
F) B) and C)

Correct Answer

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Diversification initiatives must be justified by the creation of value for shareholders.

A) True
B) False

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Vertical integration is attractive when


A) administrative costs are higher than transaction costs.
B) transaction costs are higher than administrative costs.
C) transaction costs and administrative costs are equal.
D) search costs are higher than monitoring costs.

E) B) and D)
F) B) and C)

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