Question 1

Discuss the concept of coevolution.

Accepted Answer

The ebbs and flows of firms' corporate s

Question 2

Revenue-enhancement opportunities result from producing two or more products jointly instead of producing them separately.

Accepted Answer

A) True 
 B)False

Question 3

3M has entered most of its businesses through internal innovation, but recently it increased its pace of acquisitions.

Accepted Answer

A) True 
 B)False

Question 4

Geographic expansion is typically motivated by a desire to reduce overhead costs.

Accepted Answer

A) True 
 B)False

Question 5

Managers may have self-serving motives for diversification.

Accepted Answer

A) True 
 B)False

Question 6

If two business units generate more revenue because they are collectively owned by a single corporate parent, the strategy of common ownership is ________.

Accepted Answer

A)  synergistic 
B)  rare 
C)  opportunistic 
D)  enhancing 
A)  synergistic 
B)  rare 
C)  opportunistic 
D)  enhancing

Question 7

Many large monopolistic companies were broken up as a result of the Great Depression.

Accepted Answer

A) True 
 B)False

Question 8

Explain the three dimensions of arena expansion including vertical, horizontal, and geographic.

Accepted Answer

The first dimension of arena expansion i

Question 9

Two factors determine the size and organization of corporate-level management, including the scope of the firm's involvement in disparate arenas and the ________.

Accepted Answer

A)  diversity of management 
B)  organizational strategy 
C)  firm's resources 
D)  stability of the arena 
A)  diversity of management 
B)  organizational strategy 
C)  firm's resources 
D)  stability of the arena

Question 10

Comarketing two products may provide cost savings.

Accepted Answer

A) True 
 B)False

Question 11

Customer purchase decisions in horizontally related industries are often made consecutively.

Accepted Answer

A) True 
 B)False

Question 12

In the late 19th century, the booming U.S. economy fostered a period of rapid business diversification.

Accepted Answer

A) True 
 B)False

Question 13

When an adjacent segment is profitable, it is always a good area for a firm to enter.

Accepted Answer

A) True 
 B)False

Question 14

What are the two ways in which a firm may increase its horizontal scope?

Accepted Answer

A firm increases its horizontal scope in

Question 15

Different geographic markets can exhibit different degrees of relatedness.

Accepted Answer

A) True 
 B)False

Question 16

Reductions in average costs that result from producing two or more products jointly instead of producing them separately are called ________.

Accepted Answer

A)  cost advantages 
B)  economies of scope 
C)  synergistic integrations 
D)  strategic values 
A)  cost advantages 
B)  economies of scope 
C)  synergistic integrations 
D)  strategic values

Question 17

Firms typically enter arenas randomly, without much logic.

Accepted Answer

A) True 
 B)False

Question 18

Explain the three possible self-serving managerial motives for diversification.

Accepted Answer

The three possible self-serving manageri

Question 19

The first form of organizational diversification in the United States was probably horizontal diversification.

Accepted Answer

A) True 
 B)False

Question 20

What are some of the possible options for a firm that wants to expand the scope of its operations?

Accepted Answer

A firm that wants to expand th

Discuss the concept of coevolution.

Revenue-enhancement opportunities result from producing two or more products jointly instead of producing them separately.

3M has entered most of its businesses through internal innovation, but recently it increased its pace of acquisitions.

Geographic expansion is typically motivated by a desire to reduce overhead costs.

Managers may have self-serving motives for diversification.

If two business units generate more revenue because they are collectively owned by a single corporate parent, the strategy of common ownership is ________.

Many large monopolistic companies were broken up as a result of the Great Depression.

Explain the three dimensions of arena expansion including vertical, horizontal, and geographic.

Two factors determine the size and organization of corporate-level management, including the scope of the firm's involvement in disparate arenas and the ________.

Comarketing two products may provide cost savings.

Customer purchase decisions in horizontally related industries are often made consecutively.

In the late 19th century, the booming U.S. economy fostered a period of rapid business diversification.

When an adjacent segment is profitable, it is always a good area for a firm to enter.

What are the two ways in which a firm may increase its horizontal scope?

Different geographic markets can exhibit different degrees of relatedness.

Reductions in average costs that result from producing two or more products jointly instead of producing them separately are called ________.

Firms typically enter arenas randomly, without much logic.

Explain the three possible self-serving managerial motives for diversification.

The first form of organizational diversification in the United States was probably horizontal diversification.

What are some of the possible options for a firm that wants to expand the scope of its operations?

Introducing Strategic Management

Leading Strategically Through Effective Vision and Mission

Examining the Internal Environment: Resources

Exploring the External Environment: Macro Industry and Dynamics

Creating Business Strategies

Crafting Business Strategy of Dynamic Contexts

Looking at International Strategies

Understanding Alliances and Cooperative Strategies

Studying Merges and Acquisitions

Organizational Structure, Systems, and Processes

Considering New Ventures and Corporate Renewal

Corporate Governance in the Twenty-First Century

Filters

Exam 7: Developing Corporate Strategy

Discuss the concept of coevolution.

Revenue-enhancement opportunities result from producing two or more products jointly instead of producing them separately.

3M has entered most of its businesses through internal innovation, but recently it increased its pace of acquisitions.

Geographic expansion is typically motivated by a desire to reduce overhead costs.

Managers may have self-serving motives for diversification.

If two business units generate more revenue because they are collectively owned by a single corporate parent, the strategy of common ownership is ________.

Many large monopolistic companies were broken up as a result of the Great Depression.

Explain the three dimensions of arena expansion including vertical, horizontal, and geographic.

Two factors determine the size and organization of corporate-level management, including the scope of the firm's involvement in disparate arenas and the ________.

Comarketing two products may provide cost savings.

Customer purchase decisions in horizontally related industries are often made consecutively.

In the late 19th century, the booming U.S. economy fostered a period of rapid business diversification.

When an adjacent segment is profitable, it is always a good area for a firm to enter.

What are the two ways in which a firm may increase its horizontal scope?

Different geographic markets can exhibit different degrees of relatedness.

Reductions in average costs that result from producing two or more products jointly instead of producing them separately are called ________.

Firms typically enter arenas randomly, without much logic.

Explain the three possible self-serving managerial motives for diversification.

The first form of organizational diversification in the United States was probably horizontal diversification.

What are some of the possible options for a firm that wants to expand the scope of its operations?

Introducing Strategic Management

Leading Strategically Through Effective Vision and Mission

Examining the Internal Environment: Resources

Exploring the External Environment: Macro Industry and Dynamics

Creating Business Strategies

Crafting Business Strategy of Dynamic Contexts

Looking at International Strategies

Understanding Alliances and Cooperative Strategies

Studying Merges and Acquisitions

Organizational Structure, Systems, and Processes

Considering New Ventures and Corporate Renewal

Corporate Governance in the Twenty-First Century

Filters