QuestionQuestion: A key issue in companies pursuing an unrelated diversif

Question: A key issue in companies pursuing an unrelated diversification strategy is

A How wide a net to cast in building a portfolio of unrelated businesses

B Whether to keep or divest businesses whose technological approaches do not match the overall technology and R&D strategy of the corporation

C How quickly to divest businesses whose competitive strategies do not closely match the competitive strategies of sister businesses

D Whether to build shareholder value via paying higher dividends or via actions aimed at increasing the company’s stock price

E Whether to acquire new businesses that offer potential for achieving greater economies of scope or businesses that offer potential for achieving greater economies of scale

Question: In which of the following instances is retrenching to a narrower diversification base not likely to be an attractive or advisable strategy for a diversified company?

A When a diversified company has struggled to make certain businesses attractively profitable

B When a diversified company has too many cash cows

C When one or more businesses are cash hogs with questionable long-term potential

D When businesses in once-attractive industries have badly deteriorated

E When a diversified company has businesses that have little or no strategic or resource fits with the core businesses that management wishes to concentrate on

Question: Which one of the following statements about recruiting and retaining capable employees is false?

A The quality of an organization’s people is always an essential ingredient of successful strategy execution

B Recruiting and retaining capable employees is a particularly important organization-building task in enterprises where superior intellectual capital is a key resource and also a basis for competitive advantage

C Recruiting and retaining capable employees is usually much more important to good strategy execution and the achievement of true operating excellence than is assembling a capable top management team

D It is very difficult for a company to competently execute its strategy and achieve operating excellence without a large band of capable employees who are actively engaged in the process of making ongoing operating improvements

E In many industries, adding to a company’s talent base and building intellectual capital is more important to good strategy execution than additional investments in plants, equipment, and capital projects

Question: Calculating quantitative competitive strength ratings for each of a diversified company’s business units involves

A Determining each industry’s key success factors, rating the ability of each business to be successful on each industry KSF, and adding the individual ratings to obtain overall measures of each business’s ability to compete successfully

B Identifying the competitive forces facing each business, rating the strength of these competitive forces industry-by-industry, and then ranking each business’s ability to be profitable, given the strength of the competition it faces

C Selecting a set of competitive strength measures, weighting the importance of each measure, rating each business on each strength measure, multiplying the strength ratings by the assigned weight to obtain a weighted rating, adding the weighted ratings for each business unit to obtain an overall competitive strength score, and using the overall competitive strength scores to evaluate the competitive strength of all the businesses, both individually and as a group

D Determining which businesses possess good strategic fit with other businesses, identifying the portion of the value chain where this fit occurs, and evaluating the strength of the competitive advantage attached to each of the strategic fits to get an overall measure of competitive advantage potential – businesses with the highest/lowest competitive advantage potential have the most/least competitive strength

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