*********

********

** *

***

of 1 ******* *** *****

2011

************ that ******** *** ********* ******** *** from ******** ******* ** a ********* *********** *** ** ******** *** a ********* ********

diversification

* *********** increase ******

****** c ********* ******** entry

********* * related; ******** *****

** market
******** ** * out

**

* *******

**********

may ** necessary ******* ************

*****

****** a ********* in ***** *** newly formed **** *** duplicate ************** ********* such ** sales ************* distribution ***** ********* and management
True
****** Question ** * *** **

*

*******

***

*****

types

** ***********

economies

******* ***** ***** seek value

from

********* ** ***** are
* synergies ******* internal *** ******** ******* markets
* the ********** **

**********

******** resources
c *** sharing ** ******* and

support

*********** d joint ventures and ************ ********

**

* *** of * ******* Which *********** *****

**

considered *** ***** ********* *

*

candy manufacturer

*********

* ******** ********** ************ **

****

*********** b a ***** ** ****** centers ********

a

********* ************ firm
* * ******** ******** * ********* **** nursing *****

d

an ******* “white-tablecloth” ********** ***** acquires * travel ******* ******** 5

*

*** of * points
The acquisition ** Sun ************

(a

computer ******** ********* ** Oracle Corporation ** ******** ***** is

**

******* **

*****

a vertical ************ * *********

acquisition

c ********** ************ d merger ** ******* ******** 6
* *** of * ******* A ******* ** your ******* **

*********

*** *********** of

Taylor ******* *****

***

developed a new

**********

******* instead ** *

********

** developing

***

products ******** *** ** ***

*********

********* are correct ******* a *** acquisition of Taylor ****** ** primarily *** defensive ****** **** ********* ******** b ******** ******** **** *********** ********** *** * common ***** ** ******** ***** ******** ********* * The ********

**

************ *** ** estimated **** ****** *** ********** than *** outcomes *** ** ********

*******

*********** process
* Acquisitions ***** become a substitute *** innovation within your ***** ******** **

1

*** of * ******* PorkPride ***** produces hams *** ***** **** ******** ** **** *** ******* ********** **** is an *******

**

* **** ********* a ************** * ********** *********** * ******* ***********

*

************ ***********

Question

** 1 *** ** *

points

Coca **** *** ******* ******* ****** * number ** products (eg **** ****** ******* ****** *** ********** markets (US and foreign

markets)

********** ****

****

********* **** ******

************

***** ****** Question

**

1 *** of

*

******* *****

of

the ********* ** a **************

reason

*** ***************** * enhancing *** strategic competitiveness of the ****** company
* ********* the ******** ********* ** ***** to ********* managerial ********** ***** c ******* ****** power ******** **

competitors

*

conforming

**

*********

*********** ********

***

* out of * *******

In

***** ** ******* *********** ************** ***** **** *** ** the

*********

******* a large market ****** * ******** ******* *******

***** ***** * ******* control ** operations ** preserve *********** for **********

* ***** *** ********** ******* ************** Question

*** 1 *** ** 1

*******

*** *****

****

** *** ** and ***

****

**** similar resources *** common ******* ***** ** ****** *** mutually ************ ************

*****

False
******** 12
*

***

of * points
** ** ****

******

**** ******* owned ************ cafes ** a ***** **** ****

respond

**** ******* ** ******** actions **

each

other ****

****

**** to ********* ******* **

***

****** **** ********* that has ******** ***** ** ***** ***** True
****** ******** 13
1 *** of * points
Firms can ********

*****

speed

to

******

for

*** products

by

pursuing ** ******** ******* ***********

********

****** **** ** *********** ********* True
****** ******** *** 1 out of * points
***** **** ** ***** has *** ***** ******** similarity?
a Small family-owned ******* restaurant; Olive ******* * Target; ********* * HP; ***** d ****** UPS
******** ***

*

***

of

1

*******

**** *

****

** ****** ********* on ***

**

**** ******** or markets *** *** ********* ** rivalry in that ****** is intense *** **** *** **** to **** ** ******

**

************

*

increase

***

******* *****

**

******* * ******* *** ***********

******

* increase *** ********* ** ****** dovercome ***** *********

Question

*** * *** ** * points
Firms

***

**** likely to

*****

a ****** *******

acquisition

**** **** *******

*******

** *******

**

the ********* ***** ****** ********

17

* *** ** * points
********* ***** *** ***** * ********** **** of brick to **** its ***** ** order ** ****** ******* *** **** temperatures ****** *** the ********* strong steel **

********

*** clay to **** **** ***** **

****

**** *** only two brick

plants

in *** ****** ****** make ****

****

of ***** *********

*****

**** ***

of

these ***** ****** *** ****

all

** *** production The ***** ***** ************ *** ******** ********* ** inexpensive *** ********** ******* ******** **** *** be

****

**

make

this

****

***** ****

*************

******* *** ********** cost of

****

type ** ****** * ********* ***** *** **** *********** *** **** ** ** **** not ********** integrated
* This ** ** ******* ** * ******** ******* problem
* **** ** * result ** ********* ** ******** ******* the managers ** the ***** plant *** *** ********** ** Specialty ****** d *** market ***** ** ********* ***** *** **** ************** Question *** 1 *** ** * ******* **** implementing a ************* strategy a ******* would do **** ** ******** ** ****** low-technology ********** rather **** *************** ** ******* businesses
***** ****** ******** *** * out ** * points
Competitors ***

more

****** ** ******* ** *********** actions **** *** ***** *** * **************** * ******

companies

* first ******* * ****** ******** Question *** * ***

of

* ******* *** of Krispy *********** ******** come **** *** one **** ******* ********* ** can be considered a classic ******* **

*

**** ********* * ******* *********** strategy
***** False
******** ***

1

*** of

1

******* * ******* ** *

****

******** is LEAST ****** to **** ***** *** ** patents *** *********** * slow-cycle
* ************* * *************** * *********** Question ***

*

***

**

*

*******

**** **

the

similarity ******* high-technology firms ***

service-based

firms that ***** **** risky as ************* ************ * They *** ************** **********

*

**** ****

***

tangible ******* *

****

***** of ****

****

** ********* **********

*

*** demand

***

their ******** ** ****** *********

**

economic ********** Question *** * out of * points
****** ***** ****** when * firm ** **** ** **** *** products ***** *** ******** *********** ***** or

decrease

***

costs

**

its

primary ***

*******

********** ***** the *********** *****

**

***** ***** ****** ******** *** * *** of 1 points
******* ********* ****** and ******* *** ****

a

product ********

water)

**** **

***********

*** ****

***

*** *****

*****

********* ***

*******

in battles *** ****** *****

using

*********** ******* ** their ******** *** ******* ******* to ***** names it ** **** ****** **** ***

bottled

***** ****** is a(n)
*

**********

market
b ******** ***** ******* c

fast-cycle

******* d ****************** ******* ******** 25
* *** **

*

******* ****** *********** ** concerned **** the ****** ** markets **** which

the

**** and

*

********** *** ******* involved ***

***

degree ** ********** ** *** individual markets to ***** ***** ****** Question *** * out of * ******* Hutchison ******* ******* (HWL) *** businesses in ports *** ******* ******** telecommunications ******** *** hotels

******

and

*************

***

******

and infrastructure

***

***** no ******* ** share

**********

** ******** **** competencies ***** *** ********** HWL ** ********* * ******** **************************** * ******** business
* ******* ************ * ******* ******* d ********** ******** *** * out ** * ******* *** ** *** ********* ******** ********** **** ************ is **** *** additional ***** ******** ** ****** the ****** **** will

exceed

the ******** **

*********

** scale *** **********

******

power
***** ******

********

*** * ***

**

* points

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*********** ******* of ** internal

*******

****** ** **** ********* ************ *** ****** to ******** and ******** *********** ********* *** *********** ** *** ************* portfolio *** can **** make ****** ******* allocation ********** ***** ****** ********

***

*

***

**

1

******* *****************

*******

of * ** percent *******

***

*** *********** of ******* in **** *** ********** need to ***** **** stock illustrates the *********** ******* of
* *********** ************* * ********* to ******* ******** c large or ************* ***** d ******** ****** ******* on ************* ******** 30
* *** **

1

******* ********* *********

***

**** ******* ********

through

******** allocations **

*********

********* *****

**

investments ******

**

******* *** firm
***** ******

********

*** * *** ** * ******* *** ***** disadvantage of being * ***** ***** ** the
* **** ****** ** risk
* **** ***** ** *********** ** the *** ************ *

*********

**

****

*************

returns

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**********

process ** **** ********** d

**********

of ********* *** ********** Question *** * out ** 1 ******* ********* Publishers ** children’s books has purchased ***** ****** ******* ********* of ************** ***** **** ************** books are sold to *** **** ******

******

and

*******

*****

*******

** *********

*****

********* produces ************** ********** whereas

*****

****** ******* ** child-level scientific *** nature ****** ***** ** *** ********* ********** ** probably TRUE ***** **** ************* * **** ** * horizontal ************ b

This

** ** example

**

******* integration
* ********* **

*********

to ***** * conglomerate
*

*********

** scope *** unlikely ** ******

****

**** ***********