Kindly answer the question by number & anwer true or false only. some answers fill in blanks.

72. Related technologies allow similarities in production processes and equipment for certain 82. In addition to efforts to gain scale as a means of increasing market power, firms can foster parts allowing a transfer of knowledge across these businesses. increased market power and vertical integration. 73. A firm generating more than 30 percent of its revenue outside a dominant business and 83. Some firms using a related diversification strategy engage in vertical integration to gain whose businesses are related to each other in some manner uses a related diversification market power. corporate-level strategy. 84. Vertical integration is commonly used in the firm's core business to gain market power 74. A highly diversified firm that has no relationships between its businesses follows an over rivals. unrelated diversification strategy. 85. For example, an outside supplier may produce the product at a lower cost 75. A firm uses a corporate-level diversification strategy for a variety of reasons. 86. However, if the cost of realizing both types of relatedness is not offset by the benefits 76. Value-neutral reasons for diversification include a desire to match and thereby neutralize created, the result is diseconomies because the cost of organization and incentive structure a competitor's market power. is very expensive. 77. Operational relatedness and corporate relatedness are two ways diversification strategies 87. Efficient internal capital allocations can lead to financial economies. that can create value. 88. Compared with corporate office personnel, external investors have relatively limited access 7S. Economies of scope are cost savings a firm creates by successfully sharing resources and to internal information and can only estimate the performances of individual businesses as capabilities or transferring one or more corporate-level core competencies that were well as their future prospects. developed in one of its businesses to another of its businesses. 89. The corporate headquarters office of a diversified company can more effectively perform 79. Activity sharing is also risky because ties among a firm's businesses create links between such tasks as disciplining underperforming management teams through resource outcomes. allocations. 80. First, because the expense of developing a core competence has already been incurred in 90. Buying and then restructuring so they can be profitably sold in the one of the firm's businesses, transferring this competence to a second business eliminates external market is also difficult the need for that business to allocate resources to develop it. 91. The tax effects of diversification stem not only from corporate tax changes, but also from 81. However, the manager of an older business may be reluctant to transfer key people who individual tax rates. Some companies (especially mature ones) generate more cash from have accumulated knowledge and experience critical to the business's success. their operations than they can reinvest profitably