Which of the following is not one of the appeals of related diversification? O It can...

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Which of the following is not one of the appeals of related diversification? O It can offer opportunities for transferring competitively valuable competencies, capabilities, and other competitive assets from one business to another. O It is particularly well-suited for minimizing business risk and capturing valuable industry attractiveness fits. O It may present opportunities for cross-business collaboration to create competitively valuable resource strengths and capabilities. O It can offer opportunities for combining the related value chain activities of separate businesses into a single operation to achieve lower costs. O It may present opportunities for exploiting use of a well-known and potent brand name. Which one of the following is not something that corporate executives committed to a strategy of unrelated diversification can do to aid efforts to achieve companywide financial results above and beyond what the individual businesses could achieve as stand-alone entities? O Do such a superior job of overseeing, guiding, and otherwise parenting the firm's business subsidiaries that the subsidiaries perform at a higher level than they would otherwise be able to do as a standalone enterprise (thus satisfying the better-off test) O Do first-rate job of negotiating favorable acquisition prices and other acquisition terms (thereby satisfying the cost-of-entry test) O Do an astute job of allocating financial resources across the company's businesses--for example, shifting funds from businesses with excess cash (more than needed to fund their operating requirements) to cash-short businesses with appealing growth opportunities. O Focus on acquiring businesses that offer the best opportunities for achieving global market leadership (thereby satisfying the industry attractiveness and competitive strength tests) O Utilize the business acumen of certain corporate executives in (1) identifying undervalued or underperforming companies and (2) pinpointing achievable ways that the operations of such companies can be overhauled and streamlined to produce dramatic increases in profitability. Which of the following is not one of the appeals of related diversification? O It can offer opportunities for transferring competitively valuable competencies, capabilities, and other competitive assets from one business to another. O It is particularly well-suited for minimizing business risk and capturing valuable industry attractiveness fits. O It may present opportunities for cross-business collaboration to create competitively valuable resource strengths and capabilities. O It can offer opportunities for combining the related value chain activities of separate businesses into a single operation to achieve lower costs. O It may present opportunities for exploiting use of a well-known and potent brand name. Which one of the following is not something that corporate executives committed to a strategy of unrelated diversification can do to aid efforts to achieve companywide financial results above and beyond what the individual businesses could achieve as stand-alone entities? O Do such a superior job of overseeing, guiding, and otherwise parenting the firm's business subsidiaries that the subsidiaries perform at a higher level than they would otherwise be able to do as a standalone enterprise (thus satisfying the better-off test) O Do first-rate job of negotiating favorable acquisition prices and other acquisition terms (thereby satisfying the cost-of-entry test) O Do an astute job of allocating financial resources across the company's businesses--for example, shifting funds from businesses with excess cash (more than needed to fund their operating requirements) to cash-short businesses with appealing growth opportunities. O Focus on acquiring businesses that offer the best opportunities for achieving global market leadership (thereby satisfying the industry attractiveness and competitive strength tests) O Utilize the business acumen of certain corporate executives in (1) identifying undervalued or underperforming companies and (2) pinpointing achievable ways that the operations of such companies can be overhauled and streamlined to produce dramatic increases in profitability.

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