Michael_A._Hitt,_R._Duane_Ireland,_Robert_E._Hosk

178 Part 2: Strategic Actions: Strategy Formulation The diversified company with a portfolio of businesses that have only a few ...

Chapter 6: Corporate-Level Strategy 179 Operational relatedness and corporate relatedness are two ways diversification strat- eg ...

180 Part 2: Strategic Actions: Strategy Formulation Economies of scope are cost savings a firm creates by successfully sharing r ...

Chapter 6: Corporate-Level Strategy 181 Activity sharing is also risky because ties among a firm’s businesses create links betwe ...

182 Part 2: Strategic Actions: Strategy Formulation RUBY WASHINGTON/The New York Tim/Redux Virgin Group, known for its airline, ...

Chapter 6: Corporate-Level Strategy 183 © Oleksiy Mark/Shutterstock.com When firm pursue vertical integration more information i ...

184 Part 2: Strategic Actions: Strategy Formulation as Ford and General Motors, as they developed independent supplier networks. ...

Chapter 6: Corporate-Level Strategy 185 6-4 Unrelated Diversification Firms do not seek either operational relatedness or corpor ...

186 Part 2: Strategic Actions: Strategy Formulation GE and United Technology Are Firms that Have Pursued Internal Capital Alloca ...

Chapter 6: Corporate-Level Strategy 187 or encouraging strategic changes in one of the firm’s businesses.^71 Thus, capital can b ...

188 Part 2: Strategic Actions: Strategy Formulation 6-5 Value-Neutral Diversification: Incentives and Resources The objectives f ...

Chapter 6: Corporate-Level Strategy 189 diversification before 1986, they encouraged lower diversification after 1986, unless th ...

190 Part 2: Strategic Actions: Strategy Formulation Coca-Cola’s Diversification to Deal with Its Reduced Growth in Soft Drinks S ...

Chapter 6: Corporate-Level Strategy 191 may exist between diversification and performance.^95 Although low performance can be an ...

192 Part 2: Strategic Actions: Strategy Formulation First, the firm may reduce its level of technological change by operating in ...

Chapter 6: Corporate-Level Strategy 193 resource interrelationships in production, marketing, procurement, and technology, defin ...

194 Part 2: Strategic Actions: Strategy Formulation The desire for increased compensation and reduced managerial risk are two mo ...

Chapter 6: Corporate-Level Strategy 195 (see Chapter 10). Appropriate strategy implementation tools, such as organizational stru ...

196 Part 2: Strategic Actions: Strategy Formulation SUMMARY ■ The primary reason a firm uses a corporate-level strategy to becom ...

Chapter 6: Corporate-Level Strategy 197 Sany Heavy Industry Co., Ltd The Sany Heavy Industry Co., Ltd is China’s largest pro- du ...