Nelson Chapter 7 | Diversification (Finance) | Strategic Management

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Corporate-Level Strategy Chapter Seven © 2006 by Nelson, a division of Thomson Canada Limited. 7-1 Strategic Inputs Chapter 3 External Environment Chapter 4 Internal Environment Strat. Intent Strat. Mission The Strategic . Management Process . Strategic Actions Strategy Formulation Chapter 5 Bus. - Level Strategy Strategy Implementation Chapter 11 Chapter 12 Corporate Structure Governance & Control Chapter 13 Chapter 14 Strategic Entrepreneurship Leadership & Innovation Chapter 6 C
Transcript
  7-1 © 2006 by Nelson, a division of Thomson Canada Limited. Corporate-Level StrategyChapter Seven  7-2 © 2006 by Nelson, a division of Thomson Canada Limited. Chapter 5  Bus. - LevelStrategy Chapter 6  CompetitiveDynamics Chapter 9  InternationalStrategy Chapter 10  CooperativeStrategies Chapter 8  Acquisitions & Restructuring Chapter 11 Corporate Governance Chapter 12  Structure& Control Chapter 13  StrategicLeadership Chapter 14  Entrepreneurship   & Innovation    S   t  r  a   t  e  g   i  c   I  n  p  u   t  s   S   t  r  a   t  e  g   i  c   A  c   t   i  o  n  s   S   t  r  a   t  e  g   i  c    O  u   t  c  o  m  e  s Chapter 4  InternalEnvironment Chapter 3  External EnvironmentStrat. IntentStrat. Mission The   Strategic  . Management  . Process Strategy FormulationStrategy Implementation Strategic Competitiveness Chapter 1 Above AverageReturns Chapter 2  Feedback   StrategicCompetitiveness Chapter 1Chapter 7  Corp. - LevelStrategy Chapter 5  Bus. - LevelStrategy Chapter 6  CompetitiveDynamics  7-3 © 2006 by Nelson, a division of Thomson Canada Limited. Corporate  – Level Strategy Knowledge Objectives:1.Define corporate-level strategy and discuss itsimportance to the diversified firm.2.Describe the advantages and disadvantages ofsingle-business strategies and dominant-businessstrategies.3.Explain three primary reasons why firms move fromsingle-business strategies and dominant-businessstrategies to more diversified strategies.4.Describe how related-diversified firms create value bysharing or transferring core competencies.  7-4 © 2006 by Nelson, a division of Thomson Canada Limited. Corporate  – Level Strategy Knowledge Objectives  –   continued…   5. Explain the two ways value can be treated with anunrelated-diversification strategy.6. Discuss the incentives and resources that encouragediversification.7. Describe motives that can encourage managers tooverdiversify a firm.
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