______ 22. Which of the following is not a typical strategic objective or benefi

Question

______ 22. Which of the following is not a typical strategic objective or benefit that drives mergers and acquisitions? A. To gain quick access to new technologies or other resources and capabilities B. To create a more cost-efficient operation out of the combined companies C. To expand a company's geographic coverage D. To facilitate a company's shift from a broad differentiation strategy to a focused differentiation strategy E. To extend a company's business into new product categories ______ 23. For backward vertical integration into the business of suppliers to be a viable and profitable strategy, a company A. must first be a proficient manufacturer. B. must be able to achieve the same scale economies as outside suppliers and match or beat suppliers' production efficiency with no drop-off in quality. C. must have excess production capacity, so that it has ample in-house ability to undertake additional production activities. D. needs to have a wide product line, so that it can supply parts and components for many products. E. should have a distinctive competence in production process technology and at least a core competence in manufacturing R&D; . ___ 24. A company is said to be a global competitor when A. it competes in a majority of the world's different country markets. B. it employs a global strategy. C. it has long range strategic intentions to compete in as many as 50 country markets. D. it competes in 15 or more country markets. E. it sells its products in 50 to 100 or more countries and is expanding its operations into additional country markets annually

Explanation / Answer

B. To create a more cost-efficient operation out of the combined companies A. must first be a proficient manufacturer. C. it has long range strategic intentions to compete in as many as 50 country markets.

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