Answer:
c. demanding managerial requirements and limited competitive advantage potential that cross-business strategic fit provides.
Explanation:
An unrelated diversification can be defined as a situation in which an existing business or company enters or invest in an entirely new business or industry that do not have any similarity whatsoever with its original business or product line. For example, an automobile manufacturing company that decides to acquire or invest in a clothing or shoe business.
Hence, the two biggest drawbacks or disadvantages of unrelated diversification are demanding managerial requirements and limited competitive advantage potential that cross-business strategic fit provides.
Also, the difficulties in successfully managing a collection of unrelated different business and having minimal competitive advantage potential over its rivals in the industry that cross-business strategic fit provides is another disadvantage of unrelated diversification
Answer:
$44,377
Explanation:
Note: The answers (options) attached this question belongs to another question
Particulars Amount
Salaries ($48,000*1,200/3,500) $16,457
Depreciation ($24,000*$102,600/$270,000) $9,120
Advertising ($47,000*$346,000/$865,000) <u>$18,800</u>
Total <u>$44,377</u>
When workers stop working until management meets certain conditions, the event is called a Strike.
Strikes are usually performed by the workers to put their unfulfilled demands in front of the management and workers intent to continue the strike until their demands are fulfilled or other remedies are given which satisfy the workers.
Hence the correct answer is <u>Strike</u>
Scarcity exists because people's wants for goods and services are greater than the number of products that can be made from available resources
Answer:
The correct option is D) Looking across complementary offerings
Explanation:
There are about 6 well-known paths to achieving a <em>Blue Ocean Strategy.</em>
Generally, the Blue Ocean Strategy (BOS) seeks to avoid locking horns with the competition by identifying niche areas that are critical to the attainment of a competition-free space. According to the BOS took kit, there are 6 paths to achieving a blue ocean strategy.
One of them is called looking across complementary offerings.
Another term for the Curve is Value Ramp. Value Ramp simply refers to a methodology for evaluating one's service/product offerings. It consists of a graph that plots a curve sloping upwards from left to right, showing the relationship between price and the value or perception of value being delivered by the business.
The principle offered here stated that the higher the perception of one's brand, the more one should be able to charge for their services.
Value is thought to increase as the business delivers more and more personalized services in a relationship-oriented fashion rather than generic products and services which are readily available off the shelf in most cases.
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