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What is not a driver of competitive behavior? 

A firm that earns less than 70 percent of revenue from its dominant business and has direct connections between its businesses is engaging in __________ diversification.

Private synergies are unique to the acquired and acquiring firms and could not be developed by combining either firm’s assets with another company

The post-acquisition integration phase is less important for acquisition success than characteristics of the deal itself

Walt Disney’s focus on __________ is typical of a slow-cycle market.

The amount of diversification in a firm’s international operations that can be managed varies from company to company and is affected by managers’ abilities to deal with ambiguity and complexity

A company that chooses a truly global corporate-level strategy assumes that the liability of foreignness will be minimal

Acquisitions are the most common cooperative strategy used in standard-cycle markets

The growing number of global competitors heightens the requirements to keep costs down and there is the desire for more specialized products to meet customer needs. These two pressures make transnational strategies increasingly necessary

Grassley-Partition Ltd. (GPL) is embarking on an international strategy. The firm wants to be able to take advantage of the economies of scale offered by global efficiency and, at the same time, be responsive to the individual markets into which it enters. GPL needs to pursue a transnational strategy