1. What kinds of resources can likely be shared across different brands between an apparel maker and a footwear maker? What kinds of resources are unlikely to be shared?
2. How much does being a larger, more diversified apparel and footwear company increase VF's market power over its suppliers or customers? How could we assess how much this is worth?
3. I f VF had increased its sales only by the amount of Timberland's sales and had not reaped an increase in profitability, would you consider the acquisition successful?
4. How might you compare VF's increase in profits to the premium it paid for Timberland?