Diversification is movement into a new product and new market area by internal development or by acquisition. This option is often the riskiest and costliest of all those shown in Exhibit 2-7. Yet it may be an attractive avenue for growth if the firm's existing product market areas face slow growth, if the resources for diversification are available, and if good choices are made. Unfortunately the success record for diversifi­cation has been dismal.25 A comprehensive study of the diversifications of 33 large U.S. companies during the 1950-1986 period found that most of the firms: (1) disposed of many of their acquisitions and (2) dissipated instead of created shareholder value. Successful di­versification appears to be closely related to industry attractiveness, reasonable cost of entry, preplanning of the acquisition, and the opportunity for improving competitive advantage.26 Movement beyond the core business is not unusual as businesses grow and mature. Several factors may influence the rate and direction of corporate development activities, including available resources, management's preferences, pending opportunities and threats, and the desire to reduce total dependence of- the corporation on a single product-market area. Responding to slowdowns in growth in its apparel markets Benetton expanded into, sporting goods in the late 1980s by acquiring Nordic a Spa (ski equipment maker). Benetton also acquired Prince Tennis rackets and Rollerblade inline skates. Sporting goods accounts for about one-fifth of Benetton's worldwide sales.