Corporate level strategy pursues to regulate the appropriate blend of business ownership or corporate scope as a means to maximizing shareholder value. At any given historical juncture, an organization has a finite set of resources, strengths and competencies with which it can exploit opportunities for profit. After all there may be stronger, more imaginative or better-managed competitors that may limit expansion opportunities. To secure competitive advantage corporate strategists must maintain strategic fit between internal strengths market opportunities. At the same time, they must overcome internal weakness and counter loaming external threats. At a minimum, corporate strategy paves the way to a promising future. It also cautions against intransigence. Therefore strategic choice is an ongoing process rather an event. At its core, therefore corporate strategy seeks to define the organization’s operating terrain and how it should create value in component units (Hill ;Jones, 2004:299).