With a far more diversified product range than any of its competitors in the electronic keyboard market, Yamaha had pursued a corporate strategy of diversification since World War II. The company had branched into the cutthroat competition of television, VCR, and audio-equipment production. With only its manufacturing-related capabilities supporting these businesses, Yamaha Corporation did not fare well with them because top executives were not able to move aggressively on less-familiar turf and because independent-minded divisions failed to pool resources and expertise.