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Table 2 shows the number of firms choosing different diversification strategy types by performance outcome, as measured by size. Table 2 shows that the high performers in France and Ireland adopted related or a combination of related and vertical diversification strategies, or did not diversify, rather than adopt vertical or unrelated diversification strategies. Scotland was markedly different, with no firms having a related strategy, although two had a related plus vertical integration strategy.
TABLE 2
Diversification strategy choices and performance France
| Size in 1992 | related | related/vertical | vertical | unrelated | single | Total no of firms |
| 500+ | 1 | 2 | 0 | 0 | 2 | 5 |
| 400-499 | 1 | 0 | 0 | 0 | 1 | 2 |
| 300-399 | 2 | 1 | 0 | 0 | 1 | 4 |
| 200-299 | 6 | 1 | 1 | 2 | 13 | 23 |
| 100-199 | 22 | 0 | 5 | 1 | 50 | 78 |
| 50-99 | 28 | 0 | 5 | 1 | 142 | 176 |
Ireland
| Size in 1992 | related | related/vertical | vertical | unrelated | single | Total no. of firms |
| 200–299 | 1 | 1 | 0 | 0 | 1 | 3 |
| 100–199 | 3 | 0 | 0 | 0 | 7 | 10 |
| 50–99 | 3 | 2 | 1 | 0 | 30 | 36 |
Scotland
| size in 1992 | related | related/vertical | vertical | vertical | single | Total no. of firms |
| 200–299 | 0 | 0 | 1 | 0 | 1 | 2 |
| 100–199 | 0 | 1 | 0 | 1 | 15 | 17 |
| 50–99 | 0 | 1 | 0 | 0 | 24 | 25 |
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