Second, the activities you decide to perform must fit together (recall the jigsaw). For example, manufacturing must be able to make the products that marketing is promoting. Similarly, you cannot aim to exploit synergies across your subsidiaries (by, for example, transferring key people) without developing incentive systems to encourage such behavior. Again, the point here is simple: the internal fit between activities is as important as the collective fit these activities achieve with the market.
Third, these activities must also be in balance with one another. Consider, for example, what happens as a firm grows. If you increase the firm's manufacturing capacity without increasing its sales and marketing capacity, you will end up with excessive inventories.