Which of the following is NOT considered a suitable growth strategy for microenterprises?

Divisional restructuring is not considered a suitable growth strategy for microenterprises primarily because this method is more typical of larger organizations that have several divisions or product lines. Microenterprises, by definition, are small businesses, typically characterized by limited resources, a small number of employees, and a narrow focus in terms of product or service offerings. For these businesses, growth strategies that directly utilize their existing capabilities and market presence, such as market penetration (increasing sales of existing products in current markets), product development (creating new products for existing markets), or geographic expansion (entering new markets) are much more applicable.

In contrast, divisional restructuring involves a significant organizational change that often requires comprehensive management, large-scale decision-making, and substantial resources, which microenterprises generally lack. These businesses are better positioned to leverage straightforward and actionable strategies that align closely with their size and operational limitations. Thus, while the other options allow for direct approaches to growth suited to microenterprises, divisional restructuring does not fit this model.