Diversified development strategy of enterprises

Question 1: How to realize the diversified development strategy of enterprises In recent years, specialization and diversification have always been the key issues that enterprises pay attention to in the process of expansion, and diversification has become a typical business strategy for enterprise development. Diversified development strategy was put forward by Ansoff, a famous "product-market" strategy master, in the 1950s. It is a multi-business combination strategy formulated by the top management of the enterprise, and it is a development plan formulated by the enterprise to get involved in various businesses in different industry environments, including which fields to enter and how to enter.

It should be said that diversified development strategy is an important strategic choice for the development of large enterprise groups. Most enterprises in developed market economy countries, especially large multinational enterprises, almost all adopt this business strategy. At present, there are mainly two completely different views; One is that diversified management with existing resources can avoid risks, realize resource enjoyment and produce l 12 effect, which is the only way for the development of modern enterprises. For example, General Electric Company of the United States is considered as a successful model of cross-industry diversification development strategy. GE is involved in many industries, such as power equipment, medical equipment, lighting appliances, radio and television media, finance and so on, and has become one of the largest and most successful enterprises in the world. Another view is that the diversification of enterprises will lead to the dispersion of manpower, financial resources and material resources, increase the difficulty of management and reduce efficiency. Perhaps you still remember that Shi Yuzhu, who was once all-powerful in the business world, is certainly not too strange to this giant group that makes computer software and produces biological products "brain gold". Nowadays, the scenery of the "giant" has been silent. The collapse of the "giant" image is directly related to the building under construction at that time. But this building is only a superficial reason. The important reason why it has no power to return to heaven after falling down is the blind diversification of production and operation of enterprises.

When enterprise managers choose the diversified development model of enterprises, there are generally certain reasons, and they are often very complicated. Changes in internal conditions and external environment of enterprises may be the reasons for diversification. For enterprises, the external environment refers to the market or * * *, and the internal environment refers to the enterprise itself.

External environmental reasons:

1. Product demand tends to stagnate. The market capacity of any product or service is limited. Adam, what happened to you? Harmonious ∪ pertinent comments? Stop > why don't you expose this burden? Deng Deng? What's wrong with this machine? Fat harmony > mu vote? Why didn't you tell me you were so lucky? What do you like? What happened to Li Di? Fei silly ni find a maid to send her 4? Wei Wei? Jia Fan is fierce about drought and Na Zhi? Widowed, huh? Raising swimming to relieve the five generations of Nazhi Canxing Yan Na beer? Do you find it funny? What's wrong with that? Hey? 2? Why don't you stop? Unification day? ⒄ ⒄ ⒄ ⒄ ⒄? /p & gt；

2. Concentration of the market. Among the enterprises with high market concentration, a few enterprises have market and cost advantages. If an enterprise wants to achieve a growth rate higher than the industrial growth rate, it has to enter new markets outside the enterprise. If the income growth is not equal to the input growth, the marginal benefit of the enterprise is negative and it is easy to fail in the competition. High market concentration increases the cost of increasing the growth rate of enterprises in this industry, thus promoting the diversification of enterprises in order to seek development in other industries.

3. The demand is uncertain. New enterprises often have no advantages in capital, technology and market. On the contrary, the old enterprises related to the new demand market have more advantages. The uncertainty of market demand will increase the risk of enterprises relying on a single market, thus prompting enterprises to pursue the risk dispersion effect of diversified development.

Internal environmental reasons:

1. Enterprise internal resource potential. The unused internal resources accumulated by enterprises are the driving force to enter new markets. Other things being equal, the higher the ratio of R&D expenses to sales, and the higher the ratio of advertising expenses to sales, the easier it is for enterprises to actively engage in diversified operations.

2 can not reach the business objectives or the income difference in the original business field. Generally speaking, if an enterprise can achieve its established goals, it will have no motivation to explore new industries and implement diversified development; On the contrary, the greater the gap between the existing business policy and scope of the enterprise and the expected goal, the greater the possibility of adopting diversified development strategies. Diversified development is different from general business policy, which involves entering new industries. Only when there is a big gap between the schemes belonging to enterprises can we consider changing the original scheme and adopting diversified development. 3. Enterprises will form huge sales, manufacturing, procurement, raw material production, transportation and R&D in the vertical integration development ..... >; & gt

Question 2: What are the advantages and disadvantages of enterprise diversification strategy? The benefits of diversification are 1, full utilization of funds and net return on capital. 2. The hedging of the industry can offset the fluctuation brought by the industry cycle, making the company's operating performance stable. The demand for professional managers is very high, and the cost is likely to get out of control, resulting in a decline in the overall performance of the company. 2. If the industry cycle is synchronized, the business crisis of the enterprise will be doubled. Now enterprises are divesting non-main business and tending to specialization. For example, HSBC sells Ping An shares, and Apple, Microsoft, Intel and Kyocera are all specialized. The basis of diversification is the complementarity of industries! It is the cycle hedging of the industry!

Question 3: Diversification is more conducive to the development of enterprises. From the perspective of development, the implementation of diversification strategy is not only the inevitable trend of enterprise development, but more importantly, it has a positive role in promoting enterprises to resist risks, give play to their potential and enhance their expansion ability.

First, the implementation of diversification can effectively disperse the business risks of enterprises.

This is because, with the development of social productive forces, people's consumption scope is constantly expanding, and their consumption desire is also constantly increasing. The change of demand has obvious uncertainty, which will cause the instability of production and sales of enterprises. In this case, the centralized operation of a single product or a single market will increase the operational risk. The implementation of diversification can disperse the business risks of enterprises in multiple products, and the losses of enterprises in one aspect can be made up by the gains in other aspects, so as to make up the losses with profits, balance the gains and reduce the risks. Adopting diversified business strategy and dispersing the business risks brought by market uncertainty and fierce market competition through enterprise merger can increase the security of enterprise operation and realize stable development.

Second, the implementation of diversification strategy can fully tap the potential of enterprise management resources and obtain the benefits brought by resource enjoyment.

Diversification can optimize the overall combination, rationally allocate resources, achieve complementary advantages, and achieve integration and coordination. In addition, the opportunity cost of specialized operation can be avoided. The enjoyment of strategic resources is manifested in the following aspects: 1) the enjoyment of technology. Enterprises can transplant the original technology to new industries, saving development and research costs. (2) It can give full play to the potential of existing machinery and equipment, raw materials and by-products, improve their utilization rate, and reduce idleness and waste. (3) Brand image and sales network. When enterprises implement diversification, new products can make use of the original brand image and sales network, which reduces the cost of market entry, and at the same time, enterprises also obtain economies of scale. (4) Talent * * *. Related industries are diversified, and the original technicians and managers can take up their posts without training or with a little training, which saves the cost of human resources. (5) The benefits of internal capital flow. In a diversified enterprise, managers can decide the allocation of funds between different business directions to ensure that industries with good benefits get sufficient development funds, thus improving the efficiency of the use of funds.

Third, the implementation of diversified business strategy can determine new business direction and cultivate new profit growth points.

When the existing market capacity of enterprises reaches saturation, enterprises can only achieve their growth goals through diversification. Because in the case of saturated market capacity, enterprises demand higher growth rate, so they must occupy the markets of other enterprises. This occupation is usually achieved by lowering prices, developing new products, and spending more on advertising and R&D expenses. However, this kind of behavior is not only costly, but also may be countered by competitors in related industries by the same means, thus making the temporary advantage disappear. Therefore, under the condition that the existing market is saturated, in order to pursue higher growth rate, enterprises must develop in areas outside the original market.

Fourth, the implementation of diversification can expand the development space and field of enterprises and help enterprises realize the transfer of strategic behavior.

Diversification can enable enterprises to flexibly adjust their production structure and industrial arrangements in multiple products and markets according to their own conditions and changes in the external environment, thus enhancing their market adaptability. At the same time, it is also conducive to the alliance, cooperation and exchange between enterprises and other enterprises, especially to enable enterprises to have a broader space for survival and development. Because when the existing industry in which the enterprise is engaged is in a recession, or because the enterprise itself has weak competitiveness in this industry and its development prospects are not optimistic, in order to avoid being eliminated, the enterprise must carry out diversified operations, thus realizing strategic industrial transfer, that is, by entering a new industry, the enterprise will gradually withdraw from the existing industry and establish its lifeline in the new industry field.

Question 4: What factors should an enterprise consider when choosing a diversified development strategy? This question is too general.

The general answer to the general question is:

We should consider the limitation of enterprise resources and the correlation between multiple strategies.

1. Does the enterprise have enough resources to diversify?

2. Can enterprises get more added value from diversification strategy: When there is strong correlation between businesses, enterprises can achieve the purpose of reducing costs and increasing profits through activities, such as * * * purchasing together and * * * enjoying the brand reputation of channels. ; Enterprises can also form a unique competitive advantage and improve their performance through the transfer of core competitiveness between different businesses. For example, Fuji and Kodak both make films, but when traditional cameras declined, Fuji decisively entered the field of digital imaging and medical digital imaging, and because film and collagen have "glue", it entered the field of skin care products.

Therefore, the success of diversification strategy depends on whether the existing resources and capabilities can play a greater role and whether there are resources to support these expansion activities.

Question 5: What are the ways for enterprises to realize diversification strategy? 5 points 1. Formulate vision and goals: Enterprises need to formulate clear development vision and goals in combination with their existing core competencies.

2. Sorting out and selecting target industries: Large enterprises have relatively sufficient configurable resources, and the role of promoting their diversified development is often "active"-actively selecting and arranging diversified industries around their core competitiveness.

3. Determine the business plan and resource layout: After sorting out and selecting industries, most of the diversification strategic framework has been completed, but the target industry is still only a concept. Next, the management of the enterprise needs to design a detailed business plan in combination with its own capabilities and characteristics, so that diversified development can really land.

Question 6: What is the diversified development strategy of enterprises? Reprint the following information for your reference.

Diversification strategy, also known as diversification strategy, refers to the development strategy of enterprises operating two or more products or services with different basic economic uses at the same time. Diversification strategy is relative to the specialized operation of enterprises, and its contents include product diversification, market diversification, investment diversification and capital diversification.

Diversified strategic model

1, horizontal diversification

Horizontal diversification is to expand the business field horizontally with the existing product market as the center, also known as horizontal diversification or professional diversification. There are three types of horizontal specialization: (1) market development, that is, developing new markets on the basis of existing products. (2) product development, that is, taking the existing market as the main object, developing products similar to existing products; (3) product and market development, that is, developing new products with newly opened markets as the main target. Because this strategy is based on the original market and products, the product has strong cohesion, the technology of development, production and sales is highly related, and the management has not changed much. It is more suitable for large enterprises with high reputation, wide market and great development potential.

2. Multi-directional diversification

This means that although it has some relations with existing products and markets, it realizes diversification by developing completely heterogeneous products and markets. This multi-directional diversification includes three types: (1) diversification of technical relations. This refers to the development of heterogeneous products based on the research technology or production technology in the existing business field and targeting at heterogeneous markets. Because this diversification takes advantage of the similarity of R&D capabilities and raw materials and equipment, it can obtain the technology multiplication effect, which is beneficial to large-scale production and competitive in product quality and production cost. Moreover, the different uses of various products, the more obvious the diversification effect. However, in the case of diversified technologies, generally speaking, the sales channels and promotion methods are different. This is unfavorable to the competition of marketing. This type of diversification is generally suitable for large enterprises in technology-intensive industries. (2) Diversification of marketing relationship. This is a marketing activity based on the existing market field, entering different product markets. Diversified marketing uses the same sales channels, the same customers, the same promotion methods, the same corporate image and popularity, so it has the effect of doubling sales. However, because there is no multiplication effect of production technology, equipment and raw materials, it is not easy to adapt to the changes of enterprises, and it is not easy to deal with the risk of simultaneous aging of all products. This diversification is suitable for enterprises with low technology density and strong marketing ability. (3) Diversification of resources. This is based on the material owned by existing enterprises, which will penetrate into heterogeneous products and markets and make full use of resources.

3. Compound diversification

This is a strategy to seek growth opportunities from products and markets that have no obvious relationship with the existing business fields, that is, the new business developed by enterprises has nothing to do with the original products and markets, and the needed technology, management methods and sales channels must be regained. Compound diversification can be divided into the following four categories: (1) diversification of capital relations. This means that with the development of financing or capital increase, the capital exchange unit in the general relationship has risen to the cooperative unit. (2) Diversified talent relations. When we find that enterprises have patents or special talents, we will use this patent or technology to develop new businesses. (3) Diversification of credit relationship. This refers to accepting the entrustment of financial institutions to rebuild enterprises that are on the verge of bankruptcy or other poorly managed enterprises due to capital losses. (4) Joint diversification. This refers to diversification in the form of capital portfolio in order to retreat from the current business field or develop into a large-scale business.

Question 7: Strategic implementation of enterprise diversification strategy How do enterprises enter new business areas? In the process of entering a new business field, enterprises should grasp the following four choices: 1) Choose a good opportunity. Immature time or missed opportunity will cause strategic passivity. Entering too early will cause problems due to insufficient preparation of enterprises; If you enter too late, you will be unable to enter because of the delay of the fighter plane. 2) Choose a good field. When an enterprise enters a new business field, it should pay attention to the field it chooses to enter while grasping the opportunity. In new fields, we should also pay attention to choosing new partners. If the cooperative enterprise is in turmoil and we are unable to control it, it will inevitably lead to a breakup in the future and waste a good opportunity for enterprise development. 3) Choose a good order. This means that an enterprise should have a careful and meticulous plan when entering a new business field. There must be a detailed plan for which industry to enter first and which industry to enter after standing firm. 4) Choose a good way. There are many ways for enterprises to enter new business fields. Whether to set up a new enterprise or merge; It should never be arbitrary to form an alliance with other enterprises, or to hold or participate in shares. Enterprises should make careful decisions according to their strategic objectives, overall requirements and their actual conditions.

Question 8: I don't know the advantages, disadvantages and specific scope of application of enterprise diversification strategy, because I just found it for you from other places last time. Please have a look at the things below. If you feel useless, just look at other people's opinions:

One. Compared with unrelated diversification, related diversification strategy has the following advantages:

1. Know-how, production capacity or technology can be transferred from one business to another;

2. Related activities of different business operations can be combined to reduce costs;

3. You can borrow the reputation of the company brand in new business;

4. Implement relevant value chain activities in a collaborative way, thus creating valuable competitiveness.

Two. Diversification faces five major risks.

1. Risks from the original business. Enterprise resources are always limited, and diversified technical personnel often mean that the original industry will be weakened. This weakening is not only manifested in funds, but also in the distraction of management, and the consequences it brings are often serious. But the original industry is the foundation of diversification, and the new industry needs the support of the original industry in the early stage. If the original industry is weakened rapidly, the diversification of the company will face a crisis.

2. Overall market risk. A popular saying in support of diversification is that diversification can solve business risks by "putting eggs in different baskets"-the so-called "the east is not bright and the west is bright". However, the extensive interdependence in the market economy determines that diversified industries still face the same risks. In other words, the "eggs" are still in a basket, but the basket is a little bigger. Under the impact of macro-power, the diversification of resources increases the risk. A product export company can expand its business scale through diversification. However, in the face of the impact of the financial crisis, it is difficult for the company to compete with the toughest competitors in various business operations, and it will eventually be broken one by one.

3. Industry entry risk. Industry entry is not a simple "buy" process. After entering a new industry, enterprises must continuously inject follow-up resources to learn this industry, train their own employees and shape their own brands. On the other hand, the competitive situation of the industry is constantly changing, and the strategies of competitors are unknown, so enterprises must constantly adjust their business strategies. Therefore, entering an industry is a long-term and dynamic process, and it is difficult to measure the entry risk of the industry with the usual static indicators such as investment.

4. Industry exit risk. Enterprises seldom consider the issue of withdrawal before diversified investment. However, if the enterprise is deeply involved in a wrong investment project but can't get away with it, it is likely to lead to the complete demise of the enterprise. Well-designed exit channels can effectively reduce the risk of diversification. Motorola is optimistic about the satellite communication business and started the Iridium project. When Iridium eventually fell into billions of dollars in debt, Motorola only assumed limited responsibilities and losses, because it registered the Iridium project as an independent entity from the beginning.

5. Internal operation of the whole set of risks. The newly invested industries will have a comprehensive impact on the operation of enterprises and their existing industries through capital flow, logistics, decision-making flow and personnel flow. Different industries have different business processes and different market models, so there are different requirements for the management mechanism of enterprises. As a whole, enterprises must integrate the requirements of different industries for their management mechanism in some form. The conflict between the multiple objectives of diversification and the limited resources of enterprises makes the integration of this management mechanism more difficult, and makes the strategic objectives of diversification of enterprises eventually tend to compromise to internal conflicts. The diversified operation of Pepsi-Cola "Ten Coke" is facing the conflict between the two industries in terms of capital and human resources, and finally two companies have to be established to operate independently. When enterprises diversify their operations through mergers and acquisitions, they will also face a risk, that is, the risk of whether different corporate cultures can be successfully integrated. The conflict of enterprise culture is often fatal to enterprise management.

Question 9: What are the advantages and disadvantages of enterprise diversification strategy? Advantages:

1 spread risk

2 opportunities for high profits

3 easier access to financing

4 Looking for new growth points in the market

5 can make good use of the remaining funds

6 Use underutilized resources

7. Obtain financial or other financial benefits

disadvantaged

1 Shareholders' earnings may be diluted.

2. It is difficult to produce synergy (because you want to enter a new market, the acquisition of enterprise groups will not bring additional benefits to shareholders)

If the business fails, the original business may be dragged down.

Question 10: Classification of diversification strategy There are various forms of enterprise diversification, but they can be mainly divided into the following four types: (1) Diversified concentric strategy. Also known as centralized diversification strategy. Refers to the enterprise making use of the original production technical conditions to manufacture new products with different uses from the original products. For example, automobile factories produce cars, but they also produce tractors and diesel engines. Concentric diversification is characterized by different basic uses of the original product and the new product, but there is a strong technical correlation between them. (2) horizontal diversification strategy, also known as horizontal diversification strategy. Refers to enterprises producing new products and selling them to customers in the original market to meet their new needs. For example, in a food machinery company, the original food production machine was sold to a food processing factory, then the harvester was sold to farmers, and then pesticides were produced and still sold to farmers. The characteristic of horizontal diversification is that the basic uses of original products and new products are different, but they are closely related to sales. (3) vertical diversification strategy, also known as vertical diversification strategy. It is divided into forward integration strategy and backward integration strategy. Forward integrated multi-angle operation refers to the development of raw material industry to processing industry and manufacturing industry to circulation field, such as setting up metal furniture factory and steel window factory in iron and steel plant. Backward integrated multi-angle operation refers to the expansion of processing industry to raw material industry or parts industry, such as steel mills investing in steel mining and mining. The characteristic of vertical diversification is that the basic uses of original products and new products are different, but there is a close correlation between them in the product processing stage or in the production and circulation links. Generally speaking, backward integrated multi-angle operation can ensure the supply of raw materials and spare parts with less risk; Forward-integrated multi-angle operation often meets fierce competition in new markets, but the supply of raw materials or commodities is guaranteed. (4) strategy of multimedia, also known as mixed diversification strategy, refers to the expansion of business scope unrelated to the original products, technologies and markets. For example, AT&T's main business is telecommunications, and later it expanded to the hotel industry. Overall diversification needs sufficient funds and other resources, so it is adopted by powerful big companies. For example, Baiyunshan Group Company, which is developed with Guangzhou Baiyunshan Pharmaceutical Factory as the core, has diversified its various combinations while producing the original research drugs. The company has a pharmaceutical supply and marketing company and a chemical raw material branch factory, which implements forward and backward diversification; Chinese medicine branch, the implementation of horizontal diversification; There is a veterinary drug factory, which implements concentric diversification; It also owns automobile maintenance service center, architectural decoration engineering company, cultural and sports development company, color printing factory, restaurant and so on. In addition to the above classification, R.R.Rumelt, a western scholar, divides diversification strategies into five types by adopting three quantitative standards, namely, professional ratio, vertical uniform ratio and intensive diffusion quality standard: vertical, professional, industry-centered, relevant and irrelevant. (1) professional strategy. The specialization ratio of enterprises is very high (above 95%), which is called specialization diversification strategy, and it is a strategy to expand existing products or undertakings, such as self-help cheap stores, small retail stores and department stores. (2) Vertical strategy. The production of a certain product, from raw material production to final product sales, often only needs one stage in the whole system, and each stage has its own complete production system. The vertical strategy is to either develop upstream or infiltrate downstream. For example, rolling mills produce all kinds of steel. Adopt vertical diversification strategy, further develop upstream and invest in steelmaking, ironmaking and even mining. (3) Industry-centered strategy. The diversification strategy with low enterprise specialization ratio (between 70% and 95%) is called industry center strategy. That is, the enterprise develops new business closely related to the original business and still focuses on the diversification strategy of the original business. (4) Relevant strategies. Generally speaking, the core of diversification strategy is to manage resources when the specialization ratio of enterprises is low (below 70%) and the correlation ratio is high. Implementing the relevant diversification strategy is to use the same business resources to develop the original ...