In order to sustain their competitiveness, the enterprises usually conduct industrial reformation. For dispersing the risk of the enterprise, expanding their business scope and growth, or solving the perplexities in operation, the enterprises usually adopt diversified strategy. While operating, many aspects should be considered. Although diversification may make the enterprises grow, apply internal resources efficiently, reduce risks and increase more economic profits, however it could not guarantee the success after diversification as anticipated. When most enterprises proceed with diversification, the values they lose are much more than the ones they have created.
This study mainly includes three aspects: enterprises¡¦ resources, diversified strategies and managerial strategies. By researches and surveys of literature domestic and foreign information, feasible proposal is recommended for reference of industries. This study also shows that the enterprises¡¦ diversification strategies must be combined with their core resources, so as to expand to relevant fields of their core businesses, and then even more they can expand to the neighborhood. Furthermore, the operating strategies can be adjusted to meet the industrial structure so that the enterprises can develop inexhaustibly. Hence, the easier way to succeed by relevant diversified method, and the following is vertically integration diversification. Although non-relevant diversification can help companies increase their profits, it also leads to the highest risks among the three diversified methods. Therefore, the enterprises should cautiously choose their development directions of new businesses.
The research attempts to construct the dimensions of diversified management strategies built up is as below¡G
I. Positioning of explicit diversification strategies.
1. When enterprises pursue growth by diversified measures, they have to have deployment of globalization.
2. The enterprises have to select suitable timing for diversification in order to reduce learning curves.
II. Integration of enterprises¡¦ resources.
1. Integration of value chains.
2. The enterprises should cultivate innovative environment via integrated management of their internal resources.
3. Developing new core competence.
III. Both techniques dispersions and markets expansion are necessary for operation strategies.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0706104-161518 |
| Date | 06 July 2004 |
| Creators | Tsai, Chyi-Fa |
| Contributors | Chang-Yung Liu, Cheng-Shoung Chen, Angela Chen |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0706104-161518 |
| Rights | not_available, Copyright information available at source archive |
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