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Specialized enterprise diversification growth strategy analysis and selection

Author: HuangShunYi
Tutor: ZengGuoAn
School: Southwestern University of Finance and Economics
Course: Business Administration
Keywords: Enterprise specialized Analysis and Selection Growth Strategy Plurality Diversification Professional development Diversification Transaction cost theory Diversification The rate of innovation
CLC: F272
Type: Master's thesis
Year: 2000
Downloads: 683
Quote: 3
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Abstract

The world is stepping into the era of globalization. Enterprises could not grow without strategic management in the environment of competition at this time. Growing up with specialization or diversification is a question cannot be avoidable during the process of development. Answers to this question changed dramatically over the last several decades. In the United States, during the 1960s, diversification fueled tremendous corporate growth as corporations engaged in dozens of businesses. It was believed that managers who could manage unrelated businesses were capable ones. In the 1970s, managers began to emphasize diversification based on balancing cash flow between businesses. In the 1980s, managers stripped out unrelated businesses and focused on a narrower range of operations. In the 1990s, corporations once again took on an interest in diversification to grow. But unlike the unrelated diversification that took place in the 1960s, the trend in the 1990s was to diversify into related businesses. Chinese enterprises have experienced four periods of diversification. They are initial stage, growing stage, and rapidly growing stage. And now it is called rational choice period. There have been many controversies about diversification during those periods. But there still exist successful enterprises with the specialization or diversification strategy. HAIlER is a successful one in terms of diversification. GALANZ is a successful one in terms of specialization. Enterprises need theory to guide their specialization or diversification strategies. Disorientation will surely result in failure. Therefore, this paper suggests a principle for enterprise expansion, a selection matrix to specialization or diversification, a rotating model that based on Michael B. Porter’s five forces model. This paper generalizes .th.orics of specialization and diversification for enterprise expansi.n strategy. By analyzing specialization and diversification strategies condt~t.d by enterprises home and abroad, This paper points out some factors that influence specialization and diversification, and establishes a logic relationship among those factors, emphasizing the organizational structure, the speed of t~chnoIogical innovation, and establishment of infrastructure. This paper describes that enterprises from start-up?to grow, covers two different stages of growth, one may be called natura~ growth~, the other is identified as leaping. This paper imposes a lay special emphasis on causality of factors that influence specialization and diversification. This paper is divided into seven parts. That is, introduction, enterprise progress with specialization or diversification, the concept of specialization and diversification, environmental effects on enterprise specialization or diversification, some factors influencing specialization and diversification, choice of growth strategy for specialization or diversification, and conclusion. This paper uses a lot of diagrams and cases for analysis and explanation. Several strategic issues are stressed at the end of the paper.

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