Successful Corporate and business Diversification Strategies

Study of rationale behind commercial diversification, its implication and execution falls under the subject of Strategic Management. Tactical management deals with the long-term goals of the organization. Managers take tactical decisions to react to the changes in the market place and the competitive environment. Decision making as of this level is highly unstructured and are generally considered on case by circumstance basis. The expense of commercial diversification is large hence professionals have to make the best decision to ensure the continued success with their business.

Introduction & Declaration of purpose

An make an effort will be produced to identify the factors that inspire companies to diversify. Using historical data and illustrations we will attempt to understand the various diversification strategy, companies use. However, is it that particular group of strategy far better than others? Is diversification more common in a particular industry sector? Should an organization diversify when it is successful and have surplus wealth or should they diversify when their business is not doing well? Should all the business enterprise eventually diversify? Does indeed diversification help companies to minimize risk? They are some of the questions that'll be tacked in this final management job. Globalization has brought about new challenges and opportunities for the firms across the world. Happening such upsurge in competition, softening of trade obstacles and progression in technology and transportation has compelled companies to come up with ways of position them on the path of sustained growth. Despite being acknowledged as an important theme, very few studies have been performed to explore the main element drivers back of successful diversification decisions.

Literature Review

The notion of corporate and business diversification is not new, during the last few decades there have been quite many companies which have varied its business, some been successful while others failed. Because of the insufficient any important ideas and frameworks, it continues to be a puzzle for many general mangers as to what constitute an effective diversification strategy. Academic researchers have also divided themselves in two opposing schools of thought. There are a few who describe commercial diversification as a value destroying practice whereas others contemplate it as a value creation process. Relating to Michael Porter (1987), diversification information of thirty three large, renowned U. S. companies from 1950 to 1986 show that the majority of them got divested a lot more acquisitions than they had kept. Rather than creating value, it includes resulted in dissipation of shareholder value.

Establishment of business college in 1950's and 60's provided director the necessary general management skills, basic management key points applicable to all types of enterprise was the best concentration. Acquisition of unrelated business and expansion of conglomerates, dished up as an opportunity to test new ideas and business models. Success of U. S. conglomerates such as Textron and ITT prompted other Western and Asian companies to test diversification strategy. However instead of applying management concepts and carrying out a process of thoughtful analysis, emphasis was more on the acquisition of companies whose assets were worth more than their stock price. During this period, popular view recommended that professionals of the large conglomerates possessed the skills to manage their considerable business procedures. Effective request of key management guidelines like managerial accounting, rigid financial control, complete budgets and repeated interaction amongst professionals were thought to be mantra for successful diversified business. Each one of these seem to justify the fact that diversification, if handled properly would lead to commercial success.

As we deal with the 70's, things started out looking quite different. Stock prices of conglomerates commence to fall; sometimes it was as high as fifty percent when compared with only nine percent drop in the Dow Jones Industrial Average over the same period. Even Basic Electric who pioneered in growing and using advanced management practices to manage their diverse collection encountered a period of "profitless expansion" from 1965 to 1970. Continued developments illustrating the inability of varied business forced conglomerates to divest and think about new ways to manage their diversity. All of the sudden it was becoming very hard to manage such varied business. Managers were confused as to which part of their business as long as they concentrate. The older managers started contemplating about on their "corporate strategy". By later 1970's formal tactical planning systems and frameworks were set up, the irony was that it was concentrated at business product level and did very little to steer managers controlling different business. However Andrews (1980) outlined identification of the firms where the firm would compete as the primary task of commercial strategist, and this became the convention of corporate strategic management. Talking to Groupings such as Boston Consulting Group came up with new techniques of collection planning that helped executives in allocation of resources amidst different business. Growth/Share matrix and attractiveness/business position matrix etc are still the hottest proper frameworks, used to assess the organization position and opportunities in a particular business. However the situation with portfolio management was found soon. Philippe Haspeslagh (1982) discovered that organizational platform was an important changing explaining the organization performance. Different kinds of business had to be managed differently and most companies were absent the right organizational mixture/integration/adaptation to perform their varied business successfully.

During 1980-90's, vulnerable performance of several conglomerates drew tough criticism from dominant management strategists and thinkers like Michael E. Porter. In a bid to restore the trust in diversified businesses, executives flipped their attention to "Value structured planning", motivating them use financial tools such as discounted cashflow, ROE and hurdle rates to improve the stock price and deliver the stockholder expectation. It still didn't answer how professionals can add value to diversified profile. Peters and Waterman (1982) ushered a fresh wave of corporate take on diversification - Adhere to the knitting. They seen that successful conglomerates never varied widely. They customized in particular sector and centered on building knowledge and skills in those areas.

As we fast onward to 1990-2000's the key issues for commercial supervisor were organizational restructuring, recognition of main portfolios and adding beliefs in them. Three philosophies have received support in current management thinking: 1. Limit diversification to business with synergy 2. Diversification can exploit the main competence 3. Build a collection that fit within the organizational structure and that has suitable management style by any means levels.


The research subject will first be explored from an academics perspective, facts and data about varied conglomerates will be gathered from the business/management directories. Management frameworks will be applied to check the hypothesis whether diversification strategy is consistent with current academic thinking and whether companies diversified in the right business. List of both successful and unsuccessful diversification will be looked at. Websites of the companies can be utilized as a reliable source to gather information about their different portfolios. Endeavors will be produced to contact the experts and academician, who can provide us an kept up to date view on the current diversification scenario.

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