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Journal articles on the topic 'Diversification strategies'

Author: Grafiati

Published: 4 June 2021

Last updated: 28 May 2022

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1

Kind, Christoph, and Muddit Poonia. "Comparing Diversification Management Strategies." Global Economy and Finance Journal 8, no. 1 (March 2015): 67–81. http://dx.doi.org/10.21102/gefj.2015.03.81.05.

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2

Ndungu, John Gichia, and Willy Muturi. "Effect of Diversification on Financial Performance of Commercial Banks in Kenya." International Journal of Current Aspects 3, no. V (October 31, 2019): 267–85. http://dx.doi.org/10.35942/ijcab.v3iv.67.

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Diversification plays a vital role in risk management and consequently financial performance of commercial banks. Diversification mitigates systemic risk facing a commercial bank and thus reduces the probability of bank failure. In Kenya, commercial banks have been diversifying their business by increasingly offering new services such as mobile banking, agency banking, bank-assurance, faceless banking and integrating microfinance in their banking system. Diversification by the commercial banks is premised on the need to enhance financial performance. This has mainly emanated from banking industry having undergone numerous regulations regimes which over the years have affected financial performance of these entities. Empirical literature shows that diversification may not always lead to higher financial performance due to increased overheads and exhausted economies of scale. The study sought to determine the effect of diversification on financial performance of commercial banks in Kenya. The specific objectives of the study were to determine the effect of income diversification on financial performance of commercial banks in Kenya, to examine the effect of geographical diversification on financial performance of commercial banks in Kenya and to examine the effect of product diversification on financial performance of commercial banks in Kenya. Secondary data used by the study was collected for five years period (2013-2017 on annual basis). All the commercial banks were studied. Data was analysed using descriptive and inferential statistics and presented in tables and figures. The study found that Income Source Diversification and Geographical Diversification had a positive effect on the financial performance of the commercial banks while the Product Diversification had a negative impact the financial performance the commercial banks. The findings from the OLS regression analysis revealed that the diversification components studied namely product diversification, geographical diversification and income diversification explain up to 13.3% of the variations in return on assets (R2=0.133) and 18.7% of the variations in return on equity (R2=0.187). The study concluded that financial performance of the commercial banks in Kenya can be accounted for by the diversification strategies that have been implemented. It was further concluded that increased formulation and implementation of additional diversification strategies resulted in significant improvement in the financial performance of the commercial banks. The study recommended that managers at the commercial banks to make formulation and implementation of diversifications as a key organizational priority. Before the adoption of any particular diversification, the management of the commercial banks are econcouraged to first determine the suitability of that particular diversification strategies based on the organization structure, culture and policies and the overall intended outcomes. The study recommends that the government and other regulatory bodies to create favourable policies on the implementation of diversifications in commercial banks. This will ensure that there is effectiveness, efficiency as well as consistency in the use and adoption of diversifications by not only the banks but also other organizations in different sectors.

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3

Lee, Tai-Yu. "Technological Diversification and Organization Strategies." Academy of Management Proceedings 2013, no. 1 (January 2013): 13400. http://dx.doi.org/10.5465/ambpp.2013.13400abstract.

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4

Krause, Brooke L. "Risk Aversion and Diversification Strategies." Journal of International Development 31, no. 7 (May 17, 2019): 545–77. http://dx.doi.org/10.1002/jid.3418.

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Mathias, Andrea, and Éva Kisdi. "Adaptive diversification of germination strategies." Proceedings of the Royal Society of London. Series B: Biological Sciences 269, no. 1487 (January 22, 2002): 151–55. http://dx.doi.org/10.1098/rspb.2001.1867.

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Syuzeva, Olga, and Alexander Zheltenkov. "Problems of choosing strategies for diversifying companies." E3S Web of Conferences 284 (2021): 07014. http://dx.doi.org/10.1051/e3sconf/202128407014.

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The paper considers the problems of choosing strategies for diversifying companies. It was revealed that in corporate practice, there is a certain tendency towards moderately diversified companies with related business lines (relational diversification). The authors analyzed a set of four main growth strategies: market penetration; market expansion; product innovation, and diversification. Their advantages and disadvantages are identified. Depending on the degree of risk appetite, three types of diversification were studied: horizontal diversification, vertical diversification, and lateral diversification (diagonal diversification). The reasons for diversification are analyzed, which may lie both in the environment of the company (exogenous) and within the company (endogenous). The diversification of stocks and monetary investments is considered, the advantages of this process are assessed. It is revealed that despite the fact that the advantages of portfolio diversification are undeniable, due to its complexity, it is almost impossible for investors to independently create effective security portfolios. The need to take into account systemic and non-systemic risks in portfolio diversification is proved. The ways to diversify the portfolio of stocks are described. It is concluded that in companies, regardless of whether they are expanding their services or opting for long-term product diversification, in both cases, an entrepreneurial restructuring plan can only be implemented under certain conditions.

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7

Patidar, Hemant, and Satheesh Chothodi. "Livelihood Diversification in Rural India." Space and Culture, India 9, no. 3 (November 30, 2021): 32–44. http://dx.doi.org/10.20896/saci.v9i3.1206.

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This study aims to ascertain the level of livelihood diversification and examines the socio-economic contexts of livelihood diversification in rural India. Employing data from India Human Development Survey (IHDS-II), 2011-12, an Inverse Herfindhal-Harschman Diversity Index (IHHDI) was calculated incorporating eleven income sources (livelihood strategies). In addition, the contribution of each strategy in households’ total income has been calculated. Furthermore, binary logistic regression was applied to predict the households’ engagement in each livelihood strategy and the likelihood of high IHHDI. Results indicate that the higher livelihood diversifications were found among the households with large size, high dependency, lower social groups, low educated, landless, marginal and small farming, and economically poor. This study also highlights the significance of diversification strategies in raising households’ income. It is suggested that broadened policy support is required to promote diversification for economic development in rural India.

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8

Singh, Manohar, Wallace N. Davidson, and Jo-Ann Suchard. "Corporate diversification strategies and capital structure." Quarterly Review of Economics and Finance 43, no. 1 (January 2003): 147–67. http://dx.doi.org/10.1016/s1062-9769(02)00124-2.

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9

Yavas, Burhan F., Kathleen Grave, and Demosthenes Vardiabasis. "Diversification strategies and equity market performances." Review of International Business and Strategy 29, no. 3 (September 2, 2019): 207–25. http://dx.doi.org/10.1108/ribs-01-2019-0002.

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Purpose This paper aims to investigate the linkages among foreign direct investment (FDI – greenfield and mergers and acquisitions [M&A]) decisions and equity market returns and volatilities. The main premise is that FDI decisions by multinational enterprises (MNE) are influenced by risk and uncertainty indicated by equity market returns and volatilities in the destination (host) countries. This is so because the events on the stock markets in general and their volatilities in particular signal the vitality of the investment climate of the target market. Understanding volatility in capital markets is important for determining the cost of capital and for evaluating direct investment and asset allocation decisions. Design/methodology/approach Surveys and structured interviews were conducted with senior managers of 11 MNEs based in the USA to collect the data used in this study from November 2017 to October 2018. The paper investigates if FDI decisions of the MNE managers are influenced by risk and uncertainty indicated by equity market returns and volatilities. The paper endeavors to make a contribution to the IB literature in highlighting the role played by equity returns and volatilities in FDI decisions and therewith attempts to integrate finance (capital markets) with international business/strategic decision-making. Findings Capital market performances (returns and volatilities) were found to influence the country choice for location of production facilities (FDI – both greenfield and M&A decisions) as well as timing of the FDI by a MNE. In other words, the share of production capacity optimally located abroad and M&A activities are affected by capital market returns and volatilities.

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10

Rahut, Dil Bahadur, and Maja Micevska Scharf. "Livelihood diversification strategies in the Himalayas*." Australian Journal of Agricultural and Resource Economics 56, no. 4 (May 29, 2012): 558–82. http://dx.doi.org/10.1111/j.1467-8489.2012.00596.x.

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11

Nachum, Lilach. "Diversification strategies of developing country firms." Journal of International Management 5, no. 2 (June 1999): 115–40. http://dx.doi.org/10.1016/s1075-4253(99)00009-5.

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12

Ellis, Frank. "Household strategies and rural livelihood diversification." Journal of Development Studies 35, no. 1 (October 1998): 1–38. http://dx.doi.org/10.1080/00220389808422553.

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13

Ghayur, Khalid (Kal), Ronan Heaney, and Stephen Platt. "Passive Implementation of Factor Diversification Strategies." Journal of Index Investing 4, no. 1 (May 31, 2013): 52–61. http://dx.doi.org/10.3905/jii.2013.4.1.052.

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14

Denis, David J., Diane K. Denis, and Atulya Sarin. "MANAGERIAL INCENTIVES AND CORPORATE DIVERSIFICATION STRATEGIES." Journal of Applied Corporate Finance 10, no. 2 (June 1997): 72–80. http://dx.doi.org/10.1111/j.1745-6622.1997.tb00137.x.

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15

Bhat, Subodh, Joseph Bonnici, and Albert Caruana. "Diversification strategies for the service sector." Services Marketing Quarterly 9, no. 1 (1993): 59–68. http://dx.doi.org/10.1080/15332969.1993.9985074.

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16

Love, J. "Export diversification strategies and community welfare." Journal of International Development 4, no. 5 (September 1992): 531–40. http://dx.doi.org/10.1002/jid.3380040505.

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17

Rahut, Dil Bahadur, Akhter Ali, Menale Kassie, Paswel P. Marenya, and Chudamani Basnet. "Rural Livelihood Diversification Strategies in Nepal." Poverty & Public Policy 6, no. 3 (August 26, 2014): 259–81. http://dx.doi.org/10.1002/pop4.75.

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18

Bhat, Subodh S., Joseph L. Bonnici, and Albert R. Caruana. "Diversification Strategies for the Service Sector." Journal of Professional Services Marketing 9, no. 1 (May 20, 1993): 59–68. http://dx.doi.org/10.1300/j090v09n01_06.

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19

Viezer, Timothy. "Evaluating “Within Real Estate” Diversification Strategies." Journal of Real Estate Portfolio Management 6, no. 1 (January 1, 2000): 75–95. http://dx.doi.org/10.1080/10835547.2000.12089593.

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20

Cunningham, Kathleen Gallagher, Marianne Dahl, and Anne Frugé. "Strategies of Resistance: Diversification and Diffusion." American Journal of Political Science 61, no. 3 (April 13, 2017): 591–605. http://dx.doi.org/10.1111/ajps.12304.

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21

Brost, Michael A., and Brian H. Kleiner. "New Developments in Corporate Diversification Strategies." Management Research News 18, no. 3/4/5 (March 1995): 24–33. http://dx.doi.org/10.1108/eb028402.

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22

Park, Kwangmin, and SooCheong (Shawn) Jang. "Effects of within-industry diversification and related diversification strategies on firm performance." International Journal of Hospitality Management 34 (September 2013): 51–60. http://dx.doi.org/10.1016/j.ijhm.2013.02.009.

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23

Khanal, Aditya R. "Interlinked diversification strategies: evidence from the US farm business households." Journal of Agribusiness in Developing and Emerging Economies 10, no. 3 (April 17, 2020): 253–68. http://dx.doi.org/10.1108/jadee-10-2018-0144.

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PurposeThe agricultural sector in the USA has experienced significant structural changes. For accommodating farm business, households have diversified their operations adopting various strategies—agricultural, structural, environmental, and income strategies. The purpose of this study is to analyze the factors influencing farmer’s diversification strategies while taking into account the simultaneous decision-making process.Design/methodology/approachThis study uses a nation-wide farm household data from the US. The diversification decisions are analyzed using multivariate probit regressions.FindingsThe study suggests that agricultural, structural, environmental, and income diversification strategies are interlinked. Specifically, results indicate that, on one hand, environmental and income diversification strategies are positively interlinked. On the other hand, agricultural and structural diversification strategies are positively interlinked. Additionally, the factors representing location, farm, and farmer characteristics, farm type, and financial condition of the farm are major determinants in the choice of farm diversification strategies.Research limitations/implicationsIn this paper, diversification activities are broadly classified under four strategies: agricultural, structural, environmental, and income. Depending on the context and country, the definition and strategy set may need revision.Practical implicationsStrong complementary between diversification strategies suggests that studies analyzing farm household decisions and strategies need to account for the simultaneous decision-making process. As decisions are interlinked, separately analyzing one specific strategy may lead to biased estimates. Farm business households need to develop multiple skills and flexible capacities to tackle farming-related issues, including structural changes, risk management, and income enhancing activities. Improving employment opportunities for the rural farming population can stimulate structural diversification.Originality/ValueThis paper contributes to limited literature about diversification by analyzing factors influencing different diversification decisions and finds interlinkage between decisions.

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24

Schiavone, Francesco. "Le strategie di crescita delle imprese elettriche europee dopo la liberalizzazione." MERCATI & COMPETITIVITÀ, no. 3 (September 2009): 91–115. http://dx.doi.org/10.3280/mc2009-003006.

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- The paper stresses how the recent directives of European Commission (aimed at liberalising the European electricity industry) affected the growth strategies of the main European electricity companies during the last 10 years. The most used strategies were diversification in other utilities markets (e.g. gas and telecommunications) and internationalisation (mainly via acquisitions of foreign electricity companies). These strategies were crucial in order to allow the transition of these companies towards the "multi- utility" business model.Keywords: electricity industry, liberalisation, firm strategies, internationalisation, diversification, acquisitionsParole chiave: industria elettrica, liberalizzazione, strategie d'impresa, internazionalizzazione, diversificazione, acquisizioni

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25

Ghansah, Benjamin, Sheng Li Wu, and Nathaniel Ekow Ghansah. "Improving Results Aggregation Strategies in Distributed Information Retrieval." International Journal of Engineering Research in Africa 17 (July 2015): 94–104. http://dx.doi.org/10.4028/www.scientific.net/jera.17.94.

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The top-ranked documents from various information sources that are merged together into a unified ranked list may cover the same piece of relevant information, and cannot satisfy different user needs. Result diversification(RD) solves this problem by diversifying results to cover more information needs. In recent times, RD has attracted much attention as a means of increasing user satisfaction in general purpose search engines. A myriad of approaches have been proposed in the related works for the diversification problem. However, no concrete study of search result diversification has been done in a Distributed Information Retrieval(DIR) setting. In this paper, we survey, classify and propose a theoretical framework that aims at improving diversification at the result merging phase of a DIR environment.

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26

Holzmayer, Florian, and Sascha L. Schmidt. "Financial performance and corporate diversification strategies in professional football – evidence from the English Premier League." Sport, Business and Management: An International Journal 10, no. 3 (April 15, 2020): 291–315. http://dx.doi.org/10.1108/sbm-03-2019-0019.

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PurposeProfessional football clubs have increasingly initiated two corporate diversification strategies to enfold growth opportunities besides traditional income sources: business diversification and international diversification. Empirical findings from management and sport management literature provide inconclusive evidence on these strategies' financial performance effects, necessitating further research. The purpose of this article is therefore to investigate how both corporate diversification strategies affect the financial performance of professional football clubs.Design/methodology/approachA 15-year panel data set of English Premier League (EPL) clubs is examined, many of which have employed corporate diversification strategies. Measures for related business diversification (RBD) and unrelated business diversification (UBD) as well as international diversification are established from management literature. Based on fixed effects regression models, their effects on clubs' revenues and profitability are then examined.FindingsU-shaped effects from RBD on revenues and profitability are found, but no effects from UBD. These findings empirically support the theoretically appealing superiority of RBD over UBD and, with increasing levels of RBD, over a focused strategy in management literature. With international diversification, an inverted U-shaped effect on revenues is identified.Research limitations/implicationsDespite focusing only on the EPL, these findings provide new evidence of non-linear financial performance effects from corporate diversification strategies adding to (sport) management literature and setting the stage for future research on these strategies in professional football.Practical implicationsThese findings have significant implications for club managers' strategic growth opportunities such as new business models or geographic markets.Originality/valueThis is the first study to empirically examine the financial effects of corporate diversification strategies in the football market context.

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27

Reid Bell, Andrew, Carlos Calvo-Hernandez, and Michael Oppenheimer. "Migration, Intensification, and Diversification as Adaptive Strategies." Socio-Environmental Systems Modeling 1 (2019): 1–18. http://dx.doi.org/10.18174/sesmo.2019a16102.

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28

Duchin, Ran, and Haim Levy. "Markowitz Versus the Talmudic Portfolio Diversification Strategies." Journal of Portfolio Management 35, no. 2 (January 31, 2009): 71–74. http://dx.doi.org/10.3905/jpm.2009.35.2.071.

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29

CRIȘAN, Emil, and Mădălina DAN. "Revenue Diversification Strategies for Non-Governmental Organizations." Review of International Comparative Management 19, no. 1 (2018): 31–39. http://dx.doi.org/10.24818/rmci.2018.1.31.

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30

Santarelli, Enrico, and Hien Thu Tran. "Diversification strategies and firm performance in Vietnam." Economics of Transition 24, no. 1 (October 3, 2015): 31–68. http://dx.doi.org/10.1111/ecot.12082.

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31

Ledón-Rettig, Cris C., and David W. Pfennig. "Antipredator Behavior Promotes Diversification of Feeding Strategies." Integrative and Comparative Biology 52, no. 1 (May 17, 2012): 53–63. http://dx.doi.org/10.1093/icb/ics074.

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32

Murtazashvili, Irina, and Nadia Vozlyublennaia. "DIVERSIFICATION STRATEGIES: DO LIMITED DATA CONSTRAIN INVESTORS?" Journal of Financial Research 36, no. 2 (June 2013): 215–32. http://dx.doi.org/10.1111/j.1475-6803.2013.12008.x.

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33

Amit, Raphael, and Joshua Livnat. "Diversification strategies, business cycles and economic performance." Strategic Management Journal 9, no. 2 (March 1988): 99–110. http://dx.doi.org/10.1002/smj.4250090202.

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34

Fox, Wende L. "Vertical integration strategies: More promising than diversification." Health Care Management Review 14, no. 3 (1989): 49–56. http://dx.doi.org/10.1097/00004010-198901430-00007.

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35

Bernardi, Simone, Markus Leippold, and Harald Lohre. "Maximum diversification strategies along commodity risk factors." European Financial Management 24, no. 1 (June 7, 2017): 53–78. http://dx.doi.org/10.1111/eufm.12122.

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36

Pennington, Jeffrey B., and Brian H. Kleiner. "New Developments in Diversification and Portfolio Strategies." Management Research News 19, no. 10 (October 1996): 27–34. http://dx.doi.org/10.1108/eb028497.

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37

Torchio, P. F. "Diversification of Pollination Strategies for U.S. Crops." Environmental Entomology 19, no. 6 (December 1, 1990): 1649–56. http://dx.doi.org/10.1093/ee/19.6.1649.

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38

Holder, Mark E., and Aiwu Zhao. "Value exploration and materialization in diversification strategies." Review of Quantitative Finance and Accounting 45, no. 1 (January 31, 2014): 175–213. http://dx.doi.org/10.1007/s11156-014-0434-8.

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39

de Wit, Ivo. "International Diversification Strategies for Direct Real Estate." Journal of Real Estate Finance and Economics 41, no. 4 (March 26, 2009): 433–57. http://dx.doi.org/10.1007/s11146-009-9173-3.

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40

Dharfizi, Awang Dzul Hashriq, Ahmad Bashawir Abdul Ghani, and Rabiul Islam. "Evaluating Malaysia's fuel diversification strategies 1981–2016." Energy Policy 137 (February 2020): 111083. http://dx.doi.org/10.1016/j.enpol.2019.111083.

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41

Pimentel, David. "Diversification of biological control strategies in agriculture." Crop Protection 10, no. 4 (August 1991): 243–53. http://dx.doi.org/10.1016/0261-2194(91)90001-8.

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42

Baele, Lieven, and Koen Inghelbrecht. "Time-varying Integration and International diversification strategies." Journal of Empirical Finance 16, no. 3 (June 2009): 368–87. http://dx.doi.org/10.1016/j.jempfin.2008.11.001.

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43

Gemba, Kiminori. "Diversification strategies of the Japanese materials industry." R & D Enterprise: Asia Pacific 3, no. 3 (August 2000): 12–17. http://dx.doi.org/10.5172/impp.2000.3.3.12.

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44

Biryukov, A. A. "Designing Methods of Developing Diversification Strategies at Integrated Business Structures." Vestnik of the Plekhanov Russian University of Economics, no. 5 (October 20, 2021): 86–92. http://dx.doi.org/10.21686/2413-2829-2021-5-86-92.

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Today's market relations are constantly changing, thus it is difficult for enterprises to retain appeal of the industry taken by them. Winning new markets is a priority for many of them. In this circumstances correctly planned and organized diversification process can foster productivity of company work and its divisions. The key goals of production diversification are the following: to cut market risks, to improve enterprise sustainability and to upgrade efficiency figures. To attain this it is necessary to enter new markets and enlarge product range of goods with high added value, which could raise profitability. The article studies notions, advantages, motives, types of diversification and shows different ways of developing diversification strategy for integrated business structures. The author researched key forms of developing diversification strategy for integrated business structures.

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Wanjiru, Karani Winnie, and Dr Joyce Nzulwa. "INFLUENCE OF DIVERSIFICATION STRATEGIES ON COMPETITIVE ADVANTAGE OF COMMERCIAL BANKS IN KENYA." Journal of Business and Strategic Management 3, no. 1 (October 26, 2018): 67. http://dx.doi.org/10.47941/jbsm.254.

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Purpose: This study examined the influence of diversification strategies on competitive advantage of commercial banks in Kenya by utilizing theoretical approaches of Market Power Theory, Portfolio Theory, Transaction Cost Theory, Resource Based View Theory and Diffusion of Innovation Theory. The specific objectives of the study included: to establish the influence of asset diversification strategy, technological diversification strategy, portfolio diversification strategy and revenue diversification strategy on competitive advantage of commercial banks in Kenya.Methodology: The stud adopted a descriptive research design. The target population of the study comprised of all the 43 commercial banks in Kenya. However, the study focused on the 39 commercial banks which were operational at the time of the study. The target respondents were the director of the corporate section, the head of strategy department and the strategy manager from each of the 39 commercial banks who made a total of 117 respondents. The study used a census method on all the 39 commercial banks. The study mainly relied on primary data. The primary data was collected using questionnaires which comprised open and closed- ended questions. Data was quantitatively analyzed using (SPSS V20) for both descriptive and inferential statistics.Results: The study findings showed that all the four variables, that is asset diversification strategy, technological diversification strategy, portfolio diversification strategy and revenue diversification strategy have a positive and significant influence on competitive advantage of commercial banks in Kenya.Recommendations: The study recommends that commercial banks should aim to increase their asset diversification strategies. The study also recommends that commercial banks should also aim to increase their technological diversification strategies. The study also recommends that commercial banks should also invest more resources in expanding their revenue generation activities. The study finally recommends that commercial banks should also invest more resources in expanding their portfolios as to diversify their risks.

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Chiou, Wan-Jiun Paul, and Vigdis W. Boasson. "International Variations in the Benefits of Feasible Diversification Strategies." Review of Pacific Basin Financial Markets and Policies 18, no. 04 (December 2015): 1550022. http://dx.doi.org/10.1142/s0219091515500228.

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We examine the international variations in portfolio diversification benefits from an angle of global wealth management. We directly model the impact of widely observed phenomenon, home bias and no short-sales, on international investments with the aim to establish feasible diversification strategies and to identify which countries and/or regions are target markets for wealth management. Our results indicate that investors in less developed countries, particularly in East Asia and South Asia, reap greater benefits from international diversification than investors in the rest of the world. These benefits are particularly noticeable in volatility reduction. Our results reveal important insights for global wealth management.

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47

Han, Manchun, Sanghyo Lee, and Jaejun Kim. "Effectiveness of Diversification Strategies for Ensuring Financial Sustainability of Construction Companies in the Republic of Korea." Sustainability 11, no. 11 (May 31, 2019): 3076. http://dx.doi.org/10.3390/su11113076.

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Construction companies recognize diversification as a strategy for ensuring financial sustainability. Hence, the aim of this study was to analyze the dynamic relationship between business diversification and business performance of construction companies using the vector error correction model. The expected default frequency, diversification index, domestic construction order, international construction order, gross Domestic Product, Korea composite stock price index, and interest rate were defined as analytical variables. To derive implications for diversification strategies, construction companies were classified into two groups according to the diversification level, and analyzed from the first quarter of 2001 to the fourth quarter of 2017. The results confirm that the dynamic relationship between the diversification strategy and business performance depends on the diversification level of the company. For changes in the markets entered for diversification, construction companies showed different ways of executing the diversification strategy depending on the group; this was partially because of differences in internal and external capabilities of companies, and each company responded differently to market changes. To ensure financial sustainability of a construction company through effective diversification, various conditions must be considered before deciding what impact the diversification strategy could have on the business performance of the company.

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48

Ghilal, Rachid, Ahmed Marhfor, M'Zali Bouchra, and Jean Jacques Lilti. "Are Strategies for International Diversification by Country, Industry and Region Equivalent?" ACRN Journal of Finance and Risk Perspectives 10, no. 1 (2021): 204–21. http://dx.doi.org/10.35944/jofrp.2021.10.1.011.

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In this study, we examine whether international portfolio diversification still matters despite an increase in the cross-country correlations of assets returns. More specifically, we explain why an increase in global return correlations does not necessarily imply a reduction in the benefits of international portfolio diversification. We also propose to compare empirically two traditional strategies of international diversification (by country and industry) in addition to a new strategy (by region) using two different methodological approaches, namely the mean variance spanning and multivariate cointegration analysis. Over the full sample period (1994- 2008), our results suggest that the three strategies of international diversification remain effective despite the secular increase in the cross-country return correlations. When we divide the sample into two different sub-periods (1994-2000 and 2000-2008), the findings indicate that the strategy based on regional diversification proved to be a new competing strategy during the second period in comparison to the other two traditional strategies.

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Zarić, Vlade, Zorica Vasiljević, Nebojša Nedić, and Danijela Petković. "The marketing strategies of Serbian honey producers." Applied Studies in Agribusiness and Commerce 7, no. 2-3 (September 30, 2013): 27–31. http://dx.doi.org/10.19041/apstract/2013/2-3/4.

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Abstract:

Serbian honey producers are exposed to the increased international competition of recent years. To face up to the new changes, producers are progressively using diversification strategies, such as direct sales and production diversification. The direct sales strategy allows the producers to increase the product added value, while diversification aims to offer new products to the consumers. The aim of this paper is to analyse the honey marketing strategy of Serbian honey producers. The first part of the paper analyses the structure of production costs, production performances as well as the determinants of the honey supply. In the second part of the paper, analysis is focused on the determinants of direct sales. Finally, in the third part of the paper, diversification strategies are discussed. The data for this research has been obtained on the basis of a representative sample consisting of 84 Serbian honey producers interviewed in 2011 and 2012. The results show that the Serbian honey producers operate with more or less similar production costs and with production performances that do not differ significantly. They use direct marketing for two reasons: firstly, it affords personal contact with consumers, and secondly, they aim to decrease the transaction costs, thereby keeping a higher share of the product’s final value. Offering new products to consumers is an attempt to create additional product demand.

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50

OLEINYKOVA, Olena, Mariia PANCHENKO, and Yurii TYMKO. "Strategic approaches to business diversification." Economics. Finances. Law, no. 12/1 (December 28, 2019): 28–30. http://dx.doi.org/10.37634/efp.2019.12(1).6.

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Abstract:

Introduction. Question of scientific ground of i creation of original, adapted to the home terms of menage, control system by strategies of diversification of activity taking into account the state of i tendencies of роз to the coil of market environment, and also strategic potential of enterprise remain decided not enough. Purpose. An aim of the article is an analysis and improvement of theoretical-methodic principles of forming and management of diversification of activity of enterprises strategies in the conditions of unstable market environment. Results. Reasonably modern approaches and practical recommendations aimed at determining the essence of the strategy of diversification of activity of the enterprise. The aspects of market development and possible ways of its diversification were identified in the article. Considered the definition of diversification proposed by various authors and identified the main reasons for making decisions about diversification of activity of the enterprise. Conclusion. The effective management of diversification of activity of enterprises strategies it follows to carry out on the basis of the worked out theoretic-metodic approach which provides the reasonable electing, after certain procedures, with application of elements of strategies, what adequate to the external terms and strategic potential of enterprise.

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