Dissertations / Theses: 'STRATEGY OF CONCENTRIC DIVERSIFICATION'

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Bauer, Roland, Albert Schwingenschlögl, and Rudolf Vetschera. "Product diversification in an artificial strategy environment." SFB Adaptive Information Systems and Modelling in Economics and Management Science, WU Vienna University of Economics and Business, 2003. http://epub.wu.ac.at/1740/1/document.pdf.

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The paper studies the impact of a diversification vs. a core-competence oriented strategy using an agent-based simulation model. The aim of the paper is twofold: first, we analyze whether agent-based models are a viable tool for analyzing questions related to corporate strategy. We show that standard results from the strategy literature can indeed be reproduced and refined by using this type of models. Second, the agent-based model allows us to formulate more precise hypotheses and more precisely delineate the scope of situations in which standard results from the strategy literature apply. For the problem of diversification analyzed in this paper, the results from the agent-based simulation lead to the conclusion that in addition to environmental dynamics, overall market size is also an important factor, which was not considered in the previous literature.
Series: Working Papers SFB "Adaptive Information Systems and Modelling in Economics and Management Science"

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Dyer, Jennifer Clare. "Jatropha curcas as a livelihood diversification strategy in Malawi." Thesis, University of Leeds, 2012. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.589046.

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Interest and investment in biofuel production is growing in response to political and economic drivers associated with concerns over fossil fuel depletion; the need for energy security; greenhouse gas emission reduction demands; and the perceived potential for biofuel production to contribute to rural development and poverty alleviation. Despite this, empirical data on the impacts of biofuel crops are limited and their potential role in enabling livelihood diversification activities in sub-Saharan Africa is under-explored. Addressing this gap, this research takes an integrated case study approach to assess the impacts of different Jatropha curcas cultivation models on rural livelihoods across a range of study sites in Malawi. The research develops and adopts an integrated research methodology that combines the Sustainable Livelihoods Framework (SLF) with the diffusion of innovation model, using participatory and conventional social science research methods to achieve a multi-scale analysis spanning from local to national levels. Findings show that the overall approach to cultivation (from planting method, through production and processing to marketing) is more important in providing a livelihood contribution than the model of cultivation used. When Jatropha is promoted as a boundary fence, the crop and its by-products (such as seedcake fertiliser) can contribute to all 5 livelihood asset groups (natural, physical, financial, human and social capitals): directly or indirectly through financial capital substitution. However, a complex set of factors are involved in farmers' adoption decisions, .which intimately link the livelihood context, communication channels and the characteristics of the innovation itself. This results in varying numbers of households cultivating the crop in the case study villages. In addition, constraints identified at the local to national level mean livelihood benefits are yet to be fully realised. Communication amongst the diverse range of stakeholders involved in Jatropha cultivation in Malawi is characterised by isolated networks, individuals and groups at the local to sub- national level. At the national level, the private sector dominates policy dialogue. Moreover, relevant legislation and policy is absent, hindering the development of the sector. Policy recommendations and action points for actors are presented in order to address these constraints. At the national level, it is recommended that the government of Malawi should prioritise rural development as a policy goal for the future of national biofuel production and take steps to develop a coherent biofuels policy which is fully integrated into national development policies. At local to sub-national levels, stakeholder communications must be improved in order to facilitate knowledge management and governance of the sector, and investments must be made in the extension services network.

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Chawani, Brenner Samuel. "Technical subjects as curriculum diversification strategy : the Malawi experience." Thesis, University of London, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.406460.

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Lind, Anna-Viktoria. "Within Real Estate Diversification and Investment strategies." Thesis, KTH, Fastigheter och byggande, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-102297.

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The efficient portfolios for the period 1993 – 2010 based on IPD data have a major portfolio weight in residential properties in the three largest regions Stockholm, Gothenburg and Malmo. The portfolio with the highest risk adjusted return (measured as the highest Sharpe-ratio) combines a large portfolio weight in residential properties with a small weight in industrial properties. During the time period of 2005 – 2010 a majority of the listed real estate companies held a real estate portfolio far below the efficient frontier based on the corresponding IPD data. These companies can increase their total return without taking on any more risk by using the concept of diversification. When including all available diversification categories two out of seven companies can be said to have an efficient real estate portfolio. When we excluded the outperforming residential asset class, however, none of the companies’ portfolios were in fact efficient. The real estate market is inefficient and thus results in the IPD data being less useful as it is based on transactions occurring in this inefficient market. Investors can, in this market, easily find properties with another risk and return profile than what IPD indicates is the market risk and return for a particular property type in a certain region. The inefficiency of the market, together with the IPD data being less useful, thus makes it difficult for the companies to focus on diversification in their investment strategy. Moreover, there are several reasons that explain the discrepancy between the actually held listed real estate portfolios and the optimal portfolio based on IPD data. Since each property is heterogeneous and possesses unique risks, investors are not able to accurately quantify the risk of each investment and thus rely more on their gut feeling. This also results in investors focusing on single investment opportunities rather than looking at all investments from a portfolio perspective.

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Botha, Ferdi, Brett Scott, and Jen Snowball. "Art investment as a portfolio diversification strategy in South Africa." Environmental Education Association of Southern Africa, 2015. http://hdl.handle.net/10962/67422.

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publisher version
Art has been suggested as a good way to diversify investment portfolios during times of financial uncertainty. The argument is that art exhibits different risk and return characteristics to conventional investments in other asset classes. The new Citadel Art Price index offered the opportunity to test this theory in the South African context. The Citadel index uses the hedonic regression method with observations drawn from the top 100, 50 and 20 artists by sales volume, giving approximately 29 503 total auction observations. The Index consists of quarterly data from the period 2000Q1 to 2013Q3. A VAR of the art price index, Johannesburg Stock Exchange all-share index, house price index, and South African government bond index were used. Flowing from the VAR results, additional analyses included variance decomposition, impulse response, and, to determine volatility, variance and standard deviation measures for each index. Results show that, when there are increased returns on the stock market in the previous period and wealth increases, there is a change in the Citadel Art Price Index in the same direction. This finding is consistent with Goetzmann et al. (2009), who reported that there is a strong relationship between art and equity markets and that art price changes are driven by capital gains and losses. No significant difference was found between the house price index and the art price index, and neither between the art and government bond price indices. Overall, the South African art market does not offer the opportunity to diversify portfolios dominated by either property, bonds, or shares.

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Nyström, Marcus, and Anna-Viktoria Lind. "Within Real Estate Diversification and Investment Strategies." Thesis, KTH, Fastigheter och byggande, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-98404.

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The efficient portfolios for the period 1993 – 2010 based on IPD data have a major portfolio weight in residential properties in the three largest regions Stockholm, Gothenburg and Malmo. The portfolio with the highest risk adjusted return (measured as the highest Sharpe-ratio) combines a large portfolio weight in residential properties with a small weight in industrial properties. During the time period of 2005 – 2010 a majority of the listed real estate companies held a real estate portfolio far below the efficient frontier based on the corresponding IPD data. These companies can increase their total return without taking on any more risk by using the concept of diversification. When including all available diversification categories two out of seven companies can be said to have an efficient real estate portfolio. When we excluded the outperforming residential asset class, however, none of the companies’ portfolios were in fact efficient. The real estate market is inefficient and thus results in the IPD data being less useful as it is based on transactions occurring in this inefficient market. Investors can, in this market, easily find properties with another risk and return profile than what IPD indicates is the market risk and return for a particular property type in a certain region. The inefficiency of the market, together with the IPD data being less useful, thus makes it difficult for the companies to focus on diversification in their investment strategy. Moreover, there are several reasons that explain the discrepancy between the actually held listed real estate portfolios and the optimal portfolio based on IPD data. Since each property is heterogeneous and possesses unique risks, investors are not able to accurately quantify the risk of each investment and thus rely more on their gut feeling. This also results in investors focusing on single investment opportunities rather than looking at all investments from a portfolio perspective.

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Roberts, Camrin. "Exploring dominant logic's enablement between contextual leadership intelligence and diversification strategy." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59760.

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Purpose - Diversification is a popular sought-after growth strategy for organisations in response to the dynamic and rapid changes of a VUCA economy. However, there has been limited exploration into the leadership required to ensure its success. This exploratory study looks at how dominant logic, through its mechanism of mental maps known as schemata and information filtering system, enables the dimensions of Contextual Leadership Intelligence, such as contextual awareness, 3D thinking and meta-competencies to enable a diversification strategy. Design methodology - Following the recommendations of Saunders and Lewis (Saunders & Lewis, 2012), a qualitative study was conducted collecting data through semi-structured interviews from 15 senior executives, with an average experience of 21 years in a senior management role, who had been involved in a diversification strategy. Findings - It was concluded, through the development of a de facto model that there is a relationship between dominant logic and contextual intelligence, in terms of the awareness given to operating within context and the process of filtering information to effectively operate within dynamic contexts. Through the awareness given to the mental maps of dominant logic and 3D thinking, learning and unlearning of bias occurs, providing a leader with the ability to act with contextual intelligence to enable a diversification strategy.
Mini Dissertation (MBA)--University of Pretoria, 2017.
pa2017
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

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Chan, Kai-cheong Terence. "Hi-tech marketing in the Pacific Rim : a standardization or diversification strategy /." Hong Kong : [University of Hong Kong], 1992. http://sunzi.lib.hku.hk/hkuto/record.jsp?B1315218X.

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陳啓昌 and Kai-cheong Terence Chan. "Hi-tech marketing in the Pacific Rim: a standardization or diversification strategy." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B31265212.

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Niswonger, Jennifer R. "Effective Revenue Diversification Strategies in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7318.

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Nonprofit organization leaders increasingly encounter social burdens and financial difficulties, jeopardizing ongoing success and organizational sustainability. The purpose of this single-case study was to explore revenue diversification strategies used by 3 leaders of a small nonprofit organization in the mid-Atlantic region of the United States through the conceptual lens of modern portfolio theory. Data were collected via in-depth semistructured interviews, and member checking was used to facilitate accuracy, consistency, and integrity. Methodological triangulation included a document review and analysis of financial statements, tax returns, strategy objectives, the organizational website, social media, and nonprofit data reports. Data from documents and interviews were manually coded, and themes were identified using thematic analysis. Six themes emerged related to process strengths and opportunities for improvement including capitalizing on a mission-driven workforce; using a systematic strategic planning process; building relationships with partners, suppliers, and collaborators; integrating performance measures to areas of importance; and developing and implanting systematic methods to assess customer satisfaction and workforce engagement. The findings from this study might contribute to positive social change by providing revenue diversification strategies and the supporting processes that leaders of small nonprofit organizations can use to enhance existing services, expand community programs, and create ongoing organizational success.

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Wherry, Gavin Dennys. "Trends and Diversification in the Factory-Built Home Industry." Thesis, Virginia Tech, 2009. http://hdl.handle.net/10919/35986.

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The factory-built housing industry, while originating from mobile homes, has seen new industry-segments emerge such as, for example, modular, panelized, and pre-cut homes. These new segments have promoted the ability of existing producers to diversify. As producers of factory-built homes merge their production capabilities amongst these industry-segments the structure and the capacity of the industry is profoundly changing. This study looks at both the manufactured home industry-segment as well as the entire factory-built home industry to analyze how the current state of the industry is positioned to drive these foreseeable changes. Analysis of the manufactured home industry-segment is highlighted by econometric modeling of market share data across manufactured housings' product life-cycle curve. Results of this modeling mimic three periods of product life cycle change that ends with the current market share decline. Being so, it is concluded that manufactured housing firms are currently seeking fight or flight strategies to combat deepening market share losses. Producers of manufactured housing who persist in this industry-segment will confront mounting consolidation whereas producers who flee are likely to undergo strategic transformations. A mail questionnaire alternatively targeted the U.S. factory-built home industry to assess how diversification currently impacts industry structure and market share positioning. Results of this questionnaire reveal that two-product producers are strategically diversifying to hedge current demand fluctuations in the U.S. residential home market while also promoting market share positions. As a result it is concluded that product diversification positively impacts market share growth within the factory-built home industry.
Master of Science

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Al, Ameri M. H. M. "An evaluation of tourism development as diversification strategy in the United Arab Emirates." Thesis, Nottingham Trent University, 2013. http://irep.ntu.ac.uk/id/eprint/44/.

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The United Arab Emirates (UAE) has been transformed from a land of deserts into a land of opportunities within a span of four decades. The robust economic growth of the UAE is evident from the booming economic sectors such as real estate and construction, tourism and hospitality, telecommunications, shipping and logistics, retail and finance. This growth epitomises the success of an innovative state-led capitalist growth model, under an able leadership. The main objective of this study is to evaluate government policies towards diversification of the UAE economy away from its heavy reliance on oil. The research examines the UAE Government’s policies towards the tourism sector, especially the role of tourism in the diversification of its economy. For this purpose, the approach and methodology employed in this paper is qualitative in nature. A thorough review of the literature has been conducted to understand the historical perspective of resource abundance and oil curse theories and rentiers, city state and economic diversification concepts. Qualitative research methodology in the form of a case study was employed to obtain an in-depth analysis and evaluation of the performance and development of the tourism sector. For this purpose, the larger Emirates of Dubai, Abu Dhabi and Sharjah were selected. The results revealed that the exceptional growth of the UAE since the 1970’s has been triggered by the exploration of oil. The early realization of the resource curse by the government of UAE has resulted in various efforts being made to reduce the dependence and reliance on the oil sector for economic growth. The UAE has employed liberal and market oriented policies which laid a strong foundation for its successful diversification of the economy away from oil. The government has focused on non-oil sectors, particularly tourism, to ensure that the UAE becomes a regional hub for tourism and global investment. The UAE has invested billions of dollars into various non-oil sectors and has ensured that the oil sector’s contribution to the country’s GDP is reduced. The government has created a competitive as well as a coordinated atmosphere to ensure that all the seven emirates work towards the common goal of diversification and the development of the UAE economy as a whole. The vision of the government in making the UAE a preferred destination for tourism is gaining momentum, which ensures a significant increase in the contribution of the tourism sector to the National GDP. However, among the seven emirates, only Dubai, Abu Dhabi and Sharjah have taken serious policy initiatives to ensure the development of the tourism sector to ensure the increase in competitiveness and economic growth. Further thrust is required to increase the investment and development of non-oil sectors by all the emirates to ensure sustained development of the economy in the long run. There is more emphasis to focus on non-oil sectors, especially tourism, as the continued dependency on the highly volatile oil sector for wealth will affect the growth and stability of the economy of the UAE in the long run.

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13

Gary, Michael Shayne. "The dynamics of resource sharing in related diversification : a feedback simulation modelling approach." Thesis, London Business School (University of London), 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.325689.

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14

Смирнов, К. В., and K. V. Smirnov. "Рыночные возможности перехода промышленного предприятия к стратегии диверсификации : магистерская диссертация." Master's thesis, 2018. http://hdl.handle.net/10995/60794.

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Целью диссертационного исследования является разработка концептуальной платформы повышения конкурентоспособности производственного предприятия на основе совместного применения принципов Бережливого производства и стратегии концентрической диверсификации с использованием методологии проектного управления. Объектом исследования является рыночная деятельность промышленного предприятия ОАО «Северский гранитный карьер». Предметом исследования является система организационно-экономических отношений, возникающих в процессе перехода промышленного предприятия к стратегии концентрической диверсификации. Научная новизна диссертационного исследования заключается в разработке теоретико-методического обеспечения повышения конкурентоспособности промышленного предприятия, направленного на успешную и эффективную концентрическую диверсификацию деятельности хозяйствующего субъекта на основе интеграции концепции Бережливого производства с использованием методологии проектного управления.
The purpose of the dissertation research is the development of a conceptual platform for increasing the competitiveness of a production enterprise on the basis of the joint application of Lean Manufacturing Principles and the strategy of concentric diversification using the methodology of project management. The object of research is the market activity of an industrial enterprise. The subject of the study is the system of organizational and economic relations that arise during the transition of an industrial enterprise to the strategy of concentric diversification. The scientific novelty of the dissertation research is to develop a theoretical and methodological support for increasing the competitiveness of an industrial enterprise aimed at successful and effective concentric diversification of the business entity's activities based on the integration of the Lean Manufacturing concept using the project management methodology.

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Wang, Sue-Ling, and 王素玲. "Diversification Strategy Study." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/10268985843292804342.

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碩士
元智大學
管理研究所
93
A procedure is one of traditional products and family company case study, the story start from 30 years ago, and during these 30 years, one small family company become a global and international group, through the case study, we found this company well used strategies managment, for examples, Joint-Ventures, Licensing, Strategic Alliances, Acquisition, and Horizontal intergration, Vertical intergration and so on., to be great growing comany, and get a very good reputation all over the world. And through this case study, and show some good examples to show some Taiwanese company to find a new way to gain the strong postion to against chinese low cost competitors. According to this case study, we also found this company was a OEM manufactur only, after 30yeas experience, this company do has a lot of core competences to be a outstanding group in Taiwan and in the world. For example, R&D capability, Strategy management capability, Multi faced sales strategy, and Japanese style QC and Production control capability; Because of these four core competences, it caused this company become a big group; because of these four core competences, it caused this company can get through high entry barry new product''s lines; because of these four core competences, this company become a market leader, and big market suppliers to instead of original suppliers; we need to know the decision making and decision making procedure to understand whole pictures.

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Lu, Yu-Shan, and 呂玉珊. "Diversification Strategy among Multinational Firms." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/90387293915658443049.

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碩士
國立成功大學
國際企業研究所碩博士班
92
Theory suggests and previous results show that firm performance is initial positive but eventually levels off and becomes negative as the degree of international diversification increases. Theory also argues that product diversification can positively moderate the relation between international diversification and performance. Therefore, the main object of this research is to investigate whether diversification strategy can really create value for multinational companies. We use the diversification data from COMPUSTAT database during 1996~2002 as sample. 　　The empirical results find that the relationship between international diversification and performance is an inverted U shape, but we could not find signification evidence to support that product diversification can positively moderate the inverted U relation. Moreover, we find that related product diversification could more strongly moderate the relationship between international diversification and performance than unrelated product diversification.

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Lee, Guan-Shian, and 李冠賢. "Analyzing the ASEAN’s Concentric Circles Strategy of Regional Integration." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/31371884784366893485.

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碩士
國立中興大學
國際政治研究所
101
In the 1990s, as WTO trade negotiations fell into deadlock, the pursuit of bilateral and multilateral free trade agreements among states became the dominant trend around the world. In this period, most countries made efforts towards the establishment of free trade. Since the 1997 Asian Financial Crisis, regional integration has sped up in the Asia Pacific. Besides APEC, the world saw the emergence of various integration plans in Asia that centered on ASEAN: ASEAN plus One (ASEAN-China, ASEAN-Japan, ASEAN-Korea, ASEAN-Australia, ASEAN-New Zealand), ASEAN plus Three, ASEAN plus Six and the Regional Comprehensive Economic Partnership (RCEP). In addition, there is also the Transpacific Strategic Economic Partnership (TPP) and the China-Japan-Korea Trilateral Cooperation. These initiatives are all influenced by factors such as economic interests, regional balance of power and regional identity. Most recently, the three factors have contributed to the competition between RCEP and TPP. From an alternative perspective, the RCEP-TPP competition is an extension of the competition between maritime and continental power in terms of Asia regionalism. Currently, both the RCEP and TPP remain under negotiations. This study analyzes the content of the proposals and the interests of participating states in order to better understand the future of regional integration in East Asia.

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CHUNG, LIN LIANG, and 林良泉. "The Relationship of Diversification Strategy、Compensation Strategy and Performance." Thesis, 1995. http://ndltd.ncl.edu.tw/handle/35212651459962032201.

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Hsu, Hao-Yuan, and 徐浩原. "Multi-market Contact and Diversification Strategy." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/15246801507565325398.

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碩士
元智大學
經營管理碩士班(企業管理與服務科學學程)
104
This study uses the theories of multi-market contacts and competitive dynamics to explore the impact of competition among firms on individual corporate strategy. Com-petition among firms describes that firms have multi-market contacts when they con-front each other in several geographical or product markets. Theoretically, Baum & Korn (1996) think that multi-market contacts lead to mutual forbearance while Alex-ander (1985) ; Mester (1987) argue that intensive multi-market contacts increase com-petition rivalry. This study further adopts the theory of competitive dynamics to exam-ine the effect of multi-market contacts on a firm’s diversification strategy. Using the convenience stores in the Taiwan retail industry as an empirical setting, the results of this study indicate that multi- geographical-market contacts positively affect a firm’s diversification. However, multi-product-market contacts would negatively moderate the relation between multi-geographical-market contacts and firm diversification.

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Lin, Mi-Yi, and 林民頤. "A Study of Diversification Strategy and Performance." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/24101983403861392853.

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碩士
國立交通大學
管理學院碩士在職專班科技管理組
99
Diversification is one of the major approaches adapted by companies seek to expend its revenue and profit. Many studies had indicated that proper diversifying may fuel the growing of the company and disperse its operation risks; however some also showed that inappropriate diversifying may reduce earnings and even threaten the continuation of company’s core business. By investigating the diversification mode and management style of Far Eastern Group, which is the typical example of diversified enterprise in Taiwan, this study is conducted to explore the factors that affect the performance of diversification and to generalize issues how to proceed diversifying in a proper way. The results of this study indicate that: 1. The main strategies/abilities applied/owned by FEG that advance the fine performance of the group are the following: (1) the decision-making logic to entering a new business area; (2) the management of synergy (3) the choice of the entering mode of diversification; and (4) the company’s general management style and ability, in which the style and ability includes moderate financial policies, innovation, open minded and integrating with the international resource, the emphasis on management of details and on internal control system, information management and application competence, and the emphasis of sustainable development and social responsibility. 2. The extending range of the business area of Far Eastern Group may have caused the corporative resource over-dispersed, therefore limited resource allocated to the individual business units, and harmed the competitive power and profitability of the units and the whole group. 3. Other key factors that affect the performance of Far Eastern Group include (1) the comparative advantage of entering a new business area (comparative to other companies of the same trade field), and (2) the competitive characteristics and the life cycle stage that the new business industry belonging to. While the prior factor affected the performance mainly in the early stage, the later one affected the performance in any stage of the development of the new business.

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Tseng, Ching-Chi, and 曾慶基. "The Case Study of Conglomerate, Diversification Strategy." Thesis, 1998. http://ndltd.ncl.edu.tw/handle/30320612679517565540.

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碩士
國立雲林科技大學
企業管理技術研究所
87
The Case Study of Conglomerate, Diversification Strategy －From Traditional to High -Tech Industry Student: Ching-Chi Tseng Advising Professor: Hui-Yun Yu , Ph.D. Institute of Business and Administration National Yunlin University of Science and Technology Abstract Enterprise groups have always enjoyed greater resources than non-group enterprise; from financial resources to personnel and even the development of certain core resources, groups can use the foundation of their greater resources to integrate themselves and to ensure profit for each internal unit of the group. As a result, in Taiwan area, the majority of such business groups have traditional manufacturing as their competency-base. In traditional manufacturing industry, there is a relatively low concentration of technology, a high concentration of labor, and low business environment uncertainly. These different characteristic between high tech and traditional manufacturing industries might affect the decision making and future management policy for such traditional enterprise group investing in high technology industries. By using group diversification and strategic management theory , this thesis try to explore the investment strategies and development of such groups in high technology. Four case studies are presented and analyzed, and findings and suggestions presented as summarized below: (1) Ideas and Motivations for Groups to Invest in High Tech Businesses The idea for traditional groups to diversify into high tech business comes majority from outside recommendations and internal promotion. The motivations for such investment are chiefly growth and financial consideration. From the perspective of synergy consideration, the motivation is to raise the rate of use present financial resources; other factors relating to overall efficiency are less developed. (2) Influential Factors of Group Diversification to Invest in High Tech Businesses Overall Factors Group decision to invest in high tech businesses are influenced by outside factors, such as the overall economic environment of production and internal factors, such as the group''s resources and capabilities. Factors related to Financial & Technological Resources and Risk Consideration Relatively larger-scale groups which pursue aggressive investment tend to invest in IC upstream production, with its greater level of technology and financial requirements. Conservative groups go for downstream IC production which requires less technology and has less stringent financial requirements. The smaller scale groups invest in downstream IC production because of the lower technological and financial requirements. Factors related to Group Unique Strengths If the original group owned the downstream diversification & logistic place strengths, the investment choice will be for the IC downstream manufacturing field; if the firm has large-scale production advantages, it will choose large-scale upstream IC manufacturing fields in order to bring its advantages into full play and be competitive in the IC business. (3) Entry Strategies for Groups Investing in High Tech Business Traditional groups entering high tech businesses mainly use creative investing and staged entry as a strategies. (4) Headquarters Control Model for New Businesses The business control model of the group headquarters for new businesses and degree of intrusiveness can be divided into high involvement and low involvement. The high involvement model groups use concentrated control or strategic planning control style, it''s a difficult and complex coordinate model, but it is easy to stragetically adjust overly high operation costs, and where the new business is totally controlled. At appropriate times, the group assists in the development of the new business. Low involvement model business groups use financial controls or strategic controls as a management style, It''s a simple coordinate model , By using this style, new business has a high degree of autonomy with regard to responding to changes in technology and market strategy, but there exists a risk to the group in that the new business is difficult to control. (5) New High Tech Businesses Development of New Business Organization The development phase can be divided into (1) the incubation period; (2) the seed period and (3) the business organization period. In large-scale groups this process is overseen by a standing group and is directly under high policymakers; the important leaders of the future new business also come out of this group. Small scale groups do not have this capability. During the seed stage, the organization establishes a work group, task force or committee or similar temporary organization, and formal company operations are established as the new business develops. Human Resource Development and Group Resource Operations in New Business The Human Resource development in most large-scale groups based on the strategy of "managerial talent is allocated within the group; technical talent is contracted from outside". Internal adjustment of human resources causes concern that the human resources of the mother corporation are becoming thinner as a result, and so may be controlled. Small scale groups, due to their lack of human resources support, depend on contracting talent from outside for all their personnel needs. In terms of contracting technical talent, large-scale groups use their reputation, salary incentives, stock options, the lure of high positions, and the challenge and scope for development in a new company as the major attractions for outside talent. Such groups are at an advantage over other groups which do not have such a considerable business reputation. The Needed Management System for New Developed Business Large-scale groups are better than smaller groups at making best use of the group''s advantages to support new business development. They also make good use of the original group''s managerial system and experience with the aim of reaching the optimal efficiency for the entire group. Those subsidiaries who experience a high involvement control from the mother company are more likely than those with low involvement to benefit from the group''s internal managerial systems and experience, to reach the goal of obtaining complete control. Traditional group which invested in high tech businesses uses the original group management systems. If the original organization''s technical and market related systems are used, there is the concern that these will not suit the new enterprise; indeed, such systems could have a negative effect on the development of the new high tech business, and should be appropriately adjusted and changed. 目錄

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Pu, Yeong-Shiau, and 蒲永孝. "Diversification Strategy for Medical Centers in Taiwan." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/11977167829376315215.

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碩士
國立臺灣大學
高階公共管理組
95
The National Health Insurance was launched in Taiwan in 1995. Hospital global budget system was initiated in 2002. Because almost all health care facilities increased medical service amount, the reimbursed floating values appeared to decline gradually. The Taiwan’s health care business thus has become a highly competitive yet low profitable industry. The operating and financial performance of most health care facilities, especially those of public sectors, became deteriorating progressively. Worst of all, financial support from the government has been reduced over time due to the poor financial status of the government itself. It is thus urgent that the medical community find a way out of the crisis. The focal hospital is a leading academic medical center in Taiwan, of which the core competitive strength (including the brand name, talent capacity and the culture of pursuing excellence) and the professional performance are well-recognized characters among all other medical centers. However, the competitive strength has not been fully explored. The focal hospital is in public sector which faced a significant financial distress in recent years. It is because of the non-medical revenue from businesses such as the market center, food court, and parking lot as well as the financial support from the government that the focal hospital can be devoid of a huge deficit and able to dispense rewarding bonus to its employees. To achieve the pre-determined institutional goal, ie. to be the leading university hospital in Asia, the focal hospital needs to explore more financial resources for its strategic development and growth. The study thus raised relevant questions and tried to provide solutions. The study also lists up potential directions of development of the focal institution at various stages. This is a case study which is focused on the following three questions: (1) How to deal with the financial distress of academic medical centers in Taiwan (short-term goal) (2) How to achieve the pre-determined institutional goal (mid-term goal) (3) How to transform the focal hospital into an ever-lasting new generation medical enterprise (long-term goal) It has been shown that business diversification is one of major strategies that corporates including medical industry would take when they manage to turn a crisis into an opportunity and to improve their financial status. There have been a few everal examples of non-medical operations inside the focal hospital. However, there have been no actual large-scale diversified business operations. To diversify, it is imperative to take into consideration as (1) whether to authorize the use of brand name of the focal hospital, (2) whether to share the equity of the new business, and (3) whether and how to succeessfully transfer core technology and management skill. To identify key success factors for strategic strength analysis, it is crucial to include inner resources analysis as well as outer environmental analysis. With an evaluation of the current trend of the health care industry and analysis of the competitive strength of the focal institution, the study herein suggests 12 categories of potential diversification as follows: (1) Chain health checkup business (2) Chain specialty care center (such as: plastic surgery and cosmetics center, dialysis center, rehabilitation center, etc.) (3) Chronic care center (such as: nursing home, elderly insitituion, subacute care center, etc.) (4) Combined clinical pathology and laboratory medicine business (5) Contract Research Organization (6) Publication service in medical and health care (7) Advanced clinical educational courses (8) Chain stores for health food, medical device, supplies and over-the-counter medicines (9) Biotechnology firm (10) Independent medical insurance system (11) Construction of a focal-hospital-centered medical alliance (12) International exportation of medical technology After a thorough literature search and case analysis, the study suggests that to adapt to the current unfavorable environment, the focal hospital may, by way of related diversification, achieve the following goals: (1) Short-term goal: To improve financial status and empower medical professions Based on the core competitive strength (brand, talent, and the culture of pursuing excellence) and core professional technology, the focal institution may significantly increase revenue and improve financial performance by taking on diversified business. (2) Mid-term goal: To become the leading hospital in Asia (A1) By taking on diversification, the focal hospital can improve the financial performance and harvest adequate resources for improving its task on research, medical education, and clinical services. The focal hospital can also be able to construct a major medical alliance by exerting its impact on the domestic medical community, increasing the market share of its diversified business, and establishing a value network along the supply chain vertically and horizontally. The focal institution-based medical alliance can then emerge in the greater China and exert its influence on the regional community of Asia, obtain international recognition and resources, and march toward the A1 objective. (3) Long-term goal: To build up an ever-lasting international medical enterprise Once the domestic medical alliance is established, it can further extend its diversification investments into the greater China and Southeast Asia where operations may be focused on branch hospitals, chain health checkup business, contract research organization, medical insurance firm, biotechnology firms, etc. The establishment of the full-range business can then ensure an ever-lasting medical enterprise.

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Chueh, Ta-Wein, and 闕大為. "The unrelated diversification strategy in Taiwan’sTextile industry." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/94773222147071077820.

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碩士
國立臺灣大學
臺大-復旦EMBA境外專班
103
Since textile industry in Taiwan has shifted labor power to other countries in recent years, the cost of labor has increased and we are facing Chinese market and other challenges, many companies have considered restructuring in order to increase their revenue. This research aims to analyze some unrelated diversification strategies in Taiwan’s textile industry. The research method exploits data from China Credit Information Service, LTD. (CCIS), and uses secondary data to do case study analysis. It adopts three textile companies which are dabble in unrelated diversification: The Far Eastern Group, The Ruentex Financial Group and Tainan Spinning Corporation. The results show that the textile industry is developing in accordance with Taiwan’s economic trend. The textile industry tend to invest in real estate, converting land into a residential area generates greater income. In addition, investing in the distribution industry attracts more people and money. Besides, it does not affect prosperity and through customer relationship management, it attracts customers for repeat business. Consequently, these three companies all seem to have obtained a huge benefit from investment in real estate and the distribution industry. In addition, investing in the financial industry brings costs down as it reduces costs due to commissions and lowers business risk. Investing in the medical and education industry also promotes the industry’s business image because these two are essential to public welfare. Keywords：Textile industry,unrelated diversification,investment, The Far Eastern Group,The Ruentex Financial Group,Tainan Spinning Corporation

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Wen, Sun-Po, and 溫舜博. "A study on Chile’s export market diversification strategy." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/87932191184685572219.

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碩士
淡江大學
美洲研究所碩士班
102
Chile is one of the most liberal and open economy in the world, actively pursuing export-oriented policies, in recent decades, in expanding and diversifying its production and export markets. The main purpose of this study is to explore Chile’s export diversification strategy from the perspectives of free trade Agreements, global production network, policy network and national branding. The study found out that Chile is increasingly diversifying its export markets which are global rather than regional. Therefore Chile has become a member of the global production network. With implementation and continuous innovations in policy instruments of developing diversified markets such as forming industrial clustering, promotion of national brand and signing FTAs. Chile has built a competitive capability which helped in achieving a healthy industrial development.

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25

Chen, Kuang-Yang, and 陳光陽. "An Empirical Study of Diversification and Production Strategy." Thesis, 1997. http://ndltd.ncl.edu.tw/handle/34062058191835186325.

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26

YU, TSUNG-HAN, and 余宗翰. "Strategy of Diversification and Internationalization with Performance--- Foodstuff industry." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/30699607101539713358.

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碩士
實踐大學
企業管理研究所
91
The article is researched during the period for 2000 to 2001. A sample target of the research is the Taiwan Stock Exchange of listing and unlisted company.The study topical subject is Strategy of Diversification and Internationalization with Performance-Foodstuff industry.Therefore,Our sample must to be Diversification Firms 、Internationalization Firms or both. The research isn’t put the proof the effect on Diversification and Performance. The research isn’t put the proof the effect on Internationalization and Performance. But the research put the proof to have positive effect on Diversification and Performance. The research to go a step further,that a Related Diversification industry have more positive reinforced the affect to Relation on Internationalization and Performance.

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27

Hung-NingTing and 丁紅寧. "The Relationship between Diversification Strategy and Cost of Capital." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/wy336v.

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碩士
國立成功大學
財務金融研究所
103
The main purpose of this study is to explore the relationship between diversification strategy and the cost of capital, and provide Taiwanese companies with advices while doing the diversification decision making. We obtain data from Taiwan Economic Journal (TEJ) database during the period of 2004 to 2013. The total sample is 4,048 firm-year observations. We employ multivariate regression analysis to analyze the degree of diversification strategy’s impact on cost of equity capital, cost of debt capital, and the weighted average cost of capital. The results show that the degree of diversification cannot affect corporate cost of capital, implying that stakeholders are not convinced by the risk reduction through firms’ diversification strategies.

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LAI, WEN-SHIOU, and 賴玟秀. "Corporate Governance and Business Group Strategy of Corporate Diversification." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/gmc5g3.

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碩士
國立中正大學
會計與資訊科技研究所
106
The main purpose of this study is to investigate whether the quality of the corporate governance mechanism will have a significant impact on the group's diversification strategy. Therefore, four corporate governance variables are included: CV, INST, BOARD and DUAL, and two indicators of industrial relevance: the vertical correlation and complementarity proposed by Fan and Lang (2000) as a measure of the degree of enterprise diversification strategy. This study takes the group companies listed above from 2002 to 2016 as a research sample. Empirical results showe that the higher the deviation of the equity of the group companies. It implies that the more serious the agency problem, the more diversified the strategy will be adopted. While the proportion of institutional investors in a group enterprise is higher, the stronger the supervision power, the management will not adopt a diversification strategy; the size of the board of directors of the group and the diversification strategy also showed a significant negative relationship; in the case of the chairman is the same as the general manager that is a positive relationship with the diversification strategy, but it is not significant statistically. The study suggests that it may dilute its significance because of the checks and balances of both positive and negative forces.

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29

Lin, Chun-Kai, and 林俊凱. "The Relationship between Diversification Strategy and Corporate Financial Crisis." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/rwpadp.

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碩士
國立彰化師範大學
財務金融技術學系
106
Based on data of listed companies on Taiwan Stock Exchange (TWSE) through 2006~2016, financial crisis is dependent variable of this paper, this factor is dummy variable.The reserch discuss whether diversification strategy affect the occurrence of corporate financial crisis or not. Whether the company size and shareholding structure also affect the occurrence of corporate financial crisis or not.Read the reserch on financial distress prediction model ,find the debt/asset ration, the return of asset and the major accounting firms also affect the occurrence of corporate financial crisis.This paper’s research instrument is logistic regression analysis. Empirical result shows highly diversified companies increase the occurrence of corporate financial crisis.But diversified companies increase the occurrence of corporate financial crisis is nonsignificant.

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30

Hsu, Jia-Rong, and 許嘉容. "The Diversification Strategy of Financial Institutions and Statutory Restrictions." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/68175024674187719905.

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碩士
國立臺灣大學
經濟學研究所
98
During the years from 2000 through 2002, several statutes of “The Financial Institutions Merger Act”, “Financial Holding Company Act” and “Business Mergers and Acquisitions Act” were promulgated and enacted. In these Acts, new choices for merger and acquisition, types of corporation, simplification to merger procedures and costs of transaction and opportunity are created to lead enterprises to conclude merger and acquisition and reorganize the market subject to such new Acts. This thesis uses diversification strategy of business operation as a basis and starting point to compare with current statutes to see if the laws have provided the most effective method of operation for enterprises or, on the contrary, if the method provided by laws are just diverged from the most effective operation strategy under economic theory. We expect to provide justified suggestions for effective laws to promote the most effective means of diversification operation as well as merger and acquisition. It is confirmative that a loosing of statutory restriction and promotion by governmental authority may hit the target of pushing financial institutes to integrate and perfect their respective diversification strategies. However, as resulted from legislative background and other factors, “The Financial Holding Company Act” and “The Financial Institutions Merger Act” do not provide economical efficient means of merger that could be adopted by reasonable transactional parties. Only three (3) means of merger, general assignment and general assumption are provided to financial holding company to conclude a merger and acquisition (see Article 18 of “The Financial Holding Company Act”) though this Act permits mergers among financial holding companies. “The Financial Institutions Merger Act” merely provides solutions for fundamental and questionable financial institutes (such as merger or general assumption) and ignores providence of simple procedures, taxation inducements and special merger and acquisition means for financial institutes. Other than the Acts above, “The Business Mergers and Acquisitions Act” provides the most diversified means of merger, share purchase, asset purchase, share transfer and share split for enterprises to integrate their resources. Current solutions of related statutes are: 1. To apply means of merger subject to “The Business Mergers and Acquisitions Act” and apply “The Financial Institutions Merger Act” as well as administrative ordinances to supplement the special characters and supervision for mergers of financial institute. 2. To amend “The Financial Institutions Merger Act” to increase other merger and acquisition modules; to apply some basic statutes of taxation measures and employment of employees of “The Business Mergers and Acquisitions Act”; to amend “The Financial Holding Company Act” to include mergers among financial holding companies, mergers that will result a company to become a son or grandson company of a financial holding company, and those mergers among such son and grandson companies for current needs.

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Yu, Hsin-Chen, and 余欣蓁. "The Empirical Research of Annual Report Disclosure and Diversification Strategy on Financial Company Performance and Moderating Effect of Financial Holding Company on Diversification Strategy." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/45832506995459780304.

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碩士
崑山科技大學
企業管理研究所
99
This paper investigates the impact of diversified strategy and annual report disclosure on market performance of financial industry firms and discuss the moderating effect of financial holding company on diversified strategy. We adopted Entropy method to measure the degree of group diversification and follow 8th Security and Futures Institute evaluation system and use content analysis method to measure the annual report information disclosure. By using a sample of interlocking group of financial firms listed on the Taiwan Stock Exchange (TSE) and Taiwan’s over-the-counter market from 2003 to 2009. The regression results find: There exists significantly positive association between firm performance and diversified strategy. However, there exists significantly positive and insignificantly negative effect of related and unrelated diversification on market performance, respectively. There exists insignificantly positive relationship between annual report disclosure and market performance. The moderating effect of financial holding company on total and related diversification have weaken, while moderating effect of financial holding company on unrelated diversification has enhanced. The contributions of this research include third fold: First, it provides evidence that the impact of financial groups diversified strategy on firm performance. Second, we provide the moderating effect of financial holding company on diversified strategy. Third, we replenish evidence about the effect of annual report information disclosure on financial company performance.

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Lee, MIN-TI, and 李明泰. "The Research of Core Competence and Strategy of Corporate Diversification." Thesis, 1996. http://ndltd.ncl.edu.tw/handle/86998809911097127272.

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碩士
國立中山大學
企業管理研究所
84
Because the game rule has changed in the industries, the resource -based model becomes more popular when enterprises diversify.Due to this reason, this research creates a practical model of diver -sification, which combines the concept of core competence and strategic intent. Practicing this model, enterprises can get growth by means of using resources well and diversifying in such a competitive environment. The research obtains some conclusions listed below： 1 .In the industries,it should be recognized that the game rule has become internal resource-oriented which was external market-oriented before. 2 .Enterprises should be viewed as a portfolio of core compe -tences instead of products. 3 .Diversification should be viewed as a mean instead of a final object. 4 .The selection of diversifying businesses should be judged by the criteria of skill transfer or resource sharing in the present or future. 5 .Due to the fact that all long-lasting competitive advantages are based on strong human resource advantage, it should be known that the leadership should be more people-oriented when managing a company.

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Chen, Yung-lin, and 陳泳霖. "The Diversification Strategy of Nextmedia Limited: A Resource-based View." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/17908376162541369845.

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碩士
國立交通大學
傳播研究所
101
With communication technology innovation, deregulation, and other extraneous factors which might affect corporate development, the media corporates have found their way to expand into larger firms or even conglomerates. Nowadays, it’s not likely for a corporate to stick to only one market or industry; instead, the innovative media technology facilitates media corporates to develop new businesses and to further improve their corporate revenue. Instable environment of media industries in Taiwan as it is, the resource flexibility possessed by media corporates becomes more important than ever to achieve the competitive advantages. Therefore, the Resource-Based View (RBV) of the strategic management is applied for the present study to analyze the media corporates in Taiwan. The Hong Kong-based media corporate—Nextmedia Limited— has been chosen as a case for the study due to its outstanding performance on different businesses in Taiwan and the in-depth interviews and document analysis is utilized as the methods for data collection. The present study found that the Nextmedia is a low-diversified media corporate using only internal development to extend its businesses. Applying resource-based view, related diversification uses more intangible resources such as human resources; conversely unrelated diversification emphasizes on physical resources such as land and capital. Meanwhile, the content as resource is conditionally shared among unrelated business units instead of related ones. Financial motive is mainly the reason why the Nextmedia make their related diversification; and corporate growth is accociated with unrelated diversification. Finally, the present study found that the leader of the corporate is a dominate factor for resource allocation and all diversification strategies.

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34

Huang, Shu-Yuan, and 黃淑媛. "A Case Study of Diversification Strategy for Defense-Aerospace Business." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/28660067025278945618.

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碩士
東海大學
管理碩士學程在職進修專班
94
ABSTRACT The case company has evolved from a unit of the Ministry of National Defense, and has been reorganized to a government-owned corporation under the supervision of the Ministry of Economic Affairs. The purpose of the study was to examine how the case company applied its capacity to diversification strategy, thereby pulling out from the quicksand of decreasing defense budget and the ambiguous national policy on the aviation industry. Reasons for the case company’s diversification lay mostly in the strength of the versatile human resources, particularly in engineering and fabrication. However, the complexity increased due to its triple role as a major national defense supplier, a new entrant into the global aerospace industry, and a government owned company with operational restrictions. This study tried to develop a model for performing business diversification while avoiding risks and limitations. The conclusions are: 1.Business diversification can change the status quo of a company. However, the environment of new business model is totally different from that of the defense industry. Therefore, the organization must establish flexible operating mechanisms. 2.In applying a diversification strategy, we should pay more attention to the selection of subject business and cultivate that business’s core competency while using the following criteria to evaluate the potential to be successful. 。Is market-oriented thinking applied? 。Are the complimentary core competencies acquirable? 。Are the necessary organization and systems in place to run the business? 。Do the new businesses increase shareholders’ value? 3.If a new business requires external expertise to reduce operation risk, the joint venture or strategic alliance mode of organization with private enterprise is a good option. It can break through the non-economic barriers and inject positive energy into business management, and it also minimizes interference from the governmental administration and legislation system. As the business is selected based on the company’s existing capabilities and resources, it is recommended to start by establishing a profit center, and then spin it off as a separate subsidiary company at a later time, when appropriate, in order to form a conglomerate. 4.The case company applied “Supply Chain Management” concept to integrate and manage its businesses.

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35

Chiu, Hsien-Yao, and 邱顯堯. "Research on Diversification and Internationalization Entry Strategy of Traditional Industries." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/9wk8x5.

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36

LIAO, YI JENG, and 廖宜徵. "The relationship between group company diversification strategy and earnings management." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/jartn2.

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碩士
國立中正大學
會計與資訊科技研究所
107
The main purpose of this study is to investigate whether group companies have a significant impact on the earnings management of the enterprise after employing the diversification strategy. The industrial relevance of the vertical correlation and complementarity proposed by Fan and Lang (2000) is used as a diversification measure. For the diversification of the group companies, the earnings management includes the accrual-based and the real earnings management. The research period was from 2008 to 2017, and the samples were mainly based on group companies with public offerings. The empirical result shows that the vertical correlation and earnings management of the group companies are not statistically significant. This result suggests that it may be the positive and negative power of earnings management between the group companies, and dilute its significance. The complementarity of group companies is negatively related to earnings management; the higher the level of complementarity of the group, the lower the level of earnings management tends to be.

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37

Su, Pei-Yi, and 蘇姵伊. "On the Diversification Strategy of Family Control Groups:The Case of Taiwan." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/74027039624036840537.

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碩士
朝陽科技大學
財務金融系碩士班
95
This paper investigated the motivations behind the diversification strategies of family control groups and non family control groups respectively. By using a sample consisted of data of listed companies in Taiwan, we test the effectiveness of the agency cost hypothesis and the risk-reduction hypothesis. The major empirical results are as followed. Firstly, it’s shown that family control groups were more diversified than non family control groups. Secondly, family control groups had engaged mostly in related diversification while non family control groups had engaged in unrelated diversification. Thirdly, in the case of family control groups, the value losses from diversification were significant smaller than that of non family control groups. The results of this paper supported the agency cost hypothesis.

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38

Lee, Yen-Liang, and 李彥良. "The Study of Corporate Diversification Strategy - the Case of H Corporation." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/76089520292651186346.

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碩士
雲林科技大學
商管專業學院
98
Enterprises in Taiwan had accomplished the world-famous “Economic Miracle”, however, when facing fierce competition resulted from Globalization, there is a need to transform for continued growth. Diversification strategy is one of the options of business transformation. This research uses case-study methodology and takes H Corporation as an objective to explore its critical diversification strategy in its corporate history, including diversification motivation, decision-making logic thinking, way of implementation and the reasons, difficulties encountered and ways of breaking through, as well as the positive and negative impacts to original business unit. By means of combining and analyzing the result of in-depth interview with extensively-collected secondary data, we are able to summarize the research findings as below for reference: 1. Inherent progressive stamping technology contributes to the success of diversification and results in synergy. Upgrading inherent progressive stamping technology is a critical decision to diversification strategy. 2. During the progress of diversification, when underfinanced, one can produce profitable products for funding as an interim product development policy first, and then invest in target products development. 3. Out-sourcing and training would help internalize technology, overcoming technology deficiency. 4. Stock public-listing promotes corporate reputation. The reputation of public listing and employee stock option plan attracts more qualified job seeker to join in. 5. When entering an unfamiliar industry, it is a good idea to undertake the risk of tooling to win customer’s order and build up reputation at beginning, then attract other customers. 6. Giving up the over-competitive and non advantage product but focus on core technology. Technology and production efficiency are the tickets to IDM supply chain which turn loss into gain. 7. New Electronic SBU enhances the QA and internal control system, and product quality of original Stationery SBU. The utilization of integrated resources also achieves synergy. 8. Owing to different characteristics between lead-frame and stationery industries, there are cultural conflicts between new Electronic SBU and original Stationery SBU.

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Wu, Chin-ho, and 吳錦河. "A Study on Clinics Acceptance of Diversification Strategy in Biotech Products." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/36952813545660192061.

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碩士
中臺科技大學
健康產業管理研究所
100
Abstract The biological technology industry is quite extensive, related products have become a sensation in retail marketing. Therefore, well diverse management strategies can not only satisfy and accommodate the multilevel requirements of consumers, but also enhance business performance. This study is to evaluate the biotech product is degree of satisfaction, recommendation and new product acceptance on clinics. Then formulate a suitable diversified business strategy. This investigation is based on the answers of surveys sent to clinics who are customers of one of the biotech company. The company sent out 350 surveys and received 140 of them back. Giving us a response rate of 39%. We employed the Likert Scale to evaluate customer satisfaction, and new item acceptance; with Net Promoter Score, NPS estimates the recommendation. The survey exhibit the degree of customer satisfaction toward the medicine with a score of 3.09 ±1.49; toward the medical equipment the score is 1.71 ±1.69; dietary supplement scored 0.54 ±1.32. The NPS (%) of recommendation rate toward the medicine is 17.9. The NPS (%) toward the medical equipment is -16.3. The NPS (%) toward the dietary supplement is -55.1. The customers’ acceptance to the dietary supplement product is 3.77 ±0.94. The customers’ acceptance to the diagnostic regent is 3.13 ±0.97. The customers’ acceptance to the herbal medications is 3.12 ±1.05. Furthermore it was discovered during our investigation that any change population dynamics will have a drastic impact on numbers reported. As a result, projection the diversity management strategy for new medication is the top priority. Otherwise, to gain customers’ satisfaction and endorsement, aggressive promotion of new unique medical equipment and dietary supplements is vital to increase company performance. Keywords: biotech product, clinics acceptance, net promotor score, diversification strategy

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40

Sung, Po-Chun, and 宋柏均. "Organizational change and strategy of diversification for Taiwan International Ports Corporation." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/68936612797649092404.

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碩士
國立清華大學
經營管理碩士在職專班
101
Most of the countries in the world take the position of managing separation of government agency and enterprise for the purpose of enhancing the efficiency and competitiveness. In the perspective of Taiwan, the system of harbors management is a combination of administrative supervision and business administration. In order to keep up with the global trend of corporatization, Taiwan International Ports Corporation (TIPC) was established on March 1, 2012, responsible for the management and operation of the ports. In the beginning of the transformation, Taiwan International Ports Corporation resolved to invest in new businesses or set up constituent corporations except for maintaining traditional ports operation. Moreover, the current human resource was best relocated for financial maximization and competitive effects. For TIPC, diversification is a 100% sure direction to move forward. However, the key factors to succeed depend on how to estimate various investments and handle the issues of systems, regulations, budgets, coverage of sales, and so on under restricted conditions. The research focuses on the cases of diversification managements of major port holding groups all over the world for TIPC's reference. In addition to suggesting specific potential investments, the research covers the the evaluation of diversified investments, the organism of founding branch corporations, the administration and control of reinvestments.

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Chiang, Yi-Chen, and 江逸塵. "A Study on Performance Evaluation for Taiwan Pharmaceutical Company Diversification Strategy." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/60568705343544262734.

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碩士
國立中山大學
國際高階經營管理碩士班
101
The business model of Taiwan local pharmaceutical company is different from original pharmaceutical company. Taiwan local pharmaceutical company gets major profits by selling generic products. Recently, the profits were deeply influenced by the policy of BNHI, especially the Drug Price Survey. The drug price would be sharply cut by BNHI and the reimbursement was lower and lower after the Drug Price survey. Based on this situation, many Taiwan local pharmaceutical companies are striving diversifying their development strategies to increasing margin and profit. After reviewing previously articles regarding Taiwan local pharmaceutical company diversification strategies, they all had mentioned. But a few articles discussed the result of these diversification strategies. One of the main purposes of this thesis is to investigate selected local companies business performance and key successful factors based on the diversification strategies according to their annual finance reports from 2002 to 2012. The other one is to summarize the successful models to figure out the suggestions for companies that want to diversify in future. The method of the investigation utilized the selected companies’ annual finance report including the gross sales, fixed capital investment, R&;D investment, and free cash flow, and compared to each other. The finding of key successful factors of these companies are focusing on oncology therapeutic products, and economic scale of production, developing OEM model of drugs, market expansion to emerging market, penetration to self-payment drug and consumer products. At the result, there are totally 4 suggestions and directions for local pharmaceutical company if willing to implement diversification strategy as following and hopefully workable: 1. Focus on oncology products 2. Generics products differentiation 3. Develop OEM business model 4. Market expansion to emerging market

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42

廖麗琴. "The diversification strategy of a state-run enterprise-Chunghwa telecom Co." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/55415666378988752128.

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43

Chih-Wen, TengChih-Wen TengCHIH-WEN TENG, and 鄧智文. "The Diversification Strategy Of Key Success Factor- From Resource-Based Theory." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/6s8uxb.

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碩士
中國文化大學
國際企業管理研究所
97
As the firm’s operating environment undergoing fast change, the economies of scale and scope of our business is not adequate to meet the growth demand. Especially when we became the member of WTO, our business is facing the critical challenge from the emerging coun-tries and the middle and Eastern Europe. This study is trying to investigate the correlation among the vari-ables of resources base organizational learning out of firm develop-ment and core competence, and is there any relatedness to be applica-ble for different industries? So that we can develop the KFS (Key Factors to survival and success) for firms to adopt for their business development and further growth. From the course of studying , we find that the key success factor will be change because of variety of industry, products, difference of time in enterprise. And the key success factor is the important to the competition advantage in the industry of enterprises. And from the viewpoint of resource basic theory to obtain and enhance enterprise’s competition advantage should be based on the resources the have had. Case study is employed to investigate the case firm of W company. Carry on the collection of the data through deep interview way, use to probe into enterprises to carry on in many angle course of develop-ment tactics. The case study use to probe into enterprises and carry on it in many angle course of development tactics, enterprise resource foundation, it is key ability and horns many take tactics relation among not developing and can be applicable in different industries? In the hope of finding out the successful factor of key of development of the tactics, to be used as the reference of enterprise's operation tactics.

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LIN, HUEI-JING, and 林慧菁. "Income and Asset Perspectives: Do Taiwan Banking Benefit from Diversification Strategy?" Thesis, 2019. http://ndltd.ncl.edu.tw/handle/bub685.

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碩士
僑光科技大學
財務金融研究所
107
This paper intends to examine if the diversification strategy can improve the performance of bank or not? The results of the study are consistent with the hypothesis of expectation. In other words, the bank market in Taiwan supports the bright side of diversification. The comprehensive benefits of the diversification strategy exceed the relevant costs and promote the profit ability. The higher the degree of diversification, the bank’s financial performance is. On the other hand, the results of the study have also shown that large-scale banks with multiple sources of revenue and asset can enhance their ability to generate profits and enhance the company’s financial performance.

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XU, ZHI-XHONG, and 許致中. "A study on diversification strategy and performance of corportion in Taiwan." Thesis, 1987. http://ndltd.ncl.edu.tw/handle/25483352005208463611.

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Lin, Fu-Lung, and 林福龍. "Diversification Strategy of Plywood Industry in Malaysia – A Multi-Case Study." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/n2j68t.

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碩士
國立中山大學
管理學院高階經營碩士學程在職專班
107
Abstract As a traditional industry in Taiwan, plywood industry was one of the top three exporting sectors in the early 1970s. In the late 1970s, Taiwanese plywood manufactures began to shift businesses to countries of origin (i.e., Malaysia and Indonesia). Having been exploited for more than 60 years, however, the natural resources in said countries of origin have substantially been depleted. As Wang Yung-ching, a renowned Taiwanese entrepreneur known as God of Management, stated, “There is no sunset industry, only sunset enterprises,” this study aimed to examine the development of Malaysia-based Taiwanese wood companies and to explore strategies enabling these companies to achieve sustainable management, transformation, or diversification management under the circumstances with limited resources and environmental problems. Several business theories and models were adopted to analyze the existing Taiwanese plywood manufacturers in Malaysia. 1) Porter’s five forces analysis and SWOT analysis were conducted to discuss internal–external competition, market growth potential, and problems faced with said manufacturers. 2) Qualitative research was implemented through in-depth interviews with numerous companies involved in this study to reveal the process of diversification management. Resource-based view was also applied by exploring business resources to determine factors that essentially affected diversification outcomes of studied businesses. 3) Suggestions were provided for future management and development of diversification strategies. Findings of this study were as follows. 1) The success of related diversification depended on suitability between resources and competence, whereas that of unrelated diversification was determined by the target industry as well as the thought and vision of business managers. Successful examples were usually seen in companies capable of leveraging tangible and nontangible resources and companies with low technology requirements. 2) Two factors determining the outcomes of business transformation and diversification were business partners and talents. Therefore, businesses managers should prioritize the establishment and management of a talent asset system as the developmental direction for business diversification. 3) By reviewing cases that failed, this study discovered that businesses should pay attention to environmental factors such as political, regional cultural, and economic factors in addition to their own resources and core competence. Failure of international or regional transformation or diversification was mostly caused by undesirable business–environment fit. The result of industrial analysis indicated that the development of plywood industry currently focuses on environmental protection and plantation forests raw-material. Future management will center on development of raw materials and new products, vertical integration, and intraindustrial informatization and automation. Despite different external problems, the studied companies, mostly family businesses, had encountered similar internal difficulties, namely 1) business reform, 2) creation of business culture, 3) ownership transition between the first- and second-generation owners, and 4) business transformation and diversification. The second- or even third-generation owners must solve the aforementioned problems. After problems are solved, plywood companies can change with times and attain sustainable management.

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Hu, En-Kuei, and 胡恩魁. "A Study on the Diversification Strategy of Automation System-integration Company." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/acfze3.

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碩士
國立中山大學
高階經營碩士班
106
Taiwan has quite a large number of SMEs with only a few hundreds or even dozens of employees. In this study, we select a small company called “the GA company” as our research object. The GA company is an automated system engineering integrator that hires only 10-20 employees. Why choose such a company? 1. The company has a small scale, and its management is very fragile owing to lack of professional knowledge of managers. 2. The company''s capability for business development is poor, and it is only technology-oriented to provide professional technical services. 3. The lack of capital on stock and working capital makes it unable to build professional large-scale equipment, and can only undertake projects that are worth several million or tens of millions (of New Taiwan Dollars). 4. The company has diversified equipment and components/parts, and there are many suppliers. 5. The accounts receivable collection period of the industry is long, with a low cash turnover ratio. 6. The company requires diversified professional talents, but the low return environment of the industry makes it hard for the company to find high-quality talents. All these are the great disadvantages of the GA company. Therefore, we have chosen this company to discuss how to use professional management and business strategies to break through the predicaments and enhance or maximize competitiveness so as to achieve the goal of sustainable development. This study first starts to establish a research framework based on the research background, motivation, research purpose, and literature exploration, conduct case study on the GA company for collection and analysis of the data related to the industry where the GA company belongs. Also, this study re-evaluate the diversified entry strategies to draw conclusions and give suggestions. Throughout the study, we conduct analysis mainly through several relevant theories, including the internal core technology and SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), combined with external PEST analysis, five force analysis and analysis of the industry status, to formulate diversified business strategies for the GA company and in view of the industry''s future trends. Of course, automation system engineering is an essential requirement for all industries in the future. Therefore, the multi-level analysis has become more significant. After understanding the motivations of diversification and assessing whether or not diversification should be implemented, we shall formulate diversified entry strategies and recommendations on how to enter the best industry and how to use strategic alliances to reduce the rate of failure? This study validates that the GA company’s diversified business model is completely correct. Taiwan has a lot of automated system integrators. Most of them are involved in the integration of factory process automation systems. Although the GA company is in a different industry, such small enterprises are basically faced with the same operating difficulties. Through relevant research analysis for strategic advice, such companies will surely obtain considerable assistance in the future.

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Hong, Mihwa, and 洪美和. "A Case Study on Diversification Strategy in Korean Mobile Application Industry." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/47037425700033865875.

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碩士
國立臺灣科技大學
管理學院MBA
103
It has been a new era in the IT sector for several years since the smartphone was introduced in the world in mid to late 2000s. Emergence of those devices such as smartphones and tablets has absolutely brought a new lucrative business category of mobile application, and it has affected on many areas which have existed in web platforms such as social network service, e-commerce, banking, games and so on. In order to lead or follow the trend, looking at the potentials and opportunities, a lot of mobile application start-ups have sprung up. Many app start-ups were born in South Korea as well over the period, and Korea was ranked as one of the countries with the highest smartphone penetration rate, which was 73% in 1Q of 2013. The significant number of 73% implied great potential in local market, and it became one of the drivers for many Korean entrepreneurs to start their business in app field. For the reason, the term of ‘start-up’ in Korea has been often identified with ‘mobile application developer’. This research will basically conduct a case study on diversification strategy of Korean mobile instant messenger startup, Kakao Corp. Including expert’s interview, analyses with several models, such as five forces framework, SWOT analysis, BCG matrix and GE/McKinsey matrix are applied to figure out the company’s current position and future direction. Especially, BCG matrix and GE/McKinsey matrix take a key role to evaluate company’s product portfolio strategy and to provide suggestion and guideline for future diversification. The company Kakao Corp. (Daum Kakao as a consolidated company) recently has been planning new initiatives such as mobile payment service and call taxi service. By investigating company’s motives for diversification and core competencies, the research tried to figure out if company’s current diversification strategy is going the right track, what future implications are, and what recommendations this research can provide.

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Ju-HsiangChen and 陳茹香. "The Diversification Strategy of a Brand Name Franchise-A Case Study." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/42263456079335167009.

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碩士
國立成功大學
高階管理碩士在職專班(EMBA)
104
The results made the following arguments concerning the creation of a business model for future reference: A. The traditional early childhood education community is facing a transitional period under the environment changes. B. Non-manufacturing productivity by agents in early childhood is localized, and customized learning programs have proven to increase profit margins. C. Diversification: preschool agents facing the first line of the consumer; fill up all areas of the business, and continue investment in older and younger children. D. Our financial strategy and marketing strategy should be challenge the traditional industry standards during the transition. How can grassroots social enterprises successfully achieve a sustainable stage of growth and aquire further external resources (loans)? Business or professional managers should aim to achieve enterprise value maximization, so that it can continue to maintain corporate profit margins.

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Lin, Yi-Chuan, and 林怡娟. "Diversification Strategy of Japanese Corporations: A Case Study of Canon Company." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/53212706725918904730.

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碩士
淡江大學
日本研究所碩士班
94
Recently「Selection and Concentration」has replaced the diversification strategy and has been prevailing all over the world, especially in Japan because of the failure of diversification strategy. The cases that the enterprises applied the diversification strategy and ended up failures can be heard frequently. Therefore, most people have a negative viewpoint about the diversification strategy and regard it as rather outdated. In fact, this dissertation considers that the problem itself is not resulted from the diversification strategy, but the way how enterprises applied it. The enterprises should not focus on its size only, it is a diversification strategy which suits the enterprises that counts. In this dissertation I picked up Canon as my research topic because Canon itself is not only an diversified enterprise but famous for its high-profitability. This dissertation does researches on the history of Canon, the management idea of its president, and this enterprise’s innovation. Moreover, this dissertation also analyzes the development process of Cannon to find out the secrets of its success. Through the researches mentioned above, this dissertation finds three conclusions. First, in a diversified enterprise, the policy-making of its president is very crucial and important. Second, the management resources of a successful enterprise have to contain three inevitable elements, which are its rarity, inimitableness and irreparableness. These three factors will bring more opportunities for an enterprise’s success in any competition.

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Dissertations / Theses on the topic 'STRATEGY OF CONCENTRIC DIVERSIFICATION'

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