...NOCO Soccer Academy is a successful youth soccer training program is the market that Dyer has been targeting. Dyer wants to grow his business enough to reach his strategic goal of building a sports complex for his business to occupy. Dyer needs to double his business in order to support this goal. In using S.W.O.T. analysis to evaluate NOCO’s current situation it is clear that NOCO has a number of things working for it already; customer retention is very high, awareness of NOCO in its’ current market is close to 100 percent and Dyer has access to enough trainer resources to continue his company’s growth. Some of the obstacles NOCO faces in working toward expansion are loss of customer base to high school sports programs after they reach 14 years old, a narrow selection of programs for current customers, lack of diversification and limited awareness of the company’s programs and philosophy in adjacent towns. Dyer could employ many operational strategies help reach his ultimate goal of a new sports complex. There are several opportunities available for NOCO to take advantage of with minimal threat or competition to worry about. Dyer has noticed that as the kids in his programs begin high school and start to participate in school sports, they tend to lose interest in the soccer programs he offers. Dyer might try product development by offering camps and training programs for the older students outside of their school and school sport schedules. Summer camps geared toward a general...
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...you're ready to persevere in an exertion to expand your riches. While it is difficult to stay away from danger completely when putting resources into the business sectors, these five strategies can help protect your portfolio. One of the foundations of Modern Portfolio Theory (MPT) is diversification. In a business downturn, MPT pupils accept a generally expanded portfolio will beat a thought one. Speculators make deeper and all the more extensively broadened portfolios by owning countless in more than one asset class, along these lines decreasing unsystematic danger. This is the hazard that accompanies putting resources into a specific organization instead of deliberate danger, which is the danger connected with putting resources into the businesses by and large. As per some money related specialists, stock portfolios that incorporate 12, 18 or even 30 stocks can take out most, if not all, unsystematic danger. Shockingly, methodical danger is constantly present and can't be differentiated away. On the other hand, by including non-associating asset classes, for example, securities, items, monetary standards and land to a gathering of stocks, the final consequence is regularly lower unpredictability and decreased efficient hazard because of the way that non-connecting assets respond diversely to changes in the business sectors contrasted with stocks; when one asset is down, an alternate is up. At last, the utilization of non-associating assets wipes out the highs and...
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...d) How much will Eastbridge receive (in US$) if the share price of Cambridge is £7.50 and the spot rate is US$1.60 in one month time? e) What will happen if in one month time, share price of Cambridge drop to £5.00 and Eastbridge decided to hold on to the shares and sell at a later date when the share price is more favourable? Assume that the spot rate in one month time is US$1.68. Question 2 What types of risk are present in a portfolio? Which type of risk remains after the portfolio has been diversified? Question 3 How, according to portfolio theory is the risk of the portfolio measured exactly? Question 4 Discuss about the integration of market worldwide and its impact on international portfolio diversification. Question 5 Giri Lyer is a European analyst and strategist for Tristar Funds, a New York-based mutual fund company. Giri is currently evaluating the recent performance of shares in Pacific Wietz, a publicly traded specialty chemical company in Germany listed on the...
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...STRAYER UNIVERSITY | Business diversifications of Boeing and Ford Motors | Victor Adejayan | | PROFESSOR WALTER WILLIAM DINGMAN | BUS 508 | A qualitative analysis of the diversification efforts of Boeing and Ford Motors. | Diversification:- Diversification is the process of entering new business markets with new products. Such efforts may be undertaken either through acquisitions or through extension of the company's existing capabilities and resources. The diversification process is an essential component in the long range growth and success of most thriving companies, for it reflects the fundamental reality of changing consumer tastes and evolving business opportunity. But the act of diversifying requires significant outlays of time and resources, making it a process that can make or break a company. Small business owners, then, should carefully study diversification options—and their own fundamental strengths—before proceeding (Gale Encyclopedia of Small Business). Barron’s Marketing Dictionary defines Diversification as; Corporate growth strategy whereby a business builds its total sales by acquiring or establishing other businesses that are not directly related to the company's present product or market (Barron's Business Dictionary). Barron also identified the three major diversification strategies as the following; Concentric diversification, where the new business produces products that are technically similar to the company's current...
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...what extent is diversification the best strategy to achieve profitable growth? (40 marks) Diversification, one of the four strategies in the Ansoff’s Matrix, is a corporate strategy to enter a new market or industry which the business is not currently in, whilst also creating a new product for that new market. Profitable growth is a term often used by CEOs when describing the firm’s strategic objective. Business growth can be achieved either by boosting the revenue of the business with greater product sales or service income, or by increasing the profitability of the operation by minimising costs. Diversification plays a great role in the growth of many large businesses, however, the extent of the growth is largely dependent on factors such as: the type of industry that the business is in or the risks involved into entering new markets. There are many ways in which to diversify a business, all which may be included in the strategy to achieve profitable growth. The most straightforward of these is to provide a natural extension of the goods or services that you already offer to customers. The best example of business that has undergone diversification is Samsung. Samsung is best known for its smartphones, tablets and televisions, however Samsung’s business activities and operations are spread wider than just those two important markets. The electronics giant also makes military hardware, apartments, ships and operates a Korean amusement park. The business currently had around...
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...LESSON–10 ALTERNATIVE GROWTH STRATEGIES FOR SMALL BUSINESS Sonia Sabharwal STRUCTURE 10.0 10.1 10.2 10.3 10.4 10.5 10.6 Introduction Objectives Meaning of Business growth Need for growth Advantages of growth Limitations of growth Forms of growth 10.6.1 Organic growth 10.6.2 Inorganic growth Meaning of growth strategy Types of growth strategies 10.8.1 Intensive Growth strategy 10.8.2 Diversification 10.8.3 Modernization 10.8.4 Merger 10.8.5 Joint Venture Crisis in Business Growth Summary Glossary Self Assessment Questions Further Readings 10.7 10.8 10.9 10.10 10.11 10.12 10.13 10.0 INTRODUCTION In earlier units we discussed the processes involved in the setting up of commercially viable and technically feasible small scale enterprises (SSE). We also examined the processes of finding an ideal location and layout for a SSE. In this lesson we will take a view of different alternatives available for the growth of a small scale enterprise. Business growth is a natural process of adaptation and development that occurs under favorable conditions. The growth of a business firm is similar to that of a human being who passes through the stages of infancy, childhood, adulthood and maturity. Many business firms started small and have become big through continuous growth. However, business growth is not a 137 homogenous process. The rate and pattern of growth varies from firm to firm. Some firms grow at a fast rate while others grow slowly. Also, not all enterprises survive...
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...The purpose of this essay is to discuss how the diversification strategy changed Procter & Gamble in Singapore over the last ten years. The main position in this essay is that diversification can be considered as one of the main strategies used to assist Procter & Gamble build up business competitive advantage. This essay will use theoretical evidence from literature review to analysis the impact of diversification on Procter & Gamble in different time period. The analyses of Procter & Gamble will be carried out in 3 perspectives: the operation of business, the performance of business and the brand of business. Literature Review & analyses of organization Diversification can be defined as a strategy used to increase the range of products or markets of organization. (Johnson, Scholes & Whittington, 2008) There is a range of reasons result the diversification of organization such as spreading the business risk and increasing the business expectation of stakeholder. (Johnson, Scholes & Whittington, 2008) But the result of research from Aisjah and Subroto (2011) indicated that there are two main reasons boost the diversification of business: firstly, diversification expands the economics of scope of the organization; secondly, diversified business helps organization develop the market power. Similarly, Kotler & Armstrong (2008) also claimed that the diversification enable organization acquire business not only from current products and markets but...
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...Management Dr. Morrison February 24, 2015 What is Diversification? It’s a technique that reduces risk by allocating investments among various financial instruments, industries and other categories. It aims to maximize return by investing in different areas that would each react differently to the same event. Although diversification does not guarantee against loss it is the most important component of reaching long-range financial goals while minimizing risk (investopia.com). Simply put, diversification can reduce risk. Using diversification as a strategy will help to develop a business in entering new production lines, or markets, and reduce the risk by spreading investments. However, can a business reduce its risk with the appropriate diversification techniques, and when is the right time to diversify, or not. We will begin to explore the ideology of diversification. Through diversification some risks can be eliminated, however no matter how much you implement diversification, businesses never reduce their risk down to zero. (Financial Management, Principles and Applications, Chapter. 8, pg. 221). Looking closer at the concept of diversification, the idea for a business, or investors is to create a portfolio that will include multiple investments in order to reduce risk. For example, Everything But Water sells swimwear, during the summer months business is booming. They invest 20% into swimwear, receiving 0% during the winter months. However...
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...I. Why has Disney been successful for so long? Disney’s long-run success is mainly due to creating value through diversification. Their corporate strategies (primarily under CEO Eisner) include three dimensions: horizontal and geographic expansion as well as vertical integration. Disney is a prime example of how to achieve long-run success through the choices of business, the choice of how many activities to undertake, the choice of how many businesses to be in, the choice of how to manage a portfolio of businesses and the choice of how to create synergies between those businesses (3, p.191-221). All these choices and decisions are made through Disney’s corporate strategies and enabled them to reach long-term success. One will discuss Disney’s long-run success through a general approach. Eisner’s turnaround of the company and his specific implications/strategies will be examined in detail in part II. Disney could reach long-run success mainly through the creation of value due to diversification and the management and fostering of creativity, brand image and synergies between businesses (1, p.11-14). The most important part of Disney’s long-term success is due to its key strategic choices and incorporation of various diversification strategies. Disney created value mainly through “vertical integration” of its business lines, especially through the concept of forward integration. For example, Disney integrated production of movies and the final distribution in cinema’s or on television...
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...The Growth of Alibaba pg.8-pg.10 * Alibaba Business Model pg.11 * Five Forces Analysis pg.12-pg.13 * Present the Corporation Now pg.13 * Business Environment pg.14-pg.15 * The Financial Analysis pg.17-pg.18 * SWOT Analysis pg.19 * Recommendation for Alibaba pg.20 * Conclusion pg.20 * References pg.21 Definition * E-commerce Electronic commerce, commonly known as e-commerce or eCommerce, is a type of industry where the buying and selling of products or services is conducted over electronic systems such as the Internet and other computer networks. Electronic commerce draws on technologies such as mobile commerce, electronic funds transfer, supply chain management, Internet marketing, online transaction processing, electronic data interchange (EDI), inventory management systems, and automated data collection systems. Modern electronic commerce typically uses the World Wide Web at least at one point in the transaction’s life-cycle, although it may encompass a wider range of technologies such as e-mail, mobile devices, social media, and telephones as well. Electronic commerce is generally considered to be the sales aspect of e-business. It also consists of the exchange of data to facilitate the financing and payment aspects of business transactions. This is an effective and efficient way of communicating...
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...JOURNAL OF MANAGERIAL ISSUES Vol. XVI Number 3 Fall 2004: 361-381 Diversification Strategy and Top Management Team Fit Dan Marlin Assistant Professor of Management University of South Florida — St. Petersburg Bruce T. Lamont Professor of Management The Florida State University Scott W. Geiger Assistant Professor of Management University of South Florida — St. Petersburg Matching managers to diversification strategy has long been a cornerstone of strategy implementation research (Finkelstein and Hambrick, 1996; Guthrie and Datta, 1998; Krishnan et al, 1997; Leontiades, 1982; Michel and Hambrick, 1992; Pitts, 1977; Reed and Reed, 1989; Song, 1982; Tihanyi et al, 2000). The basic premise underlying this body of research is that different strategies pose different management challenges that, in turn, require systematically different management skills and experiences to be implemented successfiilly. Managers with backgrounds and skills matched to the critical task demands of a firm's diversification strategy, therefore, should be reflected in superior financial performance. Despite the logical appeal of these arguments, their empirical support remains limited and uneven. The cumulative findings suggest that managers of multi-business firms are generally matched to the task demands of their firm's diversification strategies (Michel and Hambrick, 1992; Pitts, 1977; Song, 1982), although contrary evidence has been found as well (Reed and Reed, 1989). Further, the...
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...(December 2010) Diversification is a corporate strategy to increase sales volume from new products and new markets. Diversification can be expanding into a new segment of an industry that the business is already in, or investing in a promising business outside of the scope of the existing business. Diversification is part of the four main growth strategies defined by Igor Ansoff's Product/Market matrix:[1] Ansoff pointed out that a diversification strategy stands apart from the other three strategies. The first three strategies are usually pursued with the same technical, financial, and merchandising resources used for the original product line, whereas diversification usually requires a company to acquire new skills, new techniques and new facilities. Note: The notion of diversification depends on the subjective interpretation of “new” market and “new” product, which should reflect the perceptions of customers rather than managers. Indeed, products tend to create or stimulate new markets; new markets promote product innovation. Product diversification involves addition of new products to existing products to existing products either being manufactured or being marketed. Expansion of the existing product line with related products is one such method adopted by many businesses. Adding tooth brushes to tooth paste or tooth powders or mouthwash under the same brand or under different brands aimed at different segments is one way of diversification. These are either...
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...acquire a new business unit, firms should only seek to acquire units that have strengths that match, enhance or can be combined with the firms established strengths. The article [which? there is no list of references -- you’re supposed to discuss an issue from class before discussing the article] is about how firms are purchasing business units that do not align with their strengths or the vision/mission of the parent corporation. Once the business unit is acquired the viable option is to sell if off in pieces because it is not contributing to the corporations strengths. We agree with the author [sp] premise that diversification should not be pursued unless it will help a parent corporation achieve its already established mission. Corporations should avoid acquiring firms that possess strengths or missions not aligned with the parent corporation. A firm should not see purchasing business units as strength [clumsy]; a corporation’s strength is not an action. A corporation should see the reason why they have accumulated the financial resources necessary to purchase additional business units as their strength. Once that strength is identified the corporation should be pursing business units that have underlining strengths that will enhance the parent corporations [sp] ability to pursue their mission and maximize opportunities via their established strengths. In the same manner that the action of acquiring a company is not a strength, the option to acquire a business unit should...
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...The use of Ansoff Matrix would mainly be for analysing the external business environment of the Gucci Group, so as to truly grasp knowledge of the firm’s strengths and weaknesses and then show some of the reasons backing the successful growth of the Gucci Group. Existing Product New Product Market...
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...barriers are high, suppliers and buyers have only modest bargaining power, substitute products or services are few, and the rivalry among competitors is stable. An unattractive industry like steel has flaws i.e. many substitute materials, powerful and price-sensitive buyers and excessive rivalry that may be state supported. b) What Is the Cost of Entry? Diversification cannot build shareholder value if the cost of entry into a new business eats up its expected returns. A company can enter new industries by acquisition or start-up. The more attractive a new industry, the more expensive it is to get into. c) Will the Business Be Better Off? A corporation must bring a competitive advantage to the new unit, or the new unit must offer potential. When the benefit to the new unit comes only once, the parent company has no reason to keep the new unit over the long term. Once the results of the one-time improvement are clear and the diversified company no longer adds value, sell the unit and free up corporate resources. 2. Four Concepts of Corporate Strategy – (a) Portfolio Management: Is based primarily on diversification through acquisition. The corporation acquires sound, attractive companies with competent managers who agree to stay on. The acquired units are autonomous, and the teams that run them are compensated according to the unit results. The corporation supplies capital and works with each to infuse it with professional management techniques. (b) Restructuring: The...
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