At the start-up stage or when the scale is small, we must be professional, clench our fists with five fingers, and concentrate all our energy and resources on a product, a market or a service. Based on the market, maximize market share and customer recognition. Diversification at this time is undoubtedly suicide.
When the enterprise develops to a large enough scale, when the market where the enterprise is located tends to be saturated or the competition is fierce (such as computer and mobile phone industries), when the industry where the enterprise is located is in the process of decline (such as traditional publishing industry and catalog marketing). ), enterprises should consider diversification or change their business model.
The diversification of enterprises must be based on their own core competitiveness, otherwise it will get twice the result with half the effort, and even lead to the retrogression and failure of enterprises. I have seen a private enterprise group company, which deals in agricultural and sideline products, enters education, and operates taxis and convenience stores, all of which are irrelevant. Enterprises must know what their core competitiveness is before they can pay attention to, analyze and find suitable diversified fields.
Enterprise diversification should avoid opportunism, because it often leads to huge opportunity cost. In the period of diversification, enterprises have passed the stage of making the first bucket of gold, and when they see that profits cannot enter immediately, they should think twice before acting. People only have two hands, and they all cling to things and can only look at the opportunity to sigh.
I. Advantages and disadvantages of professional development:
Advantages of professional development: 1) Be deep, specialized and refined in a certain professional field; 2) The attention of the core leaders and the focus of resource allocation; 3) Brand promotion and marketing can be carried out accurately.
Disadvantages of professional development are: 1) eggs in one basket have poor risk resistance; 2) The professional field may have a narrow market and little development potential; 3) The established core competitiveness may not be brought into full play.
Second, the advantages and disadvantages of diversified development:
The advantages of diversified development are: 1) The east is not bright and the west is bright, and one professional field can seek development in another field when the sun sets; 2) If diversified fields are based on the same core competitiveness, they can produce synergy, such as cross-marketing, which can enrich the products and services provided to customers, enhance customer stickiness and realize resource sharing;
The disadvantages of diversified development are: 1) the core resources are scattered and involve the attention of leaders; 2) brand positioning is difficult; 3) Limited resources are difficult to allocate; 4) making enemies in many places, it is difficult to care about the whole story; 4) If the diversified fields are not closely linked, it will be difficult for enterprises to become bigger and stronger, and all fields will become second-rate and gradually be eliminated.
Do diversification strategy and specialization strategy have their own advantages and disadvantages? How to analyze from the perspective of strategic management has advantages and disadvantages.
First, the strategic analysis of enterprise specialized management
The professional growth of enterprise management is called centralization strategy, which refers to the strategy that enterprises concentrate all their resources on a technology, a market or a product that best represents their own advantages. Specialization strategy is not only a process in which the production of various enterprises gradually separates into many independent enterprises, but also a process in which similar products move from decentralized production to centralized production. Without professional decomposition, there will be no concentration of similar majors. However, the economic benefits of specialized large-scale production can not be realized only by decomposition without the concentration of similar production. The core problem emphasized by centralized management is the synergistic effect of production process. Synergistic effect refers to the overall effect of using the same resources in different links and aspects of the production process, mainly including the synergistic effect of production technology, product sales and management. First, the production technology is effective, that is, it has integrity in raw materials, spare parts, design and development, machinery and equipment, technology, and the use of engineering and technical personnel, thus reducing investment, saving development and production costs, and improving technology and production level. Second, there is a * * * effect in the market, that is, mutual promotion in sales channels, customers, promotion and product sales. Old products can lead new products to enter the market, new products can open up markets for old products, old markets can provide demonstrations for new markets, and new products can expand the scope of old products, thus reducing marketing expenses, increasing sales and market share, which is conducive to market development. Third, the management is effective, that is, the connotation, style, standards, methods and means of management are relatively consistent, thus saving managers time and energy to be familiar with new products, new businesses, new markets, new technologies and new information and improving management efficiency. Centralized strategy is the most commonly used strategy for enterprises, and it is often the first choice for enterprises when they are just established. The reason why it can be widely adopted or preferred by enterprises is that centralized strategy is beneficial to the sales volume of the main business of enterprises in the growth period, increasing market share and cultivating users' goodwill towards enterprises; At the same time, the centralized strategy is conducive to the continuous expansion of product lines to meet the needs of different market segments, thus continuously expanding the geographical scope of its operations. Although centralization and specialized management and cooperation are undoubtedly an advanced organizational form of modern enterprises, the implementation of centralization strategy is not without preconditions, that is to say, under the current domestic market economy conditions, the following conditions should be carefully considered: First, when the market demand is large, it is easy to choose centralization and specialization strategy, because market demand is the fundamental reason that restricts specialization and cooperation panic; Second, only when the characteristics of production technology are suitable for specialized operation can we choose centralized specialization strategy, because different industries and enterprises have different production technology characteristics, so the specialized forms and development levels adopted are different; Third, only enterprises that are suitable for production according to standardization requirements can choose the strategy of centralization and specialization, because the standardization level of enterprises is an important condition that restricts the standardization cooperation of enterprises. Standardization can not only accelerate the design of new products, develop new varieties, improve product quality, facilitate use and maintenance, and reduce spare parts conditions, but also simplify varieties reasonably, expand the general scope of parts, increase production batches and improve the degree of specialization. Therefore, specialized production must organize production and sales according to the requirements of standardization.
Second, the enterprise diversification strategy analysis
Diversification or strategy of diversification is a marketing strategy for enterprises to operate products from two or more industries at the same time, and it can also be expressed as a marketing strategy for simultaneously producing and providing two or more products and services with different basic economic uses.
(A) the advantages of diversification
The most obvious advantage of diversification is that you can enjoy some important resources, such as sales network and research and development capabilities. This is the unanimous view of theoretical and business circles at home and abroad, and many Fortune 500 companies have successfully entered this ranks by following this principle. Another advantage of diversification is diversification of risks. The complexity of the market determines that the investment of enterprises cannot be completely correct, and diversification creates conditions for diversification. This is also the reason why the diversification strategy must be implemented when the enterprise specialization develops to a certain stage. Specifically, it has the following advantages:
1. Brand advantage expansion. The diversified expansion of Haier is based on the expansion of its brand advantages.
2. The expansion of management advantages. As we all know, the success of M&A is mainly not the act of "buying" the target company, but whether it can become stronger after buying it. The success of Coca-Cola lies in that after Goustein became president, he set up a subsidiary in the head office, only selling Coca-Cola puree to the subsidiary at a high price, and the subsidiary dealt with the bottling plant, thus making Coca-Cola a group-oriented company organization and management system and forming a superior "management module" for Coca-Cola, which is an important step to further optimize the company's core competitiveness mechanism. 3. Expansion of strategic advantages. The strategic transformation from specialization to diversification and the resulting optimization of the core competitiveness mechanism and the improvement of strength are a gradual evolution process. This advantage expansion is manifested in the promotion of advantage strategy under the leadership of grand strategy.
(B) the objective conditions of diversification
Whether an enterprise wants to take the road of diversified development needs certain objective conditions as an opportunity: 1. The premise of diversification is that the main business of the enterprise has reached a high level in market share, technical level and management level; Second, new fields must have advantages, that is to say, they have their own core competitive advantages. Both are indispensable.
2. Enterprises should gain a firm foothold in their own strengths before they can set foot in other fields, but diversification should focus on core technology and core competence, rather than irrelevant diversification. Although there are successful examples of enterprises implementing unrelated diversification strategy, it can only be regarded as an example, which is related to China's current economic environment and policies, and this blind diversification has great risks, so enterprises cannot develop for a long time. (C) the risk of diversification
Diversification is a choice for enterprises in a specific development stage and industry background: either accelerate growth and cultivate new growth points; Or make full use of resources and advantages to highlight core competitiveness. This strategy itself has no shortcomings. So why do so many enterprises fail to diversify? Let's analyze the five risks of diversification: 1. Risks from the original business. Enterprise resources are always limited. Diversification often means that the original industrial funds are weakened, and the attention of management is easily distracted, and the consequences are often serious.
2. Overall market risk. Diversification can "make the East shine and the West shine" and avoid risks. This view is sometimes one-sided. Under the impact of macro-forces, diversification of enterprise resources sometimes increases risks.
3. Industry entry risk. Industry entry is not a simple "buy" process. After entering a new industry, enterprises must continuously inject follow-up resources to learn this industry, train their own employees and shape their own brands. On the other hand, the competitive situation of the industry is constantly changing, and the strategies of competitors are unknown, so enterprises must constantly adjust their business strategies. 4. Industry exit risk. Enterprises seldom consider the issue of withdrawal before diversified investment. However, if the enterprise is deeply involved in a wrong investment project but can't get away with it, it is likely to lead to the complete demise of the enterprise. Well-designed exit channels can effectively reduce the risk of diversification.
5. Risks of internal business integration. The newly invested industries will have a comprehensive impact on the operation of enterprises and their existing industries through capital flow, logistics, decision-making flow and personnel flow. Different industries have different business processes and different market models, so there are different requirements for the management mechanism of enterprises.
Although it is true that "professional" management sometimes faces risks, it is concentrated in specific fields, with outstanding advantages, easy to reach a higher technical level, better meet the needs of customers, and accurately grasp the changes of customer needs. At the same time, the advantages of "diversified" management cannot be absolute. From the practice of foreign marketing, irregular and blind "diversified" management in fierce market competition often cannot resist market risks.
Specialization or diversification, which is more popular, needs to do a good job in the systems and mechanisms needed for diversified development, because diversification is more complicated than specialization and needs considerable management experience and complete management systems and mechanisms to control it; The premise of professional development is that the market is large enough, the core competitiveness is obvious enough, and it can stand on one side and achieve great achievements for a hundred years. Generally speaking, each has its own advantages and disadvantages, and the required conditions are different. No matter which strategy needs the right medicine, it needs to be fully prepared.
How to treat the specialization of charity development from the perspective of non-profit organizations? I just finished learning the management of non-profit organizations. This is just my humble opinion. I hope it helps.
First, the ultimate goal of all non-profit organizations is to achieve "fairness" and "prosperity" of society. Therefore, charity and public welfare have become their first choice. However, due to the lack of effective (or reasonable) management, many non-profit organizations in China cannot develop or develop abnormally. It is characterized by opaque decision-making forms and unsupervised financial management (Guo Meimei incident).
Second, due to the characteristics of the organization, many staff are volunteers, and the lack of professional talents has become a restrictive factor for the development of non-profit organizations.
Third, I can't think of it.
From the perspective of development, it is best to buy DSSL, PSV or DSXL. Thank you! 3DSLL games are all for children ... To be honest, they can't meet my needs at all ... Only monster hunters can play them. ...
On the contrary, psv is a brand-new handheld with a bright future. Of course, this road must be extremely tortuous, so don't look at the poor situation of PSV now. Next year is the time to win or lose!
Supplement:
I like adventure, too, but 3ds really can't satisfy ... that kind of cheating picture, LL version is almost like psp ... I don't know where to go when I look at the uneven grass on the ground. ...
Now PSV has produced several adventure games. You can go to the game website if you are interested. Time traveler seems good ~
Haier is diversified, right? What industry is involved? Electrical appliances, IT industry, pharmaceutical industry, real estate, mobile phone, education industry, logistics and so on!
Definition of enterprise specialization development Enterprise specialization development can also be called enterprise integration, which mainly refers to the unified concept of specialized development that enterprises should have in the process of preparation, start-up, growth and expansion, that is, they should occupy a certain market share in a certain professional field, take the operation in this professional field as the main business, take one industry as the main business and form the integrated development of enterprises. Its contents mainly include the following four aspects:
1. Enterprises should provide specialized products or services to the society. A prominent feature of modern social and economic operation is the obvious existence of specialized division of labor. As a microeconomic organization in social and economic operation, enterprises are difficult to be accepted by society without certain professional characteristics, which has been proved by the changes in the survival of enterprises at home and abroad for decades. Therefore, enterprises must form their own unique products or services that meet the market demand and maintain a certain market share for a long time in order to survive.
2. The professional development of enterprises should be recognized by the society, which requires enterprises to pay attention to highlighting their professional image in their operations. At present, CI (Corporate Image) theory is spreading rapidly in enterprises, and it is more and more accepted by business operators. However, with the deepening of people's understanding, consumers' understanding of corporate image comes not only from the trademarks and advertisements of their products or services, but also from the quality assurance of their products or services. Therefore, famous brands have become a symbol of the professional image of enterprises.
3. The characteristics of enterprise specialization should be adhered to and carried forward for a long time. After a product or service is produced, it does not complete all the tasks, but needs constant research and development, so that it can be continuously improved or updated in quality, character and function, and continuously reduced or reduced in energy consumption, material consumption and cost, thus making the product have long-term vitality, enabling enterprises to occupy market share by virtue of this advantage, and the product can continue in the fierce competition.
4. The professional development of an enterprise should not violate the principle of giving priority to one industry and running other businesses concurrently. Enterprises can engage in diversified operations, but they must first base themselves on their main business. From the development trend of society and science and technology, the specialization trend is getting finer and finer, and the specialization standard is getting higher and higher, which intensifies the survival of the fittest in the professional field. Many enterprises simply don't have time to deal with the challenges in their main business, let alone take care of them. Even if the main business is successful, the "others" it manages should be conducive to the development of the main business first and then to the exploration of management.
The enterprise scale has certain strength, whether it is specialization or diversification. Hello, I need both. If an enterprise wants to be big, it must have top-notch products and excellent word-of-mouth quality, and then launch other products from point to point.
How to cultivate diversified students, develop various specialties, and carry out diversified cultivation of innovative ability; 2. Improve ideological understanding and develop diversified innovation ability; 3. Through multi-angle and multi-level guidance, cultivate diversified innovation ability.
List of breakfast shops-good or diversified? As long as you want to eat breakfast every day, you can only choose one thing, or there are many choices for you, and you will have the answer.