Koncentryczna strategia dywersyfikacji

Because of the high risks explained above, many companies attempting to diversify have led to failure. For example, Avon's move to market jewellery through its door-to-door sales force involved marketing new products through existing channels of distribution. Wrigley dokonał podziału dywersyfikacji na dwa podstawowe kryteria: Dywersyfikacja pokrewna- oznaczająca ekspansję na nowe wyroby , jednak przedsiębiorstwo posiada umiejętności oraz kwalifikacje do wytworzenia tychże wyrobów. This combination is determined in function of available opportunities and consistency with the objectives and the resources of the company. Therefore, a firm should choose this option only when the current product or current market orientation does not offer further opportunities for growth.

A typology of diversification strategies[ edit ] Trend in product variety for some models in the USA [3] The strategies of diversification can include internal development of new products or markets, acquisition of a firm, alliance with a complementary company, licensing of new technologies, and distributing or importing a products line manufactured by another firm.

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Generally, the final strategy involves a combination of these options. This combination is determined in Koncentryczna strategia dywersyfikacji of available opportunities and consistency with the objectives and the resources of the company.

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There are three types of diversification: concentric, horizontal, and conglomerate. Concentric diversification[ edit ] This means that there is a technological similarity between the industries, which means that the firm is able to leverage its technical know-how to gain some advantage.

For Koncentryczna strategia dywersyfikacji, a company that manufactures industrial adhesives might decide to diversify into adhesives to be sold via retailers.

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The technology would be the same but the marketing effort would need to change. It also seems to increase its market share to launch a new product that helps the particular company to earn profit. For instance, the addition of tomato ketchup and sauce to the existing "Maggi" brand processed items of Food Specialities Ltd. The company could seek new products that have technological or marketing synergies with existing product lines appealing to a new group of customers.

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This also helps the company to tap that part of the market which remains untapped, and which presents an opportunity to earn profits. Horizontal diversification[ edit ] The company adds new products or services that are often technologically or commercially unrelated to current products but that may appeal to current customers.

This strategy tends to increase the firm's dependence on certain market segments.

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For example, a company that was making notebooks earlier may also enter the pen market with its new product. When is horizontal diversification desirable?

Moreover, the new products are marketed to the same economic environment as the existing products, which may lead to rigidity or instability.

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Another interpretation[ edit ] Horizontal integration occurs when a firm enters a new business either related or unrelated at the same stage of production as its current operations. For example, Avon's move to market jewellery through its door-to-door sales force involved marketing new products through existing channels of distribution.

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An alternative form of that Avon has also undertaken is selling its products by mail order e. In both cases, Avon is still at the retail stage of the production process.

To tylko fragment tej notatki. Zaloguj się aby zobaczyć ten dokument Zobacz całą notatkę Podgląd dokumentu Fragment notatki: Strategie dywersyfikacji koncentrycznej i konglomeratowej jako typy strategii wzrostu firmy. Koncentryczna ma miejsce gdy występuje przynajmniej jedna z czterech cech: 1 nowy produkt jest sprzedawany na podobnych rynkach, na których firma operowała dotychczas lub za pomocą podobnych systemów dystrybucji 2 nowy produkt jest wytwarzany przy użyciu podobnej technologii 3 nowy produkt związany jest podobną bazą badawczo - rozwojową 4 nowe działalności znajdują się w tym samym łańcuchu produkcji - sprzedaży.

Conglomerate diversification or lateral diversification [ edit ] Main article: Conglomerate company Goal of Opcje handlowe BTC. edit ] According to Calori and Harvatopoulosthere are two dimensions of rationale for diversification. The first one relates to the nature of the strategic objective: Diversification may be defensive or offensive.

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Defensive reasons may be spreading the risk of market contraction, or being forced to diversify when current product or current market orientation seems to provide no further opportunities for growth. Offensive reasons may be conquering new positions, taking opportunities that promise greater profitability than expansion opportunities, or using retained cash that exceeds total expansion needs.

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The second dimension involves the expected outcomes of diversification: Management may expect great economic value growth, profitability or first and foremost great coherence with their current activities exploitation of know-how, more efficient use of available resources and capacities. In addition, companies may also explore diversification just to get a valuable comparison between this strategy and expansion.

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Risks[ edit ] Of the four strategies presented in the Ansoff matrix, Diversification has the highest level of risk and requires the most careful investigation. Going into an unknown market with an unfamiliar product offering means a lack of experience in the new skills and techniques required.

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Therefore, the company puts itself in a great uncertainty. Moreover, diversification might necessitate significant expanding of human and financial resources, which may detract focus, commitment, and sustained investments in the core industries.

A typology of diversification strategies[ edit ] Trend in product variety for some models in the USA [3] The strategies of diversification can include internal development of new products or markets, acquisition of a firm, alliance with a complementary company, licensing of new technologies, and distributing or importing a products line manufactured by another firm. Generally, the final strategy involves a combination of these options.

Therefore, a firm should choose this option only when the current product or current market orientation does not offer further opportunities for growth. In order to measure the chances of success, different tests can be done: [5] The attractiveness test: the industry that has been chosen has to be either attractive or capable of being Koncentryczna strategia dywersyfikacji attractive.

Rodzaje H. Ansoff jako pierwszy dokonał klasyfikacji rodzajów dywersyfikacji na: Dywersyfikacja koncentryczna - polega na wprowadzeniu niewielkich modyfikacji do dotychczas oferowanych produktów przy niewielkich zmianach w technologii wytwarzaniaumożliwiających zaoferowanie ich nabywcom którzy nie znajdowali się dotychczas w sferze zainteresowania przedsiębiorstwa. Mogą to być przykładowo warianty produktów narzędzi, instrumentów muzycznych, przedmiotów codziennego użytku przeznaczone dla osób leworęcznych czy niepełnosprawnych. Dywersyfikacja horyzontalna - jest działaniem zorientowanym na dotychczasowych klientów i polega na zaoferowaniu im nowego produktu. Wprowadzenie na rynek nowego produktu przy stosowaniu tej strategii może dodatkowo polegać na kreowaniu nowości rynkowej.

The cost-of-entry test: the cost of entry must not capitalize all future profits. The better-off test: the new unit must either gain competitive advantage from its link with the corporation or vice versa. Because of the high risks explained above, many companies attempting to diversify have led to failure. However, there are a few good examples of successful diversification: Virgin Group moved from music production to travel and mobile phones Walt Disney moved from producing animated movies to theme parks and vacation properties Canon diversified from a camera-making company into producing an entirely new range of office equipment.