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Arguments for and Against Diversification

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ARGUMENTS FOR AND AGAINST DIVERSIFICATION AS A STRATEGY.
Diversification is the act of introducing variety into an existing business; it is an addition of valued products in relation to organizations productivity.
Diversification involves a lot of responsibility; it is not a thing that should be done in a rush. When it is successful, it gives great competitive advantage and a substantial growth but if it fails it could lead to very grave consequences. It is used to defuse the risk of losing out totally if one business performs better than the other.
Arguments in favour of diversification is that, * It makes it simpler for a business to protect its capital when it is assigning funds to other investments. * It lowers the risk of putting all the eggs in one basket * It provides the human resource department the chance to improve and also attract efficient professionals. * It safeguards against financial failure if the market becomes dormant. * It also helps in managing risk and lowers the instability of an asset price change.
Unfortunately, it does not depend on how diversified an organization is, risk cannot be totally removed. When an organisation diversifies, the risk is traded for either a market risk or an economic risk and it depends on the organizations portfolio, it also decides on how much of equity that will be unprotected to each type of risk that may surface.
Although diversification reduces the exposure of a certain risk, it also reduces prospective rewards.
Arguments against diversification are- * It is not a successful way to protect funds when a financial breakdown occurs. * It can be more expensive than originally projected, although it depends on the amount that is invested. It could affect the general turnover due to the estimated budget exceeding the previous estimate. * It can damage an existing brand image. * It can cause organisation to lose focus on the core products and it could make the business to lose market share in a competitive market.
Organizations that uses horizontal or related diversification tends to succeed because new product is added to an existing product. E.g. Company that produces pen and then decides to add notebooks to its new market which might appeal to its customers as the two products are related.
Conglomerate diversification or unrelated diversification is mainly related with successful organization. It can be very risky strategy mainly because; it has little or no relationship with the organisations current business. This means that it is expanding to operate in an unrelated market. It is risky because the current management is not used to the new system of the new management and if the brand quality does not meet up to its expectations, new customers might be discouraged.
It is executed when the research carried out ascertains that this unrelated diversification in a totally new market would bring considerable higher revenues compared to the related diversification on the basis of similar products, services, markets or complementing strategies.
An organization that is planning to diversify should examine and evaluate the opportunities in diversifying and should know how to coordinate its operations with those of a subordinates.

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