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Brassica napus --- Production policies --- Diversification --- fallow --- uses --- research projects --- Belgium

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Biodiversity. --- Biology --- Classification. --- Biodiversity --- #WPLT:syst --- 574.472 --- Biosystematics --- Organisms --- Systematic biology --- Systematics (Biology) --- Taxonomy (Biology) --- Taxonomists --- Biological diversification --- Biological diversity --- Biotic diversity --- Diversification, Biological --- Diversity, Biological --- Biocomplexity --- Ecological heterogeneity --- Numbers of species --- 574.472 Biodiversity --- Classification

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agricultural structure --- Farm structure --- land policies --- Farm equipment --- capital formation --- Manpower --- surveys --- classification --- agriculture. --- horticulture --- Diversification --- Production economics --- Farm income --- Price policies --- Income distribution --- Wallonie

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Product proliferation has become a common phenomenon. Most companies now offer hundreds, if not thousands, of stock keeping units (SKUs) in order to compete in the market place. Companies with expanding product and service varieties face with problems of obtaining accurate demand forecasts, controlling production and inventory costs, and providing high quality and good delivery performance for the customers. Marketing managers often advocate widening product lines for increasing revenue and market share. However, the breadth of product line can also decrease the efficiency of manufacturing processes and distribution systems. Thus firms must weigh the benefits of product variety against its cost in order to determine the optimal level of product variety to offer to their customers. Academics and practitioners are interested in several fundamental questions about product variety. For instance, why do companies extend their product lines? Do consumers care about product variety? Will a brand with more variety enjoy higher market share? How should product variety be measured? How can a company exploit its product and process design to deliver a higher level of product variety quickly and cheaply? What should the level of product variety be and what should the price of each of the product variants be? What kind of 'challenges would a company face in offering a high level of product variety and how can these obstacles be overcome? The solutions to these questions span multiple functions and disciplines.

Product management. --- Product lines --- Diversification in industry. --- Management. --- Diversification in industry --- Product management --- 658.81 --- 658.81 Sales organization --- Sales organization --- Brand management --- Management, Product --- Marketing --- Industrial diversification --- Product diversification --- Input-output analysis --- Barriers to entry (Industrial organization) --- Multiproduct firms --- Management --- Product strategy --- Operations research. --- Decision making. --- Industrial management. --- Marketing. --- Production management. --- Operations Research/Decision Theory. --- Innovation/Technology Management. --- Operations Management. --- Manufacturing management --- Industrial management --- Consumer goods --- Domestic marketing --- Retail marketing --- Retail trade --- Aftermarkets --- Selling --- Business administration --- Business enterprises --- Business management --- Corporate management --- Corporations --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Business --- Industrial organization --- Administration --- Industrial relations --- Organization --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management decisions --- Choice (Psychology) --- Problem solving --- Operational analysis --- Operational research --- Industrial engineering --- Management science --- Research --- System theory --- Decision making --- Product lines - Management.

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Firms in industrial countries are more likely to benefit from vertical integration and corporate diversification-learning faster and hence improving performance. Corporate diversification in less developed countries is more likely to lead to misallocation of capital. The East Asian financial crisis has been attributed in part to the corporate diversification associated with the misallocation of capital investment toward less profitable and more risky business segments. Much anecdotal evidence to support this view has surfaced since the crisis but there was little discussion of it before the crisis. Quite the contrary: The rapid expansion of East Asian firms by entering new business segments was viewed as contributing to the East Asian miracle. Claessens, Djankov, Fan, and Lang examine the efficiency of investment by diversified corporations in nine East Asian countries, using unique panel data from more than 10,000 corporations for the pre-crisis period, 1991-96. They: Document the degree of diversification in the corporate sector in Hong Kong, Indonesia, Japan, the Republic of Korea, Malaysia, the Philippines, Singapore, Taiwan (China), and Thailand, countries that have achieved enviable rates of economic growth over the past three decades; Distinguish between vertical and complementary diversification and study the differences across nine countries; Investigate whether diversification in East Asia has hurt economic efficiency. Their study tests the learning-by-doing and misallocation-of-capital hypotheses related to the types and degrees of diversification in East Asian countries. Firms in Indonesia, Korea, Taiwan, and Thailand appear to have suffered significant negative effects of vertical integration on short-term performance; the same countries gained significant short-term benefits from complementary expansion. The results suggest that the misallocation-of-capital hypothesis is appropriate for Korea and Malaysia; the learning-by-doinghypothesis for Indonesia, Taiwan, and Thailand. Firms in more developed countries succeed in vertically integrating and improve both short-term profitability and market valuation. Firms in more developed countries are ultimately more likely to benefit from such diversification (learn faster, to improve their performance). And diversification by firms in less developed countries is subject to more misallocation of capital. This paperis a product of the Economic Policy Unit, Finance, Private Sector, and Infrastructure Network.

Business Segment --- Business Segments --- Capital Market --- Capital Markets --- Companies --- Company --- Corporate Control --- Corporate Growth --- Corporation --- Corporations --- Debt Markets --- Diversification --- Economic Theory and Research --- Enterprises --- Expansion --- Finance and Financial Sector Development --- Financial Literacy --- Firm --- Firm Size --- Firms --- Investment and Investment Climate --- Labor Policies --- Macroeconomics and Economic Growth --- Manufacturer --- Microfinance --- Poverty Reduction --- Pro-Poor Growth --- See --- Shop --- Small Firms --- Small Scale Enterprises --- Social Protections and Labor