导读：这是一篇商科essay范文，讨论了企业多元化经营。企业的多元化经营，就是将多个产业和产品放在一个企业或者企业集团内进行。在这个企业或集团内，可以充分利用企业的技术优势和市场优势等资源，合理配置资源，提高资源的利用效率。多元化经营还可实现企业内部资本市场的建立，并且将外部非确定性交易契约变成了内部合约。
A diversified enterprise is one that puts multiple industries and products into one enterprise or enterprise group. Within this enterprise or group, it can make full use of its technological advantages, market advantages, management advantages and other resource advantages, rationally allocate resources and improve the utilization efficiency of resources.
多元化企业是指将多个行业和产品整合到一个企业或企业集团中的企业。在这个企业或集团内部，可以充分利用其技术优势，、市场优势、管理优势等资源优势，合理配置资源，提高资源利用效率。
Diversified management can also realize the establishment of enterprise internal capital market. And the external non-deterministic transaction contract becomes the internal contract.
多元化经营也可以实现企业内部资本市场的建立，外部非确定性交易合同成为内部合同。
Diversified management, the enterprise will be scattered resources to different product or industry, to avoid the business scope of a single cause enterprises to rely too much on a particular market volatility generating weaknesses, make the enterprise in a certain product or business in the field of setbacks, through the success of the operation of the other products or industries make up the loss, so as to improve the ability to resist risks of enterprises, and to minimize the risk of loss.
管理多元化，企业将资源分散到不同的产品或行业，避免单一的业务范围导致企业过分依赖特定的市场波动产生的弱点，使企业在某一产品或业务领域处于领先地位。挫折，通过其他产品或行业的成功运作弥补亏损，从而提高抵御企业风险的能力，并尽量减少损失风险。
The excessive pursuit of diversification by some enterprises is not to disperse risks, but to expand risks. If diversification can be conducted within limits, it will not only reduce the pressure of fund raising and allocation, but also increase the joint action, improve the success rate and make the enterprise group stable and sustainable development.
This is particularly obvious when an enterprise implements a diversified business strategy without association. Therefore, the wrong decision will not only make it difficult to establish more pillar industries, but also add a lot of burden to the original pillar industries. Generally speaking, each industry has different level of development potential, but has appeared stage of oversupply to varying degrees. Faced with this reality, the excessive pursuit of diversification will not only reduce the ability of the enterprise to diversify risks, but also increase the price paid for it, thus leading to the decline of the group's return on assets.
This is because this action will rapidly increase the number of branches of the enterprise, which will greatly increase the difficulty of enterprise management. As a result, the management quality of the headquarters of the enterprise group will decline due to the heavy management load, which often makes the non-related enterprises unable to achieve economies of scale after mergers.
In the history of business, the development strategy of the enterprise has a process of professionalization -- diversification -- returning to specialization.
The specialization and diversification strategies are applicable to different situations. The basic point of specialization is to aggregate the resource advantages of enterprise groups into a specific industry or product area. The aggregation of resources means the concentration of enterprise groups' advantages in a specific market, which can bring the scale economy into full play and seek for the leading position in a specific market, which can also greatly reduce the risk coefficient. Because of this, when the enterprise is in the initial stage of insufficient resources, or the field in which the potential is huge, the company has room for improvement, or the fierce competition in the industry lacks core advantages, the company should adopt professional strategies. Diversification is a kind of growth or expansion behavior adopted by an enterprise to adapt to the changes of external environment and seek for long-term development when it has reached a certa
