论企业多元化经营战略摘要面对当今企业的多元化发展的趋势和现行的多元化变革战略，结合国内外企业进行多元化变革的实例，讨论多元化变革的条件和注意事项。
本文发散式展开对多元化的理解和讨论什么情况下进行多元化变革，怎么进行变革，变革过程又要注意什么？这里我总结为以下几点：<1>认识多元化战略经营的实质，了解多元化战略的目的。
多元化经营，也称跨行业经营，指的是企业同时经营两种以上基本经济用途不同的产品或劳务的一种发展战略，是企业为了获得最大的经济效益和长期稳定经营，开发有潜力的产品，或通过吸收、合并其他行业的企业，以充实系列产品结构，或者丰富产品组合结构的一种经营模式。
<2>分析国内外现行企业实行多元化战略的失败与成功的具体原因。
过分注重有形资产的扩张与动作，不重视企业核心竞争力的转移。
多元化经营领域选择不当，不适合企业核心竞争力的转移。
多元化经营中人力资源部署不当，不利于企业核心竞争力的转移。
<3>总结教训，吸取经验并作出可行性方案。
对于已经错误地选择不相关多元化经营战略的企业首先应该进经营和资产重组，回归核心业务以建立核心竞争优势。
在不相关多元化企业进行以资产互换为内容的业务重组，回归主营业务。
实施限制性相关多无化战略的条件。
对于尚未进行多元化发展的企业来说，应审慎发展。
这里只做这些讲述，如果有不明白的地方请细心阅读本论文以下内容。
关键词：多元化战略核心竞争力AbstractThe face of today's businesses diversified development trends and changes in the diversification of the existing strategy, combined with changes in domestic and foreign enterprises to diversify the examples to discuss the diversity of conditions and changes in attention. This article started on the diversification of divergent understanding and discussion of the circumstances under which a variety of change, how to change, but also pay attention to what the transformation process?Here, I summarize the following points:<1> Know operated real diversification strategy, know the purpose of diversification strategy. Diversification, also known as cross-sectoral operations, refers to two or more companies operating at the same time the basic economic use different products or services of a development strategy, the enterprise in order to get the most cost-effective and long-term stability operations, there is potential for development Products, or through absorption, the merger of enterprises in other industries, to enrich series product mix, or a rich product portfolio structure a business model.<2> Analysis of the existing domestic and foreign enterprises, the failure of diversification strategy and the specific reasons for the success. Too much focus on the expansion of physical assets with the action but not the core competitiveness of enterprises transfer. Choose the field of diversified properly, do not fit the core competitiveness of enterprises transfer. Diversification of Human Resources Department,improperly,is not conducive to enterprise's core competitiveness of the transfer.<3> sum up all the lessons, lessons and make the feasibility of the program. For those who have been wrongly chosen not related diversified business strategy of enterprises should first of all into the operation and reorganization of assets, return to core business in order to set up the core competitive advantage.At enterprises not related to the diversification of assets for the content of the exchange of business reorganization, return to the main business. Related to the implementation of restrictive strategy without many conditions. Has not yet been carried out for the diversified development of the enterprises, the development should be careful.Only those described here, if there is places you do not understand, please carefully read this thesis the following.Key words:Diversified Strategy Core Competence目录1 国内外研究现状----------------------------------------------------------4 1.1国内现状---------------------------------------------------------------41.2我国企业多元化经营中出现的主要问题-------------------------------------41.3国外多元化企业向专业化回归---------------------------------------------52 多元化理论分析----------------------------------------------------------72.1多元化战略概述--------------------------------------------------------73 企业核心竞争力---------------------------------------------------------11 3.1过分注重有形资产的扩张与动作------------------------------------------11 3.2多元化经营领域选择不当------------------------------------------------123.3多元化经营中人力资源部署不当------------------------------------------124 研究结论---------------------------------------------------------------13 4.1 回归主营找回核心-----------------------------------------------------13 4.2 限制相关多无化战略的条件---------------------------------------------13 4.3把握时机谨慎变革-----------------------------------------------------14谢辞---------------------------------------------------------------------15参考文献-----------------------------------------------------------------161.国内外研究现状1.1国内现状开始于20世纪90年代初的多元化发展热潮，至今已经走过了10年多，其间，有的企业因此而被市场淘汰出局；有的企业至今仍深陷其中，难以自拔。
很多在主流产品上很有竞争力的企业因为错误的选择了多元化变革使自身的有竞争力的产品失去领先优势，甚至导致企业的倒闭。
1.2我国企业多元化经营中出现的主要问题1.2.1对企业核心竞争能力培养不重视纵观世界著名的大企业，特别是排名世界500强的大企业，无一例外都有自己的“看家本领”，非常重视也非常善于挖掘和发展自己的“核心技术能力”，并严格积极地顺着创新——发展——巩固——再创新——再发展——再巩固的发展脉络稳步前进。