| Diversification is a double-edge sword. It may help a company grow into a great century-old shop, meanwhile, it also may lead a great company to collapse. We cann’t give a yes-or-no answer to diversification. SAM also began diversification operation in the trend since1993in order to seek for survival and development.SAM established13companies involving in the fields of domestic trade, international trade, domestic and international logistics, electro-mechanical manufacturing, food wholesale, retail, finance and real estate, etc.. SAM achieved some effects in diversification operation, but far beyond expection. Some subsidiaries closed after opening, some still in the loss status. So, SAM must optimize its diversified business mix.This paper firstly browses the theories of diversification operation in China and abroad, used as the theoretical base of my research. Secondly, I begin to analyze the status of SAM’s diverfication, measure its diversified degree, figure out the ability of development, earning and value creation, expose the cash flow between SAM and its subsidiaries, then find out the problems of diversification. Thirdly, analyze the inner and outer environment, resources and conditions, opportunities ans threats by the tools of PEST, SWOT, Five-force model. Fourthly, optimize the diversified business mix by BCG Matrix. Trough my rearch, I suggest that SAM should close the Changsha logistics company, withdraw from finance field, liquidate the electric car company, observe the real estate company. SAM should insist in domestic and international trading, using the cash flow created by international trading to develop food wholesale, shopping center and electro-mechanical manufacturing, cultivating its competitive advantages in the niche market, even in the regional market.This paper is useful for SAM to diversify in the right fields on the basis of its resources, abilities and conditions, decreasing invest losses, increasing capital efficiency. |
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