透過前面的研究 我整理出三點心得。第一、上位者的決策是多角化企業不可或缺的要素，因為當企業在進行組織改革、追求相乘效果、是否要進入一個新的行業或是退出、或是適當資源分配等等，面臨這些決策時，好的決策能力是很重要的。第二、擁有稀少性、難以模仿、不易取代這三項特質的經營資源也是必要的。因為它會為企業帶來持續的競爭優勢，而持續的競爭優勢就是可以打敗競爭對手的關鍵，這可以說是實行多角化的條件。第三、我認為以核心競爭力來進行多角化才是正軌，因為如果以核心競爭力無關聯的研究開發來發展多角化的話，很難強化企業的競爭力。而且，企業應該要在本業體質良好的狀況之下才能進行多角化，這樣的話就算多角化的事業失敗的話，企業才有重新再出發的機會。 Recently「Selection and Concentration」has replaced the diversification strategy and has been prevailing all over the world, especially in Japan because of the failure of diversification strategy. The cases that the enterprises applied the diversification strategy and ended up failures can be heard frequently. Therefore, most people have a negative viewpoint about the diversification strategy and regard it as rather outdated. In fact, this dissertation considers that the problem itself is not resulted from the diversification strategy, but the way how enterprises applied it. The enterprises should not focus on its size only, it is a diversification strategy which suits the enterprises that counts.
In this dissertation I picked up Canon as my research topic because Canon itself is not only an diversified enterprise but famous for its high-profitability. This dissertation does researches on the history of Canon, the management idea of its president, and this enterprise’s innovation. Moreover, this dissertation also analyzes the development process of Cannon to find out the secrets of its success.
Through the researches mentioned above, this dissertation finds three conclusions. First, in a diversified enterprise, the policy-making of its president is very crucial and important.
Second, the management resources of a successful enterprise have to contain three inevitable elements, which are its rarity, inimitableness and irreparableness. These three factors will bring more opportunities for an enterprise’s success in any competition.