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1 Diversification

2 Digital Equipment Corporation Diversification
Although their microcomputer efforts were eventually considered failures, the PDP-11 and VAX lines continued to sell in record numbers. Better yet, DEC was competing very well against the market leader, IBM, taking an estimated $2 billion away from them in the mid-80s. In 1986, Digital's profits rose 38 percent when the rest of the computer industry experienced a downturn, and by 1987 the company was threatening IBM's number one position in the computer industry.

3 Digital Equipment Corporation Diversification
At its peak, Digital was the second-largest computer company in the world, with over 100,000 employees

4 Digital Equipment Corporation Diversification
Although many of these products were well designed, most of them were DEC-only or DEC-centric, and customers frequently ignored them and used third-party products instead. This problem was further exacerbated by Olsen's aversion to traditional advertising and his belief that well-engineered products would sell themselves. Hundreds of millions of dollars were spent on these projects, at the same time that workstations using RISC microprocessors were starting to approach VAX CPUs in performance.

5 Advertising Media diversification in the 1960s
In the 1960s, campaigns featuring heavy spending in different mass media channels became more prominent

6 Advertising Diversification
In the realm of advertising agencies, continued industry diversification has seen observers note that “big global clients don't need big global agencies any more”. This is reflected by the growth of non-traditional agencies in various global markets, such as Canadian business TAXI and SMART in Australia and has been referred to as "a revolution in the ad world".

7 Dow Chemical Company - Diversification and expansion
From 1940 to 1941, Dow built its first plant at Freeport, Texas, in order to produce magnesium extracted from seawater rather than underground brine

8 Dow Chemical Company - Diversification and expansion
The "Ethyl-Dow Chemical Co." plant at "Kure's Beach" NC, the only plant on the East Coast producing bromine from seawater, was attacked by a German U-boat in 1942.

9 Dow Chemical Company - Diversification and expansion
In the post-war era, Dow began expanding outside of North America, founding its first overseas subsidiary in Japan in 1952, and in several other nations soon thereafter. Based largely on its growing plastics business, Dow opened a consumer products division beginning with Saran wrap in Based on its growing chemicals and plastics businesses, Dow's sales exceeded $1 billion in 1964, $2 billion in 1971, and $10 billion in 1980.

10 RCA - Diversification In 1941, before the attack on Pearl Harbor, the cornerstone was laid for a research and development facility, RCA Laboratories in Princeton, New Jersey

11 RCA - Diversification During World War II and beyond, RCA set up several new divisions, for defense, space exploration and other activities. The RCA Service Corporation provided large numbers of staff for the Distant Early Warning (DEW) Line. RCA units won five Army–Navy ‘E’ Awards for Excellence in production. Also during the war, ties between RCA and JVC were severed.

12 RCA - Diversification In 1949, RCA Victor released the first 45 rpm record to the public, to compete with CBS/Columbia's 33⅓ rpm "LP".

13 RCA - Diversification In 1953, RCA's all-electronic color TV technology was adopted as the standard for American color TV. It is now known as NTSC (after the "National Television System Committee" that approved it). RCA cameras and studio gear, particularly of the TK-40/41 series, became standard equipment at many American television network affiliates, as RCA CT-100 ("RCA Merrill" to dealers) television sets introduced color television to the public.

14 RCA - Diversification In 1955, RCA sold its Estate large appliance operations to Whirlpool Corporation. As part of the deal, Whirlpool was given the right to market "RCA Whirlpool" appliances through the mid-1960s.

15 RCA - Diversification Despite the company's indisputable leadership in television technology, David Sarnoff in 1955 commented, "Television will never be a medium of entertainment".

16 RCA - Diversification RCA was one of several major computer companies (see also: Computing) that also included IBM, Digital Equipment Corporation, Burroughs, Control Data Corporation, General Electric, Honeywell, NCR and Sperry Rand through most of the 1960s

17 RCA - Diversification RCA Graphic Systems Division (GSD) was an early supplier of electronics designed for the printing and publishing industries. It contracted with German company Rudolf Hell to market adaptations of the Digiset photocomposition system as the Videocomp, and a Laser Color Scanner. The Videocomp was supported by a Spectra computer that ran the Page-1 and, later the Page-II and FileComp composition systems. RCA later sold the Videocomp rights to Information International Inc. (III).

18 RCA - Diversification RCA was a major proponent of the eight-track tape cartridge, which it launched in The eight-track cartridge initially had a huge and profitable impact on the consumer marketplace. Sales of the 8-track tape format peaked early as consumers increasingly favored the compact cassette tape format developed by Philips.

19 Lotus Software - Diversification and acquisition by IBM
In the 1990s, to compete with Microsoft's Windows applications, Lotus had to buy in products such as Ami Pro (word processor), Approach (database), and Threadz, which became Lotus Organizer

20 Lotus Software - Diversification and acquisition by IBM
Lotus began its diversification from the desktop software business with its 1984 strategic founding investment in Ray Ozzie's Iris Associates, the creator of its Lotus Notes groupware platform

21 Lotus Software - Diversification and acquisition by IBM
In the second quarter of 1995 IBM launched a hostile bid for Lotus with a $60-per-share tender offer, when Lotus' stock was only trading at $32. Jim Manzi looked for potential white knights, and forced IBM to increase its bid to $64.50 per share, for a $3.5 billion buyout of Lotus in July On October 11, 1995 Manzi announced his resignation from what had become the Lotus Development division of IBM; he left with stock worth $78 million.

22 Outsourcing - Diversification
The early trend in outsourcing was seen in financial constructs where a function's associated capital and personnel were sold to a vendor and then rented back over a series of years

23 Outsourcing - Diversification
Industry leaders turned to each other, trade journals and management consultants to try to regain control of the situation, and the next answer that grabbed hold of the industry was labor cost arbitration; leveraging cheap, offshore resources to replace or pressure increasingly expensive legacy outsource vendors

24 Wu-Tang Clan - 1997-2000: Wu-Tang Forever and diversification
With their solo careers firmly established, the Wu-Tang Clan reassembled to release the highly anticipated Grammy-nominated multiplatinum double album Wu-Tang Forever in June 1997, debuting at number one on the Billboard Charts

25 Wu-Tang Clan - 1997-2000: Wu-Tang Forever and diversification
Wu-Tang Forever also marked the end of RZA's five-year plan

26 Wu-Tang Clan - 1997-2000: Wu-Tang Forever and diversification
Following Wu-Tang Forever, the focus of the Wu-Tang empire largely shifted to the promoting of emerging affiliated artists

27 Wu-Tang Clan - 1997-2000: Wu-Tang Forever and diversification
There was also a long line of releases from secondary affiliates such as Popa Wu, Shyheim, GP Wu, and Wu-Syndicate. Second albums from Gravediggaz and Killarmy, as well as a greatest hits album and a b-sides compilation also eventually saw release.

28 Biodiversity - Evolutionary diversification
The existence of a global carrying capacity, limiting the amount of life that can live at once, is debated, as is the question of whether such a limit would also cap the number of species

29 Biodiversity - Evolutionary diversification
On the other hand, changes through the Phanerozoic correlate much better with the Hyperbolic growth|hyperbolic model (widely used in population biology, demography and macrosociology, as well as fossil biodiversity) than with exponential and logistic models

30 Biodiversity - Evolutionary diversification
Most biologists agree however that the period since human emergence is part of a new mass extinction, named the Holocene extinction event, caused primarily by the impact humans are having on the environment.[ National Survey Reveals Biodiversity Crisis] American Museum of Natural History It has been argued that the present rate of extinction is sufficient to eliminate most species on the planet Earth within 100 years.

31 Biodiversity - Evolutionary diversification
New species are regularly discovered (on average between 5–10,000 new species each year, most of them insects) and many, though discovered, are not yet classified (estimates are that nearly 90% of all arthropods are not yet classified). Most of the terrestrial diversity is found in tropical forests and in general, land has more species than the ocean; some 8.7 million species may exists on Earth, of which some 2.1 million live in the ocean

32 Resource curse - Lack of diversification and enclave effects
The attempts at diversification that do occur are often grand public works projects which may be misguided or mismanaged

33 Israel Aircraft Industries - Diversification
In 1969 IAI acquired North American Rockwell's Jet Commander series of business aircraft. This became the basis for the IAI Westwind line. Work on an improved Westwind the Astra, by stretching the fuselage and designing a new swept wing, began in the late 1970s,Relman 1993, p with the first prototype flight on 19 March 1984.Relman 1993, p The first production Astra flew on 20 March 1985, FAA certification came on 29 August 1985 and customer deliveries started in 1986.

34 Israel Aircraft Industries - Diversification
In the 1960s, IAI developed the Gabriel (missile)|Gabriel anti-ship missile and the Elta Electronics Industries subsidiary developed an inexpensive aircraft radar which would become a successful export item. In the 1970s IAI developed the Dabur class patrol boat

35 Israel Aircraft Industries - Diversification
In the 1970s IAI also entered the Unmanned aerial vehicle (UAV) market with the development of the IAI Scout. In 1984, IAI formed a joint venture with rival Israeli company Tadiran to market both companies' UAV's, the Tadiran Mastiff and the IAI Scout.[ Unmanned Aerial Vehicles by Greg Goebel]

36 GeForce FX - Hardware refreshes and diversification
NVIDIA's initial release, the GeForce FX 5800, was intended as a high-end part. At the time, there were no GeForce FX products for the other segments of the market. The GeForce 4 MX continued in its role as the budget video card and the older GeForce 4 Ti cards filled in the mid-range.

37 GeForce FX - Hardware refreshes and diversification
In April 2003, NVIDIA introduced the GeForce FX 5600 and the GeForce FX 5200 to address the other market segments. Each had an Ultra variant and a slower, budget-oriented variant and all used conventional single-slot cooling. The 5600 Ultra had respectable performance overall but it was slower than the Radeon 9600 Pro and sometimes slower than the GeForce 4 Ti series. The FX 5200 did not perform as well as the DirectX 7.0 generation GeForce 4 MX440 or Radeon 9000 Pro in some benchmarks.

38 GeForce FX - Hardware refreshes and diversification
In May 2003, NVIDIA launched the GeForce FX 5900 Ultra, a new high-end product to replace the low-volume and disappointing FX 5800

39 GeForce FX - Hardware refreshes and diversification
In October 2003, NVIDIA released the GeForce FX 5700 and GeForce FX 5950

40 GeForce FX - Hardware refreshes and diversification
In December 2003, NVIDIA launched the GeForce FX 5900XT, a graphics card intended for the mid-range segment. It was similar to the 5900 Ultra, but clocked slower and used slower memory. It more thoroughly competed with Radeon 9600 XT, but was still behind in a few shader-intense scenarios.

41 GeForce FX - Hardware refreshes and diversification
The GeForce FX line moved to PCI Express in early 2004 with a number of models, including the PCX 5300, PCX 5750, PCX 5900 and PCX These cards were largely the same as their AGP predecessors with similar model numbers. To operate on the PCIe bus, an AGP-to-PCIe NVIDIA BR02|HSI bridge chip on the video card converted the PCIe signals into AGP signals for the GPU.

42 GeForce FX - Hardware refreshes and diversification
Also in 2004, the GeForce FX 5200 / 5300 series that utilized the NV34 GPU received a new member with the FX 5500.

43 Advertisements - Media diversification in the 1960s
In the 1960s, campaigns featuring heavy spending in different mass media channels became more prominent

44 Dish Network - Acquisitions and diversification
In 2011, Dish Network spent over $3 billion in acquisitions of companies in bankruptcy, which Motley Fool's Anders Bylund described as a veritable buying rampage in the bargain bin

45 Dish Network - Acquisitions and diversification
Dish Network put its Blockbuster acquisition to work by announcing Blockbuster movie pass, which allows on-demand movies, game and DVD rentals, and online streaming services for a flat monthly fee. Dish Network plans a similar service for non-Dish Network customers. As Blockbuster had agreements that allow it to receive DVDs 28 days earlier than Netflix, the new service could be major competition.

46 Dish Network - Acquisitions and diversification
Dish Network also plans on offering high-speed internet. The company plans a hybrid satellite/terrestrial mobile broadband service. In 2011, it petitioned the Federal Communications Commission|FCC to combine the S-Band spectrum it acquired from DBSD and Terrestar, and combine this spectrum with LTE (telecommunication)|LTE. Unlike LightSquared, Dish's spectrum has minimal risk of disrupting Global Positioning Systems.

47 Dish Network - Acquisitions and diversification
At the 2012 International CES|Consumer Electronics Show, Dish Network announced that they would be dropping the “Network” and going solely by Dish (along with a new logo) in their marketing. Dish Network's parent company will remain Dish Network.

48 Dish Network - Acquisitions and diversification
After changing the position of a satellite orbital position from being over Mexico to Brazil in 2011, Dish Network sought companies that could make a deal, among them Telefónica. However, nothing ever came of this, and Dish decided to enter the country itself. According to the Brazilian Agency of Telecommunications (Anatel), they await the authorization of the application.

49 Smith Electric Edison - Diversification
Back in the UK, the rise of the supermarket coincided with the end of around half of all milk rounds during the 1990s

50 Smith Electric Edison - Diversification
The company rebranded itself as SEV Group Ltd and diversified into fleet management, mobile vehicle repair and the sale, hire and maintenance of fork lift trucks and materials handling equipment.

51 Smith Electric Edison - Diversification
The Tanfield Group Plc, an engineering company also based in North East England, acquired SEV Group Ltd in October 2004, for £2.2m and 1million new ordinary shares. Tanfield immediately restored the historic Smith Electric Vehicles brand name and initiated RD work to develop new electric delivery vehicles.

52 Dow Chemical - Diversification and expansion
From 1940 to 1941, Dow built its first plant at Freeport, Texas, in order to produce magnesium extracted from seawater rather than underground brine

53 Dow Chemical - Diversification and expansion
The Ethyl-Dow Chemical Co. plant at Kure Beach, North Carolina|Kure's Beach NC, the only plant on the East Coast producing bromine from seawater, was attacked by a German U-boat in 1942.

54 Dow Chemical - Diversification and expansion
In the post-war era, Dow began expanding outside of North America, founding its first overseas subsidiary in Economy of Japan|Japan in 1952, and in several other nations soon thereafter. Based largely on its growing plastics business, Dow opened a consumer products division beginning with Saran wrap in Based on its growing chemicals and plastics businesses, Dow's sales exceeded $1 billion in 1964, $2 billion in 1971, and $10 billion in 1980.

55 Rank Organisation - Crisis and diversification
Despite backing some excellent films, Rank was in crisis by 1949, having built up a debt of £16 million.Patricia Warren British Fiklm Studios: An Illusrtrated History, London: B

56 Rank Organisation - Crisis and diversification
In 1949, the company bought the Bush (company)|Bush Radio manufacturing facility and began to diversify its interests

57 Rank Organisation - Crisis and diversification
'Rank Audio Visual' was created in 1960, bringing together Rank's acquisitions in multimedia, including Bell and Howell (acquired with Gaumont British in 1941), Andrew Smith Harkness Ltd (1952) and Wharfedale (company)|Wharfedale Ltd (1958)

58 Rank Organisation - Crisis and diversification
J. Arthur Rank had stepped down as Managing Director of the Rank Organisation in 1952, but remained as Chairman until 1962.

59 Punk rock - Schism and diversification
By 1979, the hardcore punk movement was emerging in Southern California

60 Punk rock - Schism and diversification
As hardcore became the dominant punk rock style, many bands of the older California punk rock movement split up, although X went on to mainstream success and The Go-Go's, part of the Hollywood punk scene when they formed in 1978, adopted a pop sound and became major stars.Spitz and Mullen (2001), pp

61 Punk rock - Schism and diversification
Radio Birdman broke up in June 1978 while touring the UK, where the early unity between Bohemianism|bohemian, middle-class punks (many with art school backgrounds) and working class|working-class punks had disintegrated.Reynolds (2005), pp

62 Punk rock - Schism and diversification
By the turn of the decade, the punk rock movement had split deeply along cultural and musical lines, leaving a variety of derivative scenes and forms

63 Film stock - 1920s: Diversification of film sensitivity
Film stock manufacturers began to diversify their products. Each manufacturer had previously offered one negative stock (usually orthochromatic) and one print stock.

64 Film stock - 1920s: Diversification of film sensitivity
In 1920, a variant of Type F film known as X-back was introduced to counteract the effects of static electricity on the film, which can cause Electric spark|sparking and create odd exposure patterns on the film

65 Film stock - 1920s: Diversification of film sensitivity
The stock's increased sensitivity to red light made it an attractive option for day for night shooting. Kodak financed a feature in 1922, shot entirely with panchromatic stock, The Headless Horseman (1922 film)|The Headless Horseman, to promote the film when Kodak introduced it as a standard option.

66 Film stock - 1920s: Diversification of film sensitivity
Panchromatic film stock was expensive and no motion pictures were produced in entirety on it for several years. The cross-cutting between panchromatic and orthochromatic stocks caused continuity problems with costume tones and panchromatic film was often avoided.

67 Film stock - 1920s: Diversification of film sensitivity
Orthochromatic film remained dominant until the mid-1920s due to Kodak's lack of competition in the panchromatic market

68 G-protein coupled receptors - Origin and diversification of the superfamily
Signal transduction mediated by the superfamily of GPCRs dates back to the origin of multicellularity

69 Cyprus Stock Exchange - Diversification Strategy
The Cyprus Stock Exchange (CSE) allows private or public companies to list their bond (finance)|bonds on the Emerging Companies Market (ECM) and for public companies to list their shares on the ECM. In both cases (listing of shares or bonds) the CSE will also provide the ISIN code and have the prices beamed through Bloomberg L.P.|Bloomberg and Reuters terminals as both are official financial data vendors.

70 State Administration of Foreign Exchange - 2008 diversification and losses
As part of diversification in 2008, SAFE acquired small stakes in dozens of companies including British companies Rio Tinto Group|Rio Tinto, Royal Dutch Shell, BP, Barclays, Tesco and Royal Bank of Scotland|RBS.

71 State Administration of Foreign Exchange - 2008 diversification and losses
Brad Setser, speaking in March 2009 said losses as a result of this diversification at the Financial crisis of 2007–2010|peak of the market would exceed US$80bn.

72 State Administration of Foreign Exchange - 2008 diversification and losses
Brad Setser said:SAFE has built up one of the largest US equity portfolios of any foreign government entity investing abroad, including the major sovereign wealth funds....It appears SAFE began diversifying into equities early in 2007 and, rather than being deterred by the subprime crisis, it continued to buy.

73 Avro Canada - Expansion and Diversification
A.V. Roe Canada Ltd. was restructured in 1954 as a holding company with two aviation subsidiaries: Avro Aircraft Ltd. and Orenda Engines Ltd., which began operating under these names on 1 January 1955.Whitcomb 2002, p. 61. Each companies' facilities were each were located across from each other in a complex at the perimeter of Malton Airport. The total labour force of both aviation companies reached 15,000 in 1958.

74 Avro Canada - Expansion and Diversification
During the same period, with Crawford Gordon as president, A.V

75 Avro Canada - Expansion and Diversification
In 1956, 500,000 shares were issued to the public at a total value of $8 million. By 1958, 48% of the shares of A.V. Roe Canada were publicly traded on the stock exchange.Campagna 1998, p Although controlled and largely owned by UK-based Hawker Siddeley Group, all profits from A.V. Roe Canada Ltd. were retained within the company to fund development and growth. Management of the Canadian companies remained in Canadian hands.

76 Commonwealth Bank of Australia - Diversification (1960-1983)
A new Commonwealth Development Bank was established in 1960 and during the 1970s the bank diversified its business into areas like insurance and travel. It established a finance company, CBFC in The bank also became more heavily involved in foreign currency trading and international banking in general.

77 Commonwealth Bank of Australia - Diversification (1960-1983)
The bank actively supported the introduction of decimal currency in the years leading up to 1966 and, like most banks, it gradually converted its paper records onto a new computer-based system. The bank created the first credit card in Australia in 1974 when it established Bankcard. In later years the bank began offering MasterCards (1984) and Visa (credit card)|Visa (1993) cards as well.

78 Commonwealth Bank of Australia - Diversification (1960-1983)
In 1974, as Papua New Guinea approached independence, the bank formally handed over its PNG operations to the newly created and government-owned Bank South Pacific|Papua New Guinea Banking Corporation (PNGBC). The bank retained a restricted branch in Port Moresby that it finally closed in 1982.

79 Commonwealth Bank of Australia - Diversification (1960-1983)
In 1981 the bank transferred its operations in the Solomon Islands to the National Bank of Solomon Islands, which operated as a joint venture (51-49, Commonwealth and Government of the Solomon Islands).

80 City of Villains - Enhancement Diversification
A significant gameplay change called Enhancement Diversification, or ED, was implemented in Issue 6

81 City of Villains - Enhancement Diversification
Some, but not all, of the negative effects of Enhancement Diversification were negated with the release of the Invention system in Issue 9, allowing players to create one enhancement that affects multiple statistics at once with bonuses for a full set that would affect global (across all powers) statistics. This allows powers to increase a given statistic beyond the point of diminishing returns, while still honoring the limits created with ED in Issue 6.

82 Ciena - Market Downturn and Diversification
During 2001, the telecommunications market went thru a severe downturn, and the segment that included Ciena’s optical networking equipment fell by nearly 2/3 to $9.1 billion. To better address the firm’s challenges, Gary Smith, previously president and head of sales, was named CEO in May 2001, and Patrick Nettles, CEO since 1994, became Executive Chairman.

83 Ciena - Market Downturn and Diversification
By 2002, Ciena’s revenues had declined 80% to $361 million. [History of Ciena, Ciena Corp., Retrieved Nov. 1, 2013 from Ciena website Over the next few years, Ciena re-grouped by expanding its product portfolio to include a broader range of advanced networking solutions, including optical switching, new generation hybrid gear and Ethernet technologies.

84 Ciena - Market Downturn and Diversification
By 2004 Ciena had purchased a total of 11 firms (half prior to the downturn) with an aggregate value of over $3.3 billion.Moritz, Scott (March 7, 2008) Ciena's Secret Weapon: Diversification, Forbes Magazine, Retrieved, Nov

85 Advertisement - Diversification
In the realm of advertising agencies, continued industry diversification has seen observers note that big global clients don't need big global agencies any more. This is reflected by the growth of non-traditional agencies in various global markets, such as Canadian business TAXI (advertising agency)|TAXI and SMART (advertising agency)|SMART in Australia and has been referred to as a revolution in the ad world.

86 Sears - Diversification
Sears began to diversify in the 1930s, adding Allstate|Allstate Insurance Company in 1931 and placing Allstate representatives in its stores in 1934

87 Sears - Diversification
In the 1990s, the company began divesting itself of many non-retail entities, which were detrimental to the company's bottom line. Sears spun off its financial services arm which included brokerage business Dean Witter Reynolds and Discover Card. It sold its mall building subsidiary Homart to General Growth Properties in Sears later acquired hardware chain Orchard Supply Hardware in 1996 and started home improvement store The Great Indoors in 1997.Donald R. Katz, The Big Store (1987)

88 Sears - Diversification
In 1993, Sears terminated its famous general merchandise catalog because of sinking sales and profits. Sears Holdings continues to produce specialty catalogs and reintroduced a smaller version of the Holiday Sears Wishbook|Wish Book in 2007.

89 Certis CISCO - Diversification
In the next decades, the company diversified its operations beyond the provisioning of armed guards, providing a range of security-related services, including enforcement, management, and consultancy services for not just physical, but also data and IT-related needs. In 1991, the board's new chief executive, Chan Boon Kiong initiated wide-ranging changes to turn the company round into a commercial entity with an annual turnover of S$200 million, with diversification into various aspects of security

90 Certis CISCO - Diversification
CISCO officially opened its new Headquarters building at Jalan Affifi off Upper Paya Lebar Road on 20 June 1986, which then boasted some of the most modern facilities including the first computerised indoor shooting range in Singapore. On 2 March 1994, work commenced to extend the CISCO Headquarters building to incorporate facilities to process and store high-value items and a computer disaster recovery centre. The Singapore Corporation of Rehabilitative Enterprises|SCORE Counselling Centre was opened in the building on 5 December 1996.[ Speech-Text Archival and Retrieval System]

91 Certis CISCO - Diversification
CISCO entered into a joint venture with Brambles Industries Ltd from Australia in May 1996 with a 51% stake to form CISCO Recall Total Information Management Pte Ltd as part of its foray into the information management industry.[ About CISCO Recall - © Recall] On 8 June 1999, the first purpose-built CISCO Recall Centre was officially opened, which included a 43-metre high document storage facility, the tallest single-storey building in Singapore. A second CISCO Recall Centre was opened in Chin Bee Avenue on 10 September 2003, by which time the company's CISCO Recall service has 33 government agencies amongst its clients.[ Speech-Text Archival and Retrieval System]

92 Certis CISCO - Diversification
By 1998, the company has over 2,000 clients which has installed security systems linked to CISCO's alarm monitoring system, an increase of 25% since 1996

93 Certis CISCO - Diversification
CISCO manned the Singapore Area Licensing Scheme|Area Licensing Scheme gantries in 1975[ ALS to ERP « Times of My Life] until the introduction of Electronic Road Pricing in September 1998, where 105 officers were redeployed. CISCO officers began to assist the Traffic Police as traffic wardens to curb illegal parking on 1 November 1999.[ Oct-30 - Traffic Wardens from 1-Nov-1999] Over 12,100 parking violation notices were subsequently issued in the next two months, prompting their implementation in more areas to allow the Traffic Police to concentrate on enforcing traffic rules on the move.

94 Certis CISCO - Diversification
During the height of the SARS crisis, CISCO officers were deployed to serve Home Quarantine Orders at the residents homes and install CCTVs at their homes. These were enforced by about 60 officers, who were given the power to electronically tag those who violate the order[ 13 Dec 94] Their high-risk duty was mentioned for praise during the then Prime Minister Goh Chok Tong's National Day Rally Speech in 2003[ Channelnewsasia.com : National Day 2003]

95 Certis CISCO - Diversification
After the September 11, 2001 attacks, CISCO reported an increase in business as a result of heightened security demands.[ Channelnewsasia.com : September 11 One Year On] From November 2004, CISCO officers were deployed to assist in enforcing sensitive locations such as Jurong Island.[ Channelnewsasia.com] CISCO ventured into professional investigation services in 2005.[ Channelnewsasia.com]

96 Certis CISCO - Diversification
In August 2012, cash and valuables were reported missing from safe deposit boxes held by Certis CISCO in at least 8 police reports. Clients were warned not to talk to the media. This was followed by a rush of customers to check on their safe deposit boxes and annulment of contracts due to various integrity issues.

97 Yamaha Corporation - Diversification
Yamaha expanded into many diverse businesses. The first venture into each major category is listed below.

98 Yamaha Corporation - Diversification
* 1897 Keyboard instruments (reed organ, pianos in 1900)

99 Yamaha Corporation - Diversification
* 1922 Audio equipment (crank phonograph first)

100 Yamaha Corporation - Diversification
* 2000 Recorded music (record company Yamaha Music Communications|YMC)

101 Liquidity risk - Diversification of liquidity providers
If several liquidity providers are on call then if any of those providers increases its costs of supplying liquidity, the impact of this is reduced. The American Academy of Actuaries wrote While a company is in good financial shape, it may wish to establish durable, ever-green (i.e., always available) liquidity lines of credit. The credit issuer should have an appropriately high credit rating to increase the chances that the resources will be there when needed.

102 Systemic risk - Diversification
Systemic risk, also called market risk or un-diversifiable risk, is a risk of security (finance)|security that cannot be reduced through Diversification (finance)|diversification

103 Systemic risk - Diversification
Until recently, many theoretical models of finance pointed towards the stabilizing effects of

104 Systemic risk - Diversification
challenge this view, investigating conditions under which diversification may have ambiguous effects on systemic risk.[ Rethinking the Financial Network]

105 Systemic risk - Diversification
shock-absorber (i.e., connectivity engenders robustness and risk-sharing prevails). But beyond the tipping

106 Diversification (marketing strategy)
'Diversification' is a corporate strategy to increase sales volume from new products and new markets. Diversification can be expanding into a new segment of an industry that the business is already in, or investing in a promising business outside of the scope of the existing business.

107 Diversification (marketing strategy)
Diversification is part of the four main growth strategies defined by Igor Ansoff's Product/Market matrix:Ansoff, I.: Strategies for Diversification, Harvard Business Review, Vol. 35 Issue 5,Sep-Oct 1957, pp

108 Diversification (marketing strategy)
Ansoff pointed out that a diversification strategy stands apart from the other three strategies. The first three strategies are usually pursued with the same technical, financial, and merchandising resources used for the original product line, whereas diversification usually requires a company to acquire new skills, new techniques and new facilities.

109 Diversification (marketing strategy)
'Note:' The notion of diversification depends on the subjective interpretation of “new” market and “new” product, which should reflect the perceptions of customers rather than managers. Indeed, products tend to create or stimulate new markets; new markets promote product innovation.

110 Diversification (marketing strategy)
Adding tooth brushes to tooth paste or tooth powders or mouthwash under the same brand or under different brands aimed at different segments is one way of diversification

111 Diversification (marketing strategy) - The different types of diversification strategies
The strategies of diversification can include internal development of new products or markets, acquisition of a firm, Business alliance|alliance with a complementary company, license|licensing of new technologies, and distributing or importing a Product lining|products line manufactured by another firm

112 Diversification (marketing strategy) - Concentric diversification
This means that there is a technological similarity between the industries, which means that the firm is able to leverage its technical know-how to gain some advantage. For example, a company that manufactures industrial adhesives might decide to diversify into adhesives to be sold via retailers. The technology would be the same but the marketing effort would need to change.

113 Diversification (marketing strategy) - Concentric diversification
It also seems to increase its market share to launch a new product that helps the particular company to earn profit. For instance, the addition of tomato ketchup and sauce to the existing Maggi brand processed items of Food Specialities Ltd. is an example of technological-related concentric diversification.

114 Diversification (marketing strategy) - Concentric diversification
The company could seek new products that have technological or marketing synergies with 

115 Diversification (marketing strategy) - Concentric diversification
existing product lines appealing to a new group of customers.This also helps the company to tap that part of the market which remains untapped, and which presents an opportunity to earn profit..

116 Diversification (marketing strategy) - Horizontal diversification
The company adds new products or services that are often technologically or commercially unrelated to current products but that may appeal to current customers. This strategy

117 Diversification (marketing strategy) - Horizontal diversification
tends to increase the firm's dependence on certain market segments. For example, a company that was making notebooks earlier may also enter the pen market with its new product.

118 Diversification (marketing strategy) - When is Horizontal diversification desirable?
Horizontal diversification is desirable if the present customers are loyal to the current products and if the new products have a good quality and are well promoted and priced. Moreover, the new products are marketed to the same economic environment as the existing products, which may lead to rigidity and instability.

119 Diversification (marketing strategy) - Another interpretation
Horizontal integration occurs when a firm enters a new business (either related or unrelated) at the same stage of production as its current operations

120 Diversification (marketing strategy) - Conglomerate diversification (or lateral diversification)
The conglomerate diversification has very little relationship with the firm's current business

121 Diversification (marketing strategy) - Goal of diversification
According to Calori and Harvatopoulos (1988), there are two dimensions of rationale for diversification. The first one relates to the nature of the strategic objective: Diversification may be defensive or offensive.

122 Diversification (marketing strategy) - Goal of diversification
Defensive reasons may be spreading the risk of market contraction, or being forced to diversify when current product or current market orientation seems to provide no further opportunities for growth. Offensive reasons may be conquering new positions, taking opportunities that promise greater profitability than expansion opportunities, or using retained cash that exceeds total expansion needs.

123 Diversification (marketing strategy) - Goal of diversification
The second dimension involves the expected outcomes of diversification: Management may expect great economic value (growth, profitability) or first and foremost great coherence and complementary to their current activities (exploitation of know-how, more efficient use of available resources and capacities).

124 Diversification (marketing strategy) - Goal of diversification
In addition, companies may also explore diversification just to get a valuable comparison between this strategy and expansion.

125 Diversification (marketing strategy) - Risks
Moreover, diversification might necessitate significant expanding of human and financial resources, which may detract focus, commitment, and sustained investments in the core industries

126 Diversification (marketing strategy) - Risks
In order to measure the chances of success, different tests can be done:

127 Diversification (marketing strategy) - Risks
*The attractiveness test: the industry that has been chosen has to be either attractive or capable of being made attractive.

128 Diversification (marketing strategy) - Risks
*The cost-of-entry test: the cost of entry must not capitalize all future profits.

129 Diversification (marketing strategy) - Risks
*The better-off test: the new unit must either gain competitive advantage from its link with the corporation or vice versa.

130 Diversification (marketing strategy) - Risks
Because of the high risks explained above, many companies attempting to diversify have led to failure. However, there are a few good examples of successful diversification:

131 Diversification (marketing strategy) - Risks
*Virgin Group moved from music production to travel and mobile phones

132 Diversification (marketing strategy) - Risks
*The Walt Disney Company|Walt Disney moved from producing animated movies to theme parks and vacation properties

133 Diversification (marketing strategy) - Risks
*Canon (company)|Canon diversified from a camera-making company into producing an entirely new range of office equipment.

134 Investment management - Diversification
Effective diversification requires management of the correlation between the asset returns and the liability returns, issues internal to the portfolio (individual holdings volatility), and cross-correlations between the returns.

135 Organizing (management) - Facilitates growth and diversification
A good organization structure is essential for expanding business activity. Organization structure determines the input resources needed for expansion of a business activity similarly organization is essential for product diversification such as establishing a new product line.

136 Modern portfolio theory - Diversification
An investor can reduce portfolio risk simply by holding combinations of instruments that are not perfectly positively correlation|correlated (Pearson product-moment correlation coefficient|correlation coefficient -1 \le \rho_ R_f .

137 Modern portfolio theory - Diversification
:Thus: [ w_a ( \operatorname(R_a) - R_f ) ] / [2 w_m w_a \rho_ \sigma_a \sigma_m] = [ w_a ( \operatorname(R_m) - R_f ) ] / [2 w_m w_a \sigma_m \sigma_m ]

138 Modern portfolio theory - Diversification
: [\sigma_] / [ \sigma_] \quad is the beta, \beta return— the covariance between the asset's return and the market's return divided by the variance of the market return— i.e. the sensitivity of the asset price to movement in the market portfolio's value.

139 Modern portfolio theory - Diversification
This equation can be estimation theory|estimated statistically using the following regression analysis|regression equation:

140 Modern portfolio theory - Diversification
where αi is called the asset's Alpha (finance)|alpha, βi is the asset's beta coefficient and SCL is the security characteristic line.

141 Modern portfolio theory - Diversification
Once an asset's expected return, E(R_i) , is calculated using CAPM, the future cash flows of the asset can be discounted to their present value using this rate to establish the correct price for the asset

142 Financial risk - Diversification
The returns from different assets are highly unlikely to be perfectly correlated and the correlation may sometimes be negative. For instance, an increase in the price of oil will often favour a company that produces it, but negatively impact the business of a firm such an airline whose variable costs are heavily based upon fuel.

143 Financial risk - Diversification
However, share prices are driven by many factors, such as the general health of the economy which will increase the correlation and reduce the benefit of diversification.

144 Financial risk - Diversification
If one constructs a portfolio by including a wide variety of equities, it will tend to exhibit the same risk and return characteristics as the market as a whole, which many investors see as an attractive prospect, so that index funds have been developed that invest in equities in proportion to the weighting they have in some well known index such as the FTSE.

145 Financial risk - Diversification
However, history shows that even over substantial periods of time there is a wide range of returns that an index fund may experience; so an index fund by itself is not fully diversified. Greater diversification can be obtained by diversifying across asset classes; for instance a portfolio of many bonds and many equities can be constructed in order to further narrow the dispersion of possible portfolio outcomes.

146 Financial risk - Diversification
This was a serious issue in the Late-2000s recession when assets that had previously had small or even negative correlationshttp:// suddenly starting moving in the same direction causing severe financial stress to market participants who had believed that their diversification would protect them against any plausible market conditions, including funds that had been explicitly set up to avoid being affected in this way

147 Financial risk - Diversification
Diversification has costs. Correlations must be identified and understood, and since they are not constant it may be necessary to rebalance the portfolio which incurs transaction costs due to buying and selling assets.

148 Financial risk - Diversification
There is also the risk that as an investor or fund manager diversifies their ability to monitor and understand the assets may decline leading to the possibility of losses due to poor decisions or unforeseen correlations.

149 City of London - Non-financial diversification
The trend for purely office development is beginning to reverse as the Corporation encourages residential use, albeit with development occurring when it arises on windfall sites

150 City of London - Non-financial diversification
Since the 1990s, the City has diversified away from near exclusive office use in other ways

151 Indo-European languages - Diversification
The diversification of the parent language into the attested branches of daughter languages is historically unattested.

152 Indo-European languages - Diversification
The timeline of the evolution of the various daughter languages, on the other hand, is mostly undisputed, quite regardless of the question of Indo-European origins.

153 Indo-European languages - Diversification
* 1500 BC–1000 BC: The Nordic Bronze Age develops pre-Proto-Germanic, and the (pre)-Proto-Celtic Urnfield and Hallstatt culture|Hallstatt cultures emerge in Central Europe, introducing the Iron Age. Migration of the Proto-Italic languages|Italic speakers into the Italian peninsula (Bagnolo stele). Redaction of the Rigveda and rise of the Vedic civilization in the Punjab region|Punjab. The Mycenaean civilization gives way to the Greek Dark Ages.

154 Indo-European languages - Diversification
* 1000 BC–500 BC: The Celtic languages spread over Central and Western Europe

155 Indo-European languages - Diversification
* 500 BC–1 BC/AD: Classical Antiquity: spread of Ancient Greek|Greek and Latin throughout the Mediterranean and, during the Hellenistic period (Indo-Greeks), to Central Asia and the Hindukush. Kushan Empire, Mauryan Empire. Proto-Germanic language|Proto-Germanic. The Anatolian languages are language death|extinct.

156 Indo-European languages - Diversification
* 1 BC/AD 500: Late Antiquity, Gupta period; attestation of Armenian language|Armenian. Proto-Slavic. The Roman Empire and then the Migration period marginalize the Celtic languages to the British Isles.

157 Indo-European languages - Diversification
* 500–1000: Early Middle Ages

158 Indo-European languages - Diversification
* 1000–1500: Late Middle Ages: Attestation of Albanian language|Albanian and Baltic languages|Baltic.

159 Indo-European languages - Diversification
* 1500–2000: Early modern Europe|Early Modern period to present: Colonialism results in the spread of Indo-European languages to every continent, most notably Romance language|Romance (North, Central and South America, French Canada, North and Sub-Saharan Africa, West Asia), West Germanic languages|West Germanic (English language|English in North America, Sub-Saharan Africa, East Asia and Australia; to a lesser extent Dutch and German), and Russian language|Russian to Central Asia and North Asia.

160 Hudson's Bay Company - Department stores and diversification
By the late 18th century, the HBC expanded into the interior and set-up posts along the river settlements that later developed into the modern cities of Winnipeg, Calgary and Edmonton

161 Hudson's Bay Company - Department stores and diversification
The First World War interrupted a major remodelling and restoration of retail trade shops planned in Following the war, the company revitalized its fur-trade and real-estate activities, and diversified its operations by venturing into the oil business.

162 Hudson's Bay Company - Department stores and diversification
During the early years of the 20th century, demand for general merchandise increased, and stores were first operated from the trading posts that were established across northern Canada. Many HBC stores were the only stores in remote Canadian towns. Today, the department store business is the only remaining part of the company's operations, in the form of department stores under the Hudson's Bay brand. The company exited the fur trade and retail in northern and remote communities in 1987.

163 Greyhound Lines - Postwar expansion and diversification
After World War II, and the building of the Interstate Highway System beginning in 1956, automobile ownership and travel became a preferred mode of travel in the United States. Along with a similar downward trend in public transportation in general, ridership on Greyhound and Trailways Transportation System|Trailways bus routes began a long decline.

164 Greyhound Lines - Postwar expansion and diversification
Greyhound leadership saw the trend and began significant changes, including using the profitable bus operations to invest in other industries

165 Greyhound Lines - Postwar expansion and diversification
For many young people from Europe, Greyhound was the way they got to know America because of a special unlimited mileage offer: 99 days for US$99 (equal to $ today) or, in other words, a dollar a day (equal to $ today), anytime, anyplace, and anywhere. (The equivalent today is known as the now-defunct Discovery Pass.)

166 Greyhound Lines - Postwar expansion and diversification
Greyhound established the Premier Cruise Line in It would last until 2000 and at one time billed itself as the Official Cruise Line of Walt Disney World.

167 Greyhound Lines - Postwar expansion and diversification
In late 1984 Greyhound had a major and bitter drivers' strike, with one fatality in Zanesville, Ohio

168 Diversification (finance)
Diversification can also be used to increase investment performance, but typically requires some sort of active management capable of ratcheting the uncorrelated variances among the portfolio positions

169 Diversification (finance)
Diversification is one of two general techniques for reducing investment risk. The other is hedge (finance)|hedging. Diversification relies on the lack of a tight positive relationship among the assets' returns, and works even when correlation and dependence|correlations are near zero or somewhat positive. Hedging relies on negative correlation among assets, or short (finance)|shorting assets with positive correlation.

170 Diversification (finance) - Types of Diversification
There are many types of portfolio diversification. Those quantifiable types may be reduced to only two; systematic diversification and idiosyncratic diversification. Idiosyncratic diversification is increased by simply holding more investments. Equally weighting the portfolio is the approach which maximizes the portfolio’s idiosyncratic diversification. Idiosyncratic diversification is typically easy to achieve.

171 Diversification (finance) - Types of Diversification
In most market conditions, intelligent diversification across asset classes and within those asset classes will provide a substantial decrease to the systematic risk.

172 Diversification (finance) - Diversification Measurement
The framework for measuring diversification by dimensions accomplishes this

173 Diversification (finance) - Examples
Geographically dispersing those baskets thus represents another dimension of diversification

174 Diversification (finance) - Examples
In finance, an example of an undiversified portfolio is to hold only one stock. This is risky; it is not unusual for a single stock to go down 50% in one year. It is much less common for a portfolio of 20 stocks to go down that much, especially if they are selected at random. If the stocks are selected from a variety of industries, company sizes and types (such as some growth stocks and some value investing|value stocks) it is still less likely.

175 Diversification (finance) - Examples
Since the mid-1970s, it has also been argued that geographic diversification would generate superior risk-adjusted returns for large institutional investors by reducing overall portfolio risk while capturing some of the higher rates of return offered by the emerging markets of Asia and Latin America.

176 Diversification (finance) - Return expectations while diversifying
Diversification need not either help or hurt expected returns, unless the alternative non-diversified portfolio has a higher expected return.Goetzmann, William N

177 Diversification (finance) - Maximum diversification
Given the advantages of diversification, many experts recommend maximum diversification, also known as “buying the market portfolio.” Unfortunately, identifying that portfolio is not straightforward.

178 Diversification (finance) - Maximum diversification
The earliest definition comes from the capital asset pricing model which argues the maximum diversification comes from buying a pro rata share of all available assets. This is the idea underlying index funds. However, since this strategy typically involves swapping systematic diversification for idiosyncratic diversification, it has little credibility as a diversification strategy.

179 Diversification (finance) - Maximum diversification
Market Risk and Systematic risk are the same thing when the underlying assets are capital market assets (such as stocks and bonds and funds). Increased exposure to the classically defined Market therefore increases market risk, increases systematic risk and decreases systematic diversification. As such index fund approaches can be very antagonist to effective diversification.

180 Diversification (finance) - Maximum diversification
Diversification has no maximum. Every equally weighted, uncorrelated asset added to a portfolio can add to that portfolios measured diversification. When assets are not uniformly uncorrelated, a weighting approach that puts assets in proportion to their relative correlation can maximize the available diversification.

181 Diversification (finance) - Maximum diversification
“Risk parity” is an alternative idea

182 Diversification (finance) - Effect of diversification on variance
Note that the favorable effect of diversification on portfolio variance would be enhanced if x and y were negatively correlated but diminished (though not necessarily eliminated) if they were positively correlated.

183 Diversification (finance) - Effect of diversification on variance
For example, if all assets' returns are mutually uncorrelated and have identical variances \sigma^_x, portfolio variance is minimized by holding all assets in the equal proportions 1/n.Samuelson, Paul, General Proof that Diversification Pays,Journal of Financial and Quantitative Analysis 2, March 1967, 1-13

184 Diversification (finance) - Effect of diversification on variance
Thus, for example, when an insurance company adds more and more uncorrelated policies to its portfolio, this expansion does not itself represent diversificationmdash;the diversification occurs in the spreading of the insurance company's risks over a large number of part-owners of the company.

185 Diversification (finance) - Diversifiable and non-diversifiable risk
The Capital Asset Pricing Model introduced the concepts of diversifiable and non-diversifiable risk. Synonyms for diversifiable risk are idiosyncratic risk, unsystematic risk, and security-specific risk. Synonyms for non-diversifiable risk are systematic risk, beta (finance)|beta risk and market risk.

186 Diversification (finance) - Diversifiable and non-diversifiable risk
If one buys all the stocks in the SP 500 one is obviously exposed only to movements in that index (economics)|index. If one buys a single stock in the SP 500, one is exposed both to index movements and movements in the stock based on its underlying company. The first risk is called “non-diversifiable,” because it exists however many SP 500 stocks are bought. The second risk is called “diversifiable,” because it can be reduced by diversifying among stocks.

187 Diversification (finance) - Diversifiable and non-diversifiable risk
Note that there is also the risk of overdiversifying to the point that your performance will suffer and you will end up paying mostly for fees.

188 Diversification (finance) - Diversifiable and non-diversifiable risk
The Capital Asset Pricing Model argues that investors should only be compensated for non-diversifiable risk. Other financial models allow for multiple sources of non-diversifiable risk, but also insist that diversifiable risk should not carry any extra expected return. Still other models do not accept this contention.

189 Diversification (finance) - An empirical example relating diversification to risk reduction
It can be seen that most of the gains from diversification come for n≤30.

190 Diversification (finance) - Corporate diversification strategies
In corporate portfolio models, diversification is thought of as being vertical or horizontal. Horizontal diversification is thought of as expanding a product line or acquiring related companies. Vertical diversification is synonymous with integrating the supply chain or amalgamating distributions channels.

191 Diversification (finance) - Corporate diversification strategies
Non-incremental diversification is a strategy followed by conglomerates, where the individual business lines have little to do with one another, yet the company is attaining diversification from exogenous risk factors to stabilize and provide opportunity for active management of diverse resources.

192 Diversification (finance) - History
:But divide your investments among many places,

193 Diversification (finance) - History
:for you do not know what risks might lie ahead.[ Ecclesiastes 11:2 NLT]

194 Diversification (finance) - History
Diversification is also mentioned in the Talmud. The formula given there is to split one's assets into thirds: one third in business (buying and selling things), one third kept liquid (e.g. gold coins), and one third in land (real estate).

195 Diversification (finance) - History
Diversification is mentioned in ShakespeareThe Only Guide to a Winning Investment Strategy You'll Ever Need (Merchant of Venice):

196 Diversification (finance) - History
:My ventures are not in one bottom trusted,

197 Diversification (finance) - History
:Upon the fortune of this present year:

198 Diversification (finance) - History
The modern understanding of diversification dates back to the work of Harry Markowitz in the 1950s.

199 Diversification (finance) - Diversification with an equally-weighted portfolio
The expected return on a portfolio is a weighted average of the expected returns on each individual asset:

200 Diversification (finance) - Diversification with an equally-weighted portfolio
where \sigma^_ is the variance on asset i and \sigma_ is the covariance between assets i and j . In an equally-weighted portfolio, x_i = x_j = \frac , \forall i, j .

201 As the number of assets grows we get the asymptotic formula:
Diversification (finance) - Diversification with an equally-weighted portfolio As the number of assets grows we get the asymptotic formula:

202 Diversification (finance) - Diversification with an equally-weighted portfolio
Thus, in an equally-weighted portfolio, the portfolio variance tends to the average of covariances between securities as the number of securities becomes arbitrarily large.

203 Hip hop culture - Diversification
Hip hop music has spawned dozens of sub-genres which incorporate a domineering style of music production or rapping. The diversification process stems from the appropriation of hip hop culture by other ethnic groups.

204 Hip hop culture - Diversification
There are many varying social influences that affect hip hop's message in different nations

205 Hip hop culture - Diversification
Kwaito is a political and party-driven genre, as performers use the music to express their political views, and also to express their desire to have a good time

206 Hip hop culture - Diversification
In Jamaica, the sounds of hip hop are derived from American and Jamaican influences

207 Hip hop culture - Diversification
Author Wayne Marshall (deejay)|Wayne Marshall argues that Hip hop, as with any number of African-American cultural forms before it, offers a range of compelling and contradictory significations to Jamaican artist and audiences

208 Hip hop culture - Diversification
In the developing world, hip hop has made a considerable impact in the social context

209 Economy of Macau - Economic diversification
The government is seeking foreign investment as a means of economic diversification as well

210 Club Med - Diversification
In the 1990s, the Club's fortunes declined as competitors copied its concepts and holidaymakers demanded more sophisticated offerings. Serge Trigano took over from his father but was replaced in 1997 by Philippe Bourguignon, former CEO of Euro Disney SCA|EuroDisney.

211 Club Med - Diversification
Bourguignon aimed to change the Club from a holiday village company to a services company. The club took over a chain of French gyms, launched bar/restaurant complexes Club Med World in Paris and Montreal and commenced a budget resort concept aimed at young adults, Oyyo with its first resort at Monastir, Tunisia|Monastir in Tunisia. Thirteen new villages were planned for the new century.

212 Indie rock - Diversification
By the end of the 1990s indie rock developed a number of sub-genres and related styles

213 Indie rock - Diversification
Space rock looked back to progressive roots, with drone-heavy and minimalist acts like Spacemen 3 in the 1980s, Spectrum (band)|Spectrum and Spiritualized, and later groups including Flying Saucer Attack, Godspeed You! Black Emperor|Godspeed You Black Emperor! and Quickspace.

214 Morrisons - Multi-channel diversification
In January 2010, Morrisons appointed Dalton Philips as its new Chief Executive. He has led Morrisons into its introduction of online shopping and convenience stores, as well as updating its original estate into a more contemporary theme.

215 Morrisons - Multi-channel diversification
In 2010, Morrisons signed a deal with budget retailer Peacocks (clothing)|Peacocks, the first concession store is set to be opened as part of a refurbishment at the retailer's store in Idle, Bradford.

216 Morrisons - Multi-channel diversification
Throughout December 2012 the supermarket chain saw a 2.5 per cent decline in sales. This led the supermarket chain to label their financial performance for the Christmas period 2012 as being a disappointing one, although the supermarket still claimed that they were on track to meet their targets.

217 Morrisons - Multi-channel diversification
Morrisons Christmas 2013 like-for-like sales declined by 5.6%. The company blamed its lack of an online shopping operation (which only launched in January 2014), despite both Aldi and Lidl doing well - both of which do not have online shopping operations.

218 Morrisons - Multi-channel diversification
As of February 2014, after four years, this strategy has had mixed success.

219 Specialized investment fund - Diversification
The Luxembourg regulator (CSSF) issued a circular letter 07/309 on 3 August 2007 containing guidelines on the principle of Diversification (finance)|risk spreading and investment restrictions for SIF vehicles:

220 Specialized investment fund - Diversification
* In principal, a SIF cannot invest more than 30% of its assets or commitments to subscribe to securities of the same nature issued by the same issuer. However, this restriction does not apply to investments in securities issued or guaranteed by an OECD Member State or its local authorities, supranational institutions or organizations. Furthermore, it is not applicable to target UCIs, which are subject to risk diversification principles that are at least comparable to those relevant to SIFs.

221 Specialized investment fund - Diversification
* Short sales may not, in principle, result in the SIF holding a short position in securities of the same type, issued by the same issuer and representing more than 30% of its assets.

222 Specialized investment fund - Diversification
* When using financial derivative instruments, the SIF must ensure, through an appropriate diversification policy of the underlying assets a comparable level of risk spreading. Similarly, the counterparty risk in an OTC transaction must, when applicable, be limited having regard to the quality and qualification of the counterparty.

223 Economy of Mauritania - Diversification
Diversification of the economy into non-mining industries remains a long-term issue

224 History of Earth - Diversification of mammals
Mammals have existed since the late Triassic, but prior to the Cretaceous–Paleogene extinction event they remained small

225 VH1 - Diversification In the late 1990s, VH1 continued to get more diverse and teen-based with its music selection, and with that, the network updated its 1994 Big 1 logo. Various late-night rock shows have been shown on VH1, featuring alternative rock and Heavy metal music|metal videos from the 1980s and 1990s. VH1 eventually warmed up to harder rock acts such as the Red Hot Chili Peppers, the Foo Fighters, the Stone Temple Pilots, and Metallica. Their new videos began being added into VH1's playlist right away.

226 VH1 - Diversification Around late 2002, VH1 even began to play mainstream hip hop music|rap musicians. The latest videos by Eminem, Nelly, Jay-Z, Snoop Dogg, Busta Rhymes, Missy Elliott, and Eve (entertainer)|Eve began to be shown in VH1's rotation and even started to crop up on VH1's top 20 countdown. VH1 also plays music from Latin artists such as Ricky Martin, Marc Anthony, Enrique Iglesias, Thalía and Shakira.

227 Economy of Saudi Arabia - Diversification
As of 2007, manufacturing outside of the petroleum industry contributed 10% to Saudi Arabian GDP and less than 6% of total employment.

228 Economy of Saudi Arabia - Diversification
The mismatch between the job skills of Saudi graduates and the needs of the private job market at all levels remains the principal obstacle to economic diversification and development; about 4.6 million non-Saudis are employed in the economy.

229 Economy of Saudi Arabia - Diversification
Saudi Arabia's first two development plans, covering the 1970s, emphasized infrastructure

230 Economy of Saudi Arabia - Diversification
In the fourth plan (1985–90), the country's basic infrastructure was viewed as largely complete, but education and training remained areas of concern

231 Economy of Saudi Arabia - Diversification
The fifth plan (1990–95) emphasized consolidation of the country's defenses; improved and more efficient government social services; regional development; and, most importantly, creating greater private-sector employment opportunities for Saudis by reducing the number of foreign workers.

232 Economy of Saudi Arabia - Diversification
The sixth plan (1996–2000) focused on lowering the cost of government services without cutting them and sought to expand educational training programs. The plan called for reducing the kingdom's dependence on the petroleum sector by diversifying economic activity, particularly in the private sector, with special emphasis on industry and agriculture. It also continued the effort to Saudiize the labor force.

233 Economy of Saudi Arabia - Diversification
The seventh plan (2000–2004) focuses more on economic diversification and a greater role of the private sector in the Saudi economy. For 2000–04, the government aims at an average GDP growth rate of 3.16% each year, with projected growths of 5.04% for the private sector and 4.01% for the non-oil sector. The government also has set a target of creating 817,300 new jobs for Saudi nationals.

234 Economy of Saudi Arabia - Diversification
Advertising expenditures have reached new peaks due to emphasis on value-added manufacturing.

235 Economy of Saudi Arabia - Diversification
As part of its diversification, Saudi Arabia has been inking major refinery contracts with Chinese and other companies.

236 Economy of the United Arab Emirates - Diversification
The UAE government has worked towards reducing the economy's dependence on oil exports by 2030.[ UAE Industry Builds Capability] March 4, 2013 Aviation Week Space Technology Various projects are underway to help achieve this, the most recent being the Khalifa Port, opened in the Emirate of Abu Dhabi at the end of 2012

237 Economy of the United Arab Emirates - Diversification
Over the decades, the Emirate of Dubai has started to look for additional sources of revenue

238 Economy of the United Arab Emirates - Diversification
, budgeted government revenues were about United Arab Emirates dirham|AED 29.7 billion, and expenditures were about AED 22.9 billion.

239 Economy of the United Arab Emirates - Diversification
In addition, to finding new ways of sustaining the national economy, the UAE has also made progress in installing new, sustainable methods of generating electricity. This is evidenced by various solar energy initiatives at Masdar City and by other renewable energy developments in parts of the country.

240 Economy of Bahrain - Diversification
Though [ Current GDP per capita] shrank by 2.4% in the 1980s, it bounced back to a growth of 36% in the 1990s as a result of successful diversification initiatives

241 Economy of Bahrain - Diversification
* The financial system is enjoying strong performance under favorable circumstances, and is likely to remain a major contributor to overall growth. The main risk stems from potential overheating in the economies of the region, but the system should be resilient to likely shocks.

242 Economy of Bahrain - Diversification
* Prudential regulations are modern and comprehensive, and supervision is generally effective, especially in the dominant banking sector. Supervisory capacity needs to be expanded in line with new regulations and to keep up with the growth and increasing sophistication of financial institutions.

243 Economy of Bahrain - Diversification
* The further expansion of the Islamic sector, the development of housing finance, and the deepening of securities markets are important for the future growth of the financial system. The banking and insurance sectors will eventually undergo consolidation. [

244 Economy of Bahrain - Diversification
In 2005, Bahrain signed the US-Bahrain Free Trade Agreement, becoming the first Persian Gulf state to sign such a bilateral trade agreement with the United States. A massive privatisation programme is underway to sell off key government assets: utilities, banks, financial services, and telecommunications have started to come under the control of the private sector.

245 Economy of Bahrain - Diversification
As a result the economy has been well positioned to exploit the extra revenues generated in the region thanks to the sustained high oil prices since In January 2006, the United Nations Economic and Social Commission for Western Asia cited Bahrain as the [ fastest growing economy] in the Arab world.

246 Economy of Bahrain - Diversification
Between 1981 and 1993, Bahrain Government expenditures increased by 64%. During that same time, government revenues continued to be largely dependent on the oil industry and increased by only 4%. Bahrain has at times received significant budgetary support and project grants from Saudi Arabia, Kuwait and the United Arab Emirates.

247 Economy of Bahrain - Diversification
The government has used its modest oil revenues to build an advanced infrastructure in transportation and telecommunications. Bahrain is a regional financial and business center. Tourism in Bahrain|Tourism, especially from the region, has proved another significant source of income.

248 Economy of Bahrain - Diversification
Bahrain has benefited from the oil boom since 2001, with economic growth of 5.5%. It has succeeded in attracting investment from other Persian Gulf states partly because it used the revenues of the 1970s-early 80s boom to invest in infrastructure development and other projects to improve the standard of living; health, education, housing, electricity, water, and roads all received attention.

249 Economy of Bahrain - Diversification
The success of ventures such as the Bahrain Grand Prix has raised the Kingdom's international profile, and combined with the boom in Islamic banking, has encouraged major airlines to resume services to the country, with Lufthansa announcing on 14 March 2006 that it would schedule [ three flights a week to Manama from Frankfurt].

250 Economy of Bahrain - Diversification
As part of its efforts to build a modern economy, Bahrain has initiated a series of labour reforms under Minister of Labour Majeed Al Alawi in order to bring the labour market into line with international standards.Bahrain intends to expand its high tech industries, invest in research and development, and strengthen its competitive edge within a global economy

251 Economy of Bahrain - Diversification
In 2009 it was announced that the Bahraini Government would be developing land next door to the Bahrain International Circuit

252 BT Cellnet - Since 2007: diversification
On 15 July 2009, O2 entered the financial services industry with the launch of O2 Money, which was the first step in the process of incorporating financial services into mobile phones. Future plans include manufacturing Near Field Communication (NFC) technology in mobile phones in the United Kingdom. It was also announced that its NFC technology is ready, but pending support from large retailers and handset manufacturers before a mass rollout.

253 BT Cellnet - Since 2007: diversification
O2 and Vodafone UK|Vodafone signed a deal in June 2012 which will see the two companies 'pool' their network technology, creating a single national grid of 18,500 Mobile phone transmitter|transmitter sites. Both networks will continue to carry their own independent mobile spectrum.

254 BT Cellnet - Since 2007: diversification
In July 2012, O2 had to apologise to almost 8 million customers after a network switching subsystem failure led to a 24-hour blackout of the service across the UK and Ireland.

255 BT Cellnet - Since 2007: diversification
The problem, which prevented a third of its customers' phones registering on the network, also affected customers of Mobile virtual network operator|MVNO networks Tesco Mobile and Giffgaff. To apologise for this, O2 announced that it would be giving hundreds of thousands of its customers compensation for the issue. Pay monthly customers received a 10% discount on their bill whereas Pay As You Go users received a 10% refund on first top up in September.

256 Studentenverbindung - Revolution of 1848 and subsequent diversification
Tensions started to build, with short lived, illegal fraternities forming, being dissolved and reforming at all universities, peaking in the German revolutions of 1848|revolution of 1848 in which many members of Studentenverbindungen took part

257 Studentenverbindung - Revolution of 1848 and subsequent diversification
Thus, the general concept flourished quickly, and soon, the Studentenverbindungen were no longer seen as clubs of young rowdies and revolutionaries, but as a valuable school for the future

258 Studentenverbindung - Revolution of 1848 and subsequent diversification
During this time, the first Christian fraternities were established by religious students missing belief as a basic principle of unity, and although some of them still took up weapons, many refused to do so from an ethical and religious standpoint. They often carried generic names, unifying themselves under an umbrella organization such as the oecumenical Wingolf (with Wingolf Bonn being the first in 1841).

259 Studentenverbindung - Revolution of 1848 and subsequent diversification
When the Catholic religion was beginning to be repressed during the Kulturkampf, a large number of fraternities of Catholic belief were formed as a reaction. The first organization of decidedly Catholic origin was the Schweizerische Studentenverein (Swiss students' union) in These catholic fraternities understood themselves as an important network to counteract the Kulturkampf.

260 Studentenverbindung - Revolution of 1848 and subsequent diversification
In 1848, a Germany-wide association of Corps was founded in Bad Kösen, the so-called Kösener Senioren-Convents-Verband (roughly, the Kösen association of the committees of the first men in charge). It consisted solely of the old Corps present at traditional liberal arts colleges and excluded those at technical colleges. In reaction, the Weinheimer Seniorenconvent was established, which unified the latter. Today, the two umbrella organizations are tightly linked by a cooperation treaty.

261 Studentenverbindung - Revolution of 1848 and subsequent diversification
The types of fraternities soon diversified, and formerly informal clubs, such as sports clubs influenced by the political ideas of Turnvater Jahn (Turnerschaften), academic choirs (Sängerschaften), and groups influenced by the progressive movement (Landsmannschaften after the 17th century organizations) were reorganized, each with their namesake as their central principle and idea of character building

262 Studentenverbindung - Revolution of 1848 and subsequent diversification
A notable exception from these self-centered principles is the VVDSt (Verband der Vereine Deutscher Studenten, union of associations of German students), which had a strict antisemitic policy and was formed in 1881 as a decidedly political group

263 Studentenverbindung - Revolution of 1848 and subsequent diversification
Finally, around the break of the century, women were admitted to visit universities, unifiying to sororities in as soon as The first such organization was the Club der Namenlosen (club of the nameless), soon renamed Verein Studierender Frauen Deutschlands Hilaritas (association of female students of Germany Hilaritas).

264 Studentenverbindung - Revolution of 1848 and subsequent diversification
This diversification progressed to the point that the formerly despised students' culture heavily influenced society, especially affecting the language

265 F. W. Woolworth Company - Diversification
In the 1960s, the five-and-dime concept evolved into the larger discount store format

266 F. W. Woolworth Company - Diversification
By Woolworth’s 100th anniversary in 1979, it had become the largest department store chain in the world, according to the Guinness World Records|Guinness Book of World Records.

267 Irish Times - Diversification
The director, Maeve Donovan, who instigated the investment and diversification strategy, subsequently retired

268 Irish Times - Diversification
The managing director said in 2009 that mobile phone applications would be a key investment for newspapers and The Irish Times now has an application for the iPhone and Android (operating system)|Android smartphones.

269 Irish Times - Diversification
In June 2010, Gazette group newspapers' managing director claimed the company's affairs were being conducted oppressively by its majority shareholder, the Irish Times.

270 Economy of Mauritius - Heterodox Liberalisation and Diversification
Mauritius has followed a pragmatic development strategy in which liberalisation process was sequenced and tailored to its competitive advantages and weaknesses

271 Economy of Mauritius - Heterodox Liberalisation and Diversification
Liberalisation occurred in phases that were initiated to build on advantages the economy enjoyed on the international market.

272 Economy of Mauritius - Heterodox Liberalisation and Diversification
* 1970s: Mauritius profited from sugar rents, established an export processing zone EPZ and successfully attracted capital and foreign investment in manufacturing.

273 Economy of Mauritius - Heterodox Liberalisation and Diversification
* 1980s-1990s: EPZ expanded and led to a significant increase in foreign direct investment (FDI) and tourism. Preferential access to sugar and clothing markets amounted to 7% of GDP in the 1980s and 4.5% in the 1990s, capital and current accounts were liberalised, contributing to an investment and employment boom and the high inflow of FDI brought with it managerial skills.

274 Economy of Mauritius - Heterodox Liberalisation and Diversification
* 1990s-2010: Further diversification, liberalisation and investment.

275 Indo-European language - Diversification
Using a mathematical analysis borrowed from evolutionary biology, Don Ringe and Wendy Tarnow propose the following evolutionary tree of Indo-European branches:

276 Indo-European language - Diversification
* Pre-Anatolian languages|Anatolian (before 3500 BCE)

277 Indo-European language - Diversification
* Pre-Tocharian languages|Tocharian

278 Indo-European language - Diversification
* Proto-Indo-Iranian languages|Indo-Iranian (2000 BCE)

279 Indo-European language - Diversification
David Anthony proposes the following sequence:

280 Indo-European language - Diversification
* Proto-Indo-Iranian languages|Indo-Iranian (2200 BCE); split between Iranian and Old Indic 1800 BCE

281 Indo-European language - Diversification
From 1500 BCE the following sequence may be given:

282 Oxygen catastrophe - Role in mineral diversification
The Great Oxygenation Event triggered an explosive growth in the diversity of minerals on Earth

283 Economy of Kuwait - Diversification
Kuwait's revenues rely significantly on oil, increasing from 85% of total revenues in 2001 to 95% in Diversification (finance)|Diversification of the economy remains a long-term issue. In recent years, Kuwait has done little to diversify its economy due to positive fiscal situation and hostile relationship between the National Assembly (Kuwait)|National Assembly parliament and government, which has prevented the implementation of economic reforms.

284 Economy of Kuwait - Diversification
Prior to the Gulf War, Kuwait was successfully diversifying its economy. The development of non-oil sectors significantly declined after the Gulf War|Iraqi invasion in 1990, after hundreds of companies and foreign institutions relocated to Dubai and Bahrain. During the past 20 years, Kuwait has not implemented any development projects with significant economic value, while the dependence on oil revenues has increased.

285 Economy of Kuwait - Diversification
Between 2006 and 2012, political turmoil hindered attempts at economic diversification.

286 Lizard - Lizard diversification
'Lacertilia' comprises four generally recognized suborders, Iguania, Gekkota, Amphisbaenia and Autarchoglossa, with the blind skinks in the family Dibamidae having an uncertain position. While traditionally excluded from the lizards, the snakes are usually classified as a clade with a similar subordinal rank.[ Squamata Oppel, 1811]. the Integrated Taxonomic Information System. ITIS.org

287 Tetrapod - Phylogeny of early tetrapod diversification
Cladogram modified after Ruta, Jeffery Coates (2003).

288 Tetrapod - Phylogeny of early tetrapod diversification
|label2=Microsauria

289 Tetrapod - Phylogeny of early tetrapod diversification
|1=Mastodonsauroidea

290 Tetrapod - Phylogeny of early tetrapod diversification
Unreferenced section|date=November 2012

291 Tetrapod - Phylogeny of early tetrapod diversification
The tetrapod's ancestral fish must have possessed similar traits to those inherited by the early tetrapods, including internal nostrils (to separate the breathing and feeding passages) and a large fleshy fin built on bones that could give rise to the tetrapod limb

292 Tetrapod - Phylogeny of early tetrapod diversification
The major difference between crossopterygians and early tetrapods was in the relative development of the front and back skull portions; the snout is much less developed than in most early tetrapods and the post-orbital skull is exceptionally longer than an amphibian's.

293 Tetrapod - Phylogeny of early tetrapod diversification
A great many kinds of early tetrapods lived during the Carboniferous period

294 Tetrapod - Phylogeny of early tetrapod diversification
To propagate in the terrestrial natural environment|environment, animals had to overcome certain challenges

295 Numericable - New fiber optic network and diversification
NC Numericable and Noos merged in One year later, the brand Noos disappeared and was replaced by the name Numericable. A new logo and marketing campaign was subsequently launched in August For the first time, all of French cable networks were technically owned by one company.

296 Numericable - New fiber optic network and diversification
In 2007, Numericable announced that it had signed a deal with Bouygues Telecom to use its mobile network, thereby opening the way to offering mobile services to its customers. The company subsequently launched the service in 2008.

297 FELDA - Diversification
FELDA has diversified from its original business of land development, to other economic ventures mdash; some of them entirely unrelated to land resettlement. Although FELDA has subsidiaries involved in businesses such as marketing, transportation, milling, etc., it also reportedly has a stake in some major Malaysian banks, such as Maybank.[ The National Auctioneer]. (3 Sept. 2005). Malaysia Today.

298 Arthur Adams (comics) - Diversification and experimentation
Adams would also work for other publishers during the 1980s, as when he drew several pages of Batman (comic book)|Batman #400 in 1986 and Action Comics Annual #1 in 1987

299 Arthur Adams (comics) - Diversification and experimentation
Adams was one of 54 artists profiled in Ron Goulart's 1989 book, The Great Comic Book Artists, Volume 2, whose front and back covers Adams himself illustrated.

300 Hip hop - Diversification
Hip Hop has begun making inroads with more than black artists

301 Hip hop - Diversification
Many hip hop artists that make it out of the developing world come to places like the United States in hopes of improving their situations

302 Bridgewater Associates - Systematic diversification
According to Bloomberg L.P| Bloomberg Bridgewater uses an investing system that combines traditional diversification with wager[s] on or against markets around the world and attempts to invest in instruments and markets that do not move in lock step with each other

303 Index fund - Diversification
Diversification (finance)|Diversification refers to the number of different securities in a fund. A fund with more securities is said to be better diversified than a fund with smaller number of securities. Owning many securities reduces volatility by decreasing the impact of large price swings above or below the average return in a single security. A Wilshire 5000 index would be considered diversified, but a bio-tech Exchange-traded fund|ETF would not.

304 Index fund - Diversification
Since some indices, such as the SP 500 and FTSE 100, are dominated by large company stocks, an index fund may have a high percentage of the fund concentrated in a few large companies. This position represents a reduction of diversity and can lead to increased Volatility (finance)|volatility and financial risk|investment risk for an investor who seeks a diversified fund.

305 Index fund - Diversification
Some advocate adopting a strategy of investing in every security in the world in proportion to its market capitalization, generally by investing in a collection of ETFs in proportion to their home country market capitalization. A global indexing strategy may have lower variance in returns than one based only on home market indexes, because there may be less correlation between the returns of companies operating in different markets than between companies operating in the same market.

306 Evolution of the eye - Lens formation and diversification
Lenses evolved independently in a number of lineages

307 Evolution of the eye - Lens formation and diversification
The development of the lens in camera-type eyes probably followed a different trajectory

308 Evolution of the eye - Lens formation and diversification
Note that this optical layout has not been found, nor is it expected to be found. Fossilization rarely preserves soft tissues, and even if it did, the new humour would almost certainly close as the remains desiccated, or as sediment overburden forced the layers together, making the fossilized eye resemble the previous layout.

309 Evolution of the eye - Lens formation and diversification
Vertebrate lens (anatomy)|lenses are composed of adapted epithelium|epithelial cells which have high concentrations of the protein crystallin

310 Evolution of the eye - Lens formation and diversification
It is biologically difficult to maintain a transparent layer of cells

311 Evolution of the eye - Lens formation and diversification
Independently, a transparent layer and a nontransparent layer may split forward from the lens: a separate cornea and iris (anatomy)|iris

312 Capital mobility - Diversification and economic bubbles
It is also suggested that unchecked free trade increases the risk of economic bubbles that may affect entire nations and perhaps the world instead of just individuals. Diversification in personal and corporate investment portfolios is commonly accepted advice to reduce risk; similarly, diversity in economies can also act as a buffer against problems with specific product or product category demand.

313 Capital mobility - Diversification and economic bubbles
Diversification of specialties tends to conflict with strict adherence to the theory of comparative advantage.

314 BahnCard - New tariff model and diversification: 2002-present
Towards the end of 2002, Deutsche Bahn undertook a major reform of its pricing strategy

315 BahnCard - New tariff model and diversification: 2002-present
This reform proved highly unpopular with customers.

316 BahnCard - New tariff model and diversification: 2002-present
After passenger protests and declining passenger numbers, the pricing model was modified again in August The original 50% discount Bahncard was reintroduced alongside the 25% Bahncard, however its price was increased from €120 to €200.

317 BahnCard - New tariff model and diversification: 2002-present
On 14 December 2003 the 'City ticket' (see below) was launched in 44 cities in cooperation with the 'Verband Deutscher Verkehrsunternehmen' (Union of German Transport Operators), Deutsche Bahn, and the individual local transport companies

318 BahnCard - New tariff model and diversification: 2002-present
Between 2004 and 2008 the number of BahnCard holders grew by one million to 4.01 million,

319 BahnCard - New tariff model and diversification: 2002-present
Deutsche Bahn AG: [ Deutsche Bahn: Menschen bewegen – Welten verbinden] (PDF, 9,2MB), Berlin 2008, p.31, (in German)

320 Radio Corporation of America - Diversification
In 1941, before the attack on Pearl Harbor, the cornerstone was laid for a research and development facility, RCA Laboratories in Princeton, New Jersey, led for many years by Elmer William Engstrom|Elmer Engstrom

321 Radio Corporation of America - Diversification
During World War II and beyond, RCA set up several new divisions, for defense, space exploration and other activities. The RCA Service Corporation provided large numbers of staff for the Distant Early Warning Line|Distant Early Warning (DEW) Line. RCA units won five Army–Navy ‘E’ Awards for Excellence in production.Radio Age By Radio Corporation of America, p. 26 Also during the war, ties between RCA and JVC were severed.

322 Radio Corporation of America - Diversification
In 1949, RCA Victor released the first 45revolutions per minute|rpm record to the public, to compete with Columbia Records|CBS/Columbia's 33⅓rpm LP record|LP.

323 Radio Corporation of America - Diversification
In 1953, RCA's all-electronic color TV technology was adopted as the standard for American color TV

324 Radio Corporation of America - Diversification
RCA was one of several major computer companies (see also: Computing) that also included IBM, Digital Equipment Corporation, Burroughs Corporation|Burroughs, Control Data Corporation, General Electric, Honeywell, NCR Corporation|NCR and Sperry Corporation|Sperry Rand through most of the 1960s

325 Radio Corporation of America - Diversification
RCA was a major proponent of the 8-track tape|eight-track tape cartridge, which it launched in The eight-track cartridge initially had a huge and profitable impact on the consumer marketplace. Sales of the 8-track tape format peaked early as consumers increasingly favored the compact cassette tape format developed by Philips.

326 Ilmor - Diversification - Ilmor High Performance Marine, LLC.
As part of a broader desire to diversify the U.S. company’s business base, Ilmor, Inc., entered the high-performance marine world in 2002, building race engines for the SuperCat Offshore Racing Series of the American Power Boat Association (APBA). Recognizing the business potential, Ilmor worked with then co-owner DaimlerChrysler to marinize and modify the Dodge Viper's V10.

327 Ilmor - Diversification - Ilmor High Performance Marine, LLC.
Late that year, the first two prototype 550 HP engines were installed in a new sport rubber dinghy. In close collaboration with Pete Hledin of Douglas Marine (the parent company of Skater) and Bob Morgan of Big Thunder Marine, the Ilmor V10's underwent extensive durability testing and the results were encouraging.

328 Ilmor - Diversification - Ilmor High Performance Marine, LLC.
Armed with enough knowledge and experience from the initial marine exposure and having completed a comprehensive study of the marine business at large, Ilmor made long term plans to enter the powerboat business in a serious manner

329 Ilmor - Diversification - Ilmor High Performance Marine, LLC.
In 2009, Ilmor had to utilize its engineering expertise to create an entirely new generation of MV-10 marine products

330 Ilmor - Diversification - Ilmor High Performance Marine, LLC.
As part of its overall marine business development plan, Ilmor also unveiled the all-new INDY high-performance stern-drive in The INDY drive, two and a half years in the making, was designed to compliment not only all of the current Ilmor high-performance marine engines but to handle the power and torque of several other engines aimed for introduction at a later time. The addition of the INDY drive placed Ilmor High Performance Marine firmly into the ranks of marine powertrain suppliers.

331 Common Brittonic - Diversification
Common Brittonic was used with Latin following the Roman invasion of Britain in AD 43, at least in major settlements. A number of Latin words were borrowed by Brittonic speakers.

332 Common Brittonic - Diversification
The History of Anglo-Saxon England|Anglo-Saxon invasion of Britain during the 500s marked the beginning of a decline in the language, as it was gradually replaced by Old English

333 Dunlop Rubber - Geddes era diversification
From 1924, Sir Eric Geddes began to diversify Dunlop

334 Dunlop Rubber - Geddes era diversification
An advertising campaign in 1928 heralded the Dunlop way.

335 Dunlop Rubber - Geddes era diversification
In the late 1920s, Dunlop had manufacturing subsidiaries in the US, Canada, France, Germany and Japan. By 1930, Dunlop secured an equal market share with its arch rival Michelin in France.

336 Dunlop Rubber - Geddes era diversification
In 1929, Dunlopillo Latex|latex foam was patented. In 1933, the commercial production of Dunlopillo products began.

337 Dunlop Rubber - Geddes era diversification
In 1930, Dunlop was the eighth largest public company in Britain by market value.

338 Dunlop Rubber - Geddes era diversification
The inter-war years saw considerable international expansion for Dunlop. The German subsidiary was reacquired after the First World War, and by 1929, Dunlop of Germany operated the second largest tyre factory in the country. Dunlop built manufacturing facilities in Ireland, South Africa and India during the 1930s. In 1932 the Dunlop bridge was built over the Circuit De La Sarthe, home to the Le Mans 24 hour race.

339 Dunlop Rubber - Geddes era diversification
The years 1922 to 1937 firmly established Dunlop as a household name. By 1939 Dunlop was one of the largest British multinational companies.

340 Agricultural diversification
In the agricultural context, diversification can be regarded as the re-allocation of some of a farm's productive resources, such as land, Financial capital|capital, farm equipment and paid labour, into new activities

341 Agricultural diversification - Definitions of diversification
of Agriculture [ Agricultural Diversification and Market Development Bureau]

342 Agricultural diversification - Definitions of diversification
[ Diversification in agriculture]

343 Agricultural diversification - Drivers of diversification
Diversification can be a response to both opportunities and threats.

344 Agricultural diversification - Opportunities
* 'Changing consumer demand'. As consumers in developing countries become richer, food consumption patterns change noticeably. People move away from a diet based on staples to one with a greater content of animal products (meat, eggs, and dairy) and fruits and vegetables. In turn, more dynamic farmers are able to diversify to meet these needs.

345 Agricultural diversification - Opportunities
* 'Changing demographics'. Rapid urbanization in developing countries has an impact on consumption patterns. Moreover, a smaller number of farmers, in percentage terms at least, has to supply a larger number of consumers. While this may not imply diversification it does require adaptation to new farming techniques to meet higher demand.

346 Agricultural diversification - Opportunities
* 'Export potential'. Developing country farmers have had considerable success by diversifying into crops that can meet export market demand. While concern about food miles, as well as the cost of complying with supermarket certification requirements such as for GlobalGAP may jeopardize this success in the long run, there remains much potential to diversify to meet export markets.

347 Agricultural diversification - Opportunities
* 'Adding value'. The pattern witnessed in the West, and now becoming widespread in developing countries, is for consumers to devote less and less time to food preparation. They increasingly require ready-prepared meals and labour-saving packaging, such as pre-cut salads. This provides the opportunity for farmers to diversify into value addition, particularly in countries where supermarkets play a major role in retailing.

348 Agricultural diversification - Opportunities
[ Diversification in Indian agriculture towards high-value crops]

349 Agricultural diversification - Opportunities
* 'Improving nutrition'. Diversifying from the monoculture of traditional staple food|staples can have important nutritional benefits for farmers in developing countries.

350 Agricultural diversification - Threats
* 'Urbanization'. This is both an opportunity and a threat, in that the expansion of cities places pressure on land resources and puts up the value of the land. If farmers are to remain on the land they need to generate greater income from that land than they could by growing basic staples. This fact, and the proximity of markets, explains why farmers close to urban areas tend to diversify into high-value crops.

351 Agricultural diversification - Threats
In fact, farmers often do the opposite of diversification by planting products that have a high price in one year, only to see the price collapse in the next, as explained by the cobweb theory.

352 Agricultural diversification - Threats
* 'External threats'. Farmers who are dependent on exports run the risk that conditions will change in their markets, not because of a change in consumer demand but because of policy changes. A classic example is the Caribbean banana industry, which collapsed as a result of the removal of import quota|quota protection on EU markets, necessitating diversification by the region’s farmers.

353 Agricultural diversification - Threats
* 'Domestic policy threats'. Agricultural production is sometimes undertaken as a consequence of government subsidies, rather than because it is inherently profitable. The reduction or removal of those subsidies, whether direct or indirect, can have a major impact on farmers and provide a significant incentive for diversification or, in some cases, for returning to production of crops grown prior to the introduction of subsidies.

354 Agricultural diversification - Threats
Government policy in Kenya to promote crop diversification has included the removal of subsidies for some crops, encouraging land-use zoning and introducing differential land tax systems.United Nations Framework Convention on Climate Change, [ Risk management approaches to address adverse effects of climate change- Economic diversification]

355 Agricultural diversification - Opportunities for diversification
The United Nations Food and Agriculture Organization (FAO) has been one of the development organizations promoting diversification by small farmers and has produced booklets identifying beekeeping, mushroom farming, milk production, fish ponds and sheep and goats, among others, as diversification possibilities.[ FAO]

356 Agricultural diversification - Measures of diversification
Agricultural diversification is measured in a number of ways throughout the world. For example, one such measure is the index of maximum proportion, which is defined as the ratio (proportion) of the farm's primary activity to its total activities.Culas, Richard and Mahendrarajah [ Causes of Diversification in Agriculture over Time: Evidence from Norwegian Farming Sector], (Retrieved on )

357 American rock - Diversification
Rock and roll has been seen as leading to a number of distinct sub-genres, including rockabilly, combining rock and roll with hillbilly country music, which was usually played and recorded in the mid-1950s by white singers such as Carl Perkins, Jerry Lee Lewis, Buddy Holly and with the greatest commercial success, Elvis Presley.[ Rockabilly], Allmusic, retrieved 06 August 2009

358 Diversification * Agricultural diversification involves the re-allocation of some of a farm's resources to new products or non-agricultural activities

359 * Diversified technique, a chiropractic method
Diversification * Diversified technique, a chiropractic method

360 Ansoff Matrix - Diversification
In Diversification (marketing strategy)|diversification an organization tries to grow their introducing new offerings in new markets. It is the most risky strategy since both product and market development is required.

361 Heathkit - Diversification and the digital era
After the death of Howard Anthony in 1954, Heath was bought by Daystrom Company, a management holding company that also owned several other electronics companies

362 Heathkit - Diversification and the digital era
Kits were compiled in small batches mostly by hand, using roller assembly lines. These lines were put up and taken down as needed. Some kits were sold completely assembled and tested in the factory. These models were differentiated with a W suffix after the model number.

363 Heathkit - Diversification and the digital era
The last great flourish of the Heathkit was probably the 1978 introduction of the Heathkit H8 computer

364 Heathkit - Diversification and the digital era
Seeing the potential in personal computers, Zenith Electronics Corporation|Zenith Radio Company bought Heath Company from Schlumberger in 1979 for $63 million,Sol Libes BYTE News... in BYTE, ISSN , Volume 4 No. 11, November 1979 pg. 81 renaming the computer division Zenith Data Systems (ZDS). Zenith purchased Heath for the flexible assembly line infrastructure at the nearby St. Joseph facility as well as the RD assets.

365 Heathkit - Diversification and the digital era
Heath/Zenith was in the vanguard of companies to start selling personal computers to small business

366 Heathkit - Diversification and the digital era
While the H11 was popular with hard-core hobbyists, Heath engineers realized that DEC's PDP microprocessors would not be able to get Heath up the road to more powerful systems

367 Heathkit - Diversification and the digital era
In 1982 Heath introduced the HERO (robot)|Hero-1 robot kit to teach principles of industrial robotics.Steven Leininger Heath's HERO-1 Robot, BYTE, January 1983 pp The robot included a Motorola 6800|Motorola 6808 processor, ultrasonic sensor, and optionally a manipulator arm; the complete robot could be purchased assembled for $2495 or a basic kit without the arm purchased for $999. This was the first in a popular series of HeathKit robot kits sold to educational and hobbyist users.

368 Digital Equipment - Diversification
Although their microcomputer efforts were eventually considered failures, the PDP-11 and VAX lines continued to sell in record numbers

369 Diversification (strategy)
'Diversification' is a corporate strategy to enter into a new market or industry which the business is not currently in, whilst also creating a new product for that new market. This is most risky section of the Ansoff Matrix, as the business has no experience in the new market and does not know if the product is going to be successful.

370 Diversification (strategy) - Concentric diversification
The company could seek new products that have technological or marketing synergies with

371 Diversification (strategy) - Concentric diversification
existing product lines appealing to a new group of customers.This also helps the company to tap that part of the market which remains untapped, and which presents an opportunity to earn profit..

372 Bombardier Recreational Products - Diversification
In the 1970s and 1980s the company diversified into railway and aeronautical products and became a multinational corporation known as Bombardier Inc.

373 Kering - A diversification towards retail and its shift towards apparel accessories
In March 1990, François Pinault was elected president of CFAO, which specialized in electrical material distribution and negotiation in Africa.

374 Kering - A diversification towards retail and its shift towards apparel accessories
In April 1991, Pinault SA entered the retail distribution market, with the takeover of Conforama.

375 Kering - A diversification towards retail and its shift towards apparel accessories
In 1992, the Group sold the Compagnie Industrielle d’Ameublement (kitchen furniture), of Ordo (office furniture) and Isoroy (wood panel makers). During the same year, The Pinault-Printemps Group was born out of the Au printemps SA takeover, which owned 54% of La Redoute and Finaref. In 1993, the Armand Thierry company, bought by Le Printemps, was sold. Disco (Food-industry retailer) was also sold.

376 Kering - A diversification towards retail and its shift towards apparel accessories
In 1994, La Redoute was absorbed by Pinault-Printemps, and renamed Pinault-Printemps-Redoute. In July, the group took control of French retailer Fnac.

377 In 1995, the Group launched its first Website: www.laredoute.fr.
Kering - A diversification towards retail and its shift towards apparel accessories In 1995, the Group launched its first Website:

378 Kering - A diversification towards retail and its shift towards apparel accessories
In 1996, CFAO bought SCOA, the main pharmaceutical distributor in West Africa. The same year, PPR created Orcanta, a lingerie distributor.

379 Kering - A diversification towards retail and its shift towards apparel accessories
Over the following years, PPR continued to develop its activities in retail and home shopping sectors. In 1997, Redcats (PPR’s home shopping retailer, built around La Redoute) took control of Ellos, Scandinavia’s home shopping leader. The same year, Fnac created Fnac Junior, a concept-store which targets young people under 12.

380 Kering - A diversification towards retail and its shift towards apparel accessories
In 1998, PPR continued its acquisitions in the home shopping sector: Redcats acquired 49.9% of Brylane (home shopping company in the United States). PPR also took control of Guilbert (specialized in office furniture retailing).

381 In 1999, Fnac launched its Website: www.fnac.com
Kering - A diversification towards retail and its shift towards apparel accessories In 1999, Fnac launched its Website:

382 Kering - A diversification towards retail and its shift towards apparel accessories
In 2002, PPR sold Facet, the subsidiary company of Conforama’s private card, to BNP Paribas, and Finaref, its financial services subsidiary, to Crédit Agricole. The same year, Guilbert’s home shopping activities were sold to Staples, while the following year its office-furniture negotiation activities were sold to Office Depot.

383 Kering - A diversification towards retail and its shift towards apparel accessories
In 2003, PPR sold its Pinault Bois et Matériaux company to the British group Wolseley plc|Wolseley. After symbolizing the very first step of the Group in the wood trade sector, and becoming a famous French retailer in wood material construction, import and transformation, Pinault Bois was sold for 565 million euros.

384 Kering - A diversification towards retail and its shift towards apparel accessories
In 2004, PPR sold the electrical material manufacturer Rexel. After a public bid, Pinault-Printemps-Redoute increased its shares to 99. 4% of Gucci Group’s capital.

385 Kering - A diversification towards retail and its shift towards apparel accessories
The 18 May 2005, Pinault-Printemps-Redoute changed its name to become simply PPR.

386 Kering - A diversification towards retail and its shift towards apparel accessories
In 2006, PPR made a certain number of disposals, for example the sale of 51% of France Printemps (with brands such as Made in Sport and Citadium) to RREEF and the Borletti Group, as well as the lingerie company Orcanta, bought by Chantelle. Meanwhile, Redcats (which comprises La Redoute and many other home shopping companies) bought The Sportman’s Guide Inc.

387 Kering - A diversification towards retail and its shift towards apparel accessories
With the acquisition of a control participation in Puma SE|Puma in 2007 (of 27, 1%) and after acquiring a 62, 1% share of Puma SE|Puma, the Group consolidated its position in the Sport Lifestyle sector.In March 2007, PPR sold Kadéos to the Accor group.

388 In 2008, PPR sold YSL beauty to L’Oréal for 1,15 billion euros.
Kering - A diversification towards retail and its shift towards apparel accessories In 2008, PPR sold YSL beauty to L’Oréal for 1,15 billion euros.

389 In 2009, PPR floated its subsidiary CFAO and gave up control (58%).
Kering - A diversification towards retail and its shift towards apparel accessories In 2009, PPR floated its subsidiary CFAO and gave up control (58%).

390 Kering - A diversification towards retail and its shift towards apparel accessories
Conforama - sale to Steinhoff International Holdings agreed on 31 January 2011.

391 Monster Cable Products - Diversification
In 1980, Monster Cable Products moved out of Lee's garage and into a San Francisco facility. It also introduced its second audio cable, Interlink. The company grew through word-of-mouth and an increasing number of retailers that carried Monster products. It attempted to enter the market for audio devices for automotive briefly, but withdrew to focus on home entertainment. Its first product intended for the mass-market was introduced in 1987.

392 Monster Cable Products - Diversification
Monster re-entered the auto audio market in the early 1990s with a new line of speaker cables and its first speaker product, the Persona One

393 Monster Cable Products - Diversification
Monster's program for retailers was formalized in 1993 as the M4 Dealer Success Program

394 BBC School Radio - Diversification
TV broadcasting for schools began on 13 May 1957 (this had been hoped to begin in the late 1940s, but financial constraints prevented this). This was first broadcast by Associated-Rediffusion, not the BBC, though the BBC began schools television four months later. The BBC's television service had begun in 1936, and stopped for the war, to begin again in Schools television was shown on BBC One|BBC1 until 1983 when it moved to BBC Two|BBC2.

395 BBC School Radio - Diversification
No commercial broadcasters have ever produced educational radio programmes for schools.

396 Nippon Steel - Diversification
Nippon Steel expanded or further established itself in semiconductors, electronics, a theme park called Space World, software, and even human resources products

397 Gerber Products Company - Product diversification
In 1960 Gerber started selling its baby food in glass jars, which often found new life as household storage, especially in home workshops. Soon after, other items such as pacifiers, baby bottles, and small baby toys were introduced. In 2003 Gerber partially replaced the glass jars with plastic tubs for vegetables and some fruits. Other fruits and meats are still sold in jars.

398 Gerber Products Company - Product diversification
In 1967 executives at Gerber Products decided to offer a line of life insurance products aimed at young families

399 Gerber Products Company - Product diversification
Early in the 1990s, Gerber tried to enter into the sugar-free food market with a Sugar Free Vanilla Custard flavor, favorable to Diabetes mellitus|diabetic babies. The product did not see as much demand as expected, so it was dropped after a few years. Gerber also began to produce juices, which are still being sold as of March In 1999 Gerber established Gerber Skincare products for babies.

400 Gerber Products Company - Product diversification
Other Gerber products currently produced include breastfeeding supplies, such as the Premium Feeding System Manual Massaging Pump, as well as baby bottles and nipples. They also market a line of health care products, including Tooth and Gum Cleanser and Vitamin Drops.

401 Navistar International - 1990s-early 2000s: Rediversification
During the 1980s and 1990s, the popularity of diesel engines had made Navistar a leading manufacturer of bus chassis, particularly school buses

402 Navistar International - 1990s-early 2000s: Rediversification
After nearly a century of business in Chicago, Navistar announced its plans on 30 September 2000 to leave the city and relocate its corporate offices to west suburban Warrenville, Illinois. The company's Melrose Park, Illinois plant is notable for a significant Going postal|workplace shooting on February 5, 2001.

403 Navistar International - 1990s-early 2000s: Rediversification
In 2004, Navistar re-entered the retail vehicle market for the first time since 1980

404 Navistar International - 1990s-early 2000s: Rediversification
In 2005, Navistar purchased the Workhorse company (started in 1998 by investors who took over production and sales of General Motors’ popular P-series Stepvan chassis when GM dropped it), a manufacturer of step-van and motor home chassis, to seemingly re-enter the delivery van market

405 American popular music - Blues diversification and popularization
In addition to the popular jazz and swing music listened to by mainstream America, there were a number of other genres that were popular among certain groups of people—e.g., minorities or rural audiences

406 American popular music - Blues diversification and popularization
Country music is primarily a fusion of African American blues and spirituals with Appalachian folk music, adapted for pop audiences and popularized beginning in the 1920s

407 American popular music - Blues diversification and popularization
Rhythm and blues (RB) is a style that arose in the 1930s and '40s, a rhythmic and uptempo form of blues with more complex instrumentation

408 American popular music - Blues diversification and popularization
Christian spirituals and rural blues music were the origin of what is now known as gospel music

409 American popular music - Blues diversification and popularization
Rock and roll is a kind of popular music, developed primarily out of country, blues and RB

410 Bunzl - 1957 - 1980: Public listing and diversification
Although ultimately Bunzl was found to have held but not abused a monopoly|monopolistic position, the company determined to Diversification (marketing strategy)|diversify its products to revive profit growth.

411 Bunzl - 1957 - 1980: Public listing and diversification
In 1970 the original Austrian business Bunzl Biach was acquired, meaning that the company was now involved in the manufacture of paper for the first time, and adhesive tape and plastics divisions were also established later in the decade

412 REI - Non-retail diversification
REI has diversified its offerings into global adventure vacations though the REI Adventures branch which began in REI Adventures offers vacations for active travelers all over the world.

413 REI - Non-retail diversification
In 2006 REI started the Outdoor School in selected markets

414 Comau - Diversification
In 2009, Comau Aerospace was launched, bringing the company into a new field where it began providing systems for drilling and riveting

415 Image Comics - Diversification
The founders of Image were best known for their dynamic and extravagant art, and for character-driven thinly-plotted stories in the superhero genre, and although the company published dissimilar works, many readers came to perceive this as the Image style of comics

416 Image Comics - Diversification
The company's position in the North American direct market diminished in the 2000s, challenged by Dark Horse Comics and IDW Publishing for the position of third largest publisher after Marvel and DC.[ In February 2004, Larsen replaced Valentino as publisher, largely continuing existing business practices

417 Image Comics - Diversification
Shortly after Stephenson's appointment, Image added a new partner

418 Image Comics - Diversification
Starting in 2009, Image entered a period of critical acclaim. They began to publish many award winning and award nominated series, including Chew (comics)|Chew, Morning Glories (comics)|Morning Glories, Fatale (Image Comics)|Fatale, The Manhattan Projects and Saga (comics)|Saga. Image's sales grew significantly during this period, and an influx of big two creators began publishing creator-owned work with them.[

419 Image Comics - Diversification
As of 2010, the majority of titles Image publishes in a given month are non-studio productions. McFarlane's Spawn and related titles, his McFarlane Toys line, Silvestri's Top Cow imprint, and Kirkman's various series remain a substantial segment of Image's total sales. McFarlane's Spawn continues as the longest-running creator-owned title by an Image partner. Valentino has returned to operating his own studio with his Shadowline imprint.

420 Ralston-Purina - Acquisitions and diversifications
In 1977, Ralston Purina acquired Missouri Arena Corporation and the St. Louis Blues (ice hockey)|St. Louis Blues National Hockey League franchise. During the company's ownership of the team, they changed the name of the St. Louis Arena to the Checkerdome, reflecting the Ralston Purina logo. The franchise was sold to Harry Ornest on July 27, 1983.

421 Ralston-Purina - Acquisitions and diversifications
Ralston Purina purchased the Energizer Holdings|Eveready Battery Company in 1986, owner of the Eveready and Energizer brands. The company was spun off in 2000.

422 Ralston-Purina - Acquisitions and diversifications
Ralston Purina purchased Continental Baking Company, makers of Wonder bread and Hostess (brand)|Hostess cakes, from ITT Corporation|ITT in Ralston spun off Continental Baking Company, subsequently bought by Irving, Texas-based Interstate Bakeries Corporation|Interstate Brands Corporation (IBC).

423 Ralston-Purina - Acquisitions and diversifications
Ralston Purina opened test market pizza stores called Checkerboard Pizza in The format was similar to Domino's and Little Caesars. They opened the stores in markets like Morehead MN to test how the Midwestern market would accept the concept. They did well, but Ralston Purina decided not to enter the pizza franchise business and closed all pilots by late 1987.

424 Ralston-Purina - Acquisitions and diversifications
Ralston Purina owned and further developed the Keystone ski resort in Colorado. The Checkerboard slope for kids / beginners at Keystone still bears their logo.

425 Ralston-Purina - Acquisitions and diversifications
Ralston Purina also owned Jack-in-the-Box fast food restaurants in the 1970s-80s, along with several high end restaurants.

426 Ralston-Purina - Acquisitions and diversifications
Ralston Purina owned Van Camp Sea Food Company in the 1970s and 1980s, a tuna cannery with Chicken of the Sea as its main product.

427 Ralston-Purina - Acquisitions and diversifications
Ralston Purina owned an animal pharmaceutical company in the 1970s - 80s.

428 The Palm (restaurant) - Diversification
In 1980, the company took over the management of two historic hotels, the Huntting Inn and the Hedges Inn, both located in East Hampton (town), New York|East Hampton, New York. The company also operated its own wholesale meat company, JORM, though now the Company purchases meat from a third party.

429 Agriculture in Brazil - Agricultural diversification: Years 1960–1990
EMBRAPA (Brazilian Enterprise for Agricultural Research) was established during the Brazilian military government|military regime in 1973 with the objective of diversifying agricultural production

430 Agriculture in Brazil - Agricultural diversification: Years 1960–1990
Among the Embrapa researchers who had made possible the implementation of the Green Revolution in Brazilian agriculture, the Czech-Brazilian researcher Johanna Döbereiner stands out, and was nominated in 1997 for the Nobel Prize in Chemistry with her studies about the nitrogen-fixing microorganisms for its global amplitude.

431 Agriculture in Brazil - Agricultural diversification: Years 1960–1990
In 1960 there were four main agricultural products exported; by the early 1990s there were nineteen. The advance in these thirty years included processing: in the 60's unprocessed goods made up 84% of total exports, a rate that fell to 20% in the early 90's.

432 Agriculture in Brazil - Agricultural diversification: Years 1960–1990
Agricultural promotion policies included subsidized credits, bank debts write-offs, and exports subsidies (which, in some cases, reached 50% of product's value).

433 Cambrian substrate revolution - The early Cambrian diversification of burrow forms
From the very start of the Cambrian period (about ) many new types of traces first appear, including well-known vertical burrows such as Diplocraterion and Skolithos, and traces normally attributed to arthropods, such as Cruziana and Rusophycus. The vertical burrows indicate that worm-like animals acquired new behaviours, and possibly new physical capabilities. Some Cambrian trace fossils indicate that their makers possessed hard (although not necessarily mineralised) exoskeletons.

434 Rural poverty - Diversification
Policies related to diversification have also focused on crop rotation to increase productivity, as well as improving the production of traditional food crops such as cassava, cowpeas, plantains, and bananas rather than promoting the growth of more precarious cash crops

435 Lionel Trains - Diversification
Harold M

436 * IFFCO Tokio General Insurance Company Limited (ITGI)
Indian Farmers Fertiliser Cooperative Limited - Diversification and joint ventures * IFFCO Tokio General Insurance Company Limited (ITGI)

437 Indian Farmers Fertiliser Cooperative Limited - Diversification and joint ventures
* Equity in National Commodity and Derivatives Exchange (NCDEX) and National Collateral Management Services Limited

438 Indian Farmers Fertiliser Cooperative Limited - Diversification and joint ventures
* In February 2010, it was announced that IFFCO had entered into a joint venture partnership with GrowMax Agri Corp, a subsidiary of Americas Petrogas Inc.

439 Economy of Libya - Diversification
In 2007, mining and hydrocarbon industries accounted for well over 95 percent of the Libyan economy. Diversification of the economy into manufacturing industries remain a long-term issue.

440 Economy of Libya - Diversification
Although agriculture is the second-largest sector in the economy, Libya depends on imports in most foods

441 Tenneco - Diversification
In the 1950s, the company acquired existing oil companies, including Sterling Oil, Del-Key Petroleum, and Bay Petroleum.[ Tenneco Inc.] The Tennessee division of the Chicago Corporation acquired 'Tennessee Gas Transmission Company' in 1943 to build a natural-gas pipeline from Texas to West Virginia

442 Tenneco - Diversification
In 1966, Tennessee Gas was incorporated as Tenneco, Inc. Tenneco expanded into a number of business ventures as a result of diversification. Tenneco bought Houston Oil Minerals Corporation in the late 1970s. Tenneco owned and operated a large number of gasoline service stations, but all were closed or replaced with other brands by the mid-1990s.

443 Tenneco - Diversification
In the 1970s, Tenneco purchased 53% of Case Corporation|J.I

444 Tenneco - Diversification
The corporate direction was to buy failing companies, and work to develop them into market leaders

445 Tenneco - Diversification
By 1994, Tenneco decided to begin getting out of the ag business and agreed to sell 35% of the now named Case Corporation. In 1996, the spin-off of Case Corporation was completed. The company was acquired by Fiat in 1999 and merged with New Holland Agriculture to form CNH Global.

446 Steven Wilson - Diversification
During the late 1990s Wilson's love of experimental, drone and ambient music began to manifest itself in a series of new projects, notably Bass Communion and Incredible Expanding Mindfuck (also known as IEM). He also began to release a series of CD singles under his own name.

447 Steven Wilson - Diversification
Having established himself as a producer with a standard for sound engineering, Wilson was invited to produce other artists, notably the Norwegian artist Anja Garbarek and Swedish progressive-metal band Opeth. Though he claims to enjoy production more than anything else, with the demands of his own projects, he has mostly restricted himself to mixing for other artists in the last few years.

448 Steven Wilson - Diversification
More recently Wilson has become known for his 5.1 surround sound mixes: the 2007 Porcupine Tree album Fear of a Blank Planet was nominated for a Grammy in the Best Mix For Surround Sound category. It was also voted #3 album of the year by Sound and Vision (magazine)|Sound And Vision. Wilson is currently working on several other surround sound projects, including remixing the Jethro Tull (band)|Jethro Tull and King Crimson back catalogues.

449 Steven Wilson - Diversification
Wilson has recently begun to write reviews for the Mexican edition of the Rolling Stone magazine. They are all translated into Spanish. Two reviews have been published so far: one for Radiohead's In Rainbows and another for Murcof's 2007 work, Cosmos. He also contributes to UK magazine Classic Rock as an occasional reviewer.

450 Economic history of Nicaragua - Diversification and Growth, 1945—77
The period after World War II was a time of economic diversification. The government brought in foreign Technocracy (bureaucratic)|technocrats to give advice on increasing production of new crops; hectarage in bananas and sugarcane increased, livestock herds grew, and cotton became a new export crop. The demand for cotton during the Korean War (1950—53) caused a rapid increase in cotton production, and by the mid-1950s, cotton was the nation's second largest export earner, after coffee.

451 Economic history of Nicaragua - Diversification and Growth, 1945—77
Economic growth continued in the 1960s, largely as a result of industrialization. Under the stimulus of the newly formed Central American Common Market, Nicaragua achieved a certain degree of specialization in food processing|processed foods, chemicals, and metal manufacturing. By the end of the 1960s, however, import substitution industrialization as a stimulus for economic growth had been exhausted.

452 Economic history of Nicaragua - Diversification and Growth, 1945—77
The 1969 Football War between Honduras and El Salvador, two members of the CACM, effectively suspended attempts at regional integration until 1987, when the Esquipulas II agreement was signed

453 Economic history of Nicaragua - Diversification and Growth, 1945—77
Although statistics for the period 1970—77 seemed to show continued economic growth, they reflected fluctuations in demand rather than a continued diversification of the economy

454 Economic history of Nicaragua - Diversification and Growth, 1945—77
Positive GDP growth rates in the 1970s masked growing structural problems in the economy

455 Economic history of Nicaragua - Diversification and Growth, 1945—77
Government budget deficits and inflation were the legacies of the earthquake

456 Economic history of Nicaragua - Diversification and Growth, 1945—77
Most of the benefits of the three decades of growth after World War II were concentrated in a few hands

457 Economic history of Nicaragua - Diversification and Growth, 1945—77
The third interest controlling the nation's production was the Somoza family, which had wide holdings in almost every segment of Nicaraguan society

458 Economic history of Nicaragua - Diversification and Growth, 1945—77
The Somoza family owned an estimated 10% to 20% of the country's arable land, was heavily involved in the food processing industry, and controlled import-export licenses

459 Vagrant Records - Genre diversification
They soon signed EELS (band)|Eels and released their album Blinking Lights and Other Revelations. In 2005 the label acquired New York City indie label Startime International, with whom they co-released albums from The French Kicks and The Futureheads. During that time Vagrant signed The Hold Steady and The Lemonheads.

460 Go-Ahead Group - Further airport diversification and South Coast additions
In May 2002 Go-Ahead diversified again,[ Go-Ahead Annual Report 29 June 2002] acquiring airport-focussed Meteor Parking.[ Meteor parking website] Go-Ahead Group plc In August 2003 the Wilts Dorset bus business was purchased.[ Go-Ahead Annual Report 28 June 2003] Go-Ahead Group plc Included in the purchase of Gatwick Handling|Gatwick Handling International in 1998 was a 50% shareholding in Dnata UK|Plane Handling

461 Go-Ahead Group - Further airport diversification and South Coast additions
In June 2005 Bluestar (bus company)|Solent Blue Line and Southern Vectis were purchased. In September 2005 the Lewes and Seaford, East Sussex|Seaford operations of Stagecoach South were acquired and integrated into the Brighton Hove (bus company)|Brighton Hove business.[ Go-Ahead Annual Report 1 July 2006] Go-Ahead Group plc

462 Superpower (ability) - Superpower diversification
In the Golden Age of Comic Books, beginning in the late 1930s, a large number of comic titles were produced by a large number of List of Golden Age comics publishers|publishing houses

463 Superpower (ability) - Superpower diversification
As the years have passed and more superhero characters were created and a variety of abilities have been invented. Certain single characters have also become more complex with an example of this being the development of the powers and abilities of Superman. However, it may be argued that, in an age of scientific discovery in which new options are continually coming to light, this diversification should be expected.

464 Superpower (ability) - Superpower diversification
The development of Superhero teams like DC Comics’ Legion of Super-Heroes and Justice League of America and Marvel Comics’ Fantastic Four, Avengers (comics)|Avengers and X-Men thrust super powered individuals together with varying effects

465 Superpower (ability) - Superpower diversification
Characters with multiple powers, often copied or stolen from others, such as the Composite Superman, who gained the combined powers of the Legion of Superheroes, and the Super-Skrull, who had a version of all the Fantastic Four's superpowers, also appeared. Neither of these characters are amongst their houses highest sellers.

466 Superpower (ability) - Superpower diversification
The 1970s brought the development of role-playing games

467 Superpower (ability) - Superpower diversification
In the 1980s, Marvel Comics began publishing their Official Handbook of the Marvel Universe series, in which the powers of their characters were explained in great detail, often using scientific and pseudo-scientific terms.

468 Superpower (ability) - Superpower diversification
Issues of persecution in relation to the possession of superpowers have also been expanded upon. Individuals like Spider-Man have always had antagonists like John Jonah Jameson and exploration of the effects of the use of superpowers in society have continued. An example of this is the persecution of mutants in the X-Men series.

469 Superpower (ability) - Superpower diversification
In general the Superhero genre has developed in a way that centrally encompasses great diversity. This contrasts strongly to certain facets of science fiction which are known to portray superpowered minorities as having mainly the same kind of powers, one example being the telepathics in A. E. van Vogt's Slan.

470 Economic diversification is probably paramount amongst them all
Cultural Policy in Abu Dhabi - Economic Sustainability: Diversification through Tourism Economic diversification is probably paramount amongst them all

471 Cultural Policy in Abu Dhabi - Economic Sustainability: Diversification through Tourism
Hedging against the risk of unexpected downward pressure has been another important driving force behind diversification to non-oil industrial and service sectors

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