This is a project that I worked on with a group for my "Marketing Strategy" module in my masters of International Marketing and Communications. The main focus is on the process of differentiation. This report answers the following questions: - Is it necessary to differentiate? - What are the various ways of differentiation?

1. Cases of Diversification Kristina Schweigert, Laura Perenz, Valentine Bitouzé, Vanessa Levrat, Stephanie L. Webb

2. Lagardère: Company Context Who is Lagardère? French conglomerate specializing in aerospace and media technologies throughout France, US, Germany, and Asia since the 1960s with a goal to be in the top 3rd of international media groups transitioning from unrelated to related diversification. Internationalization: International expansion program (US and Spain)

4. EX: French government supported multiple company acquisitions.

5. Nationalization

6. EX: Government’s ruling for nationalization in the case of Matra’s involvement with aerospace technologies.

7. Privatization

9. Book Publishing

10. Print Media

11. Distribution Services

12. LagardèreActive

13. Emerging technologies

14. EX: Terrestrial digital TV channels

16. EX: Had to come to an agreement because of antitrust issues.

17. Conflicting interests between government and legal regulations

21. Business sectors  High level of diversification

22. Originally: famous for holiday resorts, hotels & entertainement centers

23. Evolution: power generation, paper manufacturing, oil and gas exploration, property development, IT, e-commerce, plantations

24. More than 14.000 employees

25. 11.000 acres of resort land, 40.000 acres of plantation land

26. Contributed to Malaysia being one of the very popular holiday destination in ASEAN region

27. Sustainable growth for 38 years, from 1994 to 2002  n°1 among Asia‘s leading companies

29. Government’s aim to develop the region, to promote tourism sector and to transform country to modern, industrialized nation

34. Expansion in fuel and oil retail business was limited due to the retail network expansion norm

35. Not enough business opportunities from the neutral growth in fuel and lubricant

38. Organised convenience retailing is key business area for petroleum companies

39. Upcoming of organised retailing formats

41. Location of petrol stations is very important to fit customer needs.

42. Bad reputation of retailing with regard to quality and quantity

45. Dealer training and loyalty

46. Supplier relationship

48. conventional coordination (hierarchy)  coordination by mutual adjustment