21 strategic importance of synergy in the corporation's activities. Coursework on strategic alliances and strategy of synergy. Rapid response strategy

Synergy (added - acting together) is a strategic advantage that arises when efforts are combined (the whole becomes greater than the sum of its parts, or 2 + 2\u003e 4).

Intra-firm and inter-firm synergy is possible.

Intracompany synergy relates to the company's ability to generate incomes in excess of the sum of those of its separately operating divisions or business units. Business synergy is said to exist if the return on invested capital for each individual branch, business unit within the company is greater than if they were independent companies.

The effect of intra-firm synergy is possible when implementing strategies integration and diversification, while expanding the scale of the business.

However, in the modern economy, more and more often a synergistic effect is obtained when companies combine efforts in the framework of strategic partnerships (network structures, alliances, outsourcing, etc.). The significance of such inter-firm synergy is that it helps to achieve greater efficiency when companies combine efforts than when they compete with each other.

The well-known expert in the field of strategic management I. Ansoff suggests the existence of four types of synergy.

1. Synergy of marketing, which is created by common distribution channels, a joint system of logistics and promotion. This synergy is most commonly seen in the consumer goods market.

Marketing synergy is extracted retail chains stores, vertical marketing networks, it arises from joint advertising of various goods, for example, advertising of financial services of Uralsib bank on the packaging of Shishkin Les water and cereals Pros to.

2. Production (operational) synergy is ensured through the use of economies of scale (better use of production equipment and personnel, distribution of overhead costs). Bulk purchasing and outsourcing can also create production synergies.

Production synergy is derived from contract manufacturing of clothing, footwear in China, production of jeans by Gloria Jeans under its own brand and by order of foreign companies.

3. Investment synergy arises in large diversified companies by facilitating access to capital sources and the possibility of cross-subsidization (using the resources obtained in one business direction to develop another).
4. Synergy of management is provided through the intra-firm transfer of information, knowledge, technical and managerial experience (intra-firm synergy corporate governance), as well as through the transfer of the accumulated management experience under the franchise agreement (inter-firm synergy).

Companies McDonalds, Baskin Robbins, RostikS, Sela and others transfer to their partners when concluding a franchise agreement management experience and business model.

Intrafirm management synergy arises when project teams are formed in the company to solve target problems, and when branches are opened.

The concept of synergy was developed within the framework of the resource approach, according to which the company is considered as a set of material and intangible resources (assets). Within the framework of the resource approach, Hirouki Itami considers the combinatorial advantages that arise if a company can use its resource (technology, competence) in more than one product and market segment. He distinguishes two types of combinatorial advantages / effects: complementary (complementary) and synergistic, which accompany each other.

The table shows the effects that arose when the Novosibirsk company OJSC Siberian Milk was merged with the Wimm-Bill-Dann (WBD) group of companies.

Combinatorial addition effects

Complementary effects for OJSC "Siberian milk"
Sphere of manifestation	Reasons for the appearance	Form of manifestation
	Coating payables Replenishment working capital Access to relatively cheap credit resources	Improvement financial condition... Competitive advantage when purchasing milk
Production	Investment in production: - start of milk sterilization line - launch of the filling line	Expansion of the range. Release of high-margin products (yoghurts, dessert group). Improving product quality
Synergistic effects of adherence
Control	"Copying" the control system of the VBD group	Improving the quality of management. Perception modern methods management
Marketing	The right to manufacture the well-known trade mark "House in the Village". Help in the development of its own brand "Cheerful Milkman"	Higher level of marketing. Using the effect of advertising WBD. Expanding market share
Innovation	Access to production technologies, scientific potential, R&D and know-how of WBD	Increasing innovation potential. Reducing innovation risks

The complementary (complementary) effect arises due to the fuller use of one and the same material asset of the company. This effect occurs in a company in the case of production of several products or activities in several markets. The goal of managing the company's activities in this case is the most full use available resources.

Unlike the tangible assets of a company, its intangible assets such as key competencies, reputation, brand name can be used in more than one field of activity at the same time without prejudice to its usefulness.

When used simultaneously, an intangible asset not only does not lose its value, but also increases it. Accordingly, there is a synergistic effect associated with the simultaneous use of resources in several areas of activity without any damage to each of them. Such synergy is, in fact, focused on using the free-rider effect (the free-rider does not pay, but uses what others have paid for).

Just as with the joint use of tangible assets of different companies, we are talking about achieving a complementary effect, with the joint use of intangible assets (licensing agreements, franchising, management contracts), a synergistic effect is obtained.

Some people call the complementary effect structural synergy, since it arises from the combination or addition of the resources of a company or a number of companies, and the synergy itself is called managerial synergy.

Tangible assets underlying the complementary effect can be obtained relatively quickly by competitors, it is more difficult to acquire (copy) intangible assets, respectively, synergy based on intangible assets provides companies with more sustainable competitive advantages.

The above example shows that the complementary and synergistic effects are closely related, go “hand in hand”. Complementary effects are a guarantee of profit, but, as a rule, they are not unique, competitors can take advantage of them. The long-term return on synergy based on the use of advanced management methods, high innovation culture, reputation of the company and its products, brand awareness is much higher.

Strategic synergy / Ed. E. Campbell, K. S. Lachs. - SPb .: Peter, 2004. -Chapter 3.

Synergy strategy 6 is a strategy for obtaining competitive advantages of business units, a competitive advantage that is realized at the enterprise level as a whole and which ultimately manifests itself in different product markets, increasing the efficiency of activities through the joint use of resources of the market infrastructure (joint sales) or areas of activity ( synergy of planning and management). The value of the synergy strategy is, therefore, that it helps to obtain a higher profitability of production when the business units are interconnected than in a situation when they are managed separately.

Here I. Ansoff notes that the main problem of developing a strategy of synergy is associated with the contradiction between management flexibility and synergy, increasing management flexibility reduces potential profit and potential synergy. At the same time, it is believed that the main danger of this strategy is the lack of flexibility, as well as possible trade-offs and delays in decision-making. These disadvantages can negate all cost advantages.

Most strategies are based on differentiation, either low costs or a combination of them, complemented by other competitive advantages. Of course, real life situations are much more complicated than theory and it is often impossible to clearly define (classify) the strategy of an enterprise. Observation of the activities of Russian enterprises indicates that the most common types of their strategies are product differentiation (this strategy is especially pronounced in the food industry) and a strategy of synergy, which manifests itself in the diversification of activities, along with the main production of enterprises engaged in trading activities, transactions with securities, investing funds to other enterprises and organizations.

A synergy strategy is a strategy for gaining competitive advantage by connecting two or more business units (business units) in one hand. The presence of the synergistic effect and the ability to manage this effect creates a specific competitive advantage that is realized at the level of the firm as a whole and which ultimately manifests itself in different product markets in reducing the level of costs or in the acquisition of unique properties by products. The synergy strategy implies improving the efficiency of activities through the sharing of resources (synergy of technologies and costs), market infrastructure (joint marketing) or areas of activity (synergy of planning and management).

The value of a synergy strategy is, therefore, that it helps to obtain a higher profitability of production when the business units are interconnected than in a situation when they are managed separately. But it should be added that the synergistic effect, no matter how large it may be, will not manifest itself on its own; it needs to be planned and extracted. And this is possible if synergy is identified, defined and incorporated into sound plans.

The synergy strategy implies the implementation of related or unrelated diversification of activities (i.e., either strengthening the position in the industry through horizontal or vertical integration or penetration into other areas not related to industry production).

Can it be considered that an attempt was actually made to implement the strategy of synergy What is theoretically necessary for its successful implementation?

Diversification is the process of penetration of a firm into other industries. A diversification strategy is used to ensure that the organization does not become overly dependent on one strategic business unit. The idea of \u200b\u200bdiversification has a long history. Currently, many companies with large capital from core business areas see diversification as the most appropriate way to invest capital and reduce risk, especially if further expansion into core business areas is limited. When implementing a diversification strategy, a firm 1) either goes beyond the industrial chain within which it operated and is looking for new activities that complement existing ones in terms of technological or commercial in order to achieve synergistic effect (concentric diversification) 2) or masters activities that are not related with its traditional profile, with the aim of renewing its portfolio (pure diversification).

Consequently, every enterprise has many strategic alternatives, the selection of which is also not an easy task. Possible criteria for the selection of alternative strategic decisions can be grouped into five groups (Fig. 9-1) - Strategic alternatives need to be assessed in terms of whether they correspond to the opportunities and threats of the external environment (external analysis). To achieve competitive advantages that are part or the basis of the strategy, it is necessary to use the resources and areas of the enterprise. Therefore, the chosen strategy must correspond to the external environment, the goals of the enterprise, be realizable and not contradict other strategies of the enterprise. With a strategic choice for an enterprise, as noted by I. Ansoff, there are contradictions between three groups of benchmarks between long-term and short-term indicators of profitability and sales volume between profitability and flexibility of management, flexibility of management and synergy. How decisions are made to choose the best competitive strategy

Name three main types of general strategies for a firm. What is the synergy or strategic leverage effect

Scale of activity and peculiarities of the company's strategy. These concepts define the limitation or, conversely, the expansion of planning capabilities. The planning benefits associated with synergies are only available to large firms. Therefore, they have the necessary potential in order to foresee their future, namely

The growth of the company is certainly important, but the slogan Development for the sake of development, in comparison with the company under the banner of Profit for profit, turns out to be an even more dangerous strategy, as most of the companies that followed it were convinced by their own bitter experience. Indeed, a special computer program designed to determine the causes of business failures in the 1980s found that too rapid a rise in sales was a harbinger of imminent bankruptcy.5 It's not hard to see why. Accelerated growth, with unexpected opportunities, hidden threats and organizational restructuring, is virtually unmanageable. Moreover, ultra-fast growth inevitably entails high financial risks, as the firm is forced to increasingly resort to the use of borrowed funds. Finally, since the offer price of shares in the stock market usually exceeds their real value by at least 50%, the buying firm should aim to dramatically increase the efficiency of the combined company. In practice, many of these firms provide only a superficial analysis of the synergies of a potential merger. Transactions are often made only on the assumption that rapid market growth, inflation, and ever-increasing asset prices will turn a high-value purchase into a truly valuable purchase.

For more information on synergy, see the books of I. Ansoff, New Corporate Strategy. - SPb. Peter Com, 1999 Koch R. Management and finance from A to Z. - St. Petersburg. Peter Com, 1999.

Secondly, competitors who have successfully mastered the production of low-cost products are trying to penetrate the market segments focused on goods with improved consumer qualities. So, over the past 25 years, Japanese companies have moved in this direction in the production of cars, photographic equipment, chemicals and many other areas. Thirdly, another reason for large corporations to use the strategy of conquering new niches is the achievements in the field of management. Today's managers are taught how to reorganize the structure of a company so that each of its divisions is focused on its own niche. Each SBU has its own marketing strategy and internal organization, but at the same time they have synergy in joint R&D, product distribution and allocation of limited company resources. For example, such a powerful industrial group as ABB has 1,300 companies and 5,000 SBUs, each of which is aimed at its own niche, but at the same time can use common material and intellectual resources.

An acquisition strategy makes sense if the victim has a high potential for synergy for effective joint activities, when the buyer is able to reduce overall costs or improve marketing strategy. Important role the potential of the buyer's own brands and the overall financial situation in his company plays a role. If the buyer produces analogue products, and his marketing opportunities are small, but he gets the maximum benefit from his products, the acquisition of brands is indicated for such a company. On the contrary, it is preferable to create and develop your own brands if they have to enter an emerging market, if the company owns potentially strong brands and has significant marketing and creative potential. The five factors shown in table. 6.4, play the role of the main criteria when deciding whether to create or acquire a trademark.

A portfolio of unrelated brands. Often, company acquisitions are a collection of all sorts of different brands from different countries, conflicting positioning strategies and lack of synergy between business units.

Determine expertly on a scale from 0 to 10 and write in each square the value of the level of synergy that the SZX provider is currently offering to the recipient. Mutual support of strategic economic zones is assessed in terms of transmitted strategies, ideas, products, services, etc.

In this chapter we will start looking at synergy, one of the main components of

synergy business restructuring

Growing companies tend to have a shortage of competent senior executives. Any improvement in leadership has a significant synergy effect. This effect is increased if the firm's management has already faced similar problems and has experience in solving them. If the problems are new and unknown, and the manager does not have experience in solving them, then there is a threat of a negative effect from the decision-making of an incompetent leadership. Thus, management synergy, like other types of synergy, can be both positive and negative. A competent manager, having systemic knowledge about an organization, can significantly improve its resulting performance, an illiterate one - on the contrary. Whether the firm's potential synergies become real depends on how production is managed.

In short, the firm looks for combinations in which the effect of the sum is greater than just the sum of the effects of the constituent parts. All target synergistic effects can be described by three variables:

increase in profits;

reduction in operating costs;

reducing the need for investment.

Synergy strategy

Synergy (synergy) - strategic advantages that arise when connecting two or more enterprises in the same hands. Efficiency increases, which is manifested in productivity growth and (or) in lower production costs; the effect of joint action is higher than the simple sum of individual efforts. Initially, the term synergy was derived from the term synergy, which in biology means cooperation between different organs. The term "synergy" was introduced by I. Ansoff to substantiate group structures in the organization of a company. Currently, in the economic literature, both terms are used interchangeably. The benefits of synergy are defined as 2 + 2 \u003d 5, in other words, the total return on all investments of the firm is higher than the sum of the return indicators for all its business units, without considering the benefits of using shared resources and complementarity. This is due to the relevance of the research topic of the course work. The aim of the course work research is to study synergy, sources of synergy. To achieve this goal, it is necessary to perform the following tasks: - to give the concept of synergy; - to classify the types of synergy; - give examples of synergy; - to study the assessment of synergistic effects. The object of research is strategic management, the subject of research is synergy. The course work consists of an introduction, two chapters, a conclusion and a bibliography.

Synergy strategy - a strategy to gain competitive advantage by connecting two or more business units (business units) in one hand. The presence of the synergistic effect and the ability to manage this effect creates a specific competitive advantage, which is realized at the level of the enterprise as a whole and which, ultimately, manifests itself in different product markets in reducing the level of costs or in acquiring unique properties by products. The synergy strategy implies improving the efficiency of activities through the sharing of resources (synergy of technologies and costs), market infrastructure (joint marketing) or areas of activity (synergy of planning and management). The value of the synergy strategy is, therefore, that it helps to obtain a higher profitability of production when the business units are interconnected than in a situation when they are managed separately.

American economists W. King and D. Cleland consider synergy to be an important element in the choice, development and specification of a strategy. They note that synergistic effects - however potentially large they may be - will not manifest on their own, they need to be planned and extracted. And this is possible if synergy is identified, defined and incorporated into sound plans. The synergistic effect is most clearly manifested at the level of the portfolio (corporate) strategy, however, it is also possible within one business unit. Business practice shows that the effect of joint activities is always higher than the simple sum of individual efforts due to the potential of cooperation and interconnection.

B. Karlof notes that many managers avoid using the term "synergy" (synergy), using synonyms that only slightly differ in meaning. Such synonyms are the concepts of "strategic leverage", "interconnection", "rationalization", "cost advantage". For the first time the term was introduced by I. Ansoff to assess the relationship of activities within the company. In his opinion, “in its original meaning, the concept of synergy represented a transition from the principle of economies of scale in the manufacturing industry to the broader principle of strategic economies of scale, the source of which is the mutual support of various strategic business units.” The market conditions for the use of this strategy are joint ownership of resources and areas of activity or voluntary pooling of efforts. It is the synergy effect that managers refer to when justifying the need for acquisitions or mergers5.

However, the synergistic effect is extremely complex and depends on the successful combination of many different elements. Omitting at least one of these elements or part of them may exclude the possibility of achieving such an effect. To avoid this, it is advisable to introduce a collective discussion of this phenomenon by specialists with knowledge in the areas under consideration. This will eliminate thinking at the level of desires and expectations, so often inherent in strategies for seeking synergy. In addition, the management of the enterprise should be organized in such a way as to achieve the realization of potential synergies from the managers of the business units. Otherwise, a negative synergistic effect appears. I. Ansoff believes that when choosing a strategy of synergy, managers should proceed from three considerations:

It is believed that the higher the expected volatility external environment and the severity of competition, the higher the importance of synergy for achieving success.

The main problem in developing a synergy strategy is related to the contradiction between management flexibility and synergy: increasing management flexibility reduces potential profit and potential synergy. At the same time, it is believed that the main danger of this strategy is the lack of flexibility, as well as possible trade-offs and delays in decision-making. These disadvantages can negate all cost advantages.

It should be noted that this strategy underlies the creation of various unions, alliances, financial and industrial groups both at the national and international levels. Nationally, the result of this strategy is the creation of marketing networks of various types, which make it possible to use the synergistic effect of interaction between production and sales.

Synergy, based on the alignment of the firm's resources and capabilities, determines the success of its new ventures. Some companies (for example, conglomerates) may ignore the potential synergies of their firms, while others refrain from efforts aimed at obtaining the effect of joint activities in those cases where achieving it requires a corporate restructuring or a redistribution of management efforts. Thus, synergy is one of the possible key components of an enterprise-level strategy. I. Ansoff defined the economic basis of synergy (the possibility that the result of joint efforts of several business units will exceed the final indicator of their independent activity). The synergy equation is based in part on economic gains from economies of scale. For example, it is possible to reduce the costs of two business units by increasing the load factor of a certain enterprise, using general staff or joining marketing efforts.

However, synergy also affects other more abstract benefits called management synergy. Managers can use the experience and knowledge gained in one of the business units in a new field of activity. In the event that this is followed by better management decisions, there is synergy. The opposite happens when managers work in an unknown industry or when they try to execute erroneous decisions. The result is low efficiency of the company and a negative synergistic effect.

The firm's strategy must match in five areas: three external customers, competitors and technology, and two internal - resources and organization. The goal of the strategist is to achieve maximum benefit from the use of resources and to create adequate resources. In this case, synergy is viewed as a process of increasing the efficiency of resource use: physical (tangible) assets (such as production facilities) and invisible (intangible) assets. The latter are understood as intangible resources, which can be a brand name, consumer knowledge, possession of technology, strong, ensuring high employee involvement, corporate culture... Invisible assets, due to their uniqueness, are the best long-term source of a company's competitive advantage. They cannot be purchased for money, they can be used and developed in different departments of the company, they can be combined or used in new directions, ensuring the growth of the company. The firm should strive to improve the results of the use of all available resources. The ways to achieve this goal is to improve the utilization rate of physical resources (expanding the product range without increasing production capacity) or entering a new market in conditions of overproduction in the current one. By increasing the efficiency of the use of physical resources, the organization reduces costs (complementary effect). The complementary effect is not a true source of synergy.

Strategic alliances synergy strategy - work from our "READY WORKS" list. We helped with its implementation and it was passed as Excellent! The work is absolutely exclusive, is not exposed anywhere on the Internet and is definitely not familiar to your teachers! If you are looking for a unique, well-executed coursework, control, abstract, etc. - You can get them on our resource.
You can request a coursework Strategic Alliances Synergy Strategy from us by writing to the address.
We draw your attention to the fact that you cannot download the coursework Strategic Alliances strategy of synergy on the subject STRATEGIC MANAGEMENT from the site! Here are just a few of the first pages and the contents of this exclusive work are for your reference. If you want to get a course Strategic Alliances strategy of synergy (subject - STRATEGIC MANAGEMENT) - write.

Fragment of work:

Introduction 3
Chapter 1. Strategic Alliances 5
1.1. Strategic Alliances: Integration Without Loss of Identity 5
1.2. Corporate Strategic Alliances 12
1.3. Benefits of Strategic Alliances 16
Chapter 2. Synergy Strategy 19
2.1. Synergy Possibilities 20
2.2. Harnessing synergy 21
2.3. Effectiveness of synergy 23
2.4. Change program 25
Conclusion 26
List of used literature 30

Introduction

This paper deals with the topic "Strategic alliances, strategy of synergy".
Strategic alliances are agreements between companies for cooperation that go beyond the usual business relationship between firms, but does not mean mergers, acquisitions or full partnerships.
In recent years, new business acquisitions or sales in the Russian market have become part of the business news. Mergers and acquisitions are becoming a tool that provides a fairly quick solution to a number of problems facing Russian companies: for example, increasing the size of companies, entering new markets, increasing business stability, obtaining operational synergies, improving the capital structure, etc. Solving these problems becomes especially important today, when Russian business is not only faced with a growing concentration of the competitive environment, but also with the emergence of global players on the Russian market. It is easier for a large and developed company to compete successfully with transnational corporations.
In today's business, consolidation has become commonplace. Many industries are dominated by a few large corporations. How can small businesses not only survive in such an environment, but also increase their market share? According to seasoned entrepreneur and consultant Robert L. Wallace, the answer to this question lies in joint ventures and strategic alliances with other companies. The opinion is obviously correct and therefore the relevance of the topic of the work is beyond doubt.
The purpose of the work is to analyze the strategy of synergy in strategic alliances
The object of research is a strategic alliance and the implementation of a synergy strategy within its framework.
The subject of research is the essence of a strategic alliance, the need to create alliances, their advantages and characteristics, the use of a synergy strategy, its mechanisms and capabilities.
Synergy refers to the benefits arising from joint action or sharing. An organization must actively assess all the predictable opportunities available to it, which can mean its penetration into other industries. Ansoff (1965) has developed a logical and systematic method for evaluating and selecting options. Its scoring system takes into account the concept of synergy, usually explained in terms of “two plus two equals five”. This means that when a new business area is added to an old business area, there must be an interaction between them that means that the revenue generated is greater than if these business areas operated as two separate parts. Synergy relates to factors such as the skills of the organization's specialists, the talent of its managers, marketing channels, physical distribution operations, and the results of the research department's efforts. All of this means that while an organization may become a conglomerate through the application of these principles, it will not become such an embellished joint trust that operates on the basis of only fragmentation of risk coupled with maximizing profit.
For some types of organizations, this may be the best way develop a strategy, although current research shows that conglomerate companies do not always add shareholder value to their subsidiaries. Porter (1987), in one of his influential articles, argues that the head office has only very limited quantity ways to add value to a diversified organization.
Let's take a closer look at the strategy of synergy in strategic alliances.

Chapter 1. Strategic Alliances

1.1. Strategic Alliances: Integration Without Loss of Identity

In recent years, news about the formation of strategic alliances has appeared in the press almost every day, while the partners are both well-known transnational corporations and companies whose scale of activity is not so large.
It can also be noted that strategic alliances are concluded both between companies operating in the same industry and even being competitors, and between companies whose main activities are focused on completely different, at first glance, markets. An example of the first option is the conclusion in 2000 of a strategic alliance agreement between long-standing competitors - Corel Corporation and Microsoft. At the same time, in 2001, an agreement was reached on a strategic alliance between Samsung and AOL Time Warner - companies that appear to work in various industries.
Survey data (Jeffrey H. Dyer, Prashant Kale and Harbir Singh) show that approximately 20,000 strategic alliances have been formed over the past two years. Today, each of the world's 500 largest companies participates in an average of 60 major strategic alliances.
The factor that largely contributes to the formation of alliances has become the globalization of the business world, the universal spread and interpenetration of technologies, which no longer allows such a clear delineation of boundaries between industries.
Recently, he has also paid special attention to strategic alliances economics, almost all works on strategic management, written over the past decade, in one way or another, touch on the topic of creating and developing strategic alliances.
From all that has been said above, we can conclude that today the creation of strategic alliances can already be considered a common practice in world business. It is at least unreasonable not to take this into account in long-term planning, since any company, especially a competitor, should be assessed not only as an independent business unit, but also as a participant in possible alliances. Competition in the modern world is becoming a struggle between teams, not individuals.
In this article, we will try to determine what exactly is a strategic alliance, what is its difference from other types of cooperation, what may be the prerequisites for a company to enter into strategic alliances. In future publications on this topic, we will take a closer look at the process of forming alliances and various aspects effective management by them.
In the literature related to this issue, alliances are often identified with conglomerates, networks, sometimes even with diversified companies. In our opinion, these concepts must be distinguished due to their different nature and, accordingly, differences in management methods.
Companies that diversify their business through acquisitions or the creation of new business units strive to combine different lines of business to provide synergies. Until recently, it was believed that the most reliable way to create a new business is to combine core competencies through mergers and acquisitions. At the moment, under the influence of global macroeconomic factors, the effectiveness of this approach is significantly reduced. Perhaps this was the impetus for the development of strategic alliances as a fundamentally new type of partnership.

UDC: 339.9

Afonichkin A.I., Moshkova T.A.

STRATEGIC SYNERGY OF CORPORATE SYSTEMS DEVELOPMENT

Afonichkin A.I., Moshkova T-A.

STRATEGIC SYNERGY OF DEVELOPMENT CORPORATE SYSTEMS

Key words: economic systems, development management, synergistic effect, cyclical development strategies.

Keywords: economic systems, management of development, synergetic effect, cyclic strategy of development.

Abstract: The process of ensuring sustainable development is an important characteristic of the management process of complex economic systems (ES) of various levels. The effectiveness of development depends on many factors that determine the most preferred development management strategy. Efficiency in accordance with the peculiarities of such ES is largely determined by the synergetic component, which ensures strategic sustainable growth in all business areas of economic systems. The article analyzes the approaches to the formation of a strategy for the development of economic systems, systematizes the main factors and methods of the stages of the development process, identifies the factors of strategic synergy and features of the portfolio model of development strategies.

Abstract: process of providing a sustainable development is the important characteristic of management of the elaborate economic systems (ES) of various level. Efficiency of development depends on a set offactors which define the most preferable strategy of management of development. Thus, efficiency, according to osobennosyam the taikh of ES, in - much is defined synergetic komponenty which provides strategic steady growth in all business directions of economic systems. In article approaches to formation of strategy of development of economic systems are analyzed, major factors and methods of stages of development are systematized, factors of a strategic synergy and feature of model of a portfolio of strategy of development are defined.

Introduction. Management of the development of corporate-type economic systems (IES) is a very complex management process that must take into account a significant number of parameters of the objective and subjective type, which reflect many variables that characterize external and internal factors activities, the structure of management and production, the relationship between corporate participants in the ES, general and local strategic areas of management, financial, material, managerial interests, technological features... In the process of economic development, competitive advantages are formed, there is an opportunity to obtain a synergistic effect, but also risks.

To identify and analyze the factors of synergy of the development process, it is necessary to identify groups of factors that affect the level of synergy and solve a set of tasks:

Formulate a model of economic development,

Clarify organizational development models,

Clarify the stages and content of the IES development lifecycle,

To highlight the factors of synergy and risk of development,

Analyze the factors and highlight development trends,

Form a model of development synergy,

Justify the methodology for assessing development synergy,

Conduct forecasting of the stages of life cycle development, taking into account the cyclical synergy formed by the implemented development strategies.

1. Synergy of corporate systems development

As can be seen from the presented system of tasks for the development of IES, one of the important problems of forming a development strategy is target structuring, which requires a change in the goals of the company for all structural elements of the corporation, and all of them must be quantitatively determined and agreed upon both by the levels of decomposition of goals and by control functions.

The works provide an overview of approaches to the development of development procedures and the formation of a system of interrelated development goals of economic systems. A set of factors that lead to the need to revise development goals: the need to continue economic growth, but with other accompanying performance indicators (reduced costs, increased growth rates, a different structure of development factors, etc.); the growing dependence of the company's activities on the world market; development of special functions of the home region; lifestyle changes and related developmental requirements social sphere and etc.

One of the possible approaches in the implementation of the development process is to bring the economic system to other strategic positions, to a new phase of development, a new stage life cycle, which requires a change in priorities, tools and mechanisms in the development management strategy itself.

So, for example, to change strategic positions, it is necessary to redefine the development goals, description of target indicators (CP), the range of change in the CP of the economic system and form an image of the desired future state of both the entire economic system as a whole and all its structural components. In the process of IES development, due to the structural complexity of the IES structure and development management procedures associated with the coordination of processes, hierarchy of indicators, functions, process participants, etc., a systemic emergence effect arises, generating synergy, including in the process of economic system development.

The synergistic effect in the development process (additional to the main one) is manifested in the implementation of management functions in the process corporate development in structurally complex economic systems with a large number of structural elements in the joint performance of individual functions and tasks. From the standpoint of system analysis, the more complex the system, the more the increase in the growth rate of the efficiency of activities as a result of the integration of individual elements into a single system is manifested.

The emergence of synergy in the IES activities, including in the development management process, is associated with the use of the same resources, assets, the existing common potential in different types activities and functional areas.

Synergy components in the integration process, in particular, can be:

Structuring the flow of management information and obtaining the most informative (realistic) indicators for one participant and distributing them to others.

Joint balanced use of resources and development assets will allow to establish a correspondence between the strategic goals of the participants and the IES itself, will ensure the effective exchange of resources with opportunities (potential) at all elements of the system and management levels;

Reducing the duplication of enterprise management functions while achieving specific target strategic, current and operational indicators;

Reducing the loss of time for inter-corporate approval;

Saving resources (material, labor, financial) by rationalizing production and management processes

Optimization of commodity and financial flows with rational corporate distribution;

Increasing the efficiency of enterprise management through the formation of rational coordinated relationships between IES participants and improving the coordination of their activities.

The synergistic effect of the integration process is real effect economic activity of IES in the form of increasing its value by increasing efficiency and reducing the cost of achieving it, achieved through rational management of parameters and processes of corporate development.

The generalized approach to assessing the level of synergy is based on the increase in the effect of the ES activity and reflects the influence of management processes with changes in the corporate structure and production processes to achieve development goals. An important problem is the establishment of measurable goals and criteria for assessing development results for all components of the economic system. The basic task here is the adjustment and coordination of the target states achieved at each stage of the strategy implementation, taking into account the peculiarities of the IES and the specifics of the basic business centers.

The system-wide strategic goal sets the characteristics and parameters of the future target state and should predetermine the ways to achieve them and priority methodologies strategic management... One of the conditions for an effective development process should be the coordination and balance of goals for all levels of management and participants in the business chains of corporate systems.

The goal setting procedure itself must meet a number of requirements:

It is possible to define a variety of strategic development goals;

There are ways to achieve (vector of possible strategies);

IES goals can be general and local;

The goals and strategies can be of different systemic nature and form a multi-level structure;

The target state of the IES should be adequately described and represented by a system of target parameters that reflect the development of both the entire system as a whole and its individual participants and directions;

Goals and strategies should be consistent across levels and functions (horizontal and vertical);

Goals and strategies must be consistent with the economic policy of the state.

One of the conditions for determining the state of the IES is the justification of the target indicators of the state of the ES, which adequately describe the dynamics of the transition of the ES from one target state to another by types, participants and areas of activity, taking into account their quantitative assessment within the development strategy. The use of this approach assumes that the system of target indicators reflects the substantive aspects of the priority directions of the IES development as a whole, taking into account the contribution of each participant to the development process.

System-wide and local (for each participant) goals of economic development should be formed in a single chain of targets for all elements of the ES structure. The methodology for the formation of a target system usually uses the following portfolio approaches strategic analysis: SWOT analysis; BCG analysis; analysis of competitive positions; research of key competencies; the vision of the target state by the shareholders and the management of the company; the race for the leader; mixed, based on several approaches.

In particular, subject to the formation of balanced target settings and description of development targets for different levels of development management, participants and growth directions of the target development indicators system, it is possible to apply the balanced system of indicators of R. Kaplan and D. Norton, it is a concept of transferring strategic goals into a system of interconnected financial and non-financial indicators that reflect all material

strategic aspects of ES activities. There are four strategic aspects of development that need to be balanced - customers, finance, internal business processes, training and growth. Balance implies alignment between financial and non-financial performance, strategic and operational levels of management, past and future results, as well as between internal and external aspects of IES development. Such a system characterizes a development vector that reflects specific aspects of growth for each type of priority areas.

Let's consider some elements of the development vector model formation. Defining the development process as a balanced growth of target indicators (parameters of the vector of indicators of target development) of the strategic activity of the ES, it can be defined as the achievement of indicators of the target (C) state of the ES from the initial (X) for a critical time, provided that the parameters of the vector

U \u003d [(X) ^ (C)] u.

Passing to the functional dependence, we obtain

Considering that the development management process and takes a certain time period t< tкр, в течение которого возникают факторы, положительно и отрицательно влияющие на динамику процесса, то можно говорить о необходимости учета в функции управления и риск факторов {Я}, замедляющих или усиливающих динамику процесса управления, тогда имеем функцию (1) в виде

If we represent the vector of target parameters of the initial state (X) in the form of target directions represented by a system of parameters, i.e.

(X) \u003d ((xb, x2,., Xn), (xb, xt)

\u003d ((x "), (x2), ..., (X :)),

where L is the number of ES development directions, n, t, ..., k is the number of target parameters in the development directions. Or summarized

(X) \u003d C 4 (3)

where x ^ is the target parameter of the initial state of the IES, and taking into account the risk R, expression (1), taking into account (3), can be written as

where / s, and r3 - characterizes the risks from-

efficient directions of development.

For IES, where participants are included in various business centers in different directions of development, the risks are determined not only by the direction, but also by the type of participant performing operations in specific business centers, i.e.

Г \u003d (г1, Г2, ..., Гг) 1.

Then, taking into account possible risks in the development process is possible if the vector criterion of the target state of the ES is achieved in a time less than ¿cr described in

In this case, the synergy of the ES development management process is directly related to development risks, or rather to the types of risks that are formed at each stage of ES development life cycle.

If the process is planned and implemented in accordance with the development program and the target indicators of the final state are achieved (for the period O, then this indicates that the development risks were taken into account and preventive measures were formulated to extinguish or counteract them. In this case, I \u003d 0 and the expression (5) will reflect a planning process that takes into account all the direct factors of the impact

an additional increase in the parameters of the target state, or a decrease in the costs of the management process, or a decrease in the time to achieve the development goal, i.e. there is a synergistic effect

where e is the vector of increment of the additional effect due to the systematization and coordination of development processes in different directions and participants, and the increment function itself can be nonlinearly increasing

(e) \u003d (e1, £ 2, .. £ b).

The following conditions for the formation of synergy are possible:

target indicators with all other conditions being equal to the development process (time, costs),

e - synergy leads to an increase

the time interval until the critical moment (increases the time margin) with all other conditions being equal to the development process (initial parameters, costs),

e TS - synergy leads to a decrease in the total costs of the development process, all other conditions being equal (initial parameters, time).

It follows from this that the synergy process should take into account not only quantitative factors of direct influence, but the system of organizational goals, as well as factors that cannot be specifically quantified, factors for which the time horizon does not seem to be immediately indicated, helping the ES as a whole to achieve significant results. The totality of these factors determines such a tool of the development process as the strategy for the development of the corporate system.

2. Synergy in corporate development strategies

Let us consider possible strategies for the development of a company, which can be systematized according to the stages of the life cycle (LC) of the development of the economic system. The review of life cycle models and their comparative analysis, given in these works, describes the development models of L. Greiner, D. Miller and P. Friesen, I. Adizes and others. Thus, L. Greiner's model describes the factors that determine the process of development and transition from one stage of development to another. Among the most significant factors of Greiner for diagnosing the type of stage are the following: the age of the organization; the size of the organization, which we supplement with the following: the consistency of activities, the comparison of the growth rates (competitiveness) of the organization and the industry (market). The development of an organization, according to Grainer, includes five stages of the life path ("growth stages"), each of which is characterized by dominant development factors, the level of economic development potential, management style and strategies to maintain the required growth rates.

In their model of developmental stages, D. Miller and P. Friesen formulated the criteria (age, sales, growth) for determining the type of developmental stage and distinguish the following developmental phases: birth, development, maturity, flowering.

Developing Greiner's ideas, I. Adizes suggested that the dynamics of the development of large economic systems includes ten stages of development: nursing, infancy, childhood, adolescence, flourishing, stabilization, aristocracy, early bureaucracy, late bureaucracy.

(s) \u003d [u1Cx) (1-g :))] 1k

;_1 ;_1 ,_1 " * "

If additional and indirect factors are also taken into account, then it is possible either additional

tion, death. Such detailing of the development process allows us to determine the patterns and deviations in development, to highlight the factors and mechanisms of management and stabilization of sustainable development.

As a rule, the change of stages is accompanied by significant production and organizational changes within the economic system and involves the formation of adequate strategies for the development of the system at each stage. The formation of factors that can provide development synergy will make it possible to implement the development strategy with lower costs and resources and with greater efficiency.

Focusing on simpler life cycle models, we will assume that the 4-stage life cycle model completely covers all stages of development, although grouping development cycles with less accuracy. In this regard, in the process of strategic development of ES, we will single out the following stages (cycles) of development: 1 - growth, 2 - stabilization, 3 - stagnation, 4 - crisis.

Without specifying specific priority

The set of strategies presented is a set of acceptable development strategies and are focused on different goals of achievement, different levels of development potential, different strength of external competitive factors, etc.

Let us formulate the conditions for applying the presented set of admissible strategies for stage-by-stage development and inter-stage communications:

Research and analysis of internal

the factors of each individual stage, on the basis of which the development process can be organized, several generalized strategies can be distinguished that are used for development at each specific stage, adequate to the stage itself and to external factors. Thus, we set alternative strategies for cyclical development, which have a number of necessary conditions and features. Following the work, we believe that the following conditions are met for corporate ES:

Strategies are interconnected and interdependent by stages of development,

Targets of each cycle are synchronized with each other,

The development potential for each cycle is adequate and characterizes the alternatives of possible acceptable development strategies.

The generalized diagram of the relationship between strategic development plans is similar to a tree of strategic decisions (admissible strategies), covering the development cycle strategies (Figure 1).

external and external factors of the economic environment to select an adequate cyclical development strategy,

Docking and synchronization of strategic development parameters of adjacent development stages is required,

The results of the implementation of the strategy of the previous stage are a necessary and sufficient condition for the formation (selection) of the most effective development strategy for the next stage,

Stages of ES development (cycles)

Number 1 2 3 4

Figure 1 - Generalized scheme of strategies for the cyclical development of a corporation (by)

For corporate-type enterprises, the development strategy should take into account all corporate participants,

To obtain the required parameters of the corporate development process, the balance of interests of corporate participants, the possibility of creating synergies, etc. should be observed.

At each stage, the development strategy focuses on priority areas and factors of cyclical development.

If at the junctions of the stages the results of the previous one do not coincide with the desired values \u200b\u200brequired to start the development process of the next stage, then this situation can be characterized as a cyclical strategic gap. Such gaps occur due to incorrect planning of the strategy, poor organization of the strategy itself, inadequate level of accumulated economic potential, and other risk-forming factors. Such “discontinuous” strategies can be combined into a single strategic line, but turning such “discontinuous” strategies into “continuous” ones requires a powerful impulse in the form of a strategic vector (vector impetus for development), including financial, innovation, production and other development resources, a priority which is determined by the type of development stage at which the strategic gap occurred. The generalized systematization of strategies for the development of the corporate system is presented

in Figure 2.

It is undoubtedly very difficult to determine acceptable strategies at the initial stage, but targets should be involved in their formation. Then each strategy of cyclical development (5C;) can be determined by a certain probability of the occurrence of this strategy, P (5c). And the set of admissible strategies at the y-th stage can be described by the set (5kCy), where k is the typology of strategies at the y-th stage.

Taking into account the probability parameter, the set of development strategies (5 ") can be specified in the form

Generalized set of admissible

strategies (5) is characterized by strategic

probability P (5)

4 m) \u003d Ts p (g) 1--1 (9)

Thus, the system of classifications of strategies for the cyclical development of the corporate system includes continuous and discontinuous strategies. After that, one should single out a group of "pure" strategies focused on only one stage of the life cycle, and a group of complex strategies implemented at several stages of the life cycle of strategic development.

Figure 2 - Classification of corporate development strategies

Usually, in the process of development, a corporate system implements not one typological development strategy, but several different types at the same time, which means that a generalized development strategy at each moment of time

is determined by several parameters: the tree of strategic development goals, the typology of the stage of development, priority areas of development, the volume of the accumulated level of economic development potential, the probability of the strategy

development, pace of development.

When considering the factors of forming a model of strategic synergy in the process of development of economic systems, the parameters and typology of strategies for each stage of the life cycle of development are determined, the possibilities of specifying a set of admissible strategies and their cyclic parameters are identified. It is these parameters that set the conditions for the formation of a set of admissible development strategies.

tia, focused on various stages of development of the corporate system. This set of admissible strategies will be called a portfolio of development strategies.

Taking into account the elements of the portfolio of development strategies, as well as the dynamics of the external environment, it is possible to pose and solve the problems of strategic choice of one's own admissible strategic set for the implementation of an effective development policy.

BIBLIOGRAPHIC LIST

1. Adizes, I. Management of the life cycle of the corporation / per. from English under. scientific. ed. A.G. Seferyan. - SPb .: Peter, 2007 .-- 384 p.

2. Asaul, A.N. Approaches and principles for assessing the effectiveness of the corporate structure / http: //www.bizoffice.ru/.

3. Afonichkin, A.I., Afonichkina N.A. Integration Synergy Model / Integration of the Economy into the System of World Economic Relations: Proceedings of the XVII International Scientific and Practical Conference. - SPb .: Polytechnic publishing house. un-that, 23-25 \u200b\u200boct. 2012 .-- 404 p. (p. 261-269).

4. Afonichkin, A.I., Flieger M., Mikhalenko D.G. Factors of formation and model of integration synergy / Tatishchev readings: Actual problems of science and practice. Series "Actual problems of social and economic development." Part 1: mater. 11th Int. scientific-practical confer. Togliatti, VUiT, April 17-20, 2014 - 230 p. (p. 13-22).

5. Afonichkin, A.I., Didenko N.I. The influence of active elements on the efficiency of management of socio-economic objects / Integration of the economy into the system of world economic relations: reg. scientific and technical conf. - SPb., 1995 .-- S. 8-11.

6. Afonichkin, A.I., Mikhalenko D.G., Afonichkina E.A. Business chain development management in integrated economic systems // Lambert Academic Publisching, Germany, Saarbrucken, 2011. - 456 p.

7. Afonichkin, A.I., Toporkov A.M. Theoretical aspects of the formation of the parameters of the strategy of sustainable development of economic systems // Bulletin of the Volzhsky University. V.N. Tatishchev. - 2015. - No. 1 (33). - S. 9-16.

8. Bagiev, G.L. Interaction marketing: measuring and assessing the quality of marketing support for business communications / Bulletin of the St. Petersburg University of Economics and Finance. - 2010. - No. 4. - 17 p.

9. Gerasimov, B.N., Gerasimov K.B. An introduction to the efficiency of economic systems. - Penza. MAKU. PSU, 2011 .-- 120 p.

10. Didenko, N.I., Afonichkina E.A. Development of strategic cluster networks of the Arctic economic zone // Bulletin of the International Market Institute. - Samara: Publishing house of the SNTs RAS, 2015.- No. 1. - P. 13 -19.

11. Kaplan, R., Norton D. Balanced Scorecard. From strategy to action: trans. from English. - M .: Olymp-Business, 2010.

12. Kovaleva, A.V. Development models and strategic enterprise management // Audit and financial analysis. - 2008. - No. 1. - S. 1-7.

13. Novikov, D.A., Ivaschenko A.A. Models and methods of organizational management of innovative development of the company. - M .: KomKniga, 2006 .-- 336 p.

14. Systems theory and systems analysis in the management of organizations: textbook. manual. / ed. V.N. Volkova, A.A. Emelyanov. - M .: Finance and statistics, 2006 .-- 848 p.

15. Shirokova G.V., Serova O.Yu. Organizational life cycle models. Theoretical analysis and empirical research / Bulletin of St. Petersburg University. - 2006. - Ser. 8, issue 1. - S. 3-27.

16. Schumpeter, J.A. Economic development theory. - M .: Directmedia Publishing, 2008.-

It might be helpful to read: