21 strategic importance of synergy in the activities of the corporation. Coursework on the topic of strategic alliances, strategy of synergy. Rapid response strategy

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

Synergies within and between firms are possible.

Intra-company synergy is associated with the company's ability to provide a level of income that exceeds the sum of similar indicators of its divisions or business units operating separately. Business synergy is said to exist if the return on investment for each individual branch, business unit within a company is greater than if they were independent companies.

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

However, in modern economy Increasingly, a synergistic effect is obtained by combining the efforts of companies within the framework of strategic partnership(network structures, alliances, outsourcing, etc.). The significance of such inter-firm synergy lies in the fact that it helps to obtain higher efficiency when companies combine their efforts than when they compete with each other.

A well-known specialist in the field of strategic management, I. Ansoff, suggests the existence of four types of synergy.

1. Marketing synergy, which is created by common distribution channels, a joint system of logistics and promotion. This synergy is most often 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 Shishkin Les water packaging and cereals Pros to.

2. Production (operational) synergy is provided 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 manufacturing synergies.

Production synergy is extracted from the contract manufacturing of clothing, footwear in China, the manufacture of jeans at the Gloria Jeans company under its own brand and by order of foreign companies.

3. Investment synergy arises in large diversified companies by facilitating access to sources of capital and the possibility of cross-subsidizing (using resources received in one business area for the development of another).
4. Management synergy is provided through the intra-company transfer of information, knowledge, technical and managerial experience (intra-company synergy corporate governance), as well as through the transfer of accumulated management experience under a franchising agreement (intercompany synergy).

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

Intra-company synergy of management arises when a company forms project teams to solve target problems, open branches.

The concept of synergy has been developed within the framework of the resource approach, according to which the company is considered as a set of tangible 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 market segment. He identifies two types of combinatorial benefits / effects: complementary (complementary) and synergistic, which accompany each other.

The table discusses the effects that arose from the merger of the Novosibirsk company OAO Sibirskoye Moloko with the Wimm-Bill-Dann (WBD) group of companies.

Combinatorial Attachment Effects

Complementary effects for OAO Siberian Milk
Realm of Manifestation	Reasons for the appearance	Form of manifestation
	Coating accounts payable working capital Access to relatively cheap credit resources	Improvement financial condition. Competitive advantage in purchasing milk
Production	Investment in production: - launch of milk sterilization line - launch of the packaging line	Range expansion. Release of high-margin products (yogurts, dessert group). Improving product quality
Synergistic Effects of Attachment
Control	"Copying" the control system of the WBD group	Improving the quality of management. Perception modern methods management
Marketing	The right to produce the well-known trademark "House in the Village". Assistance in the development of their own brand "Merry Milkman"	Higher level of marketing. Using the effect of WBD advertising. Market share expansion
Innovation	Access to production technologies, scientific potential, R&D and know-how of WBD	Increasing the innovative potential. Reducing innovation risks

The complementary (complementary) effect arises due to the fuller use of the same tangible asset of the company. This effect occurs in the company in the case of the production of several goods or activities in several markets. The purpose of managing the activities of the company 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, trademark can be used in more than one area of activity at the same time without compromising their usefulness.

With simultaneous use, 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 synergies, in fact, are focused on exploiting the “free rider” effect (the free rider does not pay, but uses what is paid for by others).

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

Some call the complementary effect structural synergy, since it arises by combining or supplementing the resources of a company or a number of companies, and the actual synergistic effect - 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 example discussed above shows that complementary and synergistic effects are closely related, go hand in hand. Complementary effects are a guarantee of profit, but they are usually not unique, competitors are able to take advantage of them. The long-term return on synergies based on the use of advanced management methods, a high innovative culture, the reputation of the company and its products, brand awareness is much higher.

Strategic Synergy / Ed. E. Campbell, C. S. Lachs. - St. Petersburg: Peter, 2004. - Chapter 3.

Strategy synergy 6 is a strategy for obtaining competitive advantages of business units competitive advantage, which is realized at the level of the enterprise as a whole and which ultimately manifests itself in different product markets. 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 when they are managed separately.

Here, I. Ansoff notes that the main problem of 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 compromises and delays in decision-making. These disadvantages can negate any cost advantages.

Most strategies are based on differentiation, either low costs or a combination of both, 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 the strategy of synergy, which manifests itself in the diversification of activities along with the main production, enterprises are engaged in trading activities, transactions with securities, investments funds to other enterprises and organizations.

A synergy strategy is a strategy for gaining competitive advantage by combining two or more business units (business units) in the same hands. 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 company as a whole and which ultimately manifests itself in different product markets in reducing costs or in acquiring unique properties for products. The synergy strategy involves increasing 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 thus that it helps to obtain a higher profitability of production when the business units are interconnected than when they are managed separately. But it should be added that the synergistic effect, however potentially large it may be, will not manifest itself, it must be planned and extracted. And this is possible if synergy is identified, defined and incorporated into sound plans.

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

Is it possible to consider 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 a firm penetrating into other industries. The diversification strategy is used to ensure that the organization does not become too dependent on one strategic business unit. The idea of diversification has a long history. Many companies today, with large amounts of capital coming from their core businesses, see diversification as the most appropriate way to invest capital and mitigate risk, especially if further expansion in core businesses 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 technology or commercial in order to achieve synergy effects (concentric diversification) 2) or develops activities that are not related with its traditional profile, in order to update its portfolio (pure diversification).

Consequently, each enterprise has many strategic alternatives, the choice of which is also not an easy task. Possible criteria for selecting 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, which are part or basis of the strategy, it is necessary to use the resources and areas of the enterprise. Therefore, the chosen strategy should correspond to the external environment, the goals of the enterprise, be feasible and not contradict other strategies of the enterprise. With a strategic choice, an enterprise, as I. Ansoff notes, contradictions arise between three groups of benchmarks between long-term and short-term indicators of profitability and sales volume, between profitability and management flexibility, management flexibility and synergy. How decisions are made to choose the best competitive strategy

What are the three main types of overall firm strategies. What is the effect of synergy or strategic leverage

The scope of activities and features of the company's strategy. These concepts define the limitation or, conversely, the expansion of planning opportunities. The advantages in the implementation of planning, associated with the effect of synergy, are available only to large firms. Therefore, they have the necessary potential to foresee their future, namely

Growth is certainly important, but Growth for Growth, compared to Profit for Profit, is an even more dangerous strategy, as most firms have learned the hard way. Indeed, special computer program, designed to determine why companies failed in the 1980s, found that growing sales too quickly was a precursor to imminent bankruptcy.5 It's not hard to see why. Accelerated growth, involving unexpected opportunities, hidden threats, and organizational restructuring, is almost unmanageable. Moreover, ultra-fast growth inevitably entails high financial risks, as the firm is forced to increasingly resort to leverage. Finally, since in the stock market the offer price of shares usually exceeds their real value by at least 50%, the acquiring firm should aim for a huge increase in the efficiency of the combined company. In practice, many of these firms conduct only a superficial analysis of the synergies of a potential merger. Deals are often made on the assumption that rapid market growth, inflation and ever-increasing asset prices will turn an expensive purchase into a truly valuable acquisition.

For more on synergy, see Ansoff, I. New Corporate Strategy. - St. Petersburg. Peter Kom, 1999 Koch R. Management and finance from A to Z. - St. Petersburg. Peter Kom, 1999.

Secondly, competitors who have successfully mastered the production of inexpensive products are trying to penetrate the market segments focused on goods with enhanced consumer qualities. So, over the past 25 years, Japanese companies have been moving in this direction in the production of cars, photographic equipment, chemicals and many other areas. Thirdly, another reason why large corporations use the strategy of conquering new niches is the achievements in the field of management. Today's managers are learning how to reorganize the structure of the company so that each of its divisions is focused on its niche. Each SBU has its own marketing strategy and internal organization, but at the same time they have synergy in the joint conduct of R&D, distribution of products and distribution of limited company resources. For example, such a powerful industrial group as ABB has 1,300 firms and 5,000 SBUs, each of which is focused on 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 synergy potential for effective synergies where the buyer is able to reduce overall costs or improve their marketing strategy. Important role plays the potential of the buyer's own brands and the overall financial situation in his company. If the buyer produces similar products, and his marketing opportunities are small, but he derives the maximum benefit from his goods, the acquisition of trademarks is indicated for such a company. On the contrary, it is preferable to create and develop own brands if they have to enter an emerging market, if the company owns potentially strong brands and has serious marketing and creative potential. The five factors given in Table. 6.4, play the role of the main criteria in deciding whether to create or acquire a trademark.

A portfolio of unrelated brands. Often a company's acquisitions are a collection of all sorts of different brand names from different countries, conflicting positioning strategies and lack of business unit synergies.

Determine by expert opinion on a scale from 0 to 10 and enter in each box the value of the level of synergy that the provider of the SBA currently offers to the recipient. Mutual support of strategic economic zones is evaluated in terms of the transferred strategies, ideas, products, services, etc.

In this chapter, we will begin our discussion of synergy, one of the main components

synergy business restructuring

Growing companies tend to be short of competent senior executives. Any improvement in leadership has significant synergies. This effect increases if the firm's management has already encountered similar problems and has experience in solving them. If the problems are new and unknown, and the manager has no experience in resolving them, then there is a threat of a negative effect from the decision-making of incompetent management. Thus, management synergy, like other types of synergy, can be both positive and negative. A competent manager, having systemic knowledge about the organization, can significantly improve its resulting indicators, an illiterate one, on the contrary. Whether a firm's potential synergy becomes a reality depends on how production is managed.

In short, the firm is looking for combinations in which the effect of the sum is greater than just the sum of the effects of the component parts. All targeted synergies can be described by three variables:

increase in profit;

lower operating costs;

reducing the need for investment.

Synergy strategy

Synergism (synergy) (synergy) - strategic advantages arising from the combination of two or more enterprises in the same hands. Efficiency increases, which is manifested in the growth of productivity and (or) in the reduction of production costs; the effect of joint action is greater than the simple sum of individual efforts. Initially, the term synergy was formed from the term synergism, which in biology means cooperation between different organs. The term "synergy" was introduced by I. Ansoff to justify group structures in the organization of the company. Both terms are now used interchangeably in the economic literature. The benefits of synergy are defined as 2+2=5, in other words, the total return on all investments of the firm is higher than the sum of the returns on all its business units, without taking into account the benefits of using common resources and complementarity. This determines the relevance of the research topic of the course work. The purpose of the course work research is to study synergy, the sources of synergy. To achieve this goal, it is necessary to perform the following tasks: - to give the concept of synergy; - classify the types of synergy; - give examples of synergy; - study the evaluation 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 list of references.

Synergy strategy - a strategy for obtaining competitive advantages by combining two or more business units (business units) in one hand. The presence of the synergy 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 commodity markets in reducing the level of costs or in the acquisition of unique properties by products. The synergy strategy involves increasing 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 thus that it helps to obtain more high profitability production when business units are interconnected than 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 point out that the synergistic effect - however potentially great - will not manifest itself, it must 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, but it is also possible within the same business unit. Economic practice shows that the effect of joint activities is always higher than the simple sum of individual efforts due to the potential for cooperation and interconnection.

B. Karlof notes that many managers avoid using the term "synergism" (synergy), using synonyms that only slightly differ in meaning. Such synonyms are the concepts of "strategic leverage", "relationships", "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 was 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 is the joint ownership of resources and areas of activity or a voluntary association of efforts. It is the synergistic effect that managers refer to when justifying the need for the acquisition or merger of enterprises5.

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

It is believed that the higher the expected instability external environment and the fierceness of competition, the higher the value of synergy to achieve success.

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

It should be noted that this strategy underlies the creation of various unions, alliances, financial and industrial groups both nationally and internationally. international level. On a national scale, the result of such a strategy is the creation marketing networks different kind, which allow you to use the synergistic effect of the interaction between production and marketing.

Synergy, which is based on the matching of resources and capabilities of the firm, determines the success of its new ventures. Some companies (for example, conglomerates) may ignore the potential synergies of their firms, others refrain from efforts aimed at obtaining the effect of joint activities in cases where its achievement requires the restructuring of the corporation or the redistribution of managerial efforts. Thus, synergy is one of the possible key components of a corporate level strategy. I. Ansoff determined the economic basis of synergy (the possibility that the result of the joint efforts of several business units will exceed the final indicator of their independent activity). The synergy equation is partly based on the economic benefits of 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 pooled marketing efforts.

However, synergy also affects other more abstract benefits, which are called managerial synergy. Managers can use the experience and knowledge gained in one of the business units in new sphere activities. 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 implement bad decisions. The result is a low efficiency of the company and a negative synergistic effect.

The firm's strategy must find correspondence in five areas: three external customers, competitors and technology and two internal - resources and organization. The goal of the strategist is to achieve the maximum benefit from the use of resources and create adequate resources. In this case, synergy is seen 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, knowledge of consumers, possession of technologies, strong, ensuring high involvement of employees, corporate culture. Invisible assets, by virtue of their uniqueness, are the best long-term source of a company's competitive advantage. They cannot be bought with 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. Ways to achieve this goal are to improve the utilization of physical resources (expanding the product range without increasing production capacity) or entering new market in conditions of overproduction in the current. Increasing the efficiency of the use of physical resources, the organization reduces costs (complementary effect). The complementary effect is not the true source of synergy.

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Fragment of work:

Introduction 3
Chapter 1 Strategic Alliances 5
1.1. Strategic alliances: integration without losing identity 5
1.2. Corporate strategic alliances 12
1.3. Benefits of strategic alliances 16
Chapter 2. Synergy strategy 19
2.1. Synergy Opportunities 20
2.2. Using synergy 21
2.3. Effective use of synergy 23
2.4. Agenda 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 relations between firms, but does not mean mergers, acquisitions or the creation of a general partnership.
In recent years, news about new acquisitions or sales of companies taking place on the Russian market. 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 resilience, obtaining operational synergies, improving capital structure, etc. Solving these problems becomes especially important today, when Russian business is not only facing a growing concentration competitive environment, but also with the emergence of global players on the Russian market. It is easier for a large and developed company to successfully compete with transnational corporations.
IN modern business consolidation has become commonplace. Many industries are dominated by a few large corporations. How can small businesses not only survive in such conditions, but also increase their market share? According to seasoned entrepreneur and consultant Robert L. Wallace, the answer to this question lies in creating 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 the study is a strategic alliance and the implementation of a synergy strategy within its framework.
The subject of the study is the essence of a strategic alliance, the need to create alliances, their advantages and features, the use of a synergy strategy, its mechanisms and capabilities.
Synergy is understood as the benefits arising from joint actions or sharing. The organization must actively evaluate all predictable opportunities available to it, which may mean its penetration into other industries. Ansoff (1965) created a logical and systematic method for evaluating and selecting options. His 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 profit generated is greater than if these business areas were operated as two separate parts. Synergy is related to factors such as the skills of the people in the organization, the talent of its managers, the marketing channels, the physical distribution operations, and the results of the R&D efforts. What all this means is that while an organization may become a conglomerate by applying these principles, it will not become a garnished united trust that operates on the basis of risk splitting coupled with profit maximization.
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 us consider in more detail the strategy of synergy in strategic alliances.

Chapter 1 Strategic Alliances

1.1. Strategic alliances: integration without losing identity

In recent years, news about the formation of strategic alliances appears in the press almost every day, while both the most famous multinational corporations and companies whose scale of activity is not so large act as partners.
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 an agreement on a strategic alliance between longtime 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 at first glance operate in different industries.
Research data (by Jeffrey H. Dyer, Prashant Kale and Harbir Singh) shows that approximately 20,000 strategic alliances have been formed in the last two years. Today, each of the 500 largest global companies participates in an average of 60 major strategic alliances.
The globalization of the business world, the general spread and interpenetration of technologies, which no longer allows such a clear distinction between industries, has become a factor that greatly contributes to the formation of alliances.
Recently, special attention has also been paid to strategic alliances by economics, almost all works on strategic management written over the past decade, one way or another, touch upon the creation and development of strategic alliances.
From all of the 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 not reasonable not to take this into account in long-term planning, since any company, especially a competitor, must be evaluated not only as an independent business unit, but also as a member of possible alliances. Competition in the modern world is becoming a struggle of teams, not individuals.
In this article, we will try to define what exactly is a strategic alliance, what is its difference from other types of cooperation, what can be the prerequisites for a company to join 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 them.
In the relevant literature, alliances are often identified with conglomerates, networks, sometimes even with diversified companies. In our opinion, these concepts must be distinguished because of their different nature and, accordingly, differences in management methods.
Companies that diversify their business through acquisitions or the creation of new business units seek, by combining various directions business to create 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 FOR THE DEVELOPMENT OF CORPORATE SYSTEMS

Afonichkin A.I., Moshkova T.A.

STRATEGIC SYNERGY OF DEVELOPMENT CORPORATE SYSTEMS

Key words: economic systems, development management, synergetic effect, cycle development strategies.

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

Abstract: the process of ensuring sustainable development is important characteristic the process of managing 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 characteristics of such ES is largely determined by the synergistic component, which ensures strategic sustainable growth in all business areas of economic systems. The article analyzes 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, determines the factors of strategic synergy and features of the model of a portfolio of development strategies.

Abstract: process of providing a sustainable development is the important characteristic of management of the elaborate economic systems (ES) of various levels. 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 (CES) is a very complex management process that must take into account a significant number of parameters of an 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 business zones, 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 synergy factors 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,

Refine Models organization development,

Clarify the stages and content of the IES development life cycle,

Identify synergy and risk factors for development,

Conduct a factor analysis and identify development trends,

Form a model of development synergy,

Substantiate the methodology for assessing development synergy,

To carry out forecasting of the stages of the life cycle of development, taking into account the cyclical synergy formed by the development strategies being implemented.

1. Development synergy corporate systems

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

The papers review approaches to the development of development procedures and the formation of a system of interrelated goals for the development 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 enterprise's activities on the world market conditions; 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, 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 development goals, description targets(CP), the range of changes 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 related to the coordination of processes, the hierarchy of indicators, functions, participants in the process, etc., a systemic emergence effect arises that generates 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 of 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 than harder system, the greater the increase in the growth rate of performance efficiency as a result of the integration of individual elements into single system.

The emergence of synergy in the activities of IES, including in the process of development management, is associated with the use of the same resources, assets, 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 disseminating them to others.

The joint balanced use of development resources and assets will make it possible to establish a correspondence between the strategic goals of the participants and the IES itself, ensure an effective exchange of resources, opportunities (potential) at all elements of the system and management levels;

Reduction of duplication of enterprise management functions in achieving specific target strategic, current and operational indicators;

Reduction of time losses for inter-corporate coordination;

Saving resources (material, labor, financial) due to the rationalization of 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 IES in the form of increasing its value by increasing efficiency and reducing the cost of achieving it, achieved through rational management of the parameters and processes of corporate development.

A generalized approach to assessing the level of synergy is based on the increase in the effect of the activities of the ES and reflects the impact 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 evaluating development results for all components of the economic system. The basic task here is to adjust and harmonize the target states achieved at each stage of the strategy implementation, taking into account the characteristics of the CES and the specifics of the basic business centers.

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 procedure itself must meet a number of requirements:

It is possible to define a set of strategic goals for development;

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

The goals of IES can be general and local;

Goals and strategies can have a different systemic character 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 aligned 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 substantiation of the target indicators of the state of the ES, adequately describing 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 quantification within the development strategy. The use of this approach assumes that the system of target indicators reflects the substantive aspects of the priority areas for the development of IES 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 forming a system of target benchmarks usually uses the following portfolio approaches strategic analysis: SWOT-analysis; BCG analysis; analysis of competitive positions; study core competencies; vision of the target state by the shareholders and management of the company; race for the leader; mixed, based on several approaches.

In particular, subject to the formation of balanced targets and a description of development targets for various levels of development management, participants and directions of growth of the system of development targets, it is possible to apply the balanced scorecard of R. Kaplan and D. Norton, which is a concept of transferring strategic goals into a system of interrelated financial and non-financial indicators reflecting all significant

strategic aspects of ES activities. There are four strategic aspects of development that need to be balanced here - customers, finances, internal business processes, learning and growth. Balance implies alignment between financial and non-financial indicators, 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 the vector of development, reflecting specific aspects of the growth of each type of priority areas.

Let's consider some elements of formation of the development vector model. 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, subject to the coordination of the parameters of the vector

U = [(X) ^ (C)]

Passing to the functional dependence, we get

Considering that the development management process and takes some 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 the system of parameters, i.e.

(X) = ((xx x2,., xn) , (xb, xm)

=((x"),(x2),...,(X :)),

where b is the number of directions for the development of ES, n, m, ..., k - the number of target parameters in the areas of development. Or in summary form

(X) \u003d C 4 (3)

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

(C)=[u(Tx)( 1-/))]« ,4)

where / her, and r3 - characterizes the risks of

specific areas of development.

For IES, where participants are included in various business centers in different areas 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 = (г1,Г2,...,Гг)1.

Then it is possible to take into account possible risks in the development process 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 the 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 mitigate or counteract them. In this case, R = 0 and the expression (5) will reflect the planning process, taking into account all direct factors

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

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

(e) = (e1, £2,.. £b).

The following conditions for the formation of synergy are possible:

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

e - synergy leads to increment

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

e TS - synergy leads to a reduction in the total costs of implementing 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 the quantitative factors of direct influence, but the system of the organization's goals, as well as factors that cannot be specifically quantified, factors for which the time horizon is not immediately indicated, helping the ES as a whole to achieve significant results. The totality of these factors determines such an instrument of the development process as the development strategy of the corporate system.

2. Synergy in corporate development strategies

Consider possible strategies for the development of the 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, the model of L. Greiner describes the factors that determine the development process and transition from one stage of development to another. Among the most significant Greiner factors for diagnosing the type of stage, the following can be distinguished: the age of the organization; the size of the organization, which we supplement with the following: consistency of activities, comparison of 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 development stages, D. Miller and P. Friesen formulated criteria (age, sales, growth) for determining the type of development stage and distinguish the following development phases: birth, development, maturity, flourishing.

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 bureaucratization, late bureaucratization.

(s) \u003d [sch1Tskh) (1-g :))] 1k

;_1 ;_1 ,_1 " * "

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

(s)=mSh)n*)]b g (7)

tion, death. Such detailing of the development process makes it possible to determine patterns and deviations in development, to identify factors and mechanisms for managing and stabilizing 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 synergy of development will make it possible to implement the development strategy at 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 the ES, we single out the following stages (cycles) of development: 1 - growth, 2 - stabilization, 3 - stagnation, 4 - crisis.

Without identifying specific priorities

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

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

Research and analysis of internal

factors of each individual stage, on the basis of which it is possible to organize the development process, several generalized strategies can be distinguished that are used for development at each specific stage, adequate to the stage itself and external factors. Thus, we set alternative strategies for cyclic 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,

The 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.

A generalized diagram of the relationship between strategic development plans is similarly a tree of strategic decisions (admissible strategies) covering the development strategies of the cycle (Figure 1).

early and external factors of the economic environment for choosing an adequate cyclical development strategy,

It is required to dock and synchronize the strategic parameters of the development of adjacent stages of development,

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 (according to )

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

To obtain the required parameters of the corporate development process, it is necessary to maintain a balance of interests of corporate participants, the possibility of creating synergy, etc.

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 required to start the development process of the next stage, then such a 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 to turn such “discontinuous” strategies into “continuous” ones, a powerful impulse is required in the form of a strategic vector (development vector impulse), including financial, innovative, production and other development resources, priority which is determined by the type of development stage at which the strategic gap occurred. A generalized systematization of the corporate system development strategies is presented

in figure 2.

Undoubtedly, it is very difficult to determine acceptable strategies at the initial stage, but targets should be involved in their formation. Then each strategy of cyclic development (5C;) can be determined by some probability of 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 a strategic

probability P(5)

4 t) \u003d C p (§) 1--1 (9)

Thus, the system of classifications of strategies for the cyclic development of the corporate system includes continuous and discontinuous strategies. Next, we should single out a group of “pure” strategies focused on only one y-th 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 the generalized development strategy at each moment of time

is determined by several parameters: the tree of strategic development goals, the typology of the development stage, 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 formation of the strategic synergy model in the process of development of economic systems, the parameters and typology of strategies for each stage of the development life cycle are determined, the possibilities of setting a set of acceptable strategies and their cycle 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. Such a 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 set and solve the problems of strategic choice of one's own acceptable strategic set for the implementation of an effective development policy.

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