The concept of synergy and its importance for the strategic planning of the company. See pages where the term synergy strategy is mentioned The synergistic effect is manifested when using the strategy

A first-mover or early-to-market strategy means that the firm is the first to offer an original product or service to the market. This strategy can provide a sustainable competitive advantage, obtain monopoly, ultra-high profits and achieve rapid growth of the company.

The first mover advantage is based on the fact that someone is first in this business, in a given territory or in a new market. Moreover, new markets may appear as a result of the creation of new technologies, the use of existing technologies in a new context, the emergence of new personal needs, problems. environment, new financial instruments and risk management tools.

Modern world experience shows that many formed in Lately monopolies arose on the basis of discoveries, inventions and other innovations that made it possible to create a previously unknown market with growth prospects. It should be noted that it is easier to achieve leadership than to keep it.

Therefore, such leading firms spend large amounts of money on scientific and technical research. Often these costs are offset by high prices for new items, i.e. firms use pricing strategy skimming, or set monopolistically high prices for their products.

The main features of the competitive advantage associated with the first mover strategy are:

This competitive advantage is based on the use of innovations - product, technological, organizational;

It is associated with significant risk, but if successful, it provides higher profits, possibly excess profits due to the establishment of monopoly prices;

When using innovations, it is difficult to plan, since in this case it is impossible to use past experience, to extrapolate trends established in the past into the future.

The main characteristics of the pioneer strategy are given in Table. 8.2.

Table 8.2. First mover or early market entry strategy

Innovative firms must have highly qualified personnel, sufficient financial resources to create and bring new products to the market. This strategy is either big firms or, conversely, small venture capital firms. It should be noted that the advantage of early market entry can be associated not only with new products or technologies, but also with sales and marketing methods.

The high risk of this strategy is associated with the uncertainty of both the development itself and the market reaction to the novelty. Therefore, enterprises take special measures to reduce commercial risk.

On the one hand, these measures are aimed at protecting new products and technologies with the help of patents, know-how, high technical level, uniqueness of the offer.

On the other hand, innovative firms use a variety of marketing techniques to assess and prepare the market for a new product. Methods marketing research are used to evaluate the idea of ​​​​a novelty, then market testing is carried out when creating prototypes of products, and trial marketing precedes the deployment of commercial production of new products, i.e. marketing methods are used three times in the process of creating and introducing new products to the market. This reduces the commercial risk of the new product and prepares the market for its introduction.

The synergy strategy is a strategy for obtaining competitive advantage by connecting 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, therefore, that it helps to obtain a higher profitability of production when the 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 note 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 reasonable 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 joint activities always higher than the simple sum of individual efforts due to the potential for cooperation, interconnection.

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 synergy effect appears, which he means “2 + 2” When choosing a synergy strategy, managers should proceed from three considerations:

1. Does the enterprise have a tradition of using synergies?

2. What level of communication does senior management prefer and what managerial experience does it have: suitable for a conglomerate or for a synergistic enterprise?

3. What requirements and instructions will be set by the conditions external environment? It is believed that the higher the expected instability of the external environment and the stiffness of competition, the higher the importance of synergy for success.

Here, the main problem in developing a synergy strategy is related to the contradiction between management flexibility and synergy: increasing management flexibility reduces potential profits into 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 at the national and international levels. On a national scale, the result of such a strategy is the creation of marketing networks different kind, which allow you to use the synergistic effect of the interaction between production and marketing.

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 business units are interconnected than when they are managed separately.

Here, I. Ansoff notes that the main problem of developing a synergistic 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, operations with securities, invest 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 synergy strategy 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 a synergistic effect (concentric diversification) 2) or masters 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 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 only 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. Yes, over the last 25 years Japanese companies moved in this direction in the production of automobiles, photographic equipment, chemicals and in many other areas. Thirdly, another reason why large corporations use the strategy of conquering new niches is the achievements in the field of management. Modern managers learn 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, like 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 high potential synergies 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 gets 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 trademarks and has a strong marketing and creativity. 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 SBA provider currently offers to the recipient. mutual support strategic zones management is evaluated in terms of transferred strategies, ideas, products, services, etc.

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

Strategic alliances synergy strategy - work from our list of "FINISHED WORKS". We helped with its implementation and it was passed with Excellent! The work is absolutely exclusive, it is not exposed anywhere on the Internet and your teachers are definitely not familiar with it! 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 .
We draw your attention to the fact that it is impossible to download the Strategic Alliances Synergy Strategy coursework on the subject of STRATEGIC MANAGEMENT from the site! Here are only a few first pages and the content of this exclusive work - for review. If you want to get a coursework Strategic alliances synergy strategy (subject - STRATEGIC MANAGEMENT) - write.

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 the capital structure, etc. Solving these problems becomes especially important today, when Russian business not only faces a growing concentration of the competitive environment, but also the emergence of global players in 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 operate 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 efforts of the R&D department. What all this means is that although an organization may become a conglomerate by applying these principles, it will not become a fancy-dressed 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 a very limited number of 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.
A factor contributing to the formation of alliances to a large extent has been the globalization of the business world, the general spread and interpenetration of technologies, which no longer allows such a clear distinction between industries.
Economic science has also recently paid special attention to strategic alliances; 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. Do not take this into account when long term planning at least not reasonable, since any company, especially a competitor, should be evaluated not only as an independent business unit, but also as a member of possible alliances. Competition in modern world becomes 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 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 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 to achieve a synergistic effect by combining different lines of business. Until recently, it was believed that the most reliable way to create a new business is to combine core competencies through mergers and acquisitions. On currently 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.

At dawn strategic planning managers were instructed to begin the process of developing a plan by establishing the relationship between the SBA of their company in the general framework of the well-known holistic concept of "the industry in which the company operates."

The modern approach begins with an anatomical analysis of the heterogeneous activities in which the firm is currently engaged, using the concepts of SBA and strategic economic center.

But once the anatomical task of strategic segmentation has been accomplished, the question of the relationship remains unresolved: what should be the interaction between the various SBAs and SHCs as the firm changes its set of activities.

In the conditions of a single organization, all stages of the process of developing a strategy for each of its businesses should be fairly systematic. At each stage of creating a separate business strategy, it should be considered as a subsystem of a holistic corporate strategy. Thus, at the output of the system refinement stage, the corporate strategy of a diversified organization should be precisely the strategy of the business system, and not a set of separately isolated business strategies.

In the 60s, a working concept of synergy was proposed to assess the relationship of activities within the company. In its original meaning, this concept 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 SBAs.

Synergy means the excess of the total result of the sum of its constituent factors. Synergism is a term borrowed from physiology and literally means the interaction of a group of muscles. In management, it means interaction. various areas firms' businesses. For example, different SBAs may use common production facilities, company-wide services, research and development units, distribution networks, etc. Thus, synergy is an interaction effect that provides business efficiency that is greater than the simple arithmetic sum of the activities of individual SBAs.

The benefits of synergy are defined as "2+2=5", in other words, the total return on all of the firm's capital investments is higher than the sum of the returns on all of its divisions (or SBAs) without taking into account the benefits of using common resources and complementarity.

Synergy is a fundamental factor in the strategic choice of areas of activity of companies. If large companies do not use the synergy of their branches, they will not have any advantages over small firms. Synergy allows the company to accelerate the implementation of investments, achieve an increase in the volume of sales of manufactured products, reduce costs and management costs, and save the most important resources.

Potential Synergies exists at every link in the value chain. First, the coordination of efforts in such activities as the launch of equipment, the introduction of new technologies, the management of human resources and the optimization of overhead costs, reduces costs and improves the skills of staff. Second, each such activity offers a source of synergy. For example, combining several types of purchases allows you to get discounts from a supplier. Synergy in the field of marketing and sales seems to be very important, when the activity of one division of the company becomes an example for others.

In strategic management, the following three basic opportunities, or sources of achieving synergy (synergistic effect) are usually distinguished:

1. Functionality - achieving an effect due to the fact that many functional services of the organization use its special professional competence both in the tactics of all specialized activities of the organization, and in all its businesses. when certain methods of managing one unit (say, production) complement the methods of managing another (for example, marketing).

2. The actual strategic opportunity is the achievement of a positive effect due to the complementarity of all competitive strategies of the organization at all levels, i.e. starting from the BCS of a specific product and ending with corporate strategy as a system strategy for a business system.

3. Managerial ability - achieving an effect through the special competence of the organization's management.

Thus, the specific key goal of strategic management that managers face is to achieve maximum synergy in terms of the strategic factor.

The synergistic effect is manifested through:

Transfer of know-how (participants, interacting within the framework of specific works, combine their latest developments);

Sharing resources (this leads to cost savings, eliminates duplication);

Creating an advantage in the coordination of the timing of individual projects;

Creation of advantages by gaining time through the division of work;

Winning in quality due to the division of work according to the best success of the participants;

Winning on account best conditions attracting borrowed capital due to the high authority of the program participants;

Increased consumer confidence in the end result;

Winning in a smaller amount of costs due to the scale of implementation of the final results.

Types of synergy

1. Sales synergy

It can occur when the same distribution channels are used for several products, the sales process is managed from a single center. General advertising, sales promotion, existing reputation - all this can lead to an increase in income received per dollar invested.

2. Operational synergy

The result of more efficient use of fixed assets and personnel, distribution of overhead costs, joint training, large purchases.

3. Investment synergy

Appears due to sharing production capacity, common stocks of raw materials, transfer of research and development from one product to another, common technological base, joint processing of products, use of the same equipment.

4. Management synergy

If, when entering a new industry, management finds that the problems that arise are very similar to those they have encountered before, they have a good chance of effectively managing the "conquest of uncharted territory." And since competent leaders top management there is not much in the company, any improvement in management has a positive effect on the entire enterprise. Therefore, the synergy effect will be significant.

When the concept of synergy first appeared, a number of experts who studied the problem of mergers and acquisitions considered it unimportant insofar as the potential synergy predicted before the start of many mergers subsequently turned out to be unrealized. But experience has shown that the difficulties were not with the concept of synergy, but with the fact that the management of firms did not pay due attention to this problem and did not use their power to achieve the realization of potential synergies from SCC managers who, without being connected no common cause, of course, avoid dependence on other divisions of the company.

Synergy has also been challenged on the grounds that conglomerate firms performed just as well as firms that adhere to the principle of interconnection between their SCCs. To test this claim, an empirical development was undertaken: a comparison of performance, conglomerates, and synergistic firms. As the results of comparisons showed, good times the bottom line indicators of synergy firms and conglomerates are approximately the same. But in tense situations and (or) in moments of recession, synergistic firms are more resilient and show better performance than conglomerates.

Practice shows that in the difficult conditions of the last quarter of a century, firms are paying more and more attention to the interaction between various SBAs and SHCs.

Examples: consolidation trends in ITT and Radio Corporation of America, which are pulling out of some SCCs that are not related to their activities in high-tech industries; GE's rejection of SZH in the development of natural resources and the announcement of its president, George Welch, that the company will devote itself entirely to work in the field of complex technologies and services with a high level of demand; a series of reports in the business press about firms refusing to continue certain activities with the rationale that the units to be eliminated "do not fit our management style."

In recent years, the concept of synergy has received a broad interpretation: the formula "2 + 2 = 5" was supplemented with the concept of a possible negative synergistic effect of "2 + 2<4», особенно в области общекорпоративного управления. Эффект «2+2<4» объясняется тем, что у некоторых фирм в составе набора СЗХ появляются такие зоны, которые резко отличаются от остальных, традиционных, по уровню нестабильности и критическим факторам успеха. В подобных случаях руководство чаще всего не справляется с управлением этими зонами.

In summary, the potential value of the concept of synergy, or nexus, is that it helps to achieve a higher (or no less) return on investment when combined SHC than when they are managed separately.

Hence, ensuring cooperation between SCC managers to realize synergy is a company-wide task

Synergy assessment

In principle, all synergistic effects can be described by three variables:

Increasing profit in monetary terms,

Reduced operating costs

Reducing the need for investment.

All variables are inextricably linked with time. Therefore, the fourth synergistic effect can be considered the acceleration of changes in these variables.

In practice, it is difficult to quantify these variables and their combined impact on a company's position. The most acceptable is the assessment of the synergy effect with a focus on the contribution of various business strategies. The order of this synergy assessment is shown in the table.

Table 1. Mutual support of business strategies

In the table, business strategies are arranged in a square matrix, the rows of which show the SBAs that provide resources, and the columns show the recipients. When evaluating synergy, the factors that determine the specific strategy of the company and the factors that affect its potential are taken into account.

The nature of mutual support refers to the possibility of transferring both ideas and strategies (product ideas, advertising, promotion), as well as resources, products, services.

The evaluation algorithm involves the following procedures.

1. To determine by expert means on a scale from 0 to 10 and enter in each square the value of the level of synergy that the “giving” SZH offers to the “receiving” at the present time. Mutual support for SBAs is evaluated in terms of ideas, products, services, etc.

2. Display the sums in rows and columns - indicators of the strength of the impact in each of the directions.

3. Using the line sums, evaluate the degree of dependence of one SBA on another. In the columns, the sums of costs will show the degree of importance of some SBAs for others.

4. Based on the assessments obtained, determine what are the most important common lines of communication that are currently operating, cross-cutting for the whole form of synergistic characteristics of strategies and management capabilities.

5. Repeat the above procedure to evaluate potential common links based on future strategy success factors and management capabilities.

6. Compare existing and potential lines of communication in order to find the desired lines of synergy. They will depend partly on which lines are most likely, and partly on the extent to which managers master the art of using effect to manage the company's competitive position. The desired lines of synergy thus selected should be further considered as guidelines for the organization.

Ensuring coordination between the various SBAs to exploit synergies is a company-wide task and is controlled by the management of the organization.

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 the modern economy, more and more often, a synergistic effect is obtained by combining the efforts of companies within the framework of a 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 by retail chains of stores, vertical marketing networks, it occurs when various goods are jointly advertised, 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. Synergy of management is provided through intra-company transfer of information, knowledge, technical and managerial experience (intra-company corporate governance synergy), as well as through the transfer of accumulated management experience under a franchising agreement (inter-company synergy).

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

Intra-company synergy of management arises when project teams are formed in the company to solve targeted problems, and when branches are opened.

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

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 company's activities in this case is the most complete use of 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 as the joint use of tangible assets of different companies is about achieving a complementary effect, the joint use of intangible assets (license agreements, franchising, management contracts) provides a synergistic effect.

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 the company 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.