In the press center news agency RIA-Novosti held a press conference on the topic: “Russophobia of neighboring states. What should be the policy of Russia?
Natalia Narochnitskaya, Deputy Chairman of the State Duma Committee on International Affairs, President of the Historical Perspective Foundation, answered journalists' questions.
RIA-Novosti: - Which countries could become Russia's strategic partners today?
Natalia Narochnichkaya: - A strategic partner is not someone who necessarily has nuclear weapons, and the one who is under no circumstances interested in your weakening. For Russia, for example, relations with Ukraine are very important. We can say that there is a struggle for the orientation of Ukraine. In this matter, politics should be the most serious, the most intelligent, the most subtle.
Another country, Belarus, is the only missing piece in the “mosaic” from the Baltic to the Black Sea, and the persecution of Lukashenko by the West is not due to his anti-democratism, but to his anti-Atlanticism. This is the main reason. But this does not automatically mean that I am impressed by everything that is being done there.
The same can be said about China. The relations that have now been outlined with this state will never become institutional, because China never agrees to agreements ... However, the fact that the system of mutual relations will have a basis for decades is very important.
Russia also needs a very serious Eurasian policy so that its European leverage is as strong as possible. Russia is a Eurasian power, and the two heads of the Russian eagle are turned in both directions.
RIA-Novosti: - Your definition of a strategic partner reflects what this partner should be like. Can India be considered our strategic partner?
Natalia Narochnichkaya: - India is interested in having a strong Russia. It doesn’t matter which one: communist or imperial ...
RIA Novosti: - Are there any other countries with which Russia could develop the same relations as with India?
Natalia Narochnichkaya: - There are no two countries with which the same relationship would develop. India is a rapidly developing state, a completely different civilization, eastern... This fact in itself determines the specifics of the relationship, its uniqueness.
RIA-Novosti: - What aspect should Russia rely on in choosing partners? Maybe cultural?
Natalia Narochnichkaya: - Not necessarily. In general, one cannot rigidly “doctrinate” relationships. The very formulation of the question in the plane of "embrace or confrontation" is a legacy of the Cold War. But at the same time, you can’t hug all the time, it’s dangerous. In the same way as showing a fist all the time. As the Bible says, "It's time to scatter stones..."
"RIA-news": - And time to collect ...
Natalia Narochnichkaya: - “... And it's time to hug. Time to collect stones and… time to shy away from hugs.” See how accurate it is: to avoid hugs, not to show a fist.
Interviewed by Igor Anikanov
Strategic partnership: advantages and development directions
The development strategy includes several solutions. One of them is a strategic alliance or strategic partnership, at the global level it is the cooperation of any one country with another, more powerful and larger, to achieve common economic and strategic goals. A partnership involves cooperation that produces the best results compared to those that could be obtained from a conventional transaction. strategic partnership economic communication
In today's changing economy, strategic partnerships allow states to create a serious competitive advantage by accessing the partner's resources and capabilities, namely: markets, technologies, capital and people. Creating a team allows the participants in the process to expand their resources and abilities in total, and from this they grow and expand much faster and more efficiently.
Compared to conventional types of cooperation, strategic partnership is the highest level. The partners have similar values, national interests and recognize the need to develop bilateral trade and deepen cooperation. In order to give cooperation a strategic character, an economic, political, social international environment is being created that contributes to mutual complementation, the development of competition, as well as forms of management within the country and in cooperation with a partner. Despite the fact that some countries prefer the short term, yet the strategic partnership is a long-term phenomenon. It can also be both at the bilateral and multilateral levels. Multilateral strategic cooperation involves the creation of strategic alliances or alliances. For example, NATO and the EU can be considered such alliances.
Strategic partnerships have many benefits.
First, trade and investment barriers are overcome when entering foreign markets. This allows the development of international imports and exports. Secondly, the state gets access to the partner's financial resources, products, and technologies. This creates new markets for products and a new range of products for buyers. Benefits include strengthening the brand in the market through partner channels, reducing the cost and risk of R&D, setting technology standards, and manufacturing products to those standards.
It is necessary to strengthen strategic cooperation by organizational and constructive steps.
To begin with, political dialogue with strategic partners should be improved to build confidence and prevent conflict. Another important step will be to stimulate mutual investment in the economy.
It is necessary to deepen military and military-technical cooperation with strategic partners by signing agreements, intensify interregional cooperation with strategic partners, and consider the possibility of creating trade missions.
It is also important to strengthen Information Support development of strategic cooperation, to adopt bilateral agreements in the field of information exchange. For broad public support, awareness of the life of partner countries is needed through the Internet, television and radio broadcasting.
Of course, it is not entirely true to say that strategic partnership brings only benefits. Here there are weak sides. First, conflicts related to differences in the cultures of the participants in a strategic alliance can significantly weaken cooperation between companies and hinder the creation of partnerships. Or shared decision-making can be time consuming, protracted, and result in too many compromises. And finally, the state is at great risk of being overwhelmed by its partner. In this case, no further development out of the question.
But in general, with the right partnership tactics, the benefits of strategic partnerships outweigh its drawbacks and dangers.
Such a type of cooperation as a strategic partnership has developed significantly, but has changed markedly in recent years. Single tactical goals inherent in traditional joint forms have been replaced by global strategies, views and approaches to forming partnerships have changed. Strategic partnerships should be thought of as a means to an end, as an extension of your influence by respecting your competitors. Planning and communications are key components of successful strategic alliances.
The concepts of "development strategy", "cooperation strategy", "strategic partners" and others are used in studies of the foreign and domestic political activities of states.
The concept of "strategic partnership" is used in negotiations on international issues, it defines bilateral and even multilateral relations of a special color and content, but scientific definition this concept has not yet been developed. Strategic partnerships, in our opinion, are primarily certain obligations to a partner or partners and are determined by a range of special interests.
So in international relations it is necessary to determine first of all the interests or goals of this or that action. When resolving issues, the parties act on the basis of their own interests. The concept of "interest" in Latin means "is important", "important". That is, it carries a semantic load as the real cause of social actions, which is the basis of immediate motives and motives. Political interests are defined as a generalized expression of needs in political consciousness social groups and individuals, as well as real reason activities of social groups.
Strategic partnership, in our deep conviction, is a higher level of cooperation than ordinary relations. Due to the specific interests of the parties, such cooperation becomes possible between those partners who do not have mutual territorial claims, but there is a mutual commitment to the principles of territorial inviolability and inviolability of borders. These are the relations of partners with similar values and common roots, national interests, which recognize the obviousness and necessity of a dynamic growth trend in bilateral trade and deepening cooperation.
In order to provide cooperation with a strategic character, a political, economic and social international environment is created that promotes the development of competition, mutual complementation, the dynamics of various social forms management and ways of life, both within the country and in cooperation with a partner, is ultimately intended to become a strategic direction for transforming the economy. That is, strategic partnership is used to achieve internal transformations of a higher order in order to bring the domestic economy to the next, higher report card of world development. This direction contributes to the mobilization of the maximum of available resources, the use of various production opportunities - from industrial to post-industrial, the expansion of all forms of entrepreneurship - from small business to large capital.
At the same time, strategic partners must take into account a number of circumstances related to the geopolitical and geo-economic interests of other partner countries. Among the components that determine the essence of the strategic partnership are a high degree of cooperation and trust; transparency of relations, which means broad interaction in international affairs but not directed against third countries; the breadth of partnership not only in the economic sphere, but also in the political one (for example, strengthening regional security, etc.); close coordination of foreign policy steps in all key areas of global and bilateral development problems; the nature of relations with the partner country as a self-sufficient value that is not amenable to opportunistic influences; the mandatory duration of the relationship, as it contains a set of political and military guarantees. At the same time, the presence long-term program strategic economic cooperation (partnership) in the main areas should be an annex to the basic interstate agreement. Note that this task is quite complex and difficult to correlate due to the competition of world centers of power.
Thus, a state that has a strategic partnership with other entities international law, provides for the implementation of its intentions, relying on the broad support of the partner both in the external and in the domestic political plane. So, strategic partnership means strict implementation of the obligations assumed, responsibility for the partner. In characterizing the strategic partnership, we cannot agree with the definition of this concept only as the coordination of actions between states in the international arena.
Strategic partnership at the bilateral level is the basis for the development of the same partnership at the multilateral level, which as a result contributes to the formation of stable alliances of strategic partners, that is, alliances of states. One example of such a partnership, in our opinion, can be considered NATO and the EU. As practice shows, a system of regional and, ultimately, global security is built on the alliances of states.
A convincing example of a strategic partnership is the US relationship with Western Europe, where the majority of Western Europeans do not yet want the withdrawal of the US military from the region. In a time of greater uncertainty and volatility Western Europe does not have an adequate alternative to the American presence and leadership. This is indirectly confirmed by the situation in
Kosovo, where the US took responsibility for demonstrating and reaffirming NATO's strength. In that historical context The European allies of the United States do not yet act as competitors capable of offering an effective alternative.
Strategic partnerships are long-term (although some countries prefer them to be short-lived) and require long-term action, in particular:
Determination of its place in the structure external relations two countries, taking into account national, strategic and current interests, which can be realized through existing ties;
Identification of opportunities for weakening or overcoming the impact of negative factors on them and strengthening those factors that stimulate the expansion of these ties;
Determining the contours of a rational structure of cooperation in its types and areas, highlighting current and long-term priorities.
At the same time, it is necessary to take into account the basic principles of cooperation and their practical implementation. Important factors are trust, non-interference in internal affairs, equal and mutually beneficial partnership, respect for the chosen development option, recognition of the need for a polycentric world order (the latter is required by some countries, including China), strategic directions for reforming public, including economic and social relations, their results, the level of opportunities and expediency of using the experience of each of the countries; transformational processes taking place in the world, their ambiguous impact on the geopolitical and geo-economic position of the two countries; the competitive situation that is being formed in countries and the possibilities for improving it through bilateral relations; foreign policy and foreign economic orientation of the state leadership, the main part of the cadres, representatives of elites and business circles, etc.
Thus, before declaring a strategic partnership, it is necessary to analyze and compare the real content of the social transformation of both the partner country and its own capabilities; to identify points and lines of mutual approximation and possible coincidence, differences and contradictions that need to be paid attention to in political and economic interrelations. It is also important to take into account that in order to solve the most important problems of the country and successfully move forward in a certain way of transformation, any country needs a strategic partner for a long-term historical perspective. This type of partnership, which also has a special feature, indicates the approach of the national value components of the development of the partner countries.
Desirable conditions for a favorable strategic partnership include: common border, the coincidence of the main features of development, the complementarity of the economies of both countries, the prospect of solving the country's resource (strategic) problems, expanding the market for goods, and the like. Of course, between such partners, all interstate problems must be resolved, and economic interests must coincide. In the above, we add that, in political terms, it is in the interests of the Ukrainian state to develop a strategic partnership with countries that are mainly based on the values of liberal democracy, which grow from the depths of European culture and which the practice of most Western countries is guided by.
It should also be taken into account that in some cases (for example, in the case of the power of a partner), a country may have no other choice, another form of cooperation than partnership. Therefore, a combination of its capabilities with intentions to develop strategic partnership relations on an equal footing may turn out to be a positive prospect. Another partnership option is often associated with the presence of external threats to the country's security and will require protection from partners. Such a partnership is actually a search for protection from possible encroachment from outside. In this regard, we note that in relation to some countries it is dangerous to act as rivals, and rivalry with other states can lead to the subordination or even absorption of a partner.
With a strategic partner, you can adjust and coordinate actions in your progress towards regional and world structures: primarily in the WTO and towards European integration. Analyzing the essence of strategic partnership on many examples of interstate communication, its content, directions and manifestations, it is possible to single out the foundations of this phenomenon, noticeable for Ukraine:
· The inviolability of respect for the sovereignty and territorial integrity of a partner is an unconditional requirement of a strategic partnership;
· Coincidence or approximation of values and goals;
The coincidence of the chosen ones for the implementation of the intended paths
· Availability of strategic areas of cooperation;
Coordination of foreign policy actions;
Providing assistance in certain situations, including military;
· Coincidence of perspectives of vision of the future development of the world and the region;
· Cooperation without harming relations with other states.
So, the similarity of values and goals, which are necessary condition and the main sign of the formation of the foundations of a strategic partnership. Note that there can be no complete coincidence of values, because in this case the state itself may disappear. The essence of values is the criteria by which the party determines its interests (that is, what the party wants), starting from its own needs. Values are a kind of axioms that do not require proof.
A human community, civilization or state develops according to vectors inherent only to them or a core idea. A set of common values, norms, attitudes that determine and ensure the existence of society in the aggregate, as well as correct and direct public consciousness and socio-political thought, is called a paradigm. This concept includes a model of the current socio-political system, forms, goals and means of its existence. The paradigm is designed to provide an ideological and value-normative framework for bringing people together and acts as a kind of regulator and coordinator of their activities.
Each historical epoch produces its own paradigm. The transformation that led to the formation of a capitalist system to replace the feudal one through a reassessment of all values (F. Nietzsche), brought a new system of worldview, the essence of which is the assertion and legitimization of qualitatively new relations between man, society and the state. basis new system Christianity, the Renaissance and Reformation cultural traditions, enlightenment, socio-philosophical and socio-political teachings make up. The value system contributes to the stability of the world. Although each of them is clearly associated with a specific society, they are so close that one can speak of them as a common system of values. If the main trends sum up to be opposite, then it is quite difficult to agree on the national strategies necessary to move towards a stable world. It can be assumed that some of the political steps that lead the Euro-Atlantic society to stability, contribute to the creation of such an internal climate, support precisely those social trends who will enter a favorable nature. And if the state will direct
their efforts to maintain positive international cooperation (in the fight against terrorism), then this will strengthen the actions of the main trends that will work for the convergence of value systems.
The current stage of development of the Ukrainian state is characterized by another process of reassessment of values. A new paradigm is being formed that corresponds to the realities of the modern multipolar world, which is equal in size to the East, West, North and South. One of the derivatives of these transformations is the crisis of the Eurocentric world as a component of the Westphalian system. It can be assumed that although the key interests of Ukraine and its leading partners will not coincide from time to time, their approaches to conflict resolution both on a bilateral and multilateral basis, in particular in the CIS, may come closer. At the same time, the approaches of Russia, Poland, Germany and the United States, which are the defining allies and partners of Ukraine, to the solution global problems before the threats to humanity also approach. This is what is of key importance for establishing the stability of the world.
Thus, the political, cultural and economic pluralism that has developed has rather ambiguous consequences. Different systems of values and political culture do not always peacefully coexist with each other. Significant differences in values lead to serious conflicts that are difficult to resolve. It was in this that S. Huntington saw the main threat to the future of mankind, which could lead to a clash of civilizations. Values, according to many researchers, are not subject to discussion at all, although it is to their own values that each side appeals in the settlement of the conflict.
Among the leading strategic partners of Ukraine are the USA, Germany, the Republic of Poland and Russian Federation. It is these countries that today are the main actors in the Ukrainian firmament of foreign policy; the present existence and future development of the Ukrainian state largely depends on civilized relations with them. These countries influence the internal political climate in Ukraine, they are able to maintain the balance of forces and interests, the development of a safe space around the state. Through cooperation with them, Ukraine will move towards alliances of strategic partners.
English strategic alliance) is a common name for forms of resource cooperation and coordination of companies' activities in order to obtain mutual benefits (synergy effect). At the heart of S.p. lies the cooperation of the management of firms, due to mutual participation in the capital, the coincidence of strategic interests in the development and diversification of production, expansion of sales markets, entry into new markets, etc. S.p. involves the coordination of the activities of the participating firms. According to the degree of deepening cooperation and pooling of resources, the following are distinguished. forms of S.p.: training of personnel of one firm by specialists of another for the development of new production; an agreement on the production, assembly and transfer of products (compensation deals "buy-back" - buy-back); transfer of a patent under license; agreement on joint marketing research; partnership in survey work, R&D and co-production. Strategic partners can be selected among domestic and foreign firms. At the same time, both firms of equal size and firms that differ in scale and market coverage become partners. Often S. p. is effective way for small firms (especially those engaged in advanced technology) to enter new markets with their unique product. A common form of S. p. - entrepreneurial networks, the participants of which coordinate their activities both in the short and long term. An important form of S.p. are the so-called. technoparks (science cities), within the framework of which the interaction of science, high-tech production, modern computerized infrastructure and vocational education is carried out.
1The article discusses the author's approach to the construction and development of entrepreneurial networks through the prism of strategic partnership. Analyzed different approaches to the definition of entrepreneurial networks in the context of the globalization of the world economy and markets, the conceptual apparatus has been updated. It is shown that entrepreneurial networks are currently one of the most common forms of integration interaction between economic entities in international economic practice. The classification of the levels of creating entrepreneurial networks is given. Particularly noted is such a form of network interaction of business structures as a cluster in which each of the participants implements its own strategic goals, while the cluster is an innovative form organizational culture, which allows network members to develop effectively based on the balance of economic interests of strategic partners. There is a lot of factual material in the work. Author's conclusions are supported practical example development of business networks in the field hotel business. The TOP-10 world leaders of hotel chains are shown.
network organization
entrepreneurial networks
strategic partnership
integration
hotel chains
1. Bushueva M.A. Local compromise as a basis for making financial decisions in a cluster (on the example of a textile cluster) / M.A. Bushueva, D.A. Korovin, N.N. Masyuk // Izvestiya vuzov. Technology of the textile industry. - 2013. - No. 6 (348). – P. 35–41.
2. Bushueva M.A. Financial motivations cluster participants and decision-making methods based on local compromises / M.A. Bushueva, D.A. Korovin, N.N. Masyuk // Izvestiya vuzov. Technology of the textile industry. - 2013. - No. 2 (344). – P. 15–22.
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4. Kovbas A. P. Entrepreneurial networks as a form of integration and business development / AROOO VEO of Russia. - Astrakhan. - 2005. - P. 9.
5. Masyuk N.N. Innovative development of the region based on clustering as a form of virtual integration of companies / N.N. Masyuk, M.A. Bushueva // Territory of new opportunities. Bulletin of the Vladivostok State University of Economics and Service. - 2012. - No. 3. - P. 102–107.
6. Morkovina S.S. Mechanism network development entrepreneurial structures: Monograph / S.S. Morkovina, N.A. Azarov. - Voronezh: SCIENCE-UNIPRESS. - 2011. - S. 116.
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To date, the world community has developed new trend"creation and development of entrepreneurial networks" is a new approach of firms to solving various problems with the rapid development of the world economy, markets, technologies, the emergence of new high-tech products, the improvement of integrated solutions in the modern economy, with high level risk in the market.
Companies create entrepreneurial networks (hereinafter - entrepreneurial networks, PS) in the format of strategic partnerships with suppliers, consumers, government and other organizations, various institutions, research centers, laboratories and even with competing companies in order to increase the efficiency of the enterprise, reach a new level of quality of products, services provided, develop and introduce innovations to the world market, which cannot be achieved in conditions of direct competition. Based on the foregoing, we can conclude that the relationship between companies provides education entrepreneurial network, in which the success of each unit depends on the success of the entire network as a whole.
Nowadays, there are very few studies on the creation, functioning and development of entrepreneurial networks.
Different researchers in the concept of "network" invest different meanings.
European scientists adhere to the concept of networks as a flexible structure, participation in which allows the company to achieve competitive advantage, while most American politicians, on the contrary, tend to present networks as a stable structure controlled by a single center.
In American business, the concept of "network" is considered as a certain group of people with common or similar interests, interacting with each other, and maintaining informal contact for the purpose of mutual assistance and support for each other.
Participants in an entrepreneurial network interact about common business for more effective joint work, but the organizational, legal and economic content of this interaction is not yet clear.
The largest number of definitions of the network is based on the complete independence of the participants in network formations. However, on modern markets it is far more common for network participants to find themselves bound by financial obligations, ranging from joint ventures to holding part of a partner's capital, while remaining legally independent .
The most decisive approach to the interpretation of networks is reflected in Webster. The author equates networks with closed corporate structures: network organizations - corporate structures which are the result of numerous contacts with partners, relationships and strategic alliances. The main characteristics of the network are unity, a flexible and open coalition, led from a common center, in which the most important features such as direct management of networks, their development, financial function, coordination and technological development. The authority of the common center also includes the determination of the network strategy, the regulation of relations with consumers and the management of information flows linking the network.
This approach is opposite to the approaches of the authors of most definitions of network interfirm cooperation. Webster highlights on the web main organization, which builds a network and performs the role of a manager in it. Such a company is a network integrator, it has at its disposal key features and network resources, which allows it to take a dominant position in relation to other network participants and build network relationships around itself. In this approach to the network, it is possible to apply methods strategic management, all its participants are drawn to the "manager", who manages the network.
Study of various definitions of "network", "network organization", etc. shows that under the entrepreneurial network, most researchers understand the presence of a permanent, stable circle of autonomous independent firms (usually quite highly specialized) that perform various tasks necessary either for the functioning of the parent company in the market or the implementation of some unifying idea that they cannot implement separately . network organization combines advanced technologies, traditions, resources, goals, experience and production capabilities of agents of the entrepreneurial network.
Today, entrepreneurial networks, along with syndicates, concerns, holdings, consortiums, business associations, franchisees, cartels, pools, virtual companies, trusts, strategic alliances, unions, complexes, industrial hubs, financial and industrial groups, contract groups, multinational companies, etc. .d., are one of the complex forms of metacorporation - the association of a certain number of business entities that do not have the status of a legal entity.
Many organizations, when they become part of industrial and economic associations, completely or partially lose their legal, economic and administrative independence. Various associations of organizations with a rigid hierarchical management structure (holdings, etc.) have a significant drawback - low flexibility and the inability to quickly and effectively respond to various changes in the market.
Organizations that have joined the entrepreneurial network are protected from such a shortcoming. Small and medium-sized businesses need such protection, they still have some freedom of action and unlimited rights.
The goals of the association are: competitiveness in the market, development in all areas of activity, a successful position in the market, development and work with innovations.
The main priority in the creation of entrepreneurial networks is the solution of the problems that arise before its participants on the basis of their full interaction; improving the efficiency of the activities of organizations included in the network; obtaining a synergistic effect.
The main prerequisites for the creation and development of entrepreneurial networks, which increase their attractiveness, are:
The presence of common goals for all network participants;
Mutual interest of all partners in the results of activities;
Monotony of dominant concepts and current tasks;
Detailed study of projects and rationality of decisions on its organization;
Collective solution of problems related to all partners of network formations;
Availability of management centers that guarantee the coordination of actions and decisions of all partners;
Free entry into the business network on mutually beneficial terms;
Timely and indispensable fulfillment of obligations agreed with the overall strategy and assumed by each member of the network;
Constant communication between partners, constant and timely response to changes in the external and internal environment.
The stages of the formation of an entrepreneurial network, as a rule, begin with an analysis of the prerequisites for the integration life of a business unit. In our opinion, it is necessary to consider the prerequisites for combining entities into an entrepreneurial network, rationally, based on:
Obtaining and evaluating data on the preferences and socio-psychological state of the owners (management) of an economic entity;
Obtaining and evaluating data on socially oriented dangers of the external environment (and its trends);
Obtaining and evaluating data characterizing the main technical and economic indicators of an economic entity, its profitability (and its trends).
The study of the theory of entrepreneurial networks, the study of existing models of their functioning made it possible to distinguish two organizational models of an entrepreneurial network: horizontally and vertically integrated entrepreneurial networks.
1. Vertically integrated networks on the principle of "technological chain" unite autonomous economic entities. At the same time, one of the subjects of the network plays the role of a manager: organizes current activities, generates a strategic plan for the development of the network.
That is, an entrepreneurial network is formed around a large company. In this case, the parent company - the center of the network - concentrates smaller firms around itself, entrusting them with the implementation of certain types activities. The predominant position in various business operations is predominantly occupied by big company, being a customer, and the network becomes hierarchical. As a rule, in this situation, small companies quickly fall into submission to a more powerful partner.
To give an example, in the 1990s, the American automobile manufacturer Chrysler created an “extended enterprise” model, including independent suppliers of parts and equipment with whom the company had stable long-term ties. Corporate documents defined the "new" Chrysler as "a consolidated group of suppliers and buyers who work together to maximize efficiency in vehicle model development and minimize total costs to maximize product value to the end consumer." As part of long-term agreements with these suppliers, Chrysler created structures for the joint management of resource flows, built communication systems, coordinated schedules and supply logistics. Transferred quickly through the partner network innovative experience organization of production, there was an exchange of personnel, knowledge, experience. Fundamentally new decisions were made on the location of production facilities in relation to proximity to partners. As a result, the development time for new models was reduced, it was possible to load more efficiently production capacity. Similar examples - Japanese company Toyota, an alliance between home appliance manufacturer Procter & Gamble and largest network supermarkets Wal-Mart and others. A key factor in making strategic decisions about forming alliances is the ability to reduce transaction costs. General Motors is the largest American automobile corporation. It has established an extensive business network with automotive companies and suppliers in Europe, Asia, North America. Some of them controlled the exchange of technologies, others were supposed to improve the promotion of products to the markets of other countries, others were called upon to improve production methods, fourth - to update and expand the range, etc. With the help of a well-built entrepreneurial network, General Motors has established production in 35 countries, sales in 192 countries and for 77 years (until 2008) was the largest car manufacturer in the world (in 2008 - Toyota, and since 2009 - Volkswagen) . According to the results of 2011, the concern again became the largest automaker in the world, although in May 2012 it again gave way to Toyota and Volkswagen.
In Russia, the progress of this form of organization of business networks is hampered by the avoidance of large entities from delegating their functions to partners. As a result, as an alternative, authoritarian holdings arise, which are distinguished by the presence of a single core and many autonomous business entities capable of working in a project mode.
2. Horizontally integrated networks are an association of business units that manufacture similar products and operate on the same market of various ancillary industries, parts of the infrastructure operating within the business network on the principles of outsourcing. In this case, the management of the network is carried out by a collegial body - the board of directors, which also manages the current activities and develops a strategy for the development of the PS.
A network of organizations of similar size. Most of the networked companies are independent from a legal point of view, but maintain mutually beneficial stability for each other in economic terms. Some areas of activity when companies are combined into a network can be transferred from one network member to another, specializing, for example, in the provision of raw materials and materials, after-sales service of products, marketing research, selection of personnel and improvement of their qualifications, marketing research. Under the conditions under consideration, the entrepreneurial network is managed by the presidential council (board of directors), which includes directors of the most important network enterprises, owners, investors, etc.
Consider the example of an entrepreneurial network at the global level.
In September 1991, an entrepreneurial network began to form between Apple Computer, IBM, and Motorola.
IBM offered cooperation to Apple in the creation of single-chip processors. After that, Apple offered to join this network of Motorola (Apple was a major customer for Motorola), believing that it was capable of producing more microprocessors than IBM. Then this tripartite network was nicknamed AIM (Apple, IBM, Motorola).
As a result of joining the network, everyone benefited:
IBM received a single-chip processor with minimal cost, which was the purpose of networking;
Apple received one of the most powerful RISC processors on the market and free advertising in publications as the IBM name;
Motorola received a state-of-the-art RISC chip at no cost, with the ability to market it to Apple and IBM as well.
Consider an example with the participation of Russian organizations.
Transaero Airlines announced the formation of a new aviation alliance, organizing a network with several airlines: Ural Airlines, Krasnoyarsk Airlines, Eryo Kazakhstan Group and the American Continental Air Lines. The organized network provided for the sharing of routes and the sale of tickets at special prices, which created comfortable conditions for its passengers - now they could spend minimal time between flights and save money.
In addition, in practice there are so-called combined business networks that combine the features of vertically and horizontally integrated business networks.
In a combined (vertical-horizontal) entrepreneurial network, both companies participating in separate stages are combined technological process, and companies that produce the same products, engaged in auxiliary production, providing services to network members.
One of the modern examples of an entrepreneurial network is a cluster that has all of its features. In this case, the business network is a virtual integrated structure. However, all financial decisions are made collectively on the basis of local compromises between cluster members, which is also typical for an entrepreneurial network.
The decision to create a network is not always simple and obvious. Despite successful development, inter-firm partnerships, in fact, remain controversial. They simultaneously manifest the features of both the firm and the market. On the one hand, entrepreneurial networks behave like a single firm, partners jointly coordinating strategic actions and collective decisions. On the other hand, the competitive mechanism of the market continues to operate within the network. The success of the result depends on many factors: the choice of the level of association, the compatibility of strategic interests, the maturity of the industry, and even, not least, the commonality of cultural characteristics.
Based on the foregoing, it is possible to classify the levels of creating entrepreneurial networks (Table 1). The table shows that entrepreneurial networks can be of three levels.
Table 1
Classification of the levels of creating entrepreneurial networks
|
creation of PS |
Classification criteria |
|
|
Business level |
Compatibility of strategic interests (technological, marketing) |
Pirelli Tires + Cooper Tire (tire industry) (cars) |
|
Forms of ownership (agreements, joint ventures, partnerships, trade associations, franchising, licensing) |
Citigroup + Oracle Corporation (without participation in ownership) Express + Banksys + ERG + Interplay |
|
|
Interaction mechanism (bilateral, multilateral) |
Microsoft + Motorola (double sided) (network) |
|
|
Industry Level |
(intra-industry, inter-industry) |
Pirelli Tires + Cooper Tire (tire industry) Cisco Systems + Cap Gemini (intersectoral) |
|
Industry maturity (origin, rapid growth, maturity, contraction, decline) |
Cisco Systems + Motorola (fast growing) (mature industry) |
|
|
International level |
Country affiliation (national and international) |
CiscoSystems + PeopleSoft (USA) SAS (Scandinavia) + Lufthansa (Germany) |
|
Cultural characteristics (sociocultural identification) |
(Japanese cluster + English) |
As an example, it is appropriate to cite hotel chains that began to appear in the world in the early 30s of the 20th century. Chain hotels are the most popular with customers, because for famous brand there is always a guarantee of reliability, comfort and high quality service.
In table. 2 shows the TOP-10 world leaders among hotel chains in 20121.
table 2
TOP-10 world leaders among hotel chains (2012)
|
Hotel chain name |
Number of hotels |
Number of rooms |
Owner country |
||
|
InterContinental Hotels Group |
|||||
|
Hilton WorldWide |
|||||
|
Wyndham Hotel Group |
|||||
|
Choice Hotels International |
|||||
|
Starwood Hotels & Resorts |
|||||
|
Carlson Rezidor Hotel Group |
|||||
|
Hyatt Hotels Corporation |
conclusions
1. Most firms enter into an entrepreneurial network to increase competitiveness. This is advisable only while maintaining individuality, otherwise the firm may fall into a position of ignoring its interests for the sake of other network participants.
2. main reason for the entry of a business unit into the network is the presence of problems that can be most effectively solved together with network partners.
3. When entering the entrepreneurial network, each business unit reveals its economic potential, the emergence of new management ideas and decisions is activated, and in the entrepreneurial network it turns out synergistic effect from the pooling of all the resources of the participants in the network.
Reviewers:
Terentyeva T.V., Doctor of Economics, Associate Professor, First Vice-Rector, Head of the Department of Economics and Management, Vladivostok State University of Economics and Service, Vladivostok;
Vorozhbit O.Yu., Doctor of Economics, Professor, Head of Department international business and Finance, Vladivostok State University of Economics and Service, Vladivostok.
The work was received by the editors on December 29, 2014.
Bibliographic link
Masyuk N.N., Kulik D.G. STRATEGIC STAKEHOLDER PARTNERSHIP: ENTREPRENEURIAL NETWORKS // Basic Research. - 2014. - No. 12-10. – S. 2179-2184;URL: http://fundamental-research.ru/ru/article/view?id=36548 (accessed 31.10.2019). We bring to your attention the journals published by the publishing house "Academy of Natural History"
