Особливості вибору напрямку стратегічного розвитку диверсифікованого підприємства

Abstract

Запропоновано удосконалити процес формування стратегічного напрямку розвитку диверсифікованого підприємства включенням до його структури етапу, який передбачає визначення необхідності і певного рівня інтеграційних можливостей дивер- сифікованого підприємства із сторонніми суб’єктами господарювання. Окреслено варіанти можливого об’єднання диверсифікованих підприємств із сторонніми суб’єктами господарювання залежно від отриманих значень їхніх інтеграційних можливостей. Виділено критерії й ознаки вибору диверсифікованими підприємствами одного із запропонованих варіантів інтеграційного напрямку розвитку (безінтеграційний, часткової інтеграції, повної інтеграції).

Diversification of activities is one of the fundamental advantages of the modern enterprise, which provides it with financial and market stability, and is manifested in the an increase of synergy effect, income stabilization, reduction of operational risk level, increase of credit capacities, efficient use of reserves, maximum possible adaptation to customer needs, etc. However, most enterprises do not dare to diversify their activity due to the lack of certain types of resources (production, human, financial, etc.) necessary for effective organizing and usage of all diversification advantages. The development of a fully diversified enterprise with the appropriate number, quality and necessary features of the business units is possible by merging (integrating) the existing business units with certain business entities or their structural units. This should be foreseen and taken into account in the process of developing the strategic direction of diversified enterprise growth by its capabilities and environmental conditions. Accordingly, the article is offered to improve the process of forming a strategic direction of a diversified enterprise growth by including in its structure a stage, which provides for determining the necessity and a defined level of a diversified enterprise integrate ability with third parties. Such an assessment will allow determining the need, measure (in what quantity), and duration of cooperation of the diversified enterprise or its business units with other companies or their structural units. The variants for a possible association of diversified enterprises with third parties, depending on the reported values of their integrated ability, are specified. According to the selected variants, the integration of a diversified enterprise with advantageous business entities may be complete or partial. The partial integration variant involves only certain services, goods, the branch of activities, units of a third-party entity. The complete variant involves the full integration of the efforts of a third-party company with the suspected diversified enterprise or its business unit. The features of functioning of a diversified enterprise in a non-integration form, the content of which is reduced to the possibility of independent manufacture of necessary products, rendering of services or their purchase from third-party companies, are also considered. The criteria and features of the choice by diversified enterprises of one of the proposed variants for the integration direction of growth (non-integration, partial integration, complete integration) are highlighted. The criteria for selecting a partial, complete or non-integration a diversified enterprise production direction of growth include the benefits of existing business units, potential partners, lost opportunities, extra benefits, etc. It is proved that the selection of long-term development direction of a diversified enterprise by its integration with strategically advantageous business entities will ensure effective optimum-constructive development of the diversified enterprise itself and its business units according to the current conditions of their functioning.