The development of synergistic effect in the diversified company

Simple item page
dc.citation.epage130
dc.citation.issue1
dc.citation.spage124
dc.citation.volume6
dc.contributor.affiliationLviv Polytechnic National University
dc.contributor.authorKozyk, V.
dc.contributor.authorZalutska, Kh.
dc.contributor.authorZalutsky, V.
dc.coverage.placenameЛьвів
dc.coverage.placenameLviv
dc.date.accessioned2020-02-28T10:13:38Z
dc.date.available2020-02-28T10:13:38Z
dc.date.created2019-02-26
dc.date.issued2019-02-26
dc.description.abstractThe provision of effective activity of business entities requires a proper arrangement of work of all their structural subdivisions and their interaction, in particular, by making timely and informed strategic decisions. These decisions must include all areas and directions of activity, in particular, the relations with suppliers, consumers, contact audiences, market power in relation to main competitors, implementation of investment development programs, etc. Under such conditions the formation of a strategic set becomes of a particular relevance. Being a set of strategies of all levels, it will allow covering the maximum of each area of business entity activity. The article studies the possibility to make effective interconnections not only between the strategies of different levels but between the strategies of different business units of a diversified enterprise as well, which, taken together, will lead to the formation and use of synergistic effect by the enterprise at all levels of a strategic pyramid. Replacing a strategic set with a synergy strategic set for diversified enterprises, thus, will ensure their economic growth in a long-run period without the attraction of significant additional funds. Such development is caused by the formation and application of optimum (the most efficient) methods for enforcing the activity of one business units with others. The efficiency of a synergy strategic set is confirmed by a significant improvement of “Zakhar Berkut” ski resort activity during several years after its implementation. Such results cannot be achieved in one year, since it takes a certain time to combine and allow for all possibilities of the enforcement of one business units with others.
dc.format.extent124-130
dc.format.pages7
dc.identifier.citationKozyk V. The development of synergistic effect in the diversified company / V. Kozyk, Kh. Zalutska, V. Zalutsky // Economics, Entrepreneurship, Management. — Lviv : Lviv Politechnic Publishing House, 2019. — Vol 6. — No 1. — P. 124–130.
dc.identifier.citationenKozyk V. The development of synergistic effect in the diversified company / V. Kozyk, Kh. Zalutska, V. Zalutsky // Economics, Entrepreneurship, Management. — Lviv : Lviv Politechnic Publishing House, 2019. — Vol 6. — No 1. — P. 124–130.
dc.identifier.urihttps://ena.lpnu.ua/handle/ntb/46321
dc.language.isoen
dc.publisherLviv Politechnic Publishing House
dc.relation.ispartofEconomics, Entrepreneurship, Management, 1 (6), 2019
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dc.relation.referencesen1. Bohatyriov, A. M., & Stoliarska, K. M. (2001). Structure of Business Strategic Set. Strategy of Economic Growth of Ukraine, 28, 49–55 [in Ukrainian].
dc.relation.referencesen2. Business Plan of "Zakhar Berkut" Ski Resort Development (2004). Lviv: TzOV "OKTANT" [in Ukrainian].
dc.relation.referencesen3. Van Horne, J. C., & Wachowicz, J. M. (2003). Translation from English 2. Fundamentals of Financial Management. Moscov: Williams Publishing House [in Russian].
dc.relation.referencesen4. Holik, V. V. (2015). Strategic Set as Effective Tool for Promotion of Agricultural Enterprise Competitiveness. Current Problems of Economics, 2, 15–24 [in Ukrainian].
dc.relation.referencesen5. Main Statistical Office in Lviv Region (2009, 2012, 2013). Activity of Service Companies in Lviv Region (Statistical Yearbook). Retrieved from http://lv.ukrstat.gov.ua/ukr/publ/archive_publ.php?y=2013&y1=12&ind_page=archive [in Ukrainian].
dc.relation.referencesen6. Dobronravova, I.S. (1990). Synergetics: Lateral Thinking Formation. Kyiv: Lybid [in Russian].
dc.relation.referencesen7. Dubrovyk, A. O., & Kozak, L. V. (2008). Synergistic Effect in Business Management. Student Scholarly Notes of the National University of Ostroh Academy. "Economics" Series, 5, 98–104 [in Ukrainian].
dc.relation.referencesen8. Zakhar Berkut: Ski Resort and Hotel and Tourist Complex in Slavske – Ideal Winter Holidays in the Carpathians (2016). Retrieved from http://www.zaharberkut.net/ru ([in Ukrainian].
dc.relation.referencesen9. Kozyk, V.V., & Zalutska, Kh .Ya. (2016). Peculiarities of Diversified Company Operation. "The scientific heritage" Journal, 3, 4–6 [in Ukrainian].
dc.relation.referencesen10. Melnyk, V. M., Shyiko, O. Ya., & Solovii, Kh. Ya. (2006). Pricing Strategy in the System of Ski Resort Marketing Complex. Proceedings of the Sixth International Research-to-Practice Conference "Marketing and Logistics in Management System" [in Ukrainian].
dc.relation.referencesen11. Poplavska, Zh. (2001). Interaction Effect: Synergy in Economics. Bulletin of the National Academy of Sciences of Ukraine, 5, 39–42 [in Ukrainian].
dc.relation.referencesen12. Revenko, O. V. (2007). Peculiarities of Business Strategic Set Formation. Proceedings of the Third International Research-to-Practice Conference "Alliance of Sciences: from a Scientist to a Scientist". Retrieved from http://www.confcontact.com [in Ukrainian].
dc.relation.referencesen13. Svetlichnaya, T. I. (2007). Synergistic Strategy of Activity of Enterprises Belonging to Construction Sector of Ukraine. City Public Utilities: Scientific and Technical Collection, 77, 143–147 [in Russian].
dc.relation.referencesen14. Thompson, A. A., & Strickland, A. J. (1998). Strategic Management. Art of Development and Implementation of Strategy: Textbook for Higher Education Institutions. Moscov: Banks and Exchange, UNITY [in Russian].
dc.relation.referencesen15. Haken, H. (1985). Synergetics: Instability Hierarchies of Self-Organizing Systems. Moscov: World [in Russian].
dc.relation.referencesen16. Shatska, Z. Ya., & Matiushko, N. H. (2015). Peculiarities of Strategic Set Formation by Enterprises of Different Types. Global and National Economic Problems. Electronic Scientific Special Publication. Retrieved from http://globalnational.in.ua, http://global-national.in.ua/issue-4-2015/12-vipusk-4-berezen-2015-r/643-shatska-zya-matyushko-n-g-osoblivosti-formuvannyastrategichnogo-naboru-pidpriemstvami-riznikhtipiv [in Ukrainian].
dc.relation.referencesen17. Ansoff, H. I. (1987). Corporate Strategy, revised edition. Penguin Books;
dc.relation.referencesen18. Itami Hiroyuki, & Roehl Thomas, H. (1987). Mobilizing Invisible Assets. Cambridge: Harvard University Press.
dc.relation.urihttp://lv.ukrstat.gov.ua/ukr/publ/archive_publ.php?y=2013&y1=12&ind_page=archive
dc.relation.urihttp://www.zaharberkut.net/ru
dc.relation.urihttp://www.confcontact.com
dc.relation.urihttp://globalnational.in.ua
dc.relation.urihttp://global-national.in.ua/issue-4-2015/12-vipusk-4-berezen-2015-r/643-shatska-zya-matyushko-n-g-osoblivosti-formuvannyastrategichnogo-naboru-pidpriemstvami-riznikhtipiv
dc.rights.holder© Національний університет “Львівська політехніка”, 2019
dc.subjectstrategy
dc.subjectdiversified company
dc.subjectstrategic set
dc.subjectsynergy
dc.subjectrelationship
dc.subjectstrengthening
dc.subjectbusiness unit
dc.subject.udc334.784
dc.titleThe development of synergistic effect in the diversified company
dc.typeArticle

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Economics, Entrepreneurship, Management. – 2019. – Vol. 6, No. 1