Економічні
науки /10. Економіка підприємства
Candidate of Economic Sciences Kolomiiets A.S.
Taras Shevchenko National University of Kyiv
Management a
synergistic effect in the enterprise integration
Integration involves combining their own existing businesses. One of the
highlights of the analysis of the concept of "integration" is to
identify the causes that lie at its core. This may be a desire to improve the
quality of management, obtaining economic benefits, personal managers motives, risk minimization, etc. [1]. However, the most important of
which is believed to G. Antonov and O. Ivanova, a «desire to obtain and strengthen synergistic effect, that effect
complementary assets of two or more businesses, which combined result exceeds
the result of individual actions of these companies [2]».
The current definition of synergy proposed by H. Haken [3]. In his
research he described the cooperative behavior of individual elements of the
complex systems of different nature, focusing on the coordination of the
interaction of elements in the creation of new quality, new organizational
forms. His work "Synergetics" was published in 1977, and the term
began to be widely used in the world [1].
In 90-ies. XX century science began to develop resource approach, under
which the company is a combination of tangible and intangible assets.
Representative of this trend Japanese scientist H. Itami [4] examines the
synergy process as better use of available resources. He identifies tangible
and intangible assets (TM technology ownership, corporate culture, etc.).
According to this approach, the synergistic effect is achieved only when a
company uses its unique resources - intangible assets, for example, has
launched a new product known under the trademark. Thus, the company utilizes
intangible assets to create something new, which determines the occurrence of a
synergistic effect. Sources of synergies can be detected as savings from the
use of common manufacturing facilities, common infrastructure, common marketing
system and TM, a high level of confidence on the part of investors, the
exchange of experience among managers reduce operating costs. Other synergistic
effects are likely, potential and need special efforts to implement them, such
as the concentration of resources on critical areas, conscious of the specific
skills and assets, optimizing configuration activities, etc. [1].
I. Ansoff and Yu. Ihnatyshyn distinguish these types of synergies:
financial, operational, and strategic investment. Scientific literature often
distinguishes two classes of operational synergy: one that leads to an increase
in income, and one that leads to lower costs.
Operational synergy that increases revenue, resulting from: the union of
one of the production units and other marketing opportunities (maturity of
channels known brand); increase sales by combining lists of client companies;
increase in sales due to a wider range of products; increase in sales due to
the release of a new product, which was formed by fusion of two different
qualities of the merger partners; increase sales through better management,
most productive marketing techniques, quality control systems and more.
This synergy can occur in the long and short term. This kind of synergistic
effect often causes associations companies.
Operating synergies that reduce operating costs, manifested through:
reduction of unit costs by reducing fixed costs in total operating costs
(economies of scale); discounts for the purchase of raw materials due to the
increase in purchases (economies of scale); savings from the use of raw
materials in larger range of products; reducing costs through more efficient
utilization of production capacity; reduce transaction costs; reduce personnel
costs by eliminating staff functions that are duplicated; reduce logistics
costs.
This synergistic effect is shown already in the short term.
Operating synergies include economies of scale of production and the
possibility of expansion. It is based on managerial team, the players would
competencies that enable them to succeed in a competitive and distinguish these
companies in terms of competitiveness.
Operating synergies first type increases the efficiency of current
operations, reduced costs at various stages of production and promotion to
consumers.
Operating synergies, based on the scale - is not just substantial or
rapid reduction of costs per unit of production, and a reduction of which could
not be achieved each company separately without joint efforts on the integration.
A similar feature is true for two other species - saving on flexibility and new
opportunities for growth. Operating synergies in this sense means high
efficiency.
However, there is always a likelihood of аnti synergistic effect. By
itself, the impact of possible synergy effects not guarantee high efficiency
integration. It is reasonable only if the additional costs arising due to
synergies, exceeding the costs of integration.
References:
2.
Антонов
Г. Д. Предпосылки
интеграции и эволюция интеграционных структур в России [Електронний
ресурс] / Г. Д. Антонов,
О. П. Иванова //
Менеджмент в России и за рубежом. – 2001. – № 5. – Режим доступу до
ресурсу : http://www.cfin.ru/press/management/2001-5/03.shtml.
3.
Хакен Г. Синергетика / Г. Хакен. – М. : Мир, 1980. – 404 с.
4.
Itami H. Mobilizing invisible
assets
/ H. Itami, T. Roehl. – London : Harvard University Press, 1990.
– 200 p.