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Joint ventures. Entrepreneurial networks, unions Entrepreneurial union of companies united in certain territories

Reasons for creating and advantages of entrepreneurial

networks and alliances

The companies included in the group are considered as subjects of economic relations and partners in a system of interacting organizations. This is a fairly stable, flexible structure that influences the performance results and management system of its member organizations, allowing them to coordinate their actions, attract new partners and even compete with each other. Their union is based on a combination of formal control of contractual relations and informal exchange of services.

Here are some examples showing the different reasons and forms of alliances.

On the basis of cooperation agreements (joint activity agreements), an alliance was concluded between OAO LUKoil and JSC ZIL with the aim of developing new types of fuels and lubricants for use in the production and operation of the ZIL automobile.

Two automobile plants (KamAZ and VAZ) voluntarily decided to concentrate production of the Oka small car at the KamAZ site.

The entrepreneurial union was created on the basis of enterprises, including an assembly plant, a design bureau and factories for the production of components used in the production of wide-body Il-86 aircraft.

The creation of a new aviation alliance was announced by Transaero Airlines, which signed an agreement with Krasnoyarsk Airlines, Ural Airlines, Ero Kazakhstan Group and the American Continental Airlines. The union provides for the mutual use of route networks and the sale of tickets at special rates. This allows passengers to spend minimal time connecting flights in 25 cities in the United States and other countries.

There is an urgent need to create strategic alliances, partnerships and joint ventures in the oil and gas business of the Russian Federation, especially in connection with the intensification of the development of new fields. An example would be the organization of development of oil fields in the Northern Caspian in recent years. It is known that until the early 1990s this zone was little explored, and only one major oil company, LUKoil, declared the Caspian Sea a zone of its strategic interests. Since 1995, it has spent tens of millions of dollars annually on seismic work in the Russian sector and built exploration drilling capacity. In 1997, the first federal tender was announced for the development of the subsoil of the Severny block, which was won by LUKoil, and in mid-1998 the companies Gazprom, LUKoil and YUKOS discussed the idea of creating a joint venture with equal shares for research of the Russian sector. In mid-2000, almost 50% of all Russian oil and gas companies declared their readiness to develop Caspian resources, and began to actively join forces with other partners. Thus, in April 2000, the oil company Tatneft entered into a strategic partnership agreement with Kalmykia for a period of 25 years. The companies intend to create a joint venture, Kapmtatneft, to develop Kapmneft fields based on Tatneft technologies and offshore fields adjacent to the republic (Oil and Capital, 2000, No. 6, p.

Business unions play a significant role in the activities of small businesses, which are increasingly asserting themselves as an essential component of a civilized market economy and an integral element of the competitive mechanism. The need to create entrepreneurial unions between small enterprises is dictated by their characteristics as objects of management in comparison with organizations of a larger scale. The development of integration processes enhances the interaction of small business structures among themselves and with organizations in the corporate sector of the economy.

Particularly great benefits are provided by entrepreneurial unions of companies united in clusters (or, what is the same thing, groups, clusters) in certain territories, which provide them with certain competitive advantages (for example, the necessary infrastructure, communications and telecommunications, equipped production areas and etc.). Large industrial zones located in cities or other administrative-territorial units and having free capacity due to the restructuring of the domestic economy can be used as such territories. This is where it is beneficial to create clusters of companies in which, from the very beginning, a critical mass of professionalism, art, infrastructure support and information relationships between companies in a certain field (area) of activity can be concentrated.

Such areas that unite companies into unions can include: production of household goods; various industries related to healthcare, production of household products, etc. As foreign and domestic experience shows, when a cluster is formed, all industries in it begin to provide mutual support to each other, the free exchange of information increases and the dissemination of new ideas and products accelerates through the channels of suppliers and consumers who have contacts with numerous competitors (see Porter M. International competition. M., 1993, p. 173).

Research shows that in network alliances there is a shift in emphasis from considering the firm as an independent economic unit that forms its development strategy based on the coordination of internal resources with the state of the external environment, to analyzing the system of interacting firms as a single market entity. And this leads to a new interpretation of the company, market relations at the level of specific economic relations, and management methods. A system of relationships develops between partners in a network that links their resources, and in the interests of developing the network, they can mobilize and share resources belonging to individual organizations. Thus, the activities of each participant are integrated into the network and defined by it as a holistic entity. If these conditions are violated, the union can be terminated, and this is not such a rare case in the practice of relationships between organizations (O. Tretyak. New stage in the evolution of the marketing management concept // Russian Economic Journal, 1997, No. 10, pp. 78-79).

Thus, in May 2000, the management of Alitalia and KLM airlines announced the collapse of the most integrated alliance in aviation, which bordered on unification. The initiator of the break in relations was KLM, which put forward difficulties at Milan Malpensa airport (a hub for the new alliance) and the delayed privatization of the Italian carrier as the main reasons. It was decided to completely stop working together on August 31, 2000 and to close all flights previously operated under common codes from September 1. Former partners are discussing ways to return the 100 million euros that KLM invested in the development of Malpensa, and are negotiating with third parties to join existing alliances (Air Transport Review, May-June 2000, p. 2).

The ideas of creating entrepreneurial unions are being discussed at diversified state-owned enterprises of the Russian Federation and in a number of new private firms, which see an opportunity in this way to concentrate their activities on priority areas, and transfer other types of activities to external performers who cope with them more successfully than internal divisions. The need to create entrepreneurial networks is understood by many directors who are concerned about how to connect and bring to a common end result the entire chain of interconnected enterprises.

VNIIESM, auditing company, INEC-Stroy company. This group represents the core service platform. At the same time, the company is developing its partner network, which includes over 100 companies, and among them are powerful competitors of INEC, cooperation with which turns out to be equally beneficial for both parties. An important factor in the group’s competitiveness is the presence of reputable organizations (banks and well-known industrial enterprises) and government institutions of the Russian Federation (ministries and the Central Bank) among its partners and clients.

According to INEC management, the main competitive advantage of the group is universalism combined with deep specialization. Thanks to the network organization of its activities, INEC is a kind of “supermarket”, whose customers can find everything they need plus additional services anywhere in the country.

The effectiveness of a network organization is achieved through the mutual enrichment of the group’s intellectual potential when developing joint projects, when the mass of know-how in various areas is increased - algorithms, methods, standard solutions.

All this affects the management system of each organization, especially since its boundaries change their usual outlines, and the concept of the external environment is blurred. When forming a management strategy, each organization is faced with the fact that some resources and activities, usually considered internal, practically cannot be controlled by it; at the same time, resources and activities previously considered external actually form an integral part of the organization itself and are subject to its influence and control.

Characteristic features of network formations

The characteristic features of network formations that must be taken into account in the management process are presented in Table. 2.6, where four stable features of entrepreneurial networks as objects of management are highlighted and disclosed: a value system, organizational and managerial interaction, advantages and disadvantages compared to other forms of integration.

Principles of managing network entities

The listed characteristics of network formations must be taken into account when forming a control system. They are reflected in the theoretical justification for identifying three main principles of network management:

network culture,

reciprocity,

The use of these principles is explained by the sharp increase in the role of the accepted rules of the game, compliance with which Characteristic features of network formations Characteristic features Content of the characteristics of an entrepreneurial network 1. Value system A special atmosphere of mutual trust; mutual obligations; mutual support; mutual agreement of participants in respecting group interests 2. Organizational and managerial interaction Selection of management based on consensus; distribution of responsibilities between all levels; lack of centralization of management; free competition between participants to expand their share in total sales; organizational and coordination activities to increase the competitiveness of the network as a whole. 3. Advantages (strengths) Reducing transaction costs; reduction of production costs based on specialization, division of labor and concentration of participants on key types of operations;

expanding access to advanced technologies and information; accelerating the introduction of innovations and entering new markets;

Reducing the risk of innovation and avoiding formalization and bureaucratization. 4. Disadvantages (weaknesses) Lack of material and social support for its members due to the refusal of long-term contractual forms and regular labor agreements;

preference for specialization and concentration on key types of competencies as opposed to universalization; excessive dependence on staffing and risks associated with staff turnover;

heterogeneity of network composition, uncertainty in planning. Source: Reiss M. Borders of “borderless” enterprises: prospects for network organizations // Problems of theory and practice of management, 1997, No. 1, p. 94; Shulus A. Formation of a support system for small businesses in Russia // Russian Economic Journal, 1997, No. 7, p. 94.

requires the development of common values and unity of interests, the development of bilateral cooperative ties (generating balanced reciprocity in relations) and the formation of trusting relationships. But it is one thing to formulate principles, another thing to implement them in the daily struggle of companies for survival. After all, the temporary nature of network formation does not allow us to forget that today’s partners may turn out to be competitors tomorrow. We must also remember that the formation of entrepreneurial networks has led to the emergence of a new, more severe form of competition between groups.

To illustrate this, let us give an example from a foreign business. It was recently announced that the South Korean conglomerate Daewoo and General Motors have signed a strategic alliance agreement, as a result of which the American auto giant will gain access to the Korean market, and the Korean company will be able to improve its difficult financial situation. In the past (from 1978 to 1992), they had already been partners in a joint venture, which was closed apparently due to disagreements in sales and investment strategies. Having then become bitter competitors, they used every means to outdo each other in the sales market. Now the Daewoo company agrees to sell its American partner a stake in a number of its enterprises (Express, February 9, 1998, No. 5, p. 56).

Features of managing a virtual corporation

The integration of companies united on the basis of modern information systems makes it possible to create a so-called virtual corporation. Most often, independent companies (suppliers, customers and even former competitors) enter such a network on a temporary basis in order to mutually use resources, reduce costs and expand market opportunities. The technological foundation of a virtual corporation is made up of information networks that help to unite and implement flexible partnerships through “electronic” contacts. As a rule, they widely use the capabilities of the Internet, which in recent years has been developing at an unprecedentedly high pace, as evidenced by statistics: in 1994, America Online, which ensured the popularity of The World Wide Web, had 712 thousand subscribers, in 2000 - over 21 million

What are the benefits of networks? The first thing is that they provide communication between everyone. This is their difference from hierarchical communication, where there are formal communication channels through which information is transmitted from the manager to the subordinate and back. With network connections, this hierarchy seems to disappear, the rank is unclear, work is carried out in teams, which are often formed from workers from different departments. That’s why it’s so important to form informal connections and not adhere to formally established rules. The main factors of virtual cooperation are:

people's trust in each other as a powerful factor in business development;

the competence of the participants (to do things well) and the creation of informal teams of competent people;

formation of a common mission.

Let us give examples of the implementation of these rules. In the current periodicals, it was announced the creation of a virtual network alliance in the form of a new website dedicated to booking air tickets and other aspects of organizing air travel. 11 of the largest European airlines have become network partners (including Aer Lingus, Air France, Alitalia, British Airways, KLM, Lufthansa, etc.), which expect to capture a significant portion of online sales in Europe over the next two years. According to the new head of British Airways, the appearance of the new site will fundamentally change the balance of power in the Internet travel sales market, since no other source will be able to offer passengers and agencies such low prices. It is also important that companies from other sectors of the travel market, the volume of which will increase 3.5 times in the next five years, will be involved in cooperation. By reducing prices, online sales will significantly expand the scope of effective demand, and this is very important, since now this type of service is primarily used by wealthy clients (Air Transport Review, May-June 2000, p. 8).

According to many leading experts in the field of management, the development of network connections between organizations that are part of a virtual corporation may result in a revision of the traditional boundaries of enterprises, since with a high degree of cooperation it is difficult to determine where one company ends and another begins.

Organizations are the primary cells of the social structure, playing a key role in all spheres of life, and, first of all, in the economic and social.

The characteristic features of each organization as an object of management influence the construction and functioning of the management system and operational efficiency. These characteristics change under the influence of internal and external factors, between which there is close mutual influence.

The integration of organizations is the most pronounced trend, manifested in the creation of powerful corporate and network entities that radically change the conditions and depth of competition in the market and have a significant impact on the work of each partner. In recent years, there has been a tendency towards increasing the role of business networks, which, in transitional conditions, allow organizations to quickly increase their production and innovation potential.

The most common forms of integration are corporate associations formed as a result of mergers, and so-called “soft” associations in the form of business alliances and networks.

Financial-industrial groups (FIGs) are a type of corporate association in which enterprises and organizations connected by property, financial, production, technological and management relations take part. In our country, the formation of financial industrial groups is carried out on a legislative and legal basis and is aimed at: concentrating investment resources in priority areas of economic development, accelerating scientific and technological progress, increasing the export potential and competitiveness of products of domestic enterprises, implementing progressive structural changes in the country's industry, forming rational technological and cooperative ties in a market economy, development of a competitive economic environment.

Existing financial industrial groups carry out large investment projects, counteract the decline in production, and contribute to monetary stabilization. In addition, financial industrial groups make up for the mechanisms of intersectoral redistribution of resources that were missing during the perestroika period and create real conditions for reliable supplies and sales that meet the quality requirements. The merger of enterprises and organizations into a group strengthens their foreign economic positions in world markets, where many transnational corporations are most often organized as financial-industrial-trading complexes with powerful potential.

Managing new entities created through mergers and acquisitions requires the centralization of management functions, strengthening control and the creation of coordination mechanisms for production activities (among them: mutual adaptation, direct management, standardization of processes and labor results, as well as skills). The main factor for success is the development of a clear strategy for joint activities and reasonable ways to implement it.

An important form of enterprise integration are entrepreneurial networks and unions (they are also called alliances, partnerships, business networks), uniting organizations of different sizes and forms of ownership. This is a fairly stable, flexible structure that allows organizations to coordinate their actions, combine efforts and resources to achieve common goals. Essentially, this is a form of cooperation in which mergers and acquisitions do not occur, but the competitiveness of incoming network education participants is significantly increased. In network alliances, there is a shift in emphasis from considering a firm as an independent economic unit that forms its development strategy based on the coordination of internal resources with the state of the external environment, to analyzing the system of interacting firms as a single market entity. In the interests of network development, partners can mobilize and share resources belonging to individual organizations.

When forming a management strategy, each organization is faced with the fact that, on the one hand, some resources and activities, usually considered internal, practically cannot be controlled by it; at the same time, on the other hand, resources and activities previously considered external actually form an integral part of the organization itself and are subject to its influence and control. Thus, the activities of each participant are integrated into the network and are defined by it as a holistic entity. If these conditions are violated, the union is dissolved, which is often found in the practice of relationships between organizations.

Particularly great benefits are provided by entrepreneurial unions of companies united in clusters (from English - group, accumulation, concentration, cluster) in certain territories, which provide them with certain competitive advantages (for example, the necessary infrastructure, means of communication and telecommunications, equipped production facilities). area, etc.). For this purpose, large industrial zones located in cities or other administrative-territorial units and having free capacity due to the restructuring of the domestic economy can be used. This is where it is beneficial to create clusters of companies in which, from the very beginning, a critical mass of professionalism, art, infrastructure support and information relationships between companies in a certain field (area) of activity can be concentrated. Such areas that unite companies into unions can include: production of household goods; various industries related to healthcare, production of household products, etc. As experience shows, when a cluster is formed, all industries in it begin to provide mutual support to each other, the free exchange of information increases and the dissemination of new ideas and products accelerates through the channels of suppliers and consumers who have contacts with numerous competitors.

One of the newest organizational forms is a virtual organization, which is a network of independent companies (suppliers, customers and even former competitors) created on a temporary basis, united by modern information systems for the purpose of mutual use of resources, reducing costs and expanding market opportunities. The technological foundation of a virtual organization is made up of information networks that help to unite and implement flexible partnerships through “electronic” contacts.

The main conditions for effective management of a virtual organization are: people’s trust in each other as a powerful factor in business development, the competence of participants and the creation of informal teams of qualified specialists, the formation of a common mission.

According to many leading management experts, the development of network connections between organizations may result in a revision of the traditional boundaries of enterprises, since with a high degree of cooperation it is difficult to determine where one company ends and another begins.

Entrepreneurial networks, alliances

Reasons for creating and benefits of entrepreneurial networks and alliances

An important form of enterprise integration are entrepreneurial networks and unions (they are also called alliances, partnerships, clusters, communities, virtual corporations; in Russian business they are most often considered as business networks), uniting organizations, each of which plays its own specific role in the network. The companies included in the group are considered as subjects of economic relations and partners in a system of interacting organizations. This is a fairly stable, flexible structure that influences the performance results and management system of its member organizations, allowing them to coordinate their actions, attract new partners and even compete with each other. Their union is based on a combination of formal control of contractual relations and informal exchange of services.

Here are some examples showing the different reasons and forms of alliances.

Two automobile plants (KamAZ and VAZ) voluntarily decided to concentrate production of the Oka small car at the KamAZ site.

The creation of a new aviation alliance was announced by Transaero Airlines, which signed an agreement with Krasnoyarsk Airlines, Ural Airlines, Ere Kazakhstan Group and the American Continental Airlines. The union provides for the mutual use of route networks and the sale of tickets at special rates. This allows passengers to spend minimal time connecting flights in 25 cities in the United States and other countries.

There is an urgent need to create strategic alliances, partnerships and joint ventures in the oil and gas business of the Russian Federation, especially in connection with the intensification of the development of new fields. An example would be the organization of development of oil fields in the Northern Caspian in recent years. It is known that until the early 1990s this zone was little explored, and only one major oil company, LUKoil, declared the Caspian Sea a zone of its strategic interests. Since 1995, it has spent tens of millions of dollars annually on seismic work in the Russian sector and built exploration drilling capacity. In 1997, the first federal tender was announced for the development of the subsoil of the Severny block, which was won by LUKoil, and in mid-1998 the companies Gazprom, LUKoil and YUKOS discussed the idea of creating a joint venture with equal shares for research of the Russian sector. In mid-2000, almost 50% of all Russian oil and gas companies declared their readiness to develop Caspian resources, and began to actively join forces with other partners. Thus, in April 2000, the oil company Tatneft entered into a strategic partnership agreement with Kalmykia for a period of 25 years. The companies intend to create a joint venture, Kalmtatneft, to develop Kalmneft fields based on Tatneft technologies and offshore fields adjacent to the republic (Oil and Capital, 2000, No. 6, p. 66).

Especially great benefits come from entrepreneurial unions of companies united in clusters(or, what is the same thing, groups, bushes) in certain territories that provide them with certain competitive advantages (for example, the necessary infrastructure, communications and telecommunications, equipped production areas, etc.). Large industrial zones located in cities or other administrative-territorial units and having free capacity due to the restructuring of the domestic economy can be used as such territories. This is where it is beneficial to create clusters of companies in which, from the very beginning, a critical mass of professionalism, art, infrastructure support and information relationships between companies in a certain field (area) of activity can be concentrated.

Research shows that in network alliances there is a shift in emphasis from considering the firm as an independent economic unit that forms its development strategy based on the coordination of internal resources with the state of the external environment, to the analysis of the system of interacting firms as a single market entity. And this leads to a new interpretation of the company, market relations at the level of specific economic relations, and management methods. A system of relationships develops between partners in a network that links their resources, and in the interests of developing the network, they can mobilize and share resources belonging to individual organizations. Thus, the activities of each participant are integrated into the network and defined by it as a holistic entity. If these conditions are violated, the union can be terminated, and this is not such a rare case in the practice of relationships between organizations (O. Tretyak. New stage in the evolution of the marketing management concept // Russian Economic Journal, 1997, No. 10, pp. 78-79).

An example of the formation of a business network is the company INEC (“Information-Economy”), which over 10 years of operation has taken a strong position in the market of information technology and consulting services, primarily due to the formation of a wide business network. The base company INEC initially specialized in consulting services, but soon its main activity became the development of computer programs. This led to the need to form a reliable circle of partners, which over time included: the Institute of Computer Technologies, VNIIESM, an audit company, and the INEC-Stroy company. This group represents the core service platform. At the same time, the company is developing its partner network, which includes over 100 companies, and among them are powerful competitors of INEC, cooperation with which turns out to be equally beneficial for both parties. An important factor in the group’s competitiveness is the presence of reputable organizations (banks and well-known industrial enterprises) and government institutions of the Russian Federation (ministries and the Central Bank) among its partners and clients.

Chapter 1 general management: concepts, evolution
General management concept
Management as a function and process
Management as a process
Management is managers
Management is an art and a science
Management is a science
Development of theoretical foundations of management
Scientific principles of management
Contents of the principle
Development of management science in the first half of the 20th century
Second half of the 20th century: a turn in the development of the theoretical foundations of management
New management principles
Contents of the principles
New approaches to managing organizations in the Russian Federation
Chapter 2 management object - organization
Concept and theoretical foundations of organization
The role of organizations in society
Rating of the 10 most profitable companies
Characteristics, rationale
Internal environment of the organizational system
Organization as a system of processes
Composition of main processes
Composition of auxiliary processes
Management processes
Description of the organization as a management object
The importance of parameters for characterizing an organization
Characteristic
Classification of organizations
By classifying organizations as formal and informal
By type of ownership
By organization size
Number of employees, people
Integration of organizations
Associations, networks, unions as objects of management
Contents of characteristics of an entrepreneurial network
Features of managing a virtual corporation
Chapter 3 manager in an organization
Characteristics of managers' work
Requirements for managers
The role of managers in an organization
Human qualities
Requirements for special knowledge and skills
Characteristics of a 21st century manager
Model of a modern manager
Managers entrepreneurs
New Role of Leadership
Division of labor in management
Managers specializing in management functions
Structural division of labor
Top level managers (mvu)
Division of labor according to the role of managers in the management process
Head of the organization
Labor cooperation in management
Group (team) work and its new role
Benefits and effectiveness of group work
Chapter 4 Process and Management Techniques
Basic concepts of the management process
Components of the decision-making process
Problem or opportunity
Rules for formulating a problem
Problem situation
Score on points 1-7
Participants in the decision-making process
Who represents this point of view?
Decisions made by groups of people
Solution requirements for solutions
Solution classes
Programmable and non-programmable solutions
Rational (classical) model of the decision-making process
Goals and criteria for evaluating actions
Selection criteria
Alternative Models of the Decision Making Process
Retrospective model
General scientific methods
A complex approach
Economic and mathematical methods
Experimentation
Specific historical
Methods of sociological research
Specific management methods
Methods for performing general management functions
Problem solving methods
Decrease in income received
Chapter 5 planning and development strategy
Planning as a management function
Planning in an organization
Types of plans by duration of the planning period

Here are some examples showing the different reasons and forms of alliances.

Two automobile plants (KamAZ and VAZ) voluntarily decided to concentrate production of the Oka small car at the KamAZ site.

There is an urgent need to create strategic alliances, partnerships and joint ventures in the oil and gas business of the Russian Federation, especially in connection with the intensification of the development of new fields. An example would be the organization of development of oil fields in the Northern Caspian in recent years. It is known that until the early 1990s this zone was little explored, and only one major oil company, LUKoil, declared the Caspian Sea a zone of its strategic interests. Since 1995, it has spent tens of millions of dollars annually on seismic work in the Russian sector and built exploration drilling capacity. In 1997, the first federal tender was announced for the development of the subsoil of the Severny block, which was won by LUKoil, and in mid-1998 the companies Gazprom, LUKoil and YUKOS discussed the idea of creating a joint venture with equal shares for research of the Russian sector. In mid-2000, almost 50% of all Russian oil and gas companies declared their readiness to develop Caspian resources, and began to actively join forces with other partners. Thus, in April 2000, the oil company Tatneft entered into a strategic partnership agreement with Kalmykia for a period of 25 years. The companies intend to create a joint venture, Kapmtatneft, to develop Kalmneft fields based on Tatneft technologies and offshore fields adjacent to the republic (Oil and Capital, 2000, No. 6, p. 66).

Joint Venture (JV) -- is an enterprise, corporation or other association formed by two or more legal entities and individuals who have joined forces to create a long-term profitable business. The establishment of a joint venture is based on an agreement defining the rights and obligations of partners in relation to each other and to third parties. JVs can also be created only by national companies, as well as only by foreign ones.

International joint venture is a company jointly owned by two or more owners (legal entities and individuals) from different countries. An important sign of SP-- joint ownership of the final product by partners. On this basis, a joint venture is distinguished from the organizational design of other international business operations. This feature determines the procedure for settlements between partners. A joint venture is the only possible form of joint ownership of the means of production; Such enterprises are essentially focused on mutual interest and the mutual desire of partners for effective and long-term cooperation. Any other operations in the field of international business are focused on certain periods of validity, sometimes relatively short. The creation of a joint venture is associated with solving many problems related to standardization and certification of production, logistics, and overcoming export restrictions existing in many countries.

Important motives for creating a joint venture are the difficulties of companies independently entering foreign markets, insufficient knowledge of the foreign economic environment and the need to unite the efforts of partners in conditions of growing economic uncertainty.

The main basis for joint ownership of property abroad lies, after all, in the desire to obtain and strengthen a synergistic effect, that is, the complementary effect of the assets of two or more enterprises located in different countries. The total result in this case far exceeds the sum of the results of individual actions of enterprises.

In some cases, companies combine resources to fight larger and more powerful competitors. Sometimes, to reduce costs that are inevitable when opening new enterprises, groups of foreign investors create joint companies in third countries.

The goals of a joint venture may be different. The main ones are:

* obtaining modern foreign technologies, overcoming the barriers of protectionism in international technology transfer;

* increasing the competitiveness of products and expanding their exports, as well as entering the foreign market by studying the specific needs of foreign markets, carrying out a set of marketing activities, organizing production of products in accordance with the quality parameters characteristic of the world market or in accordance with the standards adopted in countries where it is planned to sell it, as well as enter the markets of countries that apply strict trade protectionism and restrictions on foreign investment without the participation of local enterprises and firms;

* attracting additional financial and material resources, the opportunity to use the resources of one of the founders of the joint venture at relatively low prices;

* cost reduction through the use of transfer (intra-company) pricing, savings in sales costs;

* improving logistics by obtaining scarce material resources, semi-finished products, and components from a foreign partner.

You can select five main features characterizing a joint venture.

1. Location of the joint venture and its founders. JVs are created by companies from one country (national capital) or from different countries. Based on the affiliation of the founders of the joint venture to different countries, the following combinations can be distinguished: industrialized countries - industrialized countries, industrialized countries - developing countries, developing countries - developing countries.

2. Form of ownership of the joint venture. It is possible to distinguish joint ventures with the participation of only private capital, with the participation of private firms and state-owned enterprises or organizations, as well as with the participation of national and international organizations.

Z. Participation share of partners in the capital of the joint venture. JVs can be created on a parity basis (equal share of participation of partners in the capital of the enterprise), with a predominant participation of foreign capital and with a smaller share of participation of a foreign partner.

4. Type of activity. Depending on the partners’ targets, we can talk about joint ventures of a research nature, joint ventures of a production nature, purchasing joint ventures, marketing joint ventures, and complex joint ventures.

5. The nature of the participation of partners in the management of the joint venture. In some cases, partners actively participate in management, jointly forming a market strategy and resolving technical issues. In other joint ventures, the role of partners (with the exception, most often, of representatives of the host country) is reduced to passive participation in the financing of capital investments, the acquisition of large blocks of shares, but without any participation in operational management.

Joint entrepreneurship has important advantages:

* focus on long-term cooperation between the parties in certain areas of economic activity;

* pooling the property of partners (money, buildings and structures, machinery and equipment, intellectual property rights, etc.) to achieve a common goal; joint formation of authorized capital;

* the possibility of integrated use of partners' efforts to interact in pre-production, production and sales areas, combining complementary elements of productive forces belonging to partners, as well as achieving a synergistic effect;

* low need for cash when making capital investments - often a more significant contribution to the authorized capital of a joint venture are technology licenses, etc.;

* participation in the profits of the joint venture, obtained through the use of new technologies, production of products, works, services (the distribution of the profit of the joint venture between the founders, as a rule, is proportional to their contribution to the authorized capital);

* reducing the cost of production of products supplied from the joint venture to a foreign partner company for cooperation relations;

* formation of management bodies of the joint venture (Board of Directors, Management Board), independent of the management bodies of the enterprises that are the founders of the joint venture;

* relative savings on administrative, management and sales costs compared to the corresponding costs when opening abroad enterprises wholly owned by foreign investors, as well as representative offices and branches of foreign legal entities;

* replenishment of missing production capacities at the expense of partner enterprises;

* shared risk burden and joint limited liability of partners.

Joint entrepreneurship also has certain disadvantages. The most difficult problems are problems of relationships between partners. As practice shows, they appear in the majority of both newly created and long-functioning joint ventures. Direct management of economic activities, solving problems of strategy and tactics can only be carried out taking into account the opinions of all partners. Lengthy coordination is often necessary when developing a joint concept. Conflicts between partners are usually associated with the distribution of profits, unequal activity of partners, and the desire of one of the partners for a more active participation in the management of the enterprise.

Abroad, joint ventures are created on shares by two or more national firms (although there may be foreign ones among them), usually for a short period of time for the production of any product. These companies are characterized by a narrow range of products, a short lifespan, and foreign participation is not necessary.

Under the influence of changes in world practice, new forms of integration of organizations are emerging, which increases their competitiveness.

Financial and industrial groups unites industrial enterprises, research organizations, trading firms, banks, investment funds and insurance companies. The main goals of such integration are self-investment, reduction of transaction costs, and timely renewal of production assets. As a rule, within the financial-industrial group, investment resources are concentrated in priority areas of economic development, which accelerates technological development and increases the export potential of the group.

A promising form of organization is also business unions, which are an association of companies of different sizes and forms of ownership on the basis of voluntary cooperation agreements. Entrepreneurial Union-- a fairly flexible structure that allows its member organizations to coordinate their actions and pursue their own goals, while simultaneously competing with each other.

Particularly great benefits are brought to their participants by entrepreneurial unions of companies united in clusters in certain territories, providing them with certain competitive advantages. It is noteworthy that when a cluster is formed, all the industries covered by it begin to provide mutual support to each other, the free exchange of information increases, and the spread of new ideas and products accelerates.

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Joint ventures. Entrepreneurial networks, unions Entrepreneurial union of companies united in certain territories

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