«Экономика и менеджмент – 2013: перспективы интеграции и инновационного развития». >> Том 4

Stoyan Kateryna Sergiivna, Zlydnieva Victoria Yuriivna

Oles Gonchar Dniepropetrovsk National University, Ukraine


Our research is devoted to investigation of strategic priorities of development in XXI century. In the world enterprises, which gain a success used various strategies, essentially differed from each other. But if you expert them, you’ll educe some consistent patterns of development. The majority of world company leaders become successful per new development (novelty) and close cooperation with adjacent fields. Strategy of development is one of the most important tasks, which is planned by most enterprises. A lot of scientists studied this question, but classical approaches which were worked out by them are incapable, because the very innovations serve companies to develop and come up to. This research is very relevant, it helps to define basic factors, which influence on the choosing of strategic priority of development.

Before the developing of strategy, it is necessary to discover all advantages and disadvantages. Disadvantages are reasons, which interrupt company’s native integration and fusion of national markets. To be able to meet competition, the company have to follow up constantly all modern technologies and innovations in that field where it exist and adjacent. Michael Porter marked several criteria for strategic development: specialization of consumer types (focusing on a specific category of consumers, it helps to constrict competition in some fields), specialization of ordering types (delivery of little orders, or only exclusive goods, fast delivery), geographical focusing (concentration definitely in one region, which could give economy in salesmanship, marketing and advertisement), tactics of «bare skeleton» (saving low additional charges, low qualification of employees, focusing on details. Such policy provide best positions for price competition and could give income higher than average). But to achieve a result it might be a strict strategic subject [1, p. 262-263].

For the most successful companies these factors are such strategic priorities as technological leadership, the highest service level, improving mechanisms of business, rising the efficiency of productivity.

Analyzing priorities of strategic development we consequence that they mainly depend on the way of activity. For example, for the Ukrainian SE «PA Yuzhny Machine-Building Plant named after A. Makarov» the main strategic priority is expansion a partnership with members of international space and other programs and of course searching new business companions [2]. Strategic priorities for Russian Federal Grid Company are reliability, development and innovations, safety, operative efficiency, corporate administration and joint-stock charge [3]. Wielton S. A. (the biggest Polish manufacturer of trailers and semitrailers for trucks and tractors, one of leaders on East and Central Europe markets) has such strategic priorities of development: «The strategy of enterprise in the nearest five years is to have a position of a leading supplier of trailers and semitrailers at the local market, and also to get a big field at the chosen export markets in East-Central Europe. The further development will be by way of building new departments which were planned earlier and getting a high profit – more than 1 billion zloty during next three or four years» [4]. For Kozloduy NPP (the only one A-plant in Bulgaria) the safety is a higher-priority task. Thisenterprise is the biggest monopolist in a country, it’s strategy is a production of the cheapest electric power in a region, in such way energy costs are provided and kept in [5].

We observed four largest enterprises of Ukraine, Russia, Poland, Bulgaria and can conclude, that their aims are: expanding of it’s activity, it means looking for new markets, international partnership, introductions, innovations, a high level of qualification.

Strategic priorities differ from each other according to their specialization and competitiveness, but some consistent patterns exist.

In twenty-first century it is advisably to talk about innovation processes, soft technologies and production of wholefood.

In our paper we considered basic factors, which influence on the strategy of development. We should say, that priorities are different, but all of them have the same aims like entrance into the world space as well-recommended company with accurate goals, which tries to satisfy needs of it’s consumers at high level.

The list of references:

1. M. Porter, Competitive Strategy / M. Porter. – M.: Alpina Business Books, 2006. – 454.

2. Website of Building Plant [Electronic resource]. – Mode of access: http://www.yuzhmash.com/ about/index/today?id=1#

3. Website of JSC «FGC UES» [Electronic resource]. – Mode of access: http://www.fsk-ees.ru

4. Website of Wielton S. A. [Electronic resource]. – Mode of access: http://wielton.com.pl/ru/ о‑фирме/стратегия-развития

5. Website of «Kozloduy» [Electronic resource]. – Mode of access: http://www.kznpp.org/ index.php?lang=bg&p= about_aec&p1=company_profile