The success of strategy of the "virtual" enterprise is provided with following factors:
- The company superiority in a certain type of activity. "The virtual" enterprise which intends to specialize on the one and only operation, should carry out it much better other partners (tab. 2). So, the success of the company of Apple in a case with iPod is based first of all on its skill in the field of design. And the most part of other works is charged those partners which are considered competent of the областях:Toshiba delivers a hard disk, ARM — the processor, Sharp — memory, and all it the Taiwan company Inventec.Takoj collects together the approach has allowed Apple in record term (between concept development iPod and the beginning of its sales has passed only one year) to create absolutely new product, and with rather competitive price;
| Table 2. Examples of specialization of the "virtual" enterprises. | ||
| Industry | A company example | Specialization |
| Information | IntelMicrosoftDellIBM | Creation of microprocessors. Software development. Assemblage of accessories and sale of the personal computer.Services (consultation, logistics and so on). |
| Shoe | Nike | Research, product development, marketing. |
| Textile | Benetton | Design and goods quality control. |
- Creation of an essential part of cost of a product. Specialization on one type of activity is profitable only in the event that the business dealing model provides the companies strong position among other participants of process. For example, the Intel specializes on microprocessors, having released from itself from the obligations connected with other stages of creation of technics as which she considers less attractive. But the company isn't content with skill enhancement in the area. She tries to keep a strong position among designers and to cool desire of manufacturers of the personal computer to pass to cooperation with other suppliers of microprocessors;
Observance of the precautionary measures warning a leakage of a know-how. As the company should position itself as the specialist in one area, there is a necessity of close interaction with other participants of a chain so, and risk of that the know-how will be seen by potential competitors or there will be a leakage of the important information. That is why Sharp has refused the subcontractor in production of liquid crystal screens though thus it was possible to save considerable means. And for this reason Airbus in 2006 has changed the strategy: more careful analysis has allowed to specify strategically important parts of a design of the plane, which production the company has reserved, having transferred release of the others to subcontractors.
4. The contractor sounds is proud
In connection with increase in quantity of the companies specializing on one type of activity, there are the contract markets which value grows day by day. In new conditions contractors manage to protect better the incomes of pressure of clients. For example, results of one of recent researches of Reuters agency have shown that some little-known Asian contractors have appeared more profitable, than known marks on which they work. And in a case with Barbie it was unexpectedly found out that at manufacturers completing (hair, clothes and etc.) a recoupment above, than at the American distributors who are engaged in sale of dolls.
Possibility to position as contractor is a strategic choice for which it is necessary to show consideration. The chief goal — not to get to dependence on the clients in the future. Key drivers of success in case of a choice of this strategy are that:
Portfolio diversification of clients. The income of commercial structure shouldn't depend on a small amount of clients. Company-contractor Fang Brothers has well understood it. In spite of the fact that its main client — the American corporation Liz Claiborne — has offered it an exclusive privilege on servicing of the production complexes scattered worldwide, Fang Brothers invests the incomes in building of new factories to render the service also to other clients.
A variety of clients allows to reduce the risks connected with sharp changes in the market. The contractor, unconditionally, will provide to itself steady position if will work on some large companies concerning one industry, and to produce for them a wide range of products;
Position choice in the market and following to it. To develop as the contractor, at first it is necessary to choose a good position — that which will provide to the enterprise competitive advantage and the stable income. Then consecutive work in the chosen direction should become the basic priority. Sometimes it is necessary to renounce the transaction only not to endanger the position. For example, the companies which place emphasis on low prices, as a rule, can't respond to individual wishes of the clients: the concession forces to incur additional costs and to lift service prices that leads to loss by the competitive advantage company;
Establishment of partner relations with clients. Activity of the contractor will be much more profitable, if it adjusts long-term relations with clients as it will help to reduce goods selling costs. The close cooperation with clients allows to optimize, for example, expenses, it is better to supervise quality, to accelerate product development process, to win round those who hasn't found a corresponding service level in other place. Contractor ABB well understood it when suggested Ford companies to start by common efforts factory on painting: the close cooperation has allowed not only to cut down expenses on 25 %, but also to improve quality of painting of cars.
5. Heroes of local scale
In the conditions of globalization in many industries there is a gap at level of the local markets. The reason that standardization of offers because of which they don't correspond to specificity of local demand is peculiar to globalization. It is no wonder that some companies spend considerable efforts to creation of the products satisfying specific requirements of local consumers. Here some levers which can appear effective at a choice of the given strategy:
Extraction of advantage from capability quickly to react. Production for a domestic market assumes fast reaction to arising demand which can provide competitive advantage. Having adjusted in Malaysia release of reading devices for disks, company Kenwood has transferred the production to Japan. The decision spoke simply: on goods delivery in Japanese shops from factories in Malaysia 32 days left, and carrying over of production to Japan has allowed to deliver the goods within the country in the shortest terms. Thus, the company has had an opportunity quickly to react to shifts in demand. This choice has allowed it to increase sales volume by 25 % a year, cutting down expenses on 10 %. The American company Liz Claiborne which, having translated on foreign markets the most part of production of ready-to-wear clothes has in a similar way arrived also, has left branch on tailoring of jeans Lucky in the USA. After all, positioning the jeans in a premium-segment, it should react to the specific inquiries of the American clients connected with painting solution, depreciation degree, features of tailoring, seams, an ornament and etc.;
The rate on acquaintance to clients. Focusing in the local market allows to benefit by acquaintance to the clients. This strategy is used by many regional banks, wishing to strenghten the position. While the large companies of the given sector go by the way of internationalization and leave on global level, regional banks, on the contrary, invest the capital in studying of a local network of clients and acquaintance to them. Placing emphasis on personal relations and good knowledge of local industrial organizations, monetary institutions assign to themselves the status of the main bank as for the physical persons preferring such kind of relations, and for the enterprises of small and average business.
The universal model of achievement of success in the conditions of globalization doesn't exist. The global company is the unessentially integrated enterprise which activity is characterized by a considerable territorial scope. And the choice of the most suitable strategy depends not only on the market, but also from features of the company: its positioning, traditions and competitive advantages.
THE LIST OF REFERENCES
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4. Paul Verdin, Nick Van Heck. From Local Champions to Global Masters. — Palgrave, 2001.
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