Стратегічне управління вертикально інтегрованими компаніями
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Date
2025-05-21
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Київський національний економічний університет імені Вадима Гетьмана
Abstract
Досліджено теоретичні аспекти та узагальнено підходи до вирішення наукового завдання щодо розвитку стратегічного управління вертикально інтегрованими компаніями з метою підвищення рівня їх конкурентоспроможності та результативності діяльності. Виділені та описані основні теоретичні підходи до трактування поняття «стратегічне управління». Узагальнено складові та особливості процесів об’єднання підприємств у вертикально інтегровані компанії. Представлено етапи стратегічного планування вертикально інтегрованих компаній з пріоритетними деталізованими складовими для структурних бізнес-одиниць.
Проаналізовано розвиток паливно-енергетичного ринку України з виділенням найбільших вертикально інтегрованих компаній. Виявлені позитивні та негативні тенденції розвитку їх господарської діяльності. В дисертації представлена узагальнена матриця стратегій управління вертикально інтегрованими компаніями.
Досліджено особливості використання інструментарію стратегічного управління у вертикально інтегрованих компаніях паливно-енергетичного комплексу України, а також здійснено оцінювання рівня розвиненості та ефективності застосування стратегічного управління серед вітчизняних вертикально інтегрованих компаній.
Розроблено стратегію виробничо-операційного управління вертикально інтегрованими компаніями. Виділено складові, що базуються на специфіці вертикальної інтеграції. Обґрунтовано механізм стратегічного управління вертикально інтегрованими компаніями в умовах конвергенції управлінських процесів на компенсаторній основі. Зазначена конвергенція управлінських процесів формується на засадах інтеграції функцій стратегічного планування, фінансового управління та виробничих операцій. Обґрунтовано застосування запропонованих підходів на основі управління ланцюгом створення споживчої цінності. Здійснено обрахунок майбутніх доходів за допомогою трендових моделей.
This thesis is aimed at studying theoretical provisions, developing methodological recommendations and practical proposals for the strategic management of vertically integrated companies. The main theoretical approaches to interpreting the concept of "strategic management" are defined and characterized. A generalization is presented regarding the formation of vertically integrated companies. The author's approach to interpreting the concept of "strategic management of vertically integrated companies" is proposed. As a result of studying methodological approaches to managing vertically integrated companies, it was determined that there are different types of vertical integration. For any form and type of strategic management of vertically integrated companies, important issues are the factors that reflect the reasons why several business entities, having joined together, increase their market value to a greater extent than separately adding it to each other. The stages of strategic management of vertically integrated companies with priority detailed components for structural business units are presented. They are presented as a compromise solution between the most common directions of strategic management planning: “topdown” and “bottom-up”. The proposed approach to strategic management of vertically integrated companies with priority detailed components for structural business units allows to reduce costs and improve the quality of management decisions. The development of the fuel and energy market of Ukraine is analyzed, with the allocation of components, features of their development and changes in the economic plane. The strategic development of the largest vertically integrated companies in this industry of Ukraine is studied. The features of the management of vertically integrated companies are formed, emphasizing the strengths and weaknesses that have shaped a range a range of unresolved issues for the improvement of strategic management. In the methodological and practical direction, a wide range of existing management strategies is analyzed and a strategic management matrix for vertically integrated companies is generalized. The division into quadrants is presented with a description of the characteristics at the intersections of external and internal factors of influence on vertically integrated companies. The tools of strategic management in vertically integrated companies of the fuel and energy complex of Ukraine are analyzed and the main advantages and disadvantages for the studied enterprises are highlighted. In general, the most common strategies of use are identified and their effectiveness of application is determined. The strategy of production and operational management of vertically integrated companies is substantiated, which reflects a holistic system of production process management, which ensures the implementation of strategic goals of vertically integrated companies through the design, implementation and evaluation of operational results. The production and operational strategy is highlighted, which serves as the basis for coordinating activities, ensuring consistency between divisions, resource optimization and the introduction of innovations at all stages of the production, operational and sales chain of vertically integrated companies. A mechanism for strategic management of vertically integrated companies in the context of convergence processes on a compensatory basis has been developed. Convergence of management functions is defined as the integration of various management processes into a single system to achieve synergy and increase the company's efficiency. The key management functions subject to convergence are: finance and investments (centralization of financial control and optimization of resource allocation between business units); marketing (unification of marketing strategies to manage all stages of the value chain); production and operational processes (coordination of operational units to optimize logistics and reduce costs); innovation and digital solutions (implementation of unified information systems and automation of management processes). In order to substantiate the effectiveness of the proposed measures in terms of their practical application, it was taken as a basis for managing flows in vertically integrated companies of the fuel and energy complex of Ukraine and strengthening management decisions through automation process. To forecast the dynamics of changes in the net profit of the studied companies of the fuel and energy complex of Ukraine for three years, future changes were calculated using trend models.
This thesis is aimed at studying theoretical provisions, developing methodological recommendations and practical proposals for the strategic management of vertically integrated companies. The main theoretical approaches to interpreting the concept of "strategic management" are defined and characterized. A generalization is presented regarding the formation of vertically integrated companies. The author's approach to interpreting the concept of "strategic management of vertically integrated companies" is proposed. As a result of studying methodological approaches to managing vertically integrated companies, it was determined that there are different types of vertical integration. For any form and type of strategic management of vertically integrated companies, important issues are the factors that reflect the reasons why several business entities, having joined together, increase their market value to a greater extent than separately adding it to each other. The stages of strategic management of vertically integrated companies with priority detailed components for structural business units are presented. They are presented as a compromise solution between the most common directions of strategic management planning: “topdown” and “bottom-up”. The proposed approach to strategic management of vertically integrated companies with priority detailed components for structural business units allows to reduce costs and improve the quality of management decisions. The development of the fuel and energy market of Ukraine is analyzed, with the allocation of components, features of their development and changes in the economic plane. The strategic development of the largest vertically integrated companies in this industry of Ukraine is studied. The features of the management of vertically integrated companies are formed, emphasizing the strengths and weaknesses that have shaped a range a range of unresolved issues for the improvement of strategic management. In the methodological and practical direction, a wide range of existing management strategies is analyzed and a strategic management matrix for vertically integrated companies is generalized. The division into quadrants is presented with a description of the characteristics at the intersections of external and internal factors of influence on vertically integrated companies. The tools of strategic management in vertically integrated companies of the fuel and energy complex of Ukraine are analyzed and the main advantages and disadvantages for the studied enterprises are highlighted. In general, the most common strategies of use are identified and their effectiveness of application is determined. The strategy of production and operational management of vertically integrated companies is substantiated, which reflects a holistic system of production process management, which ensures the implementation of strategic goals of vertically integrated companies through the design, implementation and evaluation of operational results. The production and operational strategy is highlighted, which serves as the basis for coordinating activities, ensuring consistency between divisions, resource optimization and the introduction of innovations at all stages of the production, operational and sales chain of vertically integrated companies. A mechanism for strategic management of vertically integrated companies in the context of convergence processes on a compensatory basis has been developed. Convergence of management functions is defined as the integration of various management processes into a single system to achieve synergy and increase the company's efficiency. The key management functions subject to convergence are: finance and investments (centralization of financial control and optimization of resource allocation between business units); marketing (unification of marketing strategies to manage all stages of the value chain); production and operational processes (coordination of operational units to optimize logistics and reduce costs); innovation and digital solutions (implementation of unified information systems and automation of management processes). In order to substantiate the effectiveness of the proposed measures in terms of their practical application, it was taken as a basis for managing flows in vertically integrated companies of the fuel and energy complex of Ukraine and strengthening management decisions through automation process. To forecast the dynamics of changes in the net profit of the studied companies of the fuel and energy complex of Ukraine for three years, future changes were calculated using trend models.
Description
Keywords
стратегія, управління, вертикально інтегрована компанія, паливно-енергетичний комплекс, економічний розвиток, управлінські рішення, strategy, management, vertically integrated company, fuel and energy complex, economic development, management decisions
Citation
Серобян А. М. Стратегічне управління вертикально інтегрованими компаніями : дис. ... канд. екон. наук : 08.00.04 / Серобян Арпіне Мікаелівна ; М-во освіти і науки України, Київ. нац. екон. ун-т ім. Вадима Гетьмана. – Київ, 2025. – 255 c.