TO QUESTION OF DEFINING STRATEGIC MANAGEMENT BY A VERTICAL-ORIENTED COMPANY

The article clarifies the main definitions and views of scientists on the strategic management of a vertically-oriented company. The four components of relations within the framework of integrated structures are singled out. The features of management in modern conditions, which determine the necessity of strategic management of the company 's activities, are singled out. The actual definition of vertical integration, as a process of incorporating into the structure of the company of enterprises, which is associated with a single technological series, or the merging of stages of production of a single technological series and the establishment of control of one company over them, is proposed. In this case, the stage of production is understood as a process, in which the added value joins the original value of the product, and the product moves consistently to the end user. It has been established that the existing variety of approaches to explaining vertical integration shows that, being one of the complex forms of organization, it serves different economic goals and leads to various consequences. The most obvious consequence of vertical integration is limiting the access of competitors to adjacent along the technological range of markets, that is, reducing the number of independent suppliers or buyers for competing firms. The basic principles of management of a vertically integrated company are considered, among them: systematic, purposeful, taking into account needs and interests, interdependence, economic expediency, correct selection and allocation of personnel, combination of centralization and decentralization of management. The author also considers the general principles of management of a vertically integrated company, among which: strategic vision, concentration, strategic advantage, real implementation, flexibility, regulation, comparative assessment, controllability, risk redistribution. Special principles of management of vertically integrated company are considered, among them: synergy, complexity, optimal combination of state regulation and economic independence, continuity. It is revealed that the strategic management of a vertically-integrated company can also be understood as a specific management plan of action aimed at achieving the set goals. It determines how the company will operate and grow, and which business, competitive and functional measures and actions will be taken to achieve the desired goals. A scheme of strategic management process in vertically integrated companies is worked out.