<<
>>

the Chapter II. The major changes in development strategy voennopromyshlennyh corporations


In the economic literature till now there is no standard concept
«The defensive enterprise». At the same time the answer to this question has not only
Theoretical, but also practical significance - from this definition the purposes depend
And mechanisms of a military-economic policy.

The mission of made production can serve one of criteria of definition of the defensive enterprise. According to many experts, manufacturers of arms also are the defensive companies, however this definition does not take into consideration technologies not concerning arms on which the military production depends. For example, whether the computer can be considered as the weapon? In days of cold war export of computers from the USA was supervised for military reasons.
Other widespread criterion - total amount of manufactured military production. However some of the largest suppliers MO at all do not consider themselves as defensive firms. So, in 1999 the corporation «Dzheneral the Electrician» has received the income of military business which was equaled 1,3 % of its general sales. Nevertheless, in the list of contractors MO it takes 8 place. Whether this corporation is defensive? Undoubtedly, that MO could not do without its production, however chiefs «Dzheneral the Electrician», of course, do not consider MO as the main client.
Insufficiency of these criteria consists that they are not capable to reflect the unique relations existing between the defensive industry and MO. «The defensive enterprises - private in the sense that they search for adequate profit. But on it similarity comes to an end. Defensive firms sell unique production to the one and only buyer - to the Ministry of Defence. The prices are without delay discussed, than defined by market mechanisms. Defensive firms face with qualitative other risks. They do not struggle for a market share: in the defensive industry« the winner manages all ». To their newest technologies demand practically is always supplied. Defensive contractors make unique semiprivate-semipublic sector economy» [96, с.16].
Thus, "oboronnost" also it is possible to understand as aspiration and enterprise possibility to run business with MO. Any company, wishing to work with MO, should enclose means in development of necessary skills and constantly bear additional charges, to supply a meeting the requirements of state purchases and to technical standards MO. On the other hand, not each will agree, that business management with MO is connected with any special costs [50, with. 36]. According to some experts to deal MO it is less inconvenient - rules are published in the form of the state decrees, and business process is ordered and well structured. Moreover, not only defensive business requires of the company, wishing to be competitive, investments into any special skills.
MO purchases all kinds of the goods and services: from paper clips to fighters. The question of oboronno-industrial base is connected with manufacturers of fighters and others specialised, unique for defensive branch of kinds of production and systems which cannot be acquired easily in the civil markets. However, as it has been shown in chapter 1, MO even more often aspires to use for the needs civil technologies, quite often acquiring them through VPK which in this case act as the buffer between the civil markets and rigid requests MO. An example - struggle for the contract on creation of telecommunication system FTS2000. The leading telecommunication companies («АТamp; T», "MSI" and «Norven the Telecom») was formed by strategic alliances with the largest VPK, attending to system integration ("Boeing" and "Lokhid Martin") [38, with. 157].
Thus, it is possible to assert, that the defensive enterprise is defined by following characteristics: (1) significant absolute and (2) relative volume of manufactured military production; (3) construction of close relations with MO. There will be more low a speech about these enterprises which under the influence of many factors designated in chapter 1, have been compelled to conduct in 1990th of change in strategy of development and work methods.
<< | >>
A source: BOLSHAKOV Zahar Anatolevich. the Basic tendencies of development of military-industrial corporations of the USA in 1990th years / the Dissertation on competition of a scientific degree of a Cand.Econ.Sci. - Moscow: the Russian Academy of Sciences, Institute of economic and the international relations. - 179 with.. 2002

More on topic the Chapter II. The major changes in development strategy voennopromyshlennyh corporations:

  1. the Chapter III. Reorganisation of controlling mechanisms voennopromyshlennyh corporations
  2. QUEENS PAUL ALEKSEEVICH. COMPETITIVE STRATEGY of TRANSNATIONAL CORPORATIONS of Japan IN the WORLD MARKET of CARS. The dissertation on competition of a scientific degree of a Cand.Econ.Sci. Moscow - 2014, 2014
  3. CHAPTER 6. EFFICIENCY OF STRATEGIC PLANNING OF DEVELOPMENT OF THE MINING COMPLEX AND THE MECHANISM OF REALIZATION OF STRATEGY (ON MATERIALS OF LENINGRAD REGION)
  4. Chapter 5 the MAJOR DIRECTIONS And FORMS of ORGANIZATIONAL TRANSFORMATIONS
  5. the Chapter II. PRACTICE of REALIZATION And STRATEGY of DEVELOPMENT of INTEGRATION of the AVERAGE of the GENERAL And AVERAGE VOCATIONAL TRAINING In the conditions of SOCIAL PARTNERSHIP
  6. specificity of working out of strategy of development sotsialnoyokulturnoj spheres
  7. Chapter 1. Corporations in Rossnjskon Federations
  8. BOLSHAKOV Zahar Anatolevich. the Basic tendencies of development of military-industrial corporations of the USA in 1990th years. The dissertation on competition of a scientific degree of a Cand.Econ.Sci. Moscow - 2002, 2002
  9. Chapter 3. The judiciary practice analysis on infringements of human rights from corporations as a source of the European right
  10. the Chapter I. Legal nature of transnational corporations
  11. the Chapter II. A problem of the legal personality of transnational corporations
  12. the Chapter I. Factors of transformation of military-industrial corporations
  13. 1.4 Design-portfelnyj the approach to realisation of strategy of a sustainable development of the company
  14. the basic components of strategy of development of the enterprises of a machine-building complex in modern conditions.