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Virtual life of the real company
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3. Virtual life of the real company
Creation of the "virtual" enterprise — other method of action in the conditions of the global market. The companies choosing this strategy, specialize on the one and only operation, and the others charge to the partners from other countries. So arrives, for example, IBM. Since 2004 it works as the integrated "virtual" enterprise which receives accessories from different suppliers (fig. 2). Ready computers are produced by the Chinese company of Lenovo, and itself IBM renders consulting services and provides technical support of decisions on the basis of these the personal computer.
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Drawing 2. IBM as "virtual" production.
The success of strategy of the "virtual" enterprise is provided with following factors:
ü 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 | Intel Microsoft Dell IBM | 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. |
ü 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.
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