of the enterprise according to its size, risks, hedging instruments, investment goals,
types of innovations, can be summarized and presented in a table (Table 1).
Table 1 The field of strategic venture initiatives of an industrial enterprise
(developed by the authors)
Strategies of competition depending on the size of an enterprise
Violent
strategy
Patient
strategy
Exploratory
strategy
Commuting
strategy
Strategies depending on consideration of risks
Risks
free
Risks
avoidance
Risks
acceptance
Risks
prevention
Risks
optimization
Risks
distribution
Risks
diversification
Risks
insurance
Strategic decisions depending on hedging tools
Forward
Option
Futures
Swap
put
option
call
option
commodity
futures
currency
futures
interest
swap
credit default
swap
Strategies depending on the investment goal
Forming for
profit-making
In order to
retain
capital
In order
to increase
capital
In order to
secure funds
In order to
maintain
liquidity
In order to expand
economic impact
In order to
speculate
Innovative strategies
Architec
tural
strategy
External
modifying
strategy
Deepening
innovations
strategy
Internal
modifying
innovations
A group of
related
innovations
strategy
External
diffusion of
innovations
strategy
Branched
horizontal
diffusion of
innovations
Developing
diffusion of
innovations
strategy
The peculiarity of such a generalization is that these strategies can be expanded
and supplemented at the expense of other classification criteria (for example, strategies
depending on the investing method, strategies depending on the method of risk
management, etc.) or other classifications and used to formulate a general strategy. For
example, according to a means of risk management, strategies can be the following:
-
acceptance of risks (probable loss of certain funds in case of risk situations);
-
reduction/minimization of risks (risk aversion, insurance, diversification,
merging, the distribution between several activity entities);
-
risk transfer (highly detailed contract work, the purpose of which is to document
certain risks to those of counterparties, who has the most effective tool for influencing
them [14, p.13]).
When forming a general strategy of a venture enterprise, the indicated strategic
initiatives can be combined in different ways, since they are non-contradictory and
compatible. Example:
-
Variant 1. Commuting sub-strategy + risk prevention sub-strategy + Forward +
Capital maintaining sub-strategy + Developing diffusion of innovations sub-strategy;
-
Variant 2. Exploratory sub-strategy + risk prevention sub-strategy +
commodity futures + deepening innovations sub-strategy;
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