Strategic decisions of high-growing IT-companies: a case-study of the company "SKB Kontur"

This paper is written in the form of a case study research. The object of research is strategic tools of the company "SKB Kontur" as a "gazelle" (or high-growing company), which works in the IT-sector. The paper includes information about indicators used to define the class of "gazelles". High-growing companies are the points of economic growth and qualitative change agents. Their efficiency and effectiveness are shown in all spheres of activity. Companies of this type are distinguished by the exponential growth of the revenue. However, this does not guarantee them the attention and support from the government at the regional level. In the crisis of the Russian economy, high-growing companies base on their previous experience and use a variety of strategic tools, depending on the market features that allow them not only to compete, but also to maintain the growth rate in the long run. The work mainly focuses on the identification of a strategic management tool allowing to maintain a high growth rate in the specific IT-sector of the Russian economy. To achieve the goal, the authors used qualitative (expert interviews, content analysis) and quantitative (measurement of financial performance of the company) methods. This allowed identifying the characteristics of the IT-sector, strategic solutions used by "SKB Kontur" to compete with foreign and Russian companies on rising and falling markets. The IT-sector in the Russian economy has a number of features: the possibility of industry leadership does not depend on the location of the company headquarters, suppliers, consumers, and the size of the start-up capital. The most important condition for success is the availability of quality human resources and access to administrative resources. Implementation of outsourcing projects in other sectors of the economy is also an important trend for the growth of the company. The challenge for the development can be considered as the entry of new players into the market and redistribution of existing markets. Major industry barriers to competition are the specifics of the Russian legislation, the monopolization of access to the client and close contacts with the authorities of state regulation.

Keywords

Authors

References