The article discusses the process of enterprise integration which will be successful and effective only if there is a reduction in costs in all areas of activity. Their large-scale part can take up transaction costs, which should be determined as ancillary expenses of production to provide the necessary information, as well as to conclude a contractual relationship. At the current stage of integrable structures development the attention of many researchers is paid to the problem of managing the transaction costs of an enterprise. But unfortunately, the issue of its reduction remains insufficiently highlighted in the scientific literature. Investigating the development and functioning of integrable structures, it is necessary to determine the role as well as the conditions for reducing transaction costs. The authors believe that the main condition for the decline is the coincidence of the spheres of activity of the merging enterprises and an effective management company that helps to realize the benefits of integration. Based on this interaction, a synergy effect will be observed. The following relationships can be observed within the integrated structures: competitive, material and non-material. These types have a significant impact on reducing transaction costs, based on which we can talk about competitive advantages and product differentiation. The Russian practice of integrable structures describes various forms of integration, but according to the authors, the effect can be achieved only if there are training management functions on the part of the corporate center. This function can be realized in coordinating the development and implementation of the strategy for the development of innovative programs. The overwhelming majority of management companies prefer comprehensive control over the activities of enterprises, which does not contribute to achieving synergy, reducing transaction costs and gaining competitive advantages.

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