scholarly journals Features of Strategic Management of Industrial Enterprises

2021 ◽  
pp. 95-102
Author(s):  
I. Fomichenko ◽  
◽  
O. Belikova ◽  
S. Barkova ◽  
V. Bashtovoy ◽  
...  
Keyword(s):  
Strategic Management ◽  
Industrial Enterprise ◽  
Economic Conditions ◽  
Effective Management ◽  
System Combination ◽  
Personnel Costs ◽  
Industrial Enterprises ◽  
Modern Economic ◽  
Crisis Conditions ◽  
The Impact

The main aspects of strategic management of industrial enterprises development in modern economic conditions are considered in the article. It is noted that approaches to managing the development of industrial enterprises should be based on a qualitatively new basis, taking into account the uncertainty of the external environment. It is determined that in crisis conditions it is extremely important for the company to choose a strategy that would primarily provide social guarantees for staff, which is why it is advisable that the actions of each unit and employee firmly meet the needs of the company at this time; it is important to understand the impact of daily actions on comp­liance with plans and the overall solution of enterprise problems. Features of formation of strategic management at the industrial enterprise are investigated. It is determined that through a complex system combination of strategies of all strategic economic units of the enterprise is the formation of its strategic set. The need to take into account personnel costs in the implementation of strategic management, in particular in the process of forming a strategy for effective management of an industrial enterprise.

scholarly journals ASSESSMENT OF THE COMPETITIVENESS OF INDUSTRIAL ENTERPRISE ACTIVITIE

2021 ◽  
Vol 3 (38) ◽  
pp. 272-280
Author(s):  
А. Cherep ◽  
T. Beridze ◽  
Z. Baranik ◽  
V. Korеnyev ◽  
I. Dashko
Keyword(s):  
Time Series ◽  
Strategic Management ◽  
Market Share ◽  
Discrete Time ◽  
Industrial Enterprise ◽  
Industrial Enterprises ◽  
Discrete Time Series ◽  
Factors Of Influence ◽  
The Impact

Abstract. The purpose of the article is to study and analyze the competitive status of industrial enterprises (on the example of enterprises in the Kryvyi Rih region). Determining the long-term forecast of competitiveness on the basis of extrapolation of performance indicators of an industrial enterprise with the required accuracy. A methodological approach to long-term forecasting of competitiveness on the basis of extrapolation and the use of identification of discrete time series, which allowed to determine the predictive values of factors influencing the competitive status of the enterprise to make effective strategic management decisions. Modern methods of making effective strategic decisions are largely based on the use of forecasting methods, using appropriate statistical material. At the same time, such an approach requires the fulfillment of conditions, the neglect of which leads to the distortion of the obtained conclusions. In particular, this applies to the requirements relating to the identification of discrete time series. For the first time, the application of discrete time series identification is proposed, which is the basis for determining the forecast indicators of enterprise competitiveness on the basis of extrapolation. Analytical dependences on the competitive position of the industrial enterprise of the Kryvyi Rih region and the corresponding factors of influence are constructed. The main components of the impact on competitiveness are analyzed: sales volume; net profit; market share in the product market; intensity of competition in the industry; the ratio of market share of the enterprise being analyzed to the market leader. The results of the study are used in the practice of managers of relevant enterprises in making effective decisions in the system of strategic management. The use of identification of discrete time series allowed to conduct an appropriate assessment of the competitive status of the enterprise and the relevant factors of influence. It is offered to consider the competitive status, to an information and analytical component of competitiveness of the industrial enterprise. Keywords: enterprise, competitive status, forecast, identification, time series, extrapolation. JEL Classification C19, D29 Formulas: 6; fig.: 4; tabl.: 2; bibl.: 31.

scholarly journals Organization and implementation of risk-management in building enterprise

Vestnik MGSU ◽  
2018 ◽  
pp. 1482-1490
Author(s):  
Reza Barkhi ◽  
Victoria G. Borkovskaya
Keyword(s):  
Risk Management ◽  
Industrial Enterprise ◽  
Synthesis Methods ◽  
Effective Management ◽  
Total Risk ◽  
Management Tools ◽  
Actual Problem ◽  
Industrial Enterprises ◽  
Risk Management Process ◽  
Building Enterprise

Introduction. Consider the system of organization and implementation of risk management in the building enterprise. The introduction and management of risks in an industrial enterprise is an actual problem due to the occurrence of the following list of factors: incomplete information, elements of randomness, unpredictability of actions of a partner or competitor, among others. Risk management is a process that must begin at the development stage of a industrial company’s strategy, and necessarily with the participation of its owners, since it is the owners who, when developing a strategy, should determine the maximum level of total risk that the industry company will be ready to accept in the course of its activities. Risk management in industrial enterprises should be implemented within the framework of the system and process approaches, taking into account the specifics of the industry using modern effective management methods and production organizations, as well as using risk management tools. Materials and methods. The methodology of the continuous risk management process was used to study the industry organization and implementation of risk management, and systems analysis, modeling and synthesis methods were used. Results. It was determined that the creation of a risk management department is appropriate for effective risk management at the industry enterprise. The main responsibilities of this unit, including for staff and other users (including employees, consultants and contractors), in order to successfully implement the management strategy, require unconditional implementation to minimize risks and eliminate costs in implementing risk management. It was revealed that as a result of introducing risk management in industry enterprises of various industries, a set of measures should be developed to evaluate the operational risks of an enterprise, integral risk, quantitative assessment of which is based on a comprehensive analysis of financial and accounting reports, and conducting an integrated risk assessment based on all levels of responsibility within the industrial enterprise. Conclusions. Risk management at industrial enterprises should be carried out within the framework of the system and process approaches, taking into account the specifics of the industry using modern effective management methods and production industrial organizations, as well as using risk management tools.

IMPROVEMENT OF THE MARKETING COMPLEX OF THE INDUSTRIAL ENTERPRISE

2021 ◽  
Vol 298 (5 Part 1) ◽  
pp. 190-194
Author(s):  
Olena Moroz ◽  
Kostiantyn Latyshev ◽  
Oksana Zbyrannyk ◽  
Keyword(s):  
Machine Building ◽  
Industrial Enterprise ◽  
Economic Conditions ◽  
Competitive Advantages ◽  
Highly Qualified ◽  
Marketing Environment ◽  
Industrial Enterprises ◽  
Qualified Personnel ◽  
Satisfaction Of Needs ◽  
Simple Reduction

This article considers the issues on improvement of marketing complex of industrial enterprise, with the purpose of stabilization of its activity and strengthening of competitive positions. It is proposed to improve the activities of industrial enterprises on the basis of the formation of measures that will ensure the current support of domestic enterprises in difficult economic conditions. One of the ways of improving the performance of the company is to change the model “4P” into a model of marketing complex “5P” and use personnel (“Personal”) as one of the tools. On the basis of the conducted research the influence of external environment factors was evaluated on the basis of the model of the marketing complex “4P”. As a result, it was found that the surveyed company has low competitive advantages, but these competitive advantages may not be valid without preservation of highly qualified personnel, because of the instability of the activities of the company, constant differences in production, simple, reduction of workers or voluntary migration of manpower and as a result of the loss of highly qualified workers and the position of the leader in the field of machine building. The evolution of the marketing complex depending on the influence of factors of the marketing environment is examined. The application of the marketing complex not only contributes to satisfaction of needs of potential organizations in the framework of target markets, but also allows maximizing the efficiency of industrial enterprises’ activity. Practical relevance of the research carried out in the article lies in the fact that using recommendations and directions of upgrading the marketing complex of industrial enterprise will ensure stabilization of its activity on the market due to the influence of regressive external factors.

scholarly journals Improving the Strategic Management of Investment Activities of Industrial Enterprises as a Factor for Sustainable Development in a Crisis

2019 ◽  
Vol 11 (23) ◽  
pp. 6667
Author(s):  
Vladimir Zhuravlyov ◽  
Tatyana Khudyakova ◽  
Natalia Varkova ◽  
Sergei Aliukov ◽  
Svetlana Shmidt
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Theory And Practice ◽  
Industrial Enterprise ◽  
Investment Policy ◽  
Management Model ◽  
Development Theory ◽  
Successful Implementation ◽  
Investment Strategies ◽  
Industrial Enterprises

This article discusses the problem of improving the strategic management of sustainable development in industrial enterprises in Russia. The shortcomings of the strategic management of industrial enterprises are due to the fall in the growth rates of the world and domestic economy, international sanctions, and the specifics of the development of socio-economic relations in the Russian Federation. The main problem of the research is related to the imperfection of the strategic management of the investment policy of the enterprise, which leads to a slowdown in the development of the company and a decrease in competitiveness. The main goal of the presented research is to develop proposals for improving the strategic management model for the development and implementation of investment strategies of an industrial enterprise. Based on the analysis of theoretical sources, gaps in research related to the topic and objectives of this work are highlighted. The methodological base of the research is determined, the basis of which are: system theory, systematic approach to managing a company’s sustainable development, theory and practice of modeling, strategic management, investment design. The improved model is proposed, which determines the interdependence of the strategic management of investment policy and the sustainable economic development of the company, presents the algorithm for managing the process of developing investment strategies in an industrial enterprise. This mechanism takes into account the main indicators of sustainable development of an industrial enterprise. There are proposals to improve the management model of insurance reserves of the company, reflecting the strategic aspects of investment activities necessary for the successful implementation of the course on sustainable development in an industrial company. The obtained results were tested by a number of Russian enterprises, which led to positive results of their activities, contributed to more sustainable development and strengthening of competitive positions.

scholarly journals The mechanism for increasing the efficiency of business processing of industrial enterprises on the basis of antocrossing

2018 ◽  
Vol 11 (1) ◽  
pp. 37-43
Author(s):  
H. G.W. Alkarawy
Keyword(s):  
Economic Activity ◽  
Business Processes ◽  
High Efficiency ◽  
Industrial Process ◽  
Industrial Enterprise ◽  
Competitive Advantages ◽  
Management Tools ◽  
Industrial Enterprises ◽  
Business Entities ◽  
The Impact

Studying the problems associated with dynamism and the volatility of the economic environment require the constant development of the enterprise is a complex and multifaceted phenomenon, marked by many unresolved problems. The choice of other business processes for outsourcing is an important problem, from the decision of which depends the efficiency of the development of industrial enterprises. They require constant development and improvement of the organization of the enterprise, development of new, progressive forms and management methods that can minimize and neutralize the impact of negative factors on the indicators of their development. Especially it concerns the industrial enterprises. The problems of low competitiveness of industrial enterprises, the limited resources necessary for their effective functioning, and the low level of human resources require changes in economic activity through effective management methods, high efficiency of business processes and increase the competitiveness of business entities, which should become the basis for the formation of a new model of economic activity of industrial enterprises on the basis of the constructed model for choosing the optimal outsourcing, providing to increase the efficiency of the industrial process of an industrial enterprise. The development of modern economy is based on the effectiveness of business processes, therefore research of business processes of industrial enterprises, are based on it, deserves special attention. Accelerating the pace of modernization, the speed of creating new knowledge and competition need not just the use of more advanced technical and technological solutions, but the introduction of management methods based on the model of choice of optimal outsourcing. Therefore, business processes in industrial enterprises are closely related to the introduction of new methods, technologies and management tools aimed at adapting business entities to the changing conditions of the external environment and the full realization of their production and potentials, and those that allow an industrial enterprise to obtain other competitive advantages.

scholarly journals ORGANIZATIONAL AND ECONOMIC PROVISION OF THE MOTIVATIONAL COMPONENT IN THE CONTEXT OF STRATEGIC MANAGEMENT OF ENTERPRISE SUSTAINABLE DEVELOPMENT

2021 ◽  
pp. 158-174
Author(s):  
Lilia SVOROBOVICH
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Current System ◽  
General Scheme ◽  
Industrial Enterprise ◽  
Enterprise Management ◽  
Industrial Enterprises ◽  
Economic Support ◽  
Effective System ◽  
Methodological Aspects

The article is devoted to the study of organizational and economic support of the motivational component of the divisions of the industrial enterprise in the context of strategic management of its sustainable development. Theoretical and methodological aspects of formation of the effective mechanism of material encouragement in the system of management of structural divisions of the industrial enterprise are investigated. The systems of material incentives in the organization are considered and analyzed. The shortcomings of the current system of material incentives for employees of industrial enterprises are formulated. Theoretical bases for construction of effective system of motivation of the personnel taking into account the real contribution of each production division and each separate employee of the enterprise in final results of activity of the organization are offered. The general scheme of distribution of the fund of additional salary at the industrial enterprise is reflected in the form of algorithm. The approach to distinguishing the criteria for determining the coefficient of labor contribution and the coefficient of labor participation is systematized. The optimal structure and approaches to the quantitative assessment of indicators that characterize the motivational efforts of employees and departments of the enterprise are formed. The main types and limits of material responsibility are considered and the basic conditions of involvement of employees in material responsibility are generalized. The significance of the system of internal material responsibility at the enterprise in the context of the motivational component is substantiated. The requirements to the elements of the motivational subsystem of the production enterprise in the aspect of strategic management of sustainable development are generalized. The recommendations and prospects of further research in the approaches to the construction of the motivational component of enterprise management as a basis for increasing the labor activity of employees for strategic management of sustainable development of the organization are formulated.

FEATURES OF FORMATION OF INCOME AND EXPENSES OF THE SOCIAL INSURANCE FUND IN MODERN CONDITIONS

2020 ◽  
Vol 4 (11) ◽  
pp. 73-78
Author(s):  
S. M. OSMANOVA ◽  
◽  
F. I. NINALALOVA ◽  
Keyword(s):  
Social Insurance ◽  
The State ◽  
Economic Conditions ◽  
Insurance Fund ◽  
Income Generation ◽  
Social Insurance Fund ◽  
The Social ◽  
Modern Economic ◽  
The Impact

The article analyzes the features of income generation and the direction of using the social insurance Fund's funds in modern economic conditions, identifies the main sources of income formation of the FSS budget, as well as the impact of the coronavirus pandemic on the state of the Fund's budget.

COMPETITIVE POTENTIAL FORMATION ON THE BACKGROUND OF STRATEGIC MANAGEMENT OF AGRICULTURAL ENTERPRISES

2019 ◽  
Vol 4 (4) ◽  
pp. 149-160
Author(s):  
Volodymyr PILIAVSKII
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Competitive Strategy ◽  
Production Management ◽  
External Environment ◽  
Industrial Enterprise ◽  
Strategic Analysis ◽  
Successful Implementation ◽  
Agricultural Enterprises ◽  
Industrial Enterprises

The article reveals the issues of system-forming elements of agro-industrial enterprises’ competitive potential and the choice of competitive strategy as a factor of strengthening and increasing its efficiency through strategic management. It is established that along with the use of exclusive qualitative and quantitative characteristics of resources, competitive advantages can also be created due to the properties of the internal and external environment, rare among competitors. Special attention is paid to such an advantage as competence. The external and internal factors of agro-industrial enterprise’s competitive potential, which cover its assortment, marketing, quality, production management and other policies, innovative development, highly qualified staff availability, access to quality raw materials, are defined. The article presents and justifies the block-scheme of the choice of the agro-industrial enterprise competitive strategy of potential development. It distinguishes two components: structural composition of production and positioning. The proposed methodological approach of such analysis and choice of competitive strategy allows the enterprise not only to form, but also to successfully implement a long-term advantage in a changing environment. The competitive strategy as a tool is linked to the successful implementation of strategic management. It is determined that strategic management should be carried out through an appropriate organizational and economic mechanism, aimed at shaping and strengthening the competitiveness of the agro-industrial enterprise. The proposed mechanism includes a strategic analysis of the operating environment. It establishes essential characteristics of the environment, each consisting of dedicated sub processes, as a basis for defining the mission and goals of the enterprise. It is stated that developing a business strategy is considered to be the core of strategic management, and functional strategies must ensure every management level. A special task of evaluation and control of strategy implementation has been developed. It is determined that adjustments to the results of strategic control should be done for both the implemented strategy and the goals of business entities. In general, the implementation of the organizational and economic mechanisms of strategic management determines certain rules and techniques for forming and strengthening the competitive potential of agricultural enterprises. Keywords: competitive potential, competitive strategy, strategic management, strategy choice, business strategy, functional strategies, strategic analysis, external environment, internal environment, agro-industrial enterprises.

ORGANIZATIONAL METHODS FOR ENSURING ECONOMIC SUSTAINABILITY OF MODERN INDUSTRIAL ENTERPRISES

2021 ◽  
Vol 3 (10) ◽  
pp. 6-18
Author(s):  
Artur D. Bobryshev ◽  
◽  
Alexander A. Pudov ◽  
Valery M. Tumin ◽  
◽  
...  
Keyword(s):  
Best Practice ◽  
Industrial Enterprise ◽  
Economic Conditions ◽  
Economic Sustainability ◽  
Sharp Change ◽  
Industrial Enterprises ◽  
Organization And Management ◽  
Correct Definition ◽  
The One ◽  
Definition Of

The methodological issues of ensuring the economic sustainability of enterprises, as one of the key goals of modern industrial business, have long been the focus of attention of scientists and researchers, not only because of their importance, but also because of some internal inconsistency that does not allow them to be considered finally resolved. On the one hand, sustainability presupposes stability, some conservatism in the development of the enterprise and this aspect of it requires the application of measures that prevent a sharp change in economic conditions. Attract the attention of researchers and have not yet received their final scientific, methodological and practical solution. It should be believed that the solution of this task, which is important for each industrial enterprise in a market economy, can be found in the case of: (a) the correct definition of business development directions in terms of its diversification and expansion (external dimension); b) determination of such economic conditions that can ensure an equilibrium state of the enterprise’s economy, characterized by a certain set of parameters of the activity of its main subsystems (internal measurement) and c) implementation of the algorithm of periodic controlled withdrawal of the enterprise from the state of stability for transition to a new level of development and stabilization of its socio-economic parameters in the intervals between such fluctuations. Therefore, the purpose of this article is to attempt to resolve this contradiction in terms of developing a set of solutions to create conditions for the progressive dynamics of industrial enterprises that do not impede, but complement, the installation to maintain stability within acceptable limits. For this, the scientific and methodological apparatus of business modeling, modern concepts of organization and management is involved, as well as innovations in the best practice of sustainable development of industrial enterprises are used. The result of the study is a tree of goals for ensuring the economic sustainability of a modern industrial enterprise, revealing the internal dimension of the problem under study and practical recommendations.

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