FORMATION OF A MECHANISM FOR THE STRATEGIC DEVELOPMENT OF INNOVATIVE PROCESSES AT ROAD TRANSPORT ENTERPRISES

2017 ◽  
Author(s):  
Oksana Shatilo ◽  
Keyword(s):  
Development Strategy ◽  
Modern Science ◽  
Development Program ◽  
Road Transport ◽  
Strategic Development ◽  
Strategy Of Development ◽  
Motor Transport ◽  
Close Relationship ◽  
Consumer Values ◽  
Definition Of

The purpose of this article is to define the interpretation of the concept of "mechanism" and its elements, which are interconnected and in interaction contribute to the development of the object. At the same time in modern science it is possible to allocate various directions to consideration of the mechanism. Three directions of the mechanism are analyzed: the first direction considers the mechanism as a control tool that affects the development of the object; the second direction considers the interaction of the subjects and is based on the principles and sequence of certain actions between them; the third approach defines the economic mechanism as a sequence of interconnected economic phenomena. It is determined that enterprises in the process of their activities use a combination of different mechanisms and directions, taking into account their complexity. The author's structuring and definition of its components are offered on the basis of the carried-out researches with allocation of two key contours: 1) a contour of innovative activity taking into account imperatives of strategy of development of the enterprise; 2) the core of the mechanism of development of innovation processes, which forms their close relationship with the contour of innovation, taking into account the imperatives of the development strategy of the enterprise and the variability of consumer values. It is determined that the main purpose of forming the mechanism of strategic development innovative processes of motor transport enterprises is to ensure the efficient use of all resources, tools and systems of interaction between departments, where the main elements of the mechanism of strategic development of innovative processes of motor transport enterprises can be considered methods and tools for implementing their innovative development program. The principles of effective functioning of the mechanism are formulated strategic development of innovative processes of motor transport enterprises. The structural and logical construction of strategic development of innovative processes of motor transport enterprises is offered taking into account the formulated principles and functions of management.

scholarly journals Mechanism of support of acceptance of a strategic choice of priorities of development of the enterprise based on the use of methods of analytics of multifactor information array

2019 ◽  
Vol 81 (3) ◽  
pp. 320-330
Author(s):  
S. P. Khrustaleva ◽  
O. O. Shendrikova ◽  
K. S. Krivyakin ◽  
M. S. Lutsenko
Keyword(s):  
Development Strategy ◽  
Business Processes ◽  
Resource Constraints ◽  
Development Program ◽  
Strategic Choice ◽  
Target System ◽  
Strategic Development ◽  
Development Goals ◽  
Definition Of ◽  
Strategic Perspective

The digitalization process of the modern economic system tightens the conditions for the functioning of enterprises. Domestic enterprises operate under severe restrictions on time, organizational and financial resources. Organizations are urgently faced with the need to increase the number of opportunities for developing key business processes in a strategic perspective. It is necessary to develop tools to support the adoption of a strategic choice of development priorities based on the use of analytic methods of a multifactorial information array aimed at creating an information data array that provides a single vector of strategic development of an enterprise (PJSC NII PM). The final informational array for determining the strategic development vector of the enterprise is primarily focused on the implementation of the strategy under resource constraints and target key performance indicators. In the course of consistent identification and formulation of the main goals through the definition of goals of a lower order, a hierarchical target system of development strategy is created. The phased digitalization of the domestic economy forms a tendency to increase the demand in the product markets for unique and technologically sophisticated products, which determines a significant number of possible directions for the strategic development of the enterprise. The recommended mechanism for supporting the adoption of a strategic choice of enterprise development priorities contains a number of measures aimed at achieving sustainable development. Formed array of priorities allows you to achieve the goals of forming the optimal integrated development strategy of the enterprise. Implementation of development directions is carried out through the formation and implementation of a development program that allows us to assess the required time intervals for achieving strategic development goals, sources of financial and resource support for the enterprise.

scholarly journals PECULIARITIES OF TOURISM IN KHMELNYTSKYI REGION

2017 ◽  
pp. 146-149
Author(s):  
O. Dolynska
Keyword(s):  
Development Strategy ◽  
Geographical Location ◽  
Tourism Development ◽  
Tourism Industry ◽  
Strategy Of Development ◽  
Regional Tourism ◽  
Regional Development Strategy ◽  
Tourism Resources ◽  
Tourism Policy ◽  
Definition Of

The article describes the development of the tourism industry on the use of tourism resources as the basis for the formation of the tourist product. The peculiarities of the formation of the tourism industry in Khmelnitsky region have been revealed. The definition of the concept of “tourism resources” has been offered. The list of nature monuments, historical and cultural monuments, and state reserves has been used. It is noted that historical-cultural and agricultural sights of the region are included in the State registry. The regional problems of tourism development and the reasons that hamper the development at the tourism industry have been analyzed. The implementation and realization of the program of tourism development in Khmelnytskyi region for 2013-2015 have been disclosed, it was developed in accordance with the requirements of the law of Ukraine “Of Tourism”, the regional development Strategy of Khmelnytsyi region for 2011-2020, the order of the Cabinet of Ministers of Ukraine “Of Approval of Strategy of Development of Tourism and Resorts”. Among other important factors restraining the development of the tourism industry relate to the marketing component of tourism policy, which should be called the underdevelopment of the information infrastructure of tourist business, which makes domestic and foreign tourists to quickly obtain useful information about tourist and recreational potential of Ukraine, book in advance and book travel services. The factors that constrain the development of the tourism industry have been shown. They relate to the marketing component of tourism policy and they are component of the development of the tourism industry in Khmelnytskyi region. The natural potential of the National Park “Podilski Tovtry” has been in details. Today, especially increase the importance of regional tourism policy, Khmelnytsky region is one of the perspective regions of tourism development our country. This is due to the favorable peculiarities of its geographical location, favorable climate, and rich natural resources, historical-cultural and tourist-recreational complex, which would satisfy the needs of the population in sanatorium-resort treatment, recreation and tourism.

scholarly journals Strategi Pengembangan Kewirausahaan Sosial PT Bina Swadaya Konsultan

2014 ◽  
Vol 9 (2) ◽  
pp. 170-178
Author(s):  
Ikhwan Safa'at ◽  
Rizal Syarief ◽  
Ani Suryani
Keyword(s):  
Development Strategy ◽  
Vertical Integration ◽  
Social Entrepreneurship ◽  
Market Development ◽  
Market Penetration ◽  
Strategy Of Development ◽  
External Conditions ◽  
Definition Of ◽  
Internal And External Factors ◽  
Second World

In the second World Entrepreneurship Forum in Lyon, France in 2009, Bina Swadaya stated definition of Social Entrepreneurship is social development with entrepreneurship solution. Developments that includes aspects of poverty alleviation, productive employment and social integration. PT Bina Swadaya Konsultan, a subsidiary of Bina Swadaya Organization with the spirit of entrepreneurship in an effort to sustain the community development process that can provide benefits for society and the life-cycle companies develop social entrepreneurship in accordance with its competence. .  The purpose of this study was (1) Identify the internal and external factors that influence the development of social entrepreneurship PT BSK, (2) Getting some alternatives strategy in the development of social entrepreneurship to the purpose of the development of social entrepreneurship, (3) Obtain the priority of social entrepreneurship development strategy in accordance with the company's internal and external conditions. Research methodology using IFE, EFE, IE Matrix, SWOT and QSPM. Priority strategy of development of social entrepreneurship PT BSK are (1) Restructuring and Market Penetration, (2) Focus, Product Development and Differensiation, (3) Market Development and Market Penetration, (4) Vertical Integration, (5) Product Improvement and Diversification.

Clinical assay development program.

2012 ◽  
Vol 30 (30_suppl) ◽  
pp. 98-98
Author(s):  
Barbara A. Conley ◽  
Margaret M. Cavenagh ◽  
JoyAnn Phillips Rohan ◽  
Tracy G. Lively ◽  
Chih-Jian Lih ◽  
...  
Keyword(s):  
Development Strategy ◽  
National Laboratory ◽  
Development Program ◽  
Assay Development ◽  
Clinical Use ◽  
Molecular Features ◽  
Clinical Assay ◽  
Continued Education ◽  
Definition Of ◽  
Intended Use

98 Background: Discoverers of predictive or prognostic molecular features often do not have the resources to analytically validate findings into a “locked down” assay. Methods: The Clinical Assay Development Program (CADP) was created to provide resources to transition promising markers/signatures into validated assays for use in clinical trials. The CADP is composed of the Clinical Assay Development Network of 8 contracted CLIA-accredited labs and research lab soon to be CLIA accredited (at Frederick National Laboratory for Clinical Research), and Tissue Resources. Applicants from industry, academia, and government are eligible to apply. Applicants must specify one intended clinical use, a prototype assay that performs in human tissues, and relevant prevalence information. Applicants must also describe the clinical need, the current state of the assay and future plans for assay development (such as use in clinical trial) and request the services required for analytical validation (e.g. platform migration, etc.). The applications are evaluated by outside experts. Recommended applications are reviewed internally to ensure availability of appropriate resources and consistency of the application with NCI strategic directions. The successful application is then overseen by a project management team: project manager, subject matter experts from NCI, expertise from contracted resources, and the assay submitter. Intellectual Property remains with the submitter. After validation, the specifics of assay performance and standard operating procedures are returned to the assay submitter. Results: Of 16 applications in year 1, 2 projects are near completion and 2 are beginning. Common problems of the applications were lack of definition of single intended use, specimen availability, and marker still in discovery. Several applicants have used the advice of the CADP team to improve development strategy. Conclusions: Continued education on assay development strategy, particularly intended use and clinical context, is necessary to encourage development of potential molecular assays from the research lab into clinical use. Creativity is needed in finding appropriate specimens. Initial results of CADP are promising; interest from potential applicants is increasing. http://cadp.cancer.gov .

scholarly journals Definition of the concept of «state-legal system» in the Russian scientific turnover (on the example of the US development during the Civil war)

2019 ◽  
Vol 2019 (2) ◽  
pp. 47-52
Author(s):  
Наталья Латыпова ◽  
Natalia Latypova
Keyword(s):  
Civil War ◽  
Legal System ◽  
Modern Science ◽  
The State ◽  
Russian Scientific ◽  
Depth Analysis ◽  
The Us ◽  
Close Relationship ◽  
History Of ◽  
Definition Of

The article is devoted to the analysis of the concept of state-legal system. The author argues the need for the introduction of this category in the domestic scientific circulation and the relevance of this problem for the modern science of the history of state and law. On the example of the U.S. development during the Civil war, the author demonstrates that the Union of two elements: the state and the legal system is due to their historically close relationship. The article argues that the introduction of the concept of «state-legal system» into scientific use will allow to describe the integral theoretical and legal phenomenon uniting in a broad sense the political and legal spheres of society. On the basis of the conducted in-depth analysis of the theoretical material the author proposes the author’s definition of the concept of the state-legal system.

scholarly journals STRATEGIC DEVELOPMENT MECHANISM OF THE FRANCHISING BRAND

2018 ◽  
pp. 249-257
Author(s):  
Yanina Lisun
Keyword(s):  
Development Strategy ◽  
Brand Management ◽  
Synthesis Method ◽  
Cognitive Structure ◽  
Comparison Method ◽  
Network Marketing ◽  
Strategic Development ◽  
Scientific Methods ◽  
Strategic Monitoring ◽  
Definition Of

Introduction. Globalization and integration processes refer to the subjects of network business towards the organisation and development of a general perception of common corporate goals and values, the creation and implementation of common network standards and technologies through the formation of a system of knowledge about the brand. The aim of the brand creation, which is the result of the interaction cooperation, is to form a circle of potential consumers of the company that have a similar cognitive structure, a system of knowledge, similar thinking, world perception and consciousness. The presence of these similar features in the company's network of business partners and customers can combine them into groups that have the only one system of values and high loyalty to the brand. That is why there is the scientific interest to develop a mechanism for the strategic development of the franchising brand. Purpose. The research aims to develop the theoretical and methodological aspects of the formation of strategies for the development of enterprises, which operate in the franchising market and use brand management technologies. Method (methodology). The methodological basis of the research is a set of scientific methods of systematic, dialectical and comparative analyses, which has provided a comprehensive study on the development of franchising in Ukraine. Such scientific methods as method of analysis, method of synthesis, method of scientific synthesis, method of comparison, method of grouping, and method of economic and statistical analysis have been used in the research of the theoretical approach to brand management, strategic management and definition of strategic characteristics of the franchising market in Ukraine. Results. The content and components of the brand have been studied. The features of brand management, determined by franchising activity, have been defined. Strategic monitoring of the franchising market has been conducted. Opportunities and threats, strengths and weaknesses have been identified. They form the basis for franchising brand development strategy. Segmentation of the market for franchises in the field of catering and trade has been carried out. It allows exploring the strategies of major players in the franchise market. The mechanism of strategic development of franchising brand with the use of the principles of interaction theory and the concept of network marketing has been worked out.

scholarly journals Innovative bases of research and analysis of strategic directions and prospects for development of domestic higher education institutions

2018 ◽  
Vol 28 (9) ◽  
pp. 35-39 ◽  
Author(s):  
M. I. Bublyk ◽  
L. V. Zhuk ◽  
N. I. Duliaba ◽  
N. Ya. Petryshyn ◽  
K. V. Drymalovska
Keyword(s):  
Higher Education ◽  
Higher Education Institutions ◽  
Strategic Development ◽  
Strategy Formation ◽  
Strategy Of Development ◽  
Development Scenarios ◽  
Strategic Orientations ◽  
Strategic Imperative ◽  
Definition Of ◽  
Internal And External Factors

The approaches to forming the strategy of higher education institutions development are investigated. The target approach is determined to be the priority. The sequence of forming of the strategy of higher education institutions development according to the target approach is formulated and described as follows: the definition of the purpose of the strategy; formation of a strategic imperative of development; study of the internal and external environment of the institution of higher education; identifying opportunities and obstacles for development; choice of development model; detailing (if necessary) strategies in separate functional strategies; formation of strategic maps for strategy implementation. Each stage of strategy formation is described. The strategic imperatives of the development of the higher education institutions are recommended to be further elaborated in line with strategic development, since they are the main priorities and long-term orientations. If the goal of the strategic development of higher education institutions can be descriptive, strategic imperatives should be described in detail, and justified in the form of specific strategic indicators, which level should be reached in the process of implementation of the strategy. The main strategic models of the development of higher education institutions are determined depending on their market position and strategic development scenarios on the basis of evaluation of internal and external factors. The generalization of the research of competitive positions of higher education institutions allows distinguishing such competitive positions as "leaders", "following the leaders", "middle peasants", and "outsiders". On the other hand, strategic development depends on the potential of enterprise development and its strategic orientations, which is reflected in the development scenarios. Moreover, they distinguish such strategic development scenarios as pessimistic, most likely and optimistic. The importance of the formation of strategic maps was determined. The formulation of information in the field of development in the form of strategic cards actually visualizes what indicator is necessary to "move" the institution of higher education in order to achieve the strategic goal and who is responsible for it. The strategy of development of the higher education institutions is to be implemented on the basis of developed strategic maps. А strategic map for the direction of development of "International Positioning" was proposed.

scholarly journals WAYS TO IMPROVE THE FINANCIAL SUPPORT OF THE AGRICULTURAL SECTOR IN THE CONDITIONS OF ECONOMIC TRANSFORMATION

2020 ◽  
pp. 133-141
Author(s):  
Volodymyr Matskiv
Keyword(s):  
Development Strategy ◽  
Financial Support ◽  
Agricultural Sector ◽  
Economic Transformation ◽  
Agricultural Commodity ◽  
Strategic Development ◽  
Strategy Of Development ◽  
Agricultural Enterprises ◽  
Documentary Analysis ◽  
Effective Use

Purpose. The aim of the article is the development of ways to improve the financial support of the agricultural sector in the conditions of economic transformation. Methodology of research. The study used a set of general and special research methods, in particular: historical and documentary analysis – to determine the conceptual basis of financial support of economic entities in the agricultural sector; graphical and tabular methods – to present the results of the analysis; methods of abstraction and generalization – to formulate conclusions and suggestions. Findings. The content of the financial support of the agricultural sector is generalized. The essence and the purpose of financial support are revealed. The expediency of developing a financial strategy for the development of the agricultural sector of Ukraine is substantiated and its components are identified. The main goals of investment policy in the agricultural sector to create optimal conditions for effective use of investment potential are established. The mechanism of the state support of agricultural commodity producers which has to combine various forms of maintenance is offered: direct (subsidy); indirect (preferential taxation); indirect (not directly related to agricultural production). Originality. A set of proposals for increasing the amount of funding for the agricultural sector of Ukraine for the use of strategic development reserves has been developed. The typology of financing schemes in accordance with the goals of economic entities in the agricultural sector is substantiated. The strategy of development of financial maintenance of agrarian sphere is offered. Practical value. The results of the study can be used by agricultural enterprises in the formation of effective policies for financing development activities in a changing competitive environment. Key words: financing, financial provision, financial resources, economic entities, agricultural enterprises, development strategy, agricultural sphere.

scholarly journals TRANSPORT SERVICES MARKET BENCHMARKING: UKRAINE – EU COMPARATIVE ANALYSIS

2020 ◽  
Vol 2020 (12) ◽  
pp. 3-20
Author(s):  
Vіktorіia YANOVSKA ◽  
◽  
Anna KYRYCHENKO ◽  
Keyword(s):  
Development Strategy ◽  
Methodological Approach ◽  
Road Transport ◽  
The European Union ◽  
Strategic Development ◽  
The Public ◽  
Transport Distance ◽  
Transport Services ◽  
Macroeconomic Indicators ◽  
Freight Market

In the crisis and post-crisis periods, in conditions of uncertainty and risk of new socio-economic normal, the problem of finding opportunities for economic growth and directions of strategic development of transport enterprises, in particular road transport, is especially relevant. The aim of the study is to provide an empirical, analytical and conceptual basis for the development strategy of road transport companies taking into account the modal features of freight transport in the European Union, as well as informing the scientific community and the public about quantitative and qualitative parameters of the European transport market, patterns of change in macroeconomic indicators. Achieving this goal requires an analysis of the general parameters of the EU freight market compared to similar indicators of the transport system of Ukraine. The study proposed and used a methodological approach that involves the use of relative and specific indicators (market share, network density, average transport distance), includes grouping (if necessary, two-iteration) of countries depending on the value of indicators and focuses on their comparison in Ukraine and EU countries. According to the results of benchmarking, a number of prognostic conclusions and substantiated assumptions about the prospects of further development of the freight market of Ukraine, which, taking into account the global socio-economic context, outline general trends and detail the directions of internal and external transformations of road transport enterprises. The proposed approach can become more meaningful through a combination of macroeconomic scenarios. Substantiation of probable scenarios and determination of directions of necessary changes will allow motor transport enterprises to realize economic potential more effectively, to make optimal use of competitive advantages, to increase cost, to become more flexible and at the same time more resilient in the conditions of new crises and risks.

scholarly journals Strategic approaches for income management of the enterprise

2020 ◽  
pp. 37-40
Author(s):  
Mariia PANCHENKO ◽  
Anna TRUBAIEVA
Keyword(s):  
Development Strategy ◽  
High Efficiency ◽  
Threshold Level ◽  
Management Approach ◽  
Financial Policy ◽  
Economic Science ◽  
Strategic Development ◽  
Leading Role ◽  
Income Development ◽  
Definition Of

Introduction. Development of market economy requires from Ukrainian enterprises a rational and economically sound approach to planning their activities, the definition of a strategy to increase the company's income, analysis and evaluation of the results obtained. One of the most important components of the company's financial policy strategy is to maximize income. The category of income is one of the most difficult in economic science. It remains one of the most controversial today, which requires its deepening and specification. Revenue plays a leading role in the financial mechanism of socio-economic development management. The purpose of the paper is consideration of strategic approaches to management of incomes of the enterprise and definition of importance of maintenance of high efficiency of a control system of incomes of the enterprises. Results. The basis of the strategic management of enterprise income is the development strategy of their development. The process of selecting the strategy of income development should be based on the previous development of specific strategic alternatives. The constant priority in setting goals of the industrial enterprise, which is strategically focused on sustainable competitiveness, is to achieve and maintain a certain acceptable threshold level of income, below which it should not be reduced. The income management approach has been formulated to focus the efforts of all participants on creating products of greater value at fixed or even lower costs. Conclusion. For increase of efficiency of activity of the enterprise and its strategic development in the future, there is a necessity for development of strategy of management of the enterprise directed on improvement of the mechanism of reception and use of incomes. It has been determined that the income of the enterprise is the most important category on which the enterprise will continue to function.

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