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1
Berdar, Marharyta, and Olha Yevtushevska. "INNOVATION ACTIVITY MANAGEMENT OF ENTERPRISES UNDER SELF-DEVELOPMENT." Baltic Journal of Economic Studies 6, no. 2 (May 15, 2020): 25–31. http://dx.doi.org/10.30525/2256-0742/2020-6-2-25-31.
Повний текст джерелаАнотація:
There are the research directions, determined as relevant, such as the issues of innovation activity management of enterprises, identifying the main causes of low innovation activity of domestic companies, improving the innovation activity management system of industrial institutions, which necessitates the formation of a scientific and methodological basis that can realize the ability to describe the process of innovation activity of the enterprises and mechanisms to manage them. These issues are also relevant because in the context of strengthening the course on European integration, the management of domestic enterprises is tasked with identification of the methodological and practical experience of innovative management of the EU countries as soon as possible and harmonization of their policies in accordance with its provisions. The subject of the study is complex research of management of innovative activity of enterprises under self-development. The purposes of the article are a study of the main directions of operation of innovative-active enterprise under self-development; analysis of key indicators of innovation activity of an enterprise; characteristic of the mechanism of innovation activity management of an enterprise in terms of self-development; definition of directions of policy of strengthening of innovation activity with the purpose of increase of efficiency of development of domestic enterprises. To achieve these purposes the following research methods are used: analysis and generalization of theoretical sources and scientific literature; abstract-logical method in the process of theoretical generalizations and formation of conclusions; prognostic and diagnostic; general scientific methods of analysis and synthesis. Results. The article describes the concept of innovation activity of the enterprise and details its main elements. The authors have also formulated the concept of innovative-active enterprise and presented the priority directions of its operation. The basic aspects of improvement of the innovation activity management system of the enterprise under self-development are considered. The key aspects of improving the management system are highlighted: analysis and evaluation of changes in the operation of the enterprise (evaluation of innovation activity); choice of direction of innovative development of the enterprise; development of strategy of innovative operation (definition of priority of directions, their correlation, development of scenarios); control of implementation of the enterprise development strategy. The process of improving the system of management of innovative activity of the enterprise under self-development is presented as a block diagram. The process is considered and the mechanism of innovation activity management is proposed. Practical implications. The article presents the process of managing innovation activity according to the degree of selfdevelopment of the enterprise. The proposed mechanism has practical orientation in forming a set of measures for strategic development of the enterprise. In general, the paper outlines the main tasks for improving the innovation activity management system, the solutions of which will improve the effective functioning of the enterprise.
2
KREMEN, Viktoriia, Olha KREMEN, and Alina KRAVCHENKO. "Theoretical principles of enterprise capital management." Economics. Finances. Law, no. 11 (November 20, 2020): 19–22. http://dx.doi.org/10.37634/efp.2020.11.4.
Повний текст джерелаАнотація:
The enterprise's capital is the basis of its activities, the basis for the formation of proper financial and property support of economic activity and the bedrock of financial autonomy, solvency, and stability. An important area of financial management in the enterprise is capital management, which includes essential areas such as selecting and prioritizing capital sources, ensuring consistency of capital cost with profitability, structuring and optimizing the composition and volume of capital. The paper is devoted to studying enterprise capital's economic essence and its management's theoretical foundations as a sufficient component of financial management and financial work in the enterprise. The paper presents the analysis of scientific and methodological approaches to interpreting the essence of the concept of «capital» and «enterprise capital». The paper substantiates that the enterprise's capital is a set of monetary, tangible and intangible assets, mobilized from various sources and involved in operational and investment processes to generate income and maximize the market value. The enterprise's capital as the main source of maximum profit, profitability, and financial stability requires effective management through the application of a system of principles and methods of development and implementation of management decisions related to its optimal formation and ensuring its effective use in various economic activities. The enterprise's capital management mechanism includes a system of regulation of financial activity of the enterprise, a system of external support of financial activity of the enterprise, a system of financial levers, a system of financial methods, and a system of financial instruments. The system of regulation of the enterprise's financial activity, in turn, includes the state regulatory legal regulation, market and internal mechanisms of regulation of financial activity of the enterprise in the part of capital management.
3
Kolomytseva, O. V., Т. І. Burceva, and І. V. Hanzhala. "Optimization of enterprise industrial activity project analysis." Scientific Messenger of LNU of Veterinary Medicine and Biotechnologies 20, no. 86 (February 26, 2018): 88–91. http://dx.doi.org/10.15421/nvlvet8617.
Повний текст джерелаАнотація:
The article emphasizes the importance of the enterprise activity production management, the importance of new approaches to the production problems, the need to select such forms and management methods that enhance the efficient functioning of the enterprise. The complex system of production management, its input, output and internal parameters and conditions, the principles, methods and functions of management are described. It was emphasized on the importance of using project analysis in production management to identify, compare and justify alternative management decisions. The main components of management are considered, those are the basis of production activity project analysis optimization. It is indicated that such components are: resources, time and quality. So, the main goal of the project analysis of the enterprise's production activity is the management of resource efficiency, time management and quality. It has been shown that resource efficiency management is the implementation of certain types of work, in particular analysis as a method of production activity research, organization of decisions implementation, enterprises planning and control. The importance of works scheduling, controlling their execution schedules, and adjusting possibilities are emphasized. Planning of quality, quality assurance, quality control take an important place in the project analysis of company production activities. That is, ensuring the best possible use of resources, scheduling and controlling work scheduling, planning and quality control is the key to effective management of production activities. The importance of the information technologies introduction in the process of enterprise management, development and implementation of modern software for solving a basic managerial tasks complex of the industrial enterprise system are emphasized.
4
Sharanov, Roman. "Enterprise Crisis Management Algorithm." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 6(39) (2021): 288–96. http://dx.doi.org/10.32515/2663-1636.2021.6(39).288-296.
Повний текст джерелаАнотація:
The article devotes to the study of the enterprise crisis management process. In recent years, a large number of enterprises in Ukraine have suffered losses. This result related to both the internal problems in the country and the emergence of a new coronavirus crisis. Thus, in the conditions of unstable development of both world and domestic economy, the formation of the crisis management system is important for enterprises. Thus, the enterprise crisis management algorithm offered, which takes into account the peculiarities of the activity of small, medium and large business entities. The algorithm consists of the following stages: diagnostics of the business entity (small, medium, large), determining the crisis and its causes, developing a strategy to eliminate the threat, developing crisis measures to eliminate the threat, implementation of selected measures and monitoring their implementation, identifying the reasons for the ineffectiveness of measures (in case of overcoming the crisis) and eliminating the threat. There is a significant difference in crisis management between different businesses at the diagnostic stage. For small businesses, the diagnosis consists of assessing revenue, profitability, working capital. Diagnosis of medium-sized enterprises should be comprehensive and cover all areas of enterprise activity. Diagnosis of large enterprises consists of both comprehensive diagnostics and models for assessing the level of bankruptcy. Crisis management strategies and measures for small, medium and large businesses are common; however, the choice should take into account the possibility of their implementation in a particular enterprise. Depending on the stage of the crisis, the recommended strategies and crisis management measures. In consequence of the proposed algorithm, the company will be able to timely identify and overcome threats, and ensure continuous monitoring of its activities. It was indicated the practical significance of the above algorithm, which consists in early detection and consistent overcoming of problems in the activity of domestic enterprises in an unstable economic environment.
5
Balanovska, Т. I., and V. V. Voskolupov. "Marketing management in the activity of agricultural enterprises." Bioeconomics and Agrarian Business 11, no. 1 (May 29, 2020): 5–15. http://dx.doi.org/10.31548/bioeconomy2020.01.005.
Повний текст джерелаАнотація:
The article studies the role of marketing management in the activity of agricultural enterprises. The agricultural sector is one of the key sectors of the Ukrainian economy, the core component of which is agricultural production. The findings of the article show the fact that a significant number of agricultural enterprises are unprofitable, with their share in the total number of enterprises accounting for 13.3%. Their performance largely depends on the impact of the extremely complex, dynamic and uncertain environment. The article suggests that only the businesses possessing the ability of adequate adjustment to the environment with taking precautions against negative effects timely and using opportunities the fullest ensure their competitiveness and profitability of their activity in the long run. The article determines marketing management tools to be relevant for ensuring successful operation of agricultural enterprises under modern conditions, for there is a need to find new approaches to managing enterprise activities. The article reveals the essence of marketing management; offers the interpretations of the concepts of "marketing management" and "management of marketing" given by the Ukrainian scientists and foreign researchers; and studies the difference between them. The article suggests that marketing management is a broader concept than management of marketing due to the fact that it is management of all general and individual functions of enterprise, as well as all divisions of enterprise on the basis of marketing. Marketing management considers marketing and management inseparably - they also mutually penetrate and complement each other. The main goal of marketing management is to increase profitability of enterprise by achieving maximum customer satisfaction. Based on the generalization of different views of scientists, the main stages of a marketing management process at agricultural enterprise are identified and characterized, including analysis of internal and external environment, selection of target market segments, marketing strategy formation, marketing complex development, organizational structure construction, marketing management program formation and marketing management control and analysis. The process of marketing management at agricultural enterprise contains a number of specific procedures aimed at research and formation of the demand of target consumers and comprehensive satisfaction of their needs. The findings of the research prove that the use of marketing management tools will help ensure the market orientation of agricultural enterprise, which provides a focus on success, timely adaptation to the environment, gaining a leading position in the market, providing competitive advantage.
6
Matukova, Hanna, Valentyna Khrapkina, Natalia Bahashova, Daria Matukova-Yaryha, and Alla Levitskaia. "Eco-Controlling: Prospects for the Environmental Policy in Enterprise Management." SHS Web of Conferences 100 (2021): 05011. http://dx.doi.org/10.1051/shsconf/202110005011.
Повний текст джерелаАнотація:
The research defines eco-controlling as a new trend of the enterprise environmental policy in the field of environmental protection, its place in the enterprise control system under conditions of permanent changes of the economic environment and environmental challenges. There are outlined tasks of eco-controlling that covers a wide variety of issues associated with ensuring the enterprise’s effective activity in the long run considering requirements of environmental protection. The authors substantiate efficiency of introducing eco-controlling as a set of tasks of planning, accounting, controlling, analyzing and auditing environmental aspects of industrial enterprises’ activity.
7
Heorhiadi, N. H., N. O. Shpak, and L. Y. Vankovych. "REFLEXIVE MANAGEMENT OF THE DIFFUSION OF ENTERPRISE INNOVATIONAL ACTIVITY RESULTS." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 8–15. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-8-15.
Повний текст джерела
8
Gavrilenko, A. V. "Mechanisms of formation and implementation of operational strategies in the agricultural enterprises activities." Actual problems of innovative economy, no. 2 (2019): 43–48. http://dx.doi.org/10.36887/2524-0455-2019-2-7.
Повний текст джерелаАнотація:
Introduction. The volatility of the market environment requires agrarian enterprises to change existing ap-proaches to management. Increasing the competitiveness of such enterprises is possible through the development and implementation of appropriate strategies. Particular attention should be paid to marketing activities. The enterprise's operational strategy must be based on an effective production plan. The purpose of the article is to create mechanisms for generating and implementing operational strategies of ag-ricultural enterprises. Results. The importance of a comprehensive approach to the production plan formation of agrarian enterprise is substantiated in unstable economic conditions. There is no correlation between the strategic approaches evaluation and mathematical methods. Approaches to production planning in the process of agrarian enterprise activity are generalized. The objective functions of linear and nonlinear mathematical programming for operational management evaluation are determined. The importance of competitive strategy of agrarian enterprise for maintaining its position in the market has been noted. The factors of a competitive strategy formation of agrarian enterprise are given. The algorithm of strategies modeling of agrarian organization operational activity is developed. The stages of the strategic management system of agrarian enterprise operational activity have been presented and characterized. Alternatives to the production program optimization are offered. The methods of production planning in different market structures are systematized. Conclusions. The proposed algorithm design strategies for agrarian enterprise operational activity facilitate reasonable choice of strategy considering market conditions. Taking into account the specifics of consumer demand for-mation and factors of competitive reaction in the market will allow to determine the optimal ratio of prices and volumes of products. This will help coordinate local plans and optimize revenue. Keywords: operating strategy, strategic management, agrarian enterprise, economic activity, results of activity, production plan, marketing activity.
9
Bielienkova, O. Yu. "Аlgorithm of diversification management of the enterprise activity". Ways to Improve Construction Efficiency 2, № 47 (29 січня 2021): 132–44. http://dx.doi.org/10.32347/2707-501x.2021.47(2).132-144.
Повний текст джерелаАнотація:
The algorithm of management of diversification of the enterprise which is based on unity of three main spheres of activity, namely: operational, investment and financial is offered. This combination allows to take into account the comprehensive support of diversification programs and eliminate imbalances and imbalances in the development of enterprises that may arise during the diversification of production. The analysis and generalization of theoretical preconditions of formation of programs of diversification is carried out, the review of sources in the field of management of production programs at the enterprise level, diversification of production, balanced development is carried out.
The research methods are comparative analysis and synthesis, reproductive method, modeling.
As an indicator of the feasibility of diversification used the excess of future return on capital of the enterprise over its value. A diversification program should be adopted when such a ratio is the maximum of the alternatives for a given development option, and should be rejected if it is not supported in different diversification options.
It is revealed that diversification of production activity is one of the ways of development, which affects the investment, financial, operational spheres, leading to sustainable qualitative and quantitative changes of the enterprise. This method of development, acting as a way to reduce risks, helps to increase the financial stability of the enterprise, and hence increase its potential. The created algorithm allows to carry out management of diversification of activity of the enterprise taking into account such important components as cost of the capital and its profitability.
The use of the proposed algorithm article is only one of the ways to manage diversification, which should be combined with budgeting, economic and mathematical modeling, methods of expert evaluation, the creation of simulation models and more. Today there is a need to develop indicators of the effectiveness of diversification programs, assess the feasibility of their implementation and develop models that take into account the peculiarities of the functioning of enterprises in different sectors of the economy.
10
Klius, Yuliia, Liubov Kotova, Yuliia Ivchuk, and Oleh Skupinskyi. "Adherence to Legal Culture as a Component of the Regional Industrial Enterprises’ Corporate Innovation Management while Ensuring their Sustainable Development." European Journal of Sustainable Development 9, no. 2 (June 1, 2020): 431–40. http://dx.doi.org/10.14207/ejsd.2020.v9n2p431.
Повний текст джерелаАнотація:
The article is to determine the role of the compliance culture as a part of the regional industrial enterprises’ corporate innovation management while ensuring their sustainable development. Any enterprise, operating in a market economy, aims to maximize profits as its main internal goal. Effective innovative development is an objective necessity for sustainable economic growth. The main goal of the innovative activity of enterprises or organizations can be designated as obtaining a certain number of innovations in the form of new products, technologies, raw materials, methods of organization and management with certain features. The formation of new and efficient innovation management systems by means of straight-line management is of great importance for industrial enterprise’s effective development management. The creation of new and efficient systems of management of innovation activity to direct it into an effective path is greatly important for effective development management of the industrial enterprise. Therefore, the innovation management corporate system creation and the study of its role in the effective development of the enterprise is extremely relevant. Keywords: legal culture, innovative activities, industrial enterprises, sustainable development
11
Sirotinska, Alla, and Oleksan Sirotinsky. "INFORMATION TECHNOLOGIES IN ENTERPRISE MANAGEMENT." International Journal of New Economics and Social Sciences 6, no. 2 (December 22, 2017): 66–77. http://dx.doi.org/10.5604/01.3001.0010.7624.
Повний текст джерелаАнотація:
The development tendencies of the information services market and electronic data interchange between enterprisesin Ukraine are studied. Functioning features of electronic data interchange systems and information systems of the enterprises are considered. The stages of work when choosing an information system for an enterprise and its introductionare proposed. The role of analytical accounting of economic activity in enterprise management is disclosed. The main prospects for the development of information technologies in enterprise managementare determined.
12
Kashchena, N. "Theories of Economic Fluctuations and their Influence on the Formation of the Modern Paradigm of Economic Activity of Enterprises." Economic Herald of the Donbas, no. 4 (62) (2020): 5–8. http://dx.doi.org/10.12958/1817-3772-2020-4(62)-5-8.
Повний текст джерелаАнотація:
The article is devoted to the substantiation of the influence of the theory of economic fluctuations on the economic activity of enterprises. The influence of economic fluctuations at the macrolevel of the economy on economic activity at the microlevel of business entities is noted. A systematic approach to determining the economic activity of the enterprise as a phenomenon with a complex internal structure is analyzed in detail. Peculiarities of determining the effect of systematization in the interaction of components of business activity of the enterprise are analyzed: economic, managerial, financial, innovative, investment, marketing, labor, production. Attention is focused on the main goal in the management of the business activity of the enterprise as the formation of all types of activity at the exit from the system – it can be achieved by purposefully ensuring the activity of the enterprise both at the entrance to the system and in the process of transformation. The phases of formation of economic activity of the enterprise according to the theory of economic fluctuations are separated: formation; growth; maximum value; reduction. It is proved that at each phase of the business cycle the economic behavior of the enterprise changes. The urgency of measures to assess economic activity in the system of assessing the overall business activity of economic entities has been stated. The internal and external factors influencing the change of economic activity of the enterprise are defined. The importance of assessing the activity of the enterprise in the management system of economic activity as a system of "entrance-exit" of the relevant indicators is considered. The formation of control and managed subsystems in the mechanism of management of economic activity of enterprises in market conditions is analyzed. The main result of the study is the development of a management system of economic activity as a component of business activity of enterprises. Effective recommendations to ensure a high level of economic activity of enterprises in an unstable market environment are provided.
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Panchenko, Vladimir, and Alexander Chernenko. "Organizational Aspects of Tourist Activity Management." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 6(39) (2021): 230–38. http://dx.doi.org/10.32515/2663-1636.2021.6(39).230-238.
Повний текст джерелаАнотація:
The article considers the features of organizational aspects of tourism management. The results of the survey of managers of tour operators are presented, on the basis of which the factors of external and internal environments of the organization are selected and classified. The purpose of the article is to clarify the essence of the function of tourism management "organization of tourism activities", as well as to identify and characterize the factors of the organizational environment of tourism enterprises. It is revealed that the tourist enterprise in the management activity, focuses on the factors of the internal environment (micro-level: goals and objectives; staff of the tourist enterprise; service technology; organizational structure; finance) and environmental factors (meso-level: competitors in the tourist services market).; controlling government agencies; public organizations and associations; clients; business partners. ; ecology and recreational resources; fashion, modern trends). The external environment provides tour operators with information on the dynamics of the market of tourist services, the conditions of legislative and economic regulation, the state of the environment, the existing transport infrastructure and more. The internal environment provides tour operators with information on: available staff; technologies for providing tourist and health services; management structures of the tourist enterprise; financial resources, all this helps to define goals and develop an effective strategy for tourism business.
14
Polishchuk, Iryna, Юрій Довгань, Olha Hromova, Larysa Dovhan, and Inna Hnydiuk. "TOOLS FOR MARKETING MANAGEMENT OF THE INNOVATION AND INVESTMENT ACTIVITY." Financial and credit activity problems of theory and practice 2, no. 43 (April 29, 2022): 228–37. http://dx.doi.org/10.55643/fcaptp.2.43.2022.3654.
Повний текст джерелаАнотація:
The paper examines the processes of managing innovation and investment activity of enterprises with the complex use of marketing management tools. It is clarified that modern competitive challenges force enterprises to strengthen innovation and investment activity, which is no longer considered as one of the possible goals, but as a critical and vital condition for the enterprise operation. Theoretical provisions and conceptual-and-categorical apparatus of the research of marketing management tools for the marketing management of innovation and investment activity of enterprises are generalized. It is established that innovation and investment activity of the enterprise can be defined as the processes of directing and regulating relations aimed to create and implement innovations and investments into the objects of business and other types of activities in order to make a profit or get some other effects. The necessity of reorientation of traditional management of innovation and investment activity as management built on the principles of marketing and comprehensive application of its tools is substantiated. It is proposed to divide the tools of marketing management of innovation and investment activity into two groups, in particular tools of marketing management and tools used for its implementation. Marketing tools for managing the innovation and investment activity of enterprises include marketing research and marketing information system, while marketing tools for the implementation of management include marketing product, price, distribution and communication policies of the enterprise. Possible levels of marketing management of innovation and investment activity of enterprises based on marketing approaches and the use of marketing management tools are identified due to the application of Harrington’s desirability function. It is substantiated that the priorities in the management of innovation and investment activity of the enterprise should involve interpretation of consumer demands, direct response and feedback of innovations and related investments with the opportunities, needs and values of consumers, demand development, diffusion of innovations and long-term orientation through the use of appropriate marketing management tools.
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Zhang, Chengran. "The Application of Public Relations in Modern Enterprise Management." Frontiers in Business, Economics and Management 3, no. 1 (January 13, 2022): 9–12. http://dx.doi.org/10.54097/fbem.v3i1.222.
Повний текст джерелаАнотація:
With the development of global economy and society, public relations, as a new management discipline, is more and more applied to enterprise management. At the same time, the definition of public relations in the development process has always been different, each definition explains the characteristics of public relations from different aspects. Therefore, it is particularly important to discuss the role of public relations in enterprise management. Combined with the actual case analysis, public relations in enterprise management can not only build a good image for enterprises, can help enterprises deal with the crisis through difficulties, but also can coordinate the relationship between enterprises and the public.with the development and progress of modern enterprises, public relations is no longer an activity mode of external publicity, but an indispensable management mode in the process of continuous development of enterprises. The scientific management of public relations can not only create a successful brand for the enterprise, but also pave the way for the scientific management within the enterprise, and reasonably regulate the relationship between the enterprise and the outside society, as well as the relationship between the enterprise employees. This paper discusses the application of public relations in enterprise management.
16
Brych, Vasyl, and Nataliia Halysh. "Resource approach to strategic management of tourism enterprises." INNOVATIVE ECONOMY, no. 1-2 (2020): 125–32. http://dx.doi.org/10.37332/2309-1533.2020.1-2.18.
Повний текст джерелаАнотація:
Purpose. The aim of the article is substantiation of theoretical bases of the resource approach to strategic management of tourism enterprises in the Ternopil region according to the need for their sustainable development in the conditions of activation of the tourist services market. Methodology of research. The theoretical and methodological bases of the research are the findings of domestic and foreign scientists on the strategic development of tourism enterprises. In the course of the research, the methods of analysis are used (to identify key parameters of the basic enterprise strategies), synthesis (to generalize the concept of resource strategies of tourism enterprises), SWOT analysis (to identify strengths and weaknesses, opportunities and threats in the strategic activity of the tourist company “Land of recreation”). Findings. The essence of the category “resource strategies” is substantiated, their key parameters are characterized. The basic directions of development of tourist potential of Ternopil region are highlighted, and therefore – strategic vectors for competitive activity of tourist enterprises. The factors of opportunities and threats in the development of the tourist enterprise “Land of recreation” are grouped on the basis of analysis, therefore created possibilities to make proposals on the directions of its activity. Originality. The theoretical foundations of the resource approach to the strategic management of tourism enterprises related to the adherence to the conceptual principles of sustainable development as a global strategy for modern development are substantiated. In particular, it is proved that the use of a resource approach can significantly affect the efficiency of the tourism enterprise in a competitive environment. Practical value. According to the results of the SWOT-analysis, the strengths and weaknesses, opportunities and threats of the tourist enterprise “Land of recreation” are identified. Matrixes of opportunities and threats for the given enterprise were constructed. As a result it was possible to differentiate the degree of influence on the activity of a tourist enterprise depending on the probability assessment of their realization in drawing up plans for strategic development. Key words: strategic management; strategic planning; sustainable development; resource-oriented approach; resource strategies; tourism enterprise; tourist product; tourist services market.
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Gussenov, B. "GLOBALIZATION AS A FACTOR OF IMPROVING KAZAKHSTAN'S FOREIGN ECONOMIC ACTIVITY." Statistika, učet i audit 83, no. 4 (December 9, 2021): 44–51. http://dx.doi.org/10.51579/1563-2415.2021-4.06.
Повний текст джерелаАнотація:
Currently, the importance of foreign economic activity for the enterprise cannot be underestimated. Kazakhstani enterprises cannot consider the foreign market only as another sales market, because there are qualitative differences in the development and condition of domestic and foreign markets, characteristic of all developing countries. When the domestic market lags behind in its development (including the level of products) and infrastructure from foreign markets, foreign economic activity can have the greatest impact on the growth and development of the enterprise. For effective foreign economic activity, an enterprise must have high levels of management, knowledge and competencies of personnel, the quality of resources used, etc. Moreover, it becomes possible and necessary to manage the level of these characteristics, and, consequently, the efficiency of foreign economic activity and the efficiency of the enterprise's development through the choice of the host country. Thus, foreign economic activity occupies a special place in the production and economic activity of any enterprise.
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Shyshkovskyi, S. V. "Key Factors Influencing the Management of the Enterprise’s Development." Business Inform 10, no. 525 (2021): 357–62. http://dx.doi.org/10.32983/2222-4459-2021-10-357-362.
Повний текст джерелаАнотація:
The gradual demise of the command-administrative management system determines the relevance of the study of the peculiarities of the development of the methodological basis for managing the development of industrial enterprises in terms of modern management. The article highlights the features of managing the development of industrial enterprises in the context of globalization, as the adoption of the methodology of sustainable development, which is based on the principles of socially responsible activities of enterprises; increasing the weight of management of changes and constraints in the overall management system of enterprise development; increasing the role of informal tools in building a methodology for evaluating directions, as well as methods of strategic forecasting and planning of enterprise development; abandonment of management decisions in the short term in favor of long-term strategic decisions; decentralization of enterprise management and dissemination of collective decision-making methods; improving marketing management as one of the decisive factors in increasing the competitiveness of enterprises, their investment attractiveness. The interpretation of the enterprise’s evolvement as a process of acquiring new qualitative, quantitative or structural properties of the socio-economic system, which involves a change in the parameters of its state and the acquisition of equilibrium, is elaborated. The system is transformed through the growth, activation or structuring of the constituent elements. The author considers relationship between the concepts of «innovation» and «development» as complex categories that need to be clearly delineated and closer defined. The factors limiting the ability of enterprises to increase production include: prices for the raw and expendable materials, cost of energy, tax pressure, lack of working capital, insufficient effective demand of domestic consumers, high competition in the commodity market. The key internal factors that affect the development of the enterprise are its existing potential, functional activity of the organization and the effectiveness of enterprise development. Innovation remains an important sign of development – necessary, but insufficient for its implementation. The key factors influencing the management of enterprise development include the mission, vision, values and policies, plan and program of enterprise development.
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Moshkovska, Olena. "Methodical bases of introduction of strategic management accounting in activity of dairy processing enterprises." Economic discourse, no. 2 (June 2019): 93–103. http://dx.doi.org/10.36742/2410-0919-2019-2-9.
Повний текст джерелаАнотація:
Introduction. The difficult current situation on the dairy market determines the relevance of the strategic vision of the development prospects of both the industry as a whole and of each individual enterprise in the enterprise management system. Business executives look for tools to develop a strategy based on real, objective information that comprehensively characterizes both the internal and external contours of the dairy enterprise recognizing the importance of defining a development strategy. These searches prove that traditional methods of management and economic analysis do not allow to gather all the necessary information, to identify the cause and effect relationship between the economic problems that arise at the enterprise and the strategic management decisions that result from them. It is possible to solve this problem by using strategic management accounting. Thus, the article defines the methodological bases for the implementation of strategic management accounting in the activities of dairy enterprises. Methods. Both general scientific (analysis, generalization, classification) and special methods of research (decomposition, algorithmization, graphic modeling) are used in the course of work on the articles. Results. The author of the article identified the stages of implementation of strategic management accounting, proposed a model of functioning of strategic management accounting at the dairy enterprise. Discussion. The implementation of the proposed recommendations allows to plan the activities and analyze the risks of implementing the enterprise strategy and on this basis to make management decisions on its optimization. The materials of this article provide an opportunity to determine the prospects for further research, which is to develop proposals for evaluating the effectiveness of implementing strategic management accounting in the activities of dairy enterprises of Ukraine. Keywords: strategic management accounting, dairy enterprises, implementation, stages, model, functioning.
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Potrashkova, Lyudmyla. "Concept of model support for corporate social performance planning." Economic Analysis, no. 29(4) (2019): 51–57. http://dx.doi.org/10.35774/econa2019.04.051.
Повний текст джерелаАнотація:
Introduction. When planning socially responsible activities, the management of the company faces a problem. The impact of such activities on the resource system and the potential of the enterprise is ambiguous and difficult to assess. On the one hand, socially responsible activities have a positive effect on the image of the enterprise, but on the other hand, they require additional expenditures of the enterprise's resources (since these measures are in essence aimed at ensuring an increased level of satisfaction of the interests of a wide range of stakeholders). This fact complicates the planning of socially responsible activities of the enterprise. As a consequence, enterprise management needs tools in the form of economic and mathematical models that would allow: to evaluate the impact of socially responsible activities on different types of enterprise resources and on its potential as a whole; to make decisions on planning of socially responsible activity of the enterprise on the basis of consideration of the task of reproduction of potential of the enterprise. Purpose. The purpose of this study is to develop a concept for building model support for the planning of socially responsible enterprise activity, taking into account the impact of such activity on the enterprise's potential. Results. To achieve this goal in the work on the basis of the analysis of the theory and practice of corporate social responsibility, formulated the concept that formulate requirements for model support for planning socially responsible activities of the enterprise. According to this concept, the planning of socially responsible activities should be based on an assessment of the enterprise's potential and its dynamics. In order to obtain a more accurate assessment of the impact of socially responsible enterprise activity on different types of resources and enterprise potential, model support for planning processes should include patterns of enterprise stakeholder behavior, taking into account the stakeholder social responsibility factor and the dynamics of the characteristics of their relations with the enterprise. Conclusions. The proposed developments are aimed at enhancing the validity of planning of socially responsible activities of enterprises.
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Tahwin, Muhammad, Maslichan Maslichan, and Wulan Suryandani. "MODEL MANAJEMEN USAHA DALAM UPAYA PENINGKATAN DAYA SAING INDUSTRI BATIK TULIS LASEM KABUPATEN REMBANG." Fokus Ekonomi : Jurnal Ilmiah Ekonomi 14, no. 2 (December 8, 2019): 214–25. http://dx.doi.org/10.34152/fe.14.2.214-225.
Повний текст джерелаАнотація:
Management ability should be the activity that supports small and medium enterprises to be more effective and efficient in carrying out the enterprise in order to have high competitiveness. The problem occurred is there are many small and medium enterprises have poor management. The same problem also faced by Batik Tulis lasem industry, so the competitiveness of Batik Tulis Lasem industry is not optimal. This research aim is to obtain the proper enterprise management model as the effort to improve Batik Tulis Lasem competitiveness. Data analysis used is qualitative approach and SWOT analysis. The research result is the enterprise management model developed consists of production management, human resources management, marketing management and financing management. In implementing this enterprise management model is also developed criterion of enterprise performance measurement. The enterprise subjects have to carry out SWOT analysis for their enterprises, so the enterprises conditions and the competitor position this time can be identified.
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Bystryakov, Igor, and Dmitry Klynovyi. "PROJECTIVE ACTIVITY APPROACH TO SPATAL MANAGEMENT OF NATURAL RESOURCE ASSETS." Environmental Economics and Sustainable Development, no. 3-4(22-23) (2018): 63–70. http://dx.doi.org/10.37100/2616-7689/2018/3-4(22-23)/8.
Повний текст джерелаАнотація:
The aim of the article is determination of system signs of the projective approach to the spatial management of natural resource assets in business-ecosystems through a competition and collaboration of management entities, with maximization of public welfare due to optimal organization of business processes in physical, informative and financial spaces. It is exposed a difference between projective-activity and economic-activity approaches as the displacement of administrative attention from an enterprise on a product, through realization of investment projects by totality of productive and logistic enterprises with creation its shared value, that exceeds individual value, created by a separate enterprise.
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Botvina, Natalia. "PLANNING AND FINANCIAL MANAGEMENT ON ENTERPRISES OF MOTOR INDUSTRY." Economic Analysis, no. 27(1) (2017): 101–6. http://dx.doi.org/10.35774/econa2017.01.101.
Повний текст джерелаАнотація:
Financial aspect of planning is analysed as the main part system of the general planning of the activity of an enterprise. The environmental instability and the uncertainty of economic conditions influence the activity of the enterprise because the effectiveness of the activity of the company largely depends on the state of financial planning at the enterprise. The higher level of uncertainty the more important becomes planning. Its correctness and accuracy of the forecast influence the success or failure of business activity. Financial planning as a key part of the whole planning process makes it possible to implement the strategic plans of the company through the development of specific action plans for the planning period. It allows calculating the efficiency of available resources, economic and financial results. The article analyses the current system of financial planning and management in domestic enterprises automotive industry on the example of group of enterprises of Corporation "UkrAVTO". It is proposed a procedure for the preparation and adoption of the budget. The principles and criteria for the development and use of financial planning by the companies are determined. The financial planning, as a key link of all process of planning, does it possible to incarnate strategic intentions of enterprise through development of concrete plans of operating in a plan period. Their tasks are as the following ones: to expect efficiency of present resources, to calculate the eventual economic and financial results. The systems of planning and financial management of enterprises will allow realizing the mechanism of management charges. It will promote manageability of enterprises of automobile industry. It will also create pre-conditions for charges control ensuring on the enterprise, optimize the flows of payment means, and predict the financial results and financial and economic state of corporation.
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Vasilyeva, Т., S. Lyeonov, N. Antoniuk, and O. Tverezovska. "ENTERPRISE`S ACTIVITIES MONITORING IN STRATEGIC MANAGEMENT." Vìsnik Sumsʹkogo deržavnogo unìversitetu, no. 2 (2019): 127–31. http://dx.doi.org/10.21272/1817-9215.2019.2-17.
Повний текст джерелаАнотація:
The article deals with the questions of formation of monitoring key indicators of enterprise financial and economic activity mechanism. Emphasized that the provision of adequate conditions for sustainable development and preservation of financial stability of domestic enterprises in today's economic realities require continuous monitoring of the main indicators of their activity, including the estimation of the financial condition of the company and its investment attractiveness. Analyzed one of the major domestic problems of the Ukrainian economy as the underfunding of the real sector of the economy is the result of the processes of financialization and globalization of world capital. It is proved that for today there is a necessity of formation of the mechanism of monitoring of key indicators of financial and economic activities of enterprises, the results of which can be applied for development of strategy of development of separate entity. The results of the analysis of the dynamics of direct investments into the economy of Sumy region showed a general decrease in volume and a minor volume of investments in the industry compared to other industries. The results of the study identified the key 2 indicator - investment attractiveness of the enterprise and the dynamics of added value and establishing acceptable for a specific enterprise corridor variations AV. Monitoring of such deviations in the dynamics will allow us to have adequate information to identify trends for future development of the enterprise. The article presents the method of calculation of added value based on the financial statements, which is one of the key indicators in predicting trends in the development of the enterprise. Keywords: monitoring, strategic development, financial and economic activity of the enterprise, investment attractiveness, value added, labor productivity, financial status, managerial decisions, forecasting of enterprise development.
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Wasilewska, Natalia, and Nadiia Davydenko. "FINANCIAL MANAGEMENT MODELING FOR ENTERPRISES." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 19(68) (July 1, 2018): 272–85. http://dx.doi.org/10.22630/pefim.2018.19.68.23.
Повний текст джерелаАнотація:
The purpose of the study was to model the financial management processes of enterprises to ensure the qualitative and complete forecasting of enterprise development. The analysis of the strategic matrix of interconnections through the use of power, logarithmic and polynomial trends during the determination of the tightness of the connection between the financial resources’ volumes and the coefficients of liquidity and financial sustainability at the enterprise was carried out. It is established that effective organization of scenario activity as an element of strategic planning is one of the main factors that will allow improving the system of financial management at the enterprise.
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Mishchuk, Ievgeniia, Olena Zinchenko, and Maryna Adamenko. "Sustainable competitive innovative development and economic security of enterprises under unstable conditions: mutual dependency and influence." E3S Web of Conferences 166 (2020): 13017. http://dx.doi.org/10.1051/e3sconf/202016613017.
Повний текст джерелаАнотація:
The paper reveals interrelations between the concepts “economic security”, “economic sustainability”, “development” and “competitiveness” of an enterprise. Based on their consideration, the paper enhances theoretical and methodological principles of establishing competitive innovation development and economic security of an enterprise. Unlike the existing ones, these principles provide for not only alternativeness but also equal significance when choosing between achievement of high levels of competitiveness, development and economic security. Application of the elaborated suggestions enables more objective formation of the policy of management of an enterprise’s innovation development under unstable conditions considering the industrial field and the market position of the enterprise. It is proven that essential elements of enterprises’ sustainable development include innovative activity, production provision, export of science-intensive products and development of high technology services, this providing for efficient levels of enterprises’ economic security and competitiveness. Under conditions of uncertainty, there are some basic functions of an enterprise aimed at enhancing its competitiveness and economic security including the following: achieving the optimal level of an enterprise’s resulting indicators and efficient “income-risk” ratio, innovative activity, ensuring the quality of an enterprise’s intellectual capital, environmental safety and meeting required social standards.
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Markina, Iryna, Valeriya Lenʹ, and Vitaly Shapka. "Cost management as a factor for improving enterprise economic security." Actual problems of innovative economy, no. 3 (May 30, 2019): 83–88. http://dx.doi.org/10.36887/2524-0455-2019-3-12.
Повний текст джерелаАнотація:
Introduction. Modern enterprises operate in conditions of political and economic instability. This requires enterpris-es to build an integrated system for ensuring economic security. In Ukraine, the issue of economic security is relevant. But not fully understood. Need to clarify issues related to improving cost management. This is a factor in improving the econom-ic security of the enterprise. The purpose of the study is the theoretical and practical justification of cost management. Results. One of the the main goal of the enterprise is maximum profit. A factor in the success of enterprises is to re-duce production costs. Business security is a prerequisite for stable sustainable development and effective operation of the enterprise. Economic security depends on many factors: the actions of competitors, unsuccessful state policies, changing market conditions, and crisis phenomena. Object of enterprise security: personnel (managers, structural divisions, share-holders and employees), financial, economic, material and intellectual capital of the enterprise; specifics of activity. The head of the enterprise makes a decision. The decisions concern the price of the product, the amount of expenses. Costs - a decrease in the volume of material assets, cash. Cost management involves functions: forecasting, planning, rationing, organization, calculation, motivation and stimulation, accounting, analysis, regulation and control of expenses. Conclusions. We consider the “Cost-Volume-Profit” (CVP- analysis) analysis to be successful. It allows you to iden-tify changes in costs. The dependence of changes in production volumes and incomes on sales is studied; expenses and net profit. It’s substantiated that cost and profit planning using CVP analysis has limitations. Marginal income (profit) – the difference between sales revenue and variable costs. The higher the marginal income level, the faster fixed costs are reim-bursed. The average marginal income is an “indicator” of the contribution of a unit of production to covering fixed costs. The purpose of break-even analysis (CVP-analysis) is to predict financial results. Break-even analysis of economic activity is an indicator of the brink of effective and inefficient management. The same is the condition for maximizing profits. The main thing is an effective defense mechanism of the enterprise. Provides economic security of the enterprise from the threat of bankruptcy. Keywords: economic security, cost management, profit, costs, cost-volume-profit analysis.
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Tarandushka, L. А., and N. L. Kostian. "Software support of production restructuring in quality management system of car service enterprise." Scientific Bulletin of Ivano-Frankivsk National Technical University of Oil and Gas, no. 2(47) (December 26, 2019): 48–56. http://dx.doi.org/10.31471/1993-9965-2019-2(47)-48-56.
Повний текст джерелаАнотація:
The paper describes automation means of the quality management system’s functions for the purpose of optimization an autoservice enterprises (AE) activity. Activity of an enterprise can be explored at regional level, within the scope of an independent enterprise or structural unit and at the level of the certain select technological process. There is a relation between the levels. An important task is a modeling of enterprises activity at all levels. This research is performed at the enterprise PJSC “CHERKASSY-AUTO” in Cherkasy (Ukraine). This enterprise is included in “UkrAUTO” corporation. One of directions of an enterprise activity optimization is restructuring. For information support of the restructuring, a database model of the visual area in the UML notation has been created. The database consists of fourteen tables. The complex indicators of quality of services rendered at the enterprise are calculated. The location of the enterprise, quality estimation of completed services and their nomenclature were taken into account. The algorithms of selection optimal organization form of an enterprise are built for the subsystem of management quality system. The algorithms are implemented in visual development environment Delphi 7.0., supporting the concept of object-oriented programming. Technology of using a developed software package is described step by step. Saving of the results of the survey of AE customers is additionally provided. The modules of Delphi project contain the subprograms, in which are used the method AHP of Saaty and graph theory methods. The results of subsystem approbation indicate the efficiency of developed algorithms. The developed software complex gives an opportunity to get the forecast of the most frequently performed services, it can function both separately at the car service enterprises, and within the Intelligent Quality Management System (MIS) of AE.
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Rudenko, Inna, Alina Kolesnyk, Tetiana Bolotova, Oleg Bogoyavlenskiy, Olha Halkina, Viktoriia Pustova, and Denis Darmostuk. "Methodological approach to mutually agreed corporate image management and economic security of enterprise." ScienceRise, no. 2 (April 30, 2021): 53–58. http://dx.doi.org/10.21303/2313-8416.2021.001790.
Повний текст джерелаАнотація:
The object of research: corporate image and enterprise economic security.
Investigated problem: methodical approach to mutually agreed management of enterprise’s image and its economic security.
The main scientific results: theoretical analysis of the opinions, which are presented in the scientific literature of enterprise economic security functional components and the mechanism of their formation, is carried out. The functional components of economic security related to the internal and external aspects of enterprise are studied in detail, and their close relationship with image components is determined. The stages of enterprise image management are schematically shown with taking into account the compliance of image economic security components levels.
The area of practical use of the research results: the need to adhere to certain sequence of actions aimed at forming a positive image and managing it in enterprises is emphasized. It is advisable to use an approach to the formation of corporate image with taking into account the targeted influence of management entities on the business environment.
Technological innovation: the enterprise economic security structure in the context of modern tendencies is proposed, the complex of measures which are recommended to be applied for enterprise image maintenance is determined.
Scope of application for technological innovation: practical activity of Ukrainian enterprises is in interconnection with other business environment participants.
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KLEPIKOVA, Svitlana, Mariia YATSYNA, and Olena DRUHOVA. "Peculiarities of foreign economic activity management of enterprises." Economics. Finances. Law 11, no. - (November 26, 2021): 18–22. http://dx.doi.org/10.37634/efp.2021.11.3.
Повний текст джерелаАнотація:
Introduction. The paper is devoted to the problems of research of features and modern mechanisms of economic regulation of foreign economic activity of enterprises in Ukraine. The purpose of the paper is to improve the scientific and methodological basis for stimulating the development of foreign economic activity of enterprises and substantiation of the theoretical foundations of foreign economic activity of enterprises in order to further their development in the today's globalized world. Results. It is determined that one of the problems of foreign economic activity of enterprises is the problem of inefficient management system, lack of strategic and marketing approaches to enterprise management, and enterprises more often use the technique of short-term adaptation. An enterprise focused on the development of foreign economic activity should develop approaches to improve international marketing, especially in terms of making effective management decisions based on the processing of a significant amount of information data and assessing the factors of the international market environment. The main condition for the adaptation of enterprises to the rapidly changing external environment may be the formation of a system of strategic planning, which provides a more rational use of limited resources, promotes consistent development and implementation of management decisions, focuses on sustainable development in market conditions. The management staff should clearly formulate the principles of strategic research in order to intensify foreign trade in industrial enterprises, and most importantly – formed a marketing strategy for foreign trade. The main means of increasing the potential of foreign economic activity of enterprises are the formation of such economic conditions that would allow due to modernization of production to increase domestic production and services, introduce innovative technologies. Conclusion. In order to improve the foreign economic activity of Ukrainian enterprises, it is proposed to implement a policy aimed at increasing merchandise exports by introducing innovative developments to improve the quality of domestic products, which must meet international norms and standards necessary to create a sufficient level of competitiveness in domestic markets.
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ONOPRIIENKO, Dmytro. "Management of support of sustainable development of the enterprise." Economics. Finances. Law, no. 6/1 (June 30, 1999): 33–36. http://dx.doi.org/10.37634/efp.2021.6(1).7.
Повний текст джерелаАнотація:
The paper is devoted to the issues of providing the sustainable development of the enterprises in current conditions. The definition of sustainable development in this context is given. The author's definition of sustainable development of the business entity is given, strategic goals (strategies) of sustainable development of the enterprise in economic, social and ecological spheres are formulated, the basic principles of sustainable development strategy of the enterprise are given, theoretical and practical aspects of sustainable development management are considered, in particular, the main subsystems and tools for management's influence of the management system to provide the sustainable development of the enterprise are identified. It is noted that the sustainable development of the enterprise is influenced by a set of both favorable and unfavorable external and internal factors. Such institutional factors as regulatory, tax and (until recently) monetary policy of the state, the law enforcement system activity, and the lack of judicial proceedings have gained particularly negative impact on business activity in Ukraine. Accordingly, its own model of management based on sustainable development in current business sector in Ukraine has not yet formed. This is also due to the lack of market strategic thinking of the management of the vast majority of enterprises in the conditions of increased uncertainty and instability of the external economic environment in our country. Simultaneously, both the economy in general, and individual enterprises in the short term can be competitive only if they operate on the basis of the sustainable development concept, which requires effective interaction of environmental factors with key internal subsystems of enterprises.
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SAKUN, LESIA, IEVGEN BURIAK, LІUDMYLA RIZNICHENKO, and BOHDAN VIELKIN. "STRATEGIC CHANGES MANAGEMENT IN OPERATING ACTIVITIES OF THE ENTERPRISE BASED ON MANAGEMENT OF BUSINESS PROCESSES." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 300, no. 6 (December 3, 2021): 73–79. http://dx.doi.org/10.31891/2307-5740-2021-300-6-13.
Повний текст джерелаАнотація:
In order to ensure sustainable development and efficiency, domestic enterprises must respond actively to threats of the internal and external environment, address market challenges, adapt to change, and manage market pressures. Business process management is a necessary component of manufacturing and strategic management to achieve the business goals of the modern enterprise. The article considers the current methods of business process management. Using a machine-building company as an example, the stages of change management were examined. The directions of strategic changes in operating activities in accordance with the principles of adapting business processes to market conditions to improve the efficiency of the management system and realize the enterprise’s main business objectives are developed. According to the article, business process management can be leveraged as a key component of strategic change. Based on scientific approaches, the essence of business process management is evaluated based on efficiency and effectiveness. An article presents evidence for introducing strategic changes in the activity of automobile manufacturing enterprises and indicates key directions for optimizing operational efficiency. An optimization department has been created to effectively interact with production units as part of the «Lean production» Project in AutoKrAZ. Modern production concepts for the operation of domestic machinery will help to keep the state of the business up-to-date, improve its performance, and ensure a competitive position in the markets. Based on scientific approaches the essence of business process management on the basis of efficiency and effectiveness is formulated. The article substantiates the introduction of strategic changes in the activity of automobile manufacturing enterprise and suggests the directions of optimization of operational activity. In order to optimize operational processes, a scheme of interaction of administrative subdivisions of automobile manufacturing enterprises was developed.
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Наmкаlо, О. В. "Non-Financial Reporting as a Tool for Measuring the Social Activity of Domestic Enterprises." Statistics of Ukraine, no. 4(79) (December 20, 2017): 79–86. http://dx.doi.org/10.31767/su.4(79).2017.04.10.
Повний текст джерелаАнотація:
The research is devoted to the peculiarities of the formation of non-financial reporting as one of the tools for measuring the social activity of enterprises.
The financial stability and successful business of enterprises is conditional on non-financial indicators and business orientation, ranks, reputation, openness and social responsibility. Non-financial reporting or a CSR report is an effective tool for measuring the performance of enterprises, a basis for the development and implementation of various strategic projects and programs. Information from non-financial reporting allows for assessing the effectiveness of management at an enterprise by economic, environmental and social component, their interdependence and contribution in achieving the main goal, and for subsequent goal setting and more effectively management of change. It means that the report in question serves as the main platform for communicating the results and impacts (positive or negative) of sustainable development. It shows the real effort of an enterprise in creating social, environmental and economic benefits.
However, domestic enterprises do not have sufficient experience in the field of socially responsible business and need to create their own internal concept of corporate social responsibility considering international trends, which determines the relevance of this study
Various international non-financial reporting standards are analyzed; it is demonstrated that the most popular mechanism for regulating non-financial reporting is the Global Reporting Initiative (GRI), which defines a set of indicators measuring the social, ecological and economic component of the economic activity of enterprises The mechanism for making up a non-financial report by phase of the enterprise development is built. The use of the proposed mechanism in making up non-financial reporting will enable to set up an effective link between the enterprise and the stakeholders, and to determine the strategic directions of the enterprise's activities in the context of its development.
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Zhang, Rong, and Jian-Li Li. "The application of activity-based costing in the cost calculation of thermal-power enterprise." Thermal Science, no. 00 (2020): 254. http://dx.doi.org/10.2298/tsci200525254z.
Повний текст джерелаАнотація:
The advantages of Activity-Based Costing (ABC) include promoting the basic budget of activities and improving the management of activities, process and activity chain (value chain). ABC method, as an important tool of cost management in management accounting, extends the management of cost to the whole value-chain in the enterprise, and it also effectively changes the limitation of the focus of the law of manufacture costing on the study of the process concerning the making of certain products, thus offering adequate help to the enterprise in establishing systematic cost management. This paper, starting from the construction of thermal-power enterprises and through an analysis of the application of ABC method in improving the quality and increasing the efficiency of the thermal enterprise, aims to point out the ways to eliminate the non-value-added activities so as to improve the management of value chain of the construction of the thermal-power enterprises by setting up multi-thermal-resource network operation center, thermal provision center and thermal-power enterprises.
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Fomichenko, I., O. Kondratenko, T. Rudenko, and M. Brant. "Organization of Marketing Activities of Industrial Enterprises in Modern Business Conditions." Economic Herald of the Donbas, no. 3 (61) (2020): 139–45. http://dx.doi.org/10.12958/1817-3772-2020-3(61)-139-145.
Повний текст джерелаАнотація:
The article considers topical issues of organization of marketing activities at industrial enterprises. The reasons for the need to implement and use methods and tools of modern marketing are indicated. The components and separate functional tasks of marketing activity at industrial enterprises are given. The stages of formation of the marketing management system of the enterprise are revealed. It is noted that a systematic approach to marketing management of the enterprise involves the use of marketing tools in the management process. The main elements of the marketing management system of the enterprise are investigated. Peculiarities and forms of manifestation of peculiarities of marketing activity organization at industrial enterprises in modern market conditions are revealed. 3D-marketing as an innovative tool of marketing activity is singled out, the spheres of its application, advantages of use, and also characteristic differences from traditional marketing are resulted.
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Dashko, Iryna. "METHODOLOGICAL PRINCIPLES OF ENTERPRISE COMPETITIVENESS MANAGEMENT." Economic Analysis, no. 30(1, Part 1) (2020): 57–64. http://dx.doi.org/10.35774/econa2020.01.01.057.
Повний текст джерелаАнотація:
Introduction. Maintaining and strengthening the market position of enterprises makes it necessary to find ways to increase their competitiveness. One of them is to substantiate the evaluation characteristics of the overall competitive position of the enterprise and to create a system of managing the competitive state of the entity in the market of the entity, which necessitates the study, analysis and evaluation of competitiveness. At the enterprise level, competitiveness is an independent category that reflects the degree of realization of the goals of the enterprise in its interaction with the environment. At present, there is no commonly accepted definition of the concept of "competitiveness". A number of scholars interpret one entity using different terms and vice versa Modern science presents a wide range of methods for assessing competitiveness, but despite this, the process of modifying them and creating new options continues. Purpose. Development of theoretical foundations, scientific and methodological recommendations and practical tools for managing enterprise competitiveness. Method (methodology). The basis of research consists of general – scientific and specific scientific methods (economic – statistical, methods of strategic analysis and planning), traditional methods and techniques of economic analysis (tabular, comparison). To select and substantiate the enterprise's competitive strategy, a scientific approach is used, based on the separate definition of tactical, strategic competitiveness and competitiveness, which will allow the company to make sound management decisions in the conditions of competition. The factors used in describing the logic behind constructing segmentation of competitive strategies are the results of assessing the competitiveness and competitiveness of the enterprise, a comprehensive study of which allows to divide strategic competitiveness into a number of segments, correlated with each other in the form of a special matrix. Results. The processes of formation and management of enterprise competitiveness are investigated. The essence of the enterprise competitiveness and the specificity of its formation are determined. The classification of the types of competitiveness of the enterprise, which form the basis of methodological principles, is developed. Regardless of the intensity of competition for each business, it is necessary to develop an effective strategy that will outweigh the competitors. It is noted that such factors as accidental events, activity of state power structures and the degree of privatization of enterprises in this sector should be included in the system of determinants. The peculiarities of enterprise competitiveness management are determined on the basis of strategic approach.
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Lytvyn, N. Y. "Innovative Management of the Strategic Benchmarks of Competitive Advantages." Business Inform 1, no. 516 (2021): 303–9. http://dx.doi.org/10.32983/2222-4459-2021-1-303-309.
Повний текст джерелаАнотація:
The article examines the essence of forming competitive advantages of enterprise due to innovative development and management of innovation potential. The factors that influence the level of competitiveness of enterprise are determined. Ensuring competitiveness involves the systematization of all factors that impact it and their further analysis in the context of a separate enterprise. The priority is the allocation of direct action factors that form competitive advantages and, accordingly, the competitiveness of the enterprise. The main principles of innovative enterprise management should be: constant forecasting of the situation in the market of capital, goods and services, planning of actions and anticipation of crisis circumstances; avoidance of technological lagging and, as a result, its prevention; systematic implementation of innovations in all, including the interrelated, spheres of activity of enterprise; continuous investment in human capital, innovations; gaining competitive advantages. It is determined that competitive advantages are the result of interaction of enterprise resources, without which enterprise cannot form its competitiveness. In the system of competitive advantages, it is important to allocate those that are the basis of the advantages of the enterprise as a whole. Ensuring sustainable competitive positions of enterprise should be implemented within the framework of the mechanism of management of its competitiveness, which is a system of instruments, methods, levers and incentives used to form and maintain competitive advantages. The instruments of such management are means to influence the economic activity of enterprise, namely: financial, economic, organizational and technological components. The author suggests the main directions of increasing the competitiveness of enterprises on the basis of innovative management and development. Novel technologies have been identified, the implementation of which will increase the competitiveness of enterprise. The main directions of strengthening the position of enterprises in the market should be cost management, ensuring the innovative and balanced development, substantiation and introduction of the latest technologies.
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Олександр Мордовцев and Таїсія Левчук. "METHODICAL APPROACH TO MANAGEMENT OF EXPENSES OF THE INDUSTRIAL ENTERPRISE." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 1 (December 28, 2021): 70–74. http://dx.doi.org/10.20998/2519-4461.2020.1.70.
Повний текст джерелаАнотація:
The article analyzes the problem of formation of a single, effective and universal methodological approach to cost management of an industrial enterprise as an important aspect for its success in the competitive domestic markets of Ukraine and in the conduct of foreign economic activity in the world market. The necessity of a clear understanding of the economic essence of the category "costs" is revealed and it is determined that the category "costs" is all the resources and factors of production that require accounting, expressed in monetary form, as well as used in the process of economic activity to obtain a financial result and necessary for its analysis, management decision – making, and is an internal price-forming factor. We systematize the components of the concept of "expenses". The approaches to the concept of the economic essence of costs in General covers all spheres of activity and summarizes the types of costs inherent in the enterprises of the industrial complex. The proposed definition of the category "costs" will improve the efficiency of their management; strengthen the control of their consumption; identify reserves to improve performance; improve the organization and methodology of cost accounting at the industrial enterprise. Negative factors of influence on financial and economic activity of industrial enterprises are also allocated and it is proved that efficiency of actions for reduction of expenses depends on degree of their coordination with tasks of activity and development of the enterprise. Built a mechanism for the distribution functions of the system management costs of industrial enterprises and revealed that the distribution of functions and objectives of the cost management system must be implemented in concert with management functions of an industrial enterprise. It is concluded that the cost management system of an industrial enterprise is a complex of related elements and relations in the enterprise management system, which, due to the rational use of its resources, ensure its stable functioning. Each individual element performs the corresponding functions and tasks of the cost management system. The effectiveness of the functions and tasks of the cost management system depends on the degree of feedback from the control of the cost management activities of the enterprise to its planning.
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Shchukin, Dmitry. "Management of risks in the activity of industrial enterprises: essence and classification." Problems of innovation and investment-driven department, no. 18 (March 1, 2019): 66–76. http://dx.doi.org/10.33813/2224-1213.18.2019.7.
Повний текст джерелаАнотація:
The subject of research – risks in the activity of industrial enterprises: essence and classification.The purpose of the article is to study existing approaches to the interpretation of the concept of “risk” and develop its own definition of “risk”, analysis and classification of risks arising in the activities of industrial enterprises, the development of its own classification of the most common and actual risks of an industrial enterprise. Methodology of work – used methods of synthesis, analysis and synthesis (in the study of approaches to the interpretation of the concept of “risk” and the classification of risks of an industrial enterprise), expert methods of evaluation (in determining the most common and actual risks of an industrial enterprise). The results of the work – the proposed their own: the definition of the concept of “risk” and the classification of the most common and actual risks of an industrial enterprise. Conclusions – in modern scientific thought there is no single approach and the only universal definition of the “risk” category. This state of affairs is caused by the complexity of this category, the peculiarities of the research of scholars, in the context of which this category is considered. According to the research, we came to the conclusion that the risk is uncertainty, which causes a potential deviation from the planned goals and expected results.
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Афанасьєв Євген Вікторович, Афанасьєва Марія Григорівна та Воробйов Руслан Борисович. "МОДЕЛЮВАННЯ ЗМІШАНИХ СТРАТЕГІЙ ІННОВАЦІЙНОГО РОЗВИТКУ ЗАЛІЗОРУДНИХ ПІДПРИЄМСТВ В УМОВАХ РИНКОВИХ ПЕРЕТВОРЕНЬ". Science Review, № 4(21) (31 травня 2019): 40–47. http://dx.doi.org/10.31435/rsglobal_sr/31052019/6493.
Повний текст джерелаАнотація:
The article raises the problem of the need for efficient management of the innovation and investment development of iron ore enterprises in the current difficult conditions of market transformations. A generalization of methodological approaches to improving the management of the balanced strategic innovation development of the iron ore enterprise in the conditions of intensification of the growth of scientific and technological progress taking into account the influence of economic risks. In order to increase efficiency and profitability, a methodological approach has been developed and the toolkit for solving the task of optimizing the economic activity of a large mono-product enterprise has been proposed by finding a solution in mixed innovation strategies that will expand the possibilities of successive optimization of the enterprise's production program from long- term, current to operational planning, intervals of choice of management influences, taking into account general perspective goals of mining x works on the enterprise, taking into account the stochastic nature of the processes of production and economic activity of the iron ore enterprise.
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Litvinenko, Inna, and Evgenia Volkova. "Forming the Management System of Enterprise Innovative Activity: Theoretical Aspect." Vestnik Volgogradskogo gosudarstvennogo universiteta. Ekonomika, no. 3 (December 2019): 120–28. http://dx.doi.org/10.15688/ek.jvolsu.2019.3.11.
Повний текст джерелаАнотація:
In the modern realities of the development the transition to digital economy is impossible without the innovation component. Recognizing the importance of innovative development and, accordingly, increasing competitiveness of Russian enterprises, regions and the country as a whole determines the relevance of studying innovation management. The purpose of this work is to systematize the results of theoretical analysis of tools for the formation and development of the enterprise innovation management system. The study justifies the interaction of management functions, the main objects involved in the management of innovation, identifies relevant to these objects of business processes, the assessment of system and process approaches in terms of building a management system. The main research methods are applied methods of scientific knowledge, comparison, analysis, system, process approaches. As the main results of the study, the organizational and economic model of the innovation management system at the enterprise is formed. The developed concept of the management system reflects the necessary areas of work in the field under study, performed by subjects of different levels through the implementation of these functions, and also takes into account the impact of the external and internal environment of the enterprise on innovation. The paper determines expected results of implementing the organizational and economic model of the management system for the development of innovative activity of the enterprise.
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Dziabenko, O. M. "Metrological Activity At the Enterprise." Metrology and instruments, no. 2 (May 21, 2020): 40–43. http://dx.doi.org/10.33955/2307-2180(2)2020.40-43.
Повний текст джерелаАнотація:
When organizing metrological activity at an enterprise, the question arises of the need to organize verification (metrological confirmation) of measuring equipment that is not used in the field of legislatively regulated.
In the international standards «Quality Management Systems» (ISO 9001, EN 9100, AQAP-2110), to ensure that the requirements of Section 7.1.5 «Resources for Monitoring and Measurement» are met, the requirement is established that all measuring equipment, as part of a measurement management system, must have metrological confirmation in accordance with the requirements of ISO 10012.
Metrological confirmation provides for the calibration and verification of measuring equipment.
Laboratory specialists who carry out metrological confirmation of measuring instruments, establish a relationship between the values of the values that provide the standards, and the result of measuring this quantity using measuring instruments (carry out calibration), based on this ratio establish the conformity / non-compliance of the measuring instruments with the established requirements (carry out verification) and draw up the corresponding supporting document.
After comparing the concepts of metrological confirmation and verification of measuring instruments, we can conclude that metrological confirmation (calibration and verification) of measuring equipment is essentially nothing more than verification of measuring instruments.
Metrological activities to ensure the uniformity of measurements in enterprises should comply with the requirements of ISO 10012: 2003. This standard establishes general requirements and contains recommendations for the management of measurement processes and metrological confirmation of the suitability of measuring equipment, which is used to maintain and demonstrate compliance with metrological requirements.
Compliance with the requirements set forth in the ISO 10012 standard makes it possible to ensure compliance with the measurement requirements and the management of measurement processes established by the international standards «Quality Management Systems».
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Курлов, Алексей, Aleksey Kurlov, Андрей Гулевитский, and Andrey Gulevitsky. "DATABASE DEVELOPMENT OF THE MANAGEMENT INNOVATIVE ACTIVITY IN THE INDUSTRIAL ENTERPRISE." Automation and modeling in design and management of 2018, no. 1 (December 7, 2018): 21–27. http://dx.doi.org/10.30987/article_5bfd98c5201194.57523424.
Повний текст джерелаАнотація:
This article focuses on the decision of problems of increase of efficiency of introduction of innovation in industrial enterprise. The publication includes a description of the author's approach to innovation in the industrial enterprise, implemented in the form of a database. The main functions of the database are divided into two main stages – preparatory and informative. The functions of the preparatory stage include the collection of information about the industrial enterprise, the rationale for the choice of innovation, determination of the composition and administration of training (retraining), justification of the technical appearance of innovation. At the supporting stage, the database allows information support in the development and implementation of innovations in terms of timing, volume and costs, to carry out a priori and a posteriori evaluation of the quality of innovation on the basis of situational norms, as well as support for decision-making on innovation management in the industrial enterprise.
The database is based on the theory of system analysis, the basic principles of the theory of innovation, methods of situational modeling, graph theory and probability theory.
The results of the developed database can be used by modern industrial enterprises in the implementation of innovations.
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Azarenkova, Galyna, Olena Golovko, Kateryna Oryekhova, and Sergii Yavorsky. "Implementation of strategic analysis methods to choose a development strategy for the enterprise’s foreign economic activity." Geopolitics under Globalization 3, no. 1 (January 14, 2020): 1–11. http://dx.doi.org/10.21511/gg.03(1).2020.01.
Повний текст джерелаАнотація:
The article considers stages and methods of strategic management of the enterprise’s foreign economic activity. PEST analysis, SWOT analysis and SPACE analysis of foreign economic activity are used on the basis of a particular enterprise. PEST analysis has highlighted political and legal, economic, social and technological factors influencing the foreign economic activity of the analyzed enterprise. SWOT analysis has allowed identifying strengths, weaknesses, opportunities and threats of the enterprise. SPACE analysis has revealed that in the absence of growth in the services market, the use of a strategy for the enterprise diversification is acceptable. This strategy involves the creation and development of new services. Therefore, it is necessary to constantly monitor the activity of the enterprise in the international economic environment.
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Svyatokho, Natalya. "THE ENTERPRISE`S STRATEGY OF SALES ACTIVITY: ESSENCE, TYPES, PRINCIPLES OF FORMATION AND MANAGEMENT." Scientific Bulletin: finance, banking, investment., no. 1 (54) (2022): 152–61. http://dx.doi.org/10.37279/2312-5330-2021-1-152-161.
Повний текст джерелаАнотація:
The need for strategic management of the economic activity of the enterprise as a whole and its individual types, including sales, is due to the desire of any economic entity to ensure the stability and continuity of its functioning in the long term, as well as to take a strong position in the market. The global goal of market actors in a dynamically developing external business environment should be not so much to obtain and maximize profits, but to a greater extent to create a reliable basis for realizing the existing potential, as a result of which the company will be able to continuously develop. Currently, the national economy of the Russian Federation is experiencing a stage that can be called a stage of rethinking the approaches and principles to the organization of enterprises and organizations. Its peculiarity is that the «wild» ways and methods of doing business are replaced by a scientific approach and the desire to use the best practices of domestic and foreign companies. The importance of strategic management began to be understood not only by the heads of large enterprises, but also by representatives of small and medium-sized businesses. The article examines the essence of the strategy of sales activity of the enterprise. The approaches to the interpretation of the concept of «sales activity of the enterprise» are analyzed. The management of the sales activity of the enterprise and the features of the strategic approach to this process are characterized. The principles of strategic management of the sales activity of the enterprise are considered. A generalized system of marketing strategies that can be developed at the enterprise is presented. The principles of the development of the marketing strategy of the enterprise, taking into account its characteristic features, are identified and characterized
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BORTNIKOVA, Mariana, and Yuliia CHYRKOVA. "Formation of the enterprise financial resources management conceptual model in the process of foreign economic activity implementation." Economics. Finances. Law, no. 10/1 (October 29, 2021): 9–12. http://dx.doi.org/10.37634/efp.2021.10(1).2.
Повний текст джерелаАнотація:
Introduction. While carrying out production, economic and foreign economic activities, domestic enterprises face important issues of ensuring their financial stability and effective management of the financial resources’ formation, distribution and use process. The purpose of the paper is to build a conceptual model for managing the financial resources of an enterprise in the implementation of foreign economic activity, which will allow for high-quality diagnostics of financial resources at the stages of their formation, distribution and use. Results. The influence of globalization processes on the functioning of domestic business entities provides for a periodic renewal of the mechanism and model for financial resources management. The main constituent elements of the model for managing the enterprise financial resources are characterized, namely: the aim and main objectives; subjects of financial resources management; technology of financial resources strategic management at the enterprise; factors of influence on the management processes and the system of ensuring the financial resources management of the enterprise in the implementation of foreign economic activity. The technology of the company's financial resources strategic management has been developed. A conceptual model for managing the financial resources of an enterprise in the implementation of foreign economic activity has been formed, which considers organizational, functional and information support. Conclusion. The application of the financial resource management conceptual model in the practical activities of enterprises will ensure the achievement of the goals and objectives of the enterprise, contribute to the improvement of its financial condition and the movement of financial flows, as well as allow alternative management decision-making on the formation and implementation of the strategy for managing the financial resources of the enterprise in the conditions of new foreign markets development.
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Ostrovska, H. "Іndustrial enterprises intellectual resources management in а knowledge-based economy". UKRAINIAN BLACK SEA REGION AGRARIAN SCIENCE 109, № 1 (2021): 4–10. http://dx.doi.org/10.31521/2313-092x/2021-1(109)-1.
Повний текст джерелаАнотація:
Іndustrial enterprises intellectual resources management in а knowledge-based economy The article substantiates the theoretical provisions, scientific and practical recommendations for the industrial enterprises management in the formation of knowledge-based economy intellectual resources have been developed. The content and the main elements of the infrastructure-reproductive approach to the management of industrial enterprises intellectual resources are revealed. The classification of industrial enterprises intellectual resources management organizational levels is offered. The types of personnel policy that correspond to a certain level of the enterprise intellectual resources management organization are identified. The results of the study can be used to develop tools, methods, systems and mechanisms for managing the intellectual resources of industrial enterprises, aimed at maximizing the innovation effect, needed to ensure sustainable innovation at the current level. Keywords: knowledge-based economy; industrial enterprise; innovative development; intellectual potential; intellectual resources management; the effect of innovation; intellectual and innovative activity of personnel.
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Mackevičius, Jonas, and Lukas Giriūnas. "Model of evaluation of enterprise risk management." Buhalterinės apskaitos teorija ir praktika, no. 16 (July 5, 2019): 55–63. http://dx.doi.org/10.15388/batp.2014.no16.5.
Повний текст джерелаАнотація:
It should be noted that in this article the enterprise‘s activity risk management and evaluation problem is defined. The risk classification is defined in these criteries: coming way, effect, activity‘s area, time, probability of result, probability of management, importance and misuses.
The model of evaluation of enterprise risk management is recommended. The model consists of these stages of risk management and evaluation: 1) identification of enterprise activity internals, 2) identification of risk determinants, 3) risk identification, 4) evaluation of risk level, 5) evaluation of risk consequence, 6) system of risk management tools, 7) evaluation of costs of risk management, 8) choice of strategy of risk management, 9) evaluation of results.
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Bunda, Olga, and Mariia Gordiychuk. "Analytical procedures of activity of the enterprises of metallurgical production." Problems of Innovation and Investment Development, no. 17 (December 4, 2018): 128–36. http://dx.doi.org/10.33813/2224-1213.17.2018.14.
Повний текст джерелаАнотація:
The article presents the results of the study of the place of analytical procedures in conducting a general analysis of the financial and economic indicators of the enterprises, conducted an analysis of the level of the current state of metallurgical enterprises on the example of the enterprise of this type of economic activity. The algorithm of decision support system in the analysis of enterprise activity was developed to increase the reliability of the indicators of management and financial reporting.
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Mytskevych, N., and D. Mytskevych. "Automation of relations with customers as a tool of management of agricultural enterprises." UKRAINIAN BLACK SEA REGION AGRARIAN SCIENCE 107, no. 3 (2020): 19–26. http://dx.doi.org/10.31521/2313-092x/2020-3(107)-3.
Повний текст джерелаАнотація:
Automation of relations with customers as a tool of management of agricultural enterprises The article considers the use of CRM-system in the business activity of an agricultural enterprise. The application of automated technology as a tool for transparency of the enterprise, customer relationships and the benefits that gives business this innovation, aimed at building a sustainable business strategy. The influence of the CRM-system on the efficiency of work with clients through the mechanism which includes the improved use of the information, reasonable behavior of sale and customer service and allows to optimize activity of the enterprise is defined. Keywords: automation, innovation, CRM-system, customer relations, management, enterprise.