The purpose of the presented research is to analyze, systematize and formulate an enterprise strategy based on the analysis and synthesis of opportunities and threats of the external environment in combination with its strengths and weaknesses. Unconventional structuring of SWOT-factors, as well as their local synthesis for determination of the driving and inhibiting forces of the enterprise, has been offered. Ways to identify trends and patterns of external and internal environment based on a generalized model of SWOT-factors have been identified. Decisive in formulating a strategy (self-organized in nature) is a harmonization model of the goals system. General theoretical methods (analogy, abstraction, analysis and synthesis, idealization, imaginary modeling) and practical methods of research (observation, comparison, matching, analysis of statistical and other indicators) were used to solve the problems of the research. Methods such as empirical, statistical, graphical, etc. were used to process and summarize information.Thus, the approach study to the enterprise strategy formation based on the analysis and synthesis of the environment opportunities and threats in combination with its strengths and weaknesses allows to state that the development of a common structured list of major areas of enterprise activity is carried out taking into account the synthesis of all SWOT-analysis of the brand product, competitors and market segments, which allows the company to achieve a certain specific purpose of its activities.
The main conditions of industry sustainable development in the globalization conditions include macroeconomic stability in the national space, competitiveness and the internal and external environment efficiency. Solving the strategic tasks that will ensure the industrial complex development, especially in the global macroeconomic space, essentially depends to a large extent on innovation, investment, and integration activities, representing the priority directions in the international environment transformation context. Scientific engineering and technological progress is the driving force enabling the industry development in the national macroeconomic environment. In this aspect of the globalization transformations context, a particularly important role is given to innovation, investment, and integration processes. The purpose of this article is justification of theoretic and methodical bases of forming of innovative-investment integrated strategy for Ukrainian economy’s industrial sector development under globalization conditions, aimed at supporting the priority achievement of the strategic orientations of the national economy in the context of the European vector of development, taking into account the influence of the factors of the internal and external macroeconomic environment. Methodology. Materials of periodicals, analytical reviews, statistical data, resources of the Internet are the informational and methodological basis of the investigation. The research is based on general scientific and special methods, such as: monographic investigation, generalization, systematization, decomposition, factor analysis, economic-statistical analysis, logical-meaningful modelling. These allowed outlining the basic features and principles of the native industrial economy sector innovative-investment integrated strategy forming under the globalization conditions. The results. Innovation-investment integration strategy is a strategic document for the priority development of the industrial sector of the national economy. This is the source of the accumulation of strategic information and management methods for the future sustainable position of the industrial sector of the country. The developed methodical principles of forming an innovation-investment integration strategy for industry development under globalization conditions provide a phased decomposition of the strategic purpose, which provides an opportunity to determine the most effective directions of industry development, taking into account the input and output parameters of the strategy. The strategy allows assessing the export potential of the national economy’s industrial sector, to form export-import orientations and an adequate mechanism of foreign economic activity under conditions of the free trade zone development with the European Union countries and other international environment countries. Practical implications. The process of forming an innovation-investment integration strategy in the national economy industrial segment will enable the development of appropriate elements of the macroeconomic environment under globalization conditions. Value/originality. The strategy elaborates on how strategic management of innovation and investment integration processes in the industry will take place to ensure its effective functioning. Innovationinvestment integration strategy allows assessing the export potential of the national economy’s industrial sector, forming an export-import strategy and an adequate mechanism of foreign economic activity under the free trade zone development with the European Union countries and other countries of the international environment.
The article considers scientific approaches to the formation of indicators of strategic control as an important component of digital management, which can be used to optimize strategic decision-making along with tracking the overall movement of the management object in accordance with the chosen strategic development vector based on their integration into automated management systems. The purpose of writing the article is to systematize scientific views and develop methodical approaches to the formation of a system of indicators for strategic control as an important component of the digital management of enterprise in the current conditions. The essence of digital management is defined as an enterprise management system, wherein managerial decisions, as well as the implementation of management functions, represent a synthesis of digital data generated by the relevant software and managerial experience of the director. It is substantiated that strategic control consists in determining whether further implementation of strategies is possible and whether their implementation will lead to the achievement of goals based on integrated digital data as to the implementation of business processes in real time. The main features of strategic indicators are presented, which are: integratedness, terminity, and objectivity. Methodical approaches to determination of indicators for control of business processes are researched, essence and basic principles of formation of strategic control system in an organization are specified. On the basis of the carried out research, the characteristics of strategic control indicators according to the following classification features are systematized, their characterizations and provided as follows: sphere of influence on the object of management; contents; functional signs and levels of management. The use of the proposed approaches to the classification of strategic control indicators will allow to systematize the process of development of digital systems for monitoring the movement of the enterprise in the direction of the chosen course of strategic development.
The article compares operating and financial leasing, identifies their advantages and also analyzesthe stages of the development of leasing. The correspondent accounts of operational and financial leasingare provided to lessor and lessee.
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