The topic of increasing labor productivity for Russia is the most important task, without which the country will have no prospects for reaching the level of developed countries in the world. The results of labor productivity growth have a positive effect on personnel, capital, manufactured products, increased competitiveness, reduced costs, increased sales and profits. In this regard, at the federal level, a national project “Labor productivity and employment support” was developed and approved. The paper considers approaches to the concept of labor productivity, which differ among specialists of various profiles. Many of them mix the terms “efficiency” and “productivity”. A significant number of publications on the topic of labor productivity are actually devoted to efficiency, although efficiency and labor productivity are concepts that are not identical. It should be noted that labor productivity is associated with almost all performance criteria and is the most important of them. The factors that affect the productivity of a subsidiary to develop proposals for updating strategic documents determining its development in the future are analyzed. The factors of labor productivity according to the principle of taxonomy are considered. The main constraints to the growth of labor productivity are determined. The issues of increasing labor productivity are considered. The calculation of the total weight development coefficient of the personnel of one of the subsidiaries showed its growth of over 30%.
In the innovative development of an enterprise, an important role should be played by the determination of methods for ensuring a long-term direction of development by choosing an algorithm of actions, that is, a sound strategy based on economic decisions, business approaches, ways of their implementation, and establishing relationships with other subsidiaries of the integrated structure. In conditions of tough competition in the markets, the only way to ensure competitive advantages for an enterprise can only be strategic management of innovative development, which is capable of providing long-term forecasting and implementation of the innovative goals and objectives set in the strategy. There are quite a few formulations and varieties of strategies for innovative development, among which the most characteristic types can be distinguished: offensive - typical for enterprises that base their activities on the principles of entrepreneurial competition and the creation of "breakthrough" innovations; defensive - aimed at maintaining competitive positions in existing markets; imitation - aimed at copying the consumer properties of innovations from other enterprises; “Niche” - aimed at adapting to narrow market segments with products with unique characteristics associated either with differentiation or with low costs. The mission of innovative development is formulated as follows: "The company guarantees its shareholders adherence to the innovative direction of development by developing and manufacturing high-quality innovative products that are not inferior to the best foreign models and generating high employee incomes, fulfilling obligations to society and profit to shareholders." Implementation of the strategy of innovative development should be reduced to constant monitoring of its implementation and adjustments, taking into account the changing external environment and internal conditions of the enterprise. This function at the analyzed enterprise is performed by the management of the enterprise, since its functions include not only the formulation of the strategy, but also the choice of methods for its implementation, as well as control and, if necessary, its adjustment.
In the current conditions of the development of the economy of the Russian Federation, enterprises with a stable release of new goods and services that fully satisfy the needs of society can be of particular innovative value. The article reflects the concept of development of innovative processes of research and production enterprises. The essence of the implementation of innovation in the enterprise is determined: innovation of the process, strategy, product. An innovative structure of a research and production enterprise is presented, which reflects the main elements: market, scientific organizations, training centers, investment and credit organizations, Rospatent (Federal Service for Intellectual Property). The functions of the management staff and divisions of the innovation infrastructure of an research and production enterprise are formulated. In the process of activity of a research and production enterprise, there are three main stages of market research and the choice of a promising direction for developing an idea. The role in the innovation process for each structural unit and the functions they perform are determined. The structure of the innovation process is described and grouped by stages. Also, a special place in the innovation process of a research and production enterprise is occupied by the marketing of innovations. The paper formulates and presents the main functions of innovation marketing. Ideas for creating an innovative product can be offered both by the internal and external environment of the organization. Therefore, it is very important not to limit the flow of ideas from both staff and consumers, the media, competitors and suppliers. A scheme for implementing the idea into an innovative product is presented.
The article examines the methodology for the formation of strategic alternatives to the activities of a subsidiary and the choice of a strategy for its development, operating in a narrow market segment and included in an integrated structure. The proposed methodology should differ from the methodology for developing an autonomous operating enterprise, since the main task of a subsidiary is to obtain additional competitive advantages to the existing ones mainly by entering an integrated structure, which can be provided by a competitive strategy focused on costs or differentiation. The possibility of implementing a benchmark strategy of concentrated and diversified growth is considered. An expanded scheme for the formation of alternative development strategies for subsidiaries in the form of a combination of growth strategies and competitive strategies in their classical definition is presented. After the formation of alternative strategies of the subsidiary, the main task is to select the optimal development strategy for the enterprise from among the alternative, which will allow, by establishing relationships between the enterprises, to obtain the maximum possible competitive advantages. The authors have worked out the technique of choosing the optimal strategy for the development of a subsidiary from among alternative strategies to maximize competitive advantages
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