Cost price reduction is one of the ways to improve the competitiveness of products. It is possible by establishing the set of factors affecting the production costs at an industrial enterprise and building on this basis a mathematical model of in-house cost management. The study objective was to develop and substantiate an economic-and-mathematical model of management to minimize the enterprise costs taking into account the utilization of secondary resources obtained in the production of basic products. The model consists of two stages. At the first stage, full costs of production of basic and additional products are determined. The peculiarity of this production implies the generation of significant amounts of secondary resources that have both independent value and opportunities for their use in the main technological process. This leads to complex material flows within the production process, which were accounted for in the study with the help of an adapted "cost-output" balance model. A plant can function with the use of a variety of raw materials which differ in both prices and rates of the output of basic products and secondary resources. This brings about the problem of finding an optimal combination of input resources to minimize costs or maximize profits. The problem is solved in the second stage. It is formalized as a linear programming problem. It features the provision of the ability to establish indicative plans of production of both main products and by-products. The model was tested on the example of coke-chemical plants producing coke of KDM-2 grade with 6 % humidity content and KDM-1 grade coke of improved quality as the main products. Coke oven gas, coke fines, beans, and sludge are produced as by-products. After purifying the coke oven gas, it is further used in the production of heat and electricity, compressed air, and a fuel for coke ovens. Thus, the produced fuel and energy, utilizable material resources, and circulating water supply are secondary resources. A certain portion of by-products is sold to third parties. When applied, the model will make it possible to improve the efficiency of cost management at enterprises
The modern development of an enterprise is possible only on the basis of marketing since the enterprise is effective only in case of its usefulness for consumers, the relation with which is one of the main marketing functions, i.e., marketing is a philosophy of management. The purpose of the paper is to study the theoretical background and practice of interaction of image and brand of an enterprise on the basis of marketing as a philosophy of management. Methodology. Approbation of the results is presented on the example of business projects for 2017 and 2018 of enterprises with different business scales in Kharkiv and Kharkiv region of Ukraine: small – the Centre for Child Development “Cute Kids”, medium – Association of Confectionery Enterprises “Solodkyi Svit” (“Sweet World”), large – Turboatom JSC, by means of research methods: theoretical generalization, system approach, expert estimation method. Results. The work results are the development of methodological approach to evaluating the effectiveness of the marketing department in the process of business management at the enterprise, taking into account the enterprise value and brand value for large industrial enterprises, the peculiarity of which is the ability to investigate the relationship between the effectiveness of the development of the marketing department (organizational and managerial aspect) and the performance of its divisions (economic aspect) and take into account the identified causal relationships in the process of enterprise activity. The system for evaluating the performance of the marketing department, taking into account enterprise value and brand value, involves two levels of assessment: the first one allows determining its performance in general, that is, the effectiveness of its development, the second one takes into account the specifics of divisions of this department of the enterprise and allows determining their performance according to individual results, that is, the effectiveness of divisions, which is reflected in the basic social and economic performance indicators of the enterprise. The effectiveness of the development of the marketing department is evaluated using the following indicators: development trend ratio, marketing efficiency ratio, management process productivity ratio, division productivity ratio, and executive efficiency ratio. The calculation is based on individual indicators: an integral indicator of the effectiveness of the development of the marketing department, which is calculated by the normalized part of the indicators for additive convolution, taking into account their ratios of significance, and by performance indicators of marketing research division (sales volume, market share, building market strength), the work of the business development division is evaluated using indicators (“corporate image”, “enterprise competitiveness”, “profit”, “consumer readiness”, “partner’s business attractiveness”), communication division (trade turnover, information base update, development of partner relations, brand value), which are interrelated, interdependent, reveal the essence of determining the performance of the marketing department at different angles, allow justifying the adjustment of certain aspects of marketing development at the enterprise, and are calculated as arithmetic mean values of performance indicators of the divisions. Conclusions. Practical approbation of the proposed approach is presented on the example of large industrial enterprise named Turboatom JSC and confirms the practical value of the worked out approach to evaluating the performance of the marketing department in the process of managing the activities of an industrial enterprise, taking into account enterprise value and brand value.
The article is aimed at developing a way to optimize the management of intellectual property (IP) objects by a process-functional approach based on the use of neural networks in combination with planning networks in conditions of uncertainty. When analyzing the works of various scholars, conceptual approaches to the formation of IP management according to both the process and the functional approaches to management were considered. The use of artificial neural networks in intellectual property management at industrial enterprises in combination with network planning in conditions of uncertainty is systematized. Neural networks consist of different architectures, but to manage intellectual property it is advisable to use either Self-Organizing Maps (SOM) by Kohonen, or Generative Pre-trained Transformer 3 (GPT-3), or Rumelhart Multilayer Perceptron, or an combination of the above. It is proved that the proposed scientific approach (instrumentarium) in the form of neural networks and network planning allows reducing the time for implementation of works related to the management of intellectual property at industrial enterprises on the grounds of a process-functional approach. Based on the carried out study, the computation of spent time was carried out, which confirmed the efficiency of the implementation of neural networks in combination with network schedule for the management of intellectual property in industrial enterprises. Prospects for further research in this direction are the development and construction of a universal instrument using neural networks and network schedule. Further development of intellectual property management will increase production efficiency and profitability of enterprises.
International competitiveness is an integrative concept that unites the whole range of key issues related to the sustainable growth of national welfare and living standards.The aim of the work is to determine the essence of modern understanding of economic competitiveness, features and factors influencing it both externally - from the world economy and internal, directions of competitiveness theory, as well as to develop an author's concept of assessing competitive business advantages of developing economy. natural resources, and determining the most effective strategy to increase the level of competitiveness of the economy and business.The article systematizes historical and modern theoretical approaches to the analysis of competitiveness at the macro level and the existing applied methods of calculating international competitiveness. The priority models of the European concept of innovative business development are considered in detail: business model №1 - creation of investment institutions that stimulate the subjects of international financial, scientific and industrial activities to innovate; business model №2 - creating a favorable environment for an innovative economy; business model №3 - development of humanitarian capital and formation of a general innovation culture in society.It is proved that competitiveness is a complex concept that is determined by many factors, the most acceptable way to assess the level of competitiveness is to use multidimensional or composite indicators of competitiveness.
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