The subject of the study is the factors of businessorganization development. The purpose was to form a methodological approach to the analysis of business-organization development factors at various stages of its life cycle. The article systematizes the problem of business-organization development at various stages of its life cycle. As a result of the research, the following tasks were solved: the necessity of studying the development of a business-organization at various stages of its life cycle was considered and substantiated; the essence of factors influencing the development of a business-organization was revealed; a methodical approach to evaluation of a businessorganization development was proposed; an algorithm for calculating the index of a business-organization development was proposed. In the article, it is proposed to consider factors influencing the development of a business-organization at the stages of its life cycle. The proposed methodological approach to the analysis of development factors makes it possible to reflect the state and prospects of a business-organization functioning; to estimate efficiency of a business-organization depending on the stage of development under the influence of the factors: financial resources, economic security of the enterprise, external and internal relations, image of the enterprise, development resources. The advantages of such methodical approach are the possibility to take into account the peculiarities of development of business-organizations at different stages of their life cycle.
One of the most acceptable scientific and methodological approaches to work in difficult economic conditions is regular and targeted management of the life cycle of a business organization as an open social and economic system. Any system develops and changes, passing through typical stages or cyclic states of its development. Studying the enterprise from the point of view of the life cycle allows to increase efficiency of financial and economic activity exactly at the specified stage and in due time to develop measures on prevention or weakening of negative and increase of positive results. The analysis of scientific researches has allowed to define the "life cycle of an enterprise" as a quantitatively limited set of stages or states within which the enterprise is during its existence and development. With regard to the functioning of a business organization, the following stages of its life cycle have traditionally been identified: creation, growth, maturity and crisis. Depending on the stage of the life cycle, a business organization should focus on various aspects of its financial and economic activities. Development of a business organization is to ensure the transition from the first and second stages to the third, and the longest possible retention (maturity stage) with timely identification of signs of the fourth stage (crisis) in order to prevent it by retaining the existing positions, returning to the second stage, diversification or transition to a new life cycle. Each stage of development has its key aspects on which management should focus to achieve and maintain positive financial and economic performance. Correspondence of life cycle stages and financial and economic priorities gives grounds for development of the system of financial and economic indicators and formation of limits of their permissible fluctuations within each stage. Based on the values of financial and economic indicators and their dynamics, it is possible, firstly, to contribute to more accurate diagnostics of the life cycle stage of a business organization; secondly, to improve the efficiency of a business organization at each stage by adjusting the values of indicators within the optimal ranges and applying adequate managerial impacts.
The need to assess the resource availability of the industrial enterprise at each stage of the life cycle is due to the limited resources available and the increase of their effective and rational use. The development of a methodical approach to assess the resource availability of the industrial enterprise will allow not only to diagnose the problems that have arisen or may arise at a particular stage of its life cycle, but also to anticipate changes in the market situation and respond in a timely manner. Resource provision is a set of necessary types of resources that an industrial enterprise has and uses them rationally in order to extend or restore the appropriate stage of the life cycle and further development. For industrial enterprises, the highest priority are such components of the resource provision of activities by stages of the life cycle as: "Financial and information-intellectual resources" at the stage of birth, "Personnel and production and sales resources" at the stage of growth, "Image resources and resources of economic security" at the stage of maturity and "Resources of economic security and information-intellectual resources" at the stage of crisis. On the basis of the presented priority components of the resource provision of the industrial enterprise the system of indicators, allowing to measure and control the process of its development at each stage of the life cycle, was formed. The developed methodology of assessing the resource availability of the industrial enterprise at various stages of its life cycle includes 7 stages. According to the presented methodological approach, the assessment of resource availability of actually operating industrial enterprise at various stages of its life cycle was carried out. The meat-processing enterprise of the Voronezh region (LLC "X") was chosen as the one under study. The resulting value of the integrated integral indicator of resource availability of the industrial enterprise under study at the stage of birth corresponds to a very high level, at the stage of growth - to the average and at the stage of maturity - very low, which indicates the lack of priority components of resource provision to overcome the growth stage and the transition to the stage of maturity. Based on the assessment of resource availability the possible directions for the further development of "X" LLC were proposed.
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