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СТРАТЕГИЧЕСКИЕ ВЕКТОРЫ ЖИЗНЕОБЕСПЕЧЕНИЯ ПРЕДПРИЯТИЯ

Strategic vectors of life support of the enterprise

Арсаханова Зина Абдуловна, Профессор кафедры финансов, кредита и антимонопольного регулирования, ФГБОУ ВО «Чеченский государственный университетимени А-Х.Кадырова» (364020 Россия, г. Грозный, ул. Асланбека Шерипова, д. 32),  тел. +7(495)651-05-86, mguspaeva@mail/ru

 Zina A Arsahanova., Professor of the Department of Finance, Credit and Antimonopoly Regulation, FSBEI HE «Chechen State University named after A.Kh. Kadyrov» (32  Aslanbek Sheripov  st.,  Grozny,  364020  Russia), tel. +7(495)651-05-86, mguspaeva@mail/ru

 

Аннотация. Стратегические векторы жизнеобеспечения предприятия направляются в сферы реализации интересов, заинтересованных в деятельности предприятия сторон. Используя понятие «вектор» в управленческой терминологии необходимо помнить, что каждый вектор имеет значение, направление и предел. Поэтому при формировании векторного подхода в контексте менеджмента предприятия необходимо иметь представление о вышеупомянутых показателях. Значение вектора означает количество ресурсов, которые необходимы для достижения конечной точки вектора. Конечная точка вектора означает надлежащее количество выгод, благ, которые получает предприятие или иной субъект в конечный точке вектора. Например, если существует стратегический вектор, который заключается в обеспечении лояльности определенного сегмента рынка, клиентов, которые имеют определенные потребности, при этом предприятие имеет в наличии и предлагает соответствующий продукт, с необходимыми клиентам потребительскими качествами. Это означает достижение соответствующей стабильности прибыли, преобладание входных финансовых потоков над исходящими. Направление вектора существует в той сфере жизнедеятельности предприятия, в которой формируется стратегия его жизнеобеспечения, в зависимости от исходного состояния, технологического, политического, экономического и культурного внешней среды предприятия.

Abstract. The strategic vectors of the enterprise’s life support are directed to the areas of realization of the interests of the parties interested in the company’s activities. Using the concept of «vector» in management terminology, it is necessary to remember that each vector has a value, direction and limit. Therefore, when forming a vector approach in the context of enterprise management, it is necessary to have an idea of the above-mentioned indicators. The value of the vector means the amount of resources that are needed to reach the endpoint of the vector. The end point of the vector means the appropriate amount of benefits, benefits that an enterprise or other entity receives at the end point of the vector. For example, if there is a strategic vector, which is to ensure the loyalty of a certain segment of the market, customers who have certain needs, while the company has available and offers the appropriate product with the consumer qualities necessary for customers. This means achieving appropriate profit stability, the predominance of incoming financial flows over outgoing ones. The direction of the vector exists in the sphere of the life of the enterprise in which the strategy of its life support is formed, depending on the initial state, technological, political, economic and cultural environment of the enterprise.

Ключевые слова: жизнедеятельность, финансовые потоки, стабильность, прибыль, стратегия

Keywords: vital activity, financial flows, stability, profit, strategy

Литература

  1. Ashmarina, S., & Nikulina, E. (2017). Assessment of global trends impact on development of higher education system. Problems and Perspectives in Management, 15(3), 365–376. https://doi.org/10.21511/ppm.15(3-2).2017.06
  2. Bagiev, G. L., Pogrebova, O. A., & Konnikov, E. A. (2017). Marketing platform of organization of system-spatial complex “pSE” (Production — Science — Education). In Proceedings of the 2017 International Conference “Quality Management, Transport and Information Security, Information Technologies”, IT and QM and IS 2017 (pp. 466–470). https://doi.org/10.1109/ITMQIS.2017.8085864
  3. Litvinova, E., & Chernobaeva, G. (2018). Features of the formation of a complex of marketing communications of social innovative projects. In Proceedings of the European Conference on Innovation and Entrepreneurship, ECIE (Vol. 2018-September, pp. 961–967).
  4. Lukmanova, I. G., Golov, R. S., & Smirnov, V. G. (2018). Bases of innovative marketing in the organization of production of textile products from organic cotton under the strategy of import substitution. Izvestiya Vysshikh Uchebnykh Zavedenii, Seriya Teknologiya Tekstil’noi Promyshlennosti, 374 2018-January(2), 97–100.
  5. Maloletko, A., Volkov, D., Vishnyakova, V., & Shatsky, A. (2018). The effect of supply chain and consumer preferences on the formation of economic model. International Journal of Supply Chain Management, 7(5), 684–689.
  6. Meshcheryakova, T. (2018). Evaluation of innovation activity science-intensive and high-tech of enterprises. In MATEC Web of Conferences (Vol. 170). https://doi.org/10.1051/matecconf/201817001048
  7. Razin, A., Taktarova, S., & Semenov, V. (2018). Innovative and investment development of vegetable growing. In MATEC Web of Conferences (Vol. 212). https://doi.org/10.1051/matecconf/201821207010
  8. Riad Shams, S. M., Vrontis, D., Weber, Y., & Tsoukatos, E. (2018). Business models for strategic innovation: Cross- functional perspectives. Business Models for Strategic Innovation: Cross-Functional Perspectives. https://doi.org/10.4324/9781351257923
  9. Sharakhina, L. V, & Trubnikova, A. G. (2018). Digitalisation of Public Relations Practice as an Issue to Meet Employers’ Needs. In Proceedings of the 2018 International Conference “‘Quality Management, Transport and Information Security, Information Technologies’”, IT and QM and IS 2018 (pp. 804–806). https://doi.org/10.1109/ITMQIS.2018.8524917
  10. Valedinskaya, E. N., & Astafeva, O. A. (2018). Innovative methods for demand stimulation in tourism industry. Astra Salvensis, 6, 613–626.

References

  1. Ashmarina, S., & Nikulina, E. (2017). Assessment of global trends impact on development of higher education system. Problems and Perspectives in Management, 15(3), 365–376. https://doi.org/10.21511/ppm.15(3-2).2017.06
  2. Bagiev, G. L., Pogrebova, O. A., & Konnikov, E. A. (2017). Marketing platform of organization of system-spatial complex “pSE” (Production — Science — Education). In Proceedings of the 2017 International Conference “Quality Management, Transport and Information Security, Information Technologies”, IT and QM and IS 2017 (pp. 466–470). https://doi.org/10.1109/ITMQIS.2017.8085864
  3. Litvinova, E., & Chernobaeva, G. (2018). Features of the formation of a complex of marketing communications of social innovative projects. In Proceedings of the European Conference on Innovation and Entrepreneurship, ECIE (Vol. 2018-September, pp. 961–967).
  4. Lukmanova, I. G., Golov, R. S., & Smirnov, V. G. (2018). Bases of innovative marketing in the organization of production of textile products from organic cotton under the strategy of import substitution. Izvestiya Vysshikh Uchebnykh Zavedenii, Seriya Teknologiya Tekstil’noi Promyshlennosti, 374 2018-January(2), 97–100.
  5. Maloletko, A., Volkov, D., Vishnyakova, V., & Shatsky, A. (2018). The effect of supply chain and consumer preferences on the formation of economic model. International Journal of Supply Chain Management, 7(5), 684–689.
  6. Meshcheryakova, T. (2018). Evaluation of innovation activity science-intensive and high-tech of enterprises. In MATEC Web of Conferences (Vol. 170). https://doi.org/10.1051/matecconf/201817001048
  7. Razin, A., Taktarova, S., & Semenov, V. (2018). Innovative and investment development of vegetable growing. In MATEC Web of Conferences (Vol. 212). https://doi.org/10.1051/matecconf/201821207010
  8. Riad Shams, S. M., Vrontis, D., Weber, Y., & Tsoukatos, E. (2018). Business models for strategic innovation: Cross- functional perspectives. Business Models for Strategic Innovation: Cross-Functional Perspectives. https://doi.org/10.4324/9781351257923
  9. Sharakhina, L. V, & Trubnikova, A. G. (2018). Digitalisation of Public Relations Practice as an Issue to Meet Employers’ Needs. In Proceedings of the 2018 International Conference “‘Quality Management, Transport and Information Security, Information Technologies’”, IT and QM and IS 2018 (pp. 804–806). https://doi.org/10.1109/ITMQIS.2018.8524917
  10. Valedinskaya, E. N., & Astafeva, O. A. (2018). Innovative methods for demand stimulation in tourism industry. Astra Salvensis, 6, 613–626.

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