Indicator Method as an Instrument to Ensure Financial Security of an Economic Entity

Introduction. Any enterprise’s functioning in a market economy entails internal and external risks. Reducing their impact or leveling ensures a long-term existence of the business. In this view, the subject of the study is relevant. Theoretical analysis. The theoretical and methodological basis of the study was the works of Russian and foreign researchers in the field of economic and financial security. During the critical study of scientific publications it was determined that the interpretation of the financial security of enterprises definition is considered in terms of several approaches: complex, resource, financial. It was also found during the study that threats to financial security have a direct impact on production, personnel, information, etc. Empirical analysis. The main methods of research were analysis and synthesis, as well as the method of generalizing indicators. In the course of the study, it was found that the analyzed enterprise uses only quantitative indicators for evaluation, which are unable to identify most threats to financial interests. As a result, an open list of qualitative indicators was proposed that could assess the level of financial security. Results. The construction of the financial security risk matrix allowed us to establish that the total cost of implementing all risks per year can reach 90 million rubles, which is about 9% of the property of the enterprise. Having assessed the risks of financial security, we recommended that the management of the enterprise should pay attention to the realization of the profits loss risks due to the unstable position of suppliers and contractors in the market or the termination of their activities.

Increasing Enterprise Efficiency Through Outsourcing

Introduction. Crisis events in the economy, high competition in the market, annual increase in prices of material resources lead enterprises to seek ways to reduce the cost of products/services in order to increase efficiency. In most cases, when solving the MOB task (“make or buy”), the enterprise gets significant savings and competitive advantages in transferring, mainly non-core functions, to a third-party organization. Theoretical analysis. Outsourcing, as an innovative form of economic and organizational relations that provides profits to enterprises, has been gaining momentum in Western countries and Russian practice for recent decades. The transfer of some enterprise functions to external experts is a recognized trend of the world economy, which allows enterprises, organizations to concentrate on basic processes in order to improve the quality of management. Domestic enterprises mainly outsource accounting, document management, transport/cargo delivery, information and computer support, advertising activities, security issues. Empirical analysis. The analysis of the activity of a large machine-building enterprise in Saratov showed problems related to the need to reduce the cost of production, develop marketing strategies to increase the market share of refrigerating and freezing household appliances. Results. The results of the work are measures to improve the activity of the enterprise, consisting in outsourcing of certain non-core functions of the enterprise, which allowed to achieve economic effect in the form of annual savings and increase of net profit of the company.

The System of Strategic Management of Innovation Development of the Furniture Enterprises

Introduction. Some theoretical studies and best practices proven that the effectiveness of innovative development of industrial enterprises (including furniture) largely depends on how the management of such development is synthesized with the strategic management, it inter- acts with the system. This is due to the fact that in modern conditions first of all innovations must determine the strategic direction of the company. Theoretical analysis. To the present time in a number of studies have shown the mechanism for the integration of innovation and strategic management, describes the innovative strategies of enterprises, their relationship with other strategies described elements of the system of management of innovative development and the associated control mechanism. A Systematic approach to the management of innovative development of the enterprise, which is one of the key involves including the establishment of an integrated management system that includes both strategic and operational circuits, and based on the methodology of management of innovative development. Results. In the study made some contribution to the formation of a comprehensive scientific understanding of the system of management of innovative development of the company the furniture industry. The developed approach allows us to systematically organize the strategic management of innovative development of industrial enterprises.