Modern Strategic Management Research Articles

Odysseus inside the Cyclop’s cave: Turnaround strategy and leadership insights from the struggle against Polyphemu

The present study aspires to perform a thorough examination of the notion of turnaround strategy process within the context of Homer’s Odyssey. More specifically, focusing on Odysseus’ struggle against the one-eyed Cyclop, Polyphemus, we seek to draw some interesting insights into the way a turnaround process unfolds, as well as its key attributes and components. Although the topic of turnaround strategy has attracted significant research attention over the last 50 years, the vast majority of extant studies has focused on the practices of formerly declining companies which mainly originate from developed countries. Furthermore, most of the existing studies are based on quantitative research methodologies, such as large sample surveys. The novelty of the present study is associated with the adoption of a multidisciplinary perspective, whereby modern strategic management and leadership theories are applied in order to analyze and interpret one of the greatest masterpieces of global literature, Homer’ Odyssey. This objective is attained through the employment of a qualitative, case study research methodology. More specifically, the symbolic analysis of Odyssey’s Book 9, indeed yielded some very interesting insights regarding the way a representative turnaround process unfolds, as well as the importance of effective leadership as part of such processes. Based on Odysseus’ actions and behaviors toward his companions during this crisis situation, we conclude that transformational leadership may be the most appropriate leadership style under extraordinary and emergency circumstances.

Cluster Model for Establishing Special Economic Zones in Ukraine under Modern Conditions (Global Experience)

Object: Clusters are a relatively new form of organization, risk and profit sharing, and competitiveness enhance ment for both the global and Ukrainian economies. The potential of the cluster development model is significant, and, most importantly, it has been justified in developed countries worldwide. In particular, global practice confirms that the functioning of the most prosperous economies is supported by advantages in modern production technologies and man agement. Therefore, successful development of any level is possible through the comprehensive application of modern strategic management concepts. Thus, the object of the study is to reveal and substantiate the effectiveness of cluster model in establishing special economic zones in Ukraine. Methods: The paper uses general scientific and special methods, that are: the dialectical method of understanding cluster model for establishing special economic zones; comparative analysis methods; methods of empirical research, methods of statistical and structural analysis; methods of historical and logical analysis; identifying individual parts of an object, methods of system approach, identifying cause-and-effect relationships. Findings: Custers are established on the base of a unique internal environment and infrastructure specific to a par ticular region. This allows leveraging the competitive advantages of enterprises in a specific area through integration. A cluster serves as a stimulus for economic development, and regionalism forms the basis for its sustainable growth. Re gionalism is of great significance in selecting priority investment areas, as it can influence the level of uncertainty risk during the assessment of regional investment projects. Its effectiveness is confirmed by cluster development of the child nutrition project presented in the paper (Ivano-Frankivsk region, Ukraine). Conclusions: Cluster approach makes it possible to use available resources more efficiently. The cluster approach is connected with the policy of capacity-building as well as increasing competition profitability of national economies. There are also some cluster formations on the territory of Ukraine. Сluster is a convenient form of organizing a free economic zone. At the same time, each government develops its own approaches to the creation of clusters and regula tion of their activities, accordingly, organizes the activities of those responsible for the implementation of the national strategy of sustainable competitive development.

Development of competitive strategies by enterprises in the globalization of market

The subject of the study is the process of formation and implementation of competitive strategies of enterprises in the conditions of globalization of markets. The purpose of the article is to study the relationship between the globalization of markets and the development of competitive strategies of enterprises, as well as to provide recommendations to enterprises on the development of effective competitive strategies that take into account global trends and the peculiarities of local markets. The methodological basis of the article can be various research approaches and methods, depending on the specific orientation. The methods of economic analysis are used, in particular, comparative analysis of various competitive strategies, SWOT analysis, Porter's analysis, and others. Also used are methods of sociological research, in particular surveys of various groups of stakeholders, or methods of practical experience, including case studies of successful enterprises and their strategies. Results of the article. It has been established that in the conditions of globalization of markets, enterprises must develop competitive strategies that take into account the trends of global market development and the peculiarities of competition in different regions of the world. The main factors influencing the development of competitive strategies of enterprises in the conditions of globalization of markets are identified, in particular: changes in the political, economic, socio-cultural and technological environment, the growth of competition, changes in consumer requirements, the strengthening of the influence of regulatory bodies, etc. The main strategies that can be applied by enterprises in the conditions of globalization of markets, such as: differentiation strategies, cost reduction strategies, focusing strategies and combined strategies, are studied. It was found that the success of the company's competitive strategy in the conditions of globalization of markets depends on several factors, in particular: choosing the right strategy, effective management of resources, adaptation to local conditions and interaction with partners. Recommendations are given on the development and implementation of competitive strategies of enterprises in the conditions of globalization of markets, in particular: analyze trends in the development of the global market. An additional result is the identification of key factors that influence the formation and implementation of competitive strategies of enterprises in the conditions of globalization of markets. This enables enterprises to more effectively adapt to changing market conditions and develop their strategies based on the analysis of these factors. Field of application of results. The recommendations for the development of competitive strategies that have been formulated can be used by enterprises of various sizes and industries that wish to compete in international markets. In particular, the research can be useful for managers who are responsible for the development of company strategies, as well as for researchers and teachers who deal with problems of competitiveness of enterprises. Conclusions. The development of competitive strategies of enterprises in the conditions of globalization of markets is an important factor in their success and preservation of competitiveness. Effective selection and implementation of strategies requires a deep analysis of external and internal environmental factors, a thorough study of the competitive field, and the use of modern strategic management tools.

SUSTAINABLE TOURISM DEVELOPMENT: STRATEGIC GUIDELINES AND MANAGEMENT PRACTICES

Objective. The purpose of the article is to generalize and analyze the existing strategic guidelines and modern management practices for the sustainable tourism development, proposed by international organizations and associations. Methods. To achieve the goal, such research methods as literature review, substantive bibliometric analysis, data visualization were used. The review of international tourism organizations reports was used to identify, collect and analyze data on modern strategic guidelines and management practices for the sustainable tourism development, as well as their critical evaluation. Results. The initiatives of international tourism organizations to manage the sustainable tourism development are summarized and analyzed. It was determined that the most systematic approach to substantiation of strategic guidelines for the sustainable tourism development is inherent in the World Tourism Organization, which carries out its activities according to certain issues in seven directions, namely: increasing energy efficiency and use of renewable energy in hotels; monitoring the sustainable development of tourism at the destination level; resource-efficient use in tourism; simplification of tourist trips; stopping the loss of biodiversity and promoting the preservation and restoration of the environment; fight against climate change; launching a global plastic tourism initiative. The analysis and generalization of the existing strategic guidelines and modern management practices for the sustainable tourism development, proposed by international organizations and associations, allows us to conclude that the optimal recommendations for the sustainable tourism development should: 1) be aimed at the optimal use of environmental resources; 2) respect the socio-cultural authenticity of the host communities; 3) ensure viable, long-term economic operations, providing socio-economic benefits for all stakeholders.

Political economy of modern strategic management

The article explores the actual problem of the development of a new architectonics of the world economy and the world community, the problem of theoretical, methodological, paradigmatic changes in the system of managing these processes at the micro and macro levels. The aim of the article is a comprehensive study of modern strategic management from the standpoint of the political and economic orientation of its functions, which allows us to redefine the role of strategic management in managing the future of specific objects in a new reality that is born as a result of the rapid integration of artificial intelligence into production and management processes and in resolving contradictions of object management on the platform of the globalized digital economy. The use of philosophical, institutional, systemic, civilization, and interdisciplinary approaches to the analysis of the socio-economic nature of modern strategic management and its functions made it possible to outline and define their pluralistic, polysystemic essence and role, to substantiate the possibility of recognizing a new direction in the modern political economy of management. The article accumulates a system of arguments in favor of such a scientific position.

PROBLEMS AND PROSPECTS OF DEVELOPMENT OF STRATEGIC MANAGEMENT IN UKRAINE

The essence of strategic management and different approaches to its definition are considered. Under strategic management, we understand the dynamic process, which is based on the potential of the enterprise, is oriented on obtaining long-term competitive advantages on the market at timely adjustment of the goals of functioning (according to changes in the external environment) by means of innovative direction, growth of volumes of business, enterprise restructuring or anti-crisis management. The characteristic features of strategic management of the enterprise are given, which are based on a certain combination of management theories concerning the enterprise activity: in particular, on system and situation analysis, target and innovative approaches to management, etc.; the enterprise is considered as an open social – economic and material-substance system.The main goal of modern strategic management is to create such a system of management of the enterprise, which would allow to form mission and strategic goals of the enterprise on the basis of analysis of internal and external potential. In addition, develop, justify and implement functional and corporate strategies in a way that ensures effective achievement of high social and economic results. At domestic enterprises, the introduction of a system of strategic management is connected with many problems, in particular, with the realization that both current and strategic tasks need to be solved simultaneously in order to achieve the desired result. The expediency of strategy formation and introduction of strategic management into the practice of domestic enterprises is shown: by means of the strategy, the system of values is displayed, the views of the top management of the enterprise, his vision of the future will help to coordinate personnel in the necessary direction; the analysis of the enterprise environment will determine the limitations imposed by it and the possible evolution of its environment; the formed strategy will be a coordination tool that will ensure the goals, and in case of contradictions, will help to reach compromises, to diagnose the enterprise activity, determining the reasons for deviations between: results and goals; the formed strategy will increase the company’s adaptive readiness to unforeseen changes.

ЧИННИКИ РЕГІОНАЛЬНОГО РОЗВИТКУ ТА ЇХ СТРАТЕГІЧНЕ УПРАВЛІННЯ

The article is devoted to the problems of strategic management of regional development factors. Modern strategic management is the impetus for the formation and implementation of the region's development strategy based on continuous monitoring and analysis of environmental changes used to support the region and ensure its support at the state level. That is why regional development should be an economic rather than a political or administrative category. The process of developing a regional development strategy usually begins with the preparatory stage, during which the analysis of factors influencing the development of the region. In particular, the classification of factors of regional development by direction of action is investigated in the article. First of all, the external factors that are general state factors are considered, among them: political and legal, socio-economic, technological, natural and others. The second group of factors considers a number of internal factors, or so-called growth factors. Their list includes: economic potential, social conditions, technological development, innovation and investment, labor, tourism potential, natural resource potential, also international economic relations and others. The basis of strategic management is a set of strategies: social, economic, environmental, etc. This variety of strategies is a modification of several basic strategies, each of which is effective only in a particular situation. That is why it is important to consider the reasons for choosing individual options. The strategy of regional development of the state is heterogeneous by regions. This is due to significant differences in the territories in terms of resources, economic structure, level of development of various sectors of the economy, economic growth rates and so on. That is why this strategy forms, on the one hand, the main goals and objectives of state development for a certain period of time, and on the other – is the basis for developing a number of balanced strategies for economic development of individual regions. The article identifies the importance of analyzing both internal and external factors in developing a regional development strategy.

Analysis of Modern Instruments for Strategic Management Accounting at Agricultural Enterprises

In modern realities of enterprises functioning, methods that keep management records play an important role. Therefore, it is always relevant to assess effectiveness of existing methods, find opportunities for their improvement or consider new accounting instruments. In this work, the emphasis is on the analysis of strategic management tools within the framework of the Republic of Tajikistan and the country's agricultural sector, the reason for which is its significant role in the effective development of the state's economy. Thus, the purpose of the work is to show the principles of choosing strategic accounting tools at agricultural enterprises in Tajikistan and to assess their effectiveness. Analysis was the main research method in the research; in addition, modelling, abstraction, historical approach and other tools played an important role. The work analysed the main features of accounting in the Republic of Tajikistan in the context of modern strategic management at agricultural enterprises. The article also briefly describes the current state of the agricultural sector, its role in the functioning of the country's economy and its development prospects. In addition, the features of three main strategic methods of cost management were analysed, namely, “standard costing”, “direct costing” and Activity Based Costing; the work describes advantages and disadvantages a company can receive using one of these methods. The article adds new knowledge to the concepts of modern strategic management, in particular in the context of agricultural enterprises, and also allows better understanding of the peculiarities of Tajikistan’s economic development and methods of accounting in this country

NEW BUSINESS MODELS GENERATED BY TECHNOLOGICAL INNOVATION

The evolution of technology has caused a revolution in almost every fragment of the entrepreneurial sector, especially in terms of adapting business models to innovation. The management of a business in a competitive market has become increasingly unpredictable. Leadership style has changed the way the business model is framed through modern strategic thinking or management. By applying new information technologies, businesses need to constantly reflect in order to redesign the business models they use. Business models under the pressure of time changes have changed the format of operation and approach, depending on the “innovation” factor. Today, companies around the world feel under direct pressure to operate in efficient solutions, designed to fully adapt to the various and comprehensive strategic business management activities. As a result of technological evolution, organizations find it easier to intervene in the markets, to increase their operating segments in the market, as well as to change the forms of the way the product is delivered to the customer. This has brought uncertainty in their managerial work but has also significantly facilitated the environment in which businesses operate. Even for many businesses technological development is the motto of their existence. Many companies themselves have been established on the basis of internet technology while from many others technological evolution is exploited to take advantage of another level in the market. The use of the software industry in business is considered a key factor of computerization due to the economic benefits, expressed in fast and intermediary transactions, cost reduction, revenue growth, competitive advantages, product diversity and saving of non-renewable resources. Studying the impact of technology and innovation on business models is essential to explore how companies innovate, need and should innovate the business model. The purpose of this paper is to advance research on the perspective offered by innovation in the business model. The aim is to emphasize the importance of technological development in the creation of digital businesses, hoping to inspire managers and entrepreneurs to compete in the market not only by applying the latest technology available, but also by creating their innovations to make their business more profitable and more sustainable. The novelty of this study corresponds to a general analysis of “modern business models”, in the way how business models in combination with technological evolution, mature and bring to the stage new business models, those provoked by technological trends.

Історичний досвід та перспективи корпоратизації Дніпровського електровозобудівного заводу (1988–2021)

The article provides a retrospective analysis of the historical experience and problems of corporatization of the Dnipropetrovsk electric locomotive plant – a leading domestic manufacturer of industrial electric vehicles and railway rolling stock. The author traces historical circumstances of development and preconditions of diversification of production activity of the enterprise on the background of market economy in Ukraine and decrease in demand for narrowly specialized products. It was found out that during the 1990s–2000s the staff of SPA «DEVZ», having a promising research and production potential, mastered a wide range of production of mainline equipment to meet the needs of railways for innovative electric vehicles. However, due to low product quality and inefficient management system, the company is currently on the verge of bankruptcy, and its outdated design and technological improvements are not able to ensure competitiveness in the global railway market. It is proved that given the strategic importance of SE «DEVZ» for the national economy as the last profile locomotive company, its corporatization can be a real alternative to privatization, providing effective capitalization, financial and technological recovery and improving the culture of production with a state guarantee of preservation of the enterprise, as well as obtaining additional funds through the placement of securities on stock exchanges, and attracting private investment and innovation from international manufacturers. Further research on the historical aspects of the development of domestic engineering enterprises and their impact on the fleet of JSC «Ukrzaliznytsia» should be carried out taking into account the achievements of domestic science on the problems of structural adjustment of the economy and the use of modern strategic management tools.

THEORETICAL FUNDAMENTALS OF STRATEGY AND STRATEGIC MANAGEMENT IN BANKING SPHERE

The article investigates the theoretical foundations of strategy formation. The role of strategic planning in ensuring the sustainable development of the modern banking system in conditions of increased competition is determined. The aim of the article is the substantiation of the theoretical foundations of strategy and strategic management, taking into account the specifics of banking activities, as well as to search for modern strategic management mechanisms of banking institutions for ensure their effective operation. Theoretical approaches to the definition of the of «strategy» concept by representatives of conceptual, practical, systemic, integrated approaches are analyzed. Based on the generalization of scientific concepts and definitions, the essence and main task of the strategy are investigated. The peculiarities of the strategy modern interpretation in the banking institutions activities are considered, taking into account macroeconomic instability and fast-paced changes in the external environment. The main types of strategies that are used in the strategic management of banking structures are determined: financial, marketing, information technology, personnel management strategy. The concept of «strategic management» is generalized, its place and role in the development of banking institutions are determined. The constituent elements of the bank’s strategic management system are considered and the peculiarities of the modern strategic management of the banking system are determined. It is substantiated that exactly the strategy is a key element of the bank’s strategic management system in the conditions of market economy transformation. The newest methodological concept of the strategic management of banking institutions is considered. It is determined that the majority of Ukrainian banks do not use modern forms and methods of management at the strategic level. It is proposed to introduce modern strategic management mechanisms into the banking institutions activities to improve their efficiency in the process of banking system digitalization.

The Issue Of Modern Strategic Management In Enterprises Or Firms

Strategic management is a management function focused on long-term goals and actions, as well as a set of long-term measures and approaches aimed at improving the vitality and strength of an individual or a group of individuals in relation to competitors. Strategy formulation is the direction of action and its clear tool is a key part of management and an important sign of good governance.

Cost Control And Financial Performance Of Pharmaceutical Firms In Nigeria

This paper examined the impact of cost control on financial performance of pharmaceutical firms in Nigeria from 2010 to 2019. Secondary data were used in this study. The secondary sources of data were sought from published annual reports of the six quoted pharmaceutical firms in Nigeria. The variables used in the study include; Profit after Tax (PAT), Cost of Raw Material (CRM), Selling and Distribution Expenses (SDE), Salaries and Wages (SWE), Research and Development (RDC) and Training (TEC). Panel regression analysis was employed to evaluate the impacts of cost control on financial performance of pharmaceuticals firms in Nigeria. The results revealed that cost control has significant influence on financial performance of pharmaceuticals firms in Nigeria. The study recommended that the management of the firms should adopt modern strategic cost management method for effective operation in the organization in order to enhance their performance.

Cost Control And Financial Performance Of Pharmaceutical Firms In Nigeria

This paper examined the impact of cost control on financial performance of pharmaceutical firms in Nigeria from 2010 to 2019. Secondary data were used in this study. The secondary sources of data were sought from published annual reports of the six quoted pharmaceutical firms in Nigeria. The variables used in the study include; Profit after Tax (PAT), Cost of Raw Material (CRM), Selling and Distribution Expenses (SDE), Salaries and Wages (SWE), Research and Development (RDC) and Training (TEC). Panel regression analysis was employed to evaluate the impacts of cost control on financial performance of pharmaceuticals firms in Nigeria. The results revealed that cost control has significant influence on financial performance of pharmaceuticals firms in Nigeria. The study recommended that the management of the firms should adopt modern strategic cost management method for effective operation in the organization in order to enhance their performance.

Examining the integration of continuous improvement and strategic planning in select pharmaceutical companies in India: a case study

PurposeThe objective of the study is to examine the extent to which pharmaceutical companies in India rely on traditional planning approaches rather than the new learning approach to strategic planning. In addition to that, the study also seeks to examine the perceived ability of the pharmaceutical companies in India to integrate continuous improvement goals and product quality into the overall strategic planning and success in implementing total quality management (TQM) programs examined through three particular continuous improvement mindsets.Design/methodology/approachThe study collected data from select pharmaceutical companies in India through survey technique using a standardized questionnaire through online mode. A descriptive statistical analysis is performed to examine the extent of integration of strategic planning and continuous improvement in the select pharmaceutical companies in India.FindingsThe results of the study indicate that pharmaceutical companies in India still rely greatly on traditional planning methods for strategic planning. However, a shift is also observed toward adoption of best practice management and modern strategic management techniques. The study also demonstrates that continuous improvement goals and strategies are included into the corporate strategic planning.Research limitations/implicationsThe study employs only descriptive statistics, and no hypotheses are generated in the study because the objective is not to generalize the findings. The process of formulating quality goals and integrating them with strategy is typical to any company. Therefore, the findings cannot be generalized. The findings of the study do not given any insights into the strategic quality management process due to online mode of data collection. Also, the focus on the study is on the internal management of quality in an organization and factors in the external environment or in the value chain outside the firm, influencing strategic management of quality are beyond the scope of present study.Practical implicationsConsidering the significance of quality of products, an understanding of the link between quality and strategic goals helps the managers in pharmaceutical industry to align the strategic planning goals with quality goals ensuring that the entire organization moves in same strategic direction.Originality/valueThe strong focus quality in pharmaceutical industry in India has given impetus to development of well-managed quality programs on the shop-floor to remain competitive and survive in the highly competitive global markets. However, no such study is conducted so far to understand the extent to which continuous improvement or TQM practices are integrated into strategic planning in the pharmaceutical companies in India.

The effect of chaos modern strategic management techniques on firm performance

The effect of chaos modern strategic management techniques on firm performance

Studies of management effects on fertility of purebred and crossbred exotic gilts in two breeding farms at NSUKKA, Nigeria

Sixty healthy gilts comprising 15 Landrace (LR), Large White (LW} and LW x Hampshire (HS) breeds respectively, were selected from Federal Government (FG) breeding center at Okpuje near Nsukka and University of Nigeria Nsukka (UNN) farms. They were bred through 4 years (1993 to 1996) during which management effects on fertility were assessed. Gilts were mated on observation of third cyclic oestrus and at subsequent postweaning oestrus. Fertility was assessed from vital reproductive traits due to dams and offsprings. All gilts had successful first and second parity breeding. Thereafter there were increasing cases of abortion and anoestrus particularly among purebred groups in FG farms. Generally, 8 (53.3%), 6 (40.0%), 10 (66.7%) and 13 (86.7%) out of 15 dams in respective groups could attain fifth parity within four years. Both groups exhibited long breeding Intervals (ranging from 192-268 days). Purebred LW and LR offspring had slightly lower mean litter size of 8.5 ± 1.8 and 8.8 ± 1.5 compared with 9.5 ± 0.9 and 9.7 ± 1.4 (P<0.05) for LW x LR and LW x HS crossbred counterparts respectively, Birth and weaning weights and daily weight gain were similarly lower for purebred than crossbred offsprings. Attendant mortality rates of 13.1% and 15.7% for the former were significantly higher than 9.8% and 10.1% (<O.05) obtained for the latter offsprings respectively. The FG farm was more understocked, underutilized and undermanaged than the UNN farm probably because of inconsistencies arising from administrative bureaucracy. Consequently constraints are identified for improvement through efficient resources inputs, staff incentives and application of modern strategic management techniques recommended for tropical environment. Further research into stocking Hamphsire crossbred pigs in the tropics is suggested, in view of its favourable performance.

«Искусство войны» Сунь-цзы и основные положения стратегического менеджмента

The ancient Chinese treatise «The Art of War» by Sun Tzu is relevant for modern strategic management for its practical orientation and lack of edifying attitudes. The developments and strategies proposed in this treatise make it possible to find new opportunities for the development of strategic management. The main objectives of the research are to identify the prerequisites for using the basic principles and calculations outlined in Sun Tzu’s «Art of War» in order to develop the content of modern strategic management. The theoretical and methodological basis of the study are the provisions and categorical apparatus of the theory of strategic management. In this article, general scientific theoretical research methods are used: the formal-logical method, methods of generalization, comparison and analogy. The results of the work have an important theoretical and methodological significance for the development of the theory of strategic planning and control. The use of the universal principles of the treatise «The Art of War» by Sun Tzu is applicable to strategies in local economic wars, they expand the possibilities for creating effective business strategies.

Transformation of Strategic Management in the Digital Economy (on the Example of Air Transport)

Globalization, which presupposes the strengthening of multifactorial economic, social and other phenomena, needs strategic management, forecasting and foreseeing its impact on every spheres of public life without any exception. Unfortunately, the modern Russian strategic planning system appears to be unbalanced and ineffective; key indicators of the adopted and developed strategies are abstract in nature and are weakly correlated with the practical needs. This is clearly illustrated by the example of such an important branch of the economy as transport. Strategic air transport management in Russia in the context of the digital transformation of the economy, especially the practice of strategic planning and forecasting, has a number of bottlenecks and needs to be improved. A very vulnerable spot in modern strategic management is the occasional use of methods of strategic audit (control). This conclusion is confirmed by the analysis of the draft Transport Strategy for the period up to 2035, submitted for discussion and revision. It is not possible to solve this problem without scientific support and methods of strategizing approved by domestic and foreign practice.

Improvement and implementation of modern strategic management tools on the example of a commercial enterprise of the Kyrgyz Republic

This study examines the objective foundations of strategic management as a necessary tool for studying the existing experience of the company, its indicators, as well as subsequent conclusions and justifications for the future chosen development strategy. The relevance of the research topic determines the modern challenges studied and considered in the work, and the external threats that companies face during the global economic crisis, taking into account macro and microeconomics, financial accounting and company marketing. The analysis of the existing main indicators of the activity of a commercial enterprise of the Kyrgyz Republic (on the example of “Energy Save” LLC) allows drawing conclusions and substantiating the most effective and available tools for drawing up a new development strategy for the company. The purpose of this study is to consider the foundations of strategic management, its role in the development of an enterprise, as well as to develop recommendations for improving the strategic management of “Energy Save” LLC.