Enterprise Development Strategy Research Articles

Strategy for Developing Village-Owned Enterprises (Bumdes) in Pulau Tiga Village, Pulau Tiga Barat District, Natuna Regency

Efforts to realize village independence can be done through village economic institutions known as Village-Owned Enterprises (Bumdes). As mandated by Law Number 6 of 2014 concerning Villages, villages are expected to be able to create village independence through various village-scale programs and activities and local wisdom. One of the Bumdes in Pulau Tiga Barat District that is expected to be able to improve the village economy is Bumdes Karya Muda Mandiri Pulau Tiga Village by developing various business units including water business units, rental business units and trade business units. The purpose of this study is to analyze how the development strategy of Village-Owned Enterprises (Bumdes) in Pulau Tiga Village, Pulau Tiga Barat District, Natuna Regency in an effort to realize village independence and improve community welfare, as well as identify obstacles/barriers in the development of the Bumdes. The type of research used in this study is descriptive qualitative using the phenomenological type. The data sources used are primary and secondary data. The data collection techniques used are observation, interviews and documentation. The data analysis techniques used in this study are Data Reduction, Data Presentation and Conclusion Drawing. The results of the study found that: 1) The organizational strategy is good but not yet optimal, seen from the programs implemented that meet the criteria stated in the Bumdes vision and mission, but the objectives of Bumdes are still not understood by the community. 2) The program strategy carried out cannot be said to be optimal because several programs have been prepared but not all programs have been realized due to budget constraints. 3) The resource support strategy also cannot be said to be good, and 4) The Institutional Strategy has not been fully implemented. So it can be said that the Karya Muda Mandiri Bumdes Development Strategy in Pulau Tiga Village, West Pulau Tiga District is good but not yet optimal. The results of this study provide recommendations to the Pulau Tiga Village Government and the Karya Muda Mandiri Bumdes Management to maximize socialization of the Bumdes program to the Community and improve the ability of Bumdes Management in developing Bumdes by prioritizing deliberation in making planning and policies.

Sustainable Development Strategy of Enterprises in International Markets: Opportunities and Challenges

A sustainable development strategy for businesses in international markets is crucial for achieving success in the globalized world. Scholars and practitioners emphasize that companies must pay attention to the economic, social, and environmental aspects of sustainable development. This implies the importance of developing strategies that help ensure economic profitability, maintain relationships with stakeholders, and reduce negative impacts on the environment. The experts' attention is focused on the performance of Ukrainian companies in international markets in the period from 2022 to 2024, during the full-scale aggression against Ukraine. Due to the significant obstacles and barriers that currently exist, these companies need support for sustainable development in international markets. In our research, we have developed new strategies to ensure the sustainable development of Ukrainian enterprises. These approaches cover various areas of activity, including the following aspects: establishing crisis communication with customers and stakeholders, who are provided with important information about the market situation and the company's actions; expanding international marketing by searching for new markets for products and services to reduce dependence on specific markets and risks; increasing sales through intensified marketing activities, market analysis and search for new opportunities for sales growth; building a positive image of the company through information and communication activities; ensuring competitiveness in the international market by improving goods and services. The study segmented the markets of grain importers and identified Segment A, which does not require financial investments in its development. This segment consists of the markets of Spain, China, and Romania, where grain importers in 2023 were characterized by significant purchases and successful market operations. Segment B includes the markets of Egypt, Turkey, Italy, the Netherlands, Poland, Hungary, Portugal, Bangladesh, Israel, Germany, Lebanon, Tunisia, and Indonesia, where investments are needed to develop the promotion of goods and services, in particular, to improve marketing strategies, build partnerships with local companies and organizations, and implement innovative production technologies. Segment C included a set of markets that were assessed by several indicators, and eight international markets were identified as potential import partners: Japan, Korea, Vietnam, Algeria, Morocco, Malaysia, the United Kingdom, and Thailand. In assessing the attractiveness of new international markets, it was found that the markets of Korea, Malaysia, and the United Kingdom are the most suitable for Ukrainian enterprises. In this regard, we have developed recommendations on the strategy of marketing international business diversification of Ukrainian companies in these markets. If these recommendations are followed and a strategic approach to international diversification is applied, Ukrainian companies can successfully expand their business presence in South Korea, Malaysia, and the United Kingdom. Keywords: international diversification, sustainable development strategy, sales volumes, information and communication activities, potential import partners, attractiveness of new international markets, market convergence.

An Exploration of the Promotion of Human Resource Management to Enterprise Development Strategies

Human resource management, as a pivotal component of corporate management systems, exerts a direct influence on a company’s competitiveness and long-term development. With the acceleration of globalization and the intensification of market competition, the formulation and implementation of corporate development strategies increasingly hinge on the efficacy of human resource management. Recruitment, training, and motivation of talent have become crucial driving factors in achieving strategic goals. Through judicious resource allocation and systematic human resource management, enterprises can enhance their innovative capacities, bolster their market responsiveness, and sustain a competitive edge in an ever-changing business environment. Effective human resource management not only facilitates the execution of corporate strategies but also ensures that a company remains flexible and adaptive at various stages of development, thereby providing a solid foundation for sustainable growth.

Research of the nature of implementation of environmental innovations as a factor of ensuring competitiveness of hotel hospitality business

<p class="MsoNormal" style="line-height: 120%; mso-pagination: widow-orphan; layout-grid-mode: char; mso-layout-grid-align: none; margin: 12.0pt 0cm 6.0pt 147.4pt;"><span lang="EN-US" style="font-size: 10.0pt; line-height: 120%; mso-fareast-font-family: 'Times New Roman'; color: black; mso-themecolor: text1; mso-font-kerning: 0pt; mso-fareast-language: JA;">In many countries of the world, sustainable tourism is developing rapidly, and therefore the application of innovative environmental technologies is becoming an integral part of the development strategies of hospitality industry enterprises, especially hotel business. This trend promotes the introduction of new management systems based on the principles of sustainable development, including resource-saving technologies. In the work, the existing environmental management tools are analyzed and comparative studies of the essence of the application of “green” innovations are conducted using the example of the hotel business enterprises of the Republic of Azerbaijan and the Russian Federation.</span><span lang="EN-US" style="font-size: 10.0pt; line-height: 120%; mso-fareast-font-family: 宋体; mso-fareast-theme-font: minor-fareast; color: black; mso-themecolor: text1; mso-font-kerning: 0pt;"> </span><span lang="EN-US" style="font-size: 10.0pt; line-height: 120%; mso-fareast-font-family: 'Times New Roman'; color: black; mso-themecolor: text1; mso-font-kerning: 0pt; mso-fareast-language: JA;">Studies have shown that the implementation of such innovations and eco-technologies in hotels demonstrates their commitment to environmental responsibility, improves the guest experience, helps save resources and acts as an additional advertising tool. Technological re-equipment and the use of modern materials aimed at reducing the burden on the environment ensure the economic efficiency of hotel business enterprises and increase their competitiveness.</span></p>

Эволюция антикризисного управления организацией в современных условиях

The article deals with the dynamics of the theory of anti-crisis management of the organization (ACM) in modern conditions. The basic classifications of types of anti-crisis management are considered, their comparative analysis is carried out, conclusions are made that in modern conditions anti-crisis management of an organization is inseparably connected with its sustainable development, therefore, it comes to a new level, becoming a part of strategic management and especially actual today change management. The levels of anti-crisis management of the organization are marked out. The article pays special attention to the ambiguity of interpretation of the concept of «crisis of the organization». It is necessary for formation of effective anticrisis strategy of the organization to understand the essence of its basic concept – crisis, the research of its genesis and modern interpretations. The study of economic literature has shown that the understanding of crisis is ambiguous. There are two main positions have been formed in studies on the problems of crisis management to understand the nature of the crisis. One group of authors (E.M. Korotkov, T.N. Rogova, V.K. Krutikov, K.V. Baldin, S.E. Kovan, etc.) focuses on the negative manifestations of the crisis, its destructive function. Other researchers (A.S. Bolshakov, V.Y. Zakharov, A.D. Chernyakhovsky, N.D. Koryagin, A.S. Lifshits, V.M. Pishchulov, etc.) consider crises as a contradictory phenomenon and analyse their positive sides and creative role. The dual nature of crises predetermines the multi-purpose orientation of ACS and multifunctionality of its content. This is the peculiarity of the anti-crisis management system. The unified ACM system includes tools for crisis prevention, diagnosis, overcoming the crisis, enterprise restructuring strategy, methods of crisis prevention, methods of forecasting and planning, strategic management, as well as non-standard methods of personnel management. The author notes that crisis management tools should be integral components of sustainable enterprise development strategies.

Research on the Development Strategy of Wine Enterprises based on ESG Concepts

In recent years, as "carbon neutrality" and "carbon peak" have become hot topics in the international community, low-carbon recycling has gradually become an indispensable element in the high-quality development of the wine industry. From the industry's perspective, actively promoting the green and low-carbon development of the wine industry is the focus of the industry's efforts.2021 In April 2021, the "Fourteenth Five-Year Plan" Development Guidance for China's Wine Industry pointed out that the wine industry should make a comprehensive transition to green ecological development, and for the first time, the "Zero-carbon Appellation" and "Zero-carbon Factory" will be developed. In April 2021, the Guiding Opinions on the Development of China's Wine Industry in the 14th Five-Year Plan pointed out that the wine industry should make a comprehensive transition to green ecological development, and for the first time set "zero-carbon production areas" and "zero-carbon factories" as the construction targets. 2022, the China Wine Association (CWA) completed the formulation of the industry standard for "green T factories" in respect of white spirits and beer, and in 2023, the CWA carried out a study on the GHG accounting methodology and reporting standards for white spirits enterprises. his paper takes Fenjiu Group's ESG practice action as the research object, through collecting and reviewing the annual reports, ESG reports, announcements on the official website of the company, media reports, ESG practice reports of related listed companies and other materials, and conducts a multi-faceted research and analysis based on the theory of strategic management of the enterprise, and puts forward the related sustainable development strategy by combining with the concept of ESG. Development strategy design based on ESG concept. Firstly, the SWOT tool is used to add the elements analyzed in the previous chapters as strategic elements to the analysis matrix of strengths, weaknesses, opportunities and threats, and the actions based on ESG concepts optimize the sustainable development while shaping the core competitiveness of Fenjiu Group; then the strategic framework is clarified; finally, the strategic safeguards of Fenjiu Group are formulated. The innovation of the thesis lies in the introduction of ESG concept in the development strategy of wine enterprises, which enriches the theoretical connotation and strategic significance of ESG, innovates the strategic mode and governance mode of sustainable development of wine enterprises, broadens the value boundary of green development, and realizes the governance optimization of diversified development, and also provides a certain reference for the same type of wine enterprises to survive the risks of the industry cycle and realize long-term development.

Research on Management and Sustainable Development Strategy of Food Enterprises under ESG Concepts

In the field of economic and social development, people often mention and pay attention to the development of enterprises. However, in the past, people's attention was often focused on the sustainable development of enterprises based on the evaluation of enterprise financial indicators. As an important part of China's economy, enterprises shoulder the heavy responsibility of taking the road of sustainable development, and the implementation of sustainable development strategy is an inevitable choice faced by enterprises in China. ESG (Environmental, Social and Governance) concept is a key factor for the sustainable development of enterprises, and it is also an investment decision-making concept recognized by the international community.

Sustainable Marketing: A New Path to Build Brand Image Based on Fulfilling Social Responsibility Take the Starbucks Brand as an Example

Sustainable marketing represents enterprise comprehensive conception, careful design, efficient sales and high quality manufacturing of products and services in its production and operation activities, centred on the close integration of its own economic interests, the interests of consumers and the interests of environmental protection. This strategy is not only designed to guide customers to consume, but also a key action to build the enterprise brand image. This paper focuses on the sustainable development strategies of enterprises from two aspects: first, how the Chinese and foreign markets are committed to achieve the goal of sustainable development worldwide; second, how the sustainable economic development in China is integrated with the development trend of the Chinese economy and the world economy. Integrating the concept of sustainable development into the marketing strategy is becoming a new engine to promote brand innovation and enhance market competitiveness. But will the sustainable strategies of enterprises affect consumers' purchasing decisions, and how to better fulfill their social responsibilities and achieve real sustainable development while pursuing economic benefits? This is still a question worth making any further study. Taking Starbucks as an example, the present study this paper thoroughly analyze how enterprises implement sustainable marketing in the current context.

The Impacts of Regulatory Approaches to Carbon Quotas on Third-Party Logistics Low-Carbon Financing Strategies and Emission Reduction Effects

Carbon emission reduction is an important issue for sustainable development. The logistics industry is a key area for carbon emission reduction. The modern logistics supply chain includes logistics parks (fourth-party logistics, 4PL) and small, medium and micro logistics enterprises settled in the parks (third-party logistics, 3PL). Facing the pressure of the need for sustainable development, 3PL enterprises need to invest a lot of money in green transformation. However, 3PL enterprises are subject to serious financial constraints. In order to break the capital constraints, 3PL enterprises can raise funds from banks or from 4PL financing. Under the carbon quota policy, the government can regulate the 4PL or the 3PL. Therefore, this paper uses the Stackelberg game model to build a green financing strategy model of small and medium-sized logistics enterprises considering different supervision methods under carbon quotas, explores the optimal emission reduction decision-making process of small and medium-sized logistics enterprises, and provides solutions to the financing problems of small and medium-sized logistics enterprises in realizing sustainable development. The study found that the decisions of enterprises under different governmental supervision methods are affected by carbon quotas, and the government’s supervision of 3PL is more conducive to carbon emission reduction; in this scenario, the 4PL financing strategy is more likely to be adopted compared with bank financing, because 4PL charge lower service fees, thus encouraging 3PL to increase their low-carbon investment. Finally, this paper puts forward two different carbon emission supervision methods and considers the green financing services of 4PL; this provides references for government supervision and the sustainable development strategies of logistics enterprises.

A model for aligning the features of the production process with the idea of sustainable development

The purpose was to develop and practically verify a model for aligning the characteristics of the production process with the idea of eco-development by identifying key factors related to technological capabilities and product competitiveness affecting the achievement of the goal and success of the enterprise. The study proposes a model approach to a multifaceted analysis of the key factors determining the construction of effective development strategies of industrial enterprises as a way to achieve the strategic goals of the enterprise in the long term. The study used a 3x3 linkage matrix divided into zones within which the results of surveys (carried out using a modified BOST questionnaire) were distributed, and statistical analyses were carried out to determine the level of importance of the considered factors from the area of technological capabilities and product competitiveness referring directly to the idea of sustainable development. The identified key factors referring to eco-development (optimization of the use of productive resources, design of a closed production cycle, in-house research and development) make up the development of new innovative sustainable technologies that will contribute to material savings and efficient use of energy, and thus have a positive impact on the environment. Verification of the developed model in a manufacturing company confirmed its usefulness in conducting data analysis for decision support.

Digital Transformation as an Effective Development Strategy for Industrial Enterprises

Digital Transformation as an Effective Development Strategy for Industrial Enterprises

РИЗИКИ В УПРАВЛІННІ ПЕРСОНАЛОМ ПІДПРИЄМСТВА

The purpose of the work is to identify the essence of personnel management risk, with a focus on its components and their impact on enterprise development goals. Risk arises from conducting business in conditions of uncertainty. It has been established that risks in personnel management are difficult to identify and assess, as they are associated with human resources, which are based on personal essence. Hence, two problems arise. Firstly, risk increases the complexity of evaluating the consequences of decisions made. Secondly, risk in personnel management at the conceptual level affects potential effectiveness. Therefore, it is more appropriate to use the term "uncertainty" in personnel management instead of the concept of risk. A person making decisions regarding human resource management in conditions of wartime economy deals with uncertainty, not risk. It is proven that uncertainty and risk are functions of such factors as the quantity and quality of information available to management personnel, and the variability of conditions for implementing personnel decisions. Two main approaches to defining the determinants of decision-making success by managers are distinguished. The first relates to factors influencing task execution, and the second to personal factors. It is argued that in the field of human resource management, the level of risk depends on the subjective perception of risk by personnel. Considering the attitude toward risk of the decision-maker, three main types of behavior are identified: risk-prone, risk-averse, and risk-neutral. Identifying the purpose of personnel activity is related to the formation of enterprise development strategy and the development of prospective human resource management plans. The purpose directs the will of the employee and determines the future outcome. Personal (individual) goals are defined in the form of a postulate or model. The purpose of HR activity based on both traditional and modern human resource management models is identified. Managers in conditions of wartime economy make decisions based on external data over which they have limited control. Therefore, their attention should be focused on an environment unfavorable for making personnel decisions.

Does digital transformation promote local-neighborhood green technology innovation?－based on the panel data of Chinese a-share listed companies from 2011 to 2021

As China's economy continues to grow rapidly, the importance of green and sustainable development is increasingly prominent. In this context, enterprises have undergone significant changes in all aspects of the value creation process. Based on the data of Chinese a-share listed companies from 2011 to 2021, this paper links the digital transformation of enterprises with the green technology innovation of enterprises. The focuses on the relationship between the enterprises' digital transformation and the enterprises' green innovation and its Local-neighborhood effect. Research shows that the digital transformation of enterprises will promote the enterprise green technology innovation, and this relationship will have a Local-neighborhood effect in different regions, and this spatial spillover effect is mainly achieved through the transfer of high-tech industries between regions. The results of heterogeneity test show that the effect of green technology innovation is the strongest in Beijing-Tianjin-Hebei economic circle, and the weakest in Pearl River Delta economic circle. Based on the spatial econometric model, this paper provides empirical evidence for the government and the state to formulate the regional development strategy of enterprises' digital transformation and green innovation.

Specific features of forming the socio-economic development strategy of a modern enterprise

Methods. During the research, the following methods of scientific research were used: abstraction – when determining the essence of the socio-economic development of an enterprise; comparison – when comparing the factors of economic and social development of an enterprise; systems approach – when forming the principles of the socio-economic business development model; logic – when developing an algorithm for implementing the main elements of the model into the strategy of socio-economic development of modern enterprises. Results. The essence of the socio-economic development of an enterprise is characterized. It has been demonstrated that in order to ensure the effective operation of any enterprise, the process of developing a strategy for its socio-economic development, which combines economic and social components, is important. Such a combination allows the enterprise to achieve higher competitiveness, which is formed due to both material factors (cost reduction, profit maximization) and the influence of intangible components - reputation, customer loyalty, trust. The desire of the management of a vast majority of Ukrainian enterprises to plan their activities in order to avoid risks and threats from the external environment, as well as the formation of adaptive business stability, has been revealed. The work shows the limitations of such an approach and actualizes attention to the importance of improving the level of qualification (special knowledge, skills and abilities) of the management personnel of an organization, directly responsible for the strategic direction of its functioning and development. Novelty. The principles of building a model of socio-economic development of business are singled out and an algorithm for implementing its main elements into the strategy of socioeconomic development of modern enterprises is proposed. Practical value. The principles of building a model of socio-economic development of business are pointed out: the economic situation of an enterprise, the level of its social development, innovativeness; the number of employees who have undergone advanced training; the rate of growth (or decrease) in the volume of product sales; profitability (loss) dynamics; implementation of the principles of corporate social responsibility; a set of alternatives for the parallel implementation of strategies for economic and social development of the enterprise; the goals for improving the socio-economic development of the enterprise are defined; criteria for choosing the best solution are established; the usefulness (efficiency) of the implementation of possible alternatives will allow enterprises to have reliable guidelines in their activities and to develop effective strategies for the future.

Analisis Pengembangan Usaha Kecil dan Menengah di Lingkungan Berpenghasilan Rendah

This study aims to analyze the challenges and development strategies of micro, small, and medium enterprises (MSMEs) located in low-income areas in Indonesia. MSMEs play an important role in the Indonesian economy, but in areas with low income levels, MSMEs face various constraints, such as difficulties in accessing adequate capital, technology, and management skills. To conduct this study, the researchers used a qualitative approach by collecting data from various sources of relevant scientific literature. The results showed that MSMEs in low-income settings face several key constraints, including difficulty accessing formal sources of financing, limited use of information technology, and low implementation of good business management practices, such as in marketing and financial record-keeping. To be able to develop MSMEs in low-income environments, comprehensive efforts are needed, such as facilitating MSME access to official funding sources, providing training and assistance in the use of information technology, and improving MSME skills in implementing good business management practices. In addition, the availability of skilled human resources, as well as innovation and creativity are also important factors in supporting the growth of MSMEs in low-income areas. By paying attention to these various aspects, it is expected that the development of MSMEs in low-income environments can run effectively and provide optimal benefits to the regional and national economy, through collaboration and synergy between MSMEs, government, financial institutions, and other stakeholders.

Principles of Building a Management System for Enterprise Development Strategy

The relevance of the study is determined by the fact that the transformation of the socio-economic conditions of the functioning of enterprises in modern conditions requires the construction of a management system for the strategy of their development. In turn, to build such a system, it is necessary to systematize the existing principles and rank them for further use in the process of its formation.The purpose of the study is to assess the experience accumulated to date in the formation of enterprise development strategy management systems, systematize and rank the principles of constructing such a system based on an assessment of their importance for its sustainable development of the enterprise.The objectives of the study are to analyze and clarify the definitions of “management system”, “strategic management”, “management system for enterprise development strategy”; classification of principles of strategic management; development of principles for constructing a management system for the enterprise development strategy; systematization and ranking of principles based on their importance for the sustainable development of an enterprise.Methodology. In the process of conducting the research, the following methods were used: comparative analysis of sources, classification, synthesis, ranking, method of analysis of T. Saaty's hierarchies.Results. As a result of the study, the authors clarified such definitions as: “management system”, “strategic management”, “management system for enterprise development strategy”, carried out a classification of the principles of strategic management, and proposed principles for constructing a management system for the enterprise development strategy.Conclusions. The authors conclude that the “enterprise development strategy management system” is a complex of interconnected components that allows you to develop and monitor the implementation of a development strategy based on certain principles and to achieve the established goals of the enterprise. The principles of constructing a management system for the development strategy of an enterprise are: the principle of “modularity” of construction, the principle of efficiency, the principle of economic resilience, the principle of flexibility. In conditions of unstable economic situation, the most important principle for building an effective system for managing an enterprise’s development strategy is the principle of resilience.

CREATION OF TOOLS FOR THE DEVELOPMENT OF THE ENTERPRISE - SUBJECT OF ZED

The purpose of the article is to consider tools for the development of enterprises that are subjects of foreign economic activity (FEA). The consequences of the war against Ukraine create a compelling need for the development of the national Ukrainian economy. Analyzing the foreign experience of different countries in the post-war period indicates that export activities are one of the most reasonable vectors for such development, both at the level of individual enterprises and at the level of the national economy as a whole. Strengths, weaknesses, opportunities, and threats have been identified for Ukrainian enterprises operating in the field of foreign economic activity. It is shown that the number of threats has increased compared to the pre-war period. Despite the significant number of threats and weaknesses, the analysis shows that Ukrainian enterprises have a "window of opportunities" that can be effectively used. Using dichotomous criteria for the possibility of entering foreign markets and the potential of the domestic market, a matrix of strategic choice has been developed. This matrix is intended for use at the level of individual enterprises. A reasonable strategic choice for the enterprise is determined for each quadrant of this matrix in the general version, and industry-specific recommendations are considered. Based on formulated key questions, necessary development tasks are identified for enterprises as subjects of foreign economic activity. These tasks include strategic goal setting, determination of the competitive advantage used, and development of the enterprise strategy. Necessary management tools are proposed and described for the implementation of each of these tasks. A set of key questions has been developed for the chosen model of enterprise development strategy to determine the content of the elements of such a strategy. The usage of proposed development tools for subjects of foreign economic activity is briefly presented using the example of automotive industry enterprises.

Development of a strategy for sustainable development of enterprises in conditions of uncertainty

In modern conditions, the development of socio-economic systems takes place under the influence of external and internal factors. In a world where constant changes occur, such characteristics of an object or system as stability and permanence become especially important. Due to the need to renew the national economy, an essential aspect of the functioning of enterprises at the current stage is their sustainable development, which must meet the needs of people at present and create a prosperous future for the next generations. Its components must be organically integrated into the strategic management of the enterprise. The purpose of this publication is to critically evaluate various theoretical and methodological approaches to the formation of sustainable development. Specifically, we aim to uncover the unique challenges and strategies involved in the sustainable development of business structures amidst the current socio-economic uncertainties. The article examines the essence of the formation of a strategy for the sustainable development of an enterprise. The essential content of the sustainable development of the economy within the framework of the "Goals of sustainable development" has been determined. Approaches to the study of interpretations of the concept of "sustainable development of the enterprise" are substantiated, determining the multifaceted nature of this concept and its complex nature. The experience of EU countries in the field of strategic management of sustainable business development is considered. The essence of the concepts of strategy, enterprise strategy, strategic planning, and strategy of sustainable development of the enterprise is defined. The elements of the strategy of sustainable development of the enterprise as a socio-ecological-economic system were studied. It is noted that enterprise strategies should be formed according to different principles based on strategic planning and management postulates. Conclusions. Strategy is the primary tool that allows an enterprise in an unstable external environment to determine the direction of activity and target orientations, develop a plan of measures to achieve the set goals and maintain the ability to maintain a high level of competitiveness and not lose parameters of sustainability. The symbiosis of strategic, innovative, and sustainability aspects of the enterprise's development will increase its social, environmental, and economic efficiency, thus ensuring a high level of competitiveness and survival of the enterprise in the long term. Keywords: sustainable development of the enterprise, sustainable development strategy, strategic planning, socio-ecological-economic system.

Vectors for improving development strategies of Russian enterprises in the context of prerequisites for transformation of the Russian economy

The article provides an analysis of changes in trends in the Russian economy based on macroeconomic indicators (gross domestic product per capita, inflation rate, unemployment rate). The key factors are the historically low unemployment rate (due to demographic trends in society) and the growing number of individual accounts on the Moscow Exchange. These factors force Russian enterprises and companies to change the extensive type of economic growth to the intensive one. The purpose of the study is to highlight main trends of the changes in the economy (on the basis of the analysis of macroeconomic indicators) and possible options for responding to them for domestic enterprises. The work used universal and general scientific methods of cognition, such as dialectical, analytical, and statistical methods. The result of the analysis of the Russian macroeconomic indicators is presented, basic trends that can have a significant impact on the strategies of enterprise development are identified. It is proposed to use elements of the ESG (environmental, social, governance) approach or process-flow model as ways to respond to them. The main tasks that enterprises face are outlined along with the criteria for choosing the direction of improvement.

ФІНАНСОВЕ ПРОГНОЗУВАННЯ В АНТИКРИЗОВОМУ УПРАВЛІННІ ПІДПРИЄМСТВ

Formulation of the problem. The article is devoted to the problem of financial forecasting as a tool of anti-crisis management. The purpose of the study is to develop the theoretical and methodological foundations of financial forecasting in anti-crisis management based on an integrated approach. The object of the study is financial forecasting in anti-crisis management of the enterprise. Methods used in the research: scientific knowledge, method of generalization, comparison, logical and meaningful, methods of induction and deduction, analysis. The research hypothesis consists in the assumption of the need to develop the theoretical and methodological foundations of financial forecasting in anti-crisis management based on a comprehensive approach, which involves the use of a flexible toolkit of diagnostics, analysis and forecasting, which provides an opportunity to identify the onset of the risk of crisis events and to form options for the development trends of enterprises and vectors of the anti-crisis strategy, taking into account changes in the economic environment. Presenting main material. The prerequisites, essence, subject field and fundamental characteristics of the conceptual provisions of financial forecasting in anti-crisis management are highlighted, which provides a holistic view of its organizational and methodological support based on a comprehensive approach. The methods of financial forecasting at the enterprise are systematized and the features of their scope of application, advantages and disadvantages, selection criteria are revealed. The expediency of using methods for diagnosing the bankruptcy of enterprises in conditions of instability is substantiated, and a list of critical indicators of the probability of bankruptcy of the enterprise is given. The sequence of the process of developing financial forecasts in the format of the balance sheet is proposed. Originality and practical significance are the recommendations regarding the proposed methodical approach to the development of financial forecasts in the format of a balance sheet model of itemized calculation of assets and liabilities, based on financial reporting data, which provides an opportunity to generate information to justify management decisions on the choice of an enterprise development strategy based on the criterion of value maximization. Conclusions. The implementation of recommendations for the development of theoretical and methodological provisions of financial forecasting in anti-crisis management based on an integrated approach provides a holistic view of the sequence of the forecasting process and the use of its tools to justify anti-crisis mechanisms aimed at finding reserves to ensure the continuity of business operations. The use of flexible financial forecasting tools allows to identify the onset and prospects of the risk of crisis events and to form options for the development trends of enterprises and vectors of anti-crisis strategy in conditions of unpredictability of changes in the economic environment.