The need to ensure the growth of enterprise value in the context of strengthening intangible factors’ role in its formation and maintaining sustainable development of society requires the introduction of new value-oriented management models, taking into account the interests of a wide range of stakeholders.The paper aimed to develop an approach to enterprise value management based on the stakeholder approach. Based on the presented conceptual vision of the enterprise as an SRPR system (stakeholders-resources-processes-results), a two-level system of SRPR value indicators for the main stakeholder groups has been developed, as well as an integral indicator of sustainable economic value added (EVA), which allows assessing the potential growth of enterprise value through a sustainable network of stakeholders. The possibility of using SRPR indicators in the process of planning activities has been substantiated: a model for maximizing EVA is formulated subject to a number of restrictions reflecting the standards of relationships with stakeholders, its transformation into a matrix of SRPR indicators.The results of approbation of the proposed approach by questioning processing and wholesale trade enterprises in the B2B segment are presented, confirming the compliance of the proposed system of indicators with the interests of stakeholders and implementation at Europroject Ukraine LLC, which proved its practical value.The need for further empirical studies of the dependence of EVA on changes in indicators of satisfaction of stakeholders’ interests is emphasized.

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Introduction. Recent trends in the economy, in particular the situation with COVID-19 epidemic, will contribute to the deterioration of the level of solvency, financial security of enterprises, and, as consequence, increasing the number of bankruptcies. Constant monitoring of the solvency level is a necessary element of anti-crisis financial management and a tool to prevent bankruptcy. That is why the development of methodological bases and methodological approaches to solvency control is an important area of research. Aim and tasks. The aim of the article is to substantiate the solvency control system of the enterprise, which would cover the identification of the main control indicators, methods of control over individual control circuits, the formation of a clear structural and logical sequence of this process. Results. The tendency of increasing the share of current liabilities in the total capital of the enterprise, decreasing the value of the financial autonomy ratio and total coverage ratio, which indicates a problematic state of solvency of Ukrainian enterprises was investigated. The solvency control system elements of the enterprise were determined: objects, subject, purpose, functions, functional directions, components of the control according to the management contours. The characteristic of solvency control according to the management contours (strategic, current, operational) was described more detailed. The gradation of the deviation scales in a solvency condition of the enterprise was improved and the matrix of decisions in which directions of the reaction on type and scale of deviations were defined was composed. Conclusions. In order to avoid bankruptcy, the enterprise must adhere to the financial discipline, be aware of financial responsibility and constantly improve management mechanisms, especially preventive anti-crisis methods, which should include a solvency control. The proposed approach to controlling is expected to provide a comprehensive nature of solvency control as an important component of preventive anti-crisis management aimed at preventing bankruptcy. Complexity is achieved by the consistency of the control procedures on the control contours, differentiation of the control tools, identification of possible deviations and ways to respond to them.