In order to identify the features of economic development and the historical fate of new industrial countries (NIC), an econometric analysis of their strategies and development dynamics since 1950 was carried out based on the parameters of real GDP growth rates and their standard deviation. 6 types of development were identified. The dynamics of development for 8 economic cycles and paired correlations between countries are estimated. 4 waves of growth rates and 5 waves of MSD were revealed. It is hypothesized that the correlation of growth rates shows the similarity of countries in their use of opportunities, and the correlation of MSD shows that of their responses to threats. Connection graphs are constructed and 3 clusters of countries with similar historical destinies are obtained as a result of the analysis. It is recorded that there are 3 groups of 11 countries with a similar development strategy. The other 10 have no development analogues. Determined: China applies import substitution and export strategies, it can become the leader of the NIC and compete with the global dominance of the OECD countries; the post-industrial development of the NIC cannot be based on a liberal, import-substituting or export strategy. As an alternative, a strategy for improving the living standards is proposed.

No abstract

Currently lean production techniques and tools penetrate into the industrial enterprises: System 5S, Continuous Flow, Gemba (“the actual place”), Kanban (“Pulling System), KPI, Key indicators, etc. The article is aimed to analyse the experience of implementing lean production instruments on the example of large industrial enterprises. The main goal of lean production is reduction of wastes which do not add value to the product. Implementation of the lean production technologies has costs of introduction that means need of assessment of cost efficiency of projects on implementation of lean production technologies. At the same time, it is important to develop instriments for making decision on expediency of introduction of lean production tools at preliminary stages. Two main tools are offered in this article. The first is an indicator of cost efficiency of introduction of lean production instruments. This indicator shows that the project will be effective if gain of the outputs exceeds the costs of introduction. The second one is a method of calculation of the maximum costs of introduction of lean production tools when the project is effective. The developed instruments were approved on the example of introduction of lean production instruments in Kalashnikov Concern and JSC Elecond which are two large scaled machine-building enterprises. The results of approbation demonstrate the practical importance of the carried-out research.

In the article, the authors supplement the scientific and theoretical content of marketing by interpreting the concept of "digital marketing". It is interpreted as a set of activities and practice of using all aspects of the organization's traditional marketing, with the aim of managing relationships with target audiences through digital information and communication technologies and electronic devices. The authors reject the hypothesis of the allocation of digital marketing as a type in a strict scientific meaning. Channels of digital interaction are interpreted, forming means are allocated: user devices, software means and communication networks. The concept of digital marketing content is introduced, a list of digital marketing tools and products is indicated. Opinions on the applied utility of digital marketing are integrated and the effects of its implementation are allocated: differentiation, formation of new sources of income, cost optimization and increase in the value of the organization. The research was conducted within the grant support of priority research of scientists of the M.T. Kalashnikov IZSTU, project number 38.04.04/18SNG.