The article considers the essence of financial strategy, defines its place in the strategic set of industrial enterprises. The characteristics of the financial strategy of the enterprise are substantiated and supplemented and the organizational model of its formation and realization is built. The goals and objectives of the financial strategy, the nature of management decisions aimed at ensuring financial stability, competitiveness and maximizing the value of the enterprise are described. The process of enterprise development at different stages is analyzed. The most important essential characteristics of the financial strategy of an industrial enterprise are determined. It is proved that in the course of diagnosing and assessing the strategic opportunities of financial development of the enterprise is carried out: analysis and assessment of the financial condition of the enterprise in order to identify the state of the enterprise and identify features of its development; analysis of factors of the internal financial environment to identify the direction of their action on the final results of the enterprise; comprehensive analysis and diagnosis of internal financial potential in order to establish its level to ensure the strategic opportunities for financial development of the enterprise.

The article considers theoretical and practical aspects of the process of formation of communications at an industrial enterprise. The main task of communication policy for enterprises is not only to provide the necessary information about goods and services, but also to create commitment and trust in the enterprise, to establish long-term relationships with customers. It is substantiated that in modern conditions of unstable external communication environment assess the situation, form goals and objectives, identify problems in the development of the enterprise and in general become a strategic resource for the management of an industrial enterprise. It is proved that in order to improve the system of communicative management at the enterprise it is necessary to clearly define the need for information of each structural subdivision and each workplace, to regulate information flows in accordance with the solved tasks; there must be interaction between managers and subordinates; organization of an effective feedback system; introduction of a system for collecting proposals; information messages of the enterprise administration; use of modern information technologies. A system of communicative management of an industrial enterprise is proposed, which provides the enterprise with opportunities for effective exchange of information between managers and employees to achieve the main goal of the organization.

The article systematizes the main species characteristics of production strategies and their classification features. It is shown that the most common production strategies are focused on improving product quality, reducing production costs, introducing high technology, expanding opportunities to produce different types of products, creating specialized and diversified production. The interrelation of market and production strategies is determined. It is substantiated that each production strategy should be considered along with typical production strategies and at the present stage the concept of synergism has the most supporters, according to which strategies should provide a synergistic effect. It is proved that the production strategy should be considered as an integral part of the whole planning process, which ensures compliance with the tasks of the production process. As the tasks tend to change, the production strategy also needs to be developed taking into account the possible future needs of consumers.