The article forms the author’s methodical toolkit for managing the portfolio of the professional education services, as well as the results of its application. To manage the portfolio of the professional education services it is proposed to analyse them in order to identify the most promising areas of activity of the higher education establishments in the market of the educational services. It is proposed to monitor the higher education establishments on the basis of the creation of the n-dimensional matrices, using which the business-units may be compared with each other according to the various criteria. With that end in view, the application of the matrix of the“Boston Consulting Group”is considered, but modified in such a way as, on the one hand, to preserve its main advantages including the simplicity of visual perception and the usual terminology, and on the other hand - to use it for the analysis of the portfolio of the professional education services, taking into account their features. The parameter K (market share) (the horizontal axis of the modified matrix) and the parameter T (demand in the market) (vertical axis of the matrix) serve as a characteristic of each service group. The results of the calculations show that the use of the Boston Consulting Group modified matrix in managing the portfolio of the professional education services will make it possible to allocate the professional education services that are in demand in the market and, consequently, to affect the education establishment competitiveness.

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The article contains the author’s methodological toolkit for managing the financial stability of an industrial enterprise, as well as the results of its use. To manage the financial stability of an industrial enterprise, it is proposed to form signal indicators that allow evaluating the work of circulating capital management. For this, it is proposed to make evaluation according to the following groups of signal indicators: indicators characterizing the level of receivables; indicators characterizing the level of external obligations of the enterprise. The result of the author’s algorithm use is the determination of the integral indicator of financial stability, the value of which includes three components: structure indicators, dynamics indicators and indicators of the intensity of the obligations use. The specific weight of each group was determined by expert judgment and is associated with the recommended values of signal indicators. The results of the calculations show that the use of signal indicators in the management of the financial stability of an industrial enterprise makes it possible to timely identify and eliminate problems in the regulation of circulating capital and to increase the financial potential.

The article presents the system of competitively-balanced indicators, which makes it possible to assess different spheres of activity of industrial enterprises of the holding for the purpose of improving its information potential. In order to manage metallurgical holding activities, it is proposed to combine accounting and analytical procedures used for strategic decision-making aimed at information potential increasing. For this purpose, the authors’ identifier system of indicators includes three blocks: strategic, operational and tactical. When classifying indicators according to the management levels, the following points are taken into account: preliminary analysis of the structural elements in each indicator, consideration of triggers, need for expert assessment. Basing on values dynamics, the results of the calculations make it possible to identify positive trends for some enterprises and negative trends for other enterprises of the holding. They also help to determine the reasons for the increase or decrease of the integral evaluation of one metallurgical enterprise compared to another. All these increases the efficiency of strategic decision-making in the holding management. Besides, the proposed model gives the possibility for determining the assumptions for its implementation in each metallurgical enterprise, thereby increasing the information potential of the entire holding.

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