The topic of increasing labor productivity for Russia is the most important task, without which the country will have no prospects for reaching the level of developed countries in the world. The results of labor productivity growth have a positive effect on personnel, capital, manufactured products, increased competitiveness, reduced costs, increased sales and profits. In this regard, at the federal level, a national project “Labor productivity and employment support” was developed and approved. The paper considers approaches to the concept of labor productivity, which differ among specialists of various profiles. Many of them mix the terms “efficiency” and “productivity”. A significant number of publications on the topic of labor productivity are actually devoted to efficiency, although efficiency and labor productivity are concepts that are not identical. It should be noted that labor productivity is associated with almost all performance criteria and is the most important of them. The factors that affect the productivity of a subsidiary to develop proposals for updating strategic documents determining its development in the future are analyzed. The factors of labor productivity according to the principle of taxonomy are considered. The main constraints to the growth of labor productivity are determined. The issues of increasing labor productivity are considered. The calculation of the total weight development coefficient of the personnel of one of the subsidiaries showed its growth of over 30%.

The article examines the methodology for the formation of strategic alternatives to the activities of a subsidiary and the choice of a strategy for its development, operating in a narrow market segment and included in an integrated structure. The proposed methodology should differ from the methodology for developing an autonomous operating enterprise, since the main task of a subsidiary is to obtain additional competitive advantages to the existing ones mainly by entering an integrated structure, which can be provided by a competitive strategy focused on costs or differentiation. The possibility of implementing a benchmark strategy of concentrated and diversified growth is considered. An expanded scheme for the formation of alternative development strategies for subsidiaries in the form of a combination of growth strategies and competitive strategies in their classical definition is presented. After the formation of alternative strategies of the subsidiary, the main task is to select the optimal development strategy for the enterprise from among the alternative, which will allow, by establishing relationships between the enterprises, to obtain the maximum possible competitive advantages. The authors have worked out the technique of choosing the optimal strategy for the development of a subsidiary from among alternative strategies to maximize competitive advantages

A feature of the formation of Russian integrated structures is that they were formed by state structures - shareholders - without taking into account the opinion of those enterprises that entered them. However, the enterprises included in these structures would like to benefit from such integration. The basis for the effective operation of an enterprise in the long term is a sustainable competitive advantage, which it can obtain either through low costs or through product differentiation. Since the majority of subsidiaries do not have developed strategies, it becomes necessary to develop such strategies. Additional competitive advantages due to the implementation of focused strategies of the enterprise included in the integrated structures can be obtained only through the establishment of relationships between themselves, as well as enterprises and the parent company. The maximum competitive advantages will be gained by those enterprises as part of integrated structures that will be able to discover and profitably use relationships with other enterprises of this structure, but operating in related areas of activity. The role of the marketing service is also important in the formation of a focused strategy. The necessary market conditions for the implementation of focused strategies are the most accurate definition of consumer needs, the size and prospects of the market segment, a low number of competitors and sufficient resources to serve the segment. The main risks are determined by overflowing the market niche, reducing the differences between the needs of the segment and the entire market, changing prices in the segment towards the general market, penetration into the segment of competitors.