Features of risk management of intermediate enterprise

Коваленко, А. В.; Kovalenko, Oleksandr Viktorovych; Stanislavyk, Olena

doi:10.37634/efp.2020.4(1).4

Cited by 2 publications

(2 citation statements)

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“…The system includes a mechanism for managing competitiveness (Kovalenko et al, 2012) Four subsystems: management, managed, target and support subsystems, as well as levers, tools and indicators…”

Section: Process-based Approachmentioning

confidence: 99%

Marketing Support of the Enterprise Competitiveness Management System

Savchenko,

Nikoliuk,

Bakay

2024

BJES

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In the context of an aggravated competitive situation both in domestic and foreign markets, marketing tools for ensuring the competitiveness of an enterprise are becoming increasingly important. With the simultaneous growth of the role of a systematic approach in strategic planning both in the overall activities of the enterprise and its development prospects, and the level of competitiveness of the enterprise and its competitive position in specific markets. The subject of the study is the theoretical and methodological foundations of enterprise competitiveness management. The purpose of the article is to form a system for managing the competitiveness of enterprise on the basis of marketing. Methodology. To achieve the research objective, the following tasks were set and solved: a critical analysis of scientific approaches to the formation of a system for managing the competitiveness of enterprise, substantiation of the theoretical and methodological foundations for the formation of a system for managing the competitiveness of enterprise, clarification of the components of this system, and identification of the types of links between the components of the system for managing the competitiveness of enterprise. The following methods and approaches to research were employed in the study: an abstract and logical approach was used to examine the theoretical and methodological foundations of interaction management; an analysis of theoretical approaches to the formation of the enterprise competitiveness management system was conducted; an inductive and deductive approach (used to determine the factors influencing the formation of the enterprise competitiveness management system) was employed; a systematisation and generalisation approach (to clarify the approaches to the formation of the enterprise competitiveness management system) was also utilised. Results. The article considers processes of formation of the system of enterprise competitiveness management. It characterises and groups approaches to the system of management of competitiveness of an enterprise. The factors of influence on the level of competitiveness of enterprise have been determined. The structure of the system for managing the competitiveness of enterprise is described. Practical implications. The suggested integrated approach will help to clarify the role and functional links between the components of the enterprise competitiveness management system, taking into account the influence of factors of the marketing environment of enterprise and the marketing tools for assessing and improving the competitiveness of enterprise. Value/Originality. The proposed integrated approach to the formation of a system for managing the competitiveness of enterprise on the basis of marketing, unlike the existing ones, recognises the key role of competitiveness of enterprise products in assessing the competitiveness of enterprise, allocates the subject and object of competitiveness management, is based on the levels of strategic planning, takes into account the influence of factors of the marketing environment of enterprise and reveals the marketing tools for assessing and managing the competitiveness of enterprise.

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Section: Process-based Approachmentioning

confidence: 99%

Marketing Support of the Enterprise Competitiveness Management System

Savchenko,

Nikoliuk,

Bakay

2024

BJES

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“…Despite a significant number of works [2,4,5,15] devoted to the application of risk-based approach in the activities of companies, the issue of practical implementation of control procedures in the company's business processes remains relevant. The development of elements of the internal control system for accounting objects such as financial investments is becoming more urgent for improving the reliability of financial reporting [1, 3,6,10,13,20].…”

Section: Introductionmentioning

confidence: 99%

Risk-Based Approach in Financial Investments Management

Klimova¹

2019

Proceedings of the International Science and Technology Conference "FarEastСon" (ISCFEC 2019)

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The formation of an internal control system for both the company as a whole and for various accounting objects is an actual and necessary process that indicates the level of maturity of the business. The existence of developed organizational measures, methods and procedures allows in a preventive manner to focus management attention on risky areas of business processes and determine activities to optimize the performance of company to achieve its goals and strategy. In these conditions, a riskoriented approach in accounting becomes a priority for increasing the information openness of business as a part of the company's internal control system. In present work we examine the implementation of risk-based approach in financial investments accounting through the definition of a list of controls to reduce the risks of unreliable information in the financial statements and methodology for calculating the reserve for impairment of financial investments.

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Features of risk management of intermediate enterprise

Cited by 2 publications

References 0 publications

Marketing Support of the Enterprise Competitiveness Management System

Marketing Support of the Enterprise Competitiveness Management System

Risk-Based Approach in Financial Investments Management

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