Keyword: «performance indicators»

Article is devoted to evaluating the effectiveness of the use of marketing tools in the management of enterprises. The author proposes to supplement the existing system of indicators to measure performance (within the contextual model) positional parameters.

The article is devoted to the issues of determining performance indicators for assessing the results of implementing the development strategy of an enterprise in the agrarian business sector. The essence of the categories «strategy», «effect» and «efficiency» is revealed in the work, types of strategies are given. Two interconnected parts of indicators of economic efficiency of production, in relation to agricultural production, are defined. Eleven blocks are defined in the general scheme of sets of performance indicators.

Promising ways of expanding potential opportunities in improving the efficiency of methods for predicting the defining characteristics of composites (residual life, strength, durability) under extreme conditions are investigated. The study of modifications of the methods of searching for the global extremum of multiparametric functions, taking into account the structural features of the efficiency criteria used in the tasks of forecasting the defining characteristics of composite materials and structures made of them. One of the promising ways to increase potential opportunities is analyzed, associated with the improvement of methods for constructing optimal directions for finding the minimum of efficiency indicators associated with solving the problems of predicting the residual life of polymer composites under the influence of extreme factors.

The article discusses the reasons for the formation and development of the balanced scorecard system, notes the main problems of implementing the organization's strategy, the concept of enterprise management based on the balanced scorecard, reveals the content of the company's main prospects (finance, clients, internal business processes, training and development) , forming the basis of balanced indicators. The principles of forming a management system for the development of an organization based on a bal-anced system of indicators, including qualitative and quantitative indicators, are also given.