The economic environment includes. Types of economic activity. The concept of the economic environment

ECONOMIC ENVIRONMENT

ECONOMIC ENVIRONMENT

a set of economic conditions for the development of entrepreneurship, business life; implies the presence of strong incentives to work, economic freedom, including the free movement of all resource components of production.

Raizberg B.A., Lozovsky L.Sh., Starodubtseva E.B.. Modern economic dictionary. - 2nd ed., corrected. Moscow: INFRA-M. 479 p.. 1999 .

Economic dictionary. 2000 .

See what the "ECONOMIC ENVIRONMENT" is in other dictionaries:

Economic environment- - in the analysis of the market mechanism - the external environment (external with respect to some economic object), which is determined by the sets of goods and possible ways to use them, the set of economic ... ... Economic and Mathematical Dictionary

economic environment- In the analysis of the market mechanism, the external environment (external with respect to some economic object), which is determined by the sets of goods and possible ways of using them, by the set of economic agents with which this object has ... Technical Translator's Handbook

The set of economic conditions for the development of business, entrepreneurship. E.s. presupposes the existence of economic freedom, the free movement of resources, the existence of significant incentives to work ...

economic environment- a set of economic conditions for the development of entrepreneurship, business life; implies the presence of strong incentives to work, economic freedom, including the free movement of all resource components of production ... Dictionary of economic terms

Wednesday: Derived etymologically from the word middle middle, but means essentially the opposite word environment. That is, everything that is around the middle (around me). In this meaning, the rule is usually used with a clarification (what environment?) ... Wikipedia

Econometrics is a science that studies specific quantitative and qualitative relationships between economic objects and processes using mathematical and statistical methods and models. The definition of the subject of econometrics was given in the charter ... ... Wikipedia

Environment- (a synonym for human habitat) a set of natural, man-made, social and cultural objects, phenomena and processes external to a person, with which he is in direct or indirect relationships. The environment is often... human ecology

- (see ECONOMIC ENVIRONMENT) ... Encyclopedic Dictionary of Economics and Law

Economic and social geography, a social science that studies the patterns of territorial distribution of social production, the conditions and characteristics of its development and distribution in various countries and regions. Subject of study … Great Soviet Encyclopedia

- (EIS) is a set of organizational, technical, software and information tools combined into a single system for the purpose of collecting, storing, processing and issuing the necessary information intended to perform the functions ... ... Wikipedia

Books

• Russian socio-economic system: realities and vectors of development. Monograph, Savchenko P.V. The monograph reveals the phenomenon of the socio-economic System, the realities and vectors of development of the socio-economic System of Russia, its common and identical features, the person as the core and goal ...
• English language. Economics and finance. Part 3. Financial and economic environment (Environment). Textbook, Dubinina G.A. ed., Drachinskaya I.F. , Kondrakhina N.G. , Petrova ON. Designed for teaching students of financial and economic profile. The topic is related to international economic relations and the financial services market, organizational and legal forms ...

International Marketing Environment

The international marketing environment is a particularly important element of the international marketing mix than for domestic marketing. In the context of the formation of a global world market, international companies should monitor the following main factors:

1) natural;

2) demographic;

3) economic;

4) technological;

5) political (legislative);

6) cultural.

The study of the marketing macro-environment allows us to draw conclusions about existing and future trends in the development of world markets.

In order to understand how to adapt their activities to new business conditions, as well as to decide how much the philosophy and practice of national marketing should change when entering a foreign market, international companies conduct a thorough analysis of important blocks of the international marketing environment that create threats or new opportunities - these are economic, technological , political, legal and cultural environment of international business.

The technological environment is a source of special risks associated with the tightening of the life cycle of goods, the rapid obsolescence of products. Problems can cause administrative barriers (ban, control) for the movement of specific types of goods, services, the need for standardization and certification of imported goods, etc. Therefore, a company, entering a foreign market, must represent the real situation on the market, determine its needs, especially consumer behavior.

When planning to enter foreign markets, an international marketing figure must study the economy of each country of interest to him. The attractiveness of a country as an export market is determined by two characteristics.

The first of these is ¾ the structure of the economy. The economic structure of a country determines its needs for goods and services, levels of income and employment, and so on. There are four types of economic structures.

COUNTRIES WITH ECONOMY OF THE TYPE OF SUBSTANCE FARMING. In a subsistence economy, the vast majority of the population is engaged in simple agricultural production. They consume most of what they produce themselves, and exchange the rest directly for simple goods and services. Under these conditions, the exporter does not have many opportunities. Bangladesh and Ethiopia are among the countries with a similar economic system.

COUNTRIES ¾ EXPORTERS OF RAW MATERIALS. Such countries are rich in one or more types of natural resources, but are deprived in other respects. Most of the funds they receive through the export of these resources. Chile (tin and copper), Zaire (rubber) and Saudi Arabia (oil) are examples. Such countries are good markets for the sale of mining equipment, tools and auxiliary materials, handling equipment, trucks. Depending on the number of permanently resident foreigners and wealthy local rulers and landowners, it may also be a market for Western-style consumer goods and luxury goods.

INDUSTRIALLY DEVELOPING COUNTRIES. Within the framework of an industrially developing economy, the manufacturing industry already provides from 10 to 20% of the country's gross national product. Examples of such countries are Egypt, the Philippines, India and Brazil. As the manufacturing industry develops, such a country relies more and more on imports of textile raw materials, steel, and heavy engineering products, and less than ¾ on imports of finished textiles, paper goods, and automobiles. Industrialization is creating a new wealthy class and a small but growing middle class who require new types of goods, some of which can only be met by imports.

INDUSTRIALLY DEVELOPED COUNTRIES. Industrialized countries are the main exporters of manufactured goods. They trade industrial goods among themselves, and also export these goods to countries with other types of economic structure in exchange for raw materials and semi-finished products. The large scale and variety of industrial activities make the industrialized countries with their impressive middle class rich markets for any goods. The industrialized countries include the United States and the countries of Western Europe.

The second economic indicator is the nature of income distribution in the country. The distribution of income is affected not only by the features of the country's economic structure, but also by the features of its political system.

According to the nature of the distribution of income, an international marketing figure divides countries into five types:

1) countries with very low family incomes;

2) countries with a predominantly low level of family income;

3) countries with very low and very high levels of family income;

4) countries with low, medium and high levels of family income;

5) countries with a predominantly middle level of family income. Take, for example, the Lamborghini market for ¾ of a car worth more than $50,000. In the countries of the first and second types, it will be very small. The largest single market for this car is that of Portugal (type 3 country), the poorest country in Europe, which, however, has many wealthy, prestige-conscious families capable of buying such a car.

An organization should be understood as an open and complex system that receives resources from the external (economic) environment, and also supplies its product to it. In our article, we will consider the concept and characteristics of the presented category, as well as other equally important aspects of the issue.

The concept of the economic environment

The operating environment of an enterprise should be considered as a complex of relationships with economic entities, infrastructure links, natural and social systems, as well as with government agencies. The economic environment of the structure is classified as follows:

• Microenvironment. In this case, the areas of direct impact on the organization are such subjects: suppliers of resources of the material and technical plan; competitors; consumers of the company's product or services; marketing and resellers; state bodies and laws; institutions of a financial and credit nature; other contact audiences.
• The macroenvironment is distinguished by indirect influence. The following components take place here: the state of the economy; international events; political factors; NTP; socio-cultural conditions.

How to determine the state of the environment?

• It is worth noting that through them the state of the economy is revealed, which affects the goals of the organization and ways to achieve them. It is advisable to include inflation rates, the level of employment of the population, the international balance of payments, and so on.
• political factors. It must be borne in mind that the level of investment inflow and other resources to a particular region depends on political stability in society. The attitude of administrative management structures to business is expressed, first of all, in the establishment of various duties or benefits that can develop entrepreneurship in the region or crowd it out, creating unequal conditions for different enterprises.
• Socio-cultural factors. In this case, we are talking primarily about the traditions and life values ​​that prevail in society.
• Scientific and technical progress. This factor reveals the possibility of increasing the efficiency of production processes, and, consequently, the effectiveness of methods for meeting consumer needs.
• Factors of international importance. If earlier there was an opinion that the international environment is considered the object of attention only of those structures that carry out economic activities for export, at present, changes in the world community concern almost all enterprises.

Intensive and extensive economic growth

To date, it is customary to distinguish between two types of growth in the economy. We are talking about intensive and extensive economic growth. In the latter case, the increase in the social product is carried out by increasing the production factors in quantitative terms: the involvement in the production process of labor resources of an additional type, production means (capital), and land.

It is worth noting that the technological basis of production remains unchanged. Thus, the plowing of virgin lands to obtain the maximum amount of grain, the involvement of the maximum number of employees for the construction of power plants, as well as the production of the maximum number of combine harvesters are all examples of an extensive option for increasing the social product.

The intensive variety of economic growth is primarily characterized by an increase in the scale of output of marketable products. It is worth noting that the latter is based on the widespread use of more efficient and qualitatively perfect production factors. Increasing the scale of production is usually achieved through the use of the best technology, scientific achievements, advanced technologies, the most economical resources, as well as by improving the skills of employees. Thanks to these factors, an improvement in the quality characteristics of products is achieved, as well as an increase in resource conservation, labor productivity and other indicators of the economic environment.

During the scientific and technological revolution, that is, from the middle of the 20th century, in the Western countries of the industrial type, it is the intensive growth in the economy that takes advantage.

Characteristics of the external environment

Further, it is advisable to analyze the characteristics of the economic environment. The main ones are uncertainty, complexity, mobility, as well as the relationship of factors. The last category represents a kind of economic ties or the force with which a change in factor A affects other environmental conditions.

Complexity in this case is interpreted as the number of factors to which the production mechanism must respond for its own survival. In addition, it is the level of variation of each of the factors.

Mobility and uncertainty

Among the characteristics of the socio-economic environment, uncertainty and mobility are singled out. The latter is also referred to as dynamism. It should be understood as the speed with which changes are made in the economic environment of the commercial structure. For example, in some industries (chemicals, pharmaceuticals, electronics, and so on), these changes are being implemented at a relatively fast pace. In others (for example, the extractive industry), they are somewhat slowed down.

Uncertainty should be understood as a function that depends on the amount of information that a company has regarding a specific factor in the economic environment, as well as a function of confidence in the accuracy of the data at hand. The more uncertain the external environment is, the more difficult it is to make decisions that are considered effective.

Dynamism of relations

The company's relations with the external environment are defined as dynamic. The economic environment is characterized by a large number of links between its components, which are conditionally classified into horizontal and vertical. It is advisable to consider the presented categories in more detail.

Vertical and horizontal links

Vertical ties appear immediately after the state registration of the structure, since each economic entity performs the relevant functions in accordance with the legislation in force in the country.

Horizontal ties primarily ensure the continuity of production processes and the sale of marketable products. They reflect the relationship of producers of material resources with suppliers, buyers of the product, business partners and, of course, competitors. Schematically and enlarged connections of the subject of economic activity in the external environment will be analyzed below.

Category of horizontal links

So, the main link is the manufacturer of commercial products. He interacts with the following persons and structures (in other words, with contractors):

• Public formations and organizations.
• Elements of the market infrastructure (exchanges, employment services, etc.).
• State authority of federal (republican) significance.
• Suppliers.
• Consumers.
• Competitors.
• Business partners.
• Regional (local) structures of state power.

Final part

So, we have analyzed the category of the economic environment, its features, factors and other equally important points. In addition, we considered the classification of links in the economy, which is relevant today in the territory of the Russian Federation. In conclusion, it should be noted that in the external environment of the activities of business entities, it is customary to distinguish between the macro level (in other words, the macro environment) and the micro level (nothing but the micro environment).

It should be noted that at each of the presented levels there are relevant factors that affect the subject of economic activity. So, at the macro level, it is customary to single out political, natural, socio-demographic and environmental factors.

At the micro level, the management is influenced by the following factors: market conditions, tightness and form of partnerships, the level of development of the market infrastructure, relations with consumers and suppliers, and so on.

Introduction

The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of this course is to identify such an interaction of the organization with the environment, which would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

The importance and significance of the optimal definition of the environment for the operation of an enterprise in modern business has necessitated a deep consideration of this topic. When writing this course work, the goal is to highlight the following problems and ways to solve them:

1. determine the essence of the economic environment for the functioning of the enterprise and its elements;

2. to analyze the production and economic activities of the enterprise environment;

3. determine the directions for improving the efficiency of the enterprise.

1. The economic environment of the enterprise and its elements

1.1 Factors of the external environment of the enterprise

The environment for the functioning of an enterprise is a set of business entities, their relationships, infrastructure links and conditions for their activities. The study of this environment is due to the fact that business entities, carrying out their activities, do not function in isolation, but interact with each other, with government bodies, public structures, etc., that is, they carry out their activities in the external environment.

The main characteristics of the external environment are the relationship of its factors, complexity, mobility and uncertainty.

The relationship of factors is the degree to which a change in one factor affects other environmental factors.

The complexity of the external environment is understood as the number of factors to which the production system must respond in order to survive, as well as the level of variation of each factor.

Mobility (dynamism) is the speed with which changes occur in the external environment of the enterprise. For example, in some industries (pharmaceutical, electronics, chemical, etc.) these changes occur relatively quickly. In others (extractive industry) they are slowed down.

Uncertainty is a function that depends on the amount of information that an enterprise has about a specific environmental factor, as well as a function of confidence in the accuracy of the information available. The more uncertain the external environment, the more difficult it is to make effective decisions.

The relationship of the enterprise with the external environment is dynamic. The external environment is characterized by the presence of many links between its elements, which are conventionally divided into vertical and horizontal.

Vertical ties arise from the moment of state registration, since each business entity carries out its activities in accordance with applicable law.

Horizontal links ensure the continuity of the processes of production and sale of products, reflect the relationship of manufacturers with suppliers of material resources, buyers of products, business partners and competitors. Enlarged and schematically, the relations of a business entity in the external environment are presented in

Figure 1. 1.

Rice. 1.1. Relationships of a business entity in the external economic environment

In the external environment of the functioning of business entities, a macro-level (macro-environment) and a micro-level (micro-environment) are distinguished.

Each level has its own factors influencing the business entity. So at the macro level, natural, environmental, socio-demographic and political factors are distinguished.

At the micro level, economic activity is influenced by factors such as market conditions, the form and closeness of partnerships, relationships with suppliers and consumers, and the degree of development of market infrastructure.

In accordance with the specifics of the impact on the functioning of business entities, factors of direct and indirect impact are distinguished (Figure 1.2).

Factors of direct impact directly affect economic activity and cover the following elements:

State;

Suppliers of material and financial resources;

Labor market;

Legal space (legislative and regulatory acts regulating activities in the economic environment);

Consumers;

Competitors;

Public structures (environmental organizations, trade unions, etc.).

Rice. 1.2. The main factors of the external environment of the enterprise

Factors of indirect impact do not have a direct impact on the activities of a business entity. They are broadly grouped as follows:

Situational (reflecting the economic situation in the country, the world, features of interstate relations, etc.);

Innovative (forming the potential for the accelerated development of a business entity, industry, country and generated by scientific and technological progress);

Sociocultural (including a set of life values, traditions and customs adopted in the country);

Political (reflecting the policy of the administrative bodies of the state in relation to business entities, setting standards for the level of product safety, environmental protection, etc.).

It is impossible to enumerate all the elements of the external environment. The main ones include:

Economic environment - inflation reduces the purchasing power of consumers, new taxes can change the distribution of income, the level of interest rates on capital can make investments in new enterprises profitable or unprofitable;

Political environment - changes in government may affect the degree of support for private enterprise, change attitudes towards the public sector, political instability may make long-term investments risky;

Legal environment - changes in legislation relating to the activities of enterprises may encourage or, conversely, deter certain areas of entrepreneurship;

Technological environment - new technologies can lead to an increase in competitiveness or its decrease if a competitor has achieved success in developing new technologies;

Socio-cultural environment - the emergence of new styles, new fashion can create new opportunities;

Natural-climatic, geographical conditions - a good or bad harvest is immediately reflected in the price level;

The demographic situation - population migration, changes in birth and death rates have a corresponding impact on the level of demand.

1.2 The internal environment of the enterprise

In addition to the external environment, the nature of the course of economic processes depends on the internal organization of the activity of a business entity or its internal environment.

The internal environment is a set of conditions and a system of relationships between business entity units that allow it to effectively achieve the goals of its activities. The elements of the internal environment are:

Organizational structure;

The structure of functional duties;

Structure of exchange of services;

Information structure;

Resource-technological structure;

The structure of labor resources;

Organizational culture, understood as a set of norms and rules that regulate interactions between members of the workforce and are an expression of their collective knowledge and experience.

It is possible to achieve the goals set for the entrepreneur due to many internal factors. However, the internal environment, focused on achieving the goals of the functioning of a business entity, requires the identification of tasks, which are understood as a set of works that must be performed by developed methods and within the time period established by the regulations.

In market conditions, special attention is paid to such a property of the internal environment as adaptability, which implies the possibility of a quick reorganization of the management system. To measure adaptability, indirect indicators are used:

Time from the moment of price increase by suppliers or increase in inflation rates until the moment of price increase for the products of a business entity;

Time to master a new product or technology compared to major competitors;

Time of preparation of documents required for assessing solvency and creditworthiness, etc.

Forming an internal environment that is adaptive to external situational changes, economic entities face a number of problems caused by the complexity of economic processes occurring in the national economy. So, quite widespread, especially among large enterprises, is the problem that their internal environment includes developed auxiliary production services, as well as social facilities. For example, almost every large enterprise has a department of capital construction, its own boiler houses, energy workshops, kindergartens, etc., which require the diversion of funds for their maintenance. This has a negative impact on the solvency of the enterprise and the stability of its functioning.

The presence of its own base of auxiliary industries and service farms was necessary in a planned economy with a low level of development of market elements. At the same time, the formation and strengthening of market relations, the emergence of new enterprises on the market that are able to perform similar work qualitatively at lower costs, lead to the fact that the need to maintain such services disappears.

Factors of the internal and external environment are interconnected. This relationship reflects the degree to which a change in one factor causes an immediate effect on the nature of the manifestation of another factor. Since one of the significant characteristics that determine the strategy and tactics of a business entity is its dependence on the external environment, the definition and ranking of these factors become an important component in the mechanism for making managerial decisions. For example, the introduction of a new automated technology can provide an enterprise with a tangible competitive advantage. However, in order for an enterprise to master a new technology, it is required to select personnel with certain skills and experience in this area, to review organizational relationships within the enterprise and the functional distribution of responsibilities in the relevant departments.

In addition, if the economic situation improves, more and more environmental factors have to be taken into account in order to strengthen positions in commodity markets. Accordingly, this requires an understanding of relatively new areas for business entities, such as international jurisprudence, global cultural values, etc. Strengthening specialization, dictated by the operation of the law of social division of labor, leads to the need to adjust managerial functions and tasks of current activities.

In order for an economic entity to have a real opportunity to achieve its goals and solve the corresponding tasks, it is necessary to pay close attention to the organizational structure and the principles of its construction, which is especially important in the context of increasing information flows. The uncertainty of the external environment is due to the amount of information that the subject has about the action of a particular factor. If there is not enough information, the environment becomes more uncertain. As business becomes increasingly global, more and more information is needed, but confidence in its accuracy is diminishing.

2. Analysis of the production and economic activities of ZAO ElektraKIP

2.1 Brief description of ZAO ElektraKIP

CJSC ElektraKIP is a legal entity in accordance with the legislation of the Republic of Belarus, owns separate property, and bears independent responsibility for its obligations. The Company has an independent balance sheet, settlement (current) and other accounts in banking institutions.

In 1996 ZAO ElektraKIP was registered in the Unified Register of Legal Entities and Individual Entrepreneurs of the Republic of Belarus. The company was re-registered in 2000. The certificate of state registration of a commercial organization was issued on October 18, 2000, No. 1081. Legal address of the enterprise: st. Kabushkina, 80, 220118, Minsk, Republic of Belarus

The main goal of the enterprise is economic activity aimed at making a profit to meet the social, cultural and economic interests of shareholders and members of the workforce of CJSC ElektraKIP.

The subject of activity of ZAO ElektraKIP is:

· installation and commissioning works on instrumentation and A;

· installation and commissioning works on telemechanization of linear structures of pipelines, tank farms;

installation, adjustment and maintenance of security, security and perimeter alarm systems, access control systems and video surveillance;

installation, adjustment and maintenance of fire automatics systems;

Power supply on main gas pipelines and oil products

wires, tank farms;

· construction, installation and adjustment of gas supply systems (including instrumentation and automation and telemechanization).

The property of the Company consists of fixed assets, working capital, as well as other valuables, the value of which is reflected in the independent balance sheet of the Company.

The company employs 71 people, of which 15 people are administrative and managerial personnel and 56 people are workers.

Rice. 2.1. Organizational structure of ZAO ElektraKIP.

2.2 Links between the elements of the economic environment of functioning in ZAO ElektraKIP

The cost of production is the most important indicator of the economic activity of the enterprise. It reflects all aspects of economic activity, accumulates the results of the use of all production resources. From its level depend on the financial performance of enterprises, the rate of expanded reproduction, the financial condition of the enterprise.

We will analyze the cost of construction and installation work performed using table 1. Analyzing the cost, you can find reserves for the further development of the enterprise and making the right management decisions.

Table 1 shows that during the period under review, the cost of works and services increased significantly. If in 2006 the growth rate was 125%, then in 2007. - 137%. The main share of costs in the cost is occupied by material costs, among which the largest element is “Raw materials and materials”. Firstly, this is due to a significant rise in the cost of raw materials and materials associated with the choice of new suppliers that sell better materials, and secondly, construction and installation works and services are quite material-intensive production. The increase in the cost of raw materials and materials in 2006 compared to 2005 amounted to 16%, and in 2007 compared to 2006 - 19%. Despite the introduction of more advanced material consumption rates, the share of materials in the prime cost remains quite high in 2007. - 35%.

Table 1. Cost items in the cost for 2005 - 2007, million rubles.

The most rapidly changing cost item is labor costs. For the analyzed period, the growth rate of the wage fund in 2006 in relation to 2005 was 152%, and in 2007 to 2006 - 181%. Such growth is explained by a significant increase in salaries, especially in 2007, associated with an increase in the labor intensity of the work performed and the ongoing policy aimed at strengthening labor motivation. Moreover, a sharp increase in the number of employees by 29% in 2007 also had a significant impact on the increase in labor costs. Consequently, social contributions and emergency tax increase.

The company operates in the Republic of Belarus and abroad, sending installation teams to the place of work, so the company incurs large travel expenses.

Table 1 shows that the growth rate of general production and general business expenses is increasing.

Great importance in the increase in cost in 2006. played an innovation fund, which is also included in the cost. It was introduced in August 2006. in the amount of 13.5% of the actual cost.

Revenue growth in 2006 in relation to 2005 equal to 27%, and in 2007. by 2006 - 29%, which indicates a fairly high increase in revenue over the three years. It should be noted that the growth rate of the cost of works and services is much higher than the growth rate of revenue from the sale of services. This indicates a slowdown in profit growth.

Thus, the analysis allows us to draw the following conclusion: it is necessary to pay great attention to the organization of work to reduce direct and overhead costs, significantly reduce costs by introducing a strict regime for saving fuel, household supplies, and observe the basic principle of payroll.

The stable position of the enterprise is characterized, first of all, by the constant availability of funds within the optimal limits, the absence of overdue debts, regular customers of services, the rational volume and structure of working capital, profit growth, etc.

Analysis of the financial position of the enterprise CJSC ElektraKIP was carried out on the basis of the balance sheet data for 2005-2007.

Analysis of the financial condition of the enterprise for 2005-2007. in table 2 showed that during the study period there was an increase in assets by almost 2 times. The increase was in 2007. in relation to 2006 94%. If at the end of 2006 their cost was 1350 million rubles, then at the end of 2007. it increased to 2260 million rubles. This growth occurred primarily due to an increase in working capital, which increased by more than 838 million rubles during the study period. and amounted to 1667.1 million rubles at the end of the analyzed period, while at the beginning of the period its value was equal to 829.1 million rubles. The structure of the company's assets has also changed significantly over the period under study. At the beginning of the analyzed period, the share of fixed capital in the total assets of the enterprise was 39%, and working capital - 61%. At the end of the analyzed period, the situation changed: the share of fixed capital decreased to 26%. Accordingly, the share of working capital increased by 13%. The increase in working capital was due to the growth of inventories, as well as receivables for all items of the enterprise's balance sheet.

Table 2. Enlarged structure of the balance sheet, million rubles

CJSC ElektraKIP carries out foreign economic activity in accordance with the legislation of the Republic of Belarus.

The right of an enterprise to carry out activities for which a license is required arises from the moment such a license is received or within the period specified in it and terminates upon the expiration of its validity period, unless otherwise established by law.

The main foreign economic partner of ZAO ElektraKIP is Russia, Ukraine. The main areas of work in foreign economic activity:

Let's analyze the profit from foreign economic activity from table 4.

Table 4

In the analyzed period, there was a significant increase in exports, more than four times.

For 2008 CJSC ElektraKIP is developing a system of measures to increase the volume of exports of services, which provides for work together with Gazprom to empower CJSC ElektraKIP to sell services abroad, and conclude agreements on trade and economic cooperation with foreign countries.

To increase the competitiveness of the services provided in the world market, CJSC ElektraKIP is implementing the ISO 9001 quality management system, as well as qualification certification of workers.

The enterprise carries out foreign economic activity in accordance with the legislation of the Republic of Belarus. CJSC "ElectraKIP" began its active work to promote the export of works and services in 1998. At first, the company faced certain difficulties, until it occupied a certain niche in the foreign market. But over time, the positions of CJSC ElektraKIP in the foreign market have strengthened and every year the company takes measures to increase exports.

The main foreign trade partner of ZAO ElektraKIP is the Russian Federation. In 2005 on the territory of the Russian Federation, a representative office of ZAO ElektraKIP is registered, a certificate of registration of the state registration chamber of the Ministry of Justice of the Russian Federation. The purpose of opening a representative office:

· territorial expansion of the scope of the enterprise, effective assistance to the development of economic relations with the Russian Federation;

· representation and protection of the interests of CJSC ElektraKIP and the Russian Federation in all state and non-state structures: marketing study of the construction market of the Russian Federation;

effective assistance in the implementation of contracts concluded by the enterprise;

· development and implementation of the strategic construction and production program of CJSC ElektraKIP, improvement of the forms of cooperation between the enterprise and business entities of the Russian Federation.

The main business partner of ZAO ElektraKIP is OAO Gazprom and its subsidiaries (OAO Gazavtomatika, ZAO Gazpromstroyengineering, etc.)

The main types of exported works and services:

construction of gas supply systems;

installation, adjustment and maintenance of security systems (with the exception of personal protective equipment);

· design of means and systems of protection (except for means of individual protection);

installation of water, heat, gas meters;

installation, adjustment and maintenance of fire automatics and smoke protection systems.

All of the listed types of work are carried out on the basis of licenses for the work performed, obtained in the Russian Federation.

To analyze the effectiveness of exported works and services, it is necessary to consider Table 5.

Table 5 shows that the proceeds from the sale of works and services are growing and, if in 2006. growth was 27%, then in 2007. already - 41%. This suggests that the volume of exports of services is increasing every year. Consequently, profits from the export of works and services are also growing.

Table 5. Export indicators for 2005-2007, million rubles

We will evaluate the competitiveness of construction and installation works and services. However, in order to assess the competitiveness of their own services, it is necessary to compare them with similar services of other enterprises. Therefore, we take two enterprises that provide construction and installation work. Initial data in table. 6 are formed on the basis of documents participating in the tender. All indicators are evaluated on a 10-point system.

Table 6. Initial data for 2007

Thus, according to Table 6, the following conclusion can be drawn that the works and services of ElektraKIP CJSC are more competitive than the services of TekhnoSvyazStroy OJSC and SvyazStroyService CJSC.

At present, the company does not stop at the achieved results, in the field of cooperation with other countries, and takes an active part in tenders. Same for 2008-2009. the company is developing a system of measures to increase the volume of exports of services.

For the effective study of the state of the macro-environment components in the organization, a special environment tracking system. This system should carry out both special observations related to some special events, and regular (usually once a year) observations of the state of external factors important to the organization. Observations can be made in many different ways. The most common methods of observation are:

participation in professional conferences;

analysis of the experience of the organization;

studying the opinions of employees of the organization;

holding meetings and discussions within the organization.

The study of the components of the macro environment should not end only with a statement of the state in which they were before or are now. It is also important to reveal the trends that are characteristic of changes in the state of certain important factors and try to predict the development trends of these factors in order to foresee what threats the organization can expect and what opportunities may open up for it in the future.

The macro-environment analysis system is effective if it is supported by the top management and provides them with the necessary information, if it is closely connected with the planning system in the organization and, finally, if the strategists are able to trace the relationship between the data on the state of the macro-environment and the strategic objectives of the organization and evaluate this information in terms of threats and additional opportunities for implementing the organization's strategy.

The study of the immediate environment of the organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. At the same time, it is important to emphasize that the organization can have a significant impact on the nature and content of this interaction and thus actively participate in the formation of additional opportunities and in the prevention of threats to its further existence.

Analysis buyers as components of an organization's immediate environment, it is primarily intended to build a profile of those who buy the product sold by the organization. Studying buyers allows an organization to better understand which product will be most accepted by customers, how much sales the organization can expect, how much buyers are committed to the product of this particular organization, how much it can expand the circle of potential buyers, what the product expects in the future, and much more. .

A buyer profile can be compiled according to the following characteristics:

geographic location;

· demographic characteristics (age, education, field of activity, etc.);

· socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.);

· the buyer's attitude to the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.).

By studying the buyer, the firm also understands for itself how strong his position is in relation to it in the bargaining process. If, for example, the buyer has a limited opportunity to choose the seller of the goods he needs, then his bargaining power is significantly lower. On the other hand, the seller should seek to replace the given buyer with another who would have less freedom in choosing the seller. The trading power of the buyer also depends, for example, on how important the quality of the purchased product is to him.

There are a number of factors that determine the trading power of the buyer, which must be uncovered and studied in the analysis process. These factors include:

The ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;

the volume of purchases made by the buyer;

The level of awareness of the buyer;

Availability of substitute products

the cost to the buyer of switching to another seller;

The buyer's sensitivity to price, which depends on the total cost of his purchases, on his orientation towards a certain brand, on the presence of certain requirements for the quality of the goods, on the amount of his income.

When measuring the indicator, it is important to pay attention to who pays, who buys and who consumes, since not all three functions are necessarily performed by the same person.

Analysis suppliers is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finance, etc., on which the efficiency of the organization, the cost and quality of the services offered by the organization depend.

Suppliers of materials and components, if they have great competitive power, can make the organization very dependent on themselves. Therefore, when choosing suppliers, it is important to deeply and comprehensively study their activities and their potential in order to be able to build such relationships with them that would provide the organization with maximum strength in interaction with suppliers. The competitive strength of a supplier depends on the following factors:

· the level of specialization of the supplier;

· the value of the cost for the supplier of switching to other customers;

The degree of specialization of the buyer in the acquisition of certain resources;

The supplier's concentration on working with specific customers;

The importance for the supplier of sales volume.

When studying suppliers of materials and components, first of all, you should pay attention to the following characteristics of their activities:

the cost of the goods supplied;

a guarantee of the quality of the delivered goods;

time schedule for the delivery of goods;

Punctuality and obligatory fulfillment of the terms of delivery of goods.

Studying competitors those. those with whom the organization has to fight for the customer and for the resources that it seeks to obtain from the external environment in order to ensure its existence, occupies a special and very important place in strategic management. Such a study is aimed at identifying the strengths and weaknesses of competitors and, on the basis of this, build your competitive strategy.

The competitive environment is formed not only by intra-industry competitors producing similar products and selling them in the same market. The subjects of the competitive environment are those firms that can enter the market, as well as those that produce a replacement product. In addition to them, the competitive environment of the organization is significantly influenced by the buyers of its services and suppliers, who, having the power to bargain, can significantly weaken the position of the organization.

Many firms do not pay due attention to the possible threat from newcomers to their market and therefore lose in the competition to them. It is very important to remember this and to create barriers in advance to the entry of potential aliens. Such barriers may be deep specialization in the provision of services, low costs due to economies of scale, control over distribution channels, the use of local features that give competitive advantages, etc. However, it is very important to know well what barriers can stop or prevent a potential newcomer from entering the market, and to erect these barriers.

As a result of the analysis of the enterprise, both competitive advantages and some disadvantages were identified. The recently increased requirements for the quality of construction and the reliability of facilities, the introduction of the organization into the international construction complex is urgently required to bring the organization to a single high pan-European level. In this regard, the only right decision in increasing the competitiveness of the enterprise will be the development and successful implementation of the ISO 9000 quality management system in production.

International standards ISO 9000 series are a system of guidelines in the field of quality management and are aimed at continuous improvement of the foundations of this system.

No other standard or tool in the field of quality management has played such a role as the ISO 9000 series standards. Their importance is evidenced by the fact that almost 100 thousand certificates.

ISO 9000 is a set of international quality standards that establish minimum requirements for a practice to be recognized as good in order to build trust in business and to ensure that suppliers and customers “speak the same language”.

ISO 9000 can be used for external purposes (contractual relationships involving a second party or the use of third party certification schemes) or for internal purposes (for example, to improve product quality).

This standard is a kind of instruction for the enterprise, what should be done should be determined by the enterprise itself, based on its technical capabilities and tasks.

The quality management system includes the organizational structure, personnel, methods, standards, processes and equipment that are used to implement the Quality Objectives Achievement Policy.

For a complete description of the Quality System, it is necessary to develop a Quality Manual, which at the same time will serve as a constant source, referring to which this system will be implemented and provided.

In accordance with the requirements of the ISO 9000 series, the Quality Manual has 20 sections:

1. Management responsibility

2. Quality system

3. Analysis of the agreement (contract)

4. Design management

5. Documentation and data management

6. Purchasing

7. Management of products supplied by the consumer

8. Product identification and traceability

9. Process management

10. Control and testing

11. Management of instrumentation and testing equipment.

12. Status of control and testing

13. Management of nonconforming products

14. Corrective and preventive actions

15. Handling, storage, packaging and delivery

16. Management of quality data registrations

17.Internal quality control

18. Personnel training

19. Maintenance

20. Statistical methods

The quality manual is revised when the quality system is changed. Changes in the quality system may be the result of changes in the marketing strategy, production relations, undertaken in order to more fully and purposefully meet the objectives in the field of quality.

The responsibilities, authorities and interactions of personnel directing, performing and reviewing work that affects quality shall be defined and documented. This is especially true for staff who need organizational freedom and authority:

initiation of activities aimed at
to prevent the occurrence of inconsistencies in work and services, process and quality system;

identifying and recording any issues related to
works and services, process and quality system;

Checking the implementation of decisions;

· managing the further processing of nonconforming services until the deficiencies or unsatisfactory conditions are eliminated.

Taking into account the requirements of the ISO-9001 standard, it is advisable to establish the responsibility and powers of the leaders of ZAO ElektraKIP as follows:

1) Director. Establishes a quality policy, defines its goals and objectives for the enterprise, ensures the understanding of the quality policy and its implementation on
all levels of the enterprise. Responsible for overall management of
areas of quality.

2) The first deputy director - deputy director for production is accountable in his work to the director and manages:

Implementation of the quality policy in production;

· Carrying out marketing research.
Responsible for:

the results of the implementation of the production policy in the field
quality;

Decisions made on the basis of marketing research;

· Contract review and implementation.

3) The quality manager is accountable in his work to the director, manages the implementation and improvement of the quality system at the enterprise, evaluates the effectiveness of the implementation of tasks for the implementation of the quality policy and is responsible for:

the results of the implementation of the quality system at the enterprise;

The effectiveness of the corrective actions taken;

setting goals and developing programs to achieve the objectives of the quality policy;

· internal audit of the quality system;

Formation and control over the implementation of corrective action programs;

development, implementation and maintenance of enterprise standards in production;

· determination of necessity of application of the state and interstate standards.

4) The chief accountant is accountable in his work to the director and is responsible for accounting for quality costs, including losses associated with the provision of inappropriate work and services. The chief accountant manages accounting at CJSC ElektraKIP

5) The supply agent is accountable in his work to the production deputy and is responsible for the purchase of materials, components and services, storage and issuance of purchased materials and components for production in accordance with the approved instructions and standards of the enterprise.

6) The personnel inspector is accountable in his work to the director, is responsible for the selection and training of personnel.

7) The head of the production and technical department is accountable in his work to the director and manages the departments that carry out the preparation of production. Responsible for:

· implementation of scientific and technical programs;

· technical support of the policy pursued by the enterprises in the field of quality;

purchase, installation and repair of equipment;

Providing the enterprise with energy carriers.

8) The foreman (Head of the site) of production is accountable to the head of production and is responsible for:

organization of production in accordance with the design and technological documentation;

Ensuring the performance of work by workers and specialists of the required qualifications and experience.

9) The Head of the Technical Control Department (QCD) is accountable to the Deputy Director for Production and is responsible for:

Carrying out input control of raw materials, purchased materials and semi-finished products, components;

Carrying out control of works;

Ensuring that the control is carried out by qualified personnel and on serviceable equipment;

organization of actions to stop production, shipment or installation in order to eliminate discrepancies;

· Monitoring the implementation of quality plans.

Documents of the quality management system.

In addition to the quality policy and the Quality Program, there are a number of important documents that are an integral part of the quality management system.

Measures affecting quality are carried out in accordance with the following documents:

state standards;

international standards;

enterprise standards;

instructions and methods.

Enterprise standards are used for the functioning of the quality system.

During the analysis of the contract, at the request of the consumer or the deputy directors for production, a decision is made on the need to prepare a Quality Program.

Quality programs include:

the quality objectives to be achieved;

· requirements for qualification and certification of personnel, selection of qualified personnel, training, instruction, certification of personnel;

requirements for raw materials and equipment, purchase of necessary materials and equipment;

· planning, development of design and technological documentation for all technological stages, as well as "points" of control;

requirements for the preparation of quality documents;

distribution of responsibilities and powers of managers, specialists in quality assurance and quality control during the various phases of the implementation of the contract;

other measures to achieve quality objectives.

Development of enterprise standards.

1) General system issues:

2) Marketing:

3) Ensuring the improvement of the technical level and quality
when designing and developing works:

4) Organization of logistics:

5) Preparation of production and development of technological processes:

6) Quality control in the process of providing works and services:

7) Carrying out tests and surveys. Work certification:

8) Realization of works and services:

9) Installation and operation:

10) Stimulating the improvement of the quality of work:

11) Staff training:

12) Legal assurance of product quality:

Currently, each industry also has its own system of certification and standardization. Since CJSC ElektraKIP cooperates with Gazprom and operates on the territory of Russia, the company needs to obtain certification in the GAZCERT system - the Gazprom certification system.

Conclusion

The functioning environment is a set of business entities, their interconnection of infrastructure links and the conditions for their activities.

Analysis of the factors of the external and internal environment as a whole is one of the most important and complex processes in developing a company's strategy and planning its activities.

Environmental analysis is a very important and very complex process that requires careful monitoring of the processes taking place in the environment, assessing factors and establishing a connection between factors, strengths and weaknesses of the organization, as well as opportunities and threats that are contained in the external and internal environment. Obviously, without knowing the environment, the organization will not be able to exist. The organization studies the environment in order to ensure its successful progress towards its goals, develops a strategy for interacting with elements of the external and internal environment, providing it with the most comfortable coexistence.

Factors of the internal and external environment are interconnected. This relationship reflects the degree to which a change in one factor causes an immediate effect on the nature of the manifestation of another factor. Since one of the significant characteristics that determine the strategy and tactics of a business entity is its dependence on the external environment, the definition and ranking of these factors become an important component in the mechanism for making managerial decisions.

Thus, taking into account the features and factors of the internal and external environment contributes to increasing the adaptability and flexibility of a business entity, as well as ensuring the efficiency of economic processes occurring within its framework.

Today's marketers face many challenges. Thanks to scientific and technological progress in the use of solar energy, the emergence of household computers and robots, cable television, modern medicine, new modes of transport, new forms of recreation and entertainment, new means of communication are opening up before them a huge number of marketing opportunities. At the same time, forces within the socio-economic environment will impose ever greater restrictions on the practice of marketing activities. And the decisive word remains with firms that will be able to create new values ​​and conduct marketing that is filled with a moral responsibility to society.

A few years after the first oil crisis, the economic environment in Japan presented an unusual picture. Companies had to take drastic cash flow measures to cope with the situation. For example, in the textile industry, workers were encouraged to quit voluntarily, transferred workers to subsidiaries, and stopped recruiting college graduates.

As a result of studying the course, future managers will be able to better navigate the ever-changing economic environment, adjust their goals, assessments and criteria, choose the most appropriate methods and tools for solving problems.

Business forms a self-regulating system, which is based on business entities, objects, relationships and business interests of business entities, the economic environment.

Finally, there are reproductive differences. If technical intensification is carried out (reproduced), as a rule, discretely, in leaps, in accordance with the development cycles of scientific and technological progress, then labor intensification is a reproductive process of a permanent, continuous nature. At the same time, not only labor itself is reproduced, but also everything related to it, working conditions, the potential of labor resources (population, physical and mental health of the nation, morality of society, qualifications of workers, their motivation, etc.), conditions that form the potential labor resources (social and economic environment, healthcare, education, culture, etc.), a system for stimulating the labor activity of employees (the degree of coincidence of the goals of society and the enterprise with the goals of the employee, the nature of the relationship between the measure of labor and the measure of consumption, etc.) .

Since the enterprise, its suppliers and consumers operate within a larger macro-environment of forces, the main factors operating in the macro-environment are the factors of the economic environment.

The development of innovations is greatly influenced by external factors. The main partners of enterprises are the state with its taxation system, suppliers, contractors, creditors, banks. A kind of market is a sales market with its own balance of supply and demand. These factors in any economic environment are concomitant risk elements of any innovation. However, in the industry of the Republic of Belarus, their formation is peculiar.

Despite the lag in the development of the infrastructure of the real estate market compared to the infrastructure of other areas of the market economy, real estate is one of the most attractive investment objects. The rapid pace of development of the domestic market, with its instability, due to the corresponding phase of the existence of the economic environment, creates conditions for obtaining superprofits that cannot be obtained in a stable economy in conditions of highly developed competition. Such a situation is rather quickly transient in the historical sense, therefore, despite the attractiveness of real estate transactions in such conditions, one should take into account the extremely high risk of such investments.

The third attempt was made in a radically changed economic environment. Now the manufacturer (seller) is the full owner and is responsible for the results of his economic and commercial activities, and the consumer has the opportunity to choose the product, the consumer properties of which suit him to the greatest extent and correspond to his capabilities.

The level of innovativeness of the economic environment depends on many factors, the main of which are the accumulated intellectual potential, the relevant regulatory and legislative framework and the availability of investment resources of a risky nature (venture financing). The need for technical re-equipment of the leading sectors of the Russian economy (engineering, metallurgy, petrochemistry, transport), a significant reduction in quantity and quality of scientific and technical branch institutes and centers led to the fact that a layer of small innovative and engineering firms began to form in Russia, on the one hand, on the other hand, large enterprises and holdings form subdivisions associated with the development and implementation of innovations that increase business efficiency.

In addition to expanding the range of products, large companies began to work actively in various economic regions. There was a need to draw up financial statements not only in the sectoral, but also in the regional context, according to the production belonging to any pei ion or location of sales markets. In this regard, paragraph 9 of IFRS No. 14 introduces the definition of a geographical segment. A geographical segment is a distinct component of a company that is involved in the production of goods or services in a particular economic environment and that is subject to risks and rewards that are different from those of components operating in other economic environments. When determining geographic segments, the following factors should be taken into account

The main thing in solving this problem is the creation of competitive conditions. Radical changes in the economic mechanism and the introduction of new management elements in the housing and communal services (HCS), the search for financial reserves to improve the reliability of the life support systems have changed the economic environment for the formation of pricing policy in the production of potentially competitive works (services).

Even in stable industries, it is necessary to systematically review existing programs, as the economic environment, consumer tastes and needs, competitive conditions, and production technologies are constantly changing. It is very important to recognize these changes in time and adapt existing programs to the changed conditions.

The course of action chosen by the organization on the basis of the above information will cause the involvement of its resources in production for a long period, and the position of the firm will be influenced by the economic environment, i.e. the products it produces, its markets, and its ability to respond to future changes. The choice of course determines the long-term perspective for the organization and, therefore, the decisions it can make in the future. These decisions are usually called long-term, or strategic. Such decisions have a very large impact on the future position of the organization, therefore it is important that accurate information is collected about the organization's capabilities and its economic environment. In this connection, strategic decisions should be the prerogative of the top administration.

World experience has proven the vitality and effectiveness of the market mechanism in ensuring the balance of the economy, in the rational use of labor, material and financial resources, in the creation of flexible industries that are receptive to consumer demands and the achievements of scientific and technological progress. Such a system of organization stimulates decisive action in mastering new methods of management, restructuring activities. A commercial organization becomes the main business entity. It is an independent commodity producer, the economic space for which is practically unlimited, but entirely dependent on the ability to work without loss, adapting to the changing economic environment.

However, the fundamental unity of on-farm reporting compiled by Western and domestic enterprises does not mean their identity. There are many features, they are predetermined by the fact that Western enterprises operate in a developed market economy. The market as the economic habitat of an enterprise indirectly influences the choice of methods and tools of intra-company management. Moreover, the market constantly forces to orient intra-company management to achieve the external goals of the enterprise as a market entity. This circumstance constantly encourages the enterprise to improve internal management, control the process of implementation and use of new management techniques and methods.

A more detailed structuring of the functions performed by a financial manager is easy to do, bearing in mind the following two circumstances: firstly, any enterprise is not isolated - it is forced to interact with its economic environment; secondly, all the main objects of the financial manager's attention in a generalized representation are systematized in the accounting (financial) statements, in particular - in the balance sheet, which is the best financial model of the enterprise.

Secondary information in the economic environment is extensive and scattered in many sources. Sources of secondary information are data from international organizations such as the International Monetary Fund, the European Organization for Cooperation and Development, the UN and others.