The main goal of privatization, set onthe first stage of transition to market relations and providing for real diversity of forms of ownership in the country, mainly achieved. At the same time, the strategic goal of this major socio-economic process is to increase production efficiency, which has not been achieved for a variety of reasons, both objective and subjective.
One of these reasons is thatstate ownership has not yet become the property of an effective owner, and existing individual entrepreneurs are not yet able to fully ensure the dynamic development of enterprises. The problem of finding and becoming efficient owners, privatized companies interested in the rational use of resources; attracting investment, increasing its efficiency is a key and very urgent task.
Currently, the concept of "effectiveowner ”is not settled and monographic studies on this issue are practically absent. But according to the existing ideas, individual entrepreneurs can be considered effective with clear specific goals and strategy for the development of enterprises, and which at the same time are capable of solving the following tasks:
- in competitive struggle to retain and expand sales and the market segment occupied by the enterprise;
- to ensure the effective development of the enterprise, profit and profitability sufficient for expanded reproduction;
- to direct a large share of profits to the renewal of production, innovative activity.
To solve these problems, the determining factorthe success of privatization is the effective management of enterprises, the effective activity of their managers who are able to make the right decisions on behalf of the owners-shareholders.
At the same time, the former head of the state enterprise,for example, it can be considered as one of the main contenders for the role of an effective owner, if he owns a large block of shares. At the same time, such managers of established companies on the basis of state-owned enterprises are often not interested in solving the tasks set, since there are no specific criteria for the effectiveness of their work and adequate motivation to achieve the targets set.
There are different security concepts.enterprise management efficiency, based mainly on foreign methods and offering various models based on business value analysis. Recognized and widely used in the practice of VBM (Value Based Management), which translates as "management aimed at the formation of value." In the concept of VBM there are two groups of methods. One group consists of methods that have a financial focus. In a balanced system, they distinguish between financial and non-financial indicators.
BSC concept (in Russian literatureBalanced Scorecard) is a management system that allows entrepreneurs to transform the strategic goals of an enterprise into an operational management plan and evaluate results using basic performance parameters.
The essence of the BSC is that the company’s activities for a reasonable assessment are reviewed and evaluated according to the system of four groups of parameters.
The first is based on standard financial indicators, reflecting the financial return on investment.
The second one describes the environment of the enterprise, including the size of the market and the market share in the target segment.
The third reflects the internal processes of the company, in particular the innovation process, product development, pre-production, etc.
Четвертая – отражает то, как индивидуальные entrepreneurs are ready for learning and growth, considering such factors as information systems, procedures for interaction between the participants of the process, i.e. people with their abilities, skills and motivation.
The system of these indicators is the basisstrategic management, which implies the existence of a formalized strategy, the beginning of which is the registration of individual entrepreneurs independently, suggesting the path of movement and the achievement of the strategic goal as the final result of the economic cycle.
To implement such a strategy, individualentrepreneurs must develop a constantly functioning system of planning, selection and placement of personnel performers and distribution of responsibility. An important component of the strategy is the individual entrepreneur, which should take into account reporting, which provides the ability to monitor business development.
In foreign practice there is a bigthe number of examples of building the ERPs, both quite successful and revealing typical concept problems. At the same time, models based only on foreign experience cannot be applied at the stage of market formation in our country without appropriate adaptation and significant adjustments, however, you should try to use this experience to build an appropriate effective system for motivating entrepreneurs to adopt modern business technologies.
