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31Задачей кадровой службы вуза является направление кадровой работы, представление персоналу о целях работы, и уточнение конкретных условий труда в вузе. По степени открытости кадровая политика делится на:
• открытую;
• закрытую.
При открытой кадровой политике, руководство вуза принимает на работу любого специалиста, без учета опыта работы. При закрытой кадровой политике, руководство вуза принимают на работу специалиста только на должности низшего (обслуживающего) уровня.
В ОшГУ кадровая политика формируется руководством и реализуется кадровой службой, то есть отделом кадров, и отражается в следующих документах вуза:
• коллективный договор;
• правила внутреннего трудового распорядка.
Список литературы /References
1. Положение о государственной кадровой службе Кыргызской Республики. Журнал «Нормативные акты Кыргызской Республики», 28 октября 2013 года. № 44.
2. Стратегия развития Государственной кадровой службы Кыргызской Республики от 30 сентября 2013 года № 198.
3. Устав Ошского государственного университета.
4. Коллективный договор между ректоратом и объединенным профсоюзным комитетом Ошского государственного университета по социально-экономическим и трудовым вопросам на 2016 - 2019 годы.
5. Базарова Т.Ю., Еремина Б.Л. Управление персоналом: Москва. ЮНИТИ, 1998. С. 128-130.
INNOVATIVE MARKETING AND ADVERTISING IN THE SERVICE INDUSTRY
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Ivanova I.G. , Metelskaya T.V. , Leonovich A.M. (Russian Federation) Email: Ivanova232@scientifictext.ru
1Ivanova Inna Grigoryevna - PhD in Economics, Associate Professor, DEPARTMENT OF MANAGEMENT AND MARKETING; 2Metelskaya Tatyana Valeriyevna - Student; 3Leonovich Alina Mikhaylovna - Student, DEPARTMENT OF PRODUCTION AND INNOVATION ACTIVITIES ORGANIZATION KUBAN STATE AGRARIAN UNIVERSITY, KRASNODAR
Abstract: questions of regulation by means of marketing of innovations and innovative marketing, its main image by a component - an advertizing campaign, process of introduction both marketing, and other innovations in the concrete managing subject of sphere of service, allowing the last are considered, it is essential to lower the risks connected with introduction of innovations, having left possibility for maneuver by resources in the conditions of an economic crisis and toughening of competitive struggle in the markets. Marketing innovations can act as a separate product, be a technology of innovative marketing, and be a consequence of other types of innovation (technological, process, organizational, food).
Keywords: innovations, chair, organizational innovations, grocery innovations, process innovations, marketing innovations, advertizing, university.
ИННОВАЦИОННЫЙ МАРКЕТИНГ И РЕКЛАМА
В СФЕРЕ УСЛУГ Иванова И.Г.1, Метельская Т.В.2, Леонович А.М.3 (Российская Федерация)
1Иванова Инна Григорьевна - кандидат экономических наук, доцент, кафедра управления и маркетинга;
2Метельская Татьяна Валериевна - студент;
3Леонович Алина Михайловна - студент, кафедра организации производства и инновационной деятельности, Кубанский государственный аграрный университет, г. Краснодар
Аннотация: в статье рассмотрены вопросы регулирования при помощи маркетинга инноваций и инновационного маркетинга, его основные изображения составляющей -рекламной кампании, процесса внедрения как маркетинговых, так и других инноваций в конкретном хозяйствующем субъекте сферы услуг, позволяя последним считать существенно сниженные риски, связанные с внедрением новшеств, оставив возможность для маневра ресурсами в условиях экономического кризиса и ужесточения конкурентной борьбы на рынках. Маркетинговые инновации могут выступать в качестве отдельного продукта, быть технологией инновационного маркетинга и быть следствием других видов инноваций (технологических, организационных, пищевых).
Ключевые слова: инновации, кафедра, организационные инновации, продуктовые инновации, технологические инновации, маркетинговые инновации, реклама, университет.
The term "innovation" in the economic literature means the reincarnation of potential scientific and technological progress into the real, which finds its embodiment in the latest products and technologies. In Russia, the problem of innovations has been studied for a long time within the framework of scientific and technical progress, and the term "innovation" has recently been used and refers to an object that is introduced into production after a scientific research or discovery, and different from the analogue. Innovators use two criteria:
1) life cycle of the product;
2) economic efficiency.
Their goal is to create an innovation that will surpass competitors, and will also be unique in a certain field [1, p. 412-415].
Innovations are an intermediate result of the research and production cycle and, as they are used, are transformed into scientific and technological innovations, that is, the end result. Innovations are an intermediate result of the research and production cycle and, as they are used, are transformed into scientific and technological innovations, that is, the end result. In innovative development, the traditionally linear model of innovation remains the leading role when the developed fundamental scientific idea is embodied in applied research. It is practical implementation and commercialization that serves as the basis for innovation, exacerbating the problem of searching for a subject of innovative development.
An important part of innovative marketing is the formation of a price policy for innovative goods and services. The introduction of a new method that will allow buyers to choose a product according to the necessary characteristics on the Internet site, and then to recognize the price, allows using the method of building a price that corresponds to the demand for goods and services. Formation of external image of the department and the university should be solved by developing an internal marketing strategy that will be aimed at enhancing the role of students, employees and teachers [2, p. 661-663].
The use of the Internet as a means of advertising, facilitates the establishment of constant contact with consumers of educational services. The product innovations that the technical and technological profile departments can create are not: small changes or improvements, regular seasonal changes, changes in design. All the data "not innovations" also require the use of elements of marketing innovation. The concept of innovative marketing arose recently. Its appearance was caused by the growing role of innovations in the activities of economic entities. In practical activity, innovative marketing covers two problem areas with innovation management:
1) innovations at the main stages of the life cycle of already existing services;
2) marketing of new varieties of services.
Innovative marketing, based on research and influence on the market conditions of an economic entity in the service sector, facilitates the implementation of management functions such as optimization and control of its innovation and production and business activities [3, p. 156-163].
Innovative marketing is included in the action already at the first stage of the life cycle, which is an integral organic part of the innovation potential of the business entity. Assessment of innovative capacity is determined by the degree of readiness to fulfill the tasks that will ensure the achievement of the innovation goal. Innovative marketing determines the mission of the business entity, the philosophy of thinking, the field of scientific research, the style of management and behavior. Carrying out research in the framework of innovation marketing, it is necessary to pay attention to the issues of strategic and operational analysis of the market in a certain sequence:
1) analysis of global and territorial trends of market development;
2) analysis of the demand and supply of services;
3) conducting a special in-depth study of the market of services in the market segments;
4) developing a strategy for penetrating a new and improved service;
5) development and implementation of operational marketing activities;
6) conducting an estimation of costs for the production of services, distribution costs and revenues from the sale of services [4, p. 25-34].
In the marketing of innovations, the main role is given to the activities for the formation of innovative products and services. Innovations can be rationally grouped, referring to the following criteria:
1) innovations with small improvements in existing services of an evolutionary nature, including small risks and costs, small profits;
2) revolutionary (radical) transformation of services that create fundamentally new niches in the market, characterized by very high risks, high costs and in many cases, maximum profit.
3) strategy of stable growth of an economic entity based on maintaining the balance of the portfolio of evolutionary and revolutionary innovations. This combination of innovation averages risks, as well as costs and profits.
4) the strategy of the leader of innovations in its own branch of the service area implies the use of synergies of innovative measures and technology in its own business. The leader of systemic innovations must know and own good cross-functional skills [5].
In order to drive innovation for himself, the manager must first of all be not just a manager, but an enterprising leader. It is these enterprising leaders that successful enterprises strive to put on all sorts of key posts. Criteria for the effectiveness of marketing management and performance of the organization:
1) balance and effectiveness of functions that ensure the speed and level of achievement of the organization's goals in the search for and satisfaction of clients' needs;
2) cost-effectiveness - the ratio of the required and actual consumption of resources, including the activity of marketing and innovation potential;
3) quality - conformity of characteristics of production to standards and requirements of consumers taking into account quality of relations and innovative ideas;
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4) profitability - the ratio between income and total costs;
5) productivity - the ratio of the volume of production for a certain period in natural, cost and other indicators and the costs of resources corresponding to this volume of output (resources: labor, material, financial, information, etc.);
6) quality of work and working life - professionalism, qualifications, career growth and working conditions of employees;
7) innovative activity - the emergence of innovations, the prerequisites for the implementation and implementation of innovations in various functional areas of the organization [6, p. 472-474].
The sources of innovative marketing can be both formal results of conducted marketing research, as well as a variety of modified forms of exchange of practical professional experience and a survey of consumers of services. Customers using services are often the decisive source in the search for and implementation of innovations. At the stage of strategic innovation marketing, the positioning of the service and the segmentation of the market of this service are carried out. The search for a strategy in innovative marketing is carried out in the form of research and forecasting the demand for the introduced new product or service, which is provided through careful study of the consumer's perception of the potential innovation proposed for implementation [7, p. 454-456].
The level of success of introduced marketing innovations can be estimated by their consumption by buyers. The process of perception of a new or improved service is formed from the following stages:
1) primary awareness of consumers about the proposed service or its improved variety;
2) detailed familiarization with the features and benefits of the new service;
3) comparison of the proposed service with competitors;
4) the analysis of the possibilities of using and the positive properties of the use of innovation;
5) drawing up an opinion about the product [8, p. 88-91].
Thus, professional regulation with the support of innovative marketing and its main image component - an advertising campaign, the process of introducing both marketing and other innovations in a specific economic entity, will allow the latter to significantly reduce their risks associated with the introduction of innovations, leaving room for a maneuver resources in the conditions of economic crisis and tougher competition in the markets. The introduction of marketing tools to manage innovation is becoming one of the main reasons for the success of modern innovations.
References / Список литературы
1. Kondranina M.A. & Ivanova I.G. Actual aspects of modern tools of enterprise management / In the collection: Modern science: problems and ways to solve them Collected materials of the International Scientific and Practical Conference. West-Siberian Scientific Center; Kuzbass State Technical University named after T.F. Gorbachev, 2015. Р. 412-415.
2. Ivanova I.G. & Sayenko I.I. Factors affecting the competitiveness of enterprises in the management system / Economics and Entrepreneurship. № 11 -3 (76-3), 2016. P. 661-663.
3. Romanova N.K. Economics of marketing of tobacco products / N.K. Romanova, L.A. Isaeva // In the collection: Collection of scientific works of KRIA DPO FGBOU VPO Kuban State University. Krasnodar, 2014. P. 156-163.
4. Ivanova I.G. & Sharapova T.N. Philosophy of personnel management of the organization. / In the collection: Labor and Social and Labor Relations: Modern Theory, Methodology and Practice, a collection of scientific papers on the basis of the I International Scientific and Practical Conference, 2016. P. 25-34.
5. Tolmachev A.V. Management of an organization (enterprise): Textbook. allowance / Tolmachev A.V., Ivanova I.G. Krasnodar, 2016.
6. Tolmachev A.V. & Ivanova I.G. To the issue of training production managers. / In the collection: The quality of modern educational services - the basis of competitiveness of the university collection of articles on the materials of the inter-faculty training and methodological conference. Responsible for the release of M.V. Shatalova, 2016. P. 472-474.
7. Frincisko O.Yu. Regional agrarian structure as one of the conditions for the efficiency of the agrarian sector. / O.Yu. Francisco, L.A. Isaeva // In the collection: Innovative research and development for the scientific provision of production and storage of environmentally friendly agricultural and food products. Federal State Budget Scientific Institution "All-Russian Scientific Research Institute of Tobacco, Makhorka and Tobacco Products"., 2015. P. 454-456.
8. Cherepukhin T.Yu. Value and essence of territory branding / in the collection: Economics and marketing: a new look VI Regional scientific and practical conference, 2013. P. 88-91.
THEORETICAL FOUNDATIONS OF FINANCIAL STRATEGY Podkuyko K.Yu. (Russian Federation) Email: Podkuyko232@scientifictext.ru
Podkuyko Konstantin Yurievich - Graduate Student, DIRECTION: FINANCIAL MANAGEMENT, SAINT-PETERSBURG UNIVERSITY OF MANAGEMENT TECHNOLOGIES AND ECONOMICS,
ARKHANGELSK
Abstract: the article explains the concept of a financial strategy, and provides its justification. Depending on the planned actions in the area of attracting and using financial resources, the relationship between risk and profit, the company's strategy can be conservative, active and moderate. The article covers the features of the strategy: a financial factor, a financial measure, a financial strategy is a universal strategy. It is explained why the general financial strategy is being developed. The stages of development, methods of development and criteria of conformity of financial strategies are reviewed. Keywords: financial strategy, rationale for financial strategy, active financial strategy, moderate financial strategy, conservative financial strategy, general financial strategy, features, types of financial strategies.
ТЕОРЕТИЧЕСКИЕ ОСНОВЫ ФИНАНСОВОЙ СТРАТЕГИИ Подкуйко К.Ю. (Российская Федерация)
Подкуйко Константин Юрьевич - магистрант, направление: финансовый менеджмент, Санкт-Петербургский университет технологий управления и экономики, г. Архангельск
Аннотация: в статье разъясняется понятие финансовой стратегии, представлено её обоснование. В зависимости от намечаемых действий в области привлечения и использования финансовых ресурсов, соотношения между риском и прибылью стратегия предприятия может быть консервативной, активной и умеренной. Статья охватывает особенности стратегии: финансовый фактор, финансовый измеритель, финансовая стратегия оказывается универсальной стратегией. Поясняется, для чего разрабатывают генеральную финансовую стратегию.
