Journal archive

This article discusses the practical aspects of writing a high-quality final qualifying work in the profile “Entrepreneurship” of the higher education curriculum. The article reveals the meaning and place of the final qualifying work on the profile of training “Entrepreneurship” in the system of practice-oriented vocational training of entrepreneurs. The article considers the importance of graduate qualification works on the “Entrepreneurship” profile as an element of the transition from an “informal” approach to training entrepreneurs and understanding entrepreneurship as a professional activity.

In modern conditions, the development of entrepreneurship is complicated by the lack of uniform educational standards for teaching the conduct of this area of professional activity. In this regard, the article poses the issues of using a competence-based approach to training potential successors of family companies, which is significant for ensuring the success and long-term sustainability of family entrepreneurship. The authors of the article point out the need for the formation of additional professional competencies of students who have the prospect of entering the family business. Displaying the practical use of the proposed approach in the teaching of the discipline “family business” in the undergraduate University “Synergy”.

The article analyzes the main marketing products in sports, examines the results of research on the sports marketing market - international sports events and sports organizations that create and earn money from their marketing products. The sources of information were reporting and analytical materials, interviews of specialists and marketers in the area of sports finance, annual reports of federations, leagues and clubs, reports of consulting companies, and websites of these structures. Separately, the approaches of Russian sports organizations to the creation, promotion and sales of their marketing programs are analyzed, which can be considered as key tools for creating competitive advantages in attracting funding for their activities in the future.

The article discusses the main problems of antitrust regulation of multilateral digital platforms. The problems of defining the boundaries of product markets on which multilateral platforms operate, including the problems of analyzing competition in derivative markets, other stages of determining the dominant position of a digital platform and its market power are disclosed. In the context of the latest news related to the proposals of the Subcommittee of the US Congress on toughening antitrust regulation of digital giants (Amazon, Facebook, Google, Apple), the possibilities of using such proposals in the Russian practice of antitrust regulation are considered. The author identifies the methodological problems that arise in the context of strengthening the market power of digital platforms, and also reveals the author’s approach to solving these problems.

The aim of the article is to identify the competitive advantages of small and big innovative businesses through the specific features of benchmarking. As a result of the study, the author identified key aspects for the selection of characteristic types of benchmarking for small and big innovative businesses, the process of periodization within the evolution of benchmarking generations is described, an author’s methodology for benchmarking models constructing for small and big innovative businesses in the context of increasing competitiveness of these economic entities is presented, this approach is based on the system approach to the management model. The author points that the constructed benchmarking system models in the context of increasing competitiveness of business entities on the basis of principles, processes and stages make it possible to determine the competitive position of an innovative company in the market using innovative proposals and best business practices. Also the author proposes to analyse the typology of benchmarking based on the priority of the development of small and big innovative businesses. In accordance with this, the key types of benchmarking for small innovative businesses include internal production, external competition, collective and individual. The author’s toolkit will allow identifying gaps in communication interaction with a focus on stimulating the development of competitive advantages of an innovative business through benchmarking.

Relevance. The multi-channel sales strategy involves the simultaneous use of different sales channels by the trading company. This can be wholesale and retail sales, for example, online stores and regular offline stores located in shopping centers and pavilions. The use of multichannel requires the restructuring of the it infrastructure of the wholesale trade enterprise, which implements the processes of various sales channels in a single it environment. Due to the existence of a sales system at the enterprise, and not separate sales channels, a synergistic effect is achieved, which provides the company with an additional increase in sales. Currently, the problem of managing optimal sales channels and organizing product movement in wholesale trade determines the need for a systematic study that ensures the sustainable development of sales activities of modern wholesale enterprises based on the use of modern digital channels of interaction and diversification. Diversified approaches to sales channels provide security in the event that some sales decline. Since the beginning of the COVID-19 pandemic, we have seen a halt in offline retail purchases. This is an example of why digital online solutions and diversification are necessary to create a successful and sustainable business. The purpose of the study: based on the analysis of various aspects of the strategic direction of management of multi-channel sales in wholesale trade in modern conditions. Objectives of the study: to identify sources of receipt and channels of sale of goods in wholesale trade; to analyze modern software and information technology solutions necessary for managing multi-channel sales, for working with products and customer base in wholesale distribution; to specify strategic directions of multi-channel sales management in the tactical context of working with customers as anti-crisis measures, etc. Results of the study. The author identified the sources of receipt and channels of sale of goods in wholesale trade. The following strategic directions of managing multi-channel sales in wholesale trade are also identified: increasing and careful selection of intermediary channels; increasing attention to supply chain management; maintaining and maintaining a high degree of customer loyalty (customer orientation); consolidating all channels into one strong channel; diversifying sales channels; using modern software tools and technologies for working with products and customers. It is concluded that companies that have implemented a well-planned multi-channel strategy increase the number of potential buyers, provide additional income and sustainable business growth. According to the authors, the strategic directions of multichannel sales management developed by him work on the entire life cycle of a wholesale enterprise: from business strategy to specific solutions to increase sales. The author also believes that in the future, most companies will invest in multi-channel sales at the country and international levels.

The current stage of social development is characterized by an active digital transformation of all sectors of the economy and, in particular, education, which is manifested in the activities of primarily entrepreneurial universities. Successful digital transformation requires a digital corporate culture that becomes a competitive advantage for an entrepreneurial university. The study of parameters and indicators of digital corporate culture becomes an urgent scientific task. The purpose of the article is to identify such parameters and indicators. The objectives of the article are to consider the specifics of an entrepreneurial university, to substantiate that its digital transformation is a competitive advantage, and to analyze digital corporate culture and the values of its indicators in entrepreneurial universities. The article suggests parameters and indicators of digital corporate culture that can be identified in open sources. It shows that the parameters include: the presence of a digital learning management system, an educational platform, educational and communication applications, the use of digital educational services, a developed strategy for the digital transformation of the university, digital competence of students, staff, teachers. Based on the analysis of websites, applications and educational platforms, the article identifies the values of indicators of digital corporate culture of leading entrepreneurial universities.

This article discusses the features of the functioning of digital agencies in the Internet economy of the Russian Federation. The author of scientific work presented market analysis customized web development and marketing, including the basic parameters of the market, property supply and demand, consumption structure of services, the industry’s contribution to the Internet economy, the issues of digitalization, the role of the Russian outsourcing IT-companies in the international arena. The main problems facing the Internet economy market are analyzed and methods of their solution are proposed. Based on the study of the conceptual framework of the topic of scientific work, as well as based on the works of economists, leading programmers and consulting companies, the author examines the economic nature of the functioning of full-service agencies, in particular their Russian specifics. The analysis of programs and reforms that regulate the new rules for the use of digital technologies in the legislation of the Russian Federation, and their impact on improving the efficiency of technological entrepreneurship, was also carried out.

The article makes an attempt to substantiate the expected changes in the management of Russian companies after overcoming the main consequences of the use of forced restrictions on social life by the authorities, caused by the COVID-19 pandemic. Analyzing the work of Russian companies during the period of radical quarantine, the period of March — June 2020, the author, in particular, allows updating the needs of developers of in-house regulatory documents of companies regulating management practice, in terms of describing in them algorithms for “temporary emergency self- isolation” under force majeure circumstances of the institution of delegation of powers of the sole executive body, widespread remote forms of activity of collegial management bodies, strengthening of the trend of “immersion” of control participants of companies in the management system and transformation of business models