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The modern Russian regions' development is an issue that has been poorly researched. According to the authors, the main reason for that (among other things) is the fact that the federal center uses its domineering policies that are especially clearly seen in the financial sphere. As a result, many regions and country constituent territories have no opportunity to continue the social and economic development of their businesses and production sector as it is determined by the funds allocated centrally. Consequently, the regional agglomerations find themselves in an even more complicated situation as they are, as a rule, not regarded as independent economic entities by the modern Russian legislative bodies. This is the reason why the regional economic systems' development is hampered, they cannot become competitive and efficient, and thus, the national economy cannot enter the «civilized» market.
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The formation of strategically active economic agents in post-Soviet Russia is a regular process demanding the creation and development of the proper theoretical-methodological base of strategic planning which makes it possible to take into account in full both Russian specific features and the peculiarities of particular branches. Agricultural sector of economy has such a strongly marked specific character in relation to other spheres of material production that there is a necessity to work out special approaches in this field on the basis of systematization and adaptation of a central tenet of the theory and practice of strategic planning to its peculiarities.
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The market relations development, competition activation, more complex technology introduction and more complex management tasks evoked the necessity of developing the new instruments; first of all, the controlling instruments, that could help observe the changes that were happening both inside the businesses and in the business environment. Managerial decision-making system should operate at a higher speed and with better quality, so it is necessary to develop a formalized approach and a decision-making procedure in order to give the managers the time they need to deal with unconventional situations. This is the reason why controlling as an instrument that supports the decision-making system is becoming increasingly popular in Russia.
The author of the present volume refers to his own experience to give his own formal definition to the concept of controlling. He wants to give a definition that is appropriate for the competitive environment where modern companies operate. He would like to define the place the financial controlling instruments occupy within the general corporate controlling system. Besides, the author focuses on the controlling mechanisms used in the construction and development companies.
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Russia has been one of the world leaders in the M&A market development for a few years. The number of domestic and international M&A agreements concluded in Russia is constantly growing. The «SME» players become proactive. They consolidate their small assets in certain economic spheres. The Western (first of all — European) companies show their interest in coming to the Russian market. This is why we think the research into the Russian M&A market best practices is needed. The Russian market comparative analysis has been made when the parallels were made between Russia and (mostly) the Central and Eastern European countries. The comparisons between the Russian market and the Western European markets are rare. Our comparison of the M&A markets in Russia and Israel is the first analysis to be done of such kind. The development trends on both markets are similar. Those two markets have seen fantastic success in the last two years but the ways to gain the success were different in each of the two countries. This is the reason why it is necessary to analyze the potential of the Russian M&A market.
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Many of the criteria and methodologies used in the competitive environment research help a com¬pany make fairly accurate assessments of the competitive environment characteristics. The company develops its competitive strategy using the assessment results. However, despite the fact that in practice the companies use the approach, the methodology is not applicable for the mesoeconomic competitive environment analysis as it has some important shortcomings.
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Competitiveness taken as a term within the general economic terms and definitions system has been the subject of research for more than 15 years now. The term behind the concept determines the degree of success for any business operating on the market.
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