Nowadays co-production is seen as a valuable route to public service reform and to the planning and delivery of effective public services, which is gaining increasing attention. Despite this our understanding of co-production is limited and we still have a lot to learn about how and why coproduction works (and does not). Therefore there is a need to improve knowledge and ability to use co-production successfully. One of the unclear issues are the conditions under which co-production will most likely be effective and how important is trust in this context.
The existing approaches to management systems formation are analyzed. It is proposed to manage marketing distribution policy according to the principles of the 5P-4S-5C. It is determined that the effectiveness of marketing distribution policy can be defined on the basis of indicators that can be combined in the following groups: market share indicators, indicators of sales activities profitability, indicators of marketing costs effectiveness, indicators of inventory and indicators of service
In order to evaluate strategic business units there were identified the main types of its value: the current value, market value, liquidation value, replacement cost, cost of reproduction, the investment cost, which allowed to determine the level of its usefulness to businesses, particularly, also the supply chain for which priority is adding value to the client by each element.
In the article the actuality of antici¬patory management of enterprises on the basis of weak signals in modern highly dynamic, uncertain and unpredictable operating conditions is grounded. The concept of anticipatory management of enterprises on the basis of weak signals by the process-structured approach is formulated. The methodology of evaluation of anticipatory management effectiveness implemen¬tation at the enterprises is characterized and the most popular results of anticipatory management fulfillment at investigated enterprises are shown.
In the process of improvement of industrial and business activities of enterprises in
accordance with changes of competitive market environment the question of efficiency assessment
of outsourcing transactions which secure solid economic benefits and simultaneously generate line
of risks is very important. Despite the abundance of literature which examines the features of
evaluating the effectiveness of outsourcing, one of the outstanding issues today is the issue of
Scientific approaches to defining the essence of the category of effectiveness are studied. In terms of the systems approach, the structure-forming factors of the organization’s effectiveness are substantiated. It is shown that the identified factors and criteria of effectiveness are the basis for creation of the organization’s effectiveness control system.