DOI: 10.33917/mic-4.117.2024.83-90

The publication provides a list of features of financial control over the expenditure of funds from the salary fund in the divisions of the Civil Air Fleet, which include: ensuring the rational and timely expenditure of funds sent to the families of the dead or missing employees; prevention of non-compliance with the deadlines for operational accounting and reporting; the need to improve the process of operational accounting; personal responsibility of commissioners of special units for the preparation and passage of documentation; accurate accounting of all personnel: strict staffing; rational spending of funds for training personnel, maintenance of full-time personnel of educational institutions and stimulation of the activities of linear instructors-pilots; development of measures to stimulate the work of freelance pilot instructors; a full description of the purpose of expenses and sources of their financing during the selection and training of pilots. There are also savings in the process of training pilots in educational institutions and training squadrons during the Great Patriotic War of 1941–1945. Thus, cost savings were achieved due to a smaller number of full-time personnel, compaction of the working day, incomplete payment of annual bonuses and compensations for unused vacation, reduced duration of cadets in squadrons and early completion of training of some cadets, economical spending on the material part. The basis for improving financial control is timely or operational accounting, therefore, measures for its implementation were also considered.

References:

1. Lipin A.V. Navigational civil aviation service from takeoff to landing. Publishing House St. Petersburg State University of Civil Aviation named after Chief Marshal of Aviation A.A. Novikova, 2016. 153 p.

2.NPP GA USSR and NSD GA USSR//History and Information Portal of the International Public Movement «Air Navigation without Borders». URL: https://ovdrf.ru/page/744

3. Stalin I.V. Writings. T. 18. Tver: Soyuz Information and Publishing Center, 2006.

DOI: 10.33917/mic-4.117.2024.72-82

Asset management of a company as a set of its property rights is an important process of economic life. Asset analysis and valuation is important for making management decisions. The valuation of the company’s assets is complicated by the fact that the assets are considered as part of a functioning complex or as an independent type. Since a fair assessment increases the reliability of the conclusions and the significance of the appraiser firm, the formalization of its conclusions should be based on ontology terms used for internal coding of user knowledge.

The evaluation of intellectual property objects is conditioned by the requirements of the market in the relations of economic entities. Since a fair assessment increases the reliability of conclusions based on ontology terms used for internal coding of user knowledge, the article focuses on the results of intellectual activity, which differs in legal content and a number of features of reflecting intangible assets in accounting. Based on the practice of creating ontologies, it is impossible to assert that there is a single universal approach that would contribute to an absolutely successful result, but for appraisers this method seems to be the most optimal.

References:

1. Gorshkov S. An introduction to ontological modeling. LLC TriniData, 2016.

2. Resolution of the Plenum of the Supreme Court of the Russian Federation dated 02/24/2005 No. 3 «On judicial practice in cases of protection of honor and dignity of citizens, as well as business reputation of citizens and legal entities». WG. No. 50, 03/15/2005; Bulletin of the Supreme Court of the Russian Federation, 2005. No. 4.

3. Opalsky A.P., Amelina N.A. Formation of the image of a computer game developer company and protection of reputational risks. Microeconomics. 2023;2:48–56.

4. Gafurova L.S. Business reputation as a factor of sustainable development of the enterprise. The international scientific journal «Symbol of Science». 2021;4:59–60.

5. Tirole J. A Theory of Collective Reputations (with Applications to the Persistence of Corruption and to Firm Quality. The Review of Economic Studies. 1986;63(1):1–22.

6. The Law of Ukraine «On Banks and Banking activities» dated 07.12.2000 No. 2121-III (with amendments and additions). URL: https://juristoff.com/bankovskoe-delo-kreditovanie/190-o-bankakh-i-bankovskoj-deyatelnosti ?ysclid=lvatbs5mcq230196725

7. Resolution of the Plenum of the Supreme Court of the Republic of Belarus «On the practice of consideration by courts of civil cases on the protection of honor, dignity and business reputation» dated December 23, 1999 No. 15. URL: https://court.gov.by/ru/jurisprudence/post_plen/civil/moral/ae30ed7f3a7d445c.html

8. Erdelevsky A.M. Compensation for moral damage: analysis and commentary of legislation and judicial practice. 3rd ed. M., 2004.

9. Order of the Ministry of Finance of the Russian Federation dated May 30, 2022 No. 86n «On approval of the Federal Accounting Standard FSB 14/2022 “Intangible Assets”». URL: https://www.consultant.ru/document/cons_doc_LAW_420322 /?ysclid=lvaxdlm8ct674140159

DOI: 10.33917/mic-4.117.2024.65-71

Presents an analysis of methods for reducing financial losses in a company; types of risks are systematized; an algorithm for monitoring and minimizing financial risks is presented using the Altman model and the Taffler model as an example.

References:

1. Galimulina F.F., Zhukovskaya I.V., Komissarova I.P., Shinkevich A.I., Mayorova A.N., Astafyeva I.A., Klimova N.V., Nabiullina K.R. Technology Platforms as an Efficient Tool to Modernize Russia’s Economy. International Journal of Economics and Financial Issues. 2016;6(1):163–168.

2. Zhukovskaya I.V. Specifics of Investment Project Risk Management in Industry. Economics and Management. 2010;2:53–56.

3. Financial Risk Management: Textbook and Workshop for Universities / I.P. Khominich [et al.]; edited by I.P. Khominich. 3rd ed., revised and enlarged. Moscow: Yurait Publishing House, 2024. 582 p.

4. Data from the electronic database system «Kontur-Fokus» and «SBIS».

DOI: 10.33917/mic-4.117.2024.49-64

The article discusses the concept of clinical marketing as one of the types of marketing in healthcare. The imperative of clinical marketing has been defined. The prerequisites for the development of clinical marketing include the transition to the principles of evidence–based medicine, regulation, and an increase in the cost of R&D for innovative medical products. The key success factors of medical products that accelerate the penetration of medical innovations into the market are highlighted. The program and the main tools of clinical marketing, the scope of their application is described. The scope of application of clinical marketing has been determined in accordance with the class of medical devices. It is shown that the use of elements of clinical marketing can have a positive impact on the commercialization of innovations in the context of the import substitution policy of the medical industry.

References:

1. Adler Yu.P. Dr. Edwards Deming is a thinker who was ahead of time. Quality and life. 2020;3 (27):5–10.

2. Adler Yu.P., Shper V.L. The legacy of Dr. Deming: practical tips for managers of the XXI century. Methods of quality management. 2020;10:58–62.

3. Glashkina V.S., Tsyplov E.A. Dr. William Edwards Deming. Economics and Society. 2021;11-1 (90):896–899.

4. Konareva L.A. Quality as a lifestyle of Dr. Edwards Deming. Quality management in the field of healthcare and social development. 2012;1 (11):146–151.

5. World experience in the application of Kaizen principles in public administration. Kaizen Institute Rus LLC, 2017. 15 p.

6. Niv G.R. Establish leadership: the seventh principle of Edwards Deming. Methods of quality management. 2020;6:22–25.

7. Osipov A.N., Gnezdova Yu.V., Kuzin D.V., Rukina I.M., Tsagalov G.N. Public-private partnership as a model for the development of the innovative economy of the country. The economics of agriculture in Russia. 2016;1:26–33.

8. Rukina I.M., Filatov V.V., Zhenzhebir V.N., Polozhentseva I.V. Industrial recycling technologies in the industrial complex. Microeconomics. 2018;1:11–20.

9. Rukina I.M., Filatov V.V. Strategic management of solid household waste processing in municipalities of the Moscow region. Microeconomics. 2017;6:85–94.

10. Tishina A.O. How to manage quality: 14 Edwards Deming Rules. Economics and society. 2021;4-2 (83):442–445.

11. Tsybina E.O. The PDCA cycle of U.E. Deming for the implementation of services for the implementation of an order at a printing company. Diary of Science. 2020;12 (48):33.

DOI: 10.33917/mic-4.117.2024.39-48

The article discusses the concept of clinical marketing as one of the types of marketing in healthcare. The imperative of clinical marketing has been defined. The prerequisites for the development of clinical marketing include the transition to the principles of evidence–based medicine, regulation, and an increase in the cost of R&D for innovative medical products. The key success factors of medical products that accelerate the penetration of medical innovations into the market are highlighted. The program and the main tools of clinical marketing, the scope of their application is described. The scope of application of clinical marketing has been determined in accordance with the class of medical devices. It is shown that the use of elements of clinical marketing can have a positive impact on the commercialization of innovations in the context of the import substitution policy of the medical industry.

References:

1. Kotler F., Armstrong G., Saunders D., Wong V. Marketing Fundamentals: Trans. from English. 2nd European ed. M.; St. Petersburg; K.: Williams Publishing House, 2005. pp. 502–512.

2. Shevchenko D.A. Fundamentals of Modern Marketing: Textbook for Bachelors / D.A. Shevchenko. M.: Dashkov i Ko Publishing and Trading Corporation, 2019. 604 p.

3. Yamshchikov A.S., Maeva E.I. Theoretical and Methodological Foundations of Marketing of Medical Institutions. Healthcare Manager. 2011;10:28–35.

4. Ahmed R.R. Pharmaceutical Marketing Mix Strategy and Physician’s Prescription Behavior. The Pharma Innovation Journal. 2014;3:8–12.

5. Jambulingam Thani. The R&D Marketing Interface in Biopharma and MedTech. Journal of Commercial Biotechnology. 2019. No. 24.

6. Eriksson Päivi & Rajamäki Heidi. Biotechnology marketing: Insider and outsider views. Journal of Commercial Biotechnology. 2010. No. 16.

7. Stremersch Stefan & Dyck Walter. Marketing of the Life Sciences: A New Framework and Research Agenda for a Nascent Field. Journal of Marketing American Marketing Association. 2009;73:4–30.

8. Appelt Peter & Hauser Tino. Marketing Innovation: Prescribing Innovations: A Practical Framework for Effective Marketing of Medical Device Innovations. Journal of Medical Marketing. 2006;6:195–202.

9. Zuyenkova Yu.A. Features of public relations in the promotion of high-tech medical products // Marketing in the new reality: monograph. Moscow: Limited Liability Company “Rusains”, 2024. pp. 88–97.

10. Garcia Gonzalez-Moral S., Beyer F.R., Oyewole A.O., Richmond C., Wainwright L., Craig D. Looking at the fringes of MedTech innovation: a mapping review of horizon scanning and foresight methods. BMJ Open. 2023. Vol. 13. No. 9.

11. Sharma Jitendar & Bunders, Joske & Zuiderent-Jerak, Teun & Regeer B. A Model for Priority Setting in Health Technology Innovation Policy. Global Clinical Engineering Journal. 2020;2:24–34.

12. Gupta Prakamya, Rai Charu, Shahi Anjaney, Sharma Manisha, Choudhury Ranjan, Kotwal Atul. A comprehensive roadmap for MedTech innovations uptake into the public healthcare system in India. Frontiers in Digital Health. 2023. No. 5. 13. Porter M.E., Teisberg E.O. Redefining Health Care: Creating Value-Based Competition on Results. Harvard Business School Press, 2006.

DOI: 10.33917/mic-4.117.2024.27-38

The article analyzes the global economic forecasts for 2024–2025 developed by the World Bank, the IMF, and the OECD. According to the May OECD report, one of the risks to economic development may be an acceleration of inflation in developed countries. In the United States, annual inflation accelerated to 3,5% in March 2024, compared to 3,2% in February. And the US Federal Reserve is ready to postpone the interest rate cut until November 2024. The IMF forecast for Russian GDP growth in 2024 has been improved to 3,2%, but reduced to 1,8% for 2025. For the United States, GDP growth is projected to be 2,1% in 2024, and 1,7% for 2025.

References:

1. Chugunov Artem. The Economy of Developing Overheating. The World Bank Shares the Position of the Bank of Russia on the Nature of Inflation in the Russian Federation. 04/15/2024. URL: https://www.kommersant.ru/doc/6648521

2. World Bank. 2024. Global Economic Prospects. January. Washington, DC: World Bank. URL: https://openknowledge.worldbank.org/server/api/core/bitstreams/7fe97e0a-52c5-4655-9207-c176eb9fb66a/content

3. Borovikova Kristina. Developing Economies Are Becoming More Attached to Developed Ones. Monitoring the World Economy. 05.04.2024. URL: https://www.kommersant.ru/doc/6622054

4. Borovikova Kristina. The Grounds for a Global Slowdown Are Being Selected. OECD expects moderate growth in 2024. 06.02.2024. URL: https://www.kommersant.ru/doc/6493747

5. Edovina Tatyana. Global fun. The IMF has raised its forecasts for the global and Russian economies. 30.01.2024. URL: https://www.kommersant.ru/doc/6479601

6. Today’s number. Inflation in the OECD in 2023. 08.02.2024. URL: https://www.kommersant.ru/doc/6495212

7. Borovikova Kristina. The global economy has received additional growth. The OECD has cautiously improved its global GDP forecast. 02.05.2024. URL: https://www.kommersant.ru/doc/6680489

8. OECD Economic Outlook, May 2024. URL: https://www.oecd.org/economic-outlook/may-2024/

9. Elvira Nabiullina’s press conference: increase in the key rate, peak inflation. Key points. URL: https://www.kommersant.ru/doc/6760711

DOI: 10.33917/mic-4.117.2024.18-26

The author defines a development institution in relation to domestic realities, and also provides a brief overview of the world experience in the functioning of development institutions. The author points out that until recently, Russian development institutions demonstrated a low degree of efficiency, which necessitated reforms in the area under consideration. However, the reforms did not fully solve the assigned tasks, since the foreign policy situation changed dramatically. It is concluded that the basis for low efficiency is insufficient attention to the relationship between the concepts of «institute» and «institution». The author offers a list of activities that are key to improving the situation in the field of development institutions.

References:

1. Kostin K.B., Khomchenko E.A., Burmistrov A.N., Melikova E.F. Foreign direct investment and transnational corporations as potential factors of economic growth of states. Economic relations. 2021;11(4):633–664.

2. GE Global Innovation Barometer 2018. URL: https://www.ge.com/sites/default/files/GE_Global_Innovation_Barometer_2018-Summary_Report.pdf

3. Mapping 500+ Development Banks Qualification criteria, stylized facts and development trends. URL: https://financeincommon.org/sites/default/files/2021-10/mapping-development-banks.pdf

4. SWFI Total Asset Ratings. URL: https://www.swfinstitute.org/fund-rankings/development-bank

5. Kuzenkova V.M. Concepts of development institutions: a retrospective analysis. Bulletin of the Plekhanov Russian University of Economics. 2020;17(1 (109)):40.

6. Monastyrsky E.A., Saklakov V.M. Classification of development institutions. Innovations. 2013;9 (179):65.

7. Sokolov A. Development institutions have failed innovations. Vedomosti, 02.03.2021. URL: https://www.vedomosti.ru/economics/articles/2021/03/01/859742-instituti-razvitiya

8. Botoroeva E. The effectiveness of development institutions will be assessed by 10 indicators. URL: https://www.pnp.ru/economics/effektivnost-institutov-razvitiya-ocenyat-po-10-pokazatelyam.html

9. Skolkovo approved a new KPI system and indicators for 2024–2026. URL: https://ria.ru/20231225/skolkovo-1917898633.html

10. Petrov A.N., Varlamov K.V., Komarov A.V., Matveev D.A. Efficiency of development institutions. Shift in the paradigm of development institutions in the medium term. Economics of Science. 2017;3(4):234.

11. Putin called for support for development institutions that fell under sanctions. URL: https://360tv.ru/news/vlast/putin-prizval-podderzhat-instituty-razvitija-popavshie-pod-sanktsii/

12. Inshakov O.V. Institution and institution: problems of categorical differentiation and integration. Economic science of modern Russia. 2010;3(50):26–38.

13. Deming W. Edwards, Out of the Crisis, The MIT Press, 1994. 524 p.

14. Towards harmonized management and measurement of impact: The experience of development finance institutions. URL: https://one.oecd.org/document/DCD(2021)30/en/pdf

15. OECD-UNDP Impact Standards for Financing Sustainable DEVELOPMENT OECD, UNDP 2021.

DOI: 10.33917/mic-4.117.2024.5-17

In the United States and China, in conditions of preparing for a major war, there is an intensive restructuring of not only the armed forces, but also the industry that provides military needs. The key trend is the development and implementation of civil-military merger strategies. The Russian experience in conducting Special Military Operation, including an analysis of NATO’s problems with providing equipment and weapons to Russia’s real and potential military opponents and countering these processes by the Russian defence industry, has actualized the problem of developing a new approach to organizational and strategic engineering in the Russian defence and civil industries and scientific-technical sector.

References:

1. Ageev A.I., Loginov E.L. Russia in the new economic reality. Moscow, INES, 2016. 460 p.

2. Ageev A.I. Dynamics and structure of global risks. Civil defense strategy: problems and research. 2013;3(2(5)):7–8.

3. Ageev A.I., Bakhtizin A.R., Makarov V.L., Loginov E.L., Khabriev B.R. Economic Foundation of Victory: a Strategic Forecast for the Russian Economy Stability in the Face of Sanctions. Economic strategies. 2023;25(3(189)):6–15. DOI: https://doi.org/10.33917/es-3.189.2023.6-15

4. Ivanov S. US military innovation. Infrastructure and projects. Mirtesen, 2021, September 15. URL:  https://s30116489994.mirtesen.ru/blog/43322544035/Voennyie-innovatsii-SSHA-Infrastruktura-i-proektyi

5. Kokoshin A.A. Military reform in China in 2015–2020: defense and foreign policy aspects. Moscow, ISPI RAN, 2016. pp. 39.

6. Ageev A.I., Kapustyan S.G., Korobkin V.V. State and forecast expectations for the development of the global robotics market. Artificial Intelligence. Theory and Practice. 2023;3(3):50–58.

7. Grabchak E.P., Loginov E.L., Chinaliev V.U., Epishkin I.I. Management of the development of complex scientific and technical complexes based on intelligent digital platforms (implementation of the competencies of the USSR State Committee for Science and Technology in the digital economy). Moscow, Institute of Economic Strategies, 2023. 504 p.

8. Ageev A.I., Loginov E.L., Efremov D.N. The State committee for Scientific-Technical Policy: center of network concentration of Scientific-Technical Ties in Key Knowledge Areas for Integrated management in the Science and engineering field. Economic strategies. 2014;16(8(124)):12–21.

9. Grabchak E.P., Loginov E.L. Management of research, power engineering and electric power companies as elements of an integrated industrial technological complex: Instrument making in the 21st century – 2020. Integration of science, education and production: Sat. materials of the XVI All-Russian Scientific and Technical Conference. Izhevsk: Izhevsk State Technical University named after M.T. Kalashnikov, 2020. pp. 16–21.

10. Grabchak E.P., Loginov E.L. Formation of an integrated information environment for digital support of life cycle management processes of scientific and technical research and development in the Russian electric power industry: Modern information technologies. Theory and practice: Materials of the V All-Russian Scientific and Practical Conference. Cherepovets: Cherepovets State University, 2020. pp. 32–35.

DOI: 10.33917/es-3.195.2024.138-143

The importance of considering this problem is due to the fact that with the beginning of a special military operation, the volume of state defence orders increased, which, in turn, entailed the need for new staff recruitment to enterprises.

However, having switched to an enhanced operating mode, enterprises of the defence-industrial complex faced the acute problem of a qualified personnel shortage. The undertaken analysis showed that unfavourable demographic situation in the country has a significant negative impact on the number of personnel in the labour market: the population under working age is declining, there is an evident decrease in the employees’ number in the age groups of 15-29 years and there is an outflow of young workers from enterprises as well. In addition, a serious problem for domestic enterprises is the low level of labour productivity, which also has a negative impact on solving problems of providing the required production volumes.

The author proposes a possible approach to solving this problem through active implementation of lean production methods at enterprises of the military-industrial complex.

References:

1. Manturov otsenil potrebnosti OPK v 16 000 spetsialistov [Manturov Estimated the Needs of the Defense Industry at 16,000 Specialists]. Vedomosti, 2023,

24 iyulya, available at: https://www.vedomosti.ru/economics/news/2023/07/24/986662-manturov-otsenil-potrebnosti-opk-v-16-000

2. Maksimova E. V boy idut stariki: oboronnye zavody strany ne mogut nabrat’ rabochikh [Old Men go into Battle: the Country’s Defense Factories cannot Recruit Workers]. 2023, 19 yanvarya, available at: https://newizv.ru/news/2023-01-19/v-boy-idut-stariki-oboronnye-zavody-strany-ne-mogut-nabrat-rabochih-394312

3. Postanovlenie Pravitel’stva RF ot 30 dekabrya 2020 g. N 2369 “O gosudarstvennom plane podgotovki kadrov so srednim professional’nym i vysshim obrazovaniem dlya organizatsiy oboronno-promyshlennogo kompleksa na 2021–2030 gody” [Decree of the Government of the Russian Federation of December 30, 2020 No. 2369 “On the State Plan for Training Personnel with Secondary Vocational and Higher Education for Organizations of the Military-industrial Complex

for 2021–2030”]. Kodeks, available at: https://docs.cntd.ru/document/573275758

4. OPK gotovit kadry [The Defense Industry is Preparing Personnel]. PSB. Portal o promyshlennosti i finansakh, 2021, 20 oktyabrya, available at: https://

rustechnology.ru/success-stories/opk-gotovit-kadry/

5. Perechen’ obrazovatel’nykh organizatsiy [List of Educational Organizations]. Federal’nyy kadrovyy tsentr OPK, available at: https://fkc-opk.ru/gosplan/perechen-obrazovatelnyx-organizacij

6. Ignatova O. Rosstat soobshchil o roste chislennosti trudosposobnogo naseleniya [Rosstat Reported an Increase in the Working-age Population]. Rossiyskaya gazeta — Federal’nyy vypusk, 2022, no 93(8741), available at: https://rg.ru/2022/04/27/rosstat-soobshchil-o-roste-chislennosti-trudosposobnogo-naseleniia.html

DOI: 10.33917/es-3.195.2024.126-137

In modern conditions the primary tool for attracting qualified specialists, minimizing staff turnover and stabilizing a workforce, maintaining and developing staff’s desire to improve professional knowledge and skills is the system of motivation and stimulation of their work activity. That is why the present article, which dwells on choosing the most suitable system for enterprises and organizations of the defenсe industry, based on specific industry characteristics, seems undoubtedly relevant. In the work: 1) literary sources dealing with the issues of labour stimulation are analyzed and summarized; 2) an analytical study was carried out using real data on dependence of the most important indicator of the production and economic activity – revenue from product sales – on the qualitative professional and age characteristics of the business entities’ personnel; 3) a comparative assessment of the personnel motivation and incentive systems used in developed foreign countries is given (information base, mechanisms for forming personnel remuneration rates, advantages, disadvantages, possible areas of application); 4) a justification is given for the expediency of using the Japanese system of lifelong employment, seniority and organization of groups from enterprises’ employees for searching and resolving the “bottlenecks” in the Russian military-industrial complex as the basic fundamental elements; 5) proposals (a set of organizational and economic measures) were formulated to attract young specialists into defence-industrial complex.

References:

1. Sokolov A.V. Sravnitel’naya otsenka finansovo-ekonomicheskogo polozheniya predpriyatiy oboronnoy promyshlennosti RF [Comparative Assessment of the Financial-Economic Situation of the Defence Industry Enterprises in the Russian Federation]. Novosibirsk, IEOPP SO RAN, 2010, 196 p.

2. Pisareva O.M. Analiz sostoyaniya i kharakteristika potentsiala razvitiya instrumentariya strategicheskogo planirovaniya v usloviyakh tsifrovoy transformatsii ekonomiki i upravleniya [Analysis of the State and Characteristics of the Development Potential of Strategic Planning Tools in the Context of Digital Transformation of Economy and Management]. MIR (Modernizatsiya. Innovatsii. Razvitie), 2018, vol. 9, no 4, pp. 502–529.

3. Shapiro S.A. Teoretiko-metodologicheskie osnovy upravleniya chelovecheskimi resursami v ekonomke Rossiyskoy Federatsii: Monografiya [Theoretical-Methodological Foundations of Human Resource Management in the Economy of the Russian Federation: Monograph]. Moscow, ID “AT i SO”, 2003, 274 p.

4. Kapitanova E.V., Suvalova T.V. Sovremennye tendentsii kadrovogo obespecheniya predpriyatiy oboronno-promyshlennogo kompleksa Rossii: problemy sistemy podgotovki kadrov i puti resheniya [Modern Trends in Staffing Enterprises of the Russian Military-Industrial Complex: Problems of the Personnel Training System and Solutions]. E-Management, 2021, vol. 4, no 4, pp. 86–96.