The main goal of privatization, set at the first stage of the transition to market relations and providing for a real variety of forms of ownership in the country, has basically been achieved. At the same time, the strategic goal of this most important socio-economic process is to increase production efficiency, which has not been achieved for a number of reasons, both objective and subjective.
One of these reasons is that state ownership has not yet become the property of an effective owner, and existing individual entrepreneurs are not yet able to fully ensure the dynamic development of enterprises. The problem of finding and becoming effective owners of privatized companies interested in rational use of resources; attracting investment, increasing its effectiveness is a key and very urgent task.
Currently, the concept of "effective owner" is not well-established and monographic studies on this issue are practically absent. But according to existing ideas, individual entrepreneurs with clear concrete goals and development strategies of enterprises can be considered effective , and who at the same time are able to solve the following problems:
- in the competition, to maintain and expand sales volumes and the market segment occupied by the enterprise;
- ensure the effective development of the enterprise, profit and profitability sufficient for expanded reproduction;
- to direct a large share of profits to the renewal of production, innovation.
To solve these problems, the decisive factor in the success of privatization is the effective management of enterprises, the effective activities of their leaders, capable of making the right decisions on behalf of the owner-shareholders.
At the same time, the former head of a state-owned enterprise, for example, can be considered as one of the main contenders for the role of an effective owner if he owns a large stake. At the same time, such leaders of the newly created JSCs on the basis of state enterprises are often not interested in solving the tasks, since there are no specific criteria for the effectiveness of their work and adequate motivation to achieve the given guidelines.
There are various concepts for ensuring the efficiency of enterprise management , based mainly on foreign methods and offering various models based on business value analysis. Recognized and widely used in practice, VBM (Value Based Management), which translates as "management aimed at the formation of value." The VBM concept distinguishes two groups of methods. One group consists of financially oriented methods. In a balanced system distinguish between financial and non-financial indicators.
The BSC concept (in the Russian-language literature of the BSC is a balanced scorecard) is a management system that allows entrepreneurs to transform the strategic goals of an enterprise into a plan for managing operational activities and evaluate results using basic performance parameters.
The essence of the BSC is that the activities of the company for a reasonable assessment are reviewed and evaluated according to a system of four groups of parameters.
The first is based on standard financial indicators that reflect the financial return on invested funds.
The second - describes the environment of the enterprise, including market size and market share in the target segment.
Third - reflects the internal processes of the company, in particular the innovation process, product development, preparation of production, etc.
Fourth - reflects how individual entrepreneurs are ready for training and growth, considers factors such as information systems, procedures for interaction between participants in the process, i.e. people with their abilities, skills and motivation.
The system of these indicators is the basis of strategic management, which assumes the presence of a formalized strategy, the beginning of which is the registration of individual entrepreneurs on their own, suggesting the path of movement and achieving the strategic goal as the final result of the economic cycle.
To implement such a strategy, individual entrepreneurs should develop a constantly functioning system of planning, selection and placement of performers and distribution of responsibility. An important component of the strategy is that an individual entrepreneur should take this into account - reporting, which provides the ability to monitor business development.
In foreign practice, there are a large number of examples of building SSP, both quite successful and revealing typical problems of the concept. At the same time, models based only on foreign experience cannot be applied at the stage of market formation in our country without appropriate adaptation and significant adjustments, however, you should try to use this experience to build an appropriate effective system of motivating entrepreneurs to adopt modern business technologies.