Ticket 1 Enterprises (firms) field of activity and its main characteristics

Financial-economical results of enterprises.

Enterprise finance has become an indispensable financial channel for people to invest in their lives, and business management can provide a better economic environment for the development of enterprise finance. The structure of enterprises is gradually becoming more and more complex, and business administration shoulders considerable responsibilities and obligations in the organization and supervision of today’s social management structure.
THE BALANCE METHOD of development of the production program is foreseen by the concordance of calculations of spozhivanya and production possibilities of enterprise. For this purpose:
The size of demand determined on products;
Production marketability products is estimated taking into account an existent production capacity, to motion of capital assets, improvement of quality of service, and others like that;
Two is compared calculation sizes are got and the eventual size of the production program is set.
THE OPTIMIZATION METHOD of development of the production program is foreseen by the calculation of production volume which is answered by the receipt of the most possible income.
The use of this method is required by the account of row of suppositions:
-the purpose of activity of enterprise is maximization of income;
-an enterprise produces and will realize one type of products;
-ptimizations are subject only price and volume of products;
-a production volume equals the volume of realization.
Ticket22

1. 
   Corporate entrepreneurship.
   

Corporate Entrepreneurship (Intrapreneurship) is a process used to develop new businesses, products, services or processes inside of an existing organization to create value and generate new revenue growth through entrepreneurial thought and action.
Corporate entrepreneurship sets the context for innovation and growth. It provides a systems view of the resources, processes and environment that are needed to support, motivate and engage the organization in entrepreneurial thinking and action.
Organizations with strong entrepreneurial orientations statistically perform better. They achieve higher levels of productivity, innovation, growth, employee engagement and financial returns.
Although business growth is the overall end game, corporate entrepreneurship is difficult to achieve. It challenges traditional organizational practices. Many of the things needed to support the core business are just the opposite of what you need to do to build a new business.
There is no perfect way to implement corporate entrepreneurship. There are however three components that enable corporate entrepreneurship; people, process and place.

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  People – leaders that possess a core set of action oriented competencies and behaviors
  
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  Process – systems and processes that support entrepreneurial thinking and action
  
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  Place – an environment conducive to entrepreneurship, learning and growth
  

It is well known that internal champions (mavericks) can be effective in bringing new ideas to market. It is well researched that having the right processes can help facilitate entrepreneurship. It is well documented that creating an entrepreneurial culture can direct organizational behavior toward more entrepreneurial pursuits.  But…..
What is less understood is that all three of these elements are needed for corporate entrepreneurship to be successful and sustainable over time.
The goal of corporate entrepreneurship is to build capabilities that enable organizations to accelerate new business growth.
That’s why 65 percent of the top 100 most innovative companies are implementing corporate entrepreneurship or intrapreneurship.