We present a complex analysis of business models for large, medium and small Russian commercial banks from 2006 to 2009. The Russian banks are grouped based on homogeneity criteria of their financial and operational outcomes. The banks’ structure of assets and liabilities, profitability and liquidity ratio are taken into account. The results show how the banks are adjusted their business models before and after the financial turmoil taken place in 2008. In addition, the prevailing banking business models observed for the leading banks in Russia are defined. The banks often changing their business models are found and analyzed.
There is a common opinion in Russian business practice that writing business plans is an easy task with the help of COMFAR or Project Expert softwears, and it is not a big deal to compare different business plans once project financial summaries are available. However, one crucial issue is missing in such approach. Business-plan is an intellectual product, reflecting private investor interests, skills and experience. It is also a perishable product as its financial summaries are based on current economic assumptions. Tomorrow there will be new assumptions and accordingly new business plan summary is required. As such, private business implementation of modern technologies, best business practices and environment protection are among the most important criteria in state budget financing process but not a formal benchmarking of investment plans.
For the development of technological innovations it is essential to ensure competent and modern commercialization within the framework of balanced business models. Multifactor cluster analysis of business models of contemporary high-technology companies and industries shows that the most effective commercialization emanate in the framework of four basic models. Company's profitability does not depend directly on the level of its technologies, but is determined by the quality of these business models. Besides trends in high-technology industries demonstrate raising segmentation and differentiation of markets and more frequent utilization of value network models.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management