markets of the company in order to maximize consumer value; reconfiguration of the
value chain in order to simultaneously improve the quality of products and reduce the
cost of its production.
Today, in the framework of the marketing and consumer approach, two directions
are developing in parallel: 1) value as an internal factor of consumer behavior that
embodies its value orientations, motives, interests and needs (M. Rokich B. Gross, B.
Nyumen, S. Schwartz, S. Park, B. Yavorsky, etc.); 2) value as a subjective assessment
by the consumer of the results of the use of goods / services (L. Goodstyle, K. Bauman,
G. Butz, R. Woodruff, etc.). The marketing and consumer approach evolves under the
influence of the development of the marketing concept of consumer value and the
concept of marketing of relations. A reorientation of marketing activity based on a
value-oriented approach, has contributed to the transformation of understanding of the
essence of companies from self- and opportunities-oriented to outward-oriented.
Shifting the
strategic emphasis from optimizing chains creating values based on a
closed loop principal between subdivisions and functional services of the enterprise
towards a joint process of creating value with all the participants in the process of their
consumption strengthens the ability to achieve long-term success in new economic
conditions.
Corporate and cultural approach. Objective necessity of filling the cultural
content of everyday reality was conditioned by the transformation of the socio-
economic space of the functioning of enterprises. According to scientific findings
culture forms guidelines for the organizational behavior of economic actors and their
relationships [14, 15]. Within the framework of this approach, the system of values as
the basis for the formation of the enterprise culture, which creates a "corporate spirit"
- the value space of economic systems, is investigated.
S. Dolan and S. Garcia, expanding the focus of value-based enterprise
management, stated: "VBM should relate to cultural rather than financial
transformations ... This is the reason for most failures: changing beliefs and principles
in large organizations is the most difficult managerial task ... Since theoretically VBM
is relatively easy to implement, companies expect to get a lot and too fast, but too early
to be disappointed in the process "[16, p. 66]. Within this approach, the value-based
enterprise management is identified by scientists with neo-humanism and focused on
the implementation of ethical principles in corporate strategic management: "value-
based management is a business ethics as an opportunity for competitive
differentiation" [16, p.24].
Taking into account that not all corporate values that are realized and even
perceived by employees really become personal, the management focuses on the
involvement of all employees in practical activities aimed at realizing the established
value system in order to identify each with the company. This identification means that
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