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Рр. 3 – 17

Labor Market in the Networked Economy: Marketing Approach

Kaluzhsky Mikhail Leonidovich, Candidate of Philosophy, Associate Professor, Economics and Management Faculty, Omsk State Technical University; pr. Mira 11, Omsk, 644048, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The spread of cloud technologies has caused profound structural changes in the labor market. As a result, the institutional transformation of market relations began, which continues to this day. The traditional labor market is gradually giving way to a networked labor market based on horizontal integration, decentralization and delegation of authority. This generates new forms and types of labor relations, changes the trends and patterns of their development. The driving force behind institutional changes is the reduction of costs and the spread of new methods of organizing labor. Instead of two main participants of labor contracts – the employer and the employee, three participants – the customer, the executor and the intermediary – operate on the network labor market. Of particular importance in these conditions are the methodological issues of the marketing concept of the network labor market, based on the analysis of the institutional behavior of its participants. The article proposes a classification of the structure and infrastructure of the network labor market, defines the methodological grounds for assessing and forecasting further institutional changes.

Рр. 18 – 25

Directions of Innovative Business Technologies Development in Trading-technological Systems

Krasyuk Irina Anatolyevna, Doctor of Economics, Professor, Deputy Director for scientific work, Higher Economic and Commercial Schools of the Industrial Management, Economics and Commerce Institute, Peter the Great Polytechnic University; 3rd University building, Polytechnicheskaya 29, Saint-Petersburg, 195251, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Medvedeva Yulia Yuryevna, Candidate of Economics, Associate Professor of the Department Marketing and Engineering Economy, Don State Technological University; Gagarin Square 1, Rostov-on-Don, 344001, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The paper presents the author’s view on the problem of innovative development of trade enterprises, the functioning of which is considered from the perspective of a systematic approach. The general view of trade and technological system is offered, the principles of its innovative development are defined: optimization of ways of delivery of goods; technical equipment of material and technical base according to requirements of new economy; optimum use of means of delivery of goods; improvement of a technological chain of commodity circulation; application of innovative trade and technological equipment instead of manual labor, customer orientation; integration with manufacturers and intermediaries; effective distribution; benchmarking of trade technologies.
The content of the definition of «commercial innovation» is defined, which refers to the change achieved as a result of the use of scientific achievements, research and development, implemented to improve basic and additional trade services, as well as economic and social relations in the sphere of commodity circulation. The economic content of the category «innovative business technologies in trade» is considered, the possible directions of their development are determined by Informatization, customization, networking. It is proved that the transition of the economy to the information phase of development significantly affects the change in the conceptual orientation of entrepreneurship, which acquires an information vector of development and is based on network interaction. The information direction of development of business technologies in trade actualizes the issues of commercialization of trade innovations involving the transformation of consumer behavior, as a result, the conditions for the formation of bimodal IT-architecture of trade are created.

Рр. 26 – 31

Factors in Choosing a Competitive Strategy for a Trading Enterprise

Sandrakova Irina Valeryevna, Associate Professor, Dean of the Faculty of Distance Education, Kemerovo Institute (branch) of the Plekhanov Economic University; Kuznetskiy Ave. 39, Kemerovo, 650992, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Yushkova Lyudmila Valeryevna, Candidate in Economics, Associate Professor, Department of Trade and Marketing, Siberian Federal University; Svobodny Avenue 79, Krasnoyarsk, 660041, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The article defines the factors of the choice of the competitive strategy of the Kemerovo regional trading network «Behemoth». A comparative analysis of the company’s direct competitors showed that the content of trade-mix elements of competing enterprises, such as the form of service, location, assortment, the presence of its own brand, is practically the same. The analysis of competitive strategies led to the conclusion that the achievement of competitive advantage is provided by the companies under analysis as a result of the implementation of such a basic strategy as the strategy of cost leadership (aggressive achievement of least costs).
The conducted researches have revealed a high threat for the Kemerovo trade enterprises from the side of new market participants, therefore, to survive in the market it is necessary to increase the entrance market barriers. The main entrance barriers are customer loyalty to already existing trading companies, long-term relationships with suppliers, innovations in the field of offered goods and services.
Investigations of trading enterprises in Kemerovo showed that the competitive strategies of almost all stores in the networks are built on the minimization of prices, which means that it is impossible to compete of price. Therefore, the «Behemoth» system of supermarkets should fulfill the needs of customers in its area, present its buyer with a unique offer that will allow the trading company to retain, and subsequently increase the market share.

Рр. 32 – 40

Development Directions of University’s Social Infrastructure (on the Example of Far Eastern Federal University)

Trotsenko Anastasiya Nikolaevna, Senior Lecturer of Marketing, Commerce and Logistics Department, Far Eastern Federal University; Building G(22), v. Ayaks 10, Russky Island, Vladivostok, 690922, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

In this article we present the three-level model of university’s social infrastructure which considers interests of all groups of students and academic staff, define its basic, necessary and additional elements. Maps Needs&Gaps showing perception of all elements university’s social infrastructure development level by main stakeholders were built. This let us determine primary and secondary competitive advantages of Far Eastern Federal University in relation to university’s social infrastructure elements for each group of students and academic staff, detect disadvantages and bottlenecks requiring measures to improve them. The need for adjustment measures to create and maintain competitive advantages according to location of university’s social infrastructure elements indicators in a certain area of perception Needs&Gaps map quadrant was detected.