Assessment and ranking of financial resources in strategic management of IT enterprises in the context of increasing competitiveness

Abstract

The purpose of the study is to develop a reproducible model for assessing and ranking financial resources in the system of strategic management of enterprises in the IT sector, which would ensure an increase in competitiveness at an acceptable level. To achieve this goal, the article solves the following tasks: to determine a list of the most significant financial resources as objects of assessment in the strategic management of IT enterprises, to explain the criteria for their selection in terms of their impact on competitiveness; to formalize three target levels of competitiveness of an enterprise in the field of information technologies, to determine indicators reflecting the achievements of each level, and to link them to the state of financial resources; to calculate utility functions and integral estimates "U" for each financial resource, to form an ordered rating of their impact on the competitiveness of the enterprise and to interpret the results obtained from the perspective of strategic management. Thus, a list of 18 forms of financial resources was substantiated, and a three-level system of competitiveness goals was formed: minimum, normal, and maximum. Also, a quantitative assessment was carried out based on matrices of pairwise comparisons, and integral utility estimates were constructed for each resource. It is shown that the basis of the portfolio for accelerating growth is formed by investments and venture capital, private placements of shares, convertible instruments, and venture debt. An important role in stabilization is played by operating cash flow, long-term client contracts, credit lines, and factoring. A mechanism for implementing management actions and control indicators for the most significant financial resources is proposed. The scientific novelty lies in the combination of a three-level goal of competitiveness with a multi-criteria ordering of the list of financing sources and operational action maps. The practical significance lies in the possibility of quickly forming a rational financing portfolio depending on the selected target level of competitiveness.