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Interrelation and Differences Between the Categories of «Complex Monitoring» and «Strategic Analysis» in the System of Enterprise Management
Kovbatiuk M. V., Shkliar V. V.

Kovbatiuk, Maryna V., and Shkliar, Viktoriia V. (2023) “Interrelation and Differences Between the Categories of «Complex Monitoring» and «Strategic Analysis» in the System of Enterprise Management.” Business Inform 2:182–191.
https://doi.org/10.32983/2222-4459-2023-2-182-191

Section: Economics of Enterprise

UDC 330.101.542:65.012

Abstract:
The enterprise management system falls under dynamic fluctuations, accompanied by internal and external information surfeit and requiring the organization and implementation of high-quality analytical support for the management process. In this regard, the role and understanding of the essence of analytical tools, which will increase adaptability to the surrounding changes, is strengthened. Studies of the economic literature have made it possible to single out monitoring and strategic analysis among the most used analytical tools. The article conducts a detailed analysis of the essence of the concept of «monitoring» and determined that most scholars use it to replace the concept of «analysis». However, monitoring is a broader concept that combines various directions of analysis: production and economic, financial, investment, technical, technological, social, innovative, environmental, etc. and acts as its complex manifestation. Therefore, it is more expedient to use the concept of «complex monitoring», which is a more thorough and multi-vector analytical study that takes into account the results of various activities of the enterprise, which are formed under the influence of internal and external factors and serves as a basis for determining the directions of further functioning and development of the enterprise, including constituting the basis for strategic analysis. Complex monitoring essentially includes an analysis of the company’s activities over the past and current years, that is, it performs the tasks of retrospective and current analysis, which is the main difference from strategic analysis, which involves conducting analytical research for the future to develop a strategic plan and determine the development strategy of the enterprise. Despite the matter that the studied categories of «complex monitoring» and «strategic analysis» are not identical, they have a close relationship, since it is impossible to form a strategic plan for the development of an enterprise without the basis of complex monitoring, which ensures the effective implementation of strategic analysis and the correct formulation of its elements. Complex monitoring and strategic analysis occupy an important place in the management system, since they solve one of its main tasks – the qualitative formation of a strategic plan and a development strategy of the enterprise.

Keywords: complex monitoring, strategic analysis, management system, strategic planning, analytical tools, retrospective analysis, current analysis, perspective analysis.

Fig.: 3. Tabl.: 2. Bibl.: 26.

Kovbatiuk Maryna V. – Candidate of Sciences (Economics), Professor, Professor, Department of Theoretical and Applied Economics, State University of Infrastructure and Technologies (of. 19, 9 Kyrylivska Str., Kyiv, 04071, Ukraine)
Email: [email protected]
Shkliar Viktoriia V. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Theoretical and Applied Economics, State University of Infrastructure and Technologies (of. 19, 9 Kyrylivska Str., Kyiv, 04071, Ukraine)
Email: [email protected]

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