MODELING OF ECONOMIC EFFECTS OF COMMERCIALIZATION OF HIGH-TECH DEVELOPMENTS AT SMALL INNOVATIVE ENTERPRISES OF POLYMER PROFILE

Abstract

On the basis of the approximating polynomial, a three-factor model for managing the sustainability of an innovative chemical project is presented in the context of economic uncertainty. Economic uncertainty in the chemical sector can be caused by intra- and external economic and political, investment, innovative, opportunistic, commercial, raw materials, industry and other factors. In the developed model, isoline levels show simultaneously a better ratio of the three economic characteristics of the innovation project across the entire range of the planning matrix, and also provide the ability to predict the net present value and return on the project's capital. Since the end of the 20th century, in the international business environment, it has been thought that a company can gain an advantage in its industry, outrunning competitors, offering superior products or being a price leader. It was accepted as a fact that a company can compete only in two of these three areas. Historically, the product life cycle began when the company (usually the market leader) first introduced its new offerings to the market. Then competitors offered similar products of higher quality, then companies appeared on the market offering similar quality at a more attractive price. Japanese manufacturers such as Toyota and Sony have shown that companies can compete in all three strategies simultaneously and become industry leaders. Traditional business has realized that "faster", "better", "cheaper" are not the only variables that consumers weigh when making purchasing decisions. To dominate the industry, organizations must constantly create innovation and remain flexible, able to confidently pursue strategic initiatives, including alliances, acquisitions, outsourcing and global expansion. Companies also need funds to consolidate their business during economic downturns, using cost-effective new tools for integrating business processes. To achieve high results, the executive management must first have control processes and accurate information to make informed decisions to adjust and restructure the strategic course. After making decisions, projects to optimize business processes require the company to study and use opportunities to reduce costs, cycle time, improve the level of service or product quality.