Corporate culture management as a component of marketing strategy of enterprise development

Abstract

Corporate culture management determines the increase of efficiency of enterprise development in the market both direct stimulation of work of the personnel, and influence on external environment and consumers. The paper considers corporate culture as a component of marketing strategy of enterprise development. The purpose of the work is to determine the theoretical foundations of corporate culture in the organization, and to identify ways to improve the management of corporate culture as part of the marketing strategy of enterprise development on the example of PJSC «Volynholding». The work is based on the use of general economic provisions of the theory of marketing, branding, brand management and management of strategic development of enterprises, which are related to determining the role of corporate culture in improving the economic efficiency of the enterprise. As an additional methodological basis, the main provisions of economic theory, the theory of labor management, organizational behavior of the enterprise were used. The author proposes a qualitative composition of the management system of the components of corporate culture, which forms the organizational core, the center of influence on the internal environment of the enterprise. Such a system determines both the socio-psychological climate within the enterprise and determines the nature of the interaction of its organizational components (subsidiaries, departments, individual employees) on the external environment, is the starting point for developing a strategy of its corporate social responsibility. As an element of scientific novelty, an approach to the development of a management system that will support management decisions on the management of corporate culture in the enterprise as part of a marketing strategy. It connects the three components of the marketing system that form the company's brand as an employer, the brand of social responsibility and partnerships in the ecosystem «territorial marketing – regional cooperation – cluster», which embodies the socio-ethical component to complement and maintain the company's brands in the market. CZU: 005.73:334.7(477); JEL: B 49, D 21, L 29, M 14, M 31.