FEATURES OF MANAGEMENT OF TELECOMMUNICATION ENTERPRISES IN THE DIGITAL ECONOMY

Abstract

The primary telecommunications enterprise implemented activities to ensure the functioning of communication facilities, facilities and networks, which were carried out with the purpose of providing various communication services. At present the content of the activity has not changed, in contrast to the specifics of the supplier process, where the service is delivered as a multifunctional service. As the transformations in the value chains are typical for both telecommunications operators and mobile operators, the outlined processes change the combination of technologies, principles, methods, means and forms of management aimed at increasing the efficiency of telecommunication enterprises' work acquires qualitatively new properties. According to the above-mentioned research, it aimed at defining and general characteristics of management of telecommunication enterprises in the conditions of digital economy. Within the framework of the study, it is noted that modern management of telecommunication enterprises is characterized by systemic transformations, which are formed in connection with the connection of the classical value chain on two interrelated, among which virtual and physical chains. The authors pay attention that within the framework of the virtual value chain management of telecommunication enterprises acquire forms, which are detailed by the type of activity units involved in its business units. Four basic forms of management of the physical value chain were allocated, namely: logistics (management of incoming and outgoing logistics operations); operational (management of operations on conversion of invested resources into production); marketing (management of operations on sale of services as ready services); service (management of operations on provision of effective service for the buyer after sale of services). Within the virtual value chain, the infrastructure and technology business units are required to ensure the viability of the content supplied by the provider. In accordance with the business units involved, the following related forms of management of the virtual value chain were identified, namely: infrastructure (management of the aggregate of buildings, buildings, systems and services necessary to ensure the viability of business units); technological (management of new knowledge and their application in the creation of services or technology of service provision); supplier (procurement decision management).