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The article raises the issue of expanding the management toolkit for managers of manufacturing enterprises by structuring business development using the life cycle methodology. The author proposes to separate the life cycles of a product and an operational process for a manufacturing enterprise in order to analyze in more detail the industry specifics of the manufacturing enterprise management model. The authors describe the stages of the life cycle of a product and a production process separately, which allows to more accurately formulate the conditions under which the growth, development and decline of manufacturing enterprises occur. Thus, the presentation of the subject area of the study in the form of a "Process - Product" matrix allows analyzing the variability of approaches to managing the manufacturing business. The paper provides a certain algorithm for choosing an approach to management depending on the market situation and the current position of the enterprise in the competitive struggle. In other words, this tool allows structuring strategic alternatives for further steps of the business in the market. The authors also propose the stages of the life cycle of a manufacturing business, including a description of each stage according to the main characteristics of the management model. The paper provides a basic scenario of the enterprise's movement through the life cycle, taking into account the risks and financial efficiency of the business. Thus, this approach forms a roadmap for business development from a startup to a full-fledged business. The most probable risks for management in making management decisions in the transition between stages are analyzed, the nature of their occurrence and the criteria for their manifestation are identified. Summarizing, it can be concluded that the proposed tools allow expanding the possibilities for the management of the enterprise to make timely and appropriate management decisions.
Yepifanova et al. (Wed,) studied this question.