The study proves that the main dominants of ensuring the strategic development of the aviation industry are measures to form staffed strategic groups, expand intersectoral cooperation and regulate transfer prices between economic agents in the context of an open economy. Theoretical and methodological basis of aviation industry ecosystem development, which is considered as network community which members combine the resources on mutually beneficial principles for the purpose of joint achievement of innovative results. This provides full realization of the state innovative policy on regulation of activity of economic agents of aviation industry and structure of its ecosystem, which includes insurers, financial and credit, leasing enterprises, hotels and restaurants, social networks. The proposed concept of the ecosystem of the aviation industry contains five levels: theoretical and methodological, model, methodological, instrumental and practical. The developed set of goals of the aviation industry allows outlining the priorities of its implementation in the activities of air carriers, airports and aircraft companies in the relevant areas.
Conceptual provisions and principles of preventive monitoring of the economic agents of the industry were formulated: achievement of the purpose; investment attractiveness and growth; conditional comparability of the financial condition of economic agents in the industry; expertise and professionalism; interpretation of monitoring results in accordance with the economic development cycle; security priority; disclosure of information; formation of a value chain in the aviation industry on the terms of consistency and purposefulness of the relationship between the criteria of the system of indicators. An integrated system of preventive monitoring based on consumer value has been formed, which establishes key parameters for improving the activities of industry agents. In preventive monitoring, it is proposed to use quality indicators that measure the consumer value in relation to the activities of agents, along with financial indicators and the probability of bankruptcy and matrix forecasting to assess the prospects for sustainable development of the aviation industry.
It is argued that the formation of centers of costs and revenues of the aviation industry is a tool for optimizing the cost due to the effects of scale, diversification and concentration. In the context of the types of operating and non-operating, fixed and variable costs of the industry deepened understanding of the potential to reduce the cost component without taking into account the potential to increase the revenue side. The expediency of using specific indicators for evaluating the effectiveness of industry agents, in particular RASM and CASM, in the context of creating cost centers for the aviation industry is substantiated. The formulated conceptual approaches to the creation of responsibility centers will help combine centralized management with the maximum initiative of structural units to compare revenues and resources used, increase the accuracy and level of detail of data, which will allow effective management decisions to ensure strategic development of the aviation industry.
Measures to manage the financial and economic security of the aviation industry in conditions of force majeure are proposed: support for leasing mechanisms for financing the industry by both state and commercial leasing companies; development of aviation insurance by raising liability limits and creating pools of insurers; development of defence programs in the aviation industry based on integrated risk management standards.
The system model of the aviation industry has been developed. It is based on the system technology of intervention and current trends of the fourth industrial revolution (Industry 4.0), the externalities of the open economy. The essence of the process of change management and sectoral development is determined, where the local maximum is identified with the global one, which allows the transition from evolutionary development of the field of industry systems to functional-inversion, as well as the formation of planned results of the changed state. It is proved that change management in the aviation industry should be implemented through the institutional, structural and contextual influence of the state at the individual, group, intergroup and organizational levels of industry development. Proposals for strategic change management in the aviation industry of Ukraine were provided.
