There are grounds for setting the task of optimizing the level of openness: the regulation of the ratio of open/secret information can affect the financial results of a commercial organization.

The hypothesis of the article is the statement that to improve the financial performance of a commercial organization, it is useful to determine the optimal level of information openness/secrecy of the activities of such an organization.

The purpose of the article is to improve the financial performance of a commercial organization.

To achieve this goal, the following tasks are solved:

- the concept of optimal information openness of a commercial organization is discussed;

- a methodology for solving the problem of optimizing the level of information openness/secrecy in the activities of a commercial organization is being formed;

- the influence of the level of information openness/secrecy on organizational behavior is investigated;

- describes the impact of secrecy on the financial result of the organization;

- quantitative indicators are proposed to assess the impact of the level of information openness/secrecy on the financial results of the organization.

The object of the article is the information openness of a commercial organization.

The subject of the article is the description and solution of the problem of optimizing the level of information openness /secrecy in the activities of a commercial organization.

An analysis of the literature on the topic of this article shows the following. The activities and document flow of organizations may include a regime of secrecy [1, p. 2; 2, p. 2]. The regime of secrecy in the field of information use may include information exchanges of organizations [3, p.1]. Note the existence of a sociological aspect in the information society in secrecy [4, p. 112-138; 5, p. 445-448]. Secrecy in the transmission of data is considered as one of the key conditions for the successful functioning of business and professional activity [6, p. 18-25; 7, p. 37-39; 8, p. 118-120]. At the beginning of the 21st century, methods for establishing the confidentiality (secrecy) of information are being developed [9, p. 423-427]. They develop methods for establishing the secrecy regime in a commercial organization [10, p. 8-10]. Secrecy and confidentiality are recognized as tools of organization management and organizational behavior [11, p. 149-153; 12]. The point of view is expressed that confidentiality can be an instrument of economic security of organizations [13, p. 194-207].

Method. As a result of the global crisis, the global economy is being restructured. Due to the continued concentration of capital, markets are increasingly becoming oligopolistic. A feature of oligopolistic markets is that competing organizations monitor each other’s information and pricing strategies. In this situation, it increases the role of information as one of the types of resources of the organization.

In this situation, the task of optimal information openness of the organization can be formulated: to find the optimal ratio of information openness/secrecy in the activities of a commercial organization. The following points indicate the existence of an optimal level of information openness/secrecy: 1) the absolute openness of an organization may create increased risks for such an organization in the course of competition; 2) absolute closeness will not allow expanding the market share; 3) this means that there is an optimal ratio between information openness and secrecy in the activities of a commercial organization, which gives the maximum value of the financial result of the activities of a commercial organization.

The policy of secrecy (secrecy and confidentiality, closeness) we agree to call the activity of restricting access to information of the organization, carried out by its owners and management. At the same time, the secrecy policy can also be called a system of measures aimed at regulating and limiting information flows in the external and internal environment of organizations. In the policy of secrecy, consensual and confrontational approaches can take place.

The consensus approach in the secrecy policy is to reach agreement by all interested parties on a system of measures aimed at limiting the dissemination of information about the organization.

The confrontational approach in the policy of secrecy is that the composition of the system of measures aimed at limiting information about the organization is formed as a result of the confrontation of interested parties and organizations.

The organization’s secrecy policy affects the organization’s economic security and financial performance. This is due to the fact that the level of information openness affects the degree of certainty of the conditions of the organization’s activities.

The economic security of the organization is understood as the state of protection of the organization from the negative impact of external and internal threats, destabilizing external and internal factors. This state of security is a necessary condition for achieving the realization of the main commercial interests of the organization [14, p. 11].

The lack of information about the organization reduces the own risks of a commercial organization that respects secrecy. At the same time, on the other hand, uncertainty and risk in the activities of competitors simultaneously increase.

In financial management, it is customary to control information flows. On the one hand, they seek to restrict and strictly control access to both internal and external information flows. This type of information can be considered confidential: data about the organization’s plans, resources, and partners. On the other hand, the managers of the organization itself strive to have all the available information about partners, intermediaries, competitors, markets, etc.

In general and financial management, the concepts of “trade secret” are used to restrict access to information.

The Civil Code of Russia (article 1465) defines the concept of production secret (know-how). The secret of production (know-how) is recognized as information of any nature (production, technical, economic, organizational and other). This is information about the results of intellectual activity in the scientific and technical field. This is information about how to carry out professional activities. In order for commercial information to be recognized as secret, the following conditions must be met: the information must have actual or potential commercial value, provided that it is unknown to third parties; third parties should not have free access to this information on a legal basis; the owner of such information takes reasonable measures to maintain its confidentiality, including by introducing a commercial secret regime.

In this case, the secret of production can not be recognized as information that: must be disclosed; information that the restriction of access to which is not allowed by law or other legal act.

Competitive relations and competitive behavior are one of the external sources of security breaches in organizations. The theoretical foundations of competitive relations were studied in the work of Michael Porter [12; 13, p. 194-207;15, p. 10]. Competition is considered as the driving force of management development. This also applies to the financial management of organizations. Let us agree to define competition as a struggle between a certain number of market entities (actors) in a number of directions. The areas of competition include: effective use of production factors; ensuring the income of organizations; improving the position of organizations in the market; the struggle for financial resources; the struggle of organizations for the best technological position, and more. Losing in competition leads to a decrease in the economic security of the organization.

Organizational behavior is the sequence of actions of the company during the time of its functioning. Organizational behavior should always be considered from several points of view: the process of forming an organizational culture; creating behavior stereotypes; the financial result of the company’s activities [16, p. 11; 17, p. 75-88]. Structurally, organizational behavior can be divided into external (competitive, informational, etc.) and internal (resource, personnel motivation, financial, etc.).

Information organizational behavior is the sequence of actions of the organization in the areas of external and internal communications. The structure of information organizational behavior can include: the actions of the organization to disseminate information about itself; the actions of the organization to ensure the secrecy of part of the information about the organization’s activities.

The disclosure of classified information about the activities of an organization creates risks in the activities of this organization. The risks of an organization directly affect the finances of organizations: the damage from risks is deducted from the income of firms. One of the risks may be the risk of excessive openness. This is the risk of disclosing secret information about the company’s activities. We can also talk about the risk of insufficient openness of the organization. Insufficient information openness of an organization can create the following effects: worsen the organization’s position in the capital market; reduce the awareness of buyers and dealers, and so on.

When analyzing the information risks of the company, you need to consider the following. When studying competition, it is customary to use the following concepts: comparative advantages; competitive advantages; competitive position; strategy; competitive cross-section; competitive forces.

The comparative advantages of a firm are determined by the fact that its production of goods is characterized by relative advantages or disadvantages. The comparative advantages of an organization can be explicit and hidden (secret, confidential). Producers, organizations from certain countries can benefit by concentrating their resources in areas where their comparative advantages are higher.

Competitive advantages can be explicit and hidden, secret. Competitive advantages include everything that allows an economic actor to achieve victory in the competition. Factors for achieving competitive advantages can be considered: better consumer properties and product quality; more efficient production; effective advertising and PR; better extensive sales system; after-sales service system for goods; possession of patents, etc.

The competitive position reflects the position of the firm in its industry. The competitive position of the company is determined based on the results of its activities. This position of the organization is characterized by all the competitive advantages and disadvantages compared to its competitors.

The concept of “competitive strategy” is considered as a synonym for the business strategy of the organization. Competitive strategy is a set of rules that must be followed by any business unit of the organization. The goal of the company’s competitive strategy is to achieve and maintain its competitiveness in the relevant industry [4; 11, p. 173].

The competitive cross-section includes an array of information about the subjects of competition. This information is selected and structured in such a way as to identify and conduct a comparative analysis of the factors that determine their competitive position of the company. The competitive cross-section allows you to compare: the structure of income; the cost of production of various divisions; cost effectiveness; the amount of advertising expenses; the work of the supply and sales system, etc.

The forces of competition are the factors that determine the competitive position. The forces of competition can be divided into: internal (endogenous) and external (exogenous) groups of factors. In the information aspect, the forces of competition can be divided into: explicit and hidden (latent, secret, confidential).

The internal factors include the properties that make up the three levels of the product. The first level of the product includes the main benefit or service. The second level includes properties, quality, appearance, packaging, and brand name. The third level of the product includes: delivery and lending, installation, after-sales service, warranty. The fourth level of goods (services) includes factors of strategic and environmental impact. Competition in the saturated markets (buyer’s markets) of developed countries is conducted at the third and fourth levels of goods.

The external forces of competition include: the influence of buyers; the influence of suppliers; the number of existing competitors; the probability or threat of new competitors; the probability or threat of new substitute products.

The task of competitive behavior and strategy (according to Michael Porter) is to provide a market actor with certain competitive advantages. At the same time, the analysis of competition (position, forces of competition, etc.) acts as an important part of the preparation for the formulation of the strategy. The purpose of competition analysis is to assess what changes in strategy can be made by both the organization itself and its competitors. At the same time, Michael Porter examines the four diagnostic components of a competitive strategy (future goals; assumptions; current strategy, opportunities).

An organization can be competitive if it exceeds at least one of the key indicators of similar indicators of competing organizations (income, costs, liquidity, time, risks, etc.) included in the criteria for evaluating the effectiveness of any firm.

The dominance of an organization over its competitors is expressed and manifested in the fact that a certain corporation has the best indicators for all of the above parameters of the effect of other organizations (income, costs, risks, liquidity and time).

Risk management can be proactive (preceding), real-time ongoing processes, and subsequent. Subsequent risk management is based on the analysis of past events and facts of economic and financial activities.

They believe that as a result of the crisis, there should be changes in the philosophy of management and business: more attention should be paid to risk management, including information risks. Based on the development of risk management at all levels of the hierarchy, the firm’s crisis management should become proactive.

Information risk management should be considered as an element of the general and financial management processes. Information risk management occupies an important place: in the control of business activities; management of information processes in business. At the same time, information risk management should take into account the specifics of organizations that are subjects of financial and economic activity in the period after the crisis.

The most effective is proactive management of information risks at the stage of designing operations and financial management systems in the organization. The project of information support of the company’s activities is an image of the future of the information support system and / or financial management of the organization. When creating an information openness project, an organization should always create (as part of an overall project) a project to manage the risks of excessive openness and/or the risk of violating secrecy, secrecy and confidentiality in the company’s activities.

It should be borne in mind that in market conditions, economic firms should pursue a policy of information openness. Information openness ensures the promotion of the company’s products and services in the markets. At the same time, excessive openness and/or violation of secrecy and confidentiality in the activities can create information risks (and related losses) and reduce the financial results of firms.

In the process of designing information support for the company’s management, all information about the organization can be presented in the form of a sum of: open information about the organization; secret information that is secret and confidential information in the organization’s activities.

Information risks of an organization include the risk of excessive openness of the firm and the risk of violation of secrecy and confidentiality.

The purpose of solving the problem of information risk management is to determine the optimal level of information risks. At the same time, the financial result of the company should be the maximum.

The goal of information risk management is the ideal state of the system for managing these risks in the future.

The goal of information risk management must have all the properties of the goal. It is known that the goals of information risk management should have the following properties: clarity; unambiguity; measurability; availability of resources; the goal should have a motivating character.

Information risk management policy can be called a set of social and economic ideas and the purposeful activity of firms caused by them. The company’s information risk management policy includes: information collection; analysis and assessment of these risks; development of measures to reduce the likelihood of their implementation; formation of measures to limit the adverse consequences (damage) from information risk.

The policy of risk management of excessive openness and / or violation of secrecy and confidentiality can also be called a set of measures aimed at reducing the level of risks or damages in the organization’s activities from this risk.

The most important factors determining the effectiveness of the secrecy policy (information risk management) should be recognized as its compliance with the objective needs of the development of the material and spiritual life of society and specific organizations. When forming such a policy, it is important to take into account the real competitive and risk conditions; correct analysis of the information policy of competitors; analysis of the economic opportunities of the state and the organization, etc. Based on this, the information risk management policy may contribute to improving the effectiveness or reducing the effectiveness of the organization’s information risk management.

The practice of information risk management finds its concrete practical reflection and implementation in the methodology, methods, methods and tools of such management. The methodology of information risk management (as part of the financial management of an organization) is a general theory of the method in managing these risks and evaluating its results.

The main principles of financial information disclosure by organizations are: reliability; availability; efficiency; completeness and regularity; a reasonable balance between the information openness of the organization (corporation) and respect for the secrecy and/or confidentiality of activities, commercial interests; compliance with the neutrality of information (no advantages in providing it).

In accordance with Russian legislation, information disclosure is understood as ensuring the information openness of an organization. The information openness of an organization is understood as: the availability of information to all interested parties; the independence of the availability of information from the purposes of obtaining this information; the availability of the procedure for obtaining information that guarantees its finding and receipt.

At the same time, according to the “Regulations on Accounting” of organizations in Russia No. 12/10 (p. 22,24,25,30,31) the organization discloses certain information in the notes to the financial statements. The Organization must also disclose information on reportable segments.

In general, information about an organization may be disclosed: at the reporting date; when developing a business plan; when issuing a prospectus; when publishing articles and reports; randomly in the context of unauthorized information leakage, including obtaining insider information or economic espionage.

The importance of information and the risk of unauthorized disclosure depends on the key concepts of financial management.

The concept in financial management is a way of defining: understanding the essence of financial management; a theoretical approach to the phenomena of financial management. In the financial management of organizations, the following concepts are known: cash flow; the time value of money; the compromise between risk and return; agency relations, and others.

The secrecy policy of an organization affects the effectiveness of the concepts and the overall financial management of the organization as a whole.

The financial manager in his practice almost always strives to have as much information as possible. Information is considered as: one of the sources of power in the organization; a way to reduce the uncertainty of financial decision-making conditions. However, when receiving information, it is important to observe: the norms of the law; social and moral restrictions; not to violate the ban on destabilizing markets and manipulating prices.

In addition to secrecy, such information events can increase the likelihood of incorrect financial decisions of competitors in the context of global competition:

1) on disinformation by spreading deliberately incorrect data. Such actions are carried out with the aim of: reducing the likelihood of disclosure of the true secret by competitors; distracting and irrational use of the efforts and resources of competitors to fight against a false secret. Often, firms use misinformation to cover up their true goals when developing financial management decisions.;

2) on imitation of financial secrecy, which is a demonstration of false signs of secrecy in its absence. The imitation of secrecy can be a means to force competitors to make more cautious financial decisions. At the same time, the ban on manipulating financial markets and prices acts as a restriction on such actions to disinform competitors.

The situational approach to information risk management in the financial management of an organization can be defined as a way of thinking about organizational problems and their solution. The purpose of the situational approach is to link specific information techniques and concepts to certain specific circumstances of the activity in order to use them more effectively.

We will describe the financial consequences of the situation of unauthorized disclosure of information in the context of global competition for the activities of the organization. For this purpose, the following situational financial characteristics of the risk of disclosure of information in the context of global competition can be proposed.

Surprise can be described as the probability of a situation where competitors are unable or unprepared in time for immediate adequate response measures. Suddenness is associated with the fact that in order to implement the response measures, competitors need to collect, process, analyze information, make a decision, concentrate the resources necessary for the response measures, and implement the necessary measures. In the process of concentrating the necessary financial resources, it may be necessary to withdraw some assets (or resources) from circulation, for example, money, in order to acquire others, for example, the necessary goods, etc. This requires a certain amount of time and financial resources.

Even more significant is the financial impact of surprise when it comes to creating new samples of goods or financial instruments. In this case, due to secrecy, competitive advantages can be maintained for a long period of time. The time period for maintaining competitive advantages will be equal to the sum of: the duration of the development cycle of the corresponding product( financial instrument); the duration of the stage of bringing them to the market. This is the period of time from the moment of sudden introduction of a new product to the market to the moment of creation and introduction of a similar product to the market by competitors. The time interval of the period of surprise for competitors (surprise in competition) can be estimated: in the field of aviation – from 5 to 10 years; in the field of automotive industry it can be several years; in the field of consumer electronics it can be a period of about a year, etc. [11, p. 173].

The company’s work in the market of pure competition is characterized by the following: a large number of sellers and buyers; the fact that none of the market participants can influence the price level. In this case, the value of secrecy (secrecy and confidentiality) may decrease.

When working in the oligopolistic market of high-tech goods, surprise has a special behavioral and financial significance. This is determined by the fact that a small number of organizations operate in such markets. These firms react quickly to the actions of their competitors. At the same time, the cost of time and money for the development of a new product from such companies is large. The organization’s need to respond quickly to incoming monetary requirements requires the organization to create appropriate reserve funds.

Thus, the greater the surprise associated with an organization’s use of secrecy, the longer the period of time and/or the amount of money (financial resources) that the organization’s competitors will need to take adequate response measures.

We introduce the concept of the surprise effect as an absolute volume indicator of the amount of money (financial resources) needed to fend off unexpected, secret activities of competitors. If the magnitude of the financial effect of surprise exceeds the amount of reserve funds and other assets of the organization, then its insolvency and bankruptcy may occur.

The period of surprise is an absolute or relative indicator that indicates by what calendar period or what proportion of the stage or cycle of development, market cycle or product life cycle, the stage of the transaction, the organization (corporation) that has applied surprise is ahead of its competitors. The period of surprise is also related to the level of liquidity of competitors ‘ reserve assets and the time that competitors will need for the subsequent acquisition of physical assets necessary for the elimination of the situation of surprise (components, materials, product refinement, production of advertising materials, etc.) with the proceeds of the proceeds [11, p. 173].

It is known that the liquidity of an asset is the ability of this asset to be transformed into cash. The degree of liquidity of an asset is determined by the duration of the time period during which this transformation of the asset (at prices close to market prices) in money can be made.

In order to increase the validity of the decision on whether the information is public or should be recognized as a secret (trade secret), a firm can be recommended to conduct an analysis of the benefits and risks associated with the publication of such information. This analysis can be performed in Table 1.

Table 1 Analysis of the benefits and risks of publishing information.

Source: developed by the author

Discussion. The cost-effectiveness of measures for disinformation or imitation of secrecy in the context of global competition can be calculated by multiplying the probability of success in disinformation (imitation of secrecy) multiplied by the amount of resources spent by competitors in vain, as well as the period of time during which disinformation or imitation of secrecy will act, reducing or blocking the activities of competitors [12, pp. 118-120].

Of great theoretical and practical interest may be the study of the use of secrecy in the systems of motivation of personnel of organizations [18, p. 95-100]. This is due to the fact that some organizations use secrecy in matters of paying the staff of organizations to minimize conflicts between employees. However, this violates the basic principle of effective motivation systems. This principle is that the provision on the motivation of the staff should be known, communicated to the staff before the start of the activity. The second key principle of motivation systems is that the motivation system in the cancers of John Stacy Adams ‘ theory of justice should be recognized as fair. The lack of information about the motivation of other employees does not allow the staff to judge the fairness of the motivation system. This can create uncertainty in the behavior of staff, reduce the effectiveness of motivation systems and reduce the level of loyalty of the organization’s staff.

This article presents the arguments in favor of solving the problem of optimizing the information openness of the organization. At the same time, the authors ‘studies presented in the works [8,p.118-120; 12; 13, p. 194-207 ] were further developed. The results of this article show that secrecy (secrecy and confidentiality) have an impact on the financial result, economic security of the organization. This gives reason to believe that secrecy (secrecy and confidentiality) can be considered not only as a legal category, but also as a category of economic theory.

When solving the problem of optimal information openness of the organization, the criterion may be the requirement to maximize the financial results of the organization.

When forming an organization’s privacy policy, the following tasks can be set::

- minimizing the costs of measures to ensure the secrecy (preservation of secrecy) of information about the organization, provided that the probability of disclosure of classified information is not more than a specified value;

- optimization (minimization) of the amount of expenses of the organization to ensure the preservation of secrecy (secrecy and confidentiality) and losses from excessive information openness of the organization;

- with a given budget of expenses for ensuring the secrecy regime, the task of forming a set of measures that ensure a minimum of disclosure of secret information of the organization, etc., can be set.

Conclusion. The article substantiates the feasibility of setting the problem of optimizing the level of information openness/secrecy of commercial organizations. The factors of influence of information openness on the competitiveness of the organization are investigated. The article develops the methodological foundations of the organization’s secrecy policy, analyzes the impact of secrecy (secrecy and confidentiality) on the economic security of the company. The information organizational behavior of the company is considered. Quantitative indicators are proposed to assess the impact of secrecy on the financial results of the organization. The influence of secrecy on the motivation system of the organization’s personnel is discussed. The article shows that secrecy can be considered not only as a legal category, but also as an economic category.

The hypothesis of this article is the statement that the use of neurotechnologies (in particular, neuromarketing) in the field of transport services can increase the comfort, safety of transport services, economic efficiency of transport organizations.

The aim of the work is to increase the effectiveness of the use of neuro-marketing in transport organizations.

To achieve this goal, the article solves the following tasks:

- research of the essence and clarification of key concepts of neuromarketing;

- classification of transport services is carried out in the interests of marketing management;

- a methodology for analyzing the possibility of using neuromarketing methods in the field of transport services is proposed

The object of the article is neuromarketing.

The subject of the work is the application of neuromarketing in the field of transport services.

The analysis of scientific publications on the topic of this article shows the following. Researchers believe that the development of neurotechnologies may lead to the emergence of new industries in industry [1, pp. 393-400].

Experts believe that the development of neuromarketing leads to the transformation of the traditional concept of marketing [2, pp. 19-26]. Analysts believe that neurotechnologies can be used in the management of the functioning of urban transport [3, p. 2-3]. At the same time, marketing management remains an important management tool in the market economy [4, p.2; 5, p.2]. Scientists study neuromarketing and its impact on business processes [6, p. 199-204; 7, p. 284-292; 8, p. 201-220; 9, p. 2; 10, p. 61]. It is noted that neuromarketing is associated with emotions [11, p.2; 12, p. 123-126]. Researchers note that neuromarketing can be part of an organization’s communication policy [13, pp. 116-118].Experts believe that neuromarketing can be used in the study and analysis of customer behavior [14, pp. 172-177]. Analysts express the opinion that neuromarketing is one-time: a new stage in the development of marketing; an innovative approach to influencing consumers [15, pp. 268-272]. Experts draw attention to the fact that neuromarketing can be used to manipulate customers [16, pp. 162-164]. Marketing is considered as an effective management tool [17, p. 2]. The analysis of control systems makes it possible to increase their effectiveness [18, p. 2]. Scientists pay great attention to the development of the theoretical foundations of the service sector [19]. Researchers form methods of designing the service sector in transport [20;21; 22]. Scientists develop neuromarketing methods [23, pp. 182-192; 24, pp. 44-63; 25; 26, pp. 45-57; 27, pp. 24-40; 28, pp. 1-18; 29, pp. 502-521; 30, pp. 65-83].

Method. Marketing in the 21st century is one of the sciences and forms of management in the organization.  F. Kotler expresses the opinion that, in a broad sense, marketing appears as a philosophy of market activity aimed at more complete satisfaction of consumers in trade: “Marketing is a type of human activity aimed at satisfying needs and needs through exchange” [4, p. 9, 38].

Marketing has been actively used in Russian management since the early 1990s. Russian experts believe that the role of marketing is that marketing is designed to bring production in line with demand. At the same time, the efforts of the marketing services of organizations are aimed at creating such an assortment of goods that would meet the general demand. In addition, scientists express the opinion that marketing is aimed at finding the most effective combination of traditional and new products. Therefore, marketing serves as the basis for making a decision to expand production volumes, modernize products or take them out of production, contributes to the development and implementation of enterprise development plans. In general, it is believed that systematic and effective marketing raises the culture of entrepreneurial activity, allows enterprises to effectively use resources to achieve goals, and harmonize the goals of the organization with the requests of customers [5, p. 3].

In the 21st century, due to the complexity of trade, production and social relations, there is a differentiation of forms and methods of marketing.

The researchers note that industrial marketing was aimed at meeting the existing, well-known needs of buyers.

Post-industrial marketing reveals hidden (latent) and creates new customer needs based on new materials and technological capabilities provided to manufacturers of goods and services by scientific and technological progress (mobile communications, Internet, etc.).

Neuromarketing can be considered one of the directions of post-industrial marketing. As is known, attempts to register customer reactions have been made since the 1970s, however, the concept of “neuromarketing” was used in 2002 by Professor Ail Smidts of Erasmus University of Rotterdam, who proposed this concept to denote the commercial use of neurobiology methods, neuroimaging technology, brain mapping. He believed that the main task of neuromarketing is to better understand the buyer, his reaction to marketing factors by directly measuring processes in the brain and on this basis to increase the effectiveness of commercial application of marketing methods by studying the reaction of the brain. In neuromarketing communications, four channels for obtaining information by the buyer are used and investigated (hearing; sight; touch; smell.

Neuromarketing as one of the new directions of marketing is a system of methods for researching customer behavior [6] based on the study of the impact on it and emotional and behavioral reactions to this impact, based on developments and research in the fields of marketing, cognitive psychology and neurophysiology [7-8].

There are several points of view on the essence and content of modern neuromarketing. Thus, some researchers believe that the goals of neuromarketing are:

- search for ways to objectively determine consumer preferences without using subjective methods of obtaining information about them;

- the formation of advertising slogans and messages in such a way as to encourage the consumer to purchase a product or service even before the buyer realizes and determines his position.

Other researchers believe that neuromarketing is a structural element of neuroeconomics, which, based on neuroisearch, provides economic actors with objective information about consumer behavior and preferences of consumers of their goods and services. At the same time, neuroeconomics itself is considered as a science that applies the achievements and tools of neurobiology in economics in order to understand the reasons for making unreasonable and unprofitable decisions by a person.

At the same time, some researchers emphasize that the use of technical means and neuro-scanning technologies in neuromarketing (eye tracking, polygraph, electroencephalography, etc.) for neuromarketing research opens up the possibility to determine the assessment of reactions and neurophysiological correlates of perception and decision-making, human interaction, their emotional and rational behavior, including consumer behavior.telic behavior.

Another part of the researchers focuses on the fact that neuromarketing opens up prospects for the development of mechanics and behavioral models, the creation of a concept to consolidate the desired behavioral models through game elements and mechanics, as well as other behavioral effects (perception, attention, cognitive presets). At the same time, it is believed that gamification itself (mastering skills through the game) is 75% based on psychology and 25% based on specially developed technologies.

Experts say that there are also negative properties of neuromarketing. Criticism of neuromarketing methods includes ethical issues. As a result of the application of the neuromarketing method, it is possible to violate the privacy of privacy (violation of confidentiality, discrimination on a physiological basis).

Domestic researchers note that foreign researchers believe that human behavior is determined not by reason, but by his emotions. This led to the formation of neuromarketing as a new science. Within the framework of neuro-marketing, based on the study of the biochemistry of emotional reactions of buyers, first of all, merchants can effectively influence all five human senses, using positive stimuli in the form of smells, music, colors, product layouts for sales growth.  In addition, Russian scientists conduct a systematic analysis of: neuromarketing goals; neuromarketing achievements; ways of development and models of neuromarketing research; problems of ethics of such research [10, с. 61].

Russian researchers describe the influence of neuromarketing tools on achieving commercial success in trading by taking into account the emotional component more accurately when using advertising technologies [12, p.123]. They believe that neuromarketing can also be considered as part of the communicative policy of marketing activities on the Internet [13, p. 116 ]. In general, the essence of neuromarketing is defined as follows: neuromarketing is the key to understanding consumer behavior [14, p. 172].

Neuromarketing can also be presented as an innovative technology of influencing market participants on the consumer. Neuromarketing is considered as a new stage in the development of scientific marketing [15, pp. 268-272].

At the same time, Russian critics of neuromarketing pay attention to the possibility of using its methods to manipulate customers [16, p. 162].

At the same time, experts note that at the beginning of the 21st century, the policy of marketing management of the organization went beyond sales promotion through various advertising methods. Scientists consider it important to further reveal the essence of marketing. This essence of marketing can be expressed in the methodological provisions of marketing [17, p. 11].

In this context, in this article it is appropriate to generalize and develop the methodological provisions of neuromarketing based on the analysis and results of the analysis of literary sources carried out in this article.

Summarizing and structuring all the research conducted and the above in this article, we can conclude that in 2023 modern neuromarketing includes such diverse areas of market and management activities:

- increasing the degree of objectivity in assessing the needs, the degree of satisfaction, reactions to advertising and the product (product or service) of customers through technical measurement of subconscious biological and biochemical reactions of the human body;

- study and explanation of the paradoxical (illogical, inappropriate) behavior of subjects (actors) of production and market activity in various production and market situations;

- training, synthesis of methods of training consumers and staff of organizations based on games (gamification of activities);

- research and limitation of sources and development of methods to reduce the risks of creating tools for manipulating participants in industrial and market relations within the framework of neuromarketing research and practice, etc.

At the same time, it is known that, for example, the marketing of research methods should be defined as the possibility of synthesis, the formation of a complex of techniques, the existence and choice of a certain set of methods and methods to achieve the goal of scientific research, taking into account the amount of available resources, including time [18, p. 12, 36]. This suggests that there may be other forms of marketing in trade marketing, in particular, in the management of scientific research.

For this reason, this article proposes to divide neuromarketing into: trading neuromarketing; managerial neuromarketing.

It is proposed to call managerial neuromarketing a part of management science (along with goal setting and management), which deals with the synthesis and selection of management methods based on the study of biological reactions and behavioral acts of a person (a vehicle driver, a work colleague, a buyer).. It is proposed to form managerial neuromarketing in the interests of improving management efficiency in the presence of restrictions related to the observance of human rights and the exclusion of the possibility of manipulating people.

With this approach, the main tasks of managerial neuromarketing can be identified:

- increasing the degree of objectivity of management decisions by measuring subconscious biological and biochemical reactions of employees and customers by technical means;

- scientific forecasting and minimization of the probability of paradoxical (non-isotonic, illogical, impractical) behavior of subjects and objects of production and market activity management systems in various production and market situations;

- improving the efficiency of the performance of their functions by staff and consumers (including emergency and non-standard situations) by synthesizing training methods based on the gamification of activities (business and other types of games);

- reducing the likelihood of manifestation and limiting damage from sources of risks of creating tools for manipulating the organization’s personnel, participants in production and market relations, etc.

At the same time, the further content of this article will be devoted to the study of the possibility of using neuromarketing methods in the service sector on high-speed rail transport.

At the same time, it will be taken into account that the service sector and service as a rather complex socio-economic phenomenon are the object of study of various sciences: economics, marketing, management, sociology, law, computer science, psychology and other sciences [19]. This opens up opportunities for neuromarketing research and neuromarketing practice in the field of high-speed rail transport services.

At the same time, it should be borne in mind that the theory of railway transport services itself is under development [20;21].

The study of the possibility of using neuromarketing methods in the design and provision of transport services can be based on a comparison of neuromarketing capabilities for solving the tasks defined above. To clarify the prospects of using neuromarketing in a certain field of activity, it is necessary to find out: the possibility of biometric measurements of people’s reactions; the possibility of paradoxical behavior of people in a certain situation; the possibility of gamification of the learning process of people; the existence of methods and tools for controlling the manipulation of people and much more.  At the same time, it is necessary to take into account the essence and content of certain types of transport services. For such an analysis, it is recommended to first divide services into classes, group certain types of services within a certain classification of services.

Classification based on such factors (criteria) should be recognized as the most universal:

1) services can be classified into tradable (on the international market) and non-tradable (local) according to their attractiveness for the international, national, regional transport services market;

2) it is possible to attribute transport services to those provided in the field of industrial production, agriculture, services in the field of service at the place of these services in the structure of the national economy;

3) it is possible to distinguish between maintenance services (for material objects) and social services (for users and staff) depending on the degree of animation of the service object;

4) when using material products in the process of rendering services, it is possible to distinguish between services provided with the use of material and technical means and services provided without their use;

5) it is possible to allocate services at the stages of design (including testing), production, circulation, operation (consumption), modification, disposal of the technical means of the vehicle at the stage of the life cycle of this vehicle;

6) it is possible to distinguish primary (for example, transportation of passengers or cargo) and secondary services (ticket sales or maintenance of technical means of transport services) in relation to the needs of customers;

7) according to the ratio of time periods of primary and secondary services, it is possible to distinguish services preceding the period of service provision (for example, ticket sales), real-time services (passenger service by a conductor), subsequent services (for example, delivery of separately transported luggage).;

8) in the complex of services provided, it is possible to distinguish a key (basic) service (for example, passenger transportation) and related (additional) services (for example, catering services, etc.) at the place of provision of a specific service;

9) it is possible to distinguish between primary services (provided directly to customers) and secondary services (provided to service organizations that directly serve customers) in relation to the customer service process;

10) according to the fact and the amount of profit, commercial services, social services (for example, delivery of a passenger to a train by social taxi), non-commercial services (without making a profit) can be distinguished;

11) service providers may have different legal status, which allows them to provide services to individuals, legal entities and public services;

12) in accordance with the classification of high-speed modes of transport, services on conventional and high-speed rail transport should be distinguished;

13) according to the degree of safety and in relation to ensuring the safety regime, it is possible to distinguish services with regular and non-standard functioning of vehicles and others.

Each of the types of services reflected in this classification has its own: content, specifics, quality requirements, speed of provision of relevant services. This set of characteristics affects the possibility of applying neuromanketing methods in the process of providing relevant services.

A set of services can be defined as a specific set (set) of services performed simultaneously or in a certain sequence (according to an algorithm) to meet the needs of the client by solving his specific task or solving the problem of the customer of the service (client).

Complexes of transport services can perform the following functions:

- ensuring the continuity of the processes of production, circulation and consumption of goods and services within the national and global economy by moving people, goods and their components in space;

- ensuring the safety of the use of transport services by individuals and legal entities through the prevention and control of the probability of failure of vehicles (includes all types of repair of rolling stock, repair of railway tracks, security services, etc.);

- maintaining a certain level of readiness of rolling stock to perform transport operations, ensuring the operability and reliability of the functioning of infrastructure facilities and rolling stock in the framework of technologically diverse transport operations at various stages of operation of transport facilities;

- ensuring the vital activity of customers (for example, passengers) and employees of service organizations in the process of performing transport operations in the national economy and society (maintaining sanitary and hygienic conditions, catering, recreation, leisure);

- ensuring inclusiveness (equal accessibility) of transport services to various strata and categories of the population, including the disabled;

- improving the financial and economic efficiency of the functioning of man-made transport facilities and the economy as a whole.

Technical service services on high-speed rail transport pursue the following goals:

- to increase the competitiveness of rail transport in comparison with aviation and sea, river transport;

- to ensure the safety and reliability of the functioning of man-made facilities of such transport;

- to increase the environmental friendliness (green transport) and the efficiency of the functioning of man-made objects of such transport;

- change the individual characteristics of the functioning of such man-made transport facilities and systems;

-improve the aerodynamic characteristics and/or design of high-speed man-made transport facilities (tuning), etc.

Social services on high-speed rail transport can solve the following tasks:

- to emphasize the social status of the passenger of such transport;

- to increase the competitiveness in terms of comfort of railway transport compared to aviation and sea, river transport;

- to provide safe and comfortable conditions for travel, business trip, etc.;

-to ensure the normal functioning of passengers, etc.

As already noted, services and complexes of services on high-speed rail transport can be classified into services in the normal (normal) mode of operation and services for the prevention and minimization of risks in non-standard (emergency) situations.

Since a person is subject to stress in abnormal (emergency) situations, his behavior may be paradoxical, illogical. This opens up the possibility of widespread use of technical means for registering the level of stress and the nature of reactions, behavior of all categories of participants in emergency transport situations (drivers, passengers, dispatchers, rescuers, etc.).

The use of such a management neuromarketing tool as gamification (game) in teaching behavior in emergency situations can reduce damage and possible human losses in the event of such situations, etc.

If we talk about the design stage of high-speed railway rolling stock, then the use of management neuromarketing methods can make it possible to increase the efficiency of design decisions based on the results of registration by technical means of biochemical actions of the focus group (or testers) on individual characteristics of the rolling stock and modes of their use. For example, it is possible to study the influence of acceleration and braking modes on the passenger’s decision to reuse this type of railway transport.

In the interests of a systematic analysis of the possibility of applying neuromarketing methods at all stages of the life cycle of vehicles, the following methodology can be proposed.

We will proceed from the fact that in each specific case of designing a set of services covering the entire life cycle of a service (or product), the composition (set) the complex of services will be individual.

1. It is recommended to compile a list of services at each stage of the life cycle of the vehicle. If the complex of services and their producers is known for a particular product (or service), a table of the complex of services provided at the corresponding stage of the life cycle can be compiled at each stage of the life cycle.

2. It is recommended to check each of the services of the service package for each of the stages of the life cycle for the following:

- the possibility of technical registration of biochemical characteristics of the contractor’s condition in the process of rendering services;

- evaluate the possibility of gamification of the personnel training process for the provision of this service;

- to assess the possibility of contradictory illogical actions of a person when providing a specific service;

- to assess the possibility of unfair manipulation by service providers in the course of their work.

3. Services (included in the complex of services) for which there is a possibility of: technical registration of biochemical parameters of personnel; gamification of training; illogical actions of personnel and clients or manipulation of personnel are recognized as suitable for research and evaluation using neuromarketing methods.

4. For each service recognized as suitable for research and their provision using neuromarketing methods (according to paragraph3) a recommendation is being developed on the depth and specifics of the use of neuromarketing in the process of research and the process of providing this service.

5. A project for the use of neuromarketing in relation to this service is being developed, including a feasibility study and an assessment of the economic effectiveness of the use of neuromarketing methods in relation to this particular service.

Discussion. Neurotechnologies are one of the directions of development in the conditions of a new technological way.

In the period of the new technological order, we can expect the development of the theoretical foundations of neuromarketing in the field of tansport.

The use of neuromarketing methods in the field of transport can increase the comfort and safety of transport services.

However, it should be borne in mind that the development of neuromarketing can also increase the risks associated with the possibility of manipulating people.

Conclusion. The article investigates the essence and content of modern neuromarketing. The paper proposes to divide modern neuromarketing into two types: market neuromarketing; managerial neuromarketing; The article examines general approaches and forms a methodology for assessing the feasibility and economic feasibility of using neuromarketing methods in the service sector on conventional and high-speed rail transport.