Published at : 30 Sep 2026
Volume : IJtech
Vol 17, No 5 (2026)
DOI : https://doi.org/10.14716/ijtech.v17i5.8239
| Nikita Blagoy | Graduate School of Industrial Economics, Peter the Great St. Petersburg Polytechnic University, 29 Polytech-nicheskaya Street, St. Petersburg 195251, Russian Federation |
| Nikolay Dmitriev | Graduate School of Industrial Economics, Peter the Great St. Petersburg Polytechnic University, 29 Polytech-nicheskaya Street, St. Petersburg 195251, Russian Federation |
| Olga Lavrova | Department of Economics, Faculty of Engineering and Economics, Belarusian State University of Informatics and Radioelectronics, 6 P. Brovki Street, Minsk 220013, Republic of Belarus |
| Andrey Zaytsev | Graduate School of Industrial Economics, Peter the Great St. Petersburg Polytechnic University, 29 Polytechnicheskaya Street, St. Petersburg 195251, Russian Federation |
| Dmitry Rodionov | Graduate School of Industrial Economics, Peter the Great St. Petersburg Polytechnic University, 29 Polytechnicheskaya Street, St. Petersburg 195251, Russian Federation |
Persistent operational-financial heterogeneity across manufacturing firms complicates peer benchmarking and digital investment program targeting. We segment Russian manufacturing enterprises using a reproducible pipeline that combines feature standardization, principal component analysis, k-means clustering, and panel-level label consolidation. The methodological framework integrates principal component analysis on standardized features and the k-means algorithm as tools of digital data analytics. The optimal number of clusters was determined by combining the elbow method, average silhouette, and Calinski–Harabasz and Davies–Bouldin indices. The cluster labels were consolidated across the observation horizon through modal membership, with tie-breaking based on the minimum average distance to the centroids. Five interpretable profiles were identified that differed in business scale, capital intensity, revenue and margin dynamics, leverage resilience, and liquidity. The final map contains five profiles (n = 6,479 firms): 45, 1,746, 993, 1,286, and 2,409 firms per cluster, differing in scale, capital intensity, profitability and turnover patterns, leverage tolerance, and liquidity. Across random restarts, agreement with the final partition is ARI 0.49 and NMI
0.43; the low mean silhouette is consistent with soft boundaries between adjacent profiles. To monitor managerial practices, we build a composite index from six indicators using intracluster min–max normalization and multi-year averaging, positioning each firm relative to its closest peers and highlighting reserves for productivity growth and faster capital turnover. Novelty lies in a fully reproducible segmentation workflow that integrates panel-level label consolidation and intracluster normalization for managerial benchmarking.
Clustering method; Digital transformation; Industrial data analytics; Manufacturing industry; Principal component analysis
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