Information Component Of The Business Strategy Development By Modern Russian Manufacturing Companies

2020 ◽  
Author(s):  
Nikolay A. Dimitriadi
Keyword(s):  
Business Strategy ◽  
Strategy Development ◽  
Manufacturing Companies ◽  
Information Component ◽  
Modern Russian

EMS models for business strategy development

2002 ◽  
Vol 11 (6) ◽  
pp. 376-390 ◽  
Author(s):  
Stephen Tinsley
Keyword(s):  
Business Strategy ◽  
Strategy Development

scholarly journals The Concept of Slack and the Comprehensive Opportunity and Lost Opportunity Control Model

2019 ◽  
Vol 14 (8) ◽  
pp. 95
Author(s):  
Akira Nishimura
Keyword(s):  
Risk Management ◽  
Business Strategy ◽  
Control Model ◽  
Financial Resource ◽  
Enterprise Strategy ◽  
Manufacturing Companies ◽  
Financial Slack ◽  
Key Factor ◽  
Exploitation And Exploration ◽  
Lost Opportunity

Enterprise slack, defined as undistributed profit and earned surplus, is a key factor to consider when developing enterprise strategy based on opportunity and risk management. Slack also provides an unrestricted, but indispensable, financial resource for firms to carry out improvement and innovation, exploitation and exploration, and financial activities according to their strategy. In the comprehensive opportunity and lost opportunity control model previously developed by the author (Nishimura, 2015; 2016), slack fulfills its function effectively. Therefore, to make the model more practicable and functional, this paper will examine the substance and functions of slack more definitely by analyzing financial slack and its relationship with business strategy in five innovative manufacturing companies in Japan.

scholarly journals RELATIONSHIP BETWEEN FAMILY OWNERSHIP, AGENCY COSTS TOWARDS FINANCIAL PERFORMANCE AND BUSINESS STRATEGY AS MEDIATION

2018 ◽  
Vol 19 (0) ◽  
pp. 49-58
Author(s):  
Enni Savitri
Keyword(s):  
Financial Performance ◽  
Business Strategy ◽  
Agency Costs ◽  
Stock Exchange ◽  
Partial Least Square ◽  
Least Square ◽  
Business Strategies ◽  
Family Ownership ◽  
Manufacturing Companies ◽  
The Relationship

This study investigates the relationship between family ownership, agency costs, financial performance, and companies’ business strategies. The targeted population of this study were all 143 manufacturing companies listed on the Indonesia Stock Exchange (IDX) during 2007–2014. About 31% (45) of these manufacturing companies are family companies. The hypotheses were tested using the partial least-square (PLS) method. Our findings reveal that the companies’ business strategies are not affected by the family ownership. Family ownership and business strategies influence companies’ financial performance. Agency costs influence business strategy and financial performance, and this shows that agency costs contribute to both the increase and decrease of financial performance. Business strategy mediates the relationship between family ownership and financial performance. This shows that family companies do not concentrate on financial goals but rather on the sustainability. Business strategy influences the relationship between agency costs and financial performance. This shows that funds can be redistributed in the course of business strategy planning, which will, in turn, improve the company’s development.

Business strategy and industrial competition: the case of manufacturing companies

2022 ◽  
Vol 13 (1) ◽  
pp. 35
Author(s):  
Felizia Arni Rudiawarni ◽  
Bambang Tjahjadi ◽  
Dian Agustia ◽  
Noorlailie Soewarno
Keyword(s):  
Business Strategy ◽  
Manufacturing Companies ◽  
Industrial Competition

A Study of Business Intelligence Strategy Development by Large Organizations

2019 ◽  
pp. 326-339
Author(s):  
Carmine Carmine Sellitto ◽  
Paul Hawking
Keyword(s):  
Business Intelligence ◽  
Business Strategy ◽  
Strategic Alignment ◽  
Important Predictor ◽  
Strategy Development ◽  
Informational Needs ◽  
Information Presentation ◽  
Case Study Approach ◽  
Study Approach

Organizations have adopted business intelligence solutions with a mixed degree of benefits. Some businesses highlight significant outcomes, while others identify limitations or shortfalls in the benefits derived. Notably, the alignment of business strategy with the adoption of business intelligence processes has been an important predictor of firms being able to achieve organizational wide benefits. The chapter uses a case study approach to document the informational needs achieved through aligning organizational strategy and the adoption of business intelligence solution at two distinct companies. The adoption approaches used by each firm, although different, reflect the important areas in which business intelligence is most useful—strategic alignment, governance, and information presentation.

BSC-Based Framework for E-Business Strategy

2011 ◽  
pp. 536-547
Author(s):  
Fen Wang ◽  
Guisseppi Forgionne
Keyword(s):  
Business Strategy ◽  
Business Models ◽  
Business Management ◽  
Management Control ◽  
Strategy Development ◽  
Business Climate ◽  
Business Decisions ◽  
The Balanced Scorecard ◽  
New Business ◽  
And Performance

E-business is far more about strategy than technology (Raisinghani & Schkade, 2001). An effective e-business strategy is concerned with e-business multidimensional characteristics associated with different levels, parties, elements, and growth pattern features (Bakry & Bakry, 2001). In the process, the strategy must incorporate the effects of the instant and global Internet communication mechanism on the company’s business management architecture. The global reach and interconnectivity of the Internet have spawned new models of e-business strategy and radically transformed existing ones (Pant & Ravichandran, 2001). Indeed, what distinguishes many of the dot-coms is not their new technical power, but the radical new business models (Hamel, 2000). Aided by such innovative e-business models, managers will be able to identify the major decision factors involved in their business strategies and generate strategies that would improve their overall performance and profitability. In the current context, four essential perspectives are identified to be associated with an e-business strategy: financial, customer, internal processes, and learning and growth. These four perspectives were first introduced in early 1990s as the balanced scorecard concept (BSC) (Kaplan & Norton, 1992). Because the BSC methodology explicitly focuses on links among business decisions and outcomes, it is intended to guide strategy development, implementation, and provide reliable feedback for management control and performance evaluation. This BSC rationale is thereby appealing to managers who face new challenges in the current turbulent e-business climate. The real challenge is to determine how the BSC can be successfully applied in the context of e-business’s constantly changing environment of interdependencies (Hasan & Tibbits, 2000). E-business introduces new business objectives and strategies and the old measures of success may no longer apply. It is anticipated that the departure from the original BSC for a strategic e-business management framework would be more radical than the existing BSC adaptations (e.g., Martinson’s balanced IS scorecard; Martinsons, Davison, & Tse, 1999).

scholarly journals Foreign Exchange Risk and Profit Improvement in the Comprehensive Profit Opportunity and Lost Opportunity Control Model

2016 ◽  
Vol 11 (4) ◽  
pp. 1 ◽  
Author(s):  
Akira Nishimura
Keyword(s):  
Risk Management ◽  
Foreign Exchange ◽  
Business Strategy ◽  
Management Accounting ◽  
Manufacturing Companies ◽  
Hedge Accounting ◽  
Exchange Risk ◽  
Profit Opportunity ◽  
Contemporary Management ◽  
Lost Opportunity

The aim of this paper is to examine the influence of foreign exchange risks on manufacturing activities (<em>monozukuri</em> in Japanese) and the function of derivatives as a countermeasure against such risk from the viewpoint of management accounting. From this perspective, we examine the Comprehensive Profit Opportunity and Lost Opportunity Control (COLC) model, discussed previously in this journal, and further its practical development and application. To this end, this paper first clarifies the actual situations of major Japanese manufacturing companies in terms of foreign exchange fluctuation earnings and derivative instruments (including hedge accounting). Then, after investigation of the prior research on the interrelation between risk management and management accounting, we theoretically analyze the relations between risks, derivatives, and hedge accounting from the synthetic viewpoint of profit opportunity, risk, and opportunity cost. As a result, this analysis can play an important role in outlining the landscape in which business strategy and enterprise risk management align, both proactively and reflectively, with contemporary management accounting.

Strategy development with SWOT analysis on manufacturing companies in rapid growth: A ceramic industry application

2018 ◽  
Vol 4 (10) ◽  
pp. 01-12
Author(s):  
Feyza Gurbuz
Keyword(s):  
Decision Making ◽  
Swot Analysis ◽  
Multicriteria Decision Making ◽  
Strategy Management ◽  
Strategy Development ◽  
Multi Criteria Decision Making ◽  
Manufacturing Companies ◽  
Analysis Strategy ◽  
Decision Making Processes ◽  
Potential Strategy

Decision-making is important for organisations, since the consequences of given decisions are identified among the major risk factors for organisations’ future. This study aims to prove the importance of using combined decision-making methods for a successful decision-making for managers. In a ceramics company, multi-criteria decision-making processes were applied for taking quick action for future strategies. SWOT analysis was used for determining potential strategies. After then, multicriteria decision-making methods were used to determine the importance of each potential strategy. Keywords: Multi-criteria decision-making, SWOT analysis, strategy management.

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