FORMATION OF AN INDICATIVE APPROACH TO ASSESSING AN INDUSTRIAL ENTERPRISE’S COMPETITIVENESS

2020 ◽  
Vol 6 (85) ◽  
pp. 213-220
Author(s):  
A.A. Rudychev ◽  
◽  
A.V. Borachuk ◽  
Keyword(s):  
Enterprise's Competitiveness

Developing a Strategy for the Digital Transformation of an Enterprise with Allowance for the Capabilities of Business Ecosystems

2020 ◽  
Vol 26 (6) ◽  
pp. 629-642
Author(s):  
T. A. Gileva ◽  
A. V. Babkin ◽  
G. A. Gilev
Keyword(s):  
High Efficiency ◽  
Direct Interaction ◽  
Digital Transformation ◽  
Business Trend ◽  
Digital Environment ◽  
Digital Platforms ◽  
Business Ecosystems ◽  
Key Aspects ◽  
Enterprise's Competitiveness ◽  
Transformation Strategy

The presented study analyzes the processes of creating ecosystems in the context of external challenges and increasing the level of competitive market environment and global digitalization of business to develop a strategy for the digital transformation of an enterprise.Aim. The study aims to assess the practicability of creating ecosystems when developing a strategy for the digital transformation of traditional (“defensive”) enterprises and to provide recommendations for their utilization.Tasks. The authors analyze the characteristics, features, and typology of business ecosystems; substantiate the need to analyze and use the capabilities of business ecosystems in the development of a strategy for corporate development in the digital environment; describe the essence, key aspects of development, and propose a modular structure for the strategy of the digital transformation of an enterprise; develop a conceptual framework for the strategic management of the digital transformation of an enterprise; formulate recommendations for selecting ecosystems that would enhance the enterprise’s competitiveness.Methods. This study uses general scientific methods of cognition in various aspects to propose approaches and a conceptual model of the corporate digital transformation strategy with allowance for the capabilities of business ecosystems.Results. The authors show that in the context of the developing digital economy, business ecosystems have become a new way to organize economic activity due to their high efficiency and rapid scaling. There are two major types of ecosystems: centralized (transaction) ecosystems in the form of digital platforms and adaptive (solution) ecosystems formed by the orchestrating company to create a new value proposition by joint efforts of partners from various industries through direct interaction with each other. The study identifies stages in the development of a digital transformation strategy based on enhancing the enterprise’s competitiveness through its participation in the ecosystem(s) and formulate recommendations for selecting ecosystems that would improve the efficiency of the enterprise.Conclusions. Ecosystem development is a business trend that determines the competitiveness of enterprises and improves the efficiency of their operation in the digital environment. Therefore, under modern conditions, an enterprise should develop its digital transformation strategy based on the creation and/or use of business ecosystems.

Improving enterprise’s competitiveness on the basis of combined ABC/XYZ and cluster analyses of the commodity nomenclature

2021 ◽  
Vol 19 (9) ◽  
pp. 1789-1810
Author(s):  
Mariya S. BELYAEVA
Keyword(s):  
Methodological Approach ◽  
Wine Industry ◽  
Cluster Analyses ◽  
Marketing Activities ◽  
Differentiated Marketing ◽  
Enterprise Competitiveness ◽  
Business Structures ◽  
The Relationship ◽  
Enterprise's Competitiveness ◽  
Similar Dynamic

Subject. This article examines the relationship between marketing activities and the development of entrepreneurial structures in Russia. Objectives. The article aims to develop a methodological approach that helps optimize the product nomenclature and develop differentiated marketing strategies for managing sales in different segments. Methods. For the study, I used the methods of ABC/XYZ and cluster analyses. Results. The article offers a methodological approach to the analysis of the nomenclature of goods, tested on the data of one of the business structures of the Crimean wine industry. It identifies goods nomenclature clusters that have similar dynamic characteristics for changes in sales volumes and demand predictability, and provides recommendations for increasing sales, margins, and improving enterprise competitiveness. Conclusions. The developed methodological approach can be considered as an element of information and methodological support for the enterprise competitiveness management system.

scholarly journals Assessment of Customer Satisfaction as an Element Deciding About Enterprise's Competitiveness

2018 ◽  
Vol 1 (1) ◽  
pp. 657-664 ◽  
Author(s):  
Manuela Ingaldi ◽  
Martin Kotus
Keyword(s):  
Customer Satisfaction ◽  
Service Delivery ◽  
Satisfaction Index ◽  
Goods And Services ◽  
Individual Determinants ◽  
Quality Design ◽  
High Level ◽  
Enterprise's Competitiveness ◽  
Research Service

Abstract Enterprises which want to ensure a secure and stable market position must constantly look for ways to convince customers (current and potential) that their goods and services are competitive and represent a sufficiently high level of quality, consistent with the their needs. Service enterprises use specific methods and tools to analyze the quality of their services and to be sure that these services are competitive on the market. One of the important elements of such an analysis is the assessment of customer satisfaction. This research should be treated as a key stage in the customer satisfaction management system. Without knowing the customers' expectations, the enterprise is unable to determine what to improve and correct. In this case, the Customer Satisfaction Index (CSI), which not only indicates what to improve, but also shows the level of customer satisfaction, should be used. The purpose of the paper is to assess customer satisfaction in a service point of a known producer of men's clothes. The CSI index and a specially developed survey were used for the research. The questionnaire was filled in by the customers of the research service point after the service delivery. According to the obtained results, individual determinants should be maintained and monitored by the enterprise. The research also identified areas for improvement, i.e. product quality, design and ways of payment. However, the overall CSI score is good, which means that despite few problems with customers' satisfaction, they are satisfied with the research service point.

Research of Product Design Strategy

2012 ◽  
Vol 201-202 ◽  
pp. 875-878
Author(s):  
Zhi Bin Xie ◽  
Zhi Qiang Bu
Keyword(s):  
Research And Development ◽  
Product Design ◽  
Design Strategy ◽  
Payback Period ◽  
Development Mode ◽  
Design And Development ◽  
Development Period ◽  
Strategy Innovation ◽  
Development Course ◽  
Enterprise's Competitiveness

The article investigates strategy of company's product design and development considering the whole lifespan of product and the development course of enterprise. It suggests enterprises of different nature, enterprises at different developing stage will adopt different mode strategies. It also announces close causality between development course of company and central technology and product.The result indicated in different developing stages such as company development period, crisis predicament period, lasting steadies period, improving by payback period, issues steadies secondary period, declining go and live period, enterprise should pursue different mode product tactics of research and development such as shrinking strategy, consolidating strategy, innovation keeping forging ahead strategy. Enterprise should break regular management mode so as to introduce different research and development mode to promote enterprise's competitiveness effectively.

Intellectual Property Protection and Process Modeling in Small Knowledge Intensive Enterprises

2011 ◽  
pp. 151-167 ◽  
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

As discussed in chapter 10, knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise’s competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

scholarly journals Enterprise Architecture within the Process of Permanent Change

2019 ◽  
Vol 61 ◽  
pp. 01029 ◽  
Author(s):  
Jan Váchal ◽  
Jarmila Straková
Keyword(s):  
Service Sector ◽  
Enterprise Architecture ◽  
Future Research ◽  
Environment Factors ◽  
Research Survey ◽  
Top Managers ◽  
The Individual ◽  
Risk Symptom ◽  
Industry Sectors ◽  
Enterprise's Competitiveness

Permanent changes that happen within the external surroundings of an enterprise, respectively within the macro-environment, significantly influence its efficiency and behaviour. The framework for these changes is made up by Enterprise Architecture (EA). Impacts of these changes are distinct in both, the internal environment of an enterprise as well as in its mid-environment, being of dynamic nature, and their elimination is a basic assumption of keeping the enterprise's competitiveness. The article focuses on analysing the macro-environment factors' influence on the changes in enterprise EA from the perspective of their sector differentiation. Tests have been carried out both ways – for chosen macro-environment factors, as well as macro-environment areas as a whole. The research survey was carried out on a file of 456 enterprises from the whole of the Czech Republic, out of which the production and industry sectors included 187 enterprises, and the service sector 255 enterprises. Pearson's chi-quadrate test was used as a statistical method. At the same moment, macro-environment factor prediction was tested, respectively the importance attached by top managers to the individual macro-environment factors in the future. Research results have proven a significant sector differentiation from the perspective of macroenvironment factors' impact on EA, while a greater influence of these factors has been indicated mainly in the service sector. It may be assumed that top managers begin to prove a risk symptom caused by a change in the economic cycle.

scholarly journals Conceptual principles of competitiveness of enterprises

2014 ◽  
Vol 36 (3) ◽  
pp. 608-615 ◽  
Author(s):  
Olga Nykolyuk
Keyword(s):  
Control System ◽  
Systematic Approach ◽  
Control Mechanism ◽  
Economic Conditions ◽  
Management Information ◽  
Management Mechanism ◽  
Economic Process ◽  
Definition Of ◽  
And Control ◽  
Enterprise's Competitiveness

The transformation of modern scientific paradigm requires the adaptation of traditional theories of the firm competitiveness to new economic conditions. The aim of the study is to develop conceptual principles of enterprise’s competitiveness management, which are based on the definition of this term and includes a system of principles, functions, models and management mechanism. Formation of the concept involves the use of systematic approach to research. Principles of management by enterprise's competitiveness are allocated based on purpose of management, managed, managing systems and their interaction. Functions are determined by following stages: achieving the goals, developing of management system, aims to ensure competitiveness, characteristic of administrative actions. Model of control the competitiveness reflects the flows of management information and control system (administration unit) and manageable (economic process of the enterprise). Control mechanism includes appropriate methods (economic and psychological), levers (price, quality, brand, branding, logo, motto) and incentives (economic, moral, administrative, creative).

Intellectual Property Protection in Small Knowledge Intensive Enterprises

2013 ◽  
Vol 3 (1) ◽  
pp. 29-45
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

Knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise’s competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

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