scholarly journals Berbagai Faktor Penentu Kesiapan Untuk Berubah Dan Pengaruhnya Terhadap Keberlangsungan Kegiatan UMKM Di Wilayah Terdampak Wabah Covid-19

2020 ◽  
Vol 4 (1) ◽  
pp. 14
Author(s):  
Agus Prianto ◽  
Ira Kurniawati ◽  
Moh. Taufik Wahyudi ◽  
Eva Yulistia
Keyword(s):  
Environmental Changes ◽  
Readiness To Change ◽  
Business Environment ◽  
Change Readiness ◽  
Business Strategies ◽  
Real Sector ◽  
Future Studies ◽  
Business People ◽  
New Business ◽  
Main Factors

<span><em>Currently, real sector business activities are facing severe challenges. The development of ICT and the</em><br /><span><em>emergence of the covid-19 pandemic have led to changes in the business environment. Changes in the</em><br /><span><em>business environment require businesses to adjust by developing new business strategies, so that their</em><br /><span><em>business activities are in line with market demands. This study examines various determinants of</em><br /><span><em>readiness to change and their effect on the continuity of MSME activities in the covid-19 affected areas.</em><br /><span><em>The results of the study revealed that the new values and attitudes of micro business operators did not</em><br /><span><em>support the readiness to change, so they faced the problem of the sustainability of business activities. New</em><br /><span><em>values and attitudes are the main factors that shape readiness to change. While the readiness to change is</em><br /><span><em>an important factor that determines the sustainability of business activities. In addition, this study</em><br /><span><em>revealed that the business environment also as a factor forming change readiness and business</em><br /><span><em>continuity. This research recommends the importance of strengthening new values and attitudes for,</em><br /><span><em>especially for micro business people; so that they are better prepared to face a change. Future studies</em><br /><span><em>need to examine the effect of sudden environmental changes on the sustainability of business activities.</em></span></span></span></span></span></span></span></span></span></span></span></span><br /><br class="Apple-interchange-newline" /></span>

scholarly journals Berbagai Faktor Penentu Kesiapan Untuk Berubah Dan Pengaruhnya Terhadap Keberlangsungan Kegiatan UMKM Di Wilayah Terdamak Wabah Covid-19

2020 ◽  
Vol 4 (1) ◽  
pp. 14
Author(s):  
Agus Prianto ◽  
Ira Kurniati ◽  
Mohammad Taufiq Wahyudi ◽  
Eva Yulistia
Keyword(s):  
Environmental Changes ◽  
Readiness To Change ◽  
Business Environment ◽  
Change Readiness ◽  
Business Strategies ◽  
Business Continuity ◽  
Future Studies ◽  
Business People ◽  
New Business ◽  
Main Factors

<p>Currently, real sector business activities are facing severe challenges. The development of ICT and the emergence of the covid-19 pandemic have led to changes in the business environment. Changes in the business environment require businesses to adjust by developing new business strategies, so that their business activities are in line with market demands. This study examines various determinants of readiness to change and their effect on the continuity of MSME activities in the covid-19 affected areas. The results of the study revealed that the new values and attitudes of micro business operators did not support the readiness to change, so they faced the problem of the sustainability of business activities. New values and attitudes are the main factors that shape readiness to change. While the readiness to change is an important factor that determines the sustainability of business activities. In addition, this study revealed that the business environment also as a factor forming change readiness and business continuity. This research recommends the importance of strengthening new values and attitudes for, especially for micro business people; so that they are better prepared to face a change. Future studies need to examine the effect of sudden environmental changes on the sustainability of business activities.<br />Keyword:new values and attitudes, business environment climate, readiness to change, business continuity.</p>

scholarly journals Business Strategy for Longgar Outfit as a New Fashion Brand

2020 ◽  
Vol 1 (1) ◽  
pp. 14-24
Author(s):  
Sofia Nuraini ◽  
Mustika Sufiati Purwanegara
Keyword(s):  
Business Strategy ◽  
Swot Analysis ◽  
Secondary Data ◽  
Business Environment ◽  
Business Strategies ◽  
Primary Data ◽  
Environment Analysis ◽  
Root Cause ◽  
Fashion Brand ◽  
New Business

Longgar Outfit is a local fashion brand from Bandung that focuses on plus size women. Longgar Outfit has the vision to become the leading plus size fashion brand in Bandung. Unfortunately, since the appearance of Longgar Outfit on the market in early January 2019, Longgar Outfit has faced problems in penetrating the market. The problem currently being faced by Longgar Outfit is unstable sales. The purpose of the research is to find out a suitable business strategy in order to stable Longgar Outfit sales. This research is conducted to summarize the business strategy for Longgar Outfit using internal and external business environment analysis, customer analysis, and SWOT analysis to determine the root cause. Use a qualitative approach as a research method for understanding a social phenomenon. This approach will find the current business situation, planning business strategies, and proposed new business strategies. Data collection techniques using observation and in-depth interviews as primary data, while secondary data with literature studies using books and journals related to principles of marketing, strategic marketing, and other topics. This research has limitations to the object being observed as many as two competitors who have a similar business model and interviewed 15 potential customers to explore their needs and desires regarding plus size clothing. The results of this research get findings on alternative business solutions for Longgar Outfit. The proposed business strategy for Longgar Outfit consists of a new STP strategy, create value proposition canvas, create a point of difference and point of parity, develop new marketing (4Ps) strategy, and organizational structure plan.

The Business Culture of Great Britain

2001 ◽  
Vol 4 (1) ◽  
pp. 15-28
Author(s):  
John Mole
Keyword(s):  
Business Environment ◽  
Management Style ◽  
Business Culture ◽  
Short Term ◽  
Business People ◽  
Self Image ◽  
Doing Business ◽  
New Business ◽  
Characteristic Points ◽  
British People

This paper intends to analyze the business culture of Breat Britain. The core assumption of this research is that ‘values and behaviours that affect the way individuals and groups do business together’. Three core analyzing areas of this research are business environment, british self-image and ‘what a foreigner can expect when doing business with british people.’ The characteristic points of research results are following: British business people are likely to primarily concerned with the short-term impact of new business on their annual budget and financial plan. British think of their management style as team-based and participative.

scholarly journals ADJUSTMENT OF CORPORATE REAL ESTATE DURING A PERIOD OF SIGNIFICANT BUSINESS CHANGE

2019 ◽  
Vol 23 (3) ◽  
pp. 171-186 ◽  
Author(s):  
Howard Cooke ◽  
Rianne Appel-Meulenbroek ◽  
Theo Arentze
Keyword(s):  
Real Estate ◽  
Business Strategy ◽  
Time Lag ◽  
Business Environment ◽  
Business Strategies ◽  
Business Change ◽  
Flexible Resources ◽  
Corporate Real Estate ◽  
New Business ◽  
Dynamic Alignment

This paper seeks to understand whether the alignment process between business strategy and Corporate Real Estate (CRE) between 2007 and 2014 was dynamic. It investigated the financial data of 230 UK companies by means of a distributed time lag auto-regression model. The results show an increased commitment to CRE suggesting a reduced ability to dynamically align the portfolio. Evidence is found that CRE adjusts as turnover, profitability and employment numbers alter. However, measures of efficiency, effectiveness and productivity are not improving. The new business strategies of transient competitive advantage and blue oceans strategy require flexible resources, which require CRE to be capable of dynamic alignment. This study shows such flexibility does not yet exist in practice. Current theories of alignment should be reconsidered in light of the changing business environment. Without a dynamic alignment capability of CRE a company’s financial performance will be impaired.

scholarly journals The Impact of Globalization on Entrepreneurship

2019 ◽  
Vol 52 (1) ◽  
pp. 56-68
Author(s):  
Mirjana Radović-Marković ◽  
Zvonko Brnjas ◽  
Vladimir Simović
Keyword(s):  
Business Environment ◽  
Global Market ◽  
Business Strategies ◽  
Necessary Condition ◽  
Small Business Owners ◽  
Global Business ◽  
New Business ◽  
External Conditions ◽  
The Right ◽  
The Impact

This paper aims to explore the importance of globalization for the development of entrepreneurship. Changes in global business environment require new business strategies. Small business owners are expected to be able to develop the resiliency of their businesses so that they can face severe external conditions. Their sustainability depends on the resilience but also on the perspectives of long-term business operations. Therefore, small and medium-sized enterprises must demonstrate their ability to anticipate changes in the market, react to them, and initiate them. This implies improvement of basic processes, learning new skills and closer cooperation with external and internal partners. Small enterprises need to redefine their goals and use their resources more effectively as a necessary condition for expanding maneuvering space for growth and for achieving sustainable development. Finally, it is concluded that organizations must establish the right balance between the challenges and benefits of globalization, and the four basic areas for achieving the right balance are adequate cost, human resources and risk management, as well as the formulation of a strategy that follows the requirements of the global market game.  

scholarly journals Analisis Strategi Bersaing Pasar Kaget untuk Memenangkan Persaingan

2016 ◽  
Vol 4 (1) ◽  
pp. 16-34
Author(s):  
Purwanto Purwanto ◽  
Anaconda Bangkara
Keyword(s):  
Middle Class ◽  
Qualitative Method ◽  
Business Environment ◽  
Business Strategies ◽  
Alternative Strategies ◽  
Lower Middle Class ◽  
The Future ◽  
New Business ◽  
Competitive Forces ◽  
Strength Of Competition

The problem companies are becoming increasingly complex and competitive business be increased very sharply, as a result of changes in the business environment in the era of globalization. Companies must be able to adapt to the environment in order to survive in the midst of these conditions. For that management is required to manage the organization in a better and more professional in controlling the activities of the company. Business "shock market" Cikarang, Jababeka, Bekasi as a collection of merchants who sell various products to lower middle class should immediately anticipate and prepare for making new business strategies to survive and thrive in the future. The study has the purpose of analyzing the external and internal business environment, identifying, evaluating business strategies and finding alternative strategies for the future that can be implemented " shock market.” External business environment will be analyzed with descriptive qualitative method involving shared business environment (economic, political, ecological and technological), Porter's competitive forces, the forces of the trigger and the key success factors.The results showed that the manager should earnestly follow external analysis results such as politics, economics and ecology as well as industrial environments (competition among members of the industry, the threat of new entrants, threat of substitute products, buyer powerful and strong supplier) Keywords : market shock, the external business environment , the strength of competition Porter

scholarly journals Од заједничких улагања до самосталних инвестиционих стратегија уласка на тржишта БРИК земаља // From joint ventures to independent investment strategies of entering the markets of BRIC countries

2012 ◽  
Vol 10 (16) ◽  
pp. 85
Author(s):  
Бранко Ракита ◽  
Душан Марковић
Keyword(s):  
Joint Ventures ◽  
Political Influence ◽  
Business Environment ◽  
Business Strategies ◽  
World Population ◽  
Foreign Direct Investments ◽  
Investment Strategies ◽  
Global Level ◽  
Bric Countries ◽  
New Business

Резиме: Прва деценија 21. века обележена је крупним социо – политичким, економским и технолошким променама на глобалном нивоу. Једна од главних промена у овој деценији је постепено, али сигурно, померање економске моћи са земаља „Тријаде“ на тзв. БРИК земље. Данас БРИК земље чине преко 40% светске популације, доприносе расту глобалног ГДП са преко 30% и чине преко 25% глобалног ГДП. Све прогнозе еминентних института и консултантских кућа говоре да ће БРИК земље у средњем року наставити са снажним растом, што ће допринети јачању њиховог економског и политичког утицаја на глобалном нивоу. Мултинационалне компаније (МНК) су тржишта земаља БРИК групације препознале као прилику за пословну експанзију с обзиром да се, до скора водећа, тржишта земаља Тријаде одликују оштром конкуренцијом и ниским стопама раста. Међутим, пословни амбијент на тржиштима БРИК земаља носи печат релативно неефикасних и специфичних институција због чега су МНК често принуђене да пословне стратегије које примењују на матичним тржиштима модификују. Модификација пословних стратегија се у претходном периоду огледала у огромном значају који су МНК давале заједничким улагањима са локалним партнерима у односу на самосталне инвестиционе стратегије. Последњих година је приметан раст како броја тако и вредности самосталних инвестиционих стратегија, што се објашњава стицањем пословног искуства у датом пословном амбијенту. За очекивати је да ће у будућности БРИК земље све већи проценат страних инвестиција привлачити у форми самосталних пројеката.Summary: The first decade of the 21st century was characterized by significant socio-economic and political changes and rapid technological progress on the global level. Among these changes gradual and steady shift of power from Triade countries to so called BRIC countries stands out. BRIC countries make more than 40% of world population, more than 25% of global GDP and contribute to the growth of global GDP by 30%. According to the mid-term prognosis of all the eminent research institutes and consulting agencies BRIC countries will continue their growth, which will increase their economic and political influence on the global level. Multinational companies (MNC) see BRIC countries as an opportunity to expand their businesses since, until recently leading markets of Triade countries are now depicted by sharp competition and low growth rates. Nevertheless, the institutions in BRIC countries are relatively inefficient and specific which makes MNCs modify the business strategies they apply in their home markets. At first, MNCs gave huge advantage to joint ventures with local partners over individual investments. Yet, over the past few years the number and value of individual investments have increased significantly due to valuable past experience in the new business environment. BRIC countries are expected to attract more foreign direct investments in the form of individual projects in the future.

Strategic Measures and Tactical Interventions for COVID-19 Impact Relief on SMEs

2021 ◽  
pp. 522-541
Author(s):  
Meng Kui Hu ◽  
Daisy Mui Hung Kee
Keyword(s):  
Success Factors ◽  
Business Environment ◽  
Business Strategies ◽  
Business Growth ◽  
Sustainable Business ◽  
New Normal ◽  
Business Operations ◽  
Strategic Measures ◽  
New Business ◽  
The Right

The COVID-19 pandemic has caused numerous impacts on the global socio-economic environment, affecting the business communities, particularly SMEs that continue to struggle for survival. SMEs are entangled in the pandemic and find it tough to operate as smoothly as before. Without seeing the right tactical interventions to rough out from this pandemic, many SMEs will have to cease their business operations. Even when they are successful in being out of the woods, SMEs must revisit and realign their outdated business strategies to remain relevant and operate effectively in the new normal. The ability to remodel their business and reset new business strategies will be the success factors for SMEs to keep up with the changing business environment and customer patterns. They also need to remain disciplined and persevere in acquiring sustainable business growth in the new normal.

scholarly journals Aligning Strategic Human Resource Management To Human Resources, Performance And Reward

2013 ◽  
Vol 12 (11) ◽  
pp. 1405
Author(s):  
Melody Brauns
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Changes ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Business Strategies ◽  
The World ◽  
The Future

In a rapidly changing business environment, one may recognise the words the only thing constant in life is change by French author Francois de la Rockefoucauld. Yet, with on-going change, it can be difficult to know what to do and how to do it. The world out there is harsh and competition is fierce. Indeed, the world is changing at a rapid pace. Therefore, both public and private sectors have to plan for the future and prepare for any unforeseen circumstance. This paper will discuss the link between Strategic Human Resource Management, Human resources, Performance and Reward, what we know, and the future direction of Strategic Human Resource Management. Strategic Human Resource Management involves making those decisions that define the overall vision, mission, core values and objectives of the organisation, thus determining the most effective utilisation of its resources. Walker (1992: 16) states that Strategic Management enables managers to respond to environmental changes based on a defined business mission, vision and values. Strategies are directional plans that guide management actions in the pursuit of opportunities. In essence, strategies point the way for the most promising changes. They are plans that give direction and address people related business issues. Human Resource strategies are important because they help determine how to manage people in relation to business strategies. Strategic Human Resource Management aligns Human Resources, which is necessary for the success of the organisation.

scholarly journals Main factors stimulating innovative development of Ukraine

2020 ◽  
pp. 105-110
Author(s):  
Anna Liubchych ◽  
Iryna Podrez-Riapolova
Keyword(s):  
Innovation Policy ◽  
Innovation System ◽  
Business Environment ◽  
National Innovation System ◽  
Regulatory Environment ◽  
Innovative Development ◽  
Innovation Infrastructure ◽  
New Business ◽  
Main Factors ◽  
Innovation Processes

Problem setting. The introduction of the model of innovative development of the national economy requires the improvement of the system of state regulation of investment and innovation processes. It is the transformational trends in the national innovation system that necessitates a comprehensive analysis of the main factors that contribute to innovative development. At the same time, the stimulation of innovation orientation of any country’s development should be considered as part of the model of investment development of its economy, provided that this model has priority in innovative development. Target of research is to study the main factors promoting innovation. To achieve this goal, structural, comparative and statistical research methods were used. Analysis of resent researches and publications. Problems of development of the national innovation system and innovation infrastructure, ensuring the development of innovation processes have received considerable coverage in the works of scientists: S. V. Hlibko, O. V. Rozghon, A. M. Liubchych, A. V. Strizhkova and others. Article’s main body. One way to conceptually organize all the factors that determine innovation in a country is to think about the triangle of innovation success: the factors of the business environment along one side of the triangle; trade, tax and regulatory environment – the other party; and the innovation policy environment – along the third party. An effective business environment includes the institutions, activities and opportunities of the country’s business community, as well as broader societal attitudes and practices that promote innovation. An effective trade, tax, and regulatory environment has a competitive and open trade regime that includes strong government efforts to protect its businesses from foreign mercantilist practices; supporting competitive markets so that new entrants, including those implementing new business models, can thrive; processes that make it easy to open a new business and bring innovation to market; transparency and the rule of law; a reasonable tax burden on business, especially for innovation-based firms and commercial companies. The final stage of the innovation triangle is a complex and powerful system of innovation policy. Although markets and business are key to innovation, without an effective innovation policy, markets will be inefficient. Conclusions and prospects for the development. Effective innovative development of the country is possible only if there is a developed business, trade, tax, regulatory environment and an environment of innovation policy that can guarantee proper support for public investment in innovation infrastructure. At the same time, for Ukraine to be attractive to foreign investors, legislation on attracting investment must be clear, democratic and stable.

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