scholarly journals THE EVOLUTION OF THE FORMATION OF STRATEGIC MANAGEMENT IN INCREASING THE COMPETITIVENESS OF ENTERPRISES

2020 ◽  
Author(s):  
Viktor Nyzhnyk ◽  
◽  
Olha Hromova ◽  
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Marketing Strategy ◽  
Strategic Marketing ◽  
Enterprise Management ◽  
Management Decisions ◽  
Modern Enterprise ◽  
Holistic Concept ◽  
Marketing Activities

Every year, more and more scientists and practicing economists explore such categories as «marketing» and «management», providing material for further reflection and analysis. Currently, the interpretation of marketing as a function of management is inferior to understanding it as a holistic concept of management, the so-called business philosophy. New directions of economic development to ensure its long-term economic growth require a deeper rethinking of the role of marketing in the activities of industrial enterprises in order to increase their competitiveness and identify it as a powerful factor in modernizing individual businesses and the economy. Strategic marketing today is necessary for the company, as it facilitates its rapid adaptation in the face of intense competition and the presence of a non-price aspect of this struggle. The purpose of the study is to study and combine strategic management and marketing, forming such a category as strategic marketing. Because it is known that strategic marketing emerged at the last stage of the evolution of marketing management. The basis of strategic marketing is to achieve sustainable competitive advantages in the market. During the development of a competitive marketing strategy, the company strives for successful and long-term work in the market. There is no one-size-fits-all strategy. It all depends on various factors: the industry in which the company operates, the capital and experience of the firm, competitors in this field, the creative approach of each company to stand out among others and the innovative approach. Only by considering all these factors, the company can build its personal, unlike all others, marketing strategy. Thanks to the management carried out by means of achievements of modern management and on the basis of marketing philosophy of management and control, the modern enterprise can achieve realization of the strategic purposes and increase not only own level of competitiveness, but also economy as a whole. Thus, modern economic development makes it possible to assert that the management of the enterprise and the adoption of not only operational but also strategic management decisions are significantly influenced by the marketing activities of the enterprise. Here it is necessary to understand not the narrow influence of various elements of marketing (advertising, sales, distribution, etc.), but its complex manifestation. This is due to the fact that until today, marketing has been closely linked to management, as marketing technologies and tools are evolving and beginning to penetrate and be used in the work of all departments at all levels of enterprise management. This gives grounds to assert that through a comprehensive assessment of the effectiveness of marketing activities can assess the effectiveness of management decisions and the success of enterprise management, as well as to give an opinion on the prospects for further development.

STRATEGI PEMASARAN DALAM PERSAINGAN DESTINASI PARIWISATA

Pringgitan ◽  
2021 ◽  
Vol 2 (01) ◽  
Author(s):  
Suhartapa Suhartapa
Keyword(s):  
Marketing Strategy ◽  
Tourism Destination ◽  
Short Term ◽  
Marketing Program ◽  
Marketing Function ◽  
Marketing Activities ◽  
Tourism Destinations ◽  
Selling Process ◽  
Target Markets

Tourism destination marketing activities begin by selecting target markets, and these activities are referred to as the segmenting and targeting process. Meanwhile, activities to acquire, maintain and develop target markets are called the selling process. And the last thing is creating, delivering and communicating the destination offering is called the positioning process. The process of tourism activities can be in the form of long-term decisions or strategic levels which include the branding, segmenting, targeting, selling and positioning processes. Meanwhile, the short-term activity process or the tactical level is usually called a marketing program in the form of various maneuvers so that the predetermined marketing strategy can run well. Meanwhile, tactical activities, which are usually called marketing programs, are short-term processes aimed at making the marketing strategy run as determined. Activities that are tactical in this marketing program are decisions about the marketing mix. Competition for tourism destinations can be carried out through strategies that optimize the functions of tourism destinations. Like other industries, the function of a tourism destination can be in the form of an operational function and a marketing function. Keywords: Marketing Strategy, Competitive Strategy, Tourism Destination

scholarly journals Tourist enterprise marketing complex: international and national aspect

2021 ◽  
pp. 124-127
Author(s):  
О.В. Птащенко ◽  
В.А. Вовк
Keyword(s):  
Development Strategy ◽  
Modern Technology ◽  
Machine Building ◽  
Enterprise Management ◽  
Goods And Services ◽  
Marketing Activities ◽  
Marketing Variables ◽  
Business Entities ◽  
The Right

The main features of the marketing complex for the enterprises of the tourist branch are considered in the article. In a market economy, the concept of marketing, as part of improving enterprise management, becomes an integral part of its activities. With the help of a number of controlled marketing variables, business entities can influence customers, stimulate them, encouraging them to certain, desirable for the company actions in the market until the purchase. One of the elements of the marketing complex is the brand. Increasingly, it is important to use it as one of the most important marketing factors that can ensure the success of the company in the market. To a large extent, this success is due to choosing the right branding strategy. This choice, as well as the positioning and development strategy of the brand directly depend on the chosen variety. In addition, it should be noted that the purpose of marketing is not only to benefit companies, but also to build long-term relationships with consumers, meet their demands, improve the quality of goods and services, improve the conditions of their acquisition. It should also be noted that the formation of marketing activities at the enterprise today is impossible without a focus on modern technology. Such technologies include Internet marketing as a modern way of building a business. Principles of tourism marketing: constant search and maximum respect for the consumer, focus on his needs and requirements, which provide the market is not goods and services, and ways to solve consumer problems; flexibility in achieving the set goal by adapting to the requirements of the market with a simultaneous targeted impact on it; a comprehensive approach to the development of marketing plans, which involves the use not of individual marketing activities, and a set of marketing, a combination of individual elements which allows you to achieve a certain goal; focus on the long-term prospects of the enterprise. Thus, the main purpose of each enterprise is to achieve profitability and stability of services. Today it is possible to achieve only through the introduction of basic principles of marketing and the formation of a comprehensive mechanism of marketing activities. At the same time, the high cost of enterprises, for example, machine-building industry, agricultural machinery enterprises should be compensated by the introduction of modern advanced production technologies, rational use of fundamentally new materials, introduction of modern technological policy, including marketing and work aimed at improving skills. All this once again confirms the importance of marketing management today and as a consequence of the constant introduction of the latest marketing tools.

scholarly journals THE PLACE OF MARKETING MEASURES IN THE ANTI-CRISIS MANAGEMENT SYSTEM

2021 ◽  
Author(s):  
Mariia Bahorka ◽  
Iryna Kadyrus ◽  
Nataliy Yurchenko
Keyword(s):  
Crisis Management ◽  
Management System ◽  
Strategic Marketing ◽  
Enterprise Management ◽  
Management Processes ◽  
Stable Conditions ◽  
Crisis Phenomenon ◽  
Marketing Activities ◽  
And Control

The article conducts a study to determine the place of marketing in crisis management of the enterprise, established the role of the main aspects of crisis marketing in modern enterprises; mastered the mechanism of marketing anti-crisis management of enterprises, the purpose of which is to form a strategy for overcoming the crisis and eliminate the consequences of crisis phenomena. In the author's sense, crisis management should cover all subsystems of enterprise management: operational, technical, financial, and, especially, strategic, marketing, personnel. In the author's sense, crisis management should cover all subsystems of enterprise management: operational, technical, financial, and, especially, strategic, marketing, personnel. It is recognized that marketing in crisis management is not just one of the subsystems of the enterprise, but the basis that ensures the sustainability of all its other units. Anti-crisis marketing involves the prompt change of all components of marketing in accordance with changes in the environment, which helps to maintain maximum competitiveness of the company in market conditions. In the crisis of the organization or to prevent it, the same marketing tools are used as in stable conditions, but the goals and objectives of marketing activities change, which acquire new specific features, the main of which is the marketing anti-crisis program. The anti-crisis marketing program should ensure the production and sale of such goods that are in steady demand in the market and bring the company's main profit. The mechanism of anti-crisis marketing in the enterprise as a management system involves the presence of the object (crisis phenomena) and the subject of management, the formation of targeted management processes, subsystem monitoring environment and forecasting: determination of the stage, parameters, volumes and scales of the crisis phenomenon, development, implementation and control of anti-crisis strategies, etc.), choice of means and methods of management, creation of a clear system of adjustment and feedback. The end result of marketing anti-crisis management of the enterprise is the formation and implementation of marketing anti-crisis strategy.

scholarly journals Main directions of modern enterprise strategy formation

2018 ◽  
Vol 2 (1) ◽  
pp. 26-36
Author(s):  
Olga Kalaman ◽  
Oleg Udovitsa
Keyword(s):  
Strategic Management ◽  
Development Strategy ◽  
Strategy Development ◽  
Enterprise Management ◽  
Main Task ◽  
Modern Enterprise ◽  
Current Economic Situation ◽  
Basic Approaches ◽  
Enterprise Management System ◽  
Definition Of

Introduction. Today in Ukraine there is a situation that creates an environment of "public interest" in approaches to modeling the main areas of strategic management and its content. Inaccurate perception of approaches to the "strategy" concept content significantly changes the possibility of its effective implementation at the state and economic levels. Therefore, it is logical to arise the necessity of studying the directions of forming a strategy and the possibility of applying the theory of strategic management in modern domestic enterprises. Aim and tasks. The article purpose is to determine the basic approaches to the formation of the modern enterprise development strategy, which is subject to the study of the main directions of its formation. The systematic basis for such systematization was systemic, reproductive, dialectical, and general scientific approaches. Research results. It has been established that the "action" approach as the leading methodology for the strategy development implies the relevance of the activity category with the concepts of "needs", "interests", "motives", "goals", "reflection (assessment)," "self-development". A system approach involves considering a strategy as a system that has a certain structure and interconnection within its individual components. Formation and strengthening market relations stimulates the application of new approaches and forms in management, changes (sometimes cardinally) the nature of the tasks to be solved and methods for their achievement, as well as the development of a strategy. The development of a clearly formulated strategy and the definition of organic development goals is a consequence of the external conditions manifestation of the company's existence, for example, the conditions of macroeconomic instability, the complexity of the relationship between the economic and political environment. To clearly formulate a strategy for the enterprise in accordance with the current economic situation, to outline the ways of its implementation and, if possible, to evaluate the expected result, a manager is required to possess creativity, knowledge and experience, intuition in a unified approach to formulating strategic prospects for the operation and development of the enterprise. Conclusion. For Ukrainian enterprise management system, the main task is not the prompt response to the current changes in the environment. They are the strategic vision formation of the future enterprise, the development of a flexible and viable progress strategy, the prediction of tactical and strategic threats for the enterprise, its timely elimination, and the practical use of strategic management idea for sustainable development.

scholarly journals Prospective solvency in ensuring the financial stability of the enterprise

2021 ◽  
pp. 162-168
Author(s):  
Vita Vynogradnya ◽  
Lyudmila Burdonos
Keyword(s):  
Economic Development ◽  
Financial Stability ◽  
Synthesis Method ◽  
Enterprise Management ◽  
Stable Operation ◽  
Socio Economic Development ◽  
The Future ◽  
Analysis And Synthesis ◽  
Definition Of

 Issues of ensuring the financial stability of enterprises are extremely important for the socio-economic development of Ukraine. Stable operation of the enterprise is possible only if the appropriate level of solvency of the enterprise. That is why the issues and problems related to ensuring solvency are given much attention in the scientific works of scientists from both foreign and domestic scientific schools. At the same time, insufficient attention is paid to long-term solvency as an important component of the system of ensuring the stable functioning and development of the enterprise in the future. The task of the study is to analyze the approaches of scientists to the interpretation of the essence of prospective solvency and its role in ensuring the stable operation of the enterprise, determining the characteristic causes of its decline in modern socio-economic development of Ukraine; development of a proposal to ensure the solvency of the enterprise in the future. In the process of research general and special methods were used: analysis and synthesis, method of comparison, generalization, statistical, etc. The article considers the essence of perspective solvency of the enterprise and its role in ensuring stable functioning of the enterprise. The factors that determine it are systematized. The conceptual model of providing perspective solvency of the enterprise for the purpose of stable functioning and development of the enterprise which provides: definition of system of the corresponding indicators of perspective solvency for their constant monitoring is offered; finding out the possible reasons, which may result in loss of prospective solvency; the sequence of implementation of the necessary measures for its restoration and provision in the future. The results of this study can be used in the process of enterprise management to determine the real state of its solvency and develop measures to ensure it in the medium and long term.

scholarly journals BUDGETING AND PRICING AT THE ENTERPRISE

2021 ◽  
Author(s):  
Galina Krokhicheva ◽  
Yulia Revina ◽  
Yulia Lantratova
Keyword(s):  
Sustainable Development ◽  
Planning System ◽  
Enterprise Management ◽  
Management Decisions ◽  
Modern Enterprise ◽  
Budgeting Process ◽  
Research Analysis

The article is devoted to the research analysis of the current patterns of development of the budgeting and planning system at the enterprise. One of the effective methods of enterprise management is budgeting, as an integral part of planning. The paper analyzed budgeting, a process that exists in almost every enterprise. The budgeting process is structured and the aspects involved in this system are identified. In conclusion, it was concluded that the main goal of a modern enterprise is not only profit generation, but also sustainable development. Correct management decisions, which should be based on budgeting and pricing, can enhance these processes

scholarly journals STRATEGIC MANAGEMENT AS LONG TERM SURVIVAL INSTRUMENT OF BUSINESS COMPANY

2009 ◽  
Vol 1 (1) ◽  
pp. 115
Author(s):  
Irēna Silineviča
Keyword(s):  
Small Business ◽  
Strategic Management ◽  
Business Management ◽  
Business Environment ◽  
Small Enterprise ◽  
Enterprise Management ◽  
Term Survival ◽  
Main Factors ◽  
Business Enterprises

Theoretical aspects in Strategic management of small business enterprises is analysed. Research of small enterprise management in the Latgale region is performed with the aim to do an analyses of how small business enterprises, which have survived in economic crises conditions, use strategic management opportunities. Findings have clarified the main factors which influence business management in a changing business environment in small business companies.

Competitive advantages in development of agricultural enterprises’ foreign economic activity

2021 ◽  
pp. 55-60
Author(s):  
Lesya I. Halas
Keyword(s):  
Strategic Management ◽  
Economic Activity ◽  
International Market ◽  
Foreign Market ◽  
World Market ◽  
Information Support ◽  
Enterprise Management ◽  
Necessary Condition ◽  
Agricultural Enterprises

A necessary condition for a market economy is the existence of a competitive environment between economic entities, especially when agricultural enterprises enter foreign market. This problem is clear because the foreign economic activity of enterprises provides them with a competitive advantage allowing enterprises to enter a competitive market and occupy their positions in the world market of goods and services. The choice of strategies for a particular enterprise in the field of foreign economic activity is a long-term process that involves the choice of strategies from possible behaviors and coordination of actions of all structural units. Unfortunately, the loss of agricultural enterprises is one of the negative factors preventing them from performing management tasks related to the implementation of the chosen competitive strategy. In this case, the company may not focus on any strategy at all, and will not solve operational problems related to the economic efficiency of economic activity. In general, the essence of strategic management of enterprises engaged in foreign economic activity is to form a concept of benefits and prospects that can bring the international market and its actions. When implementing the company's strategic management in the international market, it is inevitable to avoid assessing short-term, medium-term and long-term risks and prospects. The competitiveness of agricultural enterprises should be based on the following aspects: improving the quality of enterprise management, development and compliance with standards of strategic competitiveness of agriculture and food; formulation of proposals for the formation of various strategies for enterprises; improvement of innovative organizations, introduction of information technology, and the presence of merchants in the commodity market provides information support; improves the organizational and technical level of support for agriculture; develops logistics and marketing systems.

scholarly journals Strategic priorities for managing spatial inequalities in the socio-economic development of the Russian regions

Upravlenets ◽  
2021 ◽  
Vol 11 (6) ◽  
pp. 29-43
Author(s):  
Ivan Antipin ◽  
Natalya Vlasova ◽  
Olga Ivanova
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Location Theory ◽  
Integrated Approach ◽  
Russian Regions ◽  
Development Indicators ◽  
Spatial Inequalities ◽  
Its Regions ◽  
Socio Economic Development

With the growing need to ensure the security and sustainability of the national economy’s long-term development under unstable macroeconomic conditions, it is of special relevance to comprehend the inequalities being formed in the socioeconomic space of Russia and its regions. The paper aims to explore the trajectories of the socio-economic space’s inequality at the macro- and meso-levels in the Russian Federation, as well as to determine the strategic priorities for managing interregional differentiation. The study presents an integrated approach based on the primacy of the interconnection and interdependence typical of spatial imbalances. The approach implies the assessment of the dynamics of three groups of indicators that characterize the differences in economic and social development of the Russian regions. Scientific ideas about regional and spatial economics, as well as location theory and strategic management constitute the methodological framework of the research. In the study, dialectical, cause-effect and statistical methods are used. We prove that economic and social spaces in Russia often have opposite development priorities, which hampers the effectiveness of government policy. This requires adjusting the strategic management of spatial imbalances aimed at increasing the efficiency of public administration mechanisms and methods, and improving the consistency of development indicators of the country and its regions with long-term socio-economic goals. Having assessed the problems of regulation of the socio-economic development inequalities and performed a discourse analysis of relevant documents, the article develops the key thrusts for improving the system of strategic planning in Russia. The findings add to the development of a scientifically based approach to implementing strategic management of spatial inequalities in the socio-economic development of Russia and its regions.

scholarly journals Social Media Marketing as a Branding Strategy in Extraordinary Times: Lessons from the COVID-19 Pandemic

2021 ◽  
Vol 13 (18) ◽  
pp. 10310
Author(s):  
Sanne Ichelle Dubbelink ◽  
Carolina Herrando Soria ◽  
Efthymios Constantinides
Keyword(s):  
Social Media ◽  
Marketing Strategy ◽  
Conceptual Framework ◽  
Brand Equity ◽  
Research Question ◽  
Relevant Information ◽  
Social Media Marketing ◽  
Long Term Effects ◽  
Marketing Activities

This review expands our insight into the ways the required adaptation to digital channels caused by COVID-19 has affected the creation of brand equity through social media marketing. Based on a systematic literature review, we propose a conceptual framework that answers the following research question: How can businesses, amidst and after the COVID-19 pandemic, adapt their social media marketing strategy to create positive brand equity? The conceptual framework describes four components as the basis for a potential social media marketing strategy. First, (1) businesses need to develop a clear perspective on their current social media marketing activities, and (2) evaluate current branding elements. Based on this, (3) the timeline of marketing activities must be postponed or adapted to the needs of consumers. Lastly, (4) businesses must adapt their messaging to show empathy and deliver relevant information. Within this process, governmental parties, financial institutions, influencers, and consumers are identified as stakeholders who influence and assist businesses in optimizing their social media marketing strategy. These findings are relevant for academics and businesses to further understand the long-term effects of COVID-19 on social media marketing. Additionally, they highlight that the roles of online channels and the consumer are expanding in the future.

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