scholarly journals Algorithm for developing and implementing enterprise strategy

2021 ◽  
Vol 2 (99) ◽  
pp. 302-309
Author(s):  
N. O. Blenda ◽  
◽  
I. I. Cherneha
Keyword(s):  
Development Strategy ◽  
Internal State ◽  
Continuous Process ◽  
External Environment ◽  
Business Environment ◽  
Strategy Development ◽  
Enterprise Strategy ◽  
Strategic Development ◽  
Strategic Goals ◽  
Projected Changes

The article examines the theoretical and methodological foundations and existing approaches to the process of developing an enterprise development strategy. It is established that the procedure of development and implementation of development strategy is a debatable issue among scientists, who determine different methodological approaches to the main stages of strategy development and implementation, components of this process, the relationship and interdependence between them. Based on the research, we propose to identify three stages of the strategy development process, combining 8 phases. The first stage - preparatory or analytical, includes a step-by-step comprehensive strategic analysis of the external and internal environment. The second stage defines the process of strategy development, which includes 4 phases: formulation of the mission; substantiation of strategic goals and determination of strategic gap; development of alternative strategies taking into account the limitations and possible risks, identification of promising and priority areas of development; choice of development strategy. The third stage - the realization of the strategy combines the stages of implementation of the strategy, its evaluation, and adjustment in accordance with unforeseen changes in the external environment. The defined stages of strategy development characterize the current state of the object, the forecasted goals of its development, and actions to achieve them. An important stage in developing a strategy is analytical. It determines the internal state of the system and its necessary changes, in accordance with the projected changes in the external environment, to achieve certain strategic goals. In general, the strategic development of the enterprise is a continuous process of formation and implementation of management decisions aimed at ensuring the strategic dynamism and effective operation in conditions of increased complexity and unpredictability of the business environment.

Investigating the Impact of Research and Development Strategy on Firm Performance

2011 ◽  
Vol 495 ◽  
pp. 306-309 ◽  
Author(s):  
Panagiotis Trivellas
Keyword(s):  
Firm Performance ◽  
Research And Development ◽  
Competitive Advantage ◽  
Development Strategy ◽  
Dominant Role ◽  
External Environment ◽  
Business Environment ◽  
Organizational Size ◽  
Market Shares ◽  
The Impact

This paper examines the influence of Research and Development (R&D) strategy on firm performance controlling for external environment. In this turbulent era, several firms build their competitive advantage on their innovation competence investing on R&D. Drawing upon a sample of 248 firms located in Greece, a structured questionnaire was developed to measure R&D strategy, external environment (dynamism, complexity, munificence, technological) and firm performance (financial, market, innovation, growth and organizational). The importance of R&D strategy in explaining the variance of all performance dimensions is confirmed with innovation performance playing a dominant role. Results indicate that R&D strategy is the most crucial antecedent of firm performance, controlling for business environment. Among environmental dimensions, only dynamism exerts statistical significant relationships. Regarding organizational size, larger firms possess a competitive advantage in the market, enjoying dominant market shares, while smaller firms exhibit supremacy regarding their innovative behavior.

scholarly journals Diversification of entrepreneurship as a tool of increasing entrepreneurship profit

2019 ◽  
pp. 17-20
Author(s):  
Anatolii PRYLUTSKYI ◽  
Vasyl HERASYMCHUK
Keyword(s):  
Strategic Management ◽  
Development Strategy ◽  
Entrepreneurial Activity ◽  
Enterprise Strategy ◽  
Strategic Development ◽  
Advantages And Disadvantages ◽  
Key Points ◽  
Rapid Changes ◽  
The Right ◽  
Further Development

The article deals with the influence of diversification of entrepreneurial activity on the profitability policies of the enterprise. The definitions of the concepts of "diversification" and "profitability of the enterprise" are analyzed. The factors that influence the formation of profitability of the enterprise are determined. The necessity of introduction of diversification of activity of the enterprise for the purpose of strategically oriented, profit management in the enterprise is proved. The stages of formation of the system of strategic diversification of activity of the enterprise are revealed. It is noted that a systematic approach to the formation of a competitive enterprise strategy involves the use of diversification as a tool in the process of increasing the profitability of the enterprise. The basic elements of enterprise profit management are investigated. It is established that business diversification reflects a multifunctional system of interrelated elements that form a single whole - the strategy of enterprise development. It is proved that the structure of the strategic development system is formed by the elements, the implementation of which ensures the competitiveness of the enterprise. The basic definitions of diversification of activity of the enterprise and its classification are given. It is substantiated that the system of strategic management of an enterprise is the basis of its potential, which influences competitiveness and determines directions of further development. The stages of realization of strategic management of profitability of the enterprise by diversification of its activity are offered. In the conditions of rapid changes in the world economy, processes of globalization, accelerating the implementation of scientific and technological progress in the practical activity of enterprises, intensification of competition in the market, the enterprise must plan and ensure its development for a certain perspective. In summarizing the results of this work, certain key points need to be highlighted. Finding the main advantages and disadvantages in implementing the diversification process of the company are important when choosing the right development strategy.

Fundamentals of Talent Management

2017 ◽  
pp. 260-282 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Development ◽  
Global Economy ◽  
Continuous Process ◽  
Talent Management ◽  
Business Environment ◽  
Business Leaders ◽  
Emerging Trends ◽  
Related Development ◽  
Strategic Goals ◽  
Hr Managers

This chapter explains the overview of talent management (TM); the characteristics of global talent management (GTM); TM and human capital; TM and career development; the emerging trends of TM in the modern workforce; and the significance of TM in the digital age. TM is a continuous process that involves sourcing, hiring, developing, retaining, and promoting talented employees while simultaneously meeting organization's requirements. TM involves individual and organizational development in response to a rapidly changing business environment. The best TM plans should be effectively aligned with organization's strategic goals and business needs. Business leaders who implement the best TM processes are more prepared than their competitors to compete in the global economy and quickly capitalize on new opportunities. Executives and HR managers need to support the TM-related development of their talented employees to make necessary progress in the modern workforce.

scholarly journals Analisis Strategi Pengembangan Usaha Golden Berry atau Ciplukan di Waida Farm

Jurnal RASI ◽  
2021 ◽  
Vol 1 (2) ◽  
pp. 119-132
Author(s):  
Ghita Dwi Saputri ◽  
Tri Hanifawati
Keyword(s):  
Development Strategy ◽  
Competitive Strategy ◽  
External Environment ◽  
Business Environment ◽  
Matrix Analysis ◽  
Structured Interviews ◽  
Strategy Formulation ◽  
Physalis Peruviana ◽  
Managerial Implications ◽  
Processed Products

Waida Farm is an agribusiness pioneer company that cultivates golden berries or ciplukan (Physalis peruviana) and successfully develops various processed products. To increase Waida Farm competitiveness in the future, the formulation of the business development strategy based on its internal and external environment is necessary. This study aims to provide an alternative of competitive strategy formulation with a deeper understanding of its internal and external environment. Data collected through semi-structured interviews and observations in the business environment. Data analyzed using descriptive method refers to significant findings from interviews and observation results. The formulation of alternative strategies conducted using IFE-EFE Matrix, IE Matrix, and SWOT Matrix analysis. The results show that the best alternative competitive strategy for Waida Farm is an intensive strategy through integrated market penetration and product development strategies. This finding provides several managerial implications for the companies described in the discussion.

scholarly journals Strategy for the development of agricultural enterprises

2021 ◽  
Vol 285 ◽  
pp. 01018
Author(s):  
Ekaterina Alpatova ◽  
Irina Zenkina ◽  
Oksana Fedosova ◽  
Olesya Lykova ◽  
Tatyana Krivetskaya
Keyword(s):  
Development Strategy ◽  
Customer Orientation ◽  
Traditional Approach ◽  
External Environment ◽  
Internal Environment ◽  
Strategic Development ◽  
Agricultural Enterprises ◽  
Potential Consumer ◽  
The Development Strategy ◽  
Internal Potential

The article is a development of a variation of the methodology for developing a strategy for the development of an enterprise in the field of agribusiness. The strategic development line for an agribusiness enterprise is based on a detailed analysis of the external environment and a comparison of the strengths and weaknesses of the potential of the internal environment, but the emphasis in the development strategy, unified for all agribusiness enterprises in Russia, should be uniform, as the results of this work show. Many agribusiness enterprises are not able to use a development strategy, due to the fact that they have a weak internal potential that does not allow them to realize the opportunities provided to them by a favorable external environment. An agribusiness that is in a different position, in order to use all the benefits available to enterprises that use the traditional approach in forming a development strategy, must first use a comprehensive analysis. Agromarketing is singled out as the main direction aimed at strengthening and developing the internal environment of the agribusiness organization. Agromarketing, based on the principles of customer orientation, realizing all the needs and requirements of a potential consumer of agricultural products.

scholarly journals On the strategic development of the mining regions of Russia

2021 ◽  
Vol 315 ◽  
pp. 04013
Author(s):  
Natalia Egorova ◽  
Valery Tumin ◽  
Petr Kostromin
Keyword(s):  
Development Strategy ◽  
Development Process ◽  
Swot Analysis ◽  
Synergetic Effect ◽  
Strategy Development ◽  
Strategic Development ◽  
New Approach ◽  
Mining Region ◽  
National Economic ◽  
Mining Regions

The regions’ development specializing in the minerals extraction has certain features, primarily due to the region's economy mono-dependence on its structure diversifying possibility. In modern conditions, the study of the problem of an innovative approach to the strategic development of mining regions in Russia becomes obvious and logical. The article examines the issues of a conceptually new approach to the elaboration of the strategy for the mining region development as the main prerequisites for increasing its socio-economic condition efficiency. The use of marketing technologies in the region development strategy, as well as clustering based on the territorial production placement forms, taking into account the placement principles, the region subjects integration both inside and outside the national economic network, contributes to accelerating the solution of the tasks faced by all participants in the regional development process. A coal mining region SWOT-analysis was carried out. The main result of the work is the assessment of the synergetic effect value that manifests itself in the provision of resources combining the region’s spheres and industries. The results of the study can be recommended for use in the strategy development for the "monoregions" sustainable development.

scholarly journals SUBSTANTIATION OF THE STRATEGY OF INCREASING THE PROFITABILITY OF THE ENTERPRISE IN THE VUCA-WORLD

2021 ◽  
Author(s):  
T.V. Hrynko ◽  
M.V. Vyshnevetska
Keyword(s):  
Business Environment ◽  
Strategy Development ◽  
Modern World ◽  
Enterprise Strategy ◽  
Strategy Formation ◽  
New Approach ◽  
Basic Model ◽  
The World ◽  
Traditional Approaches ◽  
Road Mapping

The purpose of the article is to substantiate the need to develop a new approach to the formation of enterprise strategy, which should take into account the characteristics of the modern world: variability, uncertainty, complexity and ambiguity, ie VUCA-conditions and propose the use of a new step-by-step approach. The relevance of this study is that the business environment is constantly changing and VUCA-world requires a rapid response and adaptability of the company's strategy to new conditions and global change. But most companies cannot quickly change their focus on business because they still follow traditional approaches to formulating and implementing strategy in the enterprise. The article is devoted to substantiation of the approach to formation of strategy of increase of profitability of activity of the enterprise in the conditions of VUCA-world. The article considers the phenomenon of "VUCA", highlights and describes the characteristics of the VUCA-world, which replaced the SPOD-world. This study presents and analyzes traditional approaches to strategy formation in the enterprise, reveals the shortcomings of traditional approaches to strategy formation and implementation in the world of VUCA. Particular attention is paid to justifying the need to use and develop a new approach to the formation and implementation of strategies to increase the profitability of the enterprise in the world of VUCA. The main content of the study is to propose the use of a new approach to the formation of an effective enterprise strategy in the world of VUCA. A basic model of enterprise strategy development was built. The article is devoted to the study and analysis of the main stages of strategy development and building a model of a step-by-step approach to strategy development in the world of VUCA. Attention is also paid to the proposed strategic directions and the latest tools for developing a strategy to increase the profitability of the enterprise in the world of VUCA, such as forecasting, road mapping and dynamic planning, which will help determine future event horizons and formation, competitive advantage strategy.

scholarly journals BASICS OF ENTERPRISE STRATEGY DEVELOPMENT ON THE EXAMPLE PJSC "HEMOPLAST"

2020 ◽  
Vol 3 (49) ◽  
pp. 35-41
Author(s):  
Oksana Prodius ◽  
◽  
Anna Arkushenko ◽  
Oleg Krivorotenko ◽  
◽  
...  
Keyword(s):  
Development Strategy ◽  
Economic Conditions ◽  
Strategy Development ◽  
Enterprise Strategy ◽  
Enterprise Development ◽  
Strategy Formation ◽  
Modern Economic ◽  
Conceptual Foundations ◽  
Corporate Business

The article investigates and systematizes the concepts of an enterprise development strategy. The conceptual foundations of the enterprise development strategy formation are considered. The main stages of strategy development in accordance with the characteristics of the corporate, business and functional levels of management are separated and analyzed. The general characteristics of the eleboration and classification of the enterprise development strategies in modern economic conditions are determined. The main elements and components of the enterprise economic development in the context of strategic management are considered.

PROBLEMATIC ISSUES OF MUTUAL AGREEMENT OF HR POLICY AND ENTERPRISE DEVELOPMENT STRATEGY

2017 ◽  
Author(s):  
Yevheniia Kobrusieva ◽  
◽  
Roman Ivanov ◽  
Keyword(s):  
Development Strategy ◽  
Professional Ethics ◽  
Practical Aspect ◽  
Enterprise Strategy ◽  
Enterprise Development ◽  
Current Position ◽  
Strategic Development ◽  
Personnel Policy ◽  
Mutual Agreement

The article defines the concept and features of the personnel policy of enterprises. The definitions of personnel policy provided by various authors are analyzed and on their basis the most universal in terms of the strategic development of the enterprise is formed. The role of personnel policy in the formation of a development strategy has also been studied. The analysis of the peculiarities of interconnection of personnel policy and enterprise strategy is carried out. As a practical aspect, a study of the personnel policy of the tourist company "Tays" was carried out. The role of professional ethics in the development of an enterprise is highlighted, the code of business ethics at a tourism enterprise is evaluated. The current position of personnel policy is revealed, shortcomings are highlighted and directions of improvement are proposed.

FORMULATING BUSINESS STRATEGIES FROM A STAKEHOLDER'S PERSPECTIVE: KOREAN HEALTHCARE IT BUSINESS CASES

2005 ◽  
Vol 04 (04) ◽  
pp. 541-566 ◽  
Author(s):  
GEUNCHAN LIM ◽  
HEESEOK LEE ◽  
TAEHUN KIM
Keyword(s):  
Development Strategy ◽  
Social Performance ◽  
Business Environment ◽  
Business Strategies ◽  
Strategy Development ◽  
Strategy Formulation ◽  
Strategy Evaluation ◽  
Healthcare It ◽  
Analysis Strategy ◽  
Business Cases

The management of competing stakeholders has emerged as an important topic for formulating business strategies. This is especially the case in the complicated business environment like the healthcare IT (Information Technology) industries. This paper proposes a methodology to formulate business strategies based on stakeholders' demands. Our methodology begins with the understanding of stakeholders' demands. This understanding is particularly useful for businesses with conflicting stakeholders. Our methodology consists of four phases: current business analysis, strategy development, strategy evaluation, and strategy implementation. Power, legitimacy, urgency, interdependence, cooperation, and conflict are used as stakeholders related variables. Strategic alternatives are derived on the basis of stakeholders' demands. Resolution, replacement, integration, reaggregation, and balance guidelines are employed for this derivation. Strategic alternatives are then evaluated according to a business social performance index. In order to demonstrate the practical usefulness of our methodology, three business cases for the Korean healthcare IT industry are illustrated. The case results imply that our methodology is useful for strategy formulation, especially in the case of competing business stakeholders.

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