scholarly journals Brand Management: Defining the Essence and Place in the System of Related Categories

2021 ◽  
Vol 7 (522) ◽  
pp. 242-247
Author(s):  
V. O. Pidhurska ◽  
Keyword(s):  
Strategic Management ◽  
Development Strategy ◽  
Corporate Culture ◽  
Management System ◽  
Brand Management ◽  
Theoretical Base ◽  
Brand Positioning ◽  
Logical Scheme ◽  
Effective Implementation ◽  
Brand Development

This article is aimed at analyzing and systematizing the existing approaches to determining the essence of brand management, as well as its place in the system of related categories of marketing. At that, within the terms of the set goal, the task is to reduce the «conceptual» load on the theoretical base in the marketing sphere by analyzing and structuring current categories, and not creating new ones. During the research, two tangent categories with brand management – «management of brand» and «branding» – were distinguished and their relationship with brand management was determined. Analyzing the theoretical positions of leading specialists in the sphere of marketing, opinions of foreign and domestic scientists, the presence of identifiable concepts of «brand of management» and «management of brand» was specified, which is not true. Management of brand is a component of brand management, which consists in systematic activity using existing and searching for new resources and brand positioning tools. A concise and logical scheme is proposed that reveals the essence of brand management and the main stages of its implementation in the context of this issue. The scheme also reveals the place of branding in the brand management system, namely: at the stages of brand creation and its development /modification. It is determined that brand management directly correlates with the strategy of the enterprise and affects its implementation. The brand development strategy should correspond to the philosophy of the enterprise, its mission and organizational and corporate culture. It is emphasized that brand management is one of the main directions in the strategic management of the enterprise, as it allows to capitalize the value of branded assets and increase its competitiveness. Prospects for further research in this direction are to study the features of modern brand management and tools for its effective implementation.

MODELS OF TEAM MANAGEMENT IN IT PROJECTS

2018 ◽  
Vol 19 (4) ◽  
pp. 127-136
Author(s):  
Mykolay Chubenko ◽  
Dmytro Bedrii
Keyword(s):  
Strategic Management ◽  
Corporate Culture ◽  
Management System ◽  
Project Managers ◽  
Team Management ◽  
Team Members ◽  
It Project ◽  
Economic Interaction ◽  
Management Project ◽  
Key Aspects

Currently, the project approach has become a major element of the management system in most IT companies. The efficiency of its application is confirmed by the fact that it provides effective tools for solving complex management tasks, and allows forming informal norms of the team management in the IT project for creating a unique corporate culture of the whole organization as the foundation of the entire management system as well. The paper analyzes the management of three key aspects of the team management in the IT project, including: creative potential management, project value management and strategic management of the team. According to the results of the research, it is revealed that IT project managers need to predict the results of economic interaction of their team members from the standpoint of sufficiency, significance and attractiveness in the strategic perspective and constantly develop and improve directions for increasing the effectiveness and efficiency of the motivational mechanism for strategic management of the development of the IT project team.

scholarly journals Ranking of it and telecommunications employers by signs of brand recognition

2020 ◽  
pp. 13-19
Author(s):  
М. Sitnicki ◽  
А. Kozhuhivska
Keyword(s):  
Labour Market ◽  
Development Strategy ◽  
Business Strategy ◽  
Structural Changes ◽  
Brand Management ◽  
Enterprise Management ◽  
Brand Strategy ◽  
Job Seekers ◽  
Brand Development ◽  
Employer Brand

The article presents the results of a national survey. The employers in the field of IT and telecommunications were ranked according to the recognizability of the brands. Emphasis is placed on the fact that for Ukrainian enterprises the employer brand is a relatively new tool for building the company’s attractiveness in the labour market, so there is a need to study the job-seekers market and analyze employers approaches to developing employer brand strategy as an important component of enterprise management strategy. We analyzed the dynamics of quantitative and structural changes in the process of brand development of the employer of TOP companies in the field of IT and telecommunications. As well we identified the reasons for these changes. We proved that these reasons are formed both under the influence of economic and demographic factors, and geopolitical changes, which currently have a high degree of uncertainty in Ukraine. We proposed the key indicators for assessing the brand awareness of the employer, which include: awareness of candidates about the company as an employer; the presence of companies in social media platforms; providing opportunities for young people to get their first job; attendance at career events and working conditions. We identified the key components of the employer brand development strategy that influenced the change of these indicators. We substantiated conclusions on the need to improve the methods and tools of formation and implementation of the employer’s brand development strategy. The study showed that today the development of employer brand management has reached such a level of importance that it becomes an integral part of the business strategy of successful companies. The presented data show the state and trends of the IT and telecommunications market in Ukraine. Respondents’ preferences outline the paradigm of consumer thinking that identifies the company as an employer in the market. Such studies should be systemic and conducted at least once a year. Such a perspective would allow us to quickly diagnose changes in consumer sentiment and the threat of new competitors in the labour market. Ukrainian companies are invited to constantly work on improving these indicators as part of the employer’s brand strategy, which affects the attractiveness, preservation, and improvement of the company’s image.

scholarly journals BRAND MANAGEMENT AS A FACTOR OF INCREASING THE COMPETITIVENESS OF THE CONFECTIONERY ENTERPRISES

2019 ◽  
pp. 4-15
Author(s):  
T.M. Lytvynenko ◽  
O.S. Danylchenko
Keyword(s):  
Employee Engagement ◽  
Consumer Goods ◽  
Management System ◽  
Brand Management ◽  
Team Building ◽  
Corporate Image ◽  
Brand Development ◽  
Western Market ◽  
Limited Edition ◽  
Marketing Team

Problem’s setting. Many experts are increasingly inclined to conclude that the main factor for the success of most enterprises is the commitment and loyalty of consumers. A higher degree of consumer loyalty is an almost fanatical appreciation of the brand. Any product while entering the market creates some impression - positive or negative. These associations and consumer perception of the product are called the brand. This is some impression of a product in the minds of consumers or a label that is thoughtfully attached to the product. However, branding is not always a sure guarantee of success for the company . Analysis of recent studies. The issues of brand formation were explored by authors such as D. Aaker, T. Ambler, B. Bruns, J. Burnett, A. Bontour, F. Kotler, E. Rice, J. Rossiter, V. Domnin, K. Bazherin, L. Buk , O. Zozuliov, V. Pustotin, E. Romat and others. Researchers expose the essence of a brand, offer methodological approaches to its formation, analyse the essence of branding and brand management. Objective of the research is to analyse the modern scientific understanding of the brand management system as a factor of increasing the competitiveness of enterprises, to consider the process of forming and using brand management system by the enterprises of the confectionery industry, as well as to diagnose the socio-economic efficiency of brand management of one of the most successful companies in Ukraine and to develop a strategy for its improvement. The main part. A brand management system is a complex of interconnected elements: goals, principles, functions, methods, organizational structure that embodies the management relationships that together allow to fulfil the main mission of the enterprise - meeting the needs of consumers. It is worth noting that the brand management model has a strategic orientation, which includes a block of goal-setting, analytical block and formation of strategic alternatives of brand development, which is a crucial part for today's changing conditions of the environment . Therefore, the main stages of the process of brand formation and using are comprehensive market research, brand creation, alignment of the brand concept with other components of the marketing complex, the formation of a marketing communications system, implementation of branding proposals, evaluation of brand efficiency, rebranding. Market analysis of consumer goods in Ukraine over the past 5 years has shown a significant decline in production and consumption of virtually all categories of consumer goods. Cheap products are the exception: instead of chocolate, consumers buy cookies and gingerbread, instead of wine from Italy and Chile - domestic wine. In addition, the Ukrainian confectionery sector is one of the most highly competitive areas in our country. It is quite multi-vector, as it develops differently in each segment. Consider the structure of the Ukrainian confectionery market by manufacturers. The biggest players during 2016-2019 are Roshen Confectionery Corporation, Malbi Foods LLC, Ferrero SpA, Mars, Inc., Nestlé S.A. and Mondelēz International, Inc. They occupy 19.3%, 8.3%, 8.0%, 7.6%, 7.0% and 6.2% respectively. In addition, the share of Private Label goods sales has increased significantly - up to 13% as of 2018. Confectionery is an area that needs creativity and ingenuity. The Western market requires simple and bright packaging, which stands out on the shelves and is as interesting to the audience as possible. Often, manufacturers add a game element that attracts not only the infant audience but also adult consumers. High value of the Nestlé brand management system in Ukraine is the high corporate image as well as the image of individual brands. The analysis of the brand management system of Lviv-based Ukrainian confectionery manufacturer Svitoch made it possible to identify the key elements of the strategy for improving the brand management of confectionery enterprises: · event marketing; · team building (carrying out various activities for employees); · professional development of employees; · production of limited edition products with updated design and taste; · issue of seasonal novelties, gifts and holiday sets; · new packaging design; · high availability of goods at the outlets; · placing products only on branded shelves; · using of various positioning methods; · creating a digital strategy and publishing online announcements. In addition, these elements of brand management strategy will help coordinate employee engagement for achieving a common goal. Conclusions. In general, it can be argued that the Ukrainian confectionery sector is one of the most highly competitive areas in our country. Therefore, by adhering to the above strategy of improving the brand management of confectionery enterprises, it is possible to increase the competitiveness of the company. In our opinion, the findings and suggestions will help increase the efficiency of the brand management system at domestic enterprises.

scholarly journals IMPLEMENTATION OF BRAND MANAGEMENT IN ENTERPRISE MANAGEMENT: UKRAINIAN REALITIES

2021 ◽  
Vol 5 (40) ◽  
pp. 546-555
Author(s):  
O. Vdovichena ◽  
A. Vdovichen ◽  
O. Losheniuk ◽  
I. Losheniuk ◽  
V. Chychun
Keyword(s):  
Management System ◽  
Brand Management ◽  
Methodological Approach ◽  
Jel Classification ◽  
Enterprise Management ◽  
Management Activity ◽  
Factors Influencing ◽  
Brand Development ◽  
Marketing Tool ◽  
The Impact

Abstract. The article analyzes the modern definitions of “brand management”. Critical analysis of existing definitions allowed to combine existing interpretations into approaches: brand management as a management system; brand management as a management activity; brand management as a marketing tool; brand management as an element (direction) of management. It is proposed to understand brand management as an element of the management system aimed at the formation, support and development of individual brands (corporate brand) of the enterprise in order to obtain competitive advantages. Reasonable interpretation differs from the existing ones by emphasizing the subordination of brand management to the management system of the enterprise and highlighting the tasks, object and purpose of brand management in modern Ukrainian realities. The views of scientists on the identification of factors influencing the effectiveness of the implementation of brand management in the management of the enterprise are systematized. The outlined factors are analyzed and supplemented. It is proposed to use the economic and mathematical method of Kendall to assess the factors influencing the effectiveness of brand management in the management of the enterprise, which allowed to place the influence of selected factors in importance: the presence of innovation, taking into account the impact of globalization, availability and use of all marketing elements; formed brand, taking into account the prospects of brand development in international markets; the appropriate level of brand identity, activity of brand managers; the presence of a brand manager assigned to each brand, consistency of brand management with marketing subsystems in the enterprise, taking into account territoria; cultural and economic factors at the enterprise. Taking into account the results of the study, a scientific and methodological approach to the effective implementation of brand management in the management of the enterprise taking into account the Ukrainian realities of modern enterprises is proposed and substantiated.  Keywords: brand, brand management, brand management, management system, brand management efficiency. JEL Classification: Formulas: 4; fig .: 1, tabl .: 5, bibl .: 15

scholarly journals CORPORATE CULTURE AS AN ELEMENT OF THE STRATEGIC MANAGEMENT SYSTEM OF A MACHINE-BUILDING ENTERPRISE

2020 ◽  
pp. 32-44
Author(s):  
Mykhailo Vedernikov ◽  
Lesia Volianska-Savchuk ◽  
Oksana Chernushkina ◽  
Maria Zelena ◽  
Natalia Bazaliyska
Keyword(s):  
Strategic Management ◽  
Corporate Culture ◽  
Management System ◽  
Corporate Strategy ◽  
Machine Building ◽  
Engineering Industry ◽  
Scientific Development ◽  
General Importance ◽  
Building Enterprise

The purpose of the article. The article analyzes the corporate culture as one of the tools with which you can effectively manage the personnel of the enterprise. The structure of corporate culture is determined. A number of meaningful characteristics inherent in any corporate culture is considered. The factors of formation of enterprise corporate culture are investigated. The degree of conformity of value characteristics of enterprise corporate culture to the task of development is estimated. For the development of corporate culture of a machine-building enterprise, a system conceptual model is proposed, which takes into account various factors of the internal and external environment.Methodology. The most important problem of any Ukrainian enterprise operating in market conditions is the problem of its survival and ensuring continuous development. An effective solution to this problem is to create and implement competitive advantages that can be largely achieved on the basis of a well-designed and effective enterprise development strategy. In the context of radical socio-economic changes, corporate culture has become a significant factor influencing the effective economic activity and competitiveness of machine-building enterprises.Corporate culture is seen as a means of creating favorable conditions conducive to improving the efficiency of enterprise management and achieving competitiveness in the market of goods and services. The general importance of solving problems, their lack of scientific development, misunderstanding and ignoring the role of corporate strategy, the need to analyze existing methods and their in-depth study, the role of strategy for further development of the enterprise, its profitability indicate the urgency of the problem.Results. For the successful realization of strategic goals of the enterprise, the understanding of the role of corporate culture by the management is becoming more and more important. Every company must form its own system of corporate culture in order, first of all, to achieve the set business goal. This system must consist of certain values and be shared by the leaders of this enterprise. That is why the emerging culture becomes a kind of business card of the enterprise, which can be used to draw conclusions about its carrier. At the enterprise, corporate culture creates a special internal atmosphere that mobilizes people to fulfill higher goals and missions: the quality and intensity of work of each employee increases, production conflicts are minimized. Today, most managers see corporate culture as a powerful strategic tool that orients all departments to achieve common goals.Corporate culture and climate in the organization are the main factors of productive functioning of enterprises, i.e. they form the ideal of integrity, which in practice allows the organization to function most optimally both within a given society and as a special social group. Every company has its own corporate culture, which to some extent corresponds to its mission and goals, and the degree of this compliance determines the efficiency of the enterprise. To assess the existing type of corporate culture, you can use the test to identify the type of corporate culture that prevails in the organizationPractical implications. The model of innovation is based on the orientation of corporate development of mechanical engineering industry to stimulate innovation activities related to the development and implementation of innovations. This requires the formation of an innovative corporate culture that operates on the principle of innovation, or change in this way the existing one. The structure of corporate culture carriers is also undergoing changes in the direction of increasing the share of innovation-oriented staff with a high level of development of personal research culture. The complex model, in contrast to the above, is based on the concept of hierarchy of business cultures, according to which the central place is given to the corporate culture of the enterprise, the development of which is possible on the basis of a comprehensive analysis of external and internal cultural environment.Value/originality. The application of strategic management at enterprises allows to characterize economic, organizational, technical possibilities of production and their maximum use, in due time to coordinate work on business plans of the development of the enterprise. Strategic corporations always have the opportunity to behave consistently and systematically in their business, in particular in a dynamic market environment in general, which increases the likelihood of achieving their goal. Therefore, the introduction of a strategic management system in Ukraine is an objectively necessary process in the field of business management, which increases the readiness of business organizations to respond adequately to unforeseen changes and contributes to a sound, agreed solution to both current and strategic problems.

scholarly journals DETERMINANTS OF THE LEVEL OF DEVELOPMENT OF MANAGEMENT CAPACITY OF ENTERPRISES IN THE DIGITAL ECONOMY

2020 ◽  
Vol 1 (2) ◽  
pp. 90-95
Author(s):  
Roman Humeniuk
Keyword(s):  
Information System ◽  
Strategic Management ◽  
Corporate Culture ◽  
Financial Support ◽  
Management System ◽  
Capacity Development ◽  
Digital Economy ◽  
Investment Projects ◽  
Management Capacity ◽  
The Impact

The article contains the results of research on the main determinants of management capacity (MC) and its financial support. Identifying their features in accordance with the level of development of the digital economy allows us to draw conclusions about the priority areas of personnel development, information and innovation support for management decisions and the development of corporate culture and teamwork. The components of management capacity must meet the strategic objectives of the enterprise. Priorities for the implementation of management innovation and investment projects for the development of management capacity are determined depending on the impact of each component and the overall level of management capacity. Similarly, the need for financial support for each component of the MC is determined. The contradictions in assessing and prioritizing are the interrelationships of the components, as well as the duplication of development functions. Development of management capacity in the conditions of informatization and intellectualization of economy, introduction of innovations at the enterprises is carried out in the environment of corporate culture. Corporate strategic management in the digital economy involves the use of a comprehensive and targeted management system and environmental information support for management activities. Reasonable choice of determinants with the help of human-oriented value approach is presented in theories and practices of using a system of balanced scores, maximizing value for owners, visualization of development maps and more. The law of synergy allows to obtain new qualities of management capacity based on the development of each component and their relationship. This connection is carried out in accordance with the main carrier of management capacity - the manager, who is also a carrier of corporate culture, innovation and an active user of the information system of the enterprise and a team player. Such various roles of the manager and the purpose of development of his or her personal potential as the expert and the person demand the complex approach to formation of components of management capacity of the enterprise. At the heart of the components and as the component with the greatest equal capacity is the management capacity of personnel (MCP) at all levels (from enterprise to individual). In accordance with the MCP, innovative, informational, team, cultural and corporate potentials are considered. Determinants of management capacity development should be based on key determinants of value in accordance with each of the components and stage of the life cycle of the enterprise. This will determine the priority aspects of management capacity development, identify the links between its components, their interaction and the dynamics of determinants of management capacity development in accordance with the determinants of strategic management of the enterprise. It is also important for the digital economy to use the potential of information systems, electronic communications, digital skills of personnel. Determinants of financial support are evaluated as the indicators of innovation and investment projects; introduction of changes in management; improvement of the information system, corporate system of the enterprise, personnel training costs, support of departments in certain areas, personnel management system costs, personnel incentives and motivation in terms of direct costs and efficiency, as well as in terms of saving resources: time, human and material resources. The current system of monitoring, evaluation and forecasting of interrelated financial and non-financial determinants, combined within the framework of human-oriented value management, allows to assess the state of management potential and identify components that need to be developed at first instance.

scholarly journals STAFF DEVELOPMENT STRATEGY IN THE SYSTEM OF STRATEGIC MANAGEMENT

2021 ◽  
Author(s):  
Viktoriia Voronina ◽  
Anna Horopashna ◽  
Danyila Stovbun
Keyword(s):  
Staff Development ◽  
Strategic Management ◽  
Personnel Management ◽  
Development Strategy ◽  
Personnel Selection ◽  
Management System ◽  
Enterprise Management ◽  
Personnel Development ◽  
Personnel Planning ◽  
The Right

The purpose of the article is to research and develop theoretical and practical recommendations for improving the strategy of personnel development in the strategic management system of a modern enterprise. The author's definition of the concept of strategic management is offered. The important components of strategic enterprise management have been studied. It is noted that strategic personnel management gives advantages to organizations. These advantages lie in the rational use of limited resources. Strategic management builds trust in organizations' people and their leaders. Strategic management contributes to the consistent development of management decisions in market conditions. Enterprise development is impossible without personnel development. The leader must understand external and internal factors. This allows you to manage your staff. Strategic personnel management in the strategic management system provides for: personnel selection, assessment of their activities, remuneration and development. An important task of strategic personnel management is to determine the ways of its implementation. Problem solving consists in finding and recruiting the right personnel. It is important to prepare and implement a career plan. It is necessary to train personnel. And evaluate their resources. It is important to create an appropriate system of labor motivation. It is necessary to create an effective system for assessing the intellectual and professional level of workers. It is important to define the required knowledge and competencies. It is necessary to develop a personnel development structure. There are problems with personnel at Ukrainian enterprises. Therefore, it is important to develop staff. The article proposes a methodology for assessing the results of training and personnel development. The stages of the implementation of this technique are considered. The system of strategic management of the enterprise should be linked to the strategy of personnel management. Strategic personnel management includes: goal selection, goal setting, personnel planning, determining how to implement the strategy, evaluation. The success of strategic management depends on an effective HR strategy system.

The development trend of the safety management system (sms) and the quality management system (qms), the formation of a unified corporate governance system in the “compliance management” format in the civil aviation

2020 ◽  
pp. 72-76
Author(s):  
A.A. Hasimov
Keyword(s):  
Quality Management ◽  
Management System ◽  
Safety Management ◽  
Quality Management System ◽  
Development Trend ◽  
Civil Aviation ◽  
Corporate Management ◽  
Governance System ◽  
Safety Management System ◽  
Effective Implementation

The article considers the role of integration processes of the quality management system in the field of civil aviation. The process of effective implementation of IMS in the corporate environment is taken into consideration and substantiated. The analysis of ICAO-9859 Document is carried out and the need for the implementation of an integrated corporate management system in organizations operating in civil aviation is substantiated. The advantages of using integrated systems are substantiated. General and specific principles of the Safety Management System (SMS) and Quality Management System (QMS) are highlighted. The created system for the effective implementation of the IMS is considered using a specific example of applying the requirements of the “Safety Management Manual”.

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