Mobile marketing tools in the market of restaurant food delivery services in Ukraine

2021 ◽  
Vol 9 (1) ◽  
Author(s):  
Sergiy Spivakovskyy ◽  
Tetiana Spivakovska ◽  
Katerina Bazherina
Keyword(s):  
Business Processes ◽  
Food Delivery ◽  
Mobile Marketing ◽  
Kano Model ◽  
Marketing Resources ◽  
Delivery Services ◽  
Purchase Process ◽  
Customer Attitudes ◽  
Practical Recommendations

This study explores the usage of mobile marketing tools in the market of restaurant food delivery services. While new mobile tools become available, the enterprises need to rationally select and use those tools. In the study, the market of restaurant food delivery in Ukraine has been analyzed, and the enterprises operating in the market have been classified based on their business processes. It was discovered that the usage of mobile marketing differs for aggregators and food producers, depending on their business processes and marketing goals. For each group of enterprises operating in the market, classification of mobile marketing tools has been done, and approaches for selecting mobile marketing tools by the stages of a purchase decision process have been proposed, based on marketing objectives at every stage of the purchase process. Online customer survey has been conducted, and the Kano model has been applied to estimate customers’ satisfaction and their attitude toward mobile marketing tools. Based on the research results, the practical recommendations for selecting the most suitable mobile marketing tools have been developed, and these recommendations take into account the interests of both sides: customers and companies implementing marketing tools. It was found out that the main selection criteria include enterprise internal business processes, marketing objectives, and customer attitudes. The recommendations developed in this study, provide businesses with the approaches necessary to rationally allocate their marketing resources.

TYPOLOGY OF SOCIAL ENTERPRISES AND SYSTEMATIZATION OF THEIR CLASSIFICATION FEATURES AS A COMPONENT OF THE FORMATION OF PUBLIC POLICY ON THE DEVELOPMENT OF SOCIAL ENTREPRENEURSHIP

2021 ◽  
Author(s):  
Kulinich O.V. ◽  
Orel Yu. ◽  
Bykovets K.Yu.
Keyword(s):  
Public Policy ◽  
Social Entrepreneurship ◽  
Business Processes ◽  
Social Enterprises ◽  
Entrepreneurial Activity ◽  
Social Programs ◽  
Legal Form ◽  
New Approach ◽  
Innovative Potential

The article examines the approaches to the classification of social enterprises by different classification features, such as: objectives and direction of using profit, priority sources of funding, the degree of integration of social programs and business processes, the degree of financial capacity, ways to create social enterprises, specifics of entrepreneurial activity organization, organizational and legal form, areas of activity, size, location, etc. A new approach to classification according to the criterion of innovative potential of enterprises is proposed.

RELATIONSHIP OF ACCOUNTING AND STATISTICAL ACCOUNTING OF LOGISTIC COSTS IN THE INTEGRATED BUSINESS STRUCTURE

2021 ◽  
Vol 16 (3) ◽  
pp. 106-111
Author(s):  
Olga Gizatullina
Keyword(s):  
Supply Chains ◽  
Business Processes ◽  
Management Accounting ◽  
Added Value ◽  
Economic Activities ◽  
Legal Form ◽  
Economic Entity ◽  
Accounting Management ◽  
Supply Costs

For economic entities, business partnerships are not based on individual competition or improving individual business processes, but on improving supply chains. When making management decisions, the question arises about the performance indicators of business processes both at the level of an economic entity and at the macro level. When assessing the effectiveness of supply chains, it is necessary to assess the costs arising in the course of financial and economic activities. The logistics component has a large share in the supply costs. A full accounting of logistics costs allows you to obtain reliable information for the analysis and development of measures to reduce them, which increases the efficiency of the entire economic activity of an economic entity. The article proposes a classification of logistics costs according to the degree of added value creation and dependence on the volume of production, including the allocation of transaction costs, which make up a significant share in the overall structure of logistics costs. The classification of logistics costs should be transformed depending on the organizational and legal form of the organization and the field of activity. The system of accounting for the logistics costs of economic entities should highlight them when implementing all logistics functions; study information about the most significant logistics costs and the nature of their occurrence; study the interdependencies of logistics costs throughout the entire supply chain. The developed system allows keeping separate accounting of logistics costs on a separate account, which makes it possible to control them. In modern conditions, organizations are faced with the need to integrate various types of accounting, including accounting, management and statistical. The algorithm for the implementation of this task includes four stages: development of a methodology for the integration of accounting, management and statistical accounting; formation of management accounting policies; development of data transformation regulations; selection of software for the automation of statistical, accounting and management accounting

scholarly journals E-Hailing Services: Antitrust Implications of Uber and Grab`s Merger in Southeast Asia

2020 ◽  
Vol 28 ((S1)) ◽  
pp. 373-394
Author(s):  
Nasarudin Abdul Rahman ◽  
Mushera Ambaras Khan ◽  
Ida Madieha Abdul Ghani Azmi ◽  
Mohd Radhuan Arif Zakaria
Keyword(s):  
Southeast Asia ◽  
Food Delivery ◽  
Merger Control ◽  
Comparative Approach ◽  
Competition Authority ◽  
Secondary Sources ◽  
Ex Post ◽  
Delivery Services ◽  
Competitive Behaviour ◽  
Cost Efficient

Uber-Grab’s merger had attracted antitrust scrutiny by competition authorities in Southeast-Asia. The merger between the two had created a large giant company that provides various services through a platform such as ridesharing and food delivery services. According to the deal, Grab will take over Uber’s assets (ridesharing and food delivery service), and in return, Uber will take a 27.5 percent stake in Grab. Although Grab claimed that the merger would create a cost-efficient platform in Southeast Asia and put it in a better position to serve consumers, there was a genuine concern that the merger will reduce competition in the market and provide incentives to Grab to engage in anti-competitive behaviour such as increasing the price of its services. This article aims to analyse how different countries in Southeast Asia responded to the Uber-Grab’s merger and measures taken to address competitive concerns ex-ante and ex-post-merger. Unlike other competition jurisdictions in Southeast-Asia, the Malaysia Competition Act 2010 contains no merger control provision, which empowers the Malaysian competition authority to block any merger that has the effect of substantially lessening competition. The studies on how other countries evaluated the Uber-Grab merger could assist Malaysia’s competition authority to regulate the future behaviour of the big digital platform in the Malaysian market. This article was written based on research that relies on both primary and secondary sources. Primary sources include statutory provisions on competition, decision, proposed decision, interim measures, and others. while secondary sources include journal articles, news, internet resources, and others. The article also adopts a comparative approach in order to analyse the approaches and measures taken by the various merger control regimes in Southeast Asia in dealing with the Uber-Grab’s merger.

scholarly journals Classification of entrepreneurial risks in order to define business-processes of the business owner

E-Management ◽  
2019 ◽  
Vol 2 (1) ◽  
pp. 26-32
Author(s):  
A. S. Kuksov ◽  
K. L. Neopulo
Keyword(s):  
Business Processes ◽  
Business Management ◽  
Business Owners ◽  
Theory And Practice ◽  
Business Owner ◽  
Strategic Development ◽  
Definition Of ◽  
Ownership Control

Owned business management inevitably implies the availability of tools for its implementation. The set of tools for such management is effective, when it can be integrated into the overall system of business processes. The problem lies in the selection of those managerial business processes, where the participation of the owner is necessary. Justification of the definition of such business processes is possible on the basis of systematization and identification of the risks, that must be assumed by the business owner. In theory and practice of management, the focus is on the management of the organization, which is implemented by hired specialists-managers. The role of business owners is rarely seen as an independent activity. Meanwhile, the goals and the role of business owners are far from adequate to the goals and roles of managers. This circumstance makes the problem of ownership business management urgent. Currently, the terms “owner contro”l and “ownership management” are used in literary sources. These terms do not coincide in their meaning. Ownership management includes ownership control and occurs when the owner solves the problems of strategic development. If strategic development goals are not set for any reason, the owner remains to develop a system of ownership control over the current state of the business. Ownership business management should be built on the development and control of the organization's business processes. The owner can not physically control all business processes, and this is not necessary. There is a need to highlight those business processes, that he must control necessarily. In our opinion, the solution of this problem can be built on the basis of an appropriate classification of entrepreneurial risks. 

scholarly journals WORLD EXPERIENCE OF BUSINESS PROCESSES ORGANIZATION BUILD-INVESTMENT PROJECTS NEW FORMS AND MANAGEMENT IN THE FIELD OF UKRAINE COMPLEX OBJECTS DEVELOPMENT

2018 ◽  
Vol 1 (50) ◽  
pp. 238-245
Author(s):  
O. V. Redkin ◽  
R. I. Pahomov ◽  
O. E. Zyma
Keyword(s):  
Business Processes ◽  
Oil And Gas ◽  
Real Economy ◽  
Business Systems ◽  
Complex Objects ◽  
The Real ◽  
Investment Projects ◽  
Organization And Management ◽  
Scientific Principles ◽  
Practical Recommendations

The scientific principles and practical recommendations on the organization and management of business processes and construction investment projects in the real sector of the Ukrainian economy are developed. These issues are considered on an example of the development of objects and processes in the oil and gas complex. The basis of its improvement is proposed to apply new forms and best international experience to ensure the modern progress and competitiveness of complex industrial and business systems. It is determined that the practical recommendations given in the article can be successfully applied in industry and other sectors of the real economy sector of Ukraine. Their use should ensure the acceleration of modern progress and the growth of the competitiveness of the domestic economy.

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