Peculiarities of strategic management of enterprises of forest complex of Ukraine

2019 ◽  
pp. 13-21
Author(s):  
Rostislav Dubas ◽  
Sergii Kamratov
Keyword(s):  
Strategic Management ◽  
Enterprise Management ◽  
Economic Relations ◽  
Long Run ◽  
Effective System ◽  
Future Work ◽  
Production Plans ◽  
Enterprise Activity ◽  
Economic Function

Subject of research – a set of organizational and economic relations that arise in the process of implementing an effective system of strategic management at the enterprise forest complex. The purpose of writing the article is to justify the mechanisms of implementing an effective system of strategic management of the forestry enterprise and directions for its improvement by assessing the implementation of production plans of the enterprise. Methodology of work – system-structural and comparative analyzes (for the formation of the mechanism of an effective system of strategic enterprise management), a systematic approach to the knowledge of economic phenomena (assessment of the ecological and economic function of the left economy). In the process of research, the method of economic analysis (determining the indicators of strategic management of the production activities of the enterprise) were used. The results of the work – the proposed assessment of the system of strategic management of the production activities of the forest enterprise of Ukraine in terms of monetary and natural indicators, associated with the implementation of production plans of the enterprise in the long run, which allows to monitor the most important directions of strategic management of the enterprise activity, to detect in the dynamics of deviation of the planned and actual indicators and optimize them in the future work of the enterprise. Conclusions – proved the peculiarity of the activity of the forestry enterprise, which is associated with the long-term period of forestry and corresponding forestry activities and measures, reflected in the need for strategic planning of production indicators of the enterprise (for 5-10 years) with a view to their implementation during a certain forest-taxisation period. The proposed methodology for assessing the implementation of plans for production in monetary and natural measurements by the enterprise can justify the effectiveness / ineffectiveness of the system of strategic management of the production activity of the forest enterprise enterprise in relation to the comparison of the performed indicators of the plan in the natural meters and the planned financial costs for its realization.

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.

scholarly journals Qualifying the Sustainability of Novel Designs and Existing Solutions for Post-Disaster and Post-Conflict Sheltering

2020 ◽  
Vol 12 (3) ◽  
pp. 890 ◽  
Author(s):  
Lara Alshawawreh ◽  
Francesco Pomponi ◽  
Bernardino D’Amico ◽  
Susan Snaddon ◽  
Peter Guthrie
Keyword(s):  
Refugee Camps ◽  
Post Conflict ◽  
Long Run ◽  
Decision Making Processes ◽  
Pros And Cons ◽  
Displaced People ◽  
Short And Long Term ◽  
Future Work ◽  
Post Disaster

During the course of 2018, 70.8 million people globally were forcibly displaced due to natural disasters and conflicts—a staggering increase of 2.9 million people compared to the previous year’s figure. Displaced people cluster in refugee camps which have very often the scale of a medium-sized city. Post-disaster and post-conflict (PDPC) sheltering therefore represents a vitally important element for both the short- and long-term wellbeing of the displaced. However, the constrained environment which dominates PDPC sheltering often results in a lack of consideration of sustainability dimensions. Neglecting sustainability has severe practical consequences on both people and the environment, and in the long run it also incurs higher costs. It is therefore imperative to quickly transfer to PDPC sheltering where sustainability considerations are a key element of the design and decision-making processes. To facilitate such transition, this article reviews both ‘existing solutions’ and ‘novel designs’ for PDPC sheltering against the three pillars of sustainability. Both clusters are systematically categorized, and pros and cons of solutions and designs are identified. This provides an overview of the attempts made so far in different contexts, and it highlights what worked and what did not. This article represents a stepping-stone for future work in this area, to both facilitate and accelerate the transition to sustainable sheltering.

scholarly journals Are EU Members’ Economies an “Engine” of the EU Candidates’ Economies?

2021 ◽  
Vol 21 (2) ◽  
pp. 97-117
Author(s):  
Marija Radulović ◽  
Milan Kostić
Keyword(s):  
Developing Country ◽  
Positive Impact ◽  
Positive Influence ◽  
Economic Benefits ◽  
Developed Country ◽  
Economic Relations ◽  
Long Run ◽  
Short Run ◽  
The Eu

Abstract Research background: Economic relations between countries members of the EU and EU candidates are very strong. Germany and France have the leading economies of the EU, are in the top ten economies worldwide, and drivers of EU development. Serbia has strong economic relations with Germany and France, especially with Germany. Therefore, it is necessary to examine whether Germany and France impact the development of Serbia. Purpose: The purpose of the study is to determine if there is a positive influence of a developed country on a developing country. The aim of the paper is to determine whether there is a long- and short-term positive relationship between Germany and France (EU members) and the Serbian economy (EU candidate). Research methodology: A Vector Error Correction Model is used to analyze quarterly data from 2002Q2 to 2018Q2. Results: The results showed a statistically significant long-term relationship between Germany and France and Serbia’s real GDPs, so EU members have a long-term positive impact on the economy of EU candidates. In the case of the French, there is a short-run positive impact on the Serbian economy. For Germany, it is not the case. Novelty: This paper fills the literature gap about the influence of a developed country on a developing country. Recommendations for policymakers in EU candidates could be that if they want to motivate people to accept the process of access to the EU, they must provide them with more information about long-run economic benefits from the association to the EU.

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.

scholarly journals ORGANIZATIONAL AND ECONOMIC PROVISION OF THE MOTIVATIONAL COMPONENT IN THE CONTEXT OF STRATEGIC MANAGEMENT OF ENTERPRISE SUSTAINABLE DEVELOPMENT

2021 ◽  
pp. 158-174
Author(s):  
Lilia SVOROBOVICH
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Current System ◽  
General Scheme ◽  
Industrial Enterprise ◽  
Enterprise Management ◽  
Industrial Enterprises ◽  
Economic Support ◽  
Effective System ◽  
Methodological Aspects

The article is devoted to the study of organizational and economic support of the motivational component of the divisions of the industrial enterprise in the context of strategic management of its sustainable development. Theoretical and methodological aspects of formation of the effective mechanism of material encouragement in the system of management of structural divisions of the industrial enterprise are investigated. The systems of material incentives in the organization are considered and analyzed. The shortcomings of the current system of material incentives for employees of industrial enterprises are formulated. Theoretical bases for construction of effective system of motivation of the personnel taking into account the real contribution of each production division and each separate employee of the enterprise in final results of activity of the organization are offered. The general scheme of distribution of the fund of additional salary at the industrial enterprise is reflected in the form of algorithm. The approach to distinguishing the criteria for determining the coefficient of labor contribution and the coefficient of labor participation is systematized. The optimal structure and approaches to the quantitative assessment of indicators that characterize the motivational efforts of employees and departments of the enterprise are formed. The main types and limits of material responsibility are considered and the basic conditions of involvement of employees in material responsibility are generalized. The significance of the system of internal material responsibility at the enterprise in the context of the motivational component is substantiated. The requirements to the elements of the motivational subsystem of the production enterprise in the aspect of strategic management of sustainable development are generalized. The recommendations and prospects of further research in the approaches to the construction of the motivational component of enterprise management as a basis for increasing the labor activity of employees for strategic management of sustainable development of the organization are formulated.

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.

Strategic management as a tool for improving the tourist enterprise management system

2021 ◽  
pp. 66-73
Author(s):  
Inna Illiashenko ◽  
Nataliia Boiko ◽  
Tatiana Kolisnichenko ◽  
Oleg Pankratov ◽  
Maryna Poliukhovych
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management System ◽  
Tourism Industry ◽  
Enterprise Management ◽  
Goods And Services ◽  
Effective System ◽  
Industrial Complexes ◽  
Tourism Enterprises ◽  
Enterprise Management System

The sphere of tourism can be safely attributed to the category of unique in efficiency industrial complexes that can help solve economic anti-crisis problems. Tourist activity has a significant impact on economic growth, which is manifested in the improvement of entrepreneurship, the scale of production of products and services, the growth of effective demand. The article considers the concept of strategic management in the tourism industry. In the course of research the stages of a cycle of strategic management of the tourist company are defined on the basis. The constituent elements of strategic planning as a basis of strategic management are considered. Peculiarities of strategic management at tourist enterprises are determined. The article identifies current problems of management of tourist enterprises in Ukraine. It is noted that the success of the tourist enterprises of Ukraine depends on an effective system of management and coordination of all components of tourist attractiveness: tourist resources, infrastructure, investment and quality service. It is offered to consider the management system of the tourist enterprise in dynamics which interacts with such important elements, as: tourist resources, services, production, external environment and the factors influencing development of tourist sphere, the purposes of development of system of management of tourism. The key characteristics of the process of realization of the tourist enterprise management system are given. In today’s global economic change and the crisis in the tourism industry, tourism companies should apply strategic management, which includes a program of action to identify specific goals and means of implementing the chosen path of development. The strategic management of tourism enterprises should be based on strategic planning, which will provide an opportunity to predict the future development of production of goods and services, promising projects, personnel and financial activities on a planned basis. Key words: strategic management, management system, planning, strategy, tourism company.

BANKRUPTCY PREVENTION STRATEGY AND ITS PLACE IN THE SYSTEM OF STRATEGIC ENTERPRISE MANAGEMENT

2020 ◽  
Vol 10 (9) ◽  
pp. 2013-2025
Author(s):  
E.A. Leonenko ◽  
◽  
S.V. Kunev ◽  
A.A. Bushova ◽  
◽  
...  
Keyword(s):  
Early Stage ◽  
State Regulation ◽  
Prevention Strategy ◽  
Enterprise Management ◽  
Prevention Measures ◽  
Economic Relations ◽  
Financial Condition ◽  
Stage Of Development ◽  
Business Entities

In the modern market economy, an assessment of the enterprise's financial condition is of great importance for the effective adaptation of the company to a turbulent market environment. This is due to the fact that organizations acquire independence and are fully responsible for the results of their activities to shareholders, suppliers, employees, creditors and banks. At the same time, in the phase of crisis phenomena in the economy, survival in a competitive environment is of particular importance for many enterprises, and therefore the issues of diagnosing the risk of bankruptcy of business entities are more relevant than ever. When identifying signs of bankruptcy, companies' management focuses on the development and implementation of such measures that would avoid it and build the enterprise to a new stage of development. In this regard, one of the most important components of bankruptcy prevention measures is the development of a bankruptcy prevention strategy (anti-crisis management strategy). To overcome the insolvency of ineffectively operating economic entities, at an early stage, the problem of developing an organizational and economic mechanism and measures that will strengthen the position of an enterprise in the market and help to postpone possible bankruptcy becomes dominant. The inclusion of bankruptcy in the mechanism of state regulation, which followed the formation of new economic relations in the Russian Federation, objectively required a rethinking of the previously accumulated theoretical and methodological developments and practical solutions. A bankruptcy prevention strategy is a set of prescribed measures for the long term to get an enterprise out of a crisis situation and prevent bankruptcy. It is such a development as a strategy for preventing bankruptcy that is an algorithm for all personnel of an enterprise to act during a crisis (bankruptcy).

scholarly journals The use of economic engineering in the context of strategic enterprise management

2021 ◽  
Vol 7 (Extra-E) ◽  
pp. 427-436
Author(s):  
Petro Kutsyk ◽  
Oleh Kovtun ◽  
Viacheslav Klochan ◽  
Iryna Klochan ◽  
Nina Krakhmalova ◽  
...  
Keyword(s):  
Risk Assessment ◽  
Strategic Management ◽  
Theory And Practice ◽  
Enterprise Management ◽  
Enterprise Strategy ◽  
Optimal Solutions ◽  
Framework Model ◽  
Effective System ◽  
Logistics Capabilities

In the article the authors’ interpretation of the "economic engineering" construct in the context of the theory and practice of enterprise strategic management effective system organizing in modern conditions is formulated and substantiated. The idea of using “economic engineering” as a logistics (logistic tool) for constructing an enterprise strategy by generating and presenting possible alternatives for key business aspects of its functioning and development and selecting among them the best options based on their risk assessment is proposed. In order to present and realize the logistics capabilities of a multidimensional morphological matrix in the framework of “economic engineering”, it is proposed to use a framework model of justification and choice of optimal solutions based on their risk assessment, which underpins the idea of frame representation and organization of logistic interconnections.

scholarly journals Features of Strategic Management of the Interprise in the Paradigm of Modern Challenges

2020 ◽  
Vol 23 (1) ◽  
pp. 239-245
Author(s):  
Oleksandr Yatsenko ◽  
◽  
Volodymyr Yatsenko ◽  
Volodymyr Yatsenko ◽  
◽  
...  
Keyword(s):  
Strategic Management ◽  
External Environment ◽  
Decisive Role ◽  
Strategy Management ◽  
Enterprise Management ◽  
Negative Consequences ◽  
Strategic Plans ◽  
Technological Modernization ◽  
Fierce Competition

Annotation. Introduction. Strategic management is able to ensure the effective functioning of the enterprise in the external environment, which is constantly and unpredictably changing and is an important management technology. In these conditions, the quality of enterprise management begins to play a major and decisive role not only in achieving the goals, but also in the survival of the enterprise in conditions of fierce competition. Purpose. The purpose of the article is to theoretically substantiate and systematize the features of strategic management of the enterprise in the context of global influences. Results. Thus, strategic management is a special technology in the management of the enterprise in today’s unstable conditions and many other factors that have a significant impact on the enterprise as a whole. Strategic management has a positive effect on ensuring long-term increase in the value of the business, the achieving the main goal of business development. In this regard, even during the crisis, which covered both the production and financial spheres, it is extremely important to find additional reserves of innovation of the enterprise, to find new ways of technical and technological modernization to increase competitiveness in domestic and global markets. Conclusions. Summarizing the above, we note that the main advantage of strategic management is to minimize the negative consequences of the uncertainty of the future. Also, when using strategic management, the company focuses on the study of external factors, to change which must be adapted quickly enough. Due to the study of the external environment and forecasting the behavior of the enterprise in different conditions, an appropriate basis for strategic and practical decisions is formed. With the application of strategic management, the company becomes more manageable by comparing the results with strategic plans. Keywords: strategic management; strategy; management; efficiency criteria; balanced enterprise development.

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