Strategic analysis of the competitiveness of the enterprise

Author(s):  
Yuliia Grynchuk ◽  
Andrii Muzychenko ◽  
Kseniia Prykhod’ko

The purpose of the article is to develop a methodology of strategic analysis of enterprise competitiveness. The methodological basis of the research is the use of general scientific methods: the method of analysis and synthesis, theoretical generalization and comparison, and the means of modern computer technology for data visualization. The scientific novelty of the received results consists of developing a logical and linguistic methodology of competitiveness analysis in the long term. The article is devoted to the development of strategic analysis of the competitiveness of the enterprise. Relevance of research is caused by enterprises management in the modern markets that use innovations of products or technologies, constantly face competition, and according to its condition, should make decisions on strategic development in conformity with the country’s development market inquiries the society. Thus, the problem is not only for new companies but also for those that already function in the market and carry out planning of economic activity to become the market leader, not to lose leadership, to keep the positions. The given methodology can be used by any enterprise irrespective of the type of activity, form of ownership, or strategic goals. Conclusions. According to the study results, the methodology of strategic analysis, which is based on the study of potential internal development of the enterprise, taking into account the influence of external factors, which include macroeconomic factors of influence and market conditions. The basic approaches to the analysis of the competitiveness of the enterprise of foreign and domestic researchers are investigated in the article. The essential components of competitive advantages, which include price and non-price factors, are considered. Peculiarities of carrying out the analysis of the competitiveness of the enterprise after Porter are defined. The methodology of competitiveness analysis in the long term is developed. The main components of the strategic analysis are the estimation of activity scale in a long-term prospect, determination of strategic aims of the company, determination of aims of market coverage, selection of strategy type, selection of basic subjects of influence on competitive advantages, assessment of future relations with suppliers and buyers, assessment of cost price level, assessment of the quality of products and services and unique properties of products, formation of internal price policy. Key words: strategy, strategic analysis, competitiveness, competitive advantages.

Author(s):  
Евгений Трубаков ◽  
Evgeniy Trubakov ◽  
Андрей Трубаков ◽  
Andrey Trubakov ◽  
Дмитрий Коростелёв ◽  
...  

Remote sensing of the earth and monitoring of various phenomena have been and still remain an important task for solving various problems. One of them is the forest pathology dynamics determining. Assuming its dependence on various factors forest pathology can be either short-term or long-term. Sometimes it is necessary to analyze satellite images within a period of several years in order to determine the dynamics of forest pathology. So it is connected with some special aspects and makes such analysis in manual mode impossible. At the same time automated methods face the problem of identifying a series of suitable images even though they are not covered by clouds, shadows, turbulence and other distortions. Classical methods of nebulosity determination based either on neural network or decision functions do not always give an acceptable result, because the cloud coverage by itself can be either of cirrus intortus type or insignificant within the image, but in case of cloudiness it can be the reason for wrong analysis of the area under examination. The article proposes a new approach for the analysis and selection of images based on key point detectors connected neither with cloudiness determination nor distorted area identification, but with the extraction of suitable images eliminating those that by their characteristics are unfit for forest pathology determination. Experiments have shown that the accuracy of this approach is higher than of currently used method in GIS, which is based on cloud detector.


2021 ◽  
Vol 11 ◽  
Author(s):  
Qing-yuan Yang ◽  
Yu-tong Zhang ◽  
Jia-ni Xiao ◽  
Yu-shuo Liang ◽  
Ping Ji ◽  
...  

Long-term immunoreactivity to mycobacterial antigens in Bovis Calmette-Guérin (BCG)-vaccinated population is not well investigated. Herein, 361 volunteer healthy donors (HDs) with neonatal BCG vaccination from Shanghai region (China) were enrolled. They were subdivided into ESAT-6/CFP10- (E6C10-) and ESAT-6/CFP10+ (E6C10+) groups based on gamma-interferon release assays (IGRAs). Three mycobacterial antigens, including Rv0934, Rv3006, and Rv3841, were subjected to the determination of immunoreactivity by ELISPOT assay. The immunoreactivities to three mycobacterial antigens were firstly compared among TB patients (N=39), E6C10+ HDs (N=78, 21.61% of HDs) and E6C10- HDs (N=283, 78.39% of HDs). It was revealed that Rv3006 was dominant upon M.tb infection, while Rv3841 was likely to be more responsive upon latent TB infection. In E6C10- population, the immunoreactivity to Rv3841 maintained along with aging, whereas those to Rv3006 and Rv0934 attenuated in E6C10- HDs older than 45 years old. Our study implies the shift of dominant antigens at different infection statuses, providing the clues for the selection of mycobacterial antigens in vaccine development and precision revaccination in the future.


2020 ◽  
Vol 12 (23) ◽  
pp. 10106 ◽  
Author(s):  
Varun Gupta ◽  
Jose Maria Fernandez-Crehuet ◽  
Chetna Gupta ◽  
Thomas Hanne

Context: freelancers and startups could provide each other with promising opportunities that lead to mutual growth, by improving software development metrics, such as cost, time, and quality. Niche skills processed by freelancers could help startups reduce uncertainties associated with developments and markets, with the ability to quickly address market issues (and with higher quality). This requires the associations between freelancers and startup to be long-term, based on trust, and promising agreements driven by motivations (leading to the growth of both parties). Freelancers could help startups foster innovations and undertake software development tasks in better ways than conducted in-house, if they are selected using informed decision-making. Objectives: the paper has three objectives, (1) to explore the strategies of startups to outsource software development tasks to freelancers (termed as freelancing association strategies); (2) to identify challenges in such outsourcings; and (3) to identify the impacts of outsourcing tasks to freelancers on overall project metrics. The overall objective is to understand the strategies for involving freelancers in the software development process, throughout the startup lifecycle, and the associated challenges and the impacts that help to foster innovation (to maintain competitive advantages). Method: this paper performs empirical studies through case studies of three software startups located in Italy, France, and India, followed by a survey of 54 freelancers. The results are analyzed and compared in the identification of association models, issues, challenges, and reported results arising because of such associations. The case study results are validated using members checking with the research participants, which shows a higher level of result agreements. Results: the results indicate that the freelancer association strategy is task based, panel based, or a hybrid. The associations are constrained by issues such as deciding pricing, setting deadlines, difficulty in getting good freelancers, quality issues with software artefacts, and efforts to access freelancer work submissions for reward. The associations have a positive impact on software development if there is availability of good freelancers (which lasts long for various tasks). The paper finally provides a freelancing model framework and recommends activities that could result in making the situation beneficial to both parties, and streamline such associations. Fostering innovation in startups is, thus, a trade-off situation, which is limited and supported by many conflicting parameters.


Author(s):  
Zhiyong Pei ◽  
Shenyi Wu ◽  
Keqiang Chen ◽  
Xiaoming Hu ◽  
Weiguo Wu

Wave load is one of the main external loads for semi-submersible platform, which is usually calculated by design wave method. In the present research, three design wave methods are investigated and compared on design wave parameters determination of semi-submersible platforms, i.e., the deterministic design wave method, stochastic design wave method and long-term prediction design wave method. Moreover, the specified calculation methods and the detailed wave load computation procedure are summarized considering the load characteristics of global hydrodynamic response. Finally, a semi-submersible platform is regarded as objective and the design wave results of three design wave methods are compared and analyzed. The fundamental research can provide reference for rational selection of wave loads calculation method.


Ekonomika ◽  
2021 ◽  
Vol 67 (4) ◽  
pp. 1-9
Author(s):  
Milica Popović ◽  
Gabrijela Popović ◽  
Darjan Karabašević

Personnel selection for an organization is an extremely important process. Modern organizations strive to improve the process of recruitment and selection of personnel as much as possible, in order to provide the organization with quality personnel and thus long-term competitiveness. In addition, the evaluation criteria on which the recruitment and selection process is based is also important, as it has a large impact on the final selection of candidates. Therefore, the aim of this paper is to propose the application of multi-criteria decision-making methods for the process of determining the weighting coefficients of evaluation criteria. Accordingly, the SWARA (Step-Wise Weight Assessment Ratio Analysis) method for determining weights was applied in the paper. The SWARA method proved to be extremely reliable when it comes to defining the weights of evaluation criteria, primarily due to its simplicity and the fact that respondents and domain experts could easily express their views on the issue.


1977 ◽  
Vol 41 (3_suppl) ◽  
pp. 1287-1308 ◽  
Author(s):  
Eric J. Mash ◽  
Leif G. Terdal

Behavioral intervention programs have thus far failed to provide sufficient follow-up information for the evaluation of long-term effects. This omission is believed to be related to an inadequate conceptualization of follow-up assessment, as well as to the methodological and practical difficulties inherent in assessing behavior over long time periods. A framework for follow-up assessment that is consistent with current behavioral efforts to program generalization is described and is contrasted with traditional views of follow-up that look for effects following the termination of treatment. Several methodological features of follow-up assessment are discussed, along with research recommendations, including the determination of length of appropriate follow-up intervals, the frequency of follow-up assessments, the need for standardization of measures both within and between studies, reactivity of follow-up assessment, the selection of follow-up measures and attrition of subjects.


1997 ◽  
Vol 47 (2) ◽  
pp. 192-205 ◽  
Author(s):  
Hong Wang ◽  
Mark Van Strydonck

Cheniers and oyster reefs are two essential components of Holocene strata on the coast of Bohai Bay, China. The existing nonconventional14C dates, often with unsuitable sample positions, less-tested samples, and unreasonable data comparisons, limit the refined analysis of the local chronostratigraphy. On the basis of a number of pretreatment routines, including geological investigations, X-ray diffraction analysis (XRD), δ13C measurement of shells, selection of appropriate shell species (Umboniumsp. and Terebridae) for14C dating, and determination of the local mean δ13C value (−2.68‰ PDB) for the common shells, a set of samples was radiocarbon-dated by Accelerator Mass Spectrometry (AMS). These new ages, obtained from the lower part of cheniers, enable us to estimate the initiation of the cheniers, and confirm that the existing nonconventional dates are often questionable due to unsuitable sample positions. Another two AMS ages, dated for two different microgrowth layers, precipitated in a varying water body, of the sameCrassostrea gigasshell are statistically identical within 2σ error. This implies that the different water masses in the coastal environment would be rapidly in balance with the contemporaneous atmospheric CO2. Both MARINE93 and INTERCAL93 were used for calibration of radiocarbon dates. These amended the time frame of the local Holocene history.


Author(s):  
M. T. Cross ◽  
N. F. Harman ◽  
D. Charles ◽  
A. Harper ◽  
B. K. Bylkin ◽  
...  

The principal decommissioning goal for the nuclear installations of the Kurchatov Institute is the removal of spent fuel, reactor facilities and radioactive waste from the Institute’s site. As the result of decommissioning, the buildings, constructions and areas should be cleaned to residual contamination levels acceptable to the stakeholders. These levels are determined in view of possible options for the rehabilitation of the Institute’s areas under conditions of compliance with acting legislation for safety provisions for staff, population noting the proximity of the site to the local urban environment. Research reactor MR was commissioned in 1963 for reactor materials testing and finally shutdown in 1993. The reactor power with the experimental loops was 50 MWt. Several features were identified for the development of a decommissioning strategy for this reactor, namely: – the strategy should consider many factors in a broad approach with international, inter-industry and long-term perspectives; – the current situation for decommissioning is uncertain and must account for the views of a variety of stakeholders on possible final conditions and further use of the site and the route to achieve these; and – a lack of sufficiency in the national legislation base for execution of the work and the possible options for its completion. On the basis of worldwide experience, the strategy for decommissioning of reactor MR was determined as follows: – determination of the options for the final rehabilitation of the Institute’s areas; – determination of the stakeholders and their priority concerns; – determination of the strategy options for achievement of the final status; – determination of the main factors influencing the selection of the decommissioning strategy; – selection of the most acceptable strategies on the basis of a multi-attribute analysis; – determination of the main stages and principles of implementation of the selected strategy; and – development of the decommissioning activities considering the work that will be required. As the result of the multi-attribute analysis, the following conclusion has been made: – the preferred final status of the facility is for a nuclear re-use application; – the preferred decommissioning option is immediate dismantling.


2020 ◽  
Vol 7 (6) ◽  
pp. 1091
Author(s):  
Novia Rizky Ramadhanty ◽  
Puji Sucia Sukmaningrum

The company has a long-term goal of maximizing corporate value. The achievement of these goals is done by corporate managers through the implementation of financial decisions consisting of Return On Asset, Quick Ratio, Debt to Total Asset dan Dividen Payout Ratio. The purpose of this research is to verify the influence of Return On Asset, Quick Ratio, Debt to Total Asset dan Dividen Payout Ratio to company value. The sample used is companies listed in the Jakarta Islamic Index (JII) during the year 2013-2018. Determination of sample by using purposive sampling technique. The process of data analysis is done by using multiple linear regression. The study results showed that QR does not affect the value of the company. While variable of ROA, DAR dan DPR have positive effect to company value.Keywords: firm value, ROA, QR, DAR, and DPR


Author(s):  
V. G. Lutchenko ◽  
A. I. Khorev ◽  
L. O. Zhitinskaya ◽  
N. M. Parshin ◽  
S. V. Ionov

In the innovative development of an enterprise, an important role should be played by the determination of methods for ensuring a long-term direction of development by choosing an algorithm of actions, that is, a sound strategy based on economic decisions, business approaches, ways of their implementation, and establishing relationships with other subsidiaries of the integrated structure. In conditions of tough competition in the markets, the only way to ensure competitive advantages for an enterprise can only be strategic management of innovative development, which is capable of providing long-term forecasting and implementation of the innovative goals and objectives set in the strategy. There are quite a few formulations and varieties of strategies for innovative development, among which the most characteristic types can be distinguished: offensive - typical for enterprises that base their activities on the principles of entrepreneurial competition and the creation of "breakthrough" innovations; defensive - aimed at maintaining competitive positions in existing markets; imitation - aimed at copying the consumer properties of innovations from other enterprises; “Niche” - aimed at adapting to narrow market segments with products with unique characteristics associated either with differentiation or with low costs. The mission of innovative development is formulated as follows: "The company guarantees its shareholders adherence to the innovative direction of development by developing and manufacturing high-quality innovative products that are not inferior to the best foreign models and generating high employee incomes, fulfilling obligations to society and profit to shareholders." Implementation of the strategy of innovative development should be reduced to constant monitoring of its implementation and adjustments, taking into account the changing external environment and internal conditions of the enterprise. This function at the analyzed enterprise is performed by the management of the enterprise, since its functions include not only the formulation of the strategy, but also the choice of methods for its implementation, as well as control and, if necessary, its adjustment.


Sign in / Sign up

Export Citation Format

Share Document