Price Risk Management by Futures Markets and Public Warehousing

Acta Agraria Debreceniensis ◽

10.34101/actaagrar/24/3226 ◽

2006 ◽

pp. 58-65

Author(s):

László Kozár ◽

Lóránt Fodor

Keyword(s):

Business Strategy ◽

Policy Making ◽

Futures Markets ◽

Theoretical Foundation ◽

Calculation Model ◽

Factors Influencing ◽

Joint Application ◽

Short And Long Term ◽

Price Risk Management

The principal achievement of this paper is the combinative use of two market institutions: public warehousing and commodity exchange and how their joint application is beneficial for the players on the grain market. Based on a theoretical foundation, a calculation model was developed in order to assist short and long-term marketing decisions. It allows all the three participants of the market: producers, consumers and traders, to use this model in order to establish their own business strategy. The model can be used to analyse factors influencing the establishment of price; therefore, it can be also used for policy-making decisions.

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Price risk management using by a specified futures model

Applied Studies in Agribusiness and Commerce ◽

10.19041/apstract/2010/3-4/17 ◽

2010 ◽

Vol 4 (3-4) ◽

pp. 97-101

Author(s):

László Kozár

Keyword(s):

Business Strategy ◽

Policy Making ◽

Theoretical Foundation ◽

Futures Market ◽

Calculation Model ◽

Decision Makers ◽

Market Participants ◽

Short And Long Term ◽

Price Risk Management

The principal achievement of this paper is to introduce the operation of a specified ‘Futures’ model and it’s practice for decision makers of financial institutes through an example based on the price data’s of grain futures market from EU assessment 2004 to these days in Hungary. Based on a theoretical foundation, the calculation model was developed in order to assist short and long-term marketing decisions. The economical basis of the model is the combinative use of two market institutions: public warehousing and futures market. This electronically developed and working model ‘using excel background ‘allows all of the participants of the market: producers, consumers,banks and traders, to use this model in immediate calculations. In addition it helps in order to establish the own business strategy. The model can be used to analyze price influencing factors therefore; it can also be used for policy-making decisions for market participants as well as banks dealing with trade financing activity.

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Environmental and social sustainability priorities

International Journal of Operations & Production Management ◽

10.1108/ijopm-04-2013-0182 ◽

2015 ◽

Vol 35 (2) ◽

pp. 216-245 ◽

Cited By ~ 81

Author(s):

Annachiara Longoni ◽

Raffaella Cagliano

Keyword(s):

Business Strategy ◽

Social Sustainability ◽

Operations Strategy ◽

Manufacturing Strategy ◽

Competitive Priorities ◽

Content Type ◽

Short And Long Term ◽

Using Data ◽

Term Performance

Purpose – Environmental and social sustainability are becoming key competitive priorities for companies, but the way in which they are integrated in operations strategies remains an open issue. The purpose of this paper is to determine whether established operations strategy configuration models (i.e. price-oriented, market-oriented and capability-oriented models) are modified to include environmental and social priorities and whether different operations strategy configuration models are equally successful in the short and long term. Design/methodology/approach – Analyses were performed using data from the International Manufacturing Strategy Survey (2009), including companies in the assembly industry in 21 different countries. According to previous studies, cluster analysis of competitive priorities and ANOVA analysis of the business strategy and short- and long-term performance were performed. Findings – The results show that traditional operations strategy configuration models are slightly modified. Market-oriented and capability-oriented operations strategies are complemented by environmental and social sustainability priorities. These operations strategies are adopted by companies with a differentiation and innovation business strategy. Moreover, capability-oriented companies, which are the most committed to environmental and social sustainability, perform better in both the short and long term. Practical implications – This research shows to companies that traditional operations strategies focusing on specific competitive priorities (e.g. low price) are being replaced by more holistic strategies that include sustainability priorities. However, environmental and social priorities contribute to competitive advantage when complementing capability-oriented operations strategies. Originality/value – This paper extends operations strategy configuration models highlighting how environmental and social sustainability priorities can be deployed together with traditional competitive operations priorities.

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What Kind of Talent Do We Have Here?

Handbook of Strategic 360 Feedback ◽

10.1093/oso/9780190879860.003.0024 ◽

2019 ◽

pp. 397-406

Author(s):

Christine Corbet Boyce ◽

Beth Linderbaum

Keyword(s):

Pharmaceutical Company ◽

Business Strategy ◽

Behavioral Data ◽

Personality Assessments ◽

Business Goals ◽

360 Feedback ◽

Talent Strategy ◽

Short And Long Term ◽

Feedback Data

This chapter describes a global pharmaceutical company that used 360 Feedback and other talent assessments to address critical strategic challenges in its business. The company collected behavioral data on approximately 400 sales leaders as part of a system-wide talent assessment that allowed a newly appointed leader to craft a talent strategy that would support his business strategy. By linking 360 Feedback data, personality assessments and sales results, the organization’s senior leadership team was able to critically examine its system-wide talent profile in the context of its ambitious commercial strategies. This system-wide profile was then used to shape short- and long-term plans for developing talent and shifting the culture at all levels to better align with business goals.

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Managing growth overfishing with multiannual compromise strategies

Canadian Journal of Fisheries and Aquatic Sciences ◽

10.1139/f97-135 ◽

1997 ◽

Vol 54 (10) ◽

pp. 2255-2276 ◽

Cited By ~ 2

Author(s):

P Marchal

Keyword(s):

Management Strategies ◽

Fishing Effort ◽

Reference Points ◽

Long Term Outcomes ◽

Northeast Atlantic ◽

Factors Influencing ◽

Optimal Balance ◽

Short And Long Term ◽

Mobile Target

Most of the Northeast Atlantic stocks are currently fished above the biological reference points (e.g., Fmax). In attempting to achieve such targets, advisers and managers have faced two main problems. First, it is impractical to (i) simultaneously maximize yields, stabilize fisheries, and safeguard stocks and (ii) optimize both short- and long-term outcomes for the industry. Second is the lack of predictability, several years ahead, in factors influencing decisions. This study addresses these twin issues by exploring the relative performances of various multiannual and compromise (or composite) management strategies. Multiannual fishing efforts are set in advance for a ``resolution'' period of several years, at the end of which they are updated. They are calculated to satisfy a prior weighted compromise amongst three criteria: (i) minimizing fishing effort variability, (ii) minimizing catch variability, and (iii) reaching a ``mobile target:'' the latter is defined with a second weighted compromise between the long-term target and the fishing effort at the beginning of the resolution period. A safe and optimal balance between all the short- and long-term fishery outcomes is found with a 5-year resolution period, during which the mobile target is split into 40-60% of the long-term target, and 60-40% of the fishing effort at the start of the resolution period, while criteria i, ii, and iii are weighted equally.

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