INCREASING COMPETITIVENESS AS A TASK OF STRATEGIC COMPANY MANAGEMENT

2020 ◽  
Vol 10 (10) ◽  
pp. 2313-2320
Author(s):  
S.V. Pronina ◽  
◽  
T.A. Nesterova ◽  
Keyword(s):  
Development Strategy ◽  
External Environment ◽  
Business Strategies ◽  
Corporate Development ◽  
Russian Economy ◽  
Full Compliance ◽  
Leadership Strategy ◽  
Definition Of ◽  
The Right ◽  
A Company

The article discusses the possibilities of increasing the competitiveness of an organization within the framework of the macroeconomic task of the Russian economy. The analysis of definitions of the competitiveness of the organization of various authors is carried out, among which are represented G.L. Azoev, P.S. Zavyalov, L.Sh. Lozovsky, A.G. Porshnev, B.A. Raizberg, G.Ya. Kiperman, Pertsovskiy N.I., Fatkhutdinov R.A., Khrutskiy V.E., Korneyeva I.V., Gorbashko E.A., Maksimtsev I.A., Antonov G.D., Ivanova O.P., Tumin V.M., Sharafutdinova N.S., Palyakin R.B. In addition, the author’s definition of competitiveness is presented; it is a qualitative characteristic of an enterprise, reflecting the full compliance of the enterprise’s functioning with the requirements of market conditions of management and consumers, and reflecting the balance between the degree of customer satisfaction and the ability to preserve the interests of the enterprise itself. The analysis of the positive and negative aspects of strategies for the formation of a competitive advantage - leadership strategy through low costs; strategies for differentiating products, works and services; focusing strategies. The types of decisions that an enterprise makes for resource allocation are considered. The general (corporate) development strategy is highlighted, which includes business strategies and functional strategies, since the inflow of resources occurs at the functional level (the level of departments, services, divisions). On the basis of the considered data, it was concluded that in order to choose the right strategy, the company’s management must correctly assess the conditions of the external environment and correlate them with the available opportunities and resources; the success of the competition depends on three main characteristics of the company’s activities - the ability to adapt to the external environment, the desire to transform it in accordance with their needs, the volume of the potential sales market; each of the considered strategies is prescribed as the most relevant for a company in a situation where one of these characteristics prevails or a combination of two of them.

Leveraging What Your Company Really Knows

2011 ◽  
pp. 1793-1806
Author(s):  
Donald Marchand ◽  
Amy Hykes
Keyword(s):  
Information Management ◽  
Process Management ◽  
Business Strategies ◽  
Future Market ◽  
Specific Information ◽  
Business Decisions ◽  
Strategic Intelligence ◽  
Employee Behaviors ◽  
The Right ◽  
A Company

Strategic intelligence is about having the right information in the hands of the right people at the right time so that those people are able to make informed business decisions about the future of the business. Thus, in order to improve a company’s strategic intelligence process, management must take a critical look at how effectively they manage information. Effective information management requires specific information-processing practices, employee behaviors and values, and technology. The information orientation (IO) framework is a tool that managers can use to determine the company’s level of effective information management and to identify areas where they can make improvements. By achieving IO maturity—aligning processes, people behaviors, and technology practices with business strategies—a company can derive a competitive advantage and future leadership. IO mature companies are most successful at collecting and openly sharing the strategic intelligence that their employees need in order to successfully monitor and proactively react to future market trends or events.

scholarly journals Improving the Professional Education of Accountants for the Effective Operation of the Economic Security System at Company Level

2020 ◽  
Vol 89 (2-3) ◽  
pp. 148-154
Author(s):  
O. І. Pylypenko ◽  
O. А. Yurchenko
Keyword(s):  
Professional Education ◽  
Professional Training ◽  
Analytical Data ◽  
External Environment ◽  
Economic Security ◽  
Business Strategies ◽  
Education Programs ◽  
Data Set ◽  
External Threats ◽  
A Company

The effective company management involves the accounting of data about the likely misstatement or abuse that may impair the economic security of a company in the future. The current situation determines new requirements for the training of accountants, in particular as regards their knowledge of the effects of internal and external threats to the economic security. The study deals with the development of proposals to revise the requirements for accountants' qualifications in order to increase the accountant’s focus on enhancing the economic security of a company. The accountant’s activities have undergone structural change in the current business conditions. The accountant’s competencies on monitoring of the internal and external environment of a company lay the basis for providing reliable information about internal business processes and external environment to manage risks and prevent threats to the economic security of a company. The accountant may be entrusted with the functions of forming an accounting and analytical data set to facilitate control procedures and ensure the implementation of measures to achieve the economic security of a company. A review of the current content of professional education programs for Bachelor and Master training in the specialty “Accounting and Taxation” reveals that that neither scopes nor content of these programs are capable to ensure the competence of these professionals in issues of economic security at company level. It is proposed that professional education programs for Master training  in the specialty “Accounting and Taxation” should include the discipline “Accounting and economic security of the company”, which content is expected to complement and integrate the acquired knowledge, and to build the competencies, skills and abilities for carrying out analytical research  based on reporting and primary data, required to ensure the economic security of a company, forecast its performance and develop future business strategies. Teaching of this discipline will help improve the quality of the professional training of accountants and enhance the level of their retraining and qualification at all education levels.

scholarly journals Implementing Lean Production – Application of Little’s Law

2016 ◽  
Vol 64 (3) ◽  
pp. 1013-1019 ◽  
Author(s):  
Michal Medonos ◽  
Marie Jurová
Keyword(s):  
Literature Review ◽  
Production Systems ◽  
Lean Production ◽  
Main Tool ◽  
Little's Law ◽  
Little’S Law ◽  
Definition Of ◽  
The Right ◽  
A Company

This article is about implementing lean production in a company and problems with this process. Firstly it focuses on the definition of lean production. From literature review we find that there isn’t uniform opinion on the process of implementing lean production. Every author focuses on usage of different framework and tools during this process. In the article, there is mentioned problem of evaluating the level of implementation of lean production in the companies too. Secondly article presents the opinion of the authors about the principles of implementation of lean production. It is mechanism based on variability and buffers in the production systems. Little’s law is presented as a main tool that can help to better understand the process and manage the implementation in the right way. Finally there is shortly presented practical use of this law and mechanism in real company.

Leveraging What Your Company Really Knows

2007 ◽  
pp. 1-13
Author(s):  
D. Marchand
Keyword(s):  
Information Management ◽  
Process Management ◽  
Business Strategies ◽  
Future Market ◽  
Specific Information ◽  
Business Decisions ◽  
Strategic Intelligence ◽  
Employee Behaviors ◽  
The Right ◽  
A Company

Strategic intelligence is about having the right information in the hands of the right people at the right time so that those people are able to make informed business decisions about the future of the business. Thus, in order to improve a company’s strategic intelligence process, management must take a critical look at how effectively they manage information. Effective information management requires specific information-processing practices, employee behaviors and values, and technology. The information orientation (IO) framework is a tool that managers can use to determine the company’s level of effective information management and to identify areas where they can make improvements. By achieving IO maturity—aligning processes, people behaviors, and technology practices with business strategies—a company can derive a competitive advantage and future leadership. IO mature companies are most successful at collecting and openly sharing the strategic intelligence that their employees need in order to successfully monitor and proactively react to future market trends or events.

Why is humility so relevant for leaders and can it be developed through coaching?

2019 ◽  
Vol 18 (1) ◽  
pp. 30-33 ◽  
Author(s):  
Khalid Aziz
Keyword(s):  
Development Strategy ◽  
Winning Strategy ◽  
Leadership Coaching ◽  
Learning And Development ◽  
Content Type ◽  
Developmental Issues ◽  
Celebrity Status ◽  
The Media ◽  
The Right ◽  
A Company

Purpose When we think of a successful leader, we typically recall those powerful personalities we see in the media, and there have been many over the decades. They propel a company to stardom with a winning strategy, publish books, do the speaker circuits and everyone celebrates their achievements. They were undoubtedly successful, but therein lies the issue. They were successful. Things are different now. The current global landscape means problems encountered in business are increasingly complex and require a collaborative approach to solving them. No one person has all the right answers. Trial and error, embracing failure, accepting criticism and learning from past mistakes are really the only ways to succeed. And they require leaders to possess a very different set of personality traits, with humility now being one of the most important. Design/methodology/approach There is a paradox here between the need to develop greater humility and aspire to becoming “unsung heroes” when we are in an age where charismatic, often egocentric, leaders have celebrity status. Why is humility as a trait so important today? Is it relevant across the management spectrum, e.g. for junior/middle managers spotted as high potentials and wishing to climb the ladder, or is it simply important right at the very top of an organisation? What do HR practitioners need to know? What can HR practitioners do to develop the required levels of humility in their managers/leaders? Can you learn to become more humble through coaching? What really works in practice? Findings As a leadership coach, the author is often asked whether it is possible to coach an individual to develop humility, and the short answer is yes, it is possible to be coached. Most people already have humility inside them, but many leaders have learned to behave in the opposite way and adopt the traditional “hero” persona instead. They will tend to only display it if there’s a genuinely humble culture permeating the organisation from the top. Get that right and any developmental issues will typically take care of themselves. This paper explains how to take these initial steps. Originality/value This is useful for all HR professionals responsible for learning and development strategy in their organisations, including those who provide or specify leadership coaching as an intervention.

scholarly journals Current Review Towards the New Best Practices of Corporate Real Estate Management (CREM) in Malaysia

2021 ◽  
Vol 16 (1) ◽  
pp. 200-206
Author(s):  
M.A. Sulaiman ◽  
I.N. Mohd Razali ◽  
N.N. Zainol ◽  
M.N. Alias ◽  
W.Z. Wan Yusoff
Keyword(s):  
Real Estate ◽  
Current Practice ◽  
Secondary Data ◽  
Business Strategies ◽  
The Real Estate ◽  
Corporate Real Estate ◽  
Definition Of ◽  
The Right ◽  
Real Estate Management ◽  
Corporate Real Estate Management

Corporate Real Estate (CRE) is referring to land and buildings owned by companies which are not primarily in the real estate business used for operational purpose. CRE covers the entire range of activities. Awareness of knowledge of CRE in Malaysia lacks because the researcher found that the operation of properties owned by a few large companies is undermanaged and underused. This review paper focuses on the definition of corporate real estate (CRE), components of CRE, and the current practice in the industry. This paper a desk analysis reviewing the literature on general management of the corporate real estate. By using the secondary data such as Company Annual Report, Previous studies and other relevant sources. There are several different issues to examine along the way, from the business strategies, Constituent and tools to help make the right decisions. It draws a framework for CRE analysis. From this paper, we can find the issue to improve the current practice on the CRE in Malaysia.

scholarly journals Creating an Intelligent Organisation as a Source of Competitive Advantages: Conditions and Dilemmas

2019 ◽  
Vol 15 (2) ◽  
pp. 7-23
Author(s):  
Hanna Godlewska-Majkowska
Keyword(s):  
Competitive Advantage ◽  
Development Strategy ◽  
Operating Systems ◽  
Strong Dependence ◽  
Competitive Advantages ◽  
Quick Response ◽  
External Shocks ◽  
Small Companies ◽  
The Right ◽  
A Company

The purpose of this research is to identify the essence and features that allow for the identification of intelligent organisations and an assessment of their maturity, taking their competitive advantages into account. In addition, it aims at formulating recommendations on how to study intelligent organisations while considering competitive advantages and monitored changes in this area. A hypothesis is formed that the intelligent organisation is a source of competitive advantage for companies. These advantages are not permanent, though. The article is based on a critical review of national and foreign literature, as well as experience resulting from direct involvement and observations while participating in research focused on intelligent organisations. The research was a part of the Żagle Biznesu (Sails of Business) competition organised by the SGH Warsaw School of Economics in 2018 and 2019. According to the author, an intelligent organisation is one where decision-making is based on collecting, analysing, interpreting, sharing and storing valuable data and information, which can be used at the right time to solve problems and generate the competitive advantage of a company. The type of leadership and emotional intelligence of key people involved have a great impact on the development opportunities of companies creating intelligent organisations. In small companies, apart from a strong dependence on the type of leadership and focusing on a particular type of innovation, there is a lack of development strategy. Poor awareness of the need for development, as well as vulnerability to internal and external shocks (volatility), causes instability in previously achieved levels of intelligence. Small companies in a type of intelligent organisation can compete in the operational sphere, based on such factors as technology, quick response, good timing and better dealing with individual customers. At the same time, small companies can strengthen their competitive advantages related to costs and quality through dedicated operating systems in a way which is typical of large companies. Although these advantages are not permanent, some of them may be duplicated and modified.

scholarly journals CONCEPT OF “HIDDEN ASSETS” AND METHODOLOGICAL BASES FOR THEIR ASSESSMENT

2020 ◽  
Vol 6 (5) ◽  
pp. 54-63
Author(s):  
Borys Burkynskyi ◽  
Valeriy Goryachuk ◽  
Julia Nazarenko
Keyword(s):  
Development Strategy ◽  
Methodological Approach ◽  
Balance Sheet ◽  
Value Added ◽  
Economic Benefits ◽  
Point Of View ◽  
Methodological Approaches ◽  
The Difference ◽  
Definition Of ◽  
The Right

To assess the prospects of an enterprise and plan its activities, it is very important to know what assets it has, including hidden assets. Today, there is no single understanding of this concept. Some researchers attribute this to an underestimation of the company’s assets, others – to a lack of accounting for assets, or to insufficient use of assets. This is the result of applying various methodological approaches and insufficient research of this concept. On the ground of a methodological approach based on the identification of generic concepts and essential features, a generalized definition of the concept of “hidden assets” is proposed. These are assets, value of which on the company’s balance sheet is undervalued compared to their real value, or which are not reflected in the balance sheet, or which are underutilized and which are real assets, and which are capable to provide a competitive advantage or economic benefit. This definition of the concept of “hidden assets” allows to combine different existing points of view on this concept and to look at the capital of an enterprise in a broader context. The difference between the concepts of “hidden assets” and “accounted assets” from the point of view of law is considered separately. Assets that are recorded in the balance sheet belong to the enterprise based on ownership rights. As for hidden assets, as a rule, the enterprise in relation to them has the right to use only. Firstly, this applies to the leased fixed assets, human capital (use of time, knowledge and skills of specialists). In other words, the right to use is of crucial importance. In this case, the assets of the enterprise are considered as a set of rights to receive economic benefits. With such a broad view, the components of the hidden capital of an enterprise can be identified. Analysis of existing methodological approaches to the assessment of hidden assets has shown that they have significant methodological shortcomings and difficulties in applying and collecting the necessary initial data. Methodological bases for estimation of hidden assets are proposed based on the defined concept of “public value of an enterprise” as the sum of all assets used by an enterprise to create gross value added. Calculations have shown that the average share of hidden assets of Ukrainian enterprises in the period from 2012 to 2018 in the total volume of all assets is 33.7 %, and by type of economic activity from 14.3 % in construction to 70.1 % in agriculture. Hidden assets are the missing link in determining the level of capitalization of an enterprise. All other things being equal, the difference in the level of economic development of enterprises can be explained by differences in the volume and structure of their hidden assets. Hidden assets can be the key to creation of an enterprise’s development strategy.

ANALISA STRATEGI SISTEM INFORMASI MENGGUNAKAN PENDEKATAN METODESWOT DI BANDUNGINSIGHT

2019 ◽  
Vol 2 (1) ◽  
pp. 1-9
Author(s):  
Nova Indrayana Yusman
Keyword(s):  
Information System ◽  
Swot Analysis ◽  
Survey Methods ◽  
Data Retrieval ◽  
Business Strategies ◽  
Information Strategies ◽  
Processing Information ◽  
System Data ◽  
The Right ◽  
A Company

Bandung Insight is a company that has just been established in mid 2018, and has just begun in the field of information systems. For a new company, and of course there are still many shortcomings in various fields. And according to the observations of the author,  the system that is used today is just working alternately, because it has not found the right information system that will be used in the future.In this system, data retrieval uses survey methods in collecting and processing information data to contain an overview of the situation in the object of the studies. As for the design of the information system, the author tries to use the SWOT analysis approach. Why? Because the reasoning of this system will be useful if its implementation is in accordance with the goals, vision and mission of the company by implementing information strategies and business strategies.

scholarly journals Competitiveness of Enterprise: The Essence and Approaches to Definition

2021 ◽  
Vol 3 (518) ◽  
pp. 100-104
Author(s):  
K. V. Kovtunenko ◽  
◽  
K. O. Didan ◽  
O. V. Kovalchuk ◽  
◽  
...  
Keyword(s):  
Economic Development ◽  
Development Strategy ◽  
Supply And Demand ◽  
Market Mechanism ◽  
General Strategy ◽  
Natural Result ◽  
Public Production ◽  
Definition Of ◽  
A Company ◽  
Theoretical Foundations

The article is aimed at generalizing the views of various scholars on the essence of the concept of «competitiveness» and allocating the properties and factors that characterize the competitiveness of enterprise. In modern conditions of economic development, of particular importance are the theoretical foundations of the conception of competitiveness, which should be based on the comprehensive approach and should be considered by means of this approach. The concept of «competitiveness» derives from the concept of «competition», which acts as an element of the market mechanism for regulating supply and demand; as a form of interaction between economic actors in the market; as an economic rivalry of individual producers for market share and receipt of an order; finally, as a mechanism for regulating the proportions of public production. In order to successfully operate in conditions of high competition in the market and to maintain the necessary level of competitiveness, enterprises and organizations master new types of services, introduce new forms of business, stimulate their employees and fight for the involvement of each client. When planning its activities, a company takes into account not only the needs of customers, but also the strategies of competitors. Based on the information obtained during the study of competition conditions, the company’s development strategy in the market is largely formed, and the general strategy of the enterprise goes the same way. Thus, a positive result in competition is achieved as a natural result of constant and competent management efforts. How positive this result will be depends largely on the competitiveness of the enterprise. The article discusses the essence of the concept of «competitiveness» as an economic category, analyzes various approaches to the definition of this concept and carries out an analysis of competitiveness of enterprise. Competitiveness is an important element concerning entering the market and keeping the enterprise’s positions at the market, especially in the context of pandemic and quarantine, so the topic under research is very relevant nowadays.

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