scholarly journals Pragmatics of improving planning and management in the hotel and restaurant business

2020 ◽  
pp. 56-64
Author(s):  
Zinoviy Bryindzia ◽  
Andrii Kulyk
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Initial Conditions ◽  
Planning And Management ◽  
Long Run ◽  
Strategic Factors ◽  
Business Entities ◽  
Questionnaire Research ◽  
Improved Model ◽  
Strategic Perspective

Purpose. The aim of the article is substantiation of expediency of strategic planning of activity of hotel and restaurant business and formation of model of strategic management that will allow to activate potential of subjects of managing and to provide their stable development in strategic perspective. Methodology of research. The authors used empirical, statistical and questionnaire research methods to identify the factors influencing the activities of hotel and restaurant business. It allowed substantiating the stages of business planning and describing their implementation, the formation of an improved model of strategic management, development of proposals for baseline indicators. It is expedient to make decisions on the basis of indicators concerning directions and the purpose of development of business on rendering of services in this sphere. Findings. The reasons for the imbalance of the hotel and restaurant business are analysed and the need for strategic planning and management in this area is substantiated. The stages of planning of hotel and restaurant business are defined taking into account current and strategic factors of its development that will allow to form balance between the realized services and their needs in the market. A model of strategic management of the hotel and restaurant business has been developed, which is focused on the existing social and economic level achieved in this area, resource potential and assessment of the initial conditions and opportunities for development. The main problems of the hotel and restaurant business have been identified, taking into account which will allow to achieve a positive result in the long run and to form a sufficient level of competitiveness of business entities. Originality. The organizational and methodological bases of formation of effective management of hotel and restaurant business which are based on theories of sustainable, competitive and innovative development that will allow to develop various scenarios of business development taking into account current and strategic factors are deepened. Practical value. The obtained results form an important methodological basis for improving the mechanisms of strategic planning and management of hotel and restaurant business entities, as well as allow to form competitive and functional strategies for their development in the long run. Key words: hotel and restaurant business, model of strategic management, stages of planning, business plan, current factors, strategic factors.

scholarly journals MODERN METHODICAL APPROACHES TO EFFICIENCY OF STRATEGIC ACTIVITY OF CATTLE ENTERPRISES

2019 ◽  
pp. 141-148
Author(s):  
Anatolii Livinskyi
Keyword(s):  
Strategic Management ◽  
System Analysis ◽  
Comprehensive Assessment ◽  
Management Systems ◽  
Long Run ◽  
Complex Forms ◽  
Social Environmental ◽  
Strategic Perspective

Traditional autonomous use of indicators characterizing each of the forms of effectiveness (functional, economic, social, environmental) leads to a one-sided assessment of management systems, while a comprehensive assessment is needed in the strategic perspective. Efficiency of strategic management systems is one of the most complex forms of the manifestation of the efficiency category, which, in relation to other types of efficiency, acts as the most generalizing concept that synthesizes a complex of independent values of efficiency in the long run. Only the consideration of this category from the position of system analysis to a certain extent allows us to solve this difficult task.

scholarly journals MECHANISM OF STRATEGIC MANAGEMENT BY FLEXIBLE ECONOMIC DEVELOPMENT OF IRON AND ORE ENTERPRISES

2019 ◽  
pp. 126-132
Author(s):  
Oleksandr Kulish
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Investment Activity ◽  
Crisis Period ◽  
Industrial Enterprises ◽  
Long Run ◽  
Business Entities ◽  
Definition Of ◽  
Almost All ◽  
Conceptual Foundations

The article is based on the idea of forming the conceptual foundations of strategic management of flexible economic development of iron and ore enterprises. It is based on the definition of the optimum size of sales of products on the domestic and foreign markets, taking into account their perspective and ensuring the maximum possible level of profitability of business entities. The article emphasizes that today almost all domestic business entities operate in a crisis or after-crisis syndrome. It is noted that economic crises occur cyclically, but each time the depth of the crisis becomes larger, and the post-crisis period is ever greater. As a result, all enterprises and individuals who are experiencing the consequences of such crises are more and more difficult, and for the post-crisis period, more and more diversified resources are spent that could be directed to projects for their own development. It is determined that the main obstacles of flexible economic development of the enterprise are the high degree of deterioration of fixed assets, low productivity, low quality of personnel, imperfection of the system of pricing on products, low investment activity of enterprises, etc. The key principles of the system of strategic management of flexible economic development of iron and ore enterprises are formed. It is proved that in today's world economy the importance of reformatting the structure and content of the strategic management system with flexible economic development of industrial enterprises and adapting their business directions to the conditions of transformational transformations of modern competitive markets becomes increasingly important. The mathematical model describing the system of division of manufactured products for realization on several markets is developed. It is found out that the classical approach to solving such a task, which is to maximize profits, is not absolutely correct in this case. It is shown that the solution of this task is to maximize the profit from sales with the simultaneous preservation of the minimum allowable volumes of sales of products in promising markets, provided they provide the minimum reasonable profitability. It is noted that in the strategic planning it is necessary to implement a certain part of own products in the markets which are not currently the most profitable, but in the long run may have a decent place among others for the particular enterprise. It is determined that the problem of optimization is to calculate the specific volumes of products that need to be implemented in each of the markets. Taking into account the current transformation of market space and the need for constant adaptation of strategic management methods, the article proposes approaches to the formation of a complex system of strategic management of flexible economic development of iron ore enterprises.

scholarly journals Strategic Management of Cocoa Marketing in The Plea Puli Multipurpose Cooperative in East Nusa Tenggara

2020 ◽  
Vol 8 (1) ◽  
pp. 72
Author(s):  
Matheus Frynardo Keukama ◽  
I Gusti Agung Ayu Ambarawati ◽  
I Nyoman Gede Ustriyana
Keyword(s):  
Supply Chain ◽  
Strategic Management ◽  
Agricultural Practices ◽  
Main Research ◽  
Cocoa Production ◽  
Strategic Factors ◽  
Marketing Operations ◽  
Business Entities ◽  
Quota Sampling

 Cacao plays an important role in the Indonesian economy. One of the business entities engaged in cocoa commodity business activities is the Plea Puli Multipurpose Cooperative (KSU). The low number of cocoa purchases at the KSU Plea Puli is caused by various factors. One of them is competition with other cocoa buyers. Related to efforts to increase cocoa marketing, it is necessary to first know about the cocoa supply chain to the KSU Plea Puli. The purpose of this study is to analyze the cocoa supply chain to the KSU Plea Puli and strategies that can be implemented in increasing cocoa marketing. The study was conducted at KSU Plea Puli in East Nusa Tenggara. The main research instrument is a questionnaire. The determination of respondents to determine the cocoa supply chain to the KSU Plea Puli was conducted on member farmers using the Slovin formula and non-member farmers using quota sampling techniques. The number of respondents in this study were 60 people. The determination of informants to find out the cocoa supply chain to the KSU Plea Puli and the informants determining internal and external strategic factors was done purposively. The results showed that in the cocoa supply chain to the KSU Plea Puli, there were three types of flows managed, namely material, financial and information flows. The parties involved consisted of member farmers and not members and the KSU Plea Puli themselves. In addition, there are various activities carried out such as cocoa production and marketing by farmers and cocoa marketing operations by KSU Plea Puli. The results also show that 12 alternative strategies are possible to support efforts to increase cocoa marketing by increasing the number of purchases. Strategy priority based on the highest-ranking with a score of 5.75 that is giving special authority to managers to carry out cocoa marketing operations. The management is expected to be able to implement the results of the strategic management of cocoa marketing in the KSU Plea Puli with the priority of the strategy being to give special authority to the manager to carry out cocoa marketing operations. The existence of the Commodity Product Processing and Marketing Unit (UPPH) at the KSU Plea Puli needs to be maintained and developed. Farmers are expected to adopt good agricultural practices by implementing PsPSP which consists of frequent harvesting, pruning, sanitation, fertilization and soil, and plant health and pest and disease control. In addition, farmers are also encouraged to always maintain the quality of cocoa beans. Keywords: strategic management, supply chain, cocoa

Strategic Management in Public Administration

2020 ◽  
Author(s):  
John Bryson ◽  
Bert George
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Public Administration ◽  
Public Organizations ◽  
Management Systems ◽  
Management Approach ◽  
Issues Management ◽  
Strategic Learning ◽  
Strategic Issues ◽  
Planning And Management

Strategic management is an approach to strategizing by public organizations or other entities that integrates strategy formulation and implementation, and typically includes strategic planning to formulate strategies, ways of implementing strategies, and continuous strategic learning. Strategic management can help public organizations or other entities achieve important goals and create public value. Strategy is what links capabilities and aspirations. Four broad types of strategists (as individuals, teams, organizations, and collaborations) in public administration exist: the reactor (low aspirations, low capabilities), the dreamer (high aspirations, low capabilities), the underachiever (low aspirations, high capabilities) and the savvy strategist (high aspirations, high capabilities). There are eight approaches to strategic planning. More comprehensive process approaches include those influenced by the Harvard Policy Model, logical incrementalism, and stakeholder management. More partial process approaches include strategic negotiations, strategic issues management, and strategic planning as a framework for innovation. Finally, two content approaches also exist, namely, portfolio and competitive forces analyses. Seven approaches to strategic management systems can be discerned. These include: the integrated units of management approach (or layered or stacked units of management), strategic issues management approach, contract approach, collaboration approach (including the lead organization, shared governance, and network administrative organization approaches), portfolio management approach, goal or benchmark approach, and hybrid approaches. Strategic planning and management are approaches to identifying and addressing challenges. Neither is a single invariant thing but is instead a set of concepts, processes, procedures, tools, techniques, and practices (and structures in the case of strategic management systems) that must be drawn on selectively and adapted thoughtfully and strategically to specific contexts if they are to help produce desirable results. While there are a variety of generic approaches to both, the boundaries among them are not necessarily clear, and strategic planning and management in practice are typically hybridic. Research is accumulating about which approaches to strategic planning and management work under which circumstances, how, and why, but much work remains to be done.

scholarly journals STRATEGIC MANAGEMENT AND FORMATION OF POSITIVE IMAGE OF BUSINESS ENTITIES

2021 ◽  
Author(s):  
Iryna Kolokolchykova
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
The State ◽  
Competitive Advantages ◽  
State Management ◽  
Positive Image ◽  
Business Entities ◽  
Partner Relations ◽  
Fierce Competition ◽  
The Impact

This article reviews the approaches of strategic management and planning of activities of economic entities. The necessity of strategic management for achieving economic results of state management entities at all levels from the state to the enterprise and individual strategic units is substantiated. It is seen that for each subject of state management has its own goals and objectives, so the choice of models of strategic planning vary. The basic models are: a model for assessing "strategic gap" and its size; a model for analyzing the impact of market advantages; a model for creating competitive advantages of the product and the company itself; a model for creating a positive image; a model for planning, based on the size of the company. The evaluation indicators of basic models of strategic planning, most of which are: profit, profitability level. It is established that the efficiency of work of the state management subjects depends on the term of activity of the enterprise, and on its production potential. If the enterprise has a small size and term of work, then it uses the model of planning and achieves an increase in the main economic indicators. If the company is larger in size and has a long production experience, a lot of models can be used in strategic planning. Particular attention in conditions of fierce competition is given to the models of creating competitive advantages and positive image. These models of strategic planning are indispensable for maintaining market positions today. The results of their application are adoption of strategic managerial decisions concerning differentiation and diversification of production, steps for creation of positive image, development of social programs, improvement of partner relations with all market operators, branding. The key aspects of the effectiveness of using models of strategic planning and tensions of implementation of strategic management. As a result, it was found that most of the results are aimed at increasing profitability of economic entities, creating new or expanding the existing segments of the market. The importance of creation of competitive advantages as a constituent part of positive image of the enterprise and attraction of investments into business development was substantiated.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

A Sustainable Approach for Organisational using Strategic Management

2020 ◽  
Vol 11 (2) ◽  
Author(s):  
Abdulla Almazrouei ◽  
◽  
Azlina Md Yassin ◽  
Keyword(s):  
Mortality Rate ◽  
Strategic Planning ◽  
Strategic Management ◽  
Crime Rate ◽  
External Environment ◽  
Police Department ◽  
Public Institutions ◽  
Abu Dhabi ◽  
The Public ◽  
The World

Strategic management have gained popularity in the public institutions to foster good delivery service to the public. The strategic planning enables organizations to establish a strategic match between the internal competency, resources and external environment. Majority of the successful organizations across the world use strategic management and planning as a tool that enables to optimize the operations and achieve maximum productivity with the resources. This paper reviewed on strategic management for organisations in Abu Dhabi especially for Abu Dhabi Police (ADP) force. It presents three strategic management theories which can be adopted by an organisation. This would help the organisation such as police department to reduce the increasing crime rate and mortality rate in UAE.

The Problem of Improving the Strategic Planning of Development and Implementation of Cloud Software Products

2021 ◽  
Vol 27 (9) ◽  
pp. 708-716
Author(s):  
I. L. Andreevskiy
Keyword(s):  
Strategic Planning ◽  
Russian Federation ◽  
Systems Approach ◽  
Government Support ◽  
Economic Interests ◽  
Software Products ◽  
Approach Theory ◽  
The Russian Federation ◽  
Comparative Audit ◽  
Strategic Perspective

Aim. The presented study aims to substantiate the content of the problem of improving the strategic planning of production and implementation of cloud software products (CSPs).Tasks. The author analyzes the demand for cloud software products from the strategic perspective; analyzes the theoretical foundations of strategic planning; substantiates major enterprise goals in the development of SCPs in accordance with the goals and objectives of the national projects of the Russian Federation and the needs of user enterprises; classifies informatization enterprises engaged in the development of SCPs, making it possible to conduct a comparative audit of enterprises engaged in SCP development; develops the concept of strategic planning for informatization enterprises engaged in the development and implementation of SCPs.Methods. This study uses strategic planning tools, statistical analysis of the development of digitalization enterprises based on cloud software products, the systems approach, theory of the efficiency of strategic planning of SCP development and implementation, theory of emergence in the assessment of the activities of an interconnected chain of cloud digitalization enterprises, mechanisms for coordinating economic interests based on the theory of collective decision-making.Results. The pace of cloud digitalization of the Russian economy is insufficient and requires scientific, methodological, and government support. Well-known theoretical and methodological studies of strategic planning do not make allowance for the specific aspects of the activities of enterprises engaged in the production and implementation of SCPs and need to be further developed in this direction. The existing classification of SCPs does not fully meet the objectives of the national projects of the Russian Federation and the requirements of user enterprises. Enterprises engaged in the development and implementation of SCPs are classified to enable audit of the quality of their activities. The author proposes an original concept of improving the strategic planning of enterprises engaged in the development and implementation of SCPs.Conclusions. Resolving the issues identified by the author is an important national economic objective for improving the strategic planning of the activities of informatization enterprises engaged in the development and implementation of SCPs. Solving this problem is key to increasing the economic efficiency of both informatization enterprises and SCP user enterprises in the context of cloud information systems, improving the efficiency of digitalization of the country’s economy as a whole.

Principles of strategic financial management and their implementation in the information economy

2021 ◽  
Vol 27 (12) ◽  
pp. 2772-2784
Author(s):  
Anna P. GAVRYUSHENKO
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Financial Management ◽  
Systems Approach ◽  
Information Economy ◽  
Legal Doctrine ◽  
Doctrinal Development ◽  
Russian Version ◽  
Management Objectives ◽  
Current State

Subject. This article discusses the general principles of strategic management in relation to strategic financial management. Objectives. The article aims to substantiate and formulate the principles of strategic financial management applicable in the conditions of the Russian version of the information economy, corresponding to the current documents of strategic planning and to the current state of the financial and legal doctrine. Methods. For the study, I used a systems approach, functional and structural analysis, retrospection, forecasting, observation, and classification. Results. The article reveals significant shortcomings of the current strategic planning documents, the lack of doctrinal development, as well as the normative consolidation of general and special principles, which could contribute to solving tasks by strategic financial management effectively. Conclusions. The general principles of strategic management in the economy as a whole are applicable and can be used as the basis for strategic financial management.

Sign in / Sign up

Export Citation Format

Share Document