scholarly journals 7.6. Use of marketing tools in strategic planning and controlling the sales activities of an oil company

2021 ◽  
pp. 171-177
Author(s):  
Т.Б. Лейберт ◽  
Э.А. Халикова ◽  
S.V. Davletova
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Business Performance ◽  
Governance System ◽  
Business Goals ◽  
Controlling System ◽  
Corporate Governance System ◽  
Strategic Goals ◽  
The Right ◽  
Oil Company

Одним из важных аспектов в системе корпоративного управления вертикально-интегрированной нефтяной компании (ВИНК) является система стратегического планирования и контроллинга, основанная на целеполагании, выборе стратегических инициатив и ключевых целей бизнеса, ключевых показателей эффективности бизнеса. При этом необходимо понимать, что формирование стратегии развития бизнеса на долгосрочную перспективу в нефтяной компании невозможно без учета маркетинга, выступающего в качестве инструментария и информационной среды для обоснования и правильного выбора стратегических целей, а также для составления стратегического плана и организации его контроля. One of the important aspects in the corporate governance system of a vertically integrated oil company is the strategic planning and controlling system based on goal setting, the choice of strategic initiatives and key business goals, and key business performance indicators. At the same time, it is necessary to understand that the formation of a business development strategy for the long term in an oil company is not possible without taking into account marketing, which acts as a toolkit and information environment for justifying and choosing the right strategic goals, as well as for drawing up a strategic plan and organizing its control.

Technology roadmapping—developing a practical approach for linking resources to strategic goals

2003 ◽  
Vol 217 (9) ◽  
pp. 1183-1195 ◽  
Author(s):  
D R Probert ◽  
C J P Farrukh ◽  
R Phaal
Keyword(s):  
Life Cycle ◽  
Product Life Cycle ◽  
Technological Development ◽  
Technology Roadmapping ◽  
The Public ◽  
Business Goals ◽  
Powerful Means ◽  
Strategic Goals ◽  
The Right ◽  
The Cost

As technological development increases in pace and complexity, it is ever more important for companies to understand the link between the technological resources at their disposal, their effective deployment, and the business goals that they aim to achieve. The cost of bringing inappropriate technologies to market may be damaging for an otherwise successful firm, and it is imperative to make the right choices at all stages of the product life cycle. Technology roadmapping offers a way to explore this linkage and, together with the associated supporting analysis, is a powerful means of identifying the key required technologies. Research to date has not revealed a generally applicable roadmapping approach in the public domain, and individual company experience is fragmented and inaccessible. This paper describes the development of a particular approach to technology roadmapping. It is intended to enable any organization to assess the value of roadmapping in its own particular context by means of a rapid first application. The experience gained from the research cases is discussed, providing some guidance for further applications.

scholarly journals Strategi Pengembangan Usaha Kedai Kopi “Kandera Coffee” Denpasar Bali menggunakan Metode Swot dan QSPM

2021 ◽  
Vol 9 (2) ◽  
pp. 228
Author(s):  
Komang Listia Damariyanti ◽  
Amna Hartiati ◽  
I Wayan Gede Sedana Yoga
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Service Industry ◽  
External Factors ◽  
Coffee Shop ◽  
Food And Beverage ◽  
Factor Evaluation ◽  
Priority Order ◽  
The Right ◽  
Internal And External Factors

The rapid growth in the food and beverage service industry has also triggered the growth of new various concepts of business, one of which is the coffee shop. One of the coffee shop in Denpasar, namely Kandera Coffee, which has only been established since May 2020, doesn’t know yet the right strategy for developing their business. This study aims to determine the quadrant position of the Kandera Coffee shop when viewed through internal and external factors using the Internal-External Matrix and determine the appropriate priority development strategies for the the Kandera Coffee shop business. The methods used are SWOT and Quantitative Strategic Planning Matrix (QSPM). The research data were obtained from 5 expert respondents. The results showed that Kandera Coffee had 7 strengths, 5 weaknesses, 5 opportunities and 4 threats. Internal factors that influence the strength factor in the development of the Kandera Coffee business, namely the consistency of the taste of the product and service (0.29) and the weakness factor, namely the layout of Kandera Coffee shop is less ergonomic (0.13) and not very well known to the public (0, 13). While the external factors that influence the opportunity factor, namely build good relationship with customers (0.36) and the threat factors that influence, namely the level of coffee shop competitors is getting higher (0.34). The position of the Kandera Coffee shop is in cell V (five). This position is (hold and maintain) keep and maintaining with score the Interal Factor Evaluation (IFE) is (2.20) and External Factor Evaluation (EFE) is (2.56). Cell V consists of market penetration strategies and product development. The strategic priority order obtained based on the QSPM matrix is to provide the best service to customers (4,94), expand marketing on advertising and social media (4,87), improve product quality and maintain consistency of taste (4.63), develop a cozy coffee shop concept (4,61), give discounts to customers (4,59), and add a variety of coffee and food menus (4,10). Keywords :  business development strategy, coffee shop, Quantitative Strategic Planning Matrix (QSPM), SWOT

scholarly journals Quality of corporate governance: Contribution to improving companies performance in Bosnia and Herzegovina

2021 ◽  
Vol 9 (2) ◽  
pp. 19-33
Author(s):  
Slobodan Marin ◽  
Rade Tešić ◽  
Milan Šušić
Keyword(s):  
Corporate Governance ◽  
Bosnia And Herzegovina ◽  
Capital Market ◽  
Business Performance ◽  
Business Environment ◽  
Governance System ◽  
Corporate Governance System ◽  
Business Conditions ◽  
The Capital Market

A quality corporate governance system is a basic prerequisite for a sustainable growth economy, more easily increasing the efficiency of the economic system and guaranteeing access to external sources of capital. The level of quality of corporate governance can be defined as the degree of fulfillment of set standards of corporate governance defined at the international and national institutional level. In the new, modern business conditions, with strong dynamic changes in the social and business environment, modern corporate companies, ie their management bodies, are taking on new characteristics, adapting to new requirements and challenges. In this sense, the new demanding business conditions require continuous improvement of corporate governance potential. Based on previous theoretical and empirical knowledge, Bosnia and Herzegovina has the characteristics of a closed corporate governance system in both entities, so, as a basis for developing models for measuring the level of corporate governance, selected models that measure corporate governance in countries with typical closed corporate governance systems. A significant number of studies show that corporations that achieve higher standards and better corporate governance practices also have better business performance results and thus greater value in the capital market. This means that corporations with a higher level of corporate governance also have better financial operating results, easier access to financial capital, and greater value in the capital market. The main purpose of the research is to determine the level of influence of the quality of corporate governance on business performance, ie to determine whether corporations that had good corporate governance had higher business liquidity and vice versa. The main goal of the research is to establish the link and relationship between quality and corporate performance management indicators of the corporation's business.

Creation of System of Motivation of Top-Management Aimed at Achieving the Strategic Goals of the Company

2019 ◽  
Vol 8 (4) ◽  
pp. 24-32
Author(s):  
А. Вознесенский ◽  
A. Voznesenskiy
Keyword(s):  
Essential Element ◽  
Machine Building ◽  
Senior Executives ◽  
Governance System ◽  
Senior Managers ◽  
Balanced Approach ◽  
Top Managers ◽  
Corporate Governance System ◽  
Strategic Goals ◽  
Hr Strategy

Based on the analysis of world experience of forming of relations of the subjects of the corporate governance system and its peculiarities in Russia at the present stage, in the present article the author proves the high importance of an eff ective system of remuneration of senior executives, as an essential element of the HR strategy to achieve the goals and objectives of the company development and the national economy as a whole. In the practical part of the study, based on the materials of a large, innovative, machine-building enterprise, a practical example of the method of calculating the remuneration of senior managers, as well as an algorithm for the introduction of a balanced approach to the formation of bonus contracts of top managers is presented.

scholarly journals Determining the Financial Strategy of the Confectionery Industry Enterprise When Analyzing Its Financial Sustainability

2021 ◽  
Vol 2 (517) ◽  
pp. 286-292
Author(s):  
H. O. Rohanova ◽  
◽  
V. V. Yaryna ◽  
Keyword(s):  
Development Strategy ◽  
Matrix Analysis ◽  
Financial Sustainability ◽  
Financial Strategy ◽  
Cash Flow Management ◽  
Financial Condition ◽  
The Matrix ◽  
Strategic Goals ◽  
The Right ◽  
The Impact

The article is aimed at applying the Franchon and Romane matrix at the food industry enterprise within the terms of a comprehensive analysis of the enterprise’s financial sustainability and equilibrium. Analyzing and systematizing the scientific works of many scholars, the evolution of approaches to the financial strategy of enterprise was considered and it was specified that the construction of the matrix of strategies according to Franchon and Romane makes it possible to respond timely to the need to change the financial strategy depending on the change in the conditions of its activities. To achieve the goal, the research had to solve the following tasks: determining the algorithm for calculating the financial indicators of the matrix; their calculation for the last five years of activities of the researched enterprise; determining on their basis the type of financial strategy; determination of factors influencing financial strategies; development of measures to improve the financial condition by changing the financial strategy. The object of research is PrJSC «Vinnytsia confectionery factory» («Roshen»). The matrix analysis of the company’s activities for 2015-2019 allowed to determine the further trajectory of the enterprise’s development. The indicators of economic activity of the enterprise led to an increase in financial potential, but at the same time there is an obvious limitation of the current development strategy. The obtained results as to determining the financial strategy are justified by a preliminary analysis of the financial condition. The application of the strategy matrix enables the enterprise to make the right decisions on the complex use of all financial resources aimed at achieving both the current and the strategic goals in a timely manner. Prospects for further research are to determine the impact of the quality of the company’s cash flow management on its liquidity and solvency.

scholarly journals Peculiar Features of the Development Strategy in the Banking Sector

2019 ◽  
Vol 4 (2) ◽  
pp. 271-276
Author(s):  
Анна Шевлякова ◽  
Anna Shevlyakova
Keyword(s):  
Strategic Planning ◽  
Theoretical Analysis ◽  
Development Strategy ◽  
Financial Services ◽  
Banking Sector ◽  
Level System ◽  
The Development Strategy ◽  
Strategic Goals ◽  
Key Indicators ◽  
Goals And Objectives

The research features the theoretical aspects of company development strategy. The paper outlines scientific approaches by various authors to the phenomenon of strategic planning and defines the notions of strategic plan and strategy. The theoretical analysis focuses on R. A. Fatkhutdinov’s two-level system and A. B. Idrisov’s concept of strategic planning comparison of marketing strategy. The paper also introduces foreign experience of strategic planning. The research was based on the strategic goals and objectives used by companies that provide financial services, namely Russian banking organizations. The author studied the official rating of Russian banks on a number of key indicators. As a result, Sberbank, VTB, Gazprombank, Rosselkhozbank, and Alfa-Bank were selected for the analysis. The article particularly concentrates on the ways each bank realizes its strategic goals within the development strategy. The research objective was to identify and justify one of the most important peculiarities of the development strategy of the banks.

scholarly journals New Quality of the Accounting Chamber of Ukraine: Development Strategy

2019 ◽  
pp. 40-50
Author(s):  
V. Nevidomyi ◽  
K. Kanonishena-Kovalenko
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Functional Assessment ◽  
Performance Indicators ◽  
External Audit ◽  
The Development Strategy ◽  
Strategic Goals ◽  
And Performance ◽  
Current Experience

The international approaches to strategic planning in supreme audit institutions and current experience of European countries in developing such strategies are explored. The challenges and problems of external audit in Ukraine are defined in terms of the results of functional assessment and performance indicators of the Accounting Chamber. The development strategy structure, mission, vision, values and strategic goals of the Accounting Chamber are developed.

scholarly journals PKM Pelatihan Strategi Pengembangan Bauran Pemasaran Untuk Peningkatan Omzet UMKM

2021 ◽  
Vol 2 (1) ◽  
pp. 9-16
Author(s):  
Yulia Nurendah ◽  
Ani Mekaniwati ◽  
Dwi Maulina
Keyword(s):  
Development Strategy ◽  
Business Performance ◽  
Simulation Method ◽  
Distribution Channels ◽  
Marketing Mix ◽  
Strategy Training ◽  
Training Methods ◽  
Training Material ◽  
Lecture Method ◽  
The Right

The marketing aspect plays a very important role. Products that are preferred by consumers, setting the right price, choosing the right location and distribution channels, and the right promotion will be able to increase business performance in terms of marketing and turnover earned. Marketing Mix Development Strategy Training for Increasing MSME Turnover aims to 1) Increase knowledge and understanding regarding product development in terms of variant, packaging, size, brand and quality. 2) Increase knowledge and understanding regarding product pricing that attracts consumers. 3) Increase knowledge and understanding regarding the development of distribution channels and selection of appropriate business locations. 4) Increase knowledge and understanding regarding the development of promotional strategies To carry out these activities, several training methods are used, namely: Lecture Method, Question and Answer Method, and Simulation Method. This simulation method is very important given to the training participants to provide the opportunity to practice the training material obtained. The hope is that the training participants will really master the training material received, know their level of ability to apply entrepreneurial activities technically and then identify the difficulties (if they still exist) to be solved later. The evaluation of the success of this training shows the following data: as many as 81% of MSME participants / players can understand well the activities of implementing the marketing mix development training, 76% of MSME participants / players are able to practice marketing mix development, As many as 78% of MSME participants / players are willing to socialize their abilities development of the marketing mix to colleagues. Taking into account these data, it can be concluded that the training success indicators that have been set at the beginning get optimal results and reach the target.   Key words: marketing mix

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