Modeling Risk and Opportunity Reality

Author(s):  
Tom W. Townley

The author of this chapter worked for 42 years in the construction industry. Employed by a company with great leadership, vision and values. The author was able to evolve from the pencil and paper applications to the latest in data acquisition, analysis and modeling. Simulation modeling and business science were successfully applied to many business functions with significant results in predicting risk and uncertainty ranges before bids, projects and investment decisions were complete. Included in this chapter are samples of Strategic Bidding, Cost (Range) Estimating, Scheduling, Project Management/Control, and Corporate Resource Management. Business processes can be measured for Stability, Capability and Predictability. Consistently balancing decisions within the upper and lower control limits, using valid reasoning for taking advantage of risk or opportunity will usually guarantee long term success. Reality can be a friend if it is measured and applied with the right expectations. Modeling creates the environment for tapping into substance and understanding.

Author(s):  
Dmitry I. Zaykin ◽  
Irina V. Kosorukova

Relevance. The article is devoted to the analysis of the concept of «efficiency», which is a rather complex category of economic science. The essence of this concept is revealed. Today, evaluating the effectiveness of enterprises is a necessary requirement for maintaining and improving their competitiveness, and making the right management decisions. The purpose of the study is to develop a system for evaluating performance that would take into account the results of long-term investment decisions and changes in the external environment of enterprises. The objectives of the study are to analyze the modern interpretation of the concept of «efficiency», analyze approaches to assessing the effectiveness of enterprises and determine practically significant approaches to assessing the effectiveness of enterprises. Research result. The analysis of the studied definitions of the concept of «efficiency» has shown that today there is no single interpretation of this category. Common to all definitions is the idea of efficiency as the ability of the system to achieve the goal with minimal cost. As a result of the study, the systematization of the main approaches and methods for evaluating the efficiency of the state of enterprises was carried out. The article presents a comparative description of methods for evaluating the effectiveness of enterprises, which have their own characteristics, advantages and disadvantages, which determines their use in different situations and for different industries. Special attention is paid to modern approaches to assessing the effectiveness of enterprises based on the assessment of strategic efficiency.


2011 ◽  
Vol 4 (1) ◽  
pp. 24-38
Author(s):  
Andre Utoro Pusposuharto ◽  
Dewi Damayani ◽  
Rieke Henriani ◽  
Jimmy Sadeli

The ’balanced scorecard’ is used not only as a tool to clarify the strategy of a company, but more importantly used for planning and development strategies. Without a strategy, it is impossible to survive in a competitive and dynamic business world. Combining long-term competitive capabilities with the goal of creating a synthesized company, the balanced scorecard can be trusted to utilize the financial measures of past performance to predict future performance. This data was analyzed from four perspectives: financial, customer, internal business processes, and learning and growth. The balanced scorecard is used as a basic measure, not only of the company's long-term goals, but also from the inclusion of the vision and mission. Herbal Puspo, a company engaged in the field of herbal pharmaceuticals, is also in the process of determining the direction and objectives of the company. The authors help determine its vision and mission which is then translated into strategic objectives for the company. The authors collected data and information, including surveys and industry analysis, which is then analyzed using a variety of basic theories of management strategies such as Porter's Five Forces and the TOWS matrix. From this analysis, the authors, together with the company management, summarized a strategic measure which was then translated into the four perspectives of the balanced scorecard companies.


2019 ◽  
Vol 8 (2) ◽  
pp. 103
Author(s):  
Hadi Santoso

Managers who are responsible for the management of companies are faced with two important decisions - investment and funding. The right investment decisions and choice of funding sources are important because they affect the company's financial performance. The selection of the types of assets to be invested and the right types of financing sources result in optimal returns for the company. It reflects good company performance and future prospects. In addition, optimal return is a good sign for investors. Companies that perform well experience increase in the value of their firm. This study examined the effect of investment decisions and the selection of appropriate sources of funds on the performance of the company and the consequent impact on the firm value. The study was conducted in two parts. The first part examined the effect of investment decisions on long-term assets with long-term funding on the rate of return and firm value. The second part examined the effect of investment decisions on the company's short-term assets and funding for financial performance and firm value. The case study used in this research is a consumer goods sub-sector company listed on the Indonesia Stock Exchange in the period 2010 to 2017. Path analysis is the data analysis tools that was used. The results of data analysis showed that the asset structure has an effect on financial performance and firm value. The capital structure affects the financial performance but does not affect the firm value of the company. Financial performance was measured by ROI.


Author(s):  
Paul Kelly

After reading this part you should: The director of a company specialising in festival support services had just come back from a contract at London’s Hyde Park, a big outdoor event, headlined by The Eurythmics, a fashionable band at the time. “What were they like?” an excited music enthusiast asked him. “I’ve no idea,” came the droll reply, “I spent the whole evening unblocking the toilets” (Toby Short of Rock City Stage Crew, 1999). To some, festival budgeting is a bit like that, it’s a task that seems dull boring and repetitive, but it’s also incredibly important. Doing endless budget projections – and they will keep changing – keeping a track of estimates and invoices, managing your cashflow and then counting the pennies at the end of the event is hardly glamorous. But if the finances get all blocked up or don’t flow in the right way, the smell will be pretty unpleasant and, in extreme cases you might even have to sell all your worldly possessions to sort out the mess.. Good budgeting is crucial to the long-term success of your festival and also your peace of mind. It’s not difficult, so long as you are careful and methodical. As your event grows, the financial numbers will obviously get bigger and some of the control issues get more complicated. But the principles remain the same. A growing festival will need to get the advice of an accountant, especially where tax matters are concerned.


Author(s):  
J. M. Gruzina ◽  
Kh. P. Kharchilava ◽  
K. Yu. Mukhin

Due to the rapid development of digital technology, the structure of future jobs is becoming increasingly complex, and university graduates need to acquire the right combination of skills to succeed in a rapidly changing world. The need for continuous replenishment and updating of professional knowledge is determined by the pace of scientific and technological progress, the transition to the information stage of the development of society, and the widespread use of innovative technologies. There are prerequisites for the formation and development of the category of “strategic outsourcing”. Unlike the services of the service, which have a one-time, episodic nature, strategic outsourcing is usually transferred to the functions of professional support for the uninterrupted operation of individual systems and infrastructure based on a long-term contract. Strategic outsourcing allows not only to restructure business processes radically but also significantly improve opportunities and prospects. The purpose of this study is to study the concept of outsourcing in entrepreneurial training and the development of human capital.


2021 ◽  
Vol 106 ◽  
pp. 03004
Author(s):  
Svetlana Fedorova

IT outsourcing is one of the new types of outsourcing. One of the current trends is the use of IT instead of other types of outsourcing. IT outsourcing implies the maintenance of the entire information infrastructure of a company (or individual components) by a third-party company, which specializes in these processes. This is a refusal to hire information technology specialists. There is no universal classification of IT outsourcing services. Several types of IT outsourcing can be distinguished: external and internal; resource and functional; outsourcing of IT infrastructure, IT processes or full outsourcing; disposable and long-term; main and additional. The IT outsourcing has a number of advantages: financial savings, the ability to engage in specialized activities, professional services, promptness of implementation of new technologies. IT outsourcing has some disadvantages: data security, trade secrets, and poor-quality services. Before using IT outsourcing services, a company should analyze business processes, determine the economic efficiency, and conclude a contract.


2011 ◽  
pp. 194-219
Author(s):  
Victor Portougal

The company is always aware of what it wants to produce because it is definedby the market pressures or by demand. However, what the company wants tomake must be rationalised against what it can make. The issue of balancebetween requirements and capacity relates to a type of trade off. On one hand,the company wants to satisfy demand, but on the other hand, it may not havethe capital resources to do so. At the senior management strategic planninglevel, long-range investment decisions are made that can increase the company’scapacity resources. Commonly however, the additional capacity lags behindthe pressure to produce more product more quickly. In these cases, manage-ment must make choices. A company must select carefully how to manage itslimited asset of resources to achieve the greatest benefit to the company.


Author(s):  
Stefan Smolnik ◽  
Stefan Kremer ◽  
Lutz Kolbe

In order for a company to be oriented consistently toward its customers and their processes, it needs to customize its intracorporate processes and systems. The solution seems to be customer process-oriented portals that integrate companies’ systems and provide transparent access to information objects stored in these systems. A key problem in this regard is finding relevant information objects in systems that not only are growing but also also are being disseminated. An additional challenge is making knowledge available at the right time and at the right place. A company’s competitive advantage is rooted in this knowledge advantage as well as in the capability to transform this superior knowledge into market-driven business processes. The research questions addressed in this chapter are how the value of information objects is affected by the context in which it is considered and how associated contexts can be uncovered for given situations. We introduce a continuum of context explication comprised of the relationships among data, information objects, knowledge, and their contexts according to their degree and ease of context explication. The extremes of the continuum, therefore, would be data with no context to explicate and knowledge with rich, person-specific context. We conclude that discovering implicit meanings and expressing those meanings explicitly increase information objects’ potential values. In addition, we evaluate the full-text search, attribute-based search, and topic maps as approaches for knowledge discovery through customer process-oriented portals as well as providing patterns that indicate when to apply which approach. Two small case studies are presented of knowledge discovery through such portals. We conclude with suggestions for future research, based on our final deductions with respect to the study.


2020 ◽  
Vol 20 (2) ◽  
pp. 652
Author(s):  
Silmi Silmi ◽  
Kevry Ramdany ◽  
Yudi Mufti Prawira

Financial statements are one of the analytical tools that contain information that can be used by potential investors to make investment decisions. Prospective investors need a capable and trusted analysis to analyze the financial statements of the industry in the Bank, to determine which banks need funds for short-term investors and long-term prospective investors involve investing their capital through the purchase of shares, explained to the Bank that provides funds as expected investment returns by potential investors even more. There are 5 banks that submit comparisons and assess their ratios and performance in this study so that potential investors can invest appropriately, expecting: PT. Bank Central Asia, PT. Bank Rakyat Indonesia, PT. Bank Nasional Indonesia, PT. May Bank and PT. Bank Permata, for 5 years analysis time period. From the results of research and analysis conducted, Bank BCA is the right choice for investors for short-term investors and BRI is the right choice for potential investors for long-term investment.


2021 ◽  
pp. 29-32
Author(s):  
Hanna KOVALOVA ◽  
Adil Mohamed Abdalla Sultan AL ALI ◽  
Viktor ZAMLYNSKYI

The paper examines the company's business reputation in detail as one of the most important components of a company's success. Currently, there is no doubt that goodwill is the most important intangible asset of the enterprise, despite the fact that it differs significantly from other intangible assets in its content, methods of acquisition or disposal, valuation methods. The paper presents an analysis of the issue of business reputation and shows its relevance, reveals such concepts as “reputation”, “business reputation”, methods of management and evaluation of business reputation of the company. Today, the problem of reputation management is experiencing a real peak of its relevance. “Reputation – a valuable intangible asset of the company, which accumulates over the years and can be destroyed immediately” – this phrase in one variation or another is constantly heard at conferences, flashes on the pages of business publications, appears in corporate business plans. Experts agree that a good reputation makes a company more attractive to investors, increases its capitalization, increases income, provides a stronger position in entering new markets and supports the general population. Obviously, to achieve a noticeable effect, any actions to manage business reputation, taken by the organization, must be long-term and systematic, be integrated into key business processes. Researchers publish research results that prove the positive impact of reputation on other parameters of the business model. There is no doubt that reputation must be managed. Therefore, this is exactly what was described in detail in the paper.


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