scholarly journals Improving Strategic Management of the Business Entities

2014 ◽  
Vol 7 (1) ◽  
Author(s):  
Anvar V. Gumerov ◽  
Regina R. Kharisova ◽  
Adeliya V. Pavlova ◽  
Irina Y. Litvin ◽  
Karina R. Nabiullina ◽  
...  
Keyword(s):  
Strategic Management ◽  
Business Entities

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 Competence Approach as a Basis for Personnel Support for Strategic Administrative Accounting at the Enterprise

2018 ◽  
Keyword(s):  
Strategic Management ◽  
Information Needs ◽  
Success Factors ◽  
Professional Competence ◽  
Management Accounting ◽  
Methodological Approach ◽  
Legal Form ◽  
Strategic Management Accounting ◽  
Priority Direction ◽  
Business Entities

The article is devoted to the study of the competence approach as the basis for staffing strategic management accounting in the enterprise. The analysis of the scientific literature showed that the distinctive features of strategic management accounting is that the priority direction for the formation of information in its system is to satisfy the information needs of strategic management in terms of accounting and analysis of key success factors, risks and the formation of strategic management reporting. The essence of the concept «competence» is investigated and the determinant of professional competence of a specialist in strategic management accounting based on the concept of competence is substantiated. Based on a structural approach, the components of professional competence of a specialist in strategic management accounting are proposed. To assess the overall competence of specialists in strategic management accounting at the enterprise level, an integral indicator has been proposed that is formed according to the following criteria: cognitive motivation, professional skills, interpersonal and communication skills, management skills, collective skills, the indicator «Specialist in strategic management accounting through the eyes of an enterprise manager». A template has been developed for presenting the results of an assessment of the overall competence of a specialist in strategic management accounting. According to the results of the study, it was established that the implementation of a strategy for the sustainable functioning of business entities in a market economy places new demands not on specific knowledge, but on the competences of employees, their personal qualities. The proposed methodological approach to assessing the overall competence of specialists in strategic management accounting is universal and can be adapted for use in enterprises from any legal form and industry. The value of the methodical approach lies in the fact that it will not only enable managers and managers of enterprises to assess the competence of staffing for strategic management accounting based on the key components of the overall competence of a strategic management accounting specialist, but also creates innovative tools to enhance effective strategic management of the enterprise as a whole.

scholarly journals Strategic management in the process of construction of systems of economic protection of the results of activities of agro-business entities

2019 ◽  
pp. 80-85
Author(s):  
Oksana Makovoz
Keyword(s):  
Risk Management ◽  
Strategic Management ◽  
Economic Security ◽  
Strategic Risk ◽  
Logical Method ◽  
Theoretical Generalization ◽  
Strategic Goals ◽  
Business Entities ◽  
Conceptual Foundations

Purpose. The aim of the article is generalization of the conceptual foundations of strategic management to ensure the economic security of the enterprise in the process of building systems of economic protection of the results of activities of agro-business subjects as an effective mechanism for counteracting external and internal threats. Methodology of research. Scientific methods are used in the writing of the articles, in particular: theoretical generalization – to understand key theories of strategic management; synthesis and analysis – to detail the systems of economic protection of the results of the activity of the subjects of agribusiness as an object of research by its breakdown into parts; abstract and logical method – during the study of the structure of the components of the system of economic protection of the results of the enterprises. Findings. The toolkit of economic protection of agribusiness entities, which can be further transformed and supplemented according to the research of the peculiarities of functioning of their activity in the current market conditions, is investigated. It is substantiated that economic protection of the results of the enterprise activity should include a system of diagnostics and risk management, which will further ensure within the enterprise itself to make prompt decisions on strategic risk management both internal and external environment. The scheme of risk management in the system of economic protection of investment activities of agribusiness entities is proposed. The systems of economic protection of the results of activity of enterprises are improved. Originality. The main criteria of efficiency of economic protection of interests and results of activity of subjects of agro-business in the long term are substantiated: profitability of own capital and economic equilibrium, which characterizes rationality and prudence of management of economic resources and creates a basis for achievement of strategic goals of the enterprise in the long term. Practical value. The introduction of the proposed research results into the activities of agribusiness entities for the use of conceptual principles of strategic planning will contribute to the establishment of a system of economic protection of the results of business activity and dynamic development. Key words: strategic management; risk; threat; protection; result; economic security; management system; enterprise.

scholarly journals IMPLEMENTATION OF STRATEGIC MANAGEMENT AT THE ENTERPRISE: CHOICE OF STRATEGY AND WAYS OF ITS IMPLEMENTATION

2021 ◽  
Vol 49 (2) ◽  
pp. 15-21
Author(s):  
Bondar N ◽  
◽  
Grechan A ◽  
Shatilo O ◽  
◽  
...  
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Enterprise Strategy ◽  
Business Entities ◽  
Main Components ◽  
Implementation Of The Strategy

The article defines the essence of the concept of «strategy» and «strategic management». The peculiarities of the enterprise strategy, which distinguishes it from current actions, are studied. The stages and main components of the strategic management system at the enterprise are revealed. The classification and characteristics of the main strategies of enterprises are determined. It is determined by which tools the implementation of the strategy on business entities depends.

FEATURES OF STRATEGIC MANAGEMENT OF REGIONS’ ECONOMIC SECURITY

2018 ◽  
Author(s):  
Yuliya Tymchyshyn ◽  
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Regional Development ◽  
Action Plan ◽  
Business Environment ◽  
Economic Security ◽  
Regional Level ◽  
Transport Infrastructure ◽  
Strategic Action ◽  
Business Entities

The article develops concept of strategic management as a system of actions necessary to achieve the goals, often in conditions of limited resources. The terms strategy, economic strategy and strategic management of economic security of regions are considered as a specific strategic action plan aimed at developing the economy of the regions, which, in turn, is manifested in the development of social, cultural and other areas of activity of the regions. The principles of strategic management of economic security of regions are characterized: systemic - strategic management should take into account all components of the region’s economy as a system, be aimed at different areas of economic security of both subjects and objects of economic development of regions, strategic measures should be systemic related economic security management processes; regularities - to take into account the regularities of regional development and to have institutional support; planning and continuity - strategic management should be continuous, the directions of economic security should not contradict and agree with each other, be reflected in regional integrated programs; Interactions - measures should be aimed at ensuring the security of regional development and be accompanied by coordinated actions of all participants in this process, including by bringing information to the subjects of strategic management measures. It is noted that the features of strategic management of economic security at the regional level in relation to the national, they include: - the close proximity of diversified regional producers who are able to respond quickly to changes in effective demand; - availability of local labor funds with a concentration of specific skills; - involvement of regional actors in transnational networks; - development of industrial and social regional infrastructure that contributes to economic security. The determinants of the meso-level are substantiated, according to the territorial aspect the following characteristics of the regions should be attributed: - resource provision and potential opportunities of the regions; - regional features; - development of regional infrastructure; - attractiveness of the region (regional level of employment and unemployment; standard of living in the region; investment attractiveness; availability of natural and other resources; branched transport infrastructure). The main obstacles to effective strategic management of economic security of the regions are revealed: distrust of business entities in the methods of public administration and reform of economic relations, administrative barriers and corruption component of economic activity, etc. However, the introduction and implementation of strategic management of economic security of regions in terms of decentralization of management form a competitive business environment, ensure economic development, stability and stability of the economic system of the region through the interest of all actors of economic security.

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

scholarly journals Analytical management tools of industrial systems strategic development

2020 ◽  
Vol 41 (45) ◽  
pp. 223-242
Author(s):  
Evgeniy M. SHAPRAN ◽  
◽  
Olena A. SERGIENKO ◽  
Olga E. GAPONENKO ◽  
Maryna S. TATAR ◽  
...  
Keyword(s):  
Strategic Management ◽  
Structural Modeling ◽  
Systems Development ◽  
Development Strategies ◽  
Management Tools ◽  
Strategic Development ◽  
Industrial Systems ◽  
Environmental Threats ◽  
Business Entities ◽  
Structural Aspects

The paper studies analytical-applied and structural aspects of strategic management of industrial systems development on the bases of assessment and analysis of the potential of their development, the formation and implementation of strategic alternatives in the conditions of external and internal environmental threats. We propose to consider the analytical-applied and structural modeling tool as a set of scenario models for formation and implementation of business entities development strategies.

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