Techno-Resonance Innovation Capability And Reactive Innovation To Competitive Advantage : Business Strategy

This research study discussion objectives to fulfill the research gap in the findings of inconsistent business strategy capabilities of SME players from reactive innovation, by incorporating the ability of marketing architecture to achieve competitive advantage and the ability of techno resonance innovation as factors that provide stimulus through reactive innovation on competitive strategies and contribute directly to competitive advantage, where working capital is included to moderate the direct relationship of creative innovation to competitive advantage , as well as techno resonance innovation capabilities on competing business strategies. Post-pandemic business optimization, not only the required venture capital but the importance of capturing the resonance of business opportunities and marketing design capabilities. Nine hypotheses were residential and tested in the framework of a sample of 156 SMEs in Central Java, Indonesia. The findings of this study contribute three contributions to conceptual techno-resonance innovation capabilities. First, techno-resonance innovation capabilities are proven to enhance reactive innovation and competitive business strategies, both working capitals strengthen competitive business strategies and provide a complementary advantage, the third reactive innovation has the potential to mediate techno resonance innovations on competitive business strategies and competitive advantages. But other marketing architecture capabilities need to be optimized, such as aggressive marketing dissemination and information design forms.

Improving methodological approaches to assessing the components of the production potential of agricultural enterprises in the languages of transformation of the accounting system and financial reporting

The article reveals the assessment of the current state of assessment of the components of the production potential of agricultural enterprises, in particular: agricultural land, biological assets, fixed assets. It is proved that an independent assessment of the components of the resource potential of farms of the corporate sector of the agricultural economy can be used as a justification for the fiscal authorities of the cost and the size of the VAT base as a whole; optimization of the top management salary based on the market capitalization (value) of the business; optimization of insurance payments, which are accrued depending on the market value of agricultural assets; preparation of reliable financial statements in accordance with IFRS in attracting international capital, because the international audit of such statements requires a preliminary assessment of fixed assets and other assets (including biological current assets) by an independent appraiser; optimization of the amount of collateral, the market value of which requires an independent assessment in all commercial banks. We believe that the reasonable value of land could be determined by the market after the lifting of the moratorium on the sale of agricultural land, but there is a risk of concentration in the hands of one owner. According to the results of research, the book value of fixed assets of agricultural enterprises differs several times from the market, which causes a mismatch between the amount of depreciation deductions to the amount required for a simple reproduction of fixed assets. At the same time, the regulations governing the valuation of fixed assets need to be harmonized to regulate their revaluation in agriculture at the macro level to ensure an objective measurement of fixed capital and its costs in the process of agricultural production at the micro level. Key words: agricultural land, fixed assets, biological assets, valuation, value, agricultural enterprises.

On the Linear Integration of Attraction Choice Models in Business Optimization Problems

Decision problems from various fields (e.g., assortment optimization, product line selection, location planning) require to endogenously incorporate probabilistic choice behavior in dependence of the availability of given choice alternatives. A widely spread demand model in marketing and econometrics to represent such choices is the attraction choice model. Of this model, the well-known multinomial logit model and—in case of multiple latent customer segments—the finite-mixture logit model are special cases. However, integrating such models in optimization problems results in non-linear formulations. Thus, in recent years, several exact linearization approaches have been proposed. These approaches are based on different ideas, and they have appeared independently from each other in different fields of research. Thus, the question arises how these approaches differ and how they relate to each other. In this short communication, we settle this question by arguing that many of the proposed approaches—even though they might seem different at first glance—can be traced back to one of two underlying linearization ideas. Establishing a generic problem, we discuss the two ideas in a unified way by presenting two corresponding general model formulations that are shown to be equivalent. Based upon this, we are able to classify the major publications which integrate some type of attraction choice model in detail. In particular, for each formulation of the analyzed literature, we explain to which extent it is a special case of (one of) the presented generic formulations. This also makes clear under which context-specific conditions certain elements of the generic linearization can be omitted, potentially serving as helpful guideline for future applications of such linearizations.

MARKETING MANAGEMENT, PRICE ANALYSIS AND FORMATION OF THE STORE COMMUNICATION STRATEGY

Opportunities and threats to the enterprise’s activity in the floristic market of Ukraine in the form of EFAS analysis have been evaluated. High-end flowers in the Dnipro can be found only in boutiques, to which the Amadin store also belongs. Amadin’s prices are in the range of average market prices: lower than those of large competitors and higher than those of small retailers. When the price changes by 1%, demand changes by about 1.1%. Analyzed the strengths and weaknesses of the Instagram account @amadin_dp. In order to clarify consumer benefits and form a marketing communication strategy, marketing research was carried out in the floristic market of the city of Dnipro. The target audience of the survey: online customers, visitors to the store. Using a survey of store customers, the main consumer requirements for the product are determined: freshness, variety of assortment, professional floristic services. It is determined that the Amadin store has a fairly high competitive position in the floristic market of the Dnipro city. To create a polygon of competitiveness based on the questionnaire, the following criteria were chosen for comparison: price, appearance, location, additional services, delivery, advertising activity, uniqueness of offer, brand knowledge, brand loyalty, staff quality, and assortment breadth. Amadin leads the way in brand loyalty, additional services and delivery services, as well as the offer uniqueness. Brand knowledge and promotional activity are weak points. For growth of sales it is necessary to be recognizable in the market therefore it is necessary to pay considerable attention to marketing communications for increase in recognition of a brand and awareness of buyers on it. Formation of marketing strategy of the enterprise is carried out on the basis of definition of a Canvas strategic of the industry and creation of a McKinsey matrix. It was established that the competitiveness of goods in the segment is high – 8 points from 10. The matrix McKinsey is built. According to this matrix, Amadin is located in the quadrant, where the average market attractiveness and strong competitiveness, which means one of the most profitable business positions. It is advisable to choose a strategy of aggressive growth that is investment and business optimization.

Process mining is an effective business optimization tool

The effectiveness of any business depends primarily on how effectively its internal processes are arranged and work. Hundreds of books have been written about how to achieve this. Whole theories have been developed, the most popular among which is the management concept of BPM. This is a great concept that helps to clearly answer all the important questions: where, when, why, how and what work is being done and who is responsible for its implementation. But it is only possible to apply this theory correctly only if the business has complete information about what is happening inside it.