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• Practical Application of Methods in Strategy-Based Analyzes

  59-72

  András Nábrádi

  David Forest

  Hajnalka Madai

  Beáta Bittner

  Tünde Zita Kovács

  Adrián Nagy

  Views:

  458

  Increasing environmental volatility is a growing challenge for companies and businesses. The speed of economic events is changing, and the risk of uncertainty is increasing, requiring business to take a new approach to strategic planning. In the design and forming of their strategy, both the factors of the external and internal environment and the analysis of their competitors can be based on well-chosen methods. We consider the review of these methods, their application in planning and educational practice. The aim of our work, in which we present the methods that underpin the strategy applied in both domestic and international practice. The analysis of the external environment illustrates the construction and applicability of an external factor analysis matrix based on traditional PEST analysis and the Porter's five-factor model. In the case of internal factor analysis matrix, we focus on the approach of method choice, and on the applicable methods, the importance of the resource-based approach, the analysis of key factors and the Porter value chain analysis matrix. The third pillar of the analysis that underpins the strategy is the matrix-based assessment of competitors. The applicability of the methods depends on the form of the enterprise, the field of activity and the nature of its activities, which is complicated by the emergence of new economic spheres (e.g.: sharing) and transformed power relations.

• Model Calculations on the Use of Mobile and Stationary Units for Wood Pellet Production

  1-8

  János Szendrei

  Gábor Grasseli

  Balázs Kocsi

  István Budai

  Edit Szűcs

  Views:

  325

  This paper presents the model calculations made for supporting the decision making of different technology alternatives. Base cases were A) use of a mobile pelletizer and B) using pellet factories at fixed locations for the production of a new product, sheep wool pellets. Calculations were made for three alternatives for each base case. The results of the model were used to examine the energy, time and cost criteria of the alternatives. Based on the given preliminaries, results of the model calculations supported the recommendation to choose case B) for further technology management and supply chain management decisions.

• Application of Nanomaterials in Food Industry and Agriculture

  116-126

  Ákos Pintér-Móricz

  Renáta Zákányiné Mészáros

  Views:

  122

  Nanomaterials have unique application features which can mainly be associated with their size properties. These materials have much higher surface than the normal particle size variant of the same materials. Due to these properties, nanomaterials are widely used in the industry. Food industry and the agrarian sector are using these materials increasingly. The main goal of nano size components and additives are the improvement of some parameters of the food manufacturing process, the elongation of the best before date of the food and the improvement of the texture, stability and the consistence of the food. Probably, nanomaterials will play an important role in the development of the food industry, moreover, it can be anticipated that nanotechnology will also appear there and will influence the whole food chain. It should be noted that food industry is using several nano size class materials which are not referred to as nanomaterials. Some examples are the micelles of some proteins, like milk protein, and fatty acids. Considering all these, the aim of our work was to present a thorough review and summary of the current applications.

• PDCA – How does the Organization Learn?

  1-9

  Attila Gurabi

  Norbert Mátrai

  Views:

  411

  An organisation (whether it is in the private or in the public sector)knows where it is headed, it has a vision. To achieve this vision the organisation can have a strategy beforehand or the vision can be the result of a continuously improving strategy.The strategy can be developed according to the earlier routines or in a totally new way. Many times failures help to find a solution better than the chain of successes. The lessons learned should inevitably be part of the following cycles otherwise the same issues rise again and again which finally ends in exasperation and giving up. When we create a learning process it is easier to focus on avoiding the obstacles than motivation. PDCA is a well-known method for it but what prevents us from applying it the proper way? What are the obstacles that prevent the organisation from developing through its learning processes?