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The launch on the way to development or the „revival”... (Comparisons of theoretical and practical approaches apropos of the change and crisis management process of smes and mature companies) .
65-70Views:82Hungarian SMEs, just like those in other EU member states, often cease for various reasons. Among these factors are many, which should not necessarily turn out this way. These factors are studied in numerous countries while the attempt is also made to create the systems of conditions for these enterprises to recover – often through various aids and supports (from public supports to non-governmental initiatives). Among other things they are trying
to organize those services with the help of which – if there is the slightest hope for survival – those SMEs in trouble or having serious difficulties could avoid going down by recovering from
their problematic situation and getting improvements.
These days this issue comes up more and more urgently in Hungary, as well. It has quite a few signs indicating that – among other things – the reports, the enquiries and commissions of the
National Association of Change and Crisis Managers (VOE), all of which – just like "thermometers" – reflect this tendency well.
I have been doing research on this topic since 1993. As an expert I utilize them, and as a VOE member, vice president, then president I process the relevant Hungarian but mainly French
experience on the subject. I intend to present those few theoretical and practical results and applicable experience I have reached this way in this presentation of mine. -
Situation of small and middle sized enterprises in Northern Great Plain Region
69-72Views:117Most of the enterprises operating in Hungary belong to the group of small and medium enterprises (SMEs) which means that their total number of staff is less than 250. The aim of the study is to examine SMEs operating within the North Great Plain region. It provides a short summary of the general characteristics of the region, the situation and significance of SMEs based on the data 2009 and it also clarifies the relevant definitions. The data shows that the enterprise type that is most characteristic in the the region is joint venture (the most popular type is Ltd). It can be laid down as a fact that the number of micro and sole entrepreneurs is also significant in the area. It is also clear that the majority of small enterprises deals
with commerce, while most of the medium enterprises are involved in industry (processing industry). As a continuation of the examination, size of investments, influx of foreign capital, ratio of employed people and grant opportunities are also to be evaluated since these factors influence the operation of enterprises as well. -
Need for measurement of the innovation at Hungarian SMEs
5-13Views:149Competitiveness studies have shown that innovation could be breakout point for some economies, regions and enterprises. Knowledge acquisition, creation and exploitation of the knowledge base have been an essential element for economic growth. These knowledge-based economic processes come together with the innovation. Measurement of innovation by indicators has been playing a really emphatic role in making strategy whether it is national or EU planning.
Enterprises have always tried to measure and quantify their innovation activities mostly through the results of their economic process. Companies have generally considered their products as part of the innovation. That was the reason that in most cases they only and exclusively focused on the finished product. Some of them was able to realize that details of the production process must be taken into account in order to the whole innovation activity could be measured.
That is why I find it important to examine of what the innovativity of enterprises is made of, and in which way they can be measured.
In addition I was looking for the answer to the questions that how much the measuring method allows you to compare enterprises for further examination.The development of measurement methods is an essential moment of the article. As it is compiled for me the most important aspect of innovation, according to the statistical document, the Oslo manual guides you through the measurement methods and operational processes They play a very important role in proving my hypothesis. Overall, our country’s innovation results show those areas where we have high endowments, and also those where are the weaknesses.
Of course, systems and tools defined by the governing authorities of national economies will have the main role but the activity of the European Union will be the frame in the end, because without subsidies from the EU budget, national budget wouldn’t be enough to implement these aims.
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The role of mediation resources in the operation and development of knowledgeintensive small and medium enterprises
109-113Views:138Address social and economic processes of social capital system between universities and the business sector – because of their special and similar characteristics – major emphasis will be displayed. Knowledge-intensive companies would be hard to imagine functioning without established links with tertiary education institutions and universities can now functions would be unthinkable without displaying the corporate sector sectoral specificities of knowledge and strategies of the university.
Because of the development of knowledge-intensive business activities based on innovation-oriented economic development which are specific to innovative SMEs, funding sources and opportunities. In a typical operating environment of innovation, with sectoral, spatial and temporal factors are constantly changing. These factors are decisive elements in the innovation opportunities, and through this indirectly the success of these enterprises. The resources involved in mediating the markets perceive a high risk to price this innovation activities and their funding. Under the study to try to answer that by optimizing the functions of universities, how and in what form they may have a role in mitigating financial risks.
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The role of SMEs in innovation-oriented economic development
95-99Views:134Both at European and national level tertiary and quaternary sectors are concentrated in the metropolitan centre. In the rural areas only the sites of such sectors can be found the premises of which temporarily transform the sectoral structure of these areas, but from the regional development aspect they did not prove to be an effective strategy.
The European Commission is now focusing on growth from innovation, which could become the driving force behind productivity growth and the economy’s long-term trend. The innovation-oriented economic development’s key players are on the one hand the knowledge-intensive enterprises, on the other hand the universities. Tertiary education can play a role – among others – in shaping and creating the development of knowledge intensive business environment and conditions, on the other hand it can assist the development of network contacts – another precondition of employment growth. -
Strategic planning in agribusiness
23-27Views:227Agricultural businesses operate in a complex and dynamic environment, with many challenges and opportunities. It is therefore essential for these businesses to have a strategic plan. It is a critical process that helps businesses navigate in a complex and uncertain environment and achieve long-term goals and objectives. In this article, we have conducted a bibliometric analysis of academic journals to investigate the extent to which strategic planning is a researched topic in agribusiness enterprises. We found that there is no concentrated research, with only three keywords appearing in the literature with at least five repetitions. Even of the two repetitions, only 22 were found. The clustering of keywords helps to identify research directions. The results of a survey of 134 enterprises were then presented. The majority of enterprises do not have a long-term plan or even a written vision. We found that SWOT analysis is still the most common planning method among the companies surveyed. It was also found that there is no difference between industries in this respect. Significant differences were only found in relation to company size, with all large companies having a strategic plan and the vast majority of SMEs not. Only 17 out of 132 firms have a plan longer than three years, and 32 do not have any plan at all. Strategic planning can help to address many of the challenges in the agribusiness area, and it is therefore proposed to improve the proportion of firms planning through knowledge transfer.