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Problems with the application of conventional financial ratios in corporate risk measurement
5-12Views:510One of the enterprises’ biggest fears is a potential bankruptcy situation. This is the reason there are a lot of people who try to anticipate it. To be aware of the actual and expected future situation of a company is in the interest of all those who are related. This topic has come to the fore after the economic and financial crisis of 2008. Companies, their creditors and internal stakeholders should be aware of the liquidity and solvency situation of a given company, because its deterioration can cause serious problems for all of them. During the financial analysis of companies, the problem of liquidity indicators showing bad signals can often be experienced, although there is no visible sign of difficulty in their operation. In other cases, the situation is just the opposite, i.e. liquidity ratios are adequate, but still, the business faces payment issues. How could it happen? The purpose of this study is to present indicators which can measure more accurately and reliably the actual liquidity position of a company.
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Estimating the economic potential of rural microregions
71-79Views:296Experts have been involved in the problems of determining microregions in Hungary since their establishment. In Hungary, the microregions (NUTS17 IV) were established by top-down method. This system cut through existing economic and cultural connections. The villages set up their own bottom-up microregions, which have tighter connections than the official regions. In my article, I estimate the economic potential of two regions, the regions Erdôspuszta (Hungary) and Hohenlohe (Germany), after analyzing the relevant literature on determining economic potential. Projects realized by enterprises and civil organizations have strategic significance in the economies of settlements, and it is true that their developers are not members of the formal management of the settlement. The local governments, however, should conduct realization and topdown of projects, and they have to have an image of the future and strategic plans. The present Hungarian practice, which appears in supply oriented applications, is not expedient over the long-run.The projects of settlements are run parallel to each other; they therefore fail to reach any synergic effect. The aim is harmonizing and building projects onto each other.
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Tourist considerations in hosting a mega sport event: 2010 FIFA World Cup
73-78Views:344Tourism enterprises can create public viewing areas where shared enjoyment and heightened emotive experiences could arise, as well as sentiments of patriotism, and ownership of the event itself. But, they must keep their base business happy; to ensure long term loyalty of existing customers.
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Economic, practical impacts of precision farming – with especial regard to harvesting
141-146Views:491Today agricultural practice is faced with a paradigm shift. In terms of natural resources, the World’s growing population calls for rational management and environment-conscious behaviour. Precision farming may provide a solution for the above mentioned criteria and problems. It has an array of technological equipment, elements and complete systems which are in themselves suitable to create conditions for efficient farming, to reduce environmental load and to provide farmers with optimal return on their investment. Agricultural production has started to focus mainly on efficient crop production and machine operation. Due to this trend, machinery exploitation emerges as a secondary priority for agricultural enterprises. The underlying reason behind this shift is primarily the rise of machinery operation costs. Efficient machinery operation can provide farmers with a solution to reduce their expenditure and through better logistical organization they can obtain extra returns. On the leading edge of my research is to introduce, quantitatively underpin and to justify the application of precision technologies. Our fundamental research methods rely on scenarios and economic calculations.
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Cost analysis of pig slaughtering: A Hungarian case study
121-129Views:663The scale of Hungarian slaughterhouses is small in international comparison and the cost of slaughter and cutting a pig of average live weight is relatively high at 16.1-19.4 EUR on average. The aim of this study is to evaluate the cost of pig slaughter and cutting through the case study of a medium-scale plant in Hungary. Based on data from the enterprise, a calculation was performed in relation to the “output” quantity of pig slaughter and cutting, as well as its value and the cost and cost structure of processing. The capacity of the examined plant and its utilisation were analysed and cost reductions were estimated for various increases of output. In 2015, the direct cost of slaughter and cutting was 18.9 EUR per pig for the medium-scale plant which processed 100 thousand pigs. When the purchase cost of pigs is excluded, labour costs accounted for the highest share (30%) of costs, followed by services (29%) and energy costs (21%). For this reason, the level of wages and employer’s contributions has a rather high significance. Analysis showed that significant increases in Hungarian minimum wage and guaranteed living wage in 2017 resulted in an estimated 7% increase in the cost of slaughter and cutting compared to 2015, despite the decrease of contributions. The capacity utilisation of the plant was a low 28% when compared to a single 8-hour shift considered full capacity. The cost of slaughter and cutting was estimated to be reduced to 14.2-17.0 EUR per pig if the plant operated at full capacity. This may be considered a lower bound estimate of cost because there are numerous restricting factors on optimising capacity utilisation, such as: 1) number of live animals available for purchase and related logistics; 2) cooling capacity availability; 3) labour availability; 4) market position of the enterprise and potential for marketing additional pig meat products. Enterprises of this scale are recommended to consider producing more value-added products and, accordingly, investing in product development.
JEL Classification: Q13, Q19
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