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Is it the right direction? The audit of business strategy
121-124Views:145In the audit the process of strategic planning the management focuses the social expectations, threats and opportunities of the environment as well as the expectations of the owners. The main question is how much are the strategic tasks is matching with the environmental and corporate resources and capabilities. The answer which raised in strategy audit evaluates the ability to break the implementation barriers. A strategy is worth to realize only if we get satisfying answers to the questions related to the audit. A complex strategy audit method helps to appraise how the planning process is integrated.
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Empirical research on corporate strategies in Hungarian dairy industry
169-179Views:199Corporate strategy has never been as important as it is nowadays. Markets are changing rapidly because of consumer demands, innovations, information flow and economic changes. Our paper concentrates on Hungarian dairy industry (hereinafter dairy) and four main objectives were defined to be analysed: (1) domestic dairy company features, (2) main strategic characteristics, (3) how companies’ strategy resonates on the consumer side and (4) companies’ financial background were analysed as well. A company database was made in order to prepare for the primary research and to understand better the nature of today’s market. B2B (26 companies) and B2C (503 people) surveys were used in order to gain primary data. In 2017 132 Hungarian companies were observed in milk processing, but 44% of the market participants are not present in dairy competition. It is a fairly fragmented market structure because 10-20% of the annual turnover is accumulated among the 80-90% of competitors. The factor analysis of the data proved that the dairy companies followed m strategies at the same time; and it is assumed that most of them are unconscious. Strategically, the majority of the dairy sector is not up-to-date and modern enough. SMEs sector management skills and strategic preparedness are considered to be out-of-date and insufficient. Strategic planning can possibly have an influence on financial results, which was only partly proved by the analysed criteria system. The production and use of own raw milk supplies might make companies experience financial benefits. Nearly 78% of the respondents would rather purchase goods made from own raw material. The willingness to pay a higher price for this was in average 5-15%.
JEL Code: L1, L66
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Performance indicators in CSR and sustainability reports in Hungary
137-142Views:421Corporate Social Responsibility (CSR) or Corporate Sustainability reporting is a relatively new phenomenon in Hungary. As the external pressure from the civil society, public authorities and the media has so far been fairly low, this important corporate activity emerged only at the beginning of the last decade. In spite of this, several pioneering companies have started to publish information on its environmental and social performance in recent years. CSR and sustainability reports are seen increasingly as strategic documents that offer a balanced, objective, and comprehensive assessment of a firm’s non-financial performance. In 2008 and 2009, more than a third of the 100 largest companies reported on their non-financial results (most of them were GRI based reports). In 2010, sixty-one organisations published a report about their non- financial performance, and 22 of these for only the first time. The aim of this paper is to present recent attempts to use indicators in CSR and sustainability reports. On the basis of a detailed review of 70 CSR/sustainability reports published during the last 9 years in Hungary, an analysis was made on the performance indicators appearing in the reports. The motivations of indicator selection processes was analysed and the intended roles of indicator set in communication and strategy design was presented. The significance of and limits to the proposed indicators was discussed.
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Strategic approach to sustainable business of Galenika Fitofarmacija A.D. in a context of accession of Republic of Serbia
109-110Views:112Strategic management is ultimately concerned with the quest for sustainable advantage. To be practical, advantage for commercial firms concerns earnings and sustainable means a concern with earnings into the future. Pearce and Robinson define strategic management as a set of decisions and actions that results in the formulation and implementation of plans designed to achieve a company’s objectives. David says that strategic management can be defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives. Strategy is also hierarchical concept – it takes place at three different levels: corporate, business, and functional. These levels correspond with the activities of managers in different parts of the organization.
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Exploring the value of brands on the montenegrin bottled spring water market
39-41Views:141The branding strategy is based on future goals relating to clients, aimed at increasing awareness of the brand, creating a positive brand image and establishing a preference for the brand and ensuing brand loyalty. A brand is a very important factor for competitiveness and establishes a leadership position in the market, given the major impact that this form of intellectual property has on the perception of consumers and the success of innovative products on the market. The bottled water market has increased by about 35% in the last five years on the global level, dictated by young consumers who are becoming increasingly aware of the significance of proper nutrition in maintaining health. The research presents qualitative information on the market value of bottled water brands, the general characteristics of retailers, as well as on their target customers. The main task of this paper is to confirm the usefulness of marketing research in modern business as well as to present the benefits of brand value measurement to current or future brand owners. It is to be hoped that the results presented in this paper may serve as a good basis for upgrading marketing activities, based on a better understanding of target customers and their particular needs, through better communication for the purpose of stronger corporate branding.
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