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• European traditional food producers and marketing capabilities: An application of the marketing management process

  41-46

  A. Banterle

  A. Cavaliere

  S. Stranieri

  Views:

  145

  The purpose of this paper is to evaluate the marketing management capabilities of SMEs producing traditional food products, in order to analyse the market orientation of SMEs in the food industry. Following the theoretical approach of Market Orientation, our analysis is based on an assessment of the marketing management process. The methodology refers to a survey developed through a questionnaire published on the web, and a sample of 371 firms based in Belgium, Italy, Spain, the Czech Republic and Hungary was used in the analysis. Cluster analysis was applied to find the different levels of market orientation of the firms. The results revealed a certain lack of appropriate skills in marketing management in the firms of the sample, confirming the evidence found in economic literature concerning SMEs. Nevertheless, cluster analysis outlined a group of firms with good marketing capabilities and market oriented, and these represent a great part of the sample (40%). With regard to the stages of the marketing management process, the most problematic are those of planning and implementation, and control and evaluation, highlighting the difficulties SMEs encounter in carrying out coordinated marketing; which appears to be generally characterised by poor organisational capacity.

• The elements of strategic and marketing planning applied in the case of Avital company

  111-112

  Sanja Milikic

  Views:

  147

  Presently, the environment that is characterized by rapid changesinallsocialspheres,thechallengesofrapidadaptation and survival in the market, the ability of thinking and acting in front of ‘’time’’is one of the key factors of success. Every day we have witnessed a large decline of the number of companies, poor implementation of many projects, poor implementation of governmentreforms, and life challenges of people to find work. On the other hand, there are individuals, organizations and companies that face challenges and changes very fast in all world markets and societies. Question that could be asked based on this is ‘’Why and how some companies manage it and the other not?"

• Analysis of time management and self-management work practice by leaders – a focus group study

  133-140

  Erzsébet Gyopár Csapai

  Dorottya Varga

  Szilárd Berke

  Views:

  658

  Nowadays excellent leadership is one of the foundations of high organizational performance. Leadership excellence is a complex topic but efficiency and effectiveness are important components of it. These are closely linked to self-management and time management. In our focus group research, we asked senior executives about how they organize their average workday. We used two theoretical models: the Blue Ocean model and the Franklin Covey time-matrix. According to the participants the key component of effective self-management is the time management. In their leadership practice they often use a digital task manager, a workshop, an informal meeting as a tool and they find knowledge sharing also very important. They try to approach their employees empathetically. They would like to reduce the administrative tasks, spend less time on correspondence, travel and “small talks”. They would like to spend more time on automation and communication, further training and team work and dealing with the employees. They think that strategic planning, market analysis, sales, knowledge development and transfer should require more planning.

  JEL code: M12

• Use of methods and tools for an effective small and medium-sized enterprise in Szabolcs-Szatmár-Bereg county in Hungary

  Dalila Nouar

  Péter Popovics

  Views:

  203

  Small and medium-sized enterprises form the engine of the Hungarian economy, both in terms of their number and their employment rate. Therefore, the efficient operation of this sector is in the interest of many economic actors. However, experience shows that today's SME sector still needs to develop in many ways to become efficient. This study aimed to analyze whether SMEs use the necessary methods and tools to be efficient. Planning and the development of strategy are very important methods and tools for efficient and organized work, as it defines and clarifies the direction taken by an enterprise. However, the survey and the in-depth interview showed that they are not necessarily considered important for the participating SME leaders. According to the interview, one of the reasons is that SME leaders have a better understanding of everyday tasks and their implementation than the managers of large companies. Furthermore, in most cases, the SME leader is personally involved in everyday work. This provides the advantage of having the opportunity to fully understand the enterprise, thus managing, and developing it more effectively, as he or she can intervene more flexibly, faster, and more accurately if necessary. However, due to the small size of the organization, the manager also must perform the tasks of several functions (marketing, management, finance, etc.), which require multidisciplinary knowledge and skill. In SMEs, due to their specificities, it is difficult to apply best practices in large enterprises in both management and various functions.

  JEL code: M21