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Strategic approach to sustainable business of Galenika Fitofarmacija A.D. in a context of accession of Republic of Serbia
Published September 30, 2009
109-110

Strategic 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 implementati...on 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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Defining the strategic objectives of Hungarian mutton product chain and elements of marketing strategy in the beginning of the second decade of the century
Published September 30, 2014
119-132

The sheep sector is regarded to be a “black sheep” in Hungary, both in terms of economy and marketing. On one hand, the sector is not easily traceable as available relevant data are partial and infected by the effects of black market or underground economy; on the other hand, there are no clear, concrete statistical data or surveys on consu...mption either.
The present study attempts to dissolve the above anomalies and present findings by fact-based model calculations and actual marketing surveys. The fact-based model developed and used for more than 200 variables verifies the correctness of economic calculations. Original examinations were performed by Béla Cehla, doctoral candidate, in 2000–2011. The marketing survey, although not in full accordance with statistical requirements, was carried out in 2012 and it processed relevant data authentically.
The main conclusions are the following: It is clear so far that genetic basis should primarily be evolved in the industry, as it is the factor that mainly contributes to profitability and price-type factors come only following it. Genetic modification is achievable by changing breeds or crossbreeding. The findings of product chain level sensitivity analysis have provided clues that the added value generated in the sector is already determined during slaughter lamb production and progeny influences this value in approximately 80%. Critical points are feed conversion ratio and the relating price of lamb feed, which influence added values by 2.7–2.9%. The remaining factors affect added value through feeding costs, although not considerably.
The following activities can boost interest in the market of sheep products:
• Comprehensive market research
• Stimulation of cultural development by product-tasting, exchanging information and recipes
• Development of supply in accordance with demand
• Identification of target markets, positioning products
• Diversification of product range
• Community trade mark to guarantee excellent quality and Hungarian origin
• Selection of credible poster faces, organization of advertising campaigns

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40
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Empirical research on corporate strategies in Hungarian dairy industry
Published December 31, 2017
169-179

Corporate 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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51
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Experiences on organisation of fruit and vegetable sector in Hungary
Published December 30, 2009
65-67

The objectives are (1) to reveal some current issues on organisations founded by fruit and vegetable producers and (2) to stress upon those factors that should be highlighted in the very next future. In Hungary, POs have been accounting for bigger share of fruit and vegetable trading in Hungary, which refers to a better organisation in the sect...or. Bargaining force and level of experience on running such businesses, although, are still much behind the level expected. Flexibility and speed of a running business are highly determined by the legal form of Pos. The most favourite form is cooperative that is not flexible enough as a business form, especially for starting businesses. Low yearly turnover and weak market power feature the POs, preferring short time solutions to strategic thinking. It is macro environmental factors that generate short term thinking, but coupled with mismanagement on different levels of corporate management.

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39
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Educational projects – support for development of tourism and rural areas in Serbia
Published July 30, 2010
65-69

The paper presents three mini-projects that have been implemented by The Institute of Agricultural Economics – Belgrade in the 2006–2008 period. Those were special educational projects in agriculture and rural development, whereas extension activities were concentrated onto three topics: farm management, support of rural development and imp...rovement of small farms. Implementation of projects took place on the territory of the South Banat County and some Belgrade city communes. The projects intended to solve current problems of sustainable agriculture and rural development. Within the projects there were identified priorities related to investments, strategic planning and tourism. Educational activities were aimed at a number of holders or members of their registered farms. Dynamics of the projects' implementation included introduction and discussion with a number of farmers, formation of small groups, preparation and making of materials, a series of theoretical lectures and determination of the joint work results. Education programs are aiming at improvement of the farm holders' knowledge in the field of business and management. Specific objectives of training are to increase sales of goods and services at domestic and foreign market, to increase competitiveness in a particular market, to achieve higher profits, to create new jobs and improve living conditions in rural areas. Evaluation of projects was related to determination of level, to which there were achieved set objectives, then to define implementation of projects in accordance with the plan, as well as to determine an impact of educational activities to promotion of knowledge concerning business and management.

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The new strategic directions of rural development in Hungary
Published November 30, 2012
143-150

The notion of sustainability is the basis for our future possibilities. Local sustainability, in the centre of which can be found the livable settlement, is especially important in rural areas.Without developing rural areas, there is no developing society. The growth of the Earth’s population and the world economy has already surpassed the ca...rrying capacity of this planet which may result in an “overshoot and collapse”. This can still be prevented today. The population of towns and cities is rapidly increasing. Urbanization is a very fast process, even in Hungary. In large cities with millions of inhabitants crime and lumpen lifestyle pose huge problems. However, the bases of a successful economy are morals and a puritan lifestyle, which so far have characterized rural villages. 70% of the poor and needy live in rural areas in the developing countries and agriculture provides livelihood for 40% of the world’s population. The International Assessment of Agricultural Knowledge, Science and Technology for Development (IAASTD) was established in 2002 by FAO and theWorld Bank to learn more about the role of agricultural science and technology. After the positive decision some comprehensive summaries were made on all the related topics with the participation of 400 scientists. The assessment provided many lessons to learn and at the 2008 closing sessions in Johannesburg, the reports were accepted and it was proved that rural areas have a significant role in providing adequate means of earning a livelihood. The Ministry of Rural Development composed a domestic-level study with the title of the National Rural Strategy. The objectives stated in the study can be seen as the main directions of the Hungarian rural strategy. The land policy aims to support the 50–70 hectare family farms and have the agricultural lands under national authority. The population must be provided with ample and safe food. The priority of local economy, local sale, and local markets is important. The positive exploitation of our natural resources may result in the strengthening of rural areas. The deterioration of rural areas must be stopped. In order to halt these processes swiftly fundamental, patriotic economic and social policy changes, a strong people’s party, a short-run crisis treating and a medium-long-run strategic development and action plan are needed which is based on the respect of work and moral norms, national cooperation, solidarity, and the defense of our mutual interests rather than on speculation (ÁNGYÁN, 2010). The greatest problem of Hungary is low employment.Workplaces may be created in the least expensive and the fastest manner in irrigational agriculture. In order to achieve this, the role of the state must be reconsidered and EU rules on state intervention must be reviewed.

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New sources of employment to promote the wealth-generating capacity of rural communities
Published November 30, 2012
15-21

New Sources of Employment to Promote the Wealth-Generating Capacity of Rural Communities (acronym: RuralJobs) is a collaborative research project partly funded under the European Commission Research and Development 7th Framework Program. The Rural Jobs consortium consists of partners drawn from eight European Union (EU) countries (Bulgaria, Fra...nce, Hungary, Italy, Lithuania, Romania, Spain and UK). The project began on February 2008 and finished in October 2010. RuralJobs quantified labour market, demographic and economic trends, and the impact of employment creation measures and policies in seven, representative “reference areas” across the EU, and used the information to demonstrate how rural development measures can be better targeted and how rural development policies should evolve.We identified labour market, demographic and economic trends in rural areas across EU-27 and the potential for new sources of employment outside traditional primary and secondary sector activities, and examined the interaction between different types of rural area (peri-urban, remote, high environmental/amenity value etc.). We identified employment growth areas where rural development programmes can be targeted to increase their contribution to employment creation. Our strategic objectives were the following: review of employment policies and programmes, scenarios for new sources of employment according to rural typologies, recommendations for better targeting of strategies, dissemination and mainstreaming. The main outcome expected is that the results will allow a better targeting of rural development measures and future evolution of rural development policies in line with the Lisbon Strategy.

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