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Emerging trends in strategic planning
23-31Views:1139In today’s rapidly changing world, there is an increased need for excellent strategic planning. A firm’s survival may indeed hinge on the firm’s planning process being exemplary. Various aspects of the strategic planning process are under review today as organizations wrestle to compete more effectively. This paper reveals and describes five emerging trends or tools being utilized today by firms to more effectively engage in strategic planning. Specifically, the emerging trends and tools to be discussed in this paper are as follows:
1) Assure vision and mission statements include desired characteristics
2) Perform SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis using AQCD (Actionable, Quantitative, Comparative, and Divisional) factors
3) Utilize varied sources to obtain AQCD information
4) Utilize QSPM (Quantitative Strategic Planning Matrix) analysis to determine the relative attractiveness of alternative strategies
5) Use excel-based software to facilitate and enhance the strategic planning process.
The purpose of this paper is to familiarize readers with basic new tools and techniques being used by organizations to effectively develop an improved strategic plan for the firm.
JEL Code: M21, O21
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Planning practices of local governments based on the results of an empirical research
79-92Views:113The purpose of this study is to explore the most important findings of the empirical research conducted amongst local governments of settlements in Hungary, in order to perform a comprehensive analysis on their practices and methods regarding planning. The primary research was conducted in the spring of 2013, with respondent local governments answering relevant questions by submitting a selfadministered questionnaire. The main purpose of the questionnaire survey was to find out whether the involved parties perform actual formal strategic and operative planning activities, and what kind of management planning methods – solutions already working and widespread in the business sector – they apply within the process of planning. In this study, we attempt to conduct a comprehensive analysis on modern planning systems and to appoint the fields that need to be improved, through the results of the questionnaire survey and our own experiences.
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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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The elements of strategic and marketing planning applied in the case of Avital company
111-112Views:147Presently, 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?"
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Long-term government responses to sustainable tourism development: principles and strategies
89-92Views:234Tourism is one of the leading sectors in the world economy. Enhancing its well-known economic, social and environmental benefits while managing its negative impacts are highly important for the national governments in European Union. Strategic planning is essential to meet the long term requirements of sustainability. National sustainable development strategies and tourism strategies are fundamental means of strategic planning as they provide guidance for the decision-makers of the tourism sector. The member states of the European Union have prepared their national sustainable development strategies, furthermore the Union’s common strategy and the national strategies of some member states have already been revised and renewed by now.The Hungarian strategies – National Sustainable Development Strategy and National Tourism Development Strategy – were completed the World Tourism Organization published its twelve aims for an agenda for sustainable tourism in 2005. Consequently these strategies are expected to contain references to the sustainability requirements and environmental, economic and socio-cultural aspects of tourism development. In the present study we analyse the issues of sustainable tourism development in the sustainable development strategies of the EU and Hungary and the National Tourism Development Strategy of Hungary 2005-2013 with special attention to the principles laid down by the WTO in 2005. Our aim is to investigate the cohesion between the principles of sustainable development and sustainable tourism, and their manifestations in some of the strategic documents influencing Hungarian tourism development.
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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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Analysis of time management and self-management work practice by leaders – a focus group study
133-140Views:658Nowadays 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
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Information content of a sports undertaking’s statements serving different purposes – particularly with reference to the player rights
119-133Views:229In the 21st century, sport is not just a fun, social cohesive force but also a business; it has become an independent industry by now and several countries possess developed sport markets. According to estimates, sport accounts for 4% of the EU’s GDP. The actuality of our research is given by the fact that the economic aspect of sports develops continuously which is also due to that more and more amounts already stream into sports in our days. In Hungary, sport is mainly state aided and has mostly financing problems while the sport businesses existing in the more developed Western Europe are principally sponsored by the private sector. The government considers sport as a strategic branch (HERCZEG et al, 2015) and manages as such because they see the international breakthrough potencies in sport as well. Sport companies must also adapt the business-based thinking, which requires the strategic planning and operation (BECSKY, 2011). The research covers the subject of economic approach of the players’ rights. The task of accounting is to give a true and fair image about the property, income and financial situation of an undertaking. Information provided by accounting is essential for both the management decisionmaking and the market operators. In Hungary, the sports undertakings, as each managing entity, have to prepare their statements according to the Act C of 2000 on Accounting (AoA.) (NAGY – BÁCSNÉ BÁBA, 2014). The purpose of this research is to examine how a domestic sports undertaking demonstrates the value of available players in the books and how the incomes and expenditures incurred with the players are accounted for, based on the regulations of the Hungarian, international associations and the Union of European Football Associations (hereinafter: UEFA). In order that the leaders of the businesses can make quick and appropriate economic decisions, it is essential in this intensively changing world that an enterprise should have a well-functioning accounting system based on up-to-date information. International Financial Reporting Standards (hereinafter: IFRS) are intended to provide the comparability across borders. Firstly, we deal with the accounting reporting system, both the Hungarian, international financial reporting standards and, relating to UEFA, the investigation of the intangible assets to a great extent during analysing the balance sheets. Then, we examine the income statements from the viewpoint player transfers. To what extent the rules of a statement laid down by UEFA differ from the ones of a statement prepared according to AoA? What is the difference in domestic and international relations? In this study, we search after the answers for questions mentioned before.
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Investment analysis of plum brandy production – methodology approach
103-105Views:151The major prerequisite of successful entrepreneurship venture is quality of decision-making process. Decision in investment is the most important financial decision. It is a part of both long-term business planning process and strategic business definition. Using available investment appraisal methods, entrepreneur should make positive or negative investment decision. Within the development of the economic theory and the practice many of methods made decision-making process rational and gave the scientific and practical base for successful project evaluation.
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The application of balanced scorecard in team sports
37-40Views:134The present article discusses the application possibilities of the Balanced Scorecard strategic planning and controlling device for businesses managing team sports with the goal of professional efficiency and its long term sustainability.
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Educational projects – support for development of tourism and rural areas in Serbia
65-69Views:166The 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 improvement 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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Analysis of Vision and Mission Statements Characteristics and their Association with Organizational Performance: A Guide to Writing Effective Vision and Mission Statements
87-95Views:5030This paper empirically examines vision and mission statements of Fortune 500 firms for the purpose of identifying and examining specific characteristics and associating these attributes with organizational performance. Additionally, this paper provides a theoretical foundation for the inclusion of various characteristics of vision and mission documents, and thus provides guidance for organizations to develop and revise these important strategic planning documents.
JEL CODE: M21, O21
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The application of Balanced Scorecard in team sports
29-32Views:421The present article discusses the application possibilities of the Balanced Scorecard strategic planning and controlling device for businesses managing team sports with the goal of professional efficiency and its long term sustainability.
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