EU-funds efficiency and the first National Development Plan in Hungary 2004-2006

The author highlights the importance of the difference between the efficiency and effectiveness of using the EU-subsidies. If Hungary cannot use the financial means of the EU efficiently and effectively, then the goal of cohesion and convergence to the level of the old, developed countries of the EU, will be much more difficult and slower. The efficiency of the EU-subsidies involves a quantitative approach, where the ratio of the obliged and disposable amount of EU-subsidies can be measured. The effectiveness of EU-subsidies, on the other hand, requires a much more complicated and complex approach, than the efficiency. The effectiveness of the usage on a project level can be measured by the “added value” of the project; on program level it can be measured by the added GDP growth or employment. The article presents the results of research carried out in the Research Group of Professor Tibor Palánkai at Corvinus University of Budapest, Hungary.

A projektalapú szervezetek projektmarketing-tevékenységének sajátos kontextusa (Contextual features of project marketing activity of the project-based organisations)

Ez a tanulmány a projektvezetési szakirodalomban kialakult ismeretanyagot szem előtt tartva (noha tételesen nem hivatkozva arra) tárja fel azt a sajátos és tipikusnak nevezhető kontextust, amelyben a projektalapú szervezetek projektmarketing tevékenysége megnyilvánul. A tanulmány célja tehát nem magának a projektmarketingnek a kérdéskörére irányul, hanem elsősorban annak projektspecifikus kontextusára. Jellegét illetően a tanulmány spekulatív jellegű, vagyis lényegét tekintve nem empirikus kutatási eredményekből levont következtetésekre épül. _____ Traditional approach to project marketing focuses on process-related aspects of the marketing efforts of project- based organisations. This paper is different. Unlike to the traditional approach it highlights the decisive contextual features of project marketing, bearing in mind the typical project business from the point of view of project-based organisations. These features include: a) instead of physically existing products project-based organisations need to sell their ability to create the project outcome physically; b) the project outcome and the conditions of implementation are defined by the project client; c) project clients are involved in creating the project outcome; d) project implementation strategy applied in a client organisation may vary project by project. These determining contextual features shape to a great extent the actual competitive position of the project-based organisations which may vary project by project even in relation to the very same project client.