18 resultados para SRM Strategic Relationship Management
em Corvinus Research Archive - The institutional repository for the Corvinus University of Budapest
Resumo:
Purpose By analyzing organizations as social actors and business relationships as social relationships, sociology can improve business relationship management. This paper aims to explore the issues involved. Design/methodology/approach A business relationship is an interactive exchange between two organizations embedded in a network of business connections. The paper reviews theories of social actions and social actors and the concepts of economic field and embeddedness to illustrate some social dimensions of business relationships. Findings Social action and social actor theories emphasize that co-operation is always encumbered with conflicts, that consciousness about the relationship is fundamental for both strongly and weakly structured actors, and that actors (people involved in a business relationship) always have some freedom of manoeuvre. The concept of economic field underscores the specificity of each business relationship and the critical need for concrete analysis. The concept of embeddedness highlights that no business relationship is possible without personal bonds. Research limitations/implications These are the first results of a deeper and broader research directed towards a conceptual model of business relationship management. Practical implications The paper can help managers to analyze more deeply the social dimensions of business relations with both suppliers and buyers. Consciousness, the ongoing presence of conflicts, the unavoidable role of personal bonds, and interactivity are always relevant in business relationship management. Originality/value The paper integrates sociological and business marketing approaches. It applies essential sociological theories and concepts to business relationship management.
Resumo:
This article proposes a framework to evaluate corporate environmental strategies. In the proposed framework, a company's environmental risks are analyzed on two dimensions, One dimension, the endogenous environmental risks, arises from the internal operations of the company. The other dimension, the exogenous environmental risks, are determined by the company's external world: its location, its ecological setting, and the demographic characteristics of the physical environment in which it operates. Four environmental management approaches are defined as a function of endogenous and exogenous environmental risks: reactive, proactive, strategic, and crisis preventive. The framework was applied in a survey of 141 company representatives in Hungary. A relationship was sought between the a priori defined environmental management approaches based on technology and location and the companies' environmental management characteristics defined by senior managers. Variables that differentiated among the four environmental management approaches were identified and ranked. The study concludes that there is a relatively well-defined relationship between the environmental risks of companies and the nature of their environmental management approaches, Implementing a strategic environmental management approach may not be the best option for all companies - although there is a growing pressure to do so.
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Az elmlt vtizedekben a gazdlkodstudomny kitntetett figyelemmel ksrt kt mind a makrogazdasg, mind az egyes vllalatok mkdsnek sikere szempontjbl meghatroz fontossg jelensget, egyrszt a szolgltatsoknak a hagyomnyos termelssel szembeni egyre erteljesebb trnyerst, msrszt a fogyaszti rtk teremtse szempontjbl nvekv jelentsg elltsi lncoknak, illetve azok menedzsmentjnek krdskrt. Ugyanakkor igen kevs elemzs, de kevs ler jelleg munka is szletett a kt jelensget s menedzsmentproblmt sszekapcsol terletrl, azaz a szolgltatsok elltsi lncrl, ezen elltsi lncok kezelsnek specilis problmirl. A szerzk cikkkben a szolgltatsok elltsi lncnak s menedzsmentjnek jellegzetessgeit, a klasszikus termket elllt elltsi lncokhoz viszonytott sajtossgait foglaljk ssze a nemzetkzi szakirodalom alapjn. Ennek sorn bemutatjk, hogy az n. tiszta szolgltatsok szles krben ismert jellemzi hatssal vannak a szolgltatsok ellltst s rtkestst vgz elltsi lncok mkdsre is. Ezek a hatsok s specialitsok megjelennek az elltsilnc-menedzsment irodalmban kiemelten trgyalt mindhrom problmakrben, rnyomjk teht blyegket mind az elltsi lnc felptsre, mind az elltsi lncban egyttmkd partnerek kapcsolatnak kezelsre s vgl, de nem utolssorban az elltsilnc-menedzsment folyamatok kezelsre. _________ In the last decades scholars have paid a lot of attention to both service operation and supply chain management. There is still limited research on the overlapping field of theses two management areas, on service supply chain specialties. This article gives a structured overview on the latest research results on this topic. Doing so the paper would like to draw attention of the Hungarian researchers to this field and facilitate these empirical researches. As described in the paper traditional service specialties (intangibility, perishability, inseparability, heterogeneity and the importance of human capital) create special management problems concerning (i) the structure of these supply chains, (ii) their relationship management and (iii) the management of supply chain processes.
Resumo:
Az elmlt vtizedekben a gazdlkodstudomny kitntetett figyelemmel ksrt kt - mind a makrogazdasg, mind az egyes vllalatok mkdsnek sikere szempontjbl meghatroz fontossg - jelensget, egyrszt a szolgltatsoknak a hagyomnyos termelssel szembeni egyre erteljesebb trnyerst, msrszt a fogyaszti rtk teremtse szempontjbl nvekv jelentsg elltsi lncoknak, illetve azok menedzsmentjnek krdskrt. Ugyanakkor igen kevs elemzs, de kevs ler jelleg munka is szletett a kt jelensget s menedzsment problmt sszekapcsol terletrl, azaz a szolgltatsok elltsi lncrl, ezen elltsi lncok kezelsnek specilis problmirl. Jelen mhelytanulmnyban a szolgltatsok elltsi lncnak s menedzsmentjnek jellegzetessgeit, a klasszikus termket elllt elltsi lncokhoz viszonytott sajtossgait foglaltuk ssze a nemzetkzi szakirodalom alapjn. Ennek sorn bemutattuk, hogy az n. tiszta szolgltatsok szles krben ismert jellemzi hatssal vannak a szolgltatsok ellltst s rtkestst vgz elltsi lncok mkdsre is. Ezek a hatsok s a specialitsok megjelennek az elltsi lnc menedzsment irodalomban megjelen mindhrom problmakrre, rnyomjk teht blyegket mind az elltsi lnc felptsre, struktrjra, mind az elltsi lncban egyttmkd partnerek kapcsolatnak = In the last decades scholars have paid a lot of attention to both service operation and supply chain management. There is still limited research on the overlapping field of theses two management areas, on service supply chain specialties. This working paper gives a structured overview on the latest research results published in English. Doing so the paper would like to draw attention of the Hungarian researchers to this field and facilitate these empirical researches. As described in the paper traditional service specialties (intangibility, perishability, inseparability, heterogeneity and the importance of human capital) create special management problems concerning (i) the structure of these supply chains, (ii) their relationship management and (iii) the management of supply chain processes.
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Mra az innovci a versenyelny megszerzsnek s megrzsnek legfbb forrsa, ezrt az innovcis tevkenysget vez menedzselsi feladatok egyre komplexebbek s sokrtbbek lettek. Az innovci nem csupn a vletlen eredmnye, ezrt ha a vllalat rdemi erfesztseket tesz az innovcivezrelt szervezet kialaktsa rdekben, akkor vlhetleg sikeresebben veszi a versenypiaci akadlyokat, ami hossz tvon eredmnyesebb vllalkozst eredmnyezhet. A cikk elsdleges clja, hogy rvilgtson az innovci s a stratgia kapcsolatra. A tanulmny rendszerez jelleggel tekinti t a nemzetkzi s hazai szakirodalmat, annak rdekben, hogy bemutassa az innovci stratgiai jelentsgt. A cikk eredmnyeknt innovcis alapstratgikat fogalmaz meg, amelyek segtenek megrteni az innovci vllalati rtkteremtsben betlttt szerept. A tanulmny tovbb rmutat azokra a fkuszterletekre, amelyek kiemelt relevancival rendelkeznek az innovci menedzselse szempontjbl. _____ Nowadays innovation is one of the most important sources of competitiveness, thus more and more attention turns on its execution. Innovation is not only the result of random development, it can be managed in order to make the entire innovation process more predictable and profitable. The aim of this article is to highlight the interconnections between innovation and strategy. The study systematizes the international and the domestic literature to get an overall picture about the current issues of innovation management. As a conclusion, the author tries to reveal the role of innovation in corporate value creation. Besides, he proposes further innovation strategies that can support a higher execution level in strategic innovation management.
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A marketingtevkenysg informatikai tmogatottsga Magyarorszgon s klfldn egyarnt elmarad a tbbi vllalati szakterlet tlagtl. Az elmlt vekben azonban megvltozni ltszik ez a helyzet: a CRMalkalmazsok (Customer Relationship Management gyflkapcsolat-kezels), amelyek leginkbb a marketingfunkcihoz kthetk, ugyanis a vllalatirnytsi szoftverek legdinamikusabban fejld rszpiacv vltak. A szerz kutatsban ttekinti, hogy az informatika milyen szerepet kap, s milyen lehetsgeket rejt a legnagyobb rbevtellel rendelkez magyar vllalatok marketingmenedzsment munkjban. Eredmnyei szerint a magyar nagyvllalatok 13 szzalka hasznl csupn korszer CRM-alkalmazsokat, s a menedzserek 13 szzalka vli csak gy, hogy a piaci tjkozdsban az informatikai alkalmazsoknak kiemelt szerepk van. Ennek az is az oka lehet, hogy a megvizsglt vllalatok rendszerei nem tartalmazzk teljes kren a klasszikus marketingmunkhoz szksges informcikat. rdekes eredmny, hogy a marketingmenedzserek mgsem az IT-rendszerek adattartalma alapjn alkotnak vlemnyt az alkalmazsok hasznossgrl: akkor tmaszkodnak munkjuk sorn a szmtgpekre, ha megfelel felhasznli kpzsben rszesltek s felhasznlbartnak tlik az informatikai rendszert.
Resumo:
Van egy sz, ami egyre fontosabb lesz a trsadalom s a vllalatok szmra is, ez a sz a kzssg. A kzssghez tevkenysgek tartoznak, s ezen a ponton kapcsoldik be a vllalat. A vllalkozsok az elmlt vekben a kzssgi ignyeket a CRM-(Customer Relationship Management) megoldsokkal szolgltk ki. Informatikailag a kzssgi hlzatok, mr nemcsak vllalkozsi folyamatot, hanem ehhez kapcsoltan az emberek trsadalmi ignyt is megprbljk lefedni az elektronika lehetsgeivel. Egyre inkbb a kzssgi vllalkozsok kort ljk, melyben a folyamathoz tartoz kzssgek megosztjk, egyms rendelkezsre bocstjk az informcikat. A korbbi klasszikus CRM-rendszerek csak begyjtttk az informcikat, ezzel ellenben a kzssgi CRM-rendszerek ktirny kommunikcit folytatnak, prbeszdet kezdemnyeznek az gyfelekkel, buzdtjk ket, hogy mondjk el a vlemnyket. Vajon ez az j stratgia,egy teljesen j vilgot hoz el a vllalatok szmra, vagy csak a CRM fejldsnek egy jabb fokt jelenti? A szerzk erre a krdsre keresik a vlaszt gyakorlati esetek s szakirodalmi publikcik feldolgozsval. ______ There is a word that begins to be more and more important for the society and the companies, and this word is community. We can talk about social networks, people seek the social demand they already had as a part of their lives for a long time, and this means that it appears in the electronic society as an essential need too. The community is not enough, activities are also needed and this is the point where the companies link in, who promote their goods and facilities to the outside world and with this they use the next stage of customer relationship management, the fulfilment of social needs. We live in the age of social shopping, communities are everywhere and everyone shares information, and up to the present classic CR M systems ran from static databases. On the contrary social CR M systems perform a two-way communication, start a conversation with customers and encourage them to tell their opinions, which always changes on social media, so they build a dynamic database and communicate with customers through response-reactions. Does this new strategy bring a whole new world to companies or is it only another step in the development and another channel of CRM?
Resumo:
A lean menedzsment az rtkteremt folyamatok stratgiai s operatv szintjnek meghatroz formljv vlt az elmlt vtizedekben. Jelen tanulmny stratgiai nzpontbl trgyalja a lean menedzsment teljes bevezetst. Rszletes ttekintst ad a Womack s Jones (2003) ltal lefektetett lean alapelvekrl. Az operatv teljestmnyjavulsbl szrmaz vevi rtkteremts mellett foglalkozik a tulajdonosi rtkteremtssel, az MRP s a lean szinergikus sszekapcsolsval, valamint a lean idelis szervezeti krnyezetvel is. A lean a kapcsold terletek illesztst is megkveteli, a mhelytanulmny rviden kitr az emberi erforrs, a teljestmnymrs, az elltsi lnc s a termkfejleszts legfontosabb krdseire. = Lean management has become the dominant strategic and operative framework of value creating processes in the last decades. The working paper describes the strategic approach of full lean implementation. It is mainly built on Womack and Joness (2003) lean principles. Beside the five lean principles the study is concerned with customer and shareholder value creation, touches upon the relationship of lean and MRP, and describes ideal lean organizational environment. Lean redesigns value creating processes and requires functional fit of related departments, so the most important issues of human resource, performance, supply chain management and product design are discussed as well.
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Az elmlt kt vtized folyamn a menedzserek megtanultak a megjult szablyok szerint jtszani. Tudatostottk, hogy a vllalatuk eredmnyes naviglshoz folyamatosan figyelnik s adaptlniuk kell a legjabb mdszereket, elmleteket. Jelen tanulmnyval a szerz ezt a folyamatot kvnja segteni, valamint arra az alapvet krdsre keresi a vlaszt, hogy rdemes-e a rendkvl gyorsan vltoz vilgban hosszabb tv clok meghatrozsval foglalkozni, s ha igen, akkor mire sszpontostsk a vllalatok erfesztseiket. Milyen rszletezettsggel, milyen mdon hatrozzk meg az elkpzelseiket gy, hogy kzben megrizzk a vllalat flexibilitst, a vltozsok idejn nlklzhetetlen agilitst. A szerz arra vllalkozik, hogy feltrja a stratgiai paradigmavlts fejldst, a termelsi stratgia, az operations management kzponti meghatroz szerepp vlst, valamint ttekintse a termelsi s szolgltatsi rendszervezets (OM) elveinek, eszkzeinek, mdszereinek fejldst, klcsnhatst, sszefggseit. _______ Change of paradigm has taken place in strategic planning. Fight for position turned into a fight of movement. Companies strive to achieve individual, not copyable organizational performance, as well as to realize their business strategies by means of value generating, proactive approach. Operative management now placed in the focus of production strategy is becoming the compass, the driving force of leadership. The management of production and service systems has grown into independent scientific disciplines. It yielded such principles, tools and methods which are present as world-renowned blueprints (scientific tools) in the field of maintaining and developing corporate performance. In the present study the author specifies and discusses the tools of operative management as criteria of value generation aiming at quality and cost efficiency. He analyses the backto- back character, interrelationship of quality, TQM (Total Quality Management), TPS (Toyota Production System) and JIT (Just in Time). He examines the effects thereof on corporate performance where significant and strong relationship can be demonstrated in case there is an ability to plan and develop new products. The current new OM (Operations Management) techniques increasingly rely upon the quality of human resources, the permanent improvement of procedures as well as focusing on tight cooperation with suppliers/customers. Supply chain management, core competence management, service management now represent a new generation of the OM methods, processes, serving at the same time as basis and starting point for expectable future techniques as well.
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A szerz azt a krdst vizsglja, hogy a vllalat mkdse sorn a likvid eszkzk mekkora arnyt tartsa fenn. A krdst a finanszrozs szemszgbl veti fel, mivel a hitelezs okozta korltok jelentsen befolysoljk a likvid eszkz tartalkolsnak motivciit. A cikk a vllalkozi-hitelezi informcis kapcsolat hromfle esetben mutatja be az eszkzfedezettel rendelkez hitelek adssgszolglatt meghatroz tnyezket. Elsknt a teljes informcis viszony melletti stratgikkal meghatrozott adssgszolglatot vizsglja, majd a msodik tpus informcis kapcsolatban a nem megfigyelhet vllalkozi erfesztseket felttelezve adja meg az adssgszolglat fizetsnek ex ante s ex post egyenslyt. Harmadikknt, a nem igazolhat vllalati adatok feltevse mellett teljes s rszleges eszkzfedezetre is meghatrozza az optimlis vllalkozi likviditsi politikt, s trgyalja az itt fennll ellentteket. Megmutatja, hogy rszleges eszkzfedezet mellett 1. jratrgyalhat a hitelszerzds, s a stratgiai adssgszolglatot nem lehet elkerlni, 2. a likviditsoptimalizlsnak nincs ex post Pareto-egyenslyi megoldsa, ugyanis a hitelszerzdsben rszt vev felek alkuereje hatrozza meg a vllalat likviditsnak szintjt. / === / This paper investigates what the liquid asset ratio for firms should be. Financing constraints significantly influence motivations for liquidity hoarding. The article shows the determinants of secured debt services for three different information cases of a lender-borrower relationship. First, it examines the strategic debt service under full information, and then, assuming non-observable entrepreneurial efforts, it gives the ex ante and ex post equilibria of the strategic debt service. The third case supposes non-verifiable firm information; this provides the optimal corporate liquidity policy and explains the contrary propositions. It shows that under not fully secured collateral, 1. the debt contract is renegotiable; the lender cannot avoid the strategic debt service, 2. there is no ex post optimal Pareto efficient solution to liquidity policy, because the corporate liquidity ratio is determined by the bargaining power of the partners in the debt contract.
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A szerzk 300 magyar kis- s kzpvllalatot (KKV) tartalmaz mintn vizsgljk a klnbz stratgiai orientcik teljestmnyre gyakorolt hatst. Ismeretes, hogy a gazdasgi krnyezet vltozsa erstheti (stimullhatja), illetve korltozhatja e kapcsolat szorossgt. Az eredmnyek alapjn elmondhat, hogy a modellben alkalmazott stratgiai orientcik kzl elssorban a vllalkozi orientci s mrskelt mdon az gyflkapcsolati orientci hat pozitvan a KKV-k teljestmnyre. Megerstst nyert az a sejts, hogy a piaci s az innovcira irnyul orientci akkor rtkeldik fel, ha a krnyezetben turbulens (gyakran elre jelezhetetlen) erk hatnak. / === / The authors examine the effect of different strategic orientations on business performance on a sample of 300 small and medium sized enterprises (SME) in Hungary. It is widely known that the competitive environment might stimulate or hinder the relationship between strategic orientations and business performance. The results show that out of six strategic orientations the entrepreneurial orientation has the strongest effect on SME performance. Customer relationship orientation is also responsible for the performance development of SMEs, although to a lesser extent. Furthermore, it has been reinforced that market and innovation orientation takes its importance if there are turbulent forces in the environment.
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Corporate governance has become increasingly important in developed and developing countries just after a series of corporate scandals and failures in a number of countries. Corporate governance structure is often viewed as a means of corporate success despite prior studies reveal mixed, somewhere conflicting and ambiguous, and somewhere no relationship between governance structure and performance. This study empirically investigates the relationship between corporate governance mechanisms and financial performance of listed banking companies in Bangladesh by using two multiple regression models. The study reveals that a good number of companies do not comply with the regulatory requirements indicating remarkable shortfall in corporate governance practice. The companies are run by the professional managers having no duality and no ownership interest for which they are compensated by high remuneration to curb agency conflict. Apart from some inconsistent relationship between some corporate variables, the corporate governance mechanisms do not appear to have significant relationship with financial performances. The findings reveal an insignificant negative impact or somewhere no impact of independent directors and non-independent non-executive directors on the level of performance that strongly support the concept that the managers are essentially worthy of trust and earn returns for the owners as claimed by stewardship theory. The study provides support for the view that while much emphasis on corporate governance mechanisms is necessary to safeguard the interest of stakeholders; corporate governance on its own, as a set of codes or standards for corporate conformance, cannot make a company successful. Companies need to balance corporate governance mechanisms with performance by adopting strategic decision and risk management with the efficient utilization of the organizations resources.
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The history of planning and creating strategies has a past of over half a century. Throughout this lifetime period we have witnessed both the evolution of theory and practice. The MBA study books in the last-third of the 20th century have with predilection exhibited this very process as a complex of monetary centered budget planning, forecast-based planning, strategic planning and strategic management. There might be a controversy existing about the naming, characteristics and timing of these different sections but there is an accordance that the changes that we have taken place in the last decade as a whole without a doubt can be derived from these very changes in the business environment or in some outstanding cases (like 9/11) they can be acknowledged as the ability of corporate foreseeing and the ability to adapt to the vision of the future. The main purposes of the research is to provide a summarized picture about the changing process of this procedure during last decades as far as the planning and creating strategies are concerned and also their milestones and periods. Try to explore and systemize the very aspects of these changes. The happenings of the first decade of the new millennium are outstandingly interesting if we consider their real effect on the theory and practice of strategic management. Let us remember the euphoria around the year 2000, the predictions of new technologies, new economy, new organization and new leadership. We have implied before on the destruction of the twin towers of the World Trade Center which meant a new era, a new quality of international terrorism and its consequences (Afghanistan, Iraq). But the product of this decade is the strategic aim that companies focus on, which is the social responsibility regarding the unavoidance of the effects of climate change on the long run. During the research the big question has risen concerning how did the science of strategic management do as far as the predictions of the global monetary and economic crisis are concerned? And also its solutions this very science has to offer in order to handle and get over the crisis. Does it conclude from the answers given to the questions that a change in paradigms are necessary, a new quality is needed or may be we have come to a new crossroad of the development process that will take over strategic management? (...)
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Napjainkban egyre nagyobb figyelem fordul a sporttevkenysg trsadalmi hasznossgra, ugyanakkor szmos sportszervezet a tllsrt kzd. A legtbb sportszervezetnl a sportteljestmny mrse dominl, s viszonylag kevs figyelmet fordtanak az zleti teljestmny s az ezt befolysol tnyezk mrsre, annak ellenre, hogy a vezetk tudatban vannak a sportteljestmny s az zleti teljestmny klcsns sszefggsvel. A sportteljestmnyt a fogyaszti elgedettsgen keresztl bevtelre kell vltani, illetve biztostani kell a finanszrozsi forrsokat (gondolhatunk akr a jtkosok fizetsre) a megfelel sportteljestmny elrshez. A sportszervezetek vezetinek t kell ltniuk a sportteljestmny s az zleti teljestmny sszefggseit, s azonostaniuk kell a kritikus rtkteremt tnyezket. Ehhez adhat egy megfelel gondolkodsi keretet a Balanced Scorecard alkalmazsa. Tanulmnyunkban egy rvid ttekintst adunk a Balanced Scorecard alkalmazsnak elnyeirl s kihvsairl a non-profit szervezetek esetben, majd egy magyarorszgi kzilabda klubnl ksztett esettanulmny segtsgvel megvizsgljuk a BSC alkalmazsi lehetsgt a sportkluboknl. _____ While performance measurement in the sport industry has a traditionally strong focus on sports results, commercial success of sports clubs needs to gain more ground. Sports results should generate market revenues, by satisfying customer needs, and allow continued investment in the further improvement of sports success (i.e. more funds for player transfers and wages). Club managers need to understand the complex relationship between on-field and off-the-field success, and identify critical success factors for achieving strategic objectives. The Balanced Scorecard approach provides a plausible framework for such analysis. Our paper explains the challenges of and opportunities for implementing a Balanced Scorecard system in non-profit organisations, and provides insights into its application in professional sport through an in-depth case study of a handball club in Hungary. We conclude by providing a model for managing sports organisations in line with strategic objectives, balancing out stakeholder expectations for both sports results and commercial success.
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Strategy is highly important for organisational success and the achievement of competitive advantage. Strategy is dynamic and it depends on accurate individual decision-making from medium and high-level managers and executives. Since managers always formulate strategy, its formulation depends mostly on their assertive decisions. Making good decisions is a complex task, even more in todays business world where a large quantity of information and a dynamic environment forces people to decide without having complete information. As Shafir, Simonson, & Tversky (1993) point out, "the making of decisions, both big and small, is often difficult because of uncertainty and conflict". In this paper the author will explain a basic theoretical framework about top manager's individual decision-making, showing how complex the process of making high-impact decisions is; then, he will compare this theory with one of the most important streams in strategic management, the Resource-Based View (RBV) of the firm. Finally, within the context of individual decision-making and the RBV stream, the author will show how individual decision makers in top management positions constitute a valuable, rare, non-imitable and non-substitutable resource that provides sustained competitive advantage.
