Long-term and short-term strategic planning in business environment---a qualitative reasoning approach

1990 ◽  
Author(s):  
Yihwa Kiang ◽  
Tsing-Hwa Chi
Keyword(s):  
Strategic Planning ◽  
Business Environment ◽  
Qualitative Reasoning ◽  
Short Term

Financial Performance of ECIL, Hyderabad – An Analysis

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
N. Jyothi ◽  
Dr. T. Satyanarayana Chary
Keyword(s):  
Public Sector ◽  
Performance Analysis ◽  
Private Sector ◽  
Financial Performance ◽  
Business Environment ◽  
Present Position ◽  
Short Term ◽  
Comprehensive Manner

Financial performance of individual organizations differ very significantly, however, the performance is distinguishable between public sector companies and private sector companies as their nature and size of investment and business environment is different . The ECIL is a very vast growing company which requires additional funds on a regular basis, whether internal or external. Particularly, the company needs both long term and short-term finances in view of its present position and enormous scope for improvement in the services provided. The present paper is a modest attempt to discuss the financial performance analysis of ECIL, Hyderabad in terms operating profits, capital employed ratios and turnover in a comprehensive manner over a period of 10 years.

scholarly journals PENGARUH PARTISIPASI MANAJER TERHADAP EFEKTIVITAS SISTEM INFORMASI AKUNTANSI

2018 ◽  
Vol 2 (1) ◽  
pp. 65-70
Author(s):  
Ikromi Abd Ghani HSB ◽  
Dovi Septiari
Keyword(s):  
Information System ◽  
Human Resources ◽  
Research Method ◽  
Accounting Information ◽  
Business Environment ◽  
Positive Influence ◽  
Short Term ◽  
Accounting Information System ◽  
Independent Variable

The development of the business environment in globalization era has been triggered an increasingly tight business competition. Every companies who have an established its own strategies to manage a variety of information, human resources, allocation of funds and others. Accounting information system is a great resources that very valuable to an organization for the smoothness management of the company’s financial and decision making wheter it is to long term and short term, however there are several aspect that can be a factors the effectiveness of the accounting information system, that is manager’s participation. The research is aimed to proves that manager’s participation and manager’s involvement had a positive influence on the effectiveness of accounting information system (AIS) at manufacturing company, especially in the industrial zone Batamindo Mukakuning Batam City. The research method is using regression analysis to proves are the manager’s participation (independent variable) and manager’s involvement (independent variable) gives effect to the effectiveness of information system (dependent variable) or not. The result of this research is shows that variable of manager’s participation and manager’s involvement has a significant influence to the effectiveness of information system. The method is using purposive sampling is done by taking a sampling of the population according to certain criteria.

The Need for Strategic Planning for Nuclear Power Plant I&C Upgrades

2002 ◽  
Author(s):  
J. Douglas Hill ◽  
Paul Moore
Keyword(s):  
Strategic Planning ◽  
Control Systems ◽  
Digital Technology ◽  
Nuclear Power ◽  
Power Plants ◽  
Short Term ◽  
Nuclear Plants ◽  
And Control ◽  
Plant Control

Nuclear power plants rely on Instrumentation and Control (I&C) systems for control, monitoring and protection of the plant. The original, analog designs used in most nuclear plants have become or soon will be obsolete, forcing plants to turn to digital technology. Many factors affect the design of replacement equipment, including long-term and short-term economics, regulatory issues, and the way the plant operates on a day-to-day basis. The first step to all modernization projects should involve strategic planning, to ensure that the overall long and short-term goals of the plant are met. Strategic planning starts with a thorough evaluation of the existing plant control systems, the available options, and the benefits and consequences of these options.

scholarly journals Циљеви и обим концентрације власништва у акционарским друштвима у Републици Српској // Objectives and scope of ownership concentration in listed companies in Republic of Srpska

2013 ◽  
Vol 11 (18) ◽  
pp. 289
Author(s):  
Душко Даничић ◽  
Данка Панић
Keyword(s):  
Gain Control ◽  
Listed Companies ◽  
Business Environment ◽  
Development Projects ◽  
Real Sector ◽  
Short Term ◽  
Doing Business ◽  
Property Companies ◽  
The Republic

Резиме: Укрупњавање власништва и преузимање предузећа је обично повезано са мотивима какви су: максимизирање добити у дугом року, освајање нових тржишта, остваривање контроле ради управљања предузећем и његовог дугорочног развоја и сл. Као мотив за куповину већинског учешћа или концентрацију не мора бити пословање, већ нематеријална и материјална имовина друштва, име или друге вриједне ставке пословне или инвестиционе активе. Из презентованих података добијених током обављеног истраживања, закључује се да се Република Српска сврстава у групу земаља у којима је власништво над излистаним компанијама концентрисано. Мотиви који су претходили концентрацији капитала често су повезани са имовином друштва, док је пословање имало споредну улогу, што је у многим случајевима довело до гашења пословних активности преузетих друштава. Промјена укупног пословног амбијента најбољи је начин да се не само концентрација капитала, већ и остале инвестиције усмјеравају ка реалном сектору и пословним циљевима који укључују развојне пројекте и инвестирање за будућност. Тиме ће се умањити мотивисаност власника капитала да инвестирају у краткорочне пројекте са циљем куповине и брзе продаје привредног друштва, што се код нас своди на продају ставки активе. На овај начин ће се умањити и број ликвидација које су подстакнуте намјером да се имовина друштва прода и уновчи.Summary: Еnlargement of ownership and takeover is usually associated with motifs such as: maximizing profit in the long term, new markets, gain control of management of the company and its long-term development, etc. The motive for the purchase of the majority share or concentration is not necessarily doing business, but tangible and intangible assets of the company, it’s name, or other valuable items of business or investment assets. From the presented data obtained during the research that was done, it could be concluded that the Republic of Srpska ranks among the countries in which the ownership of listed companies is concentrated. Motives that preceded the capital concentration are often associated with property companies, while business had a supporting role, which in many cases has led to the closure of books, business activities undertaken societies. Change in the overall business environment is the best way to not only capital but also the concentration of other investments are directed towards the real sector and business objectives that include development projects and investments for the future. This will reduce the motivation of the owners of capital to invest in short-term projects in order to purchase and quick sale of the company, it comes down to us on the sale of assets items. In this way the number of liquidation, that were triggered with the intent to sell the assets of companies, could be reduced.

scholarly journals Financial leverage decisions in an era of corporate earnings down-turn and financial market instability: The Nigerian experience

2011 ◽  
Vol 4 (2) ◽  
pp. 333-350
Author(s):  
Abel E. Ezeoha
Keyword(s):  
Business Environment ◽  
Financial Leverage ◽  
Short Term ◽  
Debt Capital ◽  
Corporate Earnings ◽  
Market Instability ◽  
Dynamic Panel Models ◽  
The Impact ◽  
Macroeconomic Environment

This paper examines the impact of profitability on the financial leverage of firms operating in an unstable macroeconomic environment such as Nigeria. Using fixed and dynamic panel models, it finds consistent evidence that the profitability of a firm significantly and negatively affects its short-term debt, but not its long-term debt capital. It attributes this to the unstable nature of the Nigerian business environment and the relative inefficiency of its financial markets. It signals that Nigerian firms could be over-relying on short-term debt and external equity to fund long-term investments – a trend that is capable of increasing cost of capital to a level above any plausible limit.

scholarly journals Assessment of the intellectual capital evaluation practices in Romanian IT companies

2019 ◽  
Vol 13 (1) ◽  
pp. 870-882
Author(s):  
Cynthia Bianka Incze ◽  
Simona Vasilache
Keyword(s):  
Intellectual Capital ◽  
Focal Point ◽  
Business Environment ◽  
Short Term ◽  
Evaluation Practices ◽  
Knowledge Based ◽  
Quantitative And Qualitative Research ◽  
Near Future ◽  
Evaluation Patterns

Abstract Intellectual capital started to raise and become a focal point of many businesses as they started invest in their own knowledge based activities and recognize its importance. In today’s world can be observed a more dynamic, flexible and growth oriented business environment than ever. Thus, the need for an increased amount of intangible assets in businesses lead to the recognition of the intellectual capital as a competitive advantage and strategic asset. Due to its expanding importance and relevance a significant number of measurement, valuation and evaluation methods were developed. Consensus regarding different methods was not yet reached, but all these methods are designed to help to get an approximation of the reality, thus contributing in short-term and long-term decision making. The aim of the paper is to assess the level of intellectual capital evaluation practices in multinational IT companies and IT SMEs in Romania. The study is questionnaire based and represents a mix of quantitative and qualitative research. Overall, although the challenge of intellectual capital evaluation remains significant, this study leads to the opportunity to identify evaluation patterns, best practices and a short list of useful evaluation indicators for businesses which already are or could be implemented in the near future.

Strategic Thinking and Strategic Planning: Not Yet Habitual in Albania

2018 ◽  
Vol 8 (2) ◽  
pp. 73-77
Author(s):  
Ilda Jeha ◽  
Ylli Çabiri
Keyword(s):  
Strategic Planning ◽  
Prime Minister ◽  
Strategic Thinking ◽  
Actual Cost ◽  
Hypothetical Situation ◽  
Medium Term ◽  
Short Term ◽  
The Republic ◽  
Strategic Studies

Abstract Overall, short-term and medium-term thinking prevails in Albania, while long-term strategic thinking is inexistent. This is reflected in the planning of each sector, where strategic planning is completely missing. The actual cost of addressing problems is much higher and almost unaffordable compared to a hypothetical situation where there would have been strategic studies in place to anticipate them. After analyzing the constitutional functions of the President of the Republic, we conclude that strategic planning functions should be vested on the President’s Office. Being that these functions are not carried out by any other institution the President is impartial according to the Constitution, therefore more reliable; this creates better chances of a solid communication between the President and the Prime Minister and the Speaker of the Assembly. This can be achieved by amending the Constitution, by a popular referendum, or simply by incorporating the solutions in the President’s Organic Law.

scholarly journals Pelatihan Marketing Strategi Tenaga Pemasaran Guna Pencapaian Target Penjualan

2019 ◽  
Vol 1 (4) ◽  
pp. 212-217
Author(s):  
Arjang Arjang ◽  
Harwin Harwin ◽  
Wahyuddin Hamid ◽  
Andi Risma Jaya
Keyword(s):  
Marketing Strategy ◽  
Business Environment ◽  
Marketing Strategies ◽  
Strategy Training ◽  
Short Term ◽  
Fundamental Goal ◽  
Marketing Activities ◽  
The University ◽  
Marketing Agency

ABSTRACT Failure to achieve sales targets has implications for not achieving the company's profit targets. The most basic problem, is preparing a plan and a team that will provide a solution to the problem. Marketing strategy training has a fundamental goal of increasing sales and achieving competitive advantage with a sustainable perspective. Marketing strategies include short-term plans and long-term market-oriented marketing activities in order to contribute to the company's goals and marketing objectives. For this reason, PT. Tata Finapedia, a marketing agency services company, built a partnership with the University of Eastern Indonesia (UIT), to help train marketing staff. The success of a marketing strategy is measured by sales performance and company profit growth. This training is expected to help explain the latest aspects of marketing strategy so as to increase the ability in the formulation and analysis of marketing strategies in the business environment of PT. Tata Finapedia.Keywords: Training, Marketing, Marketing, SalesABSTRAKKegagalan dalam pencapaian target penjualan, berimplikasi pada tidak tercapainya target profit perusahaan. Problem paling mendasar, adalah menyiapkan perencanaan dan tim yang akan memberikan solusi bagi problem itu.(Jørgensen 2018) Pelatihan marketing strategy memiliki tujuan mendasar yaitu meningkatkan penjualan dan mencapai keunggulan kompetitif dengan perspektif yang berkelanjutan.(Rowe and Clark 1927) Marketing strategi mencakup rencana jangka pendek dan jangka panjang kegiatan pemasaran dengan berorientasi pasar dalam rangka memberikan kontribusi terhadap tujuan perusahaan dan tujuan pemasaran. Untuk itu, PT. Tata Finapedia, perusahaan jasa keagenan marketing, membangun kemitraan dengan Universitas Indonesia Timur (UIT), guna membantu pelatihan bagi jajaran marketing. Keberhasilan strategi pemasaran diukur dari kinerja penjualan dan pertumbuhan laba perusahaan. Pelatihan ini diharapkan membantu memaparkan aspek marketing strategy terkini sehingga mampu meningkatkan kemampuan dalam formulasi dan analisis strategi pemasaran di lingkungan bisnis PT. Tata Finapedia.Kata Kunci: Pelatihan, Marketing, Pemasaran, Penjualan

SMEs’ resilience from continuous improvement lenses

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saad Zighan ◽  
Salomée Ruel
Keyword(s):  
Continuous Improvement ◽  
Business Environment ◽  
Theory And Practice ◽  
Organizational Resilience ◽  
Short Term ◽  
Content Type ◽  
Cyclical Process ◽  
Business Philosophy

Purpose The business environment is increasingly volatile, complex, uncertain and ambiguous. Today, COVID-19 represents a super-disruption situation. This paper aims to explore small and medium-sized enterprises’ (SMEs’) resilience from continuous improvement lenses. It explores the role of continuous improvement in building organizational resilience across SMEs. Design/methodology/approach A Delphi methodology has been adopted to capture evidence and opinions from 38 experts from several Jordan-based SMEs through three-online rounds. Findings The study finds that continuous improvement enhances SMEs’ resilience in the short term and long term. It can translate the concept of resilience into tangible working constructs for SMEs in visualizing and making decisions about their risks, adapting, absorbing changes and prevailing over time. The role of continuous improvement in building organizational resilience is fourfold; continuous improvement is a cyclical process; it has a vital cultural aspect and can be considered a business philosophy. It also emphasizes a holistic change approach based on small but constant changes. However, SMEs’ leaders must consider several issues for effective continuous improvement, including a continuous improvement culture and a results-focused approach. Originality/value Organizational resilience has been studied across various contexts; however, there are still unanswered questions for SMEs’ resilience. This study contributes to theory and practice by examining the role of continuous improvement in SMEs’ resilience.

Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat

2017 ◽  
Vol 2 (1) ◽  
pp. 68-85
Author(s):  
Erlin Latifah ◽  
Yusuf Zaenal Abidin ◽  
Ahmad Agus Sulthonie
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Performance Management ◽  
Primary Data ◽  
Strategy Formulation ◽  
Medium Term ◽  
Short Term ◽  
Surrounding Environment ◽  
Depth Interviews

Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa  meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu  Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat. This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.

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