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1

Marketing in the New Economy

100%
Penc-Pietrzak I.
Ekonomika i Organizacja Przedsiębiorstwa
|
2007
|
issue 3(686)
11-23
EN
Traditional marketing mix is nowadays not always sufficient, therefore a new '4P' is being proposed: a permission (an art of marketing to people who want to be marketed to; performing these activities with personal and relevant messages), a paradigm (a practice of inventing new rules of competing), pass along/ideavirus (making customers tell other people about company's products via Internet), a practice (testing, measuring and evolving product offering).The article presents survival tactics in the new economy as well as 'the keys to marketing success' in new circumstances.
2

THE SUCCESSFUL STRATEGIC PLANING

100%
Penc-Pietrzak I.
Pieniądze i Więź
|
2005
|
vol. 8
|
issue 1(26)
79-87
EN
Nowadays firms function in a very turbulent environment. In such conditions the strategic planning is still a very useful tool of management; it reduces the risk of activity, enables to co-ordinate different functions in the company and forces to use the methods of strategic analysis. The model of strategic planning consists of six major components: formulating goals, the analysis of an environment, the analysis of an organisation, formulating the strategic alternatives, the choice of the best one and working out the strategic, tactical and operational plans. In the successful strategic planning managers must avoid such 'cardinal sins' as: writing down too many tasks in the plan, focusing on problem-solving versus futuring, focusing only on the company and industry opportunities and threats, rounding up the usual suspects to participate, planning for one emerging future only etc. Besides the strategic planning process evaluations there are several major differences between the way yesterday's and today's companies practice this planning. These differences concern such areas as: assumptions about the future, forecasting methods, competitive analysis, competitive environment, basis for strategies, time of planning and plan development frequency. Nevertheless there are some rules to make the strategic planning successful: emphasising the process of planning, not the financial aspects of the plan, gearing the plan to events, planning to expend money step-by-step, setting up a monitoring system and avoiding excessive publicity about long-term financial goals.
3

The Role of the Balanced Scorecard in Adopting and Implementing Business Strategy

100%
Penc-Pietrzak I.
Pieniądze i Więź
|
2007
|
vol. 10
|
issue 2(35)
50-60
EN
The balanced scorecard is a management system that enables organisations to clarify their vision and strategy in order to translate them into action. It provides feedback for both the internal business processes and external outcomes in order to improve strategic performance and results. The balanced scorecard suggests that we view the organisation from four perspectives: financial, customer oriented, business process and learning and growth. It also helps in determining features that help measure progress in achieving strategic goals. Balanced Scorecard is helpful and therefore it should be recommended organisations.
4

Blue Ocean Strategy: How to Make Competition Irrelevant

100%
Penc-Pietrzak I.
Ekonomika i Organizacja Przedsiębiorstwa
|
2007
|
issue 6(689)
7-13
EN
The article presents the blue ocean strategy which recommends creation of new, untapped and uncontested markets ('blue oceans'). The enterprise implementing such a strategy must offer a new significant value to its customers, that is to make a value innovation. Blue ocean strategy is a very difficult strategy requiring unconventional thinking and a very thorough knowledge of the market. However, it enables avoiding competition and gaining a strong position in profitable markets.
5

The Criteria of Choosing the Best Firm Strategy

100%
Penc-Pietrzak I.
Pieniądze i Więź
|
2007
|
vol. 10
|
issue 1(34)
74-83
EN
In diversified organizations managers usually create several strategic options and later they choose the best strategy. The article presents the criteria of this choice, such as: using the resources of the firm, exploiting the opportunities in an environment, results of the strategy, level and kinds of risk, achievement of corporate goals, firm's image, stakeholders reactions, suitability and feasibility of the strategy. Only the holistic evaluation of different aspects of firm's activities let managers choose the best, successful strategy.
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