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Model biznesu a strategia przedsiębiorstwa – zakres znaczeniowy i układ relacji

100%
Rogoda B.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
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2012
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issue 891
5-18
EN
The aim of this paper is to analyse strategy and the business model function in enterprise management, with the similarities and differences between these concepts constituting the main subject. The business model can be defined as a reflection of the conception of company action which specifies sources and types of revenue. The strategy can be characterised as a superior method of realising a company’s aim. Competitiveness, dependence on company resources, and the key role of the target market may be counted among the similarities the two approaches share. Differences include the individualisation of solutions, the methodical or constructional nature of the idea, the organisational or objective aspect of the conception, the range of openness, and the functional range. The question of which – strategy or business model – is superior is as yet undecided. Strategy is seen by some as the wider of the two approaches, though there is also evidence that different strategies may be realised within a single business model.
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Tworzenie i wykorzystanie potencjału nieuczciwych zachowań jako opcja strategiczna przedsiębiorstwa

100%
Rogoda B.
Przedsiębiorczość - Edukacja
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2008
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vol. 4
281-287
EN
Lack of ethics in business activities should not be treated as a result of coincidence or error,but more often than not as a conscious choice of entrepreneur. Observation of economic prac-tice shows, that part of firms is able to make an effort in order to inquire the possibility of doingthe dishonest activity. Dishonest activity, widely named shady business occurs in the formof: tax avoidance to the detriment of budget and other taxpayers (tax evasion), using of illegalinformation to the detriment of stock-exchange investors (insider trading), corruption to thedetriment of employers by depriving them of potential contracting parties (kickbacks), andprice-fixing, and bidrigging to the detriment of purchasers. The companys ability to avoid thelegal sanctions in consequence of unethical activity can be defined as potential of dishone-sty. Creation and utilization of this potential is conditioned by internal factors, such as: lowethical level of businessman, selection of dishonest collaborators, possession of legal knowledge and team of lawyers or unclear structure of property. The external factors favorable to dishonest behaviours include: setting the firms in foreign countries, lack of experience with the courtsand prosecutors, little repeatability of contacts with deceived customers, customers highlymotivated to conclude an agreement, dispersion and weakness of contracting parties.
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