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1

Model biznesu a strategia przedsiębiorstwa – zakres znaczeniowy i układ relacji

100%
Rogoda B.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2012
|
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.
2

COOPERATIVE BANKS’ BUSINESS MODEL AT THE CROSSROADS BETWEEN FINANCIAL PERFORMANCE AND SOCIETAL INVOLVEMENT

80%
Barbu T. C., Boitan I. A.
Ekonomický časopis (Journal of Economics)
|
2019
|
vol. 67
|
issue 2
157 – 174
EN
In the aftermath of the financial crisis the European financial system, particularly banks, still struggles to recover the lost public confidence. Ethical financial behaviour and customer centricity have gained weight, not only from the viewpoint of banking customers, but also from international organizations’ one. The paper aims at analysing the strengths and challenges associated with a different banking model, namely the cooperative banks’ one, in terms of its ability to maintain its genuine, cooperative principles. The paper provides a comprehensive insight into the intrinsic financial indicators and their evolution over time. The descriptive statistics analysis comprises the 23 member organizations of European Association of Co-operative Banks, which represent the cooperative banks operating in EU countries, to have a complete picture of their positioning, in terms of market share, liquidity, capitalization and contribution to the domestic financial depth. Secondly, we conducted an exploratory approach named Cluster Analysis, for two years of reference, in order to identify most resembling business models and gather them in the same cluster. The results emphasized which cooperative member organizations still follow the original cooperative business model and mission, and which of them have migrated towards a more commercial banking one.
3

TRANSFER PRICING: GENERAL MODEL FOR TAX PLANNING

80%
Solilova V., Nerudova D.
Ekonomický časopis (Journal of Economics)
|
2013
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vol. 61
|
issue 6
597 – 617
EN
All MNEs generate their revenues through a business model which have a certain organization of functions performed, assets used and risks assumed. Nevertheless, the changes in economic environment have resulted into the situation, when all governments have been increasingly focused on raising revenues through taxation and conversely many MNEs have been focused on decreasing of their taxable business income with using various means. One possibility how to achieve it for both sides is a transfer pricing. The aim of the paper is to create a general model, under which the MNEs could decide for the best business model within the frame of the tax planning, but which would also enable to quantify the impacts on the state budget resulting from that tax planning strategy. Furthermore, the general model determinates more accurate arm's length transfer prices in the business model with respect to recommendations in OECD TP Guidelines, particularly functional and comparability analysis.
4

SHAPING A COMPETITIVE ADVANTAGE OF A LOCAL ENTERPRISE. AN EXAMPLE OF UK-POL JOINT VENTURE (Ksztaltowanie przewagi konkurencyjnej przedsiebiorstwa lokalnego na przykladzie UK-POL Sp. z o.o.)

70%
Piwoni-Krzeszowska E., Jedrysiak A.
Nauki o Zarządzaniu
|
2011
|
issue 7
114-121
EN
Shaping a competitive advantage amidst the contemporary market economy is a very complex issue. The competitive advantage should be sourced both in the exogenous and endogenous dimension of the business operation. However, neither source is a guarantee of a sustained competitive advantage. This calls on enterprises for a flexible approach to their business models.
5

Praktychni aspekty otsinky synerhiyi yak osnovnoho kryteriyu vidboru efektyvnykh uhod zlyttya abo pohlynannya pry transformatsiyi biznes-modeley vitchyznyanykh pidpryyemstv

61%
Kravchenko E. S.
Mekhanizm Rehuluvannya Economiky
|
2014
|
vol. 2 (64)
79-87
EN
The article presents practical aspects of efficiency assessment of merger or takeover agreements in the process of transformation of the enterprise business model. The essence and the nature of synergy have been defined and the process of the market value formation of the business united as the result of transformation has been researched. For more precise and accurate consideration and assessment of the whole range of qualitative and quantitative sources of synergy manifestation there was suggested the methodological approach to the net reduced synergy effects calculation that accounts not only standard parameters but also the synergy growth coefficient. This approach allows to consider the dominant combination of the properties of the system updated in the result of transformation which stimulate the enterprise development and thus alters informative underlying reasons for selection of the promising agreements from the position of the efficient integrated development of the enterprise.
6

Rozrobka protsesiv biznes-modelyuvannya vyrobnychykh ta zbutovykh pidpryyemstv v umovakh Tret'oyi promyslovoyi revolyutsiyi

61%
Naranyuk L. M., Kubatko O. V., Kalchenko S. O., Marchenko T. V.
Mekhanizm Rehuluvannya Economiky
|
2016
|
vol. 4(74)
9-22
EN
The modern enterprise, which represents aggregate interests of many stakeholders forces, do operates on competitive markets, and in close interdependence of activities and interests with contractors, customers, suppliers, intermediaries, competitors and others. To achieve sustainable competitive advantage businesses it is needed to develop a successful business model for a particular time, particular market and environment. The dynamics of the latter do requires an enterprise to take timely and unique kind of decision related to business model on a market. The paper discusses theoretical foundations of the process of business modeling and the main components that form the production capacity of enterprises. The process of business modeling is described as a continuous and ongoing process that requires detailed knowledge and understanding of business, strategic thinking to use challenges of the future, bring business to success and prosperity. The paper underlines that the continued use of inefficient business models and the failure to identify, slow transition to it can cause many domestic companies to significant financial losses and even to bankruptcy. In order to construct a clear business model it is needed to determine proper depth of process decomposition complexity and level of details, and in order to get a complete picture of a business process, it is needed to make atomic decomposition of business functions.
7

Communication in Knowledge Transfer Management

41%
Pitra Z., Zaušková A.
Communication Today
|
2014
|
vol. 5
|
issue 2
50–65
EN
Innovations try to change the status quo, which is why markets resist them! A market’s hostility to innovations becomes stronger when market players are interconnected; each player will switch to a new product or service only when s/he believes others will do so, as well. To be successful, innovators have to realize system-wide switch of their business behavior to create environment, where many would adopt their innovations and believe they are better off because of it. It is feasible only if innovators master the process of knowledge transfer within their innovation activities. More than 50 % of promising and good prepared innovation activities fail. Not due to organizations’ weaknesses in technology or organization, but due to their inability to handle properly the social and psychological aspects of processes which deal with the innovation’s solution. Therefore the organization’s executives must fully understand how technologies, people’s competencies, and internal processes in architecture together influence internal communication during the knowledge transfer that leads to the innovation solutions. It is a unifying vision of final innovation’s market launch that gives coherence to the plenty of creative ideas from different sources which gives an organizational sense to the idea exchange during internal communication within the knowledge transfer processes’ performance. The paper deals with methods that will assure such knowledge transfer’s optimal efficiency.
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