Privatization as a phase of the transitional process also included agriculture. The most attractive enterprises in agriculture, primarily in the food industry, were privatized in the first wave, while the process of privatization of other less attractive companies was slowed down and implemented mainly by the auction model. The remaining companies waiting for the privatization process are not attractive and there are problems that are expressed through poor financial position and relatively low potential. An exception is made by PKB Corporation, which has a potential and relatively stable market, making this company an acceptable option for investors. The financial position of the companies that are ready for privatization at this moment and which is one of the factors of negative influence on the decision of the investor was analyzed using the Altman Z'-score model, the Kralicek Quick test and the balanced growth model. All tests have shown that the analyzed companies are in a bad financial position and that the future investor will have to invest significant funds in financial consolidation, balancing cash flows and investment in order to ensure adequate development and efficient business.
This paper examines the problems of jobs, employment, staff hiring in the agriindustrial complex, job description and requirements, theoretical and practical job cost indicators, and the willingness of our people to create new jobs by starting up their own private agribusiness. The results indicate a chronic lack of private funds necessary for every new business as well as the inevitability of borrowing. Potential entrepreneurs know the advantages and the disadvantages of solo and partnership business; however, they do not have any potential partners in sight. Almost a half of them have their own facilities and arable land etc. as a material base; however, they do not know what else is needed for a business to operate properly. In general, they understand the importance of education and training for any future business.
Sažetak: Turističke destinacije su prinuđene da stalno kreiraju nove poslovne prilike kako bi odgovorile na izazove koji nastaju pod uticajem brojnih promena u okruženju. Mali je broj njih koje podrža-vaju zahteve za analiziranjem i kreiranjem održivih poslovnih i marketing strategija. U radu se polazi od analize relevantne teorije i prakse u odlučivanju i izboru marketing strategije turističke destinacije, ukazujući na važnost kontinuiranog usklađivanja marketing strategije radi unapređenja poslovnih performansi i konkurentske prednosti. Na primeru Bukovičke banje prikazana je primena novog pristupa u kreiranju i upravljanju odnosima na tržištu i ukazano je na potrebu usklađivanja marketing strategije sa promenama u okruženju. Prilikom odlučivanja naglašava se uloga i značaj inovacija u marketing pristupima i potreba razvoja društveno odgovornog marketinga u cilju poboljšanja njegovih poslovnih performansi, odgovora na promene u okruženju i uspešnijeg pozicioniranja.
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