This chapter presents basic information about the nature and essence of the enterprise. The first subchapter shows both the well-known and less popular definitions of an enterprise and an industrial enterprise. They have been shown through the prism of various approaches, including definitions from various countries. The second part discusses the features of an industrial enterprise, with particular emphasis on: organizational separateness, economic separateness, legal separateness (legal personality), territorial separateness and technical and production separateness. The next part focuses on the goals and tasks of an industrial enterprise, with particular emphasis on the way they are formulated. Both strategic, tactical and operational goals were discussed. The subject of the considerations in the fourth part were the functions of an industrial enterprise, including a detailed description of the production, technical, organizational and personnel functions. The division of enterprises according to various criteria is presented in the next section. It focuses on such criteria as business profile, the size of the enterprise, form of ownership, production type, type of production process and market legal form. The last part discusses the market on which an industrial enterprise operates. Its features were presented, as well as the type of industrial products, types of customers and differences between industrial and consumer marketing. Particular attention was also paid to OEM (Original Equipment Manufacturer) and MRO (Maintenance Repair and Overhaul).
The aim of the chapter is to present key essential aspects of innovation and their species diversity. Basic definition formulations are considered. The emphasis is on business process innovation. One case study of company from Bulgaria that has implemented business process innovations is described, as well as the results of the innovation changes. With the help of various cognitive, analytical, inductive-deductive, case and simulation methods, students achieve the acquisition of new knowledge by combining theoretical statements, including familiarity with some international standards, and practical skills based on the principle of learning by doing. The topic draws students’ attention to the need for a comprehensive examination of the issues of innovative change and the formation of economic thinking, oriented towards the implementation of business solutions for sustainable prosperity based on innovative development.
The topic introduces within the field of operational management from the standpoint of its historical-evolutionary definition context. The essential aspects are clarified, and the levels of operational management are presented. The principles of operational management are formulated in a short, systematized form. The nature and types of production systems are clarified, as well as their main elements. Definitions regarding the production process, organization of the enterprise and its main subsystems, forms of organization of the production process, forms of arrangement of the production units in space are clarified, too. The recommended fields for identifying good practices in the organization of the production process are also defined. It has been presented the main links that need to be made in terms of good practices, derived in theoretical terms and their main contributions to the enterprise to achieve the desired results by applying the good practices.
The achievement of macroeconomic performance and sustainable growth depends to a large extent on the sectoral structure of business entities and the additional ability of national companies to realize value added by forming and maintaining robust start-ups based on entrepreneurial ideas and personal initiative. To do this, not only is there a combination of specific attitudes, intentions, knowledge and skills, good ideas and willingness to transform into a working business, but also a professional insight into the various possibilities for realizing these processes. The strategic approach and the long-term vision for business require a good understanding of the options for starting an entrepreneurial initiative, ways of its development, sources of income, benefits and successes. For these reasons, potential entrepreneurs should explore, analyze, evaluate and choose among the most variants of strategic behavior the most appropriate one, i.e. to choose an entrepreneurial strategy that is adequate to its situation and capabilities. On this basis, the research object is the entrepreneurial strategies and the subject - the variety of variants of strategic behavior and the general framework for following a certain process approach in choosing a specific entrepreneurial strategy. Emphasis is placed on the diversity of opportunities and the need to take into account the specific business start-up options on a different criteria basis for classifying entrepreneurial strategies, taking into account the many risks and the highly dynamic and highly competitive environment in which the idea arises, the attitudes and intentions are formed, takes the vision, prepares and develops the strategy, starts and develops the entrepreneurial business. Emphasis is placed on the need for an entrepreneurial benchmark to continue to maintain adequate product structure, innovative features and social utility based on good corporate image, appropriate PR, satisfaction and future market expectations of utility, quality, cost and convenience of receiving/using/renovating/buying. The achievement of all these goals/results should be based on good close professional training, managerial competencies and responsible attitude towards business, partners, staff, family, local community and supportive institutions, as the most significant of all stakeholders. Reporting and compliance with information overloading of the environment or the lack of sufficiently verified information on market trends, direct competitors, key customers and national policy helps to gain additional benefits.
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