This paper presents the methodology for strategic posture determination of SMEs. The methodology itself that is explained in detail is based on the original work of A. Rowe and the research has been conducted on the sample of 179 companies from an emerging market of various sizes, ownership structures and industry sectors. A modified strategic analysis tool for defining company’s strategic posture (modified Strategic Position & Action Evaluation - SPACE analysis) presented in this paper investigates the basic dimensions of external environment and enterprise itself: environment stability (ES) and industry strength (IS), as well as competitive strength (CS) and financial strength (FS). Along with the presented mathematical modelling that determines resultant vector describing the strategic posture, the paper presents the mean scores of each variable from the questionnaire results that are calculated for every strategic posture. The results obtained contribute to the precise definition of the strategic position of companies and are useful for future works related to small and medium-sized firms' strategic posture evaluation.
This paper summarizes the arguments and counterarguments within the scientific discussion on the development of berry farms in Europe. The main purpose of the research is to reveal the possibilities and ways of development of berry farms in Europe, focusing on organisational and management issues. The research object is berry farms and farming. The main tasks of the research are:-to analyse the situation of berry farming in EU and other Europe countries;-to provide the possibilities of development of berry farms at international level (high added value products, high added value business, etc.);-to emphasize key points of further berry farm's development in Europe. The research covers the actual agriculture management sphere as berry farming. The article provides an analysis of berry farms and farming in Europe with a detailed statistical comparison. There is studied the main kind of berries, that are grown in Europe: strawberries, raspberries, gooseberries, currants, blueberries, cranberries and berries nes that includes blackberry, loganberry, white, red mulberry, myrtle berry, hackberry, and dangleberry. Statistical data of the area harvested, yield and berry production is analysed. Organisational and management issues are presented and analysed. The main actual spheres of potential competitiveness and development of berry farms are discussed. Statistical data analysis revealed the main berry growers and the amounts of the main different kinds of berry production in Europe. After the literature review and the analysis of the successful berry growers' berry farming management examples, the main organisational and management features of successfully berry farm's development were disclosed. The results of the research can be useful for developing successfully berry farming in European countries. The construct of the research is based on situational analysis of berry farming in the European countries based on statistical comparative analysis combined with in-depth analysis of scientific literature. Data are presented from different statistical sources. Analysed period of data is the year 2013-2017.
Abstract:The paper substantiates the importance of the optimal directionality choice of sales activity as one of the main lines of enterprise activity, the functioning of which should be complete, synchronous and complementary. Diversification is one of the powerful instruments to ensure the steady development of the sales activity of an enterprise. Three models of sales activity diversification of an enterprise are developed. The first model is based on unveiling the potential of sales channels and allows us to show the peculiarities of their use. The second model of the optimal quantitative distribution of production between sales channels is based on profit maximization. This approach not only takes into account the evaluation of the prescribed parameters of sales channels, but also provides the high profitability of each assortment item and of the whole enterprise. The third model of the optimal distribution of production between sales channels accounts for the experience of collaboration between the enterprise and sales channels during the past period and ensures the minimal risk and appropriate profitability for each sales channel. The proposed models are tested and compared to actual data of the enterprise; the advantages and peculiarities of each model are discussed.
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