This paper considers the main instruments for relationship management between the company and different partners. The purpose of the study is to improve the theoretical foundations of the development of a system of total relationship management of the company with the main groups of interaction actors, taking into account relationships with all groups of partners of the company. The model of the relationship management system of the company on the basis of methodical apparatus of cybernetic modeling of viable systems is proposed. The model of the relationship management system of the company is presented as an entity (a metasystem) and an object of management (operating element), which is proposed in the form of relationship management processes with main groups of partners. The system of inter-company interactions, which reflects the development of individual relationship with a certain partner, is presented. Based on the structural-level and metasystem approaches, key levels and structure of enterprise relationships are identified. Five levels of relationship between the company and its partners – element, component, subsystem, system-wide, and metasystem levels are identified. These levels are presented in the form of recursive structure of the viable model of relationship management system of the enterprise.
An approach to identifying types of customer loyalty which is based on the customer loyalty matrix in terms of attitudinal and behavioral loyalty has been further developed. The proposed criteria are divided into three levels: high, medium and low. The improved customer loyalty matrix includes nine types of loyalty: true, active, latent, projected, neutral, basic, spurious, ultimate and no loyalty. Based on the loyalty matrix, a gradation of consumers according to the type of loyalty is made, which enables to develop a further strategy to increase the loyalty of an individual consumer.
Abstract. The modern world, which became known as the VUCA world, is a world marked by volatility, uncertainty, complexity and ambiguity of general conditions and situations. It points out the necessity for enterprises to secure rapid adaptation, flexibility in decision-making and predictability. Maintenance of personnel competencies and skills which contribute to the process of adaptation to the VUCA world is one of the mechanisms to ensure enterprise development. The article describes the results of the study related to the personnel employed at enterprises of the transport and logistics system, which indicates their level of adaptability to modern working conditions. The survey was undertaken by the authors in November, 2015, in Kharkiv region of Ukraine. The study has revealed that formation, development and maintenance of a competency framework for the personnel is a mechanism which makes it possible for enterprises to adapt to modern conditions of development. Based on the results of the study, we have determined personnel competencies which are essential in conditions of the VUCA world with regard to characteristics such as professional qualifications, toleration of uncertainty, thinking and skills, behavioral reactions, communication skills, learning aptitude, multicultural competencies. In accordance with the current trends in personnel management, we suggested concrete actions with regard to personnel development and training at enterprises of the transport and logistics system. It has been concluded that personnel competencies are not considered to be frozen: they change under the conditions of the VUCA world, globalisation and integration of world economies. Keywords: Personnel; Competencies; Adaptation of Personnel; VUCA World; Personnel Management JEL Classіfіcatіon: M12; R40; J50 DOI: http://dx.doi.org/10.21003/ea.V156-0020 Попова Н. В. кандидат економічних наук, доцент, завідувач кафедри маркетингу, Харківський торговельно-економічний інститут Київського національного торговельно-економічного університету, Україна Шинкаренко В. Г. доктор економічних наук, професор, Харківський національний автомобільно-дорожній університет, Україна Розвиток персоналу в умовах адаптації підприємств до VUCA-світу Анотація. Сучасний світ, який отримав назву VUCA-світу, характеризується мінливістю, невизначеністю, складністю та багатозначністю умов і ситуацій. Одним із механізмів підвищення ефективності розвитку підприємств у таких умовах є наявність компетенцій персоналу та особистих якостей, які сприяють його адаптації до умов VUCA-світу. У статті наведені результати дослідження персоналу підприємств транспортно-логістичної системи, які показали ступінь його адаптивності до сучасних умов праці. Дослідження показало, що формування, розвиток і підтримка компетенцій персоналу є тим механізмом, який дозволяє адаптувати підприємства до сучасних умов розвитку. На підставі результатів дослідження визначені компетенції персоналу, які необхідні в умовах VUCA-світу щодо таких груп характеристик, як професійні якості, ставлен...
The theoretical rationale for the model of developing a strategy for competitiveness managing based on a combination of the positioning and provisions of the resource approach theory is given. The management strategy is being developed at the upper (strategic) and medium (tactical) levels. At the upper level, there is a positioning of the enterprise environmental requirements potential. At the level of individual strategic business units (SBU) -analysis by the method of M. Porter, the possibilities are determined on the basis of provisions of the resource approach. Formation of a common competitiveness management strategy is a compromise of a common strategy project with SBU enterprise strategies. The composition of the competitiveness management system of enterprise is validated: the main subsystems, their functions and interrelations between them are defined. Particular attention is paid to the management subsystem, which consists of three subsystems: structural and functional, self-development and informational and behavioral. The main functions of the decision, transforming and information controlling blocks at all management levels are defined. A model of structure of the enterprise competitiveness management system is proposed. Under strategic management, the development of functional strategies is proposed to be transferred to the upper and middle management levels. Using the matrix management structure of the functional units of the enterprise is suggested.
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