The paper highlights features of transition from traditional to precision forestry. The transition results are: selective cultivation and cloning of seedlings; specific fertilizer treatment; digital forest inventory; fully mechanized logging of trees; early fire detection. It has been established that the high-precision forestry system includes such technologies that involve improvement of the forest management system, providing tighter operations control and improved data collection; increasing recipes selectivity in accordance with a geographical location; automation of operations, from work in nurseries to forest logistics; Search for optimal solutions using geolocation databases and advanced analytics. According to the McKinsey & Company Research Center, the following promising areas for the development of precision forestry have been: genetics and nurseries; forest management (forestry); logging; wood delivery; value chain. Information and monitoring systems for the forest complex are an important tool in developing an effective forest management policy, and most of the tools and technologies used in forestry are somehow related to remote sensing, GIS technologies and global positioning systems (GPS). The information presented is the basis for intersectoral relations strengthening and can reduce costs of deforestation and illegal logging, forest management and forest fires costs as well as forests mapping costs.
Aim. The presented study aims to improve the theoretical and methodological approach to assessment and to develop practical recommendations for improving the performance of metal trading enterprises.Tasks. Based on a study of the essence of the concept of “performance” and assessment models, the authors develop methodological provisions for assessing the performance of enterprises; investigate industry-specific features and factors affecting the performance level of metal trading enterprises; develop a comprehensive methodology for assessing the performance level of enterprises in the metal trading industry; test the developed methodology on metal trading enterprises in the Republic of Crimea; identify potential directions for improving the performance of the analyzed group of enterprises.Methods. This study uses a wide range of general scientific methods: induction and deduction, abstraction, analysis and synthesis, modeling, systematization of theoretical and practical material. Analytical, graphical, and statistical methods and the method of comparative economic analysis are applied. The research methodology is based on the key provisions of the theory and practice of financial and economic analysis of enterprise activity.Results. The problem of ensuring the performance of an enterprise essentially comes down to increasing economic results per cost unit. At the same time, among the existing assessment models, the management model provides the most comprehensive accounting of various aspects of operation. The main aspects for assessing the performance of enterprises include the application of a dialectical approach, compliance with certain principles, and the sequence of implemented actions. The conducted analysis of factors affecting the performance level of metal trading enterprises reveals the most negative factors: decreasing purchasing power, increasing tax burden, non-market competition, and underdeveloped industrial infrastructure. This study presents a comprehensive methodology for assessing the performance level of metal trading enterprises, the idea of which goes back to the “performance pyramid” model for analyzing and evaluating operating results developed by K. McNair and is supplemented with a system of key indicators. The proposed methodology is tested on actual enterprises in the Republic of Crimea, and recommendations for increasing the achieved level of performance are formulated.Conclusions. The developed assessment methodology is based on the idea of performance as a pyramid, the volume of which reflects the level of performance; the sides of the base are key indicators showing the state of various aspects of the enterprise’s operation; the base area is the current potential of the enterprise formed by its activities; the pyramid’s height is the position of the enterprise in the market. The integrated index calculated based on the methodology makes it possible to assess the current performance level of the enterprise in accordance with the conventional assessment scale and to develop a list of the most significant measures for improving it.
The article analyzes business processes using the example of the miniresort “Lazurny Bereg”. Of the four business processes (the main one, the accompanying one, development and management), the main business process turned out to be the least problematic. At the preliminary stage of identifying problematic processes, the employees of the enterprise voiced specific shortcomings for each of the business processes that, to one degree or another, affected the development of the enterprise. Among the shortcomings were named: lack of accounting, insufficiently “transparent” scheme for the areas of responsibility, incompetence and lack of personnel, insufficiently coordinated interaction between departments and guests, chaotic actions of the management, etc. In order to properly organize business processes of economic activity, it is necessary to eliminate all the visible shortcomings. The article provides recommendations for their elimination, which consist in regulating enterprise business processes (each of them is described in a separate regulation), which will fully describe them and the procedure for interaction between employees of departments that are related to a particular process. The implementation of the proposed recommendations in the activities of the miniresort pursues the following goals: elimination of spontaneity in work and the accumulation of knowledge, full control over the passage of all stages of business processes, internal audit, reduction of work time and minimization of errors. It is proposed to evaluate the efficiency of regulation of business processes of the miniboarding house “Lazurny Bereg” using the questionnaire method. For this, a questionnaire has been developed to assess the effectiveness of business processes, which must be filled out by the manager, restaurant administrator, boarding house administrator, marketer and head of the reservation service. The requirements for the procedures within the questionnaire are set out, as well as the interpretation of the results.
Aim. Based on the developed general theoretical provisions, the presented study aims to formulate practical recommendations for increasing the competitiveness of restaurant business enterprises in the Republic of Crimea. Tasks. Based on the analysis of existing interpretations, the author formulates an original definition of the competitiveness of a restaurant business enterprise and identifies its key characteristics; investigates factors affecting the competitiveness of enterprises in the examined field; develops theoretical and methodological provisions for assessing the composite indicator; tests the developed assessment model on restaurant business enterprises in the Republic of Crimea. Methods. This study uses a wide range of general scientific methods such as analysis and synthesis, induction and deduction, analytical method, expert assessment method, grouping, comparative analysis, modeling, and abstractionn. Results. The competitiveness of restaurant business enterprises is relative and depends on the competitiveness of the provided services and the competitive potential of the restaurant, indicating its ability to withstand competition without compromising the environment within a certain market segment and time. The following groups of external factors have the most significant effect on the examined composite indicator: economic, political and legal, technological, socio-cultural, environmental, sanitary and epidemiological situation. The predominantly negative impact of these factors during the analyzed period can be neutralized by an effective organizational competitiveness management system based on a certain model for assessing the achieved level of competitiveness. The author proposes an assessment algorithm and a methodology for calculating the level of competitiveness, defines a scale of the competitive status of restaurant business enterprises depending on the numerical value of the target composite indicator. Through the example of enterprises operating in the Republic of Crimea, the level of competitiveness is assessed and several proposals to strengthen the current competitive status in the public catering services market are formulated. Conclusions. The criteria of competitiveness of modern restaurant business organizations include the following major components: the quality of services, the effectiveness of marketing activities, the organization's financial state, and the restaurant's market position. Since the qualitative parameters of the activities of restaurant business enterprises have the strongest impact on the final composite indicator, mitigating the so-called consumer discrepancy is the fundamental direction for increasing competitiveness. That said, a list of measures for a particular enterprise can be determined based on the results of a comprehensive assessment of the competitiveness level by analyzing the values of its components.
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