Artigos de revistas: "Company in formation"

1

Borankulova, G. S. "Formation of the company advertising". Science Almanac, n.º 2 (2014): 137–41. http://dx.doi.org/10.17117/na.2014.02.137.

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BOKOVETS, Viktoria, e Roman PYSMENNYI. "COMPANY IMAGE MANAGEMENT". Herald of Khmelnytskyi National University. Economic sciences 304, n.º 2(1) (18 de março de 2022): 128–30. http://dx.doi.org/10.31891/2307-5740-2022-304-2(1)-17.

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The article deals with the essence of the image, its types and impact on competitiveness. Factors influencing the external and internal image of the enterprise are highlighted. Identified the main mistakes managers in image management. Have been formed a number of approaches to enterprise image management. Analysis of the essence and content of these approaches to the formation and management of the image of the company makes it possible to improve the composition of the main factors in the formation of the image of the company and specific methods of managing it at specific stages of the production cycle. Using any approach requires prior diagnosis of current state of the image and the formation on this basis the optimal set of management actions taking into account the characteristics of the company and the environment in which it functions. The enterprise, taking into account consumers and the opinion of society and seeks to form not only a positive image, but also an image that will increase the competitiveness of the market and contribute for increasing its efficiency.

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Saberwal, Gayatri. "New pharma-biotech company formation in India". Nature Biotechnology 24, n.º 5 (maio de 2006): 499–501. http://dx.doi.org/10.1038/nbt0506-499b.

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Stojković, Milica, e Violeta Jeremijev. "Price formation in trade companies". International Review, n.º 3-4 (2021): 66–70. http://dx.doi.org/10.5937/intrev2103066s.

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A trading company should be viewed as a complex system of organization that operates in a dynamic and multi-conditioned business environment, with the aim of creating economic value for its owners and for the consumers themselves. Constant changes in the environment determine the opportunities, dangers and limitations for trading companies. Therefore, it is necessary for a trading company to precisely define and at the same time realize a number of goals that are mutually compatible and integrated. Since the company is established for the purpose of achieving certain economic and other goals, all procedures, activities and activities of the company and all holders of functions in the process of its business are goal-oriented and oriented. From the point of view of creating the sales policy of trade companies, the margin is of special importance, as the difference in the price that the trade adds to the purchase price in order to cover its costs. Regardless of whether the margin is administratively determined or is formed freely, sales prices are different. This means that, in the system of free margin formation, trade independently determines the difference in price, starting from business costs, planned profit and market conditions.

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Martin, John D., e Arthur J. Keown. "One-bank holding company formation and the 1970 Bank Holding Company Act Amendment". Journal of Banking & Finance 11, n.º 2 (junho de 1987): 213–21. http://dx.doi.org/10.1016/0378-4266(87)90050-1.

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Oplustil, Krzysztof. "Selected problems concerning formation of a holding SE (societas europaea)". German Law Journal 4, n.º 2 (1 de fevereiro de 2003): 107–26. http://dx.doi.org/10.1017/s2071832200015790.

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Formation of a holding SE is one of the four ways of establishing a European Company (societas europaea- ‘SE') as regulated in the Council Regulation No 2157/2001 on the Statute for a European Company (cited below: SE-Reg.). It is also an original way of European company law to create a joint stock company. It's true that companies are making use of the holding structure in order to combine their economic potentials and to create international groups of enterprises. But, as it was in the case of the formation of theAventis S.A., the holding structures usually come into existence by means of an increase of the subscribed capital in an existing company. The new shares are issued to the shareholders of another company who pay for it with the shares of their company. The operation results in formation of a holding structure in which the company that increased its capital, becomes a holding company dominating a company or companies the shares of which were contributed. The formation of a holding SE is guided by the similar idea: an exchange of the shares of national private or public limited liability companies into the shares of a European Company. However, in contrast to the Aventis like-cases, the dominant company, i.e. the SE, does not exist yet but has to be created by the companies according to the provisions of the SE-Regulation. This fact as well as many legal gaps existing in the scanty regulation of holding formation and the necessity to apply both the provisions of European and national law concomitantly may lead to many legal problems some of which will be presented below.

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Dilshadovna, Muminova Dildora. "MECHANISMS OF FORMATION OF PRICING STRATEGIES IN CHEMICAL INDUSTRY ENTERPRISES". International Journal Of Management And Economics Fundamental 3, n.º 12 (1 de dezembro de 2023): 34–40. http://dx.doi.org/10.37547/ijmef/volume03issue12-07.

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Prіce settіng іs an іmportant area іn marketіng mіx decіsіons of a company. Іt іs the element that generates revenue for the company and all othersіnvolve only costs. Іt іs the only marketіng mіx element that can be changed quіckly to respond to changes іn demand or competіtіve moves. Prіcіng should never be seen as an іsolated component of a company's marketіng decіsіon makіng. Companіes spend large amount of money on product development, promotіon, and dіstrіbutіon and face rіsks. Thіs paper, by combіnіng marketіng strategy related іnformatіon concepts іnto one model, offers new іnsіghts іnto the prіcіng strategіes adopted by the chemіcal іndustrіes.

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한영아 e 신정순. "Korea Holding Company Structure Formation Process and Dynamics". Korean Journal of Financial Engineering 15, n.º 4 (dezembro de 2016): 131–52. http://dx.doi.org/10.35527/kfedoi.2016.15.4.006.

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Komkov, N. I., e V. S. Romantsov. "A progressive company: Attributes and basics of formation". Studies on Russian Economic Development 24, n.º 5 (setembro de 2013): 450–60. http://dx.doi.org/10.1134/s1075700713050079.

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Gordon Dickinson, Paul. "Company formation and regulation compliance for SMEs (Estonia)". International Journal of Law and Management 50, n.º 3 (16 de maio de 2008): 136–48. http://dx.doi.org/10.1108/17542430810877463.

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Graham, Aaron. "Incorporation and Company Formation in Australasia, 1790–1860". Australian Economic History Review 60, n.º 3 (21 de outubro de 2019): 322–45. http://dx.doi.org/10.1111/aehr.12184.

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Tyvonchuk, O. "Esg company ratings – the nature and features of formation". Galic'kij ekonomičnij visnik 67, n.º 6 (2020): 104–13. http://dx.doi.org/10.33108/galicianvisnyk_tntu2020.06.104.

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The article examines the essence of ESG ratings, the causes and history of their origin and dissemination. It has been found that sustainable development of the companies is in the interests of both investors, companies themselves and other stakeholders, as there is a clear positive correlation between commercial success, financial performance and the efforts of businesses to implement the principles of sustainable development. One of the important tools for evaluating the effectiveness of sustainable development of companies, their risks and potential opportunities in environmental, social and corporate governance spheres are ESG ratings, which provide the conversion of large amounts of information into assessments that can be used in management decision-making. It has been defined that ESG ratings are determined by more than one hundred specialized rating agencies and companies – providers of information and financial decision-making tools. The classification and characteristics of the main ESG ratings are presented. The proposed classification differentiates ESG ratings on such attributes as the level of coverage of companies; specialization; transparency of formation methodology; information used for ratings’ preparation; scale used to rank companies. Examination of the nine best in terms of quality and usefulness international ESG ratings (RobecoSAM Corporate Sustainability Assessment, Climate, Water & Forest Scores, Sustainalytics' ESG Risk Ratings, MSCI ESG Ratings, ISS ESG Governance QualityScore, ISS-Oekom Corporate Rating, Bloomberg ESG Disclosure Scores, FTSE Russell's ESG Ratings, Thomson Reuter's ESG Scores) and the first in Ukraine professional corporate sustainability rating Sustainable Ukraine allowed to establish that they differ significantly in algorithms of their formation, areas and indicators for companies’ assessment, sources of data used, etc., however, the common characteristics of the most authoritative ESG ratings are wide market coverage, transparency and correctness of the methodology used, experience and competence of specialists – developers of ratings.

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Zaitseva, Yu A. "Sources of Property Formation of a Public Law Company". Actual Problems of Russian Law 1, n.º 12 (20 de janeiro de 2020): 81–91. http://dx.doi.org/10.17803/1994-1471.2019.109.12.081-091.

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As part of the civil legislation reform, a public not-for-profit company is recognized as an independent form of non-profit organizations. Its intermediate position between a legal entity as a subject of private law and a public authority shows the existence of features in the methods of its property formation. In the article the author has analyzed the sources of formation of the property of the public not-for-profit company, investigated doctrinal approaches to understanding the essence of the sources of formation of the property of the organization under consideration. The peculiarities of property formation of public law companies operating in Russia have also been determined. According to the results of the analysis, the author has drawn the conclusion about a predominantly public nature of the property component of public not-for-profit companies, the main source of formation of which is the state property or funds received under statutory provisions. The author makes the interest of the founder in the property component of a public not-for-profit company conditional upon implementation of the state and public interests and public law functions imposed on it. On the basis of the study, the author has determined a conflict in the legislation regulating the investment of temporarily free funds of a public not-for-profit company as a revenue-producing activity and has made proposals to resolve it.

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Tretyakov, Oleg Vladimirovich. "FORMATION OF THE DIGITAL TRANSFORMATION ALGORITHM MODERN SERVICE COMPANY". Industrial Economics 1, n.º 5 (2022): 48–55. http://dx.doi.org/10.47576/2712-7559_2022_5_1_48.

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Razovskiy, Yu V., Ya D. Vishnyakov, S. P. Kiseleva, M. S. Ruban e E. Yu Gorenkova. "ECONOMIC POLICY OF STRATEGIC VISION FORMATION COAL MINING COMPANY". Ugol', n.º 06 (8 de junho de 2018): 63–66. http://dx.doi.org/10.18796/0041-5790-2018-6-63-66.

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Sullivan, Beth A. "De Novo Centromere Formation: One’s Company, Two’s a Crowd". Developmental Cell 52, n.º 3 (fevereiro de 2020): 257–58. http://dx.doi.org/10.1016/j.devcel.2020.01.021.

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Troncoso, Mauricio. "Unauthorized Agent and Company in Formation in French Law". European Company and Financial Law Review 20, n.º 3 (16 de outubro de 2023): 519–46. http://dx.doi.org/10.1515/ecfr-2023-0016.

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Abstract 519This work compares the general rules governing the unauthorised agent (falsus procurator) in French law with those provided for in French company law for persons acting in the name of a company in formation (Article 1843 of the Code civil and Article L. 210-6 para. 2 of the Code de commerce), in order to deduce the similarities and differences between the two sets of legal rules.

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I. Devakirubai, Dr. A. Theeba. "Formation Of M.G.R First Administration". Tuijin Jishu/Journal of Propulsion Technology 44, n.º 4 (17 de outubro de 2023): 413–15. http://dx.doi.org/10.52783/tjjpt.v44.i4.854.

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The aim of this article is to highlight the formation of M.G.R first administration in Tamil Nadu. M. G. Ramachandran alias M.G.R. the Founder of All India Anna Dravida Munetra Kalagam in Tamil Nadu Politics was born on January, 17, 1917 at Kandi with Malayalee Parents. Maruthur Gopala Menan and Sathya Bama1, M.G.R. had to endure hunger poverty and squalor in his boy hood days. His mother Satyapama with her two sons Chakrapani and Ramachandran moved to Kumbakonam in Tamil Nadu in 1919, but could not find living. The boys could not go to school and Satyabama admitted them to Madurai original Boys Drama Company to be trained as stage artists for a Salary of five rupees per month. Both the brothers were food up with the tight work in the drama company and seeking chance to act in Cinema in Madras.

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Jevremovic-Petrovic, Tatjana. "European company in EU law". Medjunarodni problemi 59, n.º 2-3 (2007): 400–432. http://dx.doi.org/10.2298/medjp0703400j.

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After many years of efforts, discussions and proposals the European Council adopted in October 2001 the Statute for a European Company. The author in this article analyses most important provisions of the Statute concerning formation and structure of the European company, cross-border mergers transfer of company?s seat, participation of workers, right of establishment. Some remarks concerning functioning of European company within the national company laws have been given, also.

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LEVINE, ROBERT D. "Auxiliaries: To's company". Journal of Linguistics 48, n.º 1 (6 de dezembro de 2011): 187–203. http://dx.doi.org/10.1017/s002222671100034x.

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In a 1982 paper in the journal Glossa, Pullum outlined a set of arguments for treating English infinitival to as a defective auxiliary verb. Twenty years later, in his entry on infinitival constructions in The Cambridge Grammar of the English Language (CGEL, 2002), Huddleston argues that several distributional facts about auxiliaries fit poorly with this hypothesis. He proposes, on the basis of significant structural parallels, that to is a subordinator (complementizer). I show that Huddleston's arguments constitute a flawed analysis in CGEL's otherwise superb coverage of English descriptive grammar, and that the facts run strongly counter to his claims, often falling out independently from generalizations about auxiliaries that Huddleston overlooks. Several of these points were anticipated in Pullum's paper, but recent research on an idiosyncratic auxiliary-specific pattern of English nonrestrictive relative clause formation provides a powerful new argument in support of the auxiliary claim. In this respect, as in all others, the assignment of to to the class of auxiliaries provides the simplest and broadest account of its syntactic behavior.

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Ershova, A. E., e A. N. Kuznetsov. "STRATEGY COMPETITIVE DEVELOPMENT OF THE COMPANY BMW GROUP". Business Strategies, n.º 5 (28 de maio de 2019): 26–29. http://dx.doi.org/10.17747/2311-7184-2019-5-26-29.

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This article presents the main strategies for the formation of a competitive advantage of BMW Group in the international arena. The main directions of development in the short-term and long-term strategy are shown. Methods of formation of successful strategy are proved, and the basic elements and the directions entering into the balanced and innovative-developed strategy are shown.

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Chevhanova, Vira, Kseniia Chichulina e Vitaliya Skryl. "Effective Cluster Model of Thermal Power Company Management". International Journal of Engineering & Technology 7, n.º 3.2 (20 de junho de 2018): 65. http://dx.doi.org/10.14419/ijet.v7i3.2.14377.

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The aim of this study is to determine the need for cluster formations; to identify the influence factors on the creation of a cluster of thermal power companies in Poltava region. The method of evaluating the efficiency of formation of this cluster has been developed.The methodological framework of this research is general scientific dialectical method of cognition, in which the research object is studied as a dynamic system in the process of its development. The formation of the main directions of thermal power company development was carried out on the basis of dialectical, historical and systematic methods. In the process of studying and generalization of scientific and practical development methods of comparison, analysis and synthesis, induction and deduction were applied. Also the study is based on regulatory and economic instruments, economical studies and studies of scientific research institutions.As a result of the study the main participants of the cluster formation were identified. So it may be comprised of the members of the cluster, generating thermal energy, the thermal energy consumers and the region where the cluster of thermal power companies will be formed. According to the participants of cluster associations the factors of influence on economic and social effect from implementation of the cluster thermal power companies in the Poltava region were formed. We determined that to reduce the rate for thermal energy it is necessary to conduct a number of activities. The application of the proposed measures will significantly reduce the services cost of thermal power companies. The cost of thermal energy and the distribution among the participants of cluster associations were calculated on the example of Poltava region utility production enterprise of heat economy "Poltavateploenergo". The participants are heat producers, transport companies, distribution and heat supply companies, repair work companies, construction work enterprises. It is established that the overall effect of cluster members has both quantitative and qualitative nature. The impact on consumers is qualitative. It is based on the fact that the tariff for consumers remained unchanged in the medium term (five years). The essence of economic effect is in the quality and timeliness of services thermal management. The overall effect of its work influences all members. It occurs when there is the formation and implementation of cluster thermal power companies.But in addition to the advantages of cluster associations its major problems were presented in the work. Among them there are the following problems: the lack of informativeness of executive authorities and business representatives in the application of the cluster approach; the lack of public policy to ensure the systematic approach and organization of interaction between different levels of executive authorities in the implementation of cluster projects; lack of institutional and financial support to cluster initiatives; lack of trained personnel in the organizational aspects of cluster technologies; the lack of effective methodological base for the application of cluster technologies. Scientific novelty of received results is the development and calculation of economic effect from the formation of a cluster of thermal power companies both at the regional level and at the level of the enterprise and the consumer.

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Avrashkov, L. Ya, G. F. Grafova, A. V. Gtafov e S. A. Shakhvatova. "Theoretical and practical approaches to the formation of equity for the development of entrepreneurial activity". Proceedings of the Voronezh State University of Engineering Technologies 80, n.º 4 (21 de março de 2019): 441–51. http://dx.doi.org/10.20914/2310-1202-2018-4-441-451.

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The article is devoted to the methodology of formation and optimization of the company's equity. In a market economy, the financial stability of the firm, depending on the financial condition, is one of the most important factors in the life of the firm and the development of entrepreneurial activity. A positive financial condition determines the competitiveness of the company in the market. It also helps in cooperation with creditors in the financial aspect. The financial condition demonstrates the ability of the organization to Finance activities with its own funds, as well as to manage them rationally in relations with other persons. Therefore, the goal of any company – to maintain a stable, stable financial condition and profit. The most important for the development of the company is the formation and increase of equity capital. The article deals with various methodological approaches to the formation of the company's equity. The traditional position of equity formation and its optimization is found in accounting, as well as in the special economic literature. However, in the study of different approaches to determining the final result of financial and economic activities of the company, such interpretation raises serious objections. The initial stage of capital formation management of the company is to determine the need for the required amount. Optimization of the total capital requirement of the company is achieved by various methods, which eventually allow to achieve a positive result of the company. The article focuses on the areas in the field of ensuring the adoption of operational management decisions on the choice of sources of financing of economic activities of firms from the position of ensuring a sufficient level of solvency and improving the efficiency of capital use. The main stages of the optimization process of the capital of the company)

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Pozniak, Oksana, e Yurchenko Kateryna. "Formation of the optimal business model of a logistics company". Electronic Scientific Journal Intellectualization of Logistics and Supply Chain Management #1 2020 1, n.º 10 (dezembro de 2021): 19–36. http://dx.doi.org/10.46783/smart-scm/2021-10-2.

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The article is devoted to the study of the main types of business models that a logistics company can use depending on its life cycle and development strategy. The main components of the business model are given, which determine the problems of formation and implementation of the selected business model of a logistics company. The author's approach to the concepts of "asset-light business model" and "asset-based business model" is proposed. The characteristic features of each business model, potential problems from their use, and the advantages that the implementation of the "asset-light business model" gives are determined. The evolution of business models and its modifications, which are determined by the stages of the life cycle of a logistics company and are determined by the influence of the main components of the business model, have been investigated. The structuring of logistics providers by types of business models has been carried out, which makes it possible to clearly determine the potential for logistics company`s success and the content of the main components, in accordance with the chosen business model. Based on the theoretical developments of the authors, an analysis of logistics companies that use the "asset-light business model" and "asset-based business model" was carried out. The resource provision of each business model is analyzed. It has been substantiated that, despite the type of business model, the main problem is how, using own, leased or resources of other participants in the logistics services market, namely subcontractors, to form an optimal business model or adapt the existing one to the changing conditions of the external environment. To reach this goal, different strategic management tools are used, which include the canvas of the business model. The advantage of using this tool for visualizing the main components that determine the influence of external and internal spheres on the business model of a logistics company has been substantiated. A business model canvas was formed for each logistics company, with different types of business models, which made it possible to determine the competitive advantages of each company. The analysis of indicators (metrics) that are used to assess the effectiveness of business models made it possible to choose the DuPont model based on the return on investment capital. As a result, the influence of the main elements of the model on the final ROIC result was determined, which was confirmed by carrying out the corresponding calculations.

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Pérez, Andrea, e Ignacio Rodríguez del Bosque. "Extending on the Formation Process of CSR Image". Social Marketing Quarterly 19, n.º 3 (15 de maio de 2013): 156–71. http://dx.doi.org/10.1177/1524500413489287.

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In this article, the authors aim to clarify the process that leads customers to form a certain corporate social responsibility (CSR) image of their banking service providers. The authors analyze whether the proposals of associative learning theory, attribution theory, and persuasive communication are adequate to anticipate CSR image in a banking services context. A causal model is positively tested that allows the researchers to anticipate CSR image based on three variables: the coherence between the company and its CSR policy, the attribution of altruistic motivations for the company to implement CSR activities, and corporate credibility in developing CSR initiatives. Two new contributions to literature are made. First, the process is accepted in a context where CSR is a broad corporate strategy that includes significantly more initiatives than just cause-related marketing or the sponsorship of social causes. Second, the role of both company–CSR coherence and altruistic motivations is better explained in this article. Their influence on CSR image seems to be dependent upon the current situation of the international banking industry.

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Baranov, Andrii L. "The Essence and Determinants of the Formation of the Value of Insurance Company". Business Inform 5, n.º 544 (2023): 181–86. http://dx.doi.org/10.32983/2222-4459-2023-5-181-186.

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The article is aimed at further study of the theory of value in terms of determining the essence of the value of an insurance company and allocating the determinants of its formation. Analyzing, systematizing and summarizing the works of many scholars, approaches to the interpretation of the value of the company, in particular the insurer, were considered and the author’s definition was proposed. The value of an insurance company is the monetary equivalent of the utility that the company creates for all stakeholders in the process of carrying out its operational, investment and financial activities, and also the value of tangible and intangible assets that it owns. As a result of the study, it was revealed that the dominant factor in the formation of the value of an insurance company is that in the process of functioning of the company conditions are created for increasing its value. Satisfying the economic needs of policyholders, the insurer receives cash receipts, forms insurance and investment portfolios and increases its own capitalization. The necessity to consider the value of an insurance company simultaneously from the standpoint of two forms of its manifestation: the value of the integral property complex and the value of the insurance business is substantiated. The proposed approach will provide an opportunity to see a holistic picture of economic relations that develop in the process of formation, evaluation and value management of the insurer. The features of the insurance company as a commodity in the market of purchase and sale are determined. Prospects for further research in this direction are the development of practical recommendations for the development and implementation of a value-oriented management system in the near future for the recovery of the insurance business, rethinking the philosophy of its functioning and providing insurance protection to the population and economic entities.

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Gaiduchenko, A. S. "Formation of the company’s image by means of visual communications". Век информации (сетевое издание) 5, n.º 3 (31 de agosto de 2021): 140–45. http://dx.doi.org/10.33941/age-info.com53(16)8.

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The study examined the relevance of forming a brand image using visual communications. It has been proven over time that, thanks to the brand image, a company can function stably, develop, maintain partnerships and even stay afloat in the event of a crisis. The attractive appearance of the company serves as the basis for attracting new employees and expanding the client base

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Мироненко e A. Mironenko. "Communication strategies of insurance companies in theconditions of market transformation". Central Russian Journal of Social Sciences 11, n.º 4 (29 de agosto de 2016): 194–202. http://dx.doi.org/10.12737/21333.

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The article substantiates the need for the implementation of the communication strategy of the company. Some problems of the market development of insurance services are revealed. Based on the analysis of trends of the insurance market development, the areas of implementation of communication policy are listed, taking into account the historical experience of the communication policy in the crisis periods of the last century. The author offers the structure of the formation of the brand identity of the insurance company. The mechanisms of the formation of the consumer loyalty to the insurance company are considered as a basis for the formation of the insurance brand and features of applications used in social networks are highlighted. The stages of the development of the communication strategy of the insurance company are presented.

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Galanov, Vladimir, e A. Galanova. "Joint-Stock Company As a Focus of Trends in the Formation of Private Wealth". Scientific Research and Development. Economics of the Firm 10, n.º 1 (8 de abril de 2021): 48–55. http://dx.doi.org/10.12737/2306-627x-2021-10-1-48-55.

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Joint-stock company is the most developed form of private capital association historically and logically growing out of the previous organizational forms of the existence of market organizations. A joint stock company is the result of the development of two interrelated processes. From the standpoint of economic content, a joint-stock company is the result of the development of the relations of production themselves from its natural forms to the commodity form and then to the form of the capitalist economy. From the point of view of the forms in which this content develops, in the form of a joint-stock company, the process of improving organizational forms that allow uniting private capital to achieve a single goal – making a profit – finds its "logical conclusion". Unlike the legal forms of a general partnership and a limited liability company, the form of a joint-stock company allows to combine a potentially unlimited number of investors and their capital on terms that most contribute to the maximization and preservation of private wealth, potentially for all members of modern society.

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Vasilyeva, E. Yu, e А. I. Tolmachev. "Models of optimization of the investment portfolio of construction company". Smetno-dogovornaya rabota v stroitel'stve (Estimated and contractual work in construction), n.º 1 (25 de janeiro de 2023): 33–36. http://dx.doi.org/10.33920/str-01-2301-05.

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The paper is devoted to the matters of the formation of the efficient target investment portfolio of the company, which is the instrument of the implementation of investment policy and the mechanism of the increase in capitalization with the minimum cost and risk. Types of the investment portfolios in terms of their formation purposes are studied. The existing approaches to the formation of the efficient investment portfolio are systematized.

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Goncharova, O. "FORMATION OF THEORETICAL ASPECTS OF ANALYSIS PROFITS OF THE COMPANY". Actual directions of scientific researches of the XXI century: theory and practice 8, n.º 2 (29 de dezembro de 2020): 54–58. http://dx.doi.org/10.34220/2308-8877-2020-8-2-54-58.

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The article discusses and forms the theoretical aspects of the main directions of the analysis of enterprise profit. The components of this analysis are disclosed and their application is substantiated in order to form a system of the main directions of the analysis of enterprise profits, taking into account the indicators of the industry orientation. The object of the study of the analysis of the enterprise's profit includes the directions of analysis: the formation of profit in the context of the main activities of the enterprise and covers information on financial, investment and operating activities and the directions of analysis of the distribution and use of the enterprise's profit. The procedure for such an analysis is aimed at identifying the level of consumption of profit at the enterprise, the level of its capitalization and the form of its investment consumption. According to the period, the analysis of the profit of the enterprise is divided into preliminary analysis and the current analysis of profit. A preliminary analysis of the company's profit is understood as the procedure for calculating the expected profit with an assessment of the stage of its formation, distribution and use. The calculation of this procedure includes the analysis and assessment of investment, financial transactions and other financial transactions that have a significant impact on the formation of the financial result of an economic entity.

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Danilov, V. "FORMATION AND DEVELOPMENT OF CORPORATE CULTURE IN THE AGRARIAN COMPANY". AIC: economics, management, n.º 6 (2019): 37–43. http://dx.doi.org/10.33305/196-37.

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Mutalov, S. V., e D. R. Musina. "THE INDUSTRIAL SAFETY SYSTEM FORMATION IN OIL AND GAS COMPANY". Oil and Gas Business, n.º 4 (agosto de 2014): 341–52. http://dx.doi.org/10.17122/ogbus-2014-4-341-352.

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Kapelyuk, Zoya A., Nikolay V. Shalanov e Anna A. Aletdinova. "Formation of the stabilization investment policy of a trading company". Общество: политика, экономика, право, n.º 1 (2022): 27–34. http://dx.doi.org/10.24158/pep.2022.1.4.

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Hansen, Lone L. "Employee Involvement and the Formation of a European Company (SE)". European Company Law 1, Issue 3 (1 de outubro de 2004): 126–30. http://dx.doi.org/10.54648/eucl2004016.

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O.V., Fedoruk. "PSYCHOLOGICAL MODEL OF EMOTIONAL INTELLECTUAL FORMATION IN IT-COMPANY MANAGERS". Scientic Bulletin of Kherson State University. Series Psychological Sciences, n.º 2 (29 de maio de 2020): 154–61. http://dx.doi.org/10.32999/ksu2312-3206/2020-2-21.

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Вигівська, Ірина Миколаївна, Вікторія Костянтинівна Макарович e Евеліна Олександрівна Сіра. "Peculiarities of formation of accounting policy of the catering company". Problems of Theory and Methodology of Accounting, Control and Analysis, n.º 1(39) (27 de abril de 2018): 9–12. http://dx.doi.org/10.26642/pbo-2018-1(39)-9-12.

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Watson, Ian. "Practical Aesthetics and the Formation of the Atlantic Theater Company". New Theatre Quarterly 24, n.º 2 (maio de 2008): 189–200. http://dx.doi.org/10.1017/s0266464x08000158.

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The Atlantic Theater Company has been one of Off-Broadway's most successful theatre companies over the past twenty years, having won twelve Tony Awards, eight Lucille Lortel Awards, thirteen Obie Awards, and three Outer Critics Circle Awards. The company, originally founded in 1983 by the playwright David Mamet and the actor William H. Macy, has mounted over one hundred plays, many by new writers. Included among its successes are Martin McDonagh's The Lieutenant of Inishmore and The Beauty Queen of Leenane, Woody Allen's A Second Hand Memory and Writer's Block, the revival of David Mamet's American Buffalo, Celebration and The Room by Harold Pinter, Mojo and Night Heron by Jez Butterworth, and the new musical adaptation of Frank Wedekind's play Spring Awakening, which won the 2007 Tony for best new musical. But producing plays is only part of Atlantic's mission: it also runs the Atlantic Acting School, which operates both as a private conservatoire and an undergraduate training studio in conjunction with New York University. Its curriculum focuses on Practical Aesthetics, the acting technique developed by Mamet and Macy. Mary McCann, in conversation here with NTQ Contributing Editor Ian Watson, is a founding member of the Atlantic Theater Company and Director of the Atlantic Acting School, where she also teaches. She continues to act, having appeared in many of the company's productions, on Broadway, on television, and in several independent films. The conversation took place over two meetings at the Atlantic Acting School in New York City, on 25 April and 5 June 2007.

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Lipych, Lubov, Oksana Kchilycha e Myroslava Kushnir. "Faktors Which in Fluence the Formation the Company Wage System". Economic journal of Lesia Ukrainka Eastern European National University 10, n.º 2 (2017): 38–44. http://dx.doi.org/10.29038/2411-4014-2017-02-38-44.

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Sakakibara, Mariko. "Formation of R&D consortia: industry and company effects". Strategic Management Journal 23, n.º 11 (2002): 1033–50. http://dx.doi.org/10.1002/smj.272.

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Utevskaya, Marina V., e Anastasia A. Shiyan. "FORMATION OF COMPANY STRATEGIES BASED ON GOALS OF SUSTAINABLE DEVELOPMENT". Economy of the North-West: problems and prospects of development 4, n.º 71 (dezembro de 2022): 61–66. http://dx.doi.org/10.52897/2411-4588-2022-4-61-66.

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The study is aimed at studying the key areas of ESG business strategies, as well as considering project initiatives in the field of ESG strategy in the context of adapting the principles of sustainable development to the Russian market. The methodological basis of the study was the work of domestic and foreign researchers in the field of ESG. In the course of the study, various methods of scientific research were used (expert and comparative analysis, methods of grouping and generalization), the choice of which was determined by the goals and objectives of the study. As a result of the study, the authors came to the conclusion that the adaptation of the ESG agenda to the domestic market will not only contribute to solving urgent problems, but also become a driver for further transformation of the current business and gaining access to the capital market.

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Buneev, Viktor M., e Sergey V. Nozdrachev. "Formation of a strategic management system for a shipping company". Russian Journal of Water Transport, n.º 77 (20 de dezembro de 2023): 108–18. http://dx.doi.org/10.37890/jwt.vi77.422.

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Proposals for the formation of a strategic management system in a shipping company are outlined. It is presented in the form of a certain organizational structure, between which internal and external connections are established, carried out thanks to appropriate information support. A scheme for the interaction of elements of the system of strategic management of fleet operations is proposed.Strategic management processes are carried out at the center for the adoption and implementation of strategies in accordance with the developed algorithm. At the same time, a set of tasks is considered to justify individual strategies in the modern conditions of shipping companies operating on inland waterways. The most pressing tasks of the strategic management process of a shipping company are the development, adoption and development of strategies for using the fleet for transportation. At the same time, risk factors caused by the probabilistic nature of changes in the level of the depths of the shipping channel are taken into account. The problem was solved using an economic-mathematical model in a parametric formulation.The specific operational conditions of the fleet in the Yenisei basin are considered. The result of its implementation are proposals for the introduction of a rational strategy for using the fleet in given directions of cargo transportation.

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Kobryn, L. Yo. "Factors for formation and development of the company innovative potentia". Scientific Papers (Ukrainian Academy of Printing) 2, n.º 67 (2023): 259–66. http://dx.doi.org/10.32403/1998-6912-2023-2-67-259-266.

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Nasihin, Ihsan, Harry Suharman e Sofik Handoyo. "An Analysis of State-Owned Enterprise Holding Company Formation: The Case of Printing and Media Companies". Journal of Accounting Auditing and Business 3, n.º 2 (25 de julho de 2020): 1. http://dx.doi.org/10.24198/jaab.v3i2.26935.

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This research aims to analyze the process of forming a holding company of state-owned enterprises in the printing and media business. This research uses qualitative research methods with a case study approach. The results of the study indicate that there are three options for printing and media holding company. The first option is printing and media holding with Perum Peruri as the holding company that will oversee four companies, namely Perum LKBN Antara, Perum PNRI, PT Balai Pustaka (Persero), and Perum PFN. The second option is printing holding and media holding. In printing holding, the holding company is Perum Peruri which will oversee one company, namely Perum PNRI. In media holding, the holding company is Perum LKBN Antara which will oversee two companies, namely PT Balai Pustaka Persero and PFN Public Corporation. The third option is the printing and media holding company with Perum LKBN Antara as a holding company that will oversee three companies, namely Perum PNRI, PT Balai Pustaka (Persero), and Perum PFN. At the same time, Perum Peruri will stand alone. The analysis indicates that the second option is the most appropriate in terms of logical roadmap and holding characteristics since printing (security printing) and media (distribution news) business are two distinct types of businesses.

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Levchenko, Valentyna, e Myroslav Ostapenko. "Formation of the optimal portfolio of insurer’s services of the voluntary types of insurance". Insurance Markets and Companies 7, n.º 1 (18 de novembro de 2016): 45–51. http://dx.doi.org/10.21511/imc.7(1).2016.05.

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The article studies the possibility of using optimization modelling to form the optimal structure of insurance services’ portfolio of insurance companies. Based on the data of net insurance payments and profitability of the voluntary types of insurance in 2005-2015, the authors conducted their analysis according to the possibility to be included in the general insurance portfolio of the insurance company. The optimization model is based on the approach developed by G. Markowitz. The formation of insurance services portfolio is conducted by solving the optimization problem to maximize the portfolios’ profitability or to minimize the portfolio’s risks. The obtained results can be used in making strategic decisions by the management regarding the development of insurance companies. Keywords: insurance company, insurance service, insurance portfolio, portfolio optimization

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Dickens, Christine Hodt. "Establishment of the SE Company: An Overview over the Provisions Governing the Formation of the European Company". European Business Law Review 18, Issue 6 (1 de dezembro de 2007): 1423–64. http://dx.doi.org/10.54648/eulr2007051.

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Sokhan, Inna V., e Vitalii H. Popovskyi. "Formation of Competitive Advantages as the Foundation of Strong Competitiveness of Enterprises". Business Inform 2, n.º 541 (2023): 236–41. http://dx.doi.org/10.32983/2222-4459-2023-2-236-241.

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The purpose of the article is to provide a definition for the «sustainable competitive advantage», outline the different types of advantages and highlight the factors that should be considered when forming such a definition. It is identified that a sustainable competitive advantage is something that a company does better than its competitors for a long period. An advantage can be a company asset, a value, quality, or a characteristic that others find difficult to reproduce. As a result, the advantage factor allows the company to stand out in the market and rise above competitors. Presence of this competition factor helps the company increase sales, increase brand awareness, or make a bigger profit compared to other similar businesses. Several factors affecting an organization’s sustained advantage are allocated, including resource factor, variable cost structure, distribution network, customer service, and intellectual property. The formation of competitive advantages in building a market strategy for the development of a company consists in understanding and successful manipulation with external and internal factors of influence, subject to limited resources and unlimited opportunities. Resources can be combined and developed into abilities, which in turn creates key competencies. Opportunities is a firm’s ability to turn resources into competitive products and processes. They are difficult to document as procedures, and therefore difficult to copy. Intangible resources, as a rule, are the main source of unique strategic opportunities. In turn, capabilities are a more likely source of unique core competencies that create sustainable competitive advantages. The essence of the strategy is to choose actions that differ from competitors – a company can outperform competitors only if it can establish a difference that it will be able to maintain.

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Potapiuk, Iryna, Alyona Kalenichenko e Ivan Omelych. "Features of the formation of corporate culture in the organization: principles and mechanisms". Ukrainian Journal of Applied Economics and Technology 8, n.º 4 (25 de outubro de 2023): 184–88. http://dx.doi.org/10.36887/2415-8453-2023-4-29.

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Every business has a specific type of corporate culture, each different from the other. Workplace culture consists of shared company values, characteristics, and beliefs. Every employee contributes to this, while culture shapes and guides employee behavior and actions. Corporate culture is the source of company differentiation. It not only defines how employees see the company but also makes the company visible in the eyes of customers and stakeholders. It can make or break a company, so it must be handled delicately in all areas and levels of management. Culture plays a vital role in ensuring that employees can fully understand each other, collaborate effectively, and build a sense of belonging among their team members. The desired types of corporate culture can do wonders for a business. The CEO and business leaders should consider the company's values and work environment, including any issues and concerns. Leaders, business goals, stakeholders, and HR teams must align to create a healthy corporate culture. This requires a certain level of adaptability and may involve adjusting or refining some of the company's fundamental values and visions. Corporate culture is formed by understanding business philosophy and promotes the emergence of communications between strategic bodies and operational management bodies. Studying corporate culture (CCL) is essential for business owners of any size. Identifying the principles of formation and development of effective QC will help increase performance and employee loyalty and improve brand reputation. The practical application of the principles of culture formation allows to minimize of economic losses in all private potentials of the enterprise and thereby increase the competitiveness of these economic entities on the market. The formed corporate culture helps the enterprise survive in competitive conditions, conquer new markets, and thrive. Employees clearly understand the goals and ideals of the company and adhere to all established norms and rules. Keywords: corporate culture, company, personnel, manager, values.

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Chernushkina, O. O., M. I. Zelena M. I., O. M. Baksalova e V. V. Petrichak. "MODERN APPROACHES TO THE FORMATION OF THE COMPANY'S HR STRATEGY". Proceedings of Scientific Works of Cherkasy State Technological University Series Economic Sciences, n.º 68 (20 de abril de 2023): 85–101. http://dx.doi.org/10.24025/2306-4420.68.2023.284580.

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The purpose of the article is to improve theoretical and methodological approaches and develop practical recommendations for the introduction of modern approaches to the formation of HR strategy in the aspect of implementing the company's strategy and strengthening its competitive advantages. The article describes the essence of HR strategy. A comprehensive approach to the positioning of HR strategy in strategic set of the company is considered. The principles of forming an effective HR strategy are revealed. The types of interaction between the employee and the company and HR strategy options corresponding to them are characterized. It is determined that HR strategies are strategic instructions and methods of their implementation, the decomposition of the strategy in the form of key performance indicators with a description of organizational conditions for its implementation, which are strategic guidelines for the company's employees. The types of HR strategies as part of the company's operation strategies and development strategies are characterized. The algorithm for the formation of HR strategy is presented and the elements of the company's HR strategy in modern conditions are revealed. It is noted that in the process of forming the company's HR strategy, it is appropriate to compare the stages of the employee's life cycle in relations with the company-employer and human resource management processes that support the employee's life cycle. Methodology. Building a personnel management system on a strategic basis allows to take into account the mission and strategic goals of the company's development, the transformation of its external environment, and plan changes in professional and qualification composition and competencies of personnel in compliance with the principle of long-term relations with employees. Scientifically based formation of HR strategy will allow companies to define guidelines for key issues of human resource management, create a highly professional and loyal team, and increase the effectiveness of its motivation and use. Results. Awareness of the need to introduce strategic principles for management in conditions of dynamic changes determines the relevance of strategic management of companies. Strategic management is the basis for ensuring the competitive existence of the company in the long term. Strategic management is aimed at establishing development goals, comparing them with the company's existing capabilities and bringing them into line through the development and implementation of a system of strategies. Formation of HR strategy is the determination of the direction of actions that are necessary to achieve long-term projects to create a team with a high degree of professionalism and responsibility. The process of formation and implementation of HR strategy is continuous, being in relationship with the solution of strategic tasks both for the long term and for the medium and short term. Regarding the external environment, the company can develop and implement different HR strategies depending on the level of its sustainability and the level of growth of the number of personnel. Identification of strengths and weaknesses is carried out by comparing one's own positions with the positions of competitors and optimal (desired) values. HR strategy determines the direction of the development of the company's personnel competencies, implements all elements of personnel management system to stimulate and optimize its impact on employees. HR strategy is aimed at achieving the specific goals of the company, defines the main areas of work, contains terms and indicators by which the effectiveness of its implementation is evaluated. In the process of forming the company's HR strategy, it is appropriate to compare the stages of the employee's life cycle in relations with the employer company and human resource management processes that support the employee's life cycle. Practical implications. Summarizing scientific approaches, it is possible to formulate the following definition of the company's HR strategy - it is a set of principles, methods, tools and measures aimed at the development and implementation of the most important personnel goals of the company in the long term to ensure the implementation of the company's mission and overall corporate strategy, taking into account individual interests of employees, as well as the company as a whole. Modern companies are in difficult conditions of a changing market situation, so they should focus their attention not only on the main type of activity, but on the development of an optimal personnel strategy with an emphasis on the fact that personnel is the key factor that determines the success of any company. HR strategy should have a long-term nature, take into account the influence of both external and internal functional factors and correlate with the company's development strategy as a whole. Based on this, the study of the possibilities of effective personnel management of the company becomes especially relevant, which necessitates the formation of a strategic personnel management system and the formation of HR strategy that would ensure the competitiveness and viability of the company in modern conditions. A new strategic approach to understanding the essence of personnel and the process of management involves the development and implementation of modern HR strategies of the company. Value/originality. A company formed by HR strategy should be aimed at solving both tasks related to ensuring business competitiveness and tasks related to the implementation of human resource management processes: Formation of a team of strategic managers capable of developing and implementing a program for the development of the company's competitive advantages; identifying and preserving the core of the company's personnel potential, which represent a special value. Possible restructuring of personnel potential, related to the implementation of innovative processes, restructuring, diversification and reorganization of business. Thus, finding the optimal relationship between the company's development strategy and HR strategy in accordance with the available resources, personnel competence, ideas, ambitions, initiative is a key factor that determines the competitiveness and effectiveness of the company's functioning in market conditions. Based on the conducted research, the components of HR strategy for the company in modern conditions have been determined. Thus, among the main elements of the company's HR strategy in modern conditions, it is possible to highlight the strategy of staffing, the strategy of work organization and relations with employees, the strategy of motivation, the strategy of personnel development, and the strategy of social and labor relations.

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Rogach, O. V., e A. M. Kuznetsova. "Formation and Development of the Project Team". Contemporary problems of social work 6, n.º 3 (28 de setembro de 2020): 100–106. http://dx.doi.org/10.17922/2412-5466-2020-6-3-100-106.

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the article raises questions about the formation and development of the project team. The empirical base of the study was chosen by the company “BIZNESCONSUL” LLC. The paper uses such research methods as: socio-economic analysis, complex analysis of economic activity, economic and mathematical methods, logical analysis, system analysis. Based on the research, a number of conclusions are made: the need to use tools for forming a project team (the responsibility matrix) is highlighted, which will reduce the time of recruitment and hiring of staff; a focused approach to the development of a project personnel motivation system is required, which will reduce staff turnover in the company; it is necessary to take into account the personal and professional qualities of the project Manager, which will allow him to consolidate project roles and improve the quality of project personnel management.

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