Management Knowledge and Standard Operating Systems in Formulating Company Development Strategies

The questions raised in the study have practical significance, since the formulation of a development strategy is especially important for enterprises operating in dynamic markets with uncertain parameters of the external environment, as it requires flexibility in the formulation of strategies.The company's development strategy as a fundamental component of the company's activity, its importance and role in the company's activity, as well as the types of company's development strategies were studied.The article examines and analyzes the main basic strategies of enterprise development: production, financial, marketing, innovation, functional and personnel management strategies. Their advantages and disadvantages in the application in the activities of enterprises are considered.The company's development strategy is considered as an effective business concept, which is complemented by a number of practical actions leading to the achievement of real competitive advantages that can support this concept for a long time. The considered development strategy clearly defines the perspective of the company's development and its position on the market.It should be noted that the company's development strategy is determined on the basis of studying the external environment and possible internal prospects of its activity and taking into account unforeseen market conditions. The company's strategy should always be combined with planned and thought-out behavior and the ability to cope with everything new. At the same time, such a strategy should be flexible, so that appropriate adjustments can be made to increase or maintain the effective operation of the enterprise.It has been studied that there is no single strategy for an enterprise, and each strategy of an enterprise, even of one industry, is special, therefore individual determination of the directions of an enterprise's strategy depends on its potential and the size of the enterprise.

This study aims to identify the characteristics and perceptions of tourists, internal and external factors that affect the development of the company and develop the company's development strategy. Strategy of Agro Tourism Development Kaligua was prepared based on descriptive analysis with analytical tool that is: descriptive analysis to identify tourists' characteristic and perception, SWOT analysis to identify internal and external factors influencing company development, and AHP to develop company development strategy. The result of identification of tourist characteristic that visited at Agro Tourism Kaligua Garden that is average tourist is dominated by young man with age <35 years amount 76% with income less than Rp 2.000.000 some 58%. Tourists judge Agro Tourism Kaligua has beautiful attractions, good facilities and positive institutional and promotional services, but affordability is still negative due to poor road quality and road guidance. Result of SWOT analysis, Agro Tourism Kaligua has five strength factor with score 1.89, five weakness factor with score 1,3, five chance factor with score 1,88, and five threat factor with score 1,21. Having the position of corporate strategy in quadrant I with coordinates X of 0.57 and Y of 0.67 is on the SO position in the form of aggressive strategy that can create Agro Tourism Kaligua to use the strength and chances in determining company policy and develop development strategies to achieve the target profit in the future. The formulation of tourism development strategy of Kaligua Garden Estate is optimizing marketing, improving the quality of tourism, and developing tourism product. In general, Agro Tourism development strategy applied is the best with the status quo and followed by expansionary strategy. The main priority that must be done is to maintain the quality of tourism, especially improving the quality of service so that tourists can feel satisfied and comfortable tour at Agro Tourism Kebun Kaligua.

Recent trends of overall digitalisation challenges to find new approaches and improvement of information formation systems in different spheres. The trends also make impact on the tendency to develop common stereotypes of methods, accounting procedures, reporting forms, etc. which may be called identification. The identification of accounting systems in its essence - is the solution to the problem of harmonization of accounting at the international level. However, it is impossible to achieve complete identification. Everything that is done in this direction at the national level by accounting systems (standardization of reporting, convergence of national rules with international ones, convergence of evaluation and control systems, etc.) indicates a progressive trend in the processes of identification and harmonization of accounting systems. The purpose of the research is to evaluate the trends of forming the accounting and analytical management system in the digital economy. The research methods are comparison, systematisation and summarisation of information. Thus the main components of the accounting organization have been defined, among them: the technique of organizing and conducting accounting; methodological support of accounting and internal control. There is a need for generalization of modern achievements for the construction of the AAMS, the development of the company's development strategy in the light of work peculiarities in the digital economy. Authors identified, that there is a modification of the existing and emergence of modern requirements and tasks for the organization of accounting due to a focus on new users, transformation of motives and requests of all interested in the accounting information participants of international economic relations. Moreover, further improvement of the AAMS organization will enable to increase efficiency and raise productivity of economic activity. JEL code: M40

The existence of MSMEs in Indonesia has spread in various regions, one of which is the Cikarang area. Food Service Company is one of the businesses with high opportunities in Cikarang, PT Buana Boga Catering is a food service business in Cikarang that focuses on running catering for industrial employees, because this company prioritizes target consumers who are in the area around the Cikarang Industrial Estate. PT Buana Boga Catering must continue to innovate in order to survive from existing competitors. The purpose of this study is to analyze the company's development strategy and provide recommendations for new business strategies to create new value that can help PT Buana Boga Catering maintain its business. In this study the authors used the Mix Method research method, namely, utilizing qualitative methods together with quantitative methods, using SWOT analysis and Analytic Hierarchy Process to evaluate it. Based on the research conducted, the results show that there are several alternative business development strategies with the main priority being the use of alternative raw materials that are more suitable in terms of price and availability so as to maintain production costs and increase profits.

The paper identifies preliminary priority aspects of progress that are relevant for the current existence of road transport enterprises (PJSC), for the development of a strategic program for the development of their production structure.The importance, measures and mechanism of assessment and formation of the strategic program for the development of the production structure of the automobile transport enterprise are shown. The expediency of controlling the indicators of the enterprise's production base is proven and their list is given. The directions of the development strategy of technological processes of service production are substantiated. The measures, programs and plans according to the directions of the company's development strategy are given. The conditions for the creation of long-term plans are formulated and the need to develop a comprehensive long-term target program for improving and developing the capacity of the enterprise's production system is proven. The criteria for the functioning of the production structure of the road transport enterprise are listed and the importance of establishing high-quality and reliable communication on production issues between various objects of PJSC is highlighted. Indicators of assessment of the level of technical and technological support of road transport enterprises are given. The expediency of assessing potential technical and technological opportunities for the formation of a strategy and tactics for the development of production has been proven. A mechanism for determining priority directions for the development of the production structure has been developed.The established system of indicators for assessing the level of effectiveness of the enterprise's production structure development program is informative.It is recognized that, taking into account the multi-vector changes in the state of the economy and society of modern countries, only consistent and continuous and small improvements with simultaneous observance of a certain strategic aspect of progress can condition development.Painstaking work was carried out on the examination of the very complex structure of PJSC, taking into account the mechanism of ensuring the effective functioning of the road transport enterprise, the technical and social problem of the possibility of effective operation of PJSC was solved, only by initiating the general and complete, permanent and simultaneous interaction of all elements and components of a large system.

The article substantiates the necessity of developing an investment strategy of the enterprise. This is one of the conditions for the effective functioning of the enterprise, which is expressed in the improvement of product quality, reduction of total costs, expansion of the production base and, as a result, increase of competitiveness on the goods market. To achieve the above goals, it is necessary to carefully develop an investment strategy and constantly improve it. It is noted that the task of strategic planning is the development and substantiation of the company's development strategy in various markets, and the goal is to fix the source of obtaining financial resources, estimate the fee for use, taking into account the cost of their service. The stages of strategic planning of the enterprise's investment activity are defined and considered. The author points out that at the initial stage of strategic planning of the enterprise's investment activity, it is necessary to resolve the issue of the possibility of its implementation in general, at this enterprise, at this moment in time, in the near future. First of all, the success of the enterprise's activity, its profit, its capabilities, competitiveness, etc. depend on this. Having decided on the direction of investment activity and the necessary volume of investment resources, the identification and attraction of various sources of financing of real investments (investment projects) intended for implementation in both the short-term and long-term perspective is carried out. The next stage of strategic planning of the enterprise's investment activity is the rational choice of the form of capital attraction. That is, to use only equity capital or only loan capital for investment activities, or to find a rational ratio between the use of equity and loan capital. The main sources of investment financing are presented, the main groups of real investments are considered for the tasks to be solved. The advantages and disadvantages of various forms of financing the investment activities of the enterprise are determined. It is noted that a thorough assessment of the consequences of using various alternative schemes and forms of financing should be carried out during the strategic planning of investment activities.

Corporate social responsibility became acquainted with a considerable evolution from a phenomenon little known and practiced by corporations, to a fundamental start-up priority, for both large and small companies. The involvement of corporations in solving global problems (such as global warming, low level of education, poverty eradication, equality between individuals and respect for human rights) is a widespread trend nowadays. In this paper, the authors tried to reproduce the methods of implementing the measures of social responsibility of the companies, which contribute to supporting of the sustainable development, for some representative industrial branches (the industry and the services of the IT sector, the car construction industry, the food industry, the light industry, the mining industry, the cosmetic industry), by presenting the most relevant social responsibility campaigns encouraged by various companies. The corporate responsibility of the corporations has undergone an alert development, evolving from a little known phenomenon and, even less, practiced, towards a controversial subject, on the basis of which numerous works have been elaborated, constituting a fundamental strategic priority in the business process nowadays. Sustainable development and corporate social responsibility are compatible elements and points of view that need to be taken into consideration in the company's development strategy, with benefits for both the company, the environment, and all stakeholder categories.

The previously existing orientation in security activities to eliminate the consequences of internal threats has lost its relevance due to the significant impact of two key factors within the last few years. COVID-19 and the new phase of military aggression require the transformation of the economic security system within the limits of each trade enterprise, regardless of the scale of its activity. These changes should directly affect the expansion of the information field, in particular its external part, for the implementation of security activities based on the need for early detection of external and internal threats and all new opportunities, the use of which allows improving competitive positions. The purpose of the study was to generalize official statistical data and the work of representatives of scientific schools to form one of the components of information support for the security activities of trade enterprises. In order to form the informational basis of the security activities of trade enterprises, the following methods were applied: induction and deduction, comparison and systematization – in the study of the principles of the functioning of wholesale and retail trade enterprises; synthesis and analysis – to assess the dynamics and determine trends in the change in the number of trading enterprises; morphological analysis – to specify the degree of influence of certain factors on the activity of trade enterprises within 2010–2022; graphic – for visual representation of theoretical and methodical material; abstract-logical – for theoretical generalizations and research conclusions. The parameters of one of the many points of the external information field are considered, which involves careful monitoring of changes in the number of market participants in order to establish trends and, on this basis, adjust the company's development strategy. It was established that within the period 2010–2022 there were several waves in the change in the number of trading enterprises under the influence of the beginning of military aggression in 2014–2015, the relative stability of the national economy until 2019, due to COVID-19 and a new phase of aggression on the part of the Russian Federation in 2022. The facts of constantly high competition on the part of individual entrepreneurs, as well as concentration and strengthening of specialization, which are excellent for enterprises specializing in the sale of food and non-food products, have been established.

В данной статье проанализированы всевозможные формы управления инноваторскими планами, а также приведена их классификация. Создателями показано превосходство системы проектного управления с матричной организационной структурой как инструмента увеличения работы инноваторской фирмы. Современные подходы к проектному менеджменту сегодня находят применение не только в крупных компаниях при реализации масштабных проектов или в организациях, осуществляющих проектную деятельность, но и в малом и среднем бизнесе. Этот процесс, несомненно, связан с высоким уровнем зрелости таких компаний и их стремлением к реализации стратегического управления. Стратегия развития компании разрабатывается с использованием инструментов управления проектами. Проектами стратегического развития необходимо управлять с учетом того, что они направлены на достижение стратегической цели и, кроме того, всегда имеется необходимость распределять ограниченные ресурсы между проектами. This article analyzes all possible forms of management of innovation plans, as well as their classification. The authors show the superiority of the project management system with a matrix organizational structure as a tool for increasing the work of an innovative firm. Modern approaches to project management are now used not only in large companies when implementing large-scale projects or in organizations that carry out project activities, but also in small and medium-sized businesses. This process is undoubtedly related to the high level of maturity of such companies and their desire to implement strategic management. The company's development strategy is developed using project management tools. Strategic development projects must be managed in the light of the fact that they are aimed at achieving a strategic goal and, in addition, there is always a need to allocate limited resources between projects.

Purpose: The condition of competition between coal mining contractors causes the company leaders to manage the company and try as optimally as possible to get a competitive advantage compared to other similar companies. This study discusses the relationship of Competitive Advantage built from Market Orientation variables, HR Competence, and Knowledge Management to the performance of coal mining contractors in a comprehensive manner. It explains the transformation process of Company Performance to Competitive Advantage. Research implications: A research population is a number of 37 Coal mining contractors in Indonesia, including employees who are directly involved in strategic decision making in the company, namely the Project Head, Head Office Manager, and Director as respondents. Based on these data, Smart PLS 4 software processes structural parameter estimates according to the relational model described in the study's conceptual framework. Results and conclusion: The results showed that Market Orientation, Knowledge Management and Company Performance have a significant effect on Competitive Advantage, Quality of Human Resources, Market Orientation and Knowledge Management also has a direct effect on Company Performance, but Quality of Human Resources has no significant effect on Competitive Advantage. While the Company's Performance is a Full Mediation of the Quality of Human Resources on Competitive Advantage. Originality/value: This research contributes to the development of RBV theory, especially the study of company performance on competitive advantage in a resource-based view perspective through market orientation, HR competence, knowledge management, and the practice of applying SECI knowledge to this research object, which is proven to be able to increase competitive advantage. Theoretical reference: The originality of the theoretical model in this study contributes to the development of the RBV theory, the implementation of the concept of Competitive Advantage regarding the integration of internal key resources between intangible and capability aspects of coal mining contractors.

PurposeThis paper aims to provide insights into the development and management of a customer community, informing product innovation and engaging customers in co‐creation of a consumption experience.Design/methodology/approachA review of the state of current knowledge about co‐production, co‐creation and customer communities is followed by discussion of the case study methodology. The case history of a leading player in the UK and international “sportkiting” market focuses on product innovation and customer‐community development. Discussion reflects in more detail on the lessons from the case for application of the principles in practice.FindingsThe case company's innovative product development strategy provides the catalyst for co‐creation of a customer experience. Its marketing actions extend beyond product development and innovation to actively co‐creating experiences with customers, fostering a sense of community among users, facilitating communication within that community, acting on the feedback, and continuously developing and maintaining the community relationship.Research limitations/implicationsThe company's marketing strategy can be summed up as “customer community leadership”. This paradigm proposes a new role for businesses in sectors where there is a potential to develop and engage communities. It provides a context for the effective facilitation of customer knowledge management, within which marketing intelligence plays a significant role. The findings offer scope for further research into the nature of this phenomenon and its relevance to co‐creation in other industry sectors, and into numerous aspects of the processes and impacts associated with customer communities.Originality/valueThe case contributes to the literature of co‐creation, demonstrating how it has been achieved through a marketing strategy and marketing mix in a particular customer community.

This chapter addresses the enhancement of and reporting on natural capital and biodiversity within the dairy industry as part of one company's broader sustainable development strategy. The chapter focuses on the dairy industry, as it is heavily dependent on natural and animal resources and also uses them significantly. Milk is the central raw material for a wide variety of dairy products. A primary concern at the very beginning of the production chain is animal well-being. From farms to production facilities to wholesalers and retailers, there is a delicate logistic chain. This chapter displays how Valio Group is pursuing its sustainability orientation phrased as ‘sustainability in all actions and all markets’. Central influential factors comprise scientific originated roots by Professor Virtanen (Nobel Price in Chemistry 1945), corporate governance, science-based climate targets and their monitoring, and a cooperative, owned by dairy farmers, organization form.

SUMMARYThis paper develops some hypotheses concerning technological learning in firms. The hypotheses are examined using a detailed study of Europe's leading dedicated biotechnology firm, Celltech Ltd. It relates how the competitive pressures facing the company, and similar US companies, have changed over the past decade, and how Celltech's technology strategy has placed considerable emphasis on technological learning in order to maintain its competitive position compared with large, multinational pharmaceutical companies. Some of the features of technological learning are examined, including: its purposive character; its differential and complex nature; its internal and external components; the complementary nature of the company's technology and human resource development strategy; and the importance of organizational considerations.

A new energy landscape has unlocked relevant opportunities, operators are more focused on energy efficiency to tackle emissions reduction and satisfy global Climate Change initiatives driven by the Paris Agreement. The future of the oil and gas industry depends on its ability to manage its carbon footprint, not only in scopes 1 and 2- but also in scope 3 emissions which require actions, oversight and shall bring changes to the overall value chain in different sectors and countries given the new ESG requirements and other relevant regulations. The logistics & services (L&S) sector involves operations along the entire oil & gas value chain-onshore, offshore, shipping & marine services. The purpose of this paper is to emphasize the importance of scope 3 and determine its magnitude as L&S advances in its sustainability journeys and include scope 3 in its future commitment. Given the complex nature of the oil and gas operations, a model was built to estimate carbon emissions in the shipping & logistics segments associated with maritime transportation and logistics practices. Scope 3 emissions ~ 75-80% of lifecycle emissions connected with the end-users. According to the International Maritime Organization (IMO), the scope 3 emissions are not only significant but also increasing at an alarming rate- expected by up to 250% by 2050. The proposed methodology used is based on mixed methods, concerning literature review, benchmarking the L&S world-leaders, interviews with Subject Matter Experts (SMEs), and a quantitative model to define the magnitude of this scope in the sector's ecosystem. Accurate quantification of CO2 emissions equivalents along the hydrocarbon value chain is an important step to address the company's Sustainable Development Strategy and build a carbon-free future for new generations to come. The scope of every business unit was established to cover all scope 3, whereby 15 sub-categories were also established as a framework. The model outputs allow users to analyze the system's carbon intensity, raise alarms, and identify potential energy efficiency efforts and governance framework to be incorporated into the company's business plan and annual budget to reduce emissions based on their magnitude and climate impacts. Reporting scope 3 emissions across the supply chain, from production to consumption is a novel initiative, that aligns with International Oil Companies (IOCs)’ best practices and L&S global leaders in the market in addition to forthcoming regulatory obligations. Reducing emissions requires collaboration, an effective governance framework, and clear commitment among the company, regulators (e.g., IMO), and government. The UAE sustainability plans, and IMO stricter regulations are incentivizing the sector to meet ambitious goals by 2050. The global energy sector is shifting towards a more sustainable, environmentally friendly production and consumption of all energy sources, where scope 3 estimation represents an important step ahead. This common objective guides efforts at the sector level to become a decarbonization role model and hub in the region and promote more collaboration across its hydrocarbon value chain.

This study analyzes Mori Building Company's urban development strategy through the Symbiotic City concept and explores directions for sustainability. Key factors—sustainable environment, mixed-use development, skyscrapers and pedestrian-friendly design, public-private balance, and local-modern coexistence—were examined across five Tokyo projects. Findings show that Mori Building integrates eco-friendly technologies, green spaces, pedestrian-centered design, and a balance between public and private spaces. Notably, skyscrapers function best with pedestrian-friendly planning, and sustainability improves with enhanced public accessibility. This study identifies key elements for Symbiotic City development and strategic directions for sustainable urban planning.