Strategic Analysis of the Development of Renewable Energetics in the World and in Ukraine

The paper analyzes various scientific approaches to assessing the effectiveness of enterprise management. The advantages and disadvantages of using the four most common methods of assessing the effectiveness of enterprises are substantiated, such as 1) comprehensive assessment based on the methods of economic analysis; 2) analysis based on experimental estimates; 3) using the scoring method; 4) assessment based on testing. Given the fact that currently there is no single approach to assessing the effectiveness of enterprise management, including agricultural enterprises, the article proposes the author's method of assessing the effectiveness of management in agricultural enterprises. This methodology assumes that the effectiveness of management in agricultural enterprises is determined by integrating three indicators: economic efficiency of management, social efficiency of management, and organizational efficiency of management. The proposed methodology includes the gradual integration of partial 19 indicators in terms of economic, social, and organizational efficiency. Analysis of this phenomenon was conducted based on agricultural enterprises of the Ivano-Frankivsk region aimed at testing the developed methodology for assessing the effectiveness of management. The paper presents the research of the influence of the number of employees on the level of management efficiency in agricultural enterprises, the influence of enterprise size (by land area) on the level of management efficiency in agricultural enterprises, and the influence of average employment per 100 hectares of agricultural land on the level of agricultural management. The research was done using the grouping method. According to the results of the study, it was established that the developed methods for assessing the effectiveness of the management of agricultural enterprises can be used in practice.

show abstract

“…1) comprehensive assessment based on the methods of economic analysis [1; 2; 3]; 2) analysis based on experimental estimates [4,5];…”

Section: Methodsmentioning

confidence: 99%

Assessment of efficiency of agricultural enterprise management: methods and trend analysis

Yakubiv

Maksymiv

et al. 2020

jpnu

Self Cite

View full text Add to dashboard Cite

show abstract

Strategic guidelines for the development of bioenergy potential of agricultural enterprises in the transition to a circular economy

Yatsiv

Stupen

Pylypiv

et al. 2019

View full text Add to dashboard Cite

Given the limited volume of natural resources and the trend towards population growth, the existing linear model of take-use-recycling economy needs rethinking. The idea that underlies the circular model of the economy, according to which goods of today are to become resources of tomorrow, is becoming increasingly relevant. Under these conditions, the agricultural sector must, first of all, ensuring food security, intensify the production of biomass as a renewable source of energy, since bioresources and biomass make up the highest share in agriculture. The article summarizes and proposes the strategic goals and guidelines for the development of the bioenergy component of agriculture. In Ukraine, a significant amount of biomass is produced annually, which is not used efficiently. Instead of addressing the needs of the energy sector, the lion’s share of waste is recovered through incineration, which in itself causes significant damage to the environment in general and the economy in particular. It has been researched that the potential of bioenergy largely depends on the geographical distribution and availability of existing waste and by-products on the one hand, and on the overall strategic orientations of the sector’s development on the other. The article analyzes the strategic goals of the rational use of agricultural waste for bioenergy production, which would certainly be economically viable and contribute to the sustainable development of the state’s economy. Strategic guidelines that are formulated in terms of the requirements and constraints of the circular economy are also offered. They are: 1) Use biomass that is obtained only on the basis of the principle of sustainability; 2) Promote the use of research, development and innovation at various stages; 3) Adhere to the principles of optimal use of bioresources; 4) Transformation of business models of players in the bioenergy market. Successful implementation of the circular business model in the agricultural sector must take into account the interests of all market participants, based on the principle of sustainable development. At the stage of transformation from a linear to a circular economy, the agricultural sector needs to change its existing business models in order to increase its innovation component, improve its logistics processes, develop a strategy for realizing its existing bioenergy potential and sustainable economic development in general. It should be understood that the benefits expected from the bioenergy sector are only possible in the long run.

show abstract

Forming the strategy to increase the competitiveness of the restaurant business enterprises

Yakubiv

Boryshkevych

2020

View full text Add to dashboard Cite

The development of a modern restaurant business depends to a large extent on the adaptation of the enterprises to the new conditions of management in market conditions. This process involves increasing the competitiveness of restaurants and ensuring the creation of competitive advantages in times of market volatility. Enterprise competitiveness management is a set of measures aimed at systemic improvement of the production process, constant search for new sales channels, new customer groups, service improvement, advertising. It should be considered as an integral part of the enterprise management system. The article analyzes the role of strategic behavior of restaurant business executives in increasing competitive advantages and increasing the level of profitability of the company. Criteria related to the development of the vision and mission of the enterprise are considered. A typical strategy for increasing the competitiveness of restaurant business enterprises using the “tree of purpose” method has been developed. This strategy includes four key strategic areas: manufacturing, marketing, staffing, and technology. Within each direction, tactical goals for increasing competitiveness have been formed. The direction of production involves the realization of the following goals: updating of the main menu, development of seasonal dishes and drinks, replacement of imported raw materials with local ones, provision of catering services, development of non-waste production. The marketing goals include the following: development of the official site, promotion in social networks, creation of a closed club, holding thematic parties, development of gift certificates, development of QR codes in the menu. The staff aims to achieve the following goals: development of an effective motivation system, organization of training for workers and workshops from partners. For the technologies, the tactical goals are the following: the introduction of coffee-printing technology, the mobile waiter, and the use of creative IT technologies.

show abstract

Strategic Analysis of the Development of Renewable Energetics in the World and in Ukraine

Cited by 3 publications

References 4 publications

Assessment of efficiency of agricultural enterprise management: methods and trend analysis

Assessment of efficiency of agricultural enterprise management: methods and trend analysis

Strategic guidelines for the development of bioenergy potential of agricultural enterprises in the transition to a circular economy

Forming the strategy to increase the competitiveness of the restaurant business enterprises

Contact Info

Product

Resources

About