Year 2013, Issue 4

Date published

10.12.2013

CONTENTS

  • Marina Nikolova
    SPECIFIC ASPECTS OF MANAGING AN ORGANIC CROP FARM
    Abstract: The evolution in the development of agricultural technologies has facilitated the spread of organic farming throughout the world. Managerial decisions related to the application of environmental methods of production in Bulgaria... The evolution in the development of agricultural technologies has facilitated the spread of organic farming throughout the world. Managerial decisions related to the application of environmental methods of production in Bulgaria provide an opportunity for the realisation of ecological activities by agricultural crop farms. This lays the foundation for the efficient management of the environmental components of innovative organic crop farms, as well as the provision of opportunities for their optimal operation. The choice of appropriate managerial practices in the development of the crop farming sector in the organic farming industry is based on compliance with particular principles and approaches.
  • Andrey Pochtovyuk
    IMPLEMENTATION OF THE INTERESTS OF ENTITIES INVOLVED IN THE SYSTEM OF HIGHER EDUCATION IN UKRAINE
    JEL: 20
    Abstract: This paper focuses on the relationship between the state, individuals, employers, and universities based on methods of quantification. The conclusion drawn is that higher education is the basis for socio-economic development and... This paper focuses on the relationship between the state, individuals, employers, and universities based on methods of quantification. The conclusion drawn is that higher education is the basis for socio-economic development and efficiency of the labour market, which could be used by governments in the formation of a policy regarding higher education through the vocational and qualification conformity indicator.
  • Lyubcho Varamezov
    A METHODOLOGY FOR DEVELOPING AND MAKING A DECISION TO OUTSOURCE
    JEL: D21, L21
    Abstract: Nowadays organisations are realizing, more and more, the strategic character of the decision to outsource or not and its impact on their whole strategy for their future capacity to compete successfully. The decision to outsource... Nowadays organisations are realizing, more and more, the strategic character of the decision to outsource or not and its impact on their whole strategy for their future capacity to compete successfully. The decision to outsource or not is not an ordinary business decision by which decision-makers only compare the costs of an individual carrying out a particular process to the costs of contracting the process to an external company. Crafting such a decision is a long and complicated process. It must be done in a structured and rational way and include not only price, but also other factors, and it must not be influenced by outsourcing trends. This article examines the complete process of developing and making a decision to outsource, which includes the following successive steps: forming a team which is going to make the decision to outsource, and which, if the decision is positive, will manage the whole outsourcing process; defining the objectives which are going to be pursued by using outsourcing; describing and classifying the business processes of the organisation; identifying the major competences of the organisation; defining the business processes which can be forwarded for outsourcing, as well as those which must remain within and under the control of the organisation; analysing the assessment of the factors influencing the decision to outsource or not,; and making the final decision.
  • Penka Goranova
    CUSTOMER RELATIONSHIP MANAGEMENT A STRATEGY FOR COMPANIES TO ESTABLISH A COMPETITIVE ADVANTAGE
    JEL: M31, M37
    Abstract: Customer relationship marketing is complemented by the strategic vision of business development customer management - which includes the following: customer analysis, customer contributions, life cycle, etc. The two visions - CRM... Customer relationship marketing is complemented by the strategic vision of business development customer management - which includes the following: customer analysis, customer contributions, life cycle, etc. The two visions - CRM and customer management - are essential for the development and higher competitiveness of companies. These processes tend to accelerate and intensify. They result from imposing a new consumer culture, which encompasses customers from both developed and developing markets who possess a creative approach to thinking, dynamics as a style of behaviour, and global citizenship as a social characteristic. Marketing specialists must have a unique ability to engage with the modern customer and must be able to give their companies direction and focus in order to achieve effective results that will ensure their image and success.
  • Tsvetelina Nenkova
    CONCEPTUAL FOUNDATIONS OF EFFICIENCY IN PUBLIC PENSIONS
    JEL: J26
    Abstract: This article examines the efficiency of public pensions. The need for an efficiently functioning pension system is highlighted based on the theoretical foundations of pension social security concepts such as: welfare for the... This article examines the efficiency of public pensions. The need for an efficiently functioning pension system is highlighted based on the theoretical foundations of pension social security concepts such as: welfare for the elderly, retirement insurance a factor for increasing the productivity of labour, a form of return on human capital investment, a solution to the prodigal father problem and longevity insurance.
  • Dragan Georgiev
    THE ROLE OF INSURANCE CULTURE IN THE DEVELOPMENT OF THE INSURANCE BUSINESS
    JEL: G22
    Abstract: This article discusses insurance culture as a factor in the development of the insurance business. The author assumes that the image of insurers is directly dependent on insurance culture. Special attention is paid to management... This article discusses insurance culture as a factor in the development of the insurance business. The author assumes that the image of insurers is directly dependent on insurance culture. Special attention is paid to management and its role in raising the level of in-surance culture. On the basis of practical experience, insurance culture is related to the specific aspects of an insurance service. It is assumed that in order for the level of insurance culture to be raised, a certain role is played by advertising. The author also gives proof not only of the necessity of raising the insurance culture of the employees of an insurance company, but also of the potential users of insurance products.