Business Management

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  AN OUTLINE OF HARD AND SOFT PARTNERSHIPS IN INTERNATIONAL BUSINESS

  This research is in two sections. The first promotes the possible types of partnerships and emphasis is placed on business relations. It also introduces the phenomenon of a ÒÐÐ (Trans-Pacific Partnership). It defines the characteristics of hard and soft partnerships. The second part develops a set of tools for the analysis and evaluation of ... This research is in two sections. The first promotes the possible types of partnerships and emphasis is placed on business relations. It also introduces the phenomenon of a ÒÐÐ (Trans-Pacific Partnership). It defines the characteristics of hard and soft partnerships. The second part develops a set of tools for the analysis and evaluation of partnerships. For this purpose, two matrices are proposed. The first is for researching the issue of international levels with two vectors. The second matrix discusses intercompany partnerships which involves three dimensions: the type of partnership, the level of internationalization and the size of the companies.

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  TYPES OF HIERARCHICAL STRUCTURES AND MANAGEMENT EXPENDITURES FOR INNOVATIVE SYSTEMS IN ENTERPRISES

  This article proposes a new approach to the classification of management structures and costs in the innovation system of an industrial plant. The need for the establishment of a new classification of the types of management structures has been argued based on an analysis of literature sources. With the differentiating of unexplored management ... This article proposes a new approach to the classification of management structures and costs in the innovation system of an industrial plant. The need for the establishment of a new classification of the types of management structures has been argued based on an analysis of literature sources. With the differentiating of unexplored management structures, some of their most typical characteristics have been defined. A concept for management costs in industrial plants and possible methods for their reduction have been presented. Specific proposals have been indicated to reduce management costs which are presented in the following areas: improving the qualifications of employees; changing the specialisation of managers; changing the number of managers in the hierarchy; changing the optimal rate control; increasing the rate of exchange of information flows between performers and managers; rearranging the hierarchy; reducing workplace organisational costs.

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  ISSUES OF CORPORATE CAPITAL OPTIMISATION IN BULGARIA

  The aim of this article is to test a methodology for the optimisation of capital structure in Bulgarian companies, adapted for Bulgarian conditions, on the basis of fundamental company indicators and stock exchange rates over the period 2010 – 2013. A similar methodology provides the answer to a series of questions and solves significant problems ... The aim of this article is to test a methodology for the optimisation of capital structure in Bulgarian companies, adapted for Bulgarian conditions, on the basis of fundamental company indicators and stock exchange rates over the period 2010 – 2013. A similar methodology provides the answer to a series of questions and solves significant problems faced by business practice, related to the realisation of the main purpose of financial managers in Bulgarian companies – maximising stock wealth. The achievement of this aim is based on the effect of financial leverage on the profit of one share and its stock exchange capitalisation. This research ascertains the complete improvement of post-crisis interest conditions for business credit by financial institutions to companies in our country. Within the range of the research, we identify seventeen separate issues in the field of applied capital optimisation which require precise financial and investment circumstances and appropriate solutions.