Business Management

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  IMPLEMENTATION OF THE INTERESTS OF ENTITIES INVOLVED IN THE SYSTEM OF HIGHER EDUCATION IN UKRAINE

  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 ... 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.

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  CUSTOMER RELATIONSHIP MANAGEMENT – A STRATEGY FOR COMPANIES TO ESTABLISH A COMPETITIVE ADVANTAGE

  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 ... 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.

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  A METHODOLOGY FOR DEVELOPING AND MAKING A 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 ... 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.