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Commercial Management and Marketing Policies
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ISBN: 978-606-28-0145-8
DOI: 10.5682/9786062801458
Publisher year: 2014
Edition: I
Pages: 184
Publisher: Editura Universitara
Author: Mihaela-Mirela Dogaru, Robert Chira
Product Code:
9786062801458
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Commercial management, as a sub-branch of management, studies the processes and relationships within companies, in order to identify systems, methods and management techniques designed to ensure their efficiency.
The principles of commercial management are fundamental components that underlie the development of management processes and express the level of development of the field of management and the theoretical foundations expected for the overall modeling of the coordination systems of companies.
The functions of the commercial management designate specialized, complementary or convergent activities that have a specific role within the management process of the commercial company. The correct identification of the functions allows the definition and detailing of the content of the managerial process, as well as the means to achieve it. In this context, we identify the following essential functions: forecasting, organizing, coordinating, training and control-evaluation.
Strategic management has an essential role in the conception and substantiation of companies' activities, being an essential concretization of the forecast. Based and organically correlated with the forecasting function, strategic management involves deciphering and anticipating changes and models to be made within the company and its relationship with the environment, maximum receptivity to new, dynamism and flexibility in managerial functions, so as to avoid discrepancies between demand and the offer, between new and old, ensuring a high competitiveness.
The concept of strategic management includes a general program of action and allocation of resources for the long-term achievement of major objectives.
"Strategic management includes a set of decisions and actions, materialized in the formulation and implementation of plans designed to achieve the company's objectives."
"Strategic management refers to the entire management of the company based on strategy, so it refers to the scientific management of the company, which is always based on strategy."
The principles of commercial management are fundamental components that underlie the development of management processes and express the level of development of the field of management and the theoretical foundations expected for the overall modeling of the coordination systems of companies.
The functions of the commercial management designate specialized, complementary or convergent activities that have a specific role within the management process of the commercial company. The correct identification of the functions allows the definition and detailing of the content of the managerial process, as well as the means to achieve it. In this context, we identify the following essential functions: forecasting, organizing, coordinating, training and control-evaluation.
Strategic management has an essential role in the conception and substantiation of companies' activities, being an essential concretization of the forecast. Based and organically correlated with the forecasting function, strategic management involves deciphering and anticipating changes and models to be made within the company and its relationship with the environment, maximum receptivity to new, dynamism and flexibility in managerial functions, so as to avoid discrepancies between demand and the offer, between new and old, ensuring a high competitiveness.
The concept of strategic management includes a general program of action and allocation of resources for the long-term achievement of major objectives.
"Strategic management includes a set of decisions and actions, materialized in the formulation and implementation of plans designed to achieve the company's objectives."
"Strategic management refers to the entire management of the company based on strategy, so it refers to the scientific management of the company, which is always based on strategy."
-
Management comercial si politici de marketing
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MIHAELA-MIRELA DOGARU
ROBERT CHIRA
ROBERT CHIRA
CHAPTER I - THE CONCEPT AND THE NEED FOR STRATEGIC MANAGEMENT / 7
1.1. The concept of strategic management / 7
1.2. Traits of strategic management - methods, techniques and tools used in commercial management / 17
1.3 Similarities and differences between strategic management and strategic planning / 19
1.4. Advantages and limits of strategic management / 27
1.5. Attributions, competencies and responsibilities in strategic management / 28
CHAPTER II - ANALYSIS OF THE COMPANY'S INTERNAL ENVIRONMENT - SYSTEMIC STRUCTURE OF THE COMMERCIAL MANAGEMENT FRAMEWORK / 32
2.1. Resources needed / 35
2.2. Managerial tools - capabilities / 37
2.3. Value chain analysis / 42
2.4. Organization culture - social responsibility and managerial ethics in the commercial field / 47
2.5. The role of leadership in strategic management / 49
2.6. Internal Evaluation Matrix (IFE) / 50
CHAPTER III - ANALYSIS OF THE EXTERNAL ENVIRONMENT / 73
3.1. General presentation / 73
3.2. The company's macro-environment / 74
3.3. The microenvironment of the company / 80
3.4. Macro-environment analysis of the enterprise / 98
3.5. Management based on budget / 102
CHAPTER IV - ELABORATION OF THE COMPANIES STRATEGY / 104
4.1. The concept of strategy and the main characteristics - strategic business management / 104
4.2. Strategic vision on enterprise administration - managerial techniques / 120
4.2.1. The model of the five forces of competition / 124
4.2.2. Competitive advantage and generic strategies / 132
CHAPTER V - PERFORMANCE STRATEGIES / 138
5.1. Elaboration and implementation of strategies / 139
5.1.1. SWOT / 141 analysis
5.1.2. Efficiency strategies / 145
5.1.3. Quality strategies / 147
5.1.4. Innovation strategies - project - based management / 149
CHAPTER VI - BUSINESS STRATEGIES / 152
6.1. Cost leader strategy / 152
6.2. Differentiation strategy / 153
6.3. Focusing strategy / 154
6.4. Investment strategy / 156
CHAPTER VII - COMPETITION STRATEGIES / 157
7.1. Strategies in fragmented industries / 157
7.2. Strategies in embryonic or developing industries / 159
7.3. Strategies in mature industries - motivation management / 161
7.4. Strategies in declining industries / 163
Bibliography / 178
1.1. The concept of strategic management / 7
1.2. Traits of strategic management - methods, techniques and tools used in commercial management / 17
1.3 Similarities and differences between strategic management and strategic planning / 19
1.4. Advantages and limits of strategic management / 27
1.5. Attributions, competencies and responsibilities in strategic management / 28
CHAPTER II - ANALYSIS OF THE COMPANY'S INTERNAL ENVIRONMENT - SYSTEMIC STRUCTURE OF THE COMMERCIAL MANAGEMENT FRAMEWORK / 32
2.1. Resources needed / 35
2.2. Managerial tools - capabilities / 37
2.3. Value chain analysis / 42
2.4. Organization culture - social responsibility and managerial ethics in the commercial field / 47
2.5. The role of leadership in strategic management / 49
2.6. Internal Evaluation Matrix (IFE) / 50
CHAPTER III - ANALYSIS OF THE EXTERNAL ENVIRONMENT / 73
3.1. General presentation / 73
3.2. The company's macro-environment / 74
3.3. The microenvironment of the company / 80
3.4. Macro-environment analysis of the enterprise / 98
3.5. Management based on budget / 102
CHAPTER IV - ELABORATION OF THE COMPANIES STRATEGY / 104
4.1. The concept of strategy and the main characteristics - strategic business management / 104
4.2. Strategic vision on enterprise administration - managerial techniques / 120
4.2.1. The model of the five forces of competition / 124
4.2.2. Competitive advantage and generic strategies / 132
CHAPTER V - PERFORMANCE STRATEGIES / 138
5.1. Elaboration and implementation of strategies / 139
5.1.1. SWOT / 141 analysis
5.1.2. Efficiency strategies / 145
5.1.3. Quality strategies / 147
5.1.4. Innovation strategies - project - based management / 149
CHAPTER VI - BUSINESS STRATEGIES / 152
6.1. Cost leader strategy / 152
6.2. Differentiation strategy / 153
6.3. Focusing strategy / 154
6.4. Investment strategy / 156
CHAPTER VII - COMPETITION STRATEGIES / 157
7.1. Strategies in fragmented industries / 157
7.2. Strategies in embryonic or developing industries / 159
7.3. Strategies in mature industries - motivation management / 161
7.4. Strategies in declining industries / 163
Bibliography / 178
Commercial management, as a sub-branch of management, studies the processes and relationships within companies, in order to identify systems, methods and management techniques designed to ensure their efficiency.
The principles of commercial management are fundamental components that underlie the development of management processes and express the level of development of the field of management and the theoretical foundations expected for the overall modeling of the coordination systems of companies.
The functions of the commercial management designate specialized, complementary or convergent activities that have a specific role within the management process of the commercial company. The correct identification of the functions allows the definition and detailing of the content of the managerial process, as well as the means to achieve it. In this context, we identify the following essential functions: forecasting, organizing, coordinating, training and control-evaluation.
Strategic management has an essential role in the conception and substantiation of companies' activities, being an essential concretization of the forecast. Based and organically correlated with the forecasting function, strategic management involves deciphering and anticipating changes and models to be made within the company and its relationship with the environment, maximum receptivity to new, dynamism and flexibility in managerial functions, so as to avoid discrepancies between demand and the offer, between new and old, ensuring a high competitiveness.
The concept of strategic management includes a general program of action and allocation of resources for the long-term achievement of major objectives.
"Strategic management includes a set of decisions and actions, materialized in the formulation and implementation of plans designed to achieve the company's objectives."
"Strategic management refers to the entire management of the company based on strategy, so it refers to the scientific management of the company, which is always based on strategy."
Strategic management must be based on high-performance strategies that study and find optimal solutions to a wide range of future goals and problems such as:
• demand-supply ratio;
• which services are profitable;
• if the clients are offered something extra in relation to the possibilities of the competitors on the market;
• whether they can legally discourage competitors;
• what is the most appropriate pricing policy;
• employee motivation;
• personnel policy;
As a principle, strategic management is an essential and exclusive attribute of the top management of the company.
The strategic management establishes and offers a vision and a general unitary framework of action at all hierarchical levels, especially at the top level, confusing all activities and inducing the responsibility of the key points in the organizational structure in carrying out the entire process.
The principles of commercial management are fundamental components that underlie the development of management processes and express the level of development of the field of management and the theoretical foundations expected for the overall modeling of the coordination systems of companies.
The functions of the commercial management designate specialized, complementary or convergent activities that have a specific role within the management process of the commercial company. The correct identification of the functions allows the definition and detailing of the content of the managerial process, as well as the means to achieve it. In this context, we identify the following essential functions: forecasting, organizing, coordinating, training and control-evaluation.
Strategic management has an essential role in the conception and substantiation of companies' activities, being an essential concretization of the forecast. Based and organically correlated with the forecasting function, strategic management involves deciphering and anticipating changes and models to be made within the company and its relationship with the environment, maximum receptivity to new, dynamism and flexibility in managerial functions, so as to avoid discrepancies between demand and the offer, between new and old, ensuring a high competitiveness.
The concept of strategic management includes a general program of action and allocation of resources for the long-term achievement of major objectives.
"Strategic management includes a set of decisions and actions, materialized in the formulation and implementation of plans designed to achieve the company's objectives."
"Strategic management refers to the entire management of the company based on strategy, so it refers to the scientific management of the company, which is always based on strategy."
Strategic management must be based on high-performance strategies that study and find optimal solutions to a wide range of future goals and problems such as:
• demand-supply ratio;
• which services are profitable;
• if the clients are offered something extra in relation to the possibilities of the competitors on the market;
• whether they can legally discourage competitors;
• what is the most appropriate pricing policy;
• employee motivation;
• personnel policy;
As a principle, strategic management is an essential and exclusive attribute of the top management of the company.
The strategic management establishes and offers a vision and a general unitary framework of action at all hierarchical levels, especially at the top level, confusing all activities and inducing the responsibility of the key points in the organizational structure in carrying out the entire process.
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