Virtual enterprise network

Virtual enterprise paradigm is briefly introduced in this paper. After that the types of virtual enterprises are introduced. Possible solutions and goals for continuing research are summarized in the conclusion ofthis paper

Increasing competitiveness of companies through business networking

Intended purpose of this article is to clarify the possibility of a business networking, now mostly represented by clusters or virtual firms. Active exploitation of the possibilities offered by a business networking, leads to greater competitiveness of participating companies. Particularly targeting the possibility of innovation of products and processes within the networked environment, being built on a strategy of cooperation while maintaining competition of engaged companies. The article enhances importance of the necessary step by step procedure which should be followed and accrued benefits to individual member companies. The greatest potential for the exercise in this form of business is offered for small and medium enterprises which have limited resources, where through involvement in these business networks can help create its own influential market position

Creation process for virtual firm value chain

Virtual firm comprised of separate entities and their selected processes creates its own value chain from the corresponding value chain parts of participating stakeholders. If we select and combine different processes of stakeholder's value chains into virtual firm, the created final value will be different. The concept of a virtual firm can become an effective "tool" through which enterprises can cooperate with one another to increase their competitiveness. The main goal of paper is to identify and describe the basic steps, to define the basic conditions and discus restrictions of each stages of effective value chain creation process. As a result should be presented a complete methodology for virtual firm value chain creation

Characteristics of a model for measuring and managing business value creation: Using the synergy effects of selected management concepts

The article focuses on the possibility of creating a comprehensive model for measuring and managing value creation chain of a company, using the synergy effects of selected management concepts such as Balanced Scorecard, EFQM Excellence Model, Activity Based Costing, Economic Value Added and Customer Value Management. Interconnection is taking advantage of the different concepts that are applied together supporting efficient measurement and effective company management of value creation chain

Model for performance management and measurement: Using synergic effects of selected tools

This paper incorporates and discusses selected popular performance measurement and management tools - Balanced Scorecard (BSC), Economic Value Added (EVA), Activity Based Costing/Management (ABC/M) and EFQM Excellence Model with support of benchmarking. These tools have been selected on the base of defined criteria. A number of economists have published on the possibilities of various mutual combinations of these approaches to management and measuring of performance. There is a lack, however, of approaches to complex view on using all these tools simultaneously, and lack of recommendations for their practical employment in business practice. Based on the critical literature review, own questionnaire-based results and experience from different performance management cases, the research team determined the strengths and weaknesses of management tools mentioned above and suggested to use them in a integrated model to strengthen their advantages and minimize disadvantages. The interconnection of concepts BSC, EVA, ABC/M and the model EFQM with support of benchmarking is based on the utilization of their mutual synergic effects that are expressed by spreading the gained information about the performance of the value chain and its processes. This way, a coherent complex system of management of performance, which provides the managers of the company with a good basis for vision and strategy definition and with information important for everyday decision-making situations was obtained. Moreover, methodology for application of the theoretical approaches in the company practice is proposed. Methodological approach comprehensibly demonstrates how the synergic effects can be employed in practice

The Feasibility of Fuzzy Sets Utilization in Quantifying the Results of Company Self-evaluation in Accordance With the EFQM Excellence Model

This paper elaborates on the possibility of utilizing fuzzy set methods in order to quantify the results of company self-evaluation in accordance with the EFQM model criteria. The general aim is to modify the self-evaluation method from the EFQM model with statistical utilization of fuzzy set methods in order to improve the aggregation of the indicators (criteria) and evaluate the self-evaluation results

Company performance measurement and management

Kniha se zabývá problematikou měření a řízení výkonnosti podniku a jsou zde publikovány výsledky výzkumu, které byly získány v rámci řešení projektu č. 402/09/1739 „Tvorba modelu pro měření a řízení výkonnosti podniku“ v letech 2009 – 2011 financovaného GA ČR. V knize je představen návrh modelu pro měření a řízení výkonnosti, který využívá synergických efektů vybraných konceptů BSC + EVA + EFQM + ABC/M s podporou benchmarkingu. V návaznosti na vytvořený integrovaný model pro měření a řízení výkonnosti byl zpracován metodický postup pro jeho implementaci v praxi.This publication deals with the company performance measurement and management and there are research results presented obtained within the project No. 402/09/1739 “Creating a Model for the Company Performance Measurement and Management” supported by Czech Science Foundation during 2009–2011. A model proposal for the performance measurement and management of enterprises that uses the synergetic eff ects of BSC + EVA + EFQM + ABC/M concepts with support of benchmarking is important part which is introduced in this book. The integrated model developed for the performance measurement and management was followed by the elaboration of methodical process for its implementation in practice.P(GA402/09/1739

Application of the Customer Value Concept for Measurement and Value Chain Processes Management

The essence of the customer value concept is the product (object). These objects are the holders of the functions that satisfy customer needs as well as experience in co-creation process with customers. Searching for unique value with the customer is limited by claims on resources (total cost) necessary to achieve the desired degree of satisfying (degree of saturation) customer needs. Firms' value-chain is understood as a set of value adding functions that constitute the specific processes (activities) needed to realize the production of certain products. Every business entity transforms input factors into final products or services, using its value creation functions that are the essential parts of value chain. Profitable enterprise must have lower costs than competitors or must produce in such a way that leads to firms' differentiation from competitors. This means that it must have specific strengths in one or more value creation functions. The aim of the firm is to make such products that meet the needs of customers at the highest possible level and thereby maximize their profits. This entails the need of firm to cooperate with its customers in each process of manufacturing the final product and thus positively influencing (maximizing) the final effect in meeting customers' needs. In connection with the EFQM excellence model and its possibilities for experience rate measurement in the value co-creation, we have to stress the Results, approach, deployment, assessment and review methodology (RADAR). The paper focuses on the ability to apply the main ideas of the customer value concept for measurement and value chain management. Detail focus is addressed to the issue of identification, definition, evaluation and management of unique value co-creation with customers throughout the all value chain processes. The goal of this paper is to propose a specific application of the customer value concept for measurement and value chain management

The feasibility of fuzzy sets utilization in quantifying the results of company self-evaluation in accordance with the EFQM excellence model

This paper elaborates on the possibility of utilizing fuzzy set methods in order to quantify the results of company self-evaluation in accordance with the EFQM model criteria. The general aim is to modify the self-evaluation method from the EFQM model with statistical utilization of fuzzy set methods in order to improve the aggregation of the indicators (criteria) and evaluate the self-evaluation results.Grant Agency in the Czech Republic (GA CR)Grant Agency of the Czech Republic [402/08/H051, 402/09/1739

Value chain creation process from the perspective of virtual enterprise

Virtual enterprise is understood as a temporary coalition of business entities, which may be mutual competitors at the same time and which are combined in order to take an advantage of certain business opportunity at the market. The main goal of paper is to identify and describe the basic steps, to define the conditions and discus restrictions of each stages of effective value chain creation process