Porters Five Forces

The deepening political crisis in the last few years, not only in Bulgaria, but
also on a global scale, is an indicator of a crisis of leadership. More and more often, attention is focused on the lack of bright personalities, possessing essential personal qualities and behavior style, which can be a catalyst for change. The unstable political environment is a prerequisite for the focus to shift to mayors and municipalities, who receive the widest public support and embody sustainability, security and responsibility. 
The purpose of this paper is to present the personal styles of the mayors in Bulgaria as an example of effective leadership. 
The study covers the management mandate 2019 – 2023 and includes mayors of municipalities on the territory of the Republic of Bulgaria and regional mayors of the cities of Sofia, Plovdiv and Varna.

This paper establishes a unified geometric theory of forces and waves within the framework of the Planck-scale deformation unit Space Theory. The theory employs Planck-scale geometric deformation units as the microscopic representation of spatial structure. At macroscopic scales, space behaves effectively as a continuous geometric medium.

Organisasi modern menghadapi dinamika lingkungan bisnis yang semakin kompleks dan penuh ketidakpastian. Perubahan teknologi yang berlangsung cepat, intensitas persaingan yang semakin tinggi, serta tuntutan konsumen yang terus berkembang menuntut perusahaan untuk memiliki kemampuan adaptasi yang tinggi dan berkelanjutan. Selain itu, faktor eksternal seperti perubahan regulasi, kondisi ekonomi global, serta disrupsi digital turut memengaruhi cara organisasi menjalankan aktivitas bisnisnya. Dalam kondisi tersebut, analisis organisasi menjadi sangat penting untuk memahami posisi perusahaan secara menyeluruh, baik dari sisi internal maupun eksternal, sehingga dapat merespons perubahan dengan tepat. Salah satu pendekatan yang banyak digunakan adalah analisis berbasis sumber daya (Resource-Based View/RBV) dan analisis rantai nilai, yang membantu organisasi mengidentifikasi kekuatan internal serta potensi keunggulan kompetitif yang dimiliki secara lebih sistematis dan mendalam. Pendekatan sumber daya menekankan bahwa keberhasilan organisasi tidak hanya ditentukan oleh kondisi pasar atau lingkungan eksternal, tetapi juga oleh kemampuan internal dalam mengelola aset, kapabilitas, dan kompetensi yang dimiliki secara efektif. Melalui konsep seperti VRIO (Value, Rarity, Imitability, Organization) dan analisis rantai nilai, perusahaan dapat menilai aktivitas mana yang memberikan nilai tambah terbesar serta sumber daya mana yang benar-benar menjadi keunggulan strategis yang sulit ditiru oleh pesaing. Pendekatan ini juga mendorong organisasi untuk lebih fokus pada pengembangan kompetensi inti (core competencies) sebagai fondasi keunggulan jangka panjang. Selain itu, kegiatan scanning terhadap functional resources memungkinkan organisasi untuk mengevaluasi setiap fungsi secara lebih spesifik, mulai dari pemasaran, keuangan, operasi, sumber daya manusia, hingga penelitian dan pengembangan. Dengan adanya evaluasi yang terstruktur tersebut, organisasi dapat mengidentifikasi kekuatan dan kelemahan secara lebih akurat, sehingga pengambilan keputusan strategis dapat dilakukan secara lebih tepat, terarah, dan berbasis data. Di sisi lain, perkembangan teknologi informasi, khususnya internet, telah mengubah cara organisasi melakukan proses scanning dan analisis lingkungan secara signifikan. Akses informasi yang cepat, luas, dan real-time memberikan peluang besar bagi perusahaan untuk meningkatkan kualitas pengambilan keputusan serta mempercepat respons terhadap perubahan pasar. Organisasi kini dapat memanfaatkan berbagai teknologi seperti big data analytics, artificial intelligence, dan sistem informasi berbasis digital untuk memperoleh insight yang lebih mendalam. Namun, di balik berbagai manfaat tersebut, terdapat pula tantangan yang harus dihadapi, seperti kelebihan informasi (information overload), validitas dan kredibilitas data, serta risiko keamanan siber yang semakin meningkat. Oleh karena itu, diperlukan suatu pendekatan yang terintegrasi dalam menganalisis organisasi, tidak hanya melalui pemanfaatan teknologi, tetapi juga melalui mekanisme evaluasi seperti audit kebijakan bisnis dan penggunaan alat analisis seperti matriks IFAS. Dengan pendekatan yang komprehensif tersebut, perusahaan diharapkan mampu merumuskan strategi yang lebih efektif, adaptif, dan berkelanjutan dalam menghadapi dinamika lingkungan bisnis yang terus berkembang.

Perkembangan dunia bisnis pada era globalisasi dan digitalisasi menunjukkan tingkat kompleksitas yang semakin tinggi. Perubahan teknologi, dinamika pasar, serta persaingan yang semakin ketat menuntut organisasi untuk memiliki kemampuan dalam memahami kondisi internalnya secara komprehensif. Dalam konteks strategic management, proses ini dikenal sebagai organizational analysis atau organizational scanning, yaitu kegiatan sistematis untuk mengidentifikasi kekuatan dan kelemahan internal organisasi sebagai dasar dalam pengambilan keputusan strategis (Hitt et al., 2020).
Kebijakan bisnis (business policy) memiliki peran penting dalam mengarahkan proses analisis organisasi tersebut. Kebijakan bisnis berfungsi sebagai pedoman dalam merumuskan, mengimplementasikan, dan mengevaluasi strategi organisasi agar tetap selaras dengan tujuan jangka panjang perusahaan. Menurut David et al. (2020), kebijakan bisnis merupakan kerangka yang menghubungkan antara formulasi strategi dan implementasi strategi, sehingga memastikan bahwa seluruh aktivitas organisasi berjalan secara terarah dan terkoordinasi.

Kemudahan akses dan kondisi aset fisik ini secara langsung mempengaruhi efisiensi operasional dan kapasitas produksi perusahaan. Ketiga, sumber daya manusia yang mencakup keterampilan, pengetahuan, pengalaman, dan kemampuan adaptasi karyawan. Dari seluruh kategori sumber daya, sumber daya manusia memiliki karakteristik yang paling kompleks karena bersifat tacit, sulit dikodifikasi, dan melekat pada individu. Keempat, sumber daya teknologi yang meliputi hak kekayaan intelektual, paten, rahasia dagang, merek, dan kapabilitas riset dan pengembangan. Kelima, sumber daya reputasi yang mencakup kepercayaan pelanggan, loyalitas merek, hubungan dengan pemasok, dan reputasi perusahaan di mata publik. Keenam, sumber daya organisasional yang meliputi struktur formal, sistem perencanaan dan pengendalian, serta budaya dan nilai-nilai organisasi.

Sebelum perusahaan memutuskan strategi apa yang akan dijalankan, ada satu pertanyaan mendasar yang wajib dijawab lebih dulu: "Seberapa kuat kita dari dalam?" Pertanyaan inilah yang menjadi inti dari organizational analysis proses sistematis untuk memahami kondisi internal organisasi secara jujur dan menyeluruh. Banyak perusahaan gagal bukan karena lingkungan bisnisnya berubah terlalu cepat, tetapi karena mereka tidak cukup memahami diri mereka sendiri. Mereka tidak tahu di mana letak kekuatan sejatinya, tidak mengenali kelemahan yang tersembunyi, dan tidak mampu membedakan sumber daya mana yang benar-benar menciptakan nilai bagi pelanggan. Dalam kerangka kebijakan bisnis, organizational scanning atau pemindaian internal adalah langkah yang sama pentingnya dengan analisis lingkungan eksternal. Tanpa pemindaian internal yang baik, strategi yang dirumuskan ibarat bangunan yang dibangun di atas tanah yang belum diukur kekuatannya. Paper ini membahas enam elemen utama dalam organizational scanning: pendekatan sumber daya, analisis rantai nilai, scanning fungsional, audit kebijakan bisnis, Matriks IFAS, dan bagaimana internet mengubah cara perusahaan melakukan pemindaian internal. Tiga teori berikut dipilih karena secara langsung mendasari pembahasan organizational analysis dalam kerangka kebijakan bisnis dan saling melengkapi satu sama lain.

Supply chain management (SCM) is becoming important in today's globalized world where
everything is decided by the market. The dynamic corporate environment forces us to break the
conventional supply chain functions and modify them based on the needs of the time by mixing
up digital technological tools. All these transformations are made to increase the chances of
success and survival. One of the most prominent examples of a successful business firm using
SCM for competitive advantage is Walmart, a retail giant that has consistently raised the bar for
its supply chain efficiency.
This study investigates the strategic significance of supply chain management (SCM) in
Walmart's success and gives suggestions to be a giant competitor in the digital world of the retail
sector just as being one in the retail outlets. With an emphasis on its development, the instruments
and tactics it uses, and the innovations that have allowed it to keep a dominant position in the retail
industry one can be sure that Walmart is a leader in the optimization of the retail supply chain.
Walmart has continuously shown how a well-functioning supply chain can dramatically lower
costs, boost profitability, and guarantee long-term development.
The ‘digital revolution’, commonly called the ‘Third Industrial Revolution’ essentially refers
to the widespread adoption of digital electronics and computing systems across various sectors.
Here we are focusing on the incorporation of the digital world and retail sector to promote the
latter’s growth. Walmart has not only adopted technology but also used it to enhance its logistical
capabilities, making sure that goods get to consumers' locations more quickly, more affordably,
and with more accuracy.
The aim is to offer practical insights into how Walmart can keep on improving its SCM
effectiveness in the face of a dynamic market and technological breakthroughs by solving the
research issues and tasks mentioned. This study attempts to analyze the retail industry's
competitive landscape and offer meaningful suggestions for the incorporation of the Omnichannel
supply chain model to club together their digital and retail world as one.

The paper is an overview of the works of Byzantine art preserved in the Castello Sforzesco in Milan. It includs a remarkable group of artworks dating to emperor Justinian's time: ivory carvings, textiles and especially the head known as of the Empress Teodora.

This research investigates the influencing determinants of evaluating performance of Readymade Garments Industries such as strategic orientation, digital engagement, and market dynamism. Given the industry's pivotal significance in the national economic landscape and its susceptibility to international competitive dynamics, it is imperative to comprehend how both internal capabilities and external conditions influence organizational performance. The study employed a quantitative research methodology to gather data from 400 participants who held diverse managerial and operational positions within the RMG industry. Statistical findings employing Pearson correlation coefficients along with multiple linear regression showed that the three variables notably and positively impact organizational performance, with strategic orientation recognized as the main predictor. Additionally, digital engagement was determined to be essential for augmenting operational efficiency and responsiveness, while market dynamism highlighted the necessity of adaptability in unpredictable contexts. These findings enrich the strategic management literature about emerging markets and provide practical recommendations for business leaders and policymakers striving to enhance competitiveness, sustainability, and resilience within Bangladesh's garment sector.

AI strategy in retail transforms traditional models into data-driven, customer-centric ecosystems, driving efficiency and personalization. Research indicates AI optimizes supply chains by 20-50%, increases sales through targeted, hyper-personalized marketing, and automates operational tasks. Key strategic shifts include adopting predictive analytics for inventory, utilizing generative AI for content, and employing chatbots for service. The Artificial Intelligence and Business Strategy initiative explores the growing use of artificial intelligence in the business landscape. The exploration looks specifically at how AI is affecting the development and execution of strategy in organizations. The initiative researches and reports on how AI is spurring changes to the workforce, data management, privacy, and cross-entity collaboration all while generating new ethical challenges for business. It looks at new risks and threats in dependency, job loss, and security. And it seeks to help managers understand and act on the tremendous opportunity from the combination of human and machine intelligence. Research Objective: The research finds out benefits of implementing Saurav Kumar's Great Suppliers Theory &

Buku Manajemen Strategi ini hadir sebagai panduan komprehensif untuk memahami pentingnya peran strategi dalam keberhasilan sebuah organisasi. Adanya dinamika dunia bisnis yang terus berubah, perencanaan dan pelaksanaan strategi yang tepat menjadi kunci untuk memenangkan persaingan dan mencapai tujuan jangka panjang perusahaan. Melalui buku ini, pembaca diharapkan dapat memperoleh pemahaman yang mendalam mengenai konsep dasar manajemen strategi, serta langkah-langkah praktis dalam merumuskan, mengimplementasi, mengevaluasi strategi yang efektif.

One of the most dangerous threats to the environment is the increasing use of polythene bags. These polythene bags have become a thread to the environment. In the study a comparison has been made between polythene bags and environmentally friendly in terms of their physical, chemical and decomposition properties, their advantages and disadvantages and their price. The result shows that polythene bags have good resistance against water, acid, alkali, sunlight. They are cheaper and more durable then the environmentally friendly bags but are nonbiodegradable. On the other hand, environmental friendly bags are biodegradable and reusable but show limitation for liquid material carriage.

Keseluruhan proses yang menangani tentang pengelolaan berbagai sarana dan prasarana merupakan manajemen logistik. Mengingat pentingnya sarana dan prasarana kantor maka sarana dan prasarana ini harus dikelola dengan baik.Pengelolaan sarana dan prasarana kantor merupakan proses kerjasama semua pegawai yang ada, agar sarana dan prasarana dapat digunakan secara efektif dan efisien. Semua benda atau barang yang dibutuhkan untuk aktivitas kerja yang tersedia pada waktu dan tempat yang dibutuhkan disebut dengan logistik. Untuk mendapatkan hasil yang maksimal dalam pengelolaan sarana dan prasarana kantor yang baik, maka memerlukan aspek perencanaan, pengadaan, pencatatan, penyimpanan, pendistribusian, pemeliharaan, dan penghapusan secara profesional. Semua aspek pengelolaan sarana dan prasarana tersebut disebut juga dengan manajemen logistik, Berbagai pihak hendaknya memiliki perhatian untuk kegiatan tersebut agar aktifitas kerja pegawai dapat berjalan dengan lancar. Pemeliharaan sarana dan...

Boma-Bisma-Indra (Persero) merupakan salah satu perusahaan Badan Usaha Milik Negara Industri Strategis (BUMNIS) yang menjalankan bidang usaha Manajemen Proyek dan Jasa (MPJ) serta Mesin dan Peralatan Industri (MPI). Saat ini perusahaan tengah mengalami permasalahan dalam internal perusahaan sehingga mengakibatkan terjadinya kerugian pada tahun 2010-2015 dan tidak tercapainya target pertumbuhan penjualan pada tahun 2012-2016. Permasalahan ini disebabkan belum fokusnya perusahaan dalam memberikan pemahaman cara perusahaan menghasilkan profit dengan model bisnis berbasis Business Model Canvas (BMC), seperti produk yang dihasilkan memiliki kesamaan dengan salah satu perusahaan BUMNIS lain yang juga bergerak pada bidang heavy industry. Oleh karena itu PT. Boma-Bisma-Indra (Persero) perlu meredesain BMC eksisting dengan strategi bersaing yang tepat dan sesuai dengan arahan sasaran strategis BUMN pada kluster heavy industry dan melaksanakan pengukuran kinerja untuk mengetahui seberapa besar pencapaian kinerja perusahaan. Penelitian ini bertujuan untuk mengembangkan model redesain BMC PT. Boma-Bisma-Indra (Persero) melalui Expert Judgement dengan Blue Ocean Strategy (BOS) dan menerjemahkan redesain tersebut menjadi sistem manajemen kinerja Balanced Scorecard (BSC) pada level korporat sebagai pedoman implementasi bisnis dengan hasil capaian yang terukur dan komprehensif. Hal ini dilakukan dengan cara mengembangkan konsep terjemahan BMC menuju BSC dengan mengidentifikasi sasaran strategis pada setiap perspektif BSC sesuai dengan blok bangunan BMC dan proses penyusunan Key Performance Indicator (KPI) dengan metode interview kepada para manajer dan Board of Director PT. Boma Bisma Indra (Persero). Sembilan faktor persaingan kluster heavy industry BUMNIS di Indonesia telah diidentifikasi yang kemudian dinilai untuk mengetahui posisi persaingan saat ini dengan kanvas strategi. Pada penelitian ini juga didapatkan didapatkan model BMC baru PT. Boma-Bisma-Indra (Persero) dengan 13 sasaran strategis dan 17 KPI BSC level korporat. Dengan dilakukannya penelitian ini diharapkan perusahaan dapat menjalankan bisnis yang lebih fokus sehingga target perjualan dapat tercapai dan perusahaan memiliki pengukuran kinerja yang terukur dan komprehensif. Kata kunci: balanced scorecard, blue ocean strategy, business model canvas iv (Halaman ini sengaja dikosongkan) v BUSINESS MODEL CANVAS REDESIGN TO PERFORMANCE MEASUREMENT SYSTEM BALANCED SCORECARD AT PT. BOMA BISMA INDRA (LTD.

PT. Boma-Bisma-Indra (Persero) merupakan salah satu perusahaan Badan Usaha Milik Negara Industri Strategis (BUMNIS) yang menjalankan bidang usaha Manajemen Proyek dan Jasa (MPJ) serta Mesin dan Peralatan Industri (MPI). Saat ini perusahaan tengah mengalami permasalahan dalam internal perusahaan sehingga mengakibatkan terjadinya kerugian pada tahun 2010-2015 dan tidak tercapainya target pertumbuhan penjualan pada tahun 2012-2016. Permasalahan ini disebabkan belum fokusnya perusahaan dalam memberikan pemahaman cara perusahaan menghasilkan profit dengan model bisnis berbasis Business Model Canvas (BMC), seperti produk yang dihasilkan memiliki kesamaan dengan salah satu perusahaan BUMNIS lain yang juga bergerak pada bidang heavy industry. Oleh karena itu PT. Boma-Bisma-Indra (Persero) perlu meredesain BMC eksisting dengan strategi bersaing yang tepat dan sesuai dengan arahan sasaran strategis BUMN pada kluster heavy industry dan melaksanakan pengukuran kinerja untuk mengetahui seberapa ...

Bu çalışma, konut tipi binalarda giderek yaygınlaşan Balkon Güneş Enerjisi Sistemleri (Balkon GES) uygulamalarının teknik, ekonomik ve çevresel fizibilitesini kapsamlı biçimde incelemektedir. Artan elektrik maliyetleri, enerji arz güvenliği ihtiyacı ve bireysel yenilenebilir enerji çözümlerine olan talep doğrultusunda, balkon alanlarının fotovoltaik (PV) sistemler için alternatif bir kurulum alanı olarak değerlendirilmesi önem kazanmıştır. Çalışma kapsamında; balkon GES sistemlerinin kurulum kriterleri, panel yerleşimi, inverter seçimi, bağlantı tipleri, yıllık enerji üretim potansiyeli ve şebeke entegrasyonu detaylı olarak analiz edilmiştir.

Fizibilite analizinde farklı balkon tipleri, yönelim açıları ve coğrafi bölgeler dikkate alınarak yıllık elektrik üretim miktarı hesaplanmış; yatırım maliyeti, geri ödeme süresi, net bugünkü değer (NBD) ve iç kârlılık oranı (İKO) gibi temel ekonomik göstergeler değerlendirilmiştir. Ayrıca karbon salımı azaltımı ve sürdürülebilirlik etkileri çevresel boyutta ele alınmıştır. Mevcut mevzuat, mikro üretim yönetmelikleri ve dağıtık enerji sistemleri açısından Balkon GES uygulamalarının yasal çerçevesi de çalışmanın önemli bir bileşenini oluşturmaktadır.

Elde edilen bulgular, balkon GES sistemlerinin özellikle apartman dairelerinde sınırlı alanlara sahip kullanıcılar için ekonomik olarak uygulanabilir, çevresel açıdan sürdürülebilir ve enerji bağımsızlığını destekleyen bir çözüm sunduğunu göstermektedir. Bu çalışma, bireysel kullanıcılar, enerji yatırımcıları, mühendisler ve politika yapıcılar için Balkon GES sistemlerine yönelik karar alma süreçlerine bilimsel ve uygulamaya dönük bir katkı sağlamayı amaçlamaktadır.

This study provides a comprehensive technical, economic, and environmental feasibility analysis of Balcony Photovoltaic Systems (Balcony PV or Balcony Solar Systems), which have gained increasing attention in residential buildings. Rising electricity costs, concerns over energy security, and growing demand for decentralized renewable energy solutions have highlighted balconies as alternative installation areas for photovoltaic systems. Within this context, the study examines system design criteria, panel placement strategies, inverter selection, connection configurations, annual energy production potential, and grid integration of balcony PV systems.

The feasibility assessment considers various balcony types, orientation angles, and geographical regions to estimate annual electricity generation. Key economic indicators such as initial investment cost, payback period, net present value (NPV), and internal rate of return (IRR) are evaluated. In addition, environmental impacts, including carbon emission reduction and sustainability benefits, are analyzed. The regulatory framework governing balcony PV systems—particularly microgeneration regulations and distributed energy policies—is also discussed as a critical component of the study.

The results indicate that balcony solar energy systems represent an economically viable, environmentally sustainable, and energy-independent solution, especially for apartment residents with limited installation space. This research aims to provide practical and scientific guidance for individual users, energy professionals, investors, and policymakers involved in the planning and implementation of balcony-based solar energy systems.

In the fast-moving business world, success comes to those who stand out. Companies need to innovate continuously, adding unique features and delivering distinct products or services to attract and retain customers in a crowded market. Securing a competitive edge is a crucial task for every business, as it positions your company and its offerings as the preferred choice in the marketplace. Gaining a competitive edge allows a company to both create and seize value effectively. At the core of competitive advantage, there are two key elements: positioning and the company's capabilities. Positioning is deeply influenced by decisions around price and quality, whereas network effects are driven by consumer behaviour that is affected by others' choices or how compatible products are with one another. A company's ability to compete is also determined by its resources, including physical assets, intellectual properties, and the efficiency of its operations. Achieving and sustaining a competitive advantage is essential for success and long-term viability. A competitive advantage is what sets an organization apart from its competitors, allowing it to generate greater sales or margins and retain more customers. This advantage stems from various sources, including cost structure, product offerings, market positioning and customer service. Research objective and methodology: In the following article, author has carried out a comparison and Michael Porter's Industry-Based View vs. Saurav Kumar's Offer-Based View vs. Jay Barney's Resource-Based View. The author has first explained all of the theories and then highlighted the similarities and differences between them, covering most important dimensions.

Keseluruhan proses yang menangani tentang pengelolaan berbagai sarana dan prasarana merupakan manajemen logistik. Mengingat pentingnya sarana dan prasarana kantor maka sarana dan prasarana ini harus dikelola dengan baik.Pengelolaan sarana dan prasarana kantor merupakan proses kerjasama semua pegawai yang ada, agar sarana dan prasarana dapat digunakan secara efektif dan efisien. Semua benda atau barang yang dibutuhkan untuk aktivitas kerja yang tersedia pada waktu dan tempat yang dibutuhkan disebut dengan logistik. Untuk mendapatkan hasil yang maksimal dalam pengelolaan sarana dan prasarana kantor yang baik, maka memerlukan aspek perencanaan, pengadaan, pencatatan, penyimpanan, pendistribusian, pemeliharaan, dan penghapusan secara profesional. Semua aspek pengelolaan sarana dan prasarana tersebut disebut juga dengan manajemen logistik, Berbagai pihak hendaknya memiliki perhatian untuk kegiatan tersebut agar aktifitas kerja pegawai dapat berjalan dengan lancar. Pemeliharaan sarana dan...

In the fast-moving business world, success comes to those who stand out. Companies need to innovate continuously, adding unique features and delivering distinct products or services to attract and retain customers in a crowded market. Securing a competitive edge is a crucial task for every business, as it positions your company and its offerings as the preferred choice in the marketplace. Gaining a competitive edge allows a company to both create and seize value effectively. At the core of competitive advantage, there are two key elements: positioning and the company's capabilities. Positioning is deeply influenced by decisions around price and quality, whereas network effects are driven by consumer behaviour that is affected by others' choices or how compatible products are with one another. A company's ability to compete is also determined by its resources, including physical assets, intellectual properties, and the efficiency of its operations. Achieving and sustaining a competitive advantage is essential for success and long-term viability. A competitive advantage is what sets an organization apart from its competitors, allowing it to generate greater sales or margins and retain more customers. This advantage stems from various sources, including cost structure, product offerings, market positioning and customer service. Research objective and methodology: In the following article, author has carried out a comparison and Michael Porter's Industry-Based View vs. Saurav Kumar's Offer-Based View vs. Jay Barney's Resource-Based View. The author has first explained all of the theories and then highlighted the similarities and differences between them, covering most important dimensions.

Strateji terimi literature askeri bir terim olarak girmis ve 20’nci yuzyilin basina kadar bu sekilde kullanilmistir. Yaklasik yarim asirdir da sosyal bilimler alaninda kullanilan strateji terimi, artik gunluk is hayatimizda yerini almis olup sik sik karsimiza cikan bir terimdir. Stratejik yonetim terimi ise 1980’li yillardan sonra sosyal bilimler alaninda kullanilmaya baslayan bir terim olarak karsimiza cikmaktadir. Ancak strateji teriminin bu kadar yaygin kullanilmaya baslamasiyla birlikte; politika, taktik ve plan gibi terimlerle sik sik karistirildigi da arastirmacilar tarafindan belirtilmektedir. Bu calismada strateji ile ilgili terimleri tanimlanacak olup, ayrica uluslararasi isletmelerde stratejik yonetimle ilgili terimleri ve surecleri ifade etmeye calisacagiz.

Este informe técnico aborda la creciente problemática de la carga administrativa que enfrentan los docentes en 2025, analizando cómo la presión por la planificación curricular y el diseño de evaluaciones consume recursos valiosos del tiempo educativo. Se presenta la plataforma PlaneamientoEducativo.tech como una solución tecnológica capaz de reducir el tiempo promedio de planificación manual de 2 horas a tan solo 5 minutos, garantizando una alineación curricular del 98%.



El documento detalla la implementación de modelos de Inteligencia Artificial entrenados específicamente con las mallas curriculares oficiales de 14 países latinoamericanos. Se describen las capacidades del sistema para la generación automatizada de secuencias didácticas coherentes, rúbricas de evaluación basadas en criterios y listas de cotejo. Asimismo, se explora el ecosistema de herramientas integradas, incluyendo módulos de planificación estratégica anual, la solución especializada para inglés LessonMaster AI, y la generación de recursos didácticos lúdicos como crucigramas y sopas de letras.

Dalam dunia bisnis modern yang dinamis dan kompetitif, setiap perusahaan harus mampu menciptakan sistem produksi yang efisien, terintegrasi, dan berorientasi pada nilai tambah. Salah satu pendekatan strategis yang mendukung tercapainya tujuan tersebut adalah konsep Value Chain (rantai nilai). Konsep ini dikembangkan oleh Michael E. Porter pada tahun 1985 dan hingga kini menjadi dasar dalam strategi manajemen modern. Value Chain menekankan bahwa setiap aktivitas dalam perusahaanmulai dari pengadaan bahan baku, proses produksi, distribusi, hingga pelayanan pelanggan memiliki potensi untuk menciptakan nilai (value) yang dapat meningkatkan keunggulan kompetitif. Melalui pengelolaan yang baik, rantai nilai mampu membantu perusahaan mengidentifikasi aktivitas mana yang paling penting dan bagaimana meningkatkan efisiensi serta kualitasnya. Dalam konteks produksi, value chain menjadi pondasi dalam menciptakan aliran proses yang saling mendukung, mulai dari tahap perencanaan hingga produk sampai ke konsumen. Di era digitalisasi dan globalisasi seperti sekarang, penerapan value chain produksi tidak hanya fokus pada efisiensi biaya, tetapi juga menekankan pentingnya inovasi, keberlanjutan, serta tanggung jawab sosial perusahaan. Oleh karena itu, pemahaman terhadap definisi, elemen, tahapan, fungsi, serta penerapan value chain produksi menjadi hal penting bagi perusahaan yang ingin bertahan dan berkembang di pasar global.

Dalam era globalisasi dan perkembangan teknologi digital yang semakin pesat, setiap perusahaan dihadapkan pada tuntutan untuk mampu bersaing tidak hanya dari segi harga, tetapi juga dari sisi nilai (value) yang diberikan kepada pelanggan. Konsep nilai menjadi semakin penting dalam konteks manajemen industri dan jasa, karena pelanggan kini tidak hanya membeli produk atau layanan, tetapi juga pengalaman, kenyamanan, kecepatan, dan kualitas interaksi yang ditawarkan. Oleh sebab itu, perusahaan perlu memahami bagaimana setiap aktivitas internal dapat memberikan kontribusi terhadap penciptaan nilai tersebut. Salah satu pendekatan strategis yang dapat digunakan adalah analisis value chain (rantai nilai). Menurut , value chain merupakan kerangka kerja yang menjelaskan bagaimana perusahaan mengubah input menjadi output yang bernilai melalui serangkaian aktivitas yang saling berhubungan. Dengan memahami rantai nilai, perusahaan dapat mengidentifikasi aktivitas yang paling berpengaruh dalam menciptakan keunggulan kompetitif baik melalui efisiensi biaya (cost leadership) maupun diferensiasi produk dan layanan (differentiation). Dalam konteks industri jasa, konsep ini menjadi semakin relevan karena sebagian besar nilai diciptakan melalui proses layanan dan hubungan pelanggan, bukan hanya dari produk fisik.

Bu çalışmanın amacı, Organize Sanayi Bölgelerinin (OSB) çevre sorunları bağlamında yol açtığı etkileri, buna yönelik önleyici tedbirleri ve çalışmaları araştırmaktır. Bu amaçla öncelikle dünyada ve Türkiye'de OSB'lerinin tarihsel gelişimi, kuruluş süreci ve bu süreci oluşturan yasal dayanak incelenmiştir. Daha sonra OSB'lerden kaynaklanan atıksu, hava kirliliği, katı atık ve gürültü sorunları incelenmiştir. Ayrıca OSB'lerde çevre yönetimi konusu da tartışılmıştır. OSB'ler, sanayinin kontrollü ve planlı gelişimini sağlamak, çevresel etkileri azaltmak ve altyapı maliyetlerini düşürmek amacıyla, küçük ve orta ölçekli işletmelere odaklanan sanayi alanları olarak kurulmuştur. Bu kuruluşlar, çeşitli sanayi sektörlerini barındırmakta olup, bu sektörlerden kaynaklanan farklı çevre sorunlarına yol açmaktadır. Bu sorunlarla mücadele için işletmeler çevre yönetim planları hazırlanmakta ve uygulamaya koymaktadır. Bu çalışmada araştırma yöntemi olarak nitel araştırma yöntemlerinden literatür taraması tekniğinden yararlanılmıştır. Araştırma kapsamında, OSB'lerin kurulduğu bölgelerin ekonomisine katkısı kadar çevresel etkilerinin de bulunduğu ve gerekli tedbirlerin alınmaması halinde, bu etkilerin çevre sorunlarına yol açtığı gözlenmiştir. OSB'lerin neden olduğu çevre sorunlarının önlenmesi için hazırlanan çevre yönetimi planları ve bu planlar doğrultusunda yapılan uygulamalar bulunduğu görülmüştür. Çevresel etkilerin asgari seviyede tutulması ve hazırlanan projelerin uygulamaya konulması ile birlikte OSB'lerin çevre sorunu oluşturan etkilerinin büyük oranda önlenerek, çevre sorunlarının azaltılması bağlamında hedeflenen başarıya ulaşılabileceği anlaşılmıştır.

Due to the complexity of today's competitive world, Logistics has become an important point in management and organisation, as well as customer satisfaction, sustainability, and competitive advantage. This study examines strategic logistics decision processes using SWOT and TOWS analyses with strategic tools. This study firstly analyses the basic logistics concepts and the strategic importance of logistics in international trade with SWOT and TOWS methods. This qualitative study has created a SWOT profile about the sector by utilising sectoral reports, journals, and public data. In this profile, Turkiye is emphasised due to its strategic and geographical location. Afterwards, a SWOT analysis created a TOWS matrix to evaluate strategic alternatives in terms of vision and evaluation. This study also emphasises the increasing importance of logistics infrastructure investments, technology, and supply chain integration in terms of uncertainties and regional instabilities. With SWOT and TOWS analyses, it is important to use Turkiye's strengths in the logistics sector while taking advantage of opportunities such as regional transit trade and green logistics transformation, and to explain the sectoral shortcomings. It aims to provide a perspective for logistics sector managers, policy makers, and researchers to develop a more coherent and globally competitive logistics strategy for Turkiye.

Dalam menentukan suatu keputusan penjualan, biasanya perusahaan menggunakan keputusan dari pimpinan perusahaan berdasarkan track record dari customer tersebut. Namun, permasalahan yang dihadapi adalah timbul rasa keragu-raguan dalam menentukan keputusan karena data-data yang mendukung keputusan penjualan belum lengkap seperti data customer, data piutang dan data penjualan, lalu adanya kesulitan untuk menentukan kualitas customer, waktu pembayaran piutang dari customer serta keuntungan penjualan sehingga dapat menghasilkan prediksi dan keputusan penjualan yang kurang tepat. Aplikasi sistem pendukung keputusan penjualan spare parts ini menggunakan metode Analytical Hierarchy Process. Aplikasi ini memberikan suatu keputusan diterima atau ditolaknya suatu penjualan spare parts kepada customer beserta alasan-alasannya. Namun, untuk lebih meyakinkan pihak manajemen dalam mengambil keputusan penjualan, maka dibuat laporan track record piutang, grafik keputusan penjualan, grafik track recor...

On a practical level, marketing performance is a key factor used to demonstrate the success of all areas of business. The Micro, Small and Medium Enterprises (MSMEs) sector is an industrial sector that can be relied on as an indicator of economic stability at both the local and national levels. The existence of the phenomenon of fluctuations in the growth and contribution of MSMEs certainly needs further investigation. This study aims to examine the effect of product innovation on marketing performance with brand equity and shared value creation as an intervening variable. The research sample was taken as many as 90 UMKM culinary typical of Banten local with non probability sampling technique, data analysis using SEM-PLS method. From the research results it is known that 1) product innovation has no impact on marketing performance; 2) product innovation has a positive and significant effect on shared value creation; 3) product innovation has a positive and significant effect on brand equity; 4) the creation of shared value has a positive but significant effect on marketing performance; 5) brand equity has a positive and significant effect on marketing performance. In addition, brand equity and shared value creation are able to mediate the relationship between product innovation and marketing performance

The textile industry of Bangladesh has evolved through a long historical journey, beginning with the world-famous Muslin and silk fabrics of ancient Bengal. After the partition of 1947 and independence in 1971, the industry gradually shifted from traditional handloom production to modern mechanized mills and large-scale ready-made garment (RMG) manufacturing. This paper presents a chronological overview of the industry’s development, highlighting key milestones, policy reforms, and technological transformations that shaped its growth. It also discusses how Bangladesh became one of the top global exporters of garments through competitive pricing, skilled labor, and favorable trade agreements.

Bu çalışma, Turkish Cargo’nun 2025–2033 dönemine yönelik küresel büyüme stratejisini analiz etmeyi amaçlamaktadır. Çalışmada, küresel hava kargo sektörünün dinamikleri, dijitalleşme, e-ticaretin yükselişi, çevresel düzenlemeler ve rekabet koşulları çerçevesinde Turkish Cargo’nun stratejik yönelimi değerlendirilmiştir. Nitel araştırma yöntemi benimsenerek ikincil veriler üzerinden analiz yapılmış; sektör raporları, şirket açıklamaları, UTİKAD gibi kuruluşlardan alınan röportajlar ve akademik kaynaklardan yararlanılmıştır. Turkish Cargo’nun kısa (2025–2027), orta (2028–2030) ve uzun vadeli (2031–2033) stratejik hedefleri; taşıma hacminin 3,9 milyon tona yükseltilmesi, %8 küresel pazar payına ulaşılması, 44 uçaklık bir filo oluşturulması ve 150 direkt destinasyona uçuş yapılması şeklinde belirlenmiştir. Bu hedefler, SmartIST terminalinin kapasitesinin artırılması, özel kargo hizmetlerinin geliştirilmesi, dijital sistemlerin entegrasyonu ve sürdürülebilirlik yatırımları gibi temel stratejilerle desteklenmektedir. SWOT, PESTEL ve Porter analizleriyle desteklenen bu planlama, şirketin güçlü yönlerini pekiştirirken dışsal tehditlere karşı çözümler üretmeyi amaçlamaktadır. Elde edilen bulgular, Turkish Cargo’nun küresel liderlik vizyonuna ulaşmasının mümkün olduğunu göstermektedir. Ancak bu sürecin başarıya ulaşabilmesi, operasyonel mükemmeliyetin yanı sıra esnek stratejik yönetim ve paydaş odaklı sürdürülebilirlik yaklaşımıyla mümkündür.

Este artículo explora cómo las pequeñas y medianas empresas (PYMES) pueden transformar sus limitaciones en ventajas competitivas frente a grandes corporaciones, utilizando el modelo de las Cinco Fuerzas de Porter. A través de un enfoque analítico y práctico, se presentan casos reales de PYMES chihuahuenses que han aplicado estas estrategias con éxito, ofreciendo herramientas accionables para dueños de PYMES, gerentes, emprendedores y estudiantes de MBA. Se incluyen ejemplos locales, preguntas reflexivas y un glosario para facilitar la implementación.

is the owner of Pinnacle Advisory Group. She has more than 30 years of experience in hospitality consulting. Ms. Roginsky is a board member of numerous organizations related to hospitality, is a regular guest lecturer at the Cornell Hotel School, and is co-editor of five leading hotel investment books.

The "Safe and Green Tomorrow Congress 2025" was held face-to-face at the University of Kyrenia between April 16-18, 2025. The congress provided participants with the opportunity to present their researchs, strengthen and expand their professional networks, exchange knowledge and experiences, follow current trends in the field of aviation management, and contribute to a more sustainable and safer future for the industry.

Perdagangan bebas telah menjadi pilar utama dalam perekonomian global, memungkinkan aliran barang, jasa, dan modal tanpa hambatan tarif maupun kuota. Artikel ini menganalisis aspek hukum dan keunggulan komparatif dalam perdagangan bebas, dengan fokus pada regulasi internasional (WTO, AFTA, RCEP) dan hukum nasional Indonesia, serta implikasinya terhadap daya saing negara berkembang. Metode penelitian menggunakan pendekatan kualitatif dengan studi kepustakaan dan wawancara lapangan, serta analisis deskriptif dan komparatif. Hasil penelitian menunjukkan bahwa efektivitas perdagangan bebas bergantung pada harmonisasi hukum internasional dan nasional, perlindungan hak kekayaan intelektual, dan optimalisasi kapasitas industri domestik. Studi kasus pada sektor kelapa sawit, tekstil, dan elektronik di Indonesia mengilustrasikan peluang dan tantangan yang dihadapi dalam memanfaatkan perjanjian perdagangan internasional. Artikel ini menekankan pentingnya integrasi perspektif hukum dan ekonomi komparatif untuk mendorong pertumbuhan ekonomi, meningkatkan daya saing nasional, dan memberikan dasar analisis bagi pembuat kebijakan, akademisi, serta praktisi pasar modal.

Resumen En 2025, la inteligencia artificial (IA) está transformando la forma en que las PYMES toman decisiones, sin reemplazar el liderazgo humano. Este artículo, escrito desde la perspectiva de un consultor estratégico en transformación digital, explora cómo la IA optimiza decisiones en marketing, finanzas, atención al cliente y procesos, derribando miedos y ofreciendo un marco práctico para dueños de PYMES, gerentes, emprendedores y estudiantes de MBA. (Kotler, Christensen, Voss, Porter, Osterwalder, Covey), incluye un caso de un restaurante en Chihuahua que aumentó sus ventas un 20% con IA, herramientas accesibles como Google Analytics, y pasos claros para implementar soluciones. El objetivo es empoderar a los lectores para que adopten la IA como aliada estratégica, no como amenaza, asegurando supervivencia y crecimiento.

In today's competitive global landscape, industries leverage their unique advantages to adapt and thrive. The aviation sector exemplifies this transformation, evolving beyond basic transportation to create customer-centric brands that build loyalty based on values, preferences, and lifestyles. This study investigates how foreign employees adopt airline goals and their impact on diverse passenger segments with varying cultural and linguistic backgrounds. Using the PRISMA framework, 54 publications were reviewed, and 16 relevant studies were selected for detailed analysis. Findings reveal that foreign employees significantly contribute to innovation, enhanced customer service, and organizational adaptability. However, challenges such as language barriers and cultural misunderstandings persist. By integrating multilingualism, diverse cuisines, and cultural symbols into their services, airlines can improve passenger satisfaction and loyalty. This study uniquely integrates the strategic objectives of airlines with the broader impacts of foreign employees on both company dynamics and passenger experiences, providing a comprehensive perspective not addressed in prior research. It highlights the critical role of embracing workforce diversity to gain a competitive edge in the global market.

There is a paramount importance of the Readymade Garments (RMG) industry of Bangladesh as it is the highest contributor in earning foreign exchange for the country. But the industry is facing stiff competition from other RMG producing countries including China, India, and Sri Lanka of the world. Hence, competitiveness especially at the manufacturing level became important for this industry. An efficient Supply Chain Management can increase the competitiveness and the satisfaction of the customers. Nowadays, SCM plays an integral part of a firm's success as it allows firms to quickly deliver products to the end-user for a low cost. Hence, RMG companies have very limited options other than implementing SCM as a strategy in order to remain competitive. This study intends to identify the impediments in applying sound SCM in the RMG industry. A mixed research method with a questionnaire survey has been employed for determining the impediments objectively. Use of descriptive analysis and Kendall Coefficient of Concordance have been made for ranking the challenges. This study found workplace safety, unavailability of raw materials and political instability are the major impediments for SCM applications in the RMG industry of Bangladesh.