![]() ![]() ![]() The cultural and creative sectors (CCS) are a sector whose activities are based on the cultural values and creativity, whose value for national economy shows valuable effect, it is prerequisite for development Creative economy and has strong impact on society. Here, the question of the level of knowledge to develop the project applications and conduct the EU projects was raised as well. The ICT professionals, which clearly stated that they consider application to the EU and national calls for funding time-consuming and too administrative, gave the answer to the question of what are the reasons for the low level of utilization where, it seems, final value of outcomes and perhaps even possibilities for approval do not correspond to the invested effort. These are surprising data if taking into consideration that there is more than 60% of available unallocated funds from EU programs and funds (programming period 2014-2020) aimed for the ICT oriented projects. It was discovered that there is a continuous low level of contribution of the EU and national funds in long-term investments of the ICT sector as it ranges from 0.6% to 1.7% of total investment value, where more than 90% is financed from companies own sources throughout the observed period. As well, author conducted the on-sight survey with the ICT experts on the reasons of low utilization level of the EU and national funds in financing the investments in fixed assets of the ICT companies. Therefore, the author analysed the level of utilization of national and EU funds in co-financing the investments in the fixed assets of the ICT companies during the period of 8 years, from 2008 to 2016, with the purpose to identify trends, needs and its improvement possibilities. The aim of this study is to contribute to the understanding of the national and the EU funding significance for the development of the Information and communication technologies (ICT) sector and to emphasize the development necessity of business supporting services and the ICT companies’ knowledge in the financial management field. All of these procedures and standards besides bringing savings in operations allow the company to be it better, cheaper and more attractive to buyers. In the example of Croatian company, which uses various available procedures and standards the benefits of their use are shown. The paper analyzes the various customs procedures and logistic standards that can help companies save time and money and improve their competitiveness. Use of variety of modern customs procedures can save money and time, not only through these procedures, but also through better use their employee’s time, their own vehicles and other equipment. Companies therefore have to be ready to improve daily to be and remain competitive. The method of using these tools is not a one-time process and requires constant efforts. Using different customs procedures and logistic standards to reduce their costs and become more competitive in the market is necessary for Croatian companies. Implementation of various logistic standards in supply chain management can provide significant cost savings for the company's daily operations and thus reduce overall costs and improve the competitiveness. Potential areas for cost reduction in companies are supply chain management and logistic and customs procedures. Companies therefore use a variety of strategies and tools to become and/or remain competitive. In today's global market, companies are constantly confronted with the competition on the local, national and international level. The key of the success lies in the people, so the successful team management has become obligate task to follow. All this requires rapid flow of in- formation’s, quick adaptation, and also multiplying channels of communication and participation in the execution of various tasks. Internet and accompanied technology have accelerated this pace of doing business, so the place of doing business is no longer important, because the global market is available from every corner of the world and imposes virtual skills when managing tasks, projects and in organisations in general. The authors wanted to present the Think - Feel - Do management model as a potentially appropriate base for a new model of managing tasks and production processes in a marketing - oriented companies that operate in accordance to the digital age market demands, where the user‘s experience has become a centre of business, and the speed of the reaction has become the key for the business survival. Paper THE MARKETING ORGANISATIONAL STRUCTURES TOWARDS THINK-FEEL-DO MODEL, page 326. ![]()
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