Abstract
Measuring and managing of business performance is a complex and difficult process, which at the present time passes through signifi cant changes in theory and practice. Previously used indicators, methods and models were mainly based on fi nancial indicators and methods of financial management. The problem of proving and relatively accurately quantifying the impact of financial indicators for the overall business performance in theory and practice of management has been fairly well solved. However, to identify and quantify the impact of qualitative non-financial indicators and methods of the management on the overall performance has so far been an issue that requires further scientific research in specific conditions of Slovak wood-processing industry. Based on statistical results of our research, wood processing industry enterprises should apply the selected methods and models of strategic business performance management. By applying the selected strategic methods and models, such as Balanced Scorecard, Business Intelligence, strategic planning and controlling, innovations and others, wood processing companies in Slovakia will achieve a better performance
Highlights
IntroductionThe world of business environment in modern economies and cities has changed dramatically the way of pursuing business and nowadays heavily depends on the performance in generating and utilizing new knowledge, imagination, creativity, innovations and technologies (Kourtit, 2011)
Significant dependence has not been proven in further analysis of the relationship between strategic parameters and business performance in the wood processing industry according to the results of chi-square tests with p-value > 0.05
The impact was demonstrated of strategic planning and controlling studied separately to a higher – over average performance above the valued of ROE of 4 % in used concepts
Summary
The world of business environment in modern economies and cities has changed dramatically the way of pursuing business and nowadays heavily depends on the performance in generating and utilizing new knowledge, imagination, creativity, innovations and technologies (Kourtit, 2011). Calculation based on performed activities and processes – so called Activity-Based Costing (ABC) is becoming an important tool for the costs performance management (Rajnoha and Chromjaková, 2009). Besides implementing the ABC model, it is very important to integrate into this process of continuous improvement of enterprise efficiency the value added measures by single processes through process identification, which do not bring the added value in the whole production process (Rajnoha and Dobrovič, 2011). By the application of the new management IS, it will be possible to provide many market opportunities (Aláč et al, 2010)
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