You are on page 1of 8


MIHAELA BÎRSAN, ALINA BALAN, ŞTEFĂNIŢĂ ŞUŞU “ŞTEFAN CEL MARE” UNIVERSITY OF SUCEAVA, ROMANIA 13 UNIVERSITATII STREET, SUCEAVA, ROMANIA, 720229,, Abstract: Essential for business success in this constantly changing world, is not primarily the availability of resources (financial, human, material, information, etc.), is an optimal organization of work , given to priorities and external rigors, enterprise connection to physiognomy and environmental requirements, the attitude towards the problems posed by the market, the ability to mobilize resources to capitalize the potential of domestic and market opportunities. Any economic system is considered to be "closed loop (feedback) [1] and therefore, its operation requires the existence of two factors, namely: a difference between desired value and actual value (current), called deviation, and a policy (strategy) that expresses the actions necessary to ensure a certain desired size for the difference between desired and actual value. Deviations analysis is controlling instrument company (as the enterprise process management), giving it the ability to timely notify the distractions and allowing adjustment of the system, increases shortterm responsiveness of the entrepreneur and gives long-term capacity greater adaptation (it is called "seismograph company). From this perspective it is considered that the strategic approach and diagnostic analysis prior to the decision making and the alternatives they provide, justify it scientifically. Key words: economic analysis, financial analysis, diagnostic JEL classification: B26, C81, D22, M51

Enterprise as a system and analysis implications One of the specific features of enterprise refers to the fact that enterprise is a self-adjusting system that is has the ability to be self regulated [2] by means of awareness of human factors, and incorporating in its structure a decision or control subsystem. Self regulation [3] is characterized by the capacity of systems to respond to internal or external disturbances action and keep composure over different periods of time. In general, programmed outputs from enterprise system are based on market demand and profitability objectives and predetermined efficiency. In practice results have always tended to turn to the objectives, because company must face in its business environment a set of socio-economic agents which, in turn, pursuing their own objectives. Of course, it tries to anticipate the decisions of these agents (often competitors) predictions translated into budgets in order to prevent situations which might lead to bankruptcy [4]. In these circumstances, it is necessary for enterprise system to be organized that manages to be self-regulating. For this the system includes a self regulation internal structure, with two major components: - Comparison - considers the deviations of actual output port with the programmed;


In fact. some merge or disappear. physiognomy and its operating mechanism analysis. requiring a separate study of the two intrinsic components: human behavior as a producer of goods and services and the consumer's behavior. Diagnostic analysis is the management tool that helps enterprise management in understanding the past and present. in order to substantiate future strategic objectives of maintaining and developing the company in a competitive environment. such as knowledge management company seeking a better selection of information and knowledge within the firm. sociology and anthropology have made the conceptual foundations of current knowledge in this field.particularly psychology and sociology that were taken fundamental ideas and concepts. which must be exploited for competitive aims because now knowledge are sources of productivity growth and creative ideas and innovative thinking are essential to achieve success in a rapidly changing market [8] . is the point where start identifying opportunities. giving another dimension of market competition.banking interested in making cooperation with undertaking actions [6]. economic. even anticipating the future evolution of the environment so that enterprises can adapt to his new structure [5]. but also the dangers. experts estimate that political economy. Today we are witnessing to rapid changes and frequent extreme political factors. a revised and managerial behavior. on behavioral strategies adopted and the nature of the environment. Knowledge has become a resource and a necessity of social existence. For any business. System survival in its environment depends. knowledge and environment. Economic behavior through knowledge Increasing complexity of economic life led to necessity of knowing the human economic behavior mechanism which is becoming larger and more complicated. etc. the analysis also subject to internal concerns of economic and financial partners . Managers see the current knowledge a key asset of the company. psychology. - 779 . a profound shift in scope and the general management department of companies. it became clear that investigation of behavior requires a multidisciplinary approach where an essential role returns to behavioral sciences . implementing a control system able to bring significant deviations that arise between forecasts and achievements. the only resource really relevant today. As research has progressed in this area. in order to obtain a new competitive advantage. from this perspective. System is developing strategies for cooperation with some elements of its environment that are dependent on its ability to organize and control their own behavior. business functions are no longer the same.Control . surpassing both capital and labor [7]. and quantitative and qualitative changes occurring within it. which implies the existence of a control loop caused by reverse connection (feedback). and environment quality estimating variables that characterize disturbed. It is necessary. enterprise performance management. the looming threats against him. ignoring how serious manifestation of it causing disruptions. Therefore it is absolutely necessary knowledge the content and environmental requirements. new ones appear.initiated corrections in the system based on input signals from outputs. regulatory and technological. social. in fact. In author’s vision knowledge is changing and cause changes. to take necessary corrective decisions. to master the situation.. These factors determine a continuous adaptation to changing dynamic business environment.

internal resources and investor pressure to succeed. conversely. Conduct business under analysis and diagnosis sign In relation to the situation where the firm can adopt behaviors are different strategically competitive. social or organizational for view a complex and fair image of competitive and organizational business’ behavior. the company merely imitative processes. especially financial. . Dynamic behavior of the system.innovative . modern perception is to integrate the concepts mentioned in addition to financial diagnosis and articulate its findings with the diagnosis and strategic. firm response to the pressures of its external environment is limited by internal resources available and management decisions. a business transformation skill in competitive advantage is achievable only if they are identified or can be built into business opportunities. Learned. balance and performance. Christensen. witch need to develop forecasts of cyclical risks involved and. named after its authors (A. which can print an adaptive behavior. the firm's strategic responses to the constraints of its external environment and foreshadowed its efforts to adapt to structural changes of environment and positioning efforts appropriate to the competition. marked by resistance to change. But in assessing how the analyzed company manages to benefit from its environment opportunities."There is no sustainable advantage other than what a company knows how to use what they know and how quickly can learn something new" [9].proactive. integrating the national plan of its potential performance constraints. Thus.adaptive . through what is known as SWOT analysis. An organization's ability to integrate environmental pressures. N. etc. autonomy and financial flexibility the analyst uses a series of specific techniques and tools that enable them to make relevant assessments on the one hand the performance and dynamics of this indicator for the activity studied and secondly on the level of risk to which it is located. This model. This paper refers in particular to the complementarities existing between the finance and strategic analysis. in light of the attitude towards risk. maintaining a potential reserve capacity. Scientists have developed a number of models of strategic approach to our attention heading towards the model school at Harvard [11]. J. First define and analyze the company’ competitive context preparing. . technological. depending on investigation results. identified through the tests performed. Without . innovative. commercial. financial. Because of this analysis and diagnosis acquire new valences. the company's flexible or. 780 . by giving them practical matter. entrepreneurial. can be characterized as [10]: .which is achieved by continuous and systematic exploration of the market and exploit opportunities. environmental front. Adapting to change is accompanied by operational active conduct of market developments as a result of the attitude adopted by the enterprise. and S. Similarly.passive . Andrews. known LCAG formulation.decisions involving adaptation to changes occurring in the environment. launch new products and/or abandonment of construction products whose demand is declining. to create value is critical to its success and sustainability. If financial analysis is traditionally focus on indicators of solvency calculation and analysis. Guth) equates it to the organization's internal and external analysis. initiating change and possible market-making right decisions before the changes actually occur. at each financial year.

threats" S/T Weaknesses (W) STRATEGY –“ Weaknesses opportunities" W/O STRATEGY –“ Weaknesses . and avoid dangers in its competitive environment. 1 Combination of Strengths. Threats Internal factors External factors Opportunities (O) Strengths (S) STRATEGY – “strengths opportunities" S/O STRATEGY – “strengths . it is necessary to reduce both internal company elements of weakness. and the correct response is to incorporate the potential for exploitation. The strategic behavior. implementation and assessment of appropriate strategy set. either through mergers (acquisitions). Taking into account the strengths. Practical utility of this approach is developed in the next paragraph. emblematic of internal and external analysis. Opportunities. 3. the above model is best known as the SWOT. Strategy W/A (weaknesses/threats) is the most unfavorable situation for the company. learned from internal potential diagnosis. organizational leadership in developing long term and its performance. strategic behavior results in the following possible: Table no. Strategy S/A (strengths/threats) is to use internal strengths to eliminate or avoid threats in the external environment of business. The strategic guidelines can not refer only to abandon those activities or maneuvers to safeguard restricting assignment or activity. 2.threats" W/T Threats (T) Firm behavior. Strategy W/A (weaknesses/opportunities) appear virtually certain occasions when the company perceives its environment environmental development. Weaknesses. 781 . The combination of those four positions mentioned. 4.The results of environmental analysis and diagnosis of internal evaluation can determine possible ways of action. opportunities and threats on the other side present in the external environment. considering the advantages and disadvantages of each. or through strategic alliances with other firms. weaknesses of the company. providing rigorous formulation. This type of behavior is framed in what experts call the strategic behavior. but lacks the ability to assert their own interests. based on these benchmarks will be reflected in the strategies may be adopted: 1. The easiest solution in this situation is to detect abandonment opportunities for competitors. Strategy S/O (strengths/opportunities) is the most advantageous positions of the wheels on the grid for analysis and is as consistent use of potential internal strengths and exploit opportunities for environmental detection.

the terms of the degree of mechanization of agriculture.301 3.php (AGEA 05.754) (5.685 2. 2 Indicators of general characterization Item No.981) 2.12 * * action (RON / share) Source: Financial Statements and management report 2008.011 * .505.mecanicaceahlau. which ranks Romania.306. 782 . condition to increase efficiency in agriculture.095.137. 0 1 Made Made Made Preliminary Indicators 2007 2008 2009 2010 1 2 Turnover 37.703.322 (5.541 1.sales on foreign 5.provider Basic earnings per 8 0.01 Rotational speed of 6 the 171 days 198 days 287 days 159 days flow . preliminary 2010 [12] * data were not available at time of study Since 2008 Mecanica Ceahlău S. 29.651.874 * markets Income from sales of 1.798 Average number of 4 388 366 210 * employees 5 Current liquidity 1.391. Environmental analysis reveals that domestic agricultural machinery and equipment has a considerable growth potential due to the fact that agriculture is a strategic sector with huge untapped potential in the endowment and scarcity of agricultural equipment to Romanian farmers.570 22.134 merchandise 2 Operating results 4. the reduction of turnover compared with the achievements of the previous year.937. 2009.domestic sales 23.451 Production sold.0327) * share The market price 9 0.571 (1. far below the EU average.394.A.02 (0.43 1.441.001 28.491 17.48 0. has worked on a domestic market with poor liquidity due to lack of support agriculture with budgetary funds or EU structural funds. of 1. A crucial element is that the absorption power of the internal market of agricultural machinery has been so far limited by the lack or insufficiency of subsidies to farmers.264.2009 material) Table no.628 15.270.923 3 Net profit 2. This led to a drastic drop in demand for agricultural machinery which resulted as shown in Table no.064. associated with lack of government programs encouraging them to equip with machinery and specialized equipment.159.267.885 19.397.1. 2. a decrease in all indicators of efficiency and enterprise entry in the area non rentable.2.397.043.30 1. but also because of the lack of a real market for agricultural products.Study on CEAHLAU STONE MECHANICAL NEAMT http://www.Analysis and diagnosis: determining the behavior in the enterprise .302 31.09. 8.317 which: .325) 4.735) (7.254.clients Rotational speed of the 7 75 days 91 days 108 days 69 days loans .168.382 23.72 2.169 16.0321) (0.

According to estimates.2009. based on the analysis of economic and financial situation of the company. with penalties of default with high interest rates. which will form the basis for substantiation strategy for the coming years: .modern manufacturing technologies. But overall analysis reveals the following aspects of society. . which would provide about obtaining an alternative other than income from selling agricultural machinery.A. but expectations are very high for future years taking into account the amount of 8 billion available for rural areas and agriculture would be far an unprecedented infusion of capital after 1990.excess production facilities and equipment.2009. which is not by accident. NRDP (the National Rural Development Programme) has not yet reached the level of maturity that will materialize in significant allocation of EU funds for farmers in 2008 and 2009.great capacity for innovation of new products.restructuring program initiated in 2008 in which 110 people were made redundant. Grants were given only in the period 20002004 for local farmers for buying agricultural machinery. regarded as strengths. in 2004 has resulted in the highest turnover of Mecanica Ceahlău (equivalent to 10 million euros).produced in accordance with national and international quality standards. Actions taken in support of farmers by boosting sales in recent years and lease rates could not compensate for insufficient support given to agriculture and farmers in the structural funds. Since then farmers have had only two choices: SAPARD and National Rural Development Programme (NRDP). . with the possibility of obtaining good results since 2010.In recent years. . and even created additional problems of society. b) obtaining a working and investment loan (refinancing). at the company for all shareholders registered in the shareholders register by the end of 21. Considering the above elements of Mecanica Ceahlău S. in which were discussed: 1. Proposal for the amendment the company status for expand the scope of business through the implementation of the second profile of activity in non-conventional energy equipment and mechatronics to medical applications. Measures to improve the liquidity of the company by: a) assets capitalization. .Technology upgrades financed by structural funds and government access. although productivity growth in agriculture was a priority of government mentioned in the programs.09. .wide range of products in accordance with the typology of domestic demand. Cash shortfalls in 2009. decided to convene the Extraordinary General Meeting on 04. 783 . implemented by the team specializes in research and development.Stable market share of machinery and agricultural machinery in Romania. in partnership with some banks. In this context. 2.08. c) capital increasing. . . in conjunction with debt relief for the leasing. the Ministry of Agriculture has not given any support for agricultural machinery. Piatra Neamt board. resulting from the rescheduling lease rates and other liabilities incurred. the company can not secure the funds necessary to cover the tip of the payment in 2009. since 2007. the company has completed arrangements to sell in traditional retail and lease rates. could relieve the company of a number of costs.

by evaluating the results expected from various activities. . energy resources. where it bends to the study of a company at the financial diagnosis coordinated strategic vision for a global view. . have resulted in achieving the following objectives: .2009 by contribution in cash.The strategic directions of activity and social development. .Promote stronger export company.Structural fundraising projects by participating company with technological modernization. .optimize raw materials costs. Company actions made in 2010 in order to continue the company's activity. and the rate of 0. . and implementation start of the second profile of activity in non-conventional energy equipment and mechatronics to medical applications Extraordinary General Meeting of Shareholders approved the capital increase on 04. Retail market development: . the nominal value of 0. registered. maintaining market share on market and external economic and financial recovery situation in the crisis that has made its mark this year. Conclusions Any visionary entrepreneurial behavior must be. 2) all indicators show an improvement to the increased sales. .minimization of costs to maintain competitive prices. upgrading machinery and agricultural equipment and products through the implementation of the second profile of activity.continuous improvement of product quality and services. the company will address a new formula by establishing a direct contract between the client and the agency leasing. .Facilitating access to EU structural funds for company. coherent over the 784 . deciding what should be done in each particular case in hand. Strategic measures implemented have had a favorable preliminary data for 2010 (table no. by issuing a number of 80 million common shares. sales agents to employment.completion of the scope of business by implementing non-conventional energy projects and mechatronic devices with medical applications to create an alternative to the obtaining of revenue other than the sale of agricultural machinery. . .is a chain of rational action in which. posting a profit of 11% rate of return. the issue is equal to nominal value. necessarily.manufacture of new products to meet production capacities. To create the necessary financial resources to cover cash shortages and development company providing necessary funds. 2. 3. The analyst must combine.10 lei each. Strategic behavior: . in proportion to the number of shares they hold.Increase sales force by setting up their own regional distribution centers. as was communicated to the National Securities Commission in November 2011 [13] are: 1. dematerialized and evidenced by entry in the account. the company managed to get out of the loss. . In order to ensure product sales and valuation of stocks. strategic behavior. amounting to eight million RON.helps prevent events / problems before they turn into crises.focus on target sales activities developed domestic and foreign markets.helping the firm to evaluate decisions to be taken on the allocation and use of resources. materials.09. .5 subscription right to subscribe new shares issued to shareholders registered with the Register's shareholders by the end of September 2009.choose between alternatives that is offered and determine its long-term behavior.

5. Therefore. 10. 1990. 15. Bucureşti. Romanian Academy. Georges Lavalette.htmș Bîrsan Mihaela. Analiza sistemelor economice. which is both an essential process for following up and evaluating permanent off of shares and a global one.firm. Editor “Tribuna economică”. Informatică de gestiune şi managerială. 435. Boston. 14. 2001 .M. Bazele generale ale marketingului. no. 785 . http://www. the final analysis to calculate the carts from detected targets.php. available on the website http://www. 1998. 24. Maria Mircea Boulescu ş. Ed.php 7. Image. concrete stage management and strategic decisions and putting them into practice based on prior diagnosis made previously. http://www. 1999. 2. and further training of future projects and development activities. Bucureş Andrews.a. Ed.. Why Knowledge. Guth. Butterworth-Heinemann. control and evaluate the effects of applying the decisions taken. J. Camelia Raţiu-Suciu. 12. financial and strategic make or should fail to do the way the investigation process. A. Learned. N. 6. Knowledge Management. final stage.. Tisseyre. Bucureşti. Eurounion. ro-gateway. Part II. Ed. or to correct unfavorable symptoms observed or in crisis situations. Quarterly Report for the third quarter of 2009. HERMES Science Publications.. prepared in accordance with Regulation no. ALL. Managementul sistemelor dinamice. 1999. Economică.. Christensen.unibuc.mecanicaceahlau. achieving a prior diagnosis of theș Peter Drucker. Why now? The Economic Impact of knowledge . Bucureşti. The two axes of analysis. Societatea postcapitalistă. Oradea. Oprean V. http://ebooks. These decisions will either go further guidelines for the purposes of the current activity due to the favorable elements determined by the diagnostic analysis. 3. REFERENCES 1. any rational process of business management company will be organized taking into account three basic steps namely: 1. Studia Universitatis "Vasile Goldis din Arad". quote by acad. Sica Stanciu. Controlul financiar de gestiune al agenţilor economici. 2. Ed. 13./Soc%20info%20si%20a%20cunoasterii %20%20vectorii%20cunoasterii . 1997.-Ch. 9.pdf Oprean D.theorie et pratique de la gestion des connaissances. Mihai Păun. the activity observed and predicted parameters. Dimensiuni calitative ale managementului prin analiză şi diagnostic economico-financiar”. 2009.. Racoviţan D.uvvg. even the reorientation/restricted/total or partial liquidation of the business analysis. 1 / 2006 on issuers and securities transactions. Laurence Prusak. 8. 2000. R.mecanicaceahlau. 3. Economică. S. pg. the analysis and assessment of the situation and the general features of the activity. 4. Strategii de creştere. 11. 1994. Bucureşti. Balan Alina. seria Stiinţe Economice. Strategic Management in „Harward Business Review”. Mihai Draganescu in Information and Knowledge Society. 1999.