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Statements

Subject Item
n2:RIV%2F49777513%3A23510%2F14%3A43922200%21RIV15-MSM-23510___
rdf:type
skos:Concept n21:Vysledek
rdfs:seeAlso
http://dx.doi.org/10.1016/j.proeng.2014.03.040
dcterms:description
The article deals with the concept of scenario planning. Based on methodological platform, it describes in details stepwise process of scenarios construction. It introduces and discusses various types of scenarios which might be respected due to development of entrepreneurial environment. Respecting indicated risk factors from the business environment and theirs influence on key risks of the firm's performance, the spread of scenarios is being drafted. The basic scenario concerning set strategic goals and the most expected probability forms a referent version opening determination of the scenarios variety. In business practice commonly three or four scenarios are used. The space delimited within each scenario enables to do serious managerial decision making processes by testing and selecting appropriate strategic variant of the business plan. According to Risk Appetite of each firm each of scenarios can be quantified. The choice depends usually on stakeholder's attitude or Risk Appetite of the firm's management. The article deals with the concept of scenario planning. Based on methodological platform, it describes in details stepwise process of scenarios construction. It introduces and discusses various types of scenarios which might be respected due to development of entrepreneurial environment. Respecting indicated risk factors from the business environment and theirs influence on key risks of the firm's performance, the spread of scenarios is being drafted. The basic scenario concerning set strategic goals and the most expected probability forms a referent version opening determination of the scenarios variety. In business practice commonly three or four scenarios are used. The space delimited within each scenario enables to do serious managerial decision making processes by testing and selecting appropriate strategic variant of the business plan. According to Risk Appetite of each firm each of scenarios can be quantified. The choice depends usually on stakeholder's attitude or Risk Appetite of the firm's management.
dcterms:title
Scenarios as a Strong Support for Strategic Planning Scenarios as a Strong Support for Strategic Planning
skos:prefLabel
Scenarios as a Strong Support for Strategic Planning Scenarios as a Strong Support for Strategic Planning
skos:notation
RIV/49777513:23510/14:43922200!RIV15-MSM-23510___
n3:aktivita
n15:S
n3:aktivity
S
n3:dodaniDat
n9:2015
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n13:5012481 n13:6082882
n3:druhVysledku
n19:D
n3:duvernostUdaju
n10:S
n3:entitaPredkladatele
n18:predkladatel
n3:idSjednocenehoVysledku
43873
n3:idVysledku
RIV/49777513:23510/14:43922200
n3:jazykVysledku
n20:eng
n3:klicovaSlova
gap analysis; performance; decision making process; strategic variant; probability; risk; scenario; strategic planning
n3:klicoveSlovo
n4:strategic%20variant n4:gap%20analysis n4:probability n4:risk n4:strategic%20planning n4:scenario n4:performance n4:decision%20making%20process
n3:kontrolniKodProRIV
[FE8BED904C34]
n3:mistoKonaniAkce
University of Zadar, Croatia
n3:mistoVydani
Amsterdam
n3:nazevZdroje
Procedia Engineering
n3:obor
n12:AE
n3:pocetDomacichTvurcuVysledku
2
n3:pocetTvurcuVysledku
2
n3:rokUplatneniVysledku
n9:2014
n3:tvurceVysledku
Vacík, Emil Zahradníčková, Lenka
n3:typAkce
n14:WRD
n3:zahajeniAkce
2013-10-23+02:00
s:issn
1877-7058
s:numberOfPages
5
n5:doi
10.1016/j.proeng.2014.03.040
n17:hasPublisher
Elsevier
n8:organizacniJednotka
23510