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Nyckeltal: Verktyg för att analysera, påverka och utveckla verksamheter

PublicationBook
Christina Öberg, Företagandets villkor, Företagsekonomi, Nyckeltal, Verksamhetsutveckling

Abstract

Nyckeltal – verktyg för att analysera, påverka och utveckla verksam­heter handlar om nyckeltal i olika former. Boken fokuserar inte enbart på hur ­standardiserade nyckeltal beräknas utan tar upp hur nyckeltal kan och 
bör an­passas, hur egna nyckeltal kan konstrueras utifrån verksamhetsbehov och hur nyckeltal bör och inte bör användas i ett företag.

Nyckeltal utgör centrala mätvärden för företag och används för att följa upp och analysera verksamheten. De finns i årsredovisningar och de efterfrågas i företagets interna kommunikation. Denna bok börjar i grunderna men fortsätter bortom skolboksexempel och standardiserade beräkningar. På detta sätt skapas förståelse för hur nyckeltal bör hanteras och ett kritiskt förhållningssätt till standardiserade nyckeltal och styrning med hjälp av nyckeltal. Ett avsnitt i boken hanterar därtill nyckeltal i offentlig verksamhet.

Boken vänder sig främst till studenter i företagsekonomi på universitetsnivå men även till egenföretagare, resultatansvariga för olika verksamhetsgrenar samt ekonomer inom företaget.

Läs mer och köp boken hos Studentlitteratur.

https://www.studentlitteratur.se/#9789144107929/Nyckeltal/

Öberg, C. (2017). Nyckeltal: Verktyg för att analysera, påverka och utveckla verksamheter. Lund: Studentlitteratur.

Based on content

Spin-in and spin-out for growth – On the acquisition and divestiture of high-tech firms
Artikel (med peer review)Publication
Öberg, C.
Publication year

2021

Abstract

Purpose: This paper describes and discusses company spin-ins and spin-outs as a means to understand company growth in a dynamic context. The following question is asked: How can growth be understood in spin-ins and spin-outs of innovative firms? The paper suggests return on capabilities as a measure to understand growth in an open innovation context.

Design/methodology/approach: The empirical part of the paper consists of a single case study. Data was captured through interviews and secondary data sources.

Findings: The paper points to that resources alone do not explain strategic decisions by a company and how spin-ins and spin-outs result from the need for capabilities, changes in business foci and temporary solutions to deal with overcapacities or lack of alternatives.

Originality/value: The paper contributes to research by discussing contemporary issues in strategy and innovation and relating them to the resource-based view and the growth of the firm. Spin-outs, and acquisitions and divestitures as interlinked events have rarely been focused on in the literature, while they remain frequent phenomena in practice.

Open marketing – Conceptualizing external parties’ strategic marketing activities
Article (with peer review)Publication
Öberg, C.
Publication year

2020

Abstract

Open marketing as conceptualized in this paper refers to how external parties take part in strategic, integrative marketing activities. To distinguish this more recent trend in marketing from traditional meanings of marketing, the paper provides a typology on roles and role keepers in marketing. Four types of roles and role keepers are outlined: marketing as 1) solely being performed by actors in the supplier company communicating offerings, 2) an activity shared among functions of the supplier company, 3) external parties communicating offerings, and 4) external parties contributing to strategic marketing. Using the concept of ‘roles’ in marketing helps to structure activities and actors – or roles and role keepers – and provides a basis for understanding that marketing results from what is done, not merely from who performs it. The paper underlines how new ways of conducting business also have implications for a company’s marketing beyond its borders.

Open marketing – Conceptualizing external parties’ strategic marketing activities
Artikel (med peer review)Publication
Öberg, C.
Publication year

2020

Abstract

Open marketing as conceptualized in this paper refers to how external parties take part in strategic, integrative marketing activities. To distinguish this more recent trend in marketing from traditional meanings of marketing, the paper provides a typology on roles and role keepers in marketing. Four types of roles and role keepers are outlined: marketing as 1) solely being performed by actors in the supplier company communicating offerings, 2) an activity shared among functions of the supplier company, 3) external parties communicating offerings, and 4) external parties contributing to strategic marketing. Using the concept of ‘roles’ in marketing helps to structure activities and actors – or roles and role keepers – and provides a basis for understanding that marketing results from what is done, not merely from who performs it. The paper underlines how new ways of conducting business also have implications for a company’s marketing beyond its borders.

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