28

, 2012.

CIP -
,
378.633(497.113 Subotica)
330
= The Annals of the Faculty of Economics Subotica / . 1965, 1 1976, 6 ; 1981, 7 ; 1996, 1 .
: , 1965-1976; 1981; 1996. 24 cm
.
ISSN 03502120
COBISS.SRID 16206850

 :
Journal:

The Annals of the Faculty of Economics Subotica
Vol. 48, 28/2012, ISSN: 0350-2120, UDK 330

:
For Publisher:
:
Editorial Office:

, - dean
vunjakn@ef.uns.ac.rs

, - editor in chief
agrubor@ef.uns.ac.rs

,
marjanovicd@ef.uns.ac.rs

,
milivojed@ef.uns.ac.rs

:
Editorial Board:

:
Advisory Board:

, ,
, ,
, ,
, ,
, ,
, ,
, y Q, y w,

Jnos Honvri, Szchnyi Istvn University, Kautz Gyula Faculty of Economics, Hungary
, , ,
,
Nils-Henrik M. von der Fehr, University of Oslo, Faculty of Social Sciences, Norway
Slavica Roeska, University St. Kliment Ohridski, The Faculty of Economics Prilep,
Macedonia
, ,
, ,
, ,
, ,
, ,
, ,

, ,
, ,
, ,
, ,
, ,

Adl Andrssy, University of West Hungary, Faculty of Economics, Sopron, Hungary

, ,
,
, , ,

gnes Hofmeister Tth, Corvinus University of Budapest, Faculty of Business
Administration, Budapest, Hungary
Mikls Losoncz, Szchenyi Istvn University, Kautz Gyula Faculty of Economics, Hungary
Valentin Munteanu, West University Timisoara, Faculty of Economics and
Business administration, Romania
Gbor Rappai, University of Pcs, Faculty of Business and Economics, Pcs, Hungary
Vladimr Surov, University of Economics in Bratislava, Faculty of Business Informatics,
Slovakia
, ,
, ,
Gordana Trajkovska, University St. Kliment Ohridski, The Faculty of Economics Prilep,
Macedonia
, ,
, ,
, ,

 , ,
Jovan Stojanoski, University St. Kliment Ohridski, Faculty of Tourism and Hospitality,
Macedonia

:
Technical Board:

:
Language lector:

, ,
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:

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Publisher:

http://www.ef.uns.ac.rs

:
Technical realization:
:
Front cover:
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Issue:
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Press:
ISSN:

, , 2008. 46x64 m
100
"Printex"
0350-2120

. 651-576/96-03
:
Editorial Office:

9-11, 24000
: 024/628-000

 / Contents
/ Scientific articles

Moral Imperative as the Part of Human Potentials

003-012

,

The Society as a Victim of Transitional Changes

013-027

a M.

Impact f Foreign Direct Investments n Serbia's Trade Balance

029-045

Challenges in Statistical Collecting International Labour Mobility Data

047-056

, ,

Impact of Tax Competition on Foreign Direct Investment in Serbia

057-069

,

Tax Havens and the Global Financial Crisis

071-081

,


Comparative Analysis of the Banking Sector in Central and Eastern Europe with Focus on
Serbia

083-096

,

The Banking Management System in Emergency Situations

097-108

VIII

/ The Annals of the Faculty of Economics Subotica

,
-

Serbian Pension System Reform in Terms of Economic and Financial Crisis

109-122

,
Segmentation, Targeting and Positioning in Global Marketing

123-131

The effects of company's exhibition on a fair

133-143

/
Gender Differences in Negotiation

145-156

The CLV concept as a method for classifying customers

157-165

, ,

Permission Marketing for Better Overcoming the Economic Crisis

167-179

,


Impact of Global Economic Recession on The Structure and Scope of Entrepreneurial Activity

181-197

The Influence of National Culture on Organizational Structure

199-211

Decentralized Management f the Local Economic Development in Serbia

213-228

Business Strategy of the Regrouping as the Response to the Global Recession Pressure

229-237

 / Contents



Increasing the Efficiency of the Company Using a Strategic Approach to Cost Management

e

Reengineering Business Process with the aim of Increasing Companys Productivity

239-250

251-261

Areas of implementation of budgetary accounting comparative approach

263-274

, , ,


Monetary Valuation of Environmental Damage Caused by Airborne Emissions from the LifeCycle of Biodiesel

275-284

Generating Projects with the Support of Pre-Accession Funds in Terms of Achieving Rural
Development of the Republic of Serbia

285-298

/ Professional articles

Specificity of leasing arrangements and loan arrangements

301-312

, ,
-
Bonus-Malus System as an Integral Part of Automobile Liability

313-325

IX

/ The Annals of the Faculty of Economics Subotica

,
Marketing in the context of system paradigm: identification and prospects

327-340

Responsiveness and Efficiency of Supply Chain

341-355

,
Effectiveness of Category management in the three biggest retail companies in Serbia,
Croatia and Bosnia and Herzegovina

357-369

The Integrated Supply Chain As A Model For Business Water Supply

371-382

Retail as a Food Marketing Channel

383-393

/ Book reviews


Book Review Accounting

397-399

Npeseds, humngazdasg s trsadalompolitika
Book Review Demography, human economy and social policy

401-403

/ Technical instructions for

paper formatting

405


Scientific articles

 17.023 ; 17 .

, Vol. 48, 28/2012, . 003-012

: 10.04.2012.
: 30.10.2012.

Moral Imperative as the Part of Human Potentials

, ,
:
- .

.
: , , ,
.
Abstrakt: The modern debate about the moral imperative as part of the human potential relates primarily to Kant
and post-Kantian debate on ethics and moral acting. The postmodern debate on the same problem indicates the
cynical relationship of a will for putting the profits in the first plan and for reducing the moral action to moralizing.
Key words: moral imperative, human potentials, ethics, hypothetical and categorical imperative, moralizing.

,
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, Vol. 48, 28/2012, . 003-012

11

12

, . , . (1988), , : /
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Resume
The mainstream ethics in the contemporary world poses the question of the organization of human behavior according to the premises of utility. The modern dissolving of
the wholeness of truth results in the separation of the domain of practice: the political
one is inherently present in the ethical, as well as the economy needs the politics, the
law and the ethics only as the doubtful frame. The ethical reflection, which abandons
the need for the understanding of wholeness, cannot attribute to the normative order of
the human world. Without the true foundation in the epochal truth, moral simply becomes moralizing.

, Vol. 48, 28/2012, . 003-012

 330.342(497.11)"2000/2012" ;
331.56(497.11)

, Vol. 48, 28/2012, . 013-027

: 29.09.2012.
: 05.11.2012.

The Society as a Victim of Transitional Changes

, ,
**

:
. , ,
, , ,
,
, , , .
.
.
. ,
.
: , , , , .
Abstrakt: The paper summarizes the main findings about the weaknesses and the negative consequences of
the Serbian transitions road up to date. The authors aim neither to collect data nor to criticize, but to argue their
position that the prospective future and the overcoming of the current development crisis are possible. It should
be based on a brand new approach and on an adversative matrix of economic, political, organisational and cultural transformation, with respect to the current one that has been implemented. It should be based on a new
model of behaviour and of a different vision of the reality. The model of transition implemented in Serbia has
produced numerous losers of transitions, as it tightened opportunities of citizens to enjoy their basic economic
and social rights. The current state of all systems is very poor, while the implemented model cannot mend the
key elements of the transition. Its effects are extremely unfavourable with regard to the quality of livelihoods. The
paper indicates some spheres of the transition process that victimise citizens and the society as a whole.
Key words: transition, unemployment, inflation, deficit, losers of transition.

,
, ,

**

dana@eunet.rs
mirad@eunet.rs

14

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, Vol. 48, 28/2012, . 013-027

15

16

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, Vol. 48, 28/2012, . 013-027


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17

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, Vol. 48, 28/2012, . 013-027

19

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, Vol. 48, 28/2012, . 013-027

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, Vol. 48, 28/2012, . 013-027

23

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2001 -2012. , .
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perspective, in Changes in values and transition in Serbia: view into the future, IDN, Belgrade, 165-172
, . (2002). New World Order: ,
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, . (2008). Women in the Western Balkans, Briefing Paper, Brussels: Womens Rights and Gender
Equality Committee, Directorate General Internal Policies of the Union, European Parliament.
, . , . (2011). Family, Social Networks and Gender Inequalities at the Labour Market
in Serbia. Montenegrin Journal Of Economics, 7 (2), : Economic Laboratory for Transition
Research, 65-72.
, . (2002), : .
: .
. (2007). W. :
Huber , J. (1991). Macro-Micro Links in Gender Stratification. J. Huber, Macro-Micro Linkages in Sociology.
Newbury Park, London and New Delhi, Sage.

, Vol. 48, 28/2012, . 013-027

25

26

,
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. : . 141-177.
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http://www.blic.rs/Vesti/Tema-Dana/178682/Zivot-na-corbi-od-bacenog-povrca. Pristup 25.09.2012.
Ruminska-Zimny, E. (2002). Gender, Privatisation and Structural Adjustment in Transition Countries: Trends and
Issues in the UNECE Region. U Dokmanovi, M. (ed.) Transition, Privatisation and Women. Subotica:
Women's Centre for Democracy and Human Rights. 17-22.
(2012).
(2007-2012). : .
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, 24.09.2012. : http://www.sindikat.rs/aktuelno.html#104.
26.09.2009.
. (2012). 70.000 .
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26.09.2009.
, .. . , 12. 2011. . 2.
. (2010).
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. : .

:
http://www.inkluzija.gov.rs/?page_id=1490. 27.09.2012.
UNDP (1999). Human Development Report 1999. New York: UNDP.
, . :
www.gendernet.rs. 27.09.2012.
, . (2009). -
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. . :
. 205-229.
(2009).
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, . (2012). , : . :
, .
, .(2007).
, , , , 14.
, .(2012). , , 28.

, Vol. 48, 28/2012, . 013-027


, .(2012). Does Serbia need a new transition, , ntngrin Jurnal f cnmics, Vol.8,
N. 3.
2001: (2000), ,
www.blic.rs/Vesti/Ekonomija/326017/javni-dug-srbije-presao-zakonsku-granicu-i-nastavice-da- raste(dostupno30.05.2012).
http://www.makroekonomija.org/0-miroslav-zdravkovic/srbija-1955-2011-bdp-zaposlenost-i-produktivnost/

Resume
The paper presents the socioeconomic milieu in Serbia in the transition period. The
authors inquiry the consequences of the effects of the transition to the social tissue on
the basis of the results of the macro economic policy in past ten years. Despite some
evident progress with respect to transition to the market economy, there is a noticeable
discontent by the achieved results regarding the access of the population, particularly
the most vulnerable groups, to enjoy and protect their basic human rights. All systems
in the society are in poor condition, indicated the need for a transitional turnabout. The
deformities of the transitional road have had unfavourable impact to the citizens livelihoods, and have been accompanied by increasing of their economic, social and physical insecurity.

, Vol. 48, 28/2012, . 013-027

27

28

, Vol. 48, 28/2012, . 013-027

 339.727.22:339.56(497.11)"2010"

, Vol. 48, 28/2012, . 029-045

: 18.10.2011.
: 06.12.2011.

Impact f Foreign Direct Investments n Serbia's Trade
Balance
a M.

:

.
.
.
. , ,

. ,

.

2010..
: , , .
Abstrakt: Serbia's permanent current account deficit is the result of trade balance deficit, which reflects the
weak competitiveness of domestic economy and the lack of investments in the industrial sector. Foreign direct
investments have direct and indirect impact on the host country's trade balance. Will the impact be positive or
negative largely depends on the sector distribution of foreign investments. The goal of this paper is to analyze
impact of foreign direct investments on Serbias trade balance. In the first part of the paper, on the basis of OLI
model, theoretical basis for assessing the impact of sector distribution of foreign direct investment on trade
balance has been presented. In the second part of the paper, presented theoretical basis was used for theoretical analysis of the impact of foreign direct investments on Serbias trade balance. In the third part of the paper,
empirical analysis of the impact of foreign direct investments on Serbias trade balance was performed on the
basis of the analysis of sample which consisted of the largest importers and exporters among foreign-owned
enterprises in 2010.
Key words: foreign direct investments, trade balance, sector distribution.

s.boljanovic@yahoo.com

30

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(76.3%)
66%
(. ). ,
(
87.4 %, 82.3%, 86.9% - : ).


(, 2011,.5) .


. 2
2009. . -
= 0.530 ( =16, p =0.035)
2 =
0.281 28.1%
(
2008.).



.

.


.




.

, Vol. 48, 28/2012, . 029-045

35

36

a M.
2.

: Unctadstat- ( % -), ( % -)
( )

.

.


. 2010.
2.
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(USD)

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: (http://w3.unece.og/pxweb/database/STAT/20-ME/3-MELF/?lang=1)

, Vol. 48, 28/2012, . 029-045

2

, ( )
.


(10%)
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3. (2000-2009)

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tada
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.
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166

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, Vol. 48, 28/2012, . 029-045

37

38

a M.

U.S.Steel .
(
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U.S.Steel

. 3 20
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-
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, Vol. 48, 28/2012, . 029-045

( )
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=0 .785 (n = 16, p =0.000)
.

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, Vol. 48, 28/2012, . 029-045

39

40

a M.

3.

,
. 4 35
2010.
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,
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).

. 20


(
50).
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.
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2010.

%
.

35

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-2 103,953

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35

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- 592,921

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50

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-1 688,221

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* USD
: ,

4.

, Vol. 48, 28/2012, . 029-045


4.

: -

,

.
,
,
.
5.
5.

27

2 445,611

2 837,267

391,656

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% %

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* USD
: -

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( )


. 5


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.
4 27
,
,

, Vol. 48, 28/2012, . 029-045

41

42

a M.

.
(
), 6. 6
6.

(
).
7. ( )
7.

125
USD (
).
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. USD)

(
USD)

( USD)

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6
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3
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: -

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(t).

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,
.

, Vol. 48, 28/2012, . 029-045


5.

: -

6.
.
,
(


)

. 5 6

.
6.

: -

, Vol. 48, 28/2012, . 029-045

43

44

a M.

.

32.83%
42.8
,
.


. ,
,
.



.

.



,
.

Denisia,V. (2010).Foreign Direct Investment Theories:An Overview of the Main FDI Theories, European Journal
of Interdisciplinary Studies,3,53-59.
Kinoshita,Y.(2011).Sectoral composition of FDI and external vulnerability in Eastern Europe, IMF Working Paper
11/123.
Sachs,J., Larrain,F.(1993).Macroeconomics in the global economy, Prentice Hall, New York.
Vuki,G.(2005).Impact of foreign direct investment on Croatian manufacturing exports. Financial Theory and
Practice, 2005, 29 (2),131-158.
http://databank.worldbank.org
http://www.nbs.rs/internet/cirilica/index.html
http://www.siepa.gov.rs/site/sr/mapasajta/
http://unctadstat.unctad.org
http://www.un.org/en/databases/ - stats

Resume
Theoretical analysis showed that most of the foreign direct investments in Serbia are
market seeking investments while resource and efficiency seeking investments are on
the low level. Because of that, the impact of FDI on the Serbias trade balance is nega , Vol. 48, 28/2012, . 029-045

tive. Empirical analysis based on the sample of the largest importers and exporters
among foreign enterprises confirmed the conclusions obtained by theoretical analysis.

, Vol. 48, 28/2012, . 029-045

45

46

a M.

, Vol. 48, 28/2012, . 029-045

 , Vol. 48, 28/2012, . 047-056

: 02.05.2012.
: 08.06.2012.

331.556.4

Challenges in Statistical Collecting International Labour
Mobility Data

,
:

.
,
.

,
.
: , , , .
Abstrakt: In this paper, the statistical data sources on international labour mobility are analyzed with emphasizing the limitations of the most used data sources. These limitations have caused the low quality and unreliability
of labour migration data. The objective of this paper is to show the new labour mobility patterns and the labour
mobility effects on labour market and economic development. Their data collecting become the challenge for
national statistical services. In this paper, the attempting examples of improving quality of the statistical data
about Diaspora size and structure, remittances flows, return and circular labour migration are presented.
Key words: labour mobility, remittances, diaspora, work permits.

,
20. . 19.
(
19. ).
, ,

2,8% 50 ,
,

drinkapekovic@yahoo.com

48

(United Nations Development Programme [UNDP], 2009).

20.
.


.
.
,

.
.
, ,
.

.


.

1.



. :
) (
),
) (
),
) (
),
) ,
) .


.

.
,

, Vol. 48, 28/2012, . 047-056

. ,

.

, , (Office of
Immigration Statistics USA, 2010).
(H1B ,
H2A , H2B
.).
.
.
,

.
.
18 ,
3
.

(Dietz, 2002, str. 32).


. ,
.

,

. ,
,
.


.

.
,


.
,
,

(,
). (Hoffman, 1997, str. 226-230)

, Vol. 48, 28/2012, . 047-056

49

50

. ,
, .

.
,
, ,
.
,
.

.

.
,

.



.

.

.

,
.

.
,

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. ,
.

(Hoffman, 1997, str. 231-239)

, Vol. 48, 28/2012, . 047-056

2.


.
.
,
,
.

.
1990.
15% .
2001. 25%.
1990.
25% , 1990- 30%,
(Lowell, 2008, str. 53).
.

OECD- 1990- . ,
OECD-,
. 800.000 OECD- 1980. ,
2,7 2004. (Lowell, 2008, str. 56).


. 1970- 1980-

.

. , 1990-

,
,
, .



. (2004)


(. 1).

, . ,

, Vol. 48, 28/2012, . 047-056

51

52

.
, ,
,
2002. .

. 1990-


(Newland i Patrick, 2004, str.3-7).

.
,

( , , ).

.

.
.

. 2000.
OECD ,
OECD
.
23 29 ,
.
, 227
(Dumont i Lemaitre, 2004, str. 5).

. OECD-,
OECD (4,2 ),
(2,2 ), (1,9 ), (1,8 ), (1,7
), (1,5 ), (1,4 ), (1,3
). (Dumont, Lemaitre, 2004, str. 14).

. 52%
. 40% , 48%
, 12% (Dumont i Lemaitre, 2004,
str. 34).

.

.
.
, Vol. 48, 28/2012, . 047-056

(21,7 $), (21,3 $), (18,1

$), (12,7 $). GDP-
17% (World Bank, 2006, str. 90).


. , ,
.
.
: ,
. ,

.
.

( ).
.

. - 2003. 86%
, 13% 1%
(Schachter, 2006, str. 3).
.
.


.
(87
2003. ).
.
e
,
. .
12.500
(United Nations [UN], 2005). ,

.

.
.


.
.

.
, Vol. 48, 28/2012, . 047-056

53

54

(Living Standards Measurement Survey).

.
. 40 .

,
, ,
(Schachter, 2006, str. 7).

-
.

. ,
,
.

.
.

-. , ABS (Australian
Bureu of Statistics)
.
. (Australian Bureu of Statistics [ABS], 2006).
12 ,
,
.
,
.
(US National Agricultural Workers Survey)
. ,
,
(Khler, 2008,
str. 247). ,

,
.

, Vol. 48, 28/2012, . 047-056

.

, , a
. ,

. e

.

.
,

.


.

,
,
, .

Australian Bureu of Statistics. ( 2006.). Country Paper: International Migration Statistics in Australia.
9. 2012. http://www.unescap.org/stat/meet/egm2006/ses.4_Australia_1.pdf.
Dietz, B. (2002). East West Migration Patterns in an Enlarginig Europe: The German Case. The Global Review
of Ethnopolitics, 2 (1), 29-43.
Dumont, J.C. Lemaitre, G. (2004). Counting Immigrants and Expatriates in OECD Countries: A New
Perspective. OECD: Social, Employment and Migration Working Papers. 9. 2012.
http://www.oecd.org/dataoecd/27/5/33868740.pdf
Hoffmann, E. (1997). Administrative Records and Surveys as Basis for Statistics on International Labour
Migration. International Statistical Review, 65 (2), 221-246.
Khler J. (2008). Enhancing the Knowledge Base. U: World Migration 2008, 237-256.
Lowell, L. (2008). Highly Skilled Migration. U: World Migration 2008, 51-76.
Newland, K. Patrick, E. (2004). Beyond Remmitances: the Role of Diaspora in Poverty Reduction in their
Countries of Origin. Study of Migration Police Institute. 19. 2010.
http://www.migrationpolicy.org/pubs/Beyond_Remittances_0704.pdf
Office of Immigration Statistics USA. ( 2010.). 2009 Yearbook of Immigration Statistics. U.S. Department
of Homeland Security.
Schachter, P. J. ( 2006.). The Potential of Using Household Surveys to Improve the Measurement of
International Migrant Remittance Data. 4. 2012.
http://www.unece.org/stats/documents/ece/ces/ge.10/2006/wp.8.e.doc.
UNDP. (2009). Overcoming barriers: Human mobility and development. Human Development Report.
30. 2010. http://hdr.undp.org/en/media/HDR_2009_EN_Complete.pdf
United Nations. ( 2005.). Interim Report. 9. 2012.
http://unstats.un.org/unsd/tradeserv/TSG3-Feb06/tsg0602-6.pdf
World Bank. (2006). Economic Implications of Remittances and Migration. Global Economic Prospects.

, Vol. 48, 28/2012, . 047-056

55

56

Resume
The implementation of efficient labour migration policy needs well-organized and appropriate statistical data collection system in the field of labour migration. Most countries use work and resident permits, population registers or border registration statistics
for collection statistical international labour migration data. No single data source can
meet all the needs and it is necessary to concern the strengths and limitations of each
data source. Annual labour force surveys also provide information relating to labour
migration. However, they have limitations from small sample size, particularly for
small groups such as migrant workers. The limitations of statistical data sources cause
low quality and unreliability labour migration statistical data.
The improving quality and reliability labour migration data are necessary for
more efficient evaluating the labour migration effects on labour market and economic
development. The diaspora role in the economy of emigration countries is related with
remittance flows. However, the diaspora role can be important in attracting FDI and in
transferring technology, knowledge and information. Some international bodies have
attempted to estimate the size of diaspora communities using immigration data of destination countries. According to data, some developing countries have sizable important diaspora with increased participation highly skilled emigrants. One of the most
visible effects of labour migration is remittance flows. As for developing countries,
remittance flows represent the important source of external financing. Remittance data
are reported as part of the IMF's Global Balance of Payments statistics. However, the
quality, reliability and comparability of remittance data are low. ILO has developed a
project of including the questions about remittances in standard labour force surveys.
The countries of origin can have the positive effects of return and circular labour migration by promoting skill transfer. However, there are no important initiatives for appropriate and systematic measuring return and circular labour migration flows.

, Vol. 48, 28/2012, . 047-056

 336.221.4:339.137.2(497.11) ;
339.727.22(497.11)"2007/2011"

, Vol. 48, 28/2012, . 057-069

: 14.03.2012.
: 20.03.2012.

Impact of Tax Competition on Foreign Direct Investment in
Serbia

, ,

, ,

:
.
, ,
, .

.
.
.

.
,

.
: , ,,.
Abstrakt: Direct effects of the global financial crisis have left a deep impact on the countries most involved in the
international movement of capital. Indirect effects of the crisis in the financial sector have been felt in transition
countries, which are manifested through decline in liquidity, heavy construction and the reform of financial institutions, as well as the real sector, the slowdown in economic activity. Serbia is one of many countries where the
global financial crisis has caused a number of effects in the functioning of the economy. One of the worst effects
of the financial crisis that hit Serbia is the reduction of the inflow of foreign direct investments. In such circumstances, investors are becoming more conservative and avoid investments in new markets, minimizing risk. The
reduction of foreign direct investment away from Serbia and the planned course of integration leads to a
slowdown in economic development. Foreign direct investments should be the main driver of economic growth
and development of Serbia in the coming period, where appropriate measures should be taken to create favorable investment climate and increase the inflow of foreign direct investment.
Key words: Financial crisis, foreign direct investment, competitiveness, economy.

marjanovicd@ef.uns.ac.rs
radicicm@ef.uns.ac.rs

predrag.radojevic@open.telekom.rs

58

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,

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, .

, .

.
,
,

, Vol. 48, 28/2012, . 057-069

, ,
.
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, Vol. 48, 28/2012, . 057-069

59

60

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, Vol. 48, 28/2012, . 057-069

2.

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, Vol. 48, 28/2012, . 057-069

61

62

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, Vol. 48, 28/2012, . 057-069

,
.

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.

, Vol. 48, 28/2012, . 057-069

63

64

, ,

3.

,
, .,
: , ,
, .
.

.
: ()
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,
. 2000. 2008.
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.
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, .
2008.. 2010.
.

.

.
,
.

, Vol. 48, 28/2012, . 057-069


1. , 2007 2011.

: (2012)

,
800 ,

, ,

100 ,
. (,
2012)
, ,
:

;
80%
, , ;

;
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.
w
,
,
2.000 10.000

,
.
. ,

, Vol. 48, 28/2012, . 057-069

65

66

, ,

200 1.000
,
, 20%
. 50
300 ,
,
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, .
(,2012)
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50

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: (2012)

300

2. - ,

(
)

4.000
10.000/

5.000 10.000/

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50

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: (2012)

, Vol. 48, 28/2012, . 057-069

2.000
10.000/

0.5

50

:
;

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, Vol. 48, 28/2012, . 057-069

67

68

, ,

,
.

2001. ,
- . ,
.

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,
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.

Benassy-Quere, A., Coupet, M., Mayer,T. (2005), Institutional determinants of Foreign Direct Investment, CEPII,
Working Paper No. 2005-05.
Davies, R.B. and J. Voget (2008), Tax Competition in an Expanding European Union, Oxford University Centre
for Business Taxation Working Paper No. 08/03.
Devereux, M.P. (2007), The Impact of Taxation on the Location of Capital, Firms and Profit: a Survey of Empirical Evidence, Oxford University Centre for Business Taxation, Working, Papers No. 0702.
, Vol. 48, 28/2012, . 057-069


Dumludag, D., Saridogan, E., Kurt, S. (2007), Determinants of Foreign Direct Investment: An Institutionalist
Approach, The Seventh Conference of the European Historical Economics Society 29 June - 1 July
2007 Lund, Sweden.
, (2006), Foreign Direct Investment Policies un South-East Europe,
Greenwich University Press, University of Zagreb Faculty of Economics and Business Political Culture,
Publishing and Research Institute, Zagreb.
Nicodme, G. (2006), Corporate Tax Competition and Coordination in the European Union: What do we know?
Where do we stand?, MPRA Paper No. 107.
., . (2008), , : .
World investment report (2007), Transnational Corporations, Extractive Industries and Development, United
Nations Conference on Trade and Development, New York and Geneva, UN.
World investment report (2008), Transnational Corporations and the Infrastructure Challenge, United Nations
Conference on Trade and Development, New York and Geneva, UN.
World investment report (2009), Transnational Corporations, Agricultural Production and Development, United
Nations Conference on Trade and Development, New York and Geneva, UN.
World investment report (2010), Investing in a low-carbon economy, United Nations Conference on Trade and
Development, New York and Geneva, UN.
World investment report (2011), Non-equity modes of international production and development, United Nations
Conference on Trade and Development, New York and Geneva, UN.
, 12. 2012.
http://www.paragraf.rs/propisi/zakon_o_porezu_na_dobit_pravnih_lica.html
, , .
42/11, 46/11, 84/11.
www.nbs.rs
www.siepa.gov.rs

Resume
One of the main arguments in favor of tax competition is that it encourages the efficiency of the public sector, as well as an attempt to provide taxpayers with the best
services at the lowest cost. Tax competition means lower tax rates and reduces public
revenues. Countries are forced to, in order to provide the current level of public services, boost the efficiency of the public sector. The main goal of these countries transition is to achieve a stable, long-term economic growth, based on increasing investment,
improving the technological base of the country and increase the competitiveness of
their products in the international market. In realizing this goal, FDI can play an important role. Attracting and retaining foreign investment is a major goal of many countries
and Serbia, too. Regarding to this, they have an important role in the creation of new
jobs, increasing exports, enhancing competitiveness, improving overall production and
reducing poverty through general economic growth and development.

, Vol. 48, 28/2012, . 057-069

69

70

, ,

, Vol. 48, 28/2012, . 057-069

 336.221.4:338.124.4(100) ; 336.227.3

, Vol. 48, 28/2012, . 071-081

: 19.03.2012.
: 26.03.2012.

Tax Havens and the Global Financial Crisis

, ,

, ,
: - , ,
,
. , ,

- .

.
,
.

,
.


.
: , , 20, CD.
Abstrakt: The global economic crisis financial crisis, raises a lot of questions, among others, and the situation
that the rich do not bear the burden, using tax havens to avoid paying taxes. Tax havens existence for many
decades, as numerous studies have shown, enabled various financial malversations. It has irrefutably been one
of the main causes of the biggest economic-financial crisis since the Great Depression. There is information that
every year on the tax havens anonymous accounts ends a sum twelve times bigger that the one needed to achieve the Millennium goals gradually eradication of poverty on the planet. These qualifications, of course, indicate that tax havens are a complex topic and so a big challenge for researchers. In this paper wewill be present
the circumstances in which tax havens were created, as well as the views launched during the financial crisis
about the necessity of abolition tax havens in the countries saving money under favorable conditions, without
asking their clients about its origin and their names. The subject of analysis are also the activities relating to the
adoption of control and transparency of multinational companies accounting operations which would reveal the
mechanisms multinational companies use in the transfer of profits and tax evasion.
Key words: tax haven, offshore company, G20, OECD.

stanislava@ef.uns.ac.rs
nusevad@ef.uns.ac.rs

72

,
.
.
" "
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.
,
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, ,
.

, ,
, .
2. 2009.

.

1.
Tax havens - , , ,
-
,
.
.
, . CD (1998)
:
1. .


.
2. .
, CD
,

,
, Vol. 48, 28/2012, . 071-081

.
.
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(.23).

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1.

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2.
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,
, .

, Vol. 48, 28/2012, . 071-081

73

74

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, Vol. 48, 28/2012, . 071-081

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, Vol. 48, 28/2012, . 071-081

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3-5% -.
, ,
5% - , ,
.
. "
" 25% .
CD- , .

- FATF (Financial Action Task Force),
. -
, Vol. 48, 28/2012, . 071-081

2000.
.
FATF 16. 2012.

.
15 : , , , , , , , , , , , , , ,
.

. 2011.
CD- FATF-, .
29 49
,
, , , .
.
,

. .
, , 2,2
. 2010. 2012. , .
, .
.
2013. ,

- FATF, .
,
,
. 2012.
FATF-
.

3.
, 20
85% , 2. 2009.
.

, Vol. 48, 28/2012, . 071-081

77

78

.
CD
,
.
CD-
. :

;

;
;

.
.
CD- (2012)
2009. 5. 2012.
:
700
;
379 ;
32
;
- ;
(. 3).
20 14
100.000
.
20 CD .
: , .
,
CD-,
: , , .
, 7. 2009. ,
. 2009.
.
, Vol. 48, 28/2012, . 071-081

, , CD-, ,
, 38 ,
: , , , , , , , .
.
,
.
, , , , ,
.
, , ,
.
, .
, , .
,
, .
,
.

(Lawrence, 2009).
20 ,
- , UBS (United Bank of Swizerland).
300 - 18
. UBS 620
-, . 2.000 , 50-70% . 15%
,
,
. , ,
CD-, , , , . 12 , 25. 2009. .

.
, , , Vol. 48, 28/2012, . 071-081

79

80

,
. ,
xfam,
. ,
, 124 ,
103 .
,
.
, , . , CD .
, , .
2009. ,

. 20
, ,
. ,
.

Barber, H. L. (1992). Tax Havens: How to bank, invest, and do business offshore and tax free. SAD:
McGrawHill, Inc.
OECD (1998). Harmful Tax Competition: An Emerging Global Issue. 07. 2012.
http://www.oecd.org/dataoecd/33/0/1904176.pdf
OECD (2012, 5. ). The Global Forum on Transparency and Exchange of Information for Tax Purposes.
07. 2012. http://www.oecd.org/dataoecd/32/45/43757434.pdf
FATF (2012, 16. februar). FATF Public Statement. 09.03.2012. sa sajta http://www.fatfgafi.org/document/18/0,3746,en_32250379_32236992_49694738_1_1_1_1,00.html
Lawrence, F. (2009, 7. a). Blacklisted tax havens agree to implement OECD disclosure rules. 10.
2012. http://www.guardian.co.uk/business/2009/apr/07/g20-banking
, , (2012, 18. ).
- 14.03.2012.
http://www.apml.org.rs
, . (23. 2009)- 300
- 08. 2012. http://www.borba.rs/content/view/7653/
Tutt, N. (1989). The History of Tax Avoidance: An update of the 1980s classic The Tax Raiders. London:
Wisedene Limited.

, Vol. 48, 28/2012, . 071-081

Resume
There is no ideal tax haven. For each of them, some advantages and disadvantages are
characteristic, which can stimulate or discourage investors. Structures of the tax
system, political stability, minimal bureaucracy, developed and reliable banking
system, developed network of telecommunications, developed and high professional
network of business services, guaranteed protection of the identity of participants in
offshore business are certainly very important reasons for choosing a jurisdiction as an
investment destination. Unfortunately, tax havens can also be used for money laundering. However, the losses that countries suffer because of these reasons are huge, so
they are trying to offset these losses by transfering them or further tax the ordinary
citizens. The global financial crisis requires a global response, so the leaders of the
most developed countries defined a common strategy to combat this criminal on 2
April 2009 at the G 20 Meeting in London. The declaration of the meeting highlighted
actions to be taken against those jurisdictions that do not want to cooperate.

, Vol. 48, 28/2012, . 071-081

81

82

, Vol. 48, 28/2012, . 071-081

 336.71(4-191.2:4-11) ; 336.77(497.11)

, Vol. 48, 28/2012, . 083-096

: 21.10.2011.
: 08.11.2011.

Comparative Analysis of the Banking Sector in Central and
Eastern Europe with Focus on Serbia

**

,
: ()
.
2010.
.
, 70% .
50%
.

,
.
, ,
, 2010.
.
: , , , ,
.
Abstrakt: The first visible signs of global economic crisis in CEE countries have been detected in the financial
sector especially in the capital market with withdrawal of foreign investors. The World Economic Forum Report,
published in 2010, presents that the stability of the banking sector of Serbia (Soundness of Banks) is at the
lowest level in the group of CEE countries. CEE banking market is currently controlled by foreign banking groups
with foreign capital accounts above 70% of total balance sheet assets. All countries in the region failed to maintain the level of total assets above 50% of GDP. Between 2005 and 2009 in Croatia and Bulgaria, the highest
share of loans and deposit potential in GDP was measured.
Yhe coefficient of determination shows that the value of domestic financial potential is defined with the domestic
gross product per capita, i.e. it is developed in accordance with the level of achieved industry and economic
growth.

lbarjaktarovic@singidunum.ac.rs
paunovic@famns.edu.rs

**

84

,
Serbian citizens are most interested in auto loans, cash, housing loans and refinancing, with the exception of the
first six months of 2010 when the greatest demand was for subsidized loans indexed in RSD.
Key words: CEE, global economic crisic, equity capital, banking sector, assets of banks, credit and deposit
potencial.

. 2007.

,
.

. , ,
2008. .

. (
),
( / )
, ,
. ,

.
/
, ,
.
(
) .
:

.
(World Economic Forum) 2010.
(Soundness of Banks)
. 139
, , 8: (8th Pillar: Financial Market
Sophistication) 115.
( 5 ).
2008. 2009. (
2010. 2008. , 66. ). , , 79. . , Vol. 48, 28/2012, . 083-096

(105. ), (100.
1
) (97. ).

1.

. 2005.
.
:
,
, , , .


. , ,
,
.



. 70% .
2005. , ,
,
50%. ,
2006. greenfield
.


22 37.
60%.
,
(18 33
2006. ). 6 . 2007.
60%,
( 70%) .

,
.
1

World Economic Forum, The Global Competitiveness Report 2010-2011

, Vol. 48, 28/2012, . 083-096

85

86

, , , 90%.
, 10%. 2009.
2
(28.3%), (15.2%) (11.8%) .
3
RZB Group 2010.
2009. Sberbank 9.3%,
. UniCredit 6%, Erste Raiffeisen
4% SocGen 3.6%. 2009.
,
.

. ,
.
, Raiffeisen ,
. Raiffeisen
4
, ,
, . Raiffeisen Erste , Hypo ,
Eurobanka EFG UniCredit . 2010. Banca
Intesa 359 14.2%
.
10.1% (256 ), Eurobanka
EFG Raiffeisen 7.1% (181 179
5
, ) UniCredit 6.6% (167 ) .
,
2008. . 2008. 2010.
(

) (
60%). 2010. 21
63.6%. 2

Raiffeisen Research, RZB Group, CEE Banking Sector Report, September 2010

4
2008. 995
cross border . : ., , . 60, : ?,
, , , 2010.
5
, ,
2011. , . 9
3

, Vol. 48, 28/2012, . 083-096

(21%), 6
(18%), (17%), (8%) .

2.

. .
2005.
2009. . 2005. ,
2009.
47.6 60.7%.

2009. ( 86.3 , 36.2 ). ,
.

50% . 2007.
, 100%
.
,

, .

( ) ,,, .
,
, .

.
7
2010. 2.759
, 91.8% (
2.157 ), .

. ,
2007. 90%,
80%.
Raiffaisen
6

, 2010. , .3

.

, Vol. 48, 28/2012, . 083-096

87

88

2001. (144 )
8
(56.1 ) .

, ,

. 2005.
2010. 90%, , 10%. ,
.

. - :
, , ,
, ,
, .
, ,
.
. ,
.
()
( ).
2005. 2009. (N)
(BDP per Capita) ( ) .
(Y),
(X).
1.
Correlations
Pearson Correlation
Sig. (1-tailed)
N

BDP per Capita

BDP per Capita

BDP per Capita

, www.nbs.rs

, Vol. 48, 28/2012, . 083-096

1.000
.934
.
.010
5
5

BDP per Capita

.934
1.000
.010
.
5
5

1
0.934, p Sig. (1-tailed) 0.010.
p
0.934,
0.872. 0.872

87.2% ()

. 1 (1-),
12.8%,
. ()
,
100%.
(BDP per Capita)
2005. 2009. .
1. ()

Y=+*X

,, ,
(p Y
X).
,, ,
.

, Vol. 48, 28/2012, . 083-096

89

90

:
Y = -5701.853 + 6.578 * X
2.

Model
1

(Constant)
BDPperCapita

Unstandardized Coefficients
B
Std. Error
-5701.853
5492.585
6.578
1.450

Standardized
Coefficients
Beta
.934

Sig.

-1.038
4.536

.376
.020

2005. 2009.

.

3. p
2006. 2007.
15% 165%. 165.1% ( 847 2006. 2,245
2007. ), (15.1%
16.5%, ). p 2005. 2009.

76.5 2008. ,
(375 2005. ).
, ECB
( )
20%. , 2009.
, ,
.
2005.
2009. . 2009.
, 79.2%,
9
28% , .
78.4%, (36.7%).
2009.
25%, 15% 4%
,
44%. 2005.
9

Raiffeisen Research, RZB Group, CEE Banking Sector Report, , 2010

, Vol. 48, 28/2012, . 083-096

2009. 41%,

.


29.5% 2005. 36.8%
2008. .
2.
%

: RZB Research, Banking Sector Report, pa 2010

,
2005. ( 7.4% 20.5% 7.8% 14.6%, ).

20% 27%.
2009. .
5.9%, .
4.8%.

10
, 7.5%.
2010.
11
. 10

Raiffeisen Research, RZB Group, CEE Banking Sector Report, 2010.

www.krediti.rs.
.
1. 2008. 1. 2010. . w :
11

, Vol. 48, 28/2012, . 083-096

91

92

(31.4% 2008. ), ,
, 2010.
.
2009. (25%),
2010. 11% 13.92%.
,
,

. ,
, : 2008. 14.5%, 2009.
14.7%, 2010. 11.6%.

p
.
10%
2008. . 7%,
2010. 5%.
12

2009, 2010. .
2008. 2009. 4 % ( 9.3% 13.5%),
2010. (8.1%).
2011.
, 5% 10%, 10%
20%. 2011. 1.5%.
. ,
. , , p ,
, ,
13
. ,
. ,

, .
25
http://www.krediti.rs/clanci/u-srbiji-najtrazeniji-auto-i-kes-krediti/121/
12

120.000 .
13
, , . 62, . 5 - , 2011.
, Vol. 48, 28/2012, . 083-096

17% 86.000 .
: p
11.75%, 13%,
2011. 13%,
17%.
,
, 325 (
p -).
3. 2008.
2010.

: http://www.krediti.rs/clanci/u-srbiji-najtrazeniji-auto-i-kes-krediti/121/

,
30. 2011.
30% .

.
,
.

4. p
2006. 2007.
8.5% 120.5%. 120.5%, 488 2005. 1,76
2006. . 2005. 2009.
, Vol. 48, 28/2012, . 083-096

93

94

56.6 2009. ,
1,8 .
, p ECB
2007. ( ) 15%. ,
2008. , . p 2007., 2008.
(4.8 %
14
2.09 1.99 ) , (2.7%
10.3 10 ), (1.3%
15
6.18 6.10 ) .
2005.
2009. (76.2%) (65.4%).
. 4 p


36.8% 2005. 42.2% 2009. .
.
4.
, %

: RZB Research,Banking Sector Report, p 2010

14
15

, , 2011, 43
Raiffeisen Research, RZB Group, CEE Banking Sector Report, 2010

, Vol. 48, 28/2012, . 083-096

. 2005.
.
.
, ,
, .

, ,

. 2005.
2010. 90% , , 10%. ,
p .
, ,
.

, , , .


, , .

Literatura
, . (2010), ?, . , . (.),
(. 53-70), : ,
, . (2009), ,
,
http://mfp.gov.rs/download/pdf/ekonomska_istrazivanja/studije/Kljucne%20makroekonomske%20neravnote
ze.pdf
, . (2011),
, ,
http://mfp.gov.rs/UserFiles/File/dokumenti/GLOBALNA%20FIN_i%20ek_kriza%20i%20njen%20uticaj%
20na%20priv_Srbije_17_2_2011_.pdf
, www.cb-mn.org
European Central Bank (2011), Banking Structures 2010,
http://www.ecb.int/pub/pdf/other/eubankingstructures201009en.pdf
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95

96

,
, . (2009),
, , .2, . 471-491, :
Mishkin, F. (2006), Monetary policy strategy: How Did We Get Here?, NBER Working Paper No.12515, http://www.nber.org/papers/w12515.pdf?new_window=1
Narodna banka Srbije, www.nbs.rs
OECD (2010), The Impact of the Financial Crisis on the Insurance Sector and Policy Responses,

http://www.oecd.org/daf/corporateaffairs/corporategovernanceprinciples/theimpactofthefinancialcrisisont
heinsurancesectorandpolicyresponses.htm
Raiffeisen Research- RZB Group (2010), CEE Banking Sector,
World Economic Forum (2010, 2011), The Global Competitiveness Report 2009-2010, 2010-2011

Resume
The first signs of the world economic crisis were visible on financial market in the
countries of Central and Eastern Europe (CEE) as the result of decreasing level of foreign direct investments. According to the World Economic Forum (2010), stability of
the Serbian banking sector was on the lowest level in CEE countries. The CEE banking
market is under control of foreign banking groups, due to the fact that they hold above
70% of total balance assets. At the same time, all countries in the region during the
crisis took part of banking assets in GDP above 50%.
The coeficient of determination proves that the values of local financial potential
are predominantely determined by the GDPpc, i.e. it has development in accordance
with the levele of achieved industry and economic development.
Serbian citizens are the most interested in car loans, cash loans, housning lons
and refinancing loans. The only exception was 2010 when was the biggest demand for
RSD loans subvencioned by the state.

, Vol. 48, 28/2012, . 083-096

 , Vol. 48, 28/2012, . 097-108

: 08.03.2012.
: 26.03.2012.

005.334:336.71

The Banking Management System in Emergency Situations

:
.
,
, :
. ,
, .
,
. ,
, , .
: , , , , .
Abstrakt: The paper presents the basic characteristics of emergency management systems, well as the types
and characteristics of strategic and operative plans for emergency management. Every modern management
system in itself has incorporated part that relates to the prevention, in order to avoid risks and management in
emergency situations if the risk occurs. Two groups of risks are analyzed: cumulative risks and risks from the
legislativ aspect.
Responsibility for assets in commercial banks, particularly in general and the financial crisis, is based on the
management of the bank. It is therefore necessary to recognize the interdependence, i.e. to harmonize the
possible balance the right to bank property management and the responsibility for its resources. In addition, it
should be noted that in contemporary conditions, technological development, besides the undoubted positive
effects, creates or generates new, unexpected risks.
Key words: banking management system, strategic, risk, emergency situation.

,
.

pera@diplomacy.bg.ac.rs
zivkovic@bvcom.net

98

, : ,
, ,
;
.
(, , , ,
.), ,
.

, : ,
, , .
,
, .
,
.
,
, , , .
: , ,
, , .

. , ,
.
,
, .
, .
,
, , .

, ,
. ,
,
. ,
, ,
. ,
, ,
, , ,
.

.

1.
, ,
, ,

, Vol. 48, 28/2012, . 097-108

, ( , .,
, , , . 2002, .34).
.
:
, ,
;
, ,
,
.
,
( Harms- Ringdahl, L., 2001, .34-39. ,
, ,
.

(major accident): , ,
,
/ ,
, ,
( Council Directive 96/82/EC).
, ( Wahle,
T. and Beaty, G. 2004, .38):
,
;
;
;
/.
,
, .
,
: ( ),
.

,
,
, ,
, compliance , ,
( -, ., 2008, .761-755).
,
, , ,
.
,
.

, Vol. 48, 28/2012, . 097-108

99

100

2.

(, , , , .),
,
.

, :

,
,
,
.

, , ,
, ,
(, ,
).

. (
)
(
). ,
, (
) , ,
. ,


, ,
.
,
, :
( )
( ).
, ,
, (, , , ,
).
.
,
, .
,
, ( , 2005, .198).
: , ,
, ,
, Vol. 48, 28/2012, . 097-108

, , , ,
, ,
, .
: ,
, , , ,
, , .
,
.

,
(, , )
. ,
( , 2008. .731):
1.
,
,
(
/
);
2. (
k
);

3.
,
, .
:
1.
2.
3.
4.

,
,

.

.
, .
( ) ,
.
,
, ,
, ,

.

, Vol. 48, 28/2012, . 097-108

101

102

, :
,

.

,
:

,
,
.

,
,
. , :


,
-
,
,
,
-
,
,

,
-
.

. ,
.

.


:

;

, Vol. 48, 28/2012, . 097-108

;
- .

,
. ,

, .


.

.
.

,
: ,
,
.
:
, ,
,
,
,

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,
, ;
(, ,
, .).
,
,
()
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, ,
, ,
,
,
, ,
(
). , ()
, .

.
, Vol. 48, 28/2012, . 097-108

103

104

, ,
,
, ,
.

.
,
, . ,


.

.

4.

,

, .
, ,
. ,

. , ,
: ()
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.

( , 2000, .56):

,
,
,
.

, ,
:
1. : , ,
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.
2. : , ,
, ,
, .
, Vol. 48, 28/2012, . 097-108

:
, , , ,
, , ,
, , , .
,
()
: ,
() , , ,
, ,
, .
, ,
.
,
.
() , .

( Bessis , Joel, 2003, .34):
1.
,
- ,
, , ,
, ,
, :
, ,
, ,
,
;
2. ;
3. (,
, );
4. ;
5. (
).

,

. ,
(
), (
),
. ,

, ,
,
( -, 2007, .153-154).

, Vol. 48, 28/2012, . 097-108

105

106

,
.
, :
,

.
,
,
. , ,
, : ,
, ,
.
, (
)
: .
,
. .
,
.

( , 2007, .132).
, , .

,
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,
, .
: .

, ,
.

, : ,
, , .
:
, , , ;
: ,
,
. ,
: (
, , ,
, Vol. 48, 28/2012, . 097-108

, , , ,
, ) (
, , , ,
, ).
, : ,
, ,
.
,
,
.

.
,
.


.

, , .
, ,
,
: ,
,
.

Bessis , Joel, 2003, Risk Management in Banks, Chichester; John Wiley & Sons, Inc., .153-154.
Council Directive 96/82/EC, Control of Major Accident Hazards Involving Dangerous Substances, Council of the
European Union, 1996.
-, ., (2008),
, , , .12/2008, .761-755.
-, ., 2007, Compliance
, ,
, 2007 .
Harms- Ringdahl, L. (2001), Safety Analysis Principles and Practice in Occupational Safety, Taylor & Francis
Inc., New York.
, ., , , , .12/2008, .731.
, . (2000), , , ,
.17.
, ., , . (2005), , DQM 8th
International Conference: Dependability and Quality Management, Belgrade, Serbia, 15-16.june 2005,
.198.
, ., , ., , . (2002), , ,

, ., , ., 2007, , , .

, Vol. 48, 28/2012, . 097-108

107

108

,
Wahle, T. and Beaty, G. (2004), Emergency Management Guide for Business & Industry, Federal Emergency
Management Agency (FEMA), Internet edition, p.29.
2005, , .107/2005.

Resume
The diversity and complexity of many tasks that occur during emergency situations, as
well as to the necessity of a quick settlement, demand management systems of specific
characteristics. These systems for disaster management have a number of characteristics that distinguish them from traditional management systems, and relatung to: mode
of system functioning, organizational structure, character information, objectives and
management criteria. Shocks in financial markets affect the increase in emergencies.
The diversity and complexity of many tasks that occur during emergency situations
(war, terrorist attack, fire, flood, earthquake, etc.). As well as to the necessity of quick
resolution, demand management systems with specific characteristics. These systems
for disaster management have a number of characteristics that distinguish them from
traditional management systems, which relate to: mode of system functioning, organizational structure, character information, objectives and management criteria.

, Vol. 48, 28/2012, . 097-108

 338.24.021.8:364.35(497.11) ;
338.124.4(100)

, Vol. 48, 28/2012, . 109-122

: 14.03.2012.
: 20.03.2012.

Serbian Pension System Reform in Terms of Economic and

Financial Crisis

, ,

Tarkett SEE d.o.o.
:
, 20.
. , ,
.
,
, ,
.
. , , , , ,
.
80- , ,
90- , . ,
.
, .
.
,
. .
.
: , , , .
Abstrakt: The global financial crisis has exerted influence on the deterioration of overall macroeconomic performance of the Serbian economy, as well as on the slow pace of pension reforms of the early 20th century to
the financial position of the pension system and the budget of the Republic of Serbia. Today, almost all countries, especially countries in transition are facing serious problems, functioning and survival of their pension
systems. Even developed countries of Europe could not evade the crisis of the state pension system, primarily
due to unfavorable demographic factors. The pension fund deficit of these countries is growing, so is the need
for pension reform is increasingly expressed. The pension system in Serbia is in the deep structural problems.
There are many reasons, both the system, demographic, economic, and political, that led to the crisis in the

milospjanic@ef.uns.ac.rs
danilo.lucic@gmail.com

110

,
functioning of the statutory pension insurance. Problems in financing pensions in Serbia appeared in the 1980s,
with the emergence of the deficit in the Pension Fund, to the maximum reached during the 1990s during the
crisis, economic sanctions and economic decline. Reducing the number of employees to avoid payment of contributions and widespread informal economy have brought a reduction in the number of insured. On the other
hand, there has been a rapid growth in the number of pensioners. Reforms of pension systems are considered
very difficult to implement given that the system operates with long-term consequences. This paper analyzes the
issues of functioning the existing pension system, as well as the necessity of reforms due to financial crisis. The
paper analyzes the problems of functioning of the existing system. The second part indicates the direction of
reform of the pension system in Serbia and some European countries.
Key words: Pension System, reform, insurance, pensions.

.
, ,
,
, ,
.
, , .

,
,

,
.
, ,
,
,
.
XX , ,
. 1992. ,
, .

,
.
. , ,
(
).

: , .

, .
,
,
, .
, Vol. 48, 28/2012, . 109-122

1.

XX .

, ,

. ,
:
1.
1

: (USAID/Bearing Point, 2004)

1994. .

PAYG ( pay as you go ).
,

. ,
, () .

. .

.
,
.

,
.
,
.
,

, :
,
.
, Vol. 48, 28/2012, . 109-122

111

112

,
.
1.

: ( , 2012)

, OECD-a
,
. ,
1,4 .
2.

: ( , 2012)

, Vol. 48, 28/2012, . 109-122

:
: , , ,
: ,
:
,
.
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, Vol. 48, 28/2012, . 109-122

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, Vol. 48, 28/2012, . 109-122

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, Vol. 48, 28/2012, . 109-122

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119

120

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,
.
, Vol. 48, 28/2012, . 109-122

,
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,
,
, .

, , ,

. ,
,
,
,

.

,
. ,
, , ,
,
,
.

.. (2007) , , Data Status, .

Rejda, G. (2008) Principles of Risk Management and Insurance, Addison Wesley, New York.
, . (2005), , , .
, ., (2007), , ,
.
, ., (2009). , USAID,
.
, ., (2005), ,
, .
, ., (2010), , USAID SEGA, .
Whitehouse, E., (2007), Pension Panorama, Retirement-Icome Systems in 53 Countires, Word Bank.
USAID/Bearing Point (2004), Macroeconomic and Central Banka Reform Project, .
www.pio.rs
webrzs.stat.gov.rs
www.nbs.rs
www.minrzs.gov.rs
www.oecd.org

, Vol. 48, 28/2012, . 109-122

121

122

Resume
The reform of the pension system is considered very difficult to implement given that
the system operates with long-term consequences. Inefficiency of the current system
has been brought about by many circumstances such as wars, high unemployment, and
the like. The main problem facing the social security system in Serbia, based on the
PAYG system, is that its financial viability depends on the ratio between the number of
employees and the number of pensioners. While European countries are frantically
struggling to refinance existing debt, analysts have warned Europe that it threatens far
more than the current financial disaster. The process of the reform pension system in
Serbia, as in most countries in transition, is moving towards a combined pension system. For the effective implementation of reforms, it is important that the pension policy
is consistent with policies in relevant areas.

, Vol. 48, 28/2012, . 109-122

 005.21:659.117 ; 658.8.012.12

, Vol. 48, 28/2012, . 123-131

: 22.10.2012.
: 02.11.2012.

Segmentation, Targeting and Positioning in Global

Marketing

, ,
: XXI
. ,

.

.

,
.
, . ,
,
, .
: , , , .
Abstrakt: The global market at the beginning of the 21st century can be said to be highly heterogeneous and
fragmented in many aspects relevant to marketing decision- making. Segmentation, targeting and positioning
need to be harmonised with available resources and defined objectives to be achieved by global market engagement. Successful companies see global market segmentation as a plan and business toolkit of the first-rate
importance for attaining defined global marketing tasks.
Global marketing strategists conduct segmentation and targeting based on the results of relevant marketing
research and analyses, bearing in mind that modern-day markets can be segmented in various ways. The final
aim of segmentation and targeting is reflected in positioning the company and its supply, i.e. optimised development of marketing programmes at the global level. The segmentation, targeting and positioning process is regarded as highly complex, dynamic and uncertain global marketing, especially in the case of applying concentrated
marketing.
Key words: segmentation, targeting, positioning, global marketing.

agrubor@ef.uns.ac.rs

124

,
. ,
. ,

,
.
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.

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1.

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:
1.
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2.
(, 2009, . 132.).


.
,
,
.
, Vol. 48, 28/2012, . 123-131

. ,
.

. ,
,

( & , 2006, . 240.).

,
,

(Hooley, Piercy, & Nicoulaud, 2008, str. 205.).
.

.
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.

1. ,

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, Vol. 48, 28/2012, . 123-131

125

126

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,
(, 2009, .
234.).

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2.

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,
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.

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(, 2007, . 146.).
, , , ,

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.

(Czinkota & Ronkainen, 2010, str. 19.).


. ,
.

,
. ,

.

, Vol. 48, 28/2012, . 123-131

,
, ,
(Kotabe & Helsen, 2011, str. 223.) .


(Keegan, 2002, . 199.).

,
.

, ,
. ,
:
,

.


, (Hollensen, 2011, . 261.).

,
,
.

, .
, ,
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3.
, Jack Trout Al
Ries 1969. Positioning is a game people play in todass me too
marketplace. , ,
, , ,
.

, , .
,
.

, ,
.

, Vol. 48, 28/2012, . 123-131

127

128

2 . (Hooley, Piercy, &

Nicoulaud, 2008, . 206.)

.

, .
,
.

.
,
.
high touch i
high tech (Keegan, 2002, . 202.). High tech
,
.
, . High touch

.
,
.


. ,
,

.

(Walker, Boyd,
Mullins, & Larreche, 2003, . 175.).

, Vol. 48, 28/2012, . 123-131

.

, ,
, .

.
,

,
(Trout, 1996, . 54.).
,

, , , , ,
.

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.
(Kotler, Wong, Sunders, &
Armstrong, 2007, . 443.):

,
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.

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.

. ,
,
, .
.

, Vol. 48, 28/2012, . 123-131

129

130

, .
.

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.
,
.
,
.
, , ,
, .
,
,
, ,
.
,
,
.

,
.
, . ,

.

Czinkota, M. R., & Ronkainen, I. A. (2010). Principles of International Marketing (ninth .). South-Western
Cengage Learning.
Hollensen, S. (2011). Global Marketing (fifth .). Essex: Pearson Education.
Hooley, G., Piercy, N., & Nicoulaud, B. (2008). Marketing Strategy and Competitive Positioning (fourth .).
Harlow: Prentice Hall.
Keegan, W. J. (2002). Global Marketing Management (seventh .). New Jersey: Prentice - Hall International.
Kotabe, ., & Helsen, K. (2011). Global marketing Management (fifth .). New Jersey: John Wiley & Sons,
Inc.
Kotler, P., Wong, V., Sunders, J., & Armstrong, G. (2007). ( .),
: .
Trout, J. (1996). The New Positioning. New York: Mc Graw - Hill.
Walker, O. C., Boyd, H. W., Mullins, J., & Larreche, J. (2003). Marketing Strategy. New York: McGraw - Hill/Irwin.
, . (2007). (II .), : .
, ., & , . (2006). (12. .), : .
, . (2009). ,. :
.
, . (2009). (2. .), : .

, Vol. 48, 28/2012, . 123-131

Resume
Companies may have different approach to the global market, i.e. they can opt for mass
marketing or targeted marketing. The modern-day global marketing practices are
characterised by shift from the mass-oriented and transfer to target marketing, bearing
in mind its advantages in identifying and using global marketing circumstances,
developing global brands and raising the efficiency of the total marketing programmes
on the global market.
Targeted global marketing is based on segmenting, targeting and positioning.
Dividing the global market into homogenous consumer groups creates market
segments suitable for developing global products and brands. Segmenting the global
market, therefore, results in measurable, accessible, profitable and operative consumer
groups.
Having completed the segmentation, marketers channel their activities to
targeting globally most appropriate market segment, considering their size, growth
potential, structural activities and overlapping with the resources and objectives of a
globally engaged company. Targeting the global market enables choosing an
appropriate strategy of covering the global market, whether in undiferentiated,
differentiated or concentrated marketing.
In modern-day global marketing, companies increasingly apply positioning
pased on the perception of value delivered to consumers at an appropriate price. The
strategic options of such positioning span the range from more for more to less for less.
In addition, globally established comanies also apply strategies for changing and
retaining consumer perception.

, Vol. 48, 28/2012, . 123-131

131

132

, Vol. 48, 28/2012, . 123-131

 658.8:061.4 ; 005.336.1:659.113

, Vol. 48, 28/2012, . 133-143

: 29.06.2011.
: 09.09.2011.

The effects of company's exhibition on a fair

...
:
. ,

. . ,
, ,
. , .
.
: , , , .
Abstrakt: In the modern business environment, the strategic approach to marketing communications is manifested in tactical integrated marketing communications. Due to high costs of massive communications, individual
approaches to consumers and potential consumers are more and more implemented nowadays. Fairs are also
one of these approaches. To simplify, the question of efficiency of fair exhibition may be observed through the
prism of fulfillment of individual, particular, economic and communication goal. So, efficiency is the capability of
achieving the given goal. Therefore, the efficient company is the one that, by fair exhibition, achieves its goals.
Key words: fair, integrated marketing communications, economic effects, communications effects.

, ,
, ,
.

, , , .
,
,
. .
,
,

.

ekomistdoo@sbb.rs

134

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1.




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2009, . 8)
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. (, 1994, . 33)

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.


, Vol. 48, 28/2012, . 133-143

. (, , 2007,
.8)
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1. -
(www.auma.de, 2011)





/

89%
84%
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: EMNID , AUMA,
500 ,
2010.

( 1), (89%)
(84%) ,
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2.


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, Vol. 48, 28/2012, . 133-143

135

136

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, Vol. 48, 28/2012, . 133-143

.
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Journal of Marketing, July 1995. 75, Gopalakrishna S.,

Lilen G., Williams J., Sequera I.
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.

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, Vol. 48, 28/2012, . 133-143

137

138

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, Vol. 48, 28/2012, . 133-143

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140

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, Vol. 48, 28/2012, . 133-143

141

142

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, Vol. 48, 28/2012, . 133-143

, . (1994),
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, . (2009), -
,
, ., , ., , ., (2007) , :
13. 06. 2011. -:
http://www.auma.de/_pages/e/01_KeyFigures/0104_MesseTrend/010400_MesseTrend.aspx

Resume
The efficiency of achieving goals on fair exhibitions may be observed through the
prism of evaluation and comparison of the obtained results with the precisely defined
goals. Activities for reduction or elimination of deviation may be undertaken. The
control of achieving economic and communicational goals is based on comparison of
desired goals with the achieved ones. From the point of view of the company that took
place on certain fair measurement, comparing with competition, analysis and reports
made by fairs' organizers and independent research agencies are in function of changes for business results improvement.

, Vol. 48, 28/2012, . 133-143

143

144

, Vol. 48, 28/2012, . 133-143

 005.574:159.923-055.1/.2

, Vol. 48, 28/2012, . 145-156

: 19.09.2011.
: 12.01.2012.

/
Gender Differences in Negotiation

: ,
.
( )
. ,
.
: , , , , .
Abstrakt: As men and women have different roles in society, their negotiating styles and behaviors are also
different. The success of men and women in negotiations depends largely on the type of negotiation (integrative
or distributive) and gender stereotypes prevailing in society. While women are generally better in integrative
negotiations, men are more successful in distributive negotiations.
Key words: negotiation, men, women, gender differences, negotiation styles.

.
, .
. , : , , (Gosselin,
2007; Lewicki, Barry Saunders, 2010; , 2011).
. ,
.
, / ,
(, 2009, . 195).
: ,
,
(Lewicki ., 2010, . 404).

gdobrijevic@singidunum.ac.rs

146

,
. Sandra Bem
( Canet-Giner Saorn-Iborra, 2007, . 212) . , . , , ,
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, .
, .

, .
(, -

, Vol. 48, 28/2012, . 145-156

, ) , .
win-win . ,

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, . ,
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.

2.

. Judith Briles
,
( Wyatt, 1999, . 22).
,
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). ,
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(Wy, 1999, . 22-23).
(win-win) ,
(win-lose).
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(Vanderbroeck, 2010, . 765-766). (. Reuvers, Van Engen, Vinkenburg Wilson- Evered, 2008; Eagly Johnson, 1990)
( ) - , ,
. Vinkenburg, VanEngen, Eagly Johannesen-Schmidt (2011)
,
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, Vol. 48, 28/2012, . 145-156

147

148

, / (. masculinity/femininity),
.
, , , , . .

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, (Hofstede,
1983, . 64).
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. ,
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7-8% . , .

(.
307).
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3. /
:
1. 2.
(Kray, 2007, . 160;
Lewicki ., 2010).
. Karakowski
Miller (2006),
.
, .
.

, Vol. 48, 28/2012, . 145-156

Lewicki . (2010) :
1.
: ,
. ,
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15% , .
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, Karakowski Miller (2006)
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( 1).
, ( )

, . .

, Vol. 48, 28/2012, . 145-156

149

150

1.

: Karakowsky, L., Miller, D. (2006). Negotiator style and influence in multi-party negotiations: exploring the role of
gender. Leadership & Organization Development Journal, 27 (1), .55

Karakowski Miller
, .
. , w- . , , .
, ,
. 1
.
1.

: Karakowsky, L., Miller, D. (2006). Negotiator style and influence in multi-party negotiations: exploring the role of gender. Leadership & Organization Development Journal, 27 (1), .52

,

. ,

.
, Vol. 48, 28/2012, . 145-156

Brahnam, Margavio, Hignite, Barrieri Chin (2005)

.
, ,
, .
,
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(, 2009) ,
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, (Wyatt, 1999, . 23).

- .
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.
, .
, .

, Vol. 48, 28/2012, . 145-156

151

152

2. /
: Canet-Giner, M.T., Saorn-Iborra, M.C. (2007). The Influence of Gender Role on Negotiation Development and Outcome. Equal Opportunities International, 26 (3), .221

Hanappi-Egger Kauer (2010) . , , .

.
,
.
, (. 505506).

(Kray, 2007, . 160).
. (. 164): ,
. ,
.

4. /

(, 2009)
,
( ) ,
(36% vs. 28% )
(31% 14% ),
(33% / ,
, Vol. 48, 28/2012, . 145-156

26% ).
( ), ,
(82% 74% ),
. , (12%)
(8%) .
(31%), 22% (1).
1.

: (2009), - , , , . 111.

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(46% ),
(57%
).
(35%) (25%) ( 2).

, Vol. 48, 28/2012, . 145-156

153

154

2.

: (2009),
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:
(53% 42%
), (42% , 31% ).

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, Vol. 48, 28/2012, . 145-156

. , .
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, .
, .
, . ,
.

Babcock, L., Laschever, S. (2010). Women Dont Ask. U Lewicki, R., Saunders, D.M., Barry, B. (ur.) Negotiation:
Readings, Exercises and Cases (6th ed.), str. 301-308. Singapore: McGraw-Hill International.
Brahnam, S.D., Margavio, T.M., Hignite, M.A., Barrier, T.B., Chin, J.M. (2005). A Gender-Based Categorization
for Conflict Resolution. Journal of Management Development, 24 (3), 197-208.
Canet-Giner, M.T., Saorn-Iborra, M.C. (2007). The Influence of Gender Role on Negotiation Development and
Outcome. Equal Opportunities International, 26 (3), 209-231.
Kray, L. J. (2007). Leading through Negotiation: Harnessing the Power of Gender Stereotypes. California Man
agement Review, 50 (1), 159-173.
, . (2009a), , , 9 (1),
193-205.
, . (2009), -
, , .
, . (2011), , : .
Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108,
233256.
Gosselin, T. (2007). Practical Negotiating: Tools, Tactics and Techniques, John Wiley & Sons, Inc., Hoboken,
New Jersey.
Hanappi-Egger, E., Kauer, A. (2010) Gendered scripts: studying hidden assumptions in business contexts.
Gender in Management: An International Journal, 25 (6), 497-508.
Hofstede, G. (1983). National Cultures in Four Dimensions: a research-based theory of cultural differences
among nations. International Studies of Management and Organization, 13 (1-2), 46-74.
Karakowsky, L., Miller, D. (2006). Negotiator style and influence in multi-party negotiations: exploring the role of
gender. Leadership& Organization Development Journal, 27 (1), 50-65.
Lewicki, R., Barry, B., Saunders, D.M. (2010). Negotiation. Singapore: McGraw-Hill/Irwin.
Reuvers, M., van Engen, M., Vinkenburg, C. J. and Wilson- Evered, E. (2008). Transformational Leadership and
Innovative Work Behaviour: Exploring the Relevance of Gender Differences. Creativity and Innovation
Management, 17 (3), 227-244.

, Vol. 48, 28/2012, . 145-156

155

156

Riley, H., McGinn, K.L. (2002). When does gender matter in negotiation? Faculty Research Working Paper
Series, John F. Kennedy School of Government, Harvard University [online]. Preuzeto sa sajta:
http://ksgnotes1.harvard.edu/Research/wpaper.nsf/rwp/RWP02-036/$File/rwp02_036_riley.pdf
Rouse, M. J., Rouse, S. (2005), Poslovne komunikacije: kulturoloki i strateki pristu, Zagreb: Masmedia.
Vanderbroeck, P. (2010). The traps that keep women from reaching the top and how to avoid them. Journal of
Management Development, 29 (9), 764-770.
Vinkenburg, C., VanEngen, M.L., Eagly, A.H. and Johannesen-Schmidt, M.C. (2011). An exploration of stereo
typical beliefs about leadership styles: is transformational leadership a route to womens promotion?.
The Leadership Quarterly, 22 (1), 1021.
Wyatt, D. (1999). Negotiation Strategies for Men and Women. Nursing Management, 30 (1), 22-26.

Resume
This paper presents a conceptual analysis that builds on past research on gender and
negotiation. Although in the literature there are contradictory opinions on the impact of
gender on negotiation styles and strategies, experience has shown that men and women
behave differently in negotiations. Men and women conceive of negotiations in different ways, they communicate differently during negotiations, and similar tactics have
different effects in negotiations, depending on the gender that uses them.
The main purpose of the study was to investigate various gender differences and
stereotypes in negotiations. Understanding gender differences is theoretically and empirically important because it can improve negotiation outcome, especially for women.
It is particularly important in situations where the participants of negotiations are
members of both sexes, because in such situations the differences between men and
women will be most visible. Rather than to pretend that differences do not exist, we
should understand them better.

, Vol. 48, 28/2012, . 145-156

 005.346 ; 005.552.3:330.567.22

, Vol. 48, 28/2012, . 157-165

: 08.10.2012.
: 04.11.2012.

The CLV concept as a method for classifying customers

, ,
: ,
,
, .

,
.

.
,
.
: , CLV, , ,
CRM.
Abstrakt: Complexity of doing business in modern markets puts under pressure all companies to reinforce their
businesses with concept of marketing. Most market participants realize now, that their customers are the most
valuable resource in companies. They are the ones, who deserve most of the attention from companies, when
doing business. To succeed in customer relationship management, marketers need to classify most profitable
customers and those who make most value to the company. It is due to the fact that there are some customers
draining most of the company`s resources while at the same time they do not deserve it. Customer Lifetime
Value concept represent one of the methods for precise classifying of customers who deal with the company,
based on their profitability for company in the future period. This paper examines the CLV concept in its basis, in
order to present its efficiency in doing business.
Key words: Customer Lifetime Value, CLV, profitability, Customer Relationship Management, CRM.

,
.

.

brkljacm@uns.ac.rs

158

,

.
,
,

.

CRM (. Customer Relationship
Management) . ,

.

,
,
,
.
umar (2008.)
RFM (. Recency Frequency Monetary Value),
SOW (. Share of Wallet), PCV (. Past Customer Value) (. 30). ,

,

, .
,
,
(. Customer Lifetime Value - CLV).

(Kumar, 2008).

,

.

1.
,
. 1956.
Wendell Smith
(Bailey, Baines, Wilson, Clark, 2009, . 229).


.
: , ,

, Vol. 48, 28/2012, . 157-165

, ,
( Bailey et al., 2009).

, .
.
,


,
. Rigby- CRM
,
(Bailey et al., 2009). ,

,
(Payne, Frow, 2006, . 136).


. ,
,

.

,
.

. ,
. Ryals (2005) CRM

( 252).
,
.

2.
,
,
. Kumar ,
, ,
,
. (Kumar, 2008, . 37). Ryals (2008) CLV
(. 87).
. CLV

(Holm, Kumar, Rohde, 2011, . 389).
, Vol. 48, 28/2012, . 157-165

159

160

, ,
.
,

, .
, CLV
, ,
.
CLV .
.
,
(, , Zehetner, 2011, . 54).
, CLV
( . 2011).
CLV

( . 2011).

. ,
,
(Pfeifer, Farris, Bendle, 2005, . 4).
, ,
. ,
. ,
.
,
.
.
,
.
,

.
,
, .
(Pfeifer et al. 2005, . 4) ,
.
,
(Kumar, 2008, . 40).
CLV ,
,
. , ,
CLV ,

, Vol. 48, 28/2012, . 157-165

.
, CLV
.
.
,
. CLV
,
, . ,
,
.
,
Kumar- (2.1) :
T

CLVi P( Active)it
t 1

AMGCit T
1 t
M it (
) Ai
t
(1 d )
1 d
t 1

(2.1)

:
AMGCit t

i
t
T
d
P(Active)it i
t
Mit
Ai

, . P(Active)it
,
. CLV,
,
.
,
.
:

T
P( Active) ( ) n
N

(2.2)

:
n
T
N .

, Vol. 48, 28/2012, . 157-165

161

162

. ,

e.
,
,
(Kumar, 2008, . 45).
AMGCit

. AMGCit

, d.
,
.
M (2.1)
,

. A
,
.

3. CLV

.

CLV,

,

. ,

, ,
( .
2011).
,
.

,
.
,

. CLV

, Vol. 48, 28/2012, . 157-165

.

CLV (Holm, et al. 2011, . 392). CLV
. ,
,
,
CLV CLV
CLV
.

.
CLV
. ,
,
( . 2011).
, ,
.
CLV
.

(.) word of mouth ,
.
,
, . ,
,
, CLV.
,

,
.
,
, ,
.
,
CLV
. (2.1)
AMGCit,
0 1.
,
.
AMGCit
,
.

, Vol. 48, 28/2012, . 157-165

163

164

.


.
,

.
, ,
.
,
,

,
.
,
, .


.

Bailey C., Baines R. P., Wilson H. Clark M. (2009). Segmentation and customer insight in contemporary servi
ces marketing practice: why grouping customers is no longer enough. Journal of Marketing Manage
ment, 25 (3-4), 227-252.
Holm M., Kumar V. Rohde C. (2012). Measuring customer profitability in complex environments: an
interdisciplinary contingency framework. Journal of the Academy of Marketing Science 40, 387-401.
Kumar V. (2008). Managing customers for profit, strategies to increase profits and build loyalty. Pearson Edu
cation, Inc., New Jersey
Payne A. Frow P. (2006). Customer relationship management: from strategy to implementation. Journal of
Marketing Management, 22, 135-168.
Pfeifer P. E., Farris P. W. Bendle N. (2005). Customer profitability. tehniki izvetaj, University of Virginia
Darden Business Publishing
Ryals L. (2005). Making customer relationship management work: the measurement and profitable manage
ment of customer relationships. Journal of Marketing 69, 252-261.
Ryals L. (2008). Managing customers profitably, John Wiley & Sons Ltd, England
., . Zehetner A. (2011). Upgrading marketing planning activities through measuring
customer lifetime value. Strategic Management 16 (3), 53-61.

Resume
Active usage of Customer Lifetime Value concept is efficient method for classifying
customers that deal with company. Classifying them in different categories, based on
key criteria for business, contributes to more secure process of decision making and

, Vol. 48, 28/2012, . 157-165

reduces the risk of making wrong decisions in dealing with customers. Key criteria for
classifying customers in company are profitability and loyalty of customers expressed
through satisfaction with achieved cooperation. Those criteria are the integral part of
CLV analysis, and thus, put this concept in front of the other concepts with similar
usage.
Need for business decision making, which for result has certain events in the
future time period, brought up in the foreground of big multinational companies CLV
concept. Those companies have recognized number of advantages and benefits of using
CLV concept in marketing oriented business. This paper describes elements of CLV
analysis in its basis, advantages and disadvantages of its usage, and also, method of its
mathematical quantification. This paper explains the value of classifying customers in
the company, in order to achieve efficiency and effectiveness in doing business with
analyzed customers.

, Vol. 48, 28/2012, . 157-165

165

166

, Vol. 48, 28/2012, . 157-165

 , Vol. 48, 28/2012, . 167-179

: 16.03.2012.
: 20.03.2012.

005.346 ; 659.23

Permission Marketing for Better Overcoming the
Economic Crisis

, ,

, ,
: , , ,
.
. .

. , , , ,
. Interruption marketinga
( )
, Permission marketing (
) ,
.
. ,
,
, ,
.
: , .
Abstrakt: In modern business conditions, companies, in order to attract and retain customers, have to find new
ways to communicate to their customers and better understand them. Differences among customers are becoming very important. Companies do not build relations with an "average" customer, but are attempting to address
the individual. Establishing the long-term relationships with customers is becoming the key factor of companys
success at the market. Satisfaction, trust, reliability, as elements for building the long-term relationships, considers direct contact and communication with customers. Unlike the "Interruption marketing" where the company
sends an unwanted message to customers interrupting their flow of thought and behavior in order to draw attention to its product, in "Permission Marketing" the stress is paid at the messages already expected by the customers, adapted to them and related to their interests. "Permission marketing" allow customers to choose whether

mines@ef.uns.ac.rs
nenad.djokic.vpsns@gmail.com

ksenija.fabian@ef.uns.ac.rs

168

, ,
they want to receive promotional messages from the company. Creating a dialogue with customers by interactive
relationship based on customers permissions is very important because in that way information is transformed
into knowledge about customers, their wishes and needs. Based on such knowledge, companies can adapt to
customers and establish the long-term relationship with them.
Key words: long-term relationship, permission marketing.

,
, , ,
.
, ,

.
.
,
. ,
.
(permission marketing),

. interruption marketinga,
(
)

,
,
.

1.
, .
Marvin Girouard, Pier 1 Imports Inc.
,
.

. ,

, ,
,
, .

.
,
, Vol. 48, 28/2012, . 167-179

, . ,
(interruption marketing ),

.

.
.

. ,
. ,
,
.
,
.
,
, ,
. , ,
.
,

. ,
. , ,
(, , 2009, . 175).
,
.

2.

, ,
,
, ,
,
.
.
,
, , . ,
,
.
,
,
.
(, , , , , , 2010, . 70):
, Vol. 48, 28/2012, . 167-179

169

170

, ,

, .
, .
, ,
.

,
. ,
,
. ,
,
.

.
,
. ,

, ,
( ., 2010, . 212):

,
,
,

,
,
,
,
, ,
, .

, ,
, ,
.

3.

. interruption marketinga ( )
,
, , ,
permission marketing ( ) .
(,
1999, . 43):

, Vol. 48, 28/2012, . 167-179

(anticipated) ,
(personal) , .

(relevant) .
,
.

.
.
.

, ,
.
70% .
, 35%
.
3.1.

,
,
(Godin, 1999, . 44). , ,
, ,
.

, .

. ,
,
, , ,
. ,
,

. .
, ,
.
, . ,
,
,
, .
.

. , ,
, . ,
, .

, Vol. 48, 28/2012, . 167-179

171

172

, ,

. ,
. ,
, ,
.
, ,
. ,
.
.
,
. .

,
( 1).
1.
.
, , .
. .
, , , . ,
.
.
, .
,
,
. ,
. , .
, 1000 5000
. , ,
. , -,
,
. ,
, .

, ,
, ,
. ,
, ,
, , .

4.
.
Peter Drucker
, ,
, (Godin, 1999, .
97-128):
, Vol. 48, 28/2012, . 167-179

1.
2.
3.
4.
5.

( ),
,
,

.

,
. , .
,
.
, , ,
.
,
. ,
. ,
,
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,
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)
.

. ,
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, .
. , ()
.

,
. , ,
, - .
,
.
, ,
.

, Vol. 48, 28/2012, . 167-179

173

174

, ,

.
,
.

, .
,
(. ,
). , ,
.
,
,
, .
, ,
,
.
. ,
?

.
4.1.

,
, , ,
.
,
. ,
, ,
, . ,
,
,
,
( ., 2010, . 232).

, ,
( ., 2010, . 234):
, ,
6 . 2250
. 90% , ,
.
92% ,
95% .

, Vol. 48, 28/2012, . 167-179

, , ,
52% 9 13 , 70% 14 18
, 83% 19 24
.
,

.
,
( ) .
4.1.1.

. ,
:

,

,
,
,
, ,
( ., 2010,
. 236).

,
(
, 2010, . 237): ) ; ) ;
) ; )
; ) ; )
; ) ; )
; )
) .

,
, ,
, .
,

,
.
( ., 2010, . 235):

, Vol. 48, 28/2012, . 167-179

175

176

, ,

1.

2.

3.

4.

1
,
, .

. , .
2

.
, .

.
,
, , .
3 ,
3 , . ,

. ,
.
:
, , , ,
, ,
. (Kotler, Keller, 2006, . 162)
4
, . ,

, ,
.

, Vol. 48, 28/2012, . 167-179

5.


.
. ,
(2007) 20.

.
,
(
), off-line on-line .
( ,
, ,
) .
, ,
.

, , (, ,
2007, . 4).

, (Jobber, Fahy, 2006,
. 91):

,

, . 25%
85% ( ) 5%.

,
.
. ,
50 , 10
30 ,
15000 .

, ,
.
, , , ,
, . , Vol. 48, 28/2012, . 167-179

177

178

, ,

, , .
,

. ,
,

, ,
,

(,
, 2010, . 97).

,
,
.
William Esray, Spring Corporation

.

.

.

.
,
, .
,
,

.
,
.

,
. interruption marketing .
permission marketing, ,
.
,
,

, Vol. 48, 28/2012, . 167-179

. ,
, .
,

.
, ,
,
,
.
,
,
.

Godin, S. (1999). Permission marketing. New York: Simon and Schuster.

oki, N., Fabian, K., i Mesaro, I. (2010). Consideration of the principles of marketing philosophy in conception
of the fiscal system of a country. 6th international conference of ASECU-EconomicDevelopment, Tax
System and Income Distribution in the Countries of Southern and Eastern Europe, 95-104.
Jobber, D., Fahy, J. (2006). . : .
Kotler, Ph., Keller, K.L. (2006). . : .
, ., , ., , ., , ., , ., , . (2010),
,. : .
, ., , . (2007), , : .
, ., , . (2009), , : .

Resume
The authors of this study were trying to highlight the importance of the companys
communication with customers. The main aim of the study was to point out the benefits of the permissionmarketing in the relation to interruptionmarketing. In todays
business environment, companies find very difficult building long-term relationships
with customers because their trust in companies is declining because of constant
bombardmentwith promotional messages. Permission marketing could be a possible
solution forasmuch as it enables companies to interact with its customers and to build
the long-term relationships with them considering the fact that customers are those who
are authorizing the company to address them. The importance and role of permission
marketing were explained in this study with special emphasis on its role during the
economic crisis where having loyal customers is very im

, Vol. 48, 28/2012, . 167-179

179

180

, ,

, Vol. 48, 28/2012, . 167-179

 005.332:338.124.2 ; 005.511

, Vol. 48, 28/2012, . 181-197

: 30.05.2012.
: 25.06.2012.

Impact of Global Economic Recession on The Structure and

Scope of Entrepreneurial Activity

, ,

, ,
:
,
.

. u

/ . ,
, ,
/ .

(Global Entrepreneurship Project) 2007., 2008. 2009.
- ( ) - ( ).
: , , , .
Abstrakt: The global economic recession, as the economic ambient, shows its feature in big changes being the
consequence of two primary decisions: free market abandoning and big state intervention in the economy. The
previous economic happenings are greatly changing the economic image of most countries seized by the wave
of significant setback in production, as well as the conditions, i.e. the economic ambient. The work points to the
changed business circumstances and their influence on the volume and structure of entrepreneurial activities in
some countries regarding to the direction of trends of parts/stages of the entrepreneurial process. It is known that
in the conditions of difficult economic circumstances, recession, neglected markets and resource availability are
activated, and it contributes that many people/entrepreneurs realize new business possibilities. It brings to starting new business undertakings. Research results of the GEM (Global Entrepreneurship Monitor) Project in
2007, 2008 and 2009, supplemented by IMF (International Monetary Fund) and WEF (World Economic Forum)
reports are available for all the mentioned analyses and open questions.
Key words: business environment, recession, entrepreneurship, GEM project.

bolesu@ef.uns.ac.rs

marics@ef.uns.ac.rs

182

,

,

.
( ,1968.)

, ,

,
,
, . ,
,

, ,
, ,
.


.


.
(Shumpeter)
.
(2008)

,
, ,
,
.

,

,
(Tan, 1996).
, ,
,
. ,
,


.
, Vol. 48, 28/2012, . 181-197

,

.

1. ,


, ,
.

.

.
, (Smallbone, 2010)
,

(Smallbone and Welter, 2001).
,
, , , ( ,
, ), , , ,
, . , , , .

( ).
( )

(Aidis, 2005)
,

(Smallbone and Welter, 2001).

. , Vol. 48, 28/2012, . 181-197

183

184

(Doern, 2009) ,
, .
. ,
,
,
(Wells at al., 2003). ,

,
.
, ,

, , .

.
, ,
.
,
.
, , . , .

.
.
. ,
,
70- 90- .

.
: .
19. , ,
, : , ; . 90-
, ,
(Krugman).

, Vol. 48, 28/2012, . 181-197

.
,
(Bosma and Levie, 2009).
,
(Bleaney and Nishiyama, 2002), .
,
J. umpeteru (1934)
.
,
,
(Giamartino, 1991).

(Smallbone &
Welter, 2001),
.
,
2010. , .
() ( , , 19-20. 2000.),
( , , 23. 2003.) (, 2000-2001).

, 20. (Birch,
1987).
, . ,
. , 99 .
, 91% - 10 . , (, 2009). ,
70- ( 73/74. 78/79.)
.
.

.

, , Vol. 48, 28/2012, . 181-197

185

186

(Sternberg and Wennekers, 2005).
, 2008.
, , 1, /
.
,
(2008).
, .
,
,
,
. (1929 1930),
1
Herberta Huvera
,
.


.
,
, 1995. ,
2003.

(Krugman, 2010).

2008. -.

,

. ,
, 2009. , , 1.

. 1

1929-1933

, Vol. 48, 28/2012, . 181-197

. ,
,
,
2012. . ,
.
, ( , ), ( , ,
, -),
(. )

.
.
,
,
, , , ,
.
:

, ;
;
( );
;
;
;
, ,
(,
2009).

, ,
. , , (Fairlie, 2011).
Bosma and Levies
(Factor-driven Econo-

, Vol. 48, 28/2012, . 181-197

187

188

mies) , ,
.
. (Efficiency-driven Economies)
. .
(Innovation-driven economies) ,
, , .

2.

.
1.
(Reynolds, et al., 2005).
1.

: GEM Global Report 2010

(Overall Entrepreneurial Activity
- OEA anybus),
(Total Early Stage Entrepreneurial Activity),
TEA (nascent entrepreneurs)
, Vol. 48, 28/2012, . 181-197

3.5 (ownersmanagers of established small business - up to 3.5 years entrepreneurs)

3.5 (owners-managers of established small
business more than 3.5 years - estbbu)6.
/ (GDP percent change)
.
kao (GDP per capita in US$)
.
48 2009.
(World Economic
Forum) : 1 (factor driven economies, n 8) do 3,000$
, 2 (eficiency driven trasitional economies, n 7), 3 (eficiency
driven other countries, n 14) 17,000$ 4
(innovation driven economies, n - 19) 17,000$ .

(eficiency driven economies)
(eficiency driven trasitional economies)

.
$ , World Economic Outlook Database, October 2010.
,
2009. .
2009.
2007. 2008.

2007., 2008. 2009.
. 2009.
55 48
. ,
, 2009.
(Adult Population Survey Country version 3b).
18 64 (percentage of adult population 18 64 years old)
.
, ,
,
.
,
.
.

, Vol. 48, 28/2012, . 181-197

189

190

,
. ,
.
-
,

.

:
1 :
1
.
1
.
2:
2
.
2
.
3:
3
.
3
.

3.
,

,

() , 2, ()
(x) (, 2)
.

, ,
.

, Vol. 48, 28/2012, . 181-197


Tabela 1.

5
5

8.461
13.017

.000
.000

. = .000
( ) = .000 ( ),
1 2 1
2,

,


.
,

.
ea 2. /
/
$ (GDP per capita in
US$)
(TEA
nascent and up to 3.5 years)
3.5
(estabbu more than 3.5 years)
(OEA
anybus)
(GDP as a
percent change)

60.092

.000

.000

13.504

.000

.035

2.477

.074

.049

8.841

.000

.040

4.668

.006

.080

. <.1
3,


/: $ (.000),
(TEA-nascent and up to 3.5 years (.000)),
3.5 . (estabbu-more than 3.5 years (.074)),
(OEA-anybus (.000)) (GDP-percent change (.006)).
, Vol. 48, 28/2012, . 181-197

191

192

/,
, kod: GDP-percent change (.080), estabbu-more than
3.5 years (.049), OEA-anybus (.040), TEA-nascent and up to 3.5 years (.035), GDP per
capita in US$ (.000).

,
.
3.5
estabbu more than 3.5 years,

,
.

(
, ) ,
,
,
.
( 3)
( )
48 .
ea 3.
GDP
as a percent
change
GDP as a percent change
estabbu more than 3.5
years
OEA anybus
TEA nascent and up to 3.5
years
GDP per capita in US$

estabbu
more than
3.5 years

OEA
anybus

TEA
nascent and
up to 3.5
years

GDP
per capita
in US$

1000
449

1000

539

876

1000

524

670

945

1000

-359

-215

-417

-490

1000

kao $

/ 2009. .

, ,
, ,
,
,
, Vol. 48, 28/2012, . 181-197

.
.
( y )

.
(945)
OEA-anybus i early stage entrepreneurial activity

(Factor
driven economies- TEA19.03; estbbu 11.11)
(Inovation driven economies - TEA 6.24; estbbu 6.49)

.
() ()
.
., .
. (Factor-driven economies),
$ ( 6226.24 US$) TEAnascent and up to 3.5 years (19.03), estabbu-more than 3.5 years (11.11), OEA-anybus
(29.32) (2.29).
(Innovation driven
economies - 42117.53 $) : TEAnascent and up to 3.5 years (6.24), estabbu-more than 3.5 years (11.11), OEA-anybus
(12.48) GDP-percent change (-3.81), estabbu-more than 3.5 years (6.15) (efficiency driven transitional economies). (efficiency driven transitional economies) ,
,

(efficiency driven transitional economies - 8331.84).
(factor driven economies - 6226.26)
(efficiency driven other economies - 6671.79)
,
(efficiency driven transitional economies, OEA anybus 13.48;
GDP - percent change -3.45) (innovation
driven economies, OEA anybus 12.48; GDP - percent change -3.81).

Bosma and Levie

(Factor-driven Economies) ,
,
.
, Vol. 48, 28/2012, . 181-197

193

194

.
, (Efficiencydriven Economies)
.
, .
(Inovation-driven Economies) ,
,
,
.

. Koellingera i Turika (2009)
(umpeter)
(GEM Report 2010).

.

.

:
(2008.)


;


(
);


;

,

;




.

, Vol. 48, 28/2012, . 181-197

Aidis, R. (2005), Institutional Barriers to Small- and Medium-Sized Enterprise Operations in Transition Countries, Small Business Economics 25, 305-318
Birch, D. (1987), Job Creation in America, New York, Free Press
Bleaney, M. and A. Nishiyama, 2002, Explaining Growth: A Contest Between Models, Journal of Economic
Growth 7, 4356.
Doren, R., (2009), Investigating Barriers to SME Growth and Development in Transition Environments: A Critique and Suggestions for Developing the Methodology, International Small Business Journal 27, 275305
Ekonomska komisija UN za Evropu (UNECE), Mala i srednja preduzea u zemljama u tranziciji, dvogodini
pregled za period 2000-2001., str. 11.
Fairlie, R., W., (2011), Entrepreneurship, Economic Conditions and Great Recession, University of California,
Santa Cruz
Galbrajt, D. K., (1970), Nova industrijska drava, Zagreb
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USA, Universidad del Desarrollo, Santiago, Chile, Reykjavk University, Hsklinn Reykjavk, Iceland
and London Business School, London UK
Niels B., Jonathan L., (2009) Global Entreperneurship Monitor 2009 Global Report, Babson College, Boston,
USA, Universidad del Desarrollo, Santiago, Chile, Reykjavk University, Hsklinn Reykjavk, Iceland
and London Business School, London UK
Niels B., Kent J, Erkko A, Jonathan L., (2007) Global Entreperneurship Monitor 2007 Global Report, Babson
College, Boston, USA & London Business School, London UK.
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School, London, UK;
OECD Centre for Entrepreneurship, SMEs and Local Development, The Impact of the Global Crisis on SME
and Entrepreneurship Financing and Policy Responses
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Entrepreneurship Monitor: Data Collection, Design and Implementation 1998-2003, Small Business
Economics 24, 205-231
Rezultati istraivanja GEM projekta u Republici Srbiji za period 2007-2009. godina
Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge, MA: Harvard University Press
Schwab, K. (2009). Global Competitiveness Report 2009-2010. World Economic Forum. Geneva, Switzerland.
http://www.weforum.org/pdf/GCR09/GCR20092010fullreport.pdf
Smallbone, D. and F. Welter, 2001, The Distinctiveness of Entrepreneurship in Transition Economies, Small
Business Economics 16, 249-262
Smallbone, D. and F. Welter, 2001, The Role of Government in SMEs Development in Transition Economies,
International Small Business Journal 19, 63-77
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Global Entrepreneurship Monitor Data,Small Business Economics, 24(3), 193-203.
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Wells, B., Pfantz, T., Bryne, J. L. (2003), Russian Women Business Owners: Evidence of Entrepreneurship in a
Transitional Economy, Journal of Development Entrepreneurship 8, 59-71

, Vol. 48, 28/2012, . 181-197

195

196

Resume
We can generally emphasize that the level of entrepreneurship has gone down in most
countries and the principal cause is difficult economic circumstances followed by the
crisis. The analysis of available data in the GEM project on trends of entrepreneurial
activities during the crisis has enabled the following conclusions: (1) The global economic recession (2008) have had the highest intensity in highly developed capitalist
countries and, because of the global integrity of financial and economic systems, it has
spread quickly in other countries; (2) The crisis realized the biggest influence on the
environment and aggravation of business opportunities through the lack of investment
possibilities in entrepreneurial undertakings (governments intervened to aid the biggest
companies); (3) The level of entrepreneurship has fallen in most countries, and the
principal cause is difficult economic circumstances followed by the crisis; (4).There
have not been new entrepreneurial undertakings in highly developed countries because
of big crisis intensity. The existing entrepreneurs have kept the continuity because of
the system stability, and the participation of unsuccessful entrepreneurial undertakings
has stayed unchanged; (5) The positive trend of growth unemployment rate and difficult business circumstances in recession conditions do not follow the real trend of entrepreneurship growth, but entrepreneurship, at the beginning stages of the entrepreneurial cycle is still on the high level relating to the countries of the lower development
level.

, Vol. 48, 28/2012, . 181-197

1. BDP % /
2007

2008

2009

2007

Innovation-Driven Economies
Factor-Driven Economies
2,40
*

3,00
2,41
13,32

20,28
0,66
7,17

7,09
4,67
3,30
*

6,30
0,49
6,40

9,89
5,68
-0,92
*

1,43
-3,05
9,30
*

7,50
9,00
5,59

2,71
4,95
4,23
*

2,02
0,60
8,71

8,41
7,18
4,78
*

8,15
-3,29
Efficiency-Driven Economies

6,76

8,65
0,86
5,66

6,14
-3,08
5,14

6,09
-0,19
3,72
*

4,57
-1,53
9,60

14,19
9,10
2,73

6,25
0,83
2,36
*

5,47
-5,81
5,26

8,48
3,45
0,64
*

0,97
-6,32
1,04

7,83
1,05
7,61

8,49
2,33
-4,24
*
9,98
-17,9
5,00

6,10
-0,80
4,71

6,48
-1,71
1,49

3,34
-6,54
10,12

12,11
3,01
9,80

8,91
0,86
7,35
*
6,32
-7,14
5,24
*
8,54
-7,90
5,52

6,90
-3,00
3,68

5,49
-1,79
4,52

6,26
3,10
0,66

4,67
-4,69
8,54

7,46
2,86
: International Monetary Fund, World Economic Outlook Database, October 2010

3,73
2,79
1,69
5,33
2,32
2,66
4,47
6,38
5,95
5,63
5,32
1,48
2,36
3,92
2,73
2,39
6,80
3,57
3,31
3,65
6,06
2,69
1,95

2008
2,18
0,80
-0,87
0,92
0,09
0,99
2,02
2,16
0,97
-3,55
4,23
-1,32
-1,20
1,88
0,75
-0,04
3,49
0,86
-0,41
1,90
5,14
-0,07
0,00

2009
-3,89
-2,65
-4,74
-8,02
-2,55
-4,72
-1,96
-2,76
-6,79
-7,58
0,80
-5,04
-5,22
-3,92
-1,43
-2,58
-7,82
-3,72
-5,14
-1,91
-2,47
-4,90
-2,63

ea 2. ,

economies

economies

driven

trasitional

Innovation
driven
economies

Eficiency
driven
other
economies

Eficiency

Factor
driven

GDP per capita in US$

6226.24
4937.27
481.9 14744.6
79.30 2097.46 10355.02
.62
-.96
TEA nascent and up to 3.5 years
19.03
8.49
4.7
33.7
44.60
11.93
26.12
.08
-.15
estabbu more than 3.5 years
11.11
7.03
4.1
22.0
63.26
5.24
17.00
.24
-1.51
OEA - anybus
29.32
13.02
8.4
53.5
44.41
18.43
40.20
.35
.10
GDP - percent change
2.29
4.50
-3.3
9.0
196.85
-1.48
6.05
.17
-1.23
GDP per capita in US$
8331.84
4345.02
3734.6 15283.7
52.15 4312.32 12351.36
.56
-1.09
TEA nascent and up to 3.5 years
7.49
5.28
3.9
18.8
70.46
2.61
12.38
1.66
1.23
estabbu more than 3.5 years
6.15
5.05
2.3
17.2
81.99
1.49
10.82
1.73
1.50
OEA - anybus
13.48
10.25
6.0
35.7
76.04
4.00
22.96
1.70
1.35
GDP - percent change
-3.45
5.85
-7.9
9.1
169.46
-8.86
1.96
1.62
1.24
GDP per capita in US$
6671.79
2349.95
4170.9 11465.6
35.22 5314.63 8028.96
.58
-.81
TEA nascent and up to 3.5 years
12.86
5.16
4.4
22.4
40.14
9.88
15.84
.28
-.58
estabbu more than 3.5 years
7.88
3.62
1.4
13.5
45.93
5.79
9.97
.02
-1.03
OEA - anybus
20.29
7.82
7.2
33.8
38.55
15.77
24.80
-.05
-.85
GDP - percent change
-.34
5.38
-18.0
3.5
1560.61
-3.45
2.76 -2.70
6.55
GDP per capita in US$ 42117.53
13152.85 24111.4 78178.3
31.23 35776.51 48458.55
1.13
1.24
TEA nascent and up to 3.5 years
6.24
2.81
3.3
13.3
45.01
4.89
7.59
1.05
.34
6.49
2.86
2.5
15.1
44.01
5.11
7.87
1.27
2.44
estabbu more than 3.5 years
OEA - anybus
12.48
4.72
6.0
23.6
37.86
10.20
14.75
.69
-.18
GDP - percent change
-3.81
2.24
-8.0
.8
58.72
-4.89
-2.73
-.20
-.25
: -.04 .04

.586
.995
.729
.846
.996
.974
.297
.317
.324
.434
.827
.975
.953
.951
.297
.377
.577
.632
.713
.989

, Vol. 48, 28/2012, . 181-197

197

198

, Vol. 48, 28/2012, . 181-197

 005.332:316.722]:005.72 ; 005.53

, Vol. 48, 28/2012, . 199-211

: 24.05.2011.
: 19.10.2011.

The Influence of National Culture on Organizational

Structure

a
: .
.
.
.

, (
).
.
: , , .
Abstrakt: The influence of cultural factors on organizational structure is analyzed in the paper. Concepts of
organizational design and organizational structure are defined in the introduction. The necessity of differentiation
of formal and informal structure of an organization is emphasized. National culture is conceived as one of the
important factors of organizational structure and the strength of its relative impact is analyzed. Power distance
and uncertainty avoidance is pointed out as the most significant dimensions of national culture that influence the
structure of an organization, but also the importance of understanding the impact of national culture in holistic
manner (as a system of values). This system or holistic approach is applied in the analysis of cultural influence
on structure of Serbian enterprises.
Key words: organizational design, organizational structure, national culture.

:



.
.
1

:
, . 179035,
.

dmojic@f.bg.ac.rs

200

,
, .
,

,
,
( ,
, , ,
).
(,
, 2006, . 34).
, ,
. ,
, .
1.

1.
2.
3.
4.

?
?
?

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5.

6.

: Robbins, 2001, . 414.

.

.
(), (),
() (, 2007,
. 22). ,
.
(),
.

(
).
, Vol. 48, 28/2012, . 199-211

,

,
(, 2003, . 87-88).
,

.

.

, , ,
.

,
,
, , (Lachman, Nedd i Hinings, 1994,
str. 44). ,

(Hofstede, 1984, str.
81).

.
, Johna
Childa,
, , , ,
(Child, 1981, str. 347-348).

(Lammers i Hickson, 1979, str.
402).
()

( , ,
) ( ., 2006, . 40).
,
, , .

,
.
.

, Vol. 48, 28/2012, . 199-211

201

202

(Sndergaard, 2006, str. 105).
,
, ,

.

.
()
- (culture-free),
(culture-bound).
Hicksona (1974, 1979)

.

()
. Maurice . (1980)

. Hofstede
(culturebound).
John Child ( )
. ,

.
,

.
Child
. ,


. ,
(Child, 1981, str. 348-349).
,
,

. ,

,
. ,
. -
, .
, Vol. 48, 28/2012, . 199-211

(Child, 1981, str. 347).
,
, :
, ,

(Francesco i Gold, 1998, str. 184). ,
,
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,
(
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,
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Laurent (1981)

. ,

,
(Laurent,
1981, str. 104).

. ,

,
.

.
, Vol. 48, 28/2012, . 199-211

203

204

, :

(Bartlett i Ghosal, 1990, str. 145).
( )
.
(
, 2007, . 40).

,
, ,
.
(culture-free thesis). ,
Trompenaars Hampden-Turner (1998),
.
, ,
.
( ,
),
.
Lammers Hickson (1979)

: , .
( )
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,
.
. ,
.
,
.

. Lammers Hickson Hofstedeova
,

, .
.
,

, .
. (
)
,

. , ,
, Vol. 48, 28/2012, . 199-211

,
, ,
(Lincoln, 1989, str. 94).
. ,
,
().

. ,

. ,

. ( )

.
,
.

,
, .

.
Crozier
. ,
,
, ,
(Lincoln, Hanada i Olson,
1981, str. 95).



. Croziera
(Crozier,
1964, 1970). ,
.
,
,
Crozier

.
: , , ,
,
.
,
Geerta Hofstedea.
, Vol. 48, 28/2012, . 199-211

205

206

( Hofstede, 2001)

.
,
.
Hofstedeovom ,
:
(),
() (Hofstede, 2001,
str. 375).


,
. ,



,
( , )
, .
2.

: , ,
:

: ,
:

:
, ,
:

: , ,
, ,

:
:

: Hofstede, 2001, str. 377

( 2). ,
.
, Vol. 48, 28/2012, . 199-211

()
Hofstede 1970- Owenom Stevensom
INSEAD . , Stevens
.

, ,
.
() :
,
.
,
, , .
Hofstede () ,
(Hofstede, 2001, str. 375).
Mintzbergova
(Mintzberg, 1983) ( 3).

3. Mintzbergovi

1.
1.
2.
2.
3.
3.

1.
2.
3.

1. ()
2.

3.

: Hofstede, 2001, str. 377

Mintzbergov () ,
Hofstede ,
(),
.

. Mintzberg
Stevens Hofstede:
, . ,
.
, Vol. 48, 28/2012, . 199-211

207

208

Mintzbergova Stevensovoj
. , Hofstede
( ).
,
, () ,
,
,
(Hofstede, 1997, str. 152).
, , Robbins

( ,
)
. ,
,

(Robbins, 2001, str. 436).

(Lachman i
sar., 1994).


. ,
.
,
/
. , ,

.
, , .

, ,
,

(Vertinsky, Tse, Wehrung i Lee, 1990, str. 857).

. ,

,
.
,

(
).

, Vol. 48, 28/2012, . 199-211

(Hofstedeov,
Trompenarsov ),
. ,
,
(
). , ,
.


(, 2003). ,
( )
Hofstedeovih (
) , .
,
: .
(/ /
)

Hofstede .

.
,
- (culture-free)
,
, (,
, )
.
,
( )
.
Mintzbergovim ,
, .
,

.
, ,
.
-
,

, Vol. 48, 28/2012, . 199-211

209

210

.

.
,
,
. ,
,

. ,

.

Bartlett, C. A. i Ghoshal, S. (1990). Matrix Management: Not a Structure, a Frame of Mind. Harvard Business
Review, 68(4), 138-145.
, . (2003). . : .
Child, J. (1981). Culture, Contingency and Capitalism in the Cross-National Study of Organizations. U: Cum
mings, L. L. i Staw, B. M. (Eds.). Research in Organizational Behavior (str. 303-356), Greenwich, CT:
JAI Press.
Crozier, M. (1964). The Bureaucratic Phenomenon. Chicago: University of Chicago Press.
Crozier, M. (1970). The Cultural Determinants of Organizational Behavior. U: Negandhi, A. R. (Ed.), Environmen
tal Settings in Organizational Functioning (str. 23-40), Kent, OH: Comparative Administration Research
Institute, Kent State University.
Francesco, A. M. i Gold, B. A. (1998). International Organizational Behavior: Text, Readings, Cases, and Skills.
Upper Saddle River, NJ: Prentice Hall.
Hickson, D. J., Hinings, C. R., McMillan, C. J. i Schwitter, J. P. (1974). The Culture-Free Context of Organization
Structure: A Tri-National Comparison. Sociology, 8(1), 59-80.
Hickson, D. J., McMillan, C. J., Azumi, K. i Horvath, D. (1979). Grounds for Comparative Organization Theory:
Quicksands or Hard Core? U: Lammers, C. J. i Hickson, D. J. (Eds.), Organizations Alike and Unlike:
International and Inter-Institutional Studies in the Sociology of Organizations (str. 25-41), London: Rout
ledge & Kegan Paul.
Hofstede, G. (1984). Cultural Dimensions in Management and Planning. Asia Pacific Journal of Management,
1(2), 81-99.
Hofstede, G. (1997). Cultures and Organizations: Software of the Mind. New York: McGraw-Hill.
Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations
across Nations. 2nd edition, Thousand Oaks, CA: SAGE Publications.
, . (2003). ,
, 47(156), 45-66.
, . (2007). , :
.
Janiijevi, N. i Aleksi, A. (2007). Complexity of Matrix Organisation and Problems Caused by its Inadequate
Implementation, Ekonomski anali, 52(174-175), 28-44.
Lachman, R., Nedd, A. i Hinings, B. (1994). Analyzing Cross-National Management and Organization: A Theo
retical Framework. Management Science, 40(1), 40-55.
Lammers, C. J. i Hickson, D. J. (1979). Are Organizations Culture-Bound? U: Lammers, C. J. i Hickson, D. J.
(Eds.), Organizations Alike and Unlike: International and Inter-Institutional Studies in the Sociology of
Organizations (str. 402-419), London: Routledge & Kegan Paul.
Lammers, C. J. i Hickson, D. J. (Eds.) (1979). Organizations Alike and Unlike: International and Inter-Institutional
Studies in the Sociology of Organizations, London: Routledge & Kegan Paul.
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Laurent, A. (1981). Matrix Organizations and Latin Culture. International Studies of Management and Organiza
tion, 10(4), 101-114.
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a Large Comparative Survey. California Management Review, Vol. 32, No. 1, pp. 89-106.
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Study of Employees of Japanese-Owned Firms. Administrative Science Quarterly, 26(1), 93-115.
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Canada. Journal of Management, 16(4), 853-867.

Resume
Contrary to dominant belief of early management and organizational theorists about
universally efficient organizational structures, recent decades have brought paradigm
change in this field of study, emphasizing the impact of national cultural differences in
the process of organizational design. Cultural influences are analyzed as one of the
most important contingent or situational variables in designing successful organizational structure. Although national cultural dimensions of power distance and uncertainty avoidance have the strongest impact on formal and informal structures of an organization, the necessity of holistic or system approach in the analysis of these influences is strongly pointed out.

, Vol. 48, 28/2012, . 199-211

211

212

, Vol. 48, 28/2012, . 199-211

 , Vol. 48, 28/2012, . 213-228

: 15.06.2012.
: 27.08.2012.

336:352.07

Decentralized Management f the Local Economic
Development in Serbia

:
, ,
, ,

, , ,
,
.
: , , , .
Abstrakt: As the conditions for decentralized management of economic development are the competence of
local government revenues, stable and predictable system of financial equalization and the existence of appropriate organizational forms of governance, the retrospective and current view of the role of local government in
Serbia in the field of economic development is given. It is based on its financial systems, as well as some of the
organizational aspects of this problem, such as organization and role of local government in matters of economic
development, local development agencies and municipal cooperation.
Key words: local government, decentralization, economic development, inter-municipal cooperation.

,
, o .


.

-
.

g.darko83@gmail.com

214

.
, ,

.

, .

,
.
, ,
, ,
,
, ,
.

. ,
,
.
,
. ,
,
,

.

1.

,
- . -
- . ,
, ,
.
.
, (
1974), . , ,

,
(
, 2009, . 6682). ,

.

, Vol. 48, 28/2012, . 213-228

2006.
1990. .
,
(, 2006, . 35). ,
(, 2006, . 190), ,(, 2006, . 188, . 3)
,
,
1985.

(, 2006, . 178). ,

, ,
,
. ,

,
( , 2011, . 6378).
1985.
1
. (, 2006, .
177). , .
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226

, , ,
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.

, . (2008). . : .
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.
, . (2009). . , 26
(56), 6682.
, . (2011). . . (.),
(. 6378). :
.
Hulst, R., Van Montfort, A. (eds.) (2007). Inter-Municipal cooperation in Europe. Dordrecht: Springer.
, ., , . (.) (2004). . :
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., . (2010).
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:
Clothilde Deffigier (2007).
, . . 25.5.2012.
: http://www.coe.org.rs/REPOSITORY/128_evropska_povelja_o_lokalnoj_samoupravi.pdf
, , . 15/2006.
, , . 98/2006.
, . (2009). . : .
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, 58 (11), 411424.
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, , . 62/2006 47/2011.
, , . 129/2007.
, , . 9/02, 33/04 135/04
, , . 18/05 81/05.
, , . 72/2011.
, Vol. 48, 28/2012, . 213-228


, , . 61/2005, 107/09.
, , . 167/97 42/98.
, , . 47/03 34/06.
, , . 41/2009.
, , . 51/2009 30/2010.
, , . 30/10.

Resume
Since the development of local communities difficult to achieve in a centralized system, and that decentralization is primarily an economic necessity and its institutional
reflection, we analyzed the existing functional, financial and organizational capacity of
local governments to manage local development
The local government in Serbia has a contemporary function - the purpose of
encouraging economic development. It aims to protect and develop the economic base
of the municipality. Streamlining of responsibilities creates a legal basis for the provision of budget funds for specific purposes in the Development, such as subsidies, to
attract investment, encourage employment, organization of special body or agency for
economic development activities and the like. However, the question is how to reach
this standard if local governments do not have a sufficient number of responsibilities in
the areas where the development plan can be implemented.
The current system of financing local government provides a greater share of
income tax, adjustments were made in the system of horizontal equalization, all local
government revenues are general revenues of its budget and can be used for any purpose, in accordance with the decision on the budget of local governments, income than
those whose purpose is established by law. This way confirms the autonomy of local
government, which is the goal of the reform process. By defining the basic elements
and the introduction of more efficient mechanisms of fiscal equalization, the system of
financing local government in Serbia is harmonized in accordance with European standards embodied in the European Charter of Local Self-Government.
In terms of organizational aspects of management of local development, there
have been certain issues analyzed in the organization of local government, local development agencies and inter-municipal cooperation. Local governments may decide that
the administrative and professional activities in the field of local development might be
carried out within the municipal (city) government, in the form of a separate department or departments, or performing separate legal entities established. Pursuant to the
principles of competition and the public, local governments can entrust the legal or
natural person to perform duties within their jurisdiction by contract. Given the importance and scope of these activities, it can be concluded that the education of the aforementioned authorities is more appropriate for the performance of their organizational
units departments. One of the most effective ways of decentralized management of
local development is inter-municipal cooperation in the form of sharing experiences,
pooling resources, joint projects, service agreement, the joint bodies, enterprises and
institutions.

, Vol. 48, 28/2012, . 213-228

227

228

Even greater progress has been made about every of these questions in the previous decade in Serbia. The local government`s capacities, which guarantee economic
development, are still limited. Laws that regulate this subject are not barriers; moreover, constant improvement in position of local government in the normative part can be
seen. However, reality is not on that trace. Significant changes in many communes
have not almost been observed. Depopulation, collapse of economics, unemployment
and poverty are characteristics of many communes in Serbia. Solution could be find
only in case of the system`s gradual improvement. The Government has to provide environment for investment, funding, but also personnel and expert`s assistance, and,
based on this, provide balanced development, encourage community initiatives and
their mutually and cross-border connecting.

, Vol. 48, 28/2012, . 213-228

 , Vol. 48, 28/2012, . 229-237

: 02.10.2012.
: 27.10.2012.

005.591.4

Business Strategy of the Regrouping as the Response to
the Global Recession Pressure

,
: ,
.
.


.
,
.
: , , , , , , downsizing.
Abstrakt: The paper is based on the fact that the modern world, the business environment and the company are
in constant change and turbulence. In an effort of the company to grow and survive, the change in strategy is
necessary and very frequent.
The aim of this paper is to provide manageres with a concise explanation of the importance of appropriate choice of corporate strategic courses of action for the concept of making the most acceptable model of business
strategy in the crisis. In addition, it examines multiple aspects of regrouping strategy, as companies reaction to
the loss of performance caused by the negative effects of the recession.
Key words: strategy, recovery, regrouping, enterprise, restructuring, recession, downsizing.

,
,
, .

, ,

tihomir.spremo@ekofis.org

230

.
,
-
?
, .

. ,
.

, ,
.
,
, .

.
. ,


.
.

1.


.
.

.
,
,
,
: )
, ) ) (Coulter, 2008, .247).

,
,
, Vol. 48, 28/2012, . 229-237

.


.
,

.


.


.

: , ,
, ,

(Ivancevich, Duening & Lidwel, 2005, .103-117).

.
.

. (Robinson&Coulter 2005, .189), , ,
. , .
. , ,
, . , , , ,
.

.
Mary Coulter, , (. retrechement) (turnaround).
.
, Vol. 48, 28/2012, . 229-237

231

232

.
, (Coulter, 2008,
.269).

2.


.
.
,

.
.

.
. (. retrechement)
. ,
,
,
(Certo &Trevis, 2006, .192).


.
. , , ,
.

,
,
(Coulter, 2010, . 270):

.

, Vol. 48, 28/2012, . 229-237

( )
.

.

.


.

,

.

,
.
(Hitt, Ireland &
Hoskisson, 2009, . 214-216).
,

.


. , ,
(McKinley, Scherer& Some, 2000, .72.). , (Dess, Lumpkin
& Eisner, 2007, .213).
(Markides,1995, .101-118):
,
- ,
.


(Gaughan, 1999, . 558-559):
1. (sell-off);
2. - (spin-off)
3. (split-off).

, Vol. 48, 28/2012, . 229-237

233

234

(sell of) ,

. Sell-off . (spin-off)
, ,
a
. , (split-off)

.

(sell off, spin off, split off) ,

, . downsizing-a.
.
1990. 1991.
(corporate downsizing) (Gaughan,1999,
.32).
downsizing
.
downsizing
.
downsizing
,
.

10% 1,5%,
4,7% , 34,3%
. downsizing
(Morris,Cascio&Young,1999,.78-87).
,
,
, downsizing
(Worrell, Davidson&Sharma,1991, . 662-678).
.
, ,
. .
.
, - ! (Cascio,
2007, . 49). ,
,
.
, Vol. 48, 28/2012, . 229-237

- . .

.
,

(Gaughan, 1999, .592).

,
.

,

.
,
,
, ( , , 127/08, 343). ,
,
.
.

,
.
/ . (
, , 26/2010, 6):
) ,
)
,
) , 60
,
)
.

.
.
,
.

, Vol. 48, 28/2012, . 229-237

235

236

,
. ,

.
,
. ,

.

.

:
Cascio, W.(2003), Responsible restructuring creative and profitable alternatives to layoffs, Denver, BerettKoehler Publisherr Inc.
Certo, S. & Trevis, C. (2006), Modern management, New Jersey: Prentice Hall, Inc.
Couleter, M. (2008), Strategic management in action, New Jersey: Prentice Hall, Inc.
Dess, G., Lumpkin T.&Eisner, A.(2007), Strategic management: text and cases, New York: The McGraw-Hill
Companies, Inc.
Gaughan, P.(1999), Mergers, acquisitions, and corporate restructurings, New York: John Wiley&Sons, Inc.
Hitt, A. Ireland R. & Hoskisson E. (2009), Strategic Management, New York: West Publishing Company.
Ivancevich, J. Duening, T. & Lidwell, W.(2005), Bridging the manager-organizational scientist collaboration gap,
Organizational Dynamic.may,103-117.
Markides, C.(1995), Diversification, restructuring, and economic performance, Strategic Management Journal,
february, 101-118.
McKinley, W. & Scherer, A.(2000), Some Untaticipated Consequence of Organizational Restructuring, Academy
of Management Review, 4, 72.
Morris, J., Cascio, W. & Young, C.(1999), Downsizing after ll these years: questions and answers about
who did it, how many did it, and who benefited from it, Organizational Dynamics, 27, (3): 78-87.
Robbins, S.& Couleter, M.(2005), Menagement, New Jersey: Prentice Hall, Inc.
Worrell, D., Davidson, W.&Sharma, V.(1991), Layoff announcements and stockholder wealth, Academy of
Management Journal, Management Journal, 34.662-678.
, . 127/2008. (2008) 58/2009 (2009).
, : .
, . 26/2010. (2010). , :
.

Resume
In crisis, the company management and owners have at their disposal a number of
possible models of transformation of the organization as one of the ways to go out of

, Vol. 48, 28/2012, . 229-237

the crisis. The theory of management has a clear view of each of them and seeks to
respond to the new challenges of the modern market economy. Which model will be
accepted depend on the company to decide its own resources as well as the causes, nature and extent of the crisis. Certain situations require the transformation methods that
give priority and selective changes, while in other cases the gradual reorganization
without radical intervention is made.

, Vol. 48, 28/2012, . 229-237

237

238

, Vol. 48, 28/2012, . 229-237

 , Vol. 48, 28/2012, . 239-250

: 14.03.2012.
: 26.03.2012.

005.51 ; 657.47

Increasing the Efficiency of the Company Using a Strategic
Approach to Cost Management

, ,
: ,
,
. ,
, .

,
. , ,

.
,
.
: , , .
Abstrakt: A dynamic change of all segments of micro-and macro-environment of the modern company presents
complex management requirements on track to achieve its main goal - the survival or growth and development
of the company. In this changing environment, with consequences of economic and financial crisis, cost management becomes a critical skill for many companies. Traditional cost management relating to the role of strategy
in designing a cost system has not brought significant effects, and classical projects of reducing costs have been
unsuccessful. In creating cost-conscious organizations, and to overcome the crisis, companies must implement
strategic cost management, which refers to the effects of implementing a defined system of costs to the
company's strategy. The paper represents a cost management technique that simultaneously improves the strategic position of the company, reduces costs and increases enterprise efficiency.
Key words: Strategic cost management, cost reduction, efficiency increasing.

,
. : (1)

andrasic.jelena@ef.uns.ac.rs

240

; (2) (lean
manufacturing); (3) ( ); (4) ; (5)
(6) , .
2007. ,
.
(1) .

, .


. , ,
, , ,
.
(2) Lean
.

(value-added activities)
(non-value-added activities).
,
, ,
. :

,
,
,
,
,
,
.

(3) ,
.
,
. :
; ,
; .



, .
(4) .
.
,
, Vol. 48, 28/2012, . 239-250

,
.
.
, ,
.
(5) . ,
.
,

, ,
. ,
, ,
.
,
:
, ( ),
, .
(6) , .
, ,
.
, ,
,
.
,
. ,

.

1.

. ,
,
1966. The Effective Executive. ,
(the ability to do things right),
(get the right things done).

(, , ,
),
. .
, , ,
. ,
( ). ,

, Vol. 48, 28/2012, . 239-250

241

242

,
. ,
, ( ) (Drucker,
2008).

( , ,
) (,
).
,
.
, .
,
.

, .

,
.
,
,

. ,
.
,
.

.

2.

.
?
, ,
, .

(Shank, J.K., Govindaran, V., 2008, p. 6).


.
: ,
, (Cooper, R.,
Slagmulder, R., 1998, pp. 14-16).

, Vol. 48, 28/2012, . 239-250

, ,
. ,

, ,
.
( ,
.) , (Horvat,
P. Brokemper, A., 1998, p. 585). ,

(Blocher, J. E., Stout, E.D., Cokins, G., 2010, pp. 4-6):
.
,
, ,
.
.
, ,

, ,
, ,
.
.
(
) .

.

(
), .
.

.
,
,
.

(Blocher, J. E., Stout, E.D., Cokins, G., 2010, p. 10).

, , (Blocher, J. E., Stout, E.D.,
Cokins, G., 2010, p. 10).
: ,
, : ,

, Vol. 48, 28/2012, . 239-250

243

244

, . ,
, ,
, .
1. (Blocher, J. E., Stout, E.D., Cokins,
G., 2010, pp. 10-14).

Just in time

SWOT

Balanced Scorecard

Benchmarking

:

, .

()


. :
, ,
,





, , .



,

,
, . . ,

, ,
, ,

(Horngren, T.C., Datar, S.M., Foster, G., 2006).

, Vol. 48, 28/2012, . 239-250

( 1) : (1)
:
, , SWOT ,
(just in time), (Balanced Scorecard)
, (2) :
(activity based costing),
(target costing), (TQM),
(Benchmarking) (theory of
constraints).

.


,
.

.
,

, .
(Blocher, J. E., Stout, E.D., Cokins, G., 2010).

,
, ,
.
.
:
1. :

,

,
,
,
,

,
, ,
.
2. :

,

, Vol. 48, 28/2012, . 239-250

245

246

,
,

,
,
, .
,
,

.
3. :

,

,

,

,

,
,
, ,

,
,

, ,
.

3.

,
.
,
, ,
.
. ,

, .
, .

, Vol. 48, 28/2012, . 239-250


2.

, ,
, .
.

(Gulati, R., Nohria, N., Wohlgezogen, F., 2010).

. ,

, , ,
, , , ,
.
. ,

, .
,

,
.
,
,
.

(Miles, 2010, pp. 6-10):
1. :
,
,
,
- .

, Vol. 48, 28/2012, . 239-250

247

248

2. :
,
,
,
,
.
3. :
,
,
,
,
,
.
4. :
,
,

,
.
5. :

,
,
, ,
.
6. :
,
,

,
.

, ,
,

.
.

, ,
, .

() ,

, Vol. 48, 28/2012, . 239-250

.
, ,
,
, .

.
,
.

,
,
,
.
,
,
.

Blocher, J. E., Stout, E.D., Cokins, G. (2010). Cost Management - A Strategic Emphasis (5th izd.). New York:
The McGraw-Hill Companies.
Cooper, R., Slagmulder, R. (1998). Strategic Cost Management: What is Strategic Cost Management.
Management Accounting , 79 (7), 14-16.
Drucker, P. (2008). The Effective Executive. New York: Elsevier.
Gulati, R., Nohria, N., Wohlgezogen, F. (2010, March). Roaring Out of Recession. Harvard Business Review .
Hilton, R.W., Maher, M.W., Selto, F.H. (2008). Cost Management, Strategies for Business Decisions. New York:
Business and Economics.
Horngren, T.C., Datar, S.M., Foster, G. (2006). Cost Accounting: A Managerial Emphasis. New Jersey: Pearson
Prentice Hall.
Horvat, P. Brokemper, A. (1998). Strategieorientiertes Kostenmanagement: Thesen zum Einsatz von
Kosteninformationen im strategischen Planunsprozess. Zeitschrift fur Betriebswirtschaft , 68 (6).
Miles, S. (2010). Strategic cost reduction. 18. 2012. sa Milesconsultingllc:
http://www.milesconsultingllc.com/wp-content/uploads/2011/06/Strategic_Cost_Reduction.pdf
Shank, J.K., Govindaran, V. (2008). Strategic Cost Management: The New Tool for Competitive Advantage. New
York: The Free Press.

Resume
In today's business environment, costs have become a strategic issue of company survival in a changing environment. The necessity to know costs originates from the need
to make decisions and manage company profitability. The focus of the modern approach to cost management is in a better understanding of customer needs, as well as
the management of business processes to create value for customers. Based on modern
strategy of cost management, optimal way of doing business should be established, and
reflected in the achievement of high-quality products or services to customers at the
lowest cost. This results in improving the strategic position of the company, achieving
, Vol. 48, 28/2012, . 239-250

249

250

competitive advantage in the market and increase enterprise efficiency. Strategic cost
management system should provide guidelines for the design, development and implementation of better strategic decisions, competitive advantage and increase profitability of the company.

, Vol. 48, 28/2012, . 239-250

 005.591.4:658 ; 005.336.1

, Vol. 48, 28/2012, . 251-261

: 15.03.2012.
: 03.04.2012.

Reengineering Business Process with the aim of Increasing

Companys Productivity

, ,
:
.

.
, ,
.
.
.
.
, ,
, , . ,
,

.
.
.
, ,
.
: , , , .
Abstrakt: One of the ways to answer the disturbances caused by the economic crisis is implementing programmes of reengineering with the aim of increasing companys productivity and efficiency. For companies which
head for recovery and realization of competitive advantage, reengineering as a process of implementing radical
innovations is not a choice, but the necessity. In that way, the company realizes expense efficiency, higher
productivity, loyalty of existing customers and it attracts potentially new groups as well.
Business process is placed in the midst of the transformation by reengineering. With the varying degrees of
radicalism, it is being changed, or totally new process is being introduced. There are more reasons for realizing
radical changes of the business process. Reasons can have internal or external nature, depending on where the
appearing problems arise from: the management realm, the employees, organizational structure, production, the
offer package or the situation at the market. Furthermore, apart from the focal point of the problem, it is

majas@ef.uns.ac.rs

252

necessary to consider the nature of the problem itself, as well as the urgency degree of solving one in order to
compose the list of priority processes which should be submited to the reengineering as soon as possible.
The paper explains the example of reengineering by introducing a new business process - for example, biogas
production process. Multiple advantages that emerge from that process bring competitive and financial strenght
to the company and they are significant on a wider scale, due to more and more actual concept of sustainable
development based upon protection of the environment by using renewable energy sources.
Key words: reengineering, radical innovation, business process, biogas.

, , (Altinkemer, Ozcelik, Ozdemir, 2011, p. 130).
,
, ,
.

, .
: , , .

.

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(Dassisti, 2010, pp. 4399-4400).

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, Vol. 48, 28/2012, . 251-261

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(Saad, 2009, pp. 59-60).
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, Vol. 48, 28/2012, . 251-261

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, Vol. 48, 28/2012, . 251-261

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, 1,5 m3 6
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5,5 6 kWh/Nm3 (www.kogeneracija.rs/biogas.html).

9 994 m3 /.

, Vol. 48, 28/2012, . 251-261

255

256

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(Siemens S7)
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, Vol. 48, 28/2012, . 251-261

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, Vol. 48, 28/2012, . 251-261

257

258

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65% CH4, 35 45 % CO2, 200 ppm H2S, NH3 H2 .

H2S, ,
, .
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m3 .
.
PLC
. .

.

, Vol. 48, 28/2012, . 251-261

,
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. 9. 2011.
.

. ROI
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. 26. 2012. .

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, Vol. 48, 28/2012, . 251-261

259

260

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, . 9 994 m3 / 8 460 000 KW/h,
3 938 000 KW/h.

0,14 KW/h 0,02 KWh
80 % 50 % , 1 000 000 .
480 000 .

Altinkemer, K., Ozcelik, Y., Ozdemir, Z. D. (2011). Productivity and performance effects of business process
reengineering: a firm-level analysis, Journal of Management Information Systems, 27 (4), 129-161
Dassisti, M. (2010). Hy-change: a hybrid methodology for continuous performance improvement of manufactur
ing processes, International Journal of Production Research, 48 (15), 4397-4422
Harmon, P. (2007). Business process change: a guide for business manegers and BPM and six sigma profes
sionals, New York: Elsevier Ltd.
Jeston, J., Nelis, J. (2006). Business process management, New York: Elsevier Ltd.
, ., , ., , . (2010),
/ , : USAID,
GTZ, ,

, Vol. 48, 28/2012, . 251-261

e
Magutu, P.O., Nyamwange, S.O., Kaptoge, G.K. (2010). Business process reengineering for competitive advan
tage, African Journal of Business & Management (AJBUMA), 1., 135-150
Saad, G.H. (2009). Drcision rules and extensions for improving business process reengineering practice, Journal
of the Northeastern Association of Business, Economics and Technology, 57-66
www.kogeneracija.rs/biogas.html ( 5.10.2012.)

Resume
The purpose of this paper is to show the practical example of reengineering process, at
which very new business process is being implemented and the company, which introduces it, is an initiator of innovations when speaking about the beginning of such
processes in our country. It is about production from the renewable sources of energy,
i.e. the facility for biogas production and its transformation into electrical and thermal
energy. The usefulness is multiple, both for the company and others:
First of all, pricing competitiveness is becoming stronger due to application
of electrical and thermal energy from ones own production at significantly
lower prices than the market ones and by leaving out certain expenses from
calculation of final product prices, such as transportation or production waste
destruction, since this waste is used by this production process as a source of
energy;
Increasing the certainty in energy supply while at the same time decreasing
air pollution and improving the environment;
Opening new jobs;
The financial strength of the company would be developed by higher incomes, both by increasing the sales of the products from the regular scope of
work achieved, having in mind their affordability to the wide range of customers and by income derived from the production performed in that new facility. From the estimated amount of 9, 994 m biogas/d total of 8, 460, 000
kW/h of electrical energy would be produced, followed by 3, 938, 000 KW/h
of thermal energy as well. Having in mind that current market prices for electrical and thermal energy from the renewable sources range from 0,14 /kWh
for electrical energy and 0.02 /kWh for thermal energy and the estimation
that, from the overall production, 80% of electrical energy and 50% of thermal energy will go to the market, an expected profit would be around 1,
000, 000 . According to the calculation, the expenses, which burden this
production, are forecasted to be 480, 000.

, Vol. 48, 28/2012, . 251-261

261

262

, Vol. 48, 28/2012, . 251-261

 657.15 ; 336.146

, Vol. 48, 28/2012, . 263-274

: 02.09.2011.
: 26.10.2011.

Areas of implementation of budgetary accounting

comparative approach

:
.
,
: .

.

.
. ,

. ,
,
.
: , , ,
, .
Abstrakt: Budgetary accounting represents a specific theory and practice of accounting in budget spending
institutions. The essence and logic of the budgetary accounting have no difference from accounting of businesses, and there two main areas and directions of implementation of budgetary accounting can be considered:
financial and managerial budgetary accounting. The reasons for separation of the areas of the implementation of
budgetary accounting are found in the fact that accounting informations are the source of datas of budgetary
institutions for external and internal users. The financial accounting reports provide budgetary users with
summary budgetary informations and global access to informations about all aspects of spending the budgetary
money. On the other hand, the reports of managerial budgetary accounting provides a detailed picture of business of budgetary ussers. In this paper, the author, in a phased manner, reviews the basic features of budgetary
accounting, the areas of its implementation, and through comparative analysis implementation of the quality of
the observed area in the function of approach financial reporting.
Key words: budgetary accounting, financial accounting, managerial accounting, financial reporting, comparative
see.

predragrakic.ns@gmail.com

264

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,
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, Vol. 48, 28/2012, . 263-274

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, Vol. 48, 28/2012, . 263-274

265

266

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: , , : , , , 2006. , . 26

, Vol. 48, 28/2012, . 263-274

(),
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nagerial accounting Ray H. Garrisona rica W. Noree4

na ,
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: , , : , , , 2006. , . 30
3
, : - , ,
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4
Garisson, H.Ray, Noreen, W. Eric: Managerial accounting, McGraw-Hill Irwin, New York, 2003, p.7
, Vol. 48, 28/2012, . 263-274

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268

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, Vol. 48, 28/2012, . 263-274

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, Vol. 48, 28/2012, . 263-274

269

270

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1.000.000,00 31.12.2010.
.

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01.01- 31.12.2010
01.01.- 31.12.2010,
1.000.000,00 , :
733141421111
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423311
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:
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, Vol. 48, 28/2012, . 263-274

800.000,00
200.000,00
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OECD Organization for economic co-operation and development (Organizacija za ekonomsku

saradnju i razvoj).
8
VIII :
, , , 2010, .43.
9
Christensen Mark: Accrual accounting in the public sector: The case of the New South Wales government, Accounting History, School of Commerce & Managament, Sidney, 2003, pg. 1.
, Vol. 48, 28/2012, . 263-274

271

272

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( 20-28,6%),
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, Vol. 48, 28/2012, . 263-274

.
, . ,


. ,
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, . (2007): , , ,
Garisson, H.R, Noreen, W. E (2003): Managerial accounting, McGraw-Hill Irwin, New York, 2003,
Christensen, M. (2003): Accrual accounting in the public sector: The case of the New South Wales government,
Accounting History, School of Commerce & Managament
, . (2009): , 7.
,
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, Vol. 48, 28/2012, . 263-274

273

274

, ., , . , . (2006): ,

-, ., , . , (2008): , ,
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, . (2002): , 33.
, .

Resume
The areas of implementation of budgetary accounting in current circumstances of public sector development require considerable knowledge of regulatory elements and
principles of budgetary accounting. The comparision of two areas of implementation of
budgetary accounting points out the effect of interdependence of areas and the facts
that financial accounting provides informations for managerial accounting statements.
Managerial accounting is closer to management, because it provides insight into actual
data, which are developed, analyzed and divided into its component parts. But without
proper balanced financial statements of financial accounting, which includes proper
application of accounting principles and budgetary accounting standards, there is no
basis for a useful managerial accounting statements. The conection of public sector
reform in the field of development of financial and managerial accounting is evident
and necessary in order to achieve the main objectives of budgetary users: efficiency
and effectiveness of the use of budget funds. The implementation areas of budgetary
accounting and their improvement and development are part of a wider process of public sector reform, in order to ensure transparent budgeting process, through controlled
and managerial oriented process of budgetary execution, to achieve the objectives of
budgetary beneficiaries and public sector in general.

, Vol. 48, 28/2012, . 263-274

 338.5.01 ; 504.5:662.756.3

, Vol. 48, 28/2012, . 275-284

: 12.04.2012.
: 05.11.2012.

Monetary Valuation of Environmental Damage Caused by
Airborne Emissions from the Life-Cycle of Biodiesel

, ,

, ,

, ,

, ,
: ,

.
530 .
, .
N2O NH3
. ,
.
: , , , .
Abstrakt: The Life Cycle Assessment method was combined with the Impact Pathway Approach in order to
evaluate the monetary value of environmental damage caused by the emission of airborne pollutants from the
life-cycle of biodiesel produced from rapeseed oil in Serbia. The monetary value of damage caused by airborne
emissions in the life-cycle of biodiesel was estimated to be 530 EUR per 1,000 kg of biodiesel. The production
chain is responsible for around one third of the life-cycle damage while the rest is caused by airborne emissions
from the combustion of biodiesel. Field emissions of N2O and NH3 due to the application of nitrogenous fertilizer
are causing almost half of the environmental damage of the production chain of biodiesel. Neglecting the impacts
of field emissions some previous studies have underestimated the overall impacts of biodiesel`s life-cycle.
Key words: external costs, airborne emission, biodiesel, life-cycle.

ferenc1980@gmail.com
pegy@ef.uns.ac.rs

radakovic@nscable.net

276

, , ,

()
(, , , 2004).
, ,
.

, ,
.

,
(, 2011).
,
.


.

.

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(1)

:
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(/ )
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1.1

.
.
: CO2, CH4, N2O, SO2, NOx ( ), PM2.5 (
2,510-6 ), PMco. ( 2,510-6
), NMVOC ( ) NH3.

,

.
,
SimaPro 7.3 Ecoinvent 2.0 .
, Vol. 48, 28/2012, . 275-284

1.1.1.

1.000
1.
, (2012)
.
.
2.305 / (2005-2009)
. 5 /. 140 N, 40
P2O5 80 K2O. Fusilade forte, BOSS 300 SL
Megatrin 2.5 EC.
NH3 . 74 NH3, 35 N2O
16 NO (, 2011). 90 /.
0,01 / .
37,5 .
.
Strahl 5000 (Officine Minute, )
.
260 2,8 (.
, , 16. 2010).
37,5 .

1. 1.000
(, 2011)

, Vol. 48, 28/2012, . 275-284

277

278

, , ,

.
,
AarhusKarlshamn .
,
, .


.
AarhusKarlshamn (Schmidt, 2007).

1 .
.
(Lurgi AG)
. VictoriaOil
.
(, , , 2010).
50 .
.

(Jungbluth ., 2007, . 586).
28 .
. (,
2011) 1.000 2.849 CO2.
CO2 2.700
, CO2
(, 2011).

.

,
. CO2 1.000
28,8 NOx, 26,4 N2O, 335 PM2.5, 49,2 PMco., 0,61
NMVOC, 14,3 CH4 18,7 NH3.

1.000
1.

, Vol. 48, 28/2012, . 275-284


1. 1.000

( )


.

-
N
155,1

P2O5
44,3

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.

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23,6

182,0

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426,1

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(85%)

0,8

- (50%)

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(100%)

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1,0

43,2

1236,7

- (100%)

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- (50%)

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(36%)

10,0

96,0

50,0

: ; .

: () Nemecek ., 2007; () Jungbluth, 2007; () Nemecek ., 2003; () Spielmann

., 2007; () Frischknecht ., 2007; () Jungbluth ., 2007; () Althaus ., 2007; () Kellenberger ., 2007;
() Faist ., 2007; () Sutter, 2007.

1.1.2.

( 1).

.
(.
) (.
).
, Vol. 48, 28/2012, . 275-284

279

280

, , ,

,

.

(. 1) (, 2011): 265
/ ; 28 / ; 730 /
; 170 / ; 900 / ; 80 / .
1.2

(
)
EcoSenseWeb 2.0 (Preiss, Friedrich, Klotz, 2008). EcoSenseWeb
, ,

. EcoSenseWeb
(. Impact Patway Approach)
ExternE (European
Commission, 2005).
10,21 / NH3, 0,76 / NMVOC, 6,95
/ NOx, 0,64 / PMco, 16,31 / PM2.5 6,63 / SO2.


.
CO2 19 (EC, 2005) 80
(Watkiss, Downing, Handley, Butterfield, 2005).
50 / CO2.
(CH4 N2O)
CO2 CH4
N2O. IPCC (2001) CH4 23,
N2O 296.

2.

530 ,
0,013 / (. 2).

.
70% ( 2).

, Vol. 48, 28/2012, . 275-284


2.
1.000

(/ )

CO2

CH4

N2

NH3

NMVOC

NOx

-2082
64,6
266,4
187,3
-1564
2849
1284

0,99
0,07
0,18
0,67
1,91
0,014
1,92

5,56
0,00
0,00
0,00
5,57
0,026
5,60

8,27
0,00
0,00
0,00
8,27
0,019
8,29

0,57
0,05
0,10
0,17
0,89
0,61
1,50

6,27
0,21
0,37
0,27
7,12
28,8
35,92

S2 PM2.5 PMco
1,82
0,14
1,75
0,36
4,08
0
4,08

0,47
0,02
0,23
0,04
0,75
0,336
1,09

0,49
0,02
0,12
0,05
0,68
0,049
0,73

128
6
32
15
181
349
530

2.
N2 NH3

- .

.
(%)

100%

90%
80%

31

37

29

8
31

70%
60%

26
14
16
11

50%
40%
30%

47
69
54

33
45

20%
10%

16

( )
.
.

.

16

0%
.

2.

.
98%
,
, Vol. 48, 28/2012, . 275-284

281

282

, , ,

.
,
.


.

(Nx) 47%
. 80% Nx ,

.
28% ,
N2 C2.
NH3 ( 16%)
NH3 - , S2 (5%)

.

530 .
,
.
N2O NH3
.

.

.

.

,
.
: .

172059.

Althaus, H. J., Chudacoff, M., Hischier, R., Jungbluth, N., Osses, M., Primas, A. (2007). Life Cycle Inventories
of Chemicals. Final report ecoinvent data v. 2.0, Vol. 8., Swiss Centre for LCI, Empa - TSL. Dbendorf,
Switzerland
European Commission (2005). ExternE - Externalities of Energy Methodology 2005 Update. Office for Official
Publications of the European Communities, Luxembourg
, Vol. 48, 28/2012, . 275-284


Faist, M., Heck, T., Jungbluth, N. (2007). Erdgas. Sachbilanzen von Energiesystemen. Final report ecoinvent
data v. 2.0, Vol. 6., Swiss Centre for LCI. Dbendorf and Villigen, Switzerland
Frischknecht, R., Faist Emmenegger, M. (2007). Strommix und Stromnetz. Sachbilanzen von
Energiesystemen. Final report ecoinvent data v. 2.0, Vol. 6., Swiss Centre for LCI, PSI, Dbendorf and
Villigen, Switzerland
IPCC (2001). Climate Change 2001: The Scientific Basis. Contribution of Working Group I to the Third
Assessment Report of the Intergovernmental Panel on Climate Change. Cambridge University Press,
Cambridge, United Kingdom and New York, NY, USA
, ., , ., , . (2004). ,
(51), . 3-4, 127-138.
Jungbluth, N. (2007). Erdl. Sachbilanzen von Energiesystemen. Ecoinvent report version 2.0. Vol. 6., Swiss
Centre for LCI, Duebendorf and Zurich, Switzerland
Jungbluth, N., Chudacoff, M., Dauriat, A., Dinkel, F., Doka, G., Faist Emmenegger, et al. (2007). Life Cycle
Inventories of Bioenergy. Final report ecoinvent data v. 2.0, Vol. 17., Swiss Centre for LCI, ESU.
Duebendorf and Uster, Switzerland
, . (2011). . .
, ,
, ., , ., , . (2010). Economic and ecological aspects of biodiesel production over
homogeneous and heterogeneous catalysts, Fuel Processing Technology 91, 13161320.
, ., , ., , . (2012). Environmental external costs associated with airborne pollution
resulted from the production chain of biodiesel in Serbia, Book of Proc.: EXPRES 2012, March 9-10,
Subotica, Serbia, 71-76.
Kellenberger, D., Althaus, H.J., Jungbluth, N., Knniger, T. (2007). Life Cycle Inventories of Building Products.
Switzerland. Final report ecoinvent data v. 2.0, Vol. 7., Swiss Centre for LCI, Empa - TSL. Dbendorf,
Switzerland
Nemecek T., Heil, A., Huguenin, O., Meier, S., Erzinger, S., Blaser, S., et al. (2003). Life Cycle Inventories of
Agricultural Production Systems. Final report ecoinvent 2000 No. 15., FAL Reckenholz, FAT Tnikon,
Swiss Centre for LCI, Dbendorf, Switzerland
Nemecek, T., Kgi, T., Blaser, S. (2007). Life Cycle Inventories of Agricultural Production Systems. Final report
ecoinvent data v. 2.0. Vol. 15., Swiss Centre for LCI, Dbendorf and Zurich, Switzerland
Preiss, P., Friedrich, R., Klotz, V. (2008). Report on the procedure and data to generate averaged/aggregated
data. NEEDS Project: deliverable No. 1.1 - RS 3a IER, University of Stuttgart, Germany
Schmidt, J.H. (2007). Life assessment of rapeseed oil and palm oil. Part 3: Life cycle inventory of rapeseed oil
and palm oil. Ph.D. thesis, Department of Development and Planning, Aalborg University
Spielmann, M., Dones, R., Bauer, C. (2007). Life Cycle Inventories of Transport Services. Final report
ecoinvent Data v. 2.0. Vol. 14., Swiss Centre for LCI, PSI, Dbendorf and Villigen, Switzerland
Sutter, J. (2007). Life Cycle Inventories of Highly Pure Chemicals. Final report ecoinvent data v. 2.0, Vol. 19.,
Swiss Centre for LCI, ETHZ. Dbendorf and St. Gallen, Switzerland
Watkiss, P., Downing, T., Handley, C., Butterfield, R. (2005). The Impacts and Costs of Climate Change. Final
Report to DG Environment. September, 2005.

Resume
The combined application of the Life Cycle Assessment (LCA) and the Impact
Pathway Approach (IPA) methods proved to be a useful tool for the assessment of
anticipated environmental damage caused by airborne emissions in a products lifecycle. The main advantage of this approach is the possibility to express the magnitude
of environmental damage throughout the life-cycle of a product in monetary units. The
use of monetary units for the assessment of environment impacts has a number of
advantages. First, units are conceivable and easy to interpret. Secondly, monetary
, Vol. 48, 28/2012, . 275-284

283

284

, , ,

values are transferable from one application to another (e.g. to cost-benefit analysis,
assessment of public policies). Furthermore, with the assessment of environmental
impacts throughout the life-cycle of a product possible errors resulting from focusing
on only one stage in the complex life-cycle of a product are avoided. It is, however,
important to note that both methods are in the early stage of development and further
improvement are necessary in order to improve the scientific robustness of results
obtained by these methods. In this paper the LCA and IPA methods were used for the
assessment of monetary value of environmental damage caused by airborne emissions
from the life-cycle of biodiesel produced from rapeseed oil. The results confirm that
the environmental damage caused in the life-cycle of biodiesel is not negligible. In fact,
it is in the same order of magnitude as the production cost of biodiesel. The external
costs of biodiesel are presumably even higher since due to lack of reliable assessment
methods some potentially important environmental impacts (e.g. impacts related to soil
and water emissions, impacts related to resources depletion) were not included in the
assessment.

, Vol. 48, 28/2012, . 275-284

 338.43(497.11) ;
339.96(4-672EU:497.11)

, Vol. 48, 28/2012, . 285-298

: 19.03.2012.
: 03.04.2012.

Generating Projects with the Support of Pre-Accession
Funds in Terms of Achieving Rural Development of the
Republic of Serbia

, ,
: ,
.
.
,
,
.
.
: , , , .
Abstrakt: The European Union, through the expansion process in the candidate country pursues its mission by
achieving development goals through the interaction of many instruments and measures. The EU funds clearly
reflect the above-mentioned related interactions. Usage of the EU funds provides necessary system conditions
for a sustainable expansion, as one of the main strategies to increase competitiveness in the world market,
while, on the other hand, for the candidate, it represents one of the major ways of successful integration. The
main forms of support to the rural sector come in the form of providing funding through EU financial instruments.
Key words: project proposal, pre-accession funds, rural development, IPARD.

,
. .
,

bojan.lekovic@ef.uns.ac.rs

286

. ,

.
.
,
,

.

. ,
.

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,

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(, 2010).

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1. Project Cycle
Management

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,

, Vol. 48, 28/2012, . 285-298

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Project Cycle Management.

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.

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, Vol. 48, 28/2012, . 285-298

287

288

, , ,
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,
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2000.
11.398.300,00 .
2012.
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, Vol. 48, 28/2012, . 285-298

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twining,

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, Vol. 48, 28/2012, . 285-298

289

290

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3.
2000.
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2007 2013. (C) N. 1698/2005.

, , ,
1085/2006 17. 2006. ,
(PHARE, ISP, SAPARD
CARDS)
Instruments for Pre Accession Assistance.
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(2010)
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, Vol. 48, 28/2012, . 285-298

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2007 2012. . ,
880
. 2007 2012.

. 1.
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2009.

2010.

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Ukupno

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25.6
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, Vol. 48, 28/2012, . 285-298

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292

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11.635.801,93 , . 2
.

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ISPA 84% 99%,

.

. 3
,
. . 3
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.

, Vol. 48, 28/2012, . 285-298


2. CARDS, PHARE, SAPARD
( )
CARDS 2004

PHARE 2005

PHARE 2006

SAPARD

46.573.630,12
69.523.000,00
60.467.500,00
25.000.000,00 289.930.545,17

44.065.284,94
60.422.386,73
51.207.068,55
15.425.682,40 256.306.462,75
/
94,61%
86,90%
84,69%
61,70%
88,40%

43.610.008,14
59.332.995,35
50.311.172,62
13.512.864,71 231.194.748,02


41.473.728,27
55.012.207,93
45.196.874,62
11.635.801,93 218.001.178,92

/
94,12%
91,05%
88,26%
75,43%
85,50%
: , , ,
, 2011.

3. 1 2

1
2

1
2

1
2

1
2

() ()
1. , 23.07.2006. 31.10.2006.
51
300.277.031,75
129.863.002,66
28
129.077.396,80
45.927.391,69
21
171.199.634,95
83.935.610,97
27
154.174.329,19
68.249.699,41
19
120.986.677,09
49.055.290,53
5
25.116.025,47
12.558.012,72
2. , 28.03.2007. 28.07.2007.
46
284.886.079,09
121.876.952,95
31
98.907.595,86
45.711.054,41
15
185.978.483,23
76.165.898,54
10
46.048.484,68
22.347.135,15
12
53.829.279,64
24.721.189,11
24
183.173.688,01
74.474.215,29
3. , 19.02.2008 03.04.2008.
23
156.863.261,09
63.471.454,57
15
48.277.248,49
17.957.566,44
8
108.586.012,60
45.513.888,13
6
38.670.553,31
12.570.858,21
10
66.819.704,68
26.186.208,03
7
50.705.737,75
24.388.255,82
4. , 21.02.2009 21.04.2009.
19
91.623.267,38
45.811.133,68
10
21.620.157,22
10.810.078,59
9
70.003.110,16
35.001.055,09
4
8.631.213,15
4.315.606,56
2
3.202.623,47
1.601.311,74
13
79.449.796,91
39.724.898,43

: , 1 2 ,

, Vol. 48, 28/2012, . 285-298

293

294

, . 3

.

. . 3
. ,
49, 37 .


.

, . 3. ,

11.635.801,93 , 75,43% .
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90 . 90

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. 90

49
61%
2007 2013. .

.
-
,
.
. 2007 2011. 129,40 .
31.03.2011.
44 10,30 .




. ,
, Vol. 48, 28/2012, . 285-298

.

.
76,92% 81,81%.


.

.
,
,
.
227 104 ,
45,81%.
301.
.

.
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301

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301 13
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20.89%.
. 4.




.
,
, ,
.


,
.
, Vol. 48, 28/2012, . 285-298

295

296

4. 101,103,301,302

() ()
, 101 i 103, 04.01.2010 04.03.2010.

37
153.010.542,83
78.053.524,71
101
26
74.380.940,58
38.786.261,40
103
11
78.629.601,25
39.267.263,31

17
55.765.722,08
28.241.219,85

2
24.881.236,87
12.440.618,32
101
16
45.709.937,92
23.968.388,95
103
2
25.491.787,25
12.745.893,63

18
71.201.725,17
36.714.282,58
, 101 i 103, 17.05.2010 07.06.2010.

13
59.512.796,17
30.262.146,48
101
8
24.344.857,29
12.678.177,04
103
5
35.167.938,88
17.583.969,44

3
13.895.514,09
7.350.500,42

101
5
10.402.782,99
5.252.682,76
103
5
33.471.637,05
16.735.818,53

10
43.874.420,04
21.988.501,29
, 101 i 103, 01.07.2010. 05.11.2010.

26
104.273.699,94
51.099.557,75
101
21
64.266.396,76
32.807.700,86
103
5
40.007.303,18
18.291.856.89

9
15.170.460.82
7.971.596,96

1
2.452.140,73
1.226.070,37
101
12
44.396.716,36
23.960.669,80
103
4
34.517.385,60
17.258.692,79

16
78.914.101,96
41.219.362,59
, 101 i 103, 01.02.2011. 14.03.2011.

44
175.688.153,45
88.690.569,42
101
27
63.806.666,21
33.197.821,56
103
17
111.881.487,24
55.492.747,86

7
10.320.567,19
5.412.183,12

1
1.432.506,04
716.253,02
101
23
53.098.280,22
27.570.747,48
103
13
107.491.273,48
53.744.169,81

36
160.589.553,70
81.314.917,29
, 101 i 103, 30.05.2011 11.07.2011.

40
199.355.361,99
99.216.380,02
101
30
82.591.946,93
43.595.091,97
103
10
116.763.415,06
55.621.288,23

15
53.386.418,40
28.246.186,76

1
1.111.089,10
611.099,01
101
10
15.693.953,30
8.182.915,22
103

10
15.693.953,30
8.182.915,22
, 301, 06.12.2010 31.01.2011.
301
67
282.203.695,26

53
215.794.153,01

1
1.526.020,00
301
1
: , ,

, Vol. 48, 28/2012, . 285-298

,
,
.
,
.
.

,
,
.


Conditio site qua non
.
, ,

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.

, 90%,
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.
,

. ,

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, ,
,

. ,
.
,

.

, Vol. 48, 28/2012, . 285-298

297

298

European Commission, (2004), Project Cycle Management Guidelines, EuropeAid Cooperation Office, Brussels
, ., (2007), ,
., , ., (2006),
, ,
, ., (2007), ,
:
, ., (2011), ,
,
, (2012),
, ., ., ., (2009), , ,

, ., (2010), ,
, ,
, (2009.),
2010 2013,
(2011),
, ,
(2010), 2011 2015,
., ., , ., , ., , ., , ., (2011.),
2007 2013, ,

Resume
Possibility of the use of pre-accession funds in order to achieve rural development is
seen as an opportunity to overcome the problem of insufficient financial resources
available to the Republic of Serbia. The relative ignorance of potentially interested
parties, insufficient organizational and institutional capacity, lack of qualified
personnel for project management, lack of ideas, emerge as potential causes of the
incomplete utilization of the EU funds intended to Republic of Serbia. The ability to
meet the requirements and procedures for using the EU funds will determine an amount
of financial assets proceeds, which will be realized by the Republic of Serbia. With the
status for the EU membership, Serbia is entitled to use the fifth component of the preaccession funds. The importance of IPARD beside achieving rural development, also is
reflected in the preparation of the country to use funds after gaining full membership
when all the funds which are in function of the Common Agricultural Policy of the
European Union become available. To the Republic of Serbia, the undoubted
importance can be to gain experience from the states, which had experience with usage
of pre-accession funds. The current position of the Republic of Serbia can be viewed
from two aspects. From the aspect of delay in the process of access to the European
Union it should use that position to provide insights into the experiences of other
countries, learning from the mistakes of others, then to design an efficient model of
using the funds based on analysis of the experience of other countries. The similarity in
size of territory, population, regional aspects, developed economic cooperation,
political and cultural processes, historical aspect; these are the reasons why Croatia can
be an ideal partner in the transfer of knowledge and experience gained from joining the
European Union. In the past, the Republic of Croatia had two programs that were
designed for rural development.
, Vol. 48, 28/2012, . 285-298


Professional articles

 , Vol. 48, 28/2012, . 301-312

: 27.11.2012.
: 29.11.2012.

347.453

Specificity of leasing arrangements and loan arrangements

:
.

. ,
.
.
: , , , .
Abstrakt: In this paper, we conducted the comparative analysis of loan and leasing arrangements and pointed
out to the most important advantages and disadvantages of leasing. Knowledge of the advantages and disadvantages of leasing provides a possibility to companies and natural persons to make a rational decision whether
it is more cost effective to take a loan or purchase equipment on leasing. Besides some similarities, leasing and
loan arrangements are characterized by numerous differences. The main difference between loan and leasing is
the fact that a lessor remains the legal owner of the lease during the term of the lease.
Key words: leasing, loan arrangement, lease agreement, loan agreement.

, .
.
: , , .
.

, .

radomirovicj@yahoo.com

302

.
.

.
,
. .
, .

.
.
.

.

1.
,
. .

.
.
.

. (IFRS, 2007)

( ) ( ).

.
.

.
, , , ,
. : ,
, ,
, .
( , . .55/2003)

, Vol. 48, 28/2012, . 301-312

,

.
.
2005. ,
. 16 ,
.
.


. 36,7 . 25,2 ,
. , 12,6 ,
.
7,2
, 6,8 ,
2,5, 1,1 .
1.

: , 2012

1.1 :

1. .
,

. ,
, ,
, Vol. 48, 28/2012, . 301-312

303

304

2.

3.

4.

5.

6.

7.
8.

.
(http://www.wikipedia.org/ )
.
.

. ,
.
,
. ( , 2008, . 426)


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.

, Vol. 48, 28/2012, . 301-312

9.

.
10. ,
.

.
11. ,
.
1.2

1. .

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,
,

.
, , ,

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.
2.
.
3.
,
, .
4. , ,

.
5.
, .
,
, . .
6. ,
, Vol. 48, 28/2012, . 301-312

305

306

.

.


.

.


. 60%
.
7. , .
.
.
8.
.

.
,
. (,
-, 2007, . 220)
9. , : , ,
.
10.

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.

2.

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.

.

, Vol. 48, 28/2012, . 301-312

.
, . .
: ,

. : ,
,
.
, ,
, , . . (, 2003, .548)

.
, .
,
,
. ( Damodaran, 2007, .542)

3.
.
,
.

,

. (, , , 1990,.96)
,
, ,
.
.
,
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,
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,
. -

, Vol. 48, 28/2012, . 301-312

307

308

.
. .
,
.
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,
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, .

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, Vol. 48, 28/2012, . 301-312

. (, 1992,
. 5)

. , ,
.

, , , (
, .)
.( , . , .36/2012)

,
.


, .
, - , .
, , ( ), , .

,
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, , ,
, . (, 1997.,74 .)
:
1.
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, .
2.
,

.
3.
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,
, Vol. 48, 28/2012, . 301-312

309

310

4.

5.

6.

7.
8.

9.

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.
, , .


, , ,
.

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, Vol. 48, 28/2012, . 301-312

.
,
,
,
.
.
.
.
,
,
. .
, ,
.

.

. .
.

:
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,
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:
, ., , ., , ., (1990), ,
,
, .(2008), ,
Damodaran, A., (2001), Corporate finance: theory and practice, New York
, .,(1997), , ,
, ., (2003), , ,
, (2007), IASCF, London, United Kingdom
,(2012), , 2012.
, ., (1992), , , ,
, ,
., - ., (2007), ,
.55/2003,
, .36/2012,
http://www.wikipedia.org/

Resume
Modern market economy is characterized by numerous innovations, new forms of
business and new types of business practices. Leasing arrangements are of increasing
importance due to the increase in the volume and value of the investments that are
funded from this source.
, Vol. 48, 28/2012, . 301-312

311

312

Leasing allows more flexible ways of financing acquisition of assets and the
longer repayment period than loan arrangements, and the lessee pays the installments
by the income generated from the use of the lease object and lessor remains the owner.
The problem of lack of liquid assets of the company can be solved by using leasing.
Another problem that can be solved by leasing is avoiding the costs of obsolesce of
fixed assets.
There are numerous reasons for the emergence and further development of leasing. In industrialized countries, development of techniques and technology is rapid, and
the main interest is to sell complex and costly products, so it is necessary to find different types of investment, and one of them is leasing business. Underdeveloped countries
and developing countries, on the other hand, have the need for development that can be
achieved by using modern and expensive equipment. Leasing arrangements allow
overcoming this obstacle more easily, and achieving planned objectives.
The importance of leasing is multiple for each contractor and it reflects in the
following: high value products find their way to the customers through leasing business, integration of producers, consumers and financial institutions is performed
through leasing business, all the parties in the leasing business can make profit, and
alike.

, Vol. 48, 28/2012, . 301-312

 368.212.032.5 ; 368.025.1

, Vol. 48, 28/2012, . 313-325

: 25.02.2012.
: 27.11.2012.

-

1

Bonus-Malus System as an Integral Part of Automobile

Liability

,
:

. ,
- ,
, 2011.
77.291
.
, ,

.
: , - , ,
.
Abstrakt: The aim of this paper is to analyze the process of forming automobile liability premium rates. Analysis
is based on the establishment of equivalence between the number of reported claims of the policyholder and the
amount of his/her future premium. The described form of determining insurance cost, known as bonus-mauls
system is an integral part of the liability premium rates of insurers in almost all countries, while since September
2011 its implementation in our country has begun. This has initiated the idea of this paper, which is based on
research of sample containing 77.291 insured from one of the largest auto liability insurers in Serbia. The overall
analysis has been conducted by using the negative binomial distribution and the expected value principle. As a
1

47009 ( ) 179015 ( : ), .

ivana.simeunovic@bba.edu.rs

ivana.domazet@ien.bg.ac.rs

mladenka.balaban@ien.bg.ac.rs

314

, ,
final result, the tariff system which represents a measure of risk of individual insured and which is based on the
principle of fairness is established.
Key words: Automobile liability premium rates, bonus-malus system, fairness principle, negative binomial
model.

.
,
. ,
,
.

.

,
.


.
,
.
j
,
.
,

.
,
,
.

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:

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, .

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.
.

, Vol. 48, 28/2012, . 313-325

1. -

,


1910. .
- ,
,
1960- (Bichsel 1960, Delaporte 1962).
Bhlmann (1964) i Lemaire (1977).


: , , , .
,
a priopri .
. a priori

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a priori .

a priori ,

.
: - , ,
,
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.

a priori ,
.
, ,
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a posteriori ,

, merit rating, no claim discount, - .
. a posteriornom
,
(, 2010):
;
;
;
, Vol. 48, 28/2012, . 313-325

315

316

, ,

;
() ;
;

.
- ()
, ,
. ,

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.

. 1994.

.
. , -
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5% ,
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13
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50% .
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.

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,
. ,

.
. - 10%
,
, Vol. 48, 28/2012, . 313-325

60%.
.
2011. ,
:
5% .
10%, 15%
3 .
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50% .
2,1 ,
2,5 .
, ,
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2.


,
,

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.
,
- :
Bayesian credibility premium model,
. 2

,
.
,
: (expected value prin , Vol. 48, 28/2012, . 313-325

317

318

, ,

ciple), (standard deviation principle),

(variance principle), (principle of zero
utility). ,
.
2.1.

,
, .

.

,
.
- 0
,
.

t , k j

j - ,

k1 , k2 ,.....kt . - k j
K j . ,
- K1 , K2 ,......Kt

t 1 t 1 k1 , k2 ,....kt ,
t 0,1, 2.... , - t 1 (Lemaire,

,
1985).

, k1 , k2 ,.....kt , ,
( ):

u k1 , k2 ,....kt

P k1 , k2 ,....kt u
P k1 , k2 ,...kt

P k1 , k2 ,...kt P k1 , k2 ,....kt u d
0

, Vol. 48, 28/2012, . 313-325

t
.
,
- k1 , k2 ,.....kt t ,
t , :

Rt 1 t 1 , E Lt 1 t 1 , Lt 1 t 1 , P k1 , k2 ,...kt
Lt 1 t 1 , , Rt 1 Rt 1 t 1 ,
() t 1 .

t k1 , k2 ,.....kt :

L
t 1

t 1

, u k1 , k2 ,....kt d

. :

u k1 , k2 ,....kt d
2

t 1

. (,
1995):

t 1 k1 , k2 ,....kt u k1 , k2 ,....kt d
0

.

: (Poisson), (Negative Binomial)
(Poisson Inverse Gaussian).

(Besson and Partrat, 1990).
2

2.2.

77.291
. . 1
2011. .

, Vol. 48, 28/2012, . 313-325

319

320

, ,

1 n
X i f i 0.110737
n i 1

s2

k
1
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0,29

f i

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7.178,97
602,07
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0,45

() .

,
, Vol. 48, 28/2012, . 313-325

0.05 .

321

3.

0.110737

f fi
i
fi

a 1.498931

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, Vol. 48, 28/2012, . 313-325

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, Vol. 48, 28/2012, . 313-325

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, Vol. 48, 28/2012, . 313-325

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324

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, Vol. 48, 28/2012, . 313-325

0 z 1

,
.

, . ,
a priori
.

.

Besson, J.L., Partart, C. (1992). Trend et Systemes de Bonus-Malus. ASTIN Bulletin 22,11-31.
Bhlmann, H. (1970). Mathematical methods in risk theory. Berlin: Springer-Verlag, New York: Heidelberg.
Denuit, M., Marechal, X., Pitrebois, S. and Walhin, J.F. (2007). Actuarial modelling of claim counts, Risk
classification, Credibility and Bonus-alus systems. San Francisco: John Wiley&Sons, Inc.
, . (2007), ,
, 18, 93-101.
Herzog, T. (1999). Solution manual for introduction to credibility theory. Connecticut, USA: ACTEX Publications.
Lemaire, J. (1995). Bonus-malus systems in automobile insurance. The Wharton School, The University of
Pennsylvania: Kluwer Academic Publishers.
Lemaire, J. (1979). How to define bonus-malus systems using an exponential utility function. ASTIN Bulletin, 10
(3), 274-282.
Rolski, T., Schmidli, H., Schmidt, V. and Teugels, J. (1998). Stohactic process for insurance and finance. San
Francisco: Wiley Publishing.
Schmidt, K.D. (1998). Bayesian models in actuarial mathematics. Mathematical Methods of Operations Research, 48, 117-146.
, .(2010), -
, . :
.
, ., , ., , . (2009). Applying Markov Chains in Bonus System. L. ZadnikStirn, J. erovnik, S. Drobne and A. Lisec (ur.), International Symposium on Operational Research (str.
325-332). Nova Gorica: Slovenian Society Informatik.
, . (2008), - , , 36 (1), 67-76.
Venter, G. (1990). Credibility, New York: Foudations of Actuarial Science-Casualty Actuarial Society.

Resume
Car insurance can be considered as a precondition for the legal usage of motor vehicle.
This type of insurance presents the expression of rights of all traffic participants, where
everyone can expect traffic security, and protection of life, health and property. In this
manner, the implementation and adequate car insurance practice, present one of the key
presumptions in the process of regulation and improvement of traffic security level.
Adaptation of the bonus-malus system is one of the most efficient methods in the process of establishing the adequate tariff system. The tariff system proposed in this paper
provides the preposition for premium rates by analyzing a long period without compensation request, as well as the possibility to report more than three damages per year,
which are the basic weaknesses of the present BMS system in Serbia.

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325

326

, ,

, Vol. 48, 28/2012, . 313-325

 005.12:658.8 ; 330.1

, Vol. 48, 28/2012, . 327-340

: 06.12.2011.
: 27.11.2012.

Marketing in the context of system

paradigm: identification and prospects

Omsk state university of name of F.M. Dostoevsky

Omsk economical institut
:
.

: , , .
, , , .
: , , .
Abstrakt: In the paper, we make an attempt of theoretical comprehension of the place and role of marketing
based on the main postulates of the system paradigm in economic science. We offer a new understanding of
system marketing as the way to coordinate functions and goals of economic system and consider its peculiarities
as applied to systems of different types: object, environment, process, and project. The paper also contains
some arguments to position system marketing as a theory, including, in particular, theoretical concepts of marketing-management and relationship marketing.
Key words: marketing, economic system, system marketing.

The peak of systems theory development falls in the mid-20th century, but the perception of methodology of the systems analysis and systems theory, as an independent
scientific paradigm of economic science, should be referred to the beginning of the 21st
century [1]. At the heart of the system paradigm there is a view on the functioning of
an economy through the prism of creation, interaction, transformation, and liquidation
of economic systems of different levels - from the global world economy to separate
markets, companies, households, and individuals [2, p. 4].
Within the framework of paradigm, the accent in understanding the system is
shifted. The system is understood ...not as a set of elements, which are connected between each other in a certain way, but as a comparatively stable in space and time independent part of the environment, which is selected by an observer on spatial or functional basis [3, p.8].

apenkosn@yandex.ru

mserg61@mail.ru

328

Note that economic systems in [2, p.7] are defined as ...systems, whose creation
and functioning secure the processes of production, distribution, exchange, and use of
goods and which are impossible without human participation.
Avoiding detailed analysis of the definition, let us note some attributes of economic systems, which are important for further understanding: a) "linkage" (evident or
indirect) of any economic system to a person (individual/group of individuals), which
in its turn can be considered as economic system of the "object" type (Picture 1); b)
"exchanging" nature of interaction of economic systems, which is important, first of
all, from the marketing point of view. Here the exchange can be considered both in
traditional sense - as exchange of resources, goods, etc.; and as a generalization - exchange of "system" resources, such as time and space in most general view.
The system paradigm gives a new basis to reconsider statements of the theory
and practice of marketing and management, justifying new aspects of company management. For example, application of the system paradigm to company theory allowed
scientists to form a system-integration concept of the company [4] and the concept of
system management [5], which is based on it.
The object of management in the context of system paradigm gets new interpretation, which is different from traditional1. The change (shift) of objects of management to economic systems also changes the view on marketing. The current paper is
dedicated to the question about the place and role of marketing in company management in the context of system paradigm, to the peculiarities of marketing as applied to
different economic systems, and system nature of the marketing itself.

1. The role of marketing in operation of economic systems.

Within the framework of Kleyner's scientific approach [3 and others], whose key
statements are used within the current paper, different types of systems are classified,
based on their spatial and time determination (Picture 1).

Picture 1. Space-time classification of economic systems, adapted use [5].

For example, ..a minimal object of management is internal economic system of the company [5,
p. 43].

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Marketing in the context of system paradigm: identification and prospects

2

Time and space are fundamental system resources. For objects and projects
structural, limited (i.e. rare, or economical, in micro-economical sense) resource is
space, while for projects and processes - it is time.
Let us introduce some notations for further illustration in (Picture 2), where,
along with the name of the system, its system-wide properties are shown:

Picture 2. Notation for systems of different types

Let us consider now the following two characteristics of a system: its functions3
and goals.
There are different views on nature and origins of system functions. In the context of the problems, which are considered, we will follow E. Erohina [7]: the function
is given to the system from outside and it shows, which role current system plays in
system that is more general. That is, the function is the raison d'etre (reason of exis4
tence) of the system, its destination, relevance, mission in the external environment.
A function is a key backbone factor of the system, since, first of all, any change
of the function, caused by external environment, leads to structural changes of the system and relations mechanism; then, with the complexification of system functions inside of the whole structure, differentiation occurs, which can cause segregation of a
new part, thus causing system development.
2

We are talking not just about geometrical space, but rather about some socio-economic space. In this
aspect, we can talk about space and time as about system-economic resources. Note that for object
and environmental systems, time is not considered as economical, i.e. rare, resource, and for project
and process systems - it is economical (rare, limited resource), and thus suitable for alternative use.
By analogy, one can consider similar representation for space, considered as, for example, generalization of traditional resources. The current note is written for illustration, and requires further independent consideration and elaboration.
3
Functioning is one of stages of the systems lifecycle. Stages of the lifecycle of economic systems
can be found, for example, in [6].
4
Using marketing terminology, we can call it in first approximation as satisfying needs of the external
system (external environment)
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Another core system factor is its goal. A goal is the "desired" state of the system
outputs, i.e. some value of the system function. The goal can be set both from outside
and by the system itself. In the last case, the goal, as different from the function, expresses internal need of the system, which has its controller. The goal influences both
the structure and the behavior of the system, and so is system's core factor (with prevailing role of the function).
From the aforementioned, it follows that goals and functions of the system, including economic one, are determined by different environments (external and internal
for the system) and thus should not be identified. Rather compatibility and consistency
should be discussed.
Considering the judgments about relationship of goals and functions of the system, let us turn to the definition of marketing. Marketing is an organizational function
and a set of processes for creating, communicating, and delivering value to customers
and for managing customer relationships in ways that benefit the organization and its
5
stakeholders . Note that in the definition we are talking about coordinating functions
of the system (for example, a company) - creating and delivering goods to customers,
and goals of the system - for example, the company's profit. Thus, marketing in the
context of system-economic paradigm can be considered as a way to coordinate goals
and functions of the economic system.

2. Basic types of marketing system

Taking such a view on marketing, there is a question about peculiarities of marketing
depending on interacting economic systems, where it is implemented. Answering the
question, let us pay attention to the following. Treating marketing as a way to coordinate goals and functions of the economic system, it is natural to consider the company
(object system) as such system. Depending on the system type, making external company environment, we can distinguish between the following types of the marketing
system trend:

marketing object-object
marketing object-process
marketing object-project
marketing object-environment

However, taking into account that marketing deals with economic systems, the
systems with human participation (object type), and that the human ultimately forms
the needs of all the other systems, it is reasonable to consider all the above mentioned
marketing types in a broader sense (Picture 3). Here, an accent is placed on the idea
that behind each system, interacting with marketing, there is an object system (a company represented by owner or manager, or an individual consumer), on whose demands
(including system's) marketing is aimed. Therefore, it is possible to give the general
5

Taking into account multiplicity of views on marketing, we use a definition of the American Marketing Association.

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Marketing in the context of system paradigm: identification and prospects

idea about the nature of systems, interacting as part of marketing, as well as to formulate the general system-purpose of marketing (Table 1).

1.

2.

3.

4.

Picture 3. System marketing types: 1. object-object; 2. object-process;

3. object-project; 4. object-environment.

Double arrows show areas of structuring and/or restructuring of base system resources.
Table 1. Brief characterization of marketing system types
Marketing system
type

General characterization

Marketing system goal

Object-object

Interacting systems have structured

system space and unstructured
(unlimited) time

Object-process

System, interacting with marketing

(process), destructs "system space"
of consumer, and, on opposite,
structures (narrows) its time

Coordinating structures of system

space of object-producer (the seller)
and object-consumer (the buyer)
Recognizing "hidden" structure of
system object space - consumer
(buyer); coordinating system structure of the producer and consumer,
and also destructing (widening) time

Object-project

System, interacting with marketing

(project), structures "system time"
of the consumer

Destructing time

Object-environment

System, interacting with marketing

(environment) destructs "system
space" of the consumer

Recognizing hidden structure of

system object space - consumer
(buyer), coordinating system structure of space of object - producer
and object consumer

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332

An example of the "object-object" marketing type is so-called transactional

marketing in its simplest form; when to making an exchange (sell), the coordination of
characteristics of requested and produced products is required. A product is just the
form of structured space. As the time of both systems is unstructured, this exchange
is considered as onetime and random in time. The system role of marketing is in that
the consumer was convinced that space was structured identically both by him/her and
the producer. It is the object marketing for which it is common to use operational marketing directly, marketing decisions on goods, assortment, price etc. In addition, in essence, it is this type of marketing, which is shown in well-known schema (Picture 4).
Marketing in object-environment case is considered differently. Here, a company
being behind the environmental system does not see the structure of needs of each
customer (object system). Thus, marketing should be directed, first, on the revelation
6
of this hidden structure. Typical examples here are market segmentation , which is,
basically, structuring users, and positioning, which can be considered as coordination
of system structuring of object-producer and object-consumer spaces. Note that in this
environment system case we are not talking about structuring consumers in time. This
is the scope of project (object-project) and process (object-process) marketing
types.

Picture 4. A simple marketing System

Dealing with the project system, marketing should proceed first from the necessity to extend time, to consider interaction with the project system in dynamic.
Typical marketing approach is to consider the lifecycle of the project and, further, to
coordinate space structuring of system-producer and system-consumer as part of the
stages of the lifecycle.
The most complicated, in some sense, is the system role of marketing of object-process type, since systems of project type restructure both space and time characteristics of object systems. In this case, marketing should not only consider the lifecycle dynamics of consumer-systems, but also, on each stage of the cycle, to determine
and structure its space system characteristics.

It is the market, which plays the role of the environment (environment system) in this case.

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Marketing in the context of system paradigm: identification and prospects

3. System marketing as a step towards generalization of

marketing theories.
Obviously, economic systems in reality cannot be reduced to just one of the considered
system types. In addition, in this sense, we can only say that a real system more or less
shows as one or the other type. Moreover, correspondingly, marketing directed toward
the coordination of the real system, can and should combine features of system marketing of different types. Thus, in practice, this theoretical view on marketing should be
directed, first, toward the exposure of dominating system patterns of interacting systems with further creation of corresponding marketing approach. Even more difficult,
but still important, is the task of system structuring of marketing sector. Here we are
talking now not only about exposing the patterns of dominating systems. The task is to
consider structure of economic systems, and the nature of interaction between them,
forming needs of the system, where marketing is aimed to satisfy.
For example, Picture [6] shows that depending on the stage of the lifecycle,
where the system is, the priority-driven interaction with certain system types is involved . So, on the stage of system creation, the system being created is most influenced by the system of the same type: object system by object system, process system by process one, etc. On the development stage, the most influence comes from
process systems, on transformation stage from project system, etc. In the operational stage, object and process systems are mostly influenced by environment systems,
and environment and project systems by object ones (Picture 5).

Picture 5. System influence in the operational stage

(arrows show the direction of influence)

It is notable, that, for example, implementing project should be taken into account, first, the influence of environment on object, and implementing process the influence of object on environment. Say, realizing an advertisement company
(project), an accent should be places on communication channels (environment system)
and it should be considered how the environment structures the user audience (object
system). When doing, for example, marketing monitoring (process system), contrary to
this, an accent should be placed on exposing objects, which form marketing environ-

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333

334

ment, and consider how this problem (under object influence) structures it (environment system).
Note that the offered scheme (see 5) can be considered in terms of two opposite
views of marketing focus. The chain environment-object-project (dashed line in Picture) can be interpreted as a view on marketing from the economic sociology position, which explains economical behavior of users, first, individuals, by factors of external influence. The chain object-environment-process (solid line on the picture)
corresponds more to the rational view of the nature of marketing from the position of
economic human, who makes rational user decision based on his own interests.
In this context, the chains can be considered also as demonstration of two marketing paradigms: traditional marketing and relationship marketing. The first one puts
emphasis on managing users (object) and interaction with them (process), the second
one on managing the relationships (environment).
In traditional marketing, objects interaction (producer and user, seller and buyer,
etc.) occurs as interaction of object system with object system (Picture 4).
Relations between the objects act as processes (process of communication,
process of exchange, etc.). Interaction of the set of such marketing systems can be considered as market competitive environment a system of elements (objects) and relations between them (processes). Elements are sets of users and producers. Relations are
bunches (collections) of processes. This environment in its turn interacts with other
markets (environments), and also with cultural, demographic, natural, etc. environments.
Depending on direction (a point of application) of marketing interaction in the
framework of traditional marketing, we can distinguish between two approaches:
Marketing-management assumes demand management (Kotler). In this
case, a company, doing marketing, influences (via marketing-mix) its users
(actual or potential) directly. On the scheme (Picture 6), this type of marketing is shown with arrows having number 1;
Interactive marketing7 assumes that managing marketing influence is directed not toward users themselves, but the system relations (interactions)
with them (arrows with number 2).

There is no uniform opinion on the terminology. We use the term interactive marketing to distinguish it from relationship marketing (see below).

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Marketing in the context of system paradigm: identification and prospects

Picture 6. Objects of marketing management in the context of traditional

(transactional) marketing

Marketing-management is directed toward managing objects systems, interactive marketing environment systems, event marketing8 project systems.
Relationships marketing, as alternative marketing paradigm, are based on the idea that
the core marketing elements are not the objects, but relationships between them, i.e. the
system elements here are the relationships, and relationships are the objects.

Picture 7. Types of system marketing trend

8

We suggest using the term event marketing for object-project marketing type.
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335

336

In other words, if a traditional company (and its marketing) creates its external relationships itself, then in given case, on the contrary, the company is considered as a
product of some combination of relationships. Therefore, the interaction of any given firm with external environment is not just interaction with other company, and not
only with processes, but with all interacting network process system (Picture 8).

Picture 8. Process system (network) in the context of relationships marketing

So, relationship marketing (marketing of object-process type), despite its

principal differences with traditional one (see, for example, [8]), is reduced to one of
the system types in the system paradigm concept. Applying the system view on marketing, its peculiarity is that it is marketing of this type, which is directed toward structuring/restructuring of both system properties. From our point of view, this circumstance distinguishes it into a separate marketing category.

4. Marketing as a system
Marketing can be considered as a system - i.e. as a combination of constituents of different types: marketing projects, processes, environments, objects. In addition, in this
sense, marketing is a more complicated system, consisting of many systems of different types, interacting with each other. Most specialists, noticing, that emergence is a
key condition and property of marketing, make an accent on complex, system nature of
marketing.
Different constituents of marketing activity can be considered as systems of certain types. Of course, as any real economical system cannot be reduced to just one system type, so every type of marketing activity combines properties of different systems.
However, often it is possible to highlight dominating, leading system. For example, an

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Marketing in the context of system paradigm: identification and prospects

advertisement campaign is a project system (event), which has clear goals, time and
place, and which is aimed at environment system (group of users); test-market sales
is a project system, aimed at object systems (users); marketing monitoring is a
process system aimed at analysis of environment system, etc.
To some extent, it can be stated that marketing activity (and its constituents) is
described by the following three attributes:
active system, implementing a function,
passive (inside of marketing constituent which is considered) system, at
which the function is aimed,
the function itself.
Table 2. Examples of interacting systems in marketing activity
Type of
marketing
activity

Active
system

Passive
system

Advertisement
campaign

Project

Environment

Test-market
sales

Project

Object / environment / process /

project

Marketing monitoring

Process

Environment

Function,
implemented by the system
Informing (aimed at breaking homogeneity of environment)
Estimation of readiness to purchase
(function is aimed at changing production or consuming, to keep it with the
demand)
Constant estimation of changes of
system existence conditions (function
is aimed at timely adaptation)

Marketing is a multifaceted integrated activity, consisting of interacting systems

of different types and implementing different marketing constituents. Depending on
which system type of these marketing constituent is dominating in certain conditions of
considered marketing problems, it is important to formulate marketing tasks in such a
way, and correspondingly allocate resources, so that to correspond to this system type
as much as possible.
For example, strengthening of the project marketing constituent can be
achieved by separating, discretization of processes, using project approach, managing
events. The object constituent can be strengthened via unification, typification, centralization of marketing management. For the process constituent raising homogeneity (repeatability) of systems using the methods of process management. For the
environmental constituent via easing interaction, placing accent on institutional
aspects, information openness, etc.

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338

,
Table 3. Conditions for raising efficiency of systems interaction of different types
(sign + means need to strengthen, sign - means need to suppress dominating features
of interacting systems)9
Object
Environment
Process
Project

Object
+

Environment
+
+

Process
+
+

Project
+
+

Overall, the view on marketing, and its system nature, offered in the paper is
relatively new, and correspondingly not complete, it is a debatable step in getting system understanding of marketing. This, of course, requires both additional argumentation and comprehension of the approach, and, in particular, further explanations and
positioning of existing marketing theories within the system view. Therefore, for example, it is interesting to consider many discussions on past marketing approaches
from the position of service economy [9]. From our point of view, the approaches of
those authors can also be described using categories of system marketing, for example,
including the intermediate process system in the chain of interacting systems (see 3).
Since [9] an accent is put on this aspect, and service is a process system.
Development of the system view on marketing in part of its practical implementation can be aimed, for example, at exposing the nature of marketing system content as
a whole and complexity of marketing, in particular, depending on the base marketing
system type, at estimating optimal combination of marketing system types, etc.
An important step for practical realization of the theory is the specification of
base concepts of system paradigm: space and time (see footnote on page 4).

Conclusion
The concept of marketing system is quite promising. This conclusion results the fact
that it is quite possible to explain logically and concisely the various manifestations of
the essence of marketing, which we see as a way to harmonize the functions and objectives of the economic system.
Disaggregating the general understanding of marketing system will theoretically
justify marketing decisions based on the system characteristics of participants marketing. This will require adjusting and clarifying a number of marketing categories, referring to the production of a single systematic conceptual apparatus.
If the new concept is able to confirm its role as the foundation of the generalized
marketing theory, it will help shape marketing, first and foremost, not based on empirical practices, but based on theoretical understanding and foundation.

Created based on [Error! Reference source not found., p.110]

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Marketing in the context of system paradigm: identification and prospects

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Resume
The system paradigm developed in the last decades by Y.Kornai, G.B. Kleyner and
other experts, proceeds from the assumption that functioning of economy represents
the economic systems of different level. That kind of look gives the base for reconsideration of provisions of theory and practice of management, and in particular about the
place and role of marketing in management of the firm, about features of marketing in
relation to different economic systems, about system nature of the marketing itself.
The article proves that marketing in a context of a system and economic paradigm can be considered as a way of the coordination of purposes and functions of an
economic system. Thus, depending on types of interacting systems, it is possible to
allocate four main types of marketing: object-object, object-process, object-project, and
object-environment. It allows to adumbrate about character of the systems interacting
within marketing, and to formulate the all-systems purposes of marketing. This classification allowed to prove that already existing approaches to understanding of essence
of marketing, are well explained by the system understanding of marketing. For example, transactional marketing is reduced to marketing of "object-object" type. For such
object marketing direct application of operational marketing, marketing decisions on
goods, the range, the price, etc. is characteristic. Marketing of "object-environment"
type adequately reflects market segmentation, and positioning which can be considered
as coordination of system structuring spaces of the manufacturer-object and the consumer-object. It is possible to offer an explanation to marketing of other types.

, Vol. 48, 28/2012, . 327-340

339

340

Practical realization of system marketing has to proceed from detection of dominating system lines of interacting systems and formation on this basis of the corresponding marketing approach, and system structuring of marketing sphere. Marketing
can be considered as system a combination of components of various types: marketing projects, processes, environments, objects.
Marketing represents the multidimensional integrated activity consisting of interacting systems of various types and realizing separate components of marketing. Depending on what type of systems of these components of marketing is prevailing in
specific conditions of solved marketing problems, it is important to formulate marketing tasks and, respectively, to distribute resources that they most corresponded to this
type of system.

, Vol. 48, 28/2012, . 327-340

 , Vol. 48, 28/2012, . 341-355

: 29.09.2010.
: 23.11.2011.

005.552.1 ; 005.21:658.7

Responsiveness and Efficiency of Supply Chain

: , ,
.
, , ,
, .
, ,
, ,
. ,
.
.
: , , , , ,
.
Abstrakt: Under the changed new economy conditions, in last few decades, strategic approach on the business organizations has changed too. Further, it is not only accentuated by an active relationship with the dominant market served by companies, but companies are increasingly focused on customers and consumers, trying
to, as far as possible, adapt their products and services directly to their expressed needs and demands. Relationship among responsiveness and efficiency depends on characteristics of the market being served, and on the
enterprises capability to apply the new management strategies of performance business process. The goal is to
meet effectively the specific requirements of customers, with the efficient use of resources. The new strategies
are based on the concept of total supply chain management.
Key words: Responsiveness, efficiency, type of markets, supply chain, customer serves, postponement.

.
, .
,

cvetkovic.miodrag2803@gmail.com
(responsiveness)
. (
), .
1

342

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, Vol. 48, 28/2012, . 341-355

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, Vol. 48, 28/2012, . 341-355

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344

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, Vol. 48, 28/2012, . 341-355

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, Vol. 48, 28/2012, . 341-355

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346

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, Vol. 48, 28/2012, . 341-355

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, Vol. 48, 28/2012, . 341-355

347

348

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Promotion, Place), 3P , ,
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109).
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, Vol. 48, 28/2012, . 341-355

: , , ,
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, Vol. 48, 28/2012, . 341-355

349

350

1.

: Bowersox D., Closs D., Cooper Bixby M., (2007), Supply Chain Logistics Management, McGraw-Hill, Inc., . 11.

().
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2007, . 12): 1)
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, Vol. 48, 28/2012, . 341-355

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, Vol. 48, 28/2012, . 341-355

351

352

.

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, Vol. 48, 28/2012, . 341-355

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, Vol. 48, 28/2012, . 341-355

353

354

.
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., . (2006), , : .
Bowersox D., Closs D., and Cooper B. M. (2007). Supply Chain Logistics Management, McGraw-Hill, Inc..
Grando A., Tapiero C. S., and Belvedere B. (2007). Operational performances in manufacturing and service
industries: conceptual framework and research agenda, International Journal of Business Performance
Management, Vol. 9, No. 2, pp. 110-126.
Hines T. ( 2004). Supply Shain Strategies, Customer Driven and Customer Focused. Oxford: Elsevier
Butterworth-Heinemann, Linacre House, Jordan Hill.
Hugos M. (2003). Essentials of Supply Chain Management. John Wiley and Sons, Inc.
., - . (2008),
, : , 18-19,
, : 11. , ICDQM 2008. 429-435.
., - ., . (2007), , :
.

Resume
In turbulent market conditions and changing demand, the rapid development of technology and growth of competition, the vital interest of every company is to monitor constantly and meet the needs and demands of customers in order to maintain their loyalty.
The impossibility of satisfying customers will have negative financial consequences
and the loss of markets, while customer satisfaction enables business success and the
achievement of other economic goals. Responsiveness, arising from strategic decisions
to meet the requirements of demand, means that in the short-term answer to the demand, but other than the speed, necessary to meet other service attributes, including the
, Vol. 48, 28/2012, . 341-355

quality of the product. The performance of the process is to meet the demand in proportion, depending on the type of market and product. Management has to find the optimal
mix of attributes that customers appreciate.
On the other hand, a high level of responsiveness raises the cost of production,
transportation, storage, and other expenses. We need to grow revenues faster than expenses. The biggest challenge for managers today is, in fact, to achieve the maximum
level of responsiveness, with the achievement of efficiency and low cost. The responsive business model process begins with market signals from customers and ends with
satisfaction satisfying demand. The concept of supply chain management achieves the
attributes of the product / service that customers appreciate through integration functions, process compliance and adjustment of organizational structure and its aims. This,
at the same time, provides good coordination and implementation of operational efficiency, and enables you to create an agile system. Agility and adaptability cannot be
achieved in individual firms already in the integrated supply chain and network organization. Organizational capability and competence means the ability to configure quickly resources and structuring activities along the supply chain. In such a system, the division of the same, current information on demand, inventories, and other information
is possible
For the implementation of innovative strategies and responzivnog business
model is necessary to use appropriate methods and mechanisms such as postponament,
modular product design, and operational strategies that are based on joint planning,
structuring the activities of the process and eliminate redundant activities, sharing information and constant coordination. In this way, except responsiveness, a high level of
efficiency and rationality can be achieved.

, Vol. 48, 28/2012, . 341-355

355

356

, Vol. 48, 28/2012, . 341-355

 005.332.8:658.62 ;
005.51:658.87(497.11+497.5+497.6)

, Vol. 48, 28/2012, . 357-369

: 13.10.2011.
: 31.10.2011.

,

Effectiveness of Category management in the three biggest
retail companies in Serbia, Croatia and Bosnia and
Herzegovina

Johnson&Johnson Consumer Zug
:
, . ,
, ,
.
, ,
(, 2007).
. ()
,
(, 2007). ,
, ,
2005. . , ,
,
.
: , , , ,
.
Abstrakt: In a large number of modern companies, management of single products or product lines is business,
task and responsibility of employees called product managers. Accordingly, product management is the system
which includes the management of single products, product line, brand or category of products. Product management could be defined as the achievement of targets for products in an efficient and effective way through
planning, organizing and control. Modern companies make changes of their organizational structures based on
products introducing category managers. Product category means a group of products inside the family of
products, which are considered to have some functional cohesiveness. Category management based on these
postulates has been introduced in the three biggest retail companies in Serbia, Croatia, and Bosnia and Herzegovina starting from 2005 year. Key business parameters, as sales, product rotation index and profitability show
that, in this period, significant improvement thanks to category management introduction.
Key words: category management, category of products, category manager, product management, retail companies.

dvaselic@gmail.com

358

. , ,

.
,
(first moment of truth).
,
,
.
,

,
. ,
-
.
-
.
(Procter&Gamble, Johnson&Johnson, Unilever)
,
.
80-
.

. ,

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(, )
. , ,
,
. ,
, .

. :
,
,
,

,

,
, Vol. 48, 28/2012, . 357-369

,

. (Karolefski i Heller,
2005)
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, .
2005. ,
2006. .
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1.
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(, 2009).

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, Vol. 48, 28/2012, . 357-369

359

360

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, Vol. 48, 28/2012, . 357-369

361

362

2006. ,
(2007- 2008-).

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( 1)
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2006. 2007. 2008. . /
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3%.

, Vol. 48, 28/2012, . 357-369

.
,
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10% 20%,
.
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24% .

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, Vol. 48, 28/2012, . 357-369

363

364

1.

/
%

2007:

2007:

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11

2008:

2008:

2009:

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2007:

2007:

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3

%
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8

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40

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13

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2008:

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49

2007:

2007:

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2009:

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3.5

2007:

-2.5 2008:

2007:

2007:

180 2007:

2008:

-3

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2009:

2009:

2009:

: , 2009. . 157

2.2

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, ,
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. 50%.
, ,
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.

, Vol. 48, 28/2012, . 357-369

 ,
Tabela 2.

/
%

%
2007:
15 2007:

2007:

16

2008:

21

2008:

10

2008:

2009:

2009:

2009:

2007:

25

2007:

15

2007:

2008:

12

2008:

11

2008:

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2009:

2007:

50

2007:

17

2007:

2008:

33

2008:

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2009:

2009:

2009:

2007:

38

2007:

2007:

2008:

20

2008:

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2008:

2009:

2009:

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2007:

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2007:

2008:

11

2008:

10

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2009:

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2007:

2007:

2008:

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2008:

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2009:

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29

2007:

2007:

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2008:

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2008:

2009:

2009:

2009:

2007:

22

2007:

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2007:

2008:

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2008:

2009:

2009:

2009:

: , 2009. . 159

/ 3%
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,
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, Vol. 48, 28/2012, . 357-369

365

366

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2005. , , ,
2006, 2007. 2008. / ,
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, Vol. 48, 28/2012, . 357-369

 ,
3.

/
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2006:

18

2006:

2007:

2007:

2008:

2008:

2006:

51

2006:

2007:

0.5 2007:

2008:

13

2006:

-14 2006:

2007:

2008:

-12 2006:

13

2007:

2008:

10

2008:

-7

2006:

39

2006:

2007:

13

2007:

2007:

2008:

16

2008:

15

2008:

2006:

9.5 2006:

-9

2006:

2007:

-13 2007:

-3

2007:

2008:

2008:

19

2006:

30

2006:

2008:
5

2006:

2007:

2008:

-11 2007:
12

2008:

60

2006:

2007:

2008:

11

2006:

54

2007:
2008:

2007:

2008:

2008:

2006:

17

2006:

12

2007:

2007:

2008:

11

2008:

2006:

2007:

72

2006:

-36 2006:

53

2007:

-15 2007:

2008:

18

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2006:

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2007:

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: , 2009. . 160

,
,
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.
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.

, Vol. 48, 28/2012, . 357-369

367

368

, ,
,
2005. .

.


. ,
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a (, )
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.
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, . . (2007). . : .
, . (2007). . : .
Karolefski, J., Heller, A. (2005). Consumer Centric Category management. New Jersey: John Wiley & Sons.
, . (2009). .
, , .

, Vol. 48, 28/2012, . 357-369

Resume
The primary goal is to evaluate Category Management as a process and to check the
hypothesis having significant benefits for FMCG sector. With this purpose, a research
project was carried out in the three biggest retail companies in Serbia, Croatia, and
Bosnia and Herzegovina. The secondary goal of this project was to check the
acceptance and recognition of Category Management from the biggest retailers in the
Region. Through data visible in this paper, it is clear that Category Management has
significant potential for improvement of sales value, stock rotation and profitability.
From the data when each of retailers started with category management
implementation and a number of categories, it is visible that these retailers are quite at
the beginning, but with very positive results and their positive attitude toward Category
Management, therefore, it should improve its acceptance in the Region.

, Vol. 48, 28/2012, . 357-369

369

370

, Vol. 48, 28/2012, . 357-369

 658.1:628.1 ; 005.552.1

, Vol. 48, 28/2012, . 371-382

: 03.04.2012.
: 14.08.2012.

The Integrated Supply Chain As A Model For Business

Water Supply

...
:
,
, ,
.
,
.
, .
,
.
,
.
,
.
: , , .
Abstrakt: Supply chain management represents new business philosophy and it is directed toward the coordination of key business functions of every link in distribution chain in the process of organization of commodity,
financial and information flows. It exerts the influence on decreasing the importance of functional, i.e. traditional
business managing approaches pointing out the importance of process managing approaches.
The primary difference between the supply chain in water supply and most industrial situations is that the product
is subject to little processing or alteration during its lifetime in the chain. Water is both the raw material and the
product of final consumption. The flow of value here remains almost exclusively in the hands of one organization,
except where third parties and contractors carry out specialist functions.
The research reveals strong orientation of water industry organizations towards controlling cost inputs.
Consequently, their focus is on managing procurement as the primary supply chain activity. The problem of
providing genuine benefits suppliers and the technical difficulties of marketplace implementation are identified as
the key barriers to adopt it.
Key words: water supply, restructuring, integrated supply chain.

lune@sbb.rs

372

.

,
,
,
.

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(2011.),
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, Vol. 48, 28/2012, . 371-382

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, Vol. 48, 28/2012, . 371-382

373

374

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.

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, Vol. 48, 28/2012, . 371-382

1.
,
.

,
.

.

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3.

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BOT - Build Operate Transfer: , , ; BOO Build Operate Ownership:

, , ; DBO Design Building Operate: , , ;
O&M Operate &Maintain: ,
, Vol. 48, 28/2012, . 371-382

375

376

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,

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.

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, , . Chopra Meindl (2001)
: ,
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, Vol. 48, 28/2012, . 371-382


2.

: - Severance D., Passino J. IT (2009.)

2.
: , ., , . (2007)

, Vol. 48, 28/2012, . 371-382

377

378

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, ., , , (2006) Balanced Scorecard
, , 4-5, 47.

, Vol. 48, 28/2012, . 371-382

381

382

Lapide, L. (2007) Time for Integrative SCM: An integrative approach to supply chain management can help companies more effectively balance the supply and demand sides of the business. Supply Chain Management Review. Vol.11. Issue 7. P.5.
, ., , . (2008) , , .
. (24. 2011.).
. 17. 2012.
www.tti.co.rs/pdf/strategija%20restrukt%20JKP.pdf,
Poirier, C., Walker, I. (2005) Business Process Management Applied, Creating the Value Managed Enterprise. J.
Ross Publishing and APICS The Educational Society for Resource Management. ISBN 1-932159-33-9.
Severance, D., Passino, J, (2009) IT , : .
Smart, A., (2005) Exploring supply chain opportunities in the UK utilities sector and the Supporting role of eMarketplaces. Supply Chain Management: An International Journal. Volume: 10. Issue: 4. Page 264-271
Chopra, S., Meindl, P. (2001) Supply Chain Management: Strategy, Planning, and Operation, Prentice-Hall, Inc.

Resume
Contemporary turbulent business conditions in the era of high technology bring inherent rapid changes. In order to survive, the imperative set upon all market players is not
the position of a follower but more of an anticipator and trendsetter. These unexpected
changes erase existing business models, traditional enterprise paradigms and customary
philosophies.
Characteristics of the modern business environment have effects on design of
the efficiency measurement model of contemporary enterprise and enterprise management model, as well. Information and communication technologies, and in particular
the Internet, have played a fundamental role in helping organizations to reach the goals
of supply chain integration. The model shows how it can evolve from being merely a
means of communication to being an instrument, which coordinates organizations,
processes.
There is still a lack of integration between supply chain performance measurement systems and practical requirements for supply chain management.
The basis presents existence of public interest, local self - government and
economy to provide, in requirements of economy recovery, enough quantity of qualitative water, as well as used water transport and cleaning. This is the way to fulfill their
needs for water and the cycle of water motion in nature in optimal mode.

, Vol. 48, 28/2012, . 371-382

 , Vol. 48, 28/2012, . 383-393

: 29.06.2011.
: 09.09.2011.

339.37 ; 339.138:631

Retail as a Food Marketing Channel

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Abstrakt: The efficiency of selling food products to end users depends on the development levels of retail
systems as intermediaries in marketing channels. Hence, the choice of appropriate retail formats that will be
used in their sale is becoming an increasingly important and complex task to be tackled by food producers. For
successful positioning in the retail channel, it is important to understand trends in the development of the retail
structure, consumer shopping habits and the impact of product characteristics on the selection of retail formats.
Key words: food, marketing channels, retail.

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dragana_su@yahoo.com

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Damisch, P.; Krasny, T. (oktobar 2008). Last 10 years in CEE. And what Comes Next? 29.04.2011.
http://www.krupskaya.com.ua/img/articles/ Damish_GfK%20Ukraine%20Conference_
30092008.pdf.
GfK. (2009a, December). CEEMEA up[2]date. 28.04.2011.
http://www.gfk.ua/imperia/md/content/gfkukraine/ceenewsletter/consumertrendsdecember20092/gfk_nl_
ceemea_1209.pdf.
GfK. (2009b). What do Czechs buy in discount shops? Chain profiling as a journey to success.
28.04.2011. http://www.gfk.at/imperia/md/content/ gfkaustria/data/press/2008/2008-1211_shopping_monitor_2009.pdf.
GfK. (2010, June). CEEMEA up[2]date. 28.04.2011.
http://www.gfk.at/imperia/md/content/gfkaustria/data/newsletter/cee/2010/ceemea-2010-06_nl_retail.pdf
http://www.gfk.rs/imperia/md/content/gfkbelgrade/gfk_belgrade_-_retail_monitor _promo_srb.pdf. :
29.04.2011.
http://www.progressivemagazin.rs. : 03.05.2011.
, (2008),
, . 20.07.2010. http://www.mtu.gov.rs/download/
naslovna/strategijatrgovine.pdf.
E. (14. 2009.). 20.05.2010.
http://www.jatrgovac.com/2009/05/navike-kupovanja-%E2%80%93-u-hrvats koj-konzum-u-izrazitomvodstvu/.
Rosenbloom, B. (1999). Marketing channels: A management view. 7. edition. The Dryden Press, Harcourt Brace
College Publishers.
Schediwy, T. (18. novembar 2010). The consumer perspective. 29.04.2011.
http://www.wu.ac.at/cee/wissenstransfer/grow_east/GfK_ Schediwy.pdf.

Resume
Retail is an important marketing channel for food products. However, although most of
the retail formats could be used for selling food, not all of them have the same significance for the producer. The paper presents the structure of retail food marketing channels in Central and Eastern Europe, as well as in Serbia. The aim of this paper is to
present trends in the development of the retail structure and consumer shopping habits
important for the food marketing channel design. Special emphasis is placed on the
role of the food characteristics and frequency of purchase as a guideline for the successful food marketing channel design.
, Vol. 48, 28/2012, . 383-393

393

394

, Vol. 48, 28/2012, . 383-393


Book reviews

 , Vol. 48, 28/2012, . 397-399

: 11.01.2012.
: 11.01.2012.

657(049.32)

:
, ,

Book Review:

Ljiljana Dmitrovi aponja, eri Petkovi, Dejan Jaki

Accounting

, ,

sasa.gravorac@ef.uns.ac.rs

398

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, Vol. 48, 28/2012, . 397-399

399

400

, Vol. 48, 28/2012, . 397-399

 , Vol. 48, 28/2012, . 401-403

: 11.07.2012.
: 11.07.2012.

314(049.32)

Book Review:
Gyrgy Szretyk

Demography, human economy and

social policy
:
Szretyk Gyrgy

Npeseds, humngazdasg s trsadalompolitika

, ,

The monograph is based on the material of the conference ,, Npeseds s trsadalompoltika (Demography and Social Policy) organized on 9th April 2010 at Gyr, Hungary by Hungarian Academy of Sciences The Regional Committee in Veszprm
The Committee on Sociology and University of West Hungary Apczai Csere Jnos
Faculty. The book was published in 2011 by Comenius Kft. in Pcs, Hungary. The
articles call attention to different sociological and economical aspects of current demographic processes in Hungary.
The editor, dr Gyrgy Szretyk, emphasizes that demographic situation always
reflects the deeper social processes. By his opinion current situation of Hungarian and
worldwide demography, economy and social policy requires new approaches, deep
scientific researches and authentic solutions.
This book has almost 500 pages and it is divided into three parts. The first seven
articles deal with the problems of demography and education policy. The twelve articles in the second part are devoted to demography, human economy and human policy,
while the last six articles, placed in third part of the book, describe the problems of
demography, family and social policy.
In the first part, Viktria Kvecsesn Gsi presents the relations between the
values and family nursing. Her results show that the primary role of the family is to
ensure harmonious family atmosphere, while the task of nursery schools and schools is
to cooperate with families. Sndor Albert deals with the relations of self-evaluation
and quality management at schools. He enumerates the premises of qualitative education. Ferenc Annsi writes about the various aspects of integration of handicapped pupils. His data show that the majority of respondents insist on segregation, and only
15% of them prefer their integration. Terzia Strdl deals with the role of gender in the

slavica@ef.uns.ac.rs

402

education and points out that the majority of old, gender-based stereotypes are changing and there is a need for their reassessment. Jzsef Varga analyzes the influence of
social processes on a micro regions population and local educational policy. The data
confirm that the centralization lowers the quality of life and educational system in
smaller regions. Andrs Albert Halbritter presents the parallels between demographic
strategies and biological processes. He shows the contrast between situation in Hungary where the problem is the radical decline of population and the global worldwide
situation of radical population growth. Adl Vehrer deals with the important and interesting topic of the adult education in aging societies. The author describes successful
formal and informal training programs for older population.
In the second part of the monograph, Lszl Bogr gives the diagnosis of Hungarian society. The therapy he suggests is based on the radical changes in the lifestyle
of the whole community. Csaba Vass calls attention to the human resources and
stresses that it is one of the preconditions of subsistence. Antal Rockenbauer supposes
that the conflict between demography and ecology can be resolved by credits without
compound interest. Mria Sall Kocsisn describes the demographic tendencies in the
micro region of Pannonhalma, where the increase of population is the result of suburbanization. From the article of Gbor Dombi it can be concluded that the same process
in the Balaton micro region is the result of immigration. Zoltn Klmn and Gyula
Lakatos deal with the problems of employment policy in Hungary and conclude that
the remedy requires deliberate, aligned, strategic actions from all stakeholders. Gyrgy
Szretyk calls attention to the difficulties of the employment of the Romani population.
According to his opinion, the reintegration of the Romani population to Hungarian labour market is possible only if the society assists Roma education, entrepreneurship
and traditional Roma handicrafts. Zsfia svnyi presents the survey results about
employee leasing agencies. The respondents are aware of the disadvantages of this employment arrangement but, in general, they are satisfied with the current practice of
employee leasing in Hungary. Magdolna Levelkei analyses the main trends of population changing and the employment processes in the region of Central Transdanubium.
This developed region is characterized by favourable population situation and positive
trends in its economy, but in long-term the intensification of the service sector will be
desired. Menyhrt Gyarmati and Zoltn Klmn present in detail the integrated management in health system. Ferenc Darabos uses the tourism case study of Lipt to describe the role of tourism management in the micro region of Mosonmagyarvr. Bla
Krisztin analyzes the possible impacts of the enlargement of Paks nuclear power
plant. From the article, it is evident that the handling of the various impacts of this investment requires joint activities of the plant management and the local government.
In the third part of the book, Gyrgy Szretyk calls attention to the crisis of the
current family model and social policy. He points out the main symptoms of the demographic crisis in Hungary: decrease of marriages and number of children, high portion
of divorces, the problems of single-parent families, the singly life-style and the difficulties of women carrier-paths. Attila Pongrcz analyses the demographic trends of
Hungarians living abroad. Piroska Gyri presents the willingness to have children in
the micro region of Zirc. As in other parts of Hungary, respondents claim that, beside
, Vol. 48, 28/2012, . 401-403

Book Review: Demography, human economy and social policy

private factors, economic, social and health care situation have important impact on
this phenomenon, too. The article of Jnosn Gurz describes the living circumstances
and the advantages and the difficulties of large families based on the example of situation at Mhkerk. The author stresses that the society should support large families
more as they have numerous positive impacts not only on the family members but on
the local community and society, too. Ildik Laki presents the survey results on students opinion about opportunities of handicapped students social integration. The
author states that the negative stereotypes about handicapped people are still present,
even among students. The social dialog and open communication may be the first step
to the integration of handicapped people to education, labour market and society.
Kroly Szerencsi introduces the results of survey research on the values, vision and
social support among social worker students from Bks County. The results are similar to countrywide results, as the respondents evaluate family and friendship the most,
their vision focuses on family life and plan to stand against family and civil support.
In the introduction, the editor describes the main demographic tendencies in
China, presenting the main values and the way of living in modern cities and in small
villages. There are radical changes in Chinese life-style and circumstances but the firm
belief to preserve traditional, family-based values may be thought provoking to European societies, too.
As the described Hungarian demographic and social trends are very similar to
the processes in Europe, the monograph may be a valuable source of primer data,
analyses and suggested solutions not only for Hungarian experts, students and decision
makers from the field of demography, sociology, human resources, regional studies
and social policy but for all interested in the human aspects of modern societies. This is
why I recommend this monograph to the readers of the Annals of the Faculty of Economics Subotica.

, Vol. 48, 28/2012, . 401-403

403

404

, Vol. 48, 28/2012, . 401-403

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Information Systems, 5 (1), 26-35.
Begg, D. (2007). A PHP project test-driven end to end. Management
Information Systems, 5 (1), 26-35.
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, . (2006). Bridging the gap: Complex adaptive knowledge management.
Strategic Management, 14, 654-668.
Begg, D. (2006). Bridging the gap: Complex adaptive knowledge management.
Strategic Management, 14, 654-668.

 ,
, ., , . (2006). The role of the user in the software
development life cycle. Management Information Systems, 4 (2), 60-72.
Begg, D., Burda, M. (2006). The role of the user in the software
development life cycle. Management Information Systems, 4 (2), 60-72.
,
, ., , . (2007). Choosing your CRM strategy.
Strategic Management, 15, 333-349.
,
, ., , ., , . (2007). Data warehouse architecture. Management Information Systems, 5 (2), 41-49.
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Strategic Management, 13, 300-310.
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activity. Management Information Systems, 3 (1), 99-106.
,

, ., , ., , ., , ., , .,
, ., et al. (2003). Metadata in data warehouse. Strategic
Management, 11, 122-132.

, . (2005, October 15). Remembering users with cookies. IT Review, 130,
20-21.

, . (2009, September). MySql server, writing library files.
Computing News, 57, 10-12.

VBScript with active server pages. (2009, Septembar). Computing News, 57,
21-22.

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architecture. : .

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(2006). Importance of software testing. : .

, ., , ., , ., , ., , ., , .,
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Web user interface (10. izd.). (2003). : .
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architecture. : .

, ., . . (2008). Bridging the gap: Complex adaptive
knowledge management. U T. Bokov i V. Tanasijevi (ur.), The
enterprise knowledge portal and its architecture (str. 55-89). :
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.

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without tables.
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http://www.anyaddress.com/full/url/

, . ( 2003.). Putting the user at the center of software testing
activity. Strategic Management, 8 (4). 7. 2004.
www.ef.uns.ac.rs/sm2003

. (5. 2008.). A new approach to CRM.
25. 2008. http://www.ef.uns.ac.rs/papers/acrm.html
DOI
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, ., , . (4. 2007.) A PHP project test-driven end to end.

Management Information Systems, 2 (2), 45-54.
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Technical instructions for paper

formatting
Citations and Bibliography

Technical instructions for paper formatting

The paper should consist of:
Title of the paper (no more than 10 words) in Serbian and/or English.
Subtitle (optional) in Serbian and/or English.
Personal data of authors/coauthors: name, surname, title and Institution in
Serbian and/or English.
Abstract of 150 words or less, giving the factual essence of the article, should
be written in Serbian and/or English.
Key words (no more than 10) in Serbian and/or English.
Text of the paper, in Serbian or English, cannot exceed 12 pages.
Bibliography.
Guidelines for the paper format

Type your work in a common Word Processor (e.g. MS Word).

Page format: B5.
Margin: 2 cm every
Font: Latin, Times New Roman, size 11 (use it for title, subtitle, figures,
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Titles, subtitles, names of the tables, illustrations, figures, etc should be written in Arabic numerals.
Figures, illustrations and schemes should be enclosed in the .jpg format (resolution 300*300 dpi) or in the vector form (.wmf or cdr) with enclosed fonts
or fonts transformed in curves. Figures, illustrations and schemes should be
black-and-white (grayscale). For the texts included in figures, illustrations
and schemes font Arial, size 9 pt is preferred.
For references (bibliography and citations) please see the Guidelines for references.

1. Referencing Guide
The references should specify the source (such as book, journal article or a web page) in
sufficient detail to enable the readers to identify and consult it. The references are placed at
the end of the work, with sources listed alphabetically (a) by authors surnames or (b) by
the titles of the sources (if the author is unknown). Multiple entries by the same author(s)
must be sequenced chronologically, starting from the earliest, e.g.:
Ljubojevi, T.K. (1998).
Ljubojevi, T.K. (2000a).
Ljubojevi, T.K. (2000b).
Ljubojevi, T.K., & Dimitrijevi, N.N. (1994).
Here is a list of the most common reference types:

A. Periodicals
Authors must be listed by their last names, followed by initials. Publication year must be
written in parentheses, followed by a full stop. Title of the article must be in sentences case:
only the first word and proper nouns in the title are capitalized. The periodical title must be
in title case, followed by the volume number, which is also italicized:
Author, A. A., Author, B. B., & Author, C. C. (Year). Title of article. Title of
Periodical, volume number(issue number), pages.
Journal article, one author, paginated by issue
Journals paginated by issue begin with page 1 in every issue, so that the issue number is
indicated in parentheses after the volume. The parentheses and issue numbers are not italicized, e.g.
Tanasijevi, V. (2007). A PHP project test-driven end to end. Management
Information Systems, 5 (1), 26-35.
Journal article, one author, paginated by volume
Journals paginated by volume begin with page 1 in issue 1, and continue page numbering in
issue 2 where issue 1 ended, e.g.
Peri, O. (2006). Bridging the gap: Complex adaptive knowledge management.
Strategic Management, 14, 654-668.
Journal article, two authors, paginated by issue
Straki, F., & Mirkovi, D. (2006). The role of the user in the software development
life cycle. Management Information Systems, 4 (2), 60-72.
Journal article, two authors, paginated by volume
Ljubojevi, K., & Dimitrijevi, M. (2007). Choosing your CRM strategy. Strategic
Management, 15, 333-349.

 Journal article, three to six authors, paginated by issue

Jovanov, N., Bokov, T., & Straki, F. (2007). Data warehouse architecture.
Management Information Systems, 5 (2), 41-49.
Journal article, three to six authors, paginated by volume
Bokov, T., Ljubojevi, K., & Tanasijevi, V. (2005). A new approach to CRM.
Strategic Management, 13, 300-310.
Journal article, more than six authors, paginated by issue
Ljubojevi, K., Dimitrijevi, M., Mirkovi, D., Tanasijevi, V., Peri, O., Jovanov,
N., et al. (2005). Putting the user at the center of software testing activity.
Management Information Systems, 3 (1), 99-106.
Journal article, more than six authors, paginated by volume
Straki, F., Mirkovi, D., Bokov, T., Ljubojevi, K., Tanasijevi, V., Dimitrijevi,
M., et al. (2003). Metadata in data warehouse. Strategic Management, 11,
122-132.
Magazine article
Straki, F. (2005, October 15). Remembering users with cookies. IT Review, 130,
20-21.
Newsletter article with author
Dimitrijevi, M. (2009, September). MySql server, writing library files. Computing
News, 57, 10-12.
Newsletter article without author
VBScript with active server pages. (2009, September). Computing News,57, 21-22.

B. Books, Brochures, Book Chapters, Encyclopedia Entries, And Book Reviews

Basic format for books
Author, A. A. (Year of publication). Title of work: Capital letter also for subtitle.
Location: Publisher.
Note: Location" always refers to the town/city, but you should also include the
state/country if the town/city could be mistaken for one in another country.
Book, one author
Ljubojevi, K. (2005). Prototyping the interface design. Subotica: Faculty of
Economics.

 Book, one author, new edition

Dimitrijevi, M. (2007). Customer relationship management (6th ed.). Subotica:
Faculty of Economics.
Book, two authors
Ljubojevi, K., Dimitrijevi, M. (2007). The enterprise knowledge portal and its
architecture. Subotica: Faculty of Economics.
Book, three to six authors
Ljubojevi, K., Dimitrijevi, M., Mirkovi, D., Tanasijevi, V., & Peri, O. (2006).
Importance of software testing. Subotica: Faculty of Economics.
Book, more than six authors
Mirkovi, D., Tanasijevi, V., Peri, O., Jovanov, N., Bokov, T., Straki, F., et al.
(2007). Supply chain management. Subotica: Faculty of Economics.
Book, no author or editor
Web user interface (10th ed.). (2003). Subotica: Faculty of Economics.
Group, corporate, or government author
Statistical office of the Republic of Serbia. (1978). Statistical abstract of the
Republic of Serbia. Belgrade: Ministry of community and social services.
Edited book
Dimitrijevi, M., & Tanasijevi, V. (Eds.). (2004). Data warehouse architecture.
Subotica: Faculty of Economics.
Chapter in an edited book
Bokov, T., & Straki. F. (2008). Bridging the gap: Complex adaptive knowledge
management. In T. Bokov & V. Tanasijevi (Eds.), The enterprise knowledge portal and its architecture (pp. 55-89). Subotica: Faculty of
Economics.
Encyclopedia entry
Mirkovi, D. (2006). History and the world of mathematicians. In The new
mathematics encyclopedia (Vol. 56, pp. 23-45). Subotica: Faculty of
Economics.

C. Unpublished Works
Paper presented at a meeting or a conference
Ljubojevi, K., Tanasijevi, V., Dimitrijevi, M. (2003). Designing a web form
without tables. Paper presented at the annual meeting of the Serbian computer alliance, Beograd.

 Paper or manuscript
Bokov, T., Straki, F., Ljubojevi, K., Dimitrijevi, M., & Peri, O. (2007. May).
First steps in visual basic for applications. Unpublished paper, Faculty of
Economics Subotica, Subotica.
Doctoral dissertation
Straki, F. (2000). Managing network services: Managing DNS servers.
Unpublished doctoral dissertation, Faculty of Economics Subotica, Subotica.
Masters thesis
Dimitrijevi, M. (2003). Structural modeling: Class and object diagrams.
Unpublished masters thesis, Faculty of Economics Subotica, Subotica.

D. Electronic Media
The same guidelines apply for online articles as for printed articles. All the information that
the online host makes available must be listed, including an issue number in parentheses:
Author, A. A., & Author, B. B. (Publication date). Title of article. Title of Online
Periodical, volume number(issue number if available). Retrieved from
http://www.anyaddress.com/full/url/
Article in an internet-only journal
Tanasijevi, V. (2003, March). Putting the user at the center of software testing
activity. Strategic Management, 8 (4). Retrieved October 7, 2004, from
www.ef.uns.ac.rs/sm2003
Document from an organization
Faculty of Economics. (2008, March 5). A new approach to CRM. Retrieved July
25, 2008, from http://www.ef.uns.ac.rs/papers/acrm.html
Article from an online periodical with DOI assigned
Jovanov, N., & Bokov, T. A PHP project test-driven end to end. Management
Information Systems, 2 (2), 45-54. doi: 10.1108/06070565717821898.
Article from an online periodical without DOI assigned
Online journal articles without a DOI require a URL.
Author, A. A., & Author, B. B. (Publication date). Title of article. Title of Journal,
volume number. Retrieved from http://www.anyaddress.com/full/url/
Jovanov, N., & Bokov, T. A PHP project test-driven end to end. Management
Information Systems, 2 (2), 45-54. Retrieved from
http://www.ef.uns.ac.rs/mis/TestDriven.html.

2. Reference Quotations in the Text

Quotations
If a work is directly quoted from, then the author, year of publication and the page reference (preceded by p.) must be included. The quotation is introduced with an introductory
phrase including the authors last name followed by publication date in parentheses.
According to Mirkovi (2001), The use of data warehouses may be limited, especially if they contain confidential data (p. 201).
Mirkovi (2001), found that the use of data warehouses may be limited (p. 201).
What unexpected impact does this have on the range of availability?
If the author is not named in the introductory phrase, the author's last name, publication
year, and the page number in parentheses must be placed at the end of the quotation, e.g.
He stated, The use of data warehouses may be limited, but he did not fully explain
the possible impact (Mirkovi, 2001, p. 201).
Summary or paraphrase
According to Mirkovi (1991), limitations on the use of databases can be external
and software-based, or temporary and even discretion-based. (p.201)
Limitations on the use of databases can be external and software-based, or
temporary and even discretion-based (Mirkovi, 1991, p. 201).
One author
Bokov (2005) compared the access range
In an early study of access range (Bokov, 2005), it was found...
When there are two authors, both names are always cited:
Another study (Mirkovi & Bokov, 2006) concluded that
If there are three to five authors, all authors must be cited the first time. For subsequent
references, the first authors name will cited, followed by et al..
(Jovanov, Bokov, Peri, Bokov, & Straki, 2004).
In subsequent citations, only the first authors name is used, followed by et al. in the
introductory phrase or in parentheses:
According to Jovanov et al. (2004), further occurences of the phenomenon tend to
receive a much wider media coverage.
Further occurences of the phenomenon tend to receive a much wider media coverage
(Jovanov et al., 2004).
In et al.", et is not followed by a full stop.

 Six or more authors

The first authors last name followed by "et al." is used in the introductory phrase or in
parentheses:
Yossarian et al. (2004) argued that
not relevant (Yossarian et al., 2001).
Unknown author
If the work does not have an author, the source is cited by its title in the introductory
phrase, or the first 1-2 words are placed in the parentheses. Book and report titles must be
italicized or underlined, while titles of articles and chapters are placed in quotation marks:
A similar survey was conducted on a number of organizations employing database
managers ("Limiting database access", 2005).
If work (such as a newspaper editorial) has no author, the first few words of the title are
cited, followed by the year:
(The Objectives of Access Delegation, 2007)
Note: In the rare cases when the word "Anonymous" is used for the author, it is treated as
the author's name (Anonymous, 2008). The name Anonymous must then be used as the
author in the reference list.
Organization as an Author
If the author is an organization or a government agency, the organization must be mentioned in the introductory phrase or in the parenthetical citation the first time the source is
cited:
According to the Statistical Office of the Republic of Serbia (1978),
Also, the full name of corporate authors must be listed in the first reference, with an abbreviation in brackets. The abbreviated name will then be used for subsequent references:
The overview is limited to towns with 10,000 inhabitants and up (Statistical Office
of the Republic of Serbia [SORS], 1978).
The list does not include schools that were listed as closed down in the previous
statistical overview (SORS, 1978).
When citing more than one reference from the same author:
(Bezjak, 1999, 2002)
When several used works by the same author were published in the same year, they
must be cited adding a, b, c, and so on, to the publication date:
(Griffith, 2002a, 2002b, 2004)
Two or more works in the same parentheses
When two or more works are cited parenthetically, they must be cited in the same order as
they appear in the reference list, separated by a semicolon.
(Bezjak, 1999; Griffith, 2004)

 Two or more works by the same author in the same year

If two or more sources used in the submission were published by the same author in the
same year, the entries in the reference list must be ordered using lower-case letters (a, b,
c) with the year. Lower-case letters will also be used with the year in the in-text citation
as well:
Survey results published in Theissen (2004a) show that
To credit an author for discovering a work, when you have not read the original:
Bergsons research (as cited in Mirkovi & Bokov, 2006)
Here, Mirkovi & Bokov (2006) will appear in the reference list, while Bergson will not.
When citing more than one author, the authors must be listed alphabetically:
(Britten, 2001; Sturlasson, 2002; Wasserwandt, 1997)
When there is no publication date:
(Hessenberg, n.d.)
Page numbers must always be given for quotations:
(Mirkovi & Bokov, 2006, p.12)
Mirkovi & Bokov (2006, p. 12) propose the approach by which the initial
viewpoint
Referring to a specific part of a work:
(Theissen, 2004a, chap. 3)
(Keaton, 1997, pp. 85-94)
Personal communications, including interviews, letters, memos, e-mails, and telephone conversations, are cited as below. (These are not included in the reference list.)
(K. Ljubojevi, personal communication, May 5, 2008).

3. Footnotes and Endnotes

A few footnotes may be necessary when elaborating on an issue raised in the text, adding
something that is in indirect connection, or providing supplementary technical information.
Footnotes and endnotes are numbered with superscript Arabic numerals at the end of the
sentence, like this.1 Endnotes begin on a separate page, after the end of the text. However,
journal does not recommend the use of footnotes or endnotes.