Theme actuality is imposed by a very underused and underestimated aspect of the managerial [613222]

INTRODUCTION
Theme actuality is imposed by a very underused and underestimated aspect of the managerial
activity – the decision -making process. Usually, almost all of the present firms of Republic of
Moldova are making the decisions spontaneously, or simply using a brainstorming technique with
the people occupying the related to the problem posts. In this work will be told about the advantages
of following a strictly structured process, which takes in consideration the aspects of the
environment reality, such as risks possible profits and losses that may occur, in order to ensure an
effective and positive follow -up of the decision, easily adapting to the nearest futur e.
The purpose of the work is to speak about the ways a decision -making system may be
created/improved in the organizations, as well as the what field is needed to implement it and
successful exploit.
Tasks of the work:
1. Making clear what a decisional sy stem is;
2. Understand the process of decision -making;
3. Understand the requirements of a good -working decision -making system and how to meet them;
4. Study the decision -making system in a concrete organization, with it`s impact over the economic –
financia l situation;
5. Find the lacks and a method to improve the existing decision -making system at the studied
organization.
The subject of the research was “Moldcell” SA.
Methodology of investigation has varied, including observation, interview and implication
in the business processes of the subject of research – in the management field as in executive field.
Theoretical value is to understand the actual level of application of the management
techniques in big firms, with a good reputation and a long term of s uccessful activity and find out
the impact they have over the firm.
Practical value is to understand the quota of theory that is applied in big enterprises and the
actual mechanism by which the managerial processes work.
The structure of the thesis consist s of introductory part, 3 chapters, conclusion,
recommendations and appendixes.
In chapter 1, “Theoretical concept of decision -making system”, the author speaks about the
decision -making system as a concept and the classification of decisions. Also it is s poken about a
theoretically perfect process of decision -making that should be present in the enterprises of all levels
and dimensions, as well as about the methods achieve it, using the present decision -making system.

In chapter 2 , “Analysis of the financi al-economic activity of enterprise” there is a detailed
description of the firm`s financial -economical activity and of the decisional system of the enterprise
on the inferior and middle management, with it`s deficiencies and a detailed plan of improvement.
In chapter 3, “Moldcell`s assortment enlargement decision” is offered a decision point with
2 variants of innovational product implementation. The products are touching the specific of
products sold by “Moldcell” SA and are described with all the necessi ties required for it`s
implementation, as well mentioning the possible risks and the outcome of the products
implementation.
The basic literature that was used in this work is:
Ovidiu Nicolescu – Management (editia a III -a revizuita)
Patrick M. Wright și R aymond A. Noe – Management of organizations
Bulimaga, T Note de curs. Informational and communicational management
Simon, H. A. – The new science of management decision .
Silver – Decisional guidance for computer -based decision support .
In conclusion, there can be outlined that at “Moldcell” SA the overall economic analysis of
the enterprise shows that the firm in the period of 2012 -2013 has increased it`s value of assets in
order to improve it`s future revenues. The point is that it had to face the increasing costs for it`s
overall activity, which have damaged the firm`s gross and net profit, making it less in the future
periods than in 2012. Also, during all 3 years, there has been seen that the most stable capital of the
enterprise – the owner`s equity is incapable of sustaining the long term assets, which later may lead
the firm to selling of a part of these assets in order to deal with the loans.
This place the firm in a catastrophic zone of risk. Knowing that, the were made decision s in
order to stabilize the parameters that were damaging the firm.
From the point of management, it was difficult to believe, but 80% of every managerial
activity performed by the studied organization was in a very close relation with the theory.
Unfortun ately la last percentage was regarding the decision -making system. So there were made
proposals for improvement in this area.

Chapter 1. Theoretical concept of the decision -making system

1.1 The Managerial Decision Concept
In management, the purpose of the decisional act is to consciously guide the economic and
social activity of a commercial society. By its content, nature, and role, the decision was the vital
nerve of the firm`s management. Making a decision is a process of changing the reality, the n atural,
financial and human resources of the unit, contributing to the changes of the system objective of
necessity and, implicitly, to achieve the economic -social optimum of the autonomous administration
or the commercial company. Improving societies ma nagement commercial complexity, the complex
solution of the big economic and social problems, the entire current managerial activity and the
perspective is connected in one way or another with the adoption and the realization of the
decisions.
The decis ion is a link in the managerial process. At the same time, the decision is his nodal
point, the culminant moment.
Concrete expression of social management functions fathers the goal of unity, decision is the
means by which the goals are achieved. Subord inate to the objective, the decision is the act whereby
a certain line of conduct is decided to achieve the objective, including the action, those and lens
paths. In fact, the decision appears as a solution chosen by the manager, from several possible
variants, based on significant information, in order to coordinate and regulate the subordinate
activities, as well as their control and forecasting. It follows that the decision appears as an implicit
process by which a function holder makes an analysis and choice that affects the behavior of other
functionaries and their contribution to the achievement of objectives of the firm.
The role of management decision in a commercial society
In the managerial process of society, the decision -making plan establishes the objectives
derived from the plan and the modalities for their realization, the corresponsive means, harmonize
actions and behavior of employees, executes the improvements and corrections necessary for the
efficient conduct of the activit y in the commercial society.
The functioning of the economy of the commercial company in accordance with the
imperatives of the economic and social optimum is in close dependence with the quality of the
decision -making process. Are common situations where the adoption of a decision can create an
opening in managerial practice regarding a situation, the decision plays the role of an instrument for
directing and shaping the future of the trading company. Also with the help of the decisions the
manager exerts an active influence on the concrete forms of the social relations of the
employees with management, changes them within certain limits so that they contribute to a ma –

increased creativity growth and growth of the productive forces and the satisfactio n of the social
needs as much as possible.
The particular role of the decision in the management of the commercial company is stressed
by the fact that through it the place of each organizational link is determine the companies, each
subunit and each employee to solve the expected tasks.
Also with help people coordinats space and time resources and
themselves ensure rhythm in the accomplishment of plan tasks.
The decision conceives a situation of choice in the form of a mental picture or an explicit
model. In the case of the model, it is necessary for the conceptualization to be implemented which
is a function of the experience of the manager and the other managerial staff requires, the selective
character of their perceptio n and judgment applied to the economic problem situation data and social
aspects of the unit. If we add to this a thorough knowledge of the content of the decision system
appear the factors necessary for rational orientation, substantiation, adoption, ap plication and
control -evaluation of decisions. The special diversity of managerial decisions highlights the need to
know the typology of these decisions to rationalize its components for adoption and the application
of higher quality decisions.
The l evel of elaboration, content and scope, knowledge of the phenomenon managerial
manners, source of elaboration, etc. The choice of classification criteria is determined by the
theoretical and practical needs of the management of economic unit.
Regarding actions in terms of functional content, managerial decisions can be divided into
planning, organizational, coordination, incentive and control decisions. We can find decisions that
refer to several functions of management at the same time of the autonomo us company or the
commercial company. However, in every decision we can distinguish the dominant function of the
management.
În raport cu nivelul de elaborare, deciziile se clasifica în stra tegice, tactice, operationale.
Deciziile strategice stabilesc ori entarile ele perspectiva, în sensul ca se refera la o perioada mai mare
de un an, se adopta în colectiv, vizeaza ansamblul activitatii economice a societatii comer ciale sau
principalele sale componente si urmaresc realizarea obiectivelor fundamental e sau celor derivate
de gradul 1. Tactical decisions translate into objectives derived from Grade 2 or specific, are for a
period of less than one year and refer to an activity or sub -activity of commercial
traditions. Working on solving current proble ms Operational decisions are usually repetitive,
routine decisions, refer to short periods of maximum a few weeks, are adopted by the middle or

inferior managers of the commercial company, aiming to achieve the specific and individual
objectives, or the attributions and tasks.
Depending on the certainty of achieving the distinct goals gambling certain, uncertain and
risky decisions. In the case of certain decisions, the evolution of the variables involved can be
accurately anticipated, they can be contr olled and the realization of the objectives can be followed
with maximum concreteness. Unlike the first group, in uncertain decisions the evolution of variables
can be anticipated by approximation, they are less controllable, and the ability to achieve
objectives do not show enough concreteness. In case of risk decisions, the sample the achievement
of objectives is reduced, the evolution of variables is difficult to anticipate, although some of
the variables can be controlled.
With regard to risk decisions, to prevent the possibility of risk being transformed into reality,
followed by the respective financial consequences, necessary measures are taken to prevent the
occurrence of negative consequences. Among them we mention:
a) the creation o f a special fund to cover the shares affected by a high degree of uncertainty;
b) contracting of insurance against risks;
c) divization of risk, avoiding single -exclusive links;
d) using economic forecasts and research the operational country;
e) exper imentation at a reduced scale of the solutions on which there were made decisions;
f) for longer -term operations to establish several variants that can be applied at the right time.
After the decision maker's sphere, we can calssify the decisions in: individual and
collective. Individual decisions are adopted by a single management framework, according to norms
that determine the limits of the respective intervention. Unlike this, collective decisions are of a
broader nature, in which they are engag ed the policy of the commercial society and implicitly its
development and progress. It is adopted at the level of the general assembly the shareholders, the
board of directors and the steering committee, is the way to achieve participatory management and
involves an effort and a higher time for elaboration. It`s more like group creativity act, it`s adoption
ensures understanding of the existiong opinions regarding the problem and the corresponsive
argumentation. From a functional point of view, collec tive activity in decision -making can range
from simple co -operation, to parts effective collective redundancies.
Situational conditions and requirements
The rational process of choosing a line of action in order to reach a certain result, the decision
implies the existence of certain main conditions, namely:

 there is the temptation of one or more objectives to be achieved, precisely defined,
quantified and accompanied by a rigorous measurement system for their achievement;
 the existence of several alt ernatives of action from which to choose the solution for
attaining Goal Objective;
 the existence of the limiting and economic factors, namely those related to the time
resources, money resources, labor resources, production possibilities and others, of the
technicians, by understanding the factors related to the engineering analysis and the
elaboration of the requirements towards the technical characteristics of the objects –
(gauges, weight, strength, reliability, precision), as well as social ones, including the
human ones with the implications of human ethics and morality. The temptation of these
conditions has particular incidents on the organ's framework in the sense that any
component of this conditional framework or any action often fastened within its
perimeter must fully conform to the situation situation described above.
Functionally, management in efficient social conditions, the commercial decision -making
process requires the respected by the manager and by the collective management bodies of a set of
requirements:
 scientific substantiation of of the company for the management of the commercial
company on the basis of the real study economic and social fathers of the unit and in
the compliance with the s pecific laws of the economic transition phase market share;
 doubling the formal authority to adopt the decision by the general meeting of
shareholders, the board of directors, the steering committee or the manager with the
informing authority gene rated by the professional value and capable of ensuring the
quality and efficiency of the decision, as well as its application with minimal effort;
 real principle fundamental of social management commercial decision -makers and
decision -makers b y integrating vertical decisions (correlating the decisions taken by each
manager with the decisions taken at higher and lower hierarchical levels) and horizontally
(core decision making on other acts vita of the commercial company similar to the
invol ved activity, so the decisions taken by the managers of the situations on the same
hierarchical level);
 fitting into the optimal decision -making period, through a balanced, balanced and based
on co – relative of the qualitative and temporal factors, subo rdinated to the objectives
included in the business development plan;

 providing a forum clear, concise and containing the objective and the operational
parameters (the way of responsible for the application, place and term of
implementation the amo unt of resources allocated, the financing source hard, expected
effectiveness).
Primary factors of managerial decision
In the management of the commercial company me decisional mechanism is based on two
constituent elements:
a) the decision -making f actor or the decision -maker;
b) the environment in which the decision is adopted.
Regardless of its level and nature, the decision -making act necessarily presupposes the
existence of the decisional body, presented by a person (the manager, the chairman of the board of
directors, the chair of the dietary committee) or through a team (the board of directors, steering
wheel).
As a managerial tool and social -human relationship, the managerial decision implies the
firm`s staff, forcing them to act in a w ay, by which the result can be obtained fitting the time
limits. The decision is taken by the people and it is transposed into people’s life. It is an act of
voices uniting together with a commitment of the decision -maker personality. If we add to this t he
elements of responsibility and risk we get the main psychological sides of the decision making –
process.
In recent years, profound changes have occurred in the field of economic unit management,
mainly due to the fact that the decision -making problems have been quantitatively and qualitative
amplified. In the process of making decisions often occurs common conflicting elements regarding
the setting of objectives the maximum efficiency, its justification and the ways to achieve it. The
decision trigg ers an action, one of several possible, excluding the others, that it carries a great
responsibility. The elements of choice and concern for the efficiency of the whole activity of the
commercial company are the main aspects of any managerial decision.
In the decision -making process, the human factor, the decision -maker continues to have a
dominant role. In this process, the characteristics of the individual or collective decision -maker
have a considerable influence. The psychological side that particip ates in the process of evaluation
of possible decisions play an important role, because adoption of a decision presuppose the
involvement of the whole human personality, it`s will and it`s responsibility. As such, it becomes
necessary to know the individ ual particularities of the decision -makers. In this connection, some

psychological characteristics can be cultivated, such as imagination, the willingness to react, the
objectivity, the habit of documenting and the spirit of continuing the actions that hav e begun.
The dynamism and complexity of the trading company, interrelations between them and the
decision -making process rise the necessity of preparation of the manager. Active learning method,
is used so that to ensure the formation and development o f economical skills of the manager. With
this method, he manages to address the commercial society as a system and to know the
interdependencies of the main actions involved, gets the opportunity to test the fertile variants of
unit development strategie s and policies, experience the use of basic economic levers to increase the
efficiency of the company's business.
The second factor in the decision -making process, the environment, tends to become more and
more complex. Its elements may favor the adoption of decisions ratio (in trading system,
planning system) increase, increase the level of staff training, development of the economic
superstructure, the extension of the price system automatic data mining, level
elevation of technical -mate rial production, development of plant research, development of ecnomic
co-operation , technichs of international production and others), but they can also disadvantage
this process (increasing the size of the company, reducing the cycle his product life
and technologies, increase of economic knowledge, technical and scientific knowledge,
competence on the external market, the crisis of raw materials and energy etc.). To be remembered
as a decision, these elements translate int o a spirit of variables that appear and change greatly
fast. As a result, it is required that the decision to be as rational as possible, to assess with greater
precision the elements involved, even knowing that even small errors can attract the wasting of huge
human, material and money means. At the same time, decisions need to overtake the next actions,
thus providing the necessary time to adequately prepare the human, financial, technical conditions,
and the decision -making process to be carried out wi th high efficiency.
1.2 Classification of Decision
The decision, the primary component of the decision -making system, is an essential
element of management, being its specific tool of expression. In fact, the qualitative level of the
leadership of an organization is manifested by the elaborated and applied decisions. The
management decision represents the process of choosing a line of action in order to achieve
goals, the application of which influenc es the activity of at least one other person than the
decision -maker.

The decisions may be classified as:
1) After the scope of the decision , there are:
 participatory decision
 individual decisions
2) After the time horizon and implications , can be:
 strateg ic decisions
 tactical decisions
 current decisions
3) The frequency with which they are adopted are:
 periodic decision
 unique decisions
4) After the managerial line at which it is adopted:
 decisions taken at a higher level
 decisions taken at medium level
 decisions taken at a lower level
5) Following the nature of the variables that influence potential outcomes , there are:
 decisions based on certainty
 decisions based on risk
 decisions based on uncertainty
6) Upon their anticipation , they can be:
 early decis ions
 unpredictable decisions
7) After number of the persons taking part in the decision , we have:

 individual decisions
 group decisions
8) By number of decisional criteria , there are:
 unicriterial decisions
 multi -criteria decisions
The first grouping of decisions focuses on the importance of the objectives pursued , from
this point of view decisions are classified into:
-strategic – those decisions that concern the overall activity of the economic unit; its major
problems extend over a longer period of time. As a rule, strategic decisions concern issues related
to organizational development.
– tactic – are those that relate to partial activities, simpler and more concrete issues derived
from their general objectives and objectives and which extend over periods of time, usually less
than one year, often a semester, a timesty or a few months. If strategic decisions fall within the
competence of strategic leadership, tactical decisions can be taken at other levels of the
organization.
– current – those decisions that relate to the daily problems faced by organizations and
which obviously need to be resolved operatically. They take on all the management's routines,
being more common at the middle and lower levels.
From the point of view of th eir frequency , decisions are classified into:
– periodic -which are taken at certain time intervals, usually with the beginning of some
time periods. Such decisions can use models that can ease the work of the decision maker and
give more precision;
– non-periodic – characterized by the fact that they have a large irregularity. Such decisions
can not be prepared in advance and, as such, modern methods can not always be used in their
elaboration;

– unique -characterized by the fact that they are taken in except ional situations that do not
happen again.
Depending on the hierarchical level at which they are taken, decisions can be:
-top-level , when elaborated by senior management of the organization,
– average level , when taking the average level of management, r espectively at the level of
heads of services, sections, workshops;
– inferior level , when they take the level of team or office bosses. This grouping of
decisions is correlated with that of the importance of the objectives pursued, in the sense that, at
the level of the senior management, preponderance is the strategic decisions, and at the level of
the management inferior, preponderance has its current decisions.
Another criterion for classifying decisions refers to the degree of knowledge of the
probabil ity of the results.
There may be certain or uncertain decisions, risk decisions and uncertain decisions.
Decisions can also be classified according to the decision maker's sphere , in:
– individual decisions , individually assessed by the manager. Normally such decisions are
found more frequently at the middle and lower management levels. They usually target the
current problems faced by those managers, having an operative character;
– collective decisions , elaborated at the level of senior management by the participatory
management bodies of the unit.
At their elaboration participate a large number of specialists and employees who work in
production, each bringing experience and specialized knowledge. Collective decisions are
rigorously based and have the q uality to be received more quickly and easily by executives.
Another classification of decisions is suggested by Simon. [ Administrative Behavior , 1947]
Simon groups the decisions according to the extent to which the decision -making process
can be pre -planned , whether scheduled or unscheduled.

-programmed structured – repetitive routines, known, often automated decision -making
rules and processes usually involve "things" rather than people, can be delegated to the
bottom of the organization
-unprogramed – involve scenarios that are new or novel and for which there are no proven
answers to use as a guide. In such a case, a manager must make a decision that is unique to
the s ituation and results in a tailored solution. Unprogrammed decisions generally take longer
to make because of all the variables an individual must weigh; and the fact that the
information available is incomplete, so a manager cannot easily anticipate the ou tcome of his
decision.
-unstructured – new, non -rogue, decision rules are not known, have a high degree of
uncertainty, can not be delegated to inferior levels, may involve "things," but always involve
people.
These two categories must be considered as two extremes in the decision -making sphere.
In reality there are a number of decisions that possess characteristics from both groups.
Another classification of decisions can be made according to the degree of knowledge of
the decision -maker regarding the outcome of the different alternatives . Thus, there are decisions on
the basis of certainty, risk and uncertainty.
-certitude – there is only one result for each alternative and there is complete and accurate
knowledge about it.
– risk- there are more possible outcomes for each alternative and each can be assigned a
value and a probability of achieving the results.
– incertitude – the number of results, values and probabilities are not known.
In the case of certainty and risk condi tions , there are different optimization techniques,
but in case of uncertainty, theoretically there is not enough data for the decision to be taken. The
reason lies in the fact that, by definition, making a decision means choosing between alternatives,
and if these are not known, the choice can not be made. In practice, the decision is made using

reasoning and available information, estimating the values and probabilities of occurrence of
possible outcomes. Practically, unc ertainty turns into risk.
The tactical level is intermediate and combines the characteristics of the other two levels. At
the strategic level, decisions are more dependent on the human factor and the human judgment. Such
decisions are based on the test and error method due to the high degree of uncertainty and ambiguity
as well as the fact that all possibilities can not be explored. This type of decision -making process is
called heuristic and is based on the "finger rule" rather than explicit decision rules . Operational and
tactical levels have developed formal support for decisions such as, for example, optimization
models.
According to Peter Drucker "Decisions should be taken at the lowest possible level,
consistent with their nature, and as close to the a ction as they are supposed to." Today there is a
tendency to achieve this, and for this reason there are systems that assist management decisions,
specific to each managerial level. [P. Drucker – Leadership & managing people ]
The other classifications of t he decision take into account criteria relating to: the number of
persons taking part in the decision (1), the periodicity of the decision (2) and the number of
decisional criteria (3). [ Ovidiu Nicolescu – Management ]
1) the number of people participating in the decision
– unipersonal decisions that are grounded and elaborated by a single person, referring to the
organization's current problems;
– group decisions whose foundation is the fruit of working a certain number of people.
2) the periodicity of the decision making
– regular decisions made at certain time intervals;
– random decisions adopted at irregular intervals, difficult to anticipate, the necessity of their
substantiation being determined by uncontrollable factors; their effectiveness depends decisively on
the decision -making potential of the decision -maker;
– unique decisions that are an exceptional case, not having precedents and which will
probably not be repeated in the near future; their effectiveness depends decisiv ely on the decision –
making potential of the decision -maker.
3) the number of decisional criteria
– one-way decisions involving the comparison of alternatives on a single criterion; – multi –
criteria decisions where the different alternatives are compared by reference to two or more criteria.
Typology of decisions

A manager adopts a variety of decisions to solve the problems they face. Thus, if you
consider the time horizon and its implications on the organization, decisions can be:
– strategic, with long horizons of time, less detail of goals and immediate impact on the
organization as a whole.
– tactical, with variable time horizons, from one month to one year, degree of goal detail,
inversely proportional to the time horizon.
– current, with small time horizons and impact on a process or structural component of the
organization.
Taking into account the nature of the variables involved and the possibilities of anticipating
the results , the decisions are:
– certain, where the variable s are controllable, and the anticipation of the results is done
with precision.
– uncertain, with partially uncontrollable variables and approximate anticipation of the
results.
– risk, where the variables are uncontrollable, and the determination of the r esults is made
with a certain probability.
Another important element in delimiting decisions is the size of the decision , which is the
criterion that decisions are:
– individual, adopted by individual managers, located at different hierarchical levels.
– by group, adopted by participatory management bodies.
The scope of the decision -maker's competences allows two types of decisions to be
addressed:
– endorsed, which can not be operational without the consent of managers located on a
hierarchical level.

– independent (independent), specific to a manager, individually or in group, with full decisional
autonomy.
In substantiating and adopting decisions, the number of decisional criteria in relation to which
decisions are delimited in:
– multi -criteria, when the decision -making problem to be solved is based on a multitude of
criteria.
– unicriterial, where the decision is made according to a single decision criterion (maximized or
minimized).
Frequency of decision making leads to more types of decisions being fou nd:
– Random, adopted depending on the occurrence of problems requiring the manager's
intervention.
– unique, usually adopted, once in the organization's "life".
– periodicals, adopted at regular intervals (year, semester, quarter, month, etc.)
The location of the decision maker in a certain "floor" of the management allows the
delimitation of three types of decisions:
– top-level, adopted by participatory management bodies or higher -level managers (general
manager, executive managers).
– of medi um level, adopted by managers of functional and operational compartments.
– lower level, adopted by managers in the lower management line (foremen, etc.).

1.3 Process of Decision -making

Any decision -making process is accomplished by going through several specific steps, which
in turn contain a series of phases and sub phases that must be achieved for its performance in good
conditions.
In order for a decision -making process to tak e place in good conditions it is necessary to
always go through these stages and phases and to take into account all the specific problems that
arise.
Stage I of the process decision -making process, that is the preparation of the decision, is a
particularly important stage, but which, in most cases, is not given due importance in practice, going
to the more advanced phases of the process. This way of working does not benefit management
activity, as this is a stage where the scale of the leadership activity and how to handle the next steps
depends.
The second stage is choosing the optimal solution and making the decision is, from the point
of view of the outcome, the most important stage and should be best substantiated.
Stage III , the implementatio n and control of how to make the decision, involves a large
number of activities related to the transmission of the decision, which involves drafting the
decision. It must be concise, clear and be understood by those who implement it. Once the content
of the decision has been written, the responsibilities have to be clarified.
In the process of transforming the decision into action, the methods and the management
style have a very important role.
It is considered that the decision -making process is concluded by controlling the way the
decision is made, that is, the pursuit of the fulfillment of the provisions of the decision.
The way in which the decision was made and the results obtained will depend on whether the
decision applies exactly if the content of the decision is modified by correction or addition, even if
the decision can be erroneous and abrogated. The correction of their own decisions or their
abrogation must take place through the decision of the managers.
Table 1.1
Stages of decision making
Stages of decision –
making Phases of the decision –
making process Specific elements of each stage
I. Preparation of the
decision A) Clarification of the
issue that is the subject
of the decision  the reality of the problem
 the category of problems it falls into
 priority level

B) Separation of the
current task problem  regulating the problem
C) Determining the
degree of novelty of the
problem  the new issue
 method problem
 the routine problem
D) Specifying in time
and space and defining
the problem  complete definition of the problem

 redefining the issue (as appropriate)
II. choosing the
optimal solution
and decision
making A) The analysis of the
facts with the help of the
information and the
elaboration of the
variants  collecting and processing information
 developing variants
 analysis of facts based on the principle of
selective argumentation
B) Choosing the right
solution and making the
decision  choosing the optimal solution considering the
usefulness of the alternative, the time factor, the
risks
III. Applying and
controlling how to
make the decision A) Transmitting the
decision  clear drafting of the decision
 establishing tasks and responsibilities, with
their accomplishment
 transmission of the decision
B) Transforming the
decision into action  taking action to achieve the goal of the
decision
C) Control over how to
make the decision  monitoring the fulfillment of the provisions of
the decision
 reverse link
 correcting the decision (if necessary)
Source: Elaborated by the author
The way in which decision -making takes place depends very much on how decisions are made.

Thus, in the case of the planned decisions, in which the way of action is known in advance,
an application of the stages of the decisional process through approval or denial is made.
In the case of semi -programmed decisions, besides the existing pro grams, a series of
analysis processes are required, following a combination of the existing elements.
When dealing with unscheduled strategic decisions, the decision -making process takes place
totally, to the smallest detail.
The decision -making process di ffers as the decision is solo or grouped.
In group decisions, issues related to the assessment of the utility of the different variants (the
qualitative level of some in relation to others) have to be made in a way that takes into account the
group's choic e and not the opinions of the members of the group.
In other, more simplified sources, there can be found such steps as:
Step 1: Identify the decision
You realize that you need to make a decision. Try to clearly define the nature of the decision
you must make. This first step is very important.
Step 2: Gather relevant information
Collect some relevant information before making your decision: what information is needed,
the best sources of information, and how to get it. This step involves both internal and external
"work." Some information is internal: you will seek it through a process of self -assessment. Other
information is external: you will find it online, in books, from other people, and from other sources.
Step 3: Identify the alternatives
As you collect information, you will probably identify several possible paths of action,
or alternatives. You can also use your imagination and additional information to construct new
alternatives. In this step, you will list all possible and desirable alternatives.
Step 4: Weigh the evidence
Draw on your information and emotions to imagine what it would be like if you performed
each of the alternatives to the end. Assess whether the need identified in Step 1 would be met or
resolved through th e use of each alternative. As you go through this difficult internal process, you
will begin to favor certain alternatives: those that seem to have a higher potential for reaching your
goal. Finally, place the alternatives in a priority order, based on you r own value system.
Step 5: Choose among alternatives
Once you have weighed all the evidence, you are ready to select the alternative that seems to
be best one for you. You may even choose a combination of alternatives. Your choice in Step 5 may

very likel y be the same or similar to the alternative you placed at the top of your list at the end of
Step 4.
Step 6: Take action
You're now ready to take some positive action by beginning to implement the alternative you
chose in Step 5.
Step 7: Review your decisi on & its consequences
In this final step, consider the results of your decision and evaluate whether or not it has resolved the
need you identified in Step 1. If the decision has not met the identified need, you may want to
repeat certain steps of the process to make a new decision. For example, you might want to gather
more detailed or somewhat different information or explore additional alternatives.
1.4 Designing and rationalization of the decision -making system
Design of the decisional system
The methodology for redesigning of the system of decision making.
Integrated in the methodology of reshaping the of company, redesigning of the system of decision
making needs to go through many stages and phases such as follows:
Stage I – The Collection and recording of information regarding the initiation and
functioning of the decision -making system.
a) Brief characterization of deciders: individual and the group
– name;
– the hierarchical level on which they are located;
– compartment;
– hierarchical weight ;
Tasks, responsibilities and skills which they return, as rulement of organization and operatio
n and the descriptions of the post.
b) List
of decisions taken within a certain time frame (usually one or May many years) taken from records o
f process reports of the management participatory bodies or the decisions written by the managers of
a higher level.
c) typological fitting of the decisions, according to the model:
Table 1.2
Typological fitting of the decisions

Nr Adopted
decision Criteria classification Observations
C1 C2 C3 C4 C5 C6 C7
0 1 2 3 4 5 6 7 8 9

Legend:
C1 – Nature of variables implied C5 – Extent of decider
C2 – Implications and limits C6 – extent of the components of decider
C3 – Managerial echelon C7 – Possibility of anticipation
C4 – Frequency of adoption
Source: Elaborated by the author
d) De termining the appurtenance of the decisions adopted according to the management functions

Table 1.3.
Appurtenance of the decisions adopted according to the management functions
Nr. Adopted
decision Functions of management observations
Pv O Co T C-E PM
0 1 2 3 4 5 6 7 8

Legend:
Pv – Prevision T – training
O – organization CE – Control -Evaluation
Co – Coordination PN – Management process as a whole
Source: Elaborated by the author

e) Determining the appurtenance of the decisions adopted according to the company functions.

Table 1.4
Appurtenance of the decisions adopted according to the company functions

Nr. Adopted
decision Enterprise functions observations
R&D P HR F-A C F
0 1 2 3 4 5 6 7 8
Sorce:elaborated by the author
Legend:
R&D – research and development F -A – financial -accounting
P – production C – Commercial
HR – humar resource F – firm as a whole
f) Highlighting the qualitative parameters of the decisions.
Source: Elaborated by the author
Table 1.5
Qualitative parameters of the decisions
Nr. Adopted
decision Rationalization requirements Observations
Scientific
basement Authority Integration
in the
decision
set Oportunity Completeness
0 1 2 3 4 5 6 7

Source :elaborated by the author
g) The decisional instrument used;
h) Presentation of strategic decision -making tactical processes;

For strategic and tactical decisions, the decision -making mechanisms used and the manner of
retrieving the specific steps will be present.
i) Other aspects of the decision -making system.
Stage II – Analysis of the decision -making system
a) Analysis of the typology of the adopted decisions
The information provided by table 1.2, allow for the determination of specific indicators and
indices, ie the average decision intensity and the weight of a certain type of decisions in the total
decisions taken.
b) Analysis of decision making by management functions
Table 1.3, makes available to the sp ecialists who redesign the decisional system the
information necessary to determine the contribution of the decisions taken to the exercise of
managerial functions. Also here will be the balances or imbalances in the advent of the management
processes by t he investigated decision -makers.
c) Analysis of decision -making on business functions
The information in table no. 1.4 will be treated as in Table no. 1.3.
d) Analysis of the quality of decisions
The way of retrieving or observing the main qualitative parameters of the decisions adopted
on the basis of table 1.5 is another important "area" of the decision -making system analysis and,
implicitly, a significant source of future improvement.
e) Analysis of the de cisional instrument
In order to analyze the decision -making tool, the correspondence between the nature of the
decisions adopted and the decision -making methods to which the decision was made depends on the
decision -maker's hierarchical position. Analysis of the decision -making instrument will correlate
with the previous paragraph, in particular with the requirement for scientific substantiation of
decisions.
f) Analysis of strategic tactical decision -making processes
Here is the methodological scenario of substantiation, adoption and application of strategic
and tactical decisions, manners of conception and dissimulation of each stage.
g) Positive and negative symptoms of the design and functioning of the decision -making
system
The elements of analysis high lighted by the previous phases allow the outlining of positive
and negative symptoms, on the basis of which decisional solutions will be designed, according to the
following model:

Table 1.6
Symptoms highlighting

Positive symptoms
Negative symptoms
Observations
1 2 3
Source: Elaborated by the author
Stage III – Re-designing the organization's decision -making system
a) Establishing the main ways to improve the decision -making system.
This category includes:
• typological improvement of adopted decisions and their correlation with the hierarchical
position of the decision -maker;
• Balanced approach to management processes;
• balanced decision -making of the company's procedural components;
• improving the quali ty of the decisions taken;
• Carrying out strategically -tactical decision -making processes following judiciously
structured and rigorously observed scenarios;
• enriching and modernizing the decision -making tool used;
• preparing and improving the decision -making and management of decision makers.
b) Deciding decisions at the level of each decision -maker.
Making a decision simulation is a laborious process that requires several steps:
a) the delimitation of the typical decisional situation for which it is c onsidered necessary to use the
decisional simulation;
b) identifying and evaluating the involved variables and establishing the functional relationships
between them;
c) establishing the decisional model that reflects the decisional mechanism related to th e respective
management situation;
d) elaboration of the programs at the computer with which the respective model is implemented;
e) testing models and programs followed by their finalization;
f) elaboration of the documentation necessary for the current u se of the decision simulation;

g) decision -making simulation in order to make decisions by managers, according to the company's
needs.
The decision simulation is based on the updated information on the parameters of the
variants embedded in the models.
From the point of view of the scope, the simulations of the company are divided into general
and partial.
The general simulation refers to all the activities of the enterprise, being designed to allow the
substantiation of strategic decisions for the entire unit. Such simulations are particularly complex,
involving thousands of variables.
Partial simulation refers only to some activities or sub -activities in enterprises. On their
basis, very effective decisions can be made, especially in the field of production.
The main advantage of using simulation in decision -making is to ensure high -efficiency
decisions, in the context of lower workload on the part of managers, which prevents the non –
economic use of resources, while speeding up their training an d improvement process.
The main limitation of the use of decisional simulation lies in the laborious and pretentious
process of making the decisional simulation. To this is added the need for quasi -permanent updating
of the models and variables involved to reflect the frequent changes that take place in the decision –
making situations considered in the company.
Conclusion: The decision making -system is a complex part of the managerial activity, which
helps the firm to adapt to the future changes in the environment in which the firm is acting, taking in
consideration the result, in form of quantity of possible losses and benefits. There is a set of rules
and steps, well structured, which guide the decision making process. As the correct decisions to be
done, it is necessary to have a corresponsive amount of information and to be sure that the right
person or a group of persons is making related to their posts decisions. There are various IT systems
that may help the manager to adapt the right decisions.

Chapter 2. Diagnostics of socio -economic achievements of the enterprise
2.1. General characteristics of the enterprise
Moldcell is a mobile network operator in the Republic of Moldova, part of the international
TeliaSonera group, headquartered in Stockholm, Sweden. Moldcell launched its business activity in
2000. At present, it has over 1 million subscribers and is among t he telecommunications services
providers that increased its turnover from 25,41% (Q4, 2012) to 30,39% in late 2014.
On April 28, 2000, Moldcell opened its first sales office in Chisinau, at the address: 55,
Tighina Street. The same year, the mobile operato r launched for the first time in Moldova the SMS
service and the first prepaid package. The first logo was representing a friendly deer and the first
slogan, which subsequently became famous, was „Waiting for us? Here we are!”.
On its fifth anniversary, Mo ldcell launches the twenty -four/seven Call Center service (dialing 444

from mobile phone and 022 444 444 from fixed phones). In 2005, Moldcell introduced in premiere
the EDGE technology. The first -rate plan for people with hearing impairments was launched by
Moldcell in 2006. Alocard Alternativ was based on text and internet services and had a specialized
Call Center Service. In 2007, Moldcell became the first mobile telephony operator to accept
electronic payments. In less than a year, the percentage of el ectronic payments reached 17% and in
2014 – this figure grew to 63%. In 2008, Moldcell commercially launched the 3G services and also
this year, it made the first video call from its network.
In 2009, the TeliaSonera group became the first operator at glob al level to commercially launch the
4G services. In 2012, Moldcell became the first 4G operator in Moldova. Also this year, the
company launched, for the first time in Moldova the mSănătate (mHealth) services for several
categories of beneficiaries, includ ing pregnant women and young mothers. In 2012, Republic of
Moldova became the eighth country in the world to introduce the mobile signature.
Moldcell had a strategic contribution in this project, sharing with the local implementers the relevant
experience of the Baltic companies from the TeliaSonera group.
The communication platform „Născut în Moldova” (Born in Moldova) was launched by Moldcell in
2013, together with the introduction of the number portability service at national level.
In 2015 Moldcell r eceived the title of “Remarkable employer”.
Products and services
Cartela Moldcell – prepaid tariff plans, where the subscriber does not have the obligation to
sign contracts or to pay monthly fees. bum – it’s a community where subscribers benefit
from unli mited calls within the #bum community, free access to social networks, national
minutes, SMS and included Internet traffic.
Abonament Moldcell –offers unlimited on -net calls, national minutes that can be used for
international calls and Roaming and Interne t. According to National Regulatory Agency for
Electronic Communications and Information Technology (ANRCETI), Moldcell is leader on
the Abonament (subscription) segment in Moldova. At national level, the average market
share of Abonament and Postpaid is 2 2.7%, Moldcell market share in this sector stands at
33.26%.
Internet ca lumea – Moldcell offers mobile internet packages, as well as internet via routers
and modems, in the 3G and LTE (4G) standards.
Moldcell Business – communication solutions and support for corporate clients. Moldcell
provides a wide range of services (Info line, Telemarketing, Telesales, bulk SMS, Transport
Management) etc. supporting and developing local and international business.

The placement of Moldcell SA main office is at the Belgrad 3 street, Botanica, Chisinau. It
represents a high secured building with 3 floors. Inside the building can be spoted a various amoun t
of colours, walls being colored in violet, green, pink and blue. At almost any floor of the building
can be seen small, motivating phrases, which indicate the vision and the way Moldcell is doing it`s
activity.
As an example, can serve “Our mission is d oing things right” or “go left if nothing goes
right”, representing the accent put on quality of work and on individual and innovative approach to
problems.
2.2. Analysis of the financial and economic activities of the enterprise
Table 2.1
Analysis of the magnitude and dynamics of the property of the enterprise «»for 2014 -2016 years., lei
Indicators: Time, lei Growth rate, %
2012 2013 2014 2013/2012 2014/2013
Total assets 1 955 951 830 2 449 228 003 2 360 034 181 25,21 -0,03
Revenues from sales 982 356 704 955 522 813 1 035 784 574 -2,73 0,08
Gross profit 541605082 499135167 442 635 501 -7,84 -0,11
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014years .
Conclusion: The analysis of the data from table shows that in the period of 2012 -2013 there
was spotted a great increase of the total assets of the enterprise, meaning it`s growth on the market
and growth of the quantity of production to be sold. Also it is caused by emission of the shares
launched in the analyzed period. In the next year, the value of total assets was kept without great
changes in it. In comparison to 2012, in 2013 the revenues from sales and the gross profit parameter
has shown a decreasing tendency , the revenues decreasing non -essentially, by 2.73% and the gross
profit by 7.84% – a pretty big amount for the sums registered. In 2014, comparing to 2013, the
revenues from sales have non -essentially increased (by 0.08%) and the gross profit decreased by
0.11%. The increase of the amount of the total assets should have led to increase in profit, but it
didn`t. It is advised to revise the structure of assets in order to rationalize the use of assets.

2.2.1 Analysis of technical and economic potential
Tabl e.2.2

Structural analysis of the enterprise «Moldcell» SA for 2012 -2014, lei
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014years .
Conclusion: The analysis of the data from table shows that the biggest part in the structure
of assets of “Moldcell” SA is represented by the long -term assets ( 87,67% ), considered the riskiest
part of assets. The biggest part of the long -term assets is represented by the fixed assets, having a
share of 76,59% of the total number of actives, being followed by long term material assets, with a
share of 51,24% of the total amount. From the part of current assets, the biggest part is taken by the
short -term trade receivables (7.36% of total assets ), being followed by cash (3.24%), considered the
less risky assets that any enterprise can have. During a 3 years period, the positions taken by the
mentioned categories of assets haven`t changed regardless of manipulations with the total amounts
of asset s.
Table2.3
Assessment of the risk of the structure of assets by the degree of their liquidity by the balance
of the enterprise «Moldcell» SA for 2012 -2014. Asset groups Absolute indicators, lei Structure,
Share, %
Recommended
structure
2012. 2013 2014 2013\
2012 2014\
2013 2012 2013 201
4 2013
2012 2014
2013 № Indicators: 2012 y. Share,
% 2013 y. Share,
% 2014 y. share, %
1. Long term assets 1726950140 88,29 1733576604 70,78 2069274326 87,67
1.1 Long term intagible
assets 401969565 20,55 416668171 17,01 859920253 36,43
1.2 Long term material
assets 1323479855 67,66 1315407713 53,70 1209354073 51,24
1.2.1 – fixed assets 1694541202 0,86 1830934749 0,74 1807785928 76,59
1.3 Long term financial
assets 1500720 0,07 1500720 0,06 0 0
2 Current assets 229001690 11,70 715651399 29,21 290759855 12,32
2.1 Stock 12344615 0,63 8989856 0,36 15107793 0,64
2.2 Short term trade
recievables 121148006 6,19 165887690 6,77 173726703 7,36
2.3 Short term
investment 0 0 0 0 0
2.4 cash 75374750 3,85 512707722 20,93 76481414 3,24
2.5 Other current assets 20134319 1,02 28066131 1,14 25443945 1,07
Total assets 1955951830 2449228003 2360034181

А1 75374750 512707722 76481414 437332972 -436226308 3,85 20,93 3,2 17,1 -17,69
10-20%
А2 121148006 165887690 173726703 44739684 7839013 6,19 6,77 7,4 0,57 0,58
А3 32478934 37055987 40551738 4577053 3495751 1,66 1,51 1,7 -0,14 0,20
30-
40%
А4 1726950140 1733576604 2069274326 6626464 335697722 88,29 70,78 87,7 -17,5 16,89
<50
%
Total 1955951830 2449228003 2360034181 493276173 -89193822 100 100 100
Source: Financial statements of the enterprise «Moldcell» SA SRL for 2012 -2014years.
Conclusion: The total share of assets A1 and A2, represented by cash and short term trade
receivables, the most liquid and as result the less risky part of assets in 2014 is fitting the
recommended structure (10.6%), being situated at the bottom limit. This parameter has decreased
from 28.29% to the current 10.6%, meaning the efforts that were made in order to stabilize the
structure of this type of assets.
The group of assets A3, represented by stocks, materials, trading products and other types of stocks,
considered as medium risk assets, is not meeting the recommended structure representing 1.71% in
2014; 1.51% in 2013 and 1.66% in 2012 in comparison to recommended 30 -40%. It means that the
firm may not be capable to repay the long term liabilities with maturity of 1 year and above.
The group of assets A4 is represented by the intangible assets, long term assets, long term
investments and long term trade receivables. This group includes the most risky assets of the
enterprise because of the duration of the period of recovering the financial means . It is
recommended for the share of this group to be under 50% of the total assets. In 2014 it valued to
87.67%; 70.78% in 2013 and 88,29% in 2012. This group of assets should be covered mainly by the
owner`s equity. It is advised to decrease this paramet er by restructuring of the assets.
Table2.4
Analysis of the structure of the assets of the enterprise «Moldcell» SA for 2012 -2014 years
using the coefficient method, the coefficient .
Indicators Way to
calculate 2012 y. 2013y. 2014y. Absolute deviation
2013\
2012 2014\
2013
Coefficient of immobilization LA/TA 0,88 0,70 0,876 -0,17 0,16
The share of current assets CA/TA 0,11 0,29 0,12 0,17 -0,16
The ratio between current assets and long term
assets CA/LA 0,13 0,41 0,14 0,28 -0,27
Share of property for production purpose (FA+S)/TA 0,87 0,75 0,76 -0,12 0,01
Coefficient of tehnical composition FA/CA 7,39 2,55 6,21 -4,84 3,65

Tehnical potential FA/TA 0,86 0,74 0,76 -0,11 0,01
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014years.
Notes: LA –Long term assets; TA –total assets; FA – fixed assets; S –stocks; CA –current assets.
Conclusion: The data from table shows that during the analyzed period the coefficient of
immobilization in 2014 has returned to the parameter spotted in 2012, varying from 0.88 in 2012 to
0.70 in 2013 and back, now representing a value of 0.876.
The share of current assets has grown from 11% to 29% in 2013 (by 17%) and back to 0.14% in
2014. It means that the assets that can be transformed quickly into cash are in deficit. It may damage
the firm`s cash flow in the future.
The ratio between current assets and long term assets has grown by 28% in 2013,
representing a value of 41% and has decreased back to 14% in 2014. In a telecommunication
company it`s a specific e considered as normal.
The share of property for production purpose has decreased from 0.87 by 0.12 in 2013
and kept of the same level in the next year . The biggest part of assets is the one that make possible
the whole activity of the enterprise, making possible the connection between the abonates. It is also
specific for this type of acti vity and is on a good value.
The coefficient of technical composition has decreased by 4.84 in 2013, representing a
value of 2,55. In 2014 this parameter has increased by 3,65 and kept at the value of 6,21.
The technical potential in 2013 has represented a value of 0.74, by 0.11 less than in 2012. In 2014
this parameter has insignificantly changed, increasing by 0.01.
Table 2.5
Calculation of the net assets of the enterprise «Moldcell» SA for 2012 -2014, lei
Indicators 2012 y. 2013 y. 2014 y. Absolute deviation Growth rate,
%
2013\2012 2014\2013 2013\
2012 2014\
2013
Long term
liabilities 0 0 1163332400 0 1163332400 0 1
Short term
liabilities 98411162 1493778373 114577570 1395367211 -1379200803 14,17 -12,03
Total assets 1955951830 2449228003 2360034181 493276173 -89193822 25 03
Net assets 1857540668 955449630 1082124211 -902091038 126674581 -48.56 11

(r.3-r.2-r.1)
Source: Financial statements of the enterprise «Moldcell» SA for 2014 -2016years.
Conclusion: Regardless of the increased value of total assets in 2013, the value of net assets
has decreased by 48.56%in 2013. Later it has increased by 11% in 2014. The enterprise “Moldcell”
SA has little influ ence of the debts on it`s own assets
Table 2.6
Calculation of the actual value of net current assets of «Moldcell» SA for 2012 -2014, lei.
№ Indicators 2012 y. 2013 y. 2014 y.
1. I variant
1.1. Current assets 229001690 715651399 290759855
1.2. Short term liabilities 984111162 1493778373 114577570
1.3. Net current assets (r. 1.1 – r. 1.2) -755109472 -778126974 176182285
2. II variant
2.1. Owner's equity 971840668 955449630 1082124211
2.2. Long term liabilities 0 0 1163322400
2.3. Constant capital (r. 2.1.+ r. 2.2.) 971840668 955449630 2245446611
2.4. Long term assets 1726950140 1733576604 2069274326
2.5. Net current assets (r. 2.3 – r. 2.4) -755109472 -778126974 176172285
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014years .
Conclusion: the data from table shows that the actual value of net current assets is negative
in 2012 and 2013, amounting to -755109472 lei and -778126974 lei correspondingly. It meant that
the current assets of the Moldcell SA is highly dependent on the short term liabilities that it has. It is
considered a risky situation. In 2014, this value has changed to 176172285, due to i ncrease in the
amount of long -term liabilities and current assets. It means that the current assets are supported by
longer term debts and a part of them has ben refunded, becoming truly proper to the enterprise. This
is a good parameter and represents the effort made to stabilize the value of net current assets.
Table.2.7
Structural analysis of liabilities of the enterprise «Moldcell» SA for 2012 -2014, lei
Indicators: 2012 y. Share,
% 2013 y. share,
% 2014 y. share,
%
1.Owners's equity: 971840668 49,68 955449630 39,01 1082124311 45,85
1.1.Statutory and additional 176403236 9,018 176403236 7,20 570003236 24,15

capital
1.2.Reserves 682707450 34,90 781484198 31,90 781484198 33,11
1.3.retained earnings (deficit) of
prior years 20273355 1,03 13953234 0,56 -2437803 -0,10
1.4.net profit (loss) of the
reporting year 98776748 5,05 -8867148 -0,36 -262246945 -11,11
1.5.other element of owners’
equity 0 0 0 0 0 0
2. Long term liabilities, including 0 0 0 0 1163332400 49,29
2.1. Long term financial libilities 0 0 0 0 1163332400 49,29
2.2. Long term loans 0 0 0 0 0 0
3.Short term liabilities, including.: 984111162 50,31 149377837
3 60,98 114577570 4,85
3.1. Short term financial liabilities 920019944 47,03 988432189 40,35 11492779 0,48
3.2. short term trade kiabilities 56753705 2,90 53490765 2,18 84609514 3,58
3.3. short term accrued liabilities 7337513 0,37 451855419 18,44 18475277 0,78
Total liabilities 1955951830 100 2449228003 100 2360034181 100
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014 years .
Conclusion: The analysis of the data from table shows that in 2012, the structure of the
liabilities was composed only of short term liabilities and owner`s equity, amounting to
approximately 50%/50%. In 2013 the share of the short -term liabilities has increased by 10%,
becoming the biggest part of the total liabilities of Moldcell SA, amounting to 60.98%, while the
owner`s equity represented a number of 39.01%.
In 2014 there have app eared long -term liabilities, in amount of 1 163 332 400 lei.
In the new structure of liabilities of Moldcell SA, the biggest quota have long term liabilities,
valuing to 49.20%, being followed by the owner`s equity with share of 45.85%.

Table 2.8
Risk as sessment of the structure of liabilities for the urgency of their payment to the enterprise
«Moldcell» SA for 2012 -2014 year

Groups
liabilities Absolute indicators, lei Structure,
Share,%
Recommended
structure
2012 2013 2014. 201
2 201
3 201
4 2013\20
12 2014\20
13
P1 56753705 53490765 84609514 2,90 2,18 3,58 -0,71 1,40 <30%
P2 92735745
7 14402876
08 29968056 47,4
1 58,8
0 1,26 11,39 -57,53
P3
0 0 11633324
00 0 0 49,2
9 0 49,29 >70
%
P4 97184066
8 95544963
0 10821242
11 49,6
8 39,0
1 45,8
5 -10,67 6,84 >60
%
Total. 19559518
30 24492280
03 23600341
81 100 100 100
Source: Financial statements of the enterprise «» SRL for 2012 -2014years .
Conclusion: The group P1 and P2 represent the short term creditor debts that are not
exceeding the maturity of 12 months. In 2014, the total amount of their shares represented 4.84%,
hitting the recommended structure of less than 30%.
The groups P3 and P4 represent the long -term debts and the owner`s equity. Their total amount in
2014 valued to 95.14%, also hitting the recommended structure.
On it`s own, the group P4 represents the capital without term of reimbursement, existing in form of
owner`s equity. It`s share in Moldcell SA in 2014 is 45.85% and it is not fitting the recommended
structure of more than 60%. It means that the firm may have problems with financing the A4 group
of assets, the mo st risky part of assets.
Table 2.9
Assessment of the liabilities structure of the enterprise «» SRL using the coefficient method for
2012 -2014, coefficient.
Indicators Way to calculate 2012y. 2013y. 2014y. Absolute
deviation
2013\
2012 2014\
2013

Equity ratio Кe = owners equity/total
liabilities 0,50 0,39 0,46 -0,11 0,06
Total debt ratio Кb = (long term+short term
liabilities)/total liabilities 0,50 0,61 0,54 0,11 -0,06
Total solvency
ratio Кs= total liabilities/(long
term+short term liabilities) 1,99 1,64 1,85 -0,36 0,21
The
capitalization
ratio Кp= (long term+short term
liabilities)/ owners equity 1,01 1,56 1,18 0,55 -0,38
Financial
leverage, % Кc= total liabilities/owners
equity*100% 201,26 256,34 218,09 55,08 -38,25
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014 years.
Conclusion: The Equity Ratio measures the proportion of the total assets that are financed
by stockholders, as opposed to creditors. During the analyzed period it is seen that the value of this
parameter has changed in a positive dirrection, from 0.5 to 0.39 (0.11), meaning that the the biggest
part of assets is financed by the stockholders. So they are finacnced by the own capital. In 2014 it
has increased by 0.06, due to the long -term bank credit that was taken in that year.
The total debt ratio measures the extent of a companies` leverage. The higher the debt ratio, the
more leveraged the company is, including a higher financial risk. Looking at the data from table, we
can see that in 2013 it has grown from 0.50 to 0.61, by 0.11, exposing the company to a higher
fiunancial risk. In 2014 ther e was made an effort that has slightly stabilized this parameter.
The total solvency ratio is a key metric used to measure an enterprise’s ability to meet its debt and
other obligations. The solvency ratio indicates whether a company’s cash flow is suf ficient to meet
its short -term and long -term liabilities. The lower a company's solvency ratio, the greater the
probability that it will default on its debt obligations.
in the analyzed period, this parameter at high level, meaning that the firm can easily deal with the
debts. In 2013 it has decreased by 0.36 from a value of 1.99. In 2014 it has increased from a value of
1.64 to 1.85, increasing back by 0.21.
Capitalization ratios are indicators that measure the proportion of debt in a company’s capital
structure . While a high capitalization ratio can increase the return on equity because of the tax
shield of debt, a higher proportion of debt increases the risk of bankruptcy for a company.

In 2013 it has increased from a value of 1.01 to 1.565 (by 0.55). in 2014 it has decreased back by
0.38, coming to a number of 1.18.
Financial leverage is the degree to whic h a company uses fixed -income securities such as debt
and preferred equity. The more debt financing a company uses, the higher its financial leverage. A
high degree of financial leverage means high interest payments, which negatively affect the
company's b ottom -line earnings per share. In the analyzed period we can see that “Moldcell” SA is
keeping this parameter on high levels. In 2013, the value of financial leverage has increased by
55.08%, highly increasing the risks of the company and the interest rate s that will be faced. In 2014,
there can be seen that was made an effort to stabilize the value of this parameter, decreasing it by
38.25. still, this value is big and exposes the company to risks.

2.2.2 Analysis of the main results of financial and econo mic activities
Table 2.10
Estimation of dynamics and structure of incomes of the enterprise «Moldcell» SA for 2012 –
2014, lei
Indicators 2012 y. 2013 y. 2014 y. Absolute
deviation,lei Growth rate, %
2013\
2012 2014\
2013 2013\
2012 2014\
2013
Revenues
from sales 95552281
3 982356704 103578457
4 2683389
1 5342787
0 0,02 0,05
Other
opeartional
revenues 13230163 21668299 19396629 8438136 –
2271670 0,63 -0,10
Revenues
from others
activities 0 0 0 0 0 0 0
Total
revenues 96875297
6 100402500
3 105518120
3 3527202
7 5115620
0 0,03 0,05
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014 years.
Conclusion: The analysis of the data from table shows that during the period of 2012 -2014
there was an increase in the total revenues, amounting to + 35272027 lei or 0.03% in 2013 in

comparison to 2012 and by + 51156200 lei 0.05% in 2014 in comparison to 2013. It is mainly due to
the increases in the revenue from sales, which has grown by 0,02% in 2013 and by 0.05% in 2014. It
has compensated in 2014 the decrease in the other operational revenues (by 0.1%).
Table 2.11
Analysis of the dynamics and structure of the gross profit of the enterprise « Moldcell» SA for
2012 -2014, lei.
Indicators 2012 y. 2013 y. 2014y. Absolute deviation,lei Growth rate,
%
2013\
2012 2014\
2013 2013\
2012 2014\
2013
Revenues
from sales 955522813 982356704 1035784574 26833891 53427870 2,80 5,43
Cost of sales 413917731 483221537 593149073 69303806 109927536 16,74 22,74
Gross profit/
loss 541605082 499135167 442635501 –
42469915 -56499666 -7,84 –
11,31
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014years.
Conclusion: The analysis of the data from table shows that during the analyzed period, the
revenues from sales of Moldcell SA has a growing tendency, growing from 955522813 lei,
regis tered in 2012 to 982356704 lei in 2013 (by 2.80%) and to 1035784574 lei in 2014 (by 5.43%
comparing to 2013).
The cost of sales has also increased during the same period, from 413917731 lei by 16.74% in 2013
and by 22.74% in 2014, comparing to 2013. It`s growth is not proportional with the revenues.
The gross profit analysis shows that regardless of revenues` from sales growth, this parameter
cannot cover all the costs faced by Moldcell SA, resulting in a decrease in the gross profit during the
same period of analysis. The gross profit has decreased from 541605082 lei, registered in 2012 by
7.84%, representing a number of 499135167 lei in 2013 and a number of 442635501 lei in 2014,
which is 11.31% less than in 2013.
In the data analyzed it is seen that ther e were made efforts in order to increase the profits of the
enterprise by increasing the amount of goods and services sold, but the total cost for that was too
high and hurting the gross profit, resulting in a less efficient structure of revenues and costs than it
was in 2012.

Table 2.12
Dynamics and structure of profit before taxation and net profit of the enterprise «Moldcell»
SA for 2012 -2014, lei
Indicato
rs 2012 y. share, % 2013 y. share, % 2014 y. share, % Absolute
deviation,lei
2013\
2012 2014
2013
1.Result
from
operation
al
activity: 1096431
06 111,00092
71 640354
71 –
722,16535
69 –
1849401
1 7,0521359
17 –
4560763
5 –
8252948
2
2. Result
from
other
activities –
3993943 –
4,0434040
21 –
729452
39 822,64600
75 –
2437130
72 92,932663
91 –
6895129
6 –
1707678
33
3. Profit
before
taxation 1051484
05 106,45056
36 –
886714
8 100 –
2622070
83 99,984799
82 –
1140155
53 –
2533399
35
4. Income
tax
expense 6371657 6,4505636
49 0 0 0 0 –
6371657 0
5. Net
profit 9877674
8 –
886714
8 –
2622469
45 –
1076438
96 –
2533797
97
Source: Financial statements of the enterprise «» SRL for 2012 -2014years.
2.2.3 Analysis of the efficiency of economic activities
Table 2.13
Calculation and analysis of profitability of sales of the enterprise«Moldcell» SA for 2012 –
2014,%

Indicators Way to calculate 2012
y. 2013
y. 2014
y. Absolute deviation
2013\2012 2014\2013
Gross margin of sales Rп =
GP/RS100% 56,68 50,80 42,73 -5,87 -8,07
Operational profitability
of sales Rп =
ROA/RS100% 11,47 6,51 -1,78 -4,95 -8,30
Profitability of sales based
on profit before
taxation(PBT) Rп =
PBT/RS100% 11,00 -0,90 -0,25 -11,90 0,64
Net profitability of sales Rп =
NP/RS100% 10,33 -0,90 -0,25 -11,24 0,64
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014.
Note: RS – revenues from sales ; GP –gross profit; ROA –result from operational activity;
PBT – profit before taxation; NP –net profit.

Conclusion: The gross margin represents the percent of total sales revenue that the company
retains after incurring the direct cost s associated with producing the goods and services it sells. The
higher the percentage, the more the company retains on each dollar of sales, to service its other costs
and debt obligations.
Analysis of the data from table show that the company retains app roximately half of each dollar it
spends. It is a good value. In 2013 it has decreased, coming from a value of 56.68 to 50.80 ( -5.87).
in 2014 it has decreaed even more, by 8.07, becoming 42.73%.
The profitability of sales is has become negative during the analyzed period. It had a
decreasing tendency in 2013, decreasing from 11.47% to 6.51%, showing a bad sign. In 2014 it has
decreased till -1.78 (by 8.30%), meaning that the company spends more than it actually receives. So
became also with the net profita bility and the profitability before taxation.

Table2.14

Calculation and analysis of profitability of assets and capital of the enterprise «Moldcell» SA
for 2012 -2014.
Indicators 2012 y. 2013 y. 2014 y. Absolute deviation
2013\2012 2014\2013
The average value of
assets ( A)
((assets at the beginning
of the year + assets at the
end of the year) / 2) 1802691385 2202589917 2404631092 399898531,5 202041175,5
Average cost of owners’
equity (OE)
((OE at the beginning of
the year + OE at the end
of the year) / 2) 931583345 963645149 1018786921 32061804 55141771,5
Investment
profitability, %
(NP/ А)*100, (ROI) 5,47 -0,40 -10,90 -5,88 -10,50
Economic profitability,
%
(PBT/ А)*100%, (ROA) 5,83 -0,40 -10,90 -6,23 -10,50
Financial profitability
(ROE), %,
(PBT/ OE)*100% 11,28 -0,92 -25,74 -12,20 -24,82
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014.
Notes: RS – revenues from sales; PBT –profit before taxation; NP –net profit; А-average value of
assets; OE – average cost of equity.
Conclusion: Analysis of the data from table shows that the return on investment has
manifested a decreasing tendency. During 3 years, this parameter has decreased from 5.83%, a
positive value by 16.38%, becoming negative ( -0.40 in 2013 and -10.90 in 2014). This means that
the financial investments in the company don`t br ing profit and even don`t recuperate the sums
invested in the financial activity of the firm.
The economic profitability is the same as investment profitability.
The financial profitability has drastically decreased during the analyzed period. In 2012 it was on a
value of 11.28%, meaning that besides the recuperation of the financial investments in the company,
there was a surplus of income in form of 11.28% from the investments. In 2013 this value became
negative. It has decreased by 12.20%, becoming -0.92%. in 2014, the value of this coefficient has
decreased even more , becoming -25.74%, meaning the losses as a result of investment activity.
Table2.15

The initial data for the factor analysis of the return on equity of the enterprise «Moldcell» SA
for 201 2-2014.
Indicators abbreviation 2013 2014 Absolute
deviation
1 2 3 4 5=4-3
1. Revenue from sales,lei Rs 982356704 1035784574 53427870
2. profit before taxation,lei Pbt -8867148 -262246945 -253379797
3. net profit, lei Pnet 8867148 -262246945 -271114093
4. average value of owners' equity,lei Vaoe 963645149 1018786921 55141771,5
5. average value of assets,lei Vaa 2202589917 2404631092 202041175,5
6. Coefficient of financial leverage
Kc, (r.5 : r.4) Kc 2,28 2,36 0,07
7. profitability of sales (r.2 : r.1
100), % Ps -0,90 -25,31 -24,42
8. asset turnover, coeff. (r.1 : r.5) Kast 0,45 0,43 -0,02
9. Profitability of assets , (r.2 :
r.5100), % ROA -0,40 -10,90 -10,50
10. net profit to profit before tax
(r.3 : r.2 100), % Npbt -100 100 -107
11 Profitability of equity
capital.,calculated on base of:
-net profit, (r.3 : r.4 100),%
– profit before taxation, (r.2 : r.4
100), % ROE 0,92 -25,74 -26,66
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014
Conclusion: The analysis of the data from table shows that the coefficient of financial
leverage in 2014 is highly decreased comparing to the previous years, representing a value of 0.07,
by 2.29 less than in 2013 and by 2.21 less than in 2012, meaning that the firm i s financing the assets
mainly from it`s own capital.
The profitability of sales has a negative value in all 3 years, meaning that the enterprise is not
earning enough to cover the assets value.

The net profit`s value is not speaking about good tendencies, mainly because of negative value is net
profit.
The profitability of equity capital has decreased. In 2012 it`s value was 0.92%, which means that the
firm has practically no profit out of the usage of equity capital. In 2013 and 2014 it has negative
value s (-25.74 and -26.66 correspondingly). It means that for any 1,26. lei spent, the firm receives
back only 1 lei.

2.2.4 Analysis of the financial condition of the enterprise
Table2.16
Analysis of financial stability and independence of the enterprise «Moldcell» SA for 2012 -2014
years, the coefficient.
Indicators Way to
calculte Normat
ive
value 2012 y. 2013 y. 2014
y. Absolute
deviation
2013\2
012 2014\2
013
Equity
financial
ratio Кef=
OE/(OE+L
TL)
1 1 0,48 0 -0,52
Financial
risk ratio Кr=
LTL/OE*10
0% 0 0 107,5
0 0 107,50
Coefficient
of financing Кf=
OE/(LTL+S
TL) ;
opt –
1,5 0,98 0,63 0,84 -0,34 0,20
Coefficient
of financial
stability Кir=
(OE+LTL)/
TBC

Coefficient
of financial
maneuveraКfm= (OE –
LA)/OE ≥0,1 -0,77 -0,81 2,07 -0,03 2,88

bility
Coefficient
of financing
current
assets Кfca= (CA –
STL)/CA -3,29 -1,09 0,60 2,21 1,69
Inventory
and cost
financing
ratio Кif= (CA –
STL)/S ≥0,65–
0,7 -61,16 -86,56 11,66 -25,38 98,21
Coefficient
of
manoeuvra
bility of
owners
equity Кfoe= (CA –
STL)/OE
-0,77 -0,81 0,08 -0,03 0,90
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014.
Notes: OE – owners' equity; TBC –total balance currency; LTL –long term liabilities; STL –short
term liabilities; LA -long term assets; CA -current assets; S –stocks.
Conclusion: The analysis of the data from table shows that the equity financial ratio
during the analyzed period has moved from the optimal parameter. In 2012 and 2013, this
coefficient was 1, at the maximal margin of the advised value. In 2014 it has decr eased by 52%,
valuing now 48%, which is below the optimal value. It means
The financial risk ratio in 2012 and 2013 is 0. This is due to the absence of long term liabilities and
practically that means that Moldcell SA had no financial risk in this period. In 2014 this parameter
has changed by 107.5%. it was caused by the acquired long term bank loan. This value is far below
the optimal value of <30% and means the increased risk of being incapable to refund the mentioned
credit from it`s own capital, leading to a probable selling of assets in order to cover this loan.
The coefficient of financing during the analyzed period has varied, entering and exiting the optimal
value. It is seen that there were made efforts in order to optimize this parameter. In 2012 i t`s value
was 0.98, in the middle of the optimal value barriers. In 2013 it has decreased by 0.34 and became
0.63, not hitting the optimal value of >0.7. in 2014 this parameter has increased by 0.20 and came
back to the optimal structure.

The coefficient of financial maneuverability in 2012 and 2013 was far below the optimal value of
>0.1, even representing a negative value, -0.77 in 2012 and -0.81 in 2013 correspondingly. There
was paid attention to this parameter and was made an effort to stabilize it, so in 2014, the value of
the coefficient of financial maneuvrability has increased by 2.88 and became 2.07, perfectly hitting
the optimum.
The Coefficient of financing current assets was also optimized by the management. Knowing that
the optimal value of this parameter, >0.5 it represented in 2012 and 2013 negative values, -3.29 and
-0.09 correspondingly. Still there can be seen and increasing tendency, and in 2014 the value of
Coefficient of f inancing current assets has grown to 0.6, hitting the necessary value.
The Inventory and cost financing ratio, whose optimal value is >0.65 -0.7 was also optimized. In
2012 it`s value was -61.16. in 2013 it has decreased even more, being at a value of -86.56. In 2014,
there was a great increase in this value, becoming 11.66.
The Coefficient of maneuvrability of owners equity in the analyzed period represented negative
values, -0.77 in 2012 and -0.81 in 2013. In 2014 there is spotted a great increase in the value of this
parameter, a growth by 0.90 ahs led it to the value of 0.
0.08. it is still not hitting the optimal structure.
Table2.17
Assessment of the risk of loss of solvency of the enterprise«Moldcell» SA for 2012 -2014, lei
Ass
et
gro
ups years Grou
ps of
liabil
ities years Аi-Pi
2012 2013 2014 2012 2013 2014 2012 2013 2014
А1 753747
50 512707
722 764814
14 P1 567537
05 534907
65 846095
14 18621
045 459216
957 –
812810
0
А2 121148
006 165887
690 173726
703 P2 927357
457 144028
7608 299680
56 –
80620
9451 –
127439
9918 143758
647
А3 324789
34 370559
87 405517
38 P3 0 0 116333
2400 32478
934 370559
87 –
112278
0662
А4 172695 173357 206927 P4 971840 955449 108212 75510 778126 987150

0140 6604 4326 668 630 4211 9472 974 115
Tot
al 195595
1830 244922
8003 236003
4181 Total 195595
1830 244922
8003 236003
4181
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014.

2012 2013 2014

А1 > P1 А1 < P1 А1 < P1
А2 > P2 А2 > P2 А2 < P2
А3 > P3 А3 > P3 А3 < P3
А4 > P4 А4 > P4 А4 > P4

Conclusion: The analysis of the firm`s solvency shows that in all 3 years, Moldcell SA is working in
the situation where P 4 is not covering A 4, a situation in which the activity is considered under
catastrophic risk. A situation in which the long term liab ilities cannot be covered by the own capital
– the most stable capital a firm can possess.in this situation, under the pressure of creditors, the firm
may have to sell it`s own assets in order to refund the loans taken.

Table2.18
Calculation and assessme nt of liquidity and solvency indicators of the enterprise «Moldcell»
SA for 2012 -2014, the coefficient.
Indicators Way to calculate Normative
value 2012
y. 2013
y. 2014
y. Absolute
deviation
2013\
2012 2014\
2013
Absolute L1=А 1/(P1+P2) 0,05-0,25 0,08 0,34 0,67 0,27 0,32

liquidity
Acid test ratio L2=(А 1+А 2)/(P 1+P2) 0.7-0.8 0,19 0,45 2,18 0,25 1,72
Current ratio
liquidity L3=(А 1+А 2+А 3)/(P 1+P2) 1-1,5(РМ) 0,23 0,47 2,53 0,24 2,05
General
solvency index L4= А 1+0,5*А 2+0,3*А 3
P1+0,5*P 2+0,3*P 3 > 1 0,27 0,78 0,39 0,50 -0,39
Share of
current assets
in total assets L5=( А 1+А 2+А 3)/Total
assets ≥0,5 0,11 0,29 0,12 0,17 -0,16
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014.
Note: The normative values are presented in the table taking into account the peculiarities of
R.Moldova's economic reality.
Table 2.20
Analysis of business activity (general indicators of asset turnover) of the enterprise
«Moldcell» SA for 2012 -2014.
№ Indicators Time Absolute deviation
2012 y. 2013 y. 2014 y. 2
013\2012 2
014\201
3
1 Revenues from sales, lei 955522813 98235670
4 1035784
574 2683389
1 5342787
0
2 Average value of assets,
lei 1802691385 22025899
17 2404631
092 3998985
31,5 2020411
75,5
3 The average value of long –
term assets, lei 1556058488 17302633
72 1901425
465 1742048
84 1711620
93
4 Average cost of current
assets, lei 246632897 47232654
4,5 5032056
27 2256936
47,5 3087908
2,5
5 Security of revenues from
sales by assets (r.2/r.1) 1,88 2,24 2,32 0,35 0,08
6 Number of assets turnover
(r.1/r.2) 0,53 0,44
0.43 -0,08 -0,02
7 Number of turnover of
long-term assets (r.1/r.3) 0,61 0,56 0,54 -0,05 -0,02

8 Number of turnover of
current assets (r.1/r.4) 3,87 2,07 2,05 -1,79 -0,02
9 Duration of assets turnover
(360/r.6) 679,17 807,17 835,7 6 127,99 28,58
1
0 The length of turnover of
long-term assets (360/r.7) 586,2 6 634,08 660,86 47,82 26,78
1
1 Duration of turnover of
current assets (360/r.8) 92,92 173,09 174,89 80,17 1,80
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014 years.
Conclusion: The analysis of the data from talbe shows that the security of revenues from
sales by assets…
The number of assets turnover is decreasing and it is verry low. It represents that in average, during
1 cycle only half of an asset recuperates it`s cost. The same is with the number of turnover of long –
term assets.
The number of turnover of current assets is also decreasing. In 2012, during one cycle, a coefficient
of 3.87 of and asset is recuperated. In 2013 this value has decreased by 1.79, representing a number
of 2.07. in 2014 this value decreased even more, by 0.02 which is a bad sign , because the there is a
lower outco me uf the usage of the enterprise` current assets.
The duration of assets turnover means the duration, in days, in which an assets can recuperate it`s
cost. In 2012 it took 679.17 days; in 2013 it took 80.7.17 days and in 2014 it has taken 835.76 day
for the assets to recuperate their costs. It is a very long term and an increasing tendency. It means
that the cash flow of the enterprise may be hurt and it tend to become worse in the future.
Table 2.21
Analysis of the efficiency of the use of production fact ors of the enterprise «Moldcell» Sa for
2012 -2014, lei.
Indicators 2012 y. 2013 y. 2014 y. Absolute deviation
2013\
2012 2014\
2013
Capital productivity
= income from sales / average annual
value of fixed assets 0,63 0,55 0,57 -0,07 0,01

Expenses for 1 lei of sales
= Total cost / sales revenue 0,43 0,49 0,57 0,05 0,08

Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014 years.
Conclusion: The analysis of the data from table shows that the capital productivity of
Moldcell SA is kept pretty constant. During the analyzed period it varied from 0.63 in 2012 to 0.55
(-0.07) in 2013 and to 0.57 (+0.01) in 2014.
The expenses for 1 lei of sale also kept at almost the same level. It has varied from 0.43 lei in 2012
to 0.49 lei in 2013 (+0.05lei) and to 0.57 (+0.08) in 2014. Still there can be seen an increasing
tendency. It means that al the last year from analysis the firm was receiving less than a half (0.43%)
of the money spent for it`s acitvity.

Table2. 22
Comparative analysis of short -term receivables and payables of the enterprise
«Moldcell» SA for 2012 -2014, lei
Indicators 2012 y. 2013 y. 2014 y. Absolute deviation
2013\
2012 2014\
2013
Short -term trade receivable 121148006 165887690 173726703 44739684 7839013
Short -term accounts payable 0 0 0 0 0
The ratio of accounts payable to
receivables
Source: Financial statements of the enterprise «Moldcell» SA for 2012 -2014years.
Conclusion: The data from the table shows that during the analyzed period, Moldcell SA
has increasing short term trade receivables. It is considered a bad sign, beacause it means an
increasing the number of debtors. So the money are registered, but not obtained. It may hurt the
firm`s solvency. Yet, it has no short term accounts payable, meaning that the firm is less dependent
financially on short -term payments.

The general conclusio n of the paragraph: The overall economic analysis of the enterprise
“Moldcell” SA shows that the firm in the period of 2012 -2013 has increased it`s value of assets in
order to improve it`s future revenues. The point is that it had to face the increasing co sts for it`s
overall activity, which have damaged the firm`s gross and net profit, making it less in the future
periods than in 2012. Also, during all 3 years, there has been seen that the most stable capital of
the enterprise – the owner`s equity is incap able of sustaining the long term assets, which later
may lead the firm to selling of a part of these assets in order to deal with the loans. This places the
firm in a catastrophical zone of risk. Knowing that, the were made decisions in order to stabilise
the parameters that were damaging the firm. There were made actions, such as:
1. Decreassing the value of A 2, as it to fit the optimal value;
2. Increasing of the value of net current assets;
3. Increasing the profits of the enterprise by increasing the ammount of goods and services
sold;
4. The coefficient of financial maneuverability has increaseed by 2.88 and became 2.07,
perfectly hitting the optimum;
5. Most of the negative values registered in 2012 and 2013 were compensated and returned to
normal values.
A big impact in the firm`s activity had the decision to take a long -term bank credit that made it
possible to to stabilize the up -mentioned parameters and provide some kind of stability to the
firm`s acitvity .

2.3 Analysis of the system of decision within “Moldcell” SA
2.3.1 General analysis of decisional system of “Moldcell” SA
Let's see the basic kinds of tmanagerial decisions adopted at the enterprise:
a) By content:
 strategic decisions: definition of product strategy, placement strategy, decisions regarding
the further development of the services provided

 tactical solutions: decisions regarding the sales plan for the year, distribution of programs
by executors, decisi on to upgrade the skills of line personnel.
 operational decisions: Calculation of calendar -planned norms of sales, increase of wages,
etc.
b) On the basis of innovation :
 routine decisions: due to insufficient qualification of operators, the decision on mea sures
for additional training of personnel
 innovative solutions: the overdue term of payment of debt to creditors and the temporary
lack of funds on the settlement account forced the management to solve this issue through
bank loans. But due to excessively high interest rates for loans and unfavorable real estate
market conditions, management instead of these methods of resolving the issue chose a
new one – it agreed with creditors to repay the debt in 6 months with payment of interest
less compa red to bank loans
 expert and advisory solutions: the question of increasing the automatization and
optimization of accounting and management accounting at the enterprise has ripened, the
management has resorted to the help of a consulting firm.
 individual solutions: the decision of the chief accountant on the hiring of the accountant
responsible for the group of materials evidence.
 collegial decisions: decision on a large long -term financial borrowing.
Management decisions can be taken in relation to any a rea of the organization: personnel
management, financial management, including management of sales.
Factors considered in the development of management decisions
There are listed the factors that influence the development and adoption of managerial decis ions
in Moldcell SA and related to the external environment of the enterprise:
– suppliers of resources, equipment, energy, capital and labor;
– public authorities (the organization is obliged to comply with the requirements of the state
regulatory bodies, that is, enforcement of laws in the areas of competence of these bodies);
– consumers (according to Peter Drucker's point of view, the organization's goal is to create a
consumer, because its existence and survival depends on the ability to find the consu mer, the results
of his activity and to satisfy his request);
– competitors – individuals, groups of persons, firms, enterprises, competing in achieving identical
goals, the desire to have the same resources, benefits, to occupy a position in the market;

– labor resources – part of the population of the country, which has a set of physical and spiritual
abilities necessary for participation in the labor process.
The factors that influence the development and adoption of managerial decisions of "Moldcell" SA
and related to the internal environment of the enterprise are listed:
– services provided;
– marketing and logistics;
– R & D;
– financial management, accounting and reporting;
– general management of the enterprise;
– The personnel of the enterprise.
Let us list the factors that influence the development and adoption of managerial decisions and relate
to the personal qualities of the decision maker:
– system of values;
– cultural differences;
– experience in decision -making;
– competence and professionali sm.
Terms of executing managerial decisions at the enterprise "Moldcell" SA
Consider the conditions for the implementation of management decisions.
Table 2.23
Conditions for the implementation of management decisions "Moldcell" SA
№ Component of the
essence of the
management
decision Decoding of the component
1 Organizational Consists in the fact that that the personnel of the organization are
involved in their development and implementation. Hence, it is
necessary to form a workable team, develop instructions,
empower employees, determine their rights and responsibilities,
responsibilities and forms of control, allocate resources and
coordinate the entire process. This is the most essential part of
obtaining a management decision.
2 Legal It is necessary to strictly observe legislative acts, obligations,
statutes, etc. Violation of the latter in the development of
decisions may lead to the cancellation of the decision, a fine, a
criminal case, so many decisions are subject to legal review.

3 Economic Each solution has a real value, i.e. for its development and
implementation, financial costs are required. The
implementation of an effe ctive management decision should
bring the organization direct or indirect income; an inefficient
solution will bring losses, but may entail a crisis.
4 Social Is embedded in the mechanism of personnel management,
which includes levers of influence on a person to coordinate his
activities in the team. These are needs and interests, motives
and incentives, attitudes and values. The social essence
manifests itself primarily in the goal of the solution, which
means: everything is for the good of man.
Source: Elaborated by the author
Requirements for management decisions and conditions for their achievement
At the stage of choosing the best alternative, the effectiveness of the management decision is
determined.
Various approaches are used to assess the effectiveness of management decisions. So, there
is an opinion to consider the effectiveness of development and the effectiveness of implementation
of the solution; calculate separately economic and social effectiv eness; effectiveness of management
decisions considered as resource effectiveness; count on each decision organizational, economic,
social, technological, psychological, legal, economic, ethical, political effectiveness as a fact of
achieving the relevant goals.
A solution can be effective if two mandatory conditions are met:
– the maximum effect is achieved;
– A minimum of resources is spent.
Table 2.24
Requirements for management decisions and conditions for their achievement at "Moldcell"
SA
№ Name of requirement Condition of achievement
1 Compliance with current legislation and company
statutory documents Control by the Legal Department
2 Achieving timeliness (you can not rush or lag) The knowledge and intuition of
the leader
3 The presence of a clear focus and targeting (the
performers should be clear on what the solution is Formation and delivery of goals,
deadlines for implementation to

aimed at and what means will be used) each employee
4 Absence in the text of contradictions of the
decision to itself or earlier realized Control by the lawyer
5 Possibility of organizational feasibility Conclusion of experts or experts
(heads of departments)
6 Presence of parameters for external or internal
control of its implementation Preparation of working
documents
7 Consideration of possible negative consequences
in the implementation of economic, social,
environmental and other decisions Conclusion of ext ernal experts
8 Presence of the respective authorities (rights and
responsibilities) for the implementation of
managerial decisions by the managers Introduction of job descriptions
and regulations on departments
and services
9 Possibility of a reasonable positive result Set of calculations and
assumptions forecast of the sales
department
Source: Elaborated by the author
The effectiveness of the management decision can be determined by the following resources:
the timeliness of the draft decision, the degree of scientific validity of the solution, the multivariance
of calculations, the focus on best practices, the number of employees involved in developing the
solution, the cost and timing o f the project, the number of co -executors, and others.
Analysis of the process of making managerial decisions
At the enterprise "Moldcell" SA strategic decisions are made by the shareholders.
The most important decisions taken by the enterprise are group, and sometimes they are
taken together with the CEO of “Moldcell” SA.
Tactical decisions are made by the heads of structural units and the current problems are
solved on the ground.
To make decisions, for example, on which the correct organization of the enterprise's work,
social and labor conditions of the work of the collective depends, middle -level managers and their
deputies take part in the meetings. At such meetings, as a rule, the heads of the enterprise propose to
speak out orally to each of the pa rticipants of the meeting, sometimes in writing, indicating the
merits and demerits of any problem under consideration.
To develop a solution, the existing problematic situations that have arisen in the work and
the causes of their occurrence are identifie d. This work is carried out by managers who are

concerned with the existing problem and its rapid resolution. The necessary information is collected,
for example, to study the markets of sellers and buyers, future competitors, supply and demand,
increase o r decrease in the rate of sales by the wholesale or retail chain, highlighting the advantages
and disadvantages of certain groups of goods. The collected information is submitted for discussion
by the team authorized to participate in the decision. Several possible solutions are jointly
developed, indicating the limitations (legislative, financial) within which decisions are to be made,
advantages and disadvantages, consequences are indicated.
Later, the decision is made, which will bring a greater commerc ial or social effect to the
majority of the enterprise team.
To increase the effectiveness of managerial decisions, the heads of all departments of the
enterprise apply administrative measures of influence (removal of premiums, allowances, material
assista nce, reprimand, severe reprimand) to unscrupulously executed instructions instructed by
them. Employees, qualitatively performing their duties, are rewarded and promoted through the
ranks.
Important decisions are made by order. The head brings information about the decision to
each of his deputies, who in turn make clear instructions in writing (put their resolution on the copy
of the order) to the heads of structural units on the sequence of actions that must be performed in the
current situation and in sp ecific terms, determine the resources and means that can be used. Heads of
structural units appoint responsible executors for the implementation of this decision, and monitor
the correctness and timeliness of implementation of the decision.
The following s hortcomings in the work of the management have been revealed at this
enterprise, which do not allow full effective implementation of decisions and exercise control over
their implementation:
 There is no control over the subsystems at the enterprise, and th e effectiveness of the
management system as a whole depends on the validity and implementation of these
subsystems.
 The regulation of control procedures at the enterprise is limited to describing the
functioning of the internal control bodies of the enterp rise, as well as procedures for
collecting information for the purpose of reporting (final control). The description of the
preliminary control procedures, which includes the collection of operational information
on control points, analysis of it, the adop tion of decisions based on it, are not available.

 At this enterprise, the document describing the structure is approved, however, the degree
of detail of information in it is insufficient. This is a serious obstacle to the efficient
distribution of functio ns between structural divisions. As part of the control environment
is the documents regulating the activities of the enterprise subdivision and individual
specialists (regulations, instructions), some of them are undeveloped or unapproved, there
is no uni formity in standard statements of information, regulations are not interconnected,
the quality of information in the regulations leaves much to be desired .
Recently, in the enterprise, the need to solve the problems of choice has increased significantly
and many of the traditional methods for their solution have been of little use.
First of all, many of the existing organizational systems do not include the vital stage of determining
the policy of choice – a list of aspects that must be taken into account when making decisions.
The choice of alternatives should be carried out both quantitatively and qualitatively, as
many factors and risks either can not be quantified or may not be taken into account.
The desire to take into account only the quantitative as pects of the decisions made is masked in the
approved methods for evaluating alternatives in the form of various formulas. In such forms, an
attempt is made to rigorously justify the relationships between some quantitative indicators, and
many qualitative indicators (requirements for the qualifications of the executors of works, damages
surrounding the environment, etc.) simply remain without attention.
The consequence of all this is the one -sided nature of the decisions that are made, which
leads to undesi rable consequences for both the person taking the decision, and for the persons whom
the decisions are taken, the decisions are taken.
In such cases, the reason lies not in the miscalculations of one or another leader, the reason is
deeper, in the inabilit y of some organizational systems to effectively solve many problems of a
unique choice. Some procedures for the use of experts do not meet modern requirements.
The analysis of alternatives requires a large expenditure of skilled labor. Often, employees of the
administrative apparatus, busy with operational work and carrying out numerous assignments,
simply do not have the time to conduct such an analysis. In addition, they are not always sufficiently
prepared to perform the relevant analytical work. This le ads to the fact that the global strategic
problems of choice are given as much attention as to small assignments. The consequence of this is
insufficient preparedness and validity of the decisions made.
In the absence of a clear, well -thought -out policy, c ontrol over the work of experts, rigorous
analysis of their proposals, there may be inconsistent and even contradictory decisions.

The increased complexity of the problems of choice requires the preparation and use of professional
specialists in the analys is of options for decisions that are not available at the enterprise; the
development and practical use of special methods of analysis and comparison of complex
alternatives arising in the process of decision making.
2.3.2 Assortment enlargement decisions
“Moldcell” SA, besides telecommunication and television services offers a set of gadgets,
including smatphones, tablets, TVs, laptops and various gadgets, meant to ease the life of the
customers or for their entertainment. The gadgets are various, consisting of bluetooth headsets,
apple watches, earphones, gyrocopters, VR glasses, hoverboards, watches, chargers, playing
consoles, go -pros and powerbanks. During the practice, there was observed that th ese objects are
bought not very often.
Also, during the analysis, there was observed that many of these gadgets are unnecessary
or have poor quality in order to be bought often. For example, poor quality of 99% of gyrocopters
sold is making people think t hat it`s not worth to pay the money for it; high price for most
headphones is making people look for anohter place with similar products.
There is spoted missjudging of the rationality of the potencial consumers and there are seen lacks
in the planning of the future product implementation and sales.
Still the enlargement of the assortment remains to be a very important aspect for “Moldcell” SA,
because besides bringing addittional profit, it may ensure a higher cash flow for the company, an
aspect which i s spoted to be in a bad situation in the analyzed period.
There wasn`t observed any method used to enlarge the assortment, mainly because the
enterprise now is putting accent on the improvement of the services offered.
The most common form of the assort ment enlargement is putting on sales all the new
phones appeared by the most known brands existant on the market of Republic of Moldova. It ios
mainly in the face of Huawei, Apple, Smsung and Xiaomi.
Conclusion: “Moldcell” SA has an interesting feature reg arding the decision -making
process. It is called self -management. It presuposes that in most of the cases, the employee at any
level is offered the authority to made decision regarding his field of activity for himself. It highly

motivates people and lead s to a faster proffesional growth.Unfortunateley there is no way to see
what kind of decision are made and how the problems are solved. It may lead to some difficulties in
identifying the cause of the problem that may occur in the mecanism of executor`s wo rk.
The most important decisions, ragarding the future of the company is taken by the
shareholders. Later the order is transmited to the CEO and directors of the departments, which are
later making decissions on how to implement the shareholders` plan in life. The biggest decision
that was taken at the enterprise during the analyzed period is the decision of taking a big bank credit
in order to stabilize the financial situation of the company.
The deficiencies that damage the decisions made, that were ob served are in form of lack of a
good organizational structure with some of important documents regarding it, making more difficult
the circulation of the information, absence of a decission -support system and the lack of knowledge
of operators, which need to be constantly trained.
The decisions regarding the assortment are proven to be not very effective. They led to
growth of stocks and to putting on shelves of the unnecessary or low quality products, in relation to
their price. The reason of that lies in the fact that the products were not enough analyzed before
buying them and putting on sales. The maing objective of miscelaneous products is to grow the
liquidity of the firm, slightly increasing the overall profits of the company. These objectives were
not met. In the next chapter will be discussed how to make assortment enlargement decissions
effectively and will be proposed 2 well -analyzed products that “Moldcell” SA can implement.

Chapter 3. Project: Effi cient decision of assortment enlargement.
In this chapter will be discussed the opportunity of enlargement of the assortment line of
“Moldcell” SA in order to increase the profits of the company, by chosing one of the proposed
innovatiove products.

3.1 Principles that shall be considered in taking an assortment enlargement decision
There are a number of trends currently faced by retailers that are putting them under a lot of
pressure:
 Consumers are more price -aware than ever. They’re benefitting from bet ter information.
Price comparisons are ever easier to make. Pressures on household budgets are growing
and that’s driving increased competition in many markets, in particular from limited
assortment discounters (LADs) in grocery (such as Aldi and LIDL), an d from low –
overhead e -commerce businesses in many general merchandise sectors.
 Consumers have always valued personalized service , wanting to be presented with their
preferred assortment, and they like their dealings with their chosen retailers to be easy a nd
stress free. But the more retailers fight for their business the more confidently consumers
are demanding these things.

 Consumer loyalty is getting harder to secure . Previous generations often identified strongly
with a particular brand; for instance, c hoosing to make a statement about their status
through their choice of supermarket. However, today’s consumers might choose to buy
staples from a LAD (dried pasta, tinned tomatoes, bagged salad for instance) and more
specialized items (e.g. sourdough bread , pine kernels, monkfish) from a traditional grocery
store.

The primary tactic when it comes to assortment management is to identify those parts of the
assortment that can be kept as tight and centrally managed as possible with a minimum impact on
sales. At the same time the categories where selection has the biggest impact on consumer
perception and behavior are used to create customer focused assort ment differentiation. The
retailer’s overall strategy remains paramount.
Finding the optimum balance between that tight core and customer -centric differentiation
is a critical task. To make it clearer how this optimum can be arrived at we need to examine t he
benefits of a centralized assortment and of a customer focused store -specific assortment more
closely.

The Benefits of a Centralized Assortment
Centralized assortment – in other words carrying the same range of products in every store – is an
important driver of sourcing and supply chain economics. A large retailer with more than a
thousand stores wields much more power in its purchasing negotiations when it can leverage the
options of either having the product in a thousand stores or none. This has bee n a major
incentive to build central assortments.
Moreover, a dense centralized assortment is very effective at driving down supply chain costs. For
example, having five variants of what is essentially the same product can more than double DC
inventory due to the extra safety stock needed to ensure availability for distribution. More variety
also means more warehouse picking locations, leads to lower volumes per product and thus

increases supply chain handling and space costs. Variety means more capital is tied up in stock
while supply chain operations are far less cost effective.
So, operating a totally centralized assortment allows a retailer to seek the lowest possible
cost base. Then if the retailer prices items at standard market levels the centralized assortment
delivers the highest, fully -cost-loaded product margin. Cluster -level assortment, where stores are
clustered by consumer demographic and demand characteristics and where the assortment is
varied accordingly, falls in the midpoint of the cost/mar gin range, as per the picture below.

Figure 3.1 . Centralized assortment delivers the highest, fully -cost-loaded product margin
Source: Mikko Kärkkäinen – “Optimum level of assortment differenciation”
So it is clear that offering a central assortment, modified potentially only by store size to
increase assortment variety within larger stores, is the most cost effective mode of operating for a
retailer. However, it is also a market in which the LADs are hard to beat – they operate tight
ranges where SKUs are numbered in hundreds rather than thousands and buy and sell them in
huge volumes.
Furthermore, most retailers want to understand and serve their customers better and offer
them the products they really want – i.e. they want to build a more ‘customer centric’ assortment.
The Benefit of Customer Centricity

The biggest concrete benefits of a more customer -centric assortment are increased sales
and sales margins. The increased sales are normally a consequence of consumers being more
likely to buy products from a range that is matched directly to their tastes, requirements and
needs. In the longer term an additional benefit is increased customer loyalty as they perceive
stores to be more convenient a nd pleasant to shop in because of the carefully tailored assortment.
So, when assortment differentiation is increased ‘intelligently’ the resulting dynamic is
that sales and sales margins increase. By ‘intelligent assortment differentiation’ we mean
adjust ing the assortment offered in a store to meet the requirements of the consumers shopping in
that store whereby the differentiation is data and insight driven, not the result of guesswork.
The first step towards intelligent differentiation is clustering st ores based on the
similarities between the demand characteristics experienced by each – grouping stores based on
how customers want to shop in them. This makes it possible to build assortments that fit each
store very well, but by applying them to larger g roups of stores with similar profiles it allows some
of the efficiencies of scale associated with central assortment (i.e. parlaying volume for discounts
from suppliers) Many retailers have increased sales by 2 to 4% through intelligent assortment
differen tiation without the need to build store -level assortments.
The effect on sales of different assortment options is illustrated below.

Figure 3.2. The effect on sales of different assortment options is illustrated
Source: Mikko Kärkkäinen – “Optimum level of assortment differenciation”

The Optimal Point of Assortment Differentiation
The point where profits are maximized is reached when the increasing costs of
differentiation start to outweigh the impact of increased sales margins that would be achieved
through further differentiation. The zone marked out in red indicates the degree of assortment
differentiation, a sustainable position balancing low costs with great customer -focused service,
which y ields the most profit for the retailer.

Figure 3.3 The optimal point of assortment differentiation
Source: Mikko Kärkkäinen – “Optimum level of assortment differenciation”

3.2. Steps to follow in the assortment enargement decision.
Step 1: Identify the decision
The decision we are willing to take is determined by the need of solving of the solvency problem.
One of the basic ways of increasing the solvency is to increase the cash flow of the firm. As to do
that we are going to analyze the existent assortment line, find the gaps, strong products and the weak
ones as later to be able to extend the assortment line.
The decision we are willing to take is to enlarge the assortment by placing one or more products on
the shelves of the direct shops of “Moldcell” SA

Step 2: Gather relevant information
It is advised to start with the ABC analysis in order to identify the most sold products and the least
sold ones. This will help the firm to identify the weak spot in the products sold and see where should
be put more accent.
The advantage of using this method is demonstrated by the results which it gives. There couldn`t be
obtained actual numbers, so it`s essence will be shown on the basis on an example:
The ABC analysis is one of the most established analysis methods within business administration.
The basis of the ABC Analysis is the experience that very often a small number of objects cause a
high portion of e.g. expenses. Thus the e.g. products are arranged into three groups A, B and C.
A typical arrangement is that the A products causes the highe st portion of the expenses the B
products hold a medium portion and the C products the smallest portion.
By applying the ABC Analysis the important products (A products) are tried to be separated from
the less important (B, C products). The conducting of a n ABC Analysis shall be shown by an
example from the warehousing context. It is noteworthy that this context is not the only context to
use ABC Aanalysis. Other examples are: customer – sale; costs – benefit; resource – costs and many
more.
The task is to identify the products that have the highest annual consumption value regarding their
portion of their annual consumption. Thus what we have to do is to conduct an ABC – analysis in
order to structure the product range in A, B and C products. For this examp le the procedure is the
following:
Calculation of the annual consumption value.
Sorting of the products regarding their annual consumption value in decreasing order.
Calculation of the ratios of the annual consumption per product and accumulation of it.
Calculation of the ratios of the annual consumption value per product and accumulation of it.
An orientation for the arrangement is given by:

Table 3.4
Arrangement in A, B and C product groups
Product group Value percentage Percentage of
product range
A 60% – 80% 10% – 20%
B 10% – 20% 20% – 30%
C 5% – 10% 60% – 70%
Source: Elaborated by author
A producer of consumer goods wants to analyse its product range. The goal of this analysis is to
evaluate which product is of particular importance and which products are less important. The
management has decided to use the annual consumption value as the key figure to assess the product
range. An ABC analysis shall be conducted.

Therefore we have to collect the raw data first:

Table 3.5
Product range assessment
Product Annual
consumption
(in units per item) Price per unit Annual
consumption value
1 1.480 6,10 9.028,00
2 1.680 0,15 252,00

3 10.120 0,20 2.024,00
4 3.520 0,40 1.408,00
5 3.830 9,50 36.385,00
6 4.368 0,25 1.092,00
7 4.180 0,45 1.881,00
8 3.590 0,90 3.231,00
9 4.820 0,70 3.374,00
10 6.000 0,02 120,00
11 1.900 1,01 1.919,00
12 2.980 4,20 12.516,00
13 1.050 0,30 315,00
14 1.100 0,44 484,00
15 710 31,60 22.436,00
16 4.700 0,38 1.786,00
Source: Elaborated by autrhor
After that we order the raw data in decreasing order regarding the annual consumption value and
calculate the ratio of annual consumption and the ratio of annual consumption value and cumulate it.
We can use the classification proposed above to classify the goods into A, B and C products.
Table 3.6
Classification of products into groups: ABC
Product Annual
consumption
(in units per
item) Price
per
unit Annual
consumption
value Cumulative
ratio of
annual
consumption
[%] Cumulative
ratio of
consumption
value [%] Product
group
5 3.830 9,50 36.385,00 6,84% 37,03% A

15 710 31,60 22.436,00 8,10% 59,87%
12 2.980 4,20 12.516,00 13,42% 72,61%
1 1.480 6,10 9.028,00 16,06% 81,80%
9 4.820 0,70 3.374,00 24,67% 85,23%
B 8 3.590 0,90 3.231,00 31,07% 88,52%
3 10.120 0,20 2.024,00 49,14% 90,58%
11 1.900 1,01 1.919,00 52,53% 92,53%
7 4.180 0,45 1.881,00 59,99% 94,45%
16 4.700 0,38 1.786,00 68,38% 96,26%
C 4 3.520 0,40 1.408,00 74,66% 97,70%
6 4.368 0,25 1.092,00 82,46% 98,81%
14 1.100 0,44 484,00 84,42% 99,30%
13 1.050 0,30 315,00 86,29% 99,62%
2 1.680 0,15 252,00 89,29% 99,88%
10 6.000 0,02 120,00 100,00% 100,00%
Source: Elaborated by author
Also there can be used the Macron method for assortment analysis.
An example of the application of the Marcon`s method
The author of the dissertational research was on the example of the machine -building enterprise
"Stroiteh" the process of forming the assortment was considered. From the point of view of the
author of the thesis, the Marcon method is one of the most ration al and effective methods of
assortment formation today, since at most enterprises the assortment is formed either on the basis of
the traditional method of assortment formation or on the basis of exclusively ABC analysis, that is,
based on the Pareto rule analysis one or two indicators, while the Marcon method simultaneously
takes into account 6 indicators: this is the number of units sold, the unit price , average variable
costs per unit of output, gross margin, gross margin per unit of output, share of gr oss margin. The

Marcon method is one of the most effective for use in enterprises in modern conditions. The analysis
by the Marcon method will be consistently carried out for the enterprises "Stroiteh".

For Marcon analysis, we are interested in the follow ing indicators: the number of units sold, the unit
price, the average variable costs per unit of output, the total gross margin, the gross margin per unit
of output, the share of gross margin. By variable costs we mean the sum of direct labor costs and
material costs. The data for the Marcon method for the Avtokran enterprise are given in Table 3.7.
Table 3.7
Price and costs value for the assortment line
Type of
product price average
quantity Variable
costs Total
gross
margin Gross
margin
per unit Share of
gross
margin in
revenue Code
Wood 2 518 200 7 1 744 500 5415900 773700 30,72 010 110
Plastic 490 000 18 346 500 1291500 143500 29,29 101 000
Steel 338 233 24 184 400 3691992 153833 45,48 101 101
Average
meaning 1 115 477,7 16,333 758 466,7 3466464 357011 35,16
Source: Elaborated by author
Based on the initial data given in Table 3.7, the average values for each of the indicators were found
and the values of the codes were determined for each commodity. Note, 0 means that the value of
the parameter of this assortment position is lower than the average value. For example, if in the first
case the average quantity for which the monthly demand for products is conditionally accepted is
16.33, and for the first type of product (Wood), the "quantity" indicator is only 7 units, below the
average, so the code is assumed to be 0. The second indicator of the price of the f irst assortment
position is much higher than the average value, so the code is assumed to be equal to 1, the variable
costs are also above the average, hence the code is assumed to be 0, since the higher the costs, the
lower the profit index at the enterpr ise. The next indicator, the total gross margin also exceeds the
average, so the code value is taken equal to 1, the gross margin per unit of output also exceeds the

average gross margin per unit of output, so the code value is assumed to be 1. And the sha re of gross
margin in revenue is slightly below the average, value of the code 0. So, we get the values of codes
110 110 for the first position.

Table 3.8. Macron matrix

Source: elaborated by author
Table 3.9
Macron matrix fields of products
AUI\QPC 111 110 101 100 011 010 001 000
111 White giants Blue dwarfs
110
101
100 Red giants
011 White dwarfs
010
001 Black
holes
Satellites
000
Source: elaborated by author
QPC
AUI 111 110 101 100 011 010 001 000
111
110 1
101 3
100
011
010
001
000 2

According to the arrangement of assortment groups in the Marcon matrix, the following
characteristics can be given:

1. White giants – goods successfully so ld in markets with stable / growing demand, bringing the
company due to large sales volumes and, often, a large gross margin, the main profits. These are
self-supporting goods, the profit from which is used to develop others, as well as to maintain a
laggi ng position.

2. Red giants – goods also have a great "energy", although relatively smaller than white giants. Bring
a large share of profits. However, these assortment positions are not at the stage of growth, but at the
stage of maturity. Such a product has tougher competitors than a white giant, so its profitability is
somewhat lower. This is also a self -sustaining position.

3. If you do not implement cost control or do not promote more intensively to the market of the red
giant, then it can eventually turn into a black hole, i.e. a product that absorbs a large amount of
resources, but does not bring the corresponding return in the form of a gross margin of not lower
than the average level. Such goods must either be withdrawn from production, or if manag ement
feels that they still have sales potential, invest in improving their production and / or more active
promotion to the market.

4. Satellites – the goods do not bring high profits, but they are not produced in a large amount. The
situation is typical when the management is in no hurry to remove some "unpromising" product
from the point of view of profit, limiting the volume of its production, or this product, despite its
financial vulnerability, is necessary for the firm for some other reasons (presti ge, advertising,
traditions, social significance). Often this product group includes products produced from the main
production waste (low variable costs with low prices for the finished product).

5. White dwarfs – the product has a certain margin of prof itability, but still / no longer brings
significant revenue and gross margin. These can be new products introduced to the market or
varieties of basic goods that saturate the assortment of the firm. The position of the white dwarf with
a decrease in profit ability turns into a satellite, if management's error about the potential of the
product and the absence of effective cost control – into a black hole. With a more successful
development, depending on the nature of the product, it will either turn into a r ed giant (which is

typical mainly for goods of mass or ordinary demand), or in a blue dwarf.

6. Blue dwarfs – goods that are characterized by significant profitability, but enjoy limited demand.
It can be an elite product due to the increased quality (lar ge prices and variable production costs
with low demand) or a well -known brand, production waste (nothing stands, but are sold – hence
high profitability rates).

Having thoroughly analyzed the position of each article of the Marcon matrix, the management of
the enterprise can reasonably decide on additional production or a reduction in its volume in the
context of each type of product, the prospects for current and prospective investments of resources
into separate assortment items.

After performing the a nalysis we can see the areas in which it is fortunate to enter.
So we can identify the types or categories of products that are sold the best. Some of the products
that are only consuming money and not giving any profit can be partially eliminated to incre ase the
amount of money disponible for the implementation of the new ones.
Later should be analyzed the external factors of the enterprise, which are:
 Competition
 Economic landscape
 Consumer tastes
 Regulatory Environment
 Technology
1) The competition in the field of selling techno accessories and gadgets is faced mainly by the
companies which specialize in this field of product selling. The biggest ones are:
 Darwin
 Smart
 Enter
 Panda shop
 Orange

The main competitor of Moldcell SA is also selling the rel ated or pretty much the same products in
it`s shops.
The only tool that Moldcell is using to compete with them is the pricing, which is lower.
Also one trick that is used is the 0% credit offer, with the duration of 1 year and absolutely no
obligations. Still, this offer cannot last for long.

2) Economic landscape

Figure: 3.1 Evolution of mounthly average earnings
Source: National Buireau of Statistics
Performing a small analysis of the existent incomes of the population, we can see that the average
amount of money gain by the pop ulation is 4 500 lei. Also there is seen a tendency of the consumers
to try the new things that have appeared on market but they do not want to spend way too much
money for experimenting. It may lead to a conclusion that can be welcome a product that requi res
payment only once (when it`s bought) and lasts for a long period of time.

3) Consumer`s tastes regarding the technologies in the Republic of Moldova are pretty demanding,
mainly because of high awareness of the new inventions and of the technological development of
the strong countries of the world.
Also, judging by the income of the population, we can conclude that most of the population is living
in conditions of poverty, but it is enough to satisfy the basic needs. Maslow`s pyramid of needs
indicat es that after there are satisfied the basic, physical needs, the person is mostly feeling the need
of security – physical and financial.

4) Regulatory environment in the Republic of Moldova does not have any special interdictions or
laws regarding the ap pearance of new technology.

5) Technologies . The Republic of Moldova is very developed from the point of view of
technologies. However it occupies third place in Europe by the speed of internet. The consumers
are oriented to discover for themselves the fresh technologies. Also the curiosity plays a role,
representing an advantage.
At last there should be analyzed such aspects of the enterprise as:
 Determination of minimum storage of inputs, cash money to cope with operating and
contingency costs.
 The costs of transporting inputs and outputs to the project's location
 Availability of various services related to the project such as availability of extension
services or veterinary or water or electricity or good roads
 The way to offer services regardi ng the products (repair)
Step 3: Identifying the alternatives
Concluding the result of the previous analysis we can outline one, most favorable type of products
that can be introduced in the assortment line of “Moldcell” SA : the innovations sphere.
Knowin g the incomes of the population, the main needs they are feeling, their tendency to discover
new technological products and the financial possibilities of “Moldcell” SA, the author proposes 2
different products that may be implemented as means of assortmen t enlargement of the enterprise:

 S+P;
 Smart alarm
Today there is a hard competiotion on market in the field of everything. A good way to face
it and get good profits are innovatiove products. Here would be presented 2 innovative products that
“Moldcell” S A can implement, with short description of all of the aspects of the products and their
potencial on market. It will be pretty easy to implement because of “Moldcell`s” big financial and
marketing potencial.
The products that will be presented are S+P (S afe+protection) and Smartallarm.

1) S + P (safe + protected)
The name : S + P (safe + protected)
The purpose of this innovative project is to provide security for the entire population,
namely children, teenagers, students, adults and elders. Our goal is to reduce the number of cases
after the latest statistics: 377 -rape, theft, hooliganism -759-91, to ensure the well -being of the
inhabitants of Chisinau.
Objectives:
The basic objective of the product : diminishing number of offenses, physical a ttacks and
violent robberies, trades, hooliganism by late 2018 with 10%.
Objective 1: degree derivative placing on the market of this innovative device.
Objective 2: introducing degree derivative an additional functions as the ultrasonic button against
dogs.
Specific objective: informing population with a promo.
Objective: each individual Member of the Organization shall be responsible for promoting creative
ideas that will help us to penetrate the market faster.
Innovative product feature
It is a small dev ice made of silicone and plastic, with dimensions of 5/2 cm, takes place for the
battery cr2032, has a Bluetooth system and two functions, it can be attached to the garment,
handbag, belt may be at hand.
Market analysis
According to the National Bureau of statistics presents data on below on some population
structure by age groups of Chisinau from 01.01.2014, where people aged between 15 -64 years
represents 78.7% who are potential customers What will they buy our product, but we were focu sed

more on the student and I did a poll where we come to the conclusion that 65.2 percent of the
students are likely to buy such a device, and its recommended price environment is 951 pence.

Figure 3.2 Age structure o f the population of Chisinau
Source : Elaborated by the author
Potential consumers Need is the need for security . When biological needs are met, people
begin to focus on their physical and psychological safety. Any danger that threatens the physical and
psychological integrity of a person to be eliminated. Here comes the help our device that helps to
maintain the physical safety, one of the most fundamental needs.

Figure 3.3 Prioritising needs pyramid after Abraham Maslow
Source: Maslow – "A Theory of Human Motivation" , 1943
The characteristics of the target group are vulnerability to physical, violent attacks and
hooliganism on young people, adults and the elderly. What determines the decision of purchase of
this product is the price that actually is one major 1199 lei, because the average monthly wage in
2015 is 4863 lei, while expenditure 2048.5 lei per person, which causes hardly purchase the device.
On what our consumers spend is seen in the following table:

Figure 3.4 Structure of expenditures of population
Source :National buireau of statisctics
Those presumed to be 4.4% expenses intended for our product.
On categories of population, the maximum value of the living subsistence in the employable
population returns -1,823 lei, and in particular men -1,971 lei lei compared with 1,665 for women.
The minimum existence level for children c onstitute an average of 1653 lei monthly, with a
differentiation of this indicator depending on the child's age, from 644 pence for a child aged up to 1
year until 1866 lei for a child aged 7 -17 years.
Depending on the environment of their residence, the m inimum existence level for children
in big cities is 12 per cent higher compared to rural areas, and in the case of children aged up to one
year this difference constitutes 19.9%.
For retirees, living subsistence constituted 1,444 pence and 83.8% of the va lue represents an
average for the total population. The average monthly pension set at 1 July 2015 was 1,170 pence,
which respectively make it possible to cover the subsistence level for this category of the population
at level 81%. If we consider the aver age pension for age limit, that report is 83.1%.
According to NBS below the table with population occupied in the Chisinau municipality.
In the table below, you can deduce the following: occupancy rate in Chisinau by groups of age is 15 –
24 years 25 -34 year s 29%, 62%, 71%, 35 -44 years 46 -54 years 65% by age group we retired
because of the axis above we see that the size of the pensions does not cover the existence minimum
for that reason isn't cost effective to rely on this age category.

Table 3.10 Population occupied in Chisinau
Source : National buireau of statisctics
Innovative product uniqueness and success factors for the project
Why our product is unique? Because:
– It's easy to use, i.e. easy to set application and changed the battery, do not require extra effort for its
entry into service.
– Are automatically saved in the phone's battery when it reaches the limit of 10%, in order to ensure its
operation.
– It is a useful and reliable device.
– Copes with State of mobile network insecure.
– It combines two functions: alarm and ultrasound.
– Has special application where you can set (country, city, often populated places).
Necessary financial sources:
These costs will be a llocated for:
-Bluetooth System and alarm
-Baterry
-Ultrasound Device
-Material (silicone and plastic)

-Working (paid salary for an IT specialist)
-IT Program
When ordering more than one unit is the delivery free of charge. The estimated cost for the project is
$48036.2.
Risks
-The appearance of competitors on the market with a product like
-The price of inaccessible for some consumers
-Lack of specialists in the field for the development of the idea
-In the event that ends the phone battery may not work
-Not compatible with all models of mobile phones
A risk would be if the persons contacted are away will require more time to reach the place where
you are in danger.
Income
Purchase price of the product in 50 $
Profit margin 16%
Mark -up price = price per unit margin/(1 -income margin) = 50/(1 -0.16) = 59,52 ≈ $60
The estimated price per unit in lei is $60 * 20 = 1200lei
Sales income=Sales price unit*quantity sold
Proceeds from sales = 1200lei * 922 = 1.106.400 lei
Benefits
As we launch a new product in the market do not have competitors so we will hold the
largest market share. This innovative product offer on the town square in Chisinau will help ensure
the well -being of the po pulation.
General description of the project
Name of proposed project: S + P (safe + protection) this project provides for the reduction of
the number of violent attacks, attacks of stray dogs, trafficking in human beings and satisfying one
of Maslow's py ramid of needs -from the safe. This innovative idea provides for the safety and
protection of the population from Chisinau city.
Field: industrial -commercial, based on nanotechnologies

The essence of the project: Bringing to market an innovative product for the Republic of
Moldova, and the idea for the well -being and needs of society.
Project direction: our plans for the future are to expand our market across the country and to
minimize the costs of supply to reduce the price and to be accessible to all consumers, we are all
schoolchildren and the elderly who do not have opportunities to purchase our device to hold one,
because usually these people are most often placed in danger given that to be physically abused,
bullied and we want yo u all to know our product.
To implement the investment project we need for the implementation of this plan. We also have to
work over to consumers about this device accepted by the media, social websites, section:
innovations, flyers, radio, box -news, salo ons where cell phones are marketed.
This project has an important enough for the city, because it decreases the rate of violent
attacks, traffic in human beings, dogs stray attacks and other dangers. Is geared to maintain the
safety of the city's inhabitan ts, thus raising their well -being.
The price of a product constitutes $60 per unit, in the case of purchase of 2 items discount 10% is
made, and in the case of procurement of 3 products or more 15% discount is made.
The project is innovative in that it rep resents a new and useful device on the Moldovan
market, because it has a bluetooth system that notifies the person's location in the event of danger, it
has a button with the function to start the ultrasound for the removal of stray dogs, has a mini
speake r where spreads a powerful sound (alarm).

Description of product or service
S + P is a small device namely 5/2 centimeters. It is made of silicone and plastic with a Bluetooth
system, alarm system, and an ultrasound system what's bothering them off and homeless dogs, so it
has two buttons, one that if you keep pressed Bluetooth and sets off an alarm and the second
beginning Ultrasound as if keep pressed 2 -3 seconds on him. It contains a battery CR2032 and c an
be freely bought in case that doesn't work anymore. His color differs, we have colors green, pink,
blue, gray, black and Brown.
For that to work you need to download our software for free from the App Store and is
compatible only for Android version. T he application must set the country and city where you are,
then call option, message and mail must choose the person from your list of contacts you want to
call automatically when the Bluetooth, S + P has 2 options, i.e. two buttons that can be pressed :

1. In case of danger when you are attacked by anyone, given the pressed 2 -3 seconds to start a loud
sound that can alert the offender and may attract the attention of those around him, plus the turns on
Bluetooth, which in turn connects with the personal p hone and automatically transmits a message,
sound, at 3 different people that you choose on the basis of preventive programs that you download
to your phone. Information transmitted via message or email will be updated once every 2 -3 min
with your location , heralding subjects were transmitted the message and email with your location on
the map.
2. In the event that you were attacked by dogs keep pressed on the other button that emits an
ultrasonic anti dog what will bother them and put them on the run, thi s sound has the area of
maximum efficiency of 1 -2 m versus animal but can reach and the radius of 8 m.
Marketing plan
Potential customers: Populate with ages ranging between 15 -65 years, constituting 78.7%
of the population of Chisinau city.
How to distrib ute the product: we distribute information about our product OnLine on social
networks namely on the whereabouts of our consumers than spend more time namely Facebook and
Odnoklassniki, these are popular social networks in the Republic of Moldova according to the
diez.md recently there has been a number of 500,000 users Facebook in Moldova, and in accordance
with the indigital.md on the site are about Odnoklassniki 759.669 visitors what helps us to promote
the product. Of course that'll create during our of ficial site with everything related to our product
and where you will be able to order without paying for delivery. Our products also will be available
in stores for mobile phones where you can procure.
We will be limited to the city of Chisinau that will be in our market.
Advantages:
-Provides safety when you walk through on city streets;
-Protects you from dogs tramps the streets;
-Scare people who want to attack you;
-Show your location for a close person.
Disadvantages:
-In case that turns your mobile phone this application does not work;
-Alarm can scare but cannot prevent some physical attacks and may take a long time until the person
has been contacted to come to the place where you are;

-Your mobile phone may not catch in some area s, however our application copes with unreliable
networks.
Forecast sales
After the questionnaire conducted among students, currently we focus on this group of consumers,
from which we can deduce an estimate of sales. On the basis of the questionnaire deve loped over 90
students have determined the likelihood that they will buy our product by 65.2% and the price that
would buy this cartrawler branding of 951. According to the NBS total number of college students
in Chisinau represents 117 thousand and occupa ncy rate for ages 15-24 years is 29%, so we have the
following calculation:
1) 117 000*65,2%=76284 pottential consumers
2) 76284*29%=22122 consumers will have enough resources to buy our product
3)22122/12=1843 number of units per month
However, considering that these data may not be accurate and many factors could influence this
demand we estimate at 922 units to minimize the risk of increasing the stocks of products which are
not sold.
Estimated expenditure for the purchase of those units will b e
$50 * 922 = 46100 $
Control 4.2%
1)46100$*4,20%=1936.2$
2)46100$+1936,2$=48036,2$
These are estimated costs for implementation of the given project.
Consumers are typically reluctant and therefore we will deal with sales namely stimulation
free product t hey attempt will take place at the trainings organized by us will know people with
details about our product and about the benefits of the product, we will attach a gift, and we also
offer discounts when purchasing multiple products, promoting social netwo rks Facebook and
Odnoklassniki and through the official website.
In carrying out the project we have the following risks:
-lack of investors
-lack of specialists in IT
Analysis of the market and competitors

Observation of the tables below we infer that la unching the product we will fit into one of the
4 quadrant and you will need to use strategies for growth.
Table 3.11
The evaluation of internal factors
Indicators Coefficient
of influence Appraiser
1 Appraiser
2 Average Weighted score
1. Qualified specialists in
technology and IT 0.1 3 3 3 0.3
2. Investment Program
Kick starter 0.2 4 3 3.5 0.7
3. Asked the market 0.1 3 3 3 0.3
4. to increase the welfare
of population 0.2 3 3 3 0.6
5. to increase the power
of the national currency 0.1 2 2 2 0.2
6. economic Instability 0.1 1 1 1 0.1
7. Advanced Technology 0.1 2 2 2 0.1
8. Competition 0.1 1 1 1 0.1
TOTAL 1 – – – 2.5

Table 3.12
The assessment of external factors
Indicators Coefficient Appraiser Assessor Average Weighted

for
importance 1 2 Pnctaj
1. Innovative product 0.2 4 3 3.5 0.7
2. Creating brand image
at regional level 0.1 3 3 3 0.3
3. Product quality 0.1 3 3 3 0.3
4. sales volume
Expansion 0.1 3 3 3 0.3
5. financial Insufficiency 0.2 1 1 1 0.2
6. the absence of raw
material 0.1 2 2 2 0.2
7. the absence of
investors 0.1 1 1 1 0.1
8. extension of
advertising 0.1 3 2 2.5 0.25
TOTAL 1 – – – 2.35

Financial plan
Initially we will commercialize 922 units. Estimated costs for these 922 units are:
-Bluetooth System and alarm
-Drums
-Ultrasound Device
-Material (silicone and plastic)
-Working (paid salary for an IT specialist)
-IT Program
Estimated costs for procurement of 922 units are
$50 * 922 = 46100 $
Delivery to the purchase of more than one unit is free
Control 4.2%

1)46.100$*4,20%=1.936,2$
2)46.100$+1936,2$=48.036,2$
This amount is expected to implement this project -$48036.2. According to NBM below the
dollar rate dynamics in the last 3 months, where we can determin e the course of the environment
with which I could buy foreign currency. We can do a mean to have a threshold of profitability and
to estimate and price in local currency.
The last value of the course and the first of September to see the media throughout this period of
time:
(20,22$+19,78$)/2=20$
Estimated amount in national currency for the project is 960,720 lei
6) Possible risks and results of the project
Table 3.13
Risk analysis
Risk category and name Consequences Preventive measures
The appearance of
competitors on the market
with a product like
The need to lower the price to
maintain its market position.
Due to the encroachment of
competitors ' expansion new
markets. Implementation of creative
ideas to improve the product.
Using diverse techniques for
attracting consumers.
Innacesibil price for some
consumers As a consequence may be weak
demand on the market. Introduction of price
reductions to purchase more
products.
Lack of experts for the
development of the idea We cannot provide the service
of repair of the product in the
event of failure. Specialization in the field of
IT engineers.
Where ends the phone
battery cannot function. The decrease in demand of our
product. Activating the program to
save battery when you reach
10%.
Not compatible with all
models of mobile phones It will not be useful for
consumers IT training programmes
which will allow
compatibility with other
mobile phones

Conclusions:
On the basis of the market survey and analysis of the questionnaire implemented we have
determined that there will be a greater demand on the part of students and adults that have children.

We strive to expand our market throughout Moldova so as to expand our trading area of our product.
We form a team that will work more intensely on the design of the device, to its promotion by new
methods, the addition of new functions thanks to creative ideas. Due to the implementation of this
innovative ideas in Chisin au will have greater success as an adult average income is higher when
compared to other geographies which allows the sale of the product, that is to say we have a great
potential of outlets in that market.
2) Smart alarm
Name: Smart Alarm
About 33% of the population is late at work, university, school.
According to a study conducted by Magenda Consulting in the Republic of Moldova, the rate of
delays reached 9%.
The goal is to provide an effective, effortless wake -up method that saves us time and ene rgy,
motivating us for the whole day.
Objectives
Fundamental objective: Reduce the 9% rate (of the RM population) to 1 -2% over the next 2 years.
Goal 1 derived objective : Introduce this innovative product to the market.
Goal 2: Enter a specific element (the cooler area than the room temperature and a digital balance)
Specific objective: Educate the consumer. To present its effects.
Individual objective: Each member of the organization is responsible for promoting creative ideas
that will help us get into the market faster.
Individual objective: Each member of the organization is responsible for promoting creative ideas
that will help us get into the market faster.

The characteristics of the innovative product
It is a soft touch mat, on the surface of which is an LCD display (digital display with
touchscreens and integrated speakers) that shows the time and allows to set the alarm. Moreover, it
reflects a strong light (which comes on when an alarm sounds) that could bother you w hile you
sleep. It has a simple design but the material it is made of – is a qualitative and pleasant to the touch.
The opposite side the surface is made to prevent from sliding on the floor of the mat.
 This mat is in size: 15.5 * 23.5 cm.
 Its surface has a lower temperature than the temperature of the room.
It works in the following way:

1. Set the wakeup time
2. With USB, user can load the song and motto what he/she want to listen in the morning
3. It is set the weight in order to customize the alarm
4. Once the alarm sounds, user needs to stand up and stay on it
5. Stand for 10 seconds to stop it
6. Start the day with mottoes that will motivate you to do great things
Note:
– Put both feet on the mat, otherwise it does not stop
– After the sound is off , the carpet is lit for 20 seconds. It will bother you if you try to asleep back
– The digital balance that is part of the functions of this mat, also can be used.

Market analysis
This product will be destined for the Republic of Moldova ma rket, namely Chisinau city,
because there are about 23% of the population living here, according to the NBS.The final consumer
is population that include 15 -64 age, which accounts for 78.7% of the urban population.

Figure 3.5. Age structure of Chisinau population
Source:
The product is intended especially for schoolchildren, liciens, students, and adults in the
workplace. In order to be able to ensure that this product is easy to trade, we have researched the
number of o ccupied population in Chisinau municipality, according to the NBS (2013 -2015)

Table 3.14
Population occupied in the Republic of Moldova.

Source: NBS

Table: 3.15

Source : National buireau of statisctics
If we analyze potential customers by their revenue and expense:
The expenditures in the urban environment in the urban area are estimated at 2407,3 lei (of
which 3,5% are expenditu res for the home furnishing)

Table 3.16

By making a questionnaire at the university, we have reached a pretty good and promising
result. Approximately 72% of students want this product.
The uniqueness of the innovative product and the success factors
Why is the product unique? Because:
 Motivates you daily
It can cheer you on immediately after you get up with motivational quotes you can
customize. Motivating you to accomplish your daily goals!
 Save more time for you
Wake up on time, every time! The average people, spends 26 years in bed! How
much of that is from over snoozing? Cheers to life extension!
 Easier to wake up in time
We’re most efficient in the morning, with limited distractions and our will -power
maxed. As we wake up more efficiently, we’ll naturally get more done!
 Helps you to be more productive
 Reduces stress
 Easy to set

All you got do is plug in the batteries and it is good to go! For customi zed speeches
you just need to plug it into to computer and our easy to use software will pop up
 Has special functions

Required financial resources:
All expenses are made for the following items of the product:
– Touch Sensor Digital Display (reflects li ght that can bother while sleeping)
-Powerful Built -In Speakers (wakes you up with your favorite tunes)
-CSlow Rebounding Memory Foam Padding (keeps the information set up)
– Special USB (which allows you to download your favorite song and motto)
– Instruc tion card
-Material (provides smooth surface)
– Work (labor)
– IT program (enables memory capture and product functionality)
-Design (displayable)
If we do a sales forecast and admit we will initially sell 100 units, we'll have the following costs:
100* 50 (per unit) = 5000 $
6 u * 40 (per 6 units) = 240 $
We find out how many sets of 6 units are included in 100 units
100/6 = 16 (and we have 4 units)
Add 2 units
We estimate spending for 17 sets
Total: 17 * 240 = 4080 $
5000 -4080 = 920 $ (save if we only buy a set of 6 units)
We add the expense for the custom taxes, which is 4.2%
4080 + 4.2% = 4251.4 $ ≈ 71847.9 lei

Risks
– The emergence of competitors on the market with a similar product
– High price for some categories of consumers

– Lack of specia lists in the field
– In case of malfunction – the product can not be repaired

Income
According to market analyzes, the price of 39 $ ≈ 659 lei is affordable for the population of
the Republic of Moldova.
Note: this price includes custom duty 4.2%
Impor 40 $ / unit.
Cusrtom duty 4.2% = $ 1.2
Selling 50 $
Unit profit = 50 $ -40 $ -1.2 $ = $ 8.8
8.8 $ ≈ 150 lei
Income from sales = Price per unit * Quantity sold
If we focus on the 100 units, then:
Income from sales = 50 $ * 100 = 5000 ≈ 84500 lei
Net profit = 880 $= 14872 lei
1 USD=16.9 lei (curs.md 21.01.18)
General description of the project
Domain: Industrial – commercial, based on nano -technologies
Essence of the project
Bringing a new and innovative product to market that will help us save time and sta rt the day with
good mood.
Project Direction
Our goal is to introduce this product on the market of the Republic of Moldova, the target city
being Chisinau, where approximately lives 23% of the population , according to the NBS.
What should be done to i mplement the project
Making consumers aware of this product by:
– mass media
– social networking sites
– leaflets
– radio: news / innovations
-Soft furniture for the bedroom
Social orientation of the project

– Decrease of the delay rate -> decrease of the penalties -> increase of the productivity -> increase of
the income (within the jobs)
-Reduce the delay rate -> increase productivity -> increase the level of culture (within schools /
universities)
The main results of the successful implementation of the proj ect
The price of a product is $ 39, for purchasing 2 products, it is made a 10% discount and 15%
discount on the purchase of 3 products.
Innovative element of the project
The project is innovative because it is a SMART alarm, it's digital, it has touch sp eakers all
combined into a compact rug, which you can easily set up with the help of the instructions. It can
function as an electronic balance (if you set this function)
3. Description of the product or service
Alarm / carpet – care can be easily used by all family members.It is the best "friend" of the
students. There are interesting features that allow the loading of various pleasant songs, witty
quotes, motto. It can be helpful during the night, it is enough t o press it and the display will turn on
and illuminate your room.
Marketing Plan
Potential customers
Population aged between 15 -65 years, representing 78.7% of the Chisinau population,
namely the active and school population, the students occupying 57% of the country's population.
How to promote the product
OnLine, on social networks like Facebook and Odnoklassniki, a specialized store.
Geographic sales limits
The entire territory of the Republic of Moldova through delivery system.
Competitors
This is a competitor for many brands that have products with the same target, such as: Sonny,
Philips (with the largest sale in the MAXIMUM store), Vitek (PandaShop.md)
Advantages of the product:
-It's easy to use
– There are special functions
– It's nice to touch
– It's useful
– It's innovative

– It does not take up much space
– Combines several functions (alarm, digital digits, light source)
Disadvantages of the product:
– It gets so dirty
– Can not be repaired (currently)
– It's just for a person (it can not be used by several persons in the same time)
Level of demand on the market
After making a questionnaire at the State University of Moldova, we obtained the following
results:
 72% want this product
 28% do not want it
Estimated average price: 570lei (30% less than the proposed price)
Selling forecast
According to the questionnaire made by the students, we will focus on this group of
consumers, from where we can deduct a forecast of sales. According to NBS, the total number of
students in Chisi nau is 117 thousand and the employment rate for ages 15 -24 is 29%, so we will
have the following calculation:
1) 117 thousand * 72% = 84240 potential consumers
2) 84240 * 29% = 24430 will have the necessary resources to buy our product
3) 24430/12 = 2035 u nits per month
However, considering that these data can not be accurate and many factors could influence this
demand we will estimate at 1,000 units to minimize the risk of increasing stocks of non -sold
products.
Estimated costs to purchase these units wil l be
50 $ * 1000 = $ 50000
How to stimulate product sales
Sales promotion is done through the Facebook and Social Network and through the official
website, informational trainings.
In the implementation of the project, we have the following risks:
– Absen ce of investments
– the absence of specialists in the field
– low demand

Analysis of the market and competitors
Table 3.17
Possible risks and project outcomes
Type of risk Consequences Methods of Prevention
1) Appearance
of competitors
with similar
product 1) The need to
decrease the
price to maintain
market position
2) The tendency
of improvement – Using various techniques to attract consumers
– Implement creative ideas for product improvement
2) High pr ice for
some consumer
categories Low product
demand -The introduction of various forms of discounts
-use discriminatory price method.
3) Absence of
specialists in the
field We cannot
provide product
repair services -Specialization of engineers in the given field
-Training IT staff
4) Defect – new
product its futility – Use of replaceable parts
-The ability to change the defective mat
5) Absence of
investors We cannot
implement the
project -Developing the right arguments for the success of the
project
Source:Elaborated by author
Conclusions
We are in a world of new technologies that tend to make our work and the way we live
easier, this product is an element of a whole range of innovations that must be on the Moldovan
market and help us fight with our vices.
Its price is accessible, we have a large number of the consumers who want this product, but
there is a lack of financial resources – we tend to offer some promotions, discounts.
As a result of our feedback, we have come to the conclusion that the Smart Alarm wakes up
the interest of the population, so, it increases the probability of the success of the project.
Step 4: Weigh the evidence

The projects assume to be placed prototypes in only 1 of the “Moldcell”`s direct (own) shops as to
test the actual potential of the innovative products sales and mark the grown numbers obtained by
this shop.
The project “S+P” will bring the firm an amount of 1 106 400 lei, consuming 768 579,2 lei, leading
to a net profit of 337 820.2 lei.
The project “Smart alarm” was proven to be less risky but will bring less profit. The net profit of the
trial of the smart alarm would be just 14872 lei and will require the company only 71847.9 lei to
obtain this money.
The biggest advantage of these products consists in the fact that “Moldcell” SA will be the only one
to sell this products. With the power of money and name of the company it would be easier to rise
the awareness of the product in order to maximize the amount of sales and decrease the cost of the
products.
Besides that, the implementation of the products will rise the cash flow of the company, making
easier the situation mentioned in Chapter 2.
Step 5: Choose among alternatives
For choosing one of t he alternatives, there should be used at least more than one of the techniques
for the decision -making.
Because of the lack of information obtained by the author, there would be presented examples of
techniques application.
a) Decision tree
Decision point:
a. Implement “S+P”
b. Implement “Smart alarm”
c. Do not implement anything

0.5 Product success (+1 106 400 lei)
A
1

768 579.2 lei 0.5 Product failure ( -768 579,2 lei )

0.5 Product success (+86 719,9)
71 487.9 lei 0.5 Product failure ( -71 487.9)

Do not implement anything (0)
Figure 3.6 : Decision tree
Source: Elaborated by author
Explanation:
768 579.2 lei is needed to implement the “S+P” project (Project A). There is a 50% chance of
success of the project, we take the average risk for all of the innovations. In case of success, there
can be earned 1 106 400 lei. In case of failure, the firm loses the in vestment ( -768 579.2 lei).
71 487.9 lei is required in order to implement the “Smart alarm” project (Project B). There is the
same probability of success (50%). In case of product success, the firm will earn an amount of
86 719.9 lei. In case of failure, i t will lose the investment ( -71 487.9)
In the case C the firm does not implement anything, keeping the same products on sale. The result
will be 0.
Calculations:
0.5*1 106 400 – 0.5* 768 579.2 = 553 200 – 384 289.6 = 168 910.4 – The result for Project A
0.5* 86 719.9 – 0.5* 71 487.9 = 43 359.95 – 35 743.95 = 7616 – The result of Project B.
Conclusion: Both of the products will bring profit to “Moldcell” SA, so the decision of not
implementing anything is considered the least effective.
It is much more profi table and less risky to implement the project “Smart alarm”, because taking in
consideration the risk, the final result of the project is bigger by 161 294.4 lei.
b) Decision in conditions of incertitude (Example of application)
This techniques presuppose the existence of more variants of profit for the firm.
Decisi
on
point
B
2
C

As a result of selling of 3 different products, there are obtained different profit levels.
Main criteria: Quality of the product
Table 3.18
Decision table
C1 C2 C3 C4 C5 C6
100 1200 1400 1600 1800 2000
Var
1** 5 20 41 65 91 128
Var
2* 0 18 39 69 89 121
Var
3** 10 22 43 71 105 125
Source: Elaborated by author
1) Optimism technique:
Optimal variant = max (max Rij)
Var 1 = Max: {5;20;41;65;91;128} = 128
Var 2= Max: { 0;18;39;69;89;121} = 121
Var 3= Max {10;22;43;71;105;125}= 125
Optimal variant: Max {128;121;125}= 128
Wins the first variant. In the table the variant should be marked once with a star (*)
2) Pessimism technique:
Optimal variant = max (min Rij)
Var 1 = Min: {5;20;41;65;91;128} = 5
Var 2= Min: { 0;18;39;69;89;121} = 0
Var 3= Min :{10;22;43;71;105;125}= 10
Optimal variant: Max {5;0;10}= 10

Wins the third variant. It shall be marked in the table.
3) Technique of regrets:
Optimal value = Min (max Rij)
Var 1 = Max: {5;20;41;65;91;128} = 128
Var 2= Max: { 0;18;39;69;89;121} = 121
Var 3= Max:{10;22;43;71;105;125}= 125
Optimal variant: Min {128;121;125}= 121
Wins the second variant. It shall be marked in the table.
4) Optimality technique (Hurwic)
Hi = α * Ai + (1 – α) * ai
Where:
Ai – most favorable element of the line (the biggest one)
ai – The least favorable ele ment in the line (smallest one)
α = 70%
Optimal value = Max (Hi)
V1 = 0.7*128+(1 -0.7)*5= 91.84
V2 = 0.7*121+(1 -0.7)*0=84.7
V3 = 0.7* 125=(1 -0.7)*10= 90.5
Wins the first variant. In the table the variant should be marked once with a star (*)
5) Proportionality criteria (Laplace)
Optimal value = Max ∑Xij/n
n – number of cases
V1 = (5+20+41+65+91+128)/6=58.33
V2= (0+18+39+69+89+121)/6=56

V3= (10+22+43+71+105+125)/6=62.16
Optimal value = Max: {58.33; 56; 62.16}= 62.16
Wins the third variant. It s hould be marked in the table.
The most marked variant is considered the most optimal variant for the decision. It shall be chosen.
In case when there are 2 or more variants with the same amount of marks, the least marked variant
shall be excluded and the p rocedure shall be repeated.
Step 6: Take action
As a result of usage of the proposed techniques, there will be chosen one or both products as to be
implemented by “Moldcell” SA.
There is proposed next plan for the product implementation:
1. Start with a de ep understanding of users’ needs
Good products are a dime a dozen. Great products, on the other hand, are crafted with an intimate
understanding of customers’ needs. Brands would be remiss to produce and market a product
without full appreciation of what customers want. In an article for CMO.com , Michael
Hinshaw notes , “The cost of ignorance can be incredibly high.” He adds, “Lack of customer
understanding at the individual level makes it hard for your company to effectively give them what
they need, when they need it. And when customers don’t get it from you, they’ll g et it somewhere
else. After all, if you don’t know your customers, then how can you possibly deliver the kinds of
experiences they desire?” So, before you do anything, survey the market to learn what customers
actually want. Then, perhaps, you will be able to create something people will happily pay money
for.
2. Identify competitors and untapped markets
Next, find companies that already service your target audience. Then, ask yourself:
What are their unique advantages?
How are they positioning their brand and product?
What are some needs these businesses fail to address?

The answers to these questions will help you discover ways to set your product apart from all the
other offerings on the market.
3. Build and test a cheap, scrappy prototype
Some products t ake months, sometimes years, to perfect. Because of that, many companies drown
themselves in debt before they get a working prototype ready. And, even then, the product may fail
to live up to expectations. To mitigate the risk of overinvesting in a doomed product, e -commerce
companies should aim to create quick and cost -effective prototypes which they can share with
potential customers. Beta users can then offer feedback that will help reinvent your product so that
it better meets their needs.
4. Go through multiple iterations of the product
As you gather customer feedback, it is important that you consistently reconfigure your produ ct.
Add features customers want. Remove things no one cares about. You may be surprised by how
subtle redesigns completely change how your product looks and feels. Ultimately, it should be
something that shoppers would not only want, but is something they would regularly use.
5. Set goals
Before you launch your next product, you should decide which metrics will determine your success.
A few examples include:
Number of products sold
Total revenues generated
Break -even sales volume
Net profit earned
Then, set clear numerical goals and reverse engineer ways to accomplish them.
If, for example, you wanted to sell 100 products within your first week of launch, you would have to
guesstimate your website’s conversion rate and then figure out how much traff ic you would need to
reach 100 orders. On average, e -commerce sites convert two to three percent of their overall traffic.
That means, you would need to d rive 3,333 to 5,000 visitors to your site. Alternatively, if you
wanted to break even on your initial investment of $50,000, you would first need to understand what
your product margins are. So, if you sold a $50 product with a $10 profit margin, you would have to

sell 5,000 products to break even. Thus, you would need to get 250,000 visitors over to your website
if you only had a 2 percent conversion rate or 166,666 visitors if you had a 3 percent conversion
rate.
6. Pre -market the product
A successful lau nch is contingent on the work you do both before and after your product goes
public. Fearful that no one would show up to its launch, men’s grooming company Harry’s decided
it would market its business a week before it went live. And during that time, the company managed
to collect 100,000 emails from interested customers.
Three things the team behind Harry’s did were:
Create a quick splash page to capture emails
Encourage signups to spread the word about Harry’s in exchange for free product
Plug a link to its landing page within employee email signatures
Another way to promote your product pre -launch is by getting early support from bloggers,
journalists, and industr y influencers. Public relations (PR) can be a powerful way to get tons of
people excited about your upcoming launch. Two things you can do are:
Have members of the media and influencers share product teasers pre -launch OR
Have everyone agree to a news emba rgo, which means they would all commit to talking about your
product the moment it goes live.
For brands with money to play with, advertising is an option too. To create hype and generate
interest in your product pre -launch, you can set up a landing page a nd drive paid traffic to it. One
advantage to doing this early is you get the chance to test different creatives so that you are more
likely to have the perfect ad copy and image combination ready when your product is public.
7. Establish a scalable supply chain
When e -commerce companies prepare to launch a new product, their main concerns are:
Is the product ready?
Will customers purchase it?

What they rarely worry about is what happens when demand grossly exceeds supply. This, of
course, is one of the bes t things that could happen at launch time. But an overwhelming volume of
orders can serve as both a blessing and a curse because you may find yourself with a weeks -long
backlog of orders and an increasingly impatient customer base.
To mitigate these risks, you will want to set up a scalable supply chain. If you have a preferred
vendor, ask them what their maximum capacity is. One hundred units or 10,000? Then, figure out if
they have any tricks up their sleeve to scale production in case your product launch is a huge
success. Sometimes, manufacturers know other vendors they can subcontract work out to.

Conclusion
Usually, almost all of the present firms of Republic of Moldova are making the decisions
spontaneously, or simply using a brainstorming tech nique with the people occupying the related to
the problem posts. In this work is be told about the advantages of following a strictly structured
process, which takes in consideration the aspects of the environment reality, such as risks, possible
profits and losses that may occur, in order to ensure an effective and positive follow -up of the
decision, easily adapting to the nearest future.
In the managerial process of society, the decision -making plan establishes the objectives
derived from the plan and the modalities for their realization, the corresponsive means, harmonize
actions and behavior of employees, executes the improvements and corrections necessary for the
efficient conduct of the activit y in the commercial society.
The functioning of the economy of the commercial company in accordance with the
imperatives of the economic and social optimum is in close dependence with the quality of the
decision -making process. Are common situations where the adoption of a decision can create an
opening in managerial practice regarding a situation, the decision plays the role of an instrument for
directing and shaping the future of the trading company. Also with the help of the decisions the

manager exerts an active influence on the concrete forms of the social relations of the
employees with management, changes them within certain limits so that they contribute to a ma –
increased creativity growth and growth of the productive forces and the satisfactio n of the social
needs as much as possible.
The decision making -system is a complex part of the managerial activity, which helps the firm
to adapt to the future changes in the environment in which the firm is acting, taking in consideration
the result, in f orm of quantity of possible losses and benefits. There is a set of rules and steps, well
structured, which guide the decision making process. As the correct decisions to be done, it is
necessary to have a corresponsive amount of information and to be sure that the right person or a
group of persons is making related to their posts decisions. There are various IT systems that may
help the manager to adapt the right decisions.
The overall economic analysis of the enterprise “Moldcell” SA shows that the firm in the
period of 2012 -2013 has increased it`s value of assets in order to improve it`s future revenues.
The point is that it had to face the increasing costs for it`s overall act ivity, which have damaged
the firm`s gross and net profit, making it less in the future periods than in 2012. Also, during all 3
years, there has been seen that the most stable capital of the enterprise – the owner`s equity is
incapable of sustaining the l ong term assets, which later may lead the firm to selling of a part of
these assets in order to deal with the loans. This place the firm in a catastrophic zone of risk.
Knowing that, the were made decisions in order to stabilize the parameters that were
damaging the firm. There were made actions, such as:
1. Decreasing the value of A 2, as it to fit the optimal value;
2. Increasing of the value of net current assets;
3. Increasing the profits of the enterprise by increasing the amount of goods and services
sold;
4. The coefficient of financial maneuverability has increased by 2.88 and became 2.07,
perfectly hitting the optimum;
5. Most of the negative values registered in 2012 and 2013 were compensated and returned to
normal values.

A big impact in the firm`s activity h ad the decision to take a long -term bank credit that made it
possible to to stabilize the up -mentioned parameters and provide some kind of stability to the
firm`s activity.
“Moldcell” SA has an interesting feature regarding the decision making proces s. It is called self –
management. It means that in most of the cases, the employee at any level is offered the authority to
made decision regarding his field of activity for himself. It highly motivates people and leads to a
faster professional growth. Unf ortunately, there is no way to see what kind of decision are made and
how the problems are solved. It may lead to some difficulties in identifying the cause of the problem
that may occur in the mechanism of executor`s work.
The most important decisions, re garding the future of the company is taken by the
shareholders. Later the order is sent to the CEO and directors of the departments, which are later
making decisions on how to implement the shareholders` plan in life. The biggest decision that was
taken at the enterprise during the analyzed period is the decision of taking a big bank credit in order
to stabilize the financial situation of the company.
The deficiencies that damage the decisions made, that were observed are in form of lack of a
good organizational structure with some of important documents regarding it, making more difficult
the circulation of the information, absence of a decision -support system and the lack of knowledge
of operators, which need to be constantly trained.
The decisions regarding the assortment are proven to be not very effective. They led to
growth of stocks and to putting on shelves of the unnecessary or low quality products, in relation to
their price. The reason of that li es in the fact that the products were not enough analyzed before
buying them and putting on sales. The main objective of miscellaneous products is to grow the
liquidity of the firm, slightly increasing the overall profits of the company. These objectives w ere
not met. In the next chapter will be discussed how to make assortment enlargement decisions
effectively and will be proposed 2 well -analyzed products that “Moldcell” SA can implement.
The project “S+P” will bring the firm an amount of 1 106 400 lei, c onsuming 768 579,2 lei,
leading to a net profit of 337 820.2 lei.
The project “Smart alarm” was proven to be less risky but will bring less profit. The net
profit of the trial of the smart alarm would be just 14872 lei and will require the company only
71847.9 lei to obtain this money.
Later, when the product awareness of the consumers will rise, it will be possible to start
selling the in larger quantities. With the power of money and name of the company it would be

easier to rise the awareness of the prod uct in order to maximize the amount of sales and decrease the
cost of the products.
The analyzed firm is one of the strongest telecommunication companies in the Republic of
Moldova. The practice at this enterprise shows that in big, international companies , the theory
actually has it`s big role in the firm`s development and activity.

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Annotation
Theme actuality is imposed by a very underused and underestimated aspect of the managerial
activity – the decision -making process. Usually, almost all of the present firms of Republic of
Moldova are making the decisions spontaneously, or simply using a brainstorming technique with

the people occupying the related to the problem posts. In this work will be told about the advantages
of following a strictly structured pro cess, which takes in consideration the aspects of the
environment reality, such as risks possible profits and losses that may occur, in order to ensure an
effective and positive follow -up of the decission, easily adapting to the nearest future.
The purpose of the work is to relatate about the ways a decision -making system may be
created/improved in the organizations, aswell as the what field is needed to implement it and
successful exploit.
Tasks of the work:
1. Making clear what a decisional system is;
2. Understand the process of decisio -making;
3. Understand the requirements of a good -working decision -making system and how to meet them;
4. Study the decision -making system in a concrete organization, with it`s impact over the
economico -financial situation;
5. Find the lacks and a method to improve the existing decision -making system at the studied
organization.
The subject of the research was “Moldcell” SA.
Methodology of investigation has varied, including observation, interview and implication in the
business processes of the subject of research – in the management field as in executive field.
Theoretical value is to understand the actual level of aplication of the management techniques in big
firms, with a good reputation and a long term of successful act ivity and find out the impact they
have over the firm.
Practical value is understand the quota of theory that is applied in big enterprises and the actual
mechanism by which the managerial processes work.
The structure of the thesys consists of introductory part, 3 chapters , conclusion, recommendations
and appendixes.

Adnotare
Actualitatea temei este impuis ă de un aspect foarte subestimat al activității manageriale – procesul
decizion al. Deobicei, aproape toate firmele actuale a Republicii Moldova iau deciziile in mod
spontan sau aplică doar tehnica de brainstorming, implicînd persoanele ce ocupă pozițiile relatate la

natura problemei întîlnite. În această lucrare va fi relatat despr e avantajele aplicării unui unui
proces strict și structurat, care ia in vedere aspectele mediului in care activează firma , precum
riscurile si pierderile posibile, cu scopul de a obține rezultate cît mai eficiente ale luarii decizie,
precum și sporirea a daptibilității firmei viitorului apropiat.
Scopul lucrării este de a relata despre metoda de creare/raționalizare a sistemului decizional in
organizație, precum și despre tehnici și metode de adoptare a deciziilor mai eficiente pentru a
asigura exploatarea sistemului decizional mai eficientă.
Obiectivele tezei :
1. Definirea sistemului și procesului decizional.
2. Înțelegerea procesului decizional.
3. Înțelegerea necesităților unui sistem decizional eficient și modul de asigurare a acestor necesități.
4. Studierea sistemului decizional într -o organizatție concretă.
5. Identificarea neajunsurilor și stabilirea metodei de îmunătățire a sistemului decizional in
intreprinderea analizată.
Subiectul studiului a fost “Moldcell” SA.
Metodologia investigației a variat, incluzînd observația, intervievarea și implicarea in procesul de
management și executiv al subiectului cercetării.
Valoarea practică a lucrării a fost identificarea cotei de teorie care este aplicată în întreprinderile
mari și mecanismului actual de lucru al procesului managerial.
Valoarea teoretică a lucrării este de a studia nivelul de aplicare a tehnicilor manageriale în
întreprinderile mari cu reputație bună și un termen lung de activitate pe piața Republicii Moldova și
studierea gradului de in fluență a acestora asupra bunăstării firmei.
Structura tezei o constituie partea introductivă, 3 capitole, concluzia, recomandările și anexele.