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The aim of the paper is to analyze the development of the consulting services in Moldova, and the challenges of managing a small consulting firm in a small-scale developing economy. To support our opinion and articulate the practical challenges faced by a local consulting firm we used the study case approach. The paper is based on the experience of a real consulting company. It highlights how business environment contributes to promote change in the organizations. The business environment is constantly changing calling SMEs to catch every opportunity in order to be resilient and competitive on the market. Consulting services have a critical role to play helping businesses to be more competitive by providing the required niche or temporary expertise. The presented case study highlights the major consulting trends and challenges such as productizing consulting services and the need for specialization in consulting to bring the desired value for the client. The implication of the research brought the importance of developing the consulting services market, due to their major role in promoting change in a business.

Copyright of Politique Africaine is the property of Karthala Editions Diffusion and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Vie et Sciences de l'Entreprise is the property of ANDESE and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Research background: Globalization processes bring many advantages and disadvantages within the economic, political, social as well as ecological environment. The economic advantages come mainly from the possibility of finding cheaper production inputs, which results in better competitiveness of companies and the supply of goods at lower prices. Purpose of the article: In order to obtain a comprehensive view of the company’s development, it is appropriate to use a model of six levels of company development, which allows for a good structuring of general and specific conditions of company development. Methods: The paper deals with the analysis of individual levels of business development, which are described in more detail in the introduction, which was carried out through a questionnaire, observation, personal interviews, etc. It also contains suggestions for improvements where industrial engineering methods are used. The benefits of the following study may include the analysis of individual levels in practice, the design of the use of a six-level model at various levels of business development, increasing the abilities and skills of individual operators by introducing a substitution matrix that will include individual operators in the cells. Findings & Value added: Another benefit is an increase in motivation for employees, which will affect the work performance and quality of finished products using a new incentive system with various rewards. The information obtained about customers through the implementation of the CRM system provides all the information from the beginning of communication with the customers themselves and improved the clarity of the activities of individual employees.

Copyright of M@n@gement is the property of AIMS - Association Internationale de Management Strategique and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Revue Française de Gestion is the property of John Libbey Eurotext Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Revue d'Économie Régionale & urbaine is the property of Librairie Armand Colin and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Revue d'Économie Régionale & urbaine is the property of Librairie Armand Colin and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Revue Française de Gestion is the property of John Libbey Eurotext Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The concept of business model becomes more and more popular among practitioners and even among academics. The aim of this article is to resituate this concept within the strategy field and to provide a theoretical framework to analyze and build business models. In particular, we insist on the dynamics between resources and competences of an organization, its value proposition and the organization of its transactions. We conclude by stressing the similarities and differences between the traditional strategic framework and the business model framework. [ABSTRACT FROM AUTHOR]