Domů

Conducting business involves a constant flow of money and capital, whose renewal and expansion on the one hand and distribution and investment on the other need to be managed. Business entities are required to be able to sustainably appreciate capital invested, therefore, it is necessary to conduct analyses of the rate of return on capital invested as part of business management.

Financial literacy (FL) represents a basic and inevitable skill that is important for human existence in the 21st century. In recent years, there are evident activities in a support of fi nancial education especially from the European Commission (EC) side. The EC issued “The Communication on Financial Education” report. This report explicitly states economic and social advantages of a higher level of FL as well as fundamental principles of financial education control according to the chosen procedures (European Commission, 2007).

In the past, companies attempted to address customers using marketing communication tools such as television ads and public relations. A major disadvantage of these tools is the passive way in which customers receive information on products and brands (Hennig- Thurau et al., 2010; Libai et al., 2010). In recent years there has been steady growth in the share of two-way communication, which has resulted in a revolutionary change in the role of the customer from passive to active. This change was brought about in particular by the internet boom and the emergence of social media (Ungerman, 2016).

The best defense against existential problems of a company appears to be good financial health, based on a satisfactory financial situation. If, however, considerably weakened, the company gets into financial distress, which may turn into a financial crisis and end up in bankruptcy. The primary means, by which we would be informed about the condition of the enterprise, are bookkeeping data of a company. From there, based on financial analysis, we can identify scenarios leading to good management decisions and, consequently, to the financial health of the company.

With some regional differences, employment levels in many developed economies are very high, and competition for skilled staff is intense. Competitive labour markets aside, competition for employees is likely to become an increasingly important issue as the population worldwide ages (Wilden, Gudergan, & Lings, 2010). Employer branding has gained favour as a management tool over the last decade. Even as firms face global economic conditions that are both difficult to forecast and subject to extreme variance, the need to attract, retain and motivate staff remains (Moroko & Uncles, 2009).