Exotic options are called “customer tailored options” or “special purpose option” because they are flexible to be tailored to the specific needs of investors. Strategies based on exotic options are often employed to hedge the specific risk exposures from the financial markets. Because exotic options are more efficient and less expensive than their standard counterparts, they are playing a significant hedging role in cost effective ways. Unlike the vanilla call and put options, exotic options are either variation on the payoff patterns of plain vanilla options or they are totally different kinds of derivatives with other features. While simple vanilla call and put options are traded in the exchanges, most of the exotic options are traded in the over-the-counter markets.
Supershare option and chooser option are two typical kinds of exotic options which suggest a broad range of usage and application in different financial market conditions. Supershare option is one type of Binary option. Unlike the binary option which has only one boundary, a supershare option has an upper and lower boundary.
Vasile Dinu, Mariana Bunea
In the 1970s, Milton Friedman has claimed that: “the only social responsibility of a company is the use of its resources together with the engagement in businesses that are meant to increase the profits, maintaining the rules of the game. This means to engage into an open and free competition, without any abuse or fraud.” And this is how, starting from the 70s, the “rules of the game” were known in business and the responsibility that triggers the community, a responsibility that the companies fully acknowledge and embrace. The corporate social responsibility (CSR) deals with strategies used by companies to develop their business in an ethical way, to respect the relation with the other members of the society. CSR can involve a range of partnerships with the local communities, investments with a real social impact of the corporations (education, art, and environmental
protection), the development of the relations of the companies with the clients, employees and their families.
Jana Němcová, Pavla Staňková
According to Tibor Nyitray, President of the Wine Growers’ Union of the Czech Republic, wine is not only a product of nature, but also pleasure and joy, work and entrepreneurship, the result of long-term education and practise, the reason for meetings and association, and finally science and trade. Wine and winegrowing has made considerable progress in the last twenty years. Legislation has improved, the quality of equipment has risen, modern technologies have been developed, and a significant number of wines have obtained remarkable achievements at international competitions. Everything now depends on winemakers. They should not ‘only’ sell the wine that produce, but they should seek to build a good reputation for their products, gain the permanent confidence of consumers, and offer interesting and attractive wines. It is important that they will be more interested in what wines customers want to receive from them, and their aim should be in the first instance to satisfy consumers, and only after sales (Bárta, 2013).
Božidar Leković, Maja Strugar Jelača, Slobodan Marić
In the contemporary business setting, the implementation of innovative management practices is recognized as a crucial factor (Damanpour, 2014) for strategic change, organizational renewal and achieving longterm competitive advantage (Walker, Chen, & Aravind, 2015). Still, it is surprising how little research is conducted on largescale surveys according to possible approaches to measure innovative management practice which will
lead to organizational innovations (Armbruster, Bikfalvi, Kinkel, & Lay, 2008). The proportion of this research topic amounts to only 8% among the innovation research process, while only 3% of research studies analyze this subject (Mihalache, 2012, p. 2). In the paper, the basic research objective is reflected in the analysis of the degree of innovative management practice impact on organization’s performance, and the analysis of the relationship between implementation of innovative management practice and dynamic business environment.
Pawel Tadeusz Kazibudzki, Jiří Křupka
Presumably complex systems can be better understood when they are broken down into their constituent elements and structured hierarchically. Then, judgments about these elements can be synthesized on the basis
of their relative importance at each level of the hierarchy into a set of overall priorities. By breaking down a reality into homogenous clusters and subdividing them into smaller ones, it is possible to integrate large amounts of information into the structure of a problém and form a more comprehensive picture of the whole system. There is a decision support methodology (DSM) which conforms to the above prescription. It is called the Analytic Hierarchy Process (AHP) and was devised at the Wharton School of Business by Thomas Saaty (1980). Its contemporary applications can be found, for example in Lidinska and Jablonsky (2018), Abdelmaguid and Elrashidy (2016), Kramulová and Jablonský (2016), and Ponis et al. (2015).