Files
Abstract
Based on statistical analyses of the financial data, the study showed that organisational instability
characterised the period under examination. On average, change of ownership or of management, or even
mergers or de-mergers occurred every 3.7 years. The “stable” periods are too short for implementing corporate
activities based on an elaborated strategy, granting success both in the medium and long term. We have
established the strategic models by which the enterprises could be ranked following the change of ownership
or management. From among the four types, the asset depleting and the surviving strategies are definitely
disadvantageous, but they accounted for more than 56% of the cases. The frequency of occurrence of the
negative strategic models increased remarkably in the second half of the period between 1992 and 2006, while
the occurrence of the positive strategies – optimising and push forward – dropped to half. It was established
that any available reserves of the Hungarian food industrial structure were exhausted in the actual social and
economic environment. Withdrawal of foreign capital from the country will continue. A further decrease of the
registered capital, depletion of the assets and deterioration of the competitiveness are unavoidable. In the short
term, supporting retention of the foreign capital, while in the medium and long term, encouraging expansion of
the small and medium size enterprises may grant the opportunity for improvement.