The paper deals with the results of the primary research which purpose was to examine the impact of brand on influencing consumers to purchase a product. The goal of the paper is to stress the fact that the brand has an impact on customer decision-making process. Original primary data within the primary research were collected by using a quantitative method of questionnaire. Into the quantitative research was involved selected group of 1,250 respondents. Partial results of the complex research conducted between 2009 and 2014 are subject to the content of the paper. Primary research was conducted continuously during the period of six months in 2014 in Slovakia. An established questionnaire was pilot tested and revised before it was used. As the statistical method was used chi-square test. Based on above stated subject area of research have been formulated two hypotheses focused on relationship between the age of respondents and purchasing branded products and between the age of respondents and brand preference. We have found that purchasing of branded products and preference of brand origin depends on the age of consumers

Implementing management systems in organisations of all types and sizes often raises the following question: “What benefits will this bring?” Initial resistance and criticism are common as potential challenges are identified during the implementation process. To address this, it is essential to highlight the advantages of these systems and engage stakeholders in supporting management efforts. While the planning, implementation, use, maintenance, auditing, and improvement of management systems are generally voluntary, certification is frequently driven by external factors, particularly customer demands. Employees also stand to gain significantly, with knowledge and information serving as valuable resources, especially for leveraging artificial intelligence. This article explores the management’s readiness to adopt and fully utilise two management systems based on international standards: the ISO 30401 Knowledge management system (KMS) and the ISO/IEC 42001 Artificial intelligence management system (AIMS). Through interviews, we assess the challenges and solutions associated with implementing these systems, whether planned or partially adopted. The findings illustrate the synergistic benefits of integrating the KMS and AIMS, demonstrating how their combined use can enhance Integrated Management Systems (IMSs). Such integration supports comprehensive planning, operation, and performance evaluation of processes and services while also promoting continuous improvement.

The aim of this paper is to describe characteristics of agile manufacturing and analyse the needs and benefits of agile manufacturing under the conditions of uncertainty and market turbulence. It also describes four main changes in the production environment which were implemented thanks to agile methods, and compares the lean and agile manufacturing, while describing their intersections and differences in achieving the set goals. The conclusion summarises the advantages and identified benefits suitable for organizations after implementation of agile manufacturing, as those are the important facts that can play a significant role in the survival and re-establishment of balance in the periods of uncertainty.

Effective communication is the most significant ability for project manager and successful project. However, during the management of projects communication, it is very often forgotten, often overlooked or taken for granted. In the management of projects, it is principally necessary to deal with communication during all project lifecycle. Within the project communication, it is very important to define the main methods, tools, support of communication and frequency of communication; these belong to the most important elements of the communication channel which is very often forgotten. Therefore, the main aim of the paper is to analyse the utilisation of the communication channel: communication methods, communication tools, communication frequency and to support project communication in industrial manufacturing enterprises in Slovakia. Based on the research, we can conclude that communication channel is not adequately elaborated in international methodologies and standards of project management as well as in industrial manufacturing enterprises. These facts are very negative, conclusion and it is therefore necessary to deal with the problem.