Business operations

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As operating business is referred to all corporate activities that directly related to the operation purpose are.


Operational means "immediately effective", "concerning certain measures" ( Latin operari , "prepare", "put into action"). The operative business is mostly also the core business of a company, as it results from the objective of the operational purpose. (Ancillary) business that does not belong to the operational purpose does not belong to the operational business. This strict separation is also reflected in the accounting of a company, where business transactions in the income statement are included in the operating result or in the extraordinary result . The operating result (also called operating result ) includes all processes resulting from ordinary - operational - business activity.

Companies in the automotive industry, for example, report the sales from the sale of manufactured vehicles under operational transactions ; However, if exchange rate gains are also achieved here from foreign exchange transactions , these are part of the extraordinary result.

Strategic business

Sometimes the operative business is also understood as the opposite of the strategic business . The latter are corporate transactions with a long-term impact on the company. This includes, for example, the acquisition or sale of investments as part of a company acquisition, the acquisition / sale of buildings / machines with a share of at least 20% of the total assets of the buyer / seller or the entering into / ending of strategic partnerships . Such strategic businesses require different decisions than operational ones.

The term is often used in connection with comparisons or contrasts of corporate controls and corporate strategies.

Web links

Wiktionary: operational  - explanations of meanings, word origins, synonyms, translations

Individual evidence

  1. Ursula Hermann, Knaurs etymologisches Lexikon , 1983, p. 344
  2. Herwig R. Friedag: Management 2.0: Cooperation - The decisive competitive advantage , 2009, p. 40