You need to know!

...that Hungary's highest peak, "Kékes-tető" in the Northern Hills, is only 1,014 m high?
...that one of Europe's biggest stalagmite caves is Baradla Cave in north-eastern Hungary, that it's a World Heritage Site, and that is extends as far as Slovakia?
...that Central-Eastern Europe's largest freshwater lake is Lake Balaton, also called the "Hungarian Sea"?
...that Lake Balaton is the only place in Europe where the freshwater sponge (which originated in India) lives?
...that Lake Héviz is one of Europe's largest, natural thermal lakes?

Important data:

Area: 93 030 km2
Population: 10 million persons
Capital: Budapest (population: 1,7 millionen persons)
Time belt: Central European time (GMT + 1) time conversion: At the end of March to at the end of October: Central European time + 1 hour (GMT +2)
Official language: Hungarian
Government: Republic
Currency: Forint, HUF
Coints: 5, 10, 20, 50, 100 Forint
Forint notes: 100, 500, 1000, 2000, 5000, 10000 and 20000 Forint
Electric current: 230V, 50Hz

The climate is a moderate continental climate. Coldest month: January, warmest month: July, Number of the hours with sunshine/year: 1979.
Telephone: international call number of Hungary: 36, to Budapest 1, inland long-distance call in the province: 06, international number: 00 Emergency service: International emergency call centre: 112,
Emergency ambulance 104, Police 107, Fire Department 105
The above emergency phone numbers can be called free of charge.
Hungarian Automobile Club's Emergency Phone: 188

Holidays:
1. January (New Year),
15. March (national holiday day of the revolution of 1848-1849 as well as day of the emergence of the modern parliamentary Hungary), Easter Monday,
01 May (day of the work),
Pentecost (Whitsun),
20 August (state holiday - day of the state founder, sank Stephan),
23 October (national holiday - day of the beginning of the revolution and the liberty fight of 1956; Day of announcing the Hungarian republic in 1989),
01 November (All Saint`s Day)
25-26 December (Christmas)

Hungaricums

Bull's Blood (Bikavér)

When you hear the words "Bull's Blood" you are more likely to think of Eger (and more recently the Szekszárd) wine regions, and completely rarely really the blood of a bull. There are several legends explaining the wine's rather unusual name; the most famous is connected with the siege of Eger Castle in 1552, immortalised in Géza Gárdonyi's classic novel.

Béres Drops (Béres Csepp)

Here in Hungary this world-famous product from Dr. József Béres has been synonymous with the word 'health' for decades. Béres drops are used successfully both in Hungary and abroad in the prevention of illnesses, and the treatment of health problems facing people of all ages.

Gyula Sausages (Gyulai kolbász)

The sausages, whose name has become synonymous with the town in which they are made, started out life at the end of the 19th century in what were pretty inauspicious circumstances.
The recipe of the typically peppered and smoked sausage is secret. In 1935, this sausages won a gold medal at the Brussels World Exhibition.

Herend Porcelain

Herend "white gold" is classical hard porcelain, made from a mixture of china-clay, felspar and quartz sand which is then sluiced, strained and pressed. The pieces made from these raw materials are all made by hand.
It was at the World Exhibition in London held in 1851 that Herend's perhaps most famous pattern, a design incorporating Chinese-influenced butterflies and flower patterns painted in fresh, lively colours, came to the world's attention.

Kecskemét Apricot Brandy

The process used for making spirits from fruit is more or less the same wherever you go. The ripe fruit with its high sugar content is put in barrels and crushed. (It is at this point that aroma, made from crushed or intact apricot stones, is added in varying amounts.)

Once the necessary yeast is added, the fruits'

... in case of carrier companies not only on local but regional level it can be said that they treat each other as competitors/rivals. By implication the intention of co-operation, innovational initiative is very low. Therefore it can not be talked, in a new composition, about the so called “co-opetition = co-operation + competition” because companies, enterprises concentrated regional, situated geographical near to each other competite, but they did not establish co-operational connectios.

The size of the company does not do a part in that. All the carriers protect their own values and information in the highest degree. They are not willing to co-operate at all in order to obtain a possible efficient action, or a larger order.

This approach might be able to originate in the general statements below:

* We think to know, the western and eastern undertaker mentality is different! Eastern enterprises think generally in structures and static standards, instead of goals, see an ideal circumstance in the future, have an utopian idea of the future, live in the present and care about the past, have a consumption orientated aspect, need labour-power subordinated to the goal and structur.

The western enterprises have a goal orientated thinking, think in goals and procedures, their characteristic is a dynamic idea of the future, a quantitative aspect, furthermore they focus on constitute the future, they are not developing structures, but adapt quickly the achievements of technical developement and research. They are production orientated; need freedom in the management and creative labour-power.

* There is another reason for the differences above: in Eastern-Europe those who wanted to start an enterprise had the opportunity only after the change of the state system, while for those living western to us could pursue it for long decades!

* To understand the differences arising from the above mentioned reasons we have to face those developmental phases, through which a company goes during its life. As they were created by human beings they bear the seals of life like birth, ceasing, growth, increase, getting ill or learning.

Instead of the analysis amplifying the phases of the lifetime of small and medium enterprises/companies I prefer to summarize some statements, conclusions to be generalize:

In the phase of the quickly growth at the beginning the shortcomings come more and more to the front, therefore they have to face such new challenges they have never done before and often they do not even like! The turning-point, namely the key of further development is whether the manager will be able to give up to meddle in everything, to know about everything why, when, where and how it is happening?

(General experiences so far make me say, for example the majority of Hungarian SMEs, also because of their age, live and work in this phase, while their managers do not have the faintest idea that their temporary situation is not a result of a stroke of fate, but a necessary intervening station of development of establishments.)

In the phase of differentiation, when the manager wakes up that it is time to change, a frame and logic is getting on in the processes and the managers attend to work, to an efficient action. Motivation is constantly provided; the conscious, strategic and yearly planning of market work is realized.

The risks of that are that the establishment becomes inflexible and over-controlled, the workers start to stick by their groups instead of the company, and they get interested in group-goals, at the same time they lose their relation to the company-goals. Let us not forget, in the meantime the managers on the top lose their connection not only to their workers, members of the collective, but their partners, too. Instead of people they only face marketing and economy problems, instead of talk controlling-reports, and during that they have to throw all their energy into an efficient working