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Title:ANALIZA METOD ISKANJA STRATEŠKIH PRILOŽNOSTI IN PREDLOG NAJPRIMERNEJŠIH S PRIKAZOM PRAKTIČNEGA PRIMERA
Authors:ID Milošič, Tjaša (Author)
ID Duh, Mojca (Mentor) More about this mentor... New window
Files:.pdf MAG_Milosic_Tjasa_2010.pdf (1,85 MB)
MD5: 5E00B13024230F8C97D2B245615B46ED
PID: 20.500.12556/dkum/32be42dd-33b2-421d-83f1-7b4d83e3e804
 
Language:Slovenian
Work type:Master's thesis/paper
Organization:EPF - Faculty of Business and Economics
Abstract:Okolje podjetja je vedno bolj nepredvidljivo in podjetja ga morajo za doseganje uspešnega poslovanja nenehno spremljati in proučevati. Najprej morajo razviti boljše razumevanje sedanjega in prihodnjega okolja v katerem delujejo. V okolju morajo zaznavati dane priložnosti in jih izkoriščati ter hkrati zmanjšati vplive slabosti v podjetju in se zaščititi pred nevarnostmi. Podjetja se morajo zavedati, kako uporabiti zunanje okolje za strateško prednost in s tem opredeliti, kakšne strateške možnosti imajo na voljo. Na podlagi tega si morajo oblikovati strateško fleksibilnost, saj nenehno spreminjanje in prilagajanje vodi do uspešnih podjetij. Spremljanje okolja podjetja je temeljni del modelov strateškega managementa, ki jih predstavljamo na samem začetku teoretičnega dela analize. Izhajali smo iz dveh modelov in sicer iz ameriškega modela po Hungerju in Wheelenu ter slovenskega modela strateškega managementa po Pučku. V okviru teh modelov smo se osredotočili na spremljanje zunanjega in notranjega okolja. Tako v teoretičnem delu naloge proučujemo različne metode iskanja strateških priložnosti in za odkrivanje nevarnosti, kar je prvi korak, da lahko podjetje oblikuje strategije. V aplikativnem delu smo prikazali celoten proces iskanja priložnosti na primeru gradbenega podjetja Zdravko Gradim s. p. Začeli smo s PESTE analizo zunanjega okolja za odkrivanje priložnosti in nevarnosti, ki lahko vplivajo na podjetje. Proučili smo privlačnost panoge na podlagi Porterjevih petih silnic. Prednosti in slabosti notranjega okolja podjetja smo ocenili na podlagi posameznih podstruktur. Ugotovljene strateške dejavnike smo ocenili z EFAS in IFAS matriko, v okviru tega pa, kako se nanje odziva. Le-ti so bili podlaga za oblikovanje alternativnih strategij, ki jih mora podjetje uresničiti za uspešno poslovanje. Proces proučevanju, ki smo ga uporabili je eden izmed mnogih, kar pomeni, da lahko uporabimo različen vrstni red proučevanja okolja.
Keywords:strateški management, modeli strateškega managementa, spremljanje okolja, zunanje in notranje okolje podjetja, metode iskanja priložnosti, strateški dejavniki, EFAS, IFAS, TOWS, oblikovanje strategij.
Place of publishing:Ptuj
Publisher:[T. Milošič]
Year of publishing:2010
PID:20.500.12556/DKUM-16789 New window
UDC:005.2
COBISS.SI-ID:10641436 New window
NUK URN:URN:SI:UM:DK:SP8RODIV
Publication date in DKUM:10.05.2011
Views:3447
Downloads:623
Metadata:XML DC-XML DC-RDF
Categories:EPF
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Secondary language

Language:English
Title:Analysis metods of strategic opportunities and proposal of most appropriate on practical case
Abstract:Task environment has become increasingly unpredictable and companies must constantly monitor and scan the environment in order to pursue a successful business. At first they must developed a better understanding of the present and future environments in which they function. Companies must be able to identify the given opportunity and use it. On the other side they must reduce the weaknesses in their company and protect them selves against any threats. Companies must know how to use the external environment for strategic advantage and be able to use it to identify the strategic options. They must design a strategic flexibility since constant change and adaptation leads to successful business. The basic part of strategic management is environment scanning that has been presented at the very beginning of the theoretical part of analysis; based on American model of strategic management by Hungar and Wheelen and Slovenian model by Pučko. Based on those models we have focused on changing of the environment - internal and external. The first step for the company to be able to design its strategy is to identify strategic opportunities and threats as we examine in the theoretical part. We have used a construction company Zdravko Gradim s.p. as an example of the whole process of finding opportunities and we presented in our applicative part. We started with a PEST analysis of the external environment to identify opportunities and threats that may affect the company. We examined the industry attraction with Porter’s Industry analysis based on competitive five forces. We were able to estimate company’s advantages and disadvantages with internal scanning based on individual substructures. Towards the end we have refined strategic factors with using a form of EFAS and IFAS matrix. Those were the basis for designing alternative strategies that companies need to have in order to be successful. The process we used in the study is one of several options, meaning that we can use different order of environment study.
Keywords:strategic management, strategic management models, environmental scanning, external and internal environment, metods for identify opportunies, strategic factor, EFAS, IFAS, TOWS, strategy formulation.


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