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Title:ANALIZA POSLOVNIH MODELOV S PRAKTIČNO PRIMERJAVO POSLOVNIH MODELOV KLASIČNE IN SPLETNE TRGOVINE
Authors:ID Okrogelnik, Jernej (Author)
ID Rus, Matej (Mentor) More about this mentor... New window
Files:.pdf VS_Okrogelnik_Jernej_2011.pdf (882,98 KB)
MD5: 81DB8BE2418D56E81A06D300B052DC7C
PID: 20.500.12556/dkum/42f0cafc-6f0d-48cc-9f4f-c96360a3a8ba
 
Language:Slovenian
Work type:Final seminar paper
Organization:EPF - Faculty of Business and Economics
Abstract:Vsaka poslovna priložnost se odrazi v poslovnem modelu. Poslovni model definira idejo in strategijo, kako tržiti izdelke ali storitve, ki so predmet poslovne priložnosti. Stalno prilagajanje poslovnih modelov je nujno za uspeh, obstoj in konkurenčno prednost podjetja. Diplomski seminar je sestavljen iz dveh delov. V prvem delu smo predstavili teoretična spoznanja. Spoznali smo pojem poslovni model, ga primerjali s poslovnim načrtom, določili mesto poslovnega modela v podjetju, spoznali različne metode razdelitev in pokazali, kako poteka opis, ocenitev ter izboljšava poslovnega modela. Pri definiciji poslovnega modela smo spoznali, da si avtorji še niso povsem enotni glede definicije. Vsi pa se strinjajo, da je poslovni model kompleksen način, kako podjetje ustvarja dobiček. Kadar govorimo o mestu – vlogi poslovnega modela v podjetju, ugotovimo, da poslovna strategija, poslovna organizacija in informacijska tehnologija vplivajo na podjetje iz različnih smeri in različnih poslovnih nivojev. Poslovni model pa je tisti, ki povezuje vse nivoje. Ne smemo pozabiti tudi na zunanje dejavnike, saj zahtevajo stalno prilagajanje poslovnega modela. Avtorji zagovarjajo dva večja načina razdelitve poslovnih modelov. Prvi način je razdelitev na taksonomije, pri tem je potrebno poslovne modele razdeliti v več manjših poslovnih modelov. Zagovornika takšnega načina sta Michael Rappa in Paul Timmers. Drugi način razdelitve poslovnih modelov je razdelitev v manjše dele (gradnike) in analiza vsakega dela posebej. Zagovorniki takšnega načina so Alexander Osterwalder, Christopher Tucci, Rainer Alt in Hans Zimmerman. V drugem, praktičnem delu diplomskega seminarja smo primerjali klasično in spletno trgovino ter analizirali prednosti in slabosti spletnih trgovin, tako za kupce, kot za podjetja. Podrobneje smo si pogledali poslovna modela spletne in klasične trgovine pri Mercatorju, primerjali in ugotovili smo, da se na prvi pogled ne razlikujeta pretirano, vendar je teh razlik ob natančnem pogledu veliko.
Keywords:poslovni model, spletna trgovina, klasična trgovina, Mercator, strategija, poslovni načrt, informacijska tehnologija, poslovna organizacija
Place of publishing:Maribor
Publisher:[J. Okrogelnik]
Year of publishing:2011
PID:20.500.12556/DKUM-17859 New window
UDC:005.2
COBISS.SI-ID:10713628 New window
NUK URN:URN:SI:UM:DK:BDWOXQJS
Publication date in DKUM:06.07.2011
Views:7849
Downloads:1355
Metadata:XML DC-XML DC-RDF
Categories:EPF
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Secondary language

Language:English
Title:ANALYSIS OF BUSINESS MODELS WITH PRACTICAL COMPARISON OF BUSINESS MODELS IN TRADITIONAL AND ONLINE STORE
Abstract:Every business opportunity is reflected in a business model. Business model defines the idea and strategy of marketing products or services, which are the object of business opportunity. Constant adjustment of business models is vital for success, existence and competitive advantage of the company. The diploma seminar paper is composed of two parts. In the first part, we presented theoretical findings. We recognized the concept of business model, compared it with business plan, defined the position of business model within a company, discovered different methods of division and shown how the description, evaluation and improvement of the business model take place. At defining the business model we recognized that authors are as yet not unified about the definition. However, they all agree that a business model is a complex manner in which the company makes profit. When we speak about the position or the function of business model within a company, we discover that business strategy, business organization and information technology influence the company in different ways and different business levels. The business model is what connects all the levels. We must not forget the external factors, as they demand the constant adjustment of the business model. Authors advocate two major modes of dividing the business models. The first mode is the division to taxonomies, where the business model has to be divided into smaller business models. Supporters of this division are Michael Rappa and Paul Timmers. The other mode of dividing business plans is the division into smaller parts (cornerstones) and the analysis of each part separately. Supporters of this division are Alexander Osterwalder, Christopher Tucci, Rainer Alt and Hans Zimmerman. In the second, practical part of the diploma seminar paper we compared the classic and online trading and analyzed the benefits and weaknesses of the online shops for buyers as well as companies. We more closely examined the business models of Mercator’s online and classic shop, compared them and discovered they do not differentiate a lot at first sight, but on closer inspection there are a lot of differences.
Keywords:business model, online trading, classic trading, Mercator, strategy, business plan, information technology, business organization


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