Izzivi in strateški načrt nasledstva družinskega podjetja N.M. BUS, d. o. o.

Ropič, Grega

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Title:	Izzivi in strateški načrt nasledstva družinskega podjetja N.M. BUS, d. o. o.
Authors:	ID Ropič, Grega (Author) ID Širec, Karin (Mentor) More about this mentor...
Files:	UN_Ropic_Grega_2020.pdf (745,73 KB) MD5: 6C0BE1FC1DBD134B4A5321CD4D557A55 PID: 20.500.12556/dkum/8014482d-4763-4e6b-a7a8-3c96cae09ef0
Language:	Slovenian
Work type:	Diploma project paper
Typology:	2.11 - Undergraduate Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	V diplomskem projektu smo na podlagi družinskega podjetništva proučevali izzive, s katerimi se spopadajo podjetja od prenosu nasledstva. Številni avtorji poudarjajo, da je to kritična točka podjetij v fazi njihovega razvoja. Prav tako menijo, da je v namen prenosa treba napraviti strateški načrt, ki naj bi se začel izvajati vsaj 5 do 10 let pred samim prenosom. S pojmom prenosa nasledstva v družinskem podjetju označujemo prenos obeh funkcij, tako lastniške kot vodstvene, ki se v tovrstnih podjetjih močno povezujeta. V teoretičnem delu diplomskega projekta smo definirali družinsko podjetništvo. Zanimalo nas je, kakšne so njihove prednosti in slabosti v primerjavi z nedružinskimi podjetji ter katere so glavne lastnosti, po katerih jih ločimo. Prav tako smo proučili, kakšen pomen imajo družine v družinskih podjetjih. V nadaljevanju nas je zanimal tudi sam pomen te vrste podjetništva v gospodarstvu Slovenije. Natančneje smo preučili pojem, vrste in razloge prenosa nasledstva v družinskem podjetju pa tudi samo vsebino strateškega načrta podjetja, na kateri je temeljil empirični del diplomskega projekta. V empiričnem delu smo predstavili družinsko podjetje N.M. BUS, d. o. o., in njihovo dejavnost. Preučili smo odnose v krogu njihove družine in vzroke, zakaj se odločajo za prenos nasledstva. V nadaljevanju smo napravili strateški načrt za to podjetje. Vključeval je pomoč pri prenosu, izbiro in uvajanje naslednika, vlogo sedanje lastnice po prenosu podjetja in razdelitev premoženja podjetja znotraj družine. Ugotovili smo, da je podjetje že bilo preneseno na ženo prejšnjega lastnika v letu 2016. V intervjuju z lastnico podjetja smo razbrali, da se zaveda pomembnosti pravočasnega prenosa, zato potencialnega naslednika v posel uvajajo že nekaj let. Z oblikovanim strateškim načrtom smo v diplomski nalogi dokazali pomembnost načrtovanega nasledstva. Menimo, da lahko podjetje N.M. BUS, d. o. o., z upoštevanjem načrta in trdno voljo ponovno uspešno opravi prenos.
Keywords:	Družinsko podjetje, prenos nasledstva, izzivi nasledstva, strateški načrt.
Place of publishing:	Maribor
Publisher:	[G. Ropič]
Year of publishing:	2020
PID:	20.500.12556/DKUM-77416
UDC:	334.72
COBISS.SI-ID:	38786307
NUK URN:	URN:SI:UM:DK:ILFEMYXP
Publication date in DKUM:	23.11.2020
Views:	1124
Downloads:	121
Metadata:
Categories:	EPF
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Licences

License:	CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

Link:	http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:	The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:	30.08.2020

Secondary language

Language:	English
Title:	Challenges and strategic succession plan for the family company N.M. BUS, d. o. o.
Abstract:	In this thesis we examine the challenges of the family business face throughout their strategic succession. The term succession includes gaining control of both the ownership and leadership, which are believed to be tightly intertwined, especially in the family business. Many authors find it to be of critical importance in the business’ development phase. They also agree that a strategic plan, put into action at least 5 to 10 years prior to succession, should be made. In the theoretical part of the thesis we define family business, compare the advantages and disadvantages to a non-family business and describe the major characteristics of both. Moreover, we inspect the role the family alone plays in the family business and also shine the light on the role the family businesses play in the Slovenian economy. In short, we deepen the understanding of the term succession, inspect different types of succession and reasons to do so in a family business. Additionally, we explain the strategic plan which is the basis for the empiric part of the thesis. In the empiric part of the thesis, the family business N.M. BUS, d. o. o, is presented. We explain the relations within the family and list the reasons for succession. Furthermore, we acquaint the reader with the strategic plan of succession which consists of the choosing and introducing of the successor, the role of the current owner and the division of property within the family. We found out that the business was already transferred to the wife of the previous owner in year 2016. The interview with the current owner of the business shows that they are highly aware of the importance of timely introduction to succession, which is why the potential successor has been in the process for a few years already. Throughout the thesis, we highlight the importance of planned succession, following a well-built strategic plan. Finally, we are positive that the family business N.M. BUS, d. o. o., can, in compliance with the strategic plan, successfully transfer their business.
Keywords:	Family business, succession, challenges, strategic plan.

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