Analiza strategije rasti z združitvijo na primeru telekomunikacijskega podjetja

Bytyqi, Adriana

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Title:	Analiza strategije rasti z združitvijo na primeru telekomunikacijskega podjetja
Authors:	ID Bytyqi, Adriana (Author) ID Crnogaj, Katja (Mentor) More about this mentor...
Files:	UN_Bytyqi_Adriana_2023.pdf (1,54 MB) MD5: F3921D6A5E7241350119B5DBF886D760
Language:	Slovenian
Work type:	Bachelor thesis/paper
Typology:	2.11 - Undergraduate Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Na prvi pogled se zdi, da je koncept rasti podjetja precej jasen. Vendar pa podrobnejši razmislek razkrije, da rast podjetja ne zajema zgolj povečanja proizvodnje ali ponudbe storitev. Spremembe v obsegu (rast) in kakovosti podjetja (razvoj) niso naključne, ampak so rezultat trajnega in sistematičnega usmerjanja ter obvladovanja, tj. upravljanja in vodenja podjetja. Obstaja sedem ključnih strategij podjetniške rasti. Predvsem se izpostavljata generična in diverzificirana rast, medtem ko druge strategije podpirajo ti dve osnovni smeri. Prav strategija rasti je eden temeljnih dejavnikov za uspešno prihodnost podjetja. Da bi to bolje osvetlili, smo na primeru podjetja Telekom Slovenije d.d. proučili zgodovino podjetja in s pomočjo spletne podatkovne baze GVIN analizirali finančne podatke in izdelali tržno analizo v letu 2022. Izbrane finančne kazalnike podjetja smo primerjali z agregati Občine Ljubjana, Osrednjeslovenske regije in panoge ter podpanoge J 61 ter J 61.100. Izdelali smo tudi konkurenčno analizo za obdobje 2018–2022, kjer smo izbrane finančne kazalnike primerjali s konkurenti, kot so A1 Slovenija, T-2 in Telemach Slovenija, ter ocenili učinke strategije rasti s pripojitvijo. Naša analiza je zajemala ključne dejavnike, kot so sredstva, čisti prihodki od prodaje, povprečno število zaposlenih na podlagi delovnih ur, dodana vrednost na zaposlenega ter čisti poslovni izid obračunskega obdobja. Telekom Slovenije ima pomemben tržni delež v Ljubljani in Osrednjeslovenski regiji, ki potrjuje njegovo vodilno vlogo. V panogi telekomunikacijskih dejavnosti (J 61) zaseda velik tržni delež, zlasti v podpanogi telekomunikacijskih dejavnosti po vodih (J 61.100). Telekom Slovenije se sooča s konkurenco s strani podjetij A1 Slovenija, T-2 in Telemach Slovenija. Ugotavljamo, da je v obdobju od 2018 do 2022 doživel izzive pri rasti sredstev, prihodkov, dobičkonosnosti in dodane vrednosti na zaposlenega v primerjavi s konkurenčnimi podjetji. Kljub izzivom pa je Telekom Slovenije ohranil visoko dodano vrednost na zaposlenega, kar kaže na konkurenčno učinkovitost. Telekom Slovenije je do leta 2022 izvedel več združitev in pripojitev, kar mu je omogočilo konsolidacijo ponudbe ter rast tržnega deleža. Ključne združitve vključujejo SiOL d.o.o. (2007), združitev Mobitel in Telekom Slovenije (2011), pripojitev Debitel k Telekomu Slovenije (2016) ter prenos pogodb uporabnikov Izimobila na Telekom Slovenije (2017). Prilagoditve so omogočile širitev storitev, zmanjšanje stroškov ter neposredno upravljanje s strankami.
Keywords:	Podjetniška rast, strategije rasti, rast z združitvijo, tržna analiza, konkurenčna analiza.
Place of publishing:	Maribor
Publisher:	A. Bytyqi
Year of publishing:	2023
PID:	20.500.12556/DKUM-85595-95bfdf4e-4377-a7ee-f1ce-9282353eff1d
UDC:	005.412
COBISS.SI-ID:	171178755
Publication date in DKUM:	07.11.2023
Views:	656
Downloads:	91
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:	04.09.2023

Secondary language

Language:	English
Title:	Analysis of the growth strategy through merger using the case of a telecommunication company
Abstract:	At first sight the concept of company growth might in itself seem clear enough. However, at closer inspection we find that the growth of a company/business does not merely involve an increase in production or supply services. Changes in scope (growth) and quality (development) of the company are not arbitrary. They are the result of long-term systematic guiding and control of the company, i. e. management and leadership. There are seven key strategies associated with company growth. The central ones are generic growth and diversified growth. The remaining strategies serve as support for these two basic ones. It is the strategy of growth that makes for one of the fundamental factors ensuring a successful future of the company. In order to highlight the above-mentioned better, we took the example of the telephone company Telekom Slovenija JSC and studied its history and analysed its financial details through the internet data basis GVIN in order to produce a market analysis for the year 2022. The chosen financial indices of the company were compared to the aggregates of the Ljubljana municipality, of the Central Slovenian region, of the sectors and subsectors J 61 and J 61,000. A competition analysis was carried out for the period between 2018 and 2022, where selected financial indices were compared to competitors such as A1 Slovenia, T-2 and Telemach Slovenija. The efficiency of the growth strategy by annexation was also assessed. The entire analysis included key factors such as resources, net income from sales, average number of employees based on work hours, added value per employee, and clear business outcome for the budget period. Telekom Slovenije has a significant market share in Ljubljana and in the Central Slovenian region, which substantiates its leading role. In the sector of tele-communicational activities (J 61), Telekom occupies a substantial market share, especially in the subsector of tele-communicational activities according to management (J 61,000). Telekom Slovenije faces competition from companies such as A1 Slovenija, T-2 and Telemach Slovenije. We find that in the period between 2018 and 2022 Telekom Slovenije experienced challenges in growth of resources, income and profit, and added value per employee compared to its competition. Despite competition, Telekom Slovenije has managed to maintain high added value per employee, which indicates competitive efficiency. Up to 2022, Telekom Slovenije has carried out several mergers and annexations which have enabled consolidation of supply and growth of market value. Key mergers include SiOL Ltd. (2007), merger of Mobitel with Telekom Slovenije (2011), annexation of Debitel to Telekom Slovenije (2016) and transfer of user contracts from Izimobil to Telekom Slovenije (2017). The adjustments allowed for broadening of services, reduction of costs and direct management of clients.
Keywords:	Company growth, strategies of growth, growth with mergers, market analysis, competition analysis.

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