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Title:Strateški izzivi diverzifikacije: primer podjetja v prehrambeni industriji
Authors:ID Korbar, Maksima (Author)
ID Duh, Mojca (Mentor) More about this mentor... New window
Files:.pdf MAG_Korbar_Maksima_2026.pdf (2,04 MB)
MD5: 8E7D483F408D3B6D64F38509D558D5CF
 
Language:Slovenian
Work type:Master's thesis/paper
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Magistrska naloga obravnava strateške izzive diverzifikacije podjetja v prehrambeni industriji s poudarkom na koncentrični in konglomeratni diverzifikaciji ter njunem vplivu na dolgoročno uspešnost in konkurenčnost podjetja. V sodobnem poslovnem okolju, ki ga zaznamujejo globalizacija, tehnološki razvoj in naraščajoča negotovost, postaja diverzifikacija pomembno strateško orodje za zagotavljanje rasti, zmanjševanje tveganj in krepitev strateške odpornosti podjetij. V teoretičnem delu naloge so predstavljeni temeljni koncepti strateškega managementa, proces planiranja strategij ter ključne metode za analizo zunanjega in notranjega okolja podjetja. Posebna pozornost je namenjena obravnavi diverzifikacijskih strategij, njihovim prednostim, tveganjem ter pogojem za uspešno implementacijo. Empirični del temelji na študiji primera podjetja v prehrambeni industriji, ki poleg osnovne dejavnosti razvija tudi sorodne programe ter preučuje možnosti širitve v nepovezano industrijsko panogo. S pomočjo metod, kot so PESTEL, EFAS, IFAS, SNW, BCG matrika in druge analitične tehnike, je bila izvedena celovita analiza zunanjega in notranjega okolja podjetja. Rezultati kažejo, da podjetje razpolaga z močnimi notranjimi viri in kompetencami, ki mu omogočajo uspešno delovanje v obstoječi panogi, vendar so te v veliki meri specifične in omejeno prenosljive v druga industrijska okolja. Raziskava je pokazala, da koncentrična diverzifikacija pozitivno vpliva na stabilnost poslovanja, saj omogoča izkoriščanje sinergij, zmanjševanje sezonskosti in krepitev konkurenčnih prednosti. Po drugi strani pa konglomeratna diverzifikacija predstavlja pomembno strateško priložnost, vendar je povezana z višjo stopnjo tveganja zaradi razlik v potrebnih kompetencah, tehnologijah in tržnih zakonitostih. Ugotovljeno je bilo, da takšna diverzifikacija ne predstavlja nujno neposredne grožnje osnovni dejavnosti, vendar zahteva previden, fazen pristop ter ustrezno organizacijsko in strateško prilagoditev. Na podlagi celovite presoje je bila oblikovana temeljna strategija podjetja, ki temelji na ohranjanju in krepitvi osnovne dejavnosti, nadaljnjem razvoju sorodnih programov ter selektivnem in postopnem pristopu k nesorodni diverzifikaciji. Takšna strategija omogoča uravnotežen razvoj podjetja, zmanjšuje tveganja ter krepi njegovo dolgoročno konkurenčnost in odpornost v nestabilnem poslovnem okolju.
Keywords:diverzifikacija, koncentrična diverzifikacija, konglomeratna diverzifikacija, strateški management, PESTEL analiza, EFAS, IFAS, BCG matrika, SFAS, Ansoffova matrika, Porterjeva matrika petih silnic, strateška odpornost, konkurenčna prednost, prehrambena industrija, sladoled, čokolada, procesna tehnologija.
Place of publishing:Maribor
Publisher:M. Korbar]
Year of publishing:2026
PID:20.500.12556/DKUM-99255 New window
UDC:005.21:664
COBISS.SI-ID:292396803 New window
Publication date in DKUM:24.09.2026
Views:28
Downloads:2
Metadata:XML DC-XML DC-RDF
Categories:EPF
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Licences

License:CC BY 4.0, Creative Commons Attribution 4.0 International
Link:http://creativecommons.org/licenses/by/4.0/
Description:This is the standard Creative Commons license that gives others maximum freedom to do what they want with the work as long as they credit the author.
Licensing start date:10.08.2026

Secondary language

Language:English
Title:Strategic challenges of diversification: a case study of a company in the food industry
Abstract:This master’s thesis addresses the strategic challenges of diversification in a company operating in the food industry, with a focus on concentric and conglomerate diversification and their impact on long-term performance and competitiveness. In today’s business environment, characterized by globalization, technological advancement, and increasing uncertainty, diversification is becoming an important strategic tool for ensuring growth, risk reduction, and strengthening organizational resilience. The theoretical part of the thesis presents the fundamental concepts of strategic management, the strategy planning process, and key methods for analyzing the external and internal business environment. Special attention is given to diversification strategies, their advantages, risks, and the conditions required for their successful implementation. The empirical part is based on a case study of a company in the food industry that, in addition to its core business, develops related product lines and explores opportunities for expansion into an unrelated industrial sector. Using analytical tools such as PESTEL, EFAS, IFAS, SNW, the BCG matrix, and other methods, a comprehensive analysis of the company’s external and internal environment was conducted. The results indicate that the company possesses strong internal resources and capabilities that enable successful operation within its current industry; however, these capabilities are largely specific and only partially transferable to other industrial environments. The findings show that concentric diversification contributes positively to business stability by enabling the exploitation of synergies, reducing seasonality, and strengthening competitive advantages. On the other hand, conglomerate diversification represents a significant strategic opportunity but is associated with a higher level of risk due to differences in required competencies, technologies, and market dynamics. It was found that such diversification does not necessarily pose a direct threat to the core business; however, it requires a cautious, phased approach along with appropriate organizational and strategic adjustments. Based on the comprehensive assessment, a fundamental strategy was proposed, focusing on maintaining and strengthening the core business, further developing related product lines, and adopting a selective and gradual approach to unrelated diversification. Such a strategy enables balanced development, reduces risks, and enhances the company’s long-term competitiveness and resilience in an unstable business environment.
Keywords:diversification, concentric diversification, conglomerate diversification, strategic management, PESTEL analysis, EFAS, IFAS, BCG matrix, SFAS, Ansoff matrix, Porter’s Five Forces model, strategic resilience, competitive advantage, food industry, Ice cream, chocolate, process technology


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