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V delu diplomskega projekta smo se osredotočili na planiranje razvoja podjetja na ravni strateškega menedžmenta. Za svojo proučitev smo izbrali manjše podjetje, ki je na trgu poznano že od leta 1994. Dejavnost, s katero se v podjetju ukvarjajo, je predelava in prodaja svežega mesa in mesnih izdelkov. Diplomski projekt sestavljata teoretični in empirični del. Predstavili smo vsa bistvena teoretična izhodišča in jih v empiričnem delu prikazali na primeru preučevanega podjetja. Najprej smo zapisali uvodne opredelitve. Nato smo predstavili preučevano podjetje Mesarstvo Ribič, Jože Ribič s.p. ter opisali njegove značilnosti. Predstavili smo njegovo vizijo, politiko podjetja in njegove interese. To je bilo naše izhodišče za planiranje razvoja podjetja na ravni strateškega menedžmenta. Planiranje razvoja podjetja smo pričeli s proučevanjem podjetja. Določili smo prednosti, slabosti in njegove vrednote. Proučili smo okolje, v katerem podjetje deluje, ter določili priložnosti in nevarnosti, ki izvirajo iz okolja. Nadaljevali smo z iskanjem strateških možnosti razvoja in strategij za proučevano podjetje Mesarstvo Ribič, Jože Ribič s.p. Strategije smo določali na osnovi metod za ekonomsko vrednotenje in izbiro strategij. Pripravili smo planirane vrednostne izide za obdobje petih let, ki so nam bili v pomoč pri izračunih kazalnikov za ekonomsko vrednotenje, ti pa so nam bili v pomoč pri odločanju o planiranih strategijah podjetja. Planiranje razvoja podjetja na ravni strateškega menedžmenta smo zaključili s pripravo programa razvoja za proučevano podjetje. In the work of our diploma project we have focused on development planning of a company on a strategic management level. For our research a small company was picked, which is on the market as early as 1994. Focus of their business is processing and sales of fresh meat and meat products. Diploma project consists of theoretical and empirical part. We have presented all key theoretical bases and in the empirical part showed them on a case of a researched company. First we have written introductive definitions. Then we have presented researched company Mesarstvo Ribič, Jože Ribič s.p. and described its characteristics. We have presented its vision, politics of the company and its interests. That was our basis for development planning of the company on a strategic management level. Development planning of the company was started with the research of the company. We have defined priorities, weaknesses and its values. We have studied the environment in which company operates and defined opportunities and dangers that come from the environment. We have continued with the search of strategic possibilities of development and strategies for the researched company Mesarstvo Ribič, Jože Ribič s.p. Strategies were defined on the basis of methods for economic evaluation and choice of strategies. We have prepared planned outcome values for the period of five years that were of great help in calculating indicators for economic evaluation and these were of great help at deciding about planned strategies of the company. Development planning of the company on a strategic management level was concluded with the preparation of a program for the researched company.

POVZETEK Podjetja delujejo v okolju, ki se nenehno spreminja ter je nepredvidljivo. Naloga politike podjetja in strateškega managementa v podjetju je, da zazna priložnosti iz zunanjega okolja ter prednosti, ki jih ima podjetje pred konkurenco ter jih tudi izkoristi in tako podjetju omogoči konkurenčno prednost. Podjetja planirajo razvoj z namenom po izboljšanju kakovosti svojih struktur in resursov. Podjetja morajo slediti svojemu razvoju in rasti ter stremeti h vedno večjemu izboljšanju samega sebe. Turizem je hitro rastoča gospodarska panoga, kjer se podjetja prav tako morajo prilagajati okolju ter v njem zaznati spremembe ob enem pa morajo podjetja v turizmu venomer raziskovati svoje konkurente, saj le-teh ni malo. Turizem je panoga, kjer morajo podjeta, ki delujejo v njem, slediti svojemu razvoju ter nenehnemu izboljšanju samega sebe, saj je konkurenčnost v tej panogi visoka. Po drugi strani pa udeleženci podjetja vedno več pričakujejo od storitev, ki jih ponuja turistična panoga. Tako se morajo podjetja prilagajati ali celo preseči konkurenco, slediti svojemu razvoju in zadovoljevati potrebe svojih udeležencev. Magistrska naloga je sestavljena iz teoretičnega in empiričnega dela. V teoretičnem delu bomo opredelili planiranje razvoja na ravni politike podjetja, kjer bomo opredelili vizijo podjetja, politiko podjetja ter procese in metode planiranja na ravni politike podjetja. Prav tako bomo opredelili planiranje razvoja na ravni strateškega managementa, kjer bomo opredelili razvoj podjetja kot osrednjo strateško možnost in opredelili procese ter metode planiranja na ravni strateškega managementa. V empiričnem delu bomo proučevali slovensko podjetje Terme Čatež d.d., in njegovo razvojno možnost. S pomočjo podatkov, ki jih bomo pridobili z razvojno proučitvijo podjetja samega, bomo za na konec dodali predloge razvojne vizije, politike podjetja in strategij. ABSTRACT Companies function in a constantly changing and unpredictable environment. The company policy and strategic management´s task in the company are to detect the opportunities from the external environment and advantages the company has, from the competition and to use them as well, and in that way enable the company to have a competitive advantage. The companies plan the development with the intention of improving the quality of their structures and resources. The companies must follow their development and growth and strive to always improve themselves. Tourism is a highly growing economic branch, where the companies must adapt to the environment and detect the changes inside it and at the same continually explore their competitors since there are a lot of them. Tourism is a branch, where the companies working inside it must follow their development and always improve themselves since the competitiveness is high in this branch. On the other side, the participants in the company expect more and more from the services that touristic branch offers. In this way, the companies must adapt or even surpass the competition, follow their development and satisfy their participants' needs. The master´s thesis consists of the theoretical and empirical part. In the theoretical part, the company policy development planning will be defined the company vision, the company policy, processes and methods of the planning on the company policy level will be defined as well. Also, the planning of the development on the strategic management level will be defined, where the company development as the central strategic option and the processes and methods on the level of strategic development will be defined. In the empirical part, the Slovene company Terme Čatež d. d. and its developing option will be studied. With the help of the data, which will be obtained with the developing examination of the company itself, the suggestions of the development vision, company policy and strategies will be added at the end.

V diplomskem delu smo se osredotočili na planiranje razvoja podjetja A, d.o.o.. Podjetje je mikro podjetje in se ukvarja z alternativnim zdravljenjem in svetovanjem na področju kitajske medicine. Zaradi varovanja poslovnih skrivnosti smo za podjetje uporabili izmišljeno ime. Izhajali smo iz povsem realnih izhodišč in resničnih podatkov. Diplomsko delo vsebuje teoretični in praktični del. Pred začetkom praktičnega raziskovanja smo zapisali vso potrebno teorijo, ki nam je služila kot izhodišče za proučevanje praktičnega dela. Najprej smo predstavili podjetje A, d.o.o., mu zapisali obstoječo vizijo in politiko podjetja ter obstoječe strategije in strukture. Planiranje razvoja podjetja na ravni politike podjetja smo začeli s preučevanjem vrednot udeležencev, preučili smo njegove prednosti in slabosti ter priložnosti in nevarnosti, s katerimi se podjetje srečuje. Na osnovi na novo pridobljenih podatkov smo mu napisali planirano vizijo in politiko podjetja ter vodila o poslanstvu in smotrih. Na ravni strateškega managementa smo opredelili strateška poslovna področja in strateške možnosti razvoja. Nato smo napisali razvojne strategije in strukture. Poglavje smo zaključili s programom razvoja preučevanega podjetja za obdobje treh let. Podjetje na trgu še ni dovolj prepoznavno, zato mu bomo lahko z vsemi pridobljenimi podatki pomagali, da bo v prihodnosti izboljšalo svoj razvoj in poslovanje ter postalo bolj prepoznavno in uspešno. The thesis discusses planning company A, d.o.o.’s development. This company is a micro company and is engaged in alternative treatment and Chinese medicine consulting. For the protection of business secrets we used made up name. We came from completely realistic starting points and real data. The thesis consists of theoretical and practical part. Before researching we recorded all necessary theory, which served as the starting point for researching the practical part. We introduced the company A, d.o.o. first, then wrote down an existing vision, company policy and existing strategies and structures. We began planning company’s development at the company policy’s level by studying the values of the participants, company’s strengths and weaknesses, opportunities and risks that the company encounters. Based on newly acquired data we wrote the planned vision and company policy and guides about mission and purpose. We defined strategic-business areas and strategic development opportunities at the strategic management level. We also wrote down development strategies and structures. At the end we added the development program of the study company for a period of three years. The company is not well known yet on the market, therefore we can help with all acquired data that it will be able to improve its development and business in the future, become well known and successful.

Organizacije poslujejo v ekosistemih, ki so turbulentna, polna negotovosti in konkurenčnosti. Izzive lahko organizacije premagujejo z interdisciplinarnim in celovitim pristopom k planiranju njihovega razvoja. Za planiranje razvoja podjetja so uporabna načela strateškega managementa in politike podjetja. Magistrska naloga v prvem delu predstavi teoretično ozadje politike podjetja in strateškega managementa. Razloži ključne opredelitve, konstrukte in strateški management ter politiko umesti v planiranje razvoja podjetja. Raziskovalni del magistrske naloge pa začenjamo s predstavitvijo obravnavanega podjetja. Za mikro oz. majhno podjetje smo pregledali ključne spremembe in zmožnosti ter preučili vizijo in poslanstvo. Obravnavano podjetje deluje na trgu, ki je kot ekosistem izrazito konkurenčen, nasičen in zahteva obvladovanje primarnih in podpornih aktivnosti za doseganje konkurenčne prednosti. Zaradi tega smo izvedli okolijsko analizo in preučili priložnosti, nevarnosti in razvojna tveganja za podjetje. Poudarjamo pomen kvantitativne rasti kot dejavnika razvoja, saj ima obravnavano podjetje še precej prostora za rast. Ključna spoznanja nadaljujemo s pripravo predlogov razvojnih vizij, politike in strategij. Pri viziji upoštevamo uresničljivost, pri politiki temeljne vrednote podjetja, za diskusijo strategij pa njegove zmožnosti. Raziskavo zaključujemo s presojo strategij, analizo poslovno-finančnega stanja in pripravo uresničitvenega programa za obravnavano podjetje v obdobju 2019-2021. V zaključku predstavljamo izvleček ugotovitev in preverjamo hipoteze magistrske naloge. Organizations conduct business in turbulent ecosystems that are volatile and drenched with a fierce competition. Organizational challenges can be overcome with the use of an inter-disciplinary and comprehensive approach to company development planning. That being said, the company development planning can benefit from the principles of strategic management and company policy. The first part of this master thesis provides a theoretical background on company policy and strategic management. The thesis introduces main definitions, key constructs, and contextualizes company policy and strategic management next to company development planning. The research part of the master thesis commences with the introductions of the observed company. For the observed micro company we enlist the most important changes within the entire time period, and peruse company's capabilities, vision, and mission. The studied company operates in a saturated and heavily competitive environment that requires management of primary and secondary value-chain activities for sustaining a competitive advantage. Hence, we carried out an environmental development analysis of the opportunities and threats. The master thesis puts an emphasis on prominent quantitative manner of the company development. Key findings include company development vision, policy, and strategies proposals. In perusing a vision we consider attainability, in policy core values, and in discussion of strategies we take company’s capabilities into account. The research part ends with a judgement of strategies, analysis of financial state, and the development of realization program plan for the time frame between 2019 and 2021. We conclude the thesis with an excerpt of key findings and verification of the hypotheses.

Uspešen razvoj podjetja je odvisen od njegovih zmožnosti za učinkovito in pravočasno prilagajanje spremembam v zunanjem in notranjem okolju podjetja. Da bo prilagajanje uspešno, je potrebno nenehno preverjanje ustreznosti vizije, politike, poslanstva, smotrov, ciljev in izbranih strategij podjetja. To je naloga strateškega managementa. Prave so tiste strategije, ki prinašajo koristi vsem udeležencem podjetja. V hitro spreminjajočem se okolju je potrebno tradicionalnim vidikom upravljanja podjetja dodati še nove dimenzije upravljanja ali pa podjetje popolnoma preobraziti. Govorimo o managementu spreminjanja. Za vsako podjetje je odločilnega pomena, da v času nove ekonomije vzpostavi učinkovit sistem za upravljanje in vodenje sprememb. Pomembno je obvladati znanja iz različnih strokovnih področij in jih povezati z izkušnjami zaposlenih v delujoči model managementa spreminjanja. Pri tem bodo pomembno vlogo igrala teoretična in praktična spoznanja strokovnjakov s področja managementa spreminjanja. Prav gotovo uživa velik ugled s tega področja ameriški ekonomist John Kotter, ki je leta 1996 razvil model vodenja sprememb v osmih korakih. Model je z zelo majhnimi modifikacijami še vedno eden od najpopularnejših modelov spreminjanja podjetij. Organizational ability to adapt, efficiently and timely, to the fast changing environement is the key factor for the successful growth and development of the firm. It requests to continuously monitor organizational vision, policy, mission, goals, and strategies to adapt successfully. These have to be the main task of the strategic management. Only those strategies which bring benefit to all members of the organization are the right strategies. It is important to add new dimensions of the management skills to support the traditional ones in order to survive in the turbulent times, or transform it thoroughly. We are speaking about change management. It is crucial for every organization to establish its own efficient system to manage changes in the new economy era. It is important to bind the new interdisciplinary knowledge with the existing knowledge and skills of the employees to form a new working change model. The role of the theoretical and practical findings from the field of change management is of significant importance. One of the best from the field is certainly professor John Kotter, who proposed his eight-step model for leading change far back in 1996. The latest reviews claim the model is still relevant and significant as it was in 1996, when minor adaptations were applied.

V diplomskem delu obravnavamo planiranje razvoja strateške poslovne enote Gorenje Solar v podjetju Gorenje d.d. s poudarkom na strateškem managementu. Gorenje d.d. spada med velika izvozna podjetja in je poleg temeljne dejavnosti proizvodnje aparatov za dom prisotno tudi na področju inženiringa, pod katerega spada strateška poslovna enota Gorenje Solar (SPE GS). Uvodoma bomo izpostavili težave, s katerimi se je na trgu soočila SPE GS, zaradi nesprejetja podpor za obnovljive vire energije ter možne rešitve, ki bodo lahko SPE GS omogočile nadaljnje poslovanje. Predstavili bomo podjetje Gorenje d.d. in njegova poslovna področja. Opisali bomo vzroke za ustanovitev SPE GS z opredelitvijo njenih značilnosti. Opisali bomo obstoječa in možna programsko-tržna področja ter predstavili dejavnike uspešnosti SPE GS. Prikazali bomo pretekli razvoj trga sončnih elektrarn in opredelili njegovo velikost ter na podlagi tega proučili tržni potencial možnih programsko-tržnih področij. Prav tako pa bomo proučili konkurenčnost SPE GS. Zapisali bomo obstoječo vizijo in politiko podjetja Gorenje d.d. z opredelitvijo obstoječih poslovnih strategij. V nadaljevanju bomo planirali razvoj SPE GS s poudarkom na strateškem managementu. Z metodami segmentiranja bomo opredelili možna nova programsko-tržna področja in njihove strateške možnosti. Določili bomo temeljno, splošne in poslovne strategije SPE GS. Na koncu diplomskega dela bomo planiranje razvoja SPE GS ovrednotili, opredelili bodoče strukture in zapisali program uresničitve planiranega razvoja SPE GS. The present thesis analyzes the development planning of the strategic business unit Gorenje Solar within the enterprise Gorenje d.d., with a highlight on strategic management. Gorenje d.d. is one of the major export companies. In addition to its core business - home appliances manufacture - it is engaged in dynamic engineering activity within its strategic business unit Gorenje Solar (SPE GS). Initially, we are going to highlight the challenges that the SPE GS is facing on the market after it failed to receive the support for renewable energy sources. We will also present the possible solutions that could allow the future operation of the SPE GS. We are going to introduce the enterprise Gorenje d.d. and its fields of business. We are going to present the reasons for the establishment of the SPE GS and describe its characteristics. We are also going to present the current and the potential programme-market segments, and the SPE GS performance factors. The historical development of the market of solar power plants will be displayed, and its scope determined, Based on this, we will investigate the market potential of the prospective software-market segments. Equally, we are going to investigate the competitive advantages of the SPE GS. We are going to note the existing vision and the policy of the enterprise Gorenje d.d. by identifying the existing business strategies. These will be elaborated through planning the development of the SPE GS with the focus on strategic management. By using the methods of segmentation, we are going to identify the potential new programme-market areas and their strategic possibilities. We are going to determine the basic and the general business strategies of the SPE GS. In the conclusion of the thesis, we will evaluate the planning of the SPE GS development, define its future structures, and elaborate the programme of implementing the planned SPE GS development.

V diplomskem delu smo proučevali podjetje EC, d. o. o. in planirali njegov razvoj na ravni politike podjetja in na ravni strateškega managementa. Proučevano podjetje spada po velikosti med mikro podjetja in je v lasti družine. Podjetje EC, d. o. o. se je specializiralo na področju elektrike. Diplomski projekt je sestavljen iz teoretičnega in praktičnega dela. Podjetje EC, d. o. o. smo predstavili in za preučevano podjetje preučili izbrane posebnosti. Predstavili smo obstoječo politiko podjetja, strategije in strukture. V nadaljevanju smo preučili vrednote podjetja EC, d. o. o., določili njegove prednosti in slabosti ter na podlagi razvoja okolja določili še možnosti in nevarnosti. Vse to nam je služilo kot izhodišče za planiranje prihodnje politike preučevanega podjetja. Na ravni strateškega managementa smo najprej preučili izhodišča za planiranje razvoja podjetja EC, d. o. o. na tej ravni managementa. Preučili smo programsko-tržna področja podjetja in za njih iskali razvojne možnosti. Za programsko-tržna področja podjetja EC, d. o. o. smo podali tudi oceno konkurenčnosti in perspektivnosti in na podlagi teh izdelali portfolio analizo. Na podlagi teh izhodišč preučevanega podjetja smo zanj planirali strategije, ovrednotili razvojno uspešnost podjetja EC, d. o. o. in za izbrane strategije planirali tudi prihodnje strukture tega podjetja. Delo smo zaključili s programiranjem razvoja podjetja EC, d. o. o. This thesis has focused on the analysis of the EC, d. o. o. company, planning its development at the level of business policy and strategic management. According to the size of the company being analysed, it falls under micro companies with a family owner. The main domain of EC, d. o. o. is electricity. The research project is composed of two parts, practical and theoretical. EC, d. o. o. has been presented and its special characteristics have been analysed. We have presented company's current business policy, its strategies and structure. Furthermore, the company's values have been examined, its advantages and disadvantages have been determined, and on the basis of the environmental development its possibilities and risks have been revealed. All these factors served as a starting point for the future planning of business policy analysis. Firstly, we have examined the bases of the business development planning for EC, d. o. o. at the level of strategic management. In addition, we have analysed its programme and market fields and have searched for their developmental possibilities. For the programme and market fields of EC, d. o. o. we have assessed company's competitiveness and perspectives, on the basis of which a portfolio analysis has been done. On these grounds company's strategies have been planned, company's development success has been assessed and for the chosen strategies of EC, d. o. o its future structures have been defined. Finally, we have outlined EC, d. o. o. development programme.

V diplomskem projektu smo se osredotočili na planiranje razvoja turistične agencije Aritours d.o.o. na ravni strateškega managementa. Proučevano podjetje je mikro podjetje z 22–letno tradicijo. Njegova glavna dejavnost je organizacija potovanj s posebno tematsko vsebino in romanj, ki zavzemajo duhovno dimenzijo leta 2007 so obstoječi ponudbi dodali receptivni turizem, kjer so se specializirali na področju apiturizma. Diplomski projekt je sestavljen iz teoretičnega in empiričnega dela. V diplomskem projektu smo najprej predstavili turistično agencijo Aritours d.o.o. in preučili posebnosti obravnavanega podjetja (podjetniško idejo, vizijo, izbrane značilnosti in posebnosti podjetja). Predstavili smo tudi obstoječo politiko podjetja, obstoječe strategije in strukture proučevanega podjetja. Nadaljevali smo s planiranjem razvoja podjetja na ravni strateškega managementa, kjer smo proučili izhodišča za planiranje razvoja turistične agencije Aritours d.o.o. na ravni strateškega managementa, ki so za vsebino tega diplomskega projekta najpomembnejša. Najprej smo proučili podjetje ter določili njegove prednosti, slabosti in vrednote ter na podlagi proučitve razvoja okolja določili še možnosti in nevarnosti. Nato smo določili programsko-tržna področja in iskali razvojne možnosti turistične agencije Aritours d.o.o. Za programsko-tržna področja obravnavanega podjetja smo podali oceno perspektivnosti in konkurenčne sposobnosti podjetja in na podlagi pridobljenih rezultatov izdelali portfolio analizo programsko-tržnih področij. Za izbrane razvojne možnosti smo planirali prihodnje strategije podjetja, ki pa jih nismo ekonomsko ovrednotili. Razvoj proučevanega podjetja smo za izbrane strategije in njim ustrezne planirane strukture na koncu še programirali, tako da smo zanj opredelili program razvoja. For the graduation project we focused on development planning of the tourist agency Aritours d.o.o. at the strategic management level. The studied company is a micro company with 22 years of tradition. Their main activity is the organisation of travels with a special thematic content and pilgrimages, which contains a spiritual dimension in 2007 they started to work as receptive tour operator, specialized for apitourism in addition to their existing supply of services. The graduation project consists of a theoretical and an empirical part. At first, the tourist agency Aritours d.o.o. is introduced and their individualities are studied (business idea, vision, selected peculiarities and characteristics of the company). The company's policy, existing strategies and structures of the studied company are presented. Further on, we continued with the development planning of the company at the level of strategic management where we studied basic premise for development planning of the tourist agency Aritours d.o.o. at the level of strategic management, the most important aspect of the content of this graduation project. First we studied the company for its strengths, weaknesses and values and then determined opportunities and threats based on the environment development study. Then we determined programs–market areas and searched for development opportunities for the tourist agency Aritours d.o.o. We estimated possibilities and the competitive capacity of undertakings for programs-market areas and made portfolio analysis on the basis of the results we obtained. For the selected development possibilities, we planned future strategies of the company, which were however not economically assessed. At the end, we programmed development of the studied company for selected strategies and corresponding planned structures in the way that we defined the development program for it.

Magistrska naloga temelji na spoznanjih domačih in tujih avtorjev, ki so se ukvarjali s področji strateškega managementa, razvoja podjetja in uresničevanja strategij. Podjetja se za svoj obstoj in uspeh morajo razvijati. Vse hitrejše spremembe v okolju, zapletenost procesov, pritiski konkurence in problemi obvladovanja podjetja, predstavljajo izzive za podjetja. Da bi se tem izzivom zoperstavili morajo poiskati razvojne priložnosti in opredeliti strategije s katerimi bodo definirali smer razvoja. Tako smo se v prvem delu magistrske naloge osredotočili na teoretično pojasnjevanje vloge in pomena strateškega managementa pri iskanju strateških možnosti in razvoja podjetja, ter opredelili pomen in vrsto strategij. Izhodišče za pojasnjevanje nam je služil MER model integralnega managementa. V nadaljevanju smo predstavili metode za analizo podjetja, analizo okolja in celovito presojo podjetja. Prav tako smo opozorili na pomen uresničevanja strategij in pomen projektov, ki služijo kot pomoč pri uresničitvi. Vloga uspešnega uresničevanja strategij je ključna za razvoj podjetja. Drugi del magistrske naloge je bil aplikativen. Osredotočili smo se na proučevanje in analizo podjetja Štefan Pesek s.p., Popravilo viličarjev. Predstavili smo zgodovino podjetja, analizo poslovanja, določili trenutno razvojno stanje in presodili dinamičnost. Analizirali smo okolje v katerem podjetje deluje in skušali najti razvojne potenciale, ki bi jih podjetje lahko izkoristilo. S tem namenom smo s pomočjo metod sinteze notranjih dejavnikov (IFAS tabela) in analize resursov in/ali zmožnosti podjetja, analizirali podjetje. S pomočjo metod STEEP analize in sinteze zunanjih dejavnikov (EFAS tabela) smo analizirali okolje podjetja. Skupne ugotovitve pa podali s pomočjo SWOT analize in metode za celovito presojo podjetja in okolja (SFAS tabela). Podali smo predloge vizije in politike podjetja, ter predlog razvojnih strategij, kjer smo si pomagali s pomočjo TOWS matrike. Izdelali smo program uresničitve planiranega razvoja za obdobje 2016-2019 in naredili prve identifikacije projektov, za katere menimo so ključni, da bi podjetje uresničilo predlagane strategije. This Master's thesis is based on the knowledge of domestic and foreign authors who have dealt with the areas of strategic management, the company's development and strategy implementation. Companies must develop in order to exist and suceed. Today's rapid environmental changes, the complexity of the processes, competitive pressures and problems of companies' management present challenges for companies. To withstand such challenges, companies must seek opportunities for development and identify strategies to define the directions of their development. The first part of the master's thesis focuses on the theoretical clarification of the role and importance of strategic management in the search for strategic options and a company's development and it also defines the meaning and range of strategies. The MER Model of integral management is used as the starting point for the thesis, followed by the methods for the analysis of companies, environmental analysis and an overall assessment of the company. We have also pointed out the importance of implementing strategies and the importance of projects that serve as an aid to implementation. Successful implementation of the strategies is crucial to the development of the company. The second part of the thesis is applicative. We focused on the study and analysis of Štefan Pesek's s.p., Forklifts Repair company. We presented the history of the company, its business analysis, determined the current state of development and assessed its dynamics. We have analyzed the environment in which the company operates and searched for a development potential could be used successfully. To accomplish this purpose we analyzed the company, using the methods of synthesis of internal factors (IFAS table) and an analysis of resources and/or the company's abilities. Using STEEP analysis methods and the synthesis of external factors (EFAS table), we analyzed the company's environment. The conclusion is presented through SWOT analysis and methods for a comprehensive assessment of the company and the environment (SFAS table). We have proposed the company's vision and policy as well as strategies for development, with the help of tows matrix. We developed an achievement program of the planned development for the 2016-2019 period and made the first identification of projects, which we believe are key for the company to implement the proposed strategy.

V doktorski disertaciji smo obravnavali »Dialektični sistem vidikov za inoviranje upravljanja in vodenja tranzicijskega podjetja«. V okviru te teme smo raziskovali, ali tranzicijska podjetja v (po)kriznem okolju hitrih, dinamičnih sprememb in globalizacije svoje upravljanje (in vodenje) inovirajo s pomočjo dialektičnega sistema vidikov, za inoviranje neotipljivih in otipljivih dejavnikov, ključnih za inoviranje upravljanja (in vodenja) podjetja. Pri svojem delu smo izhajali iz MER modela integralnega menedžmenta in z dialektičnim sistemom vidikov na podlagi subjektivnih izhodišč izbrali neotipljive (vrednote (udeležencev) podjetja, kultura podjetja in etika podjetja) in otipljive (prednosti in slabosti podjetja, možnosti in nevarnosti podjetja, vizija podjetja in obstoječa politika podjetja) ključne dejavnike za inoviranje upravljanja (in vodenja) podjetja, ki vplivajo na inoviranje upravljanja (in vodenja) tranzicijskega podjetja. To je predstavljalo teoretični model naše raziskave. Imenovali smo ga teoretični model za inoviranje upravljanja (in vodenja) tranzicijskega podjetja ali tudi konceptualni model, pri čemer zagovarjamo stališče, da mora inoviranje upravljanja (in vodenja ter poslovanja) podjetja izhajati iz potrebe po družbeni odgovornosti. Pri raziskovanju smo uporabili kvalitativno in kvantitativno raziskovanje. Kot temelj za dobro empirično preverjanje raziskovalnega problema smo najprej opredelili teoretična izhodišča, kjer smo raziskovali aktualni problem potrebe po inoviranju upravljanja in vodenja tranzicijskega podjetja s pomočjo Mulejeve metode dialektične teorije sistemov in nato povezali upravljanje in vodenje podjetja z inovativnostjo in inovacijami, ki jih povezujemo z izboljšanjem konkurenčnih sposobnosti. V nadaljevanju smo raziskovali pojmovne razsežnosti in modele integralnega menedžmenta (z obojim je povezan razvoj podjetja, ki izhaja iz inoviranja upravljanja in vodenja) ter pojasnili poslovni proces, še posebej natančno vidik upravljalno-vodstvenega procesa, na katerega smo se omejili. To nam je služilo kot izhodišče za pojasnitev planiranja razvoja v MER modelu integralnega menedžmenta, iz katerega smo izhajali. Nato smo raziskovali neotipljive dejavnike, ključne za inoviranje upravljanja in vodenja tranzicijskega podjetja: vrednote podjetja, kulturo podjetja in etiko podjetja ter otipljive dejavnike za inoviranje upravljanja in vodenja tranzicijskega podjetja: podjetje ter vpliv prednosti in slabosti na razvoj podjetja, okolje podjetja ter vpliv možnosti in nevarnosti na razvoj podjetja, vizijo podjetja kot instrument za približevanje družbeno odgovornemu podjetju ter načela družbene odgovornosti pri inoviranju upravljanja in vodenja podjetja, ki smo jih povezali s potrebo po inoviranju politike podjetja za dosego odgovorne politike podjetja. V empiričnem delu smo kvantitativno preverjali vpliv izbranih neotipljivih in otipljivih ključnih dejavnikov na inoviranje politike podjetja. Osnovna množica, ki je bila predmet našega raziskovanja, so bila slovenska, tranzicijska podjetja, ki na trgu obstajajo vsaj 10 let. V raziskovalni vzorec smo vključili 734 anketnih vprašalnikov. Glede na velikost podjetja smo dobili 242 anketnih odgovorov mikro podjetij (32,80 %), največ anketnih odgovorov smo dobili od malih podjetij (403 odgovore ali 54,90 %), odgovorilo nam je 73 srednje velikih podjetij (9,90 %) in 16 velikih podjetij (2,20 %). Za proučevani vzorec je značilno, da so nam v mikro podjetjih in malih podjetjih največ anketnih vprašalnikov izpolnili edini, 100 % lastniki podjetja. Napravili smo deskriptivno statistiko vzorca in opisno statistiko splošnih vprašanj iz vzorca anketiranih podjetij, eksploratorni postopek validiranja merskega instrumenta empirične analize – eksploratorno faktorsko analizo ter konfirmatorni pristop validiranja merskega in strukturnega instrumenta empirične analize – konfirmatorno faktorsko analizo. Ugotovili smo, da lahko razviti model za inoviranje upravljanja (in vodenja) tranzicijskega podjetja uporabljamo v praksi, saj lahko pomembno prispeva k povečanju zavedanja lastnikov in upravljalcev tranzicijskih podjetij o pomembnosti v raziskavo vključenih neotipljivih in otipljivih dejavnikov (vidikov), ki vplivajo na inoviranje upravljanja, vodenja in poslovanja tranzicijskega podjetja. Iz primerjav upoštevanja različnih potrebno in zadostno celovito izbranih in proučevanih vidikov, ki vplivajo na inoviranje upravljanja in posledično tudi na inoviranje vodenja in poslovanja podjetja, ugotavljamo, da lastniki in upravljalci tranzicijskih podjetij proučevane vidike vedno bolje poznajo, jih vedno bolj upoštevajo in jih bodo v prihodnje še bolj upoštevali nekatere tudi zapisali. Vsi proučevani podatki, pridobljeni z anketno raziskavo, kažejo, da tranzicijska podjetja inovirajo izhodišča, na podlagi katerih inovirajo svoje upravljanje (in vodenje) ter da inovirajo tudi upravljanje (in vodenje) podjetja samega. Od proučevanih izbranih neotipljivih in otipljivih ključnih dejavnikov za inoviranje upravljanja (in vodenja) tranzicijskega podjetja razen etike podjetja na inoviranje upravljanja (in vodenja) tranzicijskega podjetja statistično značilno vplivajo vsi ostali izbrani neotipljivi in otipljivi ključni dejavniki. Večji vpliv imajo na podlagi opravljene raziskave otipljivi dejavniki, predvsem okolje (in trgi) ter iz njega izhajajoče možnosti in nevarnosti ter konkurenca. Zato predlagamo: zahteve po etičnosti in družbeni odgovornosti tranzicijskih podjetij vpeljati skozi zahteve okolja (in trga) ter spremembe ravnanja konkurentov. Anketirani so izrazili zavedanje, da morajo posamezne v tej disertaciji proučevane vidike v svojih podjetjih inovirati. In this dissertation, we address the »Dialectical System of Viewpoints for Innovating of Governance and Management of a Transitional Enterprise«. We researched whether enterprises in transition in (after) crisis environment of rapid, dynamic change and globalization can innovate – better and otherwise – their governance (and management), if using the dialectical system of viewpoints to innovate intangible and tangible factors, which are keys for innovation of governance and management of an enterprise. We started from the MER Model of integral management and developed a dialectical system of viewpoints on the basis of subjective starting-points: we selected the intangible (enterprise (key stakeholder) values, enterprise culture and enterprise ethics) and tangible (enterprise strengths and weaknesses, enterprise opportunities and threats, enterprise vision and existing enterprise policy) key factors for enterprise governance (and management) innovation that impact innovation of governance and management of a transitional enterprise. This generated the theoretical model of our research. It was called the theoretical model for innovating of governance and management of a transitional enterprise it offers the conceptual model to advocate the view that the innovation of governance (and management, and operations) of a transitional enterprise derives from its need for social responsibility. During the research, we used qualitative and quantitative approach. As a foundation for good empirical verification of the research problem, we first defined the theoretical backgrounds, where we researched the current problem of the need for innovating of governance and management of a transitional enterprise with the use of Mulej’s method of dialectical systems theory (DST). Then we connected the transition enterprise governance and management with innovations that are associated with improvement of the competitive ability. Further, we researched the management conceptual dimensions and integral management models (both associated with the development of the enterprise resulting from the governance and management innovation). Then we explained the related business process, in particular precisely the viewpoint of the governance-management process, to which we limited our research. It served us as a starting point to explain the planning of development in the MER model of integral management, from which we derived. Next, we researched the intangible factors that are crucial for innovating of governance and management of a transitional enterprise: enterprise values, enterprise culture and enterprise ethics, and tangible factors that are also crucial for innovating of governance and management of a transitional enterprise: enterprise and its strengths and weaknesses influencing the enterprise’s development, the environment and the impact of enterprise opportunities and threats on the enterprise’s development, the enterprise’s vision as an instrument for the approximation of enterprise’s socially responsibility, and the principles of social responsibility in innovation of governance and management of an enterprise, which has been linked with the need for enterprise policy innovation aimed at achieving a responsible enterprise policy. In the empirical part, we quantitatively examined the impact of selected intangible and tangible key factors on the enterprise policy innovation with a survey. It included Slovenian, transition enterprises that are at least 10 years in the market. The research sample included 734 questionnaires. Depending on the size of the enterprise, we got 242 survey responses from micro enterprises (32.80%), most survey responses came from small enterprises (403 posts or 54.90%), from 73 medium-sized enterprises (9.90%) and 16 large companies (2.20%). In the micro-enterprises and small enterprises questionnaires were mostly filled in by the sole entrepreneurs – 100% owners of their enterprise. We generated descriptive statistics of the sample and descriptive statistics of the general questions in the sample of enterprises surveyed, exploratory process of validating the measurement instrument of empirical analysis (exploratory factor analysis) and confirmatory approach to validation of measurement and structural instrument of empirical analysis (confirmatory factor analysis). We found that our newly generated model for innovating of governance and management of a transitional enterprise can be used in practice, because it can make an important contribution for increasing of awareness of the transition enterprises’ owners and managers about the importance of the included intangible and tangible factors (viewpoints) that affect transition enterprise’s governance, management and operations. We took into account various requisitely holistically selected and studied viewpoints that affect enterprise’s governance innovation and, consequently, enterprise’s management and operations innovation. Thus, we found that the transition enterprise’s owners and managers know the studied viewpoints, frequently take them into account and will even more take them into account in the future some selected ones also in our noted form. All the studied data obtained from our survey show that transition enterprises innovate platform on which they innovate their governance (and management) and that they innovate the enterprise’s governance (and management) too. The studied selected intangible and tangible key factors for innovating of governance and management of a transitional enterprise suggest all tangible and intangible selected key factors except the enterprise ethics significantly affect the researched innovation process. A greater impact belongs to the (as detected in this study) tangible factors, notably the environment (and markets), and the resulting opportunities and threats and competition. We therefore propose: the requirements concerning ethics and social responsibility of the transition enterprises should be introduced through the demands of the environment (and the market) and changes in the behaviour of competitors. Respondents expressed awareness that they should innovate their practice from the viewpoints studied in our research.

Vedno večja konkurenca, tako s strani domačih, kot tudi tujih podjetij, zahteva od vsakega posameznega podjetja, da svoj konkurenčni položaj na trgu nenehno krepi, saj se v nasprotnem primeru zgodi, da jih konkurenca hitro dohiti in prehiti. Krepitev konkurenčnega položaja mora zato podjetjem predstavljati glavni cilj, ki ga lahko dosežejo s planiranjem razvoja podjetja. Planiranje razvoja je za podjetja ciljno usmerjen proces, v okviru katerega planirajo izboljševanje kakovosti svojih struktur, resursov, pogojev ter procesov delovanja ipd. Vse to podjetja počnejo z namenom, da bodo uspela ustvarjati večje koristi, kot jih ponuja primerljiva konkurenca, ter da dosežejo poglavitni cilj, ki je čim boljši konkurenčni položaj nasproti njihovi primerljivi konkurenci. Magistrsko delo je nastalo na podlagi spoznanja, da je samo s pravilno usmerjenim in planiranim razvojem podjetja mogoče uresničiti željo po vedno boljših poslovnih rezultatih in zadovoljstvu ter blagostanju vseh udeležencev podjetja. V delu smo se osredotočili tako na planiranje na ravni politike podjetja kot na ravni strateškega managementa. Delo vsebuje teoretični in empirični del. V teoretičnem delu bomo opredelili planiranje razvoja na ravni politike podjetja, kjer bomo opredelili vizijo podjetja, politiko podjetja ter procese in metode planiranja na ravni politike podjetja. Opredelili bomo tudi planiranje razvoja na ravni strateškega managementa, kjer bomo opredelili razvoj podjetja kot osrednjo strateško možnost, strateška poslovna področja, programsko tržna področja, strateške poslovne enote, strategije ter procese in metode planiranja na ravni strateškega managementa. V empiričnem delu bomo proučevali podjetje OKL d. o. o. in njegove razvojne možnosti. S pomočjo podatkov, ki jih bomo dobili z razvojno proučitvijo proučevanega podjetja, bomo podali predlog razvojne vizije, politike in strategij ter izdelali uresničitveni program planiranega razvoja podjetja OKL d. o. o. za obdobje petih let. Pridobljeno znanje in mišljenje bomo na koncu magistrskega dela strnili v sklepu. Fierce competition of domestic and foreign companies demands every individual company to commit to constant strengthening of their competitive position on the market otherwise the rivals can reach them and beat them. Strengthening of the competitive position must therefore be the company's main goal, which can only be achieved by planning the company's development. The latter is a goal-oriented process for companies, which includes structure improvement planning, the improvement of resources, conditions, functioning processes, etc. All this is achieved by the companies with an intention to make bigger profits than those of their opponents on the market and to reach the main goal, which is the best possible position among their contemporary rivals. This master's degree thesis is based on the knowledge that only properly oriented and planned development of the company makes it possible to realise the wish for better and better business results, as well as satisfaction and well-being of all the company's participants. In this thesis, we focused on the planning, together with the company policy level as well the level of strategic management. This thesis consists of the theoretical and the empirical part. In the first part, we are about to deal with the company's development plan, based on the company policy, and define the vision of the company, its policy and processes, as well as the methods of planning in regard to the company policy. We shall also define development planning grounded in strategic management, where we shall outline the company development as the central strategic possibility, strategic business fields, fields of programming and marketing, strategic local branches, strategies and processes and methods from the perspective of strategic management. In the empirical part, we shall study the company OKL Ltd and its development possibilities. Using the data, obtained with a developmental examination of the company, we shall provide a suggestion of the development vision, policy and strategies, as well as produce a realisation program of the planned development for OKL Ltd in a five-year period. The acquired knowledge and postulates will be summarised in the conclusion at the end of the master's thesis.

Trg v 21. stoletju je nasičen z raznovrstnimi izdelki in storitvami, ki jih ponujajo najrazličnejša podjetja. Govorimo o konkurenci, ki je že tako močna, da morajo nekatera podjetja v svoj sistem uvesti kopico sprememb, da lahko prekosijo konkurente. Prevzemanje tveganja lahko doprinese velik dobiček, lahko pa tudi veliko izgubo. Zato morajo podjetja ubrati strategijo, pri kateri obstaja visoka verjetnost rasti in dobička ter s tem nadaljnjega obstoja podjetja na trgu. Za uspešnost prihodnjega poslovanja je nujno, da si podjetje zastavi takšno strategijo, s katero bo doseglo svoj temeljni cilj. Za večino podjetij je temeljni cilj maksimizacija dobička. V prvem delu diplomske naloge obravnavamo teoretično izhodišče zastavljenega problema. Obravnavamo več vrst strategij, ki se jih podjetja poslužujejo za uresničevanje optimalne učinkovitosti na trgu. Načrtovanje strategije je pomembna strateška naloga, ki je povezana z optimalno ponudbo izdelkov in storitev trgu. Pomembna je tudi pravilna izvedba zastavljene strategije, ki si jo podjetje izbere, saj je to pogoj za obstoj na trgu. Neustrezno načrtovana strategija lahko vodi podjetje v propad. Preučevano podjetje Sportina Group si je izbralo strategijo diverzifikacije, ki jim je skozi leta omogočila širitev na različne trge z različno ponudbo. S tem so želeli doseči optimalno rast, položaj najuspešnejšega konkurenta na trgu in povečevanje dobičkov ter prihodkov. Izvedba strategije nepovezane konglomeratne diverzifikacije na področje turizma v podjetju Sportina Group je bila razmeroma neuspešna, saj so poslovni rezultati podjetja Sportina Turizem v obdobju 2010 – 2012 slabi, vrednosti finančnih kazalnikov pa večinoma neugodne. Precej začetnih investicijskih načrtov so morali v podjetju odložiti v nedoločeno prihodnost, zlasti zaradi posledic kreditnega krča, omejenosti dostopa do investicijskih sredstev, nezmožnosti črpanja evropskih sredstev, namenjenih spodbujanju turistične dejavnosti in drugih razlogov. Prekinjanje in odlaganje javnosti razkritih ciljev meče slabo luč na podjetje, saj ga investitorji, pa tudi obstoječi in potencialni odjemalci, ne dojemajo več kot verodostojnega. The market in the 21st century is saturated with a plethora of products and services offered by a number of businesses. The competition has become so intense that some companies have no other option but to introduce a host of changes into their business process if they are to stand a chance of outdoing their competitors. Taking risks can result in mahoosive profits, to be sure, but on the other hand it can also wreak havoc on the company. Accordingly, companies are well-advised to choose a strategy that has a high chance of generating growth and profits, and of consolidating the firm’s existence in the market. The key to future success is pursuing a strategy that will enable the company to fulfill its objectives and reach its goals. The first and foremost goal of most businesses is the maximization of profits. In part one of this graduation thesis, we provide a theoretical overview of the problem in question. We discuss several strategies, adopted by businesses with the aim of optimizing their market efficiency. Strategy planning is a vital strategic task, and is linked to the optimal supply of goods and services in the market. Another important point is the correct, fine-tuned implementation of the outlined strategy, for this is the condition for the firm’s continued existence in the market. A strategy whose design has been flawed and marred by errors can cause the firm’s downfall. Sportina Group, our case study company, opted for the strategy of diversification, which enabled them to expand to various new markets and to develop new products. By doing so, they sought to attain optimal growth, to become the most successful business in their branch, and to increase profits and revenues. The implementation of unrelated conglomerate diversification strategy into the tourism branch in the company Sportina Group was largely unsuccessful, since the financial results of Sportina Tourism in the period 2010 – 2012 are poor, and the financial performance ratios are unsatisfactory. Initial investment plans had to be postponed into unspecified future, mostly due to the credit crunch, limited access to investment funds, inability to use funds from the European Union funding programs, and other reasons. The cancellation and postponement of investment plans that were made known to the public casts a poor light on the company, for the investors and customers cease to regard it as credible and trustworthy.

Podjetje Izoelektro, d.o.o., je proizvajalec in globalni ponudnik elektrotehnične opreme. Izdelujejo proizvode, oplaščene s silikonom, namenjene za vgradnjo v nizko- in srednjenapetostne daljnovode, ter vso ustrezno spojno in obesno opremo. Je hitro rastoče podjetje iz Slovenije, ki zagotavlja izdelke, namenjene za vzdrževanje, obnovo in vzpostavitev elektroenergetskih sistemov. V začetni fazi diplomskega dela smo predstavili izbrano podjetje in opisali trenutno situacijo v njem. Preučili smo teoretična izhodišča, iz katerih smo izhajali, in jih aplicirali na primeru podjetja Izoelektro, d.o.o. Nadalje smo zapisali vizijo podjetja, opredelili njegovo politiko, predstavili vrednote ključnih udeležencev, proučili samo podjetje in njegovo okolje ter zapisali prihodnjo, planirano politiko podjetja. Nadaljevali smo s planiranjem razvoja na ravni strateškega managementa, zato smo opisali programsko-tržna področja, iskali strateške možnosti, opredelili strategije in strukture podjetja ter zaključili s programom razvoja podjetja. S proučevanjem in z raziskavo želimo prispevati k nadaljnjemu razvoju podjetja. The company Izoelektro d.o.o. is a manufacturer and a global supplier of electrical equipment. They manufacture products coated with silicone rubber intended to be installed in low and medium voltage power lines and all relevant coupling and a suspension accessories. Izoelektro d.o.o. is a quickly growing company from Slovenia (EU) that provides products intended for maintenance, renewal and set up of electro-energy systems. In the initial part of the thesis we present selected company and describe the current situation in the company. We examined the theoretical starting points from which we derived and applied to the case of IzoElektro d.o.o. Further, we noted the company's vision, identified existing company policy, presented the values of the key participants, and examined the company and its environment. We continued development planning at the level of strategic management, so we defined software-market segments, looking for strategic opportunities, defined the strategy and structure of the company and completed the development program of the company. By studying and research we wanted to help the further development of the company.

Cilj vsakega podjetja, tako novoustanovljenega kot že obstoječega, je dosegati poslovno uspešnost, ki bo omogočila obstoj, rast in razvoj samega podjetja. Vse to pa je v veliki meri odvisno od priložnosti in nevarnosti, ki jih ponuja okolje podjetja. Podjetje se mora biti pripravljeno hitro odzivati na spremembe v okolju in vedeti izkoristiti priložnosti, ki se mu pojavijo, hkrati pa čim prej odpraviti oz. vsaj ublažiti nevarnosti. Čeprav časi za ustanovitev podjetja niso najboljši, se kljub temu veliko ljudi odloči za ustanovitev malega ali srednje velikega podjetja. Predvsem samozaposlovanje je postalo izredno privlačno. Za to obliko zaposlovanja se odločajo predvsem ljudje, ki imajo podjetniško idejo in so pripravljeni sprejeti določena tveganja. Tveganjem pa se skorajda ne moremo izogniti, lahko pa jih seveda zmanjšamo z ustreznim raziskovanjem ter dobrim planiranjem ustanovitve in razvoja podjetja. Dobro planiranje tako omogoča podjetniku lažje delo in jasno predstavljeno vizijo o tem, kje želi, da se podjetje nahaja. V magistrskem delu bomo na praktičnem primeru pokazali postopek ustanovitve in razvoja podjetja. Ena izmed pomembnejših stvari pri ustanovitvi je tako podjetniška ideja, ki predstavlja začetek nekega novega procesa. Le-ta mora biti dovolj inovativna in atraktivna, da jo trg oziroma potencialni kupci sprejmejo in nam zagotovijo uspeh. Po opredeljeni ideji je treba opredeliti še velikost, značilnosti ter posebnosti podjetja. Prav tako je treba ugotoviti tudi dejavnike uspešnosti, saj so tudi ti pomembni pri ustanavljanju samega podjetja. Magistrsko delo je omejeno predvsem na planiranje ustanovitve samega podjetja, zato smo v njem podrobneje predstavili postopek ustanovitve. Zastavili smo si vizijo podjetja, ki bo rdeča nit celotne ustanovitve. Ker je za uspešno poslovanje potreben tudi razvoj podjetja, smo v nadaljevanju magistrskega dela podali tudi planiranje razvoja podjetja. Predstavljena je politika podjetja, opisane pa so tudi strategije podjetja (temeljna, splošna in poslovne), s katerimi smo določili način uresničevanja politike podjetja. Na koncu magistrskega dela so predstavljeni še program uresničitve planiranega razvoja podjetja, planiranje vrednostnih izidov ter ekonomska presoja razvojnih učinkov na uspešnost podjetja. The goal of every company, whether it is a startup or an already existing company, is to achieve business success which will facilitate the existence, growth and development of the company. These depend mostly on the opportunities and dangers of the business environment. The company must be prepared to respond quickly to changes in the environment and know how to take the given opportunities as well as eliminate the dangers as soon as possible or at least lessen them. Despite the fact that this is not the best time to start a business, a number of people have decided to start a small or a medium-sized company. Self-employment has become very popular. This type of employment is mainly opted by people with an entrepreneurial idea who are also willing to take certain risks. Risks are almost inevitable however, they can be lessened by proper research and good company set up and development planning. Good planning facilitates the work for the company owner and gives him a clear perspective of the company’s situation. This master’s thesis will present the process of setting up a company and its development based on a practical example. One of the most important things in setting up a company is the entrepreneurial idea which represents the start of a new process. This idea must be innovative and attractive enough for the market and potential buyers to accept it and guarantee our success. When the idea is set, the size, characteristics and specifics of the company need to be defined. It is also vital to define the risk factors which are also an important part of setting up a company. This master’s thesis focuses mostly on the company’s set up planning, and therefore describes this process in greater detail. We have set the company’s vision which will be the thread of setting up a company. Because the viability also depends on the development of the company, we have presented the company’s development planning. We have presented the company’s politics and described the company’s (basic, general and business) strategies which helped us establish a method of implementing company politics. The master’s thesis concludes with an implementation programme of planned company development, company accounts planning and the economic assessment of the development impact on the company’s success.

V diplomskem seminarju smo predstavili strategijo diverzificirane rasti na primeru podjetja Krka d.d. Podjetje je eno najuspešnejših evropskih generičnih faramacevtskih proizvajalcev. Preden smo analizirali podjetje smo si najprej razložili nekatere pomembne pojme - strateški management in diverzifikacija. Diverzifikacija pomeni dodajanje novih vrst proizvodov oz. storitev k obstoječemu poslovnemu programu. Novi proizvodi in storitve se bistveno razlikujejo od dosedanjih in spadajo v druge skupine, ter hkrati zadovoljujejo drugačne potrebe. Podjetja se za diverzifikacijo odločajo iz razlogov kot so, nezmožnost generične rasti podjetja, kadar želijo odpraviti konkurenčne slabosti, zapolnti kapacitete izven sezone, … V empiričnem delu diplomskega seminarja smo predstavili podjetje Krka d.d., ki je raslo in še raste s pomočjo diverzificirane rasti. Vsi podatki so verodostojni in pridobljeni iz poslovnih poročil in spletne strani podjetja. Na primeru podjetja smo naredili tudi SWOT analizo. In this diploma seminar we presented diversified growth strategy on a case of the company Krka d. d. The company is one of the most successful European generic pharmaceutical manufacturers. Before we analysed the company, we explained some important concepts – strategic management and diversification. Diversification means adding new kinds of products or services to the existing business programme. New products and services are essentially different from the existing ones, belong to other groups and at the same time satisfy different needs. Companies decide to diversify for different reasons like incapability of generic growth of the company, when they want to eliminate competition weaknesses or fill up capacities out of the season time. In the empirical part of diploma seminar we presented the company Krka d. d., which has grown and is still growing by the help of diversified growth. All data is credible and gained from business reports and web site of the company. We also made SWOT analysis on the case of this company.

V diplomski nalogi smo proučevali podjetje Klima X s.p., ki dejansko obstaja, vendar smo ga poimenovali z izmišljenim imenom ter priredili določene podatke zaradi varovanja poslovnih skrivnosti. Klima X s.p. je podjetje, ki se ukvarja s posredovanjem in zastopanjem na področju prodaje sistemov hlajenja, gretja ter prezračevanja svojim partnerjem na slovenskem tržnem prostoru. Planirali smo razvoj podjetja Klima X s.p. na ravni strateškega managementa. Najprej smo podjetje predstavili. Nato smo po predhodni analizi obstoječega stanja na ravni politike podjetja planirali razvoj obravnavanega podjetja na ravni strateškega managementa. Proučili smo vrednote ter lastnosti ključnega udeleženca (v našem primeru je to lastnik sam) proučevanega podjetja in ugotovili, da le-te predstavljajo hkrati tudi vrednote samega podjetja. Za podjetje smo določili tudi prednosti in slabosti ter proučili razvoj okolja in opredelili iz okolja izhajajoče možnosti in nevarnosti za podjetje. V nadaljevanju smo za podjetje Klima X s.p. uvedli dva programsko-tržna področja (klimatske naprave in toplotne črpalke na slovenskem tržnem območju) in zanju analizirali perspektivnost ter konkurenčno sposobnost. Prišli smo do zaključka, da je smiselno za podjetje, da obdrži oba programsko-tržna področja. Opredelili smo tudi strateške možnosti in strategije, ki jih je bilo potrebno na podlagi ekonomskih vrednotenj sprejeti ali zavreči. Strategijam smo določili primerne strukture podjetja in vrednotili razvojno uspešnost podjetja za obdobje od leta 2012 do leta 2016. V pomoč so nam bile statične in dinamične metode. Na tej osnovi smo podjetju predlagali razvojne strategije in strukture in zaključili s programiranjem razvoja za proučevano podjetje. This thesis discusses a company that actually exists on the market, but its name has been changed to Klima X s.p. to hide its identity in order to protect confidential business information. Klima X s.p. is a company that deals with intermediation and representation in the sale of air-conditioning systems to its partners in the Slovenian market. We planned the development of the Klima X s.p. company at the level of strategic management. We first presented the company. This was followed by a preliminary analysis of the existent condition on company-policy level and the planning of development at the level of strategic management. We examined the values and characteristics of the key players (in our case, the owner himself) of the studied company and found that they also represent the values of the company itself. We also determined the company’s strengths and weaknesses and looked into the development of the environment and defined the threats and opportunities for the company coming from its environment. Two programme and market fields (air conditioners and heat pumps in the Slovenian market) were introduced for Klima X s.p and we analysed their prospects and competitive ability. We came to the conclusion that it makes sense for the company to keep both programme and market fields. We also identified strategic opportunities and strategies that had to be adopted or discarded based on economic evaluations. Appropriate structures of the business were determined for the strategies and the company’s development performance for the 2012 to 2016 period was evaluated. Static and dynamic methods were used for this evaluation. On this basis, we recommended the company's development strategies and structures and finished with programming development for the studied company.

V diplomski nalogi smo na praktičnem primeru zamišljenega bodočega podjetja Svečka, d.o.o. poskušali predstaviti, kako pomembno in potrebno je dobro ter dolgoročno planiranje razvoja podjetja na ravni politike podjetja in strateškega managementa. Diplomsko delo smo sestavili tako, da smo na začetku predstavili podjetniško idejo, ter podjetje samo. Proučili smo dejavnike uspešnosti pri ustanavljanju bodočega podjetja, opredelili ustanovitveno in razvojno vizijo ter nadaljevali s planiranjem razvoja na ravni politike podjetja. Ugotovili in proučevali smo vrednote ključnih udeležencev podjetja, zanimalo nas je katere so prednosti in slabosti podjetja, pa tudi priložnosti in nevarnosti, ki mu pretijo iz okolja, v katerem bo poslovalo, kajti če je podjetje sposobno predvideti prihodnje dogajanje v okolju, se tudi lažje in pravočasno odziva na spremembe. Po planiranju razvoja na ravni politike podjetja smo nadaljevali s planiranjem razvoja bodočega podjetja na ravni strateškega managementa. Zapisali smo možne strategije in jih po njihovem ekonomskem vrednotenju tudi potrdili. Planiranje razvoja bodočega podjetja Svečka, d.o.o. smo zaključili s programom razvoja podjetja. Na podlagi vseh ugotovitev menimo, da je naložba v bodoče podjetje Svečka, d.o.o. smiselna in je realno uresničljiva. In the degree we tried to present on a practical example, on a future company Svečka, d.o.o., how important and necessary is continuous planning of development of a company, on the level of its politics and strategic management. We made the task so, that in first part we present the company idea and company itself. We investigated the effectiveness factors in process of establishing a future company and defined a founding and development vision. We ascertained and examined the values of company’s key participants. Our interests were focused on the advantages end weaknesses of the company, but also opportunities and dangers, which could threaten from the environment in which it will operate. If the company is capable to foresee the future happenings in the environment, it will respond to all the changes quicker and easier. After we presented the growth planning on the basis of the company politics, we continued with the growth planning of the future company on the basis of strategic management. We listed the possible strategies and also confirmed them based on their economical evaluation. We concluded the development planning with a development program of a company. Based on all the presented statements, we believe that the investment in the future company Svečka, d.o.o. is reasonable and realizable.

V diplomskem delu smo planirali razvoj podjetja Fera avto, d.o.o., ki je mikro podjetje in se ukvarja z izdelavo prototipov in predelavo posebnih vozil ter tako imenovanim tuningom vozil. Podjetje je bilo ustanovljeno leta 2007 ter se razvija in raste. Vsako podjetje se mora razvijati in rasti ter biti dovolj inovativno, če hoče preživeti na trgu in ohraniti svoj tržni položaj. Da podjetju to uspe, mora skrbno planirati svojo vizijo, politiko podjetja ter izbrati primerne strategije in pripraviti program razvoja. V proučevanem podjetju smo zato najprej opredelili obstoječo vizijo in politiko podjetja. Za planiranje prihodnje politike podjetja smo za obravnavano podjetje predstavili vrednote ključnih udeležencev podjetja, ter predstavili prednosti in slabosti ter potencialne možnosti in nevarnosti za podjetje Fera avto, d.o.o. Vse to je osnova za planiranje prihodnje politike podjetja, dobro zasnovana politika podjetja pa je osnova za planiranje razvoja podjetja na ravni strateškega managementa, kar je bila tudi osnovna naloga našega diplomskega dela. Pri planiranju razvoja na ravni strateškega managementa smo najprej opredelili programsko-tržna področja ter jih analizirali. Za proučevano podjetje smo tudi iskali in predlagali strateške možnosti in strategije. Za proučevano podjetje smo planirali tudi vrednostne izide za obdobje pet let. Strategije smo ekonomsko ovrednotili z uporabo statičnih in dinamičnih kazalnikov. V zaključni fazi planiranja razvoja podjetja na ravni strateškega managementa smo izdelali program razvoja podjetja in s tem razvoj proučevanega podjetja postavili v čas in prostor. In the thesis we planned the development of the company Fera avto, d.o.o., which is a micro company and is in the business of production of prototypes and remodeling of special vehicles and so-called vehicle tuning. The company was established in 2007 and is developing and growing. Every company must develop and grow and be innovative, if it wants to survive on the market and remain on its market position. In order to achieve this, the company must plan its vision carefully, plan the policy of the company and choose appropriate strategies and prepare a program of development. Firstly we defined the existing vision and policy of the examined company. In order to plan the future policy of the company we presented the values of key participants of the company, and then presented strengths and weaknesses and opportunities and threats for the company Fera avto, d.o.o. All this is a basis for planning the future policy of the company, and a well planned policy of the company is a basis for planning the development of the company on the level of strategic management, which was also the basic task of our thesis. When planning the development on the level of strategic management, we firstly defined the program-market fields and analyzed them. We also searched for and presented strategic opportunities for the given company. We economically evaluated the strategies with the use of statistic and dynamic indicators. We also planned value results for the period of five years. In the final phase of development planning on the level of strategic management we implemented a program of company development and placed the development of the studied company in time and space.

V diplomskem delu smo planirali razvoj podjetja Interles d.o.o., katerega osnovna dejavnost je proizvodnja, prodaja in montaža stavbnega pohištva. Podjetje uspešno posluje že od samega začetka leta 1993, ter se hkrati razvija in raste. Pri planiranju razvoja smo izhajali iz obstoječega stanja v podjetju, nato pa smo planirali njihov razvoj na ravni strateškega managementa, kar predstavlja osrednji del tega diplomskega dela. Pri planiranju razvoja na ravni strateškega managementa smo izhajali iz pomembnejših prednosti in slabosti podjetja ter tistih možnosti in nevarnosti, ki bi na njegov razvoj lahko pomembneje vplivale. Najprej smo se osredotočili na iskanje strateških možnosti in strategij, za predhodno opredeljena programsko-tržna področja. Na osnovi ekonomskega vrednotenja razvojne uspešnosti podjetja smo podjetju predlagali po našem mnenju primerne strategije in določili potrebne strateške potenciale za realizacijo izbranih strategij. V zaključni fazi planiranja na ravni strateškega managementa smo izdelali program razvoja podjetja Interles d.o.o. za prihodnjih pet let poslovanja. Na podlagi vrednotenja planirane razvojne uspešnosti proučevanega podjetja smo prišli do zaključka, da bo podjetje tudi v prihodnje uspešno poslovalo. Ugotavljamo, da k uspešnosti podjetja pripomorejo predvsem prednosti podjetja samega, iz okolja izhajajoče možnosti, kakovost proizvedenih izdelkov in storitev montaže, iznajdljivost ter izkušnje, ki so si jih v podjetju Interles d.o.o. z leti pridobili. In this diploma work we planned the development of the establishment of Interles d.o.o., the main activity of which is production, sale and installation of building furniture. The company has been successful since the beginning of the year 1993 and is also progressing and growing fast. When planning the development we originated in the momentary state of the establishment. Thereafter, we planned its development on the level of strategic management, which presents the central part of this diploma work. When planning the development on the level of strategic management, we resulted from the more significant advantages and disadvantages of the establishment and also from the possible factors and risks, which could have a more significant effect on the establishment. At first, we concentrated on finding the strategic options and strategies for previously defined program-market fields. Based on the economic evaluation of the developmental success of the establishment, we suggested the management of Interles d.o.o. to follow the strategies, which we believed to be suitable. We also determined the strategic potentials, necessary to realise the chosen strategies. In the final stage of planning on the level of strategic management, we created a development program of the establishment Interles d.o.o. for the following five years of its production (operation) . Based on the evaluation of planned developmental success of the studied establishment, we came to a conclusion, that the establishment will be successful also in the future. We determined that the establishment is successful mainly because of its own advantages, the options based on its environment, the quality of the manufactured products and installation services and last but not least, because of the inventiveness and experience that employees and management of the establishment Interles d.o.o. have gained through years.