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Mala podjetja imajo pomembno vlogo v svetovnem in slovenskem gospodarstvu. Mala podjetja omogočajo nova delovna mesta, ustvarjajo prihodke, ustvarjajo inovacije. Pri delovanju malih podjetij so pomemben pokazatelj uspešni rezultati, ki se merijo z raznimi analizami marketinških aktivnosti, ki so del trženjske strategije. Trženjsko strategijo podjetja potrebujejo, če želijo uspešno delovati na trgu in pridobivati prihodek. Primerjava malega in velikega podjetja kaže, da malo podjetje ni pomanjšana verzija velikega, temveč ima povsem svoje značilnosti posebnega gospodarskega subjekta, ki ga je potrebno upravljati na drugačen način. Z ekonomskega in upravljalnega vidika, je za taka podjetja značilno, da se za posamezne poslovne funkcije ne morejo toliko specializirati, kot je to primer v velikih podjetjih. V svojem delu sem predstavila položaj malih podjetij in raziskovala, zakaj le-ta nimajo določene strategije trženja, ter jih primerjala z delovanjem večjih podjetij. V pomoč so mi bili opravljeni intervjuji, ki sem jih opravila z lastniki malih podjetij. Pri tem sem ugotovila, da omenjena podjetja delujejo uspešno tudi brez strokovnega znanja marketinških strokovnjakov, ter znajo svoje slabosti, kot sta majhnost in omejenost, obrniti v svojo korist. Na takšen način jim uspe preživeti in obstati na trgu. Small companies play a large role in the global and Slovenian economy. They provide jobs, generate revenue and create innovations. The performance of small companies is an important indicator of a successful marketing result which is measured by various analytics of marketing activities that are a part of the complete marketing strategy. The companies need a marketing strategy if they want to operate successfully on the market and earn revenue. The comparison of a small and a large company shows, that a small company is not a reduced version of a larger one. It has its own characteristics of a specific economic entity that needs to be managed in a different way. From an economic and management point of view, it is typical for such companies that they cannot specialize in individual business functions as is the case of a large company. In my thesis, I was researching the marketing situation of a small company and encountered a problem with the fact, they do not have specifically developed marketing strategy. When comparing them with larger companies I found out that these companies also operate successfully without the hired expertise or marketing professionals. They are aware of their weaknesses and limitations, for that reason they learned how to turn them to their own advantage. That way they survive and succeed being on the market.

Mala podjetja v Sloveniji predstavljajo pomembno vlogo, saj večinski delež vseh podjetij v državi pripada njim. Postajajo močna in uspešna tudi na nacionalnih ravneh gospodarstva. V zadnjih letih se njihovo število povečuje, kar predstavlja odlične priložnosti za nova delovna mesta in posledično manj brezposlenih in boljše socialno stanje v državi. V podravski regiji je v ospredju občina Maribor, ki ima dobre napovedi za krožno gospodarstvo in veliko podpore za uspeh. V Podravju je še veliko neizkoriščenih naravnih virov, ki znajo v prihodnosti veliko doprinesti gospodarstvu. Kljub še zmeraj precej veliki brezposlenosti v podravski regiji se rezultati izboljšujejo. S pomočjo stremenja k pospešenemu dvigu gospodarstva je prihodnost obetavna. Velik pomen k uspešnim podjetjem pripomorejo človeški viri. Zadovoljni zaposleni predstavljajo pomembno funkcijo, s katero ima podjetje najboljše pogoje za uspešno poslovanje. Zadovoljni zaposleni v podjetje prinesejo številne koristi, ki so pogoj tako za osebni kot tudi poslovni uspeh. Magistrsko delo z naslovom Zadovoljstvo zaposlenih z njihovim ekonomskim položajem v malih podjetjih v podravski regiji je sestavljeno iz dveh delov. V teoretičnem delu smo raziskovali položaj malih podjetij v podravski regiji. Pojem zadovoljstva zaposlenih smo opredelili po različnih avtorjih ter podrobneje raziskali dejavnike zadovoljstva zaposlenih, povezanih z njihovim ekonomskim položajem. V empiričnem delu smo predstavili raziskavo, s pomočjo katere smo ugotavljali zadovoljstvo zaposlenih z njihovim ekonomskim položajem v malih podjetjih v podravski regiji in te podatke interpretirali. Small enterprises play an important role in Slovenia since they represent the majority of all enterprises in the country. They are becoming stronger and successful also at national level of the economy. The number of such enterprises has been constantly increasing in the recent years. This increase represents an excellent opportunity for new jobs and consequently lower unemployment rate and better social situation in the country. Maribor is at the forefront in the Podravje region due to the strong circular economy forecast and great support for success. In the Podravje region there is still an abundant supply of unused natural resources that might contribute a lot to the economy in the future. In the Podravje region the results are certainly improving despite the still relatively high unemployment rate. The future looks promising due to the efforts to achieve accelerated economic growth. Human resources are extremely important for successful companies. Satisfied employees have an important function which gives the company the best conditions for successful operation. Satisfied employees bring numerous benefits to the company. These benefits are the prerequisite for personal as well as commercial success. The master's thesis entitled Employee satisfaction with their economic situation in small enterprises in the Podravje region consists of two parts. The theoretical part investigates the position of small enterprises in the Podravje region. We defined the concept of employee satisfaction by various authors and performed a detailed research of employee satisfaction factors related to their economic position. The empirical part of the thesis presents the research which helped us determine the level of employee satisfaction with their economic position in small enterprises in the Podravje region and the interpretation of such data.

Podjetja, ki želijo obstati v današnjem konkurenčnem boju na trgu, se morajo zavedati, da je okolje nepredvidljivo in se hitro spreminja, kar pomeni, da se morajo podjetja z njim. Še posebej prilagodljiva morajo biti mala podjetja, če želijo preživeti v tem morju možnosti. Mala podjetja morajo pravočasno spoznati poslovno priložnost in se hitro odzvati na spremembe v okolju. Da pa bo uspeh zagotovljen, mora podjetje oziroma manager izbirati ljudi, ki so se pripravljeni spreminjati in prilagajati z njim. Razumljivo je, da si mala podjetja ne morejo privoščiti kadrovskega strokovnjaka, zato v večji meri to odgovornost prevzema kar vodja oziroma direktor sam. Mora pa biti sposoben se prilagoditi hitrim spremembam in prav tako biti pripravljen prisluhniti in uslišati želje njegovih zaposlenih. Magistrsko delo zajema v teoretičnem delu osnovne opredelitve oziroma definicije kadrovskega managementa za lažje razumevanje kadrovskih procesov. V nadaljevanju sledi opredelitev strateškega kadrovskega managementa, kadrovskih procesov, ki smo jih uporabili v anketni raziskavi ter opredelitev malih podjetij, saj smo se v raziskavi omejili le na mala podjetja Gorenjske regije. Cilj raziskave je bil ugotoviti, kdo se ukvarja s kadrovskimi procesi v malih podjetjih, kateri kadrovski procesi se izvajajo ter kako se izvajajo. Zanimalo nas je, ali se planiranje kadrov, uvajanje kadrov, izobraževanje kadrov, usmerjanje kadrov, koordiniranje kadrov, razvoj kadrov ter mnenje o odgovornosti kadrovske službe razlikujejo med malimi podjetji na Gorenjskem, ki delujejo v proizvodnji in storitveni dejavnosti. Skladno s tem smo si nato zastavili sedem raziskovalnih vprašanj. Rezultati raziskave so pokazali, da so prevladovala anketirana podjetja, ki se ukvarjajo s storitveno dejavnostjo. V slabi polovici anketiranih podjetij je anketo izpolnjeval direktor oziroma lastnik, v ostalih podjetjih pa nekdo drug. Podjetja imajo v povprečju 25 zaposlenih. Najbolj so se strinjali s trditvami, da se potreba po novem delavcu načrtuje vnaprej, da se z novo zaposlenim najprej opravi razgovor, za zaposlene imajo v večini podjetij organizirana izobraževanja, zaposleni pogosto uporabljajo navodila za opravljanje svojih nalog, fluktuacija je nizka, zaradi nezadovoljstva zaposlenih na delovnem mestu, direktor oziroma lastnik obvešča svoje zaposlene o ciljih podjetja in pri zadnjem anketnem vprašanju, so se anketirana podjetja najbolj strinjala s trditvijo, da se s kadrovsko dejavnostjo ukvarja lastnik oziroma direktor podjetja. Companies that want to be in today's competitive market battle should be aware that the environment is unpredictable and is changing rapidly, which means companies must be with him. Small businesses need to be particularly adaptable if they want to survive in this sea of opportunities. Small businesses need to get to know the business opportunity in a timely manner and quickly respond to changes in the environment. To ensure success, the company or manager must choose people who are ready to change and adapt to it. It is understandable that small businesses can not afford an expert in human resources, and that is why this responsibility is assumed to a greater extent by the head or the director himself. But it must be able to adapt to rapid changes and also be willing to listen and listen to the wishes of its employees. The master's thesis covers in the theoretical part of the basic definition or definition of personnel management for easier understanding of personnel processes. Below is the definition of strategic human resources management, personnel processes that were used in the survey survey and the definition of small enterprises, since we limited ourselves to small companies in the Gorenjska region. The aim of the research was to determine who is involved in human resources processes in small enterprises, which personnel processes are being implemented and how they are implemented. We were interested in whether personnel planning, staffing, staff training, staffing, staff coordination, staff development and opinion on the responsibility of the HR department are different among small companies in Gorenjska, which are involved in production and service activities. Accordingly, we then asked seven research questions. The results of the survey showed that the surveyed companies that are engaged in the service activity prevailed. In the poor half of the surveyed companies, the survey was completed by the director or the owner, while in other companies, someone else. On average, companies have 25 employees. They most strongly agreed with the claims that the need for a new worker is planned in advance to start interviewing new employees employees in most companies have organized trainings, employees often use instructions to carry out their tasks, fluctuation is low due to employees' dissatisfaction In the workplace, the director or the owner informs his employees about the company's goals and the last survey question, the surveyed companies most strongly agreed with the claim that the owner of the company is the owner of the company.

Za uvedbo nove ERP-rešitve so danes na voljo številni ponudniki, ki malim podjetjem ponujajo mnogo različnih rešitev, kar je edina možna rešitev za uvedbo novega informacijskega sistema s strani zunanjih izvajalcev. Pozorni morajo biti pri izbiri, da izberejo najprimernejšo in za njih najpravilnejšo možno rešitev, ki bo odpravila težave poslovanja. Glede na čas, v katerem smo, je v malih podjetjih še toliko bolj pomembno, da na odločitve o spremembah poslovanja gledajo predvsem z vidika stroškov, saj je poleg uspešne spremembe pomembno tudi, da je le-ta finančno ugodna za podjetje. Implementacija nove rešitve predstavlja za podjetje nedvomno velik izziv, na katerega mora biti dobro pripravljeno. Da se pri upravljanju z novo rešitvijo izognejo nepotrebnim nevšečnostim, kot npr. počasnost in nepripravljenost zaposlenih, mora vodstvo z uvedbo seznaniti zaposlene že pred začetkom projekta. Uspešnost projekta uvedbe pa še ne pomeni, da je delo opravljeno in da so pozitivni rezultati zagotovljeni, ampak je potrebno znati z novo programsko opremo tudi pravilno upravljati in izkoristiti vse tiste atribute, ki jih s prejšnjo sploh ni bilo mogoče ali pa njeno delovanje ni bilo pravilno. Tako sta za uspešnost poslovanja potrebni dve stvari, in sicer, sistem je potrebno dobro integrirati in izrabiti je potrebno vse možne kapacitete vpeljane ERP-rešitve. There are numerous providers available for introduction of the new ERP solution. They provide several solutions for small companies and are practically the only solution for introduction of the new informational system regarding external collaborator. It is important to be careful at choosing the most suitable and for them the most right solution, which is going to abolish the current business problems. Regarding the current time it is so much more important for small businesses to assess their decisions about the business changes according to their costs. Besides successful changes it is very important also, that this decision is financially favorable for the company. Implementation of a new solution can undoubtedly present a huge challenge for the company, which demands a very good readiness. To avoid the unnecessary inconvenience as slowness and unpreparedness of employees at managing the new solution the management of the company has to introduce the employees with their plans before the beginning of the project. Success of project’s introduction surely doesn’t mean that the work is done and the positive results are assured. The new software should be used correctly and should make possible to exploit all the attributes, what was with the old software not possible. There are two things needed for the business success, namely the system has to be very good integrated and then all the possible and presented capacities of ERP solution should be used.

Observatory provides an overview and analysis of the current situation in small and medium-sized enterprises in 2001. The situation in Slovenia was compared to that of SMEs in the European Union. In doing this, data gathered in the Observatory of European SMEs has been used, together with its basic methodology, which consists of three areas: standard topics included in the report every year, special in-depth studies chosen each year, and various other topics that may vary through time or represent a supplement to the existing relevant topics. The publication provides a standard review of Slovenian entrepreneurship in 2001 and a detailed description of tax incentives, administrative burdens for small and medium-sized enterprises in the area of recruitment and social responsibility of SMEs. The survey that was carried out was based on 1,153 analyzed responses, which were acquired by sending out 8,176 questionnaires. Study show that Slovenian small and medium-sized enterprises are more often involved in responsible social activities than European one, but also that almost half of small enterprises do not invest in research and development. Our research has also shown high administrative burdens faced by SMEs. Ta observatorij podaja pregled in analizo trenutnega stanja v slovenskih malih in srednje velikih podjetij v letu 2001 v primerjavi s položajem MSP v Evropski uniji. Pri tem so bili uporabljeni podatki zbrani v Observatoriju evropskih MSP, skupaj z njeno osnovno metodologijo, ki je sestavljena iz treh področij: standardne teme vključene v poročilo vsako leto, posebne poglobljene študije izbranih področij posameznega leta, in razne druge teme, ki se občasno spreminjajo, ali pomenijo dopolnitev obstoječih pomembnejših tem. Predstavljeni observatorij podaja standardni pregled slovenskega podjetništva v letu 2001 in podroben opis dogajanja na treh področjih: davčne spodbude, administrativna bremena za mala in srednje velika podjetja na področju zaposlovanja ter družbena odgovornost. Izvedena raziskava je temeljila na 1.153 analiziranih odgovorih, ki so bili pridobljeni s pošiljanjem 8.176 vprašalnikov. Študija je med drugim pokazala, da so slovenska mala in srednje velika podjetja pogosteje vključena v družbeno odgovorno dejavnost kot so evropska, kakor tudi, da skoraj polovica malih podjetij ne vlaga v raziskave in razvoj. Pokazala pa je tudi zelo visoka administrativna bremena, s katerimi se soočajo mala in srednje velika podjetja.

Monografija Slovenski podjetniški observatorij 2003 je sestavljena iz več raziskovalnih področij. V prvem delu je podan pregled trenutne stopnje podjetništva, ki je pripravljen na osnovi ekonomskih in statističnih podatkov. Razumevanje o tem, kaj se dogaja s slovenskimi podjetji, je pomembno ne samo zaradi izvajanja ustrezne nacionalne ekonomske politike, ampak tudi, da bi ugotovili prednosti in slabosti slovenskih podjetij in v primerjavi s podjetjih iz drugih evropskih držav. Če se želi Slovenija pridružiti najbolj razvitim evropskim državam, bo namreč morala pospešiti svojo gospodarsko rast. Drugi del monografije sestavlja več tem, ki temeljijo na primarni raziskavi vzorca 672 podjetij. Tako so vanj vključene naslednje teme: proučevanje odnosa med bankami in malimi in srednje velikimi podjetji (MSP) z vidika financiranja, proučevanje ženskega podjetništva, možnosti grozdenja ter značilnosti okoljske odgovornosti podjetij in razvoja kompetenc. The monograph Slovenian Entrepreneurship Observatory 2003 consists of several research issues. In the first part, a short review of the current level of entrepreneurship is given, outlined on the basis of economic and statistical data. Understanding what is happening in Slovenian enterprises is important not only in order to pursue an appropriate economic policy but also in order to find the advantages and disadvantages of Slovenian companies in comparison with enterprises in other European countries. If Slovenia wishes to join the most developed European countries, it will have to speed up its economic growth. In the second part of a monograph, a number of topics, based on a survey of a sample of 672 enterprises are dealt with. We studied the relationship between banks and small and medium-sized enterprises (SMEs), female entrepreneurship, clustering, social responsibility of companies and the development of competences.

Za slovensko gospodarstvo so pomembna tako mikro, mala in srednje velika kot velika podjetja. Vsako podjetje, ne glede na svojo velikost, ima svoje prednosti. Mikro podjetja so najmanjša podjetja, njihova prednost pa je, da npr. pri pravni obliki samostojni podjetnik (s. p.) ustanovitelj ne potrebuje začetnega kapitala, tudi ustanovitev je preprosta. Mala podjetja se zaradi majhnosti lahko veliko hitreje prilagodijo spremembam kot velika podjetja. Srednje velika podjetja lahko izkoriščajo prednosti tako majhnosti kot velikosti. V vseh treh predstavljenih velikostnih razredih je lastnik izredno pomembna oseba pri razvoju in poslovanju podjetja. Zaposleni pri delu upoštevajo lastnika, njegove želje in vrednote. Srednje velika podjetja ponekod že predajo poslovodenje managerjem. Tudi po številu zaposlenih se že lahko bližajo velikim podjetjem. Vsa ta so zelo pomembna, saj zagotavljajo nova delovna mesta. Velika podjetja dajejo velik pomen družbeni odgovornosti in programu promocije zdravja na delovnem mestu. Vključujejo se tudi v razna združenja in sodelujejo s skupnostjo, v kateri poslujejo. Velika podjetja imajo večji tržni položaj kot mikro, mala in srednje velika podjetja. Prav tako imajo boljši finančni položaj, večjo možnost rasti in boljše konkurenčne prednosti. V diplomskem projektu podrobneje predstavimo mikro, malo, srednje veliko in veliko podjetje. V vsakem poglavju prikažemo značilnosti, po katerih se ta podjetja razlikujejo oz. ujemajo. V praktičnem delu diplomskega projekta predstavimo analizo anketnega vprašalnika podjetij iz regije Zasavje. Strnemo tudi ugotovitve in priporočila za prakso. Micro, small, medium–sized and large companies are important for the Slovenian economy. Each company, regardless of its size, has its advantages. Micro companies are the smallest companies, their advantage is that the founder needs no start-up capital. Furthermore, establishing this kind of company is simple. Small companies can adapt to changes much more quickly than large companies. Medium-sized companies belong to the group of micro and small companies. In all three presented company sizes, the owner is a very important person in business. Employees consider the owner, their wishes and values during their work. In some cases, medium-sized companies hand over management to managers. The number of employees also approaches large companies. They are very important because they create new jobs. Large companies give great importance to social responsibility and the programme which promotes health at work. They participate in various associations and communities. Large companies have a larger market position than macro, small and medium-sized companies. They also have a better financial position, a larger growth potential and better competitive advantages. The graduation thesis project presents the micro, macro, medium-sized and large company in detail. Each chapter presents the characteristics which distinguish the companies or which they have in common. The practical part of the graduation thesis presents the analysis of the survey performed on companies in the Zasavje region. It also features a summary of findings and practical recommendations.

Mlada podjetja, ki začenjajo svojo zgodbo, se srečujejo z mnogo preprekami na svoji poti do uspeha. Ta pot velikokrat ni lahka in zahteva veliko predanosti, truda in volje. Celo za tiste, ki jim na današnjem konkurenčnem trgu uspe, ni nujno, da se na njem tudi obdržijo. Pomembno je, da podjetje uspeh podpre s primerno tehnologijo, ki omogoča lažje in učinkovitejše poslovanje v 21. stoletju. Eno izmed teh orodji je programska oprema CRM podjetja Salesforce, ki omogoča celovito poslovanje s strankami in 360-stopinjski pogled nanje. To je program številka ena za upravljanje odnosov s strankami za mala in srednje velika podjetja, ki ponuja storitve v oblaku. V diplomski nalogi si bomo na primeru referenčnega podjetja podrobneje ogledali zahteve mladega podjetja po novih CRM-rešitvah ter spremljali njegovo poslovanje pred implementacijo programske opreme CRM, vmes in po njej. Predstavljeni bodo postopni koraki implementacije CRM-rešitve in modifikacije, ki smo jih uvedli v program za potrebe podjetja. Ob koncu implementacije pa bomo z analizo poslovanja še ovrednotili učinke nakupa licence programske opreme CRM v podjetju LINA Design d.o.o. Young companies that are starting their story are faced with many obstacles in their path to success. This way is not often easy and requires a lot of dedication, effort and will. Even for those who succeed in today's competitive market is not necessary that they will remain. It is important to support the success of a company with appropriate technology, which offers easier and more efficient operation in the 21st century. One of these tools is a CRM software company "Salesforce", which provides a comprehensive customer relationship management and a 360 degree view of the customer. This program is number one customer relationship management program for small and medium-sized companies, offering services in the cloud. In this thesis we will take a closer look at company requirements for new CRM solution and monitor its operations before, between and after the implementation of CRM software in a given company. It features the progressive steps of the implementation of CRM solutions and modifications in the program that we introduced to meet the needs of the company. At the very end of the implementation, we will run a business analysis and evaluate the effects of the purchased CRM software license on the company LINA Design d.o.o.

Obravnavamo faze življenjskega cikla iz vzorca malih in srednje velikih slovenskih podjetij iz predelovalne dejavnosti. Uporabljen je model Puempina in Prangeja (1995), ki je štirifazni (pionirsko podjetje, rastoče podjetje, zrelo podjetje in podjetje v preobratu) in vsaki stopnji so pripisane idealnotipske krize (in kazalci za njihovo ugotavljanje). Raziskali smo različne tipologije inovacij s poudarkom na netehnoloških inovacijah. Za implemetnacijo inovacij v posamezni fazi življenjskega cikla in ob kazalcih kriz smo oblikovali in uporabili model, ki je kombinacija modela Muleja in Hrastove (2012), dopolnjen s socialnimi inovacijami Štukljeve (2015), podprt z 12 dimenzijami Sawhneya in sodelavcev (2006). Analizirali smo podjetja iz vzorca in jih umestili glede na fazo življenjskega cikla. Prav tako smo preverili, ali so podjetja identificirala kazalce krize. Podatke smo obdelali posebej za mala podjetja in posebej za srednje velika podjetja. Kjer je bilo smiselno smo podatke tudi primerjali in komentirali. Rezultate smo prikazali v tabelah in grafično. We adresses the life cycle stages in a sample of small and medium-sized Slovenian companies in the manufacturing sector. We use the model of Puempina and Prangeja (1995), which is a four-phase (pioneering company, growing business, a mature company and a company in turnaround) and the ideal type of crisis (and indicators for their determination) is attributed to each stage. We explore the different typologies of innovation with a focus on non-technological innovation. For innovation implementation at each stage of the life cycle and the indicators of crisis, we designed and used a model which is a combination of design From Mulej and Hrast(2012), supplemented by social innovation Štukelj (2015), supported by 12 dimensions Sawhney et al (2006). We have analyzed the companies in the sample and placed them in relation to the stage of the life cycle. We've also checked whether the companies have identified the indicators of crisis. Data was analyzed specifically for small businesses and particularly for medium-sized companies. Where it made sense data were also compared and commented. The results are shown in tables and graphics.

Prevara je v Slovarju slovenskega knjižnega jezika opredeljena kot dejanje, s katerim kdo z določe¬nim namenom zavede koga v zmoto (2014, str. 268). Najbolj znano razvrščanje prevar je »drevo prevar«, ki ga je opredelilo Združenje preiskovalcev prevar (ACFE). Na takšno delitev prevar se sklicuje tudi večina slovenskih in tujih avtorjev. Prevare (drevo prevar) lahko razvrstimo v tri glavne skupine, in sicer korupcijo, poneverbo sredstev in prikrojevanje računovodskih izkazov. Cilj magistrske naloge je bil preučevanje podjetniškega okolja mikro in malih podjetij oziroma stanje prevar in korupcije pri mikro in malih podjetnikih v Sloveniji, v letu 2014, ter dejavnikov, ki vplivajo na njihov nastanek. Za preučevanje dejavnikov prevar in korupcije smo izvedli raziskavo. V raziskavi je sodelovalo 467 podjetij, ki so samostojno izpolnjevala vprašalnik v pisni obliki ali preko spleta. Podatke smo nato obdelali s programom SPSS. Mikro in mala podjetja so zaznala prikrojevanje računovodskih izkazov pri konkurentih ali poslovnih partnerjih v 31 odstotkih, od tega so mikro podjetja statistično pomembno pogosteje kakor mala podjetja zasledila prikrojevanje računovodskih izkazov pri poslovnih partnerjih ali konkurentih. Deset odstotkov anketiranih je priznalo prikrojevanje računovodskih izkazov ter izkazovanje manjšega dobička, prav tako je deset odstotkov anketiranih priznalo prikrojevanje računovodskih izkazov zaradi posojil, razpisov ali konkuriranja. Podjetniške prevare je zasledilo 16 odstotkov vprašanih, sum prevare pa 7 odstotkov. Podjetja so v največjem odstotku odkrila krajo materiala, blaga, izdelkov in inventarja. Ob sklenitvi posla je pri poslovnem partnerju skoraj polovica vprašanih zaznala pričakovanja koristi. Največ vprašanih je zaznalo pričakovanja provizije, sledi pričakovanje daril in podkupnine. Med tistimi, ki so zase pričakovali ugodnost pred sklenitvijo posla ali po njej prevladujejo poslovni partnerji, sledijo državni uslužbenci, člani političnih strank in bančni uslužbenci. Fraud in the Dictionary of Slovenian Literary Language is defined as the act whereby anyone with particular view to mislead someone into error (2014, p. 268). The most famous sort of fraud is the "tree of fraud", defined by the Association of Fraud Examiners (ACFE). Such a division of fraud refers to the majority of Slovenian and foreign authors. Fraud (tree of fraud) can be classified into three main groups, namely corruption, misappropriation of resources and manipulation of financial statements. The objective of the master's thesis was to study the business environment for micro and small enterprises and state fraud and corruption in the micro and small entrepreneurs in Slovenia in 2014, and the factors that affect their formation. To study the factors of fraud and corruption, we conducted a survey. The study involved 467 companies that are independent meet the questionnaire in writing or online. The data were then analyzed with SPSS. Micro and small enterprises are perceived manipulation of financial statements from competitors or business partners in 31 per cent of which are micro-enterprises significantly more likely than small firms registered any manipulation of financial statements from business partners or competitors. Ten percent of respondents acknowledged manipulation of financial statements and disclosure of profits, as well as ten per cent of respondents recognized the manipulation of financial statements due to loans, public procurement or to compete. Corporate fraud is seen by 16 percent of respondents, suspected fraud followed 7 percent. Companies have the greatest percentage of detected theft of materials, goods, products and inventory. At the conclusion of a transaction with a business partner, almost half of respondents perceived expectations of benefits. Most respondents perceived expectations of the commission, followed by the expectation of gifts and bribes. Among those who are expecting a benefit for himself prior to closing or after prevailing business partners, followed by civil servants, members of political parties and bank officials.

Marketinško komuniciranje je po klasični menedžerski šoli marketinga ena od štirih temeljnih sestavin marketinškega spleta podjetja. Podjetje mora poleg tega, da ima dober in dostopen izdelek ter privlačne cene, znati dobro komunicirati s potencialnimi in že obstoječimi kupci. Sodobno podjetje, ki želi učinkovito komunicirati z okoljem, pripravi natančen načrt marketinškega komuniciranja, ki je sestavni del marketinškega in strateškega načrta podjetja. Pa vendar tako načrtujejo marketinško komuniciranje le velika podjetja, ki delujejo na večjih trgih, ki imajo določena marketinška znanja in sredstva, ki so jih pripravljena v to tudi investirati. Medtem pa so za marketing in marketinško komuniciranje v malih podjetjih značilne posebne karakteristike. Raziskave so pokazale, da mala podjetja enačijo marketing s prodajo, promocijo in oglaševanjem. V večini so zelo kratkoročno usmerjena in tudi njihovo zavedanje o pomenu komuniciranja je nizko. Številni avtorji so v svojih raziskavah ugotovili, da v večini preučevanih malih podjetij marketinške aktivnosti načrtujejo neformalno, podjetniki so orientirani k inovacijam, vodijo jih nove ideje in intuicija. Prav tako raziskave kažejo na razlike med malimi in velikimi podjetji pri oblikovanju spleta orodij marketinškega komuniciranja. Preučevanje delovanja malih podjetij pa je zelo pomembno, saj so le-ta eden pomembnejših vzvodov gospodarske rasti in nosilec razvoja. Zagotavljajo številna delovna mesta, s tem pa vplivajo na dvig splošne blaginje in kakovosti življenja. Mala podjetja niso enostavna pomanjšava velikih, temveč imajo svoje značilnosti. Namen naloge je bil spoznati specifične značilnosti marketinškega komuniciranja v malih podjetjih. Raziskava je pokazala, da je razumevanje marketinga in marketinškega komuniciranja v malih podjetjih pomanjkljivo ter preozko. Mala podjetja v največji meri marketing razumejo v smislu komuniciranja (oz. promocije in oglaševanja) ali v smislu prodaje, marketinško komuniciranje pa malim podjetjem v največji meri predstavlja nagovor k prodaji ter vzpostavljanje stikov z okoljem. V dobrih dveh tretjinah malih podjetij se z marketinškim komuniciranjem ukvarja direktor oz. lastnik podjetja, torej je izvajanje le-tega v malih podjetjih v največji meri odvisno od njegovih znanj in sposobnosti. Rezultati so pokazali, da mala podjetja v povprečju izvajajo načrtovanje marketinškega komuniciranja po fazah, kot jih predlaga teorija, niso pa prepričana, da komunikacijska orodja integrirajo ter da merijo učinke akcije na prodajo, zavedanje in zadovoljstvo porabnikov. Strinjajo se s trditvijo, da se pri izbiri komunikacijskih orodij opirajo na svoje izkušnje in intuicijo. Analiza rezultatov ni pokazala pomembnega razlikovanja med formalnim in neformalnim načinom načrtovanja aktivnosti marketinškega komuniciranja v malih podjetjih. Raziskava je pokazala, da mala podjetja najpogosteje uporabljajo osebno prodajo, sledi neposredno marketinško komuniciranje, najmanj pa uporabljajo odnose z javnostmi. Pri uporabi orodij spleta marketinškega komuniciranja obstajajo razlike med malimi podjetji na medorganizacijskem in porabniškem trgu, in sicer pri uporabi oglaševanja, pospeševanja prodaje in odnosov z javnostmi, v smislu pogostejše uporabe le-teh na porabniškem trgu. Marketinško komuniciranje naj bo tudi v malih podjetjih dobro načrtovano, pri čemer naj mala podjetja skrbno določijo prave cilje komuniciranja in izberejo prave ciljne javnosti. Tradicionalna orodja komuniciranja naj bodo uporabljena premišljeno, naj bodo integrirana, posredovana prek sodobnih komunikacijskih (digitalnih) kanalov ter usmerjena na ozke segmente porabnikov. Izbirajo naj stroškovno učinkovite, inovativne ter osebne načine komuniciranja, ki omogočajo interakcijo porabnikov ter gradnjo dolgoročnega odnosa z njimi. According to classic marketing school, marketing communication is one out of four basic elements of a marketing mix of an enterprise. In addition to having a good and accessible product as well as attractive prices, an enterprise must be able to communicate well with its existing and potential clients. A modern enterprise that wants to communicate efficiently with its environment prepares a detailed plan of marketing communication which is part of the marketing and strategic plan of the enterprise. However, only big enterprises with good knowledge on marketing and adequate funding to invest in marketing plan this way. Meanwhile, marketing in small and middle-sized enterprises has special characteristics. Research has shown that small enterprises equate marketing with sales, promotion and advertising. Most of them have short-term plans and their awareness about the importance of communication is low. Numerous authors have found in their researches that in most small enterprises where research has been undertaken the marketing activities are planned informally, entrepreneurs are oriented towards innovation, and they are being led by new ideas and intuition. Research also shows differences between small and big companies in forming the tools of marketing communication mix. Studying the operation of small enterprises is very important since they are a significant driving force of economic growth and the promoter of development. They provide employment to a number of people and thus influence the increase of welfare and quality of life. Small enterprises are not simply small versions of big enterprises. They have their own qualities and characteristics. The aim of this paper is to learn about specific characteristics of marketing communication in small enterprises. Research has shown that the understanding of marketing and marketing communication in small enterprises is insufficient. Small enterprises usually understand marketing as communication (e. i. promotion and advertising) or as sales. Marketing communication is understood as persuasion to sell as well as establish connections with its environment. In more than two thirds of small enterprises the manager or the owner of the enterprise deals with marketing communication and consequently the execution of it mostly depends on his/her skills. Results have shown that small enterprises on average carry out the planning of marketing communication in phases the way theory suggests. However, they are not sure that communication tools integrate and measure the effects of the action on sales, awareness and satisfaction of customers. They agree with the fact that with choosing communication tools they mostly rely on experience and intuition. The analysis of results has not shown any important difference between a formal and an informal way of planning marketing communication in small enterprises. The research has shown that small enterprises most often use personal sales, the second most common is direct marketing communication and the least common way is public relations. In using marketing communication tools there are differences between small enterprises in business to business and consumer market considering advertising, sales promotion and public relations. These are more commonly used in consumer market. Marketing communication should be well planned also in small enterprises. It is important that the right goals of communication are set as well as the right target audiences chosen. The traditional communication tools should be used deliberately they should be integrated, transmitted through digital communication channels and targeted on the narrow segments of users. Small enterprises should choose cost efficient, innovative and personal ways of communication that enable the interaction of users and building a long term relationship with them.

Today's market conditions are forcing companies to adapt to changes in order to survive, grow and be competitive. Such changes include inter-company cooperation and networks, which allow for competition and innovation in a dynamic environment. Today, almost all industries are affected by the evolution of networking relationships within and between firms however, previous studies have revealed that companies differ in their competitive strategies, strategic and technological orientation, and methods of networking. Most of these studies have linked networking with performance, with less empirical evidence on linking networking in SMEs with company growth. Previous research has also shown that entrepreneurial potential in Slovenia is not fully utilized. For this reason, the presented paper investigates a networking in SMEs and its contribution to the companies' growth. Današnje tržne razmere silijo podjetja, da se zapreživetje prilagajajo spremembam, rastejo in izboljšujejo svojo konkurenčnost. V dinamičnem okolju je dvig konkurenčnosti in inovativnosti mogoč le ob kontiuiranem med podjetniškem sodelovanju in mreženju. Danes se vpliv razvoja mrežnih odnosov znotraj in med podjetji kaže tako rekoč v vseh gospodarskih panogah. Predhodne raziskave so pokazale, da se podjetja razlikujejo glede njihovih konkurennih strategij, strateške in tehnološke usmerjenosti, ter metod povezovanja- mreženja. Večina od teh študij proučuje mreženje v povezavi z uspešnostjo podjetij, manj empiričnih dokazov pa je moč najti na področju proučevanja učinkov mreženje na rast MSP. Predhodne raziskave so tudi pokazale, da podjetniški potencial v Slovenijini v celoti izkoriščena. Vse to so razlogi za predstavitev prispevka, ki proučuje mreženja v malih in srednje velikih podjetij in njihov vpliv na podjetniško rast.

Področje raziskovanja tega magistrskega dela so trenutni trendi oglaševanja mikro in malih podjetij. Na podlagi modela AIDA sem ugotovila, kako so različne metode oglaševanja učinkovite oziroma uspešne. Internet je spremenil svet, a hkrati postal medij za oglaševanje preko družbene mreže, spletne strani, elektronske pošte itn. Skratka, postal je glavni trend in vir iskanja informacij. Podjetja vse bolj oglašujejo na spletu, zato je postal, za mikro in mala podjetja, eden od glavnih načinov komunikacije s kupci. Za raziskavo sem izbrala mikro in mala podjetja, ker so ključna za evropsko gospodarstvo. Hrvaška je to poletje vstopila v EU in ima podobno strukturo podjetij v gospodarstvu in je zato tudi primerna za raziskavo. Mikro, male in srednje trgovske družbe sestavljajo 99,6 % skupnega števila registriranih trgovskih družb in zaposlujejo 66 % delavcev v hrvaških podjetjih (leta 2011), kar prav tako govori o pomembnosti mikro, malih in srednjih podjetij na Hrvaškem. Podjetje, na katerem sem opravila raziskavo, se imenuje Code2Future in je iz Zagreba. Primerjala sem uspešnost različnih načinov oglaševanja, ki jih je podjetje izvajalo. S svojo deskriptivno raziskavo in sekundarnimi podatki o trendih v oglaševanju na evropskem in hrvaškem območju sem ugotovila, da mikro in mala podjetja danes pogosteje uporabljajo spletne oblike oglaševanja kot tradicionalne. Z analizo povprečja in analizo ANOVA sem preverjala uspešnost različnih načinov spletnega oglaševanja in ugotovila, da so določeni načini spletnega oglaševanja veliko uspešnejši od ostalih. V svoji raziskavi sem se omejila na spletno oglaševanje, ker sem pred tem ugotovila, da mikro in mala podjetja pogosteje uporabljajo spletne oblike od tradicionalnih. Le-te uporablja tudi Code2Future, mikro podjetje, ki sem ga izbrala za raziskavo. Spletno oglaševanje je nova oblika oglaševanja, ki se močno razvija in je danes zelo popularna, ker ima veliko možnosti, velik doseg in je poceni. Field of research are the current trends in advertising in micro and small companies. Based on the AIDA model I found how different methods of advertising are effective and successful. The Internet has changed the world, but also became a medium for advertising through social networks, websites, emails etc. In short, it has become the main trend and source of information. Companies are increasingly advertised online, so the Internet became, for micro and small companies, one of the main methods of communication with customers. I chose to study micro and small companies, because they are crucial for the European economy. Croatia joined the EU this summer and has a similar structure of enterprises in the economy and is therefore also suitable for the study. Micro, small and medium companies compose 99.6% of the total number of registered companies and employ 66 % of workers in Croatian enterprises ( in the year 2011), which also says about the importance of micro, small and medium-sized enterprises in Croatia . The company, on which I conducted the research, is called Code2Future and is from Zagreb. I compared the effectiveness of different advertising methods that the company has implemented. With the descriptive research and secondary data on trends in advertising in Croatia and in the EU, I found out that micro and small companies are now increasingly using the web instead of traditional forms of advertising. With the average analysis and ANOVA analysis, I checked the effectiveness of different methods of online advertising and found that certain ways of online advertising are much more successful than others. In the study, I was concentrated on online advertising, because I previously found that micro and small enterprises are increasingly using online advertising instead of traditional forms of advertising. Code2Future, the micro company, which I have chosen for the research, is not an exception in this. Online advertising is a new form of advertising that is highly developing and is now very popular because it cheap and it has a high reach.

Velik strokovnjak za področje konkurenčnosti Michael Porter je zapisal, da so inovacije ključ do konkurenčnosti. Konkurenčnost je zelo pomembna iz sledečega razloga: ob pogledu na različne ugledne lestvice konkurenčnosti (lestvica WEF, IMD iz Lozane) ugotovimo, da so najbolj konkurenčne države na svetu tudi države, ki zagotavljajo na svetu najvišji življenjski standard svojim prebivalcem. Tako je jasno, da imajo v današnjem času inovacije ogromen vpliv na kvaliteto življenja ljudi. Inoviranje je v sodobnem gospodarstvu ključno za poslovni uspeh podjetij. Brez inoviranja so današnja podjetja obsojena na slabše poslovne uspehe, ki odločilno vplivajo na višino plač zaposlenih. Višina plač pomembno vpliva na kvaliteto življenja ljudi. Podjetja v Podravju in celotni Sloveniji so premalo inovativna, zato je potrebno okrepiti inoviranje znotraj podjetij. Prvi pogoj, da Podravje postane inovativna regija je, da kulturne in družbene vrednote ljudi podpirajo in spodbujajo inovativnost, inovacije, oziroma ljudi, ki premorejo te lastnosti. Država, s svojimi človeškimi in finančnimi viri, ima veliko vlogo pri spodbujanju inovativnosti ljudi in podjetij. Znotraj podjetij pa ima management ključno vlogo pri izboljšanju inovativnosti zaposlenih in podjetij. Eno izmed temeljnih načel managementa je, da zaposlene vodi z lastnim zgledom. V primeru, da managerji, ne cenijo, se ne trudijo za dvig inovativnosti podjetij, bodo zaposleni ravnali podobno. S tem ne bo prišlo do izboljšanja inovativnosti podjetij, kar lahko ogrozi njihovo prihodnost v sodobnem gospodarstvu. Glavna pozornost v nalogi je namenjena majhnim podjetjem, ki imajo nekaj deset zaposlenih. Tem podjetjem je, za razliko od mikro podjetij, uspelo razviti večji obseg poslovanja. S tem so lahko zaposlili večje število ljudi. Gospodarstvo in družba, še posebej v sedanji gospodarski krizi, nujno potrebuje podjetja, ki ustvarijo večje število delovnih mest. Ljudem zaposlitev omogoča boljše življenje. Toda le redki ljudje, ki jih običajno imenujemo podjetniki, zmorejo in uspejo praktično iz nič ustvariti podjetje z nekaj deset zaposlenimi. Večino novih delovnih mest ustvarijo prav podjetniki oziroma mala in srednja podjetja. Zato družba mora ceniti in podpirati podjetnike, saj imajo ti zelo pomembno vlogo v gospodarskem razvoju. Podravska regija po vseh vodilnih kazalcih razvitosti (plače, zaposlenost, BDP na prebivalca, dodana vrednost na zaposlenega) zaostaja za osrednjeslovensko regijo, ki je najbolj razvita regija v Sloveniji. Da podravska regija nadoknadi razvojni zaostanek za osrednjeslovensko regijo bodo morali centri odločanja v regiji nameniti večjo pozornost dvigu inovativnosti podjetij, razvoju podjetništva, povečati vlaganja v raziskave in razvoj, povečati število raziskovalcev v regiji. V 400 podjetij iz podravske regije, ki so imela po podatkih poslovne baze GVIN.com v letu 2011 povprečno število med 10 in 49 zaposlenih, je bila poslana anketa, preko katere smo raziskovali probleme in ovire za inoviranje v malih podjetjih v podravski regiji. Odgovori podjetij so potrdili veliko večino zastavljenih hipotez te magistrske naloge. The great expert in the field of the competitive position Michael Porter wrote, that innovations are the key to the competitive position. The competitive position is very important because of the following reason: when we look at the different respectful scales of the competitive position (the WEF scale, the Lozano's IMD) it is found out, that the most competitive countries in the world are also the countries which provide their inhabitants an assurance of the highest living standard in the world. Thus it is obvious that nowadays innovations have an enormous influence on people's living quality. In the contemporary economy innovating is the key for the enterprises' successful business. Without innovating the present-day enterprises are condemned to worse business success, which crucially influences an amount of employees' salaries. The amount of the salary has an important influence on people's living quality. The enterprises in ''Podravje'' (the area of river Drava) and the enterprises in whole Slovenia as well are not innovative enough, therefore the innovating invigoration within and inside the enterprises is needed. The first condition for the area of river Drava to become an innovative region is that people's cultural and social values are supported and that the innovation, the innovating and the people with innovative abilities are stimulated. The country with its human and financial sources plays a large role in stimulating the enterprises' and people's innovations. However, within and inside enterprises the key role in improving the employees' and enterprises' innovations is played by the enterprises' management. One of the basic management principles is to lead the employees with its own example. In a situation when managers do not appreciate, when they do not strive for raising the level of enterprises' innovation, the employees will follow them and act in the similar way. In the case like this there will not be possible to improve the enterprises' innovation, which may jeopardize their future in the contemporary economy. In this research project I pay the main attention to small enterprises, which have several ten employees. This kind of enterprises has succeeded, as distinguished from micro enterprises, to develop a larger extent of business operations. Consequently they have been able to employ a higher number of people. The economy and the society, especially in the present economic crisis, urgently need enterprises which create a higher number of working places. The employment, being employed, enables people a better life. Nevertheless, there are not many people, who are called entrepreneurs that are able to create and are successful in establishing the enterprise with several ten employees practically out of nothing. Namely, the most of the new working places are created by the entrepreneurs or by the small and the medium size enterprises. That is why the society must appreciate and support the entrepreneurs as they play the significant role in the economic development. Regarding all leading indicators of development (salaries, an employment, gross income per inhabitant, an added value per employee) the region of ''Podravje'' (the area of river Drava) does not keep up with a region of central Slovenia, which is the most developed region in Slovenia. Provided that the region of ''Podravje'' makes up for developmental arrears concerning the region of central Slovenia, the decision-making centres in the region will have to be much more interested in rising the innovations in the enterprises and in the development of the enterprise, they will have to enlarge investments in researches and the development, they will have to raise the number of researchers in the region. There was a questionnaire sent to 400 enterprises in the region of ''Podravje'', which had in the year 2011, regarding the data of business base GWIN.com, the average number of employees between 10 and 49. With a help of that questionnaire we were investigating problems and obstacles of innovating in the small enterprises in the regio

Besedna zveza zunanje izvajanje izhaja iz besede “outsourcing” in je izpeljanka iz besedne zveze “outside resource using”. Zunanje izvajanje podjetja največkrat uporabljajo takrat, kadar želijo nedonosne sektorje v podjetju izločiti, da se lahko posvetijo svoji poglavitni dejavnosti, za katero so specializirani in s katero si pridobivajo konkurenčne prednosti na ciljnem trgu. To storijo tako, da te sektorje prenesejo na tretjo osebo. Tako lahko podjetje povečuje svoj tržni delež in postane vodilno na svojem področju. Slovenija sledi svetovnim trendom in tako veliko podjetij prepušča postranske sektorje malim specializiranim podjetjem, zato da bi omogočili svoj notranji in zunanji razvoj. Zunanji izvajalci so fleksibilni, specializirani in prilagodljivi, zato lahko storitev opravijo veliko boljše in ceneje. Ena od postranskih storitev je tudi delo v pralnici, ki pa je pri nas trenutno dokaj nerazvito, vendar zelo obetavno za prihodnost, ker lahko mnogim podjetjem ponudi odlične poslovne priložnosti. Ker so pogoji za hitri razvoj novega specializiranega podjetja idealni, se lahko na tržišču kaj hitro pojavi nov, inovativen poslovnež, ki bo storitve pranja ponudil po zelo ugodni ceni in prevzel vodilni položaj na trgu. Outsourcing is a derivative from the word phrase outside resource using. Most commonly it is used when a company wishes to eliminate its non-profitable department, so they can concentrate on its basic activity, for which they are specialized and by which they gain competitive advantages on target markets. This can be done by transferring those parts of company to a new subject. By doing this a company can grow its market share and become a leader in their field. Slovenia follows international trends. A lot of companies leave secondary departments to smaller, specialized companies to enable its internal and external development. External contractors are flexible, specialized and adaptable, that is why the service is done better and cheaper. One of the secondary services is laundry service, which is quite uncommon at this moment in our country, but it is very promising for the future, because it can offer many great business opportunities to companies. The conditions for the fast growth of a new specialized company are ideal, that is why a new, innovative entrepreneur can appear on the market and offer the laundry services on low prices and take the leading share of the market.