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Poslovni model podjetju omogoča strateški vpogled v poslovanje in iskanje novih poslovnih priložnosti ter usmeritev. Spletna trgovina z leseno športno opremo je v zadnjem času pokazala velik potencial, za širitev in boljše medsebojno delovanje z obstoječim mizarskim podjetjem pa je bil potreben razvoj novega poslovnega modela. Za primerjavo smo analizirali podobna podjetja in preučili najpomembnejše lastnosti stranke spletne trgovine z leseno športno opremo. Pri razvoju poslovnega modela smo ugotovili, da je največja vrednost za kupca v funkcionalnosti, kakovosti in trajnosti izdelkov, veliko pa pripomore tudi slovensko poreklo. Ključni vir spletne trgovine bi v prihodnosti morala postati blagovna znamka, kar bi dosegli z gradnjo transparentnega odnosa s stranko. Pri raziskovanju povezanosti spletne trgovine z leseno športno opremo in obstoječega mizarskega podjetja smo ugotovili, da skupen poslovni model sicer ni mogoč, se pa dejavnosti odlično kombinirata v določenih segmentih poslovnega modela, kjer je moč poiskati tudi ključne sinergijske učinke. A business model enables companies to have a strategic insight into their business, and points to new opportunities and directions. An online store offering wooden sports equipment has recently shown great potential. For further expansion and better interaction with an existing furniture manufacturing company, the development of a new business model was necessary. As an example, we analysed similar companies and examined the most important characteristics of an online store customer. When developing the business model, we focused on the building blocks of values and customers. We found that the greatest value of the online store besides the Slovenian origin is in the functionality, quality and sustainability of the products. In the future, the key resource of an online store should become the brand, which would be achieved by building a transparent relationship with the customers. When researching the connection between an online store and an existing company, we found that a common business model is not possible, but the two ventures are perfectly combined in terms of the utilization of the production facility and mutual advertising.

V diplomskem delu smo razvili prototip uporabniškega vmesnika mobilne aplikacije, ki želi spodbuditi in olajšati koordinacijo skupin. Pred samim razvojem smo opravili analizo trga mobilnih aplikacij na tem področju in raziskali poslovni model, ki sta ga oblikovala Osterwalder in Pigneur. Sestavljen je iz devetih ključnih gradnikov, ki smo jih definirali tudi za naš izdelani prototip. Tako smo pripravili celovit poslovni načrt, ki obravnava vse ključne izzive nastopa na trgu, kot so: črpanje sredstev, vzpostavitev stika z uporabniki, mesta za oglaševanje in viri prihodkov. Nato smo proučili orodje Adobe XD, s pomočjo katerega smo oblikovali prototip uporabniškega vmesnika aplikacije. Pri tem smo upoštevali napotke in smernice tako operacijskega sistema Android kot operacijskega sistema iOS, ki sta danes med operacijskimi sistemi mobilnih telefonov daleč najbolj uporabljana. Nadalje smo izdelan prototip testirali na skupini uporabnikov z željo po pridobitvi povratnih informacij, ki odločilno pomagajo pri izboljšanju uporabniške izkušnje in nadaljnjih nadgradnjah aplikacije. Tako smo oblikovali izdelek, ki bo uporabniku pomagal pri organizaciji dela in svojega prostega časa ter bo v pomoč tudi pri boljšem delovanju v skupini ljudi. The scope of the diploma thesis is the development of a user interface prototype for a mobile app aimed at advancing and facilitating the coordination of groups. Before embarking on the development process, we conducted a market analysis of mobile apps in this domain and researched the business model developed by Osterwalder and Pigneur. The model consists of nine key building blocks, which were defined also for our prototype. We therefore developed a comprehensive business plan that addresses all key challenges regarding the entry into the market, such as the drawing of funds, the acquisition of users, advertising channels and sources of revenue. Subsequently we analysed the tool Adobe XD, which was used for the development of the prototype. We took into account the instructions and guidelines of both the Android and the iOS operating system, which are nowadays by far the most common mobile operating systems. After that we tested the prototype on a group of users, with the aim to obtain feedback, which is crucial for the improvement of user experience and for future app upgrades. We thus developed a product that will help users organize their work and free time, as well as improve group organisation and activities.

This study explores the success relevance of business model components of digital start-ups from the perspective of German venture capital (VC) investors. In doing so, the study explains the importance of the business model in general and the importance of a convincing value proposition and a plausible revenue model in particular for the investment decision process of VC investors. The study takes an exploratory three-dimensional research approach that integrates the meso-perspective on the business model, the micro-perspective on the entrepreneurial personality, and the macro-perspective on the entrepreneurial context, thus operating in a very young research field. In contrast to most studies on this topic, this paper shows that the business model is not the key resource for the success of a start-up, while an early concept of a business idea might be. Communication and interaction with VC investors at this early stage can be valuable tools for the continuous development of the initial business idea., Ovim istraživanjem ispituje se važnost uspješnosti komponenti poslovnog modela digitalnih startupova iz perspektive njemačkih ulagača u rizični kapital (VC). Objašnjava se važnost poslovnog modela općenito te važnost uvjerljive ponude vrijednosti i modela prihvatljivog prihoda, posebno za proces donošenja odluka o ulaganju u rizični kapital. Primjenjuje se istraživački trodimenzionalni pristup koji objedinjuje mezo perspektivu u poslovnom modelu, mikro perspektivu u poduzetničkoj osobnosti, te makro perspektivu u kontekstu poduzetništva, djelujući u vrlo mladom polju istraživanja. Za razliku od većine istraživanja na ovu temu, ovaj rad pokazuje da poslovni model nije ključan resurs za uspjeh startupa, dok bi rani koncept poslovne ideje to mogao biti. Komunikacija i interakcija s ulagačima u rizični kapital u ovoj ranoj fazi mogu biti vrijedni alati za kontinuirani razvoj početne poslovne ideje.

Vsako podjetje za poslovanje potrebuje svoj poslovni model. Z njim načrtujejo svoje delovanje, ki skupaj z izvedbo predstavljata vrednost podjetja. Ohranjanje vrednosti pa predstavlja uspešnost podjetja. Z rastjo podjetij nastajajo tudi novi poslovni modeli, zato morajo podjetja, da bi ostala konkurenčna na trgu, svoje poslovne modele spreminjati v skladu z novimi trendi in se prilagajati trgu. Obstoječi poslovni modeli so postali ogroženi, saj se na trgu pojavljajo nova podjetja s prenovljenimi inovativnimi poslovnimi modeli. Namen diplomskega dela je pokazati, kako podjetja ohranjajo svojo konkurenčno prednost na trgu in s kakšnimi izzivi se soočajo. Na podlagi literature sem proučila vrste poslovnih modelov in njihove gradnike, pomen trajnosti za podjetja in kako se podjetja prilagajajo oz. spreminjajo z namenom doseganja trajnosti v konkurenčnem okolju. V empiričnem delu sem zato med seboj primerjala pet podjetij in na podlagi njihovih poslovnih modelov in trajnostnega delovanja prišla do sklepnih ugotovitev. Every business company needs its own business model. With the business model, companies plan their operations, which together with the implementation represent the value of the company. Maintaining value, however, represents the company's success. With the growth of companies, new business models are emerging. Therefore, in order to remain competitive in the market, companies must adapt their business models in line with new trends and adapt to the market. Existing business models have become jeopardized as new businesses emerge with innovative business models redeveloped. The purpose of this diploma is to show how companies maintain their competitive advantage in the market and what challenges they face. Based on the literature, I will examine the types of business models and its building blocks, the importance of sustainability for companies and how companies adapt of change in order to achieve sustainability in a competitive environment. In the empirical part, I will therefore compare five companies and come to conclusions based on their business models and sustainable operation.

Programska oprema se vse pogosteje ponuja kot spletna storitev – programje kot storitev (angl. Sofware as a Service). Pri tem uporabnik programske opreme ne namesti pri sebi, ampak jo uporabi na strani ponudnika. Sem sodijo tudi storitve orodij za spletno anketiranje. Z večanjem stroškov in naraščajočo kompleksnostjo funkcionalnosti so se pri teh orodjih pojavile cenovne kategorije, ki se oblikujejo na podlagi odgovarjajočega poslovnega modela. Ker je teh orodij več sto, vsako pa ima različne pakete, se uporabnik srečuje s težavo izbire, podobno kot uporabniki katere koli druge storitve na trgu. V diplomskem delu naprej obravnavamo poslovne modele in spremembe, ki jih je prinesla digitalizacija. Predstavimo tudi razvoj orodij za spletno anketiranje. V empiričnem delu smo analizirali cene in funkcionalnosti 49-ih orodij za spletno anketiranje. Pogoj je bil, da ima orodje brezplačni paket oziroma brezplačni preizkus paketov. Izkaže se, da nobeno orodje ne nudi vseh funkcionalnosti brezplačno. Prevladujejo modeli, ki ponujajo funkcionalnosti v treh do štirih cenovnih paketih. Pri tem obstajajo med orodji velike razlike in nekonsistentnosti pri zaračunavanju funkcionalnosti. Identificirali smo tudi nekaj orodij, ki uporabljajo model plačevanja po respondentu. Vse več orodij poleg storitve spletnega anketiranja ponuja tudi respondente iz lastnega panela. In recent years, software has been increasingly offered in a form of Software as a Service (SaaS), where the user needs no installation, but consumes the service on the provider side. This also includes services related to web surveys. As the cost and complexity of these services increased, the price categories for related functionalities emerged as packages, based on a corresponding business model. There are hundreds of web survey tools, each with many packages, so users face a selection problem similar to any other service on the market. In diploma thesis we first give an overview of business models and their relation to digitalisation. We also present the development of web survey tools. In the empirical part we analysed 49 selected tools, which also offer a free package or a free trial version for their packages. No tool offers all functionalities for free. It turns out that three to four packages dominate, but there are considerable differences and inconsistencies between the tools with respect to pricing of certain functionalities. We also encounter few tools with a payment per respondent model. In addition to providing the web survey service, more and more tools are setting their own online panel so that they can also offer the samples of respondents.

Poslovni subjekti ne mogu ostvariti konkurentnost i uspješnost na tržištu bez dobro osmišljenog i uspješno izvedivog poslovnog modela. Trenutačno, JTI zauzima poziciju kao četvrta najuspješnija duhanska kompanija u svijetu zahvaljujući svom uspješnom poslovnom modelu. Duhanske kompanije su jedne od najprofitabilnijih industrija u svijetu s velikom godišnjom zaradom. No, dolazi do velike promjene u duhanskom svijetu te poskupljenje cijena duhanskih proizvoda, jače regulatorne mjere vrše pritisak na duhansku industriju te duhanski divovi traže nove pravce kako bi zadovoljili potrebe svojih korisnika. Duhanski proizvodi sa smanjenim rizikom štetnosti postaju sve traženiji, svijetom je zavladao novi trend tzv. vaping-a. U ovom radu prikazani su mogući poslovni modeli kao i model poslovanja Japan Tobacco International-a. Cilj rada je prikazati na koji način JTI odgovara na nove potrebe korisnika i kako uz pomoć inovativnog poslovnog modela JTI odražava konkurentsku prednost. Business subjects cannotachivecompetitionandperformance on themarketwithout a goodand a doablebusiness model. Currently, JTI holds the position as the fourth leading tobacco company in the world thanks to their successfulbusiness model. Tobacco Companies are one ofthe most profitableindustriesintheworldwithbigyearlyrevenues. But, there are bigchangescominginthe Tobacco worldandprices for tobaccoproducts are goingup, stronger regulator measures are instore for Tobacco industriesso, Tobacco ginats are looking for newways to satisfytheirconsumersneeds. Tobacco products with reduced risk are more and more demanded on the market, the world is taken by the new trend, so called vaping. In thispaper are shownpossibllebusinessmodelsas well as Japan Tobacco Business model. Main focus of this paperis to showhow JTI answers to the new costumers demandes and how with the help of inovative business model JTI holds competence in front of his rivals.

Eksternalizacija predstavlja aktivnost u kojoj poduzeća određenu poslovnu aktivnost prepuštaju na provedbu drugim poslovnim organizacijama. Ovakva praksa nije novost, no svoje nagli rast primjene duguje razvoju suvremene informacijsko komunikacijske tehnologije. Gotovo svaka vodeća kompanija u svijetu danas primjenjuje ovaj poslovni model. Neke su čak prilagodile čitavu organizacijsku strukturu na način da se unutar matične organizacije provodi tek temeljna poslovna aktivnosti. Empirijsko istraživanje provedeno među hrvatskim poduzećima pokazalo je kako je ovaj poslovni model prisutan i na hrvatskom tržištu poslovnih usluga. Gotovo 80% ispitanih primjenjuje ovaj poslovni model u poslovanju svojeg poduzeća. Poduzetnici i menadžeri izjasnili su se kako vide više prednosti u primjeni ovog modela od nedostataka. Outsourcing represents an activity in which enterprises outsource certain business activity to other business organizations. This practice is not new, but its rapic growth in application is due to the development of modern information and communication technology. Almost every leading company in the world today applies this business model. Some have even adapted the entire organizational structure in such a way that only bacis business activities are carried out within the parent organization. Empirical research conducted among Croatian companies has shown that this business model is also present int he Croatian Business services market. Almost 80% of respondents apply this business model in the business of their ompany. Enterprenaurs and managers said they saw more advantages in applying this model than disadvantages.

Tema ovoga rada odnosi se na analizu poslovnih modela integriranih Smart City rješenja. Poslovni modeli su obrađeni kroz teorijski pristup, dok se naglasak stavlja na Poslovni model Canvas. Obrađena su integrirana Smart City rješenja na primjeru Amsterdam Smart Cityja, jednih od najboljih svjetskih primjera uspješnog modela. Primjena Poslovnog modela Canvas provedena je na Amsterdam Smart City platformi, ali i kroz moguća rješenja na kulturološki i tehnički drugačijem projektu ˗ Šibenik Smart Cityju. Amsterdam Smart City platforma razrađena je kroz teoretski i praktični dio ukazujući na praktičnost koju definira Poslovni model Canvas pri razvoju Smart Cityja. Detaljnom analizom podataka i deskripcijom podataka, po uzoru na Dubrovnik i Nicu Cote d'Azur, razvijena je struktura Smart Cityja po poslovnom modelu Canvas, a koja bi grad Šibenik usmjerila prema pametnim rješenjima i daljnjem razvoju i napretku. The topic of this paper is the analysis of business models of integrated Smart City solutions. Business models are processed through a theoretical approach, with an emphasis on the Canvas Business Model. Integrated Smart City solutions are processed on the example of Amsterdam Smart City, one of the world's best examples of a successful model. The application of the Canvas Business Model was carried out on the Amsterdam Smart City platform, but also through possible solutions on a culturally and technically different project ˗ Šibenik Smart City. The Amsterdam Smart City platform has been developed through a theoretical and practical part indicating the practicality defined by the Canvas Business Model in the development of Smart City. Detailed data analysis and data description, modeled on Dubrovnik and Nica Cote d'Azur, developed the structure of Smart City according to the Canvas business model, which would direct the city of Šibenik towards smart solutions and further development and progress.

Pravilno oblikovan poslovni model, ki predstavlja delovanje podjetja v okolju, je pomembno strateško orodje podjetja, saj opisuje načine pridobivanja prihodka in vloge ključnih udeležencev v poslovanju. Podjetja pogosto svojega poslovnega modela ne poznajo natančno, kar vodi do neoptimalnih poslovnih odločitev in posledično do slabše poslovne uspešnosti. Z analizo poslovnega modela proučevanega podjetja za opremljanje interjerjev so bile ugotovljene številne pomanjkljivosti oz. neusklajenost s strateškimi usmeritvami podjetja, pa tudi neizkoriščene priložnosti. Podrobnejša analiza tipičnih primerov iz poslovanja podjetja je pokazala nekatera dejstva, na podlagi katerih je bil izdelan prenovljen poslovni model za to podjetje. Spremembe poslovnega modela so vidne predvsem v segmentu ključnih kupcev, razširjanju ključnih poslovnih aktivnosti ter povečanju prihodkov na račun razširitve poslovnih virov prihodkov brez povečanja stroškov poslovanja. A properly structured business model representing the company%s functioning in its environment is an important strategic tool as it implies various possibilities of generating revenue and illustrates the roles of the key resources. Very often companies are not sufficiently acquainted with their business model, which results in making business decisions based on insufficient information and analysis and consequently in companie's low success rate. The analysis of the business model of the selected company showed numerous deficiencies and lack of coordination with strategic guidelines of the company, as well as several missed business opportunities. A more thorough analysis of the company's typical business operations revealed several facts which served as the basis for the business remodelling. The key changes can be observed in the potential customers, expanding the basic business activities and revenue increase, as a result of expanding revenue resources without increasing the costs of business.

V zadnjih desetletjih smo priča hitrim in intenzivnim spremembam v načinu poslovanja, oglaševanja in pristopanja do kupcev. Vsako podjetje se mora znati spremembam na trgu hitro prilagoditi, sicer ga lahko ostala konkurenčna podjetja izpodrinejo in prevzamejo njegovo mesto na trgu. V magistrskem delu smo se osredotočili na poslovanje podjetja Agrotehnika, d. o. o., in na njihov pristop do kupcev. Ugotovili smo, da je njihova spletna stran zastarela in ne izpolnjuje današnjih zahtev na trgu. Prav tako ima podjetje nepopolno izdelan poslovni načrt, katerega je potrebno prenoviti za zagotovitev boljše konkurenčnosti na trgu in izpolnitev zahtev strank. V teoretičnem delu magistrskega dela smo opisali ključne elemente sodobnega elektronskega poslovnega sistema, kot so informacijsko-komunikacijske tehnologije, informacijski sistem, tehnologije komuniciranja, elektronsko poslovanje, svetovni splet, spletna trgovina itd. Prav tako smo se osredotočili na raziskovalne strategije in obstoječe poslovne modele. Za potrebe izgradnje novega poslovnega modela podjetja smo se odločili za uporabo poslovnega modela Canvas. V praktičnem delu magistrskega dela smo opisali potek prenove spletne strani za podjetje Agrotehnika, d. o. o., ter izgradnjo in vpeljavo spletne trgovine in spletne prodaje. S tem smo podjetju zagotovili boljšo konkurenčnost v poslovnem svetu ter jim omogočili lažji dostop do širšega kroga potencialnih kupcev. Spletno trgovino smo postavili na OpenCart platformi ter jo nadgradili z vmesnim vtičnikom, ki omogoča hkratni uvoz podatkov iz VASCO ERP sistema v spletno trgovino OpenCart. V drugem delu magistrskega dela smo opisali obstoječi poslovni model podjetja, ga analizirali in ga prenovili glede na nov način poslovanja podjetja, torej glede na spletno prodajo. Za oblikovanje novega poslovnega modela smo se poslužili uporabe poslovnega modela Canvas. Ugotovili smo, da je bila spletna trgovina že takoj v samem začetku dobro sprejeta s strani kupcev, saj se je izdatno povečalo tako povpraševanje po izdelkih podjetja Agrotehnika, d. o. o., kot njihov nakup. Spletna stran je namenjena tako poslovnim uporabnikom kot končnim kupcem in s tem smo zajeli celotno populacijo potencialnih kupcev. Določene potrebe po izboljšavi delovanja spletne strani in njene zmogljivosti se bodo pokazale z daljšo uporabo, zato vemo, da projekt nikoli ne bo v celoti zaključen. Vendar trenutno lahko z gotovostjo trdimo, da je bila vpeljava spletne trgovine v podjetju uspešna. In the last decades we are facing intensive changes in the business and how companies are doing their business, business marketing and the ways how to reach out the customers. Each company needs to accommodate to the changes and adopt them quickly, otherwise competitors will slowly take their place in the market. Master thesis is focused on the company Agrotehnika d.o.o. and how they are doing their own business. We found out, that their biggest problem is outdated web site, which is not meeting market requirements and requests of modern customers. Second issue is incomplete business plan, which needs to be revised and rebilled to ensure better competitiveness in the market and to meet customer requirements. Theoretical part of master thesis describes the key elements of modern e-business system, including information and communication technologies, information system, communication technologies, electronic commerce, the World Wide Web, e-commerce, etc. We focus also on research strategies and existing business models in the word. After revision of all, for the needs of company Agrotehnika d.o.o. best solution offers Canvas business model. Practical part of master thesis includes the description and steps of new website creation, which offers to the customer also online shopping. This is the biggest benefit to the company, because it has enabled the company to be more competitive in the business word and provide them wider range of potential customers not only in their store, but also online. Online store is build up on the OpenCart platform and upgraded with an intermediate plugin which allows simultaneous import of data from the VASCO ERP system into the OpenCart online store. In the second part of thesis we described existing business model of the company Agrotehnika d.o.o, analysed it and rebuild it according to the improved way, how they are doing their business in regard to online store and online sales. We used Canvas business model to describe existing and to create new business model. The outcome of all the improvements is visible right from the start when online store was presented to the customers. Company’s purchase has greatly increased. Our target was to present and create user friendly web store for all potential customers B2B and B2C. With implementation we already discovered and improved operation possibilities of online store. But some issues will appear only after longer usage of new tool, and this will have to be solved at that time. This project will never be fully completed, since it is live tool and also because customer’s and company’s needs are changing daily. But at this point we can say with certainty that the implantation of the online store and instruction of it to the customer was done successfully.

U odgovoru na korona virus, vlade zemalja poduzimaju značajne intervencije u stabiliziranju gospodarstva, a poduzeća se pokušavaju prilagoditi promjenjivim potrebama svojih zaposlenika, kupaca i dobavljača. Poslovne aktivnosti se usporavaju i ne mogu se predvidjeti posljedice korona virusa. Međutim, jedna pozitivna stvar uzrokovana COVID-19 krizom je da su poslovni subjekti prisiljeni inovirati i analizirati načine poslovanja. Stoga je glavni cilj istraživanja bio utvrditi kako transformirati poslovne modele koji će omogućiti kreiranje novih vrijednosti za poslovne subjekte, kupce i društvo u cjelini nakon globalne pandemije uzrokovane virusom COVID-19. Istraživanje se temeljilo na kvalitativnim podacima prikupljenim analizom relevantnih sadržaja. Rezultati istraživanja pokazuju da će karakteristike poslovnih modela biti više fleksibilne (planiranje radne snage za rad na daljinu, fleksibilni ugovori s kupcima i dobavljačima, nova politika zapošljavanja), usmjerene na planiranje postupaka za ograničenje rizika i reakcija na krizne situacije, te će IT infrastruktura biti sigurnija, kao i zaštita i sigurnost ljudi. Nakon COVID-19 krize poslovni svijet će izgledati drugačije. U početku kaotično, no povijest pokazuje da tržišta i društvo postaju bolja i jača nakon globalnih kriza., In response to the corona virus, governments are making significant interventions to stabilize the economy, and companies are adapting rapidly to the changing needs of their employees, customers, and suppliers. Business activities are slowing down and the consequences of coronavirus cannot be predicted. However, one positive thing caused by the COVID-19 crisis is that businesses are forced to innovate and analyze ways of doing business. Therefore, the main goal of this paper was to determine how to transform new business models that will enable the creation of new values for businesses, customers and society as a whole after the global pandemic caused by the COVID-19 virus. The research was based on qualitative data collected by analysis of relevant content. The results of the research show that the characteristics of business models will be more flexible (remote workforce planning, flexible contracts with customers and suppliers, new employment policy), focused on planning procedures for risk mitigation and crisis response, and IT infrastructure will be safer, as well as the protection and safety of people. After the COVID-19 crisis, the business world will look different. Initially, it will appear chaotic, but the history shows that markets and society are getting better and stronger after the global crises.

The research aims to determine the conditions in the beekeeping sector of Mediterranean area at the case study of Dubrovnik-Neretva County, to identify areas with special environmental profile, to evaluate the honey produced in these areas and to analyze the possibility of linking beekeeping with tourism and related industries and services. According to a set of targets, several activities were conducted: analysis of the types of honey, technological processes and deviations from good beekeeping practices, determining the amount of investment, yields and income in honey production, analysis of the sales price, grade of marketability and sales channels of honey. The results show opportunities in production improvements by certain types of beekeepers, ways of beekeepers organizations and business associations and all that towards greater utilization of beekeeping capacity, as well as the increase of the commercial value of bee products and its integration with other economic activities., Istraživanjem se željelo utvrditi stanje u sektoru pčelarstva mediteranskog područja, na slučaju Dubrovačko-neretvanske županije, identificirati područja s posebnim okolišnim profilom, valorizirati med proizveden na tim područjima te analizirati mogućnost povezivanja pčelarstva s turizmom i sličnim djelatnostima i uslugama. U skladu s postavljenim ciljevima provedeno je više aktivnosti: analiza vrsta meda, tehnološki postupci i odstupanja od dobre pčelarske prakse, utvrđivanje visine ulaganja, prinosa i dohotka u proizvodnji meda, analiza prodajne cijene, stupnja tržnosti i kanala prodaje meda. Rezultati istraživanja dali su kvalitetnu podlogu za preporuku unaprjeđenja proizvodnje po pojedinim tipovima pčelara, načinima organizacije pčelarstva i poslovnog udruživanja proizvođača u pravcu većeg iskorištenja pčelarskih kapaciteta ovog područja, kao i veće komercijalne vrijednosti pčelinjih proizvoda, kako u okviru samog pčelarenja, tako i u njegovom povezivanju s drugim gospodarskim djelatnostima.