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IntroductionCurrent management strategies in nursing homes (NH) aim to ensure effective knowledge management (KM) in order to provide both best possible services to residents, and care for staff in NH. Teamwork in NH is essential for effective delivery of the highest quality of services. As a result, NH are increasingly adopting KM activities to enable knowledge creation, storage, transfer, and implementation in an environment facing many challenges such as lack of staff, increasing demands, and expectations of residents.MethodsIn our quantitative study, we examined how two Slovenian state NH that adopted the E-Qalin quality management model (European quality-improving learning model) adapted their KM, and what impact their quality management system and KM activities actually have on the quality of services. Furthermore, we examined how two Slovenian private NH that have not adopted a certified quality management program (like ISO or E-Qalin) tackle the issue of quality of services from the KM perspective. The sample consisted of 80 nursing professionals. In every NH that is part of this study, teamwork is essential and every individual that was involved in our survey is part of a team. In our study, we analyzed relationships between individual variables using linear regression.ResultsWe found a significant and positive relationship between knowledge creation, transfer, and implementation in NH with and without the E-Qalin certificate. We found a significant and positive relationship between knowledge storage and the quality of services only in NH without a E-Qualin certificate. It seems that when connecting multidisciplinary fields such as NH and KM, there is still a lack of awareness and knowledge on the topic of KM, which might be one of the reasons for some bias in the answers provided by respondents. We also found different teamwork approaches in NH with and without a E-Qalin certificate. Our research results therefore emphasize the need to gain additional insight into quality management and KM in the environment of NH.ConclusionTeamwork based on knowledge storage, transfer, the implementation of existing knowledge, and creation of new knowledge are essential for well-trained professionals and, as a result, contribute to continuous improvement in service quality. Implementation of KM is well received by NH, and enables them to better meet the needs and expectations of residents. More importantly, nursing staff also share and pass on tacit knowledge through teamwork. Finally, all of the NH in our study that implemented quality and KM activities noted an improvement in the quality of services that are offered to residents in practice. Our results indicate that the topic of KM in NH is interesting, and it has a positive impact on the quality of services in practice. However, the problem of awareness and knowledge on the topic of KM in the environment of NH still exists, highlighting the need for further research, additional insight, and dissemination of knowledge to every interested stakeholder functioning in the field of NH. The results of the study make an important contribution to the research of KM in NH, focusing on the transfer of tacit knowledge.

The new world of work has seen many employees adapting to the dynamics of working from home. With the change in location, the factors that promote employee thriving while working have altered as well. Drawing on the literature on thriving and broaden-and-build theory, this research examines how family-work affect helps employee thriving through increased exploration, with conditional effect of ambidextrous leader. Based on two studies (n = 483), results confirm the proposed model. In Study 1, the mediating effect of exploration in the relationship between family-work affect and thriving is supported on a sample of university students. Study 2 corroborates the mediating effect and supports the moderating role of ambidextrous leadership among employees. Specifically, the positive effects of family affective experiences on an individual’s exploration were greater under high levels of ambidextrous leadership behaviors. The practical recommendations offered are intended to increase thriving while working from home.

This paper provides an overview of the mindfulness literature up until the end of 2020 by (a) uncovering its underlying intellectual structure, (b) identifying the most influential and popular themes, and (c) presenting new directions for future research on mindfulness. To this end, a systematic quantitative review based on bibliometric methods was conducted, which is perhaps less prone to researcher bias and can complement existing meta-analyses and qualitative (narrative) structured reviews as an objective approach. Three bibliometric techniques ocument co-citation analysis, co-word (co-occurrence and content) analysis, and bibliographic coupling were applied to explore the past, present, and future of mindfulness research. The co-citation analysis showed that measurement, mechanisms, mindfulness-based interventions, and examinations of the efficacy of mindfulness interventions are among the key theoretical knowledge bases from which the field of mindfulness is derived. The content analysis demonstrated the beneficial effects of mindfulness meditation for physical and mental health conditions. The bibliographic coupling revealed novel directions in cognitive behavioral therapy, emotion regulation, the application of mindfulness practice to children and adolescents, mindfulness at work, and the role of mindfulness in positive psychology. The large sample of articles that was analyzed allowed us to provide a broader and more objective overview than possible with other forms of literature reviews. The combination of the three bibliometric techniques granted deeper insights into the complex multidisciplinary field of mindfulness, along with specific suggestions for future research

This study examines the evolution of leader–member exchange (LMX) research. We apply bibliometrics to analyze the extant literature published from the beginning of the construct development, complementing existing qualitative and meta-analytic reviews of the LMX field. We use a combination of three bibliometric techniques—document co-citation analysis, co-word analysis, and bibliographic coupling. Our approach enables us to identify the most influential topics, determine the underlying structure and development of the field by interpreting bibliometric results against the backdrop of the invisible colleges framework, as well as detect emerging topics. We conclude by providing important theoretical and methodological implications, suggesting the emergence of new sub-fields and future opportunities for new connections among specific existing sub-streams of LMX, leadership, and management research.

Business process management (BPM) drives corporate success through effective and efficient processes. In recent decades, knowledge has been accumulated regarding the identification, discovery, analysis, design, implementation, and monitoring of business processes. This includes methods and tools for tackling various kinds of process change such as continuous process improvement, process reengineering, process innovation, and process drift. However, exogenous shocks, which lead to unintentional and radical process change, have been neglected in BPM research although they severely affect an organization’s context, strategy, and business processes. This research note conceptualizes the interplay of exogenous shocks and BPM in terms of the effects that such shocks can have on organizations’ overall process performance over time. On this foundation, related challenges and opportunities for BPM via several rounds of idea generation and consolidation within a diverse team of BPM scholars are identified. The paper discusses findings in light of extant literature from BPM and related disciplines, as well as present avenues for future (BPM) research to invigorate the academic discourse on the topic.

Various management approaches have been proposed to maintain good organizational performance on a continuous basis, with corporate performance management (CPM) and business process management (BPM) being two major groups. While the conceptual connection between CPM and BPM might see obvious, their actual empirical connection with performance remains poorly understood. In this article, we address this gap and develop a theoretical model that explicates the causal paths from CPM via BPM toward organizational performance in terms of a set of hypotheses. Based on a survey, we find that the effect of CPM on organizational performance is largely mediated by CPM-BPM orchestration and process performance. With this study, we respond to recent calls for novel studies in this area and highlight the impact of well-orchestrated CPM and BPM initiatives on organizational performance.

Za uspešnost podjetja je pomembno, da poznamo ustanovitvene korake, se pravilno odločimo o pravnoorganizacijski obliki, pravilno oblikujemo politiko podjetja in zapišemo strategije za razvoj. Diplomski projekt smo začeli z ustanovitvijo podjetja, kjer smo predstavili pomembne korake in se osredotočili na pravnoorganizacijsko obliko − družbo z omejeno odgovornostjo ter predstavili pogoje za opravljanje izbrane dejavnosti. Potem smo zapisali ustanovitveno in razvojno vizijo na podlagi lastne ideje o podjetju. Teoretično smo opredelili politiko podjetja, metode oblikovanja politike podjetja in strategije. Na podlagi lastne ideje smo s pomočjo raziskovalno-prognostičnih procesov zapisali politiko podjetja. Opisali smo idejo o podjetju Jelše, d. o. o. in na podlagi strateškega planiranja opredelili strateške možnosti in potenciale ter zapisali strategije podjetja Jelše, d. o. o. Na koncu smo z analizo SWOT proučili priložnosti, nevarnosti ter prednosti in slabosti celotnega podjetja. For the success of a company, it is important to know the founding steps, make the right decision on the legal organizational form, properly formulate the company policy, and write down strategies for further development. We started our bachelor’s project with the establishment of a company, where we outlined the important steps, focused on the legal organizational form of a limited liability company, and outlined the conditions for performing the chosen activity. Then we wrote down the founding and development vision based on our own idea of the company. We theoretically defined the company policy, methods of business policy making, and strategies. Based on our own idea, we wrote down the company policy with the help of research and prognostic processes. We described the idea about the company Jelše d.o.o. and based on strategic planning, identified strategic options and potentials, and wrote down strategies of Jelše d.o.o. Finally, with the SWOT analysis, we examined the strengths, weaknesses, opportunities, and threats of the entire company.

Klasične organizacije in pristopi k poslovanji po sistemu običajne prakse, danes ne zadovoljujejo več potreb vseh deležnikov. Oblike organizacij, vodenih od zgoraj navzdol in uprav zapriseženih maksimiranju dobička, pred vsemi drugimi cilji, tudi v dobi informatizacije, kot jo poznamo danes, ne zmorejo več ponuditi ustrezne mere zadovoljstva in ustvarjati konkurenčnega, inovativnega in trajnostno naravnanega razvoja. Ljudje se povezujemo odkar obstajajmo. Nove usmeritve prinašajo tri potrebne sile za ekonomsko revolucijo: nove trge in njihove nezadovoljene potrebe, nove tehnologije, ki lahko omogočijo dostopne in zadovoljive produkte in storitve in potrebo ljudi po novih oblikah organizacij. Trenutni poizkusi rešitev vse prepogosto ne temeljijo na vključevanju zadovoljevanja dejanskih in smiselnih potreb, ampak predvsem na ustvarjanju navideznih potreb ob sočasnem iskanju rešitev za zadovoljevanje le-teh. Trenutno najpogostejše uporabljana praksa upravljanja organizacij pa v veliki meri tudi prezira prav ključnega deležnika, to je zaposleni in njegove dejanske potrebe. Delovne skupine ali timi so skupina posameznikov z dopolnjujočimi si znanji, predani skupnemu namenu na način, da so za dosego cilja skupno odgovorni. Koncept uporabe timov ni nov, pa vendar se v zadnjem času iščejo in razvijajo novi pristopi na zanimive načine. Organizacije vse bolj vključujejo delovne skupine ali time kot osnovne organizacijske enote, ugotovile so namreč, da so delovne skupine učinkovite, saj vključujejo kombinacijo znanja, veščin in sposobnosti, ki jim omogoča hitro prilagajanje in izvedbo zahtevnih nalog. Zelo pogost pristop v zadnjem času so samo-organizirane delovne skupine (SODS). Ugotovljeno je, da so SODS boljše, učinkovitejše in povečujejo razvojno moč organizacije. Uporaba SODS temeljito spreminja tudi način dela in obliko organizacije v pozitivnem smislu. SODS imajo različne stopnje vendar pa v vsakem primeru spreminjajo tudi paradigmo vodenja, saj vse pogosteje skupine uporabljajo porazdeljeni ali deljeni način vodenja, kjer se vodstvena funkcija porazdeli med člane skupine ali pa se vodje v skupini menjavajo skladno določenim pravilom. Na eni strani samo-organizacija lahko deluje tudi zastrašujoče neorganizirano, zato navidezni neurejenosti in kaosu samo-organiziranosti, na drugi strani potrebno urejenost lahko zagotavljamo z urejenimi poslovnimi procesi. Poslovni procesi so središče današnje in prihodnje konkurenčnosti, organizacije pa se tudi že zavedajo, da je tako učinkovitost, kot kvaliteta storitev pogojena s procesi. Na temeljih procesne organiziranosti in hkratne uporabe načel samo-organiziranja, pa danes že nastajajo tudi povsem nove oblike organizacij, ki jih v tem delu poimenujemo samo-organizirane procesne organizacije ali SOPO. SOPO svoje temelje gradijo na principih samo-organiziranih skupin, vendar jih prilagojene poizkušajo prenesti na celo organizacijo, hkrati pa temelje procesne organiziranosti uporabljajo za razvoj novih, sebi lastnih a hkrati samo-organizaciji prilagojenih temeljnih, organizacijskih in drugih poslovnih procesov. V pričujočem delu smo na raziskavi treh primerov prikazali temelje nastajanja nove oblike SOPO iz različnih obstoječih organizacij, ovire in pomisleke, zadržke in ideje, z omejitvijo na področje IT storitvenih organizacij. V celoti oblikovane SODS, z uporabo prav vseh pričakovanih elementov v celoti sicer nismo odkrili, vendar je bilo v vseh treh primerih možno ugotoviti tako elemente SODS, kot usmeritev, željo in cilj po prehodu. Oblikovali smo tudi model, ki lahko postane temelj prikazovanja stopnje razvoja SODS in usmeritev organizacijam pri prehodu v novo obliko. Dokazali smo tudi, da je v navedenih obravnavanih primerih tovrstna organiziranost predstavljala pomemben dejavnik pri oblikovanju kvalitetnejših IT storitev, hkrati pa so temu načinu dela zaposleni bolj naklonjeni, kot obstoječim poslovnim procesom v raziskovanih organizacijah. Classical organisations of today and "business as usual" approaches don't satisfy the needs of all organizational stakeholders. Top-down managed organizations and maximising profit only goals in the information age, as we are facing it today, cannot provide requested levels of satisfaction and create competitive, innovative and sustainable oriented organizational development. People tend to connect as far as we exist, nevertheless only in the last two centuries, after the industrial revolution, structured approach to organisational behaviour are becoming more meaningful and getting attention in scientific research. And only today we are facing three main economic forces necessary to start new economic revolution: new markets and it's unsatisfied needs emerging new technologies, enabling new ways to satisfy our startling needs for products and services and the need for people to organise differently. The latter is getting continuously more attention in public and scientific circles, opening new search for innovative and sustainable oriented solutions. All together involving new paradigm of emerging new social system rising up. Yet still undermining ethnographic, cultural, social and personal responsibility, sustainable and organic growth aspects. Current approaches, looking for new solutions are way too often not based on satisfying the real and meaningful human needs, but mainly on the creating the unreal and meaningless needs and looking ways to satisfy them with all the wrong reasons, primarily to create profit. Current management practices also undermine the importance of employee the key stakeholder and his needs remain unsatisfied as well. Working groups or teams are based on individuals with complementary knowledge, dedicated to common goals, sharing responsibilities. Teams are not new concept, yet lately are gaining attention to find advanced and interesting new approaches. Organisation increase use of teams as it is proven, that working groups as base of organisations structure increase productivity as they combine knowledge, skills and ability to adjust quickly in dynamic and difficult environments of performing variety of tasks more successfully. One of most advanced and frequently used approaches are self-managed work groups (SMWG). Usage of SMWG has been proven to expand the development capabilities of organisations and changes the way things are done within the organisations in a positive way. SMWG's are developing and reaching different maturity levels but at some point most of them use new ways of team management as shared leadership as well. Shared leadership allow group leadership process to be spread among different (or all) team members or leadership role can be changed regarding the variety of tasks. Self-managing concept can be quite intimidating as it may look quite chaotic from outside. To structure and not to fall into chaotic state, processes are needed. Business processes are base providing organisations competitive advantage for today and in the future. Organisations of today are mainly already aware that business processes management (BPM) are resulting in higher quality of products and services. New organisations are also emerging lately, based on BPM and SMWG principles. We call them Self-Organized Process Organizations (SOPO). In our current research we have shown, based on three case study researches, the emerging SOPO concept in different existing ICT service oriented companies. In our basic search for fully mature SOPO, we haven't been able to identify any organisations, bit in those three cases all of them are evolving into SOPO ate different but desires to go further in stable and proven path. We have also shown that in the cases researched, their way of self-organisation improved their service quality and in the same time, most of the employees are more keen to be organised as SMWG in a SOPO as they are in their current, not fully evolved early SOPO based maturity levels.

Rast in povečanje poslovanja je cilj velike večine podjetij, saj lehko preko le-te povečajo svoje kapacitete in posledično učvrstijo svojo moč in prisotnost na trgu. Podjetja in organizacije rastejo na na različne načine in preko različnih strategij, katere izberejo glede na svoje individualne potrebe in situacijo. Tako smo v začetku diplomskega projekta teoretično opredelili motive za rast podjetij in organizacij, kakor tudi različne načine in oblike, kako lahko le-to uresničujejo. Na podlagi zbrane teorije smo analizirali organizacijo Zavarovalnica Sava d.d., katera se ukvarja z dejavnostjo zavarovanja, pozavarovanja in pokojninskih skladov (razen socialne varnosti). Omenjena organizacija je bila ustanovljena 14.10.2015, ko je njen novi lastnik, in sicer družba Sava RE d.d. podal iniciativo po združitvi družb Zavarovalnice Maribor d.d., Zavarovalnice Tilia d.d. in dveh hrvaških zavarovalnic: Velebit životno osiguranje in Velebit osiguranje. Z združitvijo omenjenih zavarovalnih družb je tako nastala nova družba, imenovana Zavarovalnica Sava d.d., ki je bila vpisana v sodni register leta 2016 in še isto leto pričela poslovati. V diplomskem projektu smo analizirali vpliv izbrane strategije rasti te družbe na njeno nadaljne poslovanje in kako je le-ta vplivala na njene izbrane finančne kazalnike. Za lažjo interpretacijo smo opravili konkurenčno analizo omenjene družbe, kjer smo prej omenjene finančne kazalnike primerjali s podobnimi kazalniki treh konkurenčnih družb v določenem časovnem obdobju (s poudarkom na obdobju 2015 in 2016, saj je bila takrat sprememba poslovanja zaradi združitve najbolj razvidna). Na podlagi omenjene analize smo dobili zelo vidno primerjavo med konkurenčnimi družbami izbrane družbe, kakor tudi nihanja vrednosti izbranih finančnih kazalnikov pred in po uveljavitvi združitve kot strategije rasti. Poleg konkurenčne smo opravili tudi tržno analizo, s pomočjo katere smo lahko determinirali tržni položaj družbe Zavarovalnica Sava d.d. na slovenskem trgu. Le-tega smo natančneje opredelili na občino in regijo, kakor tudi glede na ožjo in širšo dejavnost, v kateri posluje.Ugotovili smo, da je po združitvi omenjena družba postala ena izmed največjih družb v svoji dejavnosti, kakor tudi na slovenskem trgu. Slednje lahko utemeljimo s podatki o primerjavi izbranih kazalnikov povprečne delujoče družbe v vsaki kategoriji tržne analize (občine, regije, ožje in širše dejavnosti). Iz prej omenjenih analiz smo ugotovili, da je omenjena družba uspela učinkovito razširiti svoje poslovanje in povečati svoj tržni delež na slovenskem trgu. Kljub temu pa se srečuje z nekaterimi negativnimi stranskimi učinki združitve, in sicer povečanje števila zaposlenih in posledično manjše dodane vrednosti na zaposlenega (v primerjavi s svojimi konkurenti). Slednja kazalnika je skozi nadaljna leta poslovanja skušala stabilizirati in povečati, predvsem preko racionalizacije zaposlenih in povečevanja učinkovitosti in ponudbe svojih storitev. The growth and expansion of business is the goal of the vast majority of companies, as they increase their capacities through them and consequently strengthen their power and presence in the market. Companies and organizations grow in different ways and through different strategies, which they choose according to their individual needs and situation. Thus, at the beginning of the diploma project we theoretically defined the motives for the growth of companies and organizations, as well as the different ways and forms for their implementation. On the basis of the collected theory, we analysed the organization Zavarovalnica Sava d.d., which deals with insurance, reinsurance and pension funds (except social security). The mentioned organization was founded on 14 October 2015, when its new owner, namely the company Sava RE d.d., initiated the merging of Zavarovalnica Maribor d.d., Zavarovalnica Tilia d.d. and two Croatian insurers: Velebit Life Insurance and Velebit Insurance. The consolidation of these insurance companies resulted in the creation of a new company called Zavarovalnica Sava d.d., which was entered into the court register in 2016 and started operating the very same year. In the diploma project, we analysed the impact of the company's chosen growth strategy on its further business and how it affected its selected financial indicators. For easier interpretation, we conducted a competitive analysis of the mentioned company, where the aforementioned financial indicators were compared with the three competitors in a certain period of time (with the emphasis on the years 2015 and 2016, since the change in business was then the most evident due to the merger). On the basis of this analysis, we acquired a visible comparison between the competing companies of the chosen company, as well as the fluctuation of the value of certain financial indicators before and after the merger became effective as a growth strategy. Besides the competition analysis, we also conducted a market analysis, which enabled us to determine the market position of Zavarovalnica Sava d.d. on the Slovenian market. We defined this more precisely to the municipality and the region, as well as to the narrower and broader activity in which it operates. We found that after the merger, the company became one of the largest companies in its activity, as well as on the Slovenian market. The latter can be proven with data on the comparison of selected indicators with their average operating company in each category of market analysis (municipalities, regions, narrower and broader activities). Through before mentioned analysis, we realized that the company succeeded in effectively expanding its operations and increasing its market share in the Slovenian market. However, it faces certain negative sides of the merger, namely an increase in the number of employees and consequently a lower added value per employee (compared to its competitors). They have tried to stabilize and increase the latter indicators over the years, primarily through the rationalization of employees and increasing the efficiency and supply of their services.

Spremembe se na trgu dogajajo hitreje, kot se nekatera podjetja lahko prilagodijo. Uspešna podjetja v spremembah vidijo predvsem nove priložnosti za rast ter razvoj in ne ovir, zato skušajo biti čimbolj dinamična ter na ta način pisati svojo zgodbo o uspehu. To bo predstavljalo osrednjo temo tega magistrskega dela. V magistrskem delu bomo v teoretičnem delu predstavili potek planiranja razvoja podjetja na ravneh politike podjetja, strateškega managementa in na ravni izvedbenega managementa. Nato bomo predstavili življenjski cikel podjetja in faze razvoja podjetja v različnih časovnih obdobjih življenjskega cikla podjetja ter idealno tipska podjetja, ki so najprimernejša za posamezno fazo razvoja podjetja glede na njegov življenjski cikle to so: faza ustanovitve in pionirsko podjetje, faza rasti in rastoče podjejte , faza zrelosti in zrelo podjejte ter faza odmiranja in podjetje v preobratu. Predstavili bomo tudi dinamično podjetje in njegove posebnosti. V empiričnem delu magistrskega dela bomo predstavili podjetje CapaConto d. o. o. in njegove mejnike v doseganju razvoja. Za podjetje CapaConto d. o. o. bomo predstavili politiko podjetja, strategije in kulturo. V nadaljevanju magistrskega dela bomo raziskali življenjski cikel podjetja CapaConto d. o. o. s proučitvijo kriterije za ugotavljanje elementov pionirstva podjetja, rasti podjetja, zrelosti podjetja in s proučitvijo kriterije za ugotavljanje elementov preobrata podjetja. Analizirali bomo odstopanja dejanskega stanja podjetja CapaConto d. o. o. od ciljnega stanja dinamičnosti kot ga priporoča teorija. Predlagali bomo ukrepe za zagotavljanje dinamičnosti podjetja CapaConto d. o. o. Predlogi bodo na področju normativnih in drugih političnih ukrepov za dinamizacijo podjetja na ravni politike podjetja, na področju strateškega managementa ter na področju operativnega managementa. Changes in the market occur faster than some companies are able to adapt. Successful companies see new opportunities for growth and development in the changes and not obstacles. Therefore, they try to be as dynamic as possible and thus write their own story of success. This will represent the central topic of this master’s thesis. In the master’s thesis, in the theoretical part, we will present the course of the planning of the company development on the levels of company policy, strategic management, and executive management. Then, we will present lifecycle of the company and ideal-typical companies which are the most suitable for individual phases of the company development with regards to its lifecycle, i.e. establishment of a company and a pioneering company, the phase of growth and a growing company, the phase of maturity and a mature company, and the phase of dying and a company in a reversal. We will also present a dynamic company and its peculiarities. In the empirical part of the master’s thesis, we will present the company CapaConto d. o. o. and its milestones in achieving the development. For the company CapaConto d. o. o., we will present the company policy, the company strategy, and the company culture. Further, in the master’s thesis, we will research the lifecycle of the company CapaConto d. o. o. by studying the criteria for ascertaining the elements of the company pioneering, the company maturity, and, by studying, the criteria of the elements of the reversal in the company. We will analyze the deviations of the actual state of the company CapaConto d. o. o. from the target state as recommended by the theory. We will propose measures for ensuring the dynamics of the company CapaConto d. o. o. The proposals will be in the field of normative and other political measures in order to dynamize the company on the levels of company policy, strategic management, and operational management.

Podjetja morajo za uspešno delovanje na trgu zadovoljiti potrebe in želje kupcev, ki trajno posegajo po njihovih izdelkih, zato je pomembno, da razvijajo izdelke, ki so konkurenčnejši od drugih ponudnikov. V delu diplomskega seminarja so pojasnjene rast Droge Kolinske, d. d., oblike rasti in združitev z enim od vodilnih podjetij v živilskopredelovalni industriji na slovenskem tržišču. Ob obravnavanju problema so skozi zgodovinske dogodke družbe in primerjalne analize s konkurenti in trgom, na katerem deluje, razložene priložnosti in nevarnosti ter pozitivne in negativne posledice takšnega načina rasti. Optimalna velikost je bistvenega pomena in je ključen pojem, na katerega bi morala biti osredotočena vsa podjetja in v ta namen prilagoditi svoje poslovanje, da bi bil njihov profit karseda maksimalen ter dolgoročni povprečni stroški najnižji. Droga Portorož in Kolinska sta družbi, ki sta kmalu po vstopu Slovenije v Evropsko unijo naleteli na problem konkurenčnosti. Smoter obeh podjetij je bil povečanje tržnega deleža rešitev sta našli s skupnimi dogovarjanji in podpisom združitvene pogodbe, ki je bila posledica tako ugodnih učinkov kot negativnih dolgoročnih rezultatov. In order to be successful on the market, companies have to satisfy the needs and wishes of customers, who are constantly buying their products, therefore it is important to develop products that are more competitive. In one part of diploma seminar there are explained growth of Droga Kolinska, d. d., its forms and merger with one of the leading companies in the food processing industry on Slovenian market. Through dealing with the problem there are also explained historical events of the company, comparative analysis of competition and market, on which it operates, opportunities, threats and positive and negative consequences of this kind of growth. The optimal size of the company is crucial it is the key concept which all companies should be focused on and should adjust their business to it so their profit would be maximized and their average costs minimized. Droga Portorož and Kolinska are companies, which had to deal with the problem of competitiveness shortly after Slovenia joined the European Union. The aim of both companies was to increase the market share solutions were found through joint discussions and by signing merger agreement, resulting in positive effects and negative long-term results.

Diplomski projekt obravnava analizo razvoja srednje velikega podjetja skozi različna obdobja poslovanja. Takšna podjetja imajo zaradi svoje majhnosti možnost izjemne prilagodljivosti in agilnosti, po drugi strani pa so lahko ob različnih šokih in spremembah tudi zelo ranljiva. Omenjene značilnosti so jasno vidne tudi v razvoju analiziranega podjetja. Poleg podjetja so za njegov razvoj pomembni tudi zunanji dejavniki, zato naloga zajema analizo širšega okolja, analizo panoge in analizo SWOT, ki podrobneje razkrije šibke in močne točke podjetja. Na koncu so predstavljeni še vizija, poslanstvo in strategija podjetja, ki so ključnega pomena za njegovo preživetje. Brez načrtovanja za prihodnost lahko podjetje hitro izgubi pravo smer in zaide v težave. Cilj diplomskega projekta je torej podroben vpogled v način delovanja, poslovanja in načrtovanja srednje velikega podjetja. The diploma project deals with the analysis of the development of a medium-sized enterprise through different periods of operation. Because of their small size, such companies have the possibility of exceptional flexibility and agility, but on the other hand they can be very vulnerable with various shocks and changes. And exactly these characteristics are clearly visible in the development of the analyzed company. In addition to the company itself, external factors are also important for development, so the task also covers the analysis of the wider environment and industry analysis, as well as SWOT analysis, which in details reveals weak and strong points of the company. Finally, the vision, mission and strategy of the company are presented, which are crucial for the survival of such a company. Without planning for the future, it can quickly lose the right direction and get into trouble. The aim of the diploma project is therefore a detailed insight into the gaps of the medium-sized company and the way it operates, does business and plans.

Danes so podjetja, ki ne rastejo dolgoročno, obsojena na propad ali životarjenje. Rast lahko podjetja dosegajo na različne načine in na različnih področjih njihovega poslovanja. Na primeru podjetja H.B.C. d.o.o. smo preučili zmožnost in pripravljenost podjetja na rast internetne prodaje pri B2B kupcih. Podjetje na spletu prodaja svoje izdelke, med drugim tudi svojim stalnim poslovnim partnerjem. Na le-teh želi podjetje graditi svojo nadaljnjo rast. Ocenjujejo namreč, da so stroški pridobitve novih strank in stroški, ki so potrebni za ohranitev že obstoječih strank, na tem segmentu najbolj smotrno porabljeni. V podjetju H.B.C. d.o.o. smo analizirali trenutno stanje in pripravljenost platforme za morebitno prihodnjo rast ter preučili strategije in taktike, ki jih podjetje trenutno uporablja za zagotavljanje te rasti. Ugotovljeno je bilo, da je podjetje na dobri poti, a kljub temu ima možnost za optimiziranje svojih akvizicijskih kanalov. Predlagali smo tudi nekaj specifičnih taktik, ki jih lahko podjetje nemudoma vpelje. Nowadays, companies that don't pursue growth, are doomed to fail in the long term. But the means how to achieve this growth can be different, as can the key business areas of the said growth. In the case of H.B.C. d.o.o. company, we examined the current state of affairs and how the foundations of the company's platform are prepared for the growth in the future. The company uses it's web shop to sell it's products, among others to it's constant business partners, which the company deemed to be best suitable to build it's growth upon them. The company deducted the costs of acquiring new long term business partners and also the costs of keeping the exisiting ones provide the best return on investment. In the case of H.B.C. d.o.o. we examined the company's current strategies and tactics, used to provide the growth. We concluded that the company is doing a good job, but still has room for improvement in specific areas of their marketing and acqusition funnel. We also suggested some new tactics or improvements of the existing ones, that the company can implement immidiately.

Zaradi hitrega razvoja in sprememb na trgu so podjetja primorana rasti in se razvijati. Spremembe lahko izhajajo iz zunanjega okolja ali notranjega okolja podjetja. Podjetja morajo vlagati svoja sredstva v rast in razvoj svojih dejavnosti. V diplomskem delu smo proučevali analizo rasti Javnega podjetja Marprom d. o. o. Cilj naloge je bil opredeliti, kako je podjetje raslo z diverzificirano strategijo rasti. Osnovna dejavnost podjetja je avtobusni prevoz potnikov v občini Maribor, svoje poslovanje pa so usmerili na upravljanje krožnokabinske žičnice in prevzem smučarskih prog na Pohorju. V empiričnem delu smo se osredotočili na analizo rasti izbranega podjetja po letih in na podlagi podatkov ugotovili, kako je podjetje raslo z diverzificirano strategijo rasti. S SWOT analizo smo preučili prednosti in slabosti podjetja ter priložnosti in nevarnosti, ki izhajajo iz okolja. S konkurenčno analizo smo preučili izbrane kazalnike. Pri kazalniku sredstev in čistih prihodkov od prodaje smo ugotovili, da so z leti naraščali. Pri kazalniku čistega poslovnega izida pa smo ugotovili, da je ta v obdobju med letoma 2015 in 2016 upadel. Due to the fast development of the market change, companies are slowly growing and developing. Changes can come from the outside environment or the company's internal environment. The company must invest its resources in the growth and development of its activities. In the diploma thesis we studied the analysis of the growth of the public company Marprom ltd. The goal of the task was to define how the company grew with a diversified growth strategy. The main activity of the company is the bus transport of passengers in the municipality of Maribor. They directed their business to the management of a circular cable car and taking over the ski slopes on Pohorje. In the empirical part, we focused on the analysis of growth of the selected company over the years and based on of the data we found out how the company grew with a diversified growth strategy. With the SWOT analysis, we examined the strengths and weaknesses of the company, and the opportunities and threats arising from the environment. Competitive analysis examined the selected indicators. The indicator of assets and clear sales earnings showed that they were increasing over the years. The indicator of clear profit showed its decline in the period between 2015 and 2016.

V magistrskem delu je izpostavljen problem naročanja etiket po principu Make to Stock (v nadaljevanju MTS) podjetja Henkel, d. o. o. Analizirali smo MTS naročanje in ga primerjali z Make to Order (v nadaljevanju MTO) načinom ter na podlagi pridobljenih podatkov primerjali dobljene rezultate. Ugotovljeno je bilo, da je za doseganje ciljev in nenehnih sprememb trga potrebno spremeniti nabavni proces. Primernejše bi bilo MTO naročanje. Kot glavno prednost, ki smo jo izpostavili, je krajši dobavni rok, možnost prilagajanja naročil, prihranek stroškov pri uničenju materiala in s tem posledično manjši skladiščni stroški pri dobaviteljih in možnost takojšnje proizvodnje pri kratkoročnih spremembah. This paper deals with the problem of ordering labels via the MTS (Make to Stock) principle at Henkel d. o. o. We analyzed the MTS ordering and compared it to the MTO (Make to Order) way of ordering and with the accumulated data made the comparison between the two. It was discovered that to be able to reach the goals and due to the ever-changing market, the purchasing process would have to be changed. The MTO ordering would be more appropriate. The main advantages that we saw were shorter delivery time, the ability to modify orders, lower expenses for destruction of material and therefore lower storage costs for suppliers and with short-term changes the option of immediate manufacture.

Intelektualna lastnina je pojem, ki zajema veliko več, kot se morda zdi na prvi pogled. Eden izmed delčkov, ki sestavlja celoto, so tudi znamke. V današnjem času na trgu vlada prenasičenost ponudbe in neizmerna konkurenca med ponudniki. Ker je dobro, da se vsak ponudnik kar najbolj zaščiti, je v podjetnikovi ponudbi ključnega pomena njegova predstavitev širni javnosti. Znamka je znak, ki ponudnike istega ali ekvivalentnega blaga med seboj ločuje in predstavlja na trgu. Kakor hitro se začne podjetje predstavljati javnosti, mora imeti tudi določen simbol, tj. logotip, ki ga opredeljuje in razlikuje od ostalih. Potrošniki si ga tako zapomnijo in povezujejo z določenim podjetjem oz. organizacijo. Z njim ne povezujejo zgolj in samo podjetja, ampak tudi ponudbo in predvsem kvaliteto ponujenih izdelkov oz. storitev. Ker se dandanes pojavljajo tudi kraje znamk oz. posnemanje teh, jih moramo zaščititi. V podjetjih se odločajo za izpeljavo postopka zaščite znamke, a je to pomembno predvsem za tiste, ki imajo v ponudbi tržno zares zanimiv izdelek. Kmalu se namreč pojavi nekdo s podobnim ali skoraj istim izdelkom in celo z istim logotipom. V magistrskem delu smo se v teoretičnem delu posvetili znamki, jo opredelili, predstavili njene značilnosti, vrste ter njene funkcije. Opredelili smo tudi vse možne postopke zaščite znamke na območju Republike Slovenije in drugod po Evropi ter državah zunaj EU. Predstavili smo tudi uresničitveni program planiranega razvoja podjetja, ki ima ključno vlogo pri uspešni organizaciji in izpeljavi vseh potrebnih projektov za nadaljnjo uspešno delovanje in poslovanje podjetja. V aplikativnem delu smo predstavili obravnavano podjetje. Na primeru smo predstavili tudi postopek zaščite znamke v Sloveniji: potek in končne rezultate. V obravnavanem podjetju so se lotili zaščite znamke, saj je bila ta predvidena kot naslednja aktivnost v uresničitvenem programu planiranega razvoja. Znamko jim je uspelo uspešno zavarovati, saj so se na postopek temeljito pripravili. Intellectual property is a concept that covers much more than it may seem at first sight. One of the pieces that makes up the whole are also brands. Nowadays the market is overshadowed by the offer and immense competition between providers. But since it is good that each provider is protected as much as possible, it is one of the things that play a key role in the entrepreneurial offer, also how to present themselves outwards, to the general public. Trademark is a sign that separates providers of the same or equivalent goods from each other and represents it on the market. As soon as the company begins to present itself to the public, it must also have a certain symbol, that is, a logo that defines it and differentiates it from others. Consumers thus remember and associate it with a particular company. It does not merely link companies, but also the offer offered by the company and in particular the quality of the products. Because of the often occurrence of stealing and mimicking, the protection of a trademark is much needed. Companies decide to carry out the process of brand protection at different stages of product development. However, timing is everything. Market-interesting product and logotypes have a high chance of being duplicated or even invented at the same time without knowing it. In the master thesis, we devoted the theoretical part to the brand: defining it, presenting its characteristics, its types and functions. We have also defined all possible procedures for protecting the brand in the territory of the Republic of Slovenia as well as elsewhere in Europe and countries outside the EU. We also presented a realization program for the planned development of the company, because it is crucial for every company to optimize organization and projects for successful further operation and business. In the applicative part we presented the company. In the case study of the company concerned, we also presented the process of brand protection in Slovenia, how it was conducted and what were the final results. In the company the protection of the brand was undertaken, as it was the next activity in the implementation program of the planned development. Of course, the company succeeded in securing the brand as they were consistently prepared for the procedure.

Rast podjetja je pojav, ki nastane v trikotniku med količino proizvedenega blaga, cenami in v podjetju zaposleno delovno silo ter proizvajalnimi sredstvi. Rast podjetja je smiselna takrat, kadar je njegova velikost manjša od optimalne velikosti, to je od tiste velikosti, pri kateri lastniki podjetja zaslužijo maksimalni profit. Trdimo pa lahko, da podjetje raste tudi takrat, ko zmanjšuje svojo velikost, če se lahko na ta način približa optimalni velikosti. Osnovni fazni model ima naslednje štiri faze: faza rojstva, faza preživetja, faza rasti in faza zatona podjetja ali posla (Tajnikar, 2006). Izbrano podjetje Impol d. o. o. smo primerjali s tremi konkurenti s konkurenčno in tržno analizo. Analizirali smo sredstva, čiste prihodke od prodaje, povprečno število zaposlenih na podlagi delovnih ur, dodano vrednost na zaposlenega in čisti poslovni izid obračunskega obdobja. Pri konkurenčni analizi smo izbrano podjetje Impol d. o. o. primerjali s tremi konkurenti – Talum, Cimos in LTH Castings. Te konkurente smo definirali na podlagi podatkovne baze GVIN, ki smo jih izbrali glede na panogo. Primerjavo smo naredili za leta 2014, 2015 in 2016. Največji konkurent je LTH Castings, ki pri kar treh kazalnikih dosega prvo mesto. Najslabši pa je konkurent Cimos, ki pri treh analizah dosega negativno povprečno stopnjo rasti. Pri tržni analizi smo analizirali podjetje Impol. d. o. o. glede na izbrane kazalnike po kraju – Slovenska Bistrica, regiji – Podravska in dejavnosti – C 24.350. Izvedli smo primerjavo za povprečje na veliko podjetje, za lažjo in bolj realno primerjavo. Podjetje Impol d. o. o. je rastlo na podlagi poslovnega izida. Prihodki so bili konstantni. Obe povprečni stopnji rasti sta bili pozitivni, vendar prevladuje poslovni izid. Uspeli so povečati prodajo izdelkov na vseh segmentih. Ostajajo vodilni dobavitelj palic za kovanje v Evropi. Povečali so delež prodaje profilov po naročilih, sklenili dolgoročne pogodbe in razvili nov segment prodaje profilov, namenjenih avtomobilski industriji. Povečali so obseg povpraševanja za folije. Uspeli so obdržati vse kupce. Pri nekaterih so tudi povečali obseg prodaje. Utrdili so ugled znamke Impol. Impol d. o. o. je v letih ves čas rastel. Sklenemo torej lahko, da je podjetje v fazi rasti. Še vedno vsako leto zaposli več ljudi. Velik pomen pripisujejo razvoju. Vsako leto povečujejo prodajo izdelkov in s tem tudi dobiček. Imajo jasno zastavljene cilje in strategijo, ki jih bodo uresničili do leta 2025. Da pa smo se prepričali, če je Impol d. o. o. res v fazi rasti, smo se udeležili predavanja o podjetju in o tem povprašali direktorico Kadringa, ki je predstavljala podjetje. Potrdila je, da je Impol v fazi rasti, saj vsako leto z razvojem, cilji in strategijami nadgrajuje rast. Najpomembnejši cilj je povečanje letnega prihodka na več kot milijardo evrov: povečati dobiček na 86 milijonov evrov v letu 2025, povečati obseg proizvodnje z 241 tisoč ton v letu 2017 na 406 tisoč ton v letu 2020. Growth of a company is a phenomenon that arises in the triangle of the quantity of goods produced, the prices, and the workforce employed by the company and the means of production. The growth of a company makes sense when its size is smaller than the optimal size, i.e. from the size at which the business owners earn maximum profit. However, we can maintain that the company grows even when it decreases its size, if only in this way it can approach the optimal size. The basic phase model has the following four phases: the phase of birth, the survival stage, the growth phase and the phase of closure of a company or a business (Tajnikar, 2006). We compared the selected company Impol Ltd. with three competitors, the competitive, and the market analysis. We analyzed assets, net sales revenues, average number of employees based on working hours, added value per employee, and net profit for the accounting period. In the competitive analysis, we compared the company Impol Ltd. with three competitors – Talum, Cimos, and LTH Castings. These competitors were defined on the basis of the GVIN database, which we selected according to the industry. We made a comparison for 2014, 2015 and 2016. The biggest competitor is LTH Castings, which achieves the first place in three indicators. The worst competitor is Cimos, which had a negative average growth rate in three analyses. In the market analysis, we analyzed Impol Ltd. according to the selected indicators by location – Slovenska Bistrica, region – Podravska and activities – C 24.350. We made a comparison for the average of a large company, for easier and more realistic comparison. The company Impol Ltd. grew on the basis of a business outcome. Revenues were constant. Both average growth rates were positive, but the operating result was predominant. They were able to increase the sales of products in all segments. They remain the leading supplier of forging sticks in Europe. They increased the proportion of sales of profiles by order, concluded long-term contracts, and developed a new segment of sales of profiles for the automotive industry. They increased the demand for foil. They managed to keep all customers and some also increased the volume of sales. They strengthened the reputation of the Impol brand. Impol Ltd. was growing over the years. We conclude, therefore, that the company is in the growth phase. They still employ more people every year, they invest a lot in development, increase sales of products every year, and, thus, also the profit. They have clearly set goals and the strategy that they will realize by 2025. To be sure, however,, if Impol Ltd. really is in the growth phase, we attended a lecture on the company and asked about this the director of Kadring, who represented the company. She confirmed that Impol is in the growth phase, as every year, with development, goals, and strategies, growth is upgraded. The most important goals are to increase annual revenue to more than one billion euros, to increase the profit to 86 million euros in 2025 And to increase the production volume from 241 thousand tones in 2017 to 406 thousand tones in 2020.

Ker okolje podjetij postaja vse bolj kompleksno in zahtevno, morajo organizacije svoje strategije poslovanja, strateške cilje in vodenje nenehno prilagajati. Razmeram primerno je potrebno prilagoditi način izvajanja celotnega poslovnega procesa in ga podpreti z dobrim informacijskim sistemom, ki nam bo omogočal sprotne informacije o razmerah v poslovnem okolju. Konkurenčne prednosti lahko dosegamo s krajšim časom izvajanja, manjšo količino potrebnih vložkov, nižjimi stroški, boljšo kakovostjo, nižjo ceno, boljšim poprodajnim servisom idr. Da pa bi dosegali konkurenčne prednosti je potrebno poznati poslovne procese, ki tečejo v podjetju in jih ustrezno prenoviti oz. izboljšati, zato v diplomskem projektu predstavljamo zamišljeno izboljšavo poslovnega podjetja v revizijski hiši. V začetku naloge predstavimo podjetje, gre za revizijsko hišo, ki je razširjena po vseh celinah sveta, razen v Avstraliji, delo je opredeljeno na podlagi funkcijske organizacijske strukture. Predstavimo tudi poslanstvo ter vizijo podjetja in strukturo zaposlenih. Opišemo dejavnost revidiranja, ki jo podpremo z ustreznimi zakoni o revidiranju, predstavimo postopek in namen revidiranja ter temeljna revizijska načela. Sledijo teoretična izhodišča o poslovnih procesih , opis delovnih postopkov ter teoretična izhodišča za izboljšanje poslovanja. Delo zaključimo z opisom modela predloga za izboljšanje poslovanja v izbrani družbi ob upoštevanju prej omenjenih teoretičnih izhodišč As the corporate environment is becoming increasingly complex and demanding, organizations must constantly adapt their business strategies, strategic goals and management. It is appropriate to adjust the dimensions to the way of implementing the entire business process and to support it with a good information system that will enable us to keep up-to-date information about the situation in the business environment. Competitive advantages can be achieved by shorter implementation time, lower quantity of required inputs, lower costs, better quality, lower price, better after-sales service, etc. In order to achieve competitive advantages, it is necessary to know the business processes that run in the company and to update or improve them accordingly. This is why we present an imaginary improvement of a business firm in an audit house in this thesis. At the beginning of this thesis we introduce the company, which is an audit house that is spread across all continents of the world, except in Australia, the work is defined on the basis of the functional organizational structure. We also present the mission and vision of the company and the structure of employees. We describe the activity of auditing, which is supported by the relevant laws on auditing, we present the procedure and purpose of the audit and the basic audit principles. Theoretical starting points for business processes, description of working procedures and theoretical starting points for improving the business are followed. We conclude our work with a description of the proposed model for improving the business in the selected company, taking into account the above mentioned theoretical starting points.

Gazele so nagrada za najhitreje rastoča podjetja v posameznem letu. V tem diplomskem delu je predstavljeno izbrano hitro rastoče podjetje v obdobju pred in po nazivu gazele savinjsko-zasavske regije. V diplomskem projektu smo proučevali poslovanje izbranega podjetja, ki je pridobilo naziv gazela na področju sredstev, čistih prihodkov od prodaje, povprečnega števila zaposlenih, dodane vrednosti na zaposlenega in čistega poslovnega izida. Cilj diplomskega projekta je teoretična opredelitev dinamičnega podjetništva. V poglavju je predstavljeno dinamično podjetje, dinamični podjetnik, razlike med dinamičnim in tipičnim podjetnikom, rast podjetja in gazela. V empiričnem delu pa je bila raziskana primerjava rasti izbranega podjetja pred in po pridobitvi naziva gazele. Ugotovitve na podlagi analiziranih podatkov so, da so bila sredstva pred pridobitvijo višji kot po pridobitvi naziva, ugotovljeni čisti prihodki od prodaje so bili nižji pred pridobitvijo kot po pridobitvi. Analiza povprečnega števila zaposlenih je pokazala, da je bilo število pred pridobitvijo naziva prav tako nižje kot po pridobitvi naziva. Analiza dodane vrednosti na zaposlenega je bila pred pridobitvijo naziva višja kot po pridobitvi. Tudi analiza čistega poslovnega izida je pokazala, da je bil leto pred pridobitvijo le-ta višji kot po pridobitvi naziva gazele savinjsko-zasavske regije. High growth company is the award for the fastest growing companies in a given year. In this diploma thesis a selected gazellas are presented in the period before and after the award Gazele of Savinjsko-Zasavska region. In the degree project we studied the business of the selected company, which acquired the title of gazellas in the fields of assets, net sales revenues, average number of employees, added value per employee and net profit.The goal of the degree project is the theoretical definition of dynamic entrepreneurship.In the first chapter, a dynamic company, dynamic entrepreneur, differences between dynamic and typical entrepreneur, business growth and award of high growth company were presented. In the empirical part, a comparison of the growth of the selected company was studied before and after obtaining the award of the high growth company. Findings based on the analyzed data indicate that the assets were higher before acquisition, than after acquiring the title, the net sales revenues were lower before acquisition than after acquisition. The analysis of the average number of employees showed that the number before the acquisition of the title was also lower than after obtaining the name. An analysis of value added per employee was higher than before acquisition of the title. The analysis of net profit was also shown that the year before the acquisition was higher than after the acquisition of the award of the Savinjsko-Zasavska region of high growth companies.

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.

V delu diplomskega projekta na podlagi teoretičnih predpostavk proučujemo rast in razvoj izbranega podjetja Belta, d. o. o. Če se vprašamo, kaj je rast podjetja se nam zdi vprašanje preprosto, ampak če skušamo nanj odgovoriti vidimo, da temu še zdaleč ni tako in tudi tako velja za razvoj. Čeprav veliko ljudi meni, da med rastjo in razvojem ni nobene razlike, vendar če se malenkost bolj poglobimo v teoretična izhodišča in primer podjetja ugotovimo, da temu ni tako. Rast je tesno povezana s povečano količino proizvodov in storitev, ki jih podjetja proizvajajo na trgu, vendar podjetje pa raste tudi takrat, kadar poveča svoj dohodek, poveča delovno silo, kupi nove proizvodne stroje itd. Razvoj pa je ciljno usmerjen proces spreminjanja podjetja na boljše. Razvoj se dotika področja procesov v podjetju. V diplomskem delu bomo proučili značilnosti rasti in razvoja, njune razlike, dejavnike rasti, dejavnike razvoja, ovire rasti in ovire razvoja. Osredotočili smo se tudi na življenjski cikel in življenjsko okolje podjetja, ki smo ga proučili glede na zunanje in notranje dejavnike, ki vplivajo na podjetje (s pomočjo tabel IFAS in EFAS), ter strateške dejavnike (s pomočjo matrike SFAS), ki smo jih nato proučili, kako vplivajo na rast in razvoj izbranega podjetja Belta, d. o. o. Vse štiri izbrane hipoteze smo potrdili, saj izbrano podjetje uspešno raste in se razvija, na to pa vplivajo notranji in zunanji dejavniki podjetja, pri svojem poslovanju pa je naletelo tudi na nekaj ovir. Abstract in this work we are, based on teoretical assumptions, studying growth and development of the company "Belta d.o.o.". The answer on the question "what is growth of the company?" seems quite simple, but when we ask the same question and change the word "growth" with "development" it gets harder to answer. Various people is of the same opinion that there is no difference between the growth and the development of the company, but if we look a bit closer in the theoretical assumptions and the example of the company provided, we can see that this is not the case. The growth of the company is closely linked to the increased quantity of its products and services that the company provides, and on the other hand the company also grows when it increases its income, employs more people, buys new production machines etc. However, development is a targeted proces that focus on making the company a better one. Development is linked to the field of the process in the company. In the diploma we will examine the characteristics of growth and development and their differences, growth factors, development factors and growth and development hurdles. We will also focus on the life cycle and living environment of the company Belta d.o.o., which we examined in terms of internal and external factors that influence on the company, with the help of IFAS and EFAS tables, and the strategic factors using a SFAS matrix. Further on, we examined how the strategic factors affect the growth and development of the company. We confirmed all four hypothesis as the selected company succesfully grows and developes, which is influenced by internal and external factors of the company – keeping in mind that the company also encountered some obstacles during its existance.

Procesi prodaje in nabave so za podjetje zelo pomembni elementi v povezavi z ostalimi orodji pri marketinškem komuniciranju. Zelo pomembno je sodelovati z nabavno službo in tudi ostalimi oddelki, da lahko podjetje posluje optimalno. Podjetje, prodajni prostori in celovita organizacija morajo biti pozitivno predstavljeni, osebje prijazno in uslužno ter dobro informirano o prodajnih izdelkih, tako da lahko pravilno svetuje svojim kupcem. Nabavna služba mora zelo tesno sodelovati s prodajnimi oddelki in transportom, saj morajo biti izdelki ob pravem času na pravem mestu. Prav tako mora nabavni oddelek poskrbeti za najbolj optimalno nabavno ceno in izbrati najbolj zanesljive dobavitelje za nemoteno poslovanje podjetja. Pomembno je imeti optimalno zalogo blaga, tako da imamo vedno na voljo izdelke, ki jih želijo kupci. Če izdelka nimamo, gre kupec v drugo prodajalno, s tem pa smo kupca izgubili in zelo težko ga je prepričati, naj se vrne. Ker je konkurenca vedno večja, je treba najti način, kako vzbuditi pozornost pri kupcih, in jih s tem pritegniti k ponovnemu nakupu in obisku. Najpomembnejši cilj vsakega podjetja je doseči čim večji dobiček, hkrati pa ohraniti visoko kakovost, dobre odnose in konkurenčnost. Vse to je dosegljivo z uporabo različnih orodij marketinškega sistema. Sales and purchasing processes are very important elements for the company in conjunction with other marketing communication tools. It is very important to work with the purchasing department as well as other departments, so that the company can optimum business. The company, sales premises and a comprehensive organization must be positively presented, staff friendly and helpful and well-informed about sales products, so that it can give advice to their customers properly. The purchasing department must work very closely with sales departments and transport, as products must be at the right place at the right time. Also, the purchasing department must provide the optimum purchase price and select the most reliable suppliers for the smooth operation of the company. It is also important to have an optimal stock of goods so that we always have products that customers want. If we do not have the product, the buyer goes to another store, which means that the customer is lost and it is very difficult to convince him to return. As competition is increasing, one needs to find a way to attract attention from buyers, thereby attracting them to repurchase and visit. The most important goal of every company is to maximize profit, while maintaining high quality, good relationships and competitiveness. All this is achievable through the use of various marketing tools.

V diplomskem delu bomo predstavili logistiko iz vidika inoviranja poslovnih procesov vezanih neposredno na proizvodnjo produktov v programu prehrane znotraj dopolnilne dejavnosti na kmetiji. Osredotočili se bomo na transformacijski proces preoblikovanja vhodnih materialov z lastno kompozicijo več strojnih enot in ugotavljali katere pozitivne učinke ta novost prinese. Želimo odgovoriti na vprašanje o smiselnosti in obsegu inovacije na področju proizvodnje najprej v razvoju teoretične misli. Skušali bomo zaobjeti najbolj pomembne elemente teorije, ki vplivajo na razumevanje problematike in jih integrirati v razumljivo celoto. Zasledujoč razvoj misli vzdolž rdeče niti bomo teoretični pristop prevedli v materializirano pojavno obliko proizvodnega procesa, njegovih posameznih elementov in aktivnosti ter okolja, kasneje pa prešli na konkretizacijo prenove oziroma na inovacijo in njene posledice. Pokazali bomo, da inoviranje ni niti nevsakdanja eksotika niti nuja, s katero bi se občasno soočali, ampak del življenja vsake gospodarske pojavne oblike. Spremembo bomo zavestno zasnovali in usmerjali tako, da bo prinesla koristi v proizvodnji in hkrati v vseh povezanih aktivnostih tako notranjega transporta, področja dobaviteljev, zagotavljanja kvalitete, skladišč, izkoristkov in podobno. We will present logistics from the aspect of innovating business processes linked to the production within the nutrition program. We will focus on transformation process of modifying input materials with their own composition of several hardware units. We will also show the positive impacts of improvement this novelty provides. We want to establish the scope of innovation in the field of production first of all in the development of theoretical thought. We will try to capture the most important elements of theory that influence the understanding of the problem, and integrate them into an understandable entity. We will translate the theoretical approach into a materialized manifestation of the production process, its individual elements and activities, and the environment. We will then move on to the concretization of innovation, or to innovation and its consequences. We will show that innovation is neither an unusual occurrence, nor a necessity that we experience from time to time but a part of every economic phenomenon. The change will be consciously designed and directed in such a way that it will bring benefits in production and at the same time in all related activities of internal transport, suppliers, quality assurance, warehouses, efficiencies and similar.

Podjetništvo mladih je dandanes zelo razširjeno in vse bolj moderno. Razlogi za to so lahko različni od osebnih razlogov, pa do sprememb v gospodarskem sistemu. Mladi se po končanih študijih ne zaposlujejo več na enak način kot nekoč. Opravljena raziskava v okviru diplomskega projekta je potrdila, da mladim velikokrat pri srcu leži bolj to, da ustvarijo nekaj svojega in da so pri svojem delu neodvisni dolgočasno jim je vsak dan sedeti na enem in istem mestu ter vsak dan delati nekaj monotonega. Mladi danes radi raziskujejo ter odkrivajo nove stvari. Ustanovitev lastnega podjetja pa zahteva veliko mero odgovornosti, zagnanosti, vztrajnosti, prav tako zahteva določene finančne vložke in premagovanje ovir. Diplomski projekt je sestavljen iz dveh delov. V prvem delu smo predstavili temeljne pojme podjetništva, podjetništvo mladih, kako pridobiti finančna sredstva za nova podjetja, poleg tega pa smo predstavili tudi, s katerimi težavami, ovirami in tveganji se srečujejo podjetja ob ustanovitvi. Za namen drugega dela diplomskega projekta smo sestavili anketni vprašalnik ter v intervjujih s predstavnikoma dveh podjetij, pridobili dodaten, neposreden pogled na podjetniško pot mladih podjetnikov, napisano teorijo pa smo dodatno predstavili in potrdili. Youth entrepreneurship is nowadays widespread and increasingly modern. The reasons for this, could either be personal, or could depend on the changes in the economic system. After finishing their studies, young people do not get employed like they used to. The research carried out in the framework of this bachelors degree confirmed that young people are more likely to enjoy more at creating something of their own while being independent for them it is boring to sit in one and the same place every day, and do something monotone. Young people today want to explore and discover new things. Establishing one`s own business requires a great deal od responsibility, enthusiasm, perseverance, and also requires certain financial inputs and overcoming obstacles. This bachelor project consists of two parts. In the first part, we present the basic concepts of entrepreneurship, the entrepreneurship of young people, how to obtain financial resources for new companies and we also presented the problems, obstacles and risks that the companies face when they are founded. For the purpose of the second part of this bachelors project we prepared a questionnaire and interviewed representatives of two companies, which gave us a direct view of the entrepreneurial path of young entrepreneurs, and we additionally presented and confirmed the written theory.

Podjetja se v današnjem času vsakodnevno soočajo s spremembami tako v podjetju kot v njegovem neposrednem okolju oz. trgu poslovanja, zato je ključnega pomena plan obvladovanja sprememb, ki bi lahko ogrozile še tako stabilno podjetje. Zaradi teh sprememb je potrebno, da so podjetja pripravljena vlagati v prihodnost, in sicer tako v svojo rast kot v razvoj. Zavedati se morajo dejstva, da brez razvoja ne morejo obstajati. V kolikor želi podjetje uspešno poslovati na dolgi rok in pri tem dosegati dobre konkurenčne prednosti, mora svojo energijo in trud usmeriti v proces planiranja rasti in razvoja. Zaradi večanja konkurence in njenega pritiska morajo biti podjetja v nenehni pripravljenosti na inovacije, hkrati pa ne smejo zapostavljati že uspešnih konceptov in aktivnosti. Za podjetja je zelo pomembno, da ohranjajo visoke etične in moralne standarde, saj na ta način pridobijo dobro ime v družbi in posledično tudi ugled, ki pripomore k diferenciaciji od konkurence. Zaradi močne konkurence je podjetje nenehno v boju za prevlado na trgu poslovanja, to pa prinaša številne motnje. Konkurenca poskuša izpodrivati podjetje s prodajnih trgov, zato tukaj odločilno vlogo odigrajo inovacije, ki podjetju pomagajo, da se z njimi distancira od konkurence. Prihodnost podjetja in posledično njegov obstoj sta odvisna od tega, kako dobro se podjetje odzove na različna krizna stanja, ki ga lahko doletijo med njegovim poslovanjem. Potrebno je pravočasno zaznavanje znakov in pravočasen odziv nanje, saj se le tako lahko izogne morebitnim padcem poslovanja. Nowadays, companies are daily faced with changes, in the company and in its immediate environment or business market therefore, the plan to manage changes which could jeopardise even a most stable company is crucial. Due to these changes, it is necessary that the companies are willing to invest in the future, namely in their growth and development. They must be aware of the fact, that they cannot exist without development. If the company wants to successfully operate in long-term and achieve good competitive advantages during that, it must direct its energy and effort into the process of growth planning and development. Due to the extension of competition and its pressure, companies must be constantly ready for innovations and at the same time cannot neglect already successful concepts and activities. It is very important for the companies to maintain high ethical and moral standards since in this way they acquire a goodwill and reputation, which helps to differentiate them from the competition. Due to fierce competition, the company is constantly in a struggle for domination on the business market, which brings numerous disorders. The competition tries to supplant the company from the business markets therefore, the innovations play the decisive role and help the company to distance them from the competition. The company´s future and consequently its existence depend on how good the company reacts to various crisis situations, which can affect it during its business. It is necessary to detect signs and respond to them on time since this is the only way to avoid a possible drop in business.

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.

Diplomski projekt je razdeljen na dva dela – prvi je teoretični, drugi pa empirični. V prvem smo predstavili teorijo o rastočih podjetjih in dinamičnem podjetništvu, navedli smo tudi modele in dejavnike rasti podjetij. V tretjem poglavju smo predstavili strategije rasti in poudarili diverzificirano rast, saj smo na podlagi te strategije v nadaljevanju obravnavali podjetje GMT d.o.o. Empirični del diplomskega projekta temelji na podjetju GMT d.o.o., iz Murske Sobote, ki se ukvarja s trgovino z rezervnimi deli in dodatno opremo za vozila. Za to podjetje smo se odločili, ker je eno izmed bolj znanih v našem domačem okolju. Najprej smo predstavili podjetje GMT d.o.o., njegovo dejavnost, prodajni in nabavni program ter poslanstvo, vizijo in vrednote. V nadaljevanju smo se posvetili zgodovini rasti organizacije po posameznih letih in navedbi razlogov za diverzifikacijo. V sklepnem delu smo podrobneje analizirali kazalnike rasti podjetja in strategijo rasti GMT d.o.o. Podjetje je sprva raslo generično, vendar so v njem čez čas ugotovili, da na ta način ne morejo več rasti. Takrat so se odločili za strategijo diverzifikacije in vstopili na tuji trg. Podjetje GMT d.o.o. je zelo hitro raslo in si posledično trikrat prislužilo priznanje za pomursko-dravsko gazelo ter eno srebrno in eno bronasto vseslovensko gazelo. V obdobju 25 let so zrasli iz ene poslovalnice z dvema zaposlenima v družbo s 56 poslovalnicami in približno 350 zaposlenimi. Analizirali smo podjetje v obdobju med letoma 2014 in 2017 ter ugotovili, da so prihodki in dobiček nenehno rasli. Povprečne stopnje rasti preučevanih kazalnikov v opazovanem obdobju pa so bile v večini primerov pozitivne. Diverzificirana strategija rasti je omogočila tudi nova delovna mesta v podjetju. GMT d.o.o. ima konkurenco v svoji panogi, vendar kljub temu ostaja vodilno podjetje na svojem področju v Sloveniji. V podjetju GMT d.o.o. tudi v prihodnje načrtujejo diverzifikacijo – poleg osvajanja novih trgov imajo v načrtu tudi šolo za avtomehanike in lansiranje lastne blagovne znamke. The diploma project is divided into two parts. The first, theoretical part, presents the theory of growing companies and dynamic entrepreneurship, as well as the models and factors of company growth. The third chapter presents growth strategies and emphasizes diversified growth. GMT Ltd is later discussed based on this strategy. The empirical part of the diploma project is based on GMT Ltd from Murska Sobota, which deals with automotive spare parts and accessories trade. We have chosen this company because they are well known in our home environment. We first present GMT Ltd from Murska Sobota, its activity, sales and purchasing program, as well as their mission, vision, and values. We then dedicated ourselves to the history of organization growth for each individual year, and to the reasons for diversification. In the end, we analyzed in detail the indicators of company growth and growth strategy of GMT Ltd. The company initially grew generically, but over time it became clear that it cannot grow this way anymore. Then they decided on a diversification strategy and entered the foreign market. GMT Ltd grew rapidly and became a three-time winner of the Gazelle award for the Drava-Pomurje region, as well as one silver and one bronze Gazelle award. Throughout the period of 25 years, the company has grown from one office and two employees to a company with 56 offices and approximately 350 employees. We have analyzed the company in the period between 2014 and 2017 and found that earnings and profits grew constantly. In the observed period, average growth rates of the observed indicators were positive in most cases. A diversified growth strategy has enabled new workplaces in the company. GMT Ltd has competition in its branch but remains the leading company in its field in Slovenia. Diversification is planned for the future as well - in addition to conquering new markets, they are planning a school for auto mechanics, as well as a brand launch.

V diplomskem delu smo si zadali za cilj prikazati različne strategije razvoja podjetij, ki so uporabne v panogi turizma, in za vsako izbrano strategijo poiskati vsaj dva praktična primera uporabe izbrane strategije. S preučitvijo teoretičnih značilnosti posameznih strategij razvoja podjetij v panogi turizma in nato z iskanjem praktičnih primerov uporabe razvojnih strategij smo spoznali, da je v panogi turizma najmanj ena razvojna strategija takšna, ki je pri drugih panogah na poznajo oz. je ne prakticirajo v večjem obsegu. To je predaja enega ali več hotelov v upravljanje velikim družbam, ki imajo razvito vso potrebno podjetniško infrastrukturo, od know-howa za uspešno poslovanje, organizacijskih, finančnih in managerskih zmožnosti, pa vse do uspešnega rezervacijskega sistema, temelječega na izbrani pisni in slikovni predstavitvi posameznih hotelov in turističnih resortov. Razen tega imajo razvit tudi sistem poprodajnih aktivnosti spremljanja zadovoljstva gostov, kjer lahko gostje izrazijo svoje zadovoljstvo, podajo subjektivno oceno glede svojega bivanja in koriščenja različnih storitev, hkrati pa lahko izrazijo še svoje priporočilo za bodoče goste. Razvojna strategija, ki je v turistični dejavnosti še posebej močno razvita, je franšizni sistem. Ta se nanaša na storitve in je veliko bolj dodelan na nematerialnem področju kot je to pri strategiji razvoja proizvodnih podjetij, kjer se za rast podjetij pretežno uporablja nakup oz. prodaja licenc. Posebnost strategij rasti v turizmu je tudi strategija vertikalnega povezovanja. Horizontalne povezave in prevzemi manjših podjetij so običajno predpogoj za dosego kritične mase, ko se lahko podjetje odloči še za vertikalno povezovanje in istemu kupcu – turistu v enem paketu – v okviru turističnega aranžmaja ponudi več, kar pomeni dodano vrednost za oba sodelujoča. In this thesis, our goal is to present different types of business growth strategies which are used in tourism and with each business growth strategy we will find at least two practical examples. With our research based on theoretical business growth strategies and with finding practical examples of companies using this business growth strategies, we came to a conclusion that in tourism, there is at least one strategy that is not known or not that commonly used in other sectors. An example of such strategy is to handover one or more hotels to the management of big companies that have developed entrepreneur infrastructure, Know-how for successful business, organizational, financial and managerial skills. Successful reservation system, based on written and graphic presentation of their hotels and tourist resorts. They also have developed system for after purchase activities to track satisfaction of their guests, where they can express their satisfaction and leave feedback for their stay and hotel activities. In addition, they can also give suggestions to other new coming guests. The most commonly used strategy in tourism is franchising. This strategy is focused on services and non-manufacturing sectors which is more suitable in this industry. While manufacturing companies use buying or selling licenses. Peculiarity of business growth strategies in tourism is strategy of vertical cooperation. Horizontal cooperation and acquisitions of small companies are usually precondition for reaching critical mass when a company can decide for vertical cooperation to the same buyer-tourist and offers them a package tour which brings added value to both parties.

Vse več podjetij želi rasti na način, ki jih pripelje do maksimiranja dobička. Pri tem pa se soočajo z nalogo, kako zagotoviti kader pri proizvodnji večjega obsega proizvodov ali pri vpeljevanju novih produktov, kateri zahtevajo drugačne kompetence. Rast v fizičnem smislu, ki pomeni nabavo novih strojev, zgradb in druge opreme, pritiska na razvoj novih kadrov oziroma prenos novega znanja na obstoječe zaposlene. V teoretičnem delu smo najprej pojasnili faze rasti podjetja, strategije rasti in analizo konkurence. Na podlagi teorije smo analizirali, kako uspešno je podjetje Orodjarstvo Gorjak v primerjavi s konkurenti in kakšen delež predstavljajo v občini, regiji in v obeh dejavnostih, v katerih je prisotno. Za to smo izdelali tržno in konkurenčno analizo podjetja. Vsako podjetje gre v svojem obstoju skozi več faz rasti, zato mora te poznati še preden vstopi v njih. Vedeti mora, kaj je potrebno v vsaki fazi izpolniti oziroma uskladiti, saj jih le to pripelje do željene stopnje rasti. Podjetju je potrebno določiti tudi strategijo rasti, ki bo pomagala slediti ciljem. Orodjarstvo Gorjak d.o.o. je najprej generično raslo s povečanjem obsega prodaje takrat obstoječih izdelkov. Nato je v letu 2015 uvedlo diverzifikacijo in sicer s pridobitvijo novega giganta BMW, ki je takrat predstavljal nov trg. V letu 2017 so diverzificirano rasli s povečanjem hale in nakupom novih strojev. Podjetje se trenutno nahaja v fazi vzleta, kar pomeni, da si je pridobilo stalne kupce in denarni tok, ki je po obstanku na trgu omogočal nadaljno rast ter da se je uspešno prilagodilo spremembam znotraj in zunaj podjetja. V svoji panogi proizvodnje orodij za stroje je zelo stabilno. V zadnjih štirih letih je podjetje raslo v vseh izbranih komponentah v sredstvih, čistih prihodkih od prodaje, povprečnem številu zaposlenih na podlagi delovnih ur in v čistih poslovnih izidih. Pridobilo si je tudi stabilnega odjemalca in sicer avtomobilskega proizvajalca BMW, kateri je podjetju povečal profitnost, ugled in prepoznavnost. More and more companies want to grow in a way that leads to maximizing profits. In doing so, they are faced with the task of providing human resources in the production of a wide range of products or with introducing new products that require different competencies. When we talk about growth we mean the purchase of new machinery, buildings and other equipment, which put pressure on the development of new staff and the transfer of new knowledge to existing employees. In the theoretical part we will first explain the growth stages of a company, the growth strategies and the analysis of competition. Basing on the theory, we found out how successful toolmaking Gorjak is in comparison with its biggest competitors and what proportions they represent in the municipality, the region and in both economic activities in which they are present. In order to determine this data, we performed a market and a competitive analysis of the chosen company. Every company goes through several phases of growth in its existence. it is cruical for a company's success to recognise them as they appear and unfold. The company needs to recognise what objectives need to be achieved in a particular stagembecause in doings so leads them to the desired growth rate. The company also needs to define a growth strategy that will help its bussines to grow. Toolmaking Gorjak d.o.o. initially grew its bussiness with the generic growth strategy, which increased the volume of sales of existing products at that time. Then, in 2015, diversification was introduced, with the acquisition of a new giant customer- BMW. The following acquisition introduced the company to a new market. In 2017 they diversified by increasing the hall and purchasing new machines. The company is currently in the take-off phase, which means that they have acquired permanent customers and increased cash flow. Throughout its existence, the company has allowed further growth and has successfully adapted to differend kinds of changes that occured inside or outside of the company itself. The chosen company has been performing stably in its branch, which is tool manufacturing. Over the past four years, the company has grown in all the selected components in assets, net sales revenues, average number of employees based on working hours and net profit. It also acquired a stable customer, BMW's automotive manufacturer, which increased the profitability, reputation and visibility of the company.

V diplomskem delu je predstavljena priprava poslovnega modela za proizvodnjo in prodajo ekološke penine iz samorodnic. Na podlagi raziskave slovenskega tržišča smo presenečeno ugotovili, da takšen proizvod ne obstaja, zato menimo, da bi lahko ustvarili odlično tržno nišo. This diploma paper showcases the process of drafting a business model for the production of organic sparkling wines from direct-producer hybrid vine varieties. On the basis of a market survey, we have surprisingly observed that such product does not exist and, therefore, we believe that we could create a tremendous market niche.

Podjetja danes delujejo v močno konkurenčnem, globalnem okolju, v katerem se razmere hitro spreminjajo. Življenjski cikli izdelkov, storitev in tehnologij so krajši kot kadar koli prej, zato morajo podjetja neprestano iskati nove priložnosti in jih tudi uspešno in učinkovito izrabljati, da lahko še naprej konkurirajo na trgu. Če podjetju to uspe, pravimo, da je podjetje dinamično in le dinamično podjetje lahko uspešno podaljšuje svoje življenjsko obdobje. Podjetja iščejo poslovne možnosti v razvoju in spremembah okolja, kjer prežijo tudi nevarnosti, ki jih morajo pravočasno prepoznati in se jim izogniti. Poslovne možnosti pa lahko podjetja najdejo tudi v prednostih svojega delovanja in sposobnosti, da minimizirajo svoje slabosti. Za podjetja je zato ključnega pomena, da sproti proučujejo okolje in lastno delovanje ter na podlagi tega iščejo in načrtujejo možnosti razvoja. Pri tem morajo najprej proučiti izhodiščni položaj lastnega delovanja, kvaliteto dosedanjih strategij ter potrebo po razvojnem spreminjanju. Nato morajo analizirati svoje zunanje okolje, iz katerega izhajajo priložnosti in nevarnosti, ter svoje notranje okolje, ki jim v primerjavi s konkurenco izkazuje prednosti in slabosti poslovanja. Šele na podlagi celovite presoje lahko podjetja načrtujejo in oblikujejo strategije svojega prihodnjega razvoja in delovanja. V magistrskem delu smo proučili, kako se mora podjetje soočati s premagovanjem življenjskega cikla oziroma kako mora vzpostaviti dinamičnost svojega poslovanja. V prvem delu magistrskega dela smo proučili teoretične osnove, ki so bile relevantne za empirični del magistrskega dela. Podrobneje smo proučili koncept življenjskega cikla, rasti in razvoja podjetja, še posebej pa model razvoja podjetij po Pümpinu in Prangeju, iz katerega je izhajalo naše naslednje področje raziskovanja, to je dinamizacija podjetja. Proučili smo pojem dinamičnosti in posebnosti dinamičnega podjetja, še posebej pa smo se osredotočili na glavno posebnost takšnega poslovanja, to je sposobnost pridobivanja privlačnih poslovnih možnosti. V drugem, empiričnem delu magistrskega dela smo teoretične koncepte prenesli na konkretni primer, in sicer na podjetje Krka, d. d. Proučevali smo stopnjo njegovega razvoja, dinamičnost ter analizirali pričakovane spremembe v njegovem okolju, saj nas je zanimalo, kako dobro izbrano podjetje pridobiva in izrablja poslovne možnosti. Na podlagi ugotovitev smo Krki, d. d., predlagali ukrepe za izboljšanje dinamičnosti. Nowadays, firms operate in a highly competitive, global market, characterized by rapid innovation and ever-changing circumstances. Product, service and technology's life-cycles are becoming shorter than ever and in order to stay competitive, firms must continuously look for and take advantage of new opportunities. Firms which sucessfuly overcome these challenges are commonly referred to as »dynamic« firms. The constant development and changes within the business enviroment represent a source of many potential business opportunities as well as many potential risks and dangers, which the firms must recognize and compensate for as soon and as best as they can in order to survive and thrive. Firms may also recognize potential business opportunities within their own structures, by taking advantage of their own strengths while minimizing their weaknesses and optimizing their business processes. In order to be successful, firms must therefor continuously pay close attention to their external and internal enviroments and use their findings as a basis for planning their own development and growth. To do so, they must first evaluate the conditions and qualities of their current strategies and the potential need for further development. Once a new direction has been set, they must begin by alnalyzing their external enviroment and evaluate the potential opportunities and risks associated with it, before analyzing their own internal enviroment and recognizing the advantages and disadvantages they may possess compared to their competitors. Only after completing a thorough assessment of the aforementioned areas can a firm shape and put in place their newly formed strategies of future development and operating activities. In this master's thesis, we evaluate how a firm may tackle and overcome the challenge of prolonging its own life-cycle by becoming what is often referred to as a »dynamic« firm. The first part of this work containing the relevant theoretical basis for completion of the second, empirical part of the thesis. Within the first part, we thoroughly analyze the life-cycle concept and other theoretical basis for growth and development of firms, emphasizing the development model put forth by the authors Pümpin and Prange (1995), which was the basis for our next area of research, the dynamization of firms. We closely study the term »dynamization« and take a closer look at particularities of a dynamic firm, especially the ability of recognizing potential business opportunities. The second part of our thesis contains a practical implemented example, where we apply the theoretical basis presented in the first part to the case of Krka, d.d. To answer the question of how well Krka, d.d. is taking advantage of potential business opportunities, we study the current level of development and dynamization within the firm, as well as analyze the expected changes within its external enviroment. Based on our findings, we shape and present our own suggestions as to how the firm may increase its level of dynamization.

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.

Odnosi med zaposlenimi in managerji niso vedno uspešni. Zelo redko najdemo podjetja, kjer vladajo prijateljski odnosi med nadrejenimi in podrejenimi. Včasih pa to stanje še poslabša dejstvo, da podjetja najemajo managerje iz tujine, tako imenovane mednarodne (tuje) managerje ali ekspatriate. Ekspatriat - oseba, ki se uči hitro, dobro podkovana v delu z ljudmi, ima veliko izkušenj, vendar ima hkrati zelo drugačno miselnost in način življenja. Razlogi za najem tujih managerjev so lahko različni. Prednost najema tujih managerjev je veliko število poslovnih izkušenj, poznavanje novih tehnologij, bolj učinkovito upravljanje človeških virov in družbe kot celote, sposobnost hitrega prilagajanja spreminjajočim se tržnim trendom in uvedbi novih tehnologij. V večini primerov tuji managerji ne najdejo skupnega jezika z lokalnimi zaposlenimi, zaradi tega lahko na tem področju nastanejo različne vrste konfliktov in nesporazumov. Ena od teh težav je jezikovna ovira. Prav tako nastajajo težave v različnih pogledih na svet in način življenja. V podjetju je treba vzdrževati zdravo organizacijsko okolje, zato je nujno proučiti in predlagati načine reševanja težav v odnosih med zaposlenimi in tujim managerjem. V uvodu magistrske naloge smo opredelili namen in cilje raziskave, načrt poteka raziskave, potek izvedbe raziskave, predvidene metode, predpostavke in omejitve raziskave, pa tudi zastavili raziskovalne hipoteze. Magistrska naloga je sestavljena iz dveh delov. V teoretičnem delu smo predstavili pojem tuji manager, opisali lastnosti dobrega managerja, navedli razloge za zaposlovanje tujega managerja ter opisali trg tujih managerjev in navedli težave v odnosih med zaposlenimi in tujimi managerji. V praktičnem delu smo prikazali raziskavo na osnovi anketnega vprašalnika in intervjuja s tujimi managerji, ugotovitve odnosov med zaposlenimi in tujimi managerji v podjetju X. Po analizi anketnih vprašalnikov in intervjuja smo pridobljene podatke obdelali s pomočjo programa Microsoft Office ter jih opisali in vizualno predstavili v obliki tabel in grafov. Na koncu smo potrdili oziroma zavrnili raziskovalne hipoteze in nato ponudili predloge za izboljšanje odnosov med zaposlenimi in tujimi managerji. Relationships between employees and managers are not always successful. It is hard to find the companies where we can detect the good relationships between employees and managers. Sometimes this situation going worse with the fact that companies hiring managers from abroad, so-called international (foreign) managers or expats. Expatriate person - is a person who learns quickly, know how to work with people, has a lot of experience but at the same time this person has a very different mindset and way of life. There is a lot of reasons for hiring foreign managers. The advantages of hiring foreign managers are: they have a large number of business experiences, they know everything about new technologies, they have ability to manage people, they are adapting rapidly at the changing market trends, and they know how to make introduction of new technologies into the new market successfully. In the most cases, foreign managers do not find a common language with local employees, which can lead to different types of conflicts and misunderstandings in the day-to-day operations. We can assume, that the one of emerging issue is a language barrier. The similar problems to arise from different views of the world and the way of life of foreign managers. Healthy organizational environment is very important for each company in this case it is necessary to studying the problems in the relationships between employees and the foreign managers, and then propose the ways of solving these problems. The introduction of the master's thesis explains the purpose, describes the goals and objectives, define the predicted methods of work, and also define the assumptions and barriers of the research, as well as the research hypotheses. The master's thesis consists of two parts. In the theoretical part, we introduced the concept of a foreign manager, described the characteristics of a good manager, indicated the reasons for employing a foreign manager, described the market of foreign managers' and pointed out the problems in relationships between employees and foreign managers. In the practical part, we have presented the research based on questionnaire and interviews with foreign managers. This research helped us to elucidate circumstantial relationships between employees and foreign managers in company X. After analyzing questionnaires and interviews, we pre-processed the data using Microsoft Office, we described them and visually presented in the form of tables and graphs. In the end, we have confirmed or rejected research hypotheses and suggested proposals for improvement in relationships between employees and foreign managers.

Environmental problems, material depletion, and high dependency on fossil fuels are core problems of logistics in the EU as well as globally. Therefore, numerous countries, in particular Member States of the EU, have ambitious goals for the increased use of renewables, increased energy efficiency, the reduction of greenhouse gas emissions, transition to sustainable transportation and similar changes. EU companies are, therefore, strongly committed to reducing their environmental impact, reducing the use of fossil fuels and becoming more sustainable. Logistics companies are no exception due to the impact of logistics processes, such as transportation and distribution that impact human health, ecosystem and air quality, climate changes (with noise, vibrations, fossil fuel related harmful emissions etc.), warehousing (especially with energy used for heating and cooling) and packaging (especially with the use of material). Therefore, the implementation of green logistics is necessary for the sustainable future of our planet. This chapter identifies how the idea of green logistics was developed and has evolved, analyses key problems for its implementation, and presents the current status of green logistics, including the best practices of green logistics implementation in selected organizations.

Logistics is all around us and has a significant impact on the activity of each of us although we are not always aware of this. Its role and definitions have changed over time and have increased in step with technological development and globalization. Nevertheless, only after the Second World War did it become a subject of academic research. Logistics has become a fundamental part of almost every economic activity. Through conceptual research and a detailed literature review, we will search for links between logistics and the effectiveness and efficiency of a company through utility and competitive advantage.

Nenehne spremembe v poslovnem okolju silijo podjetja k pravočasnim ukrepom prilagajanja poslovne politike k obvladovanju razvojne krize. Skozi delovanje samega podjetja sta potrebna določeno znanje ter izkušnje usposobljenega najvišjega managementa za dosego konkurenčne prednosti, katera je povezana s prepoznavanjem poslovnih priložnosti. Da bi lahko dosegli pričakovano rast in razvoj podjetja, je pomembno prepoznati stanje podjetja. Torej v kateri fazi razvoja življenjskega cikla je, saj na podlagi te ocene lahko uporabimo ustrezno politiko, ki pomaga k sprejemanju premišljenih odločitev za izboljšanje strukture in dogajanja v podjetju. Podjetja, ki želijo dosegati dolgoročno uspešnost skupaj s kombinacijo lastnosti pionirskega in rastočega podjetja, dosežejo dinamičnost. Dinamična podjetja aktivno spremljajo dogajanja na trgu ter tako s tehtanimi odločitvami vodstvenih delavcev z iskanjem profitnega motiva ustvarjajo novo vrednost in nova delovna mesta. Lahko bi rekli, da so vedno v koraku pred konkurenco, ter da njihov cilj ni preživeti, ampak uspeti. V analitičnem delu magistrske naloge smo tako za izbrano podjetje izvedli diagnozo razvojne stopnje podjetja, kjer smo s pomočjo Pümpin in Prangejeve (1995) metode ugotovili, v kateri fazi življenjskega cikla se proučevano podjetje nahaja. Nato smo na podlagi dobljenih rezultatov raziskali, ali je mogoče v življenjskem ciklu obravnavanega podjetja zaznati tipično razvojno krizo, kot sta jo opredelila Pümpin in Prange (1995) ter opredelitev faz podjetniških kriz po Kropfbergerju (2003). S sintezo spoznanj o kriznem stanju obravnavanega podjetja smo podali nadaljnje ukrepe, ki so pomembni za razvoj podjetja. Zadnji del raziskave smo sklenili z analizo odstopanja dejanskega stanja podjetja od ciljnega stanja dinamičnosti in podali predloge ukrepov za dinamizacijo podjetja. Constant changes in the business environment force companies to take timely measures to adjust business policy to cope with the development crisis. Through the operation of the company itself, it requires certain knowledge and experience of qualified top management to achieve competitive advantage, which is related to recognizing business opportunities. In order to achieve the expected growth and development of the company, it is important to recognize the state of the company. This means recognizing at what stage of the life cycle it is, as we can implement the appropriate politics, that help making informed decisions to improve the structure and happenings in the company. Companies that want to achieve long-term success along with the combination of characteristics of a pioneering and growing company achieve dynamism. Dynamic companies are actively monitoring market developments and thus, with the weighted decisions of managers, they create new value and new jobs by finding a profit motive. We could say that they are always one step ahead of the competition and that their goal is not to survive but to succeed. In the analytical part of the master's thesis, we carried out a diagnosis of the developmental stage of the company for the selected company, where we determined at what stage of the life cycle the study company is located with the help of Pümpin and Prange (1995) method. On the basis of the obtained results, we examined whether it is possible during the life cycle of the company in question to perceive typical developmental crises as identified by Pümpin and Prange (1995) and the definition of the stages of corporate crises according to Kropfberger (2003). With the synthesis of knowledge about the crisis situation of the company, we introduced further measures that are important for the development of the company. The last part of the research was concluded by analysing the deviation of the company's actual state from the target state of dynamics and proposing measures for the dynamization of the company.

Diplomski projekt obsega teoretični in praktični del. V teoretičnem delu smo najprej opredelili mala in srednja velika podjetja ter predstavili poslovanje le-teh v Sloveniji. Opredelili smo tudi, kaj je življenjski cikel podjetja, največji poudarek pa smo namenili strategijam rasti in razvoja. Našteli smo dejavnike podjetniške rasti, kasneje pa opisali vrste strategij. Izbrali smo diverzificirano rast podjetja kot eno izmed temeljnih strategij rasti. Najprej smo po različnih avtorjih poiskali različne definicije diverzifikacije ter opredelili priložnosti in nevarnosti izbrane strategije rasti. Na koncu smo opisali še vrste in načine doseganja rasti s strategijo diverzifikacije. Teoretični del smo podkrepili s praktičnim primerom podjetja Hemptouch, d. o. o. Za to podjetje smo se odločili zato, ker smo tudi sami njihovi odjemalci. Podjetje se namreč ukvarja s posebnim segmentom izdelkov, in sicer s kremami in kapljicami za različne težave s kožo. Veljajo za 100-odstotno veganske izdelke. Vsebujejo pretežno hidrolat konoplje in konopljine kanabinoide, poleg tega pa še ostale sestavine, kot so bergamotka, nageljnove žbice, muškatna kadulja, šentjanževka, damaščanska vrtnica, geranija, kajenska paprika, propolis, koencim Q10, limona, hialuronska kislina in druge. Izdelke prodajajo prek svoje spletne strani in v trgovinah Biotopic in Kalček. Ne dolgo nazaj pa so začeli prodajati svoje izdelke tudi v trgovini Hofer, a le določene kreme. V praktičnem delu smo najprej predstavili izbrano podjetje Hemptouch, d. o. o., in ugotovili, da je podjetje še zelo mlado, saj je bilo ustanovljeno na začetku leta 2014. Ko smo se poglobili v rast in razvoj podjetja, smo ugotovili, da so dokaj hitro začeli razmišljati o diverzifikaciji. Za strategijo diverzifikacije so se v podjetju odločili, ko so spoznali, da na generičen način podjetje ne more več rasti. Na diverzificiran način so rastli tako, da so z obstoječimi proizvodi stopili na tuji trg. Podjetju je uspelo pravi čas na pravem mestu udejanjiti idejo o izdelkih iz industrijske konoplje. Do tega so prišli, ker so na eni strani imeli znanje o konoplji, na drugi strani pa znanje o zeliščarstvu in naravnih zdravilnih učinkih zelišč. Tako je prišlo do ideje o konopljini kozmetiki. V Sloveniji imajo kar nekaj konkurence, saj obstajajo podjetja, ki imajo recimo konopljine kapljice, nimajo pa razvite celotne linije izdelkov, kot jo ima podjetje Hemptouch, d. o. o. Veliko več konkurence imajo na tujih trgih, saj so tam ljudje veliko bolj ozaveščeni o zdravilnih učinkih industrijske konoplje kot pri nas. Odjemalci so tudi pripravljeni več plačati, zato je tudi tam prodaja večja. The thesis comprises of the theoretical and practical part. The theoretical part discusses small and medium-sized enterprises and their operation in Slovenia. We also determined the life cycle of a company and focused on the strategies for growth and development. We also described growth factors of companies as well as the types of strategies. The business diversification was chosen as one of the most fundamental strategies of growth. First we searched for different definitions of diversification from different authors and identified the opportunities and threats regarding the chosen growth strategy. In the end, we described the types and manners to achieve growth using diversification strategy. The theoretical part also includes a practical example of Hemptouch d.o.o. This company, which focuses on a specific product segment, i.e. creams and drops for treating different skin problems, was chosen because we are their customers. Their products are 100% vegan, meaning they are appropriate for everyone. They also contain mainly hemp flower hydrolate and hemp cannabinoids. The remaining ingredients are: bergamot, clove, clary sage, St John’s wort, Damask rose, geranium, cayenne pepper, propolis, coenzyme Q10, lemon, hyaluronic acid, etc. Their products are sold on their website and in two shops – Biotopic and Kalček, and not long ago, they also started retailing certain creams at Hofer. In the practical part, we first presented the chosen company Hemptouch d.o.o. and found out that the company is relatively young as it was established in early 2014. However, as we analysed the company’s growth and development, we realised they started thinking about diversification fairly quickly. The company decided to follow the diversification strategy after realising that generic development would stop the company from growing. They developed in a diversified way by entering a foreign market with their existing products. The company therefore managed to put into action an idea about producing industrial hemp products at the right time. They came to the decision as they had a good knowledge of hemp on the one hand, and of herbalism and natural therapeutic properties of herbs on the other. This is how the idea about hemp cosmetics came up. The company has some competition in Slovenia as there are many companies retailing hemp drops, but these companies fail to offer the whole line of products, as it is the case in Hemptouch d.o.o. However, there is a higher level of competition in foreign markets as people abroad are much more aware of therapeutic properties of hemp. As the customers are willing to pay more for these products, the sales abroad are higher.

Podjetja se pri svojem poslovanju srečujejo s hitrimi spremembami, ki se nanašajo na globalizacijo, krajše življenjske cikle proizvodov/storitev, kompleksnost proizvodov in intenziven tehnološki napredek. Zaradi dinamičnih in hitrih sprememb v okolju, v katerem podjetja delujejo, so le-ta postavljena pred izziv, da pridobijo in ohranjajo svojo konkurenčno prednost. Zaradi tega predstavljajo inovacije osnovno potrebo podjetja. Da bi podjetja dosegala in ohranjala konkurenčno prednost, lahko uporabijo različne pristope, strategije in orodja. Eden izmed njih je tudi notranje podjetništvo. Notranje podjetništvo je razširjeno povsod po svetu, vendar se poimenuje na različne načine. Podjetja ga uporabljajo kot orodje, da bi dosegala predvsem uspešnost, rast, inovativnost. Notranje podjetništvo je lahko pomemben dejavnik pri uvajanju novosti, ki predstavljajo odstopanje od obstoječih rutin delovanja podjetja na različnih področjih. Prisotnost notranjega podjetništva, njegova povezava z uspešnostjo, rastjo podjetja in inovativnostjo hitro rastočih podjetij predstavlja osrednjo temo magistrskga dela. Raziskava, ki smo jo izvedli v okviru magistrskega dela, ugotavlja povezave med notranjim podjetništvom in rastjo podjetja, uspešnostjo poslovanja in inovativnostjo v slovenskih hitro rastočih podjetjih. Na temeljno raziskovalno vprašanje, ki se glasi: »V kolikšni meri je notranje podjetništvo prisotno v hitro rastočih podjetjih in kako je notranje podjetništvo povezano z inovativnostjo in uspešnostjo hitro rastočih podjetij?« želimo poiskati relevanten odgovor. Dandanes ima v uspešnih, inovativnih podjetjih, ki hitro rastejo, ključno vlogo notranje podjetništvo. Seveda obstaja kar nekaj načinov, kako bo podjetje uvajalo notranje podjetništvo v svoje poslovanje. Vendar pa nekatera podjetja raje dajo prednost utečeni rutini, kot da bi vzpostavljala notranje podjetništvo. Pomembno je, da se vzpostavi takšno podjetniško okolje, ki bo vplivalo na razvoj notranjega podjetništva in obenem prispevalo k sami rasti in razvoju podjetja. Iskali smo tudi povezavo med notranjim podjetništvom in rastjo podjetja, uspešnostjo poslovanja in inovativnostjo. Inovativnost podjetja je pomembna, saj brez inovacij ni napredka, obenem pa predstavlja gonilo, da podjetja iščejo novosti na vseh področjih svojega delovanja. Obenem pa inovativnost pomeni tudi konkurenčno prednost pred drugimi. V magistrskem delu smo se osredotočili na proučevanje slovenskih hitro rastočih podjetij, ker so to podjetja, ki so inovativna, fleksibilna in imajo konkurenčne prednosti, zaradi česar se razlikujejo od drugih podjetij. Običajno gre za manjša, vendar visokotehnološka podjetja, ki so gonilo razvoja slovenskega gospodarstva, saj ustvarjajo veliko novih delovnih mest in nenehno iščejo možnosti in priložnosti na mednarodnih trgih. V raziskavi smo proučevali sedem oblik notranjega podjetništva, za katere se podjetja odločajo, med katerimi so novi posli, nove enote, inovacije izdelkov/storitev, tehnološke inovacije, samoprenova, prevzemanje tveganja in proaktivnost. Najpogosteje se podjetja odločajo za tehnološke inovacije kot eno izmed oblik notranjega podjetništva. Vendar smo tudi ugotovili, da hitro rastoča podjetja nimajo razvitih vseh oblik notranjega podjetništva, kar pomeni, da smo delno sprejeli hipotezo, ki pravi, da ima večina hitro rastočih podjetij razvito določeno obliko notranjega podjetništva. V analize smo ugotovili, da imajo podjetja razvite samo tehnološke inovacije, inovacije izdelkov/storitev in nove posle. To pomeni, da proaktivnosti, novih enot, prevzemanja tveganja in samoprenove nimajo prisotnih ali jih ne prepoznavajo. S prisotnostjo notranjega podjetništva v hitro rastočih podjetij je povezana tudi rast podjetja, inovativnost in uspešnost poslovanja. Predvsem lastno znanje in inovacijsko-razvojna usmeritev podjetja ustvarjata pogoje za vodilni položaj na trgu. When companies make business they are facing with the faster changes, which are relete to the globalization, shorter life cycle of product/service, complexity of products and intensive tehnological progress. Because of dynamic and faster decision in environment in which companies work, is a chalange that they establishing and maintaing the compatitive advantage. For this reason respresent innovation the basic need for the company. One of the tools used in this pursuit is intrapreneurship. Intrapreneurship is widespread everywhere in the world but they used a different definition. Companies used intrapreneurship as tool to succeed, to grow and to innovate. Intrapreneurship is significant factor in introducing novelties which are respresented as deviation from routine in different position of the organization. Presence of intrapreneurship and its connection with the performance, growth of the company and innovativeness of fast growing companies represent the topic of our masters thesis. Research that we have in framework notes the link between intrapreneurship and growth of the company, performance and innovativeness in fast growth companies in Slovenia. To the fundamental research question: »How much is intrapreneurship present in fast growing companies and how is intrapreneurship connected with the innovativeness, performance of fast growing companies?« and we want to find answer to that. Today in successful, innovative companies which growth really fast plays a key role intrapreneurship. Of course there are many ways how will company introduce intrapreneurship. Everyone decides for the solution which is the most suitable for the company. Companies put to many times to the forefront economic performance, growth but they forget about the entrapreneurship in existing companies which is the important factor of sustainable development. Some companies give priority to rolled routines as if they will established intrapreneurship. It is important to established entrapreneurship environment which will be influence to the development of intrapreneurship and contribute to the growth of the company. In master thesis we make focus on slovenian fast growing companies because this are companies which are innovative, flexible, they have compatitive advantage and for this reason they are different like other companies. In master thesis we were looking for connection between intrapreneurship and growth, performance and innovativeness. Innovativeness is important because without innovation there are no progress and innovation presents gearbox that companies are looking for the novelties in every areas. Innovativeness is also compatitive advantage. The master thesis consists of teoretical and empirical work where we make detailed study of domestic and foreign literatures, define hypothesis, define methodes of work and data, define survey questionnaire, analyzed obtained data which we get with survey questionnaire and in the end we summerizes the conclusion. Fast growing companies decide in their business to develop intrapreneurship, some slightly to a greater extent the other one to a smaller extent. In the study, we studied seven forms of intrapreneurship, for which companies decide, among which are new businesses, new units, product/service innovations, technological innovation, self-interest, risk-taking and proactivity. Most often, companies decide for technological innovations as one of the forms of intrapreneurship. However, we also found that fast growing companies do not develop all forms of intrapreneurship, which means that we have partially accepted the hypothesis that most of fast growing companies have developed a certain form of intrapreneurship. From the analysis, we found that only technological innovations, product/service innovations and new business have been developed. Which means that proactivity, new units, risk taking and selfpropelled are not develop in fast growing companies.

This paper presents the results of a research project financed by the Chamber of commerce and industry of Slovenia. The main purpose of the project was to propose a model for useful suggestions management, including concrete suggestions for businesses. This is based on (a) an in-depth literature review, (b) case studies of three innovative, export orientated Slovenian companies and (c) the results of the implementation of this model in two Slovenian companies (as a pilot project). Concrete suggestions for businesses regarding the useful suggestions management process, the implementation itself, the rewarding and monitoring of useful suggestions activity and potential adaptations of the model to changes within the company are presented. Since the paper focuses on the implementation of useful suggestions management, offering a rich insight into the concrete processes involved in both developing such policies and carrying them out, companies may achieve great business value by implementing this proposed model. V prispevku so predstavljeni rezultati raziskovalnega projekta, ki ga je financirala Gospodarska zbornica Slovenije. Glavni namen projekta je bil predlagati model ravnanja s koristnimi predlogi, ki vključuje konkretne predloge za vpeljavo modela v podjetje. Model ravnanja s koristnimi predlogi temelji na: (a) podrobnem pregledu literature, (b) študijah primerov treh slovenskih izvozno usmerjenih podjetij in (c) rezultatih vpeljave modela v dve slovenski podjetji (kot pilotni projekt). V članku so predstavljeni konkretni predlogi za podjetja, ki so potrebni za uspešno vpeljavo modela upravljanja s koristnimi predlogi. Opisani so postopki vpeljave modela, različni načini nagrajevanja in spremljanja koristnih predlogov ter potencialne prilagoditve modela, ki so potrebne za posamezno podjetje. Model ima veliko uporabno vrednost, saj ponuja konkretne predloge glede načina vpeljave sistema ravnanja s koristnimi predlogi.

Že sama prva beseda v naslovu diplomskega projekta nam daje smernice za celotno spisano delo. Osredotočili smo se na poslovni proces priključitve novih merilnih mest na električno distribucijsko omrežje podjetja E. Diplomski projekt je sestavljen iz teoretičnega in praktičnega dela. Na začetku diplomskega projekta smo opredelili poslovne procese, njihovo povezavo s poslovno odličnostjo, njihove značilnosti ter aktivnosti in sam management poslovnih procesov. Kasneje smo opisali prenovo poslovnih procesov, kakšne cilje s to prenovo lahko dosežemo in faze prenov poslovnih procesov. V zadnjem teoretičnem poglavju smo obravnavali človeške vire v podjetju, ter spisali pomen razvoja zaposlenih za organizacijo. Na koncu diplomskega projekta smo predstavili konkreten poslovni proces podjetja E, ga grafično izrisali, analizirali ter izpostavili problem in poiskali predloge za izboljšanje poslovnega procesa. Kot ključen problem ne tekočega izvajanja poslovnega procesa smo izpostavili nepopolno dokumentacijo. Izboljšan poslovni proces smo opisali, grafično prikazali, pojasnili vpliv prenove na vse udeležence procesa ter zapisali možne težave s katerimi se lahko srečamo pri sami prenovi poslovnega procesa. Za izboljšanje ter dosego dobrega poslovnega procesa moramo proces dodobra analizirati in spoznati, izpostaviti ključne napake ter podati možne odlične poslovne rešitve The major guidelines for the entire work are already indicated in the very first word in the title of the diploma project. Our focus lies on the business process of connecting new measurements spots on electricity distribution network in company E. The diploma project consists of theoretical and practical part. At the beginning of the we have defined business processes integrated with business excellence, their characteristics and activities and the management of business processes itself. Later, we described the business process reengineering, the objectives that can be achieved with this renovation and phases of business process reengineering. The last theoretical chapter discusses human resources in the company and the importance of employees’ development for the organization. At the end of the diploma project we presented a concrete business process of company E by graphical mapping, analyzing, highlighting the problem and finally framing a proposal to improve the business process. The incomplete documentation was subjected as the key problem of non flowing implementation of business process. We described the improved business process and its graphical demonstration, continued with explaining of the reform impact on all the participants in the process. At the end, some potential problems which may be encountered in their own renovation business process were noted. In order to improve and achieve a good business process, it must be thoroughly analyzed and recognized. There is a need to highlight the key errors and to provide excellent business potential solutions

Za dobro in uspešno uvedbo nove ideje na trg so potrebna osvojena osnovna in dodelana znanja na področju managmenta, organizacije in procesov. Dobro moramo poznati celoten potek priprav in procese v managmentu, s katerimi se srečujemo ter jih potrebujemo za uvedbo nove ideje na trg. Med delom oz. uvedbo se lahko spopadamo s problematiko, ki nastopi pri njenem uresničevanju, če nimamo zadostnega znanja ali predstave, kako se lotiti celotnega projekta. V diplomskem delu je v središču obravnave že razvit projekt Sloclubbing. To je aplikacija, kjer so zapisani vsi dogodki na področju zabave po Sloveniji. Namenjena je seznanitvi širše množice o poteku, kraju, času in ceni dogodkov, prireditev ter zabav v nočnih klubih in na festivalih. Lastnost, ki loči Sloclubbing od konkurence, je vpogled v dogajanje v živo prek spleta. Temeljni namen diplomskega dela je opredelitev potrebne organizacijske ter procesne podpore (določitev procesov, potrebnih za realizacijo), ki se navezuje na uvedbo nove ideje – Sloclubbinga. Do ključnih spoznanj smo prišli tudi s pomočjo intervjuja z bodočimi zaposlenimi, naročniki ter uporabniki te aplikacije. Na podlagi teorije, lastnega dela ter izvedbe intervjuja smo opredelili potrebno organizacijsko podporo skozi prizmo managementskih funkcij ter določili ključne in podporne procese, ki so potrebni za realizacijo ideje. Sklenemo lahko, da če je organizacijska podpora opredeljena in so procesi vnaprej dobro pripravljeni, natančni in preučeni, to pripomore k hitrejši, boljši, uspešnejši in lažji uvedbi nove ideje na trg. A good and successful introduction of a new idea to the market requires basic and well-grounded management, organization and process skills. We need to be well aware of the entire course of preparations and processes in management that we face and we need for succesful interduction of the new idea to the market. During work we can be confronted with problems that arise in the realization of it, if we do not have sufficient knowledge of ​​how to tackle the whole project. The research is related to an already developed project - Sloclubbing. This is an application where all events in the field of entertainment around Slovenia are recorded. It is intended to inform the wider crowd about the course, location, time and price of events, parties in clubs and at festivals. The property that separates Sloclubbing from the competition is an insight into live events over the web. The basic purpose of the thesis is to define the necessary organizational and process support (identify the processes that are needed for interduction of new idea to the market) which relates to the introduction of a new idea - Sloclubbing. We came to the conclusion also with the help of an interview with future employees, subscribers and users of this application. Based on the obtained theoretical facts, anwsers in the interviews and additional work we defined organizational support, that we need, through the prism of managment dunctions identified main and supportive processes. Insofar as they are well-prepared, precise and studied, this helps to make the new idea faster, better, more successful and easier to introduce.

Eden izmed razlogov, ki sili podjetje k rasti je rast obstoječih in pojav novih kKonkurenčnih podjetij.ca ki se pojavlja na trgu, na katerem deluje podjetje, sili le-to k rasti. Saj ima Rastoča podjetja imajo za cilj ohranjati oziroma povečevati velikost svojega vsako podjetje cilj, da bi pridobilo kar se da velik tržngai deleža, dobička itd. Podjetje prične uradno delovati z vpisomn v sodni register. Podjetja nato strmijo k njihovem Nato se prične njihova pot razvojau in rasti. To lahko dosegajo na vrsto različneih načineov. Eden izmed njih je rast s pomočjo nakupa in prodaje franšize. Franžizing je smiselno proučevati s strani Pri takšnem načinu poslovanja nastopata dve osebi, franšizodajalcaec inter franšizojemaleca. Franšizing je sistem marketinga blaga in/ali storitve ter/ali tehnologije, ki je zasnovana na tesnem in stalnem sodelovanju med pravno ter finančno ločenimi in neodvisnimi podjetji, franšizorjem in posameznimi franšiziji (dajalci in jemalci franšiz), pri katerem franšizor svojim franšizijem daje pravico ter odgovornost, da poslujejo po franšizorjevem konceptu (GEA College, 2000, str. 50).Pri takšnem poslovanju gre v bistvu za nakup in prodajo intelektualne lastnine. Franšizodajalec je oseba, ki ustanovi franšizno mrežo. Franšizojemalec pa je samostojna pravna oseba, s katero franšizodajalec sklene franšizno pogobo. Ta mu dovoljuje da posluje v imenu in za račun franšizodajalca. Franšizojemalec se odloči za takšen način poslovanja zaradi večih razlogov. Eden je ta,, saj vstopai v svet podjetnišktvao pot, z že prepoznavno blagovno znamko, s tem pa zmanjša tveganje za neuspeh. Franšizodajalcuecu pa takšen način poslovanjato omogoča širitev na domačem kot tudi na tujihem trgihu, z minimalnoim vloženim kapitalom. Zavezuje ju pogodba, katera določa obveznosti tako franšizodajalca kot franšizojemalca. Franšizodajalec mora tako ponujati franšizojemalcu pomoč, pri nabavi, marketingu, oglaševanju itd., franšizojemalec pa mora upoštevati navodila in strategije, ki mu jih zastavi franšizodajalec. Diplomska naloga sestoji iz praktičnega in teoretičnega dela. Prvotno bomo v diplomski nalogiV prvem delu predstavljamo problematikopredstavili rasti podjetja, opredelljujemo ili na kakšne možne načine lahko podjetje rastie, pojasnjujemoin kaj v bistvu je rast in razvoj, ter dejavnike, kikaj vplivajo na njuo. Nadalje se bomo poglobilipredstavljamo v franšizni sistem. OpredeljujemoPredstavili bomo nekaj definicij franšizinga, zapisali nekaj o sami zgodovinoi franšizinga v svetu, Evropi ter Sloveniji. Opisali smo nekatererazne oblike franšizinih sistemov, opredelili prednosti in slabosti franšizing, ter podrobneje predstavilispoznali franšizno pogodbo. V praktičnem delu bomo nato predstaviliprikazujemo franšizni sistem v podjetju X. Prvotno ga bomo na kratko predstavili. Na pPraktičnem primeruo podjetja Tomas sport II smobomo prikazali kako izgleda franšiznoa pogodboa, na primeru podjetja Tomas sport II. Nazadnje pa predstavili kako se je podjetje razvijalo s pomočjo franšizinga, ter pogoje delovanja franšiznega sistema na izbranem primeru One of the reasons that forces the company to grow is growth of the existing and emergence of new competitive companies. The goal of the growing companies is to maintain or increase the size of their market share, profit etc. Company starts officially operating with the entry into the register of the companies. Then, their path of development and growth begins. That can be achieved in various ways. One of the possibilities is growth through purchase and sale of the franchise. It is sensible to study franchising from the perspective of franchisor and franchisee. Franchising is a system of marketing of goods and/or service and/or technology that is based on close and continuous cooperation among legally and financially separated independent companies, franchisor and individual franchisees (franchisors and franchisees), where franchisor gives a right and responsibility to their franchisees to operate under the franchisor’s concept (GEA College 2000 p. 50). Franchisor is a person who founds a franchise network. Franchisee is an independent legal person with whom a franchisor concludes a franchise agreement. The agreement allows the franchisee to operate on behalf of and for account of the franchisor. Franchisee opts for this kind of operation due to numerous reasons. One of them is entering in the world of entrepreneurship, but with a recognized brand, thereby reducing the risk of failure. This type of operation allows the franchisor to expand on a domestic as well as on foreign markets with a minimal invested capital. They are bound with the contract which defines obligations of both, franchisor and franchisee. Franchisor must therefore offer a franchisee assistance in purchasing, marketing, advertising etc. and franchisee must follow instructions and strategies set by the franchisor. The graduation thesis consists of theoretical and practical part. In the first part, we present the problems of company’s growth, we define possible ways of growth, explain growth and development and factors influencing them. Further we present a franchise system. We define some definitions of franchising, history of franchising in the world, Europe, and Slovenia. We have described some forms of franchising systems, defined advantages and disadvantages of franchising, and presented a franchising agreement in details. In the practical part, we present a franchise system in the company X. In the practical example of the company Tomas sport II, we have presented a franchise agreement. Finally, we have presented the company’s development with the help of franchising and the conditions for operation of the franchising system in the chosen example.

Diplomski projekt obsega analizo rasti podjetja na primeru slovenskega podjetja Tehnoles d.o.o. Gre za podjetje, ki se ukvarja z suhomontažno gradnjo ter prodajo barv ter gradbenega materiala. Svoje proizvodne in storitve ponujajo tako domačim kot tudi tujim uporabnikom. V teoretičnem delu diplomskega projekta smo opredelili pojem kaj je rast podjetja, zakaj naj bi podjetje rastlo, kakšni so vzroki za rast podjetja. Osredotočili smo se tudi podbrobneje na oblike rasti podjetja in značilnosti teh oblik rasti. V aplikativnem delu diplomskega projekta sem izvedla analizo rasti podjetja od leta 2014- 2016 za 5 kazalnikov: sredstva, število zaposlenih za 3 leta, dodana vrednost na zaposlenega, čisti poslovni izzid za 3 leta ter čiste prihodke od prodaje. Na podlagi teh kazalnikov sem ugotovila, da je podjetje rastlo po številu zaposlenih, kar je vidno tudi po indeksu povprečne rasti podjetja, ki je najvišji od vseh. Pri ostalih kazalnikih pa se je pokazalo sorazmerno nihanje. In the thesis the author presents an analysis of a company's growth on the example of the Slovenian company Tehnoles d.o.o. Tehnoles is a company that deals with dry construction and sale of paints and construction material. They offer their products and services to both, domestic and foreign customers. In the theoretical part of the thesis, the author defined what there is to understand about the term company growth and what it embraces, why a company should grow, what the reasons for the growth of a company are. The author also focused on the forms of company growth and the characteristics of these forms. In the applicable part of the thesis, the author carried out an analysis of the company's growth from 2014 to 2016 based on five indicators: assets, number of employees for 3 years, added value per employee, net profit for 3 years and net sales revenue. On the basis of these indicators, the author came to the conclusion that the company grew according to the number of employees and also to the average growth index of the company, which was the highest of all indicators. However, the other indicators showed a proportionate fluctuation.

Diplomski projekt obravnava oblikovanje strategije rasti podjetja Inotherm, d. o. o., ki deluje v gradbeni dejavnosti. Najprej smo v teoretičnem delu naloge opredelili pojem rasti podjetja po različnih avtorjih, predstavili faze rasti podjetja ter različne načine oziroma strategije za rast podjetja. Ker pri rasti lahko naletimo tudi na ovire, smo v nadaljevanju napisali še nekaj o tem, kar lahko rast podjetja ovira. V aplikativnem delu diplomskega projekta smo predstavili izbrano podjetje Inotherm, d. o. o., ki ima sedež v Dolenji vasi v občini Ribnica. Podjetje je v preteklosti poslovalo na področju proizvodnje stekel, sedaj pa so specializirani za proizvodnjo aluminijastih vhodnih vrat. Podjetje smo izbrali zato, ker smo predvideli, da je uspešno ubralo eno izmed temeljnih strategij rasti, in sicer diverzifikacijo poslovanja. Podjetje se je namreč s področja izdelave visokokakovostnih dekorativnih stekel preusmerilo v področje izdelave aluminijastih vhodnih vrat. Prav tako v nalogi podrobneje proučimo gradbeno dejavnost, saj podjetje Inotherm, d. o. o., posluje v omenjeni panogi, in sicer v panogi stavbnega mizarstva in tesarstva. Zaradi tega smo predstavili gradbeništvo v Sloveniji, njegove značilnosti, predstavili tri največje gradbince po kazalniku letnih prihodkov iz prodaje ter razvoj in izzive panoge v prihodnosti. Na podlagi pridobljenih podatkov iz podatkovnih baz EBONITETE in GVIN smo izdelali konkurenčno in tržno analizo podjetja. Konkurenčno analizo smo izdelali na osnovi triletnega opazovanega obdobja (2013–2015), kjer smo podjetje Inotherm, d. o. o., po petih različnih kazalnikih primerjali s konkurenčnimi podjetji Inles, d. d., Jelovica, d. d., in Lip Bled, d. o. o. Konkurente smo izbrali na osnovi dejavnosti, to je proizvodnje vhodnih vrat. Ugotovili smo, da je podjetje Inotherm, d. o. o., ustrezno oblikovalo strategijo rasti, zaradi katere še danes uspešno posluje in raste. To dokazujejo kazalniki, po katerih smo konkurenčna podjetja medsebojno primerjali. Najbolj je to razvidno iz zbranih podatkov podjetja od leta 1997 do leta 2007, med katerima je podjetje ubralo strategijo diverzifikacije. Podjetje Inotherm, d. o. o. pri tem večino svojih prihodkov ustvari na tujih trgih. To potrjuje tudi izdelana tržna analiza, pri kateri smo ugotovili, da je imelo podjetje v letu 2014 po petih različnih kazalnikih velik tržni delež glede na število vseh registriranih podjetij v občini Ribnica, v jugovzhodnemu delu Slovenije in v panogi stavbnega mizarstva in tesarstva. The diploma project addresses the development of a Intotherm’s, d. o. o., growth strategy which is in the construction sector. In the theoretical part, we have defined the concept of business growth according to various authors, presented the stages of business growth and different strategies for business growth. Because there can also be obstacles during the growth process, we have written something about this topic. In the applied part of the diploma project we have presented the company Inotherm, d. o. o., which is headquartered in Dolenja vas in the municipality of Ribnica. In the past, the company has been operating in the field of glass manufacturing, but now they are specialised in manufacturing aluminium entrance doors. We have chosen this company because we anticipated the one of the basic growth strategies was successful namely business diversification. The company has shifted from manufacturing high-quality decorative glass to manufacturing aluminium entrance doors. We have also studied the construction sector since company Inotherm, d. o. o. is operating in the field of carpentry and joinery. Therefore, we have presented the construction industry in Slovenia and its characteristics, three the biggest construction companies according to the annual earnings index of sales, and the development and challenges of this field in the future. Based on the data acquired from databases EBNONITETE and GVIN we made competitor and market analysis of the company. Competetive analysis was carried out on the basis of the threevear observed period (2013-2015), where was company Inotherm. d.o.o. compared with five different indicators to competitive compaties Inles, d.d., Jelovica, d.d., and Lip Bled, d.o.o.. The competitors were chosen based on their work, that is entrance doors manufacturing. We want to show that the company Inotherm, d. o. o. has properly developed growth strategies to which it still successfully conducts business and grows. The proof for that are the indicators according to which we have compared competing companies between each other. This is most evident from the collected company data between years 1997 and 2007, during which the company adopted a diversification strategy. The company Inotherm, d. o. o. generates most of its income on foreign markets. This is based on the market analysis in which we have calculated market shares, we have concluded that the company has in year 2014 at five different indicators high market shares regardless of the number of registered companies in the municipality, in the south-eastern part of Slovenia and in the field of carpentry and joinery.

V diplomskem projektu je predstavljen Churchill-Lewisov fazni model rasti na primeru podjetja Plastika Skaza d.o.o. V teoretičnem delu smo najprej definirali podjetniško rast in predstavili različne modele rasti, med katerimi smo se podrobneje osredotočili na Churchill-Lewisov fazni model. V aplikativnem delu smo po Churchill-Lewisovem modelu proučili rast podjetja Plastika Skaza d.o.o. Da smo ugotovili, v kateri fazi rasti se po izbranem modelu nahaja obravnavano podjetje, smo izdelali konkurenčno in tržno analizo. Konkurenčno analizo smo izdelali na podlagi podatkov iz podatkovne baze GVIN na osnovi kazalnikov sredstev, čistih prihodkov od prodaje, čistega poslovnega izida, dodane vrednosti na zaposlenega in povprečnega števila zaposlenih v letih 2013, 2014 in 2015 tako, da smo izračunali povprečne stopnje rasti za to obdobje. Tržno analizo smo po enakih kazalnikih izdelali za leto 2015. S pomočjo izračunov, člankov in letnih poročil podjetja smo podrobno analizirali rezultate in prišli do ključnih ugotovitev. Rezultati konkurenčne analize so pokazali, da so v analiziranem obdobju podjetju sredstva v povprečju rastla za 21 %, čisti prihodki od prodaje so se v povprečju povečali za 13,72 %, čisti poslovni izid je v povprečju zrasel za 34,27 %, dodana vrednost na zaposlenega 8,7 % in povprečno število zaposlenih na podlagi delovnih ur pa je edini kazalnik, kjer je bila povprečna rast negativna in je znašala -2,69 %. Pri tržni analizi je podjetje Plastika Skaza pri vseh izračunanih koeficientih v letu 2015 največ pripomoglo panogi 1 - proizvodnji drugih izdelkov iz plastičnih mas. Poleg tega pa ima podjetje tudi zelo visok odstotek v primerjavi z mestom Velenje. V podjetju se zavedajo, da je ključnega pomena tudi vloga v mestu, regiji ter panogi, v kateri poslujejo, saj posvečajo posebno pozornost okoljski osveščenosti, poleg tega pa redno sponzorirajo razne tako humanitarne kot druge dogodke. Sklepna ugotovitev diplomskega projekta je, da se glede na opravljeno analizo, v obdobju od 2013 do 2015, podjetje Plastika Skaza d.o.o. nahaja v fazi uspeha, po Churchill-Lewisovem modelu, s tem, da ima že nekatere značilnosti faze vzleta. Natančno fazo rasti podjetja v modelu je težko opredeliti, saj je za modele podjetniške rasti značilno, da ima podjetje pogosto istočasno značilnosti večih fazah. Podjetje Plastika Skaza d.o.o. se bo v prihodnosti zagotovo še razvijalo in rastlo, vsaj do leta 2020. Zastavljeno imajo namreč strategijo, po kateri naj bi prihodke v tem času povečali do 100 mio €, svojo proizvodnjo pa želijo še dodatno povečati. To jim do sedaj zelo dobro uspeva, hkrati pa neprestano vlagajo v razvoj in usposabljanje svojih zaposlenih. In this project is presented Churchill-Lewis phase model of growth in the case of the company Plastika Skaza d.o.o.. In the theoretical part, we first define business growth and present various models of growth, during which we shall concentrate on the Churchill-Lewis phase model. In applied part of the Churchill-Lewis model we analyzed the growth of the company Plastika Skaza d.o.o.. To determine in what stage of growth is the selected company according to selected model, we made competitive and market analysis. We made competitive analysis based on data from the database GVIN based on indicators of resources, net profit, value added per employee and the average number of employees during the years 2013, 2014 and 2015, so we calculated the average rate of growth for this period. We made market analysis, based on the same indicators for the year 2015. With the help of calculations, the articles and the annual reports of the company we analyze the results in detail and come up with the key findings. The results of the competitive analysis showed that during the analysis period the company grew on average by 21 %, net turnover increased on average by 13.72 %, net profit, on average, grew 34.27 %, value added per employee was 8.7 % and the average number of employees on the basis of work it's the only indicator where average growth was negative and amounted to -2.69%. In the case of market analysis the company Plastika Skaza based on all calculated coefficients in 2015 aid the most to the industry 1. In addition, the company also has a very high coefficient compared to the town of Velenje. The company is aware that it is vital in the city, the region and the industry in which they operate, and because of that they pay special attention to the environmental awareness, moreover, they regularly sponsor various humanitarian events, as well as other events. Concluding finding of the project according to done analysis during the period from 2013 to 2015 company Plastika Skaza d.o.o is located at the stage of success after the Churchill-Lewis model, and already has some of the characteristics of the take-off phase. The exact position of the company is difficult to define, because it is typical for models of business growth, that the company often appears in several stages in the same time. Company Plastika Skaza d.o.o. will in the future develop and grow again, at least until the year 2020. Actually they have a strategy that they increase their income to 100 million euros and increase their production. All of this is very good so far, but in the same time they constantly invest in the development and training of its employees.