Dynamization of firms with emphasis on business opportunities

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\u27s 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\u27s 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