Strategic analysis of Heineken Croatia d.o.o.

Tema završnog rada se odnosi na strategijsku analizu poduzeća Heineken Hrvatska d.o.o. Strategijska analiza služi kako bi se provjerila ispravnost i kvaliteta strategije koju je organizacija odlučila implementirati, a na zahtjev strateškog menadžmenta. Strateški menadžment označava menadžerske odluke koje su usmjerene na dugoročno poslovanje organizacije. Prilikom provedbe strateške analize korištene su analize okoline, analiza Porterovog modela pet konkurentskih sila, analiza konkurencije te analiza konkurentskih prednosti. Analiza okoline je provedena tako da se analizirala interna i eksterna okolina. Eksterna okolina se sastoji od dva dijela: opće okoline i poslovne okoline. Internu okolinu predstavlja ona koja je pod potpunom kontrolom organizacije. Pri analizi Porterovog modela analizirale su se konkurentne sile na razini pivarske industrije u Republici Hrvatskoj. Analiza konkurencije je zahtijevala analizu odnosa konkurenata na tržištu, njihovo pozicioniranje na tržištu te promatranje određenih trendova u pivarskoj industriji. U konačnoj analizi, izdvojeno je nekoliko konkurentskih prednosti i njihovih oblika Heinekena. Kao najbitnija konkurentska prednost izdvojena je diferencijacijska prednost. Ona se ostvaruje proširivanjem asortimana proizvoda, intenzivnim oglašavanjem te već stvorenim ugledom Heinekena kao svjetski etabliranog brenda u području pivarske industrije.The topic of the final paper refers to the strategic analysis of Heineken Hrvatska d.o.o. company. Strategic analysis serves to check the correctness and quality of the strategy that the organization has decided to implement, at the request of strategic management. Strategic management refers to managerial decisions that are focused on the long-term business of organizations. During the strategic analysis, environmental analyzes, analysis of Porter's model of five competitive forces, analysis of competition and analysis of competitive advantages were used. The environmental analysis was performed by analyzing the internal and external environment. The external environment consists of two parts: the general environment and the business environment. The internal environment is one that is under the complete control of the organization. In analyzing Porter's model, competitive forces at the level of the brewing industry in the Republic of Croatia were analyzed. The analysis of competition required an analysis of the relations of competitors on the market, their positioning on the market and observation of certain trends in the brewing industry. As a final analysis, several competitive advantages and their Heineken trades were singled out. Differential advantage was singled out as the most important competitive advantage. It is achieved by expanding the product range, intensive advertising and the already established reputation of Heineken as a world-established brand in the brewing industry