Assesment of strategic possibilities and strategies with the use of chosen instruments of strategic management

Magistrsko delo je sestavljeno iz dveh delov, in sicer iz teoretičnega in empiričnega okvirja. V teoretičnem delu smo najprej opisovali procesne razsežnosti planiranja na ravni strateškega managementa. Po različnih avtorjih smo proučevali izbrane metode, za katere menimo, da nam bodo pomagale oblikovati nov program razvoja. Empirični okvir pa smo razčlenili na dva dela. Najprej smo opisali izbrano podjetje, nato pa v teoretičnem delu omenjene metode uporabili na obravnavanem podjetju. Opis podjetja smo začeli pri njegovi ustanovitvi, leta 1985, ter nato opisali, kako podjetje posluje danes. Predstavili smo rezultate strukturne analize podjetja z vidika dejavnosti ter poslovnih in upravljalno-vodstvenih funkcij. Planiranje razvoja izbranega podjetja na ravni strateškega managementa smo razdelili na proučevanje notranjega ter zunanjega podjetja, celovito presojo podjetja in na koncu oblikovali predlog strategij. Ovrednotili smo predlagane strategije ter izdelali program uresničevanja planiranega razvoja. V empiričnem okvirju smo najprej proučili zunanje okolje podjetja, s pomočjo analize (interesnih) udeležencev smo proučevali po Lombriserju in Abplanalpu (2005, 95) in po Porterjevem pristopu k analizi panoge po Wheelenu in Hungerju (2010, 158) ter šesto silo po Pučku (2003, 122–124). Za notranje okolje proučevanega podjetja smo izbrali analizo resursov oziroma zmožnosti podjetja po Lombriserju in Abplanelpu (2005, 149) ter analizo verige vrednosti. Celovita presoja podjetja pa je izhajala iz sinteze zunanjih in notranjih udeležencev, ki smo jo raziskovali predvsem po Duhovi (2011, 84), ta pa povzema Wheelena in Hungerja (2010, 224–225). Na podlagi rezultatov omenjenih metod smo oblikovali strategije proučevanega podjetja. Oblikovanje strategij je izhajalo iz politike podjetja, ki pa v proučevanem podjetju ni bila zapisana. Zapisali smo vse tri strategije podjetja, ki smo jih kasneje s pomočjo koeficienta ekonomičnosti oziroma gospodarnosti ovrednotili. Vrednotenju je sledila izbira najboljših strategij. Ker pa brez dejavnosti ne pride do realizacije zapisanega, smo v poglavju Program uresničitve planiranega razvoja navedli vse aktivnosti, ki so potrebne za njegove uresničitve.This work consists of two parts, namely the theoretical and empirical framework. In the theoretical part, we first described the process dimensions in planning at the level of strategic management. We studied selected methods from various authors which could help us establish a new development program. The empirical framework was divided into two partsthe selected company’s description and the application of knowledge gained from the aforementioned methods. The description began with the company’s establishment in 1985, followed by a report of how it operates today. We presented results of the company’s structural analysis from an activity viewpoint, and the business and administrative management functions. The company’s development planning was divided into the research of the internal and external company, the company’s complete assessment and the formation of a strategic proposition. Proposed strategies were evaluated and we also prepared a realization schedule of the planned development. In the empirical framework, we first researched the company’s external environment with the analysis of (interest) participants by Lombriser and Abplanalp (2005, 95), Porter’s approach to field analysis by Wheelen and Hunger (2010, 158) and the sixth force by Pučko (2003, 122-124). The resource analysis, or the capability approach, by Lombriser and Abplanelp (2005, 149) and the Value chain analysis were selected to analyse the internal environment of the company. The company’s complete assessment ensued from the synthesis of internal and external participants, studied by Duh (2011, 84), who summarizes Wheelan and Hunger (2010, 224-225). The results of previously mentioned methods helped us form the studied company’s strategies. Shaping these strategies had its origin in the company’s policyhowever, the policy was not written down in this particular company. We provided the company’s three strategies, which we later on assessed with the coefficient of economy. Also, since the realization of the register cannot be done without activity, all the important activities were indicated in the chapter about the planned development’s realization