DEVELOPMENT OF A RESTRUCTURING MODEL FOR A PRODUCTION COMPANY

Gospodarska kriza je nedvomno zajela vse pore družbe in podjetja so izpostavljena vse večjemu konkurenčnemu pritisku. Tržni potencial se krči in »pogače« je vse manj za obilico konkurentov, ki so pripravljeni narediti marsikaj za preživetje. Pri tem mnoga podjetja zaidejo v težave in potrebne so sanacije ter prestrukturiranja. Koncept trženja, ki ga opredeljuje Kotler (1996, str. 18), smatra, da bodo uspešnejša tista podjetja, ki znajo opredeliti potrebe in želje ciljnih trgov in so pri izpolnjevanju želenega bolj učinkovita kot ostala podjetja. Na tej predpostavki temelji oblikovanje modela sanacije, ki ga bomo predstavili v tem delu. Z njim poskušamo dokazati, da se podjetje s pomočjo strateškega trženja in projektnega vodenja lahko na pregleden in strukturiran način reši iz težke situacije. Podjetja se sanacije lotevajo na zelo različne načine. Običajno potreba po sanaciji pride zelo pozno (prepozno) in vodstvo ter lastniki pogosto podležejo paniki po hitrem ukrepanju. Pri tem prihaja do oportunističnih odločitev, katerih uspeh je predvsem odvisen od sreče. Osredotočajo se na tehnične rešitve in na hitro rezanje stroškov. Lastniki od vodstva pričakujejo takojšne rezultate, vodstvo pa pogosto podleže nerealističnim obljubam zaradi bojazni pred izgubo zaposlitve. Da se takemu scenariju izognemo, potrebujemo model ali »recept« reševanja in saniranja podjetja, ki nam pomaga držati smernice in določa aktivnosti, ki jih moramo narediti v določnem vrstnem redu. S tem si povečamo možnost preživetja in uspeha sanacije. Model in predpostavke temeljijo predvsem na izkušnjah s srednje velikimi in manjšim podjetji. Model sanacije določa, da se največ pozornosti posveča pripravi sanacije. To pomeni, da je potrebno najprej ugotoviti, kako podjetje posluje glede na okolico (konkurente) ter kaj se dogaja v poslovnem okolju podjetja (kupci, konkurenti, gospodarske razmere). S pomočjo analize notranjega okolja določimo prednosti ter slabosti glede na konkurenco. Analiza zunanjega okolja nam pomaga določiti priložnosti in nevarnosti v okolju. Na osnovni le-tega lahko določimo našo vizijo in strateške cilje za prihodnost. Cilj modela ni le kratkoročna sanacija, temveč sanacija, ki bo omogočila dolgoročni obstoj in rast podjetja. Sanacije na kratki rok, ki ne upoštevajo dolgoročnega razvoja, so obsojene na propad, saj zelo hitro izgubimo potencialne prednosti, ki smo jih skozi sanacijo pridobil. Glede na širšo sliko so za uspeh sanacij pomembni naslednji faktorji: učinkovito upravljanje s kadri in organizacijsko kulturo podjetja, poznavanje notranjega in zunanjega okolja podjetja, poznavanje ključnih prednosti, slabosti, priložnosti in nevarnosti za podjetje, jasna vizija in vključenost vseh zaposlenih, jasna hierarhija ciljev, obvladovanje finančnih in časovnih okvirov ter dober sistem obvladovanja sprememb v podjetju in okolju. Model, ki je nastal skozi to delo ne dovoljuje bližnjic, saj preskakovanje korakov in nedosledno izvajanje modela, podre celoten sistem in ko manjka en člen v verigi, je proces neučinkovit.The global economic crisis has penetrated into all segments of our society and companies are exposed to fears competition. The market potential is mostly shrinking and for the shrinking »pie« there are lots of competitors willing to do all what it takes to survive. With this in mind many companies find themselves in financial trouble and in need of restructuring the business. The marketing concept as defined by Kotler (1996, str. 18) is defining that most successful companies are the ones who know to identify the needs and wishes of the markets and are more successful in fulfilling them as competition. The “ Universal Business Restructuring Model (UBRM)” developed in this work is also based on this hypothesis. With the model we intend to develop an aid for companies that need to restructure the business. Companies approach very differently to business restructuring. Usually, the need for restructuring is identified late (too late) and the management and owners are tempted to react in panic with »quick-fix« actions. They take opportunistic decisions where the outcome is usually depending on good luck. They focus on partial technical solutions and quick cost cutting. The owners expect from the management immediate results, the management very often accepts unrealistic promises in fear not to lose their job. To avoid the above scenario we need a UBRM that helps the management to keep the right direction in the process of restructuring and determine the activities that need to be done in a certain sequence. With this approach we amplify the success and surviving rate of the company. UBRM is defining that the main focus is on the preparation phase of the restructuring. Therefore, it is essential to find out how the company is doing in comparison to the environment (competition), what is the situation in the external environment of the company (users, buyers, economic environment). With the help of the internal environment analysis we shall be able to define strengths and weaknesses compared to the competition. The external environment analysis will help us to define the opportunities and the threats which the company is facing. On the basis of the external and internal diagnosis we will be able to define the new vision and strategic targets of the company. The UBRM is not only the basis for a short term successful restructuring of the business, but for a long term survival and growth of the business. Business restructuring that does not take the long term success into consideration is bound to fail sooner or later as we can quickly lose the short term advantages which were built up during the restructuring. If we look at the bigger picture the following factors are key to success in business restructuring: efficient HR and organizational culture leadership, understanding of the internal and external company environment, knowing the strengths, weaknesses, opportunities and threats of the company, clear company vision and involvement of all employees, clear hierarchy of targets, coping with set financial and time frames of restructuring and an efficient system of change management