PLANNING OF ENTERPRISE DEVELOPMENT

Spremembe so postale že skoraj vsakodnevna stalnica v poslovnem svetu. Nenehno spreminjajoči zunanji in notranji dejavniki poslovnega okolja, silijo podjetja, da se s temi spremembami neprestano spopadajo in se jim prilagajajo. Da bi se podjetje v takšnih razmerah uspešno razvijalo, mora biti vodstvo podjetja sposobno spremembe pravočasno zaznati in tudi ukrepati. Ugotoviti morajo ali dane spremembe podjetju predstavljajo priložnosti ali pa mogoče nevarnosti in na podlagi tega iskati najboljše razvojne možnosti. Cilje vsakega podjetja, kot so obstoj in razvoj, doseganje poslovne uspešnosti, ohranjanje konkurenčnega položaja in zadovoljstvo vseh udeležencev podjetja, pa lahko podjetje doseže in uresniči le s pravilno usmerjenim in planiranim razvojem. V magistrskem delu smo proučevali planiranje razvoja podjetja Plastika Skaza d.o.o., ki se ukvarja z brizganjem plastike in predelavo plastičnih mas. Najprej smo podali teoretična izhodišča, mnenja in spoznanja različnih avtorjev, ki smo jih nato uporabili pri samem planiranju proučevanega podjetja. V empiričnem delu smo se osredotočili na planiranje njegovega razvoja na ravni politike podjetja in strateškega managementa. S pomočjo proučevanj vrednot vseh pomembnih udeležencev podjetja, proučevanj samega podjetja in njegovega okolja, opredelitvijo njegovih prednosti in slabosti ter priložnosti in nevarnosti, smo za omenjeno podjetje predlagali temu primerno vizijo in politiko. Po predlagani viziji ter politiki, je sledila še opredelitev razvojnih strategij. Na podlagi proučevanj programsko-tržnih področij, iskanjem strateških možnosti ter vrednotenjem razvojne uspešnosti podjetja, smo za podjetje predlagali in izbrali optimalne strategije. Empirični del smo zaključili z izdelavo uresničitvenega programa planiranega razvoja proučevanega podjetja za naslednja štiri leta poslovanja. Pri izdelavi programa smo upoštevali strateške potenciale, ki jih podjetje že ima ali pa jih potrebuje za realizacijo predlaganih razvojnih strategij in planiranega razvoja.Changes have become an almost daily occurrence in the business world. The constantly changing external and internal factors of the business environment are forcing the companies to continuously fight and adapt to these changes. For the company to develop successfully in such circumstances, it is necessary that the management of the company is capable of identifying changes in a timely manner, taking the appropriate measures. They must establish whether the given changes present opportunities or hazards for the company and on this basis find the best development options possible. The objectives of the company, such as existence and development, improved business performance, continuous competitiveness, and satisfactions of all company participants, can be achieved and realised only through a correctly oriented and planned development. In this master\u27s thesis, we studied development planning of the company Plastika Skaza d.o.o., which engages in the spraying and processing of plastic materials. In the beginning, we provided the theoretical starting-points as well as the opinions and findings of different authors, which were then used in the planning of the studied company. In the empirical part, we focused on planning its development at the level of the company\u27s policy and strategic management. By studying the values of all the important company participants, the company itself and its environment, and by defining its strengths and weaknesses, including the opportunities and hazards, we were able to propose the appropriate vision and policy for this company. After proposing the vision and policy, we also defined the development strategies. Based on our studies of the programme and market fields, by searching for strategic possibilities and assessing the development performance of the company, we proposed and selected the optimal strategies for this company. The empirical part was concluded by preparing a realisation programme for the planned development of the studied company for the next four years of operation. In preparing the programme, we took into account the strategic potentials that the company has already achieved or which the company needs for realising the proposed development strategies and planned development