{"id":10485,"date":"2023-03-04T03:34:42","date_gmt":"2023-03-04T02:34:42","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=10485"},"modified":"2024-05-13T14:57:41","modified_gmt":"2024-05-13T12:57:41","slug":"podnikove-strategie","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/podnikove-strategie\/","title":{"rendered":"Podnikov\u00e9 strat\u00e9gie"},"content":{"rendered":"

Podnikov\u00e1 strat\u00e9gia<\/strong> predstavuje strat\u00e9giu podniku, ktor\u00fd sa sklad\u00e1 z viacer\u00fdch podnikate\u013esk\u00fdch jednotiek<\/a> p\u00f4sobiacich v rozli\u010dn\u00fdch odvetviach. Jej obsahom je riadenie portf\u00f3lia (s\u00faboru) podnikan\u00ed.<\/p>\n

Rast a rozvoj podniku<\/h2>\n

V\u00e4\u010d\u0161ina podnikov za\u010d\u00edna ako mal\u00e9 podniky s jedin\u00fdm druhom podnikania na miestnom alebo region\u00e1lnom trhu. Pre za\u010d\u00ednaj\u00face podniky je typick\u00e1 \u2013 kr\u00e1tka v\u00fdrobkov\u00e1 l\u00ednia, nedostatok kapit\u00e1lu a zranite\u013en\u00e1 konkuren\u010dn\u00e1 poz\u00edcia. Mlad\u00fd podnik m\u00e1 z\u00e1ujem pre\u017ei\u0165 a r\u00e1s\u0165, preto kladie d\u00f4raz na zv\u00e4\u010d\u0161ovanie trhov\u00e9ho podielu, z\u00edskavanie d\u00f4very z\u00e1kazn\u00edkov, reinvest\u00edciu zisku, h\u013eadanie \u00faverov\u00fdch zdrojov. Po upevnen\u00ed poz\u00edcie na miestnom trhu nasleduje expanzia na region\u00e1lne, n\u00e1rodn\u00e9 a pr\u00edpadne aj medzin\u00e1rodn\u00e9 trhy<\/a>.<\/p>\n

Diverzifik\u00e1cia<\/h2>\n

Pokia\u013e existuje dostatok pr\u00edle\u017eitost\u00ed na rast v p\u00f4vodnom odvetv\u00ed, nie je d\u00f4vod diverzifikova\u0165<\/a> (diverzifik\u00e1cia<\/strong> \u2013 <\/strong>odvoden\u00e9 z latinsk\u00e9ho slova diversus<\/em> \u2013 odli\u0161n\u00fd, rozdielny, rozpt\u00fdlen\u00fd na r\u00f4znych miestach). Ke\u010f v\u0161ak rastov\u00fd potenci\u00e1l trhu za\u010d\u00edna ub\u00fada\u0165, podnik sa mus\u00ed sta\u0165 agres\u00edvnej\u0161\u00edm. Od zv\u00e4\u010d\u0161ovania ve\u013ekosti podniku a rastu jeho v\u00fdkonov sa o\u010dak\u00e1va, \u017ee bude sprev\u00e1dzan\u00e9 rastom pridanej hodnoty a zisku \u2013 samozrejme, \u017ee si to vy\u017eaduje zv\u00fd\u0161i\u0165 aj n\u00e1klady na riadenie a realizovanie rastu.<\/p>\n

Koncentr\u00e1cia na jedno podnikanie a prechod k diverzifik\u00e1cii<\/h3>\n
    \n
  • na podporu rozhodovania, kedy a za ak\u00fdch podmienok prejs\u0165 od jedn\u00e9ho podnikania k diverzifik\u00e1cii sl\u00fa\u017ei matica s parametrami: miera rastu trhu a konkuren\u010dn\u00e1 poz\u00edcia,<\/li>\n
  • Matica pon\u00faka 4 z\u00e1kladn\u00e9 strategick\u00e9 kombin\u00e1cie,<\/li>\n
  • rozhodnutie o diverzifik\u00e1cii teda z\u00e1vis\u00ed od konkuren\u010dnej poz\u00edcie a otv\u00e1raj\u00facich sa, \u010di zost\u00e1vaj\u00facich pr\u00edle\u017eitost\u00ed v kme\u0148ovom podnikan\u00ed, \u010do mo\u017eno vidie\u0165 na nasleduj\u00facom obr\u00e1zku. <\/li>\n<\/ul>\n

    Typy podnikov\u00fdch strat\u00e9gi\u00ed<\/h2>\n

    Podnik vol\u00ed niektor\u00fa z t\u00fdchto 4 typov podnikov\u00fdch strat\u00e9gi\u00ed:<\/p>\n

      \n
    1. rastov\u00e9 strat\u00e9gie<\/li>\n
    2. stabiliza\u010dn\u00e9 strat\u00e9gie<\/li>\n
    3. revitaliza\u010dn\u00e9 strat\u00e9gie<\/li>\n
    4. \u00fatlmov\u00e9 strat\u00e9gie <\/li>\n<\/ol>\n

      Rastov\u00e9 strat\u00e9gie<\/h2>\n

      Rastov\u00e9 strag\u00e9gie podniku sa realizuj\u00fa prienikom na nov\u00e9 trhy a vstupom do nov\u00e9ho odvetvia prostredn\u00edctvom intern\u00fdch alebo extern\u00fdch zdrojov.
      \nInterne uskuto\u010d\u0148ovan\u00fd rast<\/strong> – podnik priamo investuje len svoje vlastn\u00e9 zdroje do p\u00f4vodn\u00e9ho alebo nov\u00e9ho podnikania (vybudovanie v\u00fdrobn\u00fdch a prev\u00e1dzkov\u00fdch kapac\u00edt, vy\u0161kolenie nov\u00fdch pracovn\u00edkov, zabezpe\u010denie z\u00e1sobovania, vybudovanie distribu\u010dnej siete, dosta\u0165 sa do povedomia z\u00e1kazn\u00edkov, at\u010f.)
      \nExtern\u00fd rast<\/strong> – predstavuje ve\u013emi r\u00fdchly prienik do nov\u00e9ho podnikania; uskuto\u010d\u0148uje ho podnik kombin\u00e1ciou svojich zdrojov a schopnost\u00ed s in\u00fdm podnikom a to prostredn\u00edctvom:<\/p>\n

        \n
      • akviz\u00edcie \u2013 podnik rastie tak, \u017ee k\u00fapi akt\u00edva in\u00e9ho podniku a zarad\u00ed ich do svojho majetku,<\/li>\n
      • splynutia (f\u00fazie) \u2013 nast\u00e1va spojen\u00edm (zl\u00fa\u010den\u00edm) viacer\u00fdch podnikov do jedn\u00e9ho,<\/li>\n
      • strategickej aliancie \u2013 s\u00fa zvy\u010dajne zriaden\u00e9 ako spolo\u010dn\u00e9 podniky (joint ventures). Niektor\u00e9 aliancie maj\u00fa formu dlhodob\u00fdch zml\u00fav, ktor\u00fdmi sa zaviazali uskuto\u010d\u0148ova\u0165 spolo\u010dn\u00e9 aktivity, napr. spolupr\u00e1ca na vedecko-technick\u00fdch projektoch. Splnen\u00edm aktiv\u00edt sa oby\u010dajne zmluvn\u00e1 spolupr\u00e1ca kon\u010d\u00ed.<\/li>\n<\/ul>\n

        Strat\u00e9gia koncentr\u00e1cie<\/h3>\n

        Strat\u00e9gia koncentr\u00e1cie sa s\u00fastre\u010fuje sa na jeden v\u00fdrobok alebo slu\u017ebu, alebo na mal\u00e9 mno\u017estvo tesne pr\u00edbuzn\u00fdch v\u00fdrobkov alebo slu\u017eieb. Strat\u00e9gia koncentr\u00e1cie sa uskuto\u010d\u0148uje t\u00fdmito sp\u00f4sobmi:<\/p>\n

          \n
        • rozvoj trhu<\/strong> \u2013 zv\u00e4\u010d\u0161ovanie existuj\u00faceho trhu, z\u00edskanie v\u00e4\u010d\u0161ieho podielu na existuj\u00facom trhu, expanzia do nov\u00fdch terit\u00f3ri\u00ed, obsadenie nov\u00fdch trhov\u00fdch segmentov,<\/li>\n
        • rozvoj v\u00fdrobku <\/strong>\u2013 obmena alebo inov\u00e1cia z\u00e1kladn\u00e9ho v\u00fdrobku alebo slu\u017eby, pri\u010dlenenie tesne pr\u00edbuzn\u00fdch produktov, ktor\u00e9 sa m\u00f4\u017eu pres\u00fava\u0165 cez rovnak\u00e9 distribu\u010dn\u00e9 kan\u00e1ly,<\/li>\n
        • horizont\u00e1lna integr\u00e1cia <\/strong>\u2013 je pri\u010dle\u0148ovan\u00fdch jedno alebo viac podnikan\u00ed, ktor\u00e9 vyr\u00e1baj\u00fa podobn\u00e9 v\u00fdrobky alebo slu\u017eby a p\u00f4sobia v rovnakej \u010dasti odvetvov\u00e9ho re\u0165azca. <\/li>\n<\/ul>\n

          Strat\u00e9gia vertik\u00e1lnej integr\u00e1cie<\/h3>\n

          Vertik\u00e1lne integrova\u0165 znamen\u00e1 pres\u00fava\u0165 a roz\u0161irova\u0165 podnikanie do oblast\u00ed, ktor\u00e9 sl\u00fa\u017eia ako dod\u00e1vate\u013esk\u00e9 alebo odberate\u013esk\u00e9 pre kme\u0148ov\u00e9 v\u00fdrobky alebo slu\u017eby. Ak sa podnikanie roz\u0161iruje do oblasti, ktor\u00e1 sl\u00fa\u017ei ako dod\u00e1vate\u013e, tak sa naz\u00fdva sp\u00e4tnou integr\u00e1ciou. Ak podnikanie prenik\u00e1 do oblast\u00ed, ktor\u00e9 pou\u017e\u00edvaj\u00fa a spotreb\u00favaj\u00fa jeho produkty, tak sa naz\u00fdva \u00fastretovou integr\u00e1ciou. Ak podnik vyr\u00e1ba v\u0161etky vstupy do svojich spracovate\u013esk\u00fdch procesov a pre cel\u00fa svoju produkciu s\u00e1m zabezpe\u010duje odbyt, sa naz\u00fdva \u00faplnou vertik\u00e1lnou integr\u00e1ciou. Ak sa na vstupoch a v\u00fdstupoch podie\u013eaj\u00fa aj in\u00e9, nez\u00e1visl\u00e9, podniky, ide o z\u00fa\u017een\u00fa integr\u00e1ciu. Hlavn\u00fdm mot\u00edvom zavedenia vertik\u00e1lnej integr\u00e1cie je upevnenie, posilnenie konkuren\u010dnej poz\u00edcie p\u00f4vodn\u00e9ho alebo hlavn\u00e9ho podnikania. Alternat\u00edvou vertik\u00e1lnej integr\u00e1cie s\u00fa dlhodob\u00e9 zmluvy.<\/p>\n

          Strat\u00e9gia pr\u00edbuznej diverzifik\u00e1cie<\/h3>\n

          Znamen\u00e1 diverzifikovanie do podnikan\u00ed, ktor\u00e9 s\u00fa vo vz\u00e1jomnom vz\u0165ahu strategick\u00e9ho s\u00faladu. Strategick\u00fd s\u00falad<\/strong> jestvuje vtedy, ke\u010f odli\u0161n\u00e9 podnikania maj\u00fa dostato\u010dne pr\u00edbuzn\u00e9 v\u00fdrobno-technologick\u00e9 re\u0165azce, tak\u017ee vznikaj\u00fa pr\u00edle\u017eitosti na p\u00f4sobenie v inom podnikan\u00ed. V\u00fdhodou je, \u017ee strat\u00e9gia dovo\u013euje podniku uchova\u0165 ur\u010dit\u00fd stupe\u0148 jednoty podnikate\u013esk\u00fdch aktiv\u00edt, nadobudn\u00fa\u0165 konkuren\u010dn\u00e9 v\u00fdhody z prenosu zru\u010dnost\u00ed alebo ni\u017e\u0161\u00edch n\u00e1kladov. \u00daspora n\u00e1kladov spo\u010d\u00edva v tom, \u017ee existuj\u00fa spolo\u010dn\u00e9 technologick\u00e9 zariadenia, distribu\u010dn\u00e9 kan\u00e1ly a riadiaci apar\u00e1t, tie sa pou\u017e\u00edvaj\u00fa na v\u00e4\u010d\u0161\u00ed objem produkcie. Strategick\u00fd s\u00falad sa m\u00f4\u017ee vyskytn\u00fa\u0165 kdeko\u013evek v re\u0165azci, naj\u010dastej\u0161ie v\u0161ak na troch miestach:<\/p>\n

            \n
          1. strategick\u00fd s\u00falad v oblasti marketingu<\/strong>\u2013 rovnak\u00ed z\u00e1kazn\u00edci, rovnak\u00e9 distribu\u010dn\u00e9 kan\u00e1ly, spolo\u010dn\u00ed ve\u013eko a maloobchodn\u00edci, podobn\u00e1 podpora predaja,<\/li>\n
          2. strategick\u00fd s\u00falad v oblasti v\u00fdroby <\/strong>\u2013 vyu\u017e\u00edvanie rovnak\u00e9ho v\u00fdrobn\u00e9ho zariadenia a pracovn\u00fdch zru\u010dnost\u00ed, podobn\u00fdch v\u00fdrobn\u00fdch met\u00f3d a know-how, spolo\u010dn\u00fdch dod\u00e1vate\u013eov a surovinov\u00fdch zdrojov,<\/li>\n
          3. strategick\u00fd s\u00falad v oblasti riadenia<\/strong> \u2013 met\u00f3dy riadenia a mana\u017e\u00e9rske sk\u00fasenosti s\u00fa prenosn\u00e9 do in\u00e9ho podnikania. <\/li>\n<\/ol>\n

            Strat\u00e9gia nepr\u00edbuznej diverzifik\u00e1cie<\/h3>\n

            Strat\u00e9gia nepr\u00edbuznej diverzifik\u00e1cie predstavuje diverzifik\u00e1ciu do ak\u00e9hoko\u013evek odvetvia, v ktorom vrcholov\u00e9 vedenie zaznamen\u00e1 atrakt\u00edvnu ziskov\u00fa pr\u00edle\u017eitos\u0165. Vysokoatrakt\u00edvne pr\u00edle\u017eitosti predstavuj\u00fa podniky, ktor\u00e9 pon\u00fakaj\u00fa finan\u010dn\u00e9 v\u00fdhody:<\/p>\n

              \n
            1. podniky s podhodnoten\u00fdmi akt\u00edvami<\/strong> \u2013 hodnota podniku je ni\u017e\u0161ia ako trhov\u00e1 (op\u00e4tovn\u00fd predaj prinesie viac ako je p\u00f4vodn\u00e1 cena),<\/li>\n
            2. podniky vo finan\u010dnej tiesni<\/strong> \u2013 podnik je k\u00fapen\u00fd za dohodnut\u00fa cenu,<\/li>\n
            3. podniky s dobr\u00fdmi rastov\u00fdmi vyhliadkami<\/strong> \u2013 ale s nedostatkom kapit\u00e1lu.<\/li>\n<\/ol>\n

              Stabiliza\u010dn\u00e9 strat\u00e9gie<\/h2>\n

              Stabiliza\u010dn\u00e9 strat\u00e9gie m\u00f4\u017eu ma\u0165 podobu pomal\u00e9ho rastu, alebo ide o obdobie prechodnej stability, po\u010das ktorej sa podnik pripravuje na obdobie r\u00fdchleho rastu. Stabiliza\u010dn\u00e1 strat\u00e9gia nie je toto\u017en\u00e1 s ne\u010dinnos\u0165ou, naopak, je to opakovanie rovnak\u00fdch aktiv\u00edt. Podnik uskuto\u010d\u0148uje len mal\u00e9 zmeny v\u00fdrobkov, trhov a v\u00fdrobn\u00fdch met\u00f3d. Rast je pomal\u00fd, neagres\u00edvny, metodick\u00fd. \u010casto sa pou\u017e\u00edva len po\u010das kr\u00e1tkeho obdobia, ke\u010f podnik vy\u010derpal zdroje rastu a akumuluje zdroje do \u010fal\u0161ieho obdobia.<\/p>\n

              Revitaliza\u010dn\u00e9 strat\u00e9gie<\/h2>\n

              Revitaliza\u010dn\u00e9 strat\u00e9gie predstavuj\u00fa <\/strong>odvr\u00e1tenie negat\u00edvnych trendov alebo o prekonanie kr\u00edzy. Pri tejto strat\u00e9gie doch\u00e1dza k v\u00fdraznej zmene podnikov\u00e9ho portf\u00f3lia.<\/p>\n

                \n
              1. Podnikov\u00e1 strat\u00e9gia zvratu<\/strong> je zameran\u00e1 na obnovu stratov\u00fdch podnikan\u00ed a ich navr\u00e1tenie do ziskovej poz\u00edcie.<\/li>\n
              2. Podnikov\u00e1 strat\u00e9gia redukcie <\/strong>sa zameriava na z\u00fa\u017eenie vej\u00e1ra diverzifik\u00e1cie.<\/li>\n
              3. Strat\u00e9gia re\u0161trukturaliz\u00e1cie portf\u00f3lia <\/strong>je radik\u00e1lny z\u00e1sah do skladby a podielov jednotliv\u00fdch druhov podnikan\u00ed v portf\u00f3liu.<\/li>\n<\/ol>\n

                \u00datlmov\u00e9 strat\u00e9gie<\/h2>\n

                Podnik pou\u017e\u00edva \u00fatlmov\u00e9 strat\u00e9gie vtedy, ke\u010f pr\u00ed\u010diny neefekt\u00edvnosti trvaj\u00fa dlh\u0161\u00ed \u010das a maj\u00fa neodvratn\u00fd charakter. M\u00e1lo v\u00fdnosn\u00e9 alebo stratov\u00e9 podnikania sa potom vyradia z portf\u00f3lia.<\/p>\n

                  \n
                1. Deinvesti\u010dn\u00e1 strat\u00e9gia <\/strong>je predaj podnikania (podnikate\u013eskej jednotky) in\u00e9mu podniku, m\u00e1 zmysel, ak predaj sa jav\u00ed kupuj\u00facemu, ako dobr\u00fd.<\/li>\n
                2. Likvida\u010dn\u00e1 strat\u00e9gia<\/strong> je predaj alebo zru\u0161enie cel\u00e9ho podniku, ale predaj lep\u0161ie posl\u00fa\u017ei z\u00e1ujmom akcion\u00e1rov ako bankrot.<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"

                  Podnikov\u00e1 strat\u00e9gia predstavuje strat\u00e9giu podniku, ktor\u00fd sa sklad\u00e1 z viacer\u00fdch podnikate\u013esk\u00fdch jednotiek p\u00f4sobiacich v rozli\u010dn\u00fdch odvetviach. Jej obsahom je riadenie portf\u00f3lia (s\u00faboru) podnikan\u00ed. Rast a … <\/p>\n","protected":false},"author":15,"featured_media":25209,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[551,52],"tags":[172,159],"class_list":["post-10485","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-podnikam","category-podnikanie","tag-joint-venture","tag-strategia"],"yoast_head":"\nPodnikov\u00e9 strat\u00e9gie<\/title>\n<meta name=\"description\" content=\"Rastov\u00e9, stabiliza\u010dn\u00e9, revitaliza\u010dn\u00e9 a \u00fatlmov\u00e9 strat\u00e9gie a ich pou\u017eitie v podnikovej praxi.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.vrtulniky.sk\/news\/podnikove-strategie\/\" \/>\n<meta property=\"og:locale\" content=\"sk_SK\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Podnikov\u00e9 strat\u00e9gie\" \/>\n<meta property=\"og:description\" content=\"Rastov\u00e9, stabiliza\u010dn\u00e9, revitaliza\u010dn\u00e9 a \u00fatlmov\u00e9 strat\u00e9gie a ich pou\u017eitie v podnikovej praxi.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.vrtulniky.sk\/news\/podnikove-strategie\/\" \/>\n<meta property=\"og:site_name\" content=\"Podnik\u00e1m, lietam a relaxujem\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/vrtulniky\/\" \/>\n<meta property=\"article:published_time\" content=\"2023-03-04T02:34:42+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2024-05-13T12:57:41+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.vrtulniky.sk\/news\/wp-content\/uploads\/2022\/08\/strategicka-diagnostika.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"835\" \/>\n\t<meta property=\"og:image:height\" content=\"733\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Bc. 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