Title Stvaranje konkurentske prednosti
Title (english) Creating competitive adventage
Author Filip Uležić
Mentor Morena Paulišić (mentor)
Committee member Marli Gonan Božac (predsjednik povjerenstva)
Committee member Morena Paulišić (član povjerenstva)
Committee member Katarina Kostelić (član povjerenstva)
Granter University of Pula Pula
Defense date and country 2019-09-30, Croatia
Scientific / art field, discipline and subdiscipline SOCIAL SCIENCES Economics Organization and Management
Abstract Konkurentnost poduzeća podrazumijeva pronalazak načina kako biti ispred drugih poduzeća na tržištu, kako biti bolji od drugih te je ona osnovni preduvjet opstanka poduzeća. Uspješno poduzeće je osnova ekonomskog uspjeha. Konkurentna prednost u osnovi nastaje iz poboljšanja, inovacija i promjena. Ostvarivanje konkurentske prednosti predstavlja specifičan odgovor poduzeća na impulse iz okruženja. Jedno od temeljnih određenja poduzeća je način stvaranja konkurentnosti, odnosno čemu se daje prioritet kod tržišnog natjecanja. Pet aspekata operacijske izvedbe, odnosno konkurentskih prioriteta u smislu kreiranja konkurentskih prednosti: kvaliteta, brzina, pouzdanost, fleksibilnost i usluga. Konkurenti su poduzeća koja posluju u istoj industriji, nude slične proizvode i/ili usluge te ciljaju na iste potencijalne kupce. Hiperkonkurencija je proizašla iz dinamike strateškog natjecanja između globalnih i inovativnih suparnika. Njezina obilježja su učestalost, odvažnost i agresivnost kretanja konkurenata što potiče kreiranje uvjeta konstantne neravnoteže i promjene. Konkurentska strategija je potraga za povoljnom konkurentskom pozicijom unutar industrije, temeljnog okruženja u kojem se konkurencija pojavljuje. U bilo kojoj industriji, bila to domaća ili međunarodna te nudi li proizvod ili uslugu, pravila natjecanja su utjelovljena u Porterovih pet konkurentskih sila: ulazak novih sudionika, prijetnja supstitucijskih proizvoda ili usluga, pregovaračka moć kupaca, pregovaračka moć dobavljača i rivalitet među postojećim konkurentima. Tri Porterove generičke strategije za postizanje iznadprosječnog poslovanja u industriji: troškovno vodstvo, diferencijacija i fokusiranje. Za analiziranje izvora konkurentske prednosti neophodan je sustavan način proučavanja svih aktivnosti koje tvrtka provodi i njihovih međusobnih interakcija te je lanac vrijednosti osnovno sredstvo za postizanje toga. U preduvjet staranja konkurentske prednosti ulaze ključne kompetencije kao što su radna snaga, znanje i vještine, inovativnost i tehnologija. Analiza konkurentskih prednosti Rimac automobila objašnjava se Porterovim modelom pet konkurentskih sila.
Abstract (english) Company competitiveness involves finding ways to be ahead of other companies in the market, how to be better than others, and it is a basic prerequisite for the survival of the company. A successful enterprise is the basis of economic success. Competitive advantage basically comes from improvements, innovations and changes. Achieving competitive advantage is a specific response of the company to the impulses from the environment. One of the fundamental definitions of a company is the way it creates competitiveness, which is why competition is given priority. Five aspects of operating performance, competitive priorities, in terms of creating competitive advantages: quality, speed, reliability, flexibility and service. Competitors are businesses operating in the same industry, offering similar products and / or services, and targeting the same potential customers. Hypercompetition has emerged from the dynamics of strategic competition between global and innovative rivals. Its characteristics are the frequency, daring and aggressive movement of competitors, which encourages the creation of conditions of constant imbalance and change. A competitive strategy is the pursuit of a favorable competitive position within the industry, the fundamental environment in which competition arises. In any industry, domestic or international, and whether it offers a product or service, competition rules are embodied in Porter's five competing forces: new entrants, threat of substitute products or services, customer bargaining power, vendor bargaining power and rivalry between existing competitors. Three Porter Generic Strategies for achieving above-average business in the industry: Cost Leadership, Differentiation, and Focus. In order to analyze the source of competitive advantage, a systematic way of studying all the activities that the company conducts and their interactions with each other is necessary, and the value chain is the basic means of achieving this. Prerequisites for growing competitive advantage include key competences such as manpower, knowledge and skills, innovation and technology. The Rimac car's competitive advantage analysis is explained by Porter's five competing forces model.
Keywords
konkurentnost
konkurentska prednost
konkurentski prioriteti
konkurentska strategija
lanac vrijednosti
ključne kompetencije
Keywords (english)
competitiveness
competitive advantage
competitive priorities
competitive strategy
value chain
key competencies
Language croatian
URN:NBN urn:nbn:hr:137:950087
Study programme Title: Business Economics; Finance, Economics, Financial Management, Management and Entrepreneurship, Marketing Management, Business Informatics, Tourism; specializations in: Finance, Accounting and Auditing, Marketing Management, Management and Entrepreneurship, Tourism, Business Informatics, Financial Management, Informatics Management Course: Management and Entrepreneurship Study programme type: university Study level: undergraduate Academic / professional title: sveučilišni/a prvostupnik/prvostupnica (baccalaureus/baccalaurea) ekonomije (sveučilišni/a prvostupnik/prvostupnica (baccalaureus/baccalaurea) ekonomije)
Type of resource Text
File origin Born digital
Access conditions Open access
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Created on 2020-12-16 12:37:20