{"id":3737,"date":"2020-08-17T11:25:45","date_gmt":"2020-08-17T10:25:45","guid":{"rendered":"https:\/\/bcoaching.online\/?p=3737"},"modified":"2020-09-07T09:01:27","modified_gmt":"2020-09-07T08:01:27","slug":"zasto-je-strategija-vazna-za-kompanije","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/zasto-je-strategija-vazna-za-kompanije\/","title":{"rendered":"Za\u0161to je strategija va\u017ena za kompanije?"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><em>\u0160ta je strategija za\u0161to je va\u017ena za kompanije?<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Strategija predstavlja definisanje onoga \u0161to \u017eelimo da postignemo (npr. kompanijskih ciljeva) i na\u010dina na koji \u0107emo to da postignemo gledano iz dana\u0161nje perspektive (specifi\u010dne aktivnosti sa dodeljenim vremenskim intervalima i resursima). To je plan koji oslikava na\u010din na koji \u0107e kompanija pobolj\u0161ati trenutne performanse i pozicionirati se za uspeh u budu\u0107nosti. Preduslov za kvalitetan plan je kreiranje analiza koje bi procenile kako interni i eksterni faktori uti\u010du na ispunjenje trenutnih strate\u0161kih ciljeva, ali uvek uzimaju\u0107i i perspektivu budu\u0107eg razvoja situacije na tr\u017ei\u0161tu. Krajnji rezultat jeste strate\u0161ki plan implementacije koji oslikava kako \u0107e kompanija ostvariti svoju viziju, odrediti prioritete, pobolj\u0161ati performanse i uspe\u0161no se takmi\u010diti na svom tr\u017ei\u0161tu.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><span class=\"has-inline-color has-vivid-red-color\">Dvajt Ajzenhauer (<em>Dwight Eisenhower) <\/em>je rekao: <em>\u201cPlanovi su bezna\u010dajni, ali je planiranje sve (Plans are worthless, but planning is everything)\u201d<\/em>. <\/span>Ovo je jedna od boljih izreka koja oslikava su\u0161tinu \u2013 napravljeni strate\u0161ki plan se mo\u017ee odvijati druga\u010dije nego \u0161to smo predvideli u raznim aspektima. No ipak, sam prolazak kroz proces planiranja u nekoliko iteracija zna\u010di da smo istra\u017eili mnoge opcije i pripremili alternativne reaktivne mere, ergo, pripremili smo se koliko je to mogu\u0107e.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>Kako se kreira strategija?<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Kao prvi korak trebalo bi uraditi analizu iz dve klju\u010dne oblasti, sa odgovaraju\u0107im brojem pod-oblasti za koje kompanija smatra da su vredne analize:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Spolja\u0161nja perspektiva poslovanja<ul><li>Analiza potro\u0161a\u010da<\/li><\/ul><ul><li>Analiza kupaca<\/li><\/ul><ul><li>Analiza konkurencije<\/li><\/ul><ul><li>Analiza dobavlja\u010da<\/li><\/ul><ul><li>Zakonska \/ pravna analiza poslovanja (ukoliko je aplikativna)<\/li><\/ul><ul><li>Analiza razvoja tr\u017ei\u0161nog lanca vrednosti<\/li><\/ul><ul><li>Potencijalne budu\u0107e pretnje (npr. tr\u017ei\u0161ta indirektne konkurencije, ulazak novih igra\u010da na tr\u017ei\u0161te, i sl.)<\/li><\/ul><\/li><li>Unutra\u0161nja perspektiva poslovanja<ul><li>Operativne performanse (npr. procesi, back office, front office, i sl.)<\/li><\/ul><ul><li>Finansijske performanse<\/li><\/ul><ul><li>Unutra\u0161nje sposobnosti (npr. ljudi, tehnologija, resursi, itd.)<\/li><\/ul><ul><li>Model upravljanja i postavka organizacione strukture<\/li><\/ul><ul><li>Route to market<\/li><\/ul><ul><li>Marketin\u0161ki i komercijalni performans<\/li><\/ul><\/li><\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Ovo nije sveobuhvatna lista potrebnih analiza, i ona varira od industrije do industrije. Me\u0111utim, u ve\u0107ini kompanija ove analize bi bile neophodne, na jedan ili drugi na\u010din. \u0160irina i dubina svake od ovih analiza upravo \u010dini razliku u dizajnu strategije. Rigoroznost i transparentnost u svakom koraku analize je potencijalno klju\u010dan princip u toku ove faze.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nakon niza inicijalnih analiza, kompanija bi trebalo da evaluira svoju poziciju na tr\u017ei\u0161tu, konkurentsku prednost i vrednost (value proposition) koju zaista nudi svojim potro\u0161a\u010dima (kupcima), a ne onu koje misli da ima \/ nudi. <span class=\"has-inline-color has-vivid-red-color\">Ipak, percepcija je realnost, a potro\u0161a\u010d (kupac) je novi kralj na svim tr\u017ei\u0161tima. &nbsp;<\/span><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ako kompanija i uspe da popravi sve svoje unutra\u0161nje manjkavosti u poslovanju, i popravi eksternu percepciju svog poslovanja, kao \u0161to Mart Rod\u017eers (<em>Marth Rogers<\/em>) ka\u017ee: <em>\u201cKada vam farovi nisu uklju\u010deni, ni najbolji dostupan retrovizor ne\u0107e pobolj\u0161ati va\u0161u vo\u017enju <\/em>(<em>When your headlights aren\u2019t on, the best rearview mirror available isn\u2019t likely to improve your driving.\u201d<\/em>)<em>. <\/em>Tako da svaka kompanija mora da ima definisanu viziju svoje budu\u0107nosti zarad svog napretka.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">U skladu sa tim, slede\u0107i korak u kreiranju strategije bi bio da se ukrste rezultati svih prethodno ura\u0111enih analiza sa vizijom (aspiracijama) kompanije (vlasnika). Neki od prvih prioriteta \u0107e upravo nastati iz ovakve komparacije. U ovoj fazi, kompanija bi trebalo da se fokusira na pronala\u017eenje odgovora na klju\u010dne dileme u poslovanju \u2013 Da li \u0107emo biti aktivni u M&amp;A aktivnostima? Da li bi trebalo da pravimo izmene u na\u0161em portfoliju? Da li bi trebalo da prodamo deo poslovanja? Da li na tr\u017ei\u0161tu postoji potencijal za zajedni\u010dki nastup (npr. JointVenture)? Da li bi trebalo da rastemo organski, i ako da, horizontalno ili vertikalno? Postoji li neka velika pretnja za na\u0161 segment tr\u017ei\u0161ta (npr. ulazak Lidla u prehrambene maloprodaje je predstavljao zna\u010dajnu pretnju 2018.godine, kao i nekoliko godina pre toga)? U kom segmentu i u kom kapacitetu bi trebalo da inoviramo (zato \u0161to su inovacije postale obavezan segment poslovanja, a ne ne\u0161to \u0161to je dobro imati kao deo poslovanja)?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Poslednje, ali ne i najmanje bitno, jeste grupisanje svih inicijativa, ciljeva, ideja i re\u0161enja na jedno mesto, odre\u0111ivanje prioriteta, i stavljanje u vremenski horizont sa jasno definisanim odgovornostima. Tako dobijeni plan nazovite radnim planom, planom implementacije, strate\u0161kim planom, nomenklatura ovde nije toliko bitna, bitna je su\u0161tina. &nbsp;&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>Kakav stav je neophodan kada se pristupa kreiranju strategije?<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Po\u010de\u0107emo opet sa citatom, ovaj put od jednog od najuspe\u0161nijih mladih preduzetnika Markom Cukerbergom (<em>Mark Zuckerberg<\/em>): <em>\u201c<span class=\"has-inline-color has-vivid-red-color\">Najve\u0107i rizik je ne rizikovati. U svetu koji se menja zaista neverovatnom brzinom, jedina strategija koja garantuje neuspeh je ne rizikovati. <\/span>(The biggest risk is not taking any risk. In a world that\u2019s changing really quickly, the only strategy that is guaranteed to fail is not taking risks.)\u201d<\/em>.&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Tako da, budite hrabri, rizikujte. Budite otvorenog uma. Budite transparentni. Komunicirajte i uklju\u010dite organizaciju, i vertikalno i horizontalno. Budite fleksibilni, prilagodite strategiju ako se javi potreba. Nemojte se dr\u017eati svoje \u201eistine\u201c po svaku cenu. Konsultujte se sa tre\u0107im stranama, drugim kompanijama, drugim industrijama, ljudima od poverenja. Priznajte gre\u0161ke koje ste pravili u pro\u0161losti, i osna\u017eite i druge da urade isto. Bolje je u\u010diti i rasti iz gre\u0161aka, nego ih poturati pod tepih.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>Koliko \u010desto bi trebalo definisati strategiju?<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nema jedinstvenog odgovora na ovo pitanje. Odgovor zavisi od mnogo faktora \u2013 uspe\u0161nost trenutne \/ prethodne strategije, industrije u kojoj posluje va\u0161a kompanija, nivoa razvijenosti kompanije, zna\u010dajnih izmena u tr\u017ei\u0161noj dinamici, ulaska novih igra\u010da, promene u potro\u0161a\u010dkom pona\u0161anju, itd. Ipak, jedna stvar je sigurna \u2013 vremenski period za koji se kreiraju strategije se skra\u0107uje. U prethodnom, 20. veku standard je bio da se prave dugoro\u010dne strategije za narednih 10 i vi\u0161e godina. U poslednjim decenijama vremenski okvir strategije uglavnom je skra\u0107en na period 3 do 5 godina. Danas, <span class=\"has-inline-color has-vivid-red-color\">mnoge kompanije smatraju da je optimalan period za strategiju 2 do 3 godine. <\/span>Treba biti jako oprezan prilikom definisanja perioda za strategiju, i uvek biti fleksibilan za prilago\u0111avanje s obzirom na nova de\u0161avanja.<\/p>\n","protected":false},"excerpt":{"rendered":"<div class=\"mh-excerpt\"><p>\u0160ta je strategija za\u0161to je va\u017ena za kompanije? Strategija predstavlja definisanje onoga \u0161to \u017eelimo da postignemo (npr. kompanijskih ciljeva) i na\u010dina na koji \u0107emo to da postignemo gledano iz dana\u0161nje perspektive (specifi\u010dne aktivnosti sa dodeljenim <a class=\"mh-excerpt-more\" href=\"https:\/\/bcoaching.online\/sr\/zasto-je-strategija-vazna-za-kompanije\/\" title=\"Za\u0161to je strategija va\u017ena za kompanije?\">[&#8230;]<\/a><\/p>\n<\/div>","protected":false},"author":148,"featured_media":3735,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[60,48],"tags":[],"class_list":["post-3737","post","type-post","status-publish","format-standard","has-post-thumbnail","category-primenjeni-biznis","category-product-management"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Za\u0161to je strategija va\u017ena za kompanije? - BCoaching<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/bcoaching.online\/sr\/zasto-je-strategija-vazna-za-kompanije\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Za\u0161to je strategija va\u017ena za kompanije? - BCoaching\" \/>\n<meta property=\"og:description\" content=\"\u0160ta je strategija za\u0161to je va\u017ena za kompanije? 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