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Mezak, Vlado; Perić, Ana; Jugović, Alen
12/2006Publication
Cilj ovoga rada je ukazati na važnost i značaj planiranja dugoročne strategije razvoja luke, kako bi se uz minimalno uložene resurse i potencijale (proizvodne, uslužne, ljudske, financijske) proizveli maksimalni učinci i posljedično tome doprinijelo permanentnom rastu i razvoju cijelog poslovnog sustava, donošenjem optimalnih kratkoročnih i dugoročnih odluka. Definiranje vizije i misije luke okvir su za postavljanje strateških ciljeva, a time i determiniranja poslovne politike kao i njene implementacije. Shvaćanje konkurencije presudno je za uspješan razvoj strategije, koja će biti uspješnija ako se usmjeri na slabosti konkurencije i izbje¬gavanje njihove prednosti. Zato je bitno definirati postojeće i potencijalne konkurente te njihove prednosti i nedostatke usporediti s vlastitima. Prave prilike i prijetnje za poslovanje ponekad dolaze izvan domicilne industrijske/gospodarske grane, stoga je potrebno pozorno analizirati okružje luke. Nakon analize konkurencije i okružja luke moguće je pristupiti izradi SWOT matrice koja će objediniti sve spoznaje i dati prijedloge strategije temeljene na analizi obrađenih unutarnjih i vanjskih čimbenika. The paper aims to spotlight the importance and significance of the long-term port development strategy planning which allows for the maximum effects to be produced with a minimum of the resources (production and service capacities, human resources, financial potential) invested, and thus, by making the optimum short-term and long-term decisions, leading to the permanent growth and development of the whole system. The strategic objectives and, through that, the business policy and its implementation can be set up only after the port vision and mission are clearly defined. Understanding the competition is crucial for the efficiency of the strategy which, in order to be successful, must be focused on the competition weaknesses aiming at neutralizing its advantages. Hence, the importance of defining the existing and potential competitors and making a comparison between their and our own strengths and weaknesses is of utmost importance. Sometimes, the real business opportunities and threats are placed beyond one’s own line of industry and business. It is therefore necessary to make a careful analysis of the port environment. After the port competition and environment have been analyzed, it would be possible to initiate the building of the SWOT matrix. The matrix will incorporate all perceptions and, consequently, propose strategies based on the analysis of internal and external factors.
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