| Sažetak | Globalizacija, kontinuirani razvoj i promjene u svijetu tehnoloških proizvoda i usluga dovode do hiperprodukcije u raznim djelatnostima. Kako bi se održavala konkurentnost, više nije dovoljno plasirati inovativan proizvod na tržište, nego je potrebno formulirati odgovarajuću strategiju te se kontinuirano prilagođavati promjenama i zahtjevima korisnika.Telekomunikacijski sektor čine poduzeća koja omogućuju komunikaciju na globalnoj razini, bilo putem telefona ili interneta, putem radijskog ili kabelskog signala, odnosno putem žica ili bežično. Pri tome, do prije dvadesetak godina, telekomunikacijski sektor činila je tek nekolicina velikih nacionalnih i regionalnih operatora. Međutim, početkom 2000-ih, industrija je zahvaćena brzom deregulacijom i inovacijama, a u mnogim zemljama svijeta vladini monopoli podlegli su privatizaciji pa se suočavaju s mnoštvom novih konkurenata. Tržište telekomunikacija u Bosni i Hercegovini, prema broju sudionika može se svrstati u skupinu zemalja u kojima djeluje tek nekoliko većih operatera (slična situacija je i u Hrvatskoj, Srbiji, Crnoj Gori, Albaniji i Makedoniji). Telekomunikacijsko tržište Bosne i Hercegovine prati svjetski trend pada prometa fiksne širokopojasne mreže, no ostaje jedno od najmanje razvijenih u srednjoj i istočnoj Europi. Svrha rada je bila prikazati koncept strateškog upravljanja i provesti strateške analize na temelju BH Telecoma, a glavni cilj istraživanja odnosio se na analizu razloga pada prihoda odabranog poduzeća i oblikovanje prijedloga nove razvojne strategije za poduzeće. U svrhu postizanja cilja intervjuirano je šest predstavnika različitih razina menadžmenta u poduzeću i to po dva predstavnika visoke, srednje i niže razine. Naposljetku, na temelju intervjua predložene su određene preporuke za poboljšanje strateškog položaja poduzeća BH Telecom. |
| Sažetak (engleski) | Globalization, continuous development and changes in the world of technological products and services lead to hyperproduction in various industries. In order to maintain competitiveness, it is no longer enough to place an innovative product on the market, but it is necessary to formulate an appropriate strategy and continuously adapt to changes and customer requirements. The telecommunications sector consists of companies that enable communication on a global scale, either via telephone or the Internet, via radio or cable signal, or via wires or wireless. At the same time, until about twenty years ago, the telecommunications sector consisted of only a few large national and regional operators. However, in the early 2000s, the industry was hit by rapid deregulation and innovation, and in many countries around the world, government monopolies succumbed to privatization and faced a host of new competitors. The telecommunications market in Bosnia and Herzegovina, according to the number of participants, can be classified in the group of countries in which only a few major operators operate (the situation is similar in Croatia, Serbia, Montenegro, Albania and Macedonia). The telecommunications market of Bosnia and Herzegovina follows the global trend of declining fixed broadband traffic, but remains one of the least developed in Central and Eastern Europe. The purpose of the paper was to present the concept of strategic management and conduct strategic analysis based on BH Telecom, and the main goal of the research was to analyze the reasons for the decline in revenue of the selected company and formulate proposals for a new development strategy for the company. In order to achieve the goal, six representatives of different levels of management in the company were interviewed, two representatives of high, middle and lower level. Finally, based on the interviews, certain recommendations were proposed to improve the strategic position of BH Telecom. |
