| Abstract [eng] |
A dynamic business environment and increasing competition compel organisations to react increasingly quickly to economic and social changes and look for new business management solutions. The financial stability of the organisation and its successful continuity can be ensured by an objective assessment of the marketing position, moreover, the identification of internal potential and strategic decision-making at the right time. The \"Panevėžio Autobusų Parkas\", ltd. for a number of years has been operating according to the established procedures and practices, where non-competitive income is secured and the strategic directions of the organization are formed by the representatives of the municipality. Recently, the change in the Law on Public Procurement has also altered the company's environment and business principles: the company can only provide passenger transport services by tender, i.e. to operate under competitive conditions. These changes challenge leaders not only to redesign their services, but also to identify strategic orientations for the organisation's activities and develop a business development strategy. The object of the work: Business development strategy. The goal of the work: Conducting strategic analysis of the \"Panevėžio Autobusų Parkas\", ltd. and developing a business development strategy. The methods used: Analysis of scientific literature, analysis of company documents, analysis of statistical data, semi-structured interviews and qualitative content analysis. The scientific literature provides an abundance of various strategic business solutions, strategic alternatives and strategies that, when applied in practice, the organization's business development strategy can be formed. Strategy formulation is a phased process that must comprise: analysis of the external environment of the organisation, assessment of the internal potential of the organisation, identification of the groups concerned and anticipation of strategic alternatives, transforming them into strategic, tactical and operational objectives of the organisation. In the second part of the work, in order to establish strategic alternatives to the organisation, the empirical research is organised in two phases. At the first stage, the analysis of the external environment of the organization by means of PEST and M. Porter's five-strength methodology, which has allowed to clarify the organization's potential and determine the impact of the external environment on the company's threats. The analysis of the external environment has highlighted the influence of political and social environment on the organization's activities. The second stage analyses the internal environment of the organisation using the SWOT methodology. The content analysis of the executive interviews helped to identify the strengths and weaknesses of the organization. The analysis shows that the strengths of the organization are: the largest company in the Panevėžys region, many years of experience, rather famous brand, skilled drivers, new repair base, CNG service station, new buses, new equipment and a stable market, however the weaknesses can also be identified: inefficient management structure, poor internal communication, company image, non-motivating payroll system, lack of qualification of the repair base personnel, old, different brand and model buses, insufficient service quality. In the third part of the thesis, on the basis of the analysis of the theoretical part of the work and the outcomes obtained in the research, the three strategic directions of „The Panevežio Autobusų Parkas“, ltd. have been formed: the strategic direction of urban transport activities, using low cost and technology strategies; the strategic direction of intercity transport activities through market penetration, product consumption and quality strategies and the strategic direction of the development of the technological base through product development and product portfolio as well as human resources and technology strategies. |
