Dissertations / Theses on the topic 'Porter’s Five Competitive Forces'
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Danemo, Jonathan. "How is AI influencing industry competition? : An exploration of online retailing using Porter’s Five Forces Framework." Thesis, KTH, Industriell Marknadsföring och Entreprenörskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-231170.
Full textNordling, Kevin, and Felix Pilvinen. "Differentiering inom en växande marknad : En fallstudie om Vainu." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447488.
Full textThis study aims to explain how differentiation can be achieved by applying the Blue Ocean Strategy and if the strategy is sustainable in practice. The company chosen for this case study is called Vainu. This study reflects on Blue Ocean Strategy created by Kim och Mauborgne (2005) and critically reflects on this theory through the Five Competitive Forces by Porter (2008). The empirical material used in this study is gathered through interviews of employees in varying positions at the chosen company. After conducting this case study, we have concluded that Vainu used Blue Ocean Strategy to create an uncontested market space but have incorporated more Porterish strategies in the later years due to the increase in competition. The resulting combination of different strategies is explained by Mintzberg (1987) theory of emergent strategies over time.
Hjelte, Åsa, and Daniella Letica. "Yarn-forward production in a developing country : A case study conducted in Vietnam." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-11472.
Full textŠpírek, Martin. "Využití metod Competitive Intelligence v rodinném podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-124713.
Full textDegefie, Ashenafi Tesema, and Adukwei Allotey Naa. "The Internet and Marketing : A case study of SmartGuy AB. and PostNord AB." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-17663.
Full textNedvědová, Jana. "Podnikatelský plán pro založení rodinného penzionu v obci Tři Studně." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402077.
Full textNagy, Jan. "Konkurenční strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223192.
Full textBuďová, Iveta. "Analýza strategie konkurenceschopnosti vybrané organizace." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-202055.
Full textWeberová, Martina. "Konkurenční strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223187.
Full textBortlová, Hana. "Vstup na nový trh a analýza potencionálních rizik pro firmu." Master's thesis, Vysoké učení technické v Brně. Ústav soudního inženýrství, 2014. http://www.nusl.cz/ntk/nusl-233052.
Full textVan, Zyl Tobey Zanelda. "Managing diversity for a sustainable competitive advantage in the changing European business environment." Thesis, Stellenbosch : University of Stellenbosch, 2004. http://hdl.handle.net/10019.1/5031.
Full textENGLISH ABSTRACT: The purpose of this study project is to investigate how organisations operating in the European Union (EU) can sustain a competitive advantage amidst the changing European business environment. Due to stiff global competition, organisations are searching for new markets to gain access to lower cost or higher quality inputs and pre-empt competitors that may seek similar advantages. No global competitor can afford not to operate in the EU. The EU is the largest trade bloc in the world with 463,7 million inhabitants as opposed to 282 million inhabitants in the United States of America (USA). The strategic management model described by Thompson and Strickland is adapted and used as a framework for the analysis of the external European business environment. A PESTE analysis reveals that European integration has resulted in momentous political, economic, societal, technological and environmental developments. These have in turn dramatically altered the competitive dynamics on the external European environment. In a competitive analysis of the impact of the major driving forces on Porter's Five Forces the profit making attractiveness of the European environment will be identified. Generic key success factors are identified from the PESTE analysis, driving forces and Porter's Five Forces. Operational effectiveness, the ability to innovate and the European management skill in the management of diversity will provide a sustainable competitive advantage in the European environment. The management of international diversity is an essential element of the European management model. The ability of the European manager in the successful management of a diverse range of consumers, business environments, communications and behavioural styles across different states, is considered Europe's strong suit. A sustainable competitive advantage for organisations in the complex European environment lies in the ability to integrate the inherent diversity. Firstly, the ability to integrate diversity inherent in the fragmented operating structures throughout the various countries will maximize the key success factor of operational effectiveness. Secondly, the ability to integrate the workforce diversity by capturing the inherent value of diverse pockets of knowledge and experiences will achieve synergies. It will also improve the ability to innovate. The latter is the second generic key success factor. The standardized USA approach in managing of international diversity appears to be detrimental to the USA MNCs' competitiveness in developing countries with consumer bases of millions of people. They will have to develop a new mindset and adopt new business models to achieve global competitiveness. It would further appear that the lack of experience in management of international diversity in USA organisations has minimized the ability to innovate. Multinational organisations in the USA are therefore starting to outsource components of their innovative value chain to tap ideas from external sources. European organisations exercise a global strategy approach that reflects the aspirations of a global approach, while the necessity for local adaptations of business activities is at the same time acknowledged. A literature review clearly indicates that the experience of EU organisations in international markets creates a competitive advantage. European integration opens up unexploited opportunities for EU organisations to streamline value chain efficiencies and increase operational effectiveness. The practical research project performed at the Henkel Group in Dusseldorf, Germany, has revealed a strategic fit of the Henkel Group with the changing external environment. Recommendations have been made to align the fragmented Henkel Travel Management processes with the strategic Henkel goal. Increasing operational efficiencies in line with best practices shall contribute significantly to improved operating margins. USA organisations have on average already achieved optimal levels of efficiencies through their global approach in streamlining their value chain activities. They are now focused on increasing innovation to sustain their growth. Organisations in Europe should invest in improving their innovation ability. This major opportunity to obtain a competitive advantage is highly unexploited. Market leadership can be achieved when managers stimulate innovation by accessing diverse pockets of workforce knowledge from different cultural contexts within the EU.
AFRIKAANSE OPSOMMING: Die doel van hierdie werkstuk is om ondersoek in te stel op welke wyse organisasies wat in die Europese Unie opereer 'n kompeterende voordeel kan behou te midde van die veranderende Europese besigheidomgewing. Weens stewige globale kompetisie soek organisasies na nuwe markte vir toegang tot laer koste of hoër kwaliteit insette en die voorspring van kompetisie wat soortgelyke voordele inhou. Geen globale mededinger kan bekostig om nie in die Europese Unie te kompeteer nie. Die Europese Unie is die grootste handelsblok ter wêreld met 463,7 miljoen inwoners teenoor 282 miljoen inwoners in die Verenigde State van Amerika (VSA). Die strategiese bestuursmodel soos beskryf deur Thompson en Strickland is gewysig om as 'n raamwerk vir die analisering van die eksteme Europese besigheidsomgewing te dien. 'n PESTE analise openbaar dat Europese integrasie drastiese politieke, ekonomiese, sosiale, tegnologiese en omgewingsveranderinge teweegbring. Dit het op sy beurt weer gelei tot n dramatiese impak op die kompeterende faktore in die eksteme Europese omgewing. In 'n mededingingsontleding van die impak van die belangrikste dryfkragte op Porter se Vyf Kragte sal die winsgewindheid van die Europese omgewing ook hieruit aangedui word. Generiese sleutelsuksesfaktore word afgelei uit die PESTE analise, dryfkragte en Porter se Vyf Kragte. Operasionele doeltreffendheid, die vermoë om te innoveer en die Europese vaardigheid in die bestuur van internasionale diversiteit sal 'n volgehoue mededingingsvoordeel in die Europese omgewing verseker. Die bestuur van internasionale diversiteit is 'n kern element van die Europese bestuursmodel. Die vermoë van die Europese bestuurder om 'n diverse groep van verbruikers, besigheidsomgewings, kommunikasie en gedragstyle oor verskillende lande heen suksesvol te hanteer, word beskou as Europa se sterkpunt. Die volgehoue kompeterende voordeel van organisasies in die komplekse Europese omgewing is opgesluit in die vermoë om diversiteit inherent daarin te kan integreer. Eerstens sal die vermoë om die diversiteit inherent in die gefragmenteerde operasionele strukture regoor die verskillende lande heen te integreer, lei lot optimisering van operasionele doeltreffendheid as 'n generiese sleutelsuksesfaktor. Tweedens sal die vermoë om die diversiteit van die werkers te integreer deur die inherente waarde van diverse kennis en ondervindinge vas te vang, sinergiee bewerkstellig. Dit sal ook die vermoë om te innoveer bevorder. Laasgenoemde is die tweede sleutelsuksesfaktor. Hul standaard benadering in die hantering van internasionale diversiteit blyk nadelig te wees vir die VSA se multinasionale organisasies wat in ontwikkelende lande meeding om verbruikersmarkte van miljoene. 'n Paradigmaskuif word benodig om 'n wêreldwye mededingingsvoordeel te bereik. Dit blyk voorts dat die gebrek aan ondervinding in die hantering van internasionale diversiteit ook die innoverende vermoë benadeel het. Multinasionale organisasies in die VSA het begin om komponente van die innoverende waardeketting uit te kontrakteer om innovasie van eksterne bronne af te verkry. Europese multinasionale organisasies pas 'n globale benadering toe wat die aspirasies van 'n globale strategie kombineer met die aanpassing van besigheidsaktiwiteite uniek tot die plaaslike omstandighede. 'n Literatuurstudie wys duidelik uit dat die ondervinding van Europese Unie organisasies in internasonale markte tot 'n mededingingsvoordeel lei. Europese integrasie skep geleenthede vir organisasles in die Europese Unie om waardekettings regoor Europa te kannoniseer en om operasionele doeltreffendheid te veseker. Die praktiese navorsingsprojek wat by die Henkel Groep in Dusseldorf, Duitsland afgelê is, het 'n strategiese passing met die eksterne omgewing aangetoon. Aanbevelings is gemaak om die gefragmenteerde prosesse van Henkel Travel Management met die strategiese doelwit van die Henkel Groep te vereenselwig. Verbetering van operasionele doeltreffendheid ooreenkomstig beste standaarde sal bedryfswins aansienlik verbeter. Organisasies in die VSA het gemiddeld reeds optimale doeltreffendheid bereik deur die globale benadering in die rasionalisering van waardeketting aktiwiteite. Hulle fokus nou op die verbetering van innovasie om groei te verseker. Organisasies in Europa behoort te investeer in die verbetering van hul innoverende bevoegdheid. Hierdie kritiese geleentheid om 'n mededingingsvoordeel te verkry is hoogs onbenut. Markleierskap kan verkry word deur stimulasie van innovering met die inkorporering van diverse kundigheid uit die verskillende kulturele agtergronde van werknemers in die Europese omgewing.
Kristianová, Barbora. "Využití metod Competitive Intelligence pro malé a střední podniky." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162506.
Full textPolívka, Antonín. "Návrh optimálního řešení pro zavedení elektronického obchodu v podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221939.
Full textPelcová, Veronika. "Hodnocení finanční situace podniku a návrhy na její zlepšení." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223340.
Full textFrancúzová, Andrea. "Podnikatelský plán pro založení nové firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224208.
Full textVokál, Pavel. "Strategická analýza International School of Business and Management." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-4056.
Full textStískalová, Radka. "Podnikatelský záměr na založení penzionu se zaměřením na agroturistiku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241422.
Full textJakes, Lyndabelle. "Success Strategies of Small Business Owners." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4967.
Full textPandulová, Petra. "Hodnocení finanční výkonnosti cestovní kanceláře prostřednictvím benchmarkingu." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-377989.
Full textPřidal, Hynek. "Strategie vstupu firmy Scootland s.r.o. na slovenský trh." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223260.
Full textHarašta, Lukáš. "Zhodnocení finanční situace podniku a návrhy na zlepšení." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-377986.
Full textTomášková, Alena. "Strategic Analysis of an Enterprise." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-72271.
Full textAndersson, Patrick, and Alexander Brewer. "Analysis of the Commercial Launch Industry : Determining Competitiveness using Porter’s Five Forces Framework." Thesis, Jönköping University, IHH, Nationalekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52879.
Full textPospíšilová, Pavla. "Metody analýzy firmy, finanční analýza." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222809.
Full textSoučková, Irena. "Strategická analýza." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-16516.
Full textPospíšilová, Pavla. "Analýza vybrané firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223245.
Full textLudvíková, Michaela. "Podnikatelský záměr pro založení cukrárny Lenka." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-318323.
Full textSmýkalová, Barbora. "Zhodnocení finanční situace podniku a návrhy na zlepšení." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224514.
Full textSedláček, Michal. "Podnikatelský záměr - výstavba provozní budovy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-319212.
Full textHorsten, Sharon. "The impact of competition on the product-market strategies of entities in the pharmaceutical industry / Sharon Horsten." Thesis, North-West University, 2004. http://hdl.handle.net/10394/549.
Full textThesis (M.Com. (Management Accounting))--North-West University, Potchefstroom Campus, 2005.
Ráčil, Vojtěch. "Zhodnocení finanční situace podniku a návrhy na její zlepšení." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-442999.
Full textHrnčíř, Filip. "Analýza konkurenčního prostředí společnosti Intelsol s. r. o." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-359081.
Full textBojler, Therese, and Jeanette Björlin. "Entering the Swedish Management Consulting Industry : A qualitative study of what factors to consider when entering the Swedish management consulting industry." Thesis, Uppsala University, Department of Business Studies, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-89166.
Full textThe management consultancy, a 14 billion EUR industry in Europe, has become an attractive market in the last couple of years. The Swedish market is blooming with an economic growth of a staggering 20 % according to analysts at Konsultguiden. The attractiveness of the market has brought many foreign players into the field such as Celerant. Celerant is a UK-based company earning a total of $145 million in 2006 with about 650 employees around Europe and the USA. Their focus is mainly within operational management. A few years ago, Celerant decided to expand in to the Nordic region consisting of Denmark, Norway and Sweden and has just recently started to focus a bit extra on the Swedish market. Using Porter’s model of Five Forces we look at the Swedish management consulting industry to see what factors to consider focusing on when entering the market. Through an analysis of the current management consulting market, we compare it to Celerant’s strategy for entering the Swedish market to see if our analysis differs or is similar to the consultancy’s actual strategy. This gives us a picture of how the management consultancies perceive the market and how they act accordingly. The results show similarities with two factors: the consultants and the clients. These seem to be the main factors to focus on as a management consultancy entering the Swedish market. There seems to be a current shortage of competent consultants on the Swedish market and therefore a necessity to focus on recruitment. Clients are what make business for consultancies and business connections need to be established before entering the market. However, we found that more precaution should be taken for factors such as substitutes and new entrants as well. There is a constant change of trends in the management consultancy industry and needs to be considered in order to stay competitive on the market, since a management consultancy needs to be able to offer what the clients demand.
OZHOGINA, SOFYA, RIIKKA PELLONPÄÄ, and JEKATERINA ZOTOVA. "Approaching the green market : Swedish natural and organic cosmetic industry analysis." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-17015.
Full textVilímek, Martin. "Strategická analýza společnosti AGOS Stavební, a.s. Pelhřimov." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-201687.
Full textNárožná, Adriana. "Konkurenceschopnost společnosti FedEx na českém expresním trhu." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224618.
Full textSrndovic, Aleksandra, and Jelena Gojkovic. "Bibehållning av konkurrenskraft i en digitaliserad marknad : En studie om hur digitala transformationer har påverkat kommunikationsstrategin inom detaljhandeln." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-46299.
Full textDigitization has in recent years affected companies' operations, their communication with customers and the management of marketing. Maintaining competitiveness in retail has become tougher with the ever-widening use of Web 2.0 and social media. Both customers and companies see high value in relationships and direct communication. Marketing but also strategies have gone from the traditional forms to increasingly digitized. This study will, through a case-specific survey of four companies in the retail trade, examine what knowledge and measures these companies have used to improve communication strategy and their sales and what results it has given. The study is of a qualitative nature and is based on results from empirical collection in the form of interviews that will be supported with relevant theory in the form of previous studies and literature.
Uhríková, Anna. "Strategie rozvoje podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-223918.
Full textKučerovský, Radek. "Hodnocení finanční situace podniku a návrhy na její zlepšení." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224189.
Full textHansson, Mikael. "Critical review of strategic theories : Applicable to new technologies." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-77124.
Full textKniš, Leo. "Návrh obchodnej strategie firmy vstupujúcej na slovenský trh." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-403850.
Full textHarajka, Viliam. "Podnikatelský záměr." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223737.
Full textKupec, Tomáš. "Podnikatelský záměr na rozšíření podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225032.
Full textKlimešová, Michaela. "Hodnotenie finančného zdravia vybraného podniku a návrhy na jeho zlepšenie." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222886.
Full textAtz, Fernando. "A contribuição dos sistemas de informação para a estruturação do planejamento estratégico, sob a perspectiva das cinco forças de Porter." Universidade do Vale do Rio do Sinos, 2009. http://www.repositorio.jesuita.org.br/handle/UNISINOS/2842.
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Esta pesquisa examina se as organizações utilizam os Sistemas de Informação para prover aos seus gestores, de maneira compartilhada, as informações ambientais qualitativas e quantitativas, de forma a possibilitar a estruturação do Planejamento Estratégico, sob a perspectiva das Cinco Forças Competitivas de Porter. Para atingir o objetivo proposto, efetuou-se uma survey do tipo questionário por Internet, com um conjunto de questões fechadas e pontuadas pela escala Likert. Este foi respondido por 127 controllers de empresas constantes na revista Exame S/A, edição Maiores e Melhores, ano de 2006. Consideraram-se seis Blocos na elaboração do questionário, que serviram de base para a posterior análise dos dados, a saber: Controladoria e Tecnologia da Informação, Clientes, Fornecedores, Rivalidade, Produtos Substitutos e Novos Entrantes. A pesquisa, de natureza aplicada, utilizou-se de uma abordagem quantitativa que compreendeu as estatísticas descritiva e inferencial (correlação de Spearman), a análise multivariad
This research aimed to determine if the organizations make use of Information Systems to provide their managers, within the knowledge sharing concept, with qualitative and quantitative environmental information in order to outline the the strategic planning, in the perspective of Porter’s Five Competitive Forces. In order to accomplish this objective, a survey was carried out via internet, with a group of closed questions ranked by Likert’s scale. This research instrument was answered by 127 controllers working at companies selected in 2006’s Maiores e Melhores edition of Exame S/A Magazine. Six Factors were taken into consideration in the conception of the questionnaire, for later data analysis: Controllership and Information Technology, Customers, Suppliers, Competitive Rivalry, Substitute Products, Entry of New Competitors. For being an applied research, a quantitative approach was implemented to support the qualitative study, which covered the descriptive and inferential (Spearman’s correlation), multiv
Balcárková, Nela. "Posouzení informačního systému firmy a návrh změn." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-442944.
Full textMasár, Lukáš. "Strategie vstupu Benziny s.r.o. (Unipetrol, a.s.) na zahraniční trh." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223461.
Full textVítková, Karolína. "Návrh strategie expanze na zahraniční trh." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2020. http://www.nusl.cz/ntk/nusl-414499.
Full textDo, Hai Linh. "Strategie vstupu společnosti Netflix na český trh." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-234336.
Full textKyseľová, Barbora. "Návrh strategie společnosti ESET." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-234379.
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