This diploma thesis – Development of business activities of company ES. – analyzes current position of the selected company. Furthermore, it explores inside and outside environment that influences business activities. Based on the inside and outside analysis of environment there are formulated Opportunities and Threats as well as Strengths and Weaknesses. As a result, SWOT Analysis is presented. The analysis provides proposals of development of business activities of company.

The thesis is focused on elaborating a business plan of business development. The first part of my thesis includes theoretical knowledge, which I use in next part for analyze the current situation of the company. The main objective of the thesis is developing an investment plan for development of the company.

This thesis deals with business development of company KRÁLOVOPOLSKÁ, a.s. First part of the thesis is focused on theory, basic terms and methods used in business. Based on the theoretical basis, current status of the company and market environment will be analyzed. The major goal of the thesis is a proposal part including recommendations in order to gain new customers, strengthen relationships with the existing ones and maintain the current company’s market position.

The aim of the thesis is to prepare a draft plan for expanding business activities for the company BS vinařské potřeby, s.r.o.. This precedes a part describing theoretical foundations in accordance with the defined problem and a part dealing with the analysis of internal and external environment in which the selected company is located.

Magister Commercii - MCom / The Internet is now facilitating the provision of an increasing number of services. Thus, technology has become a more integrated part of people‟s daily routine. Some of these technologies include electronic communication, online banking, and shopping as well as electronic learning - to name but a few. However, for various reasons, such as limited formal education (which is a key promoter of reading and writing skills), access and skills, not everyone has an equal opportunity to benefit from the use of these technologies. The unequal distribution of opportunities of such nature is often broadly referred to as the digital divide. That is the gap between those who have access to Information and Communication Technology (ICT) and those who do not. One noted challenge that influences the use of ICT consists of socioeconomic conditions, which together elicit high levels of poverty. An identified strategy for uplifting these areas was (and still is) entrepreneurship, notably small businesses. These small businesses however, generally have very short and mostly unsuccessful lives. As a result the government at all levels (national, provincial and local) has endeavoured to provide support to these businesses. Some of this support is provided through mediums, such as the Internet (here named “electronic support”) to assist these small businesses. This support, which comes from government, is however, not being fully utilised by the intended beneficiaries. Thus, the small businesses are not benefiting from the support provided. Consequently, many are still experiencing a short and unsuccessful existence. This research thus analyses the small businesses in areas of the greater Cape Town, which are characterised by high levels of poverty and unemployment. Previous studies in these areas have reported the lack of ICT related skills, also known as electronic skills (e-skills), as one of the reasons for the low uptake of electronic support (e-support). This e-support is provided by various levels of government through selected agencies (service providers). In essence, this study is aimed at investigating the influence of e-skills in the access and use of the provided e-support by owners of small businesses. Considering that the lack of adequate e-skills has been identified as influencing the use of e-support, the study also aims to identify the e-skills needed to fully utilise the provided e-support. The approach to this investigation included a review of pertinent literature and devising a conceptual model. This model was then tested in the empirical setting of this study. This setting included: (i) Providers of e-support (various specialised government agencies) and (ii) the intended beneficiaries of this esupport, i.e. small businesses in the previously disadvantaged areas (PDAs) of the greater Cape Town. Through the use of case study methodology and face to face interviews, it was found that many small business owners were not able to appropriately use the provided e-support. This was due to their lack of e-skills, which resulted in their inability to use ICT. Additionally, some were unaware of the existence of the e-support or the service providers. During the review of pertinent literature done as part of the study, an e-skills framework was designed. The framework identified the e-skills considered necessary in order for small business owners to effectively utilise the provided e-support and other technologies. The e-skills framework suggested by this study could be used as a tool to assist: (i) The providers of e-support to understand the usage of their services and enable (ii) a more informed understanding of the need for appropriate e-skills among small business owners, in relation to their use of the provided e-support. Additionally, (iii) small business owners should be in a better position to recognise the benefits of using technology, especially the Internet. The contribution of this study is seen as twofold. Firstly, it should assist the providers and users of e-support. This is done by addressing the practical side of the provision and usage of these services. Secondly, the study contributes an informative e-skills framework related to the effective use of esupport. This study also furthers academic knowledge in the area of the investigation, and suggests further directions for research. Considering, the limited small business sample (only participants from three PDAs), the generalisation of this study is limited. This limitation does not however, influence the validity of this research, or the credibility of the findings.

Este proyecto implementa dos nuevas líneas estratégicas para una academia musical denominada “Academia Musical Chui”. Negocio empírico que inició dirigido por una sola persona en Lima – Perú, orientado a estudiantes escolares y jóvenes preuniversitarios. Por ello, la investigación y los conocimientos técnicos en música y negocios buscan complementar y potenciar la formación académica musical, consolidar el posicionamiento de marca, reestructurar el marketing aplicado al público objetivo seleccionado y planificar por primera vez una proyección económica que permita validar la inversión y rentabilidad en dos nuevas líneas estratégicas, con la finalidad de expandir el público objetivo, construir un plan de negocios estructurado e integral que comprenda estrategias acordes a la reingeniería del negocio propuesto. Finalmente, este trabajo recopila la información de la academia, determina estrategias para el desarrollo y realiza la evaluación económica calculando el VAN y la TIR de cada línea de negocio, obteniendo un resultado positivo para la ejecución de la inversión en el 2022. Así mismo, se demuestra el desarrollo de estrategias para las nuevas líneas de negocio de producción musical y luthería y la expansión del negocio a nivel nacional e internacional, mediante la apertura de nuevos locales en alianzas estratégicas y la digitalización del contenido. / This project implements two new strategic lines for a musical academy called “Academia Musical Chui”. Empirical business that started directed by a single person in Lima - Peru, aimed at school students and young pre-university students. For this reason, research and technical knowledge in music and business seek to complement and enhance the musical academic training, consolidate brand positioning, restructure the marketing applied to the selected target audience and plan for the first time an economic projection that allows validating the investment and profitability in two new strategic lines. In order to expand the target audience, build a structured and comprehensive business plan that includes strategies according to the proposed business reengineering. Finally, this work compiles the information of the academy, determines strategies for development and performs the economic evaluation calculating the NPV (Net present value) and IRR (Internal rate of return) of each business line obtaining a positive result for the execution of the investment in 2022. Also presenting the development of strategies, new business lines for music production and luthería and business expansion at a national and international level, by opening new locations in strategic alliances and digitizing content. / Trabajo de Suficiencia Profesional

Den snabba teknikutvecklingen i samhället beskrivs ofta som den största förklaringen till agila principers snabba framväxt bland IT-organisationer under de senare åren. Agila arbetsmetoder går ofta ut på att arbetet planeras i kortare iterationer där leverantören kontinuerligt stämmer av kundkraven mellan sprintarna. Ramverket ITIL är även det ett vanligt hjälpmedel IT- organisationer använder sig av för att organisera sitt arbete. Den mest använda ITIL praktiken är change management som beskriver hur verksamheter kan organisera hanteringen av ändringarna som de driftsätter. Change management processen är, tillskilland från agila arbetssätt, av sekventiellnatur. Vanliga fördomar om ITIL och change managementprocessen är att det ofta uppfattas som byråkratiskt, icke flexibelt och som agila principers raka motsats. Dock har det visat sig i denna studie att ITIL och agila arbetssätt faktiskt kan komplettera varandra mycket bra om de implementeras på rätt sätt.  Polisens IT-avdelning står inför utmaningen att få processen ur kundens perspektiv att vara effektiv och enkel att ta sig igenom trots att processen innefattar både agila team och en grupp som arbetar enligt ITILs change management, vilket ses som ett problem av fallorganisationen. Syftet med denna kvalitativa fallstudie var därmed att identifiera sätt som dessa två olika grupper kan samverka för att processen ska bli mindre komplex för kund. För att uppnå fallstudiens syfte utfördes en litteraturstudie för att undersöka vad interna kunder värderar, hur en change managementprocess med höga säkerhetskrav kan fungera i en agil verksamhet samt olika processförbättringsverktyg. Vidare utfördes intervjuer och observationer för att samla in de interna kundernas uppfattning av nulägesprocessen samt visualisera processen i en nulägeskarläggning. Dessa analyserades sedan med hjälp av teorin från litteraturstudien.  Studien resulterade dels i 24 identifierade problemområden med tillhörande förbättringsförslag. Sedan presenterades ett specifikt förbättringsförslag för hur change managementgruppen och ett agilt team kan agera mer som en enhet ur kundens perspektiv. Detta förslag skulle kunna vara ett lämpligt första steg för hur fallorganisationen kan effektivare kombinera sitt agila arbete i värdeflödet med change managementgruppen som arbetar efter en ITIL-process. Förslaget skulle bland annat kunna medföra minskat antal kontaktytor för kund, eliminerat dubbelarbete samt minskad ledtid. Andra förbättringsförslag som tagits fram är främst kopplat till förenkling av kommunikation, samverkan av likande aktiviteter, skapa förutsättningar för gemensamt ansvar och prioriteringar. Slutligen presenteras även vikten av att kontinuerligt identifiera de interna kunders behov. Detta eftersom det är en förutsättning för att fallorganisationen ska kunna arbeta med ständiga förbättringar av processen och för att säkerställa att processerna ständigt möter kundernas eventuellt förändrande behov. / The accelerated technological development in society is often described as the biggest explanation for the fast growth of agile principles among IT organizations in recent years. Agile methods often involve the work being planned in shorter iterations where the supplier continuously matches the customer requirements between the sprints. The ITIL framework is also a common tool that IT organizations use to organize their work. The most used ITIL practice is change management, which describes how companies can organize the reviewing of the changes they plan on putting into their production environment. The change management process is, unlike agile methods, of a sequential nature. Common prejudices about ITIL and the change management process are that it is often perceived as bureaucratic, inflexible and as the exact opposite of agile principles. However, it has been found in this study that ITIL and agile actually can complement each other very well if implemented correctly.  The Swedish police's IT department now faces the challenge of making their process easier and more efficient to get through, from the perspective of their internal customers, even though the process includes both agile teams and a group that works according to ITIL's change management. This is perceived as a big problem by the case organization. The purpose of this qualitative case study was thus to identify ways in which these two different groups can work together to make the process less complex for the customer. To achieve the purpose of the case study, a literature study was conducted to examine what internal customers value, how a change management process with high security requirements can work in an agile organization and various process improvement tools. Furthermore, interviews and observations were performed to collect the internal customers' perception of the current process and to visualize the current process in a process map. These were then analyzed by using the theory from the literature study.  The study resulted in 24 identified problem areas with associated improvement proposals. Then a specific improvement suggestion was presented for how change management and an agile team can act more as one unit from the customers’ perspective. This proposal could be an appropriate first step for the case organization to combine its agile work in the value stream with the change management group working after an ITIL process. The proposal could, among other things, lead to a reduced number of contact areas for customers, eliminate duplication of work and reduce the lead time. Other improvement proposals that have been developed are mainly linked to simplifications of communication, collaboration of similar activities, creating conditions for joint responsibility and priorities. Finally, the importance of continuously identifying the internal customers' needs is stated since it is a condition for the case organization to be able to work with continuous improvements of the process. Being able to change the process is necessary to be able to meet the customers’ potentially changed future needs.

Abstract The explosion of social networking through social media arose organically by three forces: people, technology and online economy. Today affect friends' recommendations purchasing decisions more than advertising. Customer impact is more effective in social media than the one-way promotional impact. Kotler's 4P model focuses on one-way campaign thinking to recruit new customers. Today, the focus should be on creating excellent customer experiences within 8 competition arenas. This report describes a new co-ceation model with 8P, which is better adapted to the digital economy. The new business environment demand companies to adapt their organization and systems of ideas, essential for customer co-creation of the service experience. It increases the value both for herself and the company. The essay focuses on how companies can use social media for business development and to personalize the customer experience of a service. The aim is to increase understanding and refine theories from an enterprise perspective. The research strategy is qualitative with a deductive method. The empirical study was conducted at three companies using social media. The study showed that the alignment of organization and system of ideas are key factors in how companies can use social media for business development and to personalize the customer experience. The research is further developed in the book Social Affärsutveckling i Nätverksekonomin Sociala Medier Ny Marknadslogik. Keywords: Social Media, Customers Experiences, Co-Creation, Business Development, Product Development, Service Marketing, Service Management, Brand, Word-of-mouth, Social Network. / Sammanfattning Explosionen av sociala nätverk via sociala medier uppkom organiskt genom tre krafter: människor, teknik och online-ekonomi. I dag påverkar vänners rekommendationer köpbeslut mer än reklam. Kundinverkan är effektivare i sociala medier än enkelriktad kampanjpåverkan. Kotlers 4P-modell fokuserar på enkelriktad kampanjtänkande för att rekrytera nya kunder. Idag krävs  fokus bör läggas på att skapa execellenta kundupplevelser inom 8 konkurrens-arenor. Denna rapport beskriver en ny co-ceation modell med 8P, som är bättre anpassad för den digitala ekonomin. Den nya affärssituationen kräver att företag anpassar sin organisationsstruktur och idésystem. Det skapar förutsättningar för kunden att medproducera sin tjänsteupplevelse och öka värdet för sig själv och för företaget genom sociala medier. Rapporten fokuserar på hur företag kan använda sociala medier för affärsutveckling och för att personifiera kundens upplevelse av tjänsten. Syftet är att öka förståelsen och förfina teoribildningen ur ett företagarperspektiv. Forskningsstrategin är kvalitativ och utgår i huvudsak från en deduktiv metod utifrån författarens teoretiska koncept. Den empiriska undersökningen genomfördes på tre internationella företag som använder sociala medier i kombination traditionell marknadsföring. Studien visade att anpassning av organisation och idésystem är nyckelfaktorer för hur företag kan använda sociala medier för affärsutveckling och för att personifiera kundens upplevelse av tjänsten. Forskningen vidareutvecklas i boken Social Affärsutveckling i Nätverksekonomin Sociala Medier Ny Marknadslogik. Sociala medier, Kundupplevelse, Affärsutveckling, Produktutveckling, Co-Creation, Service Management, Service Marketing, Tjänstemarknadsföring, Varumärke, Word-of-mouth, Social network.

Det blir allt enklare att starta ett företag i Sverige, mycket tack vare de många startupplattformar som finns. Samtidigt överlever knappt hälften av alla startup längre än fem år. En viktig aspekt för att inte misslyckas som nystartat företag är att förstå sina kunder och sina användare och lansera produkten till rätt kundsegment, samtidigt som det kan vara kostsamma undersökningar som också förlänger den kritiska tiden innan företaget börjar generera inkomster. För att det ska bli lönsamt krävs det också att företagen förstår hur informationen som insamlas ska användas för att förbättra produkten. Det här arbetet undersöker hur och när startups väljer att involvera sina användare i produktutvecklingsprocessen. För att besvara arbetets frågeställningar har en litteraturstudie utförts, där bakgrunden till problematiseringen kartlagts. Därefter genomfördes en intervjustudie med fyra olika startups där syftet var att förstå hur arbetet med användarinvolveringen utfördes i praktiken. Samtliga företag som intervjuades hade genomgått ett program på, eller finansierats av någon startupplattform. Studien visade att startups ofta inte följer en linjär produktutvecklingsprocess, utan måste anpassa den efter de finansiella och strukturella förutsättningar som företaget har. Därför lämpar sig ofta andra iterativa metoder för företagen, där insatsen för varje förändring blir mindre. Det gäller också för användarinvolvering, där företagen dock strävar efter att involvera användaren så mycket som möjligt då det upplevs som en minskad osäkerhet. En kontinuerlig involvering av användare är dock sällan genomförbart för nystartade företag. Dessutom gör bristen på erfarenhet det svårt för företagen att strukturerat fastställa de viktigaste kraven och behoven från användarna. Sammanfattningsvis pekar studiens resultat på att en utmaning för startups är att applicera en linjär produktutvecklingsprocessen på grund av bristande struktur och startupfas. De strävar efter att förstå sina kunder och användare då konsensus råder om att detta leder till en lyckad lansering då osäkerheten minskar och produkterna förbättras. / Starting a business in Sweden is becoming easier, thanks in large part to the numerous startup platforms available. However, barely half of all startups survive beyond the first five years. A crucial aspect of avoiding failure as a new company is understanding one's customers and users and launching the product to the right customer segments. Yet, conducting costly surveys can also prolong the critical period before the company starts generating income. To make it profitable, companies also need to understand how the collected information should be used to improve the product. This study investigates how and when startups choose to involve their users in the product development process. To address the research questions, a literature review was conducted mapping out the background of the problem. Then an interview study was carried out with four different startups, aiming to understand how user involvement was implemented in practice. All interviewed companies had gone through a program on or were funded by a startup platform. The study revealed that startups often do not follow a conventional product development process but have to adapt it based on the company's financial and structural conditions. Insted, other iterative methods are often suitable for new companies, where the cost for each change is less significant. This also applies to user involvement, although companies strive to involve users as much as possible because it is perceived as reducing uncertainty. However, continuous user involvement is rarely possible for startups with limited budgets and time constraints. Moreover, the lack of experience makes it challenging for companies to systematically determine the most critical requirements and needs from users. In summary, the study's findings indicate that a challenge for startups is to apply a linear product development process due to a lack of structure and the startup phase. They strive to understand their customers and users, as there is a consensus that this leads to a successful launch by reducing uncertainty and improving products.

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