Our thesis is based on the constantly changing internal and external environment causing firms to increase or decrease their internationalisation efforts. The focus of this thesis is going to be on describing the process of re-internationalisation, including the different stages of de-internationalisation, time-out, and re-entry as well as identifying the influences of the internal and external environment on the process of re-internationalisation.   The influences of the internal and external environmental on the process of re-internationalisation are analysed and accompanied by secondary data about the German biogas market, which the case company is considering to re-entry. The aim of the thesis is to contribute to existing literature by exploring the process of re-internationalisation and its stages of de-internationalisation, time-out and re-entry, to enhance the understanding of SME internationalisation patterns, and the influence of the internal and external environment   The process of de-internationalisation for the case company was characterised by a lower degree of market commitment in contrast to a complete exit. The degree of commitment was maintained during time-out stage, but due to changes in the internal and external environment a move towards re-entering the market was considered. The main influences, found in this single case study, can be separated along the stages of de-internationalisation, time-out and re-entry. The de-internationalisation was mainly driven by poor economic results and a lack of resources. During the time-out, the company’s acquisition led to a change in firm objectives. The re-entry was mainly influenced by changes in institutional policies and the previously altered company objectives caused a consequential increase in resources. The change in institutional policies was perceived as a business opportunity. However, the analysis of the case company’s market showed a deviation between perceived and actual business opportunity, highlighting the importance of acquiring up-to-date market knowledge.

This diploma thesis deals with the strategic analysis of L'Oréal, the company active on the market of fast moving consumer goods in the field of cosmetics. Based on strategic analysis, the main aim of thesis is to create a revenue growth strategy, identify competitive benefits, and identify threats. The theoretical part explains the basic concepts of strategic analysis. External environment of company is described by using PEST analysis and explaining new trends in the field of fast moving market. Internal environment of company is described by using analysis of competition, evaluation of the company's resources and Porter's five forces analysis. The methods and analysis described in theoretical part are used for LOréal and its surroundings in practical part of thesis. The company's portfolio is evaluated by using BCG matrix. Based on the results summarized in the SWOT analysis author come up with suggestions and recommendations for the future of the company.

The main goal of this diploma thesis is the implementation of the strategic analysis of Rodinný pivovar Bernard a. s. The thesis is divided into four parts: introduction, theory, practice and conclusion. The theoretical section deals with definition of key words like mission, vision, strategy and strategic management. It also explains the methods of the strategic analysis which are applied in the following practical section. The practical section of the thesis consists of internal and external environment analysis. The external environment analysis addresses identification of the market, competitors and other external influences. The analysis of the internal environment includes exploring and evaluation of the company's resources and its competences. All findings are summarized at the end of the thesis in a SWOT analysis. Concrete recommendations for the future are presented based on the SWOT analysis.

The aim of this thesis is to provide a SWOT analysis of the Via Foundation through which is detected potential opportunities and threats for the organization and its current strengths and weaknesses. The theoretical part explains the basic concepts, theoretical knowledge and the process itself concerning the creation of a SWOT analysis. The described methods are then used in the practical part on the example of the Via Foundation. To identify potential opportunities and threats from the external environment is used PEST analysis supported by time series analysis. For discovering potential of the organization in terms of strengths and weaknesses is used the evaluation of selected parameters of the organization as compared to the analogous organizations. In conclusion, the thesis summarizes important information obtained by this analysis and there are proposed recommendations for the organization.

The aim of this thesis is to outline the process of setting up a new small business. The theoretical part is focused on definition of basic concepts, analysis of the legal environment of business in the Slovak Republic and the specification of small and medium enterprises. Subsequently, it reveals the essential assumptions for success and defines the steps to be performed before starting the business. The practical part consists of three circles - a brief introduction of own business idea, analysis of the external business environment and practical establishment of the company.

The target of diploma thesis is to perform a strategic analysis of the company Jihočeské letiště České Budějovice, a.s.

The Diploma thesis deals with process improvements in project management in Alstom Power s.r.o.. The thesis is divided into three basic parts - theoretical, analytical and proposal part. The theoretical part focuses on the description of the analytical methods for examining the business environment, which will afterwards be used to analyse the current state of a company's position in the second part, analytical part, of this work. In the analytical part are identified the same errors during the project implementation. In the last part of the own proposals are presented measures that could eliminate errors and streamline process of the project implementation.

Background: In the last few years, many of the risks of operating in a global supply chain or an offshore manufacturing strategy have become evident as they have been disrupted by accidents, pandemics, and conflicts. Multiple parties in global trade have also increased their talks about autonomy in strategic sectors or production of strategically important components. The theoretical problem of current literature is that there is a lack of research on the strategies of the manufacturing bases that are of strategical importance of nations. Purpose: The purpose of the study is to fill the theoretical gap by studying the factors behind the location decision which battery manufacturers consider when they decide to relocate production. Moreover, the study will explain the opportunities and implications that reallocating the production entails. Method: The approach of the study will be a comparative case based on qualitative data to explore and create an understanding and explanation to the research purpose. The design of the research has been based on and inspired by thematic analysis and the cases has been chosen through a purposeful sampling technique. The main form of data collection of this research will be secondary data. Conclusion: This study is increasing the understanding of reallocating battery manufacturing to Sweden. It adds to the existing literature in the field of IB and OSCM by the discovery of two new factors of opportunities behind locational decision. The first one was seeking municipalities with low permit process complexity in the due diligence process, and the second one was choosing a location that has possibilities for attaining more regional autonomy in material supply, as a strategic internal consideration.

The primary purpose of this study was to explore a model that examines the relationships among the external environment, entrepreneurial strategy, mechanistic-organic structure and financial performance of restaurant franchisors from the perspective of franchisees. The final structural model indicated that restaurant franchisees perceive that franchisors' entrepreneurial strategy makes a highly positive contribution to franchisors' financial performance. The external environment is perceived to have a negative impact on franchisor's financial performance. Franchisees also perceived that franchisor's entrepreneurial strategy and mechanistic-organic structure could have a significantly and mutually positive impact on each other. The basic value of understanding entrepreneurial strategy is the prediction of certain financial outcomes. Entrepreneurial strategy proved to have a very significant impact on the franchisor's financial performance from the perspective of restaurant franchisees. However, franchisors' entrepreneurial strategy was not always perceived to guarantee financial success because of the negative impact of the external environment in the restaurant franchising industry on financial performance. Furthermore, restaurant franchisees perceived the franchisor's external environment in the industry was unlikely to contribute to the franchisor's entrepreneurial strategy or mechanistic-organic structure. Restaurant franchisees viewed that a high level of franchisors' entrepreneurial strategy had a mutual relationship with their organic structure. It is significant in their perception that their free-flowing relationship, authority, and communication involvement in the franchisor's decision-making process establish high levels of franchisors' entrepreneurial strategy. However, franchisors' mechanistic-organic structure is not necessarily perceived to influence franchisors' financial performance positively. The indirect effect of mechanistic-organic structure on financial performance through entrepreneurial strategy was not perceived to be significant. Restaurant franchisees perceive that franchisors' entrepreneurial strategy is driven by mechanistic-organic structure in the franchising system, not by external environmental change in the industry. It is very understandable for franchisees to perceive this way, because franchisees constantly provide franchisors with local environmental information through franchising communication and relationship channels. Restaurant franchisees compete with other restaurants in many local markets, so that they are knowledgeable about significant changes in the local environment. Restaurant franchisees might perceive that the local environment is a more critical issue to franchisors' entrepreneurial strategy than is the general external environment in the industry. Thus, they might not think of the external environment in the industry as important enough to have an influence on entrepreneurial strategy and mechanistic-organic structure, except on franchisors' financial performance. / Ph. D.

The external environment, currently considered as VUCA environment, in which orgnaizations and individuals operate can be characterized by numerous uncertainties. As a result of these uncertainties, one significant aspect that is affected is the individual KSAOs as part of the human capital concept. A thorough understanding of how uncertainties affect KSAOs allows individuals and organizations to adapt, be resilient, and respond effectively to the changing environment. One research field that encompasses the external environment and its uncertainties as well as individual KSAOs is strategic human resource management (SHRM). However, the relationship between these key concepts has not yet been addressed. Also, much of SHRM research has been devoted to the company's perspective, largely ignoring the employees' point of view. Thus, this research aims to fill a gap in prior research by exploring the relationship between the external environment with its uncertainties and individual KSAOs from the employee's perspective. To further implement this knowledge in practice, two scenarios are created to demonstrate the factors companies should focus on in order to increase their human capital's resilience. To identify the relationship between external uncertainties and individual KSAOs, a conceptual framework was developed. The framework outlines the foundation for a qualitative case study with a Swedish consultancy company as a single case. A comprehensive data foundation was constructed through data triangulation, which involves combining both primary and secondary sources of data. In this study, organizational documents provided by the case company were used as secondary data, while primary data was gathered through semi-structured interviews with six employees of the case company. The findings indicate differences between prior literature and the collected empirical data. For example, employees' views on prioritizing different KSAOs (Knowledge, skills, abilities, and other characteristics) showed that soft skills were seen as far more important than hard skills when coping with uncertainties. This challenges the prior literature on human capital that has mostly focused on hard skills and the importance of their development through education and training. By using COVID-19 as a recent and accurate example of uncertainty, the data revealed changes in ways of working and work-life balance. It also revealed that environmental and technological uncertainties are currently considered the most effective. While they were seen to have unpredictable, and possibly even negative long-term effects, they were also considered as possibilities for the future. With subjective research philosophy, we could find contradictory opinions within the sample which further extended prior research by highlighting the need for considering individuality rather than the company perspective when making decisions that relate to the external environment , its uncertainties, and the individual KSAOs.