KOPRNA, G. Návrh opatření pro strategický rozvoj podniku [online]. Brno: Vysoké učení technické v Brně. Fakulta podnikatelská. 2025.
The author presents a very well-elaborated thesis. He has prepared the thesis in a good sense independently. He used the possibility of consultation very effectively.
| Kritérium | Známka | Body | Slovní hodnocení |
|---|---|---|---|
| Splnění stanovených cílů | A | The objectives of the thesis are clearly defined in the structure of the main objective and sub-objectives. The objectives are linked to the solution of a specific company problem. The objectives of the thesis are met. | |
| Zvolený postup řešení, adekvátnost použitých metod | A | The definition of the methodology is linked to the detailed specification of the problem to be solved. The definition of the methodology is clear and is presented in a structured form. The author chooses appropriate approaches and methods, combining the strategy and strategic brand development perspectives. The theoretical part defines a comprehensive and broad portfolio of backgrounds. The summary defines the author's solution approach. The structure of the theoretical part could be improved. | |
| Schopnost interpretovat dosažené výsledky a vyvozovat z nich závěry | A | The introductory part clearly defines the behaviour of the company and the portfolio of services. The portfolio is evaluated using the BCG matrix. The following part of the analysis evaluates the business model. The author clearly defines the model and presents its evaluation - strengths and weaknesses. He also defines the specifics of the business model for each segment. The brand evaluation is done using the identity prism. Here again the author adds strengths and weaknesses. The author also evaluates the business model using validation based on customer research. This evaluation is rightly summarised by a further definition of strengths and weaknesses. Further validation is based on interviews. Here the author focuses mainly on the brand. The summary of this section is also in the form of identified strengths and weaknesses. The PESTLE analysis is based on concrete data and the identification of opportunities and threats are relevant. Porter's model is built on knowledge of the environment and again defines relevant opportunities and threats. The author also developed a detailed assessment of the competitive position and competitor analysis. The author correctly assesses the impact of the different competitors. The competitive environment assessment also includes the definition of the competitive space with relevant factors. With regard to the scope of the analytical part, it is crucial that the author presents a good summary in the form of a SWOT analysis. For opportunities and threats there are partial gaps for some factors - standard confusion of external factor with internal steps. The analysis concludes with a high quality summary that is well suited for strategic development decision making. | |
| Praktická využitelnost výsledků | A | The author presents a comprehensive portfolio of recommendations for the strategic development of the company. It outlines relevant changes in the business model. It also presents a proposal for changes in terms of brand development. Both parts are followed by recommendations on communication. The proposals include recommendations for internal changes. The author also identifies possible further development directions. A summary of the proposals and a timeframe are useful additions. The timeframe focuses on a horizon of one year. It would be useful to strengthen this section with a longer-term view. For the cost assessment, it would be useful to specify resources more clearly. Similarly, it would be useful to explain better the expected benefits and how they are to be determined. | |
| Uspořádání práce, formální náležitosti, použitá terminologie a odborná jazyková úroveň | A | The work has an excellent formal level. | |
| Práce s informačními zdroji, včetně citací | A | The work with resources is at an appropriate level. |
The work is done to an excellent standard. The above-mentioned shortcomings do not affect the quality of the work and the objectives of the thesis. Question 1: What is the business target for growth in the short term (beginning of 2026) with regard to increasing awareness, acquisition and increasing loyalty? (Omit internal processes). I do not mean KPIs, because they should monitor the achievement of the goals.
| Kritérium | Známka | Body | Slovní hodnocení |
|---|---|---|---|
| Splnění stanovených cílů | A | The work is prepared at an excellent level, with regard to the main goal in the form of a company development proposal aimed at strengthening the brand and competitive position of the selected company. The results of the analysis and research support the proposed strategy and business model. The proposals also include implementation with a cost budget and selected KPIs within the framework of the proposed actions. | |
| Zvolený postup řešení, adekvátnost použitých metod | A | The student uses adequate theoretical methods and frameworks in the work that are found in the issues of strategic analysis, as well as the entrepreneurial or marketing approach to the business model and brand of the company. The presentation of the methodological approach to solving the work is commendable, as is the very good coherence of the partial objectives with the theoretical and empirical methods of data collection used. The work follows the procedures and methods that are set out in the methodology for achieving the objective, are subsequently described in the theoretical part and applied in the practical part (the exception is the absence of a description of the TOWS and AHP methods in the theory). | |
| Schopnost interpretovat dosažené výsledky a vyvozovat z nich závěry | B | In terms of the ability to interpret the results achieved from the analyses and draw conclusions from them, it is at an excellent level. The description of the company's current strategy follows the path of describing the company's phase and its needs (internal streamlining of processes), which corresponds to the age of the company (less than 5 years = establishing itself on the market). In this area, the author should have stated the company's strategic/business goals in order to be able to evaluate the effectiveness of the current model and the tools used. It is also not clear what free resources the company currently has available for investment in this area. The conclusions drawn in the area of the BCG matrix are appropriate. The Canvas business model is very well developed, however, it is not clear whether the author means "professionals" by company employees. These two segments (B2C and B2B) will differ in individual parts of the model. The visual value proposition also lacks the adjustment of prices to corporate clientele, which the author describes further. However, these individual segments are further specified in the work with the character of the business model itself. The author very appropriately describes internal resources and activities, including the income and cost structure, even by segments. The partial summary of the results corresponds to the findings in this area. The description of the company's current brand corresponds to the scope and depth of the chosen model. On the other hand, the description of the selection of potential customers in particular in chapter 2.6 is not entirely transparent. I also have a complaint about the visual interpretation of graphs 26 – 28, pp. 31-34, where it is not clear what the y-axis means (relative in % or absolute frequency). The survey results do not take into account segments, and therefore the key findings in this area are too general, except for the key fact of providing information on the price of materials outside the course prices and the willingness to pay a higher price. Some of the survey results are poorly formulated in the partial summary (e.g. high demand for individual courses is not a strength, but an opportunity, etc.). The results from interviews with individual representatives of segments brought much better and very well-formulated results in terms of brand perception and other aspects. The SLEPTE analysis contains a description of key socio-cultural factors at an excellent level. The conclusions regarding the attractiveness of the market in which the company operates, including an analysis of the company's competitive position, are interpreted at an excellent level. Within the overall evaluation, factors were reduced or combined so that the subsequent pairwise TOWS analysis allowed for the effective design of appropriate actions and is interpretively linked to the proposals of the work. | |
| Praktická využitelnost výsledků | B | The work is practically applicable as a basis for implementing an improved strategy aimed at strengthening the brand and business model of a company offering online language and specialized courses for further growth in the market. The strategy of reducing one-off courses makes sense and will allow the company to focus on more profitable activities in accordance with its vision. However, with regard to corporate clientele, the value (according to the analyses and interviews) should be shifted to the level of professionalism and formal approach. This section should include a business goal with regard to the individual changes to the business model, however, with regard to the need for time and competence for creating content on the networks, it is difficult to assume that the co-owners will be able to manage everything, while acquiring new customers (the capacity of the lecturers will be busy). LMS systems were described by the author as tools that the company already uses (p. 57), and therefore the proposals in this area seem confusing. However, LMS systems may prove to be a suitable technology in the future to support teaching and clarity of structure and student progress. Brand promotion in the form of connections with influencers may not have an effect on the adult segment and corporate clientele. By purchasing a higher amount of inventory, the company may be exposed to the risk of financial resources being tied up (it is necessary to choose appropriate management with regard to demand growth or switch (partially) to a digitalized form). The effectiveness of online brand promotion in the form of campaigns is difficult to measure in terms of costs and return on investment, but it is possible to grasp it in the form of expected goals and KPIs (reach, conversion, etc.). Pricing strategies in the form of additional "packages" can lead to a lack of clarity in the pricing model and excessive personalization. I have no reservations about changes to individual aspects of the brand. Social networks are currently the driving force of communication and maintaining relationships with customers, but the question in this case is who will implement it. I agree with the onboarding process, but with regard to the specification of the business structure (3 owners-lecturers), it will always be handled by the lecturer. Gamification is more suitable for children and adolescents, it does not have such motivation for adults or corporate clients (duolingo is not based on a student-lecturer relationship, and therefore uses gamification for motivation). I can agree with the implementation phases, but the time period may be extended due to the capacity utilization of the owners. The proposed cost budget can be accepted, but in practice it may increase significantly. Monitoring KPIs within the proposed actions meets the needs of checking the right path. | |
| Struktura práce, použitá terminologie a odborná jazyková úroveň | A | The theoretical, analytical and design parts are logically interconnected. The work meets the formal requirements given by the guideline. According to the guideline, all keywords should be listed in lowercase. The student uses adequate terminology at an excellent level in the work and the professional language level corresponds to the chosen issue. I have a small complaint about the illegibility of the text presented in the tables (e.g. pp. 24 – 25, Figure 6-7, p. 32, Tab. 1, etc.), as well as the data in some graphs (e.g. p. 56, Figure 18). | |
| Práce s informačními zdroji | A | The work is excellently citation-based, including information obtained from the internal/external environment. I have a small complaint about the occasional special form of author description in Harvard style (e.g. p. 15, (Doran, 1981) and (Bell, 2024), p. 28, As (Henderson, 1970), p. 47, As (Čechová, 2025) etc.). In my opinion, the literal citation of information from the company's website was unnecessary and, moreover, the citation is missing (p. 52). The work was analyzed by the Thesis system and, according to the percentage of agreement (11%), there is no plagiarism and it meets the requirements. |
eVSKP id 168649