Page 32 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 32
Aleksander Janeš, Roberto Biloslavo, and Armand Faganel
and the physiology and behaviour of each species; e.g. habitat, feeding
and degree of environmental contamination. Many studies of sea bass
and seabream have demonstrated higher concentrations of metal and
other elements in the tissues of wild fish species compared to farmed
ones, which was mainly attributed to diet and habitat (water, salinity,
temperature) differences (Fonda 2013a; Kalantzi et al. 2013).
Due to natural circumstances, the development of marine fish farm-
ing in Slovenia is limited. Mariculture takes place in the Bay of Strun-
jan, the Bay of Debeli rtič with shellfish farming and in the Bay of Pi-
ran with fish and shellfish farming. Slovenian mariculture practice is
traditional. Fish farming takes place in cages submerged in the sea,
while mussel farming takes place in a standard way with lines of floating
buoys linked together, with longline nets hung from them. Mariculture
shellfish farming is more extensive than fish farming in terms of the to-
tal volume of sales (e.g. the Mediterranean mussel accounts for 82 of
the total mariculture production in 2012; European sea bass contributes
around 16 to the total mariculture production in 2011) (Fonda 2013a;
Scientific, Technical and Economic Committee for Fisheries 2014, 333).
Given the changing business circumstances, companies are con-
fronted with questions: ‘Are we building enough flexibility and re-
silience into the operation that is needed to survive the crisis? Is our
business model suitable for successful leadership in a global recession?’
The current economic crisis demands deeper reflection. The effects of
the most recent recession are expected to last for quite some time, so
companies should take into account the long-term initiatives instead of
temporary cost reduction efforts. Real opportunities to reduce costs are
in changing entrenched structures, mindsets and behaviour patterns in
the whole company. In addition, the recession creates opportunities for
companies and it is therefore necessary to rethink and review the entire
operation (Pigorini et al. 2009).
Methodology
Between 2012 and 2014, among other Know Us research project pack-
ages, a qualitative study on business models was conducted in 30 sme s
from four Slovenian statistical regions (Obalno-kraška, Goriška, No-
tranjsko-kraška and Osrednjeslovenska), and from five industry sec-
tors. Companies that accepted the invitation participated in work-
shops, in which semi-structured individual in-depth interviews were
conducted with executive managers and/or owners of the company.
30
and the physiology and behaviour of each species; e.g. habitat, feeding
and degree of environmental contamination. Many studies of sea bass
and seabream have demonstrated higher concentrations of metal and
other elements in the tissues of wild fish species compared to farmed
ones, which was mainly attributed to diet and habitat (water, salinity,
temperature) differences (Fonda 2013a; Kalantzi et al. 2013).
Due to natural circumstances, the development of marine fish farm-
ing in Slovenia is limited. Mariculture takes place in the Bay of Strun-
jan, the Bay of Debeli rtič with shellfish farming and in the Bay of Pi-
ran with fish and shellfish farming. Slovenian mariculture practice is
traditional. Fish farming takes place in cages submerged in the sea,
while mussel farming takes place in a standard way with lines of floating
buoys linked together, with longline nets hung from them. Mariculture
shellfish farming is more extensive than fish farming in terms of the to-
tal volume of sales (e.g. the Mediterranean mussel accounts for 82 of
the total mariculture production in 2012; European sea bass contributes
around 16 to the total mariculture production in 2011) (Fonda 2013a;
Scientific, Technical and Economic Committee for Fisheries 2014, 333).
Given the changing business circumstances, companies are con-
fronted with questions: ‘Are we building enough flexibility and re-
silience into the operation that is needed to survive the crisis? Is our
business model suitable for successful leadership in a global recession?’
The current economic crisis demands deeper reflection. The effects of
the most recent recession are expected to last for quite some time, so
companies should take into account the long-term initiatives instead of
temporary cost reduction efforts. Real opportunities to reduce costs are
in changing entrenched structures, mindsets and behaviour patterns in
the whole company. In addition, the recession creates opportunities for
companies and it is therefore necessary to rethink and review the entire
operation (Pigorini et al. 2009).
Methodology
Between 2012 and 2014, among other Know Us research project pack-
ages, a qualitative study on business models was conducted in 30 sme s
from four Slovenian statistical regions (Obalno-kraška, Goriška, No-
tranjsko-kraška and Osrednjeslovenska), and from five industry sec-
tors. Companies that accepted the invitation participated in work-
shops, in which semi-structured individual in-depth interviews were
conducted with executive managers and/or owners of the company.
30
