Page 71 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 71
nking Globally, Acting Regionally with Simplified Logistics
Table 4.1 Thematic Assemblies and Interview Questions
Thematic assemblies Interview questions
Establishment and devel- What is the development path of your business so far
opment of the company (idea, effort, investment, areas of operation, promo-
(organisation’s values mis- tions, competitors on the market, demand, economic
sion and vision) downturn in the eu and Slovenia)?
Innovation activity What (innovative) practices are running in your busi-
ness? Why do you think that is innovative, how is it
different from other practices in the business environ-
ment, how did you come to it, what are the benefits,
how do you intend to develop it further?
Future orientations What are important future goals and what are the
strategies to achieve them (development, promotion,
business results, markets, new niches)?
Business model What are the milestones and key turning points in the
development of the company and how you overcome
them (eventual integration of organisation, values, re-
quired quality, promotion, organisation)?
Socially recognised Honours, awards, certificates, etc. (importance for the
achievements company, name, year).
situation in the company (i.e. the business model ‘as-is’) and repre-
sented a starting point for the second interview, which was aimed at
the development of the future desired state and innovation of the exist-
ing business model (i.e. ‘to-be’). The individual interviews/workshops
were therefore conducted twice, for identification of the ‘as-is’ and ‘to-
be’ models. At the specific request of the company’s owner, a third in-
terview was carried out, which was designed primarily on the use of
management tools in the company. The interviews were recorded us-
ing a dictaphone and then transcribed and analysed with the approval
of the interviewees (Easterby-Smith et al. 2007; Janeš and Biloslavo
2013; Janeš and Trnavčević 2014). The method of semi-structured in-
terviews was supplemented with the participation and observation of
the researchers (Angrosino and Mays de Pérez 2000; Janeš 2014). The
developed ‘as-is’ and ‘to-be’ business model canvases (figure 4.1) was
analysed and reported as a single case study. The final report was sent to
the interviewees for confirmation and authorisation (Janeš et al. 2014).
Assessment of the Business Model Sustainability
EuroPacific is relatively young, dynamic and flexible company. First and
foremost, it certainly excels in its willingness to take the initiative, solve
69
Table 4.1 Thematic Assemblies and Interview Questions
Thematic assemblies Interview questions
Establishment and devel- What is the development path of your business so far
opment of the company (idea, effort, investment, areas of operation, promo-
(organisation’s values mis- tions, competitors on the market, demand, economic
sion and vision) downturn in the eu and Slovenia)?
Innovation activity What (innovative) practices are running in your busi-
ness? Why do you think that is innovative, how is it
different from other practices in the business environ-
ment, how did you come to it, what are the benefits,
how do you intend to develop it further?
Future orientations What are important future goals and what are the
strategies to achieve them (development, promotion,
business results, markets, new niches)?
Business model What are the milestones and key turning points in the
development of the company and how you overcome
them (eventual integration of organisation, values, re-
quired quality, promotion, organisation)?
Socially recognised Honours, awards, certificates, etc. (importance for the
achievements company, name, year).
situation in the company (i.e. the business model ‘as-is’) and repre-
sented a starting point for the second interview, which was aimed at
the development of the future desired state and innovation of the exist-
ing business model (i.e. ‘to-be’). The individual interviews/workshops
were therefore conducted twice, for identification of the ‘as-is’ and ‘to-
be’ models. At the specific request of the company’s owner, a third in-
terview was carried out, which was designed primarily on the use of
management tools in the company. The interviews were recorded us-
ing a dictaphone and then transcribed and analysed with the approval
of the interviewees (Easterby-Smith et al. 2007; Janeš and Biloslavo
2013; Janeš and Trnavčević 2014). The method of semi-structured in-
terviews was supplemented with the participation and observation of
the researchers (Angrosino and Mays de Pérez 2000; Janeš 2014). The
developed ‘as-is’ and ‘to-be’ business model canvases (figure 4.1) was
analysed and reported as a single case study. The final report was sent to
the interviewees for confirmation and authorisation (Janeš et al. 2014).
Assessment of the Business Model Sustainability
EuroPacific is relatively young, dynamic and flexible company. First and
foremost, it certainly excels in its willingness to take the initiative, solve
69
