{"id":16498,"date":"2026-07-24T18:13:08","date_gmt":"2026-07-24T16:13:08","guid":{"rendered":"https:\/\/pepax.sk\/?page_id=16498"},"modified":"2026-08-17T12:05:16","modified_gmt":"2026-08-17T10:05:16","slug":"trhovy-potencial","status":"publish","type":"page","link":"https:\/\/pepax.sk\/en\/sluzby\/strategia-poradenstvo\/trhovy-potencial\/","title":{"rendered":"Market potential analysis and feasibility study"},"content":{"rendered":"
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\u2014 Strat\u00e9gia, riadenie a poradenstvo<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Market potential analysis and feasibility study<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Pom\u00e1hame overi\u0165, \u010di m\u00e1 nov\u00fd produkt, slu\u017eba, invest\u00edcia alebo vstup na trh dostato\u010dn\u00fd potenci\u00e1l a za ak\u00fdch podmienok je uskuto\u010dnite\u013en\u00fd. Prep\u00e1jame trhov\u00e9 d\u00e1ta, z\u00e1kazn\u00edcku potrebu, konkurenciu, ekonomiku, prev\u00e1dzku, technol\u00f3gie a rizik\u00e1 do zrozumite\u013en\u00e9ho podkladu pre rozhodnutie<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDohodn\u00fa\u0165 \u00favodn\u00fd rozhovor<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tAko spolupr\u00e1ca prebieha<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Situ\u00e1cia a s\u00favislosti<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Kvalitn\u00fd z\u00e1mer potrebuje viac ne\u017e priazniv\u00fd odhad ve\u013ekosti trhu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Trh m\u00f4\u017ee by\u0165 ve\u013ek\u00fd, ale pre konkr\u00e9tnu organiz\u00e1ciu nedostupn\u00fd. Z\u00e1kazn\u00edci m\u00f4\u017eu deklarova\u0165 z\u00e1ujem, no nemusia by\u0165 ochotn\u00ed zmeni\u0165 spr\u00e1vanie alebo zaplati\u0165. Technick\u00e9 rie\u0161enie m\u00f4\u017ee by\u0165 realizovate\u013en\u00e9, ale prev\u00e1dzkovo pr\u00edli\u0161 n\u00e1ro\u010dn\u00e9.<\/p>

Slu\u017eba preto sk\u00fama cel\u00fd re\u0165azec medzi potrebou z\u00e1kazn\u00edka, hodnotovou ponukou, schopnos\u0165ou organiz\u00e1cie rie\u0161enie doda\u0165 a ekonomikou, ktor\u00e1 mus\u00ed dlhodobo fungova\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Porovn\u00e1vanie\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Trh<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Ve\u013ekos\u0165, dostupn\u00e9 segmenty, dynamika, bari\u00e9ry vstupu, sez\u00f3nnos\u0165 a bud\u00face faktory zmeny<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Z\u00e1kazn\u00edk<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Skuto\u010dn\u00e1 potreba, rozhodovacie roly, ochota zmeni\u0165 spr\u00e1vanie a ochota plati\u0165<\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Konkurencia<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Priami konkurenti, substit\u00faty, intern\u00e9 rie\u0161enia z\u00e1kazn\u00edka a zotrva\u010dnos\u0165 s\u00fa\u010dasn\u00e9ho stavu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Ekonomika<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Cena, distrib\u00facia, n\u00e1klady, mar\u017ea, kapacita, \u010das n\u00e1vratnosti a citlivos\u0165 predpokladov<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Realiz\u00e1cia<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Technol\u00f3gie, procesy, \u013eudia, d\u00e1ta, dod\u00e1vatelia, infra\u0161trukt\u00fara a \u0161k\u00e1lovanie<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Rizik\u00e1<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Regul\u00e1cia, povolenia, bezpe\u010dnos\u0165, partnerstv\u00e1, reput\u00e1cia, na\u010dasovanie a otvoren\u00e9 neistoty<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Pre koho a kedy<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Ke\u010f treba pred v\u00fdznamn\u00fdm krokom z\u00edska\u0165 d\u00f4kaznej\u0161\u00ed obraz ne\u017e samotn\u00fa intu\u00edciu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Slu\u017eba je ur\u010den\u00e1 majite\u013eom, zakladate\u013eom, vedeniu, produktov\u00fdm a inova\u010dn\u00fdm t\u00edmom, investorom a projektov\u00fdm sponzorom, ktor\u00ed rozhoduj\u00fa o alok\u00e1cii \u010dasu, kapit\u00e1lu a kapac\u00edt<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tOveri\u0165 vhodn\u00fd form\u00e1t<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n Nov\u00fd produkt alebo slu\u017eba <\/h3>\n \t\t \t

Overenie potreby, segmentu, odl\u00ed\u0161enia a podmienok pred invest\u00edciou do v\u00fdvoja alebo uvedenia na trh<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Nov\u00fd geografick\u00fd alebo z\u00e1kazn\u00edcky trh <\/h3>\n \t\t \t

Rozl\u00ed\u0161enie ve\u013ekosti pr\u00edle\u017eitosti od re\u00e1lnej dostupnosti trhu, lok\u00e1lnych bari\u00e9r a n\u00e1kupn\u00e9ho spr\u00e1vania<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Investi\u010dn\u00fd alebo rozvojov\u00fd projekt <\/h3>\n \t\t \t

Preverenie dopytu, kapac\u00edt, prev\u00e1dzky, n\u00e1kladov, \u010dasu, riz\u00edk a scen\u00e1rov n\u00e1vratnosti<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Inova\u010dn\u00fd z\u00e1mer alebo pilot <\/h3>\n \t\t \t

Ur\u010denie najrizikovej\u0161\u00edch predpokladov, vhodn\u00e9ho experimentu a krit\u00e9ri\u00ed \u010fal\u0161ieho rozhodnutia<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Roz\u0161\u00edrenie portf\u00f3lia <\/h3>\n \t\t \t

Pos\u00fadenie segmentu, cenov\u00e9ho modelu, kanibaliz\u00e1cie, distrib\u00facie a dopadu na existuj\u00face procesy<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Obh\u00e1jite\u013en\u00fd podklad pre rozhodovaciu autoritu <\/h3>\n \t\t \t

Transparentn\u00e9 zdroje, predpoklady, scen\u00e1re, rizik\u00e1 a logika odpor\u00fa\u010dania pre vedenie alebo partnera<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Hodnota spolupr\u00e1ce<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Viac jasnosti o pr\u00edle\u017eitosti, podmienkach \u00faspechu aj d\u00f4vodoch na opatrnos\u0165<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Slu\u017eba nevytv\u00e1ra bezrizikov\u00e9 rozhodnutie. Pom\u00e1ha v\u0161ak uk\u00e1za\u0165, \u010do je podlo\u017een\u00e9, \u010do zost\u00e1va predpokladom a ktor\u00e9 podmienky musia by\u0165 splnen\u00e9<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 v\u0161etky slu\u017eby<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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01<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Predpoklady a d\u00f4kazy<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Jasnej\u0161\u00ed register toho, \u010do organiz\u00e1cia vie, \u010do odhaduje a \u010do potrebuje \u010falej overi\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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02<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Trhov\u00e1 pr\u00edle\u017eitos\u0165<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Realistickej\u0161\u00ed obraz segmentov a priestoru, ktor\u00fd je pre organiz\u00e1ciu skuto\u010dne dostupn\u00fd<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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03<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Hodnota pre z\u00e1kazn\u00edka<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Presnej\u0161ie pomenovanie situ\u00e1cie, potreby, bari\u00e9r prijatia a d\u00f4vodu na zmenu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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04<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Scen\u00e1re<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Porovnanie variantov namiesto jedn\u00e9ho optimistick\u00e9ho pl\u00e1nu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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05<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Podmienky realiz\u00e1cie<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Vidite\u013enej\u0161ie schopnosti, zdroje, partnerstv\u00e1, povolenia, procesy a z\u00e1vislosti<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u010eal\u0161\u00ed krok<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Rozhodnutie pokra\u010dova\u0165, upravi\u0165, pilotova\u0165, odlo\u017ei\u0165 alebo zastavi\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Mo\u017en\u00e9 odborn\u00e9 v\u00fdstupy<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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V\u00fdstup sa sklad\u00e1 pod\u013ea rozhodnutia, ktor\u00e9 m\u00e1 organiz\u00e1cia prija\u0165<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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S\u00fa\u010das\u0165ou dod\u00e1vky m\u00f4\u017ee by\u0165 jeden pracovn\u00fd materi\u00e1l alebo ucelen\u00fd bal\u00edk podkladov. Presn\u00fd form\u00e1t, \u00farove\u0148 detailu a sp\u00f4sob odovzdania sa dohodn\u00fa pred za\u010dat\u00edm platenej pr\u00e1ce<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Executive summary <\/h3>\n \t\t \t

Zistenia, predpoklady, rizik\u00e1, scen\u00e1re a odpor\u00fa\u010danie pre vedenie<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Trhov\u00fd priestor a segmenty <\/h3>\n \t\t \t

Ve\u013ekos\u0165, dynamika, atraktivita a dostupnos\u0165 relevantn\u00fdch \u010dast\u00ed trhu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Z\u00e1kazn\u00edcka a konkuren\u010dn\u00e1 mapa <\/h3>\n \t\t \t

Cie\u013eov\u00e9 skupiny, rozhodovacie krit\u00e9ri\u00e1, konkurenti, substit\u00faty a odl\u00ed\u0161enie<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Feasibility matica <\/h3>\n \t\t \t

Obchodn\u00e1, technick\u00e1, prev\u00e1dzkov\u00e1, organiza\u010dn\u00e1, finan\u010dn\u00e1 a regula\u010dn\u00e1 uskuto\u010dnite\u013enos\u0165<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Scen\u00e1rov\u00fd a ekonomick\u00fd model <\/h3>\n \t\t \t

N\u00e1klady, v\u00fdnosy, \u010das, citlivos\u0165 a transparentn\u00e9 limity presnosti<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Pl\u00e1n valid\u00e1cie alebo realiz\u00e1cie <\/h3>\n \t\t \t

Pilot, rozhovory, cenov\u00fd test, proof of concept, partnerstv\u00e1 a rozhodovacie body<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Ako spolupr\u00e1ca prebieha<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Postup za\u010d\u00edna rozhodovacou ot\u00e1zkou, nie automatick\u00fdm zberom v\u0161etk\u00fdch dostupn\u00fdch d\u00e1t<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Nie ka\u017ed\u00e9 zadanie potrebuje v\u0161etky f\u00e1zy v rovnakej h\u013abke. Rozsah prisp\u00f4sob\u00edme v\u00fdznamu procesu, dostupn\u00fdm podkladom a rozhodnutiam, ktor\u00e9 maj\u00fa na v\u00fdstup nadviaza\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 1. \u00davodn\u00fd rozhovor do 30 min\u00fat <\/h3>\n \t\t \t

Bezplatne z\u00edskame z\u00e1kladn\u00e9 inform\u00e1cie, over\u00edme vhodnos\u0165 slu\u017eby a dohodneme podklady pre ponuku. Odborn\u00fd v\u00fdstup pri rozhovore nevznik\u00e1<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 2. Mand\u00e1t a hranice <\/h3>\n \t\t \t

Rozhodnutie, pou\u017e\u00edvatelia v\u00fdstupu, varianty, trh, segmenty, geografia a \u010dasov\u00fd horizont<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 3. Hypot\u00e9zy a d\u00f4kazy <\/h3>\n \t\t \t

Register predpokladov a pl\u00e1n, ako ich overi\u0165 d\u00e1tami, rozhovormi, prieskumom alebo pilotom<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 4. Zber inform\u00e1ci\u00ed <\/h3>\n \t\t \t

Intern\u00e9 podklady, \u0161tatistiky, zdroje, rozhovory, konkurencia a transparentn\u00e9 limity d\u00e1t<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 5. Anal\u00fdza a scen\u00e1re <\/h3>\n \t\t \t

Trh, z\u00e1kazn\u00edk, konkurencia, ekonomika, feasibility, citlivos\u0165 a porovnanie variantov<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 6. Rozhodovac\u00ed v\u00fdstup <\/h3>\n \t\t \t

Odovzdanie, vysvetlenie, oddelenie faktov od odhadov a n\u00e1vrh \u010fal\u0161ieho valida\u010dn\u00e9ho kroku<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Z \u010doho konkr\u00e9tne slu\u017eba pozost\u00e1va<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Moduly sa kombinuj\u00fa pod\u013ea povahy z\u00e1meru a rozhodovacieho rizika<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Jednotliv\u00e9 moduly mo\u017eno kombinova\u0165 do kr\u00e1tkeho diagnostick\u00e9ho bloku, ucelenej procesnej anal\u00fdzy alebo viacf\u00e1zovej podpory pri zav\u00e1dzan\u00ed procesn\u00e9ho riadenia<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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1. Rozhodovacia ot\u00e1zka a hypot\u00e9zy<\/h3>

Ur\u010denie toho, \u010do m\u00e1 \u0161t\u00fadia rozhodn\u00fa\u0165.<\/p>

Obsahuje:<\/strong>\u00a0mand\u00e1t, varianty, hranice, register hypot\u00e9z, \u00farove\u0148 istoty a krit\u00e9ri\u00e1 \u010fal\u0161ieho kroku.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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2. Trhov\u00e1 \u0161trukt\u00fara a ve\u013ekos\u0165<\/h3>

Realistick\u00fd obraz trhu a dostupn\u00e9ho priestoru.<\/p>

Obsahuje:<\/strong>\u00a0segment\u00e1ciu, odhad ve\u013ekosti, dynamiku, bari\u00e9ry, sez\u00f3nnos\u0165, trendy a realisticky dosiahnute\u013en\u00fd priestor.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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3. Z\u00e1kazn\u00edcka potreba<\/h3>

Overenie hodnoty, situ\u00e1cie a n\u00e1kupn\u00e9ho spr\u00e1vania.<\/p>

Obsahuje:<\/strong>\u00a0cie\u013eov\u00e9 skupiny, intenzitu probl\u00e9mu, rozhodovacie roly, ochotu plati\u0165, bari\u00e9ry a v\u00fdskumn\u00e9 ot\u00e1zky.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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4. Konkurencia a substit\u00faty<\/h3>

Pochopenie skuto\u010dn\u00fdch alternat\u00edv z\u00e1kazn\u00edka.<\/p>

Obsahuje:<\/strong>\u00a0priamu a nepriamu konkurenciu, intern\u00e9 rie\u0161enia, ceny, distrib\u00faciu, bari\u00e9ry a pracovn\u00fd r\u00e1mec odl\u00ed\u0161enia.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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5. Hodnotov\u00e1 ponuka a obchodn\u00fd model<\/h3>

Preverenie ekonomickej logiky ponuky.<\/p>

Obsahuje:<\/strong>\u00a0hodnotu, cenu, pr\u00edjmov\u00fd model, distrib\u00faciu, partnerstv\u00e1, akviz\u00edciu, obsluhu, mar\u017eu a kanibaliz\u00e1ciu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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6. Technick\u00e1 a prev\u00e1dzkov\u00e1 feasibility<\/h3>

Schopnos\u0165 rie\u0161enie vytvori\u0165, doda\u0165 a prev\u00e1dzkova\u0165.<\/p>

Obsahuje:<\/strong>\u00a0technol\u00f3gie, d\u00e1ta, infra\u0161trukt\u00faru, procesy, kapacity, kompetencie, dod\u00e1vate\u013eov, servis a \u0161k\u00e1lovanie.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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7. Finan\u010dn\u00fd model a citlivos\u0165<\/h3>

Ekonomick\u00fd obraz primeran\u00fd dostupn\u00fdm vstupom.<\/p>

Obsahuje:<\/strong>\u00a0invest\u00edcie, prev\u00e1dzkov\u00e9 n\u00e1klady, v\u00fdnosy, cash-flow logiku, scen\u00e1re a citlivos\u0165 na cenu, dopyt, \u010das a kapacitu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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8. Rizik\u00e1 a odpor\u00fa\u010danie<\/h3>

Spojenie zisten\u00ed do rozhodovacieho r\u00e1mca.<\/p>

Obsahuje:<\/strong>\u00a0rizik\u00e1, z\u00e1vislosti, varovn\u00e9 sign\u00e1ly, reverzibiln\u00e9 kroky a odpor\u00fa\u010danie pokra\u010dova\u0165, upravi\u0165, pilotova\u0165, odlo\u017ei\u0165 alebo zastavi\u0165.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 \u010co ovplyv\u0148uje cenu tejto konkr\u00e9tnej slu\u017eby<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Cena z\u00e1vis\u00ed od rozhodovacieho rizika, h\u013abky d\u00f4kazov a rozsahu feasibility<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u00davodn\u00fd rozhovor<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Sl\u00fa\u017ei na z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed a overenie vhodnej formy spolupr\u00e1ce. Odborn\u00e1 anal\u00fdza, odpor\u00fa\u010danie ani p\u00edsomn\u00fd v\u00fdstup pri \u0148om nevznikaj\u00fa<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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od 290 \u20ac<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Minim\u00e1lny platen\u00fd rozsah<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Konkr\u00e9tny rozsah m\u00f4\u017ee tvori\u0165 procesn\u00e1 konzult\u00e1cia, \u0161t\u00fadium podkladov, diagnostick\u00fd blok, pracovn\u00fd workshop alebo prv\u00fd dohodnut\u00fd v\u00fdstup.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Konkr\u00e9tnu cenu potvrd\u00edme a\u017e po spresnen\u00ed cie\u013ea, rozsahu, v\u00fdstupov a podmienok realiz\u00e1cie. Pr\u00e1ca nad dohodnut\u00fd r\u00e1mec sa vykon\u00e1va a\u017e po predch\u00e1dzaj\u00facom ods\u00fahlasen\u00ed.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Rozsah rozhodnutia<\/h3>

Jedna hypot\u00e9za, nov\u00fd produkt, vstup na trh alebo v\u00fdznamn\u00e1 invest\u00edcia.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Trhy a segmenty<\/h3>

Po\u010det kraj\u00edn, regi\u00f3nov, odvetv\u00ed, z\u00e1kazn\u00edckych skup\u00edn a variantov.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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D\u00e1ta<\/h3>

Dostupnos\u0165, kvalita, porovnate\u013enos\u0165, aktu\u00e1lnos\u0165 a potreba vlastn\u00fdch odhadov.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Prim\u00e1rny v\u00fdskum<\/h3>

Rozhovory, dotazn\u00edky, cenov\u00e9 testy, experti, partneri alebo distrib\u00fatori.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Konkurencia<\/h3>

Po\u010det konkurentov a substit\u00fatov, geografick\u00fd rozsah a dostupnos\u0165 \u00fadajov.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Feasibility oblasti<\/h3>

Trh, technol\u00f3gia, prev\u00e1dzka, organiz\u00e1cia, financie, regul\u00e1cia a realiz\u00e1cia.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Finan\u010dn\u00fd model<\/h3>

Orienta\u010dn\u00e1 logika, cash-flow, bod zvratu, n\u00e1vratnos\u0165, scen\u00e1re a citlivos\u0165.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Valida\u010dn\u00e9 cykly<\/h3>

Workshopy, pracovn\u00e9 verzie, pripomienky a aktualiz\u00e1cia pod\u013ea nov\u00fdch \u00fadajov.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Forma v\u00fdstupu<\/h3>

Intern\u00e9 memorandum, podrobn\u00e1 \u0161t\u00fadia, prezent\u00e1cia alebo podklad pre \u010fal\u0161ie pos\u00fadenie.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Term\u00edn a n\u00e1klady<\/h3>

Primeranos\u0165 term\u00ednu, datab\u00e1zy, cestovanie, preklady a extern\u00e9 prieskumy.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cel\u00fd cenn\u00edk<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Pravideln\u00e1 mesa\u010dn\u00e1 podpora<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Trhov\u00e9 a realiza\u010dn\u00e9 predpoklady sa menia, preto m\u00f4\u017ee ma\u0165 rozhodovac\u00ed r\u00e1mec priebe\u017en\u00fa hodnotu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Mesa\u010dn\u00e1 podpora m\u00f4\u017ee nadviaza\u0165 na jednorazov\u00fa anal\u00fdzu alebo pom\u00f4c\u0165 vlastn\u00edkom procesov pri priebe\u017enom rozhodovan\u00ed. Konkr\u00e9tna dohoda ur\u010d\u00ed dostupn\u00fa kapacitu, opr\u00e1vnen\u00e9 osoby, sp\u00f4sob posielania podkladov, reak\u010dn\u00fd \u010das a pravidl\u00e1 pr\u00e1ce nad r\u00e1mec<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 v\u0161etky slu\u017eby<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n Pravideln\u00fd konzulta\u010dn\u00fd rytmus <\/h3>\n \t\t \t

Stretnutia v dohodnut\u00fdch intervaloch pom\u00e1haj\u00fa udr\u017ea\u0165 pozornos\u0165 na t\u00e9me bez zbyto\u010dn\u00e9ho tlaku.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Rozhodovacie zrkadlo <\/h3>\n \t\t \t

Pri nov\u00fdch situ\u00e1ci\u00e1ch sa d\u00e1 r\u00fdchlej\u0161ie rozl\u00ed\u0161i\u0165, \u010do je pokra\u010dovan\u00edm zvolen\u00e9ho smeru a \u010do n\u00e1vratom k star\u00e9mu vzorcu.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Dohodnut\u00e9 asynchr\u00f3nne review <\/h3>\n \t\t \t

V ur\u010denom rozsahu mo\u017eno medzi stretnutiami zachyti\u0165 ot\u00e1zku, sk\u00fasenos\u0165 alebo pripravi\u0165 podklad na \u010fal\u0161iu reflexiu.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Priebe\u017en\u00e9 zhrnutie <\/h3>\n \t\t \t

V\u00fdvoj t\u00e9my, rozhodnutia a otvoren\u00e9 ot\u00e1zky zost\u00e1vaj\u00fa zrozumite\u013en\u00e9 aj pri dlh\u0161om procese.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Rast\u00faca odborn\u00e1 kni\u017enica<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Metodick\u00e1 opora pre \u013eud\u00ed, ktor\u00ed posudzuj\u00fa trhy a uskuto\u010dnite\u013enos\u0165 opakovane<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Kni\u017enica Pepax sa buduje ako rast\u00faca odborn\u00e1 znalostn\u00e1 b\u00e1za. Pon\u00faka obsahov\u00e9 vrstvy pre samostatn\u00e9 \u0161t\u00fadium a profesion\u00e1lnu pr\u00e1cu; nenahr\u00e1dza individu\u00e1lnu konzult\u00e1ciu ani spracovanie konkr\u00e9tneho klientsk\u00e9ho zadania<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n L2 - H\u013abkov\u00e1 praktick\u00e1 vrstva <\/h3>\n \t\t \t

Pre \u010dloveka, ktor\u00fd chce t\u00e9mu osobn\u00e9ho rozvoja sprac\u00fava\u0165 aj medzi stretnutiami alebo samostatne.\n

\n- h\u013abkov\u00e9 texty o hodnot\u00e1ch, rozhodovan\u00ed, hraniciach a kari\u00e9rnych prechodoch,\n
\n- praktick\u00e9 metodick\u00e9 listy a reflexn\u00e9 ot\u00e1zky,\n
\n- pr\u00edpadov\u00e9 scen\u00e1re a pracovn\u00e9 n\u00e1vody,\n
\n- materi\u00e1ly na samostatn\u00e9 \u0161t\u00fadium a priebe\u017en\u00e9 vyhodnocovanie.\n

\nPre\u010do sa m\u00f4\u017ee oplati\u0165:<\/b> pom\u00e1ha udr\u017ea\u0165 kontakt s t\u00e9mou vlastn\u00fdm tempom a pripravenej\u0161ie vstupova\u0165 do \u010fal\u0161\u00edch rozhodnut\u00ed.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n L3 - Profesion\u00e1lna vrstva <\/h3>\n \t\t \t

Pre profesion\u00e1lov, ktor\u00ed s t\u00e9mami rozvoja, rozhodovania alebo kou\u010dovacieho rozhovoru pracuj\u00fa opakovane.\n

\n- metodiky a rozhodovacie r\u00e1mce,\n
\n- \u0161abl\u00f3ny kou\u010dovacieho cie\u013ea a pracovn\u00e9ho kontraktu,\n
\n- checklisty priebe\u017en\u00e9ho a z\u00e1vere\u010dn\u00e9ho vyhodnotenia,\n
\n- pracovn\u00e9 ot\u00e1zky, etick\u00e9 hranice a r\u00e1mce bezpe\u010dnej pr\u00e1ce.\n

\nPre\u010do sa m\u00f4\u017ee oplati\u0165: <\/b>zni\u017euje potrebu zaka\u017ed\u00fdm budova\u0165 pracovn\u00fa \u0161trukt\u00faru od za\u010diatku a podporuje konzistentn\u00fa profesion\u00e1lnu prax.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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L2 ani L3 nezah\u0155\u0148aj\u00fa individu\u00e1lne konzult\u00e1cie, posudzovanie konkr\u00e9tneho dokumentu, osobn\u00e9 odpor\u00fa\u010dania, workshop, kou\u010ding, mentoring ani pr\u00e1cu na konkr\u00e9tnom zadan\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cenov\u00fd r\u00e1mec<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Jasn\u00e9 hranice<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Transparentn\u00e9 hranice pom\u00e1haj\u00fa spr\u00e1vne \u010d\u00edta\u0165 v\u00fdsledok \u0161t\u00fadie<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Jasn\u00e9 hranice pom\u00e1haj\u00fa nastavi\u0165 realistick\u00e9 o\u010dak\u00e1vania a chr\u00e1ni\u0165 pou\u017eite\u013enos\u0165 v\u00fdsledku<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Slu\u017eba nenahr\u00e1dza mana\u017e\u00e9rsku zodpovednos\u0165 <\/h3>\n \t\t \t

Pom\u00e1hame vytvori\u0165 podklady, r\u00e1mec a podporu, no vlastn\u00edctvo procesu a rozhodnutia o jeho fungovan\u00ed zost\u00e1vaj\u00fa v organiz\u00e1cii<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n V\u00fdsledok nevznik\u00e1 iba nakreslen\u00edm diagramu <\/h3>\n \t\t \t

Procesn\u00e1 mapa je u\u017eito\u010dn\u00e1 vtedy, ke\u010f jej \u013eudia rozumej\u00fa, s\u00fa jasn\u00e9 roly a n\u00e1vrh nadv\u00e4zuje na re\u00e1lne rozhodovanie, d\u00e1ta a syst\u00e9my<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Pr\u00ednos nemo\u017eno poctivo garantova\u0165 bez zavedenia <\/h3>\n \t\t \t

\u010cas, kvalita alebo n\u00e1klady sa m\u00f4\u017eu zlep\u0161i\u0165 a\u017e v\u010faka rozhodnutiam, implement\u00e1cii a priebe\u017en\u00e9mu riadeniu na strane klienta<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Kvalitn\u00e1 anal\u00fdza potrebuje pr\u00edstup k realite <\/h3>\n \t\t \t

Spolupr\u00e1ca vy\u017eaduje primeran\u00fa dostupnos\u0165 \u013eud\u00ed, dokumentov, d\u00e1t a ochotu otvorene pomenova\u0165 rozdiel medzi form\u00e1lnym postupom a praxou<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cenov\u00fd r\u00e1mec<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Odborn\u00e9 z\u00e1zemie<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Trhov\u00fa pr\u00edle\u017eitos\u0165 posudzujeme spolu so schopnos\u0165ou organiz\u00e1cie premeni\u0165 ju na funguj\u00facu realitu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Pepax prep\u00e1ja business anal\u00fdzu, procesn\u00e9 riadenie, organiza\u010dn\u00e9 porozumenie, pr\u00e1cu s d\u00e1tami a sk\u00fasenos\u0165 so zav\u00e1dzan\u00edm zmien. V\u010faka tomu sa proces neposudzuje iba ako diagram krokov, ale ako \u017eiv\u00fd syst\u00e9m \u013eud\u00ed, rozhodnut\u00ed, inform\u00e1ci\u00ed, technol\u00f3gi\u00ed a obchodn\u00fdch d\u00f4sledkov<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Business a procesn\u00e1 anal\u00fdza<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Pomenovanie \u00fa\u010delu, hran\u00edc, pr\u00ed\u010din, po\u017eiadaviek a v\u00e4zieb medzi procesmi<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Roly a organiza\u010dn\u00fd kontext<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Porozumenie zodpovednosti, spolupr\u00e1ci, rozhodovac\u00edm pr\u00e1vomociam a re\u00e1lnej kapacite \u013eud\u00ed<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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D\u00e1ta, KPI a technol\u00f3gie<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Prepojenie merania, informa\u010dn\u00fdch potrieb a syst\u00e9movej podpory s cie\u013eov\u00fdm sp\u00f4sobom pr\u00e1ce<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Zmena a adopcia<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Pr\u00e1ca s komunik\u00e1ciou, sp\u00e4tnou v\u00e4zbou a podmienkami, ktor\u00e9 umo\u017e\u0148uj\u00fa pou\u017e\u00edva\u0165 nov\u00fd proces v praxi<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Strategick\u00fd a z\u00e1kazn\u00edcky dopad<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Posudzovanie procesu pod\u013ea hodnoty, ktor\u00fa prin\u00e1\u0161a organiz\u00e1cii a jej intern\u00fdm alebo extern\u00fdm z\u00e1kazn\u00edkom<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 odbornos\u0165 spolo\u010dnosti<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Odborn\u00e1\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 S\u00favisiace cesty<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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S\u00favisiace cesty<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
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\n Coaching and mentoring <\/h3>\n \t\t \t

Preh\u013ead slu\u017eieb zalo\u017een\u00fdch na individu\u00e1lnom alebo firemnom rozvoji cez vz\u0165ah.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
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\n Corporate mentoring <\/h3>\n \t\t \t

Sk\u00fasenostn\u00e9 vedenie a akt\u00edvny prenos know-how do firmy.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
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\n Strategick\u00e9 poradenstvo <\/h3>\n \t\t \t

Partner pre rozhodovanie vrcholov\u00e9ho mana\u017ementu, ke\u010f je potrebn\u00fd aj odborn\u00fd vstup.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \n\n
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\n \"\" <\/div>\n <\/div>\n
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\n Consultation <\/h3>\n \t\t \t

\u00davodn\u00fd rozhovor pom\u00f4\u017ee overi\u0165, \u010di je pre va\u0161u situ\u00e1ciu vhodn\u00fd kou\u010ding, mentoring alebo in\u00e1 forma spolupr\u00e1ce.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
\n

\n Price list <\/h3>\n \t\t \t

Vysvetlenie cenov\u00fdch hlad\u00edn jednorazov\u00fdch slu\u017eieb, mesa\u010dnej podpory a pr\u00edstupu do kni\u017enice.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
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\n Odbornos\u0165 spolo\u010dnosti <\/h3>\n \t\t \t

Sp\u00f4sob, ak\u00fdm Pepax prep\u00e1ja \u013eudsk\u00e9 porozumenie, \u0161trukt\u00faru, komunik\u00e1ciu a praktick\u00e9 rozhodovanie.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Naj\u010dastej\u0161ie ot\u00e1zky<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Praktick\u00e9 odpovede pred rozhodnut\u00edm o spolupr\u00e1ci<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n
\n\n \n
\n
\n \n \n Ak\u00fd je rozdiel medzi anal\u00fdzou trhov\u00e9ho potenci\u00e1lu a feasibility \u0161t\u00fadiou?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
\n

Trhov\u00e1 anal\u00fdza sk\u00fama dopyt, segmenty, z\u00e1kazn\u00edkov, konkurenciu a dostupn\u00fd priestor. Feasibility \u0161t\u00fadia overuje aj technick\u00fa, prev\u00e1dzkov\u00fa, organiza\u010dn\u00fa, finan\u010dn\u00fa, regula\u010dn\u00fa a \u010dasov\u00fa uskuto\u010dnite\u013enos\u0165.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Ak\u00e9 rozhodnutia m\u00f4\u017ee slu\u017eba podpori\u0165?<\/span>\n\n \n
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\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
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Vstup na trh, v\u00fdvoj produktu, pilot, invest\u00edciu, roz\u0161\u00edrenie portf\u00f3lia, zmenu segmentu, \u00fapravu obchodn\u00e9ho modelu, odklad alebo zastavenie z\u00e1meru.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Potrebujeme hotov\u00fd finan\u010dn\u00fd model?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
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Nie. M\u00f4\u017eeme presk\u00fama\u0165 existuj\u00faci model alebo pripravi\u0165 primeran\u00fa ekonomick\u00fa logiku pod\u013ea dostupn\u00fdch intern\u00fdch vstupov.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Rob\u00edte aj rozhovory alebo prieskum trhu?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
\n

M\u00f4\u017eu by\u0165 s\u00fa\u010das\u0165ou rozsahu. Met\u00f3da sa vyber\u00e1 pod\u013ea hypot\u00e9zy, ktor\u00fa treba overi\u0165, a pod\u013ea primeranosti n\u00e1kladov a \u010dasu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Ako dlho vypracovanie trv\u00e1?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
\n

Kr\u00e1tke review m\u00f4\u017ee trva\u0165 nieko\u013eko dn\u00ed a\u017e t\u00fd\u017ed\u0148ov. H\u013abkov\u00e1 \u0161t\u00fadia s viacer\u00fdmi trhmi, v\u00fdskumom a modelmi m\u00f4\u017ee trva\u0165 dlh\u0161ie.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Ak\u00fd je rozdiel medzi \u00favodn\u00fdm rozhovorom a platenou slu\u017ebou?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
\n

\u00davodn\u00fd rozhovor trv\u00e1 najviac 30 min\u00fat a sl\u00fa\u017ei iba na z\u00e1kladn\u00e9 pochopenie situ\u00e1cie. Nevznik\u00e1 pri \u0148om n\u00e1vrh hodn\u00f4t ani odborn\u00fd v\u00fdstup. Platen\u00e1 slu\u017eba zah\u0155\u0148a pr\u00edpravu, facilit\u00e1ciu, synt\u00e9zu a dohodnut\u00e9 materi\u00e1ly.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n \u010co znamen\u00e1 minim\u00e1lny platen\u00fd rozsah od 290 \u20ac?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
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Najmen\u0161\u00ed odborn\u00fd blok, pri ktorom u\u017e vznik\u00e1 dohodnut\u00e1 pr\u00e1ca alebo v\u00fdstup. \u0160ir\u0161\u00ed program sa nacen\u00ed pod\u013ea rozsahu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Ako s\u00favis\u00ed mesa\u010dn\u00e1 podpora a kni\u017enica L2\/L3 so slu\u017ebou?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
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Mesa\u010dn\u00e1 podpora pom\u00e1ha program pou\u017e\u00edva\u0165 a zlep\u0161ova\u0165. L2\/L3 prin\u00e1\u0161aj\u00fa podklady na samostatn\u00fa pr\u00e1cu, nie individu\u00e1lnu implement\u00e1ciu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Za\u010dnime rozhodnut\u00edm, ktor\u00e9 potrebujete urobi\u0165<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u00davodn\u00fd rozhovor trv\u00e1 najviac 30 min\u00fat, je bezplatn\u00fd a sl\u00fa\u017ei na z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed. Nevznik\u00e1 pri \u0148om odborn\u00fd v\u00fdstup. Po rozhovore bude jasnej\u0161ie, \u010di d\u00e1va zmysel men\u0161\u00ed diagnostick\u00fd blok, ucelen\u00e1 procesn\u00e1 anal\u00fdza alebo viacf\u00e1zov\u00e1 spolupr\u00e1ca<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDohodn\u00fa\u0165 \u00favodn\u00fd rozhovor<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

\u2014 Strat\u00e9gia, riadenie a poradenstvo Anal\u00fdza trhov\u00e9ho potenci\u00e1lu a feasibility […]<\/p>\n","protected":false},"author":1,"featured_media":18229,"parent":16438,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"elementor_header_footer","meta":{"pmpro_default_level":"","footnotes":""},"tags":[51,68,30,64,36],"class_list":["post-16498","page","type-page","status-publish","has-post-thumbnail","hentry","tag-analytika","tag-analyza-trhu","tag-pre-firmy","tag-pre-majitelov","tag-strategia","pmpro-has-access"],"_links":{"self":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16498","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/comments?post=16498"}],"version-history":[{"count":14,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16498\/revisions"}],"predecessor-version":[{"id":18241,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16498\/revisions\/18241"}],"up":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16438"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media\/18229"}],"wp:attachment":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media?parent=16498"}],"wp:term":[{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/tags?post=16498"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}