<?xml version="1.0"?><rdf:RDF xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:edm="http://www.europeana.eu/schemas/edm/" xmlns:wgs84_pos="http://www.w3.org/2003/01/geo/wgs84_pos" xmlns:foaf="http://xmlns.com/foaf/0.1/" xmlns:rdaGr2="http://rdvocab.info/ElementsGr2" xmlns:oai="http://www.openarchives.org/OAI/2.0/" xmlns:owl="http://www.w3.org/2002/07/owl#" xmlns:rdf="http://www.w3.org/1999/02/22-rdf-syntax-ns#" xmlns:ore="http://www.openarchives.org/ore/terms/" xmlns:skos="http://www.w3.org/2004/02/skos/core#" xmlns:dcterms="http://purl.org/dc/terms/"><edm:WebResource rdf:about="http://www.dlib.si/stream/URN:NBN:SI:doc-SS5V8MJ7/2f68dbf1-79e2-406b-b793-46e6eb202efb/HTML"><dcterms:extent>30 KB</dcterms:extent></edm:WebResource><edm:WebResource rdf:about="http://www.dlib.si/stream/URN:NBN:SI:doc-SS5V8MJ7/2330bce6-d245-45a8-b972-10b807a4f53a/PDF"><dcterms:extent>378 KB</dcterms:extent></edm:WebResource><edm:WebResource rdf:about="http://www.dlib.si/stream/URN:NBN:SI:doc-SS5V8MJ7/0fe67207-5e49-4388-84cd-06ca0a778e97/TEXT"><dcterms:extent>27 KB</dcterms:extent></edm:WebResource><edm:TimeSpan rdf:about="1965-2025"><edm:begin xml:lang="en">1965</edm:begin><edm:end xml:lang="en">2025</edm:end></edm:TimeSpan><edm:ProvidedCHO rdf:about="URN:NBN:SI:doc-SS5V8MJ7"><dcterms:isPartOf rdf:resource="https://www.dlib.si/details/URN:NBN:SI:spr-ETPSIC7M" /><dcterms:issued>2007</dcterms:issued><dc:contributor>Podnar, Klement</dc:contributor><dc:creator>Riel, C. B. M. van</dc:creator><dc:format xml:lang="sl">letnik:44</dc:format><dc:format xml:lang="sl">številka:5</dc:format><dc:format xml:lang="sl">str. 733-743</dc:format><dc:identifier>ISSN:0040-3598</dc:identifier><dc:identifier>COBISSID:26931037</dc:identifier><dc:identifier>URN:URN:NBN:SI:doc-SS5V8MJ7</dc:identifier><dc:language>sl</dc:language><dc:publisher xml:lang="sl">Fakulteta za sociologijo, politične vede in novinarstvo v Ljubljani</dc:publisher><dcterms:isPartOf xml:lang="sl">Teorija in praksa</dcterms:isPartOf><dc:subject xml:lang="en">Corporations</dc:subject><dc:subject xml:lang="sl">Korporacije</dc:subject><dc:subject xml:lang="en">Management</dc:subject><dc:subject xml:lang="sl">strategija</dc:subject><dc:subject xml:lang="sl">Upravljanje</dc:subject><dc:subject rdf:resource="http://www.wikidata.org/entity/Q2920921" /><dcterms:temporal rdf:resource="1965-2025" /><dc:title xml:lang="sl">Vključevanje menedžerjev strateških poslovnih enot v odločanje o strategiji korporativne znamke|</dc:title><dc:description xml:lang="sl">This article examines the issue of a relation between corporate brand and strategic unit brands in an organisation. The author presents a model, the so called SIDEC-model that can be used for internal decision making about the pros and cons of the use of uniform corporate brand. SIDEC stands for Strategy, Internal organization, Driving forces, Environment and Corporate branding strategy. Although a strong corporate brand can have added value for operating businesses in a conglomerate, the author argues that the introduction of a corporate umbrella does not necessarily mean that a uniform corporate branding strategy is the best solution. It would be advisable to organizations with complex organizational structures and large differences in the nature of the product/market combinations to develop their corporate branding strategy in a balanced manner</dc:description><dc:description xml:lang="sl">Pričujoči prispevek obravnava problematiko odnosa med korporacijsko znamko in znamkami posameznih strateških poslovnih enot v organizaciji. Avtor predstavi model SIDEC, ki ga lahko uporabimo pri notranjem odločanju o prednostih in slabostih o uporabi enotne korporacijske znamke. Kratica SIDEC je angleški akronim za strategijo, notranjo organizacijo, ključne dejavnike, okolje in korporacijsko strategijo znamčenja. Čeprav ima močna korporacijska znamka lahko pomembne pozitivne učinke na poslovanje strateških poslovnih enot znotraj korporacije, izbira krovne korporacijske znamke ne pomeni nujno, da je enovita strategija korporacijske znamke avtomatično tudi najboljša rešitev. Za korporacije s kompleksno organizacijsko strukturo in velikim razlikami v naravi izdelkov/trgov ter kombinacijah le-teh je priporočljivo, da uravnoteženo pristopijo k razvijanju strategije korporacijske znamke</dc:description><edm:type>TEXT</edm:type><dc:type xml:lang="sl">znanstveno časopisje</dc:type><dc:type xml:lang="en">journals</dc:type><dc:type rdf:resource="http://www.wikidata.org/entity/Q361785" /></edm:ProvidedCHO><ore:Aggregation rdf:about="http://www.dlib.si/?URN=URN:NBN:SI:doc-SS5V8MJ7"><edm:aggregatedCHO rdf:resource="URN:NBN:SI:doc-SS5V8MJ7" /><edm:isShownBy rdf:resource="http://www.dlib.si/stream/URN:NBN:SI:doc-SS5V8MJ7/2330bce6-d245-45a8-b972-10b807a4f53a/PDF" /><edm:rights rdf:resource="http://rightsstatements.org/vocab/InC/1.0/" /><edm:provider>Slovenian National E-content Aggregator</edm:provider><edm:intermediateProvider xml:lang="en">National and University Library of Slovenia</edm:intermediateProvider><edm:dataProvider xml:lang="sl">Univerza v Ljubljani, Fakulteta za družbene vede</edm:dataProvider><edm:object rdf:resource="http://www.dlib.si/streamdb/URN:NBN:SI:doc-SS5V8MJ7/maxi/edm" /><edm:isShownAt rdf:resource="http://www.dlib.si/details/URN:NBN:SI:doc-SS5V8MJ7" /></ore:Aggregation></rdf:RDF>