Měření výkonnosti malých a středních podniků v odvětví pivovarnictví

The current global competitive environment is characterized by increasing uncertainty and discontinuity, and the brewing industry, which is the subject of this dissertation, is no exception. Formulation and implementation of a suitable business strategy is a basic prerequisite for an organization’s competitiveness. The aim of the dissertation is to verify the link between business strategy and economic performance. The research sample was small and medium-sized breweries operating in the territory of the Czech Republic. Findings were implemented through mixed research. As part of the quantitative research, a questionnaire survey was carried out, whose results enabled individual breweries to be placed in the respective categories of Porter’s generic strategies. Subsequently, a financial analysis of the breweries was carried out, including a comparison with industry values. The last tool was of a qualitative nature and consisted of semi-structured interviews that supplemented the results of the questionnaire survey. Subsequently, it was possible to assess the link of a specific type of generic strategy to the performance of breweries. As part of qualitative research, primary data was collected through semi-structured interviews supplemented by secondary data in the form of annual reports, local press reports and published documents from breweries including websites. The research brings potential value by targeting the systematization of knowledge concerning performance in relation to the area of business strategy. An overview of theoretical frameworks contributes to a better orientation in the current state of knowledge and creates opportunities for possible expansion of future research. In this research sample, it was shown that the relationship between business strategy and performance is statistically significant, and that business strategy affects performance. However, it was not possible to find a pattern in which breweries applying the so-called “pure” strategy were clearly more efficient than breweries applying the so-called “integrated” strategy. The reason was mainly the widespread application of targeted hybrid strategies by breweries. These hybrid strategies prevailed in both successful and less successful breweries, with success measured in terms of both objective and subjective performance. A specific research approach was defined for the analysis of business strategy and performance in small and medium-sized breweries. In general, it was about building a methodical approach to data collection. The methodological procedure proved to be suitable for further research on an expanded scale. This research complements previous studies by examining the types of business strategies in the brewing industry.