Прегледај по Аутор "Marković, Nenad"

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    Exploring Wineries andWine Tourism Potential in the Republic of Srpska, an Emerging Wine Region of Bosnia and Herzegovina
    (MDPI, 2022) Vukojević, Dajana; Tomić, Nemanja; Marković, Nenad; Mašić, Branislav; Banjanin, Tijana; Bodiroga, Radomir; Đorđević, Tijana; Marjanović, Miloš
    The aim of this paper is to present the current state and wine tourism potential in the Republic of Srpska with the primary focus on its wineries and their activities towards attracting wine tourists from all over the world. To achieve this, a survey was conducted among 37 wineries in the Republic of Srpska. The first part of the questionnaire included data about planted grape varieties, annual yield, wine production, vineyards areas, and winery staff information. The second part of the survey was dedicated to the degree of participation of wineries in wine tourism activities and the services offered to wine tourists. Results indicate that the major factors thwarting further wine tourism development are the lack of accommodation and catering facilities as well as tours in foreign languages. One of the problems is the current lack of wine routes generally seen as critical supporting tools for wine tourism development. Based on the research results, the authors propose two wine routes in the Republic of Srpska, the Northern and Southern wine routes. Further wine tourism development should be focused mainly on these areas.
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    POSSIBILITIES OF IMPLEMENTATION OF THE BALANCED SCORECARD METHOD IN HIGHER EDUCATION
    (Faculty of Engineering, Center for Quality, 2015) Marković, Nenad; Petković, Darko; Moljević, Slaviša; Marić, Bogdan; Gojković, Ranka
    This paper describes the application of the BSC to the existing strategy of the university. With its application an unbalanced strategic state is translated to the balanced state on the way of equal engagement of all resources and segments of functioning of HEI. After the estimated needs for the establishment of a BSC, existing strategic goals of HEI are translated into KSF, and later in the KPI, on which basis is the proven original use of the BSC, and that is translating strategy into an understandable set of indicators. On that way the number of original KPI is reduced on the acceptable number for monitoring and decision making. Creating a strategy map is a simplified picture of the strategy and provided a contribution to the effective implementation of the strategy through the understanding of key parameters of all relevant perspectives of functioning.