natgillin/translations-raw huggingface dataset:
In other words, ‘competitive strategy is about being different’ (Ian Dempsey).
kvalificirano delovno silo, večjo zmožnost vlaganja, boljšo komunikacijsko in prometno infrastrukturo itd.
and tend to make the most of it through communication and labelling, which also implies efforts by local producers to organise themselves, and to adhere to minimum quality charters and to cooperate locally.
Temeljijo na obstoječih razmerah in poskušajo slednje čim bolje izkoristiti s komu-niciranjem in označevanjem, kar vključuje tudi prizadevanje lokalnih proizvajalcev, da se organizirajo in upoštevajo listine o minimalni kakovosti ter sodelujejo na lokalni ravni.
To do this a region has to use its existing resources, find and develop synergies in its local economy.
„Da bi regija to dosegla, mora izkoristiti svoje obstoječe vire ter poiskati in razviti sinergije v svojem lokalnem gospodarstvu.
Research is a key element to get feedback from the market, evaluate products and services and develop innovation.
Da se pridobijo povratne informacije s trga, ocenijo izdelki in storitve ter razvijejo inovacije, je ključnega pomena raziskova-nje.
A major challenge indeed is to be innovative and use the right to take risks in developing local products: a region that does not innovate is like a company that does not invest!(Martin Law, rapporteur)
Glavni izziv je dejansko biti inovativen in izkoristiti pravico do tveganja pri razvoju lokalnih izdelkov: regija, ki ne inovira, je kot podjetje, ki ne vlaga“ (Martin Law, poročevalec).
There are many ways for an area to be different, and the Leader+ experience has made this possible.
Območje je lahko drugačno na veliko načinov in program Leader+ je omogočil njihovo izvedbo.
A first option, often selected by the LAGs, is to promote the market visibility of the area by developing clear labelling and communication strategies based on local identity.
Prva možnost, ki jo lokalne akcijske skupine pogosto izbere-jo, je spodbujanje tržne prepoznavnosti območja, tako da se oblikujejo jasne strategije označevanja in komuniciranja na podlagi lokalne identitete.
The objective is to be as distinct as possible, which means looking for the delivery of specific, original, unique products and services.
Cilj je čim večja drugačnost, kar pomeni, da je treba poiskati posebne, izvirne in edinstvene izdelke in storitve.
The labelling function is twofold.
Označevanje ima dve funkciji.
These strategies are generally applicable to all existing production in a given area. They rely on what exists,
Z označe-vanjem se uveljavlja posebna podoba izdelkov in storitev z območja ter spodbuja ozemlje kot celota in sposobnost ljudi
To be successful, producers cannot simply rely on communication campaigns, or just using labels as new ways to give an identity or visibility.
Da bi bili uspešni, se proizvajalci ne morejo zanašati le na oglaševalske kampanje ali le na uporabljanje oznak, kot na nove načine za zagotavljanje identitete ali prepoznavnosti.
The strategy must involve local producers in a new approach to better secure and improve the quality of products and services delivered to the market.
Strategija mora lokalne proizvajalce vključiti v nov pristop z namenom boljšega zagotavljanja in izboljšanja kakovosti izdelkov in storitev na trgu.
These strategies imply a level of development and management procedures.
Te strategije se nanašajo na stopnjo razvoja in postopke upravljanja.
In this sense, they are critical in consolidating the Leader experience and in building the territory.
V tem smislu so te strategije bistvene za utrjevanje izkušenj v okviru programa Leader in spodbujanje razvoja ozemlja.
This is especially so in: developing basic quality management know-how among local stakeholders; improving local cooperation; promoting new economic chains or clusters and developing new skills in terms of communication and marketing.
To zadeva zlasti razvijanje osnovnega znanja o upravljanju kakovosti med lokalnimi deležniki, izboljšanje lokalnega sodelovanja ter spodbujanje novih gospodarskih verig ali grozdov ter razvijanje novega znanja o komuniciranju in trženju.
This is a very important, intrinsic contribution for increasing the competitiveness of the area, beyond the main visible e ect of these labelling and communication strategies, which are more concerned with an improved territorial image.
To je zelo pomemben, bistven prispevek k izboljšanju konkurenčnosti območja, ki presega glavni vidni učinek teh strategij označevanja in komunicira-nja, katerih cilj je boljša tržna podoba ozemlja.
There are many examples to build and implement such strategies provided by Leader+, from the simplest to the very sophisticated ones, and all are adapted to the wide diversity of local conditionsexisting in Europe.
Za izgrajevanje in izvajanje takih strategij, ki jih zagotavlja program Leader+, obstaja veliko primerov, od najenostavnejših do zelo zaple-tenih, vsak pa je prilagojen določenim lokalnim razmeram, glede katerih je za Evropo značilna velika raznovrstnost.
The Fuchsia brand
Blagovna znamka Fuchsia
The principal initiative in achieving competitive advantage for local goods and services in the West Cork LAG area, in Ireland, is the development and promotion of the Fuchsia Brand.
Glavna pobuda v zvezi z doseganjem konkurenčne prednosti za lokalno blago in storitve na območju lokalne akcijske skupine West Cork na Irskem je oblikovanje in spodbujanje blagovne znamke Fuchsia.
The main objectives of the action, and results expected from an improved visibility of the area, are: to harness the distinctive image of the region as an aid to local competitive advantage; promote the region’s unique environmental, cultural and heritage resources; develop a branded identity for local goods and services, emphasising distinctive regional origins and product quality; and utilise regional imagery and identity in attracting new enterprise development to the region.
Glavni cilji dejavnosti in rezultati, ki se pričakujejo zaradi večje prepoznavnosti območja, so izkoriščanje svojske podobe regije kot pomoč pri vzpostavljanju konkurenčne prednosti na lokalni ravni, spodbujanje edinstvenih okoljskih in kulturnih virov ter virov dediščine v regiji, razvijanje z blagovno znamko povezane identitete za lokalno blago in storitve s poudarkom na značilnem regionalnem izvoru in kakovosti izdelka ter izkoriščanje regionalne slikovne simbolike in identitete za spodbujanje razvoja novih podjetij v regiji.
Other related objectives and results, as key conditions for a successful development of the brand, are to develop high quality goods and services, using local natural resources, integrate the development and marketing of complementary economic sectors, and achieve greater degrees of collective action by the public and private sector in local development.
Drugi podobni cilji in rezultati, kot ključni pogoji za uspešen razvoj blagovne znamke, so razvijanje visokokakovostnega blaga in visokokakovostnih storitev z uporabo lokalnih naravnih virov, vključitev razvoja in trženja dopolnilnih gospodarskih sektorjev ter doseganje višjih ravni kolektivnega delovanja javnega in zasebnega sektorja v zvezi z lokalnim razvojem.
The core development strategy has been to use the animation and capacity building of the Leader programme as brand capital.
Glavna razvojna strategija je bila uporaba zmožnost animiranja in razvoja zmogljivosti programa Leader kot vrednost blagovne znamke.
The support system created is delivering exceptional benefits to the brand participants and to the region in general.
Ustvarjeni podporni sistem zagotavlja izjemno velike koristi za subjekte, ki uporabljajo znamko, in za regijo na splošno.
These include: consumer recognition; new enterprise development; improved production processes; access to markets; increased output and capacity; development of new products, services and markets; substantial group synergies and networking; increased turnover, profitability and employment; and the development of a coherent identity and enhanced regional profile. le.
Te koristi vključujejo priznanje s strani potrošnikov, razvoj novih podjetij, izboljšane proizvodne procese, dostop do trgov, povečano proizvodnjo in zmogljivosti, razvoj novih izdelkov, storitev in trgov, pomembne sinergije skupin in mreženje, večji prihodek, donosnost in zaposlovanje ter razvoj skladne identitete in izboljšane podobe regije.
The Alpine beef story
Zgodba o alpskem govedu
In 2005 the total direct economic value of output related to the Fuchsia Brand initiative amounted to EUR 106.97 million.
Leta 2005 je znašala skupna neposredna gospodarska vrednost proizvodov in storitev, povezanih s pobudo za blagovno znamko Fuchsia, 106,97 milijona EUR.
With regard to impacts on economic sectors, of the total EUR 58 million (54 %) is associated with the food and beverages sector, EUR 35 million (33 %) in the accommodation and catering sector and the remainder is in tourism services.
Kar zadeva vplive na gospodarske sektorje je 58 milijonov EUR (54 %) od navedenega skupnega zneska povezanih s sektorjem hrane in pijače, 35 milijonov EUR (33 %) s sektorjem nastanitve in gostinstva, ostalo pa s turističnimi storitvami.
In terms of input-output analysis, of the total EUR 69.14 million remained in the region generating an overall contribution of EUR 88.79 million to the West Cork economy, supporting 1 131 full-time-equivalent jobs.
V smislu input-output analize je od skupnega zneska ostalo 69,14 milijona EUR v regiji, kar je zagotovilo dotok skupno 88,79 milijona EUR gospodarstvu West Cork in omogočilo 1 131 delovnih mest s polnim delovnim časom.
The regional initiative ‘Almenland’ in the eastern mountainous parts of Styria, in Austria, was founded in 1995 under Leader II.
Regionalna pobuda Almenland v vzhodnem gorskem delu Štajerske v Avstriji je bila ustanovljena leta 1995 v okviru programa Leader II.
The core cooperation promoted by Leader between farmers, gastronomy and other providers of tourism facilities has been continuously developed and intensified.
V okviru programa Leader se je spodbujalo predvsem sodelovanje med kmeti, gostinci in drugimi ponudniki turističnih storitev, ki se je stalno razvijalo in krepilo.
Under Leader+ the LAG’s strategy began to focus increasingly on the production of quality meat as the central theme of the region.
V okviru programa Leader+ se je strategija lokalne akcijske skupine vse bolj usmerjala v proizvodnjo kakovostnega mesa kot glavne značilnosti regije.
The aim is to develop the Almenland area into one of the prime ‘beef competence regions’ in Europe, and to use this sectoral development as a driving force for the local economy, within an overall integrated regional approach.
Cilj strategije je razviti območje Almenland v eno od glavnih regij za proizvodnjo govedine v Evropi in ta razvoj zadevnega sektorja izkoristiti kot gonilno silo za lokalno gospodarstvo v okviru celostnega regionalnega pristopa.
The fl ag-ship product is ‘ALMO’, which is an acronym for the ox raised on the alpine pastures, as a combination of ‘Alm’, which means alpine, and Oxen.
Vodilni izdelek je ALMO, to ime je okrajšava za govedo, vzrejeno na planinskih pašnikih, sestavljena iz kombinacije izraza alm, ki pomeni alpski, in črke o, kot okrajšave za ox, kar pomeni govedo.
The major economic step started when the local cattle producers entered into a cooperation agreement with a company specialising in meat products, with markets being developed all over Europe.
Glavni gospodarski premik se je začel, ko so se lokalni rejci goveda s podjetjem, specializiranim za mesne proizvode, sklenili dogovor o sodelovanju in začeli razvijati trge po vsej Evropi.
‘ALMO’ is now a registered trademark and the product is being certified as subject to permanent control along the entire production chain, and according to a strict application of the traceability principle.
Zdaj je ALMO registrirana blagovna znamka, proizvod pa je bil certificiran na podlagi stalnega nadzora celotne proizvodne verige in stroge uporabe načela sledljivosti.
Famous independent NGOs such as Slow Food International, Greenpeace, or ‘Vier Pfoten’ provide a variety of support to the initiative.
Pobudi zagotavljajo podporo tudi znane neodvisne nevladne organizacije, kot so Slow Food international, Greenpeace ali Vier Pfoten.
The certi-fi cation process as a whole has generated a high level of confidence among consumers in the overall quality of the region.
Zaradi celotnega postopka certificiranja so potrošniki razvili visoko raven zaupanja v splošno kakovost regije.
Above all, in a longer-term perspective the initiative has had a tremendous economic impact on the region.
Poleg tega je imela pobuda z dolgoročnega vidika izjemen gospodarski vpliv na regijo.
Since 1995 a total of 55 projects have been implemented.
Od leta 1995 se je izvedlo skupno 55 projektov.
This represents an investment amounting to EUR 19.5 million.
To pomeni, da se je v regijo vložilo 19,5 milijona EUR.
The actions have contributed to the generation of 80 full-time jobs and 180 part-time jobs.
Zaradi izvajanja dejavnosti se je ustvarilo 80 delovnih mest s polnim delovnim časom in 180 s krajšim delovnim časom.
The existence of about 900 economic entities (from farmers to tourism operators) has been safeguarded through regional income generation.
Zaradi ustvarjanja dohodka v regiji je bil zagotovljen obstoj približno 900 gospodarskih subjektov (od kmetov do turističnih podjetij).
The success of the strategy is shown by an increase of 10 % in tourist stays during last year, despite a rather unfavourable overall development in Austrian tourism.
Uspešnost strategije se kaže v 10-odstotnem povečanju turističnih nastanitev v zadnjem letu kljub zelo neugodnemu splošnemu razvoju v avstrijskem turizmu.
Such products act as a ‘driver’ for the whole area, and are often based on existing products and services which have an emblematic value.
Taki izdelki so gonilna sila za celotno območje ter pogosto temeljijo na obstoječih izdelkih in storitvah, ki imajo simbolič-no vrednost.
Promoting them will enhance the territory’s image and its distinctiveness, and this will be of benefit to all products and services from the area.
Njihova promocija bo okrepila podobo ozemlja in njegove posebnosti, to pa bo koristno za trženje vseh izdelkov in storitev z območja.
It is also possible to think about and create new products which have a market image and identity for the whole area.
Možen je tudi razmislek o uvedbi novih izdelkov, ki imajo tržno podobo in identiteto za celotno območje.
Identity, though, is not necessarily equivalent to tradition.
Vendar identiteta ni nujno enakovredna tradiciji.
On the one hand, many products are genuinely traditional ones, but do not necessarily express any particular local identity, as they are present in many rural areas.
Po eni strani so številni izdelki resnično tradicionalni, vendar običajno ne izražajo nobene posebne lokalne identitete, ker so prisotni v mnogih podeželskih območjih.
On the other hand, history is not only the past, but also today and tomorrow, and a totally new product may be able to express some actual aspects of the local identity.
Po drugi strani zgodovina ni le preteklost, ampak tudi sedanjost in prihodnost, zato lahko popolnoma nov izdelek izraža nekatere dejanske vidike lokalne identitete.
In this latter case it is not just about improving the capacities of local people to work together and develop quality management and marketing.
V slednjem primeru ne gre le za izboljšanje sposobnosti lokalnih prebivalcev, da medsebojno sodelujejo ter razvijajo upravljanje kakovosti in trženje.
In the promotion of products based on traditional identity, the creation of new products will introduce innovation and stimulate the development of new skills in the area.
Zaradi promoviranja izdelkov, ki temeljijo na tradicionalni identiteti, bo z razvojem novih izdelkov uvedel inovacije in spodbudil razvoj novega znanja na območju.
This will also lead to an increase in competitiveness due to the development processes taking place in the area; the improved market image of the area, however important, is just the visible face.
Tudi to bo prispevalo k večji konkurenčnosti zaradi razvojnih procesov, potekajočih na območju; izboljšanje tržne podobe območja kljub njihovemu pomenu ni nič drugega kot le najbolj viden vidik.
Finally another option available to the LAG to promote competitiveness, and complementary to the previous one, is to include economic viability and competitiveness into the projects’ selection and evaluation indicators.
Lokalna akcijska skupina ima za spodbujanje konkurenčnosti na voljo še eno možnost, ki dopolnjuje prej navedeno, in to je, da tudi vključi ekonomsko upravičenost in konkurenčnost med kazalnike za izbiranje in ocenjevanje projektov.
Human resources are an important primary resource of any local development process.
Človeški viri so pomemben primarni vir vsakega procesa lokalnega razvoja.
In rural areas they are particularly valuable for many reasons.
Na podeželju so zlasti koristni zaradi več vzrokov.
Firstly, population decay and out-migration means they are often very scarce.
Prvič, zaradi upadanja števila prebivalstva in izseljevanja jih je pogosto zelo malo.
Secondly, due to low density and geographical dispersion, or the small number of producers fully committed to manage smallscale business (where manpower is by definition a limiting factor), such resources are difficult to mobilise.
Drugič, ker je zaradi nizke gostote in geografske razpršenosti oziroma majhnega števila proizvajalcev, ki se povsem posvečajo vodenju malih podjetij (v katerih je razpoložljiva delovna sila seveda omejevalni dejavnik), take vire težko mobilizirati.
Thirdly, the key stakeholders who can act as opinion leaders, or provide very useful expertise, are usually already fully committed to a variety of associations and professional groupings, local authorities, and their own businesses and families.
Tretjič, ključni deležniki, ki lahko delujejo kot oblikovalci mnenja ali zagotovijo zelo koristno strokovno znanje in izkušnje, se običajno polno zaposleni že z različnimi združenji in strokovnimi skupinami, lokalnimi organi ter svojimi podjetji in družinami.
Therefore, how a territory exploits its limited human resources is extremely critical for its development!(Martin Law, rapporteur)
„Zato je za razvoj ozemlja izredno pomembno, kako izkorišča svoje omejene človeške vire“ (Martin Law, poročevalec).
In many rural areas, the private initiative, in terms of commitment and investment, is not enough to develop social competitiveness: public support is crucial.
V mnogih podeželskih območjih zasebna pobuda v smislu zavezanosti in naložb ni zadostna za razvoj socialne konkurenčnosti, zato je bistvena javna podpora.
One way to optimise public support is to build professional coordinating structures.
Eden od načinov za optimiranje javne podpore je oblikovanje strokovnih usklajevalnih struktur.
This role needs to be, and indeed is, carried out by the LAG.
To vlogo mora izvajati in jo dejansko izvaja lokalna akcijska skupina.
In many cases there is a need for the LAG to find complementary local assistance, and use Leader, or other local opportunities, to build such coordinating structures, as they have to develop very specialised tasks.
V mnogih primerih mora lokalna akcijska skupina zaradi začetka izvajanja posebnih nalog poiskati dodatno lokalno pomoč ter uporabiti program Leader ali druge lokalne možnosti za oblikovanje takšnih usklajevalnih struktur, saj morajo te opravljati zelo posebne naloge.
Firstly, they have to develop information and training of local people, which basically takes place through public meetings and thematic workshops.They also have to ensure that local knowledge is not lost, and then package and disseminate it through well targeted training and information activities.
Prvič, izboljšati morajo obveščanje in usposabljanje lokalnega prebivalstva, ki se izvaja predvsem z javnimi srečanji in tematskimi delavni-cami. Prav tako morajo zagotoviti, da se lokalno znanje ne izgubi, potem pa ga zbrati in razširjati z dobro usmerje-nimi dejavnostmi usposabljanja in obveščanja.
Many such structures will have to develop appropriate tools to allow local people to become organised and to cooperate.
Številne takšne strukture bodo morale razviti primerna orodja za zagotavljanje organiziranosti in sodelovanja lokalnega prebivalstva.
For example, this could be the adoption of commonly agreed quality charters for local products, or the development of a new agreement between producers to market new products or services, etc.
Tako orodje je treba na primer razviti, kadar se sprejmejo splošno dogovorjene listine kakovosti za lokalne proizvode ali sklene nov dogovor med proizvajalci v zvezi s trženjem novih proizvodov ali storitev itd.
Such a structure may also need to better organise or develop new local chains of production.This would be so in the case of promoting local products, and helping producers to adopt contractual agreements – and ensure that they are respected.
Takšna struktura bo morala morda bolje organizirati obstoječe ali razviti nove lokalne proizvodne verige. Tako bi bilo v primeru promocije lokalnih proizvodov in pomoči proizvajalcem, da sprejmejo pogodbene sporazume ter zagotovijo njihovo upoštevanje.
Another key function, which is quite challenging, is for these coordinating structures to network the different private,public and voluntary sectors in a professional and sustainable way.
Še ena ključna funkcija, ki je zelo zahtevna, je, da te usklajevalne strukture na strokoven in trajnostno naravnan način povezujejo v omrežje različne zasebne, javne in prostovoljne sektorje.
Lastly, these structures can assist the local development process by providing the area with the necessary specialised support.
Končno lahko te strukture pomagajo v procesu lokalnega razvoja z zagotavljanjem strokovne podpore, ki je potrebna na območju.
For example by acting as intermediaries for the research and academic community, technical institutions etc., they can channel this expertise into the local development strategy.
To lahko storijo na primer tako, da delujejo kot posredniki za razi-skovalno in akademsko skupnost, tehnične ustanove itd., s čimer lahko usmerjajo strokovno znanje v lokalno razvojno strategijo.
A good example of such professionally coordinating structures created to promote social competitiveness in rural areas is the so-called ‘rural district’ system in Italy.
Dober primer takšnih strokovnih usklajevalnih struktur, oblikovanih za spodbujanje socialne konkurenčnosti na podeželju, je tako imenovani sistem podeželskih okrožij v Italiji.
The rural district
Podeželsko okrožje
According to Italian law, a ‘rural district’ embodies a local productive system composed of agricultural and non-agricultural enterprises acting together towards the implementation of a district policy.
V skladu z italijansko zakonodajo vključuje podeželsko okrožje lokalni proizvodni sistem, ki ga sestavljajo kmetijska in nekmetijska podjetja; ta podjetja medsebojno sodelujejo pri izvajanju območne politike.
This policy is based upon: diversification; social and economic integration; conservation of natural equilibriums and the ability to promote a total territorial quality; providing a high standard of living for residents, and thereby becoming attractive for other enterprises and people.
Ta politika temelji na diverzifikaciji, socialnem in ekonomskem povezovanju, ohranjanju naravnega ravnovesja in sposobnosti spodbujanja kakovosti celotnega ozemlja, zagotavljanju visokega življenjskega standarda za prebivalce ter tako večje privlačnosti za druga podjetja in ljudi.
The core content and objective of a rural district is to develop a quality management approach for the whole rural area, which can reinforce its identity and capacity for endogenous innovation.
Glavna vsebina in cilj podeželskega okrožja je oblikovanje kakovostnega pristopa upravljanja za celotno podeželje, kar lahko okrepi njegovo identiteto in zmogljivost za endogene inovacije.
Few rural districts have been created so far in Italy.
V Italiji je bilo do zdaj vzpostavljenih malo podeželskih okrožij.