Final Internship Report Hilti Group

Final internship report – Hilti Czech

Final internship report David Zubrycký Hanze University of Groningen Word count: 4463

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Table of Contents Environmental analysis of Hilti Czech ................................................................................................................ 5 1

Introduction to the company .......................................................................................................... 5

2

Operated sectors & targeted markets..................................................................................... 5

3

Structure ........................................................................................................................................................ 6 3.1

4

5

Organizational structure of Hilti ......................................................................................... 7

Communication at Hilti ....................................................................................................................... 9 4.1

Communication characteristics of the organization ........................................... 9

4.2

Corporate culture ......................................................................................................................... 9

4.2.1

Mission........................................................................................................................................... 10

4.2.2

Vision .............................................................................................................................................. 10

4.2.3

Objectives ................................................................................................................................... 10

4.2.4

Values of Hilti .............................................................................................................................11

4.3

Internal communication channels ................................................................................. 12

4.4

External communication channels ................................................................................ 12

4.5

Task information .......................................................................................................................... 13

4.6

Policy information ....................................................................................................................... 13

4.7

Exposure ........................................................................................................................................... 13

Field of forces; Internal and external influences ............................................................ 14 5.1

PEST Analysis ................................................................................................................................ 14

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5.2

SWOT Analysis.............................................................................................................................. 15

5.3

Porters 5-Forces .......................................................................................................................... 17

5.3.1

Threat of New Entry............................................................................................................. 18

5.3.2

Buyer Power .............................................................................................................................. 18

5.3.3

Threat of Substitution ......................................................................................................... 18

5.3.4 Supplier Power ........................................................................................................................ 19 5.3.5 Competitive Rivalry .............................................................................................................. 19 6

Own professional opinion (focused on communication) ......................................... 19

Content and media production assignments............................................................................................ 20 7

Content assignment #1.................................................................................................................... 20

8

Content assignment #2 .................................................................................................................... 22

9

Content assignment #3 ....................................................................................................................23

10 Media assignment #1 .........................................................................................................................24 11

Media assignment #2 ........................................................................................................................25

Appendices ..........................................................................................................................................................................27 Content assignment #1 ...............................................................................................................................27 Content assignment #2...............................................................................................................................27 Content assignment #3.............................................................................................................................. 28 Media assignment #1 .................................................................................................................................. 29

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Media assignment #2 ................................................................................................................................... 31 References .......................................................................................................................................................................... 35

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Environmental analysis of Hilti Czech 1

Introduction to the company

To paint a general picture of the company’s internal environment and structures, the first section will be used for the company’s brief history and its field of operation. Hilti Group was founded in 1941 by engineer Martin Hilti and his brother Eugen in Schaan, Liechtenstein. The company rapidly grew as they expanded internationally. Now, Hilti operates in more than 120 countries worldwide with more than 27.000 employees. The company’s main objective is to make and design leading-edge technology, software and services, which power the professional construction industry. Everyday their technologies support awe-inspiring feats of engineering around the world – from the famous bullet train in Japan to metro tunnels deep under the largest cities on Earth. (Hilti, 2018) 2

Operated sectors & targeted markets

Hilti’s operating field is professional construction industry – supplying technology, software and services worldwide. Hilti strongly believes in ‘direct customer service’ as they run direct sales model with 15.000 working Hilti team members worldwide. Moreover, Hilti run their own research and design labs, with specialist scientists and engineers in-house. They also make their own Hilti products and run their own factories in Europe, Mexico, the USA, India and China. The company mainly targets the following markets: •

Anchor Fasteners o Construction Chemicals & Mechanical

•

Cutting, Sawing & Grinding

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o Dust Management •

Measuring Systems

•

Diamond Coring & Sawing

•

Firestop & Fire Protection Systems

•

Screw Fastening

•

Direct Fastening

•

Installation Systems

•

Software

•

Cordless Systems

•

Drilling & Demolition

(Hilti, 2018) 3

Structure

According to Mintzberg, an organization does consist of five different organizational divisions: •

Strategic Apex, which is made up of director and senior executives

•

Middle line, which acts as the link between strategic apex and operating core

•

Operating core, which consists of normal worker/employees

•

Techno structure, which includes key individuals and teams working in functions such as human resources, training, finance and planning

•

Support staff, which contributes to the efficiency and effectiveness of the strategic apex, middle line and operating core

(Van Dam, 2015)

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Figure 1: Mintzberg's model of organizational structure

3.1

Organizational structure of Hilti When applied to Hilti, we can see that the company is following the Divisional

(Diversified) organizational structure as there is a central headquarters in Schaan, Lichtenstein which supports several autonomous divisions that make their own decisions. Hilti is large and mature organization that produces a wide range of products and operates in different geographical regions. The Hilti Czech Headquarters is an autonomous division which has sub-divisions of Slovakia, Baltic countries and Hungary. This allows the line managers to maintain more control and accountability with day-to-day decision making decentralized, so the central team can focus on the “big picture” strategic plans, in this case, Hilti follows their 2020 Champion Strategy. Moreover, the financial stability of Hilti Ltd. is strong, therefore a relocation of finance and resources is not a problem for the company.

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Furthermore, the control is exerted by the board of directors who have sub-directors of each region. If we go down the middle line, we can see that the managers are controlling the operating core, which is probably the main core of the company.

Hilti Czech has all together around 250 employees with 170 people working in the field as Technical Support. The operating core is really the main “motor” of the company because Hilti selling strategy is built on direct sales of their products to their customers together with 24/7 support.

Regarding the Techno structure, there is a very important training department as the trainers educate the TS (Territorial sales) employees about many Hilti products which are technically difficult to understand. Concerning the Support Staff, Research and Development department is very important as well because one of the company’s goal is to stand out on the market. Their R&D departments are functioning already for more than 70 years as they are contributing to the efficiency and effectiveness of the whole company. Innovation is a big selling point of Hilti. Moreover, logistics team is also important part of the company.

Figure 2: Current structure of Hilti Group

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Communication at Hilti

Communication characteristics of the organization If I was to clarify the characteristics of communication at Hilti from my

observation and experience, I can conclude that the communication in the company is rather flat. Even though the hierarchy of the organization is relatively vertical, you can sense a “family” feeling amongst all the colleagues. Everyone is considered as important part of the team and can contribute to any particular matter anytime, if he or she feels it is relevant and important information to share. The communication between all co-workers is informal.

Naturally, essential tasks are being handed top down from the board of directors to managers to employees. Minor tasks are distributed by the team managers to the employees and interns. Meanwhile, communication in an upward flow also plays a big role in the development of the organization. Employees and interns can constantly give feedback on current processes and tasks to their team managers, even constructive/negative comments are welcomed. 4.2

Corporate culture As far as the corporate culture, it is to say that the company operates in highly family oriented path. Everyone in the company is trying to maintain good relationship with each other. Even the top management is communicating with all the employees on the same level. From my own experience I can say that everybody feels respected and valued. I was quite surprised how great the corporate culture in Hilti is. In the end, Hilti Group is still from big part family-

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owned company and the directors are always emphasizing it. That fact probably helps to maintain such a pleasant working environment. 4.2.1 Mission Hilti’s mission is stated as following: “We passionately create enthusiastic customers and build a better future.” Build a better future • • • • •

It’s not just a slogan. It’s at the core of who we are. It means every team member is valued—and empowered to grow. It means we don’t just do business with suppliers and customers. Instead, we partner with them for mutual success. It means we take social and ecological responsibility seriously. It means we aim for sustainable, profitable growth so we can continue to improve our world.

4.2.2 Vision Hilti’s vision is stated as following: “Hilti aims to achieve sustainable value creation through leadership and differentiation.” 4.2.3 Objectives In order to realize their mission, Hilti is aiming for the following objectives: • • • •

Continuous innovation in products, services and software Direct and partnership-based cooperation with our professional customers Operational excellence in everything we do for efficiency and to live up to our brand promise A high performing global team

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4.2.4 Values of Hilti Teamwork We have an environment of open communication, idea sharing and best practices. We create organizational excellence by assembling diverse talents. We work together to build a better company for our stakeholders, and we foster an atmosphere of respect, openness, fun and cooperation. Integrity We treat others the way we want to be treated. We do what we say we will do, and we’re accountable for our actions. We apply truth and honesty in dealing ethically with all people. Courage We know that positive and negative experiences are sources of learning and innovation. We continually break out of the circle of habits by taking risks. We embrace the freedom of choice with the philosophy of “love it, leave it or change it.” Commitment We are passionate about achieving excellence. We have the courage to take risks, and we empower others to do the same. We celebrate success and recognize achievement. We ensure we are vital to our customers. (Hilti, 2018)

Final internship report – Hilti Czech 4.3

• •

• • • • • •

4.4

•

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Internal communication channels

Fuse

SharePoint

Yammer

Email

Learning and sharing

Exchange of information

Global communication

Communication

How-to videos Demo videos of product applications at the construction site Instructions (e.g. How to use a software) Training materials/Tips Pre-training materials Post-training materials Knowledge sharing Links on where to find specific information on SharePoint

•

• • • •

Static information

•

o o o

•

Certificates Phase in/out Promo

Links to Fuse Filesharing Confidential documents for sharing Announcements

• • • • • •

“Internal social media” Subject-specific questions which need a quick response Communicate highlights of the daily business Success stories sharing Quick tips sharing Marketing announcements News to Fuse/SharePoint Communication with any Hilti office in the world

•

Most used channel Task distribution Policy information Announcements

• • •

External communication channels

Hilti Online

Facebook & Instagram

Publicly accessible information

Social media

Website o Technical information about every product • Online shop • Manuals • Catalogue • Detailed information about every product

• • • • • •

Posts • Promotion • Communication with customers Ads management Events Recruitment of newcomers

Direct sales team

YouTube Promotional materials Promotional videos External instruction videos

Pitch communication •

•

Communicating the advantages of Hilti products Very important for the company

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Task information This kind of information is usually distributed via emails, telephone or mobile

phone. Top management informs about tasks and distribution in a collective process (meetings). These stand-up meetings usually happen every Monday and are important for the lower management to understand, where things stand. I could attend couple of these meeting to get to know how things work. Moreover, my office of Strategic Marketing has also stand-up meetings to inform each other on what we are working on. 4.6

Policy information Information regarding changes and implementation of the organizations policy

are usually shared via emails and SharePoint. Due to the organizational structure and size of the company, policy information is rather common and usually happen in a big announcement. 4.7

Exposure Exposure for Hilti company hasn’t been a problem since it is a big well-known

and respected company in the industry. Everyone in the industry knows about high quality products and services of Hilti.

In recent times, Hilti has gained some exposure on the social media. Namely, Facebook and Instagram. Our office of Strategic Marketing has initiated new social media strategy and couple of new campaigns, which usually have the goal of promotion, improving the image of the brand, betterment of communication with

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clients online, sharing some events or achievements of the company. Currently, Hilti Czech holds over 1.800 likes on the Facebook, with a 4.5-star rating satisfaction.

Furthermore, new advertisements on Social Media, Television and magazines are being implemented in the form of videos, posters and articles. 5 5.1

Field of forces; Internal and external influences

PEST Analysis In In order to analyze the microenvironment of the company, a PEST analysis

has been conducted. This analysis shows the main political, economic, social and technological factors that influence the strategy the company follows. Political

The construction industry has strategic importance to the Czech Republic as it provides the buildings and infrastructure on which all sectors of the economy depend. It is the largest sectoral employer and makes a significant contribution to gross capital investment in the country. Czech Republic has a stable economy that has witnessed a double-digit development between 2001 and 2011, making it an attractive location for expansion. In 2015, the Czech government has renewed the investment activity of the state and improved the drawing of EU subsidies in the construction industry. The construction industry has been one of the main "motors" for the country's GDP increase, therefore the government is making sure that the industry is working as effectively and efficiently as possible.

Economical

The GDP growth of the Czech Republic in 2017 was 4.5%. If we look onto the GDP by sector, we can see that the results are: Agriculture 2.5%, Industry 38%, Services 59%. The Czech construction sector is a symbol of the country’s economic resurgence just as it was of the years of recession after the financial crisis of 2008. Last year the sector expanded by 5.5 percent compared with 2016 and the number of new contracts climbed by 3.7 percent with the number of building permits also up. The inflation rate is 2.4% (February 2018). The unemployment rate is by far the lowest in the EU with 2.4% (January 2018).

Final internship report – Hilti Czech Social

The population of Czech Republic is 10.6 million (2017) with fertility rate of 0.2% (2016). The age distribution is: 0–14 years: 15.2%; 15–64 years: 65.7%; 65 years and over: 19.1% (2017). The labor force of the Czech Republic is 5.5 million (2017). Life expectancy: 79.47 years (2015). Fertility rate: 1.53 births per woman (2015).

Technological The Information, Communications and Technology (ICT) market in the Czech Republic is highly competitive with robust U.S. and European firms, and increasingly competitive Czech firms. The Czech Republic’s ICT-friendly policies and skilled workforce, good infrastructure and well-developed optical fiber network make it the most prominent ICT location in the CEE region. U.S. companies with niche products and services will continue to find good opportunities in the Czech Republic. ICT is one of the Czech Government’s designated priority sectors and substantial investments in ICT infrastructure are anticipated. Spending on hardware is projected to increase at an average annual rate of two percent and software by four percent. Over 82 percent of Czech households have a personal computer and Internet connection (2016).

(Wikipedia, 2018) (OECD, 2017) (Export.gov, 2017) (Czech Ministry of Industry, 2017) 5.2

SWOT Analysis

The SWOT analysis is used to identify the company’s internal strengths and weaknesses, as well as the external opportunities and threats. Strengths

Weaknesses

Opportunities

Threats

• • • • • • • • • • • • • • • • • • • • •

Broad client network Well established and trustful company with a good brand image High-end and high-quality products with long-life expectancy Focus on customer relationships, R&D, innovation and software Big portfolio of products Great financial stability Good corporate culture Business strategy Global company High profitability and revenue High growth rate Expensive Too many segments of Hilti’s expertise Too dependent on well-established clients New products and services Growing economy New markets New acquisitions Venture capital Global markets Competitors

15

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Fluctuations in the steel stock prices Government regulations Increasing rates of interest

Hilti’s strengths lie within the extensive network of well-established clients. Their main clients are biggest companies in the construction industry, e.g. Skanska, Hochtief, Metrostav, Strabag and Eurovia. Moreover, Hilti has established a great brand image in the last 25 years in the Czech Republic with high-quality products with long-life expectancy. Clients trust their products and services. Also, Hilti offers large number of products to choose from. Their financial stability has been very good, and the company is growing with each year. Finally, I would like to mention the very well established corporate culture. The HR department has been doing a great job in hiring the right-profile employees. The candidates should not only have skills and knowledge of the industry but also human qualities.

Regarding the weaknesses of Hilti, we can see that their products are very expensive. The high-end and high-quality products and services bring their cost. Furthermore, Hilti spends a lot of money on R&D because of their focus on innovation and desire for new products.

Concerning the opportunities, we can notice that, again, they bring a lot of new products to the market. Further, the growing economy of the Czech Republic also brings more opportunity to sell and establish more clients. Lastly, Hilti operates as a corporate company that operates globally.

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At last, the threats of Hilti are their competitors, namely Bosch, Makita, Stanley. Furthermore, the costs of materials and production are increasing. 5.3

Porters 5-Forces

Figure 3: CGMA's depiction of Porter's 5-Forces

According to Chartered Global Management Accountant, Porters theory of 5forces “is based on the concept that there are five forces that determine the competitive intensity and attractiveness of a market. Porter’s five forces help to identify where power lies in a business situation. This is useful both in understanding the strength of an organization’s current competitive position, and the strength of a position that an organization may look to move into.” (CGMA, 2013)

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5.3.1 Threat of New Entry If someone was thinking about starting a new business in this industry, it would be very difficult. The big companies are already working in this industry for many years and are too big of a competitor for start-up companies. It would not be feasible. Also, to start a company in this business you would need to invest a lot of money into it. Furthermore, to be successful in this industry, you would need to do years of R&D. 5.3.2 Buyer Power If we take into consideration the buying power of the buyers, construction companies are very much capable of spending a lot of money on their machines and power tools because their businesses are depending on them. There is a lot of potential buyers/companies. Some of the big names of the construction industry are: Skanska, Hochtief and Eurovia. Moreover, the buyers don’t really have much power to dictate the costs or terms of the power tools products. For example, Hilti is dictating the costs themselves. 5.3.3 Threat of Substitution Regarding the threat of substitution, it would be not so difficult to come up with alternative power tool products. Because of that, Hilti is trying to stand out on the market using their R&D to come up with new products together with innovations. Also, Hilti offers trainings and services which other competitors in the industry are not doing. Furthermore, the production of such products could be outsourced or automated. However, for that you would need to come with a huge investment.

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5.3.4 Supplier Power Hilti Czech is not producing any of their products as Hilti Global has factories in Lichtenstein, Germany, the UK and France. Therefore, I cannot say on how the suppliers are affecting the costs of production and prices of their products. 5.3.5 Competitive Rivalry The level of competition in this industry is high. The biggest competitive rivals are Bosch, Makita and Stanley. 6

Own professional opinion (focused on communication)

In my opinion, the company should improve their internal communication, as it is rather ineffective, chaotic and inconvenient. From my observations, I could see that employees are not entirely motivated to use all the internal communications channels. The reason might also be because they do not get any kind of training on how to use these channels. Sometimes it can be unclear on which some people are working on. This leads to some tasks being delayed on the way. By implementing a unified internal communication system, such as Microsoft Teams, it could lead to improve task management and more effective and efficient communication.

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Content and media production assignments 7

Content assignment #1

After a meeting with my supervisor in my second week at work I got assigned a first task to think of a content product that would monitor the important partners’ activities

I named this content assignment as Strategic Partners Digest. The function of the Strategic Partners Digest is to monitor and report of strategic partners activities, especially the VIP Clients of the company on a weekly basis. Every Wednesday morning, I would create this summary of our partners important activities that occurred during the week and after the lunch time I would send out this digest via email to all employees of Hilti Czech. However, this content had the main goal to inform the Sales Force, Area Sales Managers and Project Managers about the partners’ activities for them to know who to call in case of a future cooperation with certain clients.

Sales Force From total of 250 employees of Hilti Czech, big part of the company consists of 170 salesmen. Hilti’s main selling strategy is direct sales. Therefore, the Sales Force is considered as one of the most important departments of the company. The typical day of a Hilti’s salesman is usually going around the country with the intention to sell Hilti’s products.

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Area Sales Managers Area Sales Managers are regional directors of certain areas. These managers are taking care their salesmen teams. Project Managers Project managers are sales consultants. They are mainly responsible for communicating with construction developer companies. The Strategic Partners Digest is important for them as they get information about planned constructions and who will do these projects, hence there is a possibility for Hilti to provide these companies with Hilti’s products and sign a contract for further cooperation.

First thing I had to do was to create a Google email account where I would set up Google Alerts for any word connected to our strategic partners’ activities. I had to be careful which key words I would use to avoid junk mails and find the most relevant news and information.

Later, I would go through the news and select the most interesting and relevant ones. Following, I would use a Microsoft Publisher to create a short summary of certain news. Usually I would report 5-7 different news. To each news I would put a link to the original article. After completing, I would send out this summary via emails to the Sales Force, Area Sales Managers, Marketing department and Management Team. The example of such digest is presented in the appendices. For better understanding, I translated one of the digests from Czech to English.

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Content assignment #2

For the second content product, my task was to create a simple infographic that would explain the hidden benefits of Hilti’s products. The receivers of this infographic would be the customers of Hilti.

My idea was to use the “glacier metaphor” in the water. At the top of the glacier we can see the price of Hilti’s products. The price and the product are the first thing that customer sees. However, customers do not usually see the hidden benefits of the purchase, such as service, repairs, stolen products compensation, processes and extra batteries for cordless products. Therefore, I think that this infographic nicely shows the extra effort put in by Hilti.

I created this content product in Adobe Illustrator and the time spent on this was approximately 2 hours. My supervisor really liked the idea. Moreover, this infographic would be used in the Digital Catalog 2018, on the website of Hilti and in brochures for VIP Clients. The product is presented in the appendices.

VIP Client VIP Client is an individual or a company who has been cooperating with Hilti company for many years and has spent on Hilti products at least 1 million CZK = 39 thousand Euros per year. VIP Client usually signs a 2-year contract where the individual or a company gets Premium service, meaning repairs of Hilti’s products are included in the

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price and are repaired within 3-days, new products are presented to them in advance and lastly Engineering Support (project and building design) is included. 9

Content assignment #3

As my third content product, I decided to include a 3D model/infographic I was assigned to do. The receivers of this content would be attendees of the Sales Force workshop. This infographic would be used in the Sales Force workshop to understand with what materials they are going to be working with, what applications they are going to execute and what products they will need to work with such materials. It serves as kind of an information what they must prepare for. It took me 4 hours to create this infographic and I worked with Adobe Photoshop and Adobe Illustrator to execute this work.

In the infographic we can see concrete walls, brick walls, concrete floor with rebars and electricity switch. This indicates that the attendees of this workshop need certain tools in order to work with these kinds of materials. The concrete wall indicates that they will need to work with compact breaker hammer for light chipping work, brick wall indicates that they will need lightweight rotary hammers, the concrete floor with rebars indicates the need for using heavy demolition hammer together with electric cutters and the electricity switch indicates that they will be working compact cordless drill to work on some electrical switchboards. The product is presented in the appendices.

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Sales Force From total of 250 employees of Hilti Czech, big part of the company consists of 170 salesmen. Hilti’s main selling strategy is direct sales. Therefore, the Sales Force is considered as one of the most important departments of the company. The typical day of a Hilti’s salesman is usually going around the country with the intention to sell Hilti’s products. 10

Media assignment #1

My first media product that I was assigned to do is a Voucher for premium training. My task was to create a 2-page voucher that fits the corporate branding design and guidelines. I had to include brief information about different trainings, such as Firestop trainings, Anchor training, Installation training and Health and Safety training. The value of this voucher is also presented.

The purpose of these trainings is to educate the employees of our clients (companies we cooperate with) as it is our intention to improve the knowledge on such matters in order for the companies to be more productive, efficient and safer in their work processes. Hence, it gives Hilti higher probability that such companies will be profitable and therefore more cooperation opportunities arise.

The receiver of this media product would be attendees of such trainings, meaning employees of certain construction companies. It took me approximately 3 hours to create this voucher and I used Adobe InDesign for production. Product is presented in the appendices.

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Media assignment #2

My second media product I was assigned to do was a VIP Brochure. My task was to create a 12-page brochure that would include all important and relevant information. The receiver of such brochure is VIP Client. In this brochure I had to stick to the corporate branding design and guidelines. For the cover I had to choose a relevant photo from Hilti’s ImageBank to correspond with the VIP Clientele. Next, 2-page introduction from Hilti’s director Jan Radil and general and brief information about the company is presented. Pages 4 and 5 are about general Benefits of working with Hilti. Pages 6 and 7 are about what benefits will client receive if he/she becomes a VIP Client. Pages 8 and 9 are guidelines on how to become more productive and profitable. One of my content products was used here, the “glacier infographic”. Last pages 10 and 11 show an overview of benefits when cooperating with Hilti. Very last page serves as “Contact Us” page.

This media product took me about 8 hours to complete and was produced in Adobe InDesign. The content (text) was provided by the Strategic Marketing department. Other content, such as photos was carefully selected from the Hilti ImageBank. The VIP Brochure is presented in the appendices.

VIP Client VIP Client is an individual or a company who has been cooperating with Hilti company for many years and has spent on Hilti products at least 1 million CZK = 39 thousand

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Euros per year. VIP Client usually signs a 2-year contract where the individual or a company gets Premium service, meaning repairs of Hilti’s products are included in the price and are repaired within 3-days, new products are presented to them in advance and lastly Engineering Support (project and building design) is included.

Final internship report – Hilti Czech

27 Appendices

Content assignment #1

Final internship report – Hilti Czech Content assignment #2

Content assignment #3

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Final internship report – Hilti Czech Media assignment #1

First page

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Final internship report – Hilti Czech

Second page

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Final internship report – Hilti Czech Media assignment #2

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CGMA. (2013, 06 11). Porter’s Five Forces of Competitive Position Analysis. Retrieved December 18, 2017, from Chartered Global Management Accountant: https://www.cgma.org/resources/tools/essential-tools/porters-fiveforces.html Czech Ministry of Industry. (2017). Construction industry in the Czech Republic. Retrieved from Czech Ministry of Industry: https://www.mpo.cz/cz/stavebnictvi-a-suroviny/informace-zodvetvi/stavebnictvi-ceske-republiky-2016--227317/ Export.gov. (2017). Czech Republic - Information Technology. Retrieved from Export.gov: https://www.export.gov/article?id=Czech-Republic-InformationTechnology Hilti. (2018). About Us. Retrieved from Hilti: https://www.hilti.com/content/hilti/W1/US/en/company/abouthilti/company-profile/about-us.html OECD. (2017). Czech Republic - ICT. Retrieved from OECD - Better policies for better lives: https://www.oecd.org/sti/outlook/eoutlook/sticountryprofiles/czechrepublic.htm Van Dam, N. (2015). Organization and Management: An International Approach. Netherlands: Wolters-Noordhoff B.V. Wikipedia. (2018). Czech Republic. Retrieved from Wikipedia: https://www.wikiwand.com/en/Czech_Republic