The choice of strategies of the enterprise

Management of the Company

The choice of one or another strategy by senior management after careful analysis of the external environment, internal strengths and weaknesses of its sides. To select a certain strategy should be to ensure stable development and efficient operation in a competitive environment.
Assessment and analysis of the external environment of the enterprise has the goal of preventing and reducing the negative impact on its business of economic, political, market, competitive and other factors.
The analysis of internal strong and weak sides of the enterprise involves the study of General financial and economic condition, pace of production and sales, the level of organization of marketing activity, the current system of payment and motivation of personnel and its influence on the final results, the state of the organizational culture of the enterprise, etc.
Only after identifying strengths and weaknesses of the enterprise, identifying problems that require immediate intervention and agreeing strengths and weaknesses with external threats and potential opportunities choose a specific strategy.
In practical activities of enterprises is most often used four strategies: 1) growth; 2) moderate growth; 3) reduction; 4) combined.
Most businesses often choose a growth strategy. The growth strategy inherent in particular new and relatively young companies that strive to quickly occupy the leading positions, or those who quickly innovate, scientific and technical progress. Such enterprises tends to constant and rapid increase in activities. These businesses today include such world-famous companies like Microsoft, engaged in developing and manufacturing computer programs.
Strategy moderate growth inherent in companies that have taken a firm position in the market and operate in traditional sectors, for example, in the non-manufacturing sector - the enterprises of mass and McDonald's fast food.
Reduction strategy, which the heads of companies choose it is Very rare, is often called the strategy "the last sunset". The essence of this strategy lies in the fact that the volume of production, trading and other activities set at a lower level than in previous years.
This alternative often involves a reorientation of the enterprise on other types of activities. This strategy can involve all business or only its sub-divisions, while others continue to operate in the previously set mode.
In practical activities of enterprises, often combined strategy that includes a particular ratio of the elements of the previous. In the framework of one unit of the enterprise develop quickly, others moderately, and others - stabiliziruemost, fourth, reduce the scope of their activities. In the end, depending on the specific combinations of these approaches to the choice of strategy will take place General growth General stabilization or reduction in the overall capacity and scope of activities of the enterprise.
In modern conditions of managing this strategy to the greatest degree corresponds to the real operation of enterprises.
After the implementation of the strategy for the management of the company should evaluate.
Assessment of the strategy carried out by comparing the results of the company for a certain period. The evaluation process is used as a feedback mechanism for adjustment in case of deviation of the strategy. Assessment strategies should be systematically and directly at all levels and at all levels of enterprise management.