The development of an organization's strategy is reduced to a theoretical analysis of the company's activities by developers who detail and implement this strategy. At the same time, it can never be thought out or calculated 100%, and its correction is simply a necessary procedure.
Instructions
Step 1
Use traditional methods to develop an enterprise strategy. Conduct a SWOT analysis of the internal and external parameters of the organization. This will allow you to identify the threats and opportunities for the company. To make this analysis look clearer, build its matrix.
Step 2
Select products and markets in which these products will be sold. Build an economic strategy and use it to determine the available resources of the company that are needed to sell these products.
Step 3
Determine the weak and strong positions of the company in the market. Then find those areas in the organization where strategic change (as predicted) can deliver the most value for the business.
Step 4
You can develop a strategy for the firm according to Porter. This requires:
- determine the most advantageous position in the market that can provide the best protection against the strengths of competitors;
- make a forecast of the potential for profitability of the company's production activities;
- to develop measures in the form of strategic moves aimed at making it possible to take a more advantageous position in the economic market.
Step 5
In turn, in order to consolidate the leadership position for your company among competing enterprises, base the development of this strategy on the following procedures:
- determination of the distinctive, unique properties of the company and its finished product;
- assessment of collective skills (cumulative systemic competence) of employees of the enterprise;
- focusing the firm's attention on core competencies that form the basis of the strategy;
- development of a leadership strategy;
- ensuring the non-reproducibility of specific core competencies of the enterprise.
