The strategic planning process includes strategic analysis (“portfolio analysis”). It is a strategic planning tool, on the basis of which managers assess the company's performance and determine the most profitable and promising areas for additional investment or development. The most common portfolio analysis method is the construction of two-dimensional matrices. After filling them out, the manager receives a visual document comparing industries, departments, products according to the specified criteria. This is done in one of three ways:
1. Tabular, when the values of changing parameters increase with distance from the graph of the names of these parameters.
2. Coordinate, when the data increases with distance from the intersection of the coordinate axes.
3. Logical, when the data is entered, starting from the lower right corner and moving to the upper left. In foreign practice, this is the most common method.
The stages of strategic analysis include a sequential assessment of the environment according to 3 parameters: the external environment (economic situation, legal regulation, political aspects, natural conditions and resources, socio-cultural factors, etc.), the immediate environment (suppliers, buyers, labor market ) and the internal environment of the company (personnel, management, finance, marketing, organizational culture). A strategy is a certain direction of the company's development to achieve its goals, which describes the scope, means and form of its activities, relationships within the organization and positioning in the external environment. Choosing a strategy is one of the key steps in the strategic planning process. It involves the development of several development paths, their assessment and determination of the optimal alternative. The strategy is chosen taking into account the competitive opportunities of the business and the prospects for the development of the sphere as a whole. Sometimes the choice is influenced by the technological capabilities of the company.
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