Alternative strategies of business development

Abstract

Introduction. A necessary condition for raising and improving the economic situation in Ukraine is the improvement of the management structure of the organization, the introduction of modern management methods, namely strategic management. In today's unstable conditions of business, it is very important to understand the purpose of one's existence and the clarity of establishing further actions according to the plan, because often most companies are forced to close down their activities. It is for this purpose that a development strategy is developed and implemented for the long-term perspective and effective functioning of the enterprise. If we take into account the complexity of managing the effective development of the company, there is a need to develop and use scientifically based modern management technologies, as well as mechanisms that motivate development in the perspective that takes into account strategic directions. The purpose of the paper is the selection and analysis of a number of alternatives for the strategy of business development. Results. The company's strategy is a set of its main tasks and main ways of achieving the set goals. The strategy of each enterprise includes three stages of the formation process: the general strategy of the organization is formed; a competition strategy is being formed; competition functions are defined. The strategy of stability is a concentration on current areas of entrepreneurial activity and its support. A growth strategy is a kind of expansion of the enterprise by capturing or appropriating new markets. The production strategy is mainly focused on decisions related to the use of the necessary capacities. Marketing strategy consists in defining some goods, services and offers on the market. The financial strategy consists in the forecast of the financial indicators of the strategic plan. Conclusion. In the process of strategy formation, the criterion for choosing alternatives should be the direction in which the enterprise has good prospects. It is necessary to avoid building a strategy taking into account the types of activities that the enterprise was engaged in little or not at all. In other words, the strategy should correspond to the strengths and weaknesses of the enterprise and its competitive capabilities.