FORMATION OF STRATEGY AND STRATEGIC ALTERNATIVES OF THE ENTERPRISE

Abstract

The article summarizes foreign and domestic researchers' opinions on the sequence of stages of development and selection of enterprise strategies. The order of strategic analysis in the aspect of solvency, liquidity, and financial condition of the enterprise, taking into account the influence of internal and external environment factors, has been formed. Such directions are determined by the stated goal of the article, which consists in the development of a system of strategic analysis indicators and the application of methods, models, and methodological approaches, advantages, and disadvantages of choosing a strategy and strategic alternatives to ensure a high level of competitiveness of the enterprise and clearly defined guidelines (directions) to which it strives and what he wants to achieve in his activity. The system of indicators for the objective assessment of the past and present financial and economic changes of the enterprise, taking into account the competitive environment of its operation and orientation towards the choice of a certain type of basic types of strategic development, gained further development. It is noted that the long-term conquest of the market and the provision and acquisition of competitive advantages on it require the enterprise to: have a clear idea of the directions of production or services where it is ahead of competitors or differs from them in a better direction; to fill the defined goals in one or another field of activity with the specific content of the chosen strategy and strategic alternatives; use benchmarking methods when comparing a specified enterprise with a standard. In particular, the comparison with the best analogues is proposed to be carried out based on the evaluation of financial and economic indicators and the sum of places for each indicator of the enterprises participating in the evaluation; by multivariate comparative analysis; according to the method of calculating distances to the reference object. Some graphic and matrix methods and models of qualitative analysis of the internal and external environment of the enterprise's functioning in the justification of strategic decisions are considered. Disadvantages of matrix methods are indicated. In particular, the simplification of reality, the static and subjectivity of the assessment, the limitation in the reflection of the real situation, and the heterogeneity of the results. Methodological approaches to evaluating the choice of strategic alternatives by criterion, expert, factographic, and combined methods are summarized and their advantages and disadvantages when used are characterized.