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Variant 3. Violent sub-strategy + risks insurance sub-strategy + credit default
swap + branched horizontal diffusion and etc.
Such accordance of sub-strategies enables to expand their understanding, focus
on the peculiarities inherent only to this type of activity in general, and in business
processes that it includes in particular; the approach allows eliminating any error at any
stage of sub-strategy definition without a necessity to review the entire process.
Suggested theoretical and methodical approach to formalization of the venture strategy
development process of an industrial enterprise taking into account selection and
consideration of sub-strategies that include peculiarities of venture, innovation,
investment components of this activity, as well as all types of risks and peculiarities of
their minimization, enables business entities to formulate their strategy clearly and
coordinate all management activities in such a way that the efforts of participants are
effective.
The theoretical and methodological basis of the breakthrough strategy
development for industrial enterprises. Each company is unique and therefore there is
no universal strategy that could be implemented even at similar enterprises with the
same efficiency. Miscalculations in determining strategic priorities and methods for
their achieving often mean a collapse of this business entity. Therefore, companies pay
great attention to development and implementation of its strategy, and the problem of
selecting (developing) special strategies of activities (for different levels, periods,
divisions, etc.) is urgent for each of them.
It should be noted that Ukrainian manufacturers underestimate the existing
capacities (opportunities and resources) of their enterprises and are afraid of radical
innovations, using traditional strategic decisions. Experience of leading innovative
enterprises proves that success and risk are inseparably connected and only pioneering,
innovative strategic decisions are able to bring the company to a leading position.
For each enterprise, a strategy is a general, complex action plan for achieving a
specific goal. The sequence of strategy development was researched by many scholars
[2; 3]. We support the idea that developing a strategy for an enterprise is relevantly
generalized in a sequence, which includes the main stages and the most important
actions presented in Fig. 1. To the above-mentioned list of stages, it is reasonable to
add strategy impact assessment (planned and actual) as the last stage. The
organizational structure of enterprise management must also be improved.
Drucker P. notes that such a phenomenon as the only correct organizational
structure does not exist. There are different types of structures, each has its strengths
and weaknesses. The organizational structure is not an end in itself. It is a tool by which
the efficiency of employees’ common labor can be increased. The existence of a
company depends only on confident leadership in any situation of increased risk [6].
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