Content area
Full Text
Abstract:
This paper presents the importance of developing and analyzing strategic alternatives in a company in the allocation of resources among different strategic areas of activity. Our strategy must be realistic and mobilizes the necessary resources for its development, conditions which ultimately ensures a high level of success and profitability of the company. The analysis of strategic alternatives can be based on several managerial models and in this paper we used as model the Boston matrix analysis Consulting Group (BCG). The objective of this analysis is the company's focus in the allocation of resources among different strategic areas of activity.
Keywords: strategy, strategic alternatives, competitive position, market
1. Introduction
The strategic information system comprises a set of data of known global company, both currently and in the future. It must be sensitive enough to perceive and that very weak signals in the system, but in the future could affect a whole. The main role of strategic information system is to provide information needed for the strategic decision of the company. The information that make up this system must meet certain conditions:
1. It must be synthetic and with a high degree of aggregation;
2. The information must be primarily qualitative rather than quantitative;
3. Are future-oriented outlook of the company, wishing it to be a relevant starting base for safe enough anticipations of events;
4. The information must be both extroverted, describing the current environment of the company and its development and analysis skills allowing introverted firm and weaknesses / his country.
The objective of this analysis is the company's focus in the allocation of resources among different strategic areas of activity. Following the strategic analysis can determine appropriate strategies both in the assembly of a large company and group level in the company.
The general principles of analysis models portfolio of strategic alternatives is to set the strategic position of each area based on two criteria: attractiveness of markets (with indicators such as: accessibility market growth rate, market size, stage in the life cycle, the price level the level of margins, competitive intensity, possibilities for product differentiation, etc.) and competitive position of the company (with indicators: relative market share, low cost, novelty product, technical and technological level control of intermediaries, brand...