The main point that the reader should draw from this article is the special perception of doing business as a mobile model that always exists in its context. At the very beginning of the article, the author presents a number of facts that have been scientifically clarified only in recent decades (Ovans, 2015). The point of business is that it’s not just pricing that drives financial competition. There are several additional levels that allow the entrepreneur to assess their own strengths in the management of the company. First of all, this is an awareness of the possibility of a replacement for the product being sold or additional competition in a specific field of sale. Each company conducting business must assess its risks depending on the status of the proposed product and only then plan its financial strategy.
Moreover, the methods proposed in the article for increasing efficiency within the company seem to be interesting and useful for practical application. Efficiency can be perceived as a positive ratio of productivity and sales and therefore be put as a top priority for a business company. Merging businesses with larger, smaller, or equal manufacturers seems to be a useful strategy. In a win-win deal, the efficiency, productivity and financial position of mutually supportive companies can only improve.
The key factors determining the strategy in doing business are the ability to analyze one’s position and adapt to the surrounding situation. Understanding the strengths of a company and understanding the semantic and conceptual core of the business seem to be extremely important here. Knowing one’s success factors is necessary in order for a company to truly take its rightful place in today’s entrepreneurial reality. Without realizing their business as a system in which each element has significance for a particular company, the director will not be able to develop a unique strategy.
To achieve any goals in the development of a business company, a specific strategy is required. Accordingly, any developing business company needs to define its main tasks and strengths in order to set not only the desired but also economically profitable and achievable goals. At the same time, it is important that the strategy is an integral part of long-term planning, which should be developed by any company that plans to maintain its position in the market and leave its imprint on it.
The distribution of potential strategic opportunities into three types mentioned in the article seems extremely curious and deserving of attention. The business leader can create an original product with no analogs in the market or a business strategy that will offer innovative business solutions. These options are about creating something new and represent the first type of strategy. In the second typological case, the business has the opportunity to build on existing experience and material, that is, to improve. The third option for doing business is to prioritize trends as driving trends in business. Such a theory isolates people from the results of their activities and the processes taking place in the economy. However, this strategy may seem risky. It is likely that tracking trends can lead a company away from where it is most advanced, that is, from more realizable and, as a result, profitable goals.
An attractive theory seems to be presented in the idea of company flexibility as a particular kind of strategy (Ovans, 2015). This hypothesis seems to be especially valuable in the modern reality of rapidly changing audience demands. The surrounding marketing modernity is expressed by changing values and tastes in combination with technologies and methods of production of products that are improving and replacing each other at a rapid rate. That is why the superiority of the ability to make instant decisions and not stick to long-term strategies is perceived as quite valuable at the moment. At the same time, this strategy overlaps with the concept developed in the third camp of business economics opportunists. However, one can perceive it not as a search for any opportunities but as a readiness for any fluctuations. This business policy does not have to be aggressive; rather, its specificity lies in its swiftness and accuracy.
Thus, only by realizing its strengths and weaknesses and having an understanding of the company’s unique position in the market is it possible to start developing a strategy. Prior to this first-order stage, no consistent structuring of actions is possible, or, in any case, this strategy will not be truly justified. At the same time, the strategy should by no means be perceived as a kind of permanently fixed sequence of actions, the mechanics according to which the enterprise will function. Strategic planning is distinguished primarily by a certain dialogic with reality and implies a constant readiness to respond to changing environmental requirements. The ideal strategy is also capable of predicting how exactly the financial or consumer reality will change. By predicting and staying ahead of trends, a company may also be able to create new business precedents, which is perhaps its highest creative point. It is in order to fully unleash the opportunities and potential of the company that the development of a suitable and, at the same time, flexible strategy is needed.
Ovans, A. (2015). What is strategy, again? Harvard Business Review.