Developing a strategy concept on micro levels

Relevance of the topic of the study is that the conflicting tendencies of economic development, the need to consider a variety of factors internal and external environment in a changing operating environment in the paramount problem of providing concept enterprises as concept distributed in time. Variety of factors that influence the activity of enterprises, the ambiguity estimates of their effect, often lack the possibility of their accounting and forecasting, the complication of the problem to identify the interdependence of external and internal parameters of management lead to serious negative consequences, and often to the destruction of production and the economic system. This raises the need to develop new approaches and management techniques the intra interaction, based on the use of tools of market relations and the transformation of the elements of the market at the enterprise level. Insufficiently complete theoretical study concept issues, lack of models, diagrams, algorithms for the formation mechanism of industrial relations on the principles of intra-enterprise, ensuring longevity economic enterprises by integrating and mobilizing intra-building, determined the choice of the research topic. Strategy - an integrated model of action designed to achieve the objectives of the enterprise. Content of the strategy is a set of decision rules used to determine the main directions of activity. In the literature on strategic planning, there are two opposing views on the understanding of the strategy. In the first case the strategy - it is a concrete long-term plan to achieve a certain goal, and develop a strategy - it is the process of finding a purpose and making long-term plan. This approach is based on the fact that all the emerging changes are predictable, occurring in the environment of the processes are deterministic and amenable to complete control and management. At the same time, both within the organization and outside it there are new contingencies that do not fit into the original concept of the strategy. They can, for example, to open up new prospects and opportunities to improve the status quo, or, conversely, to refuse to make the proposed policy and action plan. In the latter case, the initial strategy becomes unfeasible and the company moves to review and formulate urgent strategic objectives.