Application of the Process Approach to the Development and Implementation of Company Competitive Strategy
The article presents the results of a study of the application of the process approach to the implementation of a company’s competitive strategy. It is noted that leading researchers traditionally analyze the work on strategies in the context of the vertical development of hierarchical structures of company management. The emphasis is on the need to take into account the key condition for a successful business: customer development, not product creation. Therefore, it is important to create a business process aimed at meeting customer needs. As one of the tools for creating and implementing a competitive strategy, the author considers a strategic session, and the condition is the involvement of interested parties in the process of organizing and conducting it. The purpose of the study is to identify the key differences in the process management of the company, to prove the presence of competitive strategic advantages of the process approach, orienting the business process to satisfy consumer needs. To achieve this goal, the questions were addressed aimed at revealing the advantages of the competitive strategy of the company as a management business process, as well as evidence of the need to use the technique of describing a business process focused on the consumer. The research hypothesis is as follows: developing a competitive strategy for a company is a key process in managing a business from a startup to creating and implementing a product. The process methodology of company management was applied to conduct the research. The result of the study was the substantiation of the key importance of the company’s competitive strategy in the process management of a startup project, including vision, detailing, and adjustment within the framework of a permanent strategic session.