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Regular version of the site

Student
Title
Supervisor
Faculty
Educational Programme
Final Grade
Year of Graduation
Madina Tasoeva
Development of the Strategic Alternatives for the Organization Providing Psycho-diagnostic Services
Faculty of Management
Bachelor’s programme
9
2014
Within this paper the main stages of the strategic alternatives development are highlighted using the known tools and models of the strategic management. In the result of the research the recommendations for strategic development are suggested for the company that provides psycho-diagnostic services. This market is a fairly new and upcoming one, so it can be described as a dynamic and insufficiently studied market. Consequently, companies, operating in this sphere, should clearly think through the ways of achieving their long-term goals, taking into account the factors of their external and internal environment. In addition, the studied company is at an early stage of its development and has not previously dealt with the issue of the development of the strategic alternatives, focusing its attention on the short-term tasks. This confirms the importance of the results of this study for the particular company.Thus, the aim of this paper is to develop strategic alternatives for the organization providing psycho-diagnostic services for the next 2-3 years.To achieve this goal, the study addresses the following objectives: To examine the basic methods and tools of strategic analysis; To give general description of the organization; The analyse the internal and external environment; To develop the strategic development alternatives studied organization.The firm`s external environment is analysed by the tools of the strategic analysis such as PEST-analysis and Porter's 5 Forces model. The internal environment of the company is analyzed using SNW-analysis. What is more, the SWOT matrix is ​​constructed, integrating the external opportunities and threats, and the strengths and weaknesses of the organization. On the basis of this data the strategic alternatives are developed.As a result of the research the several strategic alternatives are designed for the particular organization, providing psycho-diagnostic services, for the next 2-3 years: 1) Increasing the share of existing services on the current market. The following tasks should be accomplished to implement the recommended alternative: to sign an agreement of cooperation with the centers of additional education and educational institutions; to develop loyalty programs. 2) Development of the product and innovative services. It is possible to implement the alternative by achieving these objectives: to continue collaboration with RAS (Russian Academy of Science) in order to develop the standardization of the vocational guidance methods; to improve the biometric testing; 3) Careful promotion by getting a government grant in support of small business in the amount of 500,000 rub.Keywords: Strategy, Strategic Alternatives, The psycho-diagnostic services market, External environment, Internal environment.

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