1. The modern development of the global economy forces businesses to formulate their
business strategies in the respect of the need for competitiveness within the market of
manufactured products, provided services, meeting customers’ expectations or overtaking
competitors. The strategy focused on the development of new products or improvement of
services requires from business management relevant analysis and assessment of business
environment in order to determine the direction of development of science and technology,
which allows the design of products presenting high level of construction techniques and
formulas and production technology, as well as the application of the latest solutions on
organization and management.
Only companies whose production processes / services will be targeted, taking into account
criteria such as quality, cost, speed in the implementation of innovative processes, will be able
to achieve success in the market, maintain their customers or overtake them from competitors.
The observation of environment can indicate favorable and unfavorable factors, good
opportunities for obtaining high rates of sales, revenue and profits. To achieve this the
company must be able to use the opportunity, restrict emerging threats, strengthen the forces
of its activities, and eliminate or reduce existing weak factors. While building its strategy, the
company must take into account the changes in demographics, the current economic situation
in the markets, as well as modern legal, social and motivational solutions. For its sake it must
skillfully determine mission of its activities, as well as the general and specific objectives and
functional destinations. Given the rapidly changing global and competitive environment the
small, medium and large enterprises must be able to formulate its strategy, develop ways of its
implementation and ensure the appropriate management systems to enable their
implementation. They are forced to prepare detailed programs and budgets providing
measures to ensure the implementation of programs, and procedures for implementation. The
determination of company strategy, considering the internal and external environment, as well
as the implementation of the strategy and its further assessment and monitoring, forces the
company management to provide the appropriate organizational fabric, ensuring the proper
dynamic strategy creation and its verification in the course of implementation (controller).
The aim of this paper is to present methods of creating the development strategy of the
"Nord" company, based on the results of the analysis of resources and method of strategic
analysis, carried out by various mutually complementary tools. This objective has been
achieved through studying relevant literature and empirical studies carried out in the
company. The study used the method of analysis of documentation, analysis of company
resources and strategic analysis method. Further the following hypothesis has been put

2. forward: since the "Nord" has specialized in the provision of maintenance and paint system
services on the ship repair market and has a staff of highly qualified workforce while the
market is very being volatile, the greatest opportunities of development seem to lie in finding
more sources of competitive advantage and expansion into related markets. The paper raises
the question of using the strategic analysis method in the process of formulating development
strategies determined and relevant for the global market.
The paper consists of three chapters. Chapter One provides the theoretical part and is
based upon the literature from the field of strategic management. The methodology of
creating the strategic analysis has been presented, further basic definitions of the strategies
and their classifications have been numbered. The paper describes a number of different
methods of analysis, with particular focus on four most commonly used:
• PEST covering the characteristics of the four main factors of external environment;
• Porter's five forces, aimed at identifying threats from the barriers and competition,
including the possibility of opposing those phenomena;
• Portfolio methods (matrices product-market), allowing the recognition of the situation in
the range of company's products / services and markets;
• TOWS / SWOT, which allows the recognition of the company's position in terms of its
capacity toward the competition and opportunities and development risks.
In addition to this chapter various types of strategies in relation to various criteria are
being presented. The first group of four strategies is determined by the quad-matrix Ansoff,
and their shape is relevant toward the product / service (old-new) and the market (old-new).
Presented strategies do not cover all the issues of the company’s future course, but will allow
the general orientations of further proceedings in the way of development. The second group
consists of strategies to deal with competition, a factor which is directly responsible for the
current situation of the company. In addition, factors determining company’s actions
connected with the range of operation have been presented.
The second chapter is devoted entirely to the "Nord" company. In addition to general
characteristics, its mission and objectives set out for the next few years have been presented.
In the third section the results of strategic analysis conducted upon the methods
presented in the first chapter - factors of macro environment, the competitive environment,
portfolio analysis, based on a matrix "BCG" and "ADL" and TOWS / SWOT analysis have
been set out. The interpretation of the obtained results has been used to formulate the
guidelines for the development of the company, which should form the basis for its future
strategy.