ANALYSIS OF THE STRATEGY FOR THE FOUNDRY ROLLING COMPLEX OF THE "UNITED METALLURGICAL COMPANY"

The article presents the analysis of the strategy one of the leading enterprises of the "United metallurgical company" – the Foundry Rolling Complex using the typologies proposed by A. Chandler, M. Porter, Miles and Snow, V. Gerchikov. It is established that the need of the development strategy of the company was initially linked to the need for the owner and a hired Manager to agree on what areas should be developed to take into account the interests of both. The article identified: the long-term goal LPK, short term goals, ongoing courses and allocation of resources. From the point of view of competitive strategies A. Chandler, it was found that at present forestry uses "positive" strategy aimed at active consolidation of its position in the market and to enter new niches. According to the typology of M. Porter the company is gradually moving to the use of the differentiation strategy – the possibility of competition due to the uniqueness of a product with broad market coverage. According to the typology of miles and snow's the company follows a strategy of analysis, while achieving operational excellence and developing new products. The predominant component of the LPK, determining one of the six basic missions proposed by V. Gerchikov, is to focus on the area, which somewhat restricts the ability of the company to reduce costs and improve efficiency. Strategy analysis, performed using several typologies, has led to the conclusion that the company needs to actively develop new products. Is present on the same market of oil and gas pipes should look for new niches to supply steel builders, automakers, etc. To the base component orientation on site, you need to add the orientation to the case or result, without which successful competition will be impossible. The article also noted that to achieve long-term goals of forestry should stick to any one strategy.