The development, implementation and implementation of the organization’s strategy is a complex, multi-level process, often greatly stretched in time. Highlighting the mission and goals of the organization, analyzing the organizational environment, viewing the possibilities for choosing a particular development scenario, directions of strategic development and establishing criteria for the feasibility of one of them, monitoring, correcting the course of development – these and other actions of the process of strategic change are closely interrelated, characterized by deep interaction and mutual influence. The process of developing a competitive strategy usually does not end with any immediate action, but establishes general directions, the promotion of which contributes to the growth and strengthening of the company’s position in the market.