Advances in Environmental Biology

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1 Advances in Environmental Biology, 8() Special 204, Pages: AENSI Journals Advances in Environmental Biology ISSN EISSN Journal home page: Formulation strategy for Toseh Omran Shahrestan Naein co Behnam Valinezhad, Kamran Nourbakhsh Faculty of management, Islamic Azad University, Central Tehran Branch, Tehran, Iran. A R T I C L E I N F O Article history: Received 25 April 204 Received in revised form 8 May 204 Accepted 20 May 204 Available online 6 August 204 Keywords: Strategy, organization, external environment, internal environment A B S T R A C T Appropriate strategies of an organization are the results of identifying the internal and external environment and selecting the proper conduct vision and mission (mission or philosophy) the ethical values and analyzing the strengths and weaknesses of the organizations and opportunities and threats and determining the company's position in the presented matrix and selecting strategies based on that position via known scientific and experimental methods including Swat matrix, competition matrix, space Matrix, internal and external factors matrix and prioritization of strategies achieved through strategic planning matrix is quantitative that is done in order to implement strategic management. The first stage is the formulation of strategies and management theories, planning and implementation strategies are the second stage and third stage is performing and evaluation of strategies and then the control phase of strategic management. The current research is an effort to develop a viable strategy of development, survival and cancelation of beneficiaries of TOSEH OMRAN SHAHRESTAN NAEIN co. And the main research question is: What are the Set of optimal strategies for TOSEH OMRAN SHAHRESTAN NAEIN co in organizational, business and jobs level? In this research process is as follows: First: internal and external analysis will be performed for identifying problems and issues (threats, opportunities, strengths and weaknesses). Second: a strategic path will be specified as well that includes a vision, mission and ethical values. Third: the analysis is carried out for mining strategies with the use of internal and external factors evaluation matrix tools, competitive matrix, space matrix, Swat matrix internal and external factors matrix and on the basis of results, strategies are achieved: during a session with industry experts and senior executives, similar strategies are compared and appropriate strategies can be selected and then it can be decided about prioritization of strategies of the previous stages using the quantitative planning matrix and strategy document is formulated So, based on the priority of strategies, task strategies of departments are prepared. It should be noted that the present investigation is of Prospector type and data is collected through questionnaires and interviews accompanied with company documents, consultative meetings and brainstorming. 204 AENSI Publisher All rights reserved. To Cite This Article: Behnam Valinezhad, Kamran Nourbakhsh, Formulation strategy for Toseh Omran Shahrestan Naein co. Adv. Environ. Biol., 8(), , 204 INTRODUCTION In an environmental which the Political, economic, social, cultural, physical and technological factors are changing and are human beings and communities will not be able to accurately anticipate changes. it is not possible to overcome the threats resulting from these changes with no program or based on short term operational planning and even long term and annual planning. Therefore, according to the environmental changes that have already taken their considerable acceleration and the complex environment of trade and commerce so, employing a comprehensive strategic planning necessary for facing this turbulent environment seems necessary more than ever and compiling and using a program beyond the long-term planning at all levels is important to the organization. On the other hand, understanding and paying attention to the environment, to analyze and take action in accordance with it, is necessary for organizational survival and growth. Therefore, compatibility and compliance of the organization with the environment will be considered as a fundamental necessity and condition for survival and growth of organization. Hence the TOSEH OMRAN SHAHRESTAN NAEIN co is searching for compilation of strategies for continuous activity and maintaining in their activities have selected developing strategic plan for reaching this goal. Corresponding Author: Behnam Valinezhad, Faculty of management, Islamic Azad University, Central Tehran Branch, Tehran, Iran. valinezhad52@yahoo.com

2 4 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: Research questions: What are the optimal strategies for the TOSEH OMRAN SHAHRESTAN NAEIN co? What are the strategies of the TOSEH OMRAN SHAHRESTAN NAEIN co in organizational, commercial and task level? Therefore, the following axial questions are posed: What are the company's strengths and weaknesses? In this axial question the points such as the strengths and weaknesses in different areas of work shall be discussed. Since that evaluation of the strengths and weaknesses, the emphasis on three categories of main system elements (resources, the strategy or process, the performance) is raised. Then in internal evaluation and for the identification of strengths and weaknesses, these factors will be taken into consideration. 2 What are the effective opportunities and threats of external environment? In this axial question, points such as the effective opportunities and threats on different areas of work are discussed. Since the three major interested categories of in the study of the opportunities and threats include pressures and trends, actual and potential customers and rivals, the pressures and trends are classified in five categories at the political, economic, social, technological and physical. So a complete list of existing opportunities and threats which the company's is faced with on its activities are identified and introduced. What solutions are there to fix the existing weaknesses in company? 4-What solutions are there to deal with the environmental threat in front of company? 5-What solutions are there to strengthening the existing strengths of the company? 6-What solutions are there to use of environmental opportunities available in the company? The conceptual model of research: In this study, the harrison- Karen planning model is considered as the basis of research model. Harrison Karen strategies Model is comprehensively written for large organizations and with diverse businesses. But in this research, it aims to formulate strategies for a company which includes a unit of production, therefore, taking into account the definition of business strategy and organizational strategies that are discussed in the second part (literature) of this research quoted form strategic management book (principles and methods of action) by The conceptual model for the formulation of the strategy is designed modeled by harison-karon model and taking into account the Thompson Gampel theory about the process of compiling a strategy for an organization with a business and the strategies of company are formulated based on that. It must be mentioned that the harrison Karen model is considered to be the basis due to being comprehensive and up to date. Conceptual model of the process of formulating the strategy is formed of three parts based on the Harrison- Karen model based on Figure and environmental analysis is separated from the compilation of strategy and a stage called strategic path is considered, which include developing the mission, vision, business operations and ethical and social responsibilities. Strategic planning model of Harrison-Karen: Compilation of Strategies is formed of three-part based on Harrison-Karen model and the environmental analysis is separated from the compilation. A stage called strategic path is considered which includes developing the mission, vision, business operations and social and ethical responsibilities. The environment is under analysis in this model like former models. Environmental factors are established in two parts of internal environmental factors external. The analysis of External environment requires evaluation of macro environments and micro environments (specialized), so that the process of threats and opportunities are characterized and a path is provided for strategic direction. Macro environment includes internal and international forces such as; social-cultural, economic, political and technological trends. The macro environment creates a condition which affects both inside and the micro environment of company. Micro environment includes foreign beneficiaries, groups or individuals outside of the Organization, which are considered to be under the influence of the Organization, or have major effect on it. Foreign beneficiaries include buyers, suppliers, competitors, competitors, governmental agencies and Department/local heads and all sorts of other foreign groups that have a contribution in the Organization []. Internal beneficiaries include managers, employees, private owners and their representatives (Board of Directors) who are sharing in the interests of the organization. Analysis of macro Environment analysis includes a vast evaluation of all the resources, facilities and the abilities of the Organization in order to determine strengths, weaknesses, opportunities to competition point and realization of organizational foundation that must be corrected (same source, 28) Evaluation of the strengths and weaknesses of the Organization

3 42 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: Fig. : the conceptual model of research [] There are different patterns for the evaluation of the strengths and weaknesses of the organization, as follows: financial analysis, value analysis, value chain analysis and task analysis With the systematic study of Porter value chain different activities of the Organization that create added value can be the identified. Value chain analysis may be used for identification of key processes and resources that show the strengths of the Organization, identification of sections which need improvement or identification of the opportunities that provide a competitive advantage. Value chain divides Organizational processes to certain activities that create value for the customer. The first classification is the primary activities which are divided to duties such as internal support, the mission process, external support, marketing, sales and services (same source, ). Financial analysis: Financial analysis is used to show the financial growth and promotion of the Organization. The financial analysis is an important strategic tool which is used by managers for performance evaluation, identification of strengths and weaknesses and to determine the operational path. Financial analysis includes measurement and comparing of the following two factors: The comparison of the organization with its rivals, to assess financial strengths and weaknesses of, comparison with organization's itself, for displaying the realization of operational routes (same source, 4). Task analysis: The main activities which result in creation of added value via the institutional framework of strengths and weaknesses need to be studied in-depth on special operations of the Organization and the duty circles (same source, 6).

4 4 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: Evaluation of the external threats and opportunities: In order to evaluate existing opportunities and threats in the external environment, all external factors and the different role of each in creating opportunity or threat must be understood. Overall, regardless of these factors in no way, a correct understanding will be achieved. Patterns of evaluation opportunity-analyzing competition (Porter five forces model) according to this pattern it can be said that each factor which is a strong is considered as a threat because it will probably decrease the profit. On the other hand, each factor that is weak may be considered as a chance because it may provide the opportunity to obtain higher profits as well. A company should evaluate the significance and role of each its forces besides assessing its industrial activities (same source, 4). 2- Industry analysis (external factors evaluation matrix) Strategist can evaluate economic, social, cultural, political, legal and technological factors with external factors evaluation matrix (same source, 5).. Competition assessment matrix Using this matrix the main rivals and the strengths and weaknesses of them can be identified with respect to the company's strategic position. The factors of competition assessment matrix are broader than the success factors of the organization, they do not include certain specific data, and even they can possibly combine with internal issues of the Organization (same source, 6-). 4- External beneficiaries model In this model, the effectiveness of organization is measured commensurate with the rate of supply of external beneficiaries satisfaction. The main philosophy of this model is based on satisfying key individuals and survival of the organization. Strategic direction is related to the short-term and long-term objectives of the Organization and at the fundamental level specifies the aim and purposes which an Organization attempts to reach them (same source, ). The strategy: The strategy is defined as the talks, organizational path to learn to be a strategist. Study of strategy is taken into consideration as the topic that has been in interaction with humans from ancient times. But Word of the strategy rose with time in the field of business and also market share was its original idea. The strategy includes activities that supply the Organization's goals in accordance with environmental factors (threats, opportunities and strengths and weaknesses). James Queens describes strategy as follows: Selecting strategies of better quality policies: to determine the purpose and competitive modeling, systematic prevention of mistakes, and detection of diagnosis, training leadership through quality and work, having the criterion to reduce cost of goods, the quality or lack of it [2]. Strategic formulation: The purpose of the compilation of strategy is to determine the company's mission, identification of the factors that threaten the company or create opportunity through external environment, identification of internal strengths and weaknesses of the organization, determining the long-term targets, taking into account the various strategies and selecting specific strategies to continue the activity. The question of compilation of strategy is considered as: determining the type of activity that the company wants to do it, the activities that the company will be out of them, method of resource allocation, decision making about expanding or diversifying activities, the decision about entering into international markets, the determination of whether the company is going to be merged in other companies or form another partnership and methods of staying protected of the Peruvian company that want to Devour the company. In the next section this stage will be discussed properly [8]. The process of developing the strategy is a process which you decide where you want to go? What decision must be made? And what time to should be taken to reach there. This process is definition of commercial understanding of your business and how you can stay as the competitor in that business and the result of a good strategy compilation is a good way of doing just right. The greater part of the rites of the strategy is for formulating and analyzing and usually implementation of the strategy. In other words, they explain the strategy selection theory. What it is less noticed is the thinking method of strategic choice. Hypotheses considered for strategy usually focus on action. But no assumption is tested for creating those hypothesis [6]. Strategic management: Strategic management is the process of ensuring the organization access to benefits resulting from appropriate strategies. According to this expression, an appropriate strategy in accordance with the needs of a organization can be defined at specific time [6]. The strategic management of allows Organization to act in a creative and innovative manner and not to act passively to shape their future. This management method makes the Organization to be initiative in its activities in such a way have manipulation [4].

5 44 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: Formulation of strategy planning process: Strategic planning involves 9 steps: ) Determination of formulation of future objectives of the Organization: determining objectives means the correct diagnosis and understanding of the missions and the objectives of the Organization and their expression. In determination of objectives the society's expectations, facilities and abilities of organization have major role. 2- Recognition of the current objectives and strategies of the organization: the status of existing strategy should be evaluated and their difference should be specified according to the specified objectives. ) Analysis of the environmental conditions of the Organization: The purpose of the analysis of the environmental conditions is being aware of social, economic political, cultural, technical, climatic factors affecting the Organization and its goals. Of course at this stage we should look for some factors that have more effect upon the organization. However environmental situation may limit the Organization or provide opportunities. 4) Analysis of the Organization's resources and facilities: in this regard, we must prepare a list of the most important resources and measure their effect on the goals of the Organization. The facilities of the Organization should be evaluated with respect to the key and strategic resources of the organization. Then a figure of facilities of organization should be drawn to achieve future goals. 5) Recognizing the existing status: in this stage with regard to the above sections, a perfect picture of the objectives, the available resources and existing environmental conditions should be available then the present situation should be analyzed and imbalance factors among the goals resources and environmental conditions should identified. 6) To determine the needed changes in strategies: in this stage the gap between goals and future strategies is specified which requires the necessity of changes and actions to reduce this gap. These changes may be about the goals, methods and resources, or the facilities. ) Decision making about optimal strategies: in this stage possible strategies will be determined, evaluated on the basis of criterions and finally the fittest among them will be chosen. This choice might be among the last strategies that need some necessary changes. The necessity might be in formulation and selection of new strategy. However, this is done based on the determined criterions. 8) Implementation of the new strategy which after its compilation must be carried out. This stage of implementation will be test type in the first step and in the next stages would be done step by step. Control and measurement of new strategy in action: the results of any strategy will be evaluated via feedback mechanism and if there is a problem or ambiguity, any action needed in order to correct it will be done. [0]. Outlook: A good perspective on business is a resource to create energy in the staff. Some cases which represent a good Outlook are as follows:. It represents the direction and priorities. 2. It defines measurable objectives. It provides the competing goals. 4. It provides a specified time horizon. Compiling the Outlook of organization cannot be given to a set out of Organization. In fact, it is the senior management of the Organization's which must compile and deliver the organization s outlook. In practice, formulating the business strategy is a complex process and its management needs enough knowledge and experience in the field of strategic planning []. Definition of Mission (Mission): The mission is the philosophy or the role which a set (company, organization, etc.) has in the community, so that to offers services fulfill the needs of the community. In this regard the mission of a business is the basic and specific purpose which distinguishes organization from other businesses specifies its mission in the field of products and services that offer. In other words it may be said that the mission is an overall expression of a company's intention [9]. Research methodology: The present research is case study in terms of nature that the Field method is used in order to collect the data related to the fundamental contents and the theoretical history of the subject and, in the form of library and in conjunction with other information. Statistical research community here includes senior and middle managers, supervisors and experts in the TOSEH OMRAN SHAHRESTAN NAEIN co of naein, which consists of a total 44 people.

6 45 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: The findings: Internal factors matrix formation: Internal factors evaluation matrix formulate and evaluate the main strengths and weaknesses of the organizational units. The researcher at this point prepare the questionnaire number () namely internal factors assessment matrix based on the data and information derived from the questionnaire number 2 to and makes it available to the statistical community and internal factors evaluation matrix is completed according to the table (). It should be noted that the researcher has used the simple average (MADM) method in the analysis of data and information. Table: Internal factors assessment matrix Internal factors a priority (strategic) Significance coefficient Rate -4 Weight-bearing points Strength dominance of operating management to the Modern management Strong relationships of senior manager with Managing Directors of Iran Khodro co Young human resources Relying on the internal human resources for new projects Having a caring, committed and native personnel Equipped laboratory of quality control Establishment of the loan fund transaction Having land and premises suitable for company development The high level of quality of products Having exclusive product Possibility to selling parts in the consumer market Weaknesses No-payment of appropriate dividends to shareholders to attract greater investment Low initial invests of company Severe dependency to Iran Khodro Being a single customer in high tirage Lack of marketing of products in abroad The lack of the correct use of the expertized personnel in posts Lack of attention to key bead The weakness of the spirit of collective work The lack of training substitution Low camaraderie and islanded behavior of colleagues The lack of appropriate deployment motivate system Low wages and salaries The lack of production of raw materials in the company time-consuming degree makings for periodic audits Score 2.6 According to the table Numerical value of assessment of internal factors matrix (IFE) equals to 2.6 that this number represents overcoming the strengths on weaknesses in TOSEH OMRAN SHAHRESTAN NAEIN co. of Nain city. The researcher draws the frequency distribution chart (strengths and weaknesses) according to the information obtained from internal factors assessment matrix as below. As frequency chart shows the frequency of the strengths is more than weaknesses.

7 46 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: Graph : frequency distribution curve of strengths and weaknesses In this section, the researcher has presented the charts and tables of strengths and weaknesses frequency separately based on information obtained from internal factors matrix Table 2: frequency percentages of strengths Row The Strength title Frequency percentage dominance of operating management to the Modern management 0% 2 Strong relationships of senior manager with Managing Directors of Iran Khodro co. % Young human resources % 4 Relying on the internal human resources for new projects 0% 5 Having a caring, committed and native personnel 0% 6 Equipped laboratory of quality control % 8 Establishment of the loan fund transaction % 8 Having land and premises suitable for company development % 5 9 The high level of quality of products % 9 0 Having exclusive product % 8 Possibility to buy parts in the consumer market 9% Chart 2: frequency distribution curve of the strengths According to the above chart and table strengths of TOSEH OMRAN SHAHRESTAN NAEIN co can be classified. So the strong relationship of senior managers, Managing Director of Iran Khodro Company (original

8 4 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: client) and young manpower are ranked respectively as the most powerful strengths of this company. The existence of strong and young human resources can help managers in the way to achieve the transcendent goals that fortunately the company is located in the right conditions. Table : frequency Distribution of weaknesses Row The weaknesses titles Frequency percentage No-payment of appropriate dividends to shareholders to attract greater investment 8% 2 Low initial invests of company 8% Severe dependency to Iran Khodro % 0 4 Being a single customer in high tirage % 9 5 Lack of marketing of products in abroad. % 6 6 The lack of the correct use of the expertized personnel in posts % 8 Lack of attention to key bead % 8 The weakness of the spirit of collective work 5% 9 The lack of training substitution % 6 0 Low camaraderie and islanded behavior of colleagues. % 6 The lack of appropriate deployment motivate system 8% 2 Low wages and salaries % The lack of production of raw materials in the company. % 5 4 time-consuming degree makings for periodic audits % Diagram : frequency distribution curve weaknesses According to the above chart and table weaknesses of TOSEH OMRAN SHAHRESTAN NAEIN co can be classified and the low level of wages and salaries which affect as an anti-motivational factor in people s spirit and is been determined as the major weaknesses of the company's that this problem has been increased due to insecure economic situation and inflation and have put the staff at so many problems in terms of living conditions. Also severe dependence to Iran Khodro is the second fundamental weakness as well so that company managers should have a suitable planning for being spared from the fluctuation of Iran Khodro. When the company has a variety of customers, there is more freedom in action in terms of planning for production amount, pricing mode and..., and they do not be influenced by the crisis of customer and time-consuming degree makings for periodic audits is identified as the least important company's weakness. Analysis of the internal and external factors matrix (IE): Internal and external factors matrix are provided as nine-column table. This matrix is obtained from the final scores of the internal and external factors matrixes, Such that the final score into the internal factors that equal to is put in the horizontal axis (x) and on the vertical axis (y) the final score of external factors matrix which is equal to 2.. The final score of the internal factors matrix (IFE)

9 The final score of foreign agents (EFE) matrix 48 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: weak until /99 /0 medium until 2 /99 2/0 strong 4 /0 until 0 / 2 Up from.0 to Medium from 2.0 to Low from.0 to.99 Chart4: nine-home matrix of the internal and external factors The analysis of the results of the matrix diagram 9 Home internal and external factors (organizational strategy and business strategy): According to the above chart, position of TOSEH OMRAN SHAHRESTAN NAEIN co. is in home number 5 which should implement the preservation and maintenance strategies. Keeping existing markets with emphasis on advertising for the replacement of lost market share, the continuation of current production with the emphasis on increasing the efficiency and maintenance of installations and facilities, are strategies which will be used jointly in this area. Quantitative strategic planning matrix analysis (QSPM) Using Quantitative strategic planning matrix analysis (QSPM) relative popularity of different strategies can be specified that means the amount which momentous internal and external agents can be used successfully. With the determination of cumulative effects of internal and external momentous factors relative popularity of each of the strategy will be determined and the company preferences will be investigated based on applicable strategies. For the preparation of Quantitative strategic planning matrix (QSPM) the result of input and quantitative stages of analytical framework is used for compilation of strategy. During a brainstorming session, a list of applicable strategies of Swat matrix in TOSEH OMRAN SHAHRESTAN NAEIN was determined. The researcher with the help of an expert and senior managers of the strategies were in subset of each other also removed task strategies and selected 4 strategies of market penetration, product development and branding and market development in order to prioritizing in the quantity planning matrix. Table 4: final quantitative strategic planning matrix Important strategic factors Weight of Strength factor dominance of operating management to the Modern management Strong relationships of senior manager with Managing Directors of Iran Khodro co. Young human resources Relying on the internal human resources for new projects Having a caring, committed and native personnel Equipped laboratory of quality control Establishment of the loan fund transaction Having land and premises suitable for company development The high level of quality of products Having exclusive product Strategy () Popul arity score Strategy (2) Popula rity score Strategy () Popula rity score Strategy (4) Popular ity score

10 49 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: Possibility to buy parts in the consumer market Weakness No-payment of appropriate dividends to shareholders to attract greater investment Low initial invests of company Severe dependency to Iran Khodro Being a single customer in high tirage Lack of marketing of products in abroad. The lack of the correct use of the expertized personnel in posts Lack of attention to key bead The weakness of the spirit of collective work The lack of training substitution Low camaraderie and islanded behavior of colleagues. The lack of appropriate deployment motivate system Low wages and salaries The lack of production of raw materials in the company. time-consuming degree makings for periodic audits Opportunities The sales network with respect to the existence of freedom of action and opportunity created by the main customer The Government's attention to internal production Support of the Iran Khodro industrial group in terms of stocks, and also in terms of management. The existence of a healthy and efficient forces and young and relatively inexpensive Threats The existence of similar companies with the same type of product The conditions of economic instability Foreign exchange problems Government s economic policies The crisis in the automotive industry. The lack of stability of the price of car The high rate of inflation Increased costs The lack of stable supply and demand Banking advantage Fluctuations in the price of raw materials Making vehicle import free The lack of proper support from the manufacturing industry. A non-clever variation of tariffs

11 420 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: Political and economic instability of country Sanctions Shotting off the Iran Khodro production line The lack of codified program in Iran Khodro Threat of the loss of company personnel Total score According to the results of quantitative planning matrix, the strategy of product development was selected with a score of as the prioritized strategy of TOSEH OMRAN SHAHRESTAN NAEIN co. Hence, the development and presentation of new products was identified as the company's most applicable and efficient strategy with respect to the market capacities and strategies, respectively. After that market penetration, market development and branding are supposed in next ranks. Conclusions and suggestions: The aim of this study was to respond to the questions of stakeholder posed in the problem expression through the formulation of a strategy for the TOSEH OMRAN SHAHRESTAN NAEIN co of Nain city that for this purpose, some questions were designed and they were analyzed in the fourth section. On the other hand with a review of literature on the subject, planning and strategy of thoughts and opinions and the models of compiling strategies and backgrounds for related researches has been reviewed in the second section and the methods and approaches of various companies and organizations were investigated so that the present research which is done for the implementation, have the scientific and experimental background. In studying the formulated strategies, this result was obtained that every company or researcher had been tried to use a tool like SWAT and etc. and finally to reach a conclusion, but in this research, different tools and the matrix has been used and during the investigation the questions in the minds of the researcher, managers and the research community of which were about the problems of implementation were responded and it is being announced to researchers and interested executives and experts who are to formulate the strategies as a result and experience: According to the scientific research classification in terms of the purpose, the present study is a kind of practical research. This is a descriptive and case study research in terms of nature and method. The statistical community of the research contains managers, supervisors and experts of TOSEH OMRAN SHAHRESTAN NAEIN co. of Naein City, which was equal to 44. Due to being small, all people of the community were studied. In order to collect data, questionnaires or in other words 00 questionnaires were used and for measurement of reliability of questionnaire the cronbach's alpha coefficient with SPSS software were used which the results are given in the table below. Table 5-: results of cronbach's alpha test The questionnaire Cronbach's alpha coefficient The questionnaire The questionnaire.96 The questionnaire The questionnaire 5.84 The questionnaire 6.64 The questionnaire.924 This research was carried out in steps, and after collecting the required data, using descriptive statistics, data were classified and purred and analyzed. Discussion and reviews: In the first step the contributing internal factors including (strengths and weaknesses) and external factors (opportunities and threats) included were identified. Then two internal and external factors matrix prepared and scored. The internal factors matrix was scored and score of external factors matrix were These results show that the company's strengths excels weaknesses the company should use all of its functionality correctly in order to achieve the maximum beneficiary and in terms of external factors, in spite of the lack of stability of the macro-environment that can be assessed intuitively, the score obtained is higher than average, and the company can design a mechanism to achieve the ability to overcome the crisis s of macro environment. Hopefulness is in the body of the company and at the level of experts and managers and supervisors which it can facilitate the Manager s work to create motivation for new projects. If one day the company is going to be essessed, the score obtained can be one of the evaluation parameters of the potential for

12 42 Behnam Valinezhad et al, 204 Advances in Environmental Biology, 8() Special 204, Pages: implementation of new projects in the company's Executive, which at the time of doing that project, its iteration is recommended. After that, the company's competitive position were studied against 4 of its competitors which include the crankshaft builders, Nasir car, PARS crankshaft and Marliksan on the topics of advertisement, quality, competitive price, management, financial situation, customer loyalty, expanding globally and market share. According to the table (4-5) it can be seen that totally the important determinants of the success of the TOSEH OMRAN has the most score. Separating the variables in terms of advertising, the development of civil engineering of the competitors were in the worst situation and in situated in a medium level in terms of global expansion. These results clarify the necessity of company's executive s attention to the two sections of the new markets for their products and the brand development through targeted advertising. The TOSEH OMRAN in terms of market share is higher than the competitors but a negligible difference with its competitors act as an alarm, so the decision-makers in the company should be looking for ways to increase and maintain their market share, So all the strategies that lead to maintain and increase of market share such as; market development, market penetration, brand building, product development, etc. should be on the agenda of the company's executives. In terms of customer loyalty, quality and management, the TOSEH OMRAN relative to competitors is in the best conditions and in terms of competitive price and financial situation is almost in a good situation which by a better planning and coordination of activities company could surpass competitors. Thus the results of competition show that these results can be used in producing task strategies. On the other hand in the formulation of the strategy of the company which is introduced at the level 5 in this research and in the literature part, it can be used in direct competition with rival, because the customer usually selects between two or three supplier and the supplier does not need to compete with all the actives in industry but it is better to know main competitors and of course be aware of the new members. It means when the new incomings go to a specific client, they become direct competitor. In the next step of this research the swat matrix was formed so that the proposed strategies was presented by comparing internal and external factors two by two to take advantage of opportunities with the use of the strengths (so), to eliminate the threats by taking advantage of the strengths (st), pushing aside the threats with resolving weaknesses (wt) and use of the opportunities to cover weaknesses (wo) via holding brainstorming meetings with the community group and their feedback and with the supervision of a researcher and the opinion and comment of industry experts and senior managers of the Organization, which in section four have been brought as the proposed strategies. And in the final step of Swat to determine prioritized strategies with a brainstorming session with the participation of the research community with researcher s and senior managers and the company's Board ideas, given that the rest of the proposed strategies of the Swat were in the task strategies area, four strategies of market penetration, product development, market development and brand-building were identified as applicable strategies of the company at the trading level and designated in the quantitative planning matrix to determine the priority And the results showed that the TOSEH OMRAN SHAHRESTAN NAEIN co have to arrange the product development strategies with a score of , market penetration strategy with a score of , market development strategy with a score of and brand strategy of with a score of in its agenda. The next step is forming position evaluation matrix and SPACE strategic actions, also forming the internal and external factors matrix to determine company s strategy from the perspective of (competitive, aggressive, defensive and conservative) that ultimately the position of the matrix showed that the best strategies are used to engage in the competitive area. Hence, the variety and partnerships strategies were proposed which can be usable for both organizational level and business level and its subscribers can be used in both levels. Of course, given that the company is working in one business activities, more focus is on the commercial strategies. Well because in many cases, the organizational strategies can be the same as trading strategies in such companies which it has been mentioned in the literature section and it is shown that for such companies strategic planning is not required in vast and complex level. 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