Variants of Strategic Behavior to Start and Develop Un Entrepreneurial Business

Abstract

The achievement of macroeconomic performance and sustainable growth depends to a large extent on the sectoral structure of business entities and the additional ability of national companies to realize value added by forming and maintaining robust start-ups based on entrepreneurial ideas and personal initiative. To do this, not only is there a combination of specific attitudes, intentions, knowledge and skills, good ideas and willingness to transform into a working business, but also a professional insight into the various possibilities for realizing these processes. The strategic approach and the long-term vision for business require a good understanding of the options for starting an entrepreneurial initiative, ways of its development, sources of income, benefits and successes. For these reasons, potential entrepreneurs should explore, analyze, evaluate and choose among the most variants of strategic behavior the most appropriate one, i.e. to choose an entrepreneurial strategy that is adequate to its situation and capabilities. On this basis, the research object is the entrepreneurial strategies and the subject - the variety of variants of strategic behavior and the general framework for following a certain process approach in choosing a specific entrepreneurial strategy. Emphasis is placed on the diversity of opportunities and the need to take into account the specific business start-up options on a different criteria basis for classifying entrepreneurial strategies, taking into account the many risks and the highly dynamic and highly competitive environment in which the idea arises, the attitudes and intentions are formed, takes the vision, prepares and develops the strategy, starts and develops the entrepreneurial business. Emphasis is placed on the need for an entrepreneurial benchmark to continue to maintain adequate product structure, innovative features and social utility based on good corporate image, appropriate PR, satisfaction and future market expectations of utility, quality, cost and convenience of receiving/using/renovating/buying. The achievement of all these goals/results should be based on good close professional training, managerial competencies and responsible attitude towards business, partners, staff, family, local community and supportive institutions, as the most significant of all stakeholders. Reporting and compliance with information overloading of the environment or the lack of sufficiently verified information on market trends, direct competitors, key customers and national policy helps to gain additional benefits.