Introduction
Trimo is a Slovenian construction material-producing company that manufactures facades, roofing, steel constructions, and decorative elements for buildings. When analyzing an organization’s strategy, a researcher should focus on the use of relevant methods that would allow for a systematic and structured assessment of the company’s strategic performance.
Discussion
In particular, the Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis deems applicable to serve such a purpose. Thus, Trimo’s strengths include its focus on client needs, its flexibility to adjust t the changing internal and external political and economic factors, and its investment into research and development. Moreover, the company’s expansion regionally and the involvement of local resources to secure its market presence in the target market is also considered significant strength. As for the weaknesses, the company significantly depends on the demand for its products in the Southeastern European market, which diminishes the opportunities to expand globally.
At the same time, there are several important strategic opportunities that are derived from the organization’s environment. In particular, Trimo has an opportunity to become a leader in its industry due to the prioritization of innovations. Moreover, it is likely to outperform its competitors due to its experience in transforming into a customer-driven enterprise. Lastly, since the company is operating in the Southeastern European market, the changes in the economic situation in the region might threaten the company’s strategic growth. Moreover, Trimo experiences strong competition from rivals in the Southeastern European market, which might deteriorate the accomplishment of its long-term strategic goals.
Strategic Issues
Timely and effective addressing of strategic issues allows for adequate operations adjustment and plan changes with the least losses possible. The problematic aspects of the company’s strategic performance are derived from the identified weaknesses and threats addressed in the analysis section. It is relevant to identify the most influential issues that require immediate action to minimize losses from both short- and long-term perspectives.
The first strategic issue that might hinder Trimo’s sustainable success in the market of architectural and construction products is the dependence on the demand of clients. This weakness requires timely and accurate inspection of consumer behavior and trends to meet their needs in a more efficient manner than competitors. The second issue is the pressure of competitors in the fast-advancing industry of construction materials. The third issue is the dependence on the local markets’ economic and political situation. To eliminate the risks associated with these issues, the company should make proper adjustments.
Strategic Recommendations
The company’s overall successful performance in its market allows for stating that Trimo has a well-developed and consistent strategy that should be continued. However, given the identified issues in the strategic planning and implementation, one might suggest several recommendations in response to each of the detected problems. Firstly, to reduce the risks of depending on unexpected changes in consumer trends, the company is advised to develop and implement an efficient technology-based customer research program.
It will help to identify the needs and requirements of products in advance to respond to the trends in the market promptly. Secondly, in order to eliminate the risks of competitor pressure, the company should advance its customer-oriented strategies at the production and marketing levels. Thirdly, since the instability of the political and economic settings of the Southeastern European markets might jeopardize the development of the company, it should consider globalization perspectives to enter new markets as a strong competitor. Overall, adherence to these recommendations is likely to minimize threats and risks and facilitate Trimo’s strategic success in the long-term perspective.