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1、COMPREHENSIVESTRATEGICDECISION-MAKINGMODELINBUILDINGSUSTAINABLECOMPETITIVEADVANATAGESNatašaRUPČIĆ,LaraJELENCEkonomskifakultetRijekaI.Filipovića4,51000Rijeka,Croatiae-mail:nrupcic@efri.hr,ljelenc@efri.hrThepapersuggestsacomprehensivethree-stagemodel,whichoffersanoverallassessment
2、ofthecompany’sperformance,aswellasexternalsuccessfactors,threatsandopportunities.Theanalysisshouldenablethecompanytodetermineasetoffeasiblestrategiesanddecideuponthemostappropriateone,whichimplementationcouldimproveitscurrentposition.Strategicdecisionmakingtoolscanbemethodologic
3、allygroupedintothreestages,withtheportfolioanalysisrepresentingitscore.Portfoliomethodologywithallitslimitationsoffersasolidgroundinthestrategyformulationprocessespeciallyforcompaniesintransitioneconomiesinexperiencedinthestrategicplanningprocess.Thebasicideaistoenablecompaniesb
4、uildgroundsforsustainableorlong-termcompetitiveadvantage.Keywords:decision-makingprocess,strategicplanningprocess,strategyformulationmodel,portfolioanalysis,competitiveadvantage1.DECISIONMAKINGPROCESSINTHECORPORATESTRATEGYFORMULATIONCONTEXTDecisionmakingprocessisagenericprocessb
5、asedonchoosingbetweentwoormoreactionsoroptionsinordertoachieveadeterminedgoal.Itisacomplexprocessthatinvolvescollectingvaluableinformationandtheirselectionandevaluationbasedonsomecriteria.Manypotentialconflictsmayariseintheprocessofdecision-makingduetoaturbulentenvironmentthatse
6、rvesasaframeworkforcorporatedecision-makingprocessbutalsoduetovariousinterestsofthestakeholders.Manyauthors(1)agreethatadecision-makingisasophisticatedproblemsolvingprocess,whichstartswithaconsciousnessoftheproblemexistence,thediagnosisofaproblem,orsimplywiththeproblemrecognitio
7、n.Decliningbusinessresultsoftenrepresentaproblemthatinvolvesadetailedanalysisofitscausesandveryoftendemandashiftinthebusinessstrategy.Thediscrepanciesperceivedincomparisonoftheachievedandplannedfiguresactasasignaltostartcollectinginformationandperformanalysiswithhighlevelofscrut
8、iny.Theinformationcollectedbyanalysishasgreatva
