Document Type : Original Article
Authors
1
PhD student in public administration, policy orientation, Faculty of Humanities, Saveh Branch, Islamic Azad University, Saveh, Iran. seyedmoslemsaleh97@gmail.com
2
Associate Professor, Department of Human Resource Management, School of Management and Strategic Planning, Imam Hossein University (AS), Tehran, Iran. Corresponding Author:mardanimr@yahoo.com
3
Associate Professor, Department of Industrial Management, Faculty of Humanities, Saveh Branch, Islamic Azad University, Saveh,Iran. e.sadeh@yahoo.com
4
Associate Professor, Department of Public Administration, Faculty of Humanities, Saveh Branch, Islamic Azad University, Saveh. Iran. drsajadamini@yahoo.com
Abstract
Abstract of the strategic planning process and its product, as a codified plan in any field, is a platform for growth, regulates activities and even regulates rules and relationships. is in Isfahan Sugar Company. The research method is exploratory in terms of results and practical benefit, and qualitative and quantitative in terms of the type of data, and the time horizon of the research is a cross-sectional type of research. The statistical population of the research includes all managers (34 people) and senior experts (12 people) of Isfahan Sugar Company. Targeted non-random sampling method, 20 people were selected as a sample. The research tool is a researcher-made questionnaire to identify internal strengths and weaknesses and external opportunities and threats. The validity of questionnaires is the content that was confirmed by experts. The data was analyzed by Excel software. The findings of the research showed that the company is weak in the field of internal factors and is facing threats in the field of external factors. Also, the position of the company in the evaluation matrix of internal and external factors was determined in house number 5. Therefore, a stable maintenance strategy was recommended for the company. Finally, based on the attractiveness score in the QSPM matrix, each of the strategies was prioritized as follows: 1- Development of regional and extra-regional sugar beet cultivation, 2- Penetration in the market. and 3- development of management systems,
Keywords
)
