Ovim završnim radom prikazat će se problematika odabira najbolje strategije rasta za poduzeće Pavone d.o.o. a u cilju kako bi se poduzeće razvijalo u pravom smjeru u vrijeme krize. Glavna djelatnost poduzeća Pavone d.o.o. je trgovina odjeće, a danas zapošljava 120 osoba i ima mrežu od 28 maloprodajnih objekata u svim većim gradovima Bosne i Hercegovine. Portfelj robnih marki koje poduzeće distribuira na tržište je raznolik i velik te je osnovna podjela na modni i sportski sektor. Važan preokret u poslovanju događa se 2000. godine kada vlasnik poduzeća Pavone d.o.o. privatizira tvornicu trikotaže Međugorje i osniva se marka Pavone, te time navedeno ime postaje sinonim za maloprodajne objekte mode. Misija i vizija su početni koraci strateškog menadžmenta i osnova od koje počinje prvi korak u procesu strateškog menadžmenta, a to je snimanje okoline. Analizom postojeće interne i eksterne okoline poduzeća dolazi se do prave slike tržišta na kojemu Pavone d.o.o. posluje te koji su kameni spoticanja za daljnji rast i razvoj. Iz vanjske okoline kao najvažniji faktori izdvajaju se političko-pravna i sociokulturna okolina zbog utjecaja na poslovanje poduzeća, jer ono ovisi o promjenama na tom području. Konkurentskom analizom kroz pet Porterovih sila uočava se jakost snage dobavljača te snage supstituta, kojih je važno biti svjestan kako bi se moglo pravovremeno reagirati. Pozornost u radu posvećena je i brendiranju kao procesu stvaranja identiteta marke Pavone koja je spontano nastala te je njen segment potrošača ostao nedefiniran i neodređen, što otežava njegovo pozicioniranje u maloprodajnim objektima i usmjeravanje prema kupcima. Strateškim alatima poput SWOT analize i TOWS matrice uočavaju se slabosti i snage poduzeća, ali i prilike i prijetnje koje se nalaze u okolini te ih je važno iskoristiti ili spriječiti. Jedan od alata koji se također koristi je Boston Consulting Group (BCG) matrica koja pruža uvid u prodaju po markama u 2017. godini u maloprodajnom sektoru te je cilj prikazati marke koje zastupa Pavone d.o.o. i to podijeljene u 4 grupe kako bi se prikazale jakosti i slabosti portfelja. Svi ovi strateški alati su usmjeravajući za odabir strategije rasta i razvoja poduzeća te analizu prednosti i slabosti mogućih strategija.

This final paper deals with the issues regarding the company Pavone d.o.o. and the best selection of growth strategy to develop the business in the right direction at the time of financial crisis. The main activity of the company Pavone d.o.o. is clothing trade, and today it employs 120 people and has a network of 28 retail shops in all major cities of Bosnia and Herzegovina. The brand portfolio, which the company distributes on the market, is diverse and large and the fundamental division is into the fashion and sports sectors. An important change in operations occurred in 2000 when the company Pavone d.o.o. privatized the knitting factory Međugorje and established the brand name Pavone, which has become synonymous with the fashion retail shops. The mission and vision are the initial steps of strategic management and the basis on which the recording of the environment begins. An analysis of existing internal and external business environment leads to the real picture what happens on the market where Pavone d.o.o. operates and what is the stumbling block for further growth and development. The most important factors in the external environment are political, legal and socio-cultural environment due to the impact on the company's business which depends on the changes in that area. A competitive analysis through five Porter’s forces has observed the strength of suppliers and substitutes, which is important to be aware of timely reaction. Attention is also devoted to the branding process of creating a brand identity that Pavone spontaneously formed and its consumer segment remains undefined and vague, which makes its positioning difficult in the retail facilities and in targeting the customers. With strategic tools such as SWOT analysis and TOWS matrix, weaknesses and strengths of the company and opportunities and threats that are in the area are detected, and it is important to use them or prevent them. One of the tools that is also used is the Boston Consulting Group (BCG) matrix, which provides insight into the sales of the brands in 2017 in the retail sector and show brands that Pavone d.o.o. represents divided into four groups to show the strength and weakness of the portfolio. All of these strategic tools have helped to determine the selection strategy of growth and development of the enterprise as well as the analysis of the strengths and weaknesses of possible strategies.