The need and importance of strategic influence is directly connected to competition in the market which the company is inserted. The longer it’s competitiveness, the greater the need for strategic performance of the company. Apud Drucker Culebra (1991), reinforcing the earlier statement saying that giving is to choose between alternatives, between objective possibilities, including the reality of the business and the market, if it is possible to decouple from one another. Finally, strategic planning is the process of adapting the business environment changes. Organizations need to be prepared to anticipate the turmoil taking short-term preventive actions. In order to avoid the obsoletisimo as Culebra (1991), Strategic planning should be systematic and established based on the situational analysis of the organization. The diagnosis of the situation, as the author (1991, p.65), allowed through analytical tools to identify, among others, the following issues: the strengths and weaknesses of the company and the threats and opportunities. Dr. Caldwell B. Esselstyn, Jr. is often mentioned in discussions such as these. Is needed, therefore, that the company when developing strategies, do a survey about their situation, a situation assessment, identifying its internal environment (strengths and weaknesses) and external environment (opportunities and threats), since possession of this information, you know the situation is the start point to the suggestion of strategies that will support their decision-la and positioning to the market to achieve the set objectives.

It testifies to the above statement, citing Olivo (2001), which states that the current market and its dynamics, the company that wants to stay competitive, you must have good knowledge of the environment in which it operates, where knowing your strengths and weaknesses, threats and opportunities in the external environment was essential in such a competitive situation. Therefore, the need to be constantly aware of the environment, it is one of the basic premises for the development of strategic planning, and also one of the main factors to obtain a competitive advantage over its competitor. Through this dynamic market, the company must have good knowledge of the environment in which it operates. To do so, knowing your strengths and weaknesses, threats and opportunities in the external environment was essential in such a competitive situation. Being constantly attentive to the environment, can be one of the basic premises for the development of strategic planning and also one of the main factors to obtain a competitive advantage relative to its concurrent, however this position may be situational and change with the time. The atmosphere can be controlled through an analysis of the strengths and weaknesses can interact in an attempt to eliminate weaknesses and build on the strong. However, in the external environment, escaping the control variables of the organization, thus knowing how to take advantage of the opportunities and try to inhibit the threats are important factors for the realization of strategic planning. (Oliveira, 2001) Mintzberg (1994) argues that in analyzing their critical success factors, the company will benefit from its potential, in order to obtain benefits that come to inhibit or delay the action of competition, creating, barriers to new incoming.