  The aim of the strategic analysis is to (simply) carry out the game between
the implementing body and possible links to the existing market situation. We
are therefore playing a strategic game between us and the outside world. This
situation is most often associated with existing and potential threats, such as
competition, fashion trends, cost situation, marketing effectiveness, market
demand, etc. However, this does not exhaust all aspects resulting from the
situation, as conditions conducive to the implementation may also be taken into
account, such as the possibility of cooperation, favourable location, new forms
of reaching the recipient, new legal solutions, etc. Generally speaking, we can
divide the set of conditions into assets and threats. Playing a strategic game
leads not only to the estimation of the game's value but also points to the
equilibrium points (saddle points) and to the conditions of market
stabilization. We therefore have two players (one zero-sum two-player game
depending on the assumptions made); one side is our assets and the other side
is external threats. The strategies of both players will be a combination of
implementation, market and marketing parameters. This will be described as an
example in the introduction (chapter 1). The next chapters (2 and 3) are
proposals for estimating the effects of strategy selection, i.e. creating
payoffs for players. The final stage will be playing the game, the analysis of
its results (chapters 3) and the summary (chapter 4).
