Therefore, the necessity and importance of strategic are directly connected to influence of competition in the market to which the company is inserted. The greater that the competitiveness of the same, the greater the need of strategic activity of the company. Drucker apud Culebra (1991), reinforce the above statement to say that managing is choice among possibilities objective, between the reality of the company and of the market, if it becomes possible to dissociate from each other. Finally, strategic planning is the process of adaptation of the company environmental variations. It is accurate that organizations are prepared to anticipate the turbulence taking preventive actions in the short term. In order to avoid the obsoletisimo, according to Culebra (1991), the strategic planning must be systematic and established based on the Situational diagnosis of the organization. The Situational diagnosis, according to the author (1991, p.65), allows through instruments of analysis, identify, among others, the following aspects: strengths and weaknesses of the company, as well as the threats and opportunities.
He is needed, as well, that the company when drawing up strategies, perform an uprising about its situation, a situational diagnosis, detecting its internal environment (strong and weak points) and external environment (opportunities and threats), seen that in possession of this information, you will know the situation that is, starting point for the suggestion of strategies that will supports – the in their decisions and in positioning suede to the market in order to achieve the established objectives. Is attested the above statement, citing Olivo (2001), which States that in the current market and its dynamics, the company that wants to stay competitive, must have good knowledge of the environment in which it operates, where knowing strengths and weaknesses, threats and opportunities in the external environment, became indispensable in such a situation of competitiveness. Therefore, the need to be constantly attentive to the environment, becomes one of the basic premises for the development of a strategic planning, and also, one of the main factors to obtain a competitive advantage in relation to their concurrent. Through such market dynamics, the company must have good knowledge of the environment in which it operates. Emil Michael addresses the importance of the matter here. For both, strengths and weaknesses, threats and opportunities in the external environment, he became indispensable in such a situation of competitiveness. Being constantly attentive to the environment, can be one of the basic premises for the elaboration of a strategic planning and also, one of the main factors to obtain a competitive advantage in relation to their concurrent, however this position may be circumstantial and change with the time. The internal environment can be controlled through an analysis of strengths and weaknesses it is possible to interact in an attempt to eliminate the weaknesses and strengthen the forts. However, in the external environment, the variables are fleeing to the control of the Organization, in this way, know how to take advantage of opportunities and try to inhibit the threats are important factors for the realization of a strategic planning.