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Privind in urma, putem spune ca sectorul privat s-a dezvoltat si a ridicat nivelul economiei
nationale foarte mult.Sectorul privat a reprezentat o prioritate in toata aceasta perioada de tranzitie, prin
cele doua modalitati de dezvoltare ale sale: transformarea întreprinderilor de stat în firme private si
înfiinţarea de noi firme. S-a observat totodata o dominatie a activitatii intreprinderilor mici si mijlocii in
comert si servicii, detinand o pozitie mai slaba in industrie si transporturi. Aceasta s-a intamplat deoarece
a crescut puternic sectorul tertiar si s-a permis lansarea in afaceri cu un capital de pornire relativ mic.
 Toate acestea au dus la o crestere a competitivitatii, la necesitatea unei mai bune informari,
previzionari, coordonari si la existenta unor stranse relatii la nivelul IMM-urilor. Managerul IMM-ului
trebuie sa cunoasca foarte bine in primul rand functiile managementului
(previziunea,organizarea,coordonarea si controlul) cat si strategiile de dezvoltare. Planificarea strategică
reprezintă un element determinant în supravieţuirea unei mici afaceri. Practicarea unei afaceri fără un
plan strategic este fără sens, cu atât mai mult cu cât firmele mici au un avantaj natural asupra celor mari:
cicluri de producţie mai scurte, o arie geografică specifică drept piaţă, o bază bine definită de clienţi.
In 2009 in Romania, din cauza situatiei economice globale, s-a impus schimbarea strategiilor de
dezvoltare adoptate pana in prezent, o abordare diferita fata de 2008. Anumite IMM-uri cu obiect diferit de
activitate si-au exprimat clar parerile in legatura cu schimbarea tacticii pe 2009, cu o mai mare
concentrare pe imbunatatirea relatiilor cu clientii, cu axarea masiv pe investitii si restructurare, cu
diversificarea domeniului de activitate.
In urma mai multor sondaje de opinie realizate la nivelul managerial al imm-ului, s-a demonstrat
ca in continuare in 2009 si dupa aceea, in 2010 se va merge pe strategii de dezvoltare, pe planuri
startegice chiar daca acestea s-au schimbat fata de ultimul an: se restrang cheltuielile, se diversifica
domeniul de activitate, se merge pe imbunatatirea relatiilor cu clientii si nu numai, se evita distrugerea
unei piete formata in ultimii zece ani. Toate acestea pentru a supravietui si pentru a trece cat mai usor
peste aceasta perioada de criza economica.

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Looking back, we can tell that the private sector has developed and raised very much the level of
national economy. The private sector represented a priority in all this period of transition, by its two
modalities of development: the transformation of state enterprises in private enterprises and setting up new
enterprises.
It was also observed a domination of the activity of SME in commerce and services, and less in
industry and transport. It all happened due to the fact that the third sector grew stronger and launching
into business with a start capital relatively low was permitted.
All these things led to an increase of competition, a necessity of a better information, prediction,
coordination and strong relationship between the SME. The manager of SME must know first of all, very
good, the functions of the management( the prediction, the organization, the coordination and control) and
also the strategies of development. The strategic planning represents an essential element in the survival of
a small enterprise. Practicing a business without a strategic plan has no sense, further more when small
enterprises have a natural advantage over the big ones: shorter production cycles, a specific geographic
area as target, a well defined base of clients.
In Romania, in 2009, due to the global economical situation, it was imposed the changing of the
strategies of developement adopted until now, a different approach versus 2008. Some SME with different
object of activity expressed clearly their oppinion regarding changing the startegy for 2009, with a bigger
concentration on improving the relationship with the clients, with their focus on investitions and
restructure, and diversifying the field of activity.

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relationship with the clients will be improved and not only, the damaging of a market formed in the last ten
years will be avoided. All these are made for surviving and for overcoming as much as easier possible this
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national economy. The private sector represented a priority in all this period of transition, by its two
modalities of development: the transformation of state enterprises in private enterprises and setting up new
enterprises.
It was also observed a domination of the activity of SME in commerce and services, and less in
industry and transport. It all happened due to the fact that the third sector grew stronger and launching
into business with a start capital relatively low was permitted.
All these things led to an increase of competition, a necessity of a better information, prediction,
coordination and strong relationship between the SME. The manager of SME must know first of all, very
good, the functions of the management( the prediction, the organization, the coordination and control) and
also the strategies of development. The strategic planning represents an essential element in the survival of
a small enterprise. Practicing a business without a strategic plan has no sense, further more when small
enterprises have a natural advantage over the big ones: shorter production cycles, a specific geographic
area as target, a well defined base of clients.
In Romania, in 2009, due to the global economical situation, it was imposed the changing of the
strategies of developement adopted until now, a different approach versus 2008. Some SME with different
object of activity expressed clearly their oppinion regarding changing the startegy for 2009, with a bigger
concentration on improving the relationship with the clients, with their focus on investitions and
restructure, and diversifying the field of activity.
Based on numerous polls made on the managerial level of the SME, was demonstrated that in
2009 and after , in 2010 the trend will be going towards the development stategies, strategic plans, even if
they have changed versus last year: expences are being reduced, the field of activity will diversify, the
relationship with the clients will be improved and not only, the damaging of a market formed in the last ten
years will be avoided. All these are made for surviving and for overcoming as much as easier possible this
period of economic crises.

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