The historical notion of strategy is linked to the military and political skills of organizing and conducting wars in order to start the strategic thinking of business activities in the business world during the thirties of the 20th century, whereby the definition of business was based on the influence of the business environment and the possibilities of placement. Since the beginning to the present times, the formulation and implementation of a strategy has always been an important organizational management activity, and a quality strategic plan crucial to the long-term survival and success of the organization. Each strategic problem by its very nature is three-dimensional, it consists of the characteristics of the process, the content and the context, and only the understanding of all three dimensions of the strategist will enable complete insight and understanding, and thus the best choice of an optimal solution. The outcomes of the strategic process are consistent responses, long-term plans, whereby the organization will decide how to match the desirable future, environment, resources, organizational values and norms in an effort to provide an optimal response to the central issue - how to increase competitiveness, minimize competitive weaknesses and improve the organization's competitive position, or to gain an advantage over competitors. The realization of the strategic process depends on the impact of the internal and external factors of the organization, and is analyzed in this paper by Q-Laundry's example at the moment of propulsion, where within 5 years of the existence of the project, a strategic plan realized at all points so that in the current year 2019 this company has 8 outlets, which also opens the possibility of competitive positioning.