ABSTRACT
In the context of high competition in the steel Russian market in recent years, an effective tool to increase the efficiency and effectiveness of the company is the successful implementation of investment projects. The right generation and formation of a list of strategic alternatives in the current internal and external environment of the company is the choice of investment activities within the framework of the strategic development of the company. This article discusses the method of formation and selection of strategic alternatives in Russia, as well as quantitative assessment of the effectiveness of the business unit, based on the valuation of the business unit in the structure of Russian vertically integrated company.
