Ministry of education tashkent financial institute department of economics

II. The impact of financial strategy on enterprises in the example of the DNB ASA Group.
The formation of financial strategy as a component of the overall strategy of the business entity, filling it with specific content, time frame, and implementation mechanisms is dependent on many factors, particularly the stages of the enterprise's life cycle.
Each business evolves in a cyclical manner, with corresponding changes. The term "development" can be defined as a "irreversible process aimed at changing material and spiritual objects in order to improve them." The enterprise's life cycle is a collection of specific goals and objectives, as well as defined organizational and managerial decisions, the implementation of which ensures the enterprise's growth.
The value of a financial strategy for an enterprise is that it allows it to: maintain a strategic vector of development in response to changing environmental factors; focus efforts and resources on the most promising and advantageous directions for the enterprise; track, analyze, and forecast actual and objective external trends; specify possible ways to minimize risks; eliminate the disadvantages of general corporate management, and form an adequate financial strategy.
To formulate a financial strategy, it is necessary to take into account a wide range of external factors, among them³:
• general economic objective trends (they determine the prospects or hopelessness of a certain type of activity, investments and promote understanding of trends in the country or industry);
• legislative regulation of entrepreneurial activity and theirs predicted changes;
• economic and political situation in the country (contributes to the assessment of possible changes in the exchange rate, inflation, predicts the likelihood of a financial crisis, the independence of the judiciary, and the scale of the shadow economy);
• financial position and competitive advantages of existing and potential competitors, reliability of suppliers and solvency of buyers;
• the state of commodity and financial markets and theirs changes.
The size of the economy in which the enterprise operates determines the amount of capital needed for operating activities, the nature of resources, the length of the financial cycle, and thus the direction of its financial strategy. Financial strategies are developed by both real-world and financial-world enterprises. And it is clearer and more understandable in the case of DNB ASA Group.
Achieving good, long-term profits is a basic premise for everything a company does. Delivering financial targets provides the necessary scope of action to position DNB for the future, while ensuring long-term value creation. The company does this with a focus on profit, responsible spending, efficient use of capital, integrating sustainability across the company, and an adaptable and efficient organization. A return on equity of over 12 percent remains its predominant target. The company must deliver more, with fewer resources, and develop products and more relevant services. This will allow them to deliver the revenue the company's owners expect and remain competitive when DNB faces new competitors.