The description of the characteristics, basic parameters and the formulation of the company's mission and vision is based on the analysis of the company's profile and activities. Turning the vision into the strategy under the consideration of the external environment conditions is an approach to increase the company's performance and competitive edge. The next step is the execution of the strategy by meeting concrete objectives embodied into the company's strategic plan. One of the possible tools to create the company's strategic map is the SWOT analysis. In order to maximize the value of the company the strategic objectives and measures are defined by means of the Balanced Scorecard. Cascading of the objectives and measures supports the alignment within the organisation. Strategy execution, i.e. meeting the company's strategic objectives and goals in practice, is the key success factor in achieving the maximum value of the company. The importance of execution of strategic objectives remains the leading concern world-wide, as it represents the interests of all parties involved, i.e. stock-holders, customers and employees. The paper presents practical results of the strategy execution and draws Hartmann - Rico, a. s. as an example. The above theoretic approaches were implemented in Hartmann - Rico, a. s. where the preparations of a strategic map were started in June 2002. Cascading the corporate Scorecard down to the level of personal Scorecards was finished by the end of 2002. Since 2003, the Balanced Scorecard serves as the management tool to control and execute strategic objectives both within the company and externally.
