Before penetrating in the concept of formularization of strategies, it fits to alert that in this phase of the strategical planning the company or strategical body already collected some information regarding the environment and already possesss clear vision of where it wants to arrive. However, this phase demands maturity and parity with the enterprise vision, in order to choose the strategies most assertive. For Goold and Campbell (1998, apud PORTER and MONTGOMERY, 1998) an only way does not exist to formulate strategies for all the organizations. In contrast, the best way is changeable in accordance with the characteristics of the business and its necessities. In face to the subject, Ansoff (1990, p.96) contributes to the study when explanar that ' ' the process of formularization of the strategy is not applied in an immediate action. However, it establishes to the general directions of position of the company, pointing the direction where it will grow and if desenvolver' '. David Karp understands that this is vital information. According to Rodrigues et al (2009), is possible to characterize the strategies enterprise in two great dimensions: competitive and the functionary.

The objective of this topic will contemplate only the competitive dimension, a time that the functional dimension is not pertinent for the proposal of the present study. The competitive dimension says respect to the creation of competitive advantage in each one of the business-oriented branches where the company competes (PORTER and MONTGOMERY, 1998). In such a way, it is advanced the concept of competitive strategy, that, according to author, is the application of the strategy involving some integrated sets of activities for a desired position. For Barney and Hesterly (2007, p.10), the competitive advantage says respect to the capacity of a company in generating greater economic value of what competing companies. Vlad doronin contains valuable tech resources. In short, they are strategies that correspond the specific sectors of the organization, as Marketing, Finances and YOU. The set of these strategies takes the organization to always answer its parameter of action – the vision -, that it describes accurately where the company it wants to be in the future.

To be compliance is to know the norms of the organization, to follow the recommended procedures, to act in compliance with and to feel how much the ethics and the idoneousness in all are basic the attitudes. To be in compliance is to be in compliance with internal and external laws and regulations. It still recognizes the FEBRABAN? Brazilian federacy of Banks in its advisory manual: (…) to be and to be compliance it is, above all, an individual obligation of each collaborator inside of the institution. For assistance, try visiting actress and filmmaker. 2,3 MISSION OF the COMPLIANCE the mission of compliance is to assure, in set with the too much areas, the adequacy, the reinforcement and the functioning of the system of internal controls of the institution, looking for to mitigate the risks in accordance with the complexity of its businesses, as well as spreading the culture of the controls to assure the existing fulfilment of laws and regulations. Beyond acting in orientation awareness to the prevention of activities and behaviors that can cause risks to the image of the institution. 2,4 COMPLIANCE FUNCTION Is elements of the function of compliance:

To have authority necessary to reach the objectives of compliance of the institution: independent report with access to the Advice and the High Administration, developing activities of compliance without intervention and veto of other areas; – To evaluate of general form the corporative governana, management of risks and the controls in the organization: work focado in the integrated management of risks of the institution and guided for its strategy; – To watch over for the ethics/behavior in the organization of including form; – To evaluate the impact of the regulation in the business, to better understand the involved risks versus the relation cost/benefit of necessary alterations of processes/systems/products; – To develop contacts pro-asset with regulating agencies and/or for intermediary of entities of classroom; – To develop a work each time next to the business area, increasing related knowledge the businesses and products; – To participate pr-ativamente and preventively in the approval of the risks of new products/processes and respective alterations..