Development is an irreversible, directed, natural change in systems. Development differs from other changes in the simultaneous presence of three properties:

• 1) reversibility of changes, which characterizes functioning processes (cyclical reproduction of a constant system of functions);
• 2) lack of regularity, which is characteristic of random processes of a catastrophic type;
• 3) non-accumulation in the absence of direction of change, due to which the process is deprived of a single, internally interconnected line characteristic of development.

As a result of development, a new qualitative state of an object arises, which acts as a change in its composition or structure (i.e., the emergence, transformation or disappearance of its elements and connections). An essential characteristic of development processes is time, since, firstly, development takes place in real time, and secondly, only time reveals the direction of development.

There are two forms of development - evolutionary (gradual quantitative and qualitative changes) and revolutionary (leap-like transition from one state of matter to another). There are also progressive and regressive development. The development of organizations is determined by the following factors:

• changes in the external environment (economics, politics, ethics, culture, etc.);
• changes in the internal environment (transition to new technologies, movement of workers, etc.);
• the needs and interests of man and society (the need for human self-expression, the need for surplus product of society, etc.);
• aging and wear and tear of material elements (equipment, people, technology);
• environmental changes;
• technical progress;
• global state of world civilization.

The law of development in general can be formulated as follows: each material system strives to achieve the greatest total potential when passing through all stages of the life cycle. The principles on which it is based are given in table. 2.1.

Despite ongoing discussions, experts agree that the full life cycle of an organization necessarily includes stages such as:

• - formation of the organization;
• - its intensive growth;
• - stabilization;
• - crisis or recession.

Moreover, the last stage does not necessarily end with the liquidation of the organization. The option of its “revival” or “transformation” is also considered quite possible.

In accordance with the concept of the staged development of an organization, no organization can remain in the same state for too long, but always goes through several stages of its development, each of which is replaced by the next and is accompanied by the experience of difficulties and contradictions.

There are several levels of consideration of life cycle stages. The periods lived by a company within the framework of the same type of value systems and primarily fixing the specifics of management tasks during a certain period of the organization’s functioning are called stages. Periods when an organization fundamentally changes its internal values ​​and orientations are development cycles.

Table 2.1. Principles on which the law of development is based

The first stage in the development of an organization is its formation. At this stage, it is important for the organization to find a product that can be offered to the consumer.

If an organization manages to find its place in the market and “promote” its product, then it can move to the next stage - intensive growth. At the second stage of development, the organization grows, the volume of goods sold increases, the number of personnel, the number of branches, divisions, and areas of activity increases.

If an organization manages to “stay on the wave”, stabilize sources of income, and gain a foothold in the market as a full-fledged agent, then it can move on to the third stage - stabilization. At this stage, it is important for the organization to stabilize its activities as much as possible. To do this, it tries to reduce the cost of production by cutting costs and maximizing standardization of its own activities. Usually, due to the variability of the market (consumer), the life cycle of the product offered by the organization is limited, which also affects the stage of development of the organization.

After the stabilization stage, the organization can naturally move into the next stage - a crisis, which is characterized, as a rule, by a decrease in operational efficiency below the profitability limit, loss of place in the market and, possibly,

Table 2.2. Features of the organization's target orientation at various

stages of development 1

"death" of the organization. An organization can survive and move on to the next development cycle only if it can find a new product that is attractive to consumers and occupy a new place in the market. If she succeeds, then in a transformed form she will be able to again experience the stages of formation, intensive growth and stabilization, which will inevitably be replaced by a new crisis.

In the development of an organization, crises are inevitable - even the most conservative companies, characterized by a stable position in the market, experience crises at least once every 50-60 years. For changing Russian conditions, the development stage can last a year or a year and a half, and often several months.

Analysis of the stories of successful companies allows us to highlight the main features of the organization’s target orientation at various stages of its development (Table 2.2).

At each stage, the organization implements a specific development strategy. A look at the organization in relation to the stages of development allows us to determine to what extent its main target and strategic settings and orientations are adequate to the internal situation in the organization.

However, when comparing the features of intra-company settings that regulate management activities, it is clear that not only the tasks of the stage are important for understanding those activities that are carried out by management in a specific period of the organization’s existence, but also the general, value orientation of the organization in a certain period of its existence.

The evaluation of the chosen strategy is carried out by comparing the results of work with previously set goals. In reality, this is feedback in the sequence of management decisions (Table 2.3).

In reality, strategy can be very difficult to evaluate. The main difficulties lie in the following reasons:

• 1. Information needed to evaluate a strategy may not be available or available in an unusable form, or may not be timely, or not presented in real time. An assessment of a strategy cannot be of higher quality than the information on which the assessment is based.
• 2. There may be significant difficulties in reaching agreement on what criteria to evaluate strategies.
• 3. It may be difficult to determine the amount of information needed to create realistic profitability forecasts.
• 4. There may be a reluctance to undertake systematic evaluation activities.
• 5. The accepted assessment principle may be too complex.
• 6. Focusing too heavily on evaluation strategies may be too expensive and unproductive. Nobody wants to be judged too closely.

Table 2.3. Types of organization development strategies depending on the main

goals and stages of its development

Strategy assessment can focus on two areas:

• - evaluating the specific strategic options developed to determine their suitability, feasibility, acceptability and consistency for the organization;
• - comparing the results of the strategy with the level of achievement of goals.

When an organization decides which course it should take, the top management of the organization is typically faced with a number of alternatives. To ensure that each alternative is examined equally, several criteria are used.

For each strategic choice, four criteria are applied, taking the form of questions asked in relation to each option. If the answers to the four questions are affirmative, then the choice “passes the test.”

Business strategies can be either deliberate (prescriptive) or emergent (spontaneous). Therefore, some strategies are planned in advance and following this, prescriptive strategies are adopted. Other strategies are not planned and are spontaneous, as they arise as a result of the consistent behavior of the organization's management.

In strategic assessment, the difference between the two types of strategies plays a significant role. Those organizations that employ deliberate strategies are likely to use the criteria and analytical tools discussed earlier. Businesses that adhere to the ad hoc strategy model will do things differently. But this does not mean that the analytical process is not characterized by an intuitive approach to management.

The potential disadvantages and limitations of the emergent (spontaneous) strategy are as follows. If an organization chooses to follow a course that outlines systematic and consistent actions, it can more confidently identify and evaluate all options before making an appropriate choice. The intuitive approach, which is based on a model of behavior, does not provide such confidence when evaluating a choice. The choice may or may not turn out to be correct.

Based on the foregoing, we can conclude that the development features of an organization are determined by the stage of its life cycle. Each specific stage of a company’s development is characterized by a specific strategy and target orientation of activities. Thus, at the formation stage, the organization chooses an entrepreneurial development strategy, the main goal of which is to “make an application” on the market - attracting attention to the product (service), searching for its consumer, organizing sales and service.

The process of choosing the best strategy begins by considering all possible options. Each option, in turn, must be examined using criteria of suitability, feasibility, acceptability and competitiveness.

Table 2. 4. Criteria for strategic choice

significant advantage, which will allow us to develop the best strategy option.

• Lapygin Yu. N. Organization theory and system analysis: Textbook, manual. M.: INFRA-M, 2010. - P. 51.

Strategic planning is the process of formulating the mission and goals of an organization, selecting specific strategies to identify and obtain the necessary resources, and allocating them to ensure the effective operation of the organization in the future.

Strategic planning goals:

Approve an organizational structure for strategic development in which opinions, new goals and concepts can be collected;

Identify external factors that are favorable and threatening to the business;

Prepare an outline plan to assess the strengths and weaknesses of the organization;

Approve the main line of development, focusing on which you can test various strategies;

Closely monitor emerging trends that may prove vital to the business;

Train people to think more accurately;

Develop short-term solutions within a long-term plan;

Organization strategy planning

In the long-term planning system, goals are translated into action programs, budgets (annual plan), and profit plans developed for each of the main divisions of the organization.

Programs and budgets are then implemented by these units and deviations of actual performance from planned are determined.

Typically, a strategic plan does not contain quantitative indicators.

The development of long-term planning involves the development of general principles for orienting the organization to the future (development concept), determines the strategic direction and development programs, the content and sequence of implementation of the most important activities that ensure the achievement of set goals.

If long-term planning is intended to determine the overall strategic goals and directions of development of the organization, the resources necessary for this and the stages of solving the assigned tasks, then the current plans developed on its basis are focused on the actual achievement of the intended goals, based on the specific conditions and state of the market at each given stage of development.

Current (medium term) planning consists of identifying intermediate goals towards achieving strategic goals and objectives. Therefore, current plans complement, develop and adjust promising directions for the development of the organization’s activities, taking into account the specific situation.

At the same time, tools and methods for solving problems, using resources, and introducing new technology are developed in detail.

Ongoing programs guide the organization's operational units in their daily work aimed at ensuring ongoing profitability; strategic programs and budgets lay the foundations for future profitability, which requires the creation of a special execution system.

A sample strategic planning structure is presented in Figure A.1, which lists the steps required to do so.

In principle, the strategic planning process is not much different from the decision-making process. Here you also need not only to make decisions, but also to constantly solve problems associated with the choice of alternative actions. This applies to the choice of the mission and goals of the organization, the strategy itself, the allocation of resources, and the choice of strategic objectives. The search for alternative solutions is largely due to the adaptive nature of strategic planning.

Adaptability -- an indispensable condition of the strategic plan - is implemented through a situational approach to planning and assumes the presence of an alternative plan and strategy to which the organization can switch. This is a reaction to changes occurring in her external environment.

Alternativeity is the most important distinguishing feature of the strategy planning process, associated with the need to make constant strategic choices. The main elements of this choice are mission and goals, strategies, strategic objectives, programs, resources and methods of their distribution.

Understanding the relationship between the elements of strategic choice is important for understanding the complexity of the strategy planning process and the need to create a strategic management system that helps overcome these difficulties.

Strategies are developed to achieve the mission and goals of the organization.

Strategic objectives are associated with problems that arise both in the external sphere of the organization and within it when implementing the strategy chosen by the organization.

Choosing an organization's mission and goals is the first and most critical decision in strategic planning. Mission and goals serve as guidelines for all subsequent stages of planning and at the same time impose certain restrictions on the directions of the organization’s activities when analyzing development alternatives.

Types of analysis of the organization's environment

Organizations are often unable to optimally allocate their resources to meet market demands, so the primary task for them is to accurately assess their strengths and resources when formulating a strategy.

The most well-known methods for analyzing the strategic capabilities of an organization are:

* situational analysis;

* step analysis;

* SWOT analysis;

* Sar analysis.

The essence of the situational analysis technique is to consistently consider the elements of the external and internal environment and assess their impact on the capabilities of the organization.

External situation analysis -- this is a consideration of information about the state of the economy as a whole (macroenvironmental factors) and about the economic situation of this particular organization.

Internal situational analysis -- this is an assessment of the organization's resources in relation to the environment and the resources of its main competitors (microenvironmental factors).

ster analysis is a technique for analyzing key elements of an organization’s macroenvironment:

Socio-demographic factors (for example, age and education of the population, etc.

-- economic factors (current dynamics of prices and taxes);

Technical and technological factors (emergence of new materials and technologies);

Legal factors (development of legislation in the field of advertising, trademarks, consumer protection);

Environmental factors (requirements for environmental cleanliness, etc.);

Political factors (possibility of protectionism);

Ethical factors (moral and ethical standards of society, etc.).

The analysis is aimed at assessing significant changes and new trends in the macro environment of the organization, as well as determining their significance for the organization.

The greatest interest for analyzing the strategic capabilities of an organization is the use of the SWOT analysis technique.

The essence of the methodology is to identify and evaluate the strengths and weaknesses of the organization and correlate them with the opportunities and dangers (threats) of the market. In this case, strengths and weaknesses refer to the internal characteristics of the organization, and opportunities and threats refer to external factors that the organization cannot control.

Analysis of the external environment allows the organization to timely predict the emergence of threats and opportunities, develop situational plans in case of unforeseen circumstances, develop a strategy that will allow the organization to achieve its goals and turn potential threats into profitable opportunities.

Threats and opportunities can manifest themselves in seven areas of the external environment; factors that are analyzed are grouped accordingly. The study of these groups of factors allows us to obtain a complete understanding of the emerging trends in the development of the organization’s external environment.

1. When analyzing economic factors consider the rate of inflation (deflation), the tax rate, the international balance of payments, the level of employment of the population in general and in the industry, and the solvency of enterprises.

2. When analyzing political factors you should monitor agreements on tariffs and trade between countries, protectionist customs policies directed against third countries, regulations of local authorities and the central government, the level of development of legal regulation of the economy, the attitude of the state and leading politicians to antitrust legislation, credit policies of local authorities, restrictions for obtaining loans and hiring labor.

3. Market factors include numerous characteristics that have a direct impact on the effectiveness of the organization. Their analysis allows the company's management to clarify its strategy and strengthen the organization's position in the market. Here they study changes in demographic conditions, the level of income of the population and their distribution, the life cycles of various types of goods and services, the level of competition in the industry, the market share occupied by the organization, the market capacity or its protection by the government.

4. The management of the organization is obliged to constantly monitor technological external environment, so as not to miss the moment of changes appearing in it that pose a threat to the very existence of the organization. This analysis should take into account changes in production technology (it is especially important not to miss the moment of the beginning of the creation of fundamentally new technologies), construction materials, the use of computer technology for the design of new goods and services, in management, changes in the technology of collecting, processing and transmitting information, in communications .

5. Analysis of competition factors involves constant monitoring by the organization's management over the actions of competitors. In the analysis of competitors, four diagnostic areas are distinguished: analysis of the future goals of competitors, assessment of their current strategy, assessment of preconditions regarding competitors and prospects for industry development, study of the strengths and weaknesses of competitors. Monitoring the activities of competitors allows the organization's management to constantly be prepared for potential threats.

6. Social factors external environment include changing social values, attitudes, attitudes, expectations and mores. In conditions of economic instability, it is in the social environment that many problems arise that pose a great threat to the organization. To effectively cope with these problems, the organization as a social system itself must change, adapting to the external environment.

7. Analysis of international factors has become of great importance for domestic organizations after the abolition of the state monopoly on foreign trade. Many large and medium-sized organizations are active or intend to operate in the international market. It is necessary to monitor the policies of other governments that include efforts to protect or expand the national market as a whole or specific industries. Taking into account environmental factors, the organization's strategy may be aimed at seeking government protection from foreign competitors, strengthening the domestic market, or expanding international activities.

The method used to diagnose internal problems is called management survey. It is based on a comprehensive study of various functional areas of the organization and, depending on the task at hand, can be methodologically simple or more complex.

For strategic planning purposes, it is recommended to include five functional areas in the survey: marketing, finance (accounting), production, personnel, organizational culture and image organizations.

sar analysis is an analysis of the strategic gap, which allows us to determine the discrepancy between the desired and the real in the activities of the organization.

This method evaluates the desired state of the organization (the level of its strategic aspirations) and the real (what the organization can actually achieve without changing its current policies). At the same time, an organization strategy is developed aimed at closing this gap.

The process of assessing the strategic situation includes three stages:

1. Collection of information about the current situation of the organization.

2. Analysis of deviations from the planned state.

3. Scenario design.

At the first stage information is collected about the profile of the organization, taking into account the state of the external environment.

A profile is a comprehensive assessment of an organization, characterizing its specialization, organizational and technical level, management system and organizational culture.

When comparing the profile of an organization with the formation of a developing (changing) external environment, it is necessary to analyze (from the standpoint of the present time and the foreseeable future) the influence on the organization from society and vice versa; the organization's technological environment and technological trends in its market; the economic environment and economic policy of the organization; structure of relationships with the environment, incoming and outgoing communications; the nature of legislative restrictions and political influence on the organization’s activities.

Central to the second stage The process of analyzing the strategic situation is devoted to the analysis of its strengths and weaknesses.

At the third stage a scenario is being developed for the future image of the organization and ways to achieve it, taking into account newly emerging opportunities and threats.

Such a scenario will reveal the organizational, technological and marketing qualities of the organization, which will ensure the use of opportunities and give it a chance to avoid potential threats.

Having analyzed external threats and new opportunities, and aligned the internal structure with them, the organization's management can begin to choose a strategy.

Development of an organization strategy

The choice of strategy is the central point of strategic planning.

It is quite obvious that you can move towards the same goal in different ways (for example, you can increase profits by reducing costs, or simply increasing the price, or by increasing demand, increasing the utility for the consumer of the product produced by the organization, etc.)

The choice of how to achieve the goal will be a decision about the organization's strategy.

Choosing a strategy means choosing the means by which the organization will solve the problems it faces.

The definition of strategy for an organization fundamentally depends on the specific situation in which it finds itself.

The strategy selection process includes the following stages:

Development - strategies are created to achieve the goals. Here it is important to develop, perhaps, a larger number of alternative strategies, to involve not only senior managers in this work, but also middle managers. This will significantly expand the choice and allow you to choose the potentially best option.

-- fine-tuning - strategies are refined to the level of adequacy to the development goals of the organization in all their diversity. A general strategy is being formed,"

-- analysis (assessment) - alternatives are analyzed within the framework of the selected overall strategy of the organization, they are assessed according to the degree of suitability for achieving its main goals . The general strategy is filled with specific content, for individual functional areas of the organization private strategies are being developed.

The choice of strategy is influenced by numerous and varied factors, the most important of which are:

Type of business and characteristics of the industry in which the organization operates;

State of the external environment;

The nature of the goals that the organization sets for itself; the values ​​that guide senior managers or owners of an organization when making decisions;

Risk level;

The internal structure of the organization, its strengths and weaknesses. Strong functional areas of the organization contribute to the successful exploitation of new opportunities.

Experience in implementing strategic planning and management has shown that the success of strategic planning in an organization depends more on the general culture of the environment in which planning is carried out than on specific planning methods.

is a set of actions, decisions taken by management that lead to the development of specific strategies designed to achieve goals.

Strategic planning can be presented as a set of management functions, namely:

• resource allocation (in the form of company reorganization);
• adaptation to the external environment (using the example of Ford Motors);
• internal coordination;
• awareness of organizational strategy (thus, management needs to constantly learn from past experience and predict the future).

Strategy is a comprehensive, integrated plan designed to ensure that its objectives are implemented and achieved.

Key points of strategic planning:

• the strategy is developed by senior management;
• the strategic plan must be supported by research and evidence;
• strategic plans must be flexible to allow for change;
• planning should be beneficial and contribute to the success of the company. At the same time, the costs of implementing activities should be lower than the benefits from their implementation.

Strategic Planning Process

The following stages of strategic planning are distinguished:

- the overall primary purpose of the organization, the clearly expressed reason for its existence. The Burger King fast food restaurant chain provides people with inexpensive fast food. This is implemented in the company. For example, hamburgers should be sold not for 10, but for 1.5 dollars.

The mission statement can be based on the following questions:

• What business activities does the company engage in?
• What is the firm's external environment that determines its operating principles?
• What type of working climate within the company, what is the culture of the organization?

The mission helps create customers and satisfy their needs. The mission must be found in the environment. Reducing the mission of an enterprise to “making a profit” narrows the scope of its activities and limits the ability of management to explore alternatives for decision making. Profit is a necessary condition for existence, an internal need of the company.

Often, a mission statement answers two basic questions: Who are our customers and what needs of our customers can we satisfy?

The character of the leader leaves an imprint on the mission of the organization.

Goals- are developed on the basis of the mission and serve as criteria for the subsequent management decision-making process.

Target characteristics:

• must be specific and measurable;
• oriented in time (deadlines);
• must be achievable.

Assessment and analysis of the external environment. It is necessary to assess the impact of changes on the organization, threats and competition, opportunities. There are factors at play here: economic, market, political, etc.

Management survey of the internal strengths and weaknesses of the organization. It is useful to focus on five functions for the survey: marketing, finance, operations (production), human resources, culture, and corporate image.

Exploring Strategic Alternatives. It should be emphasized that the company’s strategic planning scheme is closed. The mission and procedures of other stages should be constantly modified in accordance with the changing external and internal environment.

Basic strategies of the organization

Limited growth. Used in mature industries, when satisfied with the current state of the company, low risk.

Height. Consists of an annual significant increase in the indicators of the previous period. It is achieved through the introduction of new technologies, diversification (expanding the range) of goods, capturing new related industries and markets, and merging corporations.

Reduction. According to this strategy, a level is set below what was achieved in the past. Implementation options: liquidation (sale of assets and inventories), cutting off excess (sale of divisions), reduction and reorientation (reduce part of the activity).

Combination of the above strategies.

There are various methods for choosing strategies.

The BCG Matrix is ​​widely used (developed by Boston Consulting Group, 1973). With its help, you can determine the position of the company and its products, taking into account the capabilities of the industry (Fig. 6.1).

Rice. 6.1. BCG Matrix

The BCG matrix, developed by the consulting company of the same name, was already widely used in practice by 1970.

The main attention in this method is paid to cash flow, directed (consumed) in a separate business area of ​​the company. Moreover, it is assumed that at the stage of development and growth, any company absorbs cash (investments), and at the stage of maturity and the final stage, it brings (generates) positive cash flow. To be successful, the cash generated from a mature business must be invested in a growing business to continue making a profit.

The matrix is ​​based on the empirical assumption that the company that is larger is more profitable. The effect of lower unit costs as firm size increases is confirmed by many American companies. Analysis is carried out using the matrix portfolio(set) of manufactured products in order to develop a strategy for the future fate of the products.

BCG matrix structure. The x-axis shows the ratio of the sales volume (sometimes the value of assets) of the company in the corresponding business area to the total sales volume in this area of ​​its largest competitor (the leader in this business). If the company itself is a leader, then go to the first competitor that follows it. In the original, the scale is logarithmic from 0.1 to 10. Accordingly, weak (less than 1) and strong competitive positions of the company’s product are identified.

On the y-axis, the assessment is made for the last 2-3 years; you can take the weighted average value of production volumes per year. You also need to take inflation into account. Next, based on the strategy options, the direction for investing funds is selected.

"Stars". They bring high profits, but require large investments. Strategy: maintain or increase market share.

"Cash Cows". They generate a stable income, but the cash flow may suddenly end due to the “death” of the product. Does not require large investments. Strategy: maintain or increase market share.

"Question Marks". It is necessary to move them towards the “stars” if the amount of investment required for this is acceptable for the company. Strategy: maintaining or increasing or reducing market share.

"Dogs". They can be significant in the case of occupying a highly specialized niche in the market, otherwise they require investment to increase market share. It may be necessary to stop producing this product altogether. Strategy: be content with the situation or reduce or eliminate market share.

Conclusion: the BCG matrix allows you to position each type of product and adopt a specific strategy for them.

SWOT analysis

This method allows you to establish a connection between the strengths and weaknesses of the company and external threats and opportunities, that is, the connection between the internal and external environment of the company.

Strengths: competence, adequate financial resources, reputation, technology. Weaknesses: outdated equipment, low profitability, insufficient understanding of the market. Opportunities: entering new markets, expanding production, vertical integration, growing market. Threats: new competitors, substitute products, slowing market growth, changing customer tastes.

Opportunities can turn into threats (if a competitor uses your capabilities). A threat becomes an opportunity if competitors were unable to overcome the threat.

1. Let's make a list of the organization's strengths and weaknesses.

2. Let's establish connections between them. SWOT Matrix.

At the intersection of four blocks, four fields are formed. All possible pairing combinations should be considered and those that should be taken into account when developing a strategy should be selected. Thus, for couples in the SIV field, a strategy should be developed to use the company's strengths to capitalize on the opportunities that have arisen in the external environment. For SLV - due to the opportunities to overcome weaknesses. For the SIS, it is to use forces to eliminate the threat. For a couple in the field, SLU is to get rid of a weakness while preventing a threat.

3. We build a matrix of opportunities to assess the degree of their importance and impact on the organization’s strategy.

We position each specific opportunity on the matrix. Horizontally we plot the degree of influence of the opportunity on the organization’s activities, and vertically we plot the likelihood that the company will take advantage of this opportunity. The opportunities that fall into the fields of BC, VT, SS are of great importance, they need to be used. Diagonally - only if additional resources are available.

4. We build a threat matrix (similar to step 3).

Threats that fall into the VR, VC, SR fields are a great danger, immediate elimination. Threats in the VT, SK, and HP fields are also eliminated immediately. NK, ST, VL - a careful approach to eliminating them. The remaining fields do not require immediate elimination.

Sometimes, instead of steps 3 and 4, an environmental profile is compiled (i.e., factors are ranked). Factors are threats and opportunities.

Importance for the industry: 3 - high, 2 - moderate, 1 - weak. Impact: 3 - strong, 2 - moderate, 1 - weak, 0 - absent. Direction of influence: +1 - positive, -1 - negative. Degree of importance - multiply the previous three indicators. Thus, we can conclude which factors are more important for the organization.

Implementation of the strategic plan

Strategic planning is only meaningful when it is implemented. Any strategy has certain goals. But they need to be implemented somehow. There are certain methods for this. To the question: “how to achieve the company’s goals?” This is exactly what strategy answers. At its core, it is a method of achieving a goal.

Tactics- this is a specific move. For example, an advertisement for Fotomat film, which is consistent with the company's strategy to promote 35mm film to the market.

There are problems with the implementation of rules and procedures. Conflict may arise over the methods of providing employees with information about new company policies. It is necessary not to force, but to convince the employee that the new rule will allow him to perform this work most effectively.

Methods for implementing the strategy: budgets and management by objectives.

Budgeting. Budget— plan for resource allocation for future periods. This method answers the questions of what tools are available and how to use them. The first step is to quantify the goals and the amount of resources. A. Meskon identifies 4 stages of budgeting: determining sales volume, operational estimates for departments and divisions, checking and adjusting operational estimates based on proposals from top management, drawing up a final budget for the items of receipt and use of resources.

Management by Objectives— MBO (Management by Objectives). This method was first used by Peter Drucker. McGregor spoke about the need to develop a system of benchmarks in order to then compare the performance of managers at all levels with these benchmarks.

Four stages of MBO:

• Developing clear, concisely formulated goals.
• Developing realistic plans to achieve them.
• Systematic control, measurement and evaluation of work and results.
• Corrective actions to achieve planned results.

The 4th stage is closed on the 1st.

Stage 1. Development of goals. The goals of a lower level in the company's structure are developed on the basis of a higher level, based on strategy. Everyone participates in setting goals. A two-way exchange of information is required.

Stage 2. Action planning. How to achieve your goals?

Stage 3. Testing and evaluation. After the period of time established in the plan, the following are determined: the degree of achievement of goals (deviations from control indicators), problems, obstacles in their implementation, reward for effective work (motivation).

Stage 4. Adjustment. We will determine which goals were not achieved and determine the reason for this. It is then decided what measures should be taken to correct the deviations. There are two ways: adjusting methods for achieving goals, adjusting goals.

The validity and effectiveness of MBO is demonstrated by the higher performance of people who have specific goals and information about their performance. The disadvantages of implementing MBO include a great emphasis on formulating goals.

Evaluating the Strategic Plan

Beautiful matrices and curves are not a guarantee of victory. Avoid focusing on immediate implementation of the strategy. Don't trust standard models too much!

Formal assessment is performed based on deviations from specified evaluation criteria. Quantitative (profitability, sales growth, earnings per share) and qualitative assessments (personnel qualifications). It is possible to answer a number of questions when evaluating a strategy. For example, is this strategy the best way to achieve a goal and use the company's resources?

The success of Japanese management lies in its commitment to long-term plans. USA - pressure on shareholders, demands for immediate results, which often leads to collapse.

Accuracy of measurements. Accounting methods for inflating income and profits. Enron Company. Standards need to be developed. It’s easier to face the truth.

Checking the consistency of the strategy structure. Strategy determines structure. You cannot impose a new strategy on the existing structure of the organization.

Strategic Market Planning

In solving the strategic problems of an organization, strategic planning plays a significant role, which means the process of developing and maintaining a strategic balance between an organization's goals and capabilities in changing market conditions. The purpose of strategic planning is to determine the most promising areas of the organization’s activities that ensure its growth and prosperity.

Interest in strategic management was due to the following reasons:

1. Awareness that any organization is an open system and that the main sources of success of the organization are in the external environment.
2. In conditions of intensified competition, the strategic orientation of an organization’s activities is one of the decisive factors for survival and prosperity.
3. Strategic planning allows you to adequately respond to the uncertainty and risk factors inherent in the external environment.
4. Since the future is almost impossible to predict and extrapolation used in long-term planning does not work, it is necessary to use scenario, situational approaches that fit well into the ideology of strategic management.
5. In order for an organization to best respond to the influence of the external environment, its management system must be built on principles different from those previously used.

Strategic planning aims to adapt the organization's activities to constantly changing environmental conditions and to capitalize on new opportunities.

In general, strategic planning is a symbiosis of intuition and the art of the organization’s top management in setting and achieving strategic goals, based on mastery of specific methods of pre-plan analysis and development of strategic plans.

Since strategic planning is primarily associated with production organizations, it is necessary to distinguish different levels of management of such organizations: the organization as a whole (corporate level), the level of areas of production and economic activity (divisional, departmental level), the level of specific areas of production and economic activity (level of individual types of business), level of individual products. The management of the corporation is responsible for developing a strategic plan for the corporation as a whole, for investing in those areas of activity that have a future. It also decides to open new businesses. Each division (department) develops a divisional plan in which resources are distributed between the individual types of business of this department. A strategic plan is also developed for each business unit. Finally, at the product level, within each business unit, a plan is formed to achieve the goals of producing and marketing individual products in specific markets.

For competent implementation of strategic planning, organizations must clearly identify their areas of production and economic activity, in other terminology - strategic economic units (SHE), strategic business units (SBU).

It is believed that the allocation of CXE must satisfy the following three criteria:

1. SHE must serve a market external to the organization, and not satisfy the needs of other divisions of the organization.

2. It must have its own, distinct from others, consumers and competitors.

3. SHE management must control all the key factors that determine success in the market. Thus, CHEs can represent a single company, a division of a company, a product line, or even a single product.

In strategic planning and marketing, several analytical approaches have been developed that make it possible to solve the problems of assessing the current state of a business and the prospects for its development. The most important of them are the following:

1. Analysis of business and product portfolios.
2. Situational analysis.
3. Analysis of the impact of the chosen strategy on the level of profitability and the ability to generate cash (PIMS - the Profit of Market Strategy).

Assessing the degree of attractiveness of an organization's various identified CXEs is usually carried out along two dimensions: the attractiveness of the market or industry to which the CXE belongs, and the strength of the position of the given CXE in that market or industry. The first, most widely used method of CXE analysis is based on the use of the “market growth rate - market share” matrix (Boston Consulting Group matrix - BCG); the second is on the CXE planning grid (General Electric Corporation matrix, or Mag-Kinzy). The "market growth rate - market share" matrix is ​​designed to classify a CXE organization using two parameters: relative market share, which characterizes the strength of CXE's position in the market, and market growth rate, which characterizes its attractiveness.

A larger market share makes it possible to earn greater profits and have a stronger position in the competition. However, here it should immediately be noted that such a strict correlation between market share and profit does not always exist; sometimes this correlation is much softer.

The role of marketing in strategic planning

There are many points of intersection between strategies for the organization as a whole and marketing strategies. Marketing studies the needs of consumers and the organization's ability to satisfy them. These same factors determine the mission and strategic goals of the organization. When developing a strategic plan, they operate with marketing concepts: “market share”, “market development” and
etc. Therefore, it is very difficult to separate strategic planning from marketing. In a number of foreign companies, strategic planning is called strategic marketing planning.

The role of marketing is manifested at all three levels of management: corporate, CXE and at the market level of a particular product. At the corporate level, managers coordinate the activities of the organization as a whole to achieve its goals in the interests of pressure groups. At this level, two main sets of problems are solved. The first is what activities should be undertaken to satisfy the needs of important customer groups. The second is how to rationally distribute the organization's resources among these activities to achieve the organization's goals. The role of marketing at the corporate level is to identify those important environmental factors (unmet needs, changes in the competitive environment, etc.) that should be taken into account when making strategic decisions.

At the individual CHE level, management is more focused on making decisions for the specific industry in which the business competes. At this level, marketing provides a detailed understanding of market demands and the selection of the means by which these requests can best be satisfied in a specific competitive environment. A search is being carried out for both external and internal sources of achieving competitive advantages.

Managing the market for a specific product focuses on making rational decisions about the marketing mix.

Choosing a strategy

After analyzing the strategic state of the organization and the necessary adjustments to its mission, you can move on to analyzing strategic alternatives and choosing a strategy.

Typically, an organization chooses a strategy from several possible options.

There are four basic strategies:

• limited growth;
• height;
• reduction;
• combination.

Limited growth(several percent per year). This strategy is the least risky and can be effective in industries with stable technology. It involves defining goals based on the level achieved.

Height(measured in tens of percent per year) is a strategy typical for dynamically developing industries, with rapidly changing technologies, as well as for new organizations that, regardless of their field of activity, strive to quickly take a leading position. It is characterized by the establishment of an annual significant excess of the level of development over the level of the previous year.

This is the most risky strategy, i.e. As a result of its implementation, you may suffer material and other losses. However, this strategy can also be identified with perceived luck, a favorable outcome.

Reduction. It assumes the establishment of a level below that achieved in the previous (base) period. This strategy can be used in conditions when the company's performance indicators acquire a steady tendency to deteriorate.

Combination(combined strategy). Involves a combination of the alternatives discussed above. This strategy is typical for large firms operating in several industries.

Classification and types of strategies:

Global:

• minimizing costs;
• differentiation;
• focusing;
• innovation;
• prompt response;

Corporate

• related diversification strategy;
• unrelated diversification strategy;
• capital pumping and liquidation strategy;
• change course and restructuring strategy;
• international diversification strategy;

Functional

• offensive and defensive;
• vertical integration;
• strategies of organizations occupying various industry positions;
• competitive strategies at various stages of the life cycle.

Cost minimization strategy consists in establishing the optimal value of production volume (use), promotion and sales (use of marketing economies of scale).

Differentiation strategy is based on the production of a wide range of goods of one functional purpose and allows the organization to serve a large number of consumers with different needs.

By producing goods of various modifications, the company increases the circle of potential consumers, i.e. increases sales volume. In this case, horizontal and vertical differentiation are distinguished.

Horizontal differentiation assumes that the price of various types of products and the average income of consumers remain the same.

Vertical implies different prices and income levels of consumers, which provides the company with access to different market segments.

The use of this strategy leads to an increase in production costs, so it is most effective when demand is price inelastic.

Focus strategy involves serving a relatively narrow segment of consumers who have special needs.

It is effective primarily for firms that have relatively few resources, which does not allow them to serve large groups of consumers with relatively standard needs.

Innovation strategy provides for the acquisition of competitive advantages through the creation of fundamentally new products or technologies. In this case, it becomes possible to significantly increase sales profitability or create a new consumer segment.

Rapid response strategy involves achieving success through rapid response to changes in the external environment. This makes it possible to gain additional profit due to the temporary absence of competitors for the new product.

Among corporate strategies, strategies of related and unrelated diversification stand out.

Related diversification strategy assumes that there are significant strategic fits between business areas.

Strategic fits presuppose the emergence of so-called synergistic effects.

Strategic correspondences are identified: production (single production facilities); marketing (similar brands, common sales channels, etc.); managerial (unified personnel training system, etc.).

Unrelated Diversification Strategy assumes that the business areas in their portfolio have weak strategic fits.

However, firms that adhere to this strategy can acquire special stability due to the fact that downturns in some industries can be compensated by upturns in others.

Among functional strategies distinguished primarily offensive and defensive.

Offensive strategies include a set of measures to retain and acquire competitive advantages of a proactive nature: attacking the strengths or weaknesses of a competitor; multi-pronged offensive, etc.

Defensive strategies include measures that are reactionary in nature.

The economy is changing so quickly that only strategic planning at the enterprise will help to build a formal forecast of potential risks and opportunities. It is this method that helps management or the owner set long-term goals, create a plan for their implementation that minimizes risks and includes the tasks of the company's divisions.

What are the features of tactical, operational and strategic planning in an enterprise?

Those who are seriously involved in business usually set some kind of strategic goal for the company. It, in turn, consists of several subgoals that include tasks. That is, the process of implementing the plans in the company is carried out from setting the largest and most significant goal to the implementation of small everyday tasks.

To optimize the planning process, it is divided into several types:

• tactical;
• operational;
• strategic.

Strategic planning

The most common type of planning is strategic. It should not be compared with long-term. Developing a company strategy is setting a more global goal. For example, L. Mittal, adhering to the maximum saving strategy, became one of the richest people in the world. The strategy was to reduce costs to the limit for the main parameters of activity (personnel, raw materials, resources, etc.).

It is the manager or owner who is engaged in strategic planning.

Tactical planning

In Soviet times, enterprises established medium-term plans. Tactical planning is somewhat similar to this practice, but there are still significant differences. At the same time, plans are limited in time, but this is the time allocated for the implementation of the goals. Tactical planning is a consequence of strategic planning. L. Mittal at his enterprise set such tactical goals as optimizing staff, acquiring coal deposits for the production of his own raw materials, automating business processes and production processes.

As a rule, department heads are responsible for developing a tactical plan. If we are talking about a small company, this task is included in the range of responsibilities of the direct manager of the entire organization.

Operational planning

Operational plans are created based on a short time period. Based on the circumstances, this can be planning actions for one day, several days, or a week. However, it will be better for the staff and you if there is a list of tasks for each day that can easily be changed depending on the situation. Operational planning allows you to record results and exercise control.

In some areas of activity, it is more convenient for enterprises to create different types of plans of all three types. For example, financial planning, marketing or investment is carried out at the operational and tactical levels.

Different planning methods will allow you to organize work as efficiently as possible, select the right performers, and monitor the implementation of assigned tasks.

How to create a strategic development plan

Many managers mistakenly believe that long-term strategic plans can be successfully replaced by sales plans. The development of companies headed by such managers is difficult due to top management’s lack of understanding of business goals, and therefore the failure to use means to achieve these goals.

To prevent an enterprise from getting bogged down in routine, it needs a strategic plan. Download example algorithm for developing and implementing a strategic plan you can in the article of the electronic magazine “General Director”.

The main goals of strategic planning at the enterprise

The definition of strategic plans in the company also consists in forming and transferring to the designated official such a measure of responsibility and authority that will allow him to fully manage the company during the entire period of his tenure. Strategic planning has the following goals:

1. Creating and showing an enterprise model in perspective regarding its scope of activity, mission, development.

2. Setting goals to the general manager or manager for the entire period of his activity in accordance with the concluded contract.

When deploying the goals and objectives of a company's strategic plan, it is worth remembering possible problems that impede movement forward. These problems must be identified and ways to solve them must be found. The most important tasks in this type of planning are the following:

• analysis of the growth process of the company’s activities from the very beginning, as well as compliance with the planned strategic plans;
• assessment of the external and internal development of the company today;
• adjusting the company’s mission and vision in its field of activity;
• setting general development goals;
• analysis of the main problem in enterprise management and development of a method of elimination;
• development of the enterprise concept;
• searching for opportunities and ways to implement them to transfer the company into the active TO-BE sphere;
• creation and distribution of proactive actions to implement the strategic plan;
• finalization of certain nuances and provisions in areas of the company’s activities that depend on strategic planning: investments, finance, marketing, etc.

Strategic planning of enterprise activities: advantages and disadvantages

Strategic planning at an enterprise is the formulation and setting of strategically important tasks based on forecasts of the company's activities in the context of changing external factors, as well as the identification of the most important areas of development and the selection of ways to complete tasks.

This type of planning is based on the immediate application of innovative ideas, as well as proactive actions to minimize risks and accelerate the development of the company.

The strategic method of planning differs from the tactical method in the following ways:

1. A forecast of future processes and results is made based on a strategic analysis of the enterprise’s activities, risks, opportunities to change the situation in one’s favor, etc., and not by observing existing trends.
2. This is a more time-consuming and resource-consuming method, but ultimately provides more accurate and complete information.

The process of carrying out this planning in the company is carried out using the following actions:

1. Determining the most important long-term tasks and goals.
2. Organization of strategically important departments in the company.
3. Setting goals when conducting research activities in the marketing field.
4. Analysis of the current situation and determination of the vector of development in the economic sphere.
5. Planning to increase production, developing a marketing strategy for the company as a whole.
6. Determining a set of tools to achieve your goals.
7. Carrying out control measures and adjusting the strategy if necessary.

Strategic planning has its own characteristic features:

• it is characterized by constant external analysis of activities to identify potential risks, problems that may affect work, as well as trends, development alternatives, etc.;
• the economic activity of the enterprise easily adapts to changing circumstances;
• the process of optimizing the assigned tasks is constantly underway;
• it is focused on the most important goals and stages of development of the company;
• planning in the company is optimally distributed from top to bottom positions;
• There is a constant correlation between tactical and strategic plans.

The advantages of this type of planning are as follows:

1. Plans are based on reasonable probabilities and event forecasts.
2. The company's management has the opportunity to set long-term goals.
3. It is possible to make decisions based on the established strategic plans.
4. The risk when making a particular decision is reduced.
5. Unites the set goals and their executors.

However, in addition to the advantages, there are also a number of shortcomings.

Strategic planning does not, by its nature, provide a clear description of the future. The result of this type of planning will be the creation of a model of potential behavior and the desired market position of the company in the future, but it remains unclear whether the company will remain afloat until this time.

Strategic planning does not have a clear algorithm for drawing up and implementing a plan. Goals are set and realized through the following actions:

• the company constantly monitors external activity;
• employees involved in goal setting have a O a greater degree of professionalism and creative thinking;
• the company is actively innovative;
• all employees are involved in achieving the set goals.

Strategic planning requires investing a lot of resources, financial and time. Traditional planning does not require such effort.

The consequences of failure to implement strategic plans are usually much more serious than with conventional planning.

Planning alone will not produce results. Mechanisms for implementing the assigned tasks must be prepared.

The process of strategic planning at an enterprise is necessary to determine potential development options in the economic and social spheres of the state as a whole. The company and government agencies must cooperate to exchange information on a voluntary basis.

What does the strategic planning system at an enterprise consist of?

The concept of strategic planning today consists of the following points: “decision - making changes - control”. That is, we can say that this type of planning is based on three elements: the decision to do something, making certain changes after that and monitoring the result. Each element represents an organized process.

Strategic planning is ensured thanks to various subsystems of the enterprise: personnel, methodological, information and analytical. In other words, strategic planning can be represented as a set of subsystems that, when interacting, make it possible to achieve set goals.

Strategic decision-making subsystem

This element consists of methods for identifying the company's problems, analyzing effective ways to eliminate them and making decisions to improve the organization's performance in the future. The subsystem includes a certain circle of people involved in identified problems, as well as a set of actions to analyze and find optimal solutions.

Change management subsystem

This element is a set of tools that allows you to develop plans and prepare projects to make necessary changes in the structure or functional activities of the company.

However, no plans will arise, and no programs will be implemented on their own. This requires proactive people. It is these people, together with managers, who carry out the processes of strategizing, planning and business modeling.

1. When strategizing, management develops a vision of the company's future place in the external economy, its activities and the means by which this position will be achieved.
2. With the help of planning, alternative activities of the company in a given situation are discussed, assumptions based on facts are made about what awaits it in the future;
3. In business modeling, models of a company's business behavior are built or modified based on long-term goals and a designated mission.

Strategic control subsystem

This element allows you to evaluate how the chosen strategy is being implemented, what changes are taking place within the company and in its external activities, how well the set goals correspond to the developed plans, and also allows, if necessary, to promptly change the development scenario of the strategic plan.

They control the already completed part of previously planned programs and projects. It is necessary to summarize the results to motivate managers. Reports should outline not only the results obtained, but also the strategic problems that occurred or might occur.

Information and analytical subsystem

With the help of this element, all direct participants in the strategic planning process are provided with the latest and most relevant information about events occurring inside and outside the company.

This subsystem is aimed at the full implementation of the set strategic objectives through the use of information sources and technologies.

That is, it does not just inform participants about everyday processes. In addition to daily formal reporting, it has tasks of a more global level.

Methodological subsystem

This subsystem is created to carry out the process of complete information support for the enterprise during the development of a strategic plan. Information is obtained, analyzed and applied.

The methodological aspect of the company's activities consists of various methods of collecting and applying strategically important information in the management process, setting strategic objectives and monitoring their implementation. It also provides tools for implementing the strategic objectives.

Organizational and personnel subsystem

This element represents the interaction of organizational activities and personnel policies. With competent leadership, they organize special forms of interaction in the enterprise, which are used in the formulation and implementation of strategic plans.

Strategic planning management subsystem

This subsystem is used to implement strategies and developed plans, the management process and control over it, as well as to find out how effective the ongoing processes are and whether there is a need to improve them.

The activities of this subsystem are carried out with the help of a specially organized autonomous unit. It implements the developed strategies, organizes the processes necessary for this, monitors their implementation and results. All this is done with the support of a regulatory and methodological framework and on the basis of official documents.

Stage-by-stage organization of strategic planning at an enterprise

Setting strategic goals at an enterprise goes through the following stages:

Stage 1. Defining the mission of the enterprise

The process of identifying a mission involves answering the question why the enterprise exists, what is its role and place in the foreign economic sphere. Establishing a strategic mission is significant for the enterprise’s implementation of both internal and external activities. In internal activities, a clearly defined role helps staff feel unity and adhere to a culture of behavior.

In external activities, a clearly stated mission helps to establish a unified image of the company on the market, an image unique to it, talks about the role of the enterprise in the economic and social spheres, as well as how it should be perceived by customers.

The mission statement consists of four elements:

• studying the history of the company’s origins and activities;
• study of the field of activity;
• identification of main goals;
• the company's aspirations in strategic terms.

Stage 2. Formulating the goals and objectives of the enterprise

The set goals not only show the state to which the company will arrive after achieving them, they must also motivate employees to implement them.

Therefore, goals must meet the following parameters:

• functionality - it is important to determine the functions of the set goals, since the manager must be able to adapt the goal and delegate it in a suitable manner;
• selectivity – certain resources are always attracted to achieve a goal. But if they are insufficient, some specific goals should be identified on which to concentrate, and to achieve which resources and efforts are used. That is, there is a kind of selectivity of goals;
• multiplicity – goals and objectives are set for all important areas of the enterprise’s activities;
• achievable, realistic – goals must be realistic. Employees must see that although achieving the goals will require very hard work, they can ultimately be achieved and are within the realm of possibility. Setting unrealistic, unattainable goals demotivates and negatively affects the activities of employees and, as a result, the company as a whole;
• flexibility - it should be possible to change the goal or means of achieving it in the process of working on its implementation, if factors in the external or internal activities of the company require it;
• measurability - the goal must be assessable in both quantitative and qualitative dimensions, not only at the time of setting, but also while working on its implementation;
• compatibility – all goals set by the company must be compatible with each other. That is, goals for a long period must meet the requirements of the company's mission, and goals for a shorter period of time must stem from long-term goals;
• acceptability – at the time of setting a goal, the interests of business owners, managers, company employees, partners, clients, etc. should be taken into account;
• specificity - the goal must be clearly formulated. It should make it clear in what manner the company will operate, what will happen upon achieving the goal, what the results will be, who is involved in its implementation and for how long.

The structure of goals when setting plans is revealed in two ways. The first is centralization. It represents the setting of goals by the company's management. The second approach is decentralization. In this case, both management and employees at all levels participate in goal setting.

The structure of goals is determined through the sequential passage of four stages:

• processing of data on the external activities of the enterprise;
• setting clear global goals;
• arranging goals in order of importance;
• setting specific goals for certain events.

Stage 3. Analysis and assessment of the external environment

When analyzing external activities and the environment, two components are taken into account: the macroenvironment and the microenvironment:

When studying the macroenvironment, the following elements are analyzed:

• economic activity and its level of development;
• legal support;
• social and cultural spheres of life;
• level of technical and scientific development;
• infrastructure level;
• political state of society;
• level of resources, state of the environment.

The company's microenvironment includes those firms that are in direct interaction with the company, that is, enterprises that are constantly in contact with it are studied. These include:

• supplier companies;
• consumer companies of manufactured products;
• intermediary organizations, including those between the company under study and the state (tax service, insurance companies, etc.);
• competing enterprises;
• various societies, commercial and not, that influence the formed public image of the company (for example, the media, the Society for the Protection of Consumer Rights, etc.).

Stage 4. Analysis and assessment of the internal structure of the enterprise

Studying the internal environment of an enterprise helps to understand what resources and potential opportunities are available for the company in moving towards its goals.

In this case, analysis and study are carried out in the following areas:

• marketing;
• production;
• research and innovation;
• product distribution;
• resource opportunities.

Analytical work in this case involves studying potential risks for the company’s activities, as well as identifying positive and negative features inherent to the company.

Research of external and internal factors is carried out using the following matrix methods:

• Stickland and Thompson;
• Boston Advisory Group;
• SWOT analysis.

Stage 5. Development and analysis of strategic alternatives

Alternatives are explored to determine ways to achieve the goals set and accomplish the tasks defined in the organization's mission. The scenario will depend on the company's current situation.

At the same time, when working on a strategic alternative, you need to decide on three points:

• what activities are being liquidated;
• what activities are ongoing;
• in which business direction to start a new activity.

The strategy is being developed based on the following areas:

• reaching the level of a leader in the position of reducing production costs;
• constant presence and development of activities in a certain market area;
• constant and high-quality production of the established assortment.

Stage 6. Selecting a strategy

In order to choose the most effective strategy, you need to rely on a clearly structured and agreed upon system of the company’s activities. The choice of strategy must be clear and unambiguous. That is, one direction must be chosen that best suits the activities of a given company. The stages at which the strategy is developed and the form in which it is conveyed to the team have a generalized form and can change depending on the company’s activities.

Stage 7. Strategy implementation

This process is a very important link in the company’s activities. Indeed, if successful, it will lead to the full implementation of the strategic plans. Implementation is carried out through a set of actions: various programs and procedures are developed, from which long-term and short-term plans are drawn up. For full implementation, perform the following steps:

• familiarize company employees with the set goals so that they take part in the process of achieving them;
• the company always provides the resources necessary for successful implementation and prepares a plan for its implementation;
• When carrying out activities to achieve set goals, managers at each level act in accordance with their powers and assigned tasks.

Stage 8. Evaluation of the chosen (implemented) strategy

The strategy is assessed by answering the question: will the company be able to achieve its goals? If the developed strategy gives a positive answer to this question, then it is further analyzed according to parameters of this kind:

• to what extent it correlates with the demands of external activities;
• how much it correlates with the company’s development potential;
• How acceptable is the level of risk in this strategy.

The implementation of the strategy is assessed. Feedback helps you monitor this process and make changes if necessary.

Methods of strategic planning in an enterprise

There is a classification of strategic planning methods at an enterprise depending on the point in time they are applied.

Method 1. SWOT analysis

This type of analysis was created to determine the effectiveness/ineffectiveness of a company’s activities in the foreign market. This is a kind of quintessence of a large analytical volume of information, allowing you to understand and draw a conclusion about the further steps of the enterprise. Where should he move, how to develop, how to distribute resources. As a result of this analysis, a marketing strategy or expected behavior pattern is created for the purpose of testing it.

The classic SWOT analysis method works by comparing a company with its most significant competitors. Based on the results obtained, the pros and cons of the enterprise’s activities, risks and possible successes are identified.

Method 2. “Tree of Goals”

This method involves dividing the global goal itself into smaller tasks, which are also divided into even smaller ones. The method is very important for studying various management systems, because it is possible to imagine the company’s activities in the form of consistent implementation of set goals and objectives. The “goal tree” method is worth using, if only because it allows you to create a backbone, a stable frame that will remain unchanged under changing factors and circumstances.

Method 3. BCG Matrix

This tool is also called Matrix BCG. It is used for strategic analysis of the company and its products in the economic and commercial sphere of activity. For analysis, data is taken on the volume of the market share of a given enterprise and its growth. This method is quite simple, but at the same time very effective. Therefore, it is used not only in the economic sphere, but also in the marketing and management spheres. Using the matrix, you can see the most successful and most illiquid products or departments of the company. With its help, a marketer or manager will become clear on the development of which product or department of the company should devote resources to, and what should be reduced or eliminated altogether.

Method 4. McKinsey Matrix

This type of matrix as a planning tool was developed by a specially created department of McKinsey. The order for the development was given by General Electric. The method is an improved BCG matrix. However, in comparison with the latter, it allows for more floating financing of the strategy being pursued. For example, if, based on the analysis, it is determined that the enterprise is weak as a competitor in the market, and the dynamics of market growth are not visible, then financing activities in this area can still be continued. Since there is a possibility of reducing risk in this area or creating a synergy effect due to more efficient work in other areas of activity.

Method 5. Ansoff matrix

This type of matrix is ​​a method of analysis in strategic management, invented by Igor Ansoff. It is also called the product-market matrix.

This matrix can be represented as a coordinate field, where the company’s products (existing and new) will be located on the horizontal axis, and the markets in which the company is present (already used and potential new ones) will be located on the vertical axis. The intersection of the axes gives four points.

The resulting matrix provides 4 options for marketing strategies for increasing sales volume and/or maintaining existing volume: reaching new markets, developing in the current sales market, developing assortment, expanding markets and product range.

The appropriate option is chosen based on how often the company can update its product range and how saturated the market is at the moment. You can combine two or more options.

1. Reaching new markets – entering new markets with an existing product. At the same time, markets are assumed to be of different scales - international, regional, national;
2. Development in the current sales market - carrying out various marketing activities in order to strengthen the position of the product in the market;
3. Development of the product range – offering new products in the existing market in order to strengthen the company’s position;
4. Diversification - expanding sales markets, attracting new markets, as well as expanding the range of products. However, one should be wary of scattering efforts.

Scenario planning- a tool that recently appeared for setting strategic plans for an enterprise. With its help, alternative scenarios for the future of the company are developed. This method analyzes the external activities of the organization and combines both known actual information and expected important points when forming a scenario. The developed alternatives necessarily combine predeterminisms (which simply exist at the moment) and still uncertain options for the development of important aspects of activity. An enterprise strategy for strategic planning, developed on the basis of the scenario method, is characterized by flexibility and allows the company to successfully act in different situations.

Method 6. SADT method

Another method called Structured Analysis and Design Technique (abbreviated SADT) is a set of actions by which a model of a certain object in a certain area is built. It is a method of analyzing and creating projections. With its help, the functional structure of an object is determined, in other words, the connection between the actions it performs and the analysis of the actions themselves.

Method 7. IDEF0

As a continuation of the previous one, the IDEF0 method was developed, the essence of which is to build a model and graph of the functionality of an object. It describes processes in business, indicating the subordinate relationship of objects, and also formalizes them. The method examines the logical connection of works, but not their time sequence. The information obtained can be presented in the form of a “black box” with holes for inputs and outputs, mechanisms inside, the outlines of which gradually appear up to the desired level. Using IDEF0, projects are organized to model various processes (for example, organizational, administrative, etc.).

• How to find inspiration for solving strategic problems

What problems are associated with strategic planning for enterprise development?

Today, there is a sad trend towards the rejection of the method of global strategic planning by a layer of key managers. And it makes you wonder what the reason is. And was there even a period when strategic management was popular and applied everywhere? We can conclude that the “golden formula” that they tried to derive and apply did not work, and this happened due to several factors. Here are some of the reasons that influenced today's businessmen's assessment of the current situation in the field of strategic planning.

1. One of the main reasons is that the connection between “enterprise strategy and underlying projects and activities,” even with the help of BSC, turns out to be very cumbersome. Real events show that correlation, for example, of corporate cards is needed, but this is unprofitable due to the lack of free resources.
2. Today, strategic planning and its methods are too static, mechanistic, and do not have the necessary flexibility. Therefore, at certain stages the constructed model turns out to be irrelevant. Here it would be possible to call on scenario modeling to create models of different versions of the current business, but for this it would be necessary to allocate additional funds to organize a special planning structure.
3. The third reason is a purely Russian problem, which is that the basis for strategic planning in business is capital growth and profit. And on the one hand, this is a worthy goal, especially from the point of view of a business owner. But in our country, this position allows the number of speculative investors to grow above the number of bona fide key shareholders. Moreover, the attitude towards the set strategic tasks of these two parties is usually radically different. The first type ultimately wants to sell their stake as profitably as possible, so capital gains are important to them. A strategy developed under the influence of such a message can be said to devalue the very fact of setting strategic goals.

Does all of the above mean that long-term planning is no longer developed in Russian business? The answer is no. There are prospects for development, but they should be looked for not in copying Western business models and theories of business schools, but in conducting scientific research and development in this industry on the domestic market. Strategy, as the top of the management model, needs ideological support from business owners, but this is not the end of the matter.

And although domestic business is part of the global business system, it has its own distinct specifics. There is a possibility that in the near future it will become increasingly nationalized. In this regard, the development of a new system for setting strategic goals can be created using both state ideology and new development methods in business. If the state found a way to sponsor the study and development of new concepts, to supplement strategic management with new research, then this would contribute to a greater and better breakthrough of our companies into the sphere of the international economy.

Enterprise strategic plan- a long-term plan, usually covering a period of 10-15 years, which formulates the main goals of the enterprise for the future, specific tasks tied to time and resources, and a general strategy for achieving the goals;

Role strategic plan for the enterprise in a market economy can best be shown in comparison with a planned economy. Previously, when developing its plans, an enterprise received information from outside about the range of products produced, suppliers and consumers, prices for its products, and many other indicators and standards. Regardless of interests enterprises it was impossible to change them and they were automatically included in the development of enterprise plans. Actually, the planned work itself boiled down to finding effective ways to complete known tasks in a fairly predictable external environment.

This task remains today, but in market conditions this task is only part of the planned work. Now the enterprise must itself determine and predict the parameters of the external environment, the range of products and services, prices, suppliers, sales markets, and most importantly, determine its long-term goals and strategy for achieving them. This part of the planning work is covered by the development of a strategic plan. Those businesses that do not use strategic planning are doomed to lose to their competitors and face a tedious struggle for survival.

Strategic planning includes three interrelated tasks: developing the mission of the enterprise, presenting the mission in the form of long-term and short-term goals, and developing a strategy for achieving the goals.

Thus, enterprise strategic plan can be defined as a document expressing the mission of an enterprise, its long-term goals and objectives and the strategy for achieving them, taking into account the external environment and internal characteristics of the enterprise.

Defining the mission of an enterprise is the answer to the question: “What will our enterprise be like in 5-15 years?” In other words, the company’s management must understand:

• What is an enterprise?
• In what specific narrow areas of activity does it work?
• What are the directions of development of the enterprise?

The mission statement is usually quite general, but at the same time specific to each enterprise and clearly expresses its individual understanding of its future business.

The general formulation of the mission requires specification in the form of setting key goals and development objectives. It is better when tasks can be formulated in numerical terms. The work of developing a mission and setting specific goals is not carried out so much by specialists planning, as by all managers of the enterprise, and primarily by senior managers. Ideally, specific goals should be set for each division of the enterprise. Usually, if some departments fail to formulate their goals within the framework of the overall mission of the enterprise, this is a signal for the need to improve the organizational structure.

Developing a mission and defining the objectives of an enterprise requires completion in the form of developing an enterprise strategy. In general, strategy can be defined as a system of management and organizational decisions aimed at realizing the objectives of the enterprise and fulfilling the designated mission. The strategy development process can be divided into four stages:

1. determining the strategic position of the enterprise based on individual factors,
2. generalized assessment of the total interaction of internal and external factors,
3. identification of strategic alternatives,
4. development of an enterprise strategy that satisfies the current situation and company objectives.

This process is shown schematically in rice. 1. If mission development and goal setting are based more on art than on generally accepted techniques, then well-developed tools are used to develop strategy. The strategy development process is schematically depicted in rice. 2.

Industry Analysis provides for the solution of the following tasks:

• determination of the main economic characteristics of the industry;
• identification of the driving forces of industry development;
• assessment of competitive forces;
• assessment of the competitive position of enterprises in the industry;
• forecast of likely actions of closest competitors;
• identification of key success factors (KSF);
• assessment of industry development prospects.

Analysis of the state of the enterprise aims to solve the following problems:

• assessment of the existing strategy:
• does it work to strengthen the position of the enterprise;
• conducting a SWOT analysis (strengths and weaknesses of the enterprise, external threats and opportunities associated with changes in the external environment);
• comparative assessment of the competitive position of the enterprise;
• comparative assessment of the cost structure of the enterprise and competitors.

When determining strategic alternatives for an enterprise, the key issues are two:

1. identification of real opportunities for changing the strategy: the presence of limitations in improving the adopted strategy; possible room for a fundamental change in strategy;
2. identifying areas of strategy change that will create significant competitive advantages.

When analyzing the industry, the state of the company, the possibilities for choosing alternative directions for the development of the enterprise, the main work takes place on the formation of a basic approach to the new strategy. At the final stage, the strategy itself is developed in detail and formalized in the form of a strategic plan. The strategic management process does not end with the development of a strategic plan; it includes the practical implementation of the actions planned in the plan, monitors changes in the external environment for the enterprise and the competitive state of the enterprise itself, as well as adjustments or significant changes in the adopted strategic plan when the goals or conditions of existence of the enterprise change.

Before considering in more detail the main stages of developing a strategic plan, it is necessary to make a note about the information required for analytical work. Obtaining such information, correcting it, maintaining a database is the task of the enterprise itself, requiring serious financial costs, organizational efforts and the presence of qualified managers. But even with well-organized work with information, in some cases it is simply impossible to obtain real information. This applies, for example, to the uncertainty of changes in the external situation or to data on the cost structure of competitors, which are, as a rule, their trade secret. In this case, it is still necessary to try to develop some assessment of such data.

In terms of the external environment, this may be a forecast or scenario for the development of the situation, in relation to competitors - expert assessments. The degree to which these estimates approximate reality largely depends on the experience and qualifications of the enterprise’s management personnel. The very presence of such estimates is important, since this makes it possible to check their validity by monitoring the actions of competitors or events in the external environment and, using new data, adjusting the initial estimates, bringing them closer to reality.

Thus, the information used in developing a strategic plan is often evaluative in nature, but this should not be an obstacle to the very attempt to create such a plan in the enterprise. It is recognized that it is better to have any strategy than to have none.

Rice. 1. Stages of developing an enterprise strategy

Rice. 2. Methodological approach to developing an enterprise development strategy