Measures for the development of the enterprise. Development of a strategic plan for the development of the enterprise

Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the foundation for all management decisions. Therefore, most enterprises and organizations are focused on the development of strategic development plans. A dynamic strategic planning process is the umbrella under which all managerial functions are sheltered, without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of a corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Ukrainian enterprises and organizations that enter into fierce competition both among themselves and with foreign entities. economic activity.

Strategic planning is the development of a strategy using a formalized procedure, described in stages, methods, execution techniques and aimed at building a model of the future, as well as a program for the transition to this model.

To date, this is the latest achievement in strategic management and the most highly intelligent and expensive element in management in general. Suffice it to say that in large companies it involves specialists of the unit numbering from 20-30 to 50-100 people. A strategic plan is a document of approximately 100 pages, where the future for the leader is painted according to a predetermined template with the appropriate level of detail.

This control work aims to systematize the knowledge gained in the process of studying the discipline "Planning the activities of enterprises" and supplement them with thematic literature on strategic planning, management and marketing. It contains the basics of strategic planning, gradually disclosed to the extent permitted by the literature.

The first part of the test examines the essence of strategic planning - what constitutes strategic planning, as well as the requirements that must be met when developing a strategic plan for an enterprise or organization. In the first part of the work, the functions of strategic planning are also considered.

The second part of the work is entirely devoted to the peculiarities of strategic planning of the production and commercial activities of an enterprise at the microeconomic level. Due attention is paid to the tasks of strategic planning in the conditions of market competition. Are given theoretical aspects stages of developing a strategic plan, block diagram planning and features of strategic planning at the enterprise in the conditions market economy.

Thus, this test as a whole covers all the main areas of strategic planning for the development of an enterprise and gives general recommendations on strategic planning in practice.

1. Essence and functions of strategic planning

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent. More precisely, the strategic planning process is the umbrella under which all managerial functions are hidden.

The essence of the strategy. The word "strategy" comes from the Greek strategos, "the art of the general."

The strategy is a detailed comprehensive plan designed to ensure the implementation of the organization's mission and achievement of its goals. It should be developed from the perspective of the whole corporation, rather than a particular individual. It is rare that a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs.

The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about the sectors of the national economy, the market, competition, etc. In addition, the strategic plan gives the company a certain identity that allows it to attract certain types of employees and help sell products or services.

Strategic plans should be designed in such a way that they not only remain coherent over the long term, but also remain flexible. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the ever-changing business and social environment.

Strategic planning alone does not guarantee success, and an organization that creates strategic plans may fail due to errors in organization, motivation, and control. Nevertheless, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. In this way, planning helps to create a unity of common purpose within an organization.

Strategic planning functions:

The strategic plan sets the direction for the organization and allows it to better understand the structure of market research, customer research, product planning, promotion and marketing, and price planning.
The strategic plan provides each unit in the organization with clear goals that align with the overall objectives of the company.
The strategic plan stimulates the coordination of the efforts of various functional areas.
The strategic plan forces the organization to evaluate its strengths and weaknesses in terms of competitors, opportunities and threats in environment.
This plan defines alternative actions or combinations of actions that the organization can take.
The strategic plan provides the basis for the allocation of resources.
The strategic plan demonstrates the importance of applying performance evaluation procedures.

The formation of a strategic plan is a thorough, systematic preparation for the future, carried out by top management: 1.) Mission selection- formation of goals (long-term, medium-term, short-term).

2.) Development of supporting plans - policies, strategies, procedures, rules, budgets.

2. Methodology for drawing up, structure and content of the strategic plan

2.1 Steps in developing a strategic plan

A. Chandler, the author of one of the pioneering works in the field of strategic planning, believes that strategy is “the definition of the main long-term goals and objectives of the enterprise and the approval of the course of action and the allocation of resources necessary to achieve these goals.” The definition of Chandler's strategy is supplemented by the requirement of economy for the courses of action taken: "The strategic alternative is determined by comparing the capabilities and resources of the corporation, taking into account an acceptable level of risk." Ultimately, the formation of an enterprise strategy should provide answers to three questions: What areas of economic activity should be developed? What are the capital investment and available resource needs? What are the possible returns in the chosen areas?

A. Ansoff identifies several distinctive features strategies:

The strategizing process does not end with any immediate action. It usually ends with the establishment of general directions, the promotion of which will ensure the growth and strengthening of the company's position.
The formulated strategy should be used to develop strategic projects, search methods. The role of strategy in search is, firstly, to focus attention on certain areas or opportunities, and secondly, to discard all other possibilities as incompatible with the strategy.
The need for this strategy disappears as soon as the real course of events will lead the organization to the desired development.
While formulating strategies, it is not possible to foresee all the possibilities that will open up when drafting specific activities. Therefore, one has to use highly generalized, incomplete and inaccurate information about various alternatives.
As more accurate information becomes available, the validity of the original strategy may be questioned. Therefore, it is necessary Feedback to ensure timely reformulation of the strategy.

The process of implementing the strategy can be divided into two large stages: a) the process of strategic planning - the development of a set of strategies, starting from the basic strategy of the enterprise and ending with functional strategies and individual projects; b) process strategic management- implementation of a certain strategy in time, reformulation of the strategy in the light of new circumstances.

Strategic planning is a systematic and logical process based on rational thinking. At the same time, it is the art of forecasting, researching, calculating and choosing alternatives.

Enterprise strategies should be built on a hierarchical basis. At the same time, the levels of strategies, their complexity, their integration are very different depending on the type and size of the enterprise. So, a simple organization can have one strategy, and a complex one can have several at different levels of action.

The conceptual model of the strategic plan allows you to define the following stages of drawing up a strategic plan for an enterprise (see Appendix):

Environmental analysis:

a) external environment, b) internal capabilities.

Definition of enterprise policy (goal setting).

Formulation of strategy and selection of alternatives:

a) marketing strategy, b) financial strategy, c) R & D strategy d) production strategy, e) social strategy, f) strategy organizational change, g) environmental strategy.

The result of the activity according to the above scheme for drawing up a strategic plan for an enterprise is a document called the “Strategic Plan of an Enterprise” and usually has the following sections:

Goals and objectives of the enterprise
Current activity of the enterprise and long-term tasks.
Enterprise strategy (basic strategy, main strategic alternatives).
functional strategies.
The most significant projects
Description of external operations.
Capital investment and resource allocation.
Planning for the unexpected.

Attachments: Calculations, references, other business documentation, including:

a) The volume of annual sales by product groups,

b) Annual profit and loss by division,

c) Annual exports and their relation to sales by division.

d) Changes in product mix and market share.

e) Annual Capital Expenditure Program.

f) Annual cash flows.

g) Balance at the end of the last year of the plan.

h) Policy of takeovers and acquisitions.

An analysis of the literature on strategic planning in Western companies has shown that both the number and content of the stages of drawing up a strategic plan, as well as its very form, can vary significantly and depend on many factors, among which the main ones are:

Form of ownership of the enterprise.
Type of enterprise (specialized or diversified)
Industry affiliation of the enterprise.
Enterprise size (large, medium or small) .

Likewise, there is no single strategic planning horizon. In Europe, long-term, 10-year plans are common, Americans use 5-year plans, and the Japanese generally use 3-year plans.

2.2 Goals of the organization

One of the most significant decisions in planning is the choice of the purpose of the organization. Main common goal organization is designated as a mission, and all other goals are developed for its implementation. The significance of the mission cannot be overstated. The developed goals serve as criteria for the entire subsequent process of making managerial decisions. If leaders do not know the organization's primary purpose, then they will not have a logical starting point for choosing the best alternative. Only the individual values of the leader could serve as a basis, which would lead to a dispersion of efforts and vagueness of goals. The mission details the status of the firm and provides direction and benchmarks for setting goals and strategies at various levels of development. Mission formation includes:

finding out what kind of entrepreneurial activity the company is engaged in;
defining the working principles of a firm under pressure external environment;
revealing the culture of the company.

The mission of the firm also includes the task of identifying the basic needs of consumers and effectively satisfying them in order to create a clientele that will support the firm in the future.

Often, business leaders believe that their main mission is to make a profit. Indeed, by satisfying some internal need, the firm will ultimately be able to survive. But in order to earn a profit, the company needs to monitor the environment of its activities, while taking into account the value approaches to the concept of the market. The mission is of utmost importance to the organization, and the values and goals of top management must not be forgotten. The values formed by our experience guide or guide leaders when they are faced with the need to make critical decisions. Western scholars have established six value orientations (see table) that influence managerial decision-making and have associated these orientations with specific types of target preferences.

Table: Value Orientations

		Types of Preferred Goals
Theoretical	True. Knowledge. Rational thinking.	Long-term research and development
Economic	Practicality. Utility.	Growth. Profitability. Results. Wealth accumulation.
Political	Power. Confession.	Total capital, sales, number of employees.
Social	Good human relations. Attachment. No conflict.	Social responsibility in relation to profitability. indirect competition.
aesthetic	Artistic harmony. Compound. Shape and symmetry.	Product design. Quality. Attractiveness.
religious	Agreement with the universe.	Ethics. Moral issues.

General corporate goals are formed and set on the basis of the overall mission of the organization and certain values and goals that top management is guided by.

Specific and measurable goals (this allows you to create a clear baseline for subsequent decisions and evaluation of progress) .
Orientation of goals in time (here it is necessary to understand not only what the company wants to accomplish, but also when the result should be achieved).
Achievement of the goal (serves to increase the efficiency of the organization); setting a goal that is difficult to achieve can lead to disastrous results.
Mutually supporting goals (actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals).

Objectives will only be a meaningful part of the strategic management process if they are properly formulated, effectively institutionalized, communicated and driven by top management throughout the organization.

2.3 Assessment and analysis of the external environment

After establishing its mission and goals, the management of the enterprise begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:

assessment of changes affecting various aspects of the current strategy;
identification of factors that pose a threat to the current strategy of the company; control and analysis of competitors' activities;
identification of factors that provide more opportunities to achieve company-wide goals by adjusting plans.

An analysis of the external environment helps to control factors external to the company, to obtain important results (time to develop an early warning system in case of possible threats, time to predict opportunities, time to draw up a contingency plan and time to develop strategies). To do this, it is necessary to find out where the organization is, where it should be in the future, and what management should do to achieve this. The threats and opportunities faced by the firm can be divided into seven areas:

Economic forces. Certain factors in the economic environment must be constantly diagnosed and evaluated as they The state of the economy affects the goals of the firm. These are inflation rates, international balance of payments, employment levels, and so on. Each of them can pose either a threat or new opportunity for the enterprise.
political factors. The active participation of entrepreneurial firms in the political process is an indication of the importance of public policy to the organization; therefore, the state must follow the regulations local authorities, the authorities of the subjects of the state and the federal government.
market factors. The market environment is a constant danger to the firm. Factors affecting the success and failure of an organization include income distribution, the level of competition in the industry, changing demographics, and ease of entry into the market.
Technological factors. Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communication technology. The leader of any firm must be careful not to be subjected to "future shock" that destroys the organization.
Competition factors. Any organization must examine the actions of its competitors: analysis of future goals and assessment of the current strategy of competitors, review of the background regarding competitors and the industry in which these companies operate, in-depth study of strengths and weaknesses competitors.
Factors of social behavior. These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and national minorities in society, the movement to protect the interests of consumers).
international factors. The management of firms operating in the international market must constantly assess and monitor changes in this broad environment.

Thus, the analysis of the external environment allows the organization to create a list of dangers and opportunities that it faces in this environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potentialities and shortcomings of the organization.

2.4 Study of the internal factors of the firm

The management of the firm must find out whether the firm has the internal strength to take advantage of external opportunities and whether it has weaknesses that can complicate problems associated with external threats. This process is called management review. It is a methodical assessment of the functional areas of the company, designed to identify its strategic strengths and weaknesses. The survey includes features such as marketing, accounting, operations (manufacturing), human resources, culture, and corporate image. When examining the marketing function, there are seven areas of analysis to consider:

competitiveness and desired market share as a percentage of its total capacity, which is an essential goal for the company;
the diversity and quality of the product range, which are constantly monitored and evaluated by senior management;
market demographic statistics, control over changes in the markets and in the interests of consumers;
market research and development of new products and services;
pre-sales and after-sales customer service, which is one of the weak points in entrepreneurship;
effective sales, advertising and promotion of goods (an aggressive, competent group of marketers can be the most valuable asset of the company; creatively directed advertising and promotion of goods is a good addition to the product range);
profit (nothing, even the best, is worthwhile if the result is no profit), analysis financial condition can benefit the firm;
identify existing potential internal weaknesses of the organization in comparison with its competitors.

Critical to the long-term survival of a firm is continuous review of operations management. In examining the strengths and weaknesses of the operations management function, the following questions should be considered:

Can a firm sell goods or services at a lower price than its competitors? If not, why not?
What access does the firm have to new materials? How many suppliers does it depend on?
What equipment does the company have?
Are purchases designed to reduce inventory and lead time? Are there adequate controls on inputs and outputs?
Are the firm's products subject to seasonal fluctuations in demand? If so, how can the current situation be corrected?
Can the firm serve markets that its competitors cannot serve?
Does the firm have an effective and efficient quality control system? How efficiently is the production process planned and projected?

Most of the problems in an organization are rooted in human resources. Here it is necessary to take into account: the type of employees, the competence and training of management, the system of remuneration, the succession of leadership positions, the training and development of employees, the loss of leading specialists and their causes, the quality of products and the work of employees. The culture of the firm (the atmosphere or climate in the organization) is used to attract certain types of workers and to encourage certain types of behavior. The corporate image is created with the help of employees, customers and public opinion. The culture and image of the firm is strengthened or weakened by the influence of the company's reputation.

By aligning internal strengths and weaknesses with external threats and opportunities, leadership is ready to select the appropriate strategic alternative.

2.5 Exploring strategic alternatives and choosing a strategy

The development of a strategy is carried out at the highest level of management and is based on the solution of the above tasks. At this stage of decision-making, the manager needs to evaluate alternative ways for the firm to operate and choose the best options to achieve its goals. On the basis of the analysis carried out in the process of developing a strategy, strategic thinking is formed by discussing and agreeing with the managerial linear apparatus on the concept of the development of the company as a whole, recommending new development strategies, formulating draft goals, preparing directives for long-term planning, developing strategic plans and their control.

The firm faces four main strategic alternatives: limited growth, growth, downsizing, and a combination of these strategies. Limited growth is followed by most organizations in developed countries.

A downsizing strategy is most often used when a company's performance continues to deteriorate, during an economic downturn, or simply to save the organization. Strategies for combining all alternatives will be followed by large firms active in several industries.

Having chosen a certain strategic alternative, management must turn to a specific strategy. the main objective- choosing a strategic alternative that will maximize the long-term effectiveness of the organization. To do this, leaders must have a clear, shared vision of the company and its future. One's commitment to a particular choice often limits future strategy, so the decision must be carefully researched and evaluated. A variety of factors influence the strategic choice: risk (a factor in the life of the company); knowledge of past strategies; the reaction of equity holders, which often limits the flexibility of management in choosing a strategy; time factor, depending on the choice of the right moment.

Forming the strategy of the company as a whole is becoming increasingly important. This concerns the priority of the problems to be solved, the definition of the structure of the firm, the validity of capital investments, the coordination and integration of strategies.

The procedure for formulating a strategy and choosing alternatives consists of the following steps: a) evaluation of the existing strategy; b) the formulation phase itself; c) risk planning; d) choice of strategic alternatives.

Let's consider these points in more detail.

A. Evaluation of the existing (current) strategy.

The initial assessment of the current strategy is already carried out at the previous stage - the assessment of internal capabilities.

However, while evaluating the available reserves at the enterprise, which make it possible to increase the efficiency of its functioning, we have not previously assessed the viability of the current strategy and the formulated rules of conduct.

B. The actual formulation phase.

Strategy, being the unified framework for organizational efforts, requires the development of a series of strategic plans both at the level of the enterprise as a whole and at the level of departments. Naturally, each strategic plan is part of the overall one, and the enterprise strategy brings them all together. The core of any strategic plan of an enterprise is its basic strategy. The choice of the basic strategy is the prerogative of the enterprise management. Management, evaluating and analyzing the information obtained in the previous steps, makes the final decision.

B. Risk planning.

Risk planning is one of the important components of a strategic plan. The main goal is to maintain a high level of resistance to environmental disturbances and reduce losses from these disturbances.

AT recent times In Western firms, it is becoming more and more popular not to develop backup strategies, but to create systems of crisis situations characterized by a very high degree of centralism in decision making and a quick response to changes in the environment. This follows from the fact that the set of possible perturbations itself becomes so diverse that the firm is not able to foresee all possible situations.

D. Choice of strategic alternatives.

Within the framework of the chosen basic strategy, several courses of action are possible, which are commonly called strategic alternatives.

Strategy development should affect all levels of enterprise management, since the decisions generated by strategic planning are relevant to all employees of the organization. Therefore, it is necessary to coordinate interests in developing a strategy. Group discussion, in addition, allows you to consider a large number of alternatives. But the convergence in the group choice is significantly lower than in the case of one-man management. Therefore, there is usually a group discussion and a one-man final decision.

Growth strategy

The growth strategy was first developed in detail by Igor Ansoff. He also built a model for the growth of the company. It consists of five stages:

Planning stage. The company is in a state of readiness to formulate a growth strategy, that is, there is some combination of external conditions and internal opportunities.
Initial stage. Usually the company goes through the stage very quickly. During this stage, bottlenecks in the processes and implementation structure are created and eliminated. specific projects that were not included in the plan. The volume of sales is also growing, although the company receives practically no income.
penetration stages.
Accelerated growth.
Transitional stage.

Initial Strategy

The goal of the initial strategy is moderate growth in order to ensure that the enterprise reaches optimal efficiency. The management is vigilant towards accelerating the pace of development, trying to ensure that bottlenecks are identified and eliminated in order to continue to take a persistent offensive position in the market. As already noted, management should be prepared for the fact that at the first stage there may be difficulties in production, administrative friction, a tense financial situation associated with high costs and lack of profitability. However, one of the goals of the initial strategy is the speed of this stage and the transition to the next strategy.

Penetration strategy

This strategy directs the enterprise's efforts towards deeper market penetration and additional efforts to increase sales growth rates. If this requires acquisitions and acquisitions, then they are made within the framework of this strategy. Long-term programs provide for strengthening and developing actions in all areas of the enterprise's operation, especially paying attention to the strengthening of financial positions, the modernization of fixed assets, and R&D.

After achieving these goals and having carried out all the necessary internal restructuring, the enterprise can move on to the next strategy.

Accelerated growth strategy

The goal of this strategy is to fully utilize internal and external opportunities. This stage the growth cycle should be made as long as possible, since it is on it that full use of resources occurs, revenue growth begins to exceed sales growth, market share approaches the planned one. But at the stage of accelerated growth, negative trends in the activities of the enterprise begin to arise and accumulate, so one of the goals of this strategy is to identify them as early as possible and try to resolve them. If it is not possible to solve the problems that have arisen, then the management of the enterprise within the framework of this strategy begins a smooth transition to the implementation of the next strategy.

Transition strategy

The purpose of this strategy is to provide, after a period of accelerated growth, a period of regrouping and restructuring of the enterprise's activities to enter a new growth cycle as quickly as possible, that is, avoiding long-term stagnation.

The strategy provides for savings, the rejection of new production. There is a deep analysis of the current state of affairs at the enterprise in order to reduce costs, increase the profitability of products, and restructure the management system.

The growth strategy itself can be applied in various situations:

start of business activity;
a young company fighting for its survival;
single-product specialized enterprise;
a diversified enterprise where the growth strategy of the organization as a whole can be supported by the growth strategy for a particular type of product.

That is why a lot of strategic alternatives to growth in economic practice can be offered. I will list only a few, which are basic, strategic alternatives: market intensification, diversification, inter-firm cooperation and cooperation, foreign economic activity,

Stabilization and Survival Strategy

In a disrupted economy, in line with business cycles and enterprise development cycles, enterprises can experience a painful period of instability when sales and profits begin to fall. There is a need to develop special analysis procedures to capture the period of transition of the enterprise from the stage of growth to the stage of decline, that is, the reorientation from an offensive to an offensive-defensive strategy - a stabilization strategy.

stabilization strategy.

The stabilization strategy is aimed at achieving an early leveling off of sales and profits and then increasing them, that is, with the transition to the next stage of growth. Depending on the rate of fall, the enterprise can use one of the three most likely approaches:

savings with the clear intention of rapid recovery;
shifts in a prolonged downturn with less hope for a quick recovery;
stabilization, when long-term programs are needed to achieve a balanced state of the enterprise in the market.

survival strategy.

The survival strategy is a purely defensive strategy and is applied in cases of complete breakdown. economic activity businesses that are close to bankruptcy. The goal of the strategy is to stabilize the situation, that is, the transition to a stabilization strategy and, in the future, to a growth strategy. It is clear that this strategy cannot be long-term. It requires, on the one hand, quick, resolute, fully coordinated actions, and, on the other hand, prudence and realism in decision-making. That is why, in the context of the implementation of the survival strategy, there is a strict centralization of management, an “anti-crisis committee” is being created, which, along with taking quick response measures to environmental disturbances, develops and strictly implements the following programs:

management restructuring;
financial restructuring;
marketing restructuring.

Further, strategic alternatives or long-term programs can be divided into functional strategies, which imply the setting of specific strategic goals for all functional divisions enterprises: for the production department, sales department, logistics department, etc.

A strategic plan is a plan that allows you to plan from the perspective of tomorrow - an adaptive process, as a result of which there is a constant adjustment of the adopted management decisions, constant monitoring of their implementation. For the effectiveness of strategic planning, a clear idea of the future state of the external and internal environment firms. For this purpose, information systems are created in large firms, the data of which are evaluated using analysis systems.

Strategic planning is the process of implementing a set of systematized and interrelated work to determine long-term goals and directions for the activities of enterprises.

Strategic planning is the link, by grasping which you can stretch the entire chain of Ukrainian enterprises, including medium and small enterprises. The main thing is to use it consistently, in accordance with both external circumstances and the internal environment, its features. But at the same time, we must not forget that enterprises do not exist outside the economy and largely determine its state. In turn, the economy makes more and more serious demands on enterprises. The future of any enterprise directly and directly depends on how adequately its actions meet the needs of a market economy. Timely and correctly respond to these requests and there is the main task enterprises and, at the same time, guarantee their success.

This control work as a whole covers all the main areas of strategic planning for the development of an enterprise and gives general recommendations on strategic planning in practice.

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developing markets and attracting new consumers.

2. Subsection 2 "Production sphere" includes the following activities:

technical equipment and re-equipment of production (works, services);

improvement of existing production technologies and introduction of new ones;

conservation, write-off and alienation of unused and worn-out production capacities;

development and improvement of production programs, implementation of reprofiling programs;

reduction of material consumption, energy intensity and capital intensity of production;

ensuring labor protection and environmental safety production.

3. Subsection 3 "Financial and investment sphere" includes the following activities:

optimization of the structure of the enterprise's assets and ensuring the financial stability of the enterprise;

improving the mechanism for attracting and using credit resources;

security investment attractiveness enterprises;

improvement of tax planning and optimization of taxation;

improvement of accounting policy;

improving the efficiency of long-term and short-term financial investments enterprises;

cost reduction;

increase in profitability.

4. Subsection 4" Social sphere includes the following activities:

improvement of existing social security systems for employees of the enterprise and their families and the introduction of new systems;

optimization of costs for the maintenance of medical, health, cultural and housing and communal services.

5. The column "Expected effect" contains a forecast of an increase (decrease) in the net profit of the enterprise as a result of the implementation of measures in the planned year; year following the planned one and in the second year following the planned one.

Any company needs a strategic development plan, even if its management does not think about it yet. Let's talk about what a strategic plan for the development of an enterprise is, what it consists of, what tools to use to draw it up.

What is this article about:

There is always a strategy, even when the leader does not think about it at all, Even small businesses have their own strategic goals, like, "try to repeat everything that the industry leaders are doing" or "track the main trends and adapt to them." How larger enterprise, the higher the price of managerial errors, the more it is necessary to know your strategic goals and the ways leading to their achievement.

What is a strategic plan

According to all the canons of management, planning is the most important function of the management cycle. In this case, the theory is fully confirmed by practice: if there is no planning at the enterprise, then we can say that there is no management. There is no ongoing planning, which means there is no operational management. At the same time, if the strategic goals are clear, the organization can exist for some time. Inefficient use of resources, actual deadlines will never meet the desired ones, but formulated long-term goals, understanding of target sales volumes, assortment policy and necessary resources will allow us to somehow move forward, albeit with heavy losses.

Another situation is in the presence of only operational planning. Everyone seems to be working, everyone is busy, some problems are constantly being solved. It’s just not clear why these problems are constantly pouring like snow on their heads, the enterprise is marking time, and any changes in the external environment each time become at least a cause of emergency work, otherwise they almost endanger the future of the organization.

Purpose of the strategic plan

The strategic plan systematizes long-term targets, establishing the relationship of market indicators to be achieved, production objectives to be solved, and the financial resources necessary for all this.

The marketing strategy is developed on the basis of a forecast for the development of sales markets and the current situation of the enterprise. In this case, the development forecast is a broad concept that includes the development of technologies, and the processes of globalization of the economy, and the demographic situation, and in some cases the medium-term international political situation - all this can have a significant impact either on the industry as a whole, or on activities of a particular enterprise.

The production strategy should take into account not only the development of technologies for the production of a given commodity group, but also the dynamics of commodity markets, forecasts of changes in energy prices, transport services, and so on.

Financial strategy includes investment policy, sources of financing, dynamics of changes in interest rates and exchange rates, predictive long-term and medium-term budgets, performance targets both for the enterprise as a whole and for types of assets.

A strategic development plan should not only state goals, but also justify their choice. It is desirable that the strategy of action be methodologically justified. The intuition of a leader can also be relied upon, but more often than not, good business intuition is a combination of experience and education.

Determining the starting point for strategic planning

A strategic plan consists of specifying goals and how to achieve them. In order for the goals to be adequate and achievable, and the methods to be realistically feasible, it is necessary to correctly determine the starting point.

The best way to analyze current state enterprises than SWOT analysis, has not yet been invented. Name of the method (abbreviation of English words: strengths - strengths, weaknesses - weaknesses, opportunities - opportunities, threats - threats) speaks for itself. It consists in identifying four groups of factors: strengths and weaknesses of the organization, opportunities and threats to the external environment.

Generally speaking, SWOT analysis is a tool that should become a regular habit for any manager concerned about the future of their enterprise. Its high-quality implementation is in itself capable of giving an understanding of the directions of development.

An example of using SWOT analysis for strategic planning

How powerful this tool can be shown by such an example of consulting the management of one of the companies integrating security systems. It was in 2012: a very “strong” ruble, sales of foreign-made cars were breaking new records, there was no crisis at all. An express analysis of the enterprise and the industry was carried out exclusively on the basis of publicly available data: the company's website and several specialized publications on this topic. After that, the SWOT analysis method was applied, which at that time revealed the key factors:

Strengths:

strong position in the market, with a high entry barrier for new members;
relatively low competition in this segment of services;
a relatively high share of the cost of services compared to the cost of equipment in the total market volume.

Weaknesses: low share of the enterprise in a growing market.

Possibilities of the external environment:

annual market growth until 2015 by at least 10%;
broadcast services on regional markets(where development is expected) through customers with a branch network;
development of specialized software and equipment of Russian production;
strengthening of legislative requirements for safety in various fields of activity and industries;
the constant growth of the relevance of ensuring information and environmental security.

Threats of the external environment:

a possible increase in prices for foreign software and equipment, which is critical for a number of services;
economic downturn in a number of industries that are consumers of security services;
tendency to enlargement of market participants;
problems with financing large long-term projects;
lower margins due to increased customer requirements.

On this basis, the strategic goal of the enterprise until 2015 was formulated: an increase in sales of services at the level of 13–15% annually while maintaining current profitability. Why should there be such an increase? Because otherwise the company's market share will decrease, and it runs the risk of being in the “question marks” segment after some time in the “losers” segment, according to the terminology of the BCG matrix. To achieve this goal, additional development options were proposed, in addition to the main line of work in the premium segment.

The coincidence with the real state of affairs turned out to be so accurate that I was never able to refute the management’s opinion about receiving insider information from one of the employees, although the security measures at the enterprise were very strict. Time has shown that most of the threats were realized during the next three years, and yet at the moment of analysis, it would seem that nothing foreshadowed such a dramatic development of events.

Definition of market strategy

The answer is not always on the surface, often the development of a strategic plan requires additional efforts. To answer the SWOT analysis questions, it is required to separately determine the company's position in the market, the direction of development of the production program and the strategy of competition.

To find answers to these questions, you can use any methods, even intuitive ones. But the use of well-known and tested methods over the years will certainly facilitate this work. One of them is the Boston Consulting Group Matrix, which helps to determine the current stage life cycle enterprise or product. The method proceeds from the concept of the life cycle, which for any enterprise and product is divided into four main stages: the initial phase, intensive growth, stability, decline.

From the point of view of marketing, these stages correspond to a combination of the market share of the enterprise and the rate of market growth:

Low market share of the company with its rapid growth.
Growing share of the company in a fast growing market.
Large share in a depressed market.
Low share of the company's products in a depressed market.

Accordingly, the financial flows at each stage can be defined as:

Low input flow with high investment requirement.
Rising incomes and high need for investment.
High returns with no investment (hence the name "cash cows").
Decrease in income in the absence of investment.

Despite the simplification and conventionality of this technique, it helps to quite easily determine the strategic line of development.

Assessment of risks and opportunities in the preparation of the strategic plan

Another proven method of strategic analysis is Ansoff matrix. This method uses a product-market combination, evaluating them in terms of novelty:

existing products in an existing market;
existing products in a new market;
new products in an existing market;
new products in a new market.

Each situation has its own strategy (in ascending order of risks):

strengthening of positions in the market;
market development;
development of new products (within the existing product line);
diversification of activities, that is, entering new markets with new products.

Competitive strategy

When preparing a strategic plan for the development of an enterprise, the Porter method, based on a comparison, helps to choose the optimal competition strategy. competitive advantage: either in terms of costs, or in terms of differences in consumer properties of the goods. Comparison with the scale of the company's activities - in one segment, or in the entire market - there are three strategies for competition: leadership in price, differentiation or concentration on a certain segment.

The same purpose is served by the Thompson-Strickland matrix, which in a sense combines the approaches of the previous methods. Depending on the combination of the market growth rate and the strength of the competitive position of the enterprise, twelve strategy options are formed.

One can criticize these methods for their shortcomings, which they are not without. But be that as it may, the use of even one, and preferably several of these methods, will certainly give a clear understanding of your company's real position in the market, as well as a set of possible strategies.

Business model

Comparing the results of applying these methods to each other, it is necessary to come to a specific digital expression of strategic goals and plans - to a business model. If the development of strategic goals and the main ways to achieve them is the exclusive prerogative of top management, then middle managers should also take part in the formation of the business model, this will allow to detail and more accurately justify the financial component.

The business model is, perhaps, the key document of the organization's strategic development plan, in which all goals and objectives are given in the form of specific figures, according to which the enterprise will live and implement its strategic goals. We do what is measurable.

The scalability of the business model allows it to be used both as a separate element of planning and as the main part of a strategic plan. The main thing is the principle of construction.

The business model starts with a detailed revenue plan based on the volume sales forecast and price developments. Then plans are drawn up, also in physical and monetary terms, for each type of production and general business costs necessary to ensure the target sales dynamics.

At the final stage, the financial part should be balanced:

arising taxes;
dynamics of interest rates and inflation;
terms and volumes of attraction of financing and the like.

The result should be a forecast balance sheet, plans for income and expenses, cash flows and investments, broken down by years and months.

Like any plan, the business model needs to be adjusted annually. Changes can be made not only in the short term - for the coming year, but also in the medium term (three to five years) planning horizon. If it is necessary to change long-term targets, then this indicates the shortcomings of the initial strategic planning. But there is nothing to worry about, with experience the accuracy of forecasting will increase, and the presence of any plan that is not even fully verified already gives undeniable advantages in enterprise management.

VIDEO: How to formulate strategic objectives

Alexey Purusov advises, financial director Ralf Ringer Group.

In order for the development process of the enterprise to be constant and effective, this process must be planned. You need an annual business development plan.

Remembering business planning

The company's annual plan is the business plan. It can be directed to different key goals. Improvement of goods or modernization of production, access to new market sales or deeper consolidation in existing positions.

Like the process of writing a business plan for a new venture, the work of annual planning Enterprise development starts with an idea. Further, information is collected and analyzed, various options for implementing the project are analyzed.

This process can take several months, so all work begins in advance. Already in September, after the summer holidays, you can begin to prepare a plan for the development of the company.

Where to get an idea

From strategy. First, analyze the strategy and concept. The idea of development can follow from the concept of the enterprise, or from the direction strategic development. Or maybe you have come up with something new that can take your company forward. But the idea must correspond to the concept of the company, its essence.

If you are engaged in the production of mushroom products, then you should not direct the development of the enterprise towards the provision of transport services to the population. This is not your concept, not your profile. It is better to look for other ways to grow the company.

Extension - or new business?

But there may be exceptions. If your enterprise concept has run out of steam and you want to change it. In this case, you can create a new concept that is more suitable for existing conditions. This will be a new business, not development and expansion.

But still think, is it worth it to radically change the scope of activity?

Until now, you have specialized in the cultivation of fresh oyster mushroom, for example. You can develop at the expense of production volumes. Build new workshops, expand. Or diversify. Canned mushroom, dried, fresh - give your customers a choice.

But you can switch to related activities. Mycelium production - how do you like this option?

What do you do with used mushroom blocks? Do you sell for recycling? Briquetting? And if we expand these options to certain types business? Moreover, the technology has already been worked out for you.

Economic justification of the idea

As with writing a business plan, you need to calculate everything. Your idea must be effective. It should bring you income. Therefore, it is necessary to evaluate the costs and compare them with the planned return. Is it worth it? Have you been able to take into account and predict everything? From what sources will you finance your project?

Make a marketing plan

Any expansion implies either an increase in production volumes, or the development of new markets, or the improvement of a product.

Are you sure that your product is needed by your customers? Will they buy it? Have you done a market analysis? Can you guarantee that there is a demand for your products? How do you plan to stimulate demand and attract customers? How will your product reach your customer's door?

Be Consistent

The most main mistake many entrepreneurs are scattered. Therefore, do not try to cover the immensity. Don't plan too much. You only need one line of growth, one project, one business, one point of effort.

Be consistent and do one thing at a time. By biting too much, you run the risk of not chewing and spitting out choking.

The work of drawing up an annual plan for the development of an enterprise is part of the business planning process. It is carried out according to the same rules as the preparation of a business plan. But it is aimed at the development and improvement of the company. And it is carried out in accordance with the concept of your company.

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