3.3. Strategic management Strategic management is the ability to model the situation; the ability to identify the need for change; development of the strategy itself; ability to implement the strategy. Based on the foregoing, several

The secret to success is the willingness to use
favorable opportunities when they arise.
Disraeli

Essence of competitive strategy
is the attitude of the company towards its
external environment.
M. E. Porter

The lecture notes contain a description of theoretical and practical approaches to developing a strategy for a commercial firm in modern market conditions, and the main attention is paid to the practical tools for making strategic decisions by the top management of such firms.

Lecture notes can be used in practical activities businessmen, persons responsible for making complex decisions in business, technology, scientific research and other fields of activity.

This lecture notes are electronic version works:
Goldstein G.Ya. Strategic Management: Lecture Notes. Taganrog: Izd-vo TRTU, 1995. 93 p.

1. SUBJECT AND OBJECTIVES OF THE COURSE
1.1. Essence strategic management
1.2. Basic requirements for a strategic manager

2. STRUCTURE AND LEVELS OF THE STRATEGIC MANAGEMENT PROCESS
2.1. The main stages of strategic management
2.2. Main organizational levels of strategy development
2.3. The main generalizing conclusions on the topics of chapters 1,2

3. PURPOSE OF THE FIRM, ITS GOALS AND MAIN TASKS
3.1. Business Definition
3.2. Determination of long-term and short-term goals
3.3. Taking into account the interests of the company's investors when setting goals
3.4. The main generalizing conclusions on the topic of chapter 3

4. CONTENT AND FACTORS DETERMINING THE CORPORATE STRATEGY
4.1. General content of the strategy
4.2. Corporate strategy of a diversified company
4.3. Strategy in SZH
4.4. Functional and operational strategies
4.5. Factors that determine the company's strategy
4.6. The main generalizing conclusions on the topic of chapter 4

5. INDUSTRY AND COMPETITIVE ANALYSIS
5.1. Place and content of industry and competitive analysis
5.2. Definition of dominant in the industry economic characteristics
5.3. Key drivers driving change in the industry
5.4. Analysis of the competitive forces acting on the firm
5.5. Assessment of competitive positions and possible actions of competing companies
5.6. Identification of key factors for competitive success
5.7. Summarizing Industry and Competitive Analysis

6. COMPANY SITUATION ANALYSIS
6.1. Purpose of analysis
6.2. Evaluation of the applied strategy
6.3. SWOT analysis
6.4. Strategic cost analysis
6.5. Assessing the strength of a firm's competitive position
6.6. Determining the Firm's Preferred Strategic Actions
6.7. Summarizing conclusions on the topic of chapter 6

7. SINGLE BUSINESS STRATEGY
7.1. Foundations of a Single Business Strategy
7.2. Choosing a basic competitive strategy for a single business
7.3. Choosing an investment strategy
7.4. Industry Competitive Practices
7.5. Common strategic mistakes
7.6. Summarizing conclusions on the topic of chapter 7

8. VERTICAL INTEGRATION AND DIVERSIFICATION AS PART
CORPORATE STRATEGY
8.1. Growth and development of the corporation
8.2. Vertical integration
8.3. Diversification
8.4. Summarizing conclusions on the topic of chapter 8

9. PORTFOLIO ANALYSIS AND MANAGEMENT OF A DIVERSIFIED COMPANY
9.1. BCG matrix
9.2. Matrix McKinsey
9.3. SZH evolution matrix
9.4. Conclusions and possible "traps" of the matrix analysis of the SBA portfolio
9.5. Market entry strategy
9.6. Exit Strategies
9.8. Development (adjustment) of a corporate strategy based on the analysis of the SZH portfolio
9.9. Summarizing conclusions on the topic of chapter 9

10. STRATEGY IMPLEMENTATION TOOL
10.1. Key tasks implementation of the strategy
10.2. Practical recommendations to ensure the organization of a strategically effective company
10.3. Corporate culture, ensuring effective implementation of the strategy
10.4. Fundamentals of the company's management action policy in the strategic area

11. ORGANIZATION OF STRATEGIC CONTROL
11.1. The role of control in the implementation of the strategy
11.2. Types of control systems
11.3. Management levels and control systems

LITERATURE

1. Ansoff I. Strategic management. M.: Economics, 1989.
2. Goldstein G.Ya. Taganrog: TRTU, 1995.
3. Bogdanov A.I. Strategic management of scientific and technological progress at the enterprise (association). M.: VAF, 1991.
4. Townsend R. Secrets of management. Moscow: Interkontakt, 1991.
5. Santelainen T. et al. Management by results. Moscow: Progress, 1989.
6. Yuksvyarav R.K., Khabakuk M.Ya., Leimann Ya.A. Management consulting: theory and practice. M.: Economics, 1988.
7. Hill C.W.L, Jones G.R. strategic management. Boston: Houghton Mifflin Co, 1992.
8. Thompson A.A. Jr, Strickland A.J. strategic management. Homewood Il.: Irwin inc., 1990.

Technocratic and entrepreneurial management styles;
Concepts and essence of SM;
Principles, advantages, problems of SM;
Basic elements of SM;
Stages of SM development;
Types of SM;
Abilities necessary for a manager to implement SM;
Approaches to the development of the strategy of organizations.

1.2. Concepts and essence of SM.
The main problem of any organization is the problem of survival and ensuring the continuity of development. The solution to this problem is based on the creation and development of competitive advantages.
The essence of the SM concept . How to manage an organization in a dynamic, changing and uncertain environment. A management system is needed that would ensure constant correspondence between an organization and its external environment. The mismatch between an organization and its external environment is for both current and strategic reasons.
Current reasons - tactical calculations are easily eliminated. For example, insufficient sales of products due to bad advertising.
Strategic reasons - serious miscalculations in the activities of the organization that affect the achievement of the goal and require significant resources to eliminate. For example, insufficient sales of products due to the fact that the characteristics of the product do not meet market requirements.
Current causes of non-compliance are eliminated by operational management, and strategic causes are eliminated by strategic management.
Table. Comparison of operational and strategic management.

1.3.Principles, advantages, problems of SM.
SM principles : 1 . the principle of science combined with elements of art (on the one hand, the strategy involves scientific and analytical foresight and research activities, on the other hand, the manager must improvise and look for individual approaches to the situation); 2. the principle of taking into account and coordinating external and internal factors of the organization's development; 3. the principle of matching the strategy and tactics of the organization (tactics - a set of short-term management decisions necessary for the implementation of strategies in practice); 4. the principle of flexibility of strategic management (assumes the possibility of making adjustments to previously made strategic decisions); 5. the principle of organizing strategic control and creating the necessary conditions for the implementation of strategies (the SM process must necessarily include the creation of conditions for the implementation of strategies in practice, especially attention is paid to strategic control; SC is not about assessing how the processes are going, but about how these processes contribute to the achievement of the organization's goal).
Benefits of SM : 1. The SM ensures the focus of the organization's activities on understanding the key aspect: “What is the organization trying to do?”, “What is the organization achieving?”; 2. SM forces managers to respond more clearly to changes in the external environment; 3. SM creates an opportunity to evaluate alternative investment options and choose the best ones; 4. SM creates an opportunity to combine the efforts of managers at the native level in developing a strategy; 5. SM involves not only adaptation to the external environment, but also an active influence on those environmental factors that pose a threat to the organization.
Problems and limitations of SM: 1. does not give a detailed and accurate picture of the future, because it is based on assumptions and the future; 2. cannot be reduced to a set of specific and clear procedures, i.e. it does not have unambiguous algorithms; 3. it is quite an expensive undertaking; 4. with SM, the negative consequences of errors are intensified in comparison with operational management; 5. in SM, the focus is often on the development of a strategy, to the detriment of the process of implementing it in practice.

1.4. Basic elements of SM.
SM is a set of 5 interrelated management processes: 1. strategic analysis of the external and internal environment of the organization - is usually considered the initial process of SM. External environment analyzed following. directions: a) the microenvironment is the immediate external environment that has a direct and immediate impact on the organization (suppliers, customers, competitors, creditors, shareholders, contact audiences, etc.); b) the macro environment is the environment of indirect impact on the organization (PEST: political factors, economic factors, social, technological); c) mega-environment is an environment of remote influence associated with changes in world politics and the world economy. Analysis of the internal environment is carried out on the trail. main directions: a) marketing activities; b) the financial condition of the organization; c) technology used; d) the staff of the organization; e) the organization's management system. 2. defining the mission of the organization and setting specific business goals based on it. Mission is the purpose of an organization's existence. her purpose, the main objective, a clearly expressed reason - the existence of the market. Based on the mission, specific business goals are formed in terms of market share, sales volume, innovation, profit, etc. 3. identification of possible strategic alternatives and selection of a specific strategy for the development of the organization. This stage is a kind of “core” of the SM, because it is on it that a specific path to achieve the goal is determined. 4. Implementation of strategies, a set of measures necessary to implement strategies in practice is carried out (necessary changes are made to the structure of the organization, tactics are determined, personnel are motivated to change, resistance to change is overcome, etc.). 5.assessment and control of the implementation of strategies. SC is fundamentally different from operational control. The SC is not interested in the correctness of the implementation of individual works, functions and activities, it is interested in what contribution they make to the achievement of the long-term goals of the organization.

Rice. Strategic management system.

1.5. Stages of SM development.
There are 4 stages of SM development: 1.budget planning (1900-1955) . This planning consists in drawing up annual financial estimates (budget) by item of expenditure for various purposes. During this period, it was the only type of plan, on the basis of which other types of plans, including the strategic plan, began to develop in the future. Distinctive features of BP: 1. The objects of planning were the budgets of the enterprise for raw materials, equipment, labor, etc.; 2. this planning was short-term, not more than one year; 3. This planning had an internal orientation, i.e. information about the external environment was not taken into account. 2.long term planning (1955-1975) . On the this stage the planning horizon is expanding to 3-5 years, and the main target indicators of the business have become the objects of planning: profit, sales volume, market share. This planning is based on trend extrapolation, i.e. transferring the trends of the past to the future. Conditions for the emergence and use of long-term planning: 1.high pace of the economy market and its predictable development; 2.relatively stable external environment of the company; 3. narrow industry specialization of leading firms and low competition between them. The disadvantage of this type of planning is that with an increase in crisis phenomena in the economy and increased competition, such plans may differ significantly from reality. 3.strategic planning (1965-1985). At this stage, planning has turned from a mathematical calculation process into an experimental process, i.e. plans for the future began to be based on the expected state of the external environment. Conditions for the development of strategic planning: 1. The external environment of many companies has become unstable and the intensity of competition has increased; 2.active development received marketing; 3.Many leading companies in these years flocks of diversification. At that time strategic plans developed only at the highest level of company management without the involvement of middle and lower managers. Also, plans often turned out to be divorced from reality. 4.strategic management (1975-present) . The SM differs from the strategic rule that preceded it. the main points: a) under the SM, the decentralization of strategic decision-making is carried out, which was manifested in the involvement of middle and lower managers in strategic decisions, as well as in the transfer of a number of strategic decisions to lower levels of management; b) under the CM, they began to pay much more attention to the implementation of the strategy in practice. Conditions for the emergence of SM: 1. the emergence of science intensity and an increase in the number of innovations; 2. sharply intensified competition and acquired a global character; 3.increased requirements for the quality and range of goods.

Tab. Comparative characteristics of the development of SM.

1.7. Abilities necessary for a manager to implement SM.
The presence of a manager of strategic thinking is a very important factor in the ability of a leader. In addition to the general abilities of strategic management, it imposes a number of additional requirements on managers: 1) the ability to model the situation, that is, to establish patterns between market demand, the activities of competitors and the ability of specific organizations to meet customer needs: a manager must have analytical skills in order to navigate well in a large amount of information about the external and internal environment of the organization, that is, part of strategic thinking is ability to analyze; 2) the ability to identify the need for change - this ability is realized in 2 directions: a) the manager's readiness to respond to trends emerging in the industry; b) the intelligence and creativity of the manager; 3) the ability to develop a competitive strategy for change in the organization; 4) the ability to use reliable models and methods in the course of strategic transformation. Managers must know and be able to use the theory of strategic management in particular a variety of strategic models: 1.matrix of the Boston Consulting Group (BCG); 2.matrix modified by BCG; 3. General Electric/Mc matrix. Kinsey; 4.shell matrix; 5.Business comprehensive analysis of PIMS; 6.model ADL/LC; 7. Hofer-Schelder model; 8. Abel's three-dimensional scheme. 5) ability to implement the strategy.

1.8. Approaches to the development of the strategy of organizations.
There are 5 main approaches (styles) to the development of organizational strategies. A well-designed strategy should simultaneously take into account all these 5 approaches: 1. strategy as a system of comprehensive control . This approach characteristic of machine organizations (army). With this approach, considerable attention is paid to the selection and tracking of the maximum possible number of parameters that are subject to control. Disadvantages: a large number of controlled parameters often exceeds the ability to comprehend them; this type is typical for the technocratic style of management; this type does not take into account changes in the external environment. 2.strategy as an enabling environment for innovation . This approach involves creating an atmosphere of internal entrepreneurship in the organization. This approach ensures the awakening of the initiative at the local level and helps the organization to become its own source of ideas for development. It does not define specific actions, it simply creates the conditions for creativity and innovation. 3. strategy as management of intra-company changes. It involves the formation and development of the internal potential of the organization is necessary for the successful implementation of the strategy. 4. strategy as a political process. It involves paying special attention to the interests of the organization in the external environment: the creation of lobbying structures, the struggle for spheres of influence, contacts with the press and authorities. 5.strategy as a study of the future by analyzing development scenarios . Scenario- a qualitative description of situations in the organization, industry, region, at a certain point in the future.
Tab. Comparative characteristics of approaches to strategy development

2.1. Subject, principles, types of analysis and its place in the system of economic sciences.
Analysis is a capacious concept underlying all scientific and practical human activity. Analysis- highlighting the essence of a process or phenomenon by identifying and then studying all its aspects and elements. Economic analysis of the enterprise's activities is the basis for making all decisions at the microscopic level. Economic analysis emerged at the same time as accounting in ancient Egypt about 4000 BC, but into an independent science economic analysis emerged in the 1960s.
Basic principles of economic analysis : 1 . before performing the analysis, it is necessary to have its clear program, including the analysis algorithm, analysis indicators and sources of information for analysis; 2 .when analyzing the performance of the organization always compared to something: with the previous period, with the plan, with industry average indicators, with the indicators of the main competitors. Any deviations, including positive ones, should be carefully analyzed. 3. the analysis should ensure the validity of the criteria used, both quantitative and qualitative. 4. during analysis there is no need to obtain the maximum accuracy of estimates. The greatest value in the analysis is the identification of trends and patterns.
Types of analyzes: 1. by the width and accessibility of the information involved: external analysis and internal analysis. 2. on the analyzed subsystem of the enterprise: production analysis and the financial analysis. 3. according to the time aspect of the analysis: a) retrospective analysis (directed to the past and deals with factors and results that have already taken place). For strategy development, the value of such analysis is quite limited; b) prospective analysis (directed to the future, serves to study options for the development of the organization, is probabilistic in nature); 4. according to the content of the analysis: complex analysis and thematic analysis; 5. on the horizon of analysis: operational analysis (analysis of current activities); tactical analysis (analysis of prospects up to the 1st year); strategic analysis (analysis of prospects for more than one year); 6. by objects of analysis: investment analysis; project analysis; marketing analysis; risk analysis, etc..

2.2. Concept of purpose and principles of strategic analysis of the external environment.
Strategy development logically begins with an analysis of the external environment. Strategic analysis of the external environment- identification and understanding of factors that are outside the sphere of constant control of the organization; capable of creating threats and opportunities for it, as well as influencing its strategies.
Functions of external strategic analysis: 1.it allows you to take into account the most important factors affecting the organization and its future; 2. it helps the organization create a better impression of itself; 3.it provides information to the internal functions of organizations.
Opportunities are positive trends and phenomena in the external environment that can lead to increased production and profits. Threats are negative trends and phenomena of the external environment, which, if not responded to, can lead to a decrease in production and profits. The purpose of the external strategic analysis is to get answers to the following questions: 1. what impact do macrosphere factors have on the organization; 2.what key indicators characterize the industry in which the organization operates; 3. what competitive forces operate in the industry and what is their impact on the organization; 4.what can cause changes in the structure of the competitive forces of the industry; 5. which companies in the industry have the strongest and weakest competitive positions; 6. what are the next most likely strategic moves by competitors; 7.what key factors Success (SSC) determine success or failure in a given industry; 8. how attractive the industry is in terms of above-average profit prospects.
To summarize the results of the strategic analysis of the external environment, a special form (summary analysis of external strategic factors) can be used. Stages of filling out this form: 1. identify 5-10 external opportunities, 5-10 external threats; 2. For each identified factor, the significance is estimated from 0 to 1. Depending on the impact of this factor on the organization:? = 1; 3. each factor is evaluated on a 5-point scale depending on the organization's response to this factor; 4. A weighted score is determined for each factor and a total weighted score is calculated. The total score indicates the degree of the organization's response to significant environmental factors.
Tab. Summary of external strategic factors.

2.3. Concept of purpose and principles of strategic analysis of the internal environment.
Strategic analysis of the internal environment (management analysis, management survey, management diagnostics) is the process of a comprehensive analysis of the organization's internal resources aimed at assessing its strengths and weaknesses, as well as to identify and strategic problems. In internal analysis, there is a certain problem, on the one hand, each structural unit accumulates information about some element of the internal environment, on the other hand, there is often no comprehensive view of the internal environment of the organization.
The need to analyze the internal environment is determined by the following factors: 1. analysis of the internal environment is necessary to develop an organization's strategy; 2. necessary to assess the attractiveness of the organization from the point of view of external investors, as well as to determine the positions of organizations in national and other ratings; 3. allows you to identify the reserves of the organization's development.
As a result of internal analysis, it is possible to identify: 1. the organization overestimates or underestimates itself; 2.overestimates or underestimates the organization of its competitors; 3.what market requirements the organization attaches too much or too little importance.
One of the most difficult problems of internal analysis is determining the range of analyzed indicators, since most often people analyze what is easiest to analyze and ignore everything else.
A standard set of internal analysis areas: marketing, finance, technology, personnel. Management activity. The purpose of the internal analysis (to get answers to the following questions): “How effective is the current strategy of the organization?”, “What are the strengths and weaknesses of the organization?”, “Are the prices and costs of the organization competitive?”, “How strong is the competitive environment of the organization? ”, “What are the strategic challenges facing the organization?”.

2.4. Critical points of the organizational environment.
When analyzing the external and internal environment, it is necessary to highlight those elements that are most important for analysis, that is, it is necessary to determine environment analysis limits. These limits are determined by the number and nature critical points. The number of critical points depends on the following dimensions of the main factors: the size of the organization being analyzed; the specifics of the analyzed organization; the time frame of the analysis; selected goals of the organization. 1. The influence of the size of the organization on the number of critical points is shown in the table.
Tab. The value of the analysis of the elements of the organizational environment for organizations of various sizes.

2.5. Formation of a database of internal and external organization and the information basis of strategic analysis.
When analyzing the external and internal environment, the following database formation techniques can be used:
1.scanning the environment, searching for already formed information that exists in retrospect; 2.monitoring of the environment, tracking the current newly emerging information; 3. predicting the environment, this attempt to create information about the future state of the environment.
Information tracking is carried out within the framework of 3 types of information acquisition systems: 1. regular, used in studies of special situations, for example, in crisis conditions, as a rule, studies focus on the past in order to find events similar to the present in it; 2. regular (periodic) systems; they are characterized by a periodic, most often annual review of events. In these systems, the retrospective aspect also predominates; 3.system of continuous review, they constantly examine the significant elements of the external and internal environment of the organization. These systems are largely future-oriented.
Sources of information about the organization's environment. There are external (business newspapers and magazines; professional meetings; business reports and market reviews; books; colleagues and experts; employees of the company; statistical collections; advertising materials; Internet; information about studies already conducted) and internal (internal reporting; statistics of production and sales ; memoranda; managers and key personnel of the organization; external participants in the organization (consultants); experience gained in the organization; production meeting) sources of information.

2.6. Balanced Scorecard.
The BSC is used to analyze the implementation of the strategy. Often the real problems are not a bad strategy, but a bad implementation. Only 50% of external managers, 20% of middle managers and 10% of ordinary employees in their daily work are guided by the implementation of the strategy. When implementing the strategy, it is important to bring to each employee information about certain indicators corresponding to his levels. The BSC concept was developed in 1992. The authors of the concept are Coplan, Nortan. The main idea of ​​the BSC concept is to provide managers with the necessary information in the form of a system of indicators to control the implementation of the strategy. Managers need a system financial and not financial indicators . The development of the BSC was caused, among other things, by the “transfer” towards the use of financial indicators, which do not provide sufficient information for making a management decision. The BSC uses the following groups of indicators: finance, customers, internal processes in the organization, innovation and staff development.
For the development of the BSC are used strategic maps- a diagram or drawing showing strategy as a set of cause-and-effect relationships between the organization's strategic goals, key success factors for achieving the goal, and a set of indicators for assessing the effectiveness of achieving the goal.

Rice. Example of a strategy map

An important point in the SSP is their number. The authors of the BSC consider the optimal total number of 20-25 indicators, which are distributed in 4 areas, as follows: finance - 5 indicators, customers - 5 indicators, internal processes in the organization - 8-10 indicators, personnel development - 5 indicators. For operational express diagnostics of the implementation of the strategy for BSC systems, it is necessary. So that the total number of indicators is no more than 10. There are examples when a company within the BSC manages with only 3 indicators (customer satisfaction, employee satisfaction, income growth) and even two indicators (customer satisfaction, development of new products). An example of the decomposition of a strategic goal on the example of a specific goal: increasing customer loyalty.

Rice. The relationship of goals, success factors, processes and performance indicators.

Topic 3. Methods of strategic analysis.
3.1. SWOT analysis, a method of positioning threats and opportunities;
3.2. Factor analysis;
3.3. GAP analysis;
3.4. Diagram "Ishikawa";

3.1. SWOT-analysis, a method of positioning threats and opportunities.
SWOT analysis appeared in 1963 in order to logically link the results of external and internal analysis. The method got its name from the English words: Strength (strength), weaknesses (weakness), opportunities (opportunities), threats (threat). During the SWOT analysis, 4 lists are compiled: by internal environment, these are lists of strengths and weaknesses; according to the external environment, lists of threats and opportunities. The simplest form of SWOT analysis is carried out by constructing a classic SWOT analysis matrix.
Table. Classic matrix SWOT analysis.

The field "SiV" - involves the development of a strategy for using the strengths of the organization to benefit from the capabilities of the external environment. The field "SlV" - involves the development of a strategy to overcome existing weaknesses that prevent the use of opportunities. The “S&C” field involves the development of a strategy for using strengths to eliminate threats. The field “SL” involves the development of a strategy to prevent weaknesses and neutralize threats.
To further deepen the SWOT analysis, the method of positioning threats and opportunities is used, which consists in determining their priorities. For positioning, 2 matrices are built: opportunities and threats.
Table. Opportunity Matrix.

The fields BC, VU, SS contain opportunities that are of great importance for the organization and they must be used. The fields NS, SU, VM can be used with a sufficient amount of resources. Fields NU, SM, NM possibilities that practically do not deserve attention.
Table. Threat Matrix.

The threats of BP, VC, SR pose a very great danger to the organization and require mandatory and immediate elimination. Threats of HP, UK, BT, which should be eliminated in the first order. Threats to NK, ST. VL requiring careful and responsible consideration. Threats of NT, NT, SL for which current monitoring is carried out. But the task of their obligatory elimination is not set.
Compiling an environment profile. This method used as a continuation of the SWOT analysis. This method allows you to assess the relative importance for the organization of individual environmental factors.
Table. Environment profile table template.

Environment profiling algorithm: 1. assessment of the importance of the environmental factor for the industry, according to the following scale: 3-great importance, 2-moderate, 1-weak; 2. assessment of the influence of the environmental factor on organizations on a scale: 3-strong, 2-moderate. 1-weak, 0-no influence; 3. assessment of the direction of influence on a scale: +1-positive; -1-negative; 4. all three expert assessments are re….. and an integral assessment is obtained, showing the degree of importance of the factor for the organization.

3.2. Factor analysis.
Factor analysis is a complex and systematic study and measuring the impact of various factors on the value of performance indicators. Can be used to evaluate the performance of a particular business; for example, to determine its specific ability. Kinds factor analysis: 1. deterministic and stochastic factor analysis. Deterministic factor analysis is a study of the influence of factors whose relationship with the performance indicator is functional, that is, there is a direct causal relationship. Stochastic analysis studies factors, the relationship with which with the performance indicator is incomplete, probabilistic, correlational. 2. forward and reverse factor analysis. In direct factor analysis, research is conducted in a deductive way (from general to honest). In the opposite case, it is a method of induction (from the particular to the general). 3. statistical and dynamic factor analysis. Statistical analysis is used in determining the influence at a certain point in time, while dynamic analysis considers the cause-and-effect relationship in dynamics. 4.retrospective (historical) and prospective (forecast) factor analysis. Retrospective factor analysis studies changes in indicators over the past period, and prospective examines the probabilistic dynamics of factors in the future. An example of a comparative factorial analysis of competitiveness (competitive strength).
Table. Comparative factor analysis of competitiveness.

3.3. GAP analysis.
GAP analysis or gap analysis is one of the effective methods of strategic analysis. Purpose: To determine if there is a “gap” between the firm's goals and its ability to achieve those goals. And if a “gap” exists, determine how to fill it.
Analysis of "gaps" includes the following steps: 1.determination of the main target interest of the organization (increase in sales, market share, profits, etc.); 2. finding out the real possibilities of the organization in terms of the current and future state of the external environment, that is, it is determined what level of the target indicator the organization can achieve in the future if nothing changes in its potential, and leaves everything as it is; 3.determination of specific indicators of the strategic plan that correspond to the target interest of the company, that is, at this stage, the desired state of the organization in the future is determined; 4. establishing the difference between the indicators of the strategic plan (desired state) and existing opportunities (actual state), that is, at this stage, the presence of a “gap” is diagnosed; 5. development of special programs and methods of action necessary to fill the identified “gaps”.

Rice. Gap analysis

3.4. Ishikawa diagram.
When analyzing, it is necessary not only to identify the problem, but also to be able to find out their true causes. If problems are not so difficult to identify, their causes are much more difficult. The Ishikawa diagram, which is used in group work, especially when brainstorming, can help with this. With a diagram that in appearance resembles a fish skeleton, they work as follows: 1. write down the problem to be solved on the right; 2. on the ends of the branch "bones" indicate a group of causes that are analyzed; 3. To the left of each branch, specific reasons are indicated that are included in one or another group of reasons.

Rice. Ishikawa Diagram Example

It is useful to use the "Ishikawa" diagram in combination with this "Why?" analysis technique. Principle of analysis "Why?" is that you need to ask the question “Why?” every time. For example, “why does this cause lead to a particular problem?”. This question can be asked several times in relation to each reason until it turns out intercom these reasons.

3.5. ABC analysis and XYZ analysis.
The ABC analysis method is based on the Pareto principle (20% -80%), according to which 20% of the total number of objects involved in any business gives 80% of the result of this business. For example, in trade: 20% of product names give 80% of revenue. But unlike the Pareto principle, in ABC analysis, objects are divided into 3 groups. Group A objects are few, but very important. Group B objects occupy an intermediate position and require less attention. Group C objects, as a rule, are the most numerous and are of secondary importance. Distribution objects by ABC groups are not entirely unambiguous and the options are presented in the distribution table.
Tab. Approximate distribution of objects in groups A, B, C (from the best objects to the worst)

Tab. Approximate distribution of objects in groups A, B, C (from the worst objects to the best)

Stages of ABC analysis: 1. definition of objects of analysis (customers, suppliers, goods, etc.); 2.determination of the parameter by which the object will be analyzed (sales volume in rubles; number of sales units per unit, number of orders per unit, etc.); 3. determination of the share of objects in the performance indicator (share of goods sold in total sales);
Tab. Sorting objects according to the share of goods in the total sales of products

AX	AY	AZ
BX	BY	BZ
CX	CY	cz

4.1. The main types of the external environment and methods of responding to changes in the external environment.
The following main types of external environment are distinguished: 1) a changing external environment - a sign of such an environment is constantly occurring, rapid and diverse changes; 2) hostile environment - a sign of such an environment is fierce competition, the struggle for consumers and markets; 3) a diverse environment - such an environment is characteristic of global business, which operates simultaneously in many countries with diverse cultures and consumer tastes; 4) technically complex environment - in such an environment, the most important factor is the emergence of innovation, for example, electronics, telecommunications, etc. develop in such an environment.
The main methods of responding to changes in the external environment: 1.reactive management style - this method is the implementation of management measures after any external changes have been made; 2. expansion of the scope of activities (diversification) expansion of the scope of activities allows you to reduce commercial risk when changing environmental factors; 3.improvement organizational structure management to increase its flexibility; 4. integrated strategic management - it includes all the methods mentioned above.

4.2. Analysis of the organization's macro environment using STEP analysis.
Analysis of the macro environment includes: 1. detection of signs of future possible changes; 2. forecasting future applications of the macro environment. Tracking specific tendencies and structures of macroenvironments.
When analyzing the macro environment, some caution must be exercised, as its results quickly become outdated. To cope with this problem it is necessary to: a) conduct macrospheres on a continuous basis; b) constantly update the sources of information and improve the technique of analysis.
It is customary to analyze the macrosphere in 4 main areas, the analysis of which is usually called STEP (PEST) - analysis: political and legal factors; economic forces; socio-cultural factors; technological factors.
Political and legal factors - factors that are under the direct control and influence of the state. The state is involved in the following areas: a) legislative and regulatory regulation; b) economic policy (the state regulates issues of taxation and public spending); c) state economic activity (the state can act as the owner or manage national industries); d) international politics (state participation in international trade, influence on exchange rates, etc.)
All governments tend to exercise the following types of control: 1. control of inflationary processes; 2.ensuring economic growth; 3. control of the unemployment rate; 4.monopoly control; 5.provision of socially necessary services; 6.Pollution control; 7.protection of consumer rights; 8.regulation of working conditions, etc.
Economic forces - factors that are associated with changes in the macroeconomics and their impact on the organization. The impact of economic factors is related to the fixed policy and monetary policy.
Fixed Policy is the regulation of the national economy by managing the revenues and expenditures of the state.
Monetary policy - regulation of the national economy by changing the main economic indicators: economic growth rates; the level of income in the economy; performance level; wage level; inflation rate; unemployment rate; exchange rate etc. .
Socio-cultural factors – they include social culture and demographics.
social culture - values, attitudes that determine the actions and behavior of people. Social culture influences consumer behavior, population priorities, business social responsibility, etc.
Demography A social science that studies the size and composition of a country's demographics. The most important demographic characteristics are: age; education; income; place of residence, etc.
Technological approaches. Factors that reflect changes in goods and services, technology, information and communications, transport and marketing. With regard to new technologies, the following can be noted: commercial - the use of old technologies can continue for a long time; it is difficult to predict the results of new technologies, as it does not so much rely on the existing market as it creates new markets.
Table. An example of a STEP analysis.

4.4. Drivers of change in the industry.
Driving forces provide an answer to the question: "What can cause changes in the current industry situation." The analysis of moving forces includes 2 stages: determination of the moving forces themselves; determining the degree of their influence on the industry.
The main driving forces of changes in the industry: 1.Early trends in the economic development of the industry. This force is associated with an increase or decrease in demand for the industry's products; 2.changes in the composition of consumers and in the ways of using the product; 3.appearance of new products in the industry; 4.technological changes in the industry; 5. change in marketing activities; 6.entrance or exit of large firms; 7. distribution of know-how (I know how, but I will not say anything) in the industry; 8. changing cost structures in the industry; 9.change in the political and social factors of the macro environment; 10. reduce uncertainties and risk in the industry.
etc.................

Description of the presentation Lectures on the course STRATEGIC MANAGEMENT A. I. Momot on slides

1. The concept of "strategy" and "strategic management" The word strategy is very ancient and it comes from the Greek strategia - the art or science of being a commander. The importance of generals in ancient Greece was obvious. History shows that the most talented and successful commanders attached great importance to the correct organization of the army's support, as well as decisions when to enter the battle and when to enter into negotiations with the people, politicians, diplomats. They were strategists. In ancient China, between 480 and 221 BC, a book called The Art of Strategy (Sun Tzu and Wu Tzu) was already written by Sun Tsu, wrote: “He who won hundreds of victories in hundreds conflicts, is unlikely to have high skill. He who is highly skilled in the use of strategy conquers others without coming into conflict with them.

1. Strategy is a means to an end result. At the same time, it unites all parts of the organization into a single whole and covers all the main aspects of the organization. 2. Strategy is a long-term comprehensive plan that ensures the implementation of the mission and achievement of the economic goals of the organization. The strategy defines the goals and the main ways to achieve them so that the organization receives a single direction of action. 3. Strategy is the result of analyzing the strengths and weaknesses of the organization, as well as identifying opportunities and obstacles for its development. It defines the boundaries of possible actions of the organization and management decisions. Thus, the Strategy is a set of rules that guide the organization in making managerial decisions. At the same time, the strategy can be seen as an overall comprehensive plan designed to ensure the implementation of the mission and achievement of the goals of the organization.

The term “strategic management” was introduced at the turn of the 60s and 70s in order to designate the difference between current management at the production level and management carried out at the highest level. The need to fix this kind of difference was caused primarily by changes in business conditions. The leading idea, reflecting the essence of the transition from operational to strategic, was the idea of ​​the need to shift the top management's focus to the environment in order to respond appropriately and in a timely manner to the changes taking place in it.

Strategic management was born evolutionarily from strategic planning, which is its essential basis. It is of increasing interest to organizations that face difficulties in implementing fundamentally new strategies. The essence of strategic management lies in the fact that in the organization, on the one hand, there is a clearly organized integrated strategic planning, on the other hand, the organization's management structure is adequate to "formal" strategic planning and is designed in such a way as to ensure the development of a long-term strategy to achieve goals and create managerial mechanisms for implementing this strategy through a system of plans. In strategic management, the interests of all stakeholders with whom the interests of the enterprise intersect should be taken into account.

2. Experience of countries in the application of strategic management The most striking and successful example of the application of strategic management is the development practice of one of the countries of Southeast Asia - Japan. Before the start of World War II in 1939, Japan occupied a leading position in the world textile economy, engineering, metallurgy, and other industries, but after it ended, the country's economic power was greatly decimated. At the end of the 40s, the situation in the world began to change dramatically. The world market was quickly saturated and began to demand high quality products. A severe crisis deepened in Japan. The nation faced an alternative: either starvation, or the search for an effective way out of the situation. To revive the former economic stability, the Japanese authorities focused on setting strategic goals in priority areas, including: - in the field of science and technology - as well as on high-quality training of workers.

Country experience in applying strategic management 1. Establishing widespread control over exports and imports of products. Total control over export-import processes was undertaken, the import of foreign finished products that could drown out Japanese industry was prohibited, but the import of modern Western-made technologies was encouraged, which was ultimately aimed at developing the Japanese technology industry. 2. Full support for domestic manufacturers with the priority goal of producing high quality products. At the state level, manufacturers of new products were supported, and dealers were in an enviable position, pressure in their direction made this type of activity unprofitable. As a result, the number of primary producers increased and thus the national wealth increased more rapidly. 3. In the field of banking and financial services, the suppression of speculative activities, since they only contributed to the enrichment of a narrow circle of people and did not contribute to economic progress. In the banking sector, only manufacturing enterprises received the most favorable conditions for obtaining capital (the interest rate for them was the lowest). 4. The introduction of a system of lifetime employment, which did not support competition for jobs in different firms (which led to large financial injections into the professional training of employees), but promoted competition between employees of one firm, as a result of which the power of the company grew due to the high efficiency of the workforce .

Achieving goals The meaning of a person's existence is determined by the achievement of his life goals. The same can be said about the existence of any organization, be it commercial, public, charitable or state. Any enterprise, association or individual entrepreneur pursues its own goals, which are the reasons for their existence and functioning. Consider different types of goals and build a tree of goals using the example of an organization.

Formation of goals according to the priorities of consumer products, according to the stages of the "life cycle" The goal is one of the elements of human behavior and conscious activity, characterized by the anticipation in thinking of the result of the activity and the way to implement it using certain means Mission is a very big goal that causes a state of aspiration in the members of the organization to something. The mission is the formulation of a long-term vision of the meaning of the organization and the expression of the essence of its activities. At the same time, goals give a more specific and detailed idea of ​​the expected development of the organization in a particular area of ​​its activity. Mission statement is nothing more than an answer to the question: why does an organization (or a person) do what she (or he) does? Mission - is the satisfaction of members of society, their needs for a particular product or service On the basis of the mission, long-term goals of the organization or qualitative results are formulated that will not be achieved outside the planned period, but which the organization is going to approach within this period.

Classification of strategic management goals Depending on the specifics of the industry, the characteristics of the state of the environment, the nature and content of the mission: Market goals (or external program goals): in the field of marketing, for example: - sales volume in kind and in value terms; - the number of clients; - market share. Production goals (internal) are a consequence of market ones. They include everything that is necessary to achieve market goals (with the exception of organizational resources), for example: - to ensure a certain volume of production (production volume \u003d sales volume - existing stocks + planned stocks); — build a workshop (the volume of capital construction); — to develop a new technology (conducting research and development work).

Organizational goals - everything related to the management, structure and personnel of the organization, for example: - recruit three marketers; — bring the average salary level of employees to the salary level of the leader in the market; - Implement a project management system. Financial goals - link all the goals in terms of value: - net sales (from "market goals"); - the amount of costs (from "production" and "organizational" goals); — gross and net profit; - profitability of sales, etc. You can set goals in a different order: from financial to market and production.

TREE OF GOALS The basis for building the top of the tree of goals is a set of strategic goals defined within the framework of the organization's strategy. Here, attention should be paid to the fact that not only those goals that determine the direction of strategic development, but also long-term goals related to maintaining the functioning of the management system and subsystems related to production and provision should be recognized as strategically significant. The achievement of strategic goals is ensured by the achievement of both operational (regular, permanently achieved) goals and project (unique in their content) goals. The goals within the model need to be carefully classified and structured appropriately within the diagrams so that they become presentable and as clear as possible to their reader. The selection, description and hierarchical ordering of each of the goals is carried out by performing a number of relevant analytical procedures and procedures for approval and approval. For each of the goals defined at the lower level of detail, as far as possible, the requirements of SMART (Specific - specific; Measurable - measurable; Achievable - achievable; Realistik - realistic; Timed - limited in time) apply.

Tab. 2. Goals and characteristics by stages of the organization's life cycle Stage of the life cycle of the organization Main goal Management Characteristics of the stages 1. "Birth" Survival One-man management Enter the market 2. "Childhood" and "youth" benefits 3. “Maturity” Profit growth Delegation of powers Division and cooperation of labor, bonuses 4. “Ageing” Preservation of achieved results Coordination of actions Free work of personnel, profit sharing 5. “Revival” or disappearance Ensuring revival of all functions One-man management Implementation of an innovative approach staff rejuvenation

Stages of the life cycle of an organization The birth of any organization is associated with the need to meet the interests of consumers, with the search for and occupation of a free market niche. The main goal of the organization at this stage is survival. It requires leadership qualities such as faith in success, willingness to take risks, efficiency. Characteristic of the birth stage is a small number of partners. Particular importance at this stage should be given to everything new and unusual. "Childhood" . The stage is associated with risks, since it is during this period that the growth of the organization is disproportionate compared to the change in managerial potential. At this stage, most newly formed firms fail due to the inexperience and incompetence of managers. The main task during this period is to strengthen its position in the market, competitiveness. The main goal of the organization at this stage is short-term success and rapid growth. "Youth". This is a period of transition from complex management, carried out by a small team of like-minded people, to differentiated management using simple forms of financing, planning and forecasting. The main goal of the organization during this period is to ensure accelerated growth and, as a rule, the complete capture of its part of the market. Intuitive assessment of risk by the management of the organization is no longer sufficient. It needs specialists with highly specialized knowledge.

Stages in the development of strategic management Business historians usually distinguish four stages in the development of strategic management: budgeting, long-term planning, strategic planning, and strategic management.

Budgeting until the 1950s. In the era of the formation of giant corporations before the Second World War, special planning services were not created in companies. Top executives of corporations regularly made plans for the development of their business, but formal planning was limited only to the preparation of annual financial estimates - budgets by item of expenditure for various purposes. However, due to changes in the external environment, the plans were not fulfilled. A feature of budgetary and financial methods is their short-term nature and internal orientation, i.e., the organization in this case is considered as a closed system.

Long-term planning - 50-60s. In the 1950s and early 1960s, the characteristic conditions for the operation of companies were the high growth rates of commodity markets and the relatively high predictability of national economic development trends. These factors created the conditions for the development of long-term planning. The method is based on forecasts of the company's work for several years ahead. Long-term planning was based on extrapolation of past trends in the development of the firm. The main task of managers was to identify financial problems that create an obstacle to the growth of the firm. Sales volumes, the availability of resources were not planned, as a result, products accumulated at enterprises, sales were difficult, firms did not work stably. This approach, better known to us as the method of "planning from what has been achieved", was widely used in the conditions of centralized management of the Soviet economy.

Strategic planning- 60-70s. In the late 1960s, as the crisis grew and international competition intensified, extrapolation forecasts began to diverge from the real figures. To overcome the emerging shortcomings, the concept of strategic planning began to develop. It is based on the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, the goal of strategic planning is to improve the company's response to market dynamics and the behavior of competitors.

Strategic management - after the 90s. By the 1990s, most corporations around the world had begun the transition from strategic planning to strategic management. Strategic management is defined as a set of not only strategic management decisions that determine the long-term development of an organization, but also specific actions that ensure a quick response of an enterprise to a change in the external environment, which may entail the need for a strategic maneuver, revision of goals and adjustment of the general direction of development.

Strategic management In contrast to strategic planning, strategic management includes: strategy implementation processes, evaluation and control. Strategic management means that the management process must be proactive, not reactive, that is, it is necessary to influence events in the external environment, and not just react to them.

Strategic management is associated with setting the organization's goals and maintaining certain relationships with the environment that allow it to achieve its goals and correspond to its internal capabilities. The potential that ensures the achievement of the organization's goals in the future is one of the end products of strategic management. The organization's potential and strategic opportunities are determined by its architectonics and the quality of its personnel. The architectonics of an organization can be: technology, production equipment, facilities, their capacities and capabilities, equipment, its capabilities and capacities for processing and transmitting information, power structure, distribution of job functions and powers to make decisions, organizational tasks of individual groups and individuals , · internal systems and procedures, · organizational culture, norms and values ​​that underlie organizational behavior.

Functions of strategic management Strategic management involves the implementation of the following functions: 1. Analysis of the external and internal environment of the company; 2. Definition of the mission of the company and its goals; 3. Dividing the overall goal into subgoals; 4. Determining the means to achieve these goals; 5. Choice of strategy; 6. Implementation of a strategy aimed at achieving goals; 7. Evaluation and control of the implementation of the strategy.

4. The essence and necessity of strategic planning for the development of socio-economic systems Among the objects of strategic management, there are three groups: 1. Organization, as an open complex socio-economic system, representing a set of structural divisions. 2. A structural subdivision is a direction of an organization's activity, an independent market-oriented business unit that can act as a full-fledged competitor in its market segment, has its own circle of suppliers, consumers and competitors. 3. The functional area of ​​the organization is a field of activity represented by functional structural units that specialize in performing certain functions.

The essence and necessity of strategic planning for the development of socio-economic systems The main task of strategic planning is to predict the possible risks of doing business in order to reduce them or minimize the likelihood of their occurrence. First step. . Analysis of the current state of the organization with an objective assessment of its strengths and weaknesses, search for decisions that need to be taken to correct or eliminate factors that impede the organization's profitability in the future. The second stage of strategic planning is the analysis of potential crisis situations and an assessment of the likelihood of their occurrence. At the third stage, a portfolio of alternative action plans in crisis situations is formed. A portfolio of such plans is of great value in terms of increasing the speed of reaction to changes in the external environment, and which can be used to cover misses in the strategy. Thus, one of the advantages of strategic planning is that . that it gives the organization the opportunity to respond before it itself suffers from a crisis

Environmental analysis serves as a tool by which strategists monitor factors external to the organization in order to anticipate potential threats and newly emerging new opportunities. Threats and opportunities can manifest themselves in seven areas of the external environment, and the factors that are analyzed are grouped accordingly. There are the following groups of factors, the study of which allows you to get a complete picture of the emerging trends in the development of the external environment of the organization: 1. Economic (inflation (deflation), tax rate, international balance of payments, employment level, solvency of the enterprise), 2. Political, 3. Market, 4. Technological, 5. Competition factors, 6. Social 7. International factors.

Types of environment There are four main types of environment. 1. A changing environment that is characterized by rapid change. These can be technical innovations, economic changes (changes in inflation), changes in legislation, innovations in competitor policies, etc. Such an unstable environment, which creates great difficulties for management, is inherent in the Russian market. 2. Hostile environment created by fierce competition, the struggle for consumers and markets. Such an environment is inherent, for example, in the automotive industry in the United States, Western Europe and Japan.

3. A diverse environment is inherent in global business. A typical example of a global business is McDonald's, which operates in many countries (and therefore is associated with serving numerous customers who speak different languages), with diverse cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, its policy of influencing consumers. 4. Technically difficult environment. In such an environment, electronics, computer technology, and telecommunications are developing, which require complex information and highly qualified service personnel. Strategic management of enterprises in a technically complex environment should be focused on innovation, as products in this case quickly become obsolete. To analyze and forecast the external environment of the organization, PEST -, SNW -, SWOT analysis is used.

PEST analysis is a tool designed to identify the political, economic, social and technological aspects of the external environment that can affect a company's strategy. Politics is studied because it regulates power, which in turn determines the company's environment and the acquisition of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST - analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the causes of changes and market losses, as well as the emergence of new products. PEST analysis is not common to all organizations, as each of them has its own specific set of key factors. PEST (Policy, Economy, Society, Technology))

PEST - analysis

SNW analysis is an advanced strengths and weaknesses analysis. Strength (strong side), Neutral (neutral side), and Weakness (weak side). In contrast to the analysis of weaknesses and strengths of SNW, the analysis also offers an average market condition (N). The main reason for adding a neutral side is that "often, to win the competition, it may be sufficient to have a given organization with respect to all its competitors in all but one of its key positions in state N, and only one in state S" . To compile an SNW - analysis, you must fill out the following table: SWOT analysis is one of the first stages of strategic planning. The idea of ​​SWOT analysis is as follows: a) making efforts to turn weaknesses into strengths and threats into opportunities; b) developing the strengths of the firm in accordance with its limited capabilities.

Methods of responding to changes in environmental factors In practice, various methods of responding to changes in environmental factors are used. The most common among them are the following approaches: “fighting fire”, or reactive management style. This post-change management approach is still common in many Russian enterprises; expansion of areas of activity, or diversification of production, capital as a means of possible reduction of commercial risk when environmental factors change; improvement of the organizational structure of management to increase its flexibility. In this case, the enterprise can create profit centers, strategic business units and other flexible structures focused on achieving final results; — strategic management. The analysis of the external environment serves as a tool, with the help of which the developers of the strategy control factors external to the organization in order to anticipate potential threats and outward interference. He pozvolyaet opganizatsii cvoevpemenno cppognozipovat poyavlenie ygpoz and vozmozhnoctey, pazpabotat cityatsionnye plany nA clychay vozniknoveniya neppedvidennyx obctoyatelctv, pazpabotat ctpategiyu, kotopaya pozvolit opganizatsii doctignyt tseley and ppevpatit potentsialnye ygpozy in vygodnye vozmozhnocti.

5. Strategic management Currently, scientists distinguish five main stages of strategic management: FIRST STAGE. Determining the scope of activities and developing the mission of the organization. SECOND PHASE. Development of long-term and short-term goals of the organization. THIRD STAGE. Development of a strategy for achieving the goals of the activity. FOURTH STAGE. Implementation of the organization's strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. Since the conditions of modern business are extremely dynamic, this process is continuous and is a constantly renewed cycle with intense feedback. In addition, the boundaries between the phases of the cycle are rather conditional.

FIRST STEP. Determining the scope of activities and developing the mission of the organization. Determination of the scope of the organization involves: - determination of the needs to be satisfied; – identification of consumers; – determining how to meet the needs of specific consumers. That is, it is necessary to answer the question: “What, for whom and how do we produce? “For example, ZAO Metallprom defined its business as follows: “Those who want to win the client's trust are looking for a way, those who do not want to look for a reason” Company Mc. Donald's did it this way: "Providing hot, tasty food in a clean restaurant for a reasonable price."

Examples of missions The mission of an organization is a verbally expressed main socially significant functional purpose (role) of an organization in the long term (in addition to making a profit), reflecting the purpose of the business, its philosophy. This term literally means "responsible task, role". The mission helps to define what the company really does, while it focuses on the consumer, not on the product. Therefore, the definition of the mission implies an answer to the question: “What value can the firm bring to consumers, while achieving greater success in the market? » Examples of missions: “Two centuries of tradition – a guarantee of quality” (Foil Rolling Plant, St. Petersburg). “We save your time and money” (Inkombank). "Is not subject to the elements" (Oneximbank).

SECOND PHASE. Development of long-term and short-term goals of the organization's activities After formulating the mission, it is necessary to determine the long-term (3 - 5 years or more) and short-term (1 - 2 years) goals of the organization. There are eight key areas in which the company defines its goals. 1. Market position. Market goals may be gaining leadership in a certain market segment, increasing the company's market share to a certain size. 2. Innovation. Targets in this area are associated with the definition of new ways of doing business: organizing the production of new goods, developing new markets, using new technologies or methods of organizing production. 3. Performance. More efficient is the enterprise that spends less economic resources on the production of a certain amount of products. 4. Resources. The need for all types of resources is determined. 5. Profitability (profitability). These goals can be expressed quantitatively: to achieve a certain level of profit, profitability. 6. Management aspects. It is possible to ensure profit in the long term only through the organization of effective management. 7. Staff. Goals in relation to personnel may be related to the preservation of jobs, ensuring an acceptable level of remuneration, improving working conditions and motivation, etc. 8. Social responsibility. Currently, most Western economists recognize that firms should focus not only on increasing profits, but also on the development of generally recognized values.

The goals of the enterprise must meet the following characteristics: 1. The goals must be specific and measurable. 2. Goals should have a specific planning horizon, that is, determine when the results should be achieved. 3. The goal must be achievable. 4. The goals must be flexible and have room for their adjustment due to unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures that the goals are attainable. 5. The multiple goals of the enterprise should be comparable and mutually supportive.

THIRD STAGE. Strategy formulation Strategy formulation is a management function that consists in formulating the mission of the organization, determining the goals of the activity and creating a strategy. The end product of a strategy formulation is a strategic plan. Strategic plan - a document containing the purpose of the organization, its development directions, long-term and short-term objectives and development strategy. The strategy is necessary both for the whole company as a whole and for its separate connecting links - scientific research, sales, marketing, finance, human resources, etc. FOURTH STAGE. Implementation of the organization's strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. The last two stages are considered together, since they do not have clear distinctions. In the process of implementing the strategy, it is constantly evaluated and adjusted. Strategy implementation is not only a function of top management, but a job for the entire management team. All managers act as implementers of the strategy within their powers and responsibilities. The last stage is a bridge that returns the company to the original first points, but at a qualitatively new level.

FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. The last stage is a bridge that returns the company to the original first points, but at a qualitatively new level. Thus, the process of strategic management can be represented as a continuous upward spiral.

Fundamental differences between strategic management and operational management. Strategic Management Feature operational management Organizational survival in the long term through dynamic balance with the environment Mission, purpose. Production of goods and services in order to generate income from the sale A look outside the organization, the search for new opportunities in the competitive struggle. The object of concentration. Looking inside the organization, looking for ways to use resources more efficiently. Long-term orientation. Accounting for the time factor Orientation to the short and medium term People, information support systems, market. The basis for building a control system. Functions and organized structures, procedures, technique and technology. A look at employees as the basis of the organization, its main value and source of well-being Approach to personnel management. A look at employees as resources of the organization, as performers of individual works and functions. The timeliness and accuracy of the organization's response to environmental changes. Management efficiency criteria. Profitability and rationality of the use of production potential.

Theoretical foundations of strategic management Management levels Characteristics of management levels Competences of managers at various levels Strategic Top managers - a clear definition of the mission; the reaction of managers to all changes within and around the enterprise; development and evaluation of alternatives; creation of infrastructure to improve the work of the company Tactical Middle managers - the formation of tasks for structural divisions; study of deviations from goals; assessment of the validity of decisions; use of information, both external and internal; development of measures to protect enterprises from negative consequences. Operational Managers of the middle and lower levels - providing solutions to specific problems of the functioning of the company.

1. 3. Basic principles of strategic management Strategic management has its own patterns that should be taken into account when developing a company's development strategy. The following basic principles stand out: 1. Reasonable and conscious choice of goals and strategy for the development of the organization. Goals must be achievable and consistent. 2. Constant search for new forms and activities aimed at strengthening existing advantages, identifying and strengthening new ones. 3. Ensuring correlation between the organization and the external environment that controls and manages the subsystems of the organization and its elements. 4. Individualization of strategies. Each strategy is unique in the sense that it has features due to the existing composition of personnel, economic potential, culture and other features. 5. Each strategy consists of two parts: planned and random, which appeared under the influence of the external environment. 6. Clear organizational separation of strategic management tasks and operational management tasks

Topic 3. STRATEGIC MANAGEMENT AS A PROCESS OF ACCEPTANCE AND IMPLEMENTATION OF STRATEGIC DECISIONS. . Structure and content of management decisions. Classification of solutions and requirements for them. Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates. Strategic decisions are at the heart of strategic management. Strategic decisions are management decisions that: are future-oriented and lay the foundation for making operational management decisions; are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise; are associated with the attraction of significant resources and can have extremely serious, long-term consequences for the enterprise. Strategic decisions include: reconstruction of the enterprise; introduction of innovations; organizational changes; entering new markets; acquisition, mergers of enterprises, etc. A managerial decision is a volitional, creative action of a management subject. It consists in choosing the best alternative from a set of reasonable options for achieving a specific goal of managing an object.

Strategy of innovative enterprises. Growing industries in the world are microelectronics, communications and communications, biotechnology, computer science and services. Success in growing industries is achieved through innovation (novelties) and offensive strategy. Growing innovative enterprises face two main challenges: How to make innovation cost-effective and recoup its costs? How to protect yourself from followers who, without spending a lot of money on the development of new products, simply copy products after they appear on the market? Leading firms have a common main goal - to maintain a leading position, and they try to achieve it in two possible ways. The first way is an offensive strategy, which is aimed at finding new consumers of the product, expanding the scope or frequency of use of the product. The second way is a defensive strategy aimed at protecting your market, countering the most dangerous competitors, as well as protecting imitators from competitors. This strategy consists of acquiring patents, know-how, innovation, using additional resources and confronting competitors in a price fight.

Building a strategic pyramid In a large, differentiated company, strategies are developed at four different organizational levels: 1. Corporate strategy (strategy for the company and its areas of activity as a whole). 2. Business strategy (for each separate type of company activity). 3. Functional strategy (for each functional area of ​​a certain area of ​​activity). Each area of ​​activity has a production strategy, strategies for marketing, finance, etc. 4. Operational strategy (a narrower strategy for the main structural units: factories, sales regional representatives and departments (within functional areas).

A course of lectures for students of the specialty 08.05.07 - "Organization Management" specializations "Production Management", "Entrepreneurship", "Innovation Management".

Strategic management is the process of developing, making and implementing strategic decisions, the central link of which is a strategic choice based on comparing the enterprise's own resource potential with the opportunities and threats of the external environment.
The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.

The key characteristics of the strategic aspect of organization management in comparison with the operational (current) management practiced in business over 20 years ago are shown in Fig. one.
Taking into account the noted features, strategic management is the management of an organization that relies on human potential as the basis of the organization, orients production activities to the needs of consumers, implements flexible regulation and timely changes in the organization that are adequate to the impact of the environment and allow achieving competitive advantages, which ultimately allows an organization to survive in the long term while achieving its goals.

Content
Topic 1. Strategic problems of production development and characteristics of the organization's strategic management system.
Prerequisites for strategic management.
The concept of strategic management.
Stages of development of strategic management.
Characteristics of the process and the main stages of the strategic management of the organization.
Objects of strategic management.
Features of building a system of strategic management of an organization and business.
The initial concept of strategic management.
Analysis of the functions of strategic management specialists and the powers of the organization's management bodies that make strategic decisions.
Problems and prospects for the use of strategic management in domestic conditions.
Topic 2. Characteristics of competitive business strategies and enterprise strategy.
Types of organization strategies.
Principles of strategic management.
Topic 3. Strategic analysis of the competitive advantages and potential of the organization.
The structure of the organization's strategic potential.
Goals and principles of strategic analysis of the internal environment.
Analysis of the strengths and weaknesses of the enterprise.
Strategic cost analysis and the value chain.
Topic 4. Strategic analysis of the external environment of the organization.
The main environmental factors influencing the strategic development of the organization.
Characteristics and objectives of the analysis of the external environment of the enterprise.
Search and analysis of strategic alternatives for the development of the organization.
Pest-analysis of the enterprise microenvironment.
Strategic analysis of the attractiveness of the industry and the investment attractiveness of the organization.
Analysis of the general situation and competition in the industry.
Topic 5. Types and characteristics of corporate strategies of the organization.
The essence and content of the corporate strategy of the organization.
Role and assessment of benefits.
diversification strategies.
Methods of matrix analysis of a strategic business portfolio.
Types and characteristics of corporate strategies.
Classification of organization strategies.
Features of the formation and implementation of competitive business strategies in industries at different stages of the life cycle.
Basic business development strategies.
Definition of enterprise strategy.
Topic 6. Development and implementation of the organization's strategic plan.
Communication of strategic planning with other forms of planning.
production strategies.
Methods and practice of designing management systems in order to change the capacity of the organization.
R&D strategy.
Topic 7. Methods for carrying out strategic changes by the management of the organization.
Features of making strategic decisions. The main stages of the implementation of the strategy.
Features of resistance to strategic changes in the organization and forms of overcoming them.
Strategic changes.
Strategic control.
Topic 8. Features and practice of using strategic management on the examples of enterprises and organizations
An overview of the competitive business strategies and corporate strategies used by Russian enterprises and holdings on the example of the food industry, telecommunications, automotive, airlines, metallurgy, wholesale and retail trade.
Experience in the implementation of strategic management systems by Russian organizations, enterprises and holdings.
Main literature.
Additional literature.
Tests for the final check.

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