04.10.04

Topic: " general characteristics strategic management»

one). Essence of strategic management.

2). Strategic management system

Question 1. The essence of strategic management.

The process of developing a strategy for each company is unique, it depends on:

The position of the firm in the market

The dynamics of its development,

Her potential

competitor behavior,

The characteristics of the product it produces

state of the economy,

cultural environment, etc.

The idea of ​​transition to strategic management from operational management is the idea of ​​the need to shift the focus of top management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it, to respond in a timely manner to the challenge posed by the external environment.

Strategic management- such management of the organization, which 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 meet the challenge from the environment and allow achieving competitive advantage, which together allows the organization to survive and achieve its goals in the long term.

The lack of strategic management manifests itself primarily in the following forms:

1. the organization plans its activities on the basis that the environment will either not change at all, or there will be no qualitative changes in it

2. The development of an action program begins with an analysis of the internal capabilities and resources of the organization, the management determines how much of the product the company can produce and what costs it can incur.

Disadvantages and limitations on the use of strategic management:

1. strategic management cannot give an accurate and detailed picture of the future, it only forms the future desired state of the organization.

2. strategic management does not have a descriptive theory, that is, a set of routine procedures and schemes

3. strategic management requires a lot of effort and a lot of time and resources, the strategic plan must be flexible. Services needed - marketing service, public relations, etc.

4. The negative consequences of strategic foresight errors are sharply increasing.

5. The most important component of strategic management is implementation strategic planning, this involves the creation of an organizational culture, the creation of systems of motivation and organization of work, the creation of a certain flexibility in the organization.

Question 2. Strategic management system

The strategic management structure consists of:

Analysis of the environment;

Choosing a strategy;

Definition of mission and goals;

Implementation of the strategy;

Evaluation and monitoring of implementation.

Environmental analysis is the initial process of strategic management. Environmental analysis involves the study of:

1) macroenvironments. Analysis of the macro environment includes the study of: The state of the economy; Legal regulation and management; political processes; Natural environment and resources; Social and cultural component; Scientific, technical and technological development of society; Infrastructure.

2) immediate environment. Analysis of the immediate environment involves the study of: Suppliers; Buyers; Competitors; labor market.

3) internal environment. The analysis of the internal environment involves the study of: Personnel of the company: their potential, qualifications, interests, etc.; Management organizations; production; Firm finances; Marketing; organizational culture.

Choosing a strategy The organization determines how it will achieve its goals and realize its mission.

Definition of mission and goals:

Definition of the mission, which, in a concentrated form, expresses the meaning of the existence of the organization, its purpose;

Definition of long-term goals;

Definition of short-term goals.

Execution of the strategy. The main task is to involve the existing potential of the company for the implementation of the strategy.

Evaluation and control of the implementation of the strategy. Provides feedback between how the process of achieving goals is going and, in fact, the goals of the organization.

The main tasks of control:

1. 1. Determination of what and by what indicators to check;
2. 2. Assessment of the state of the controlled object in accordance with the reference indicators;
3. 3. Finding out the reasons for deviations, if any;
4. 4. Making adjustments.

Topic 2. "Analysis of the environment."

one). Analysis of the external environment.

2). Analysis of the internal environment.

Question 1. Analysis of the external environment

Analysis of the macro environment. The macro environment consists of:

1. Economic component: Inflation rate; GNP value; Unemployment rate; Interest rate; labor productivity; Taxation norms; Payment balance; The rate of accumulation; General level economic development; Extracted natural resources; Climate; Type and level of development of competitive relations; Population structure; The level of education of the labor force; The amount of salary.

2. Legal component: Laws and legal acts; Acceptable methods of defending their interests; The effectiveness of the legal system; Established traditions in this area; procedural side; Party of practical implementation of legislation.

3. political component– is studied in order to have a clear idea of ​​the intentions of the authorities state power with regard to the development of society and the means by which the state intends to carry out its policy.

4. social component: People's attitude to work and quality of life; Existing customs and beliefs in society; Values ​​shared by people; Demographic structure of society; Population growth; The level of education; Mobility; Readiness to relocate.

5. Technological component- its analysis allows you to see the opportunities that the development of science and technology opens up for production new products, modernization of manufacturing and marketing of products.

Analysis of the immediate environment

1. Buyer Analysis: Which product will be most accepted by customers; How much sales can the organization expect; To what extent are buyers committed to the product of this organization; How can you expand the circle of potential buyers; How strong is the position of the buyer in relation to the organization in the bargaining process;

Buyer Trading Power Factors:

1. The degree of dependence of the seller on the buyer (number of sellers and buyers in the market);
2. The volume of purchases made by the buyer;
3. Buyer awareness level;
4. Availability of substitute products;
5. The cost to the buyer of switching to another seller;
6. Buyer sensitivity to price;
7. The level of his income;
8. Profit incentive system;
9. Orientation of a certain buyer to a certain brand.

2. Analysis of suppliers:

1. 1 Identification of those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources; finances, etc., on which depend: the efficiency of the organization, the cost and quality of the product produced by the organization.

3. Study (Analysis) of competitors: Identification of the strengths and weaknesses of competitors.

4. Analysis of the labor market: Availability of personnel, the necessary specialty and qualifications, the required level of education, age, gender; labor cost; Analysis of the policy of trade unions with influence in this market.

Question 2. Analysis of the internal environment

The internal environment is that part of the overall environment that is located within the organization:

1. Personnel profile of the internal environment - interaction between managers and workers: recruitment, training and promotion of personnel; Analysis of labor results and stimulation; Maintenance between employees.

2. Organizational cut: Communication processes; Organizational structures; Norms, rules, procedures; Distribution of rights and obligations; Hierarchy of subordination;

3. Production cut;

4. Marketing section - this is everything that is connected with the sale of products;

5. Financial cut - the effective use and movement of funds in the organization;

6. Organizational culture - a set of the most important assumptions accepted by the members of the organization and expressed in the declared organizational values ​​that give people guidelines for their behavior and actions.

The internal environment is permeated with organizational culture, which should also be subjected to the most serious study.

Strategic management, studying the external environment, focuses on finding out what threats and what opportunities the external environment is fraught with.

The threat- something that can harm the company, deprive it of its existing advantages: unauthorized copying of the company's unique developments, the emergence of new competitors or substitute products, a decrease in the purchasing power of the consumer.

Capabilities- something that gives the company a chance to strengthen its position: the introduction of new technologies, release a new product, tax cuts, income growth.

Weaknesses and strengths of the internal environment as well as threats and opportunities determine the conditions for the successful existence of the organization.

SWOT - analysis (strength, weakness, opportunities, threats).

StagesSWOTanalysis:

1. The strengths are studied: the solvency of goods, the price of the goods, advanced technologies, the qualifications of personnel, the price of resources, the geographical location of the company, the strength of competition at the input and output of the management system, infrastructure.

2. The study of the weaknesses of the company (it begins with an analysis of the competitiveness of manufactured goods in all markets).

3. Factors of the firm's macro environment are studied: political, economic, market, in order to predict strategic (for the future) or tactical (here and now) threats to the firm and timely prevent losses from them.

4. The strategic and tactical capabilities of the firm are studied, which are necessary to prevent threats, reduce weaknesses and increase strength.

5. Consistent forces with opportunities for the formation of the project of individual sections of the company's strategy.

Impact of opportunities on the organization:

Opportunities falling on the fields of BC, WU, SS are of great importance for the organization and they must be used without fail.

Opportunities falling on the fields of SM, NU, NM practically do not deserve the attention of the organization.

The remaining opportunities are used if the organization has enough resources.

The impact of threats on the organization.

The field BP, VC, SR pose a huge threat to the organization and require immediate and mandatory elimination.

The fields BT, SK, HP should be in the field of view of the management and be eliminated as a matter of priority.

Fields NK, ST, VL attentive and responsible approach to their elimination.

The remaining fields are carefully monitored for their development, although the task of their primary elimination is not set.

Environment profile.

Individual environmental factors are listed in the environment profile table. Each of the factors is given in an expert way:

1. assessment of its importance for the industry on a scale: 3 - strong value, 2 - moderate value, 1 - weak value.

2. assessment of the impact on the organization; 3 - strong influence, 2 - moderate influence, 1 - weak influence, 0 - no influence.

3. assessment of the direction of influence on a scale: (+1) - positive direction, (-1) - negative direction.

Topic 3: "Mission and goals of the organization"

one). The mission of the organization.

2). Organization goals.

3). Goal setting.

Question 1. The mission of the organization.

When broad understanding of the mission is considered as a statement of philosophy and purpose, the meaning of the existence of the organization.

In the event that there is narrow understanding of the mission, it is considered as a formulated statement regarding why and for what reason the organization exists, that is, the mission is understood as a statement that reveals the meaning of the existence of the organization, in which the difference between this organization and its similar ones is manifested.

Mission characteristics:

1. The tasks of the company formed in it must be measurable.

2. The mission statement of the company should demonstrate its difference from other firms, reflect individuality or even uniqueness.

3. The mission statement should define the types of activities that the company intends to engage in, and they do not have to coincide with the current business.

4. The mission statement must be relevant (pertinent) to all interested groups.

Groups of people whose interests should be taken into account when determining the purpose of the organization:

Organization owners

Organization employees

The organization's product buyer

Business partners of the organization

Local community interacting with the organization (social and environmental component)

Society as a whole.

The mission should be developed taking into account the following factors:

The history of the company, during which the philosophy of the company is developed, its profile and style of activity, its place in the market are formed.

The existing style of behavior and the way of action of the owners and management personnel.

The state of the organization's habitat

Resources she can bring to bear to achieve her goals

Distinguishing characteristics of an organization.

The transcript that accompanies the mission should reflect the following characteristics of the organization:

1. targets of the organization, reflecting what tasks the organization's activities are aimed at, and what the organization is striving for in its activities in the long term.

2. the scope of the organization, reflecting what product the organization offers to the buyer, and in which market the organization sells its product.

3. philosophy of the organization.

4. opportunities and ways of carrying out the activities of the organization, reflecting what is the strength of the organization, what are its distinctive capabilities for survival in the long term, in what way and with what technology the organization does its job.

What gives the mission for the activities of the organization:

1. it gives the subjects of the external environment a general idea of ​​what the organization is.

2. the mission contributes to the formation of unity within the organization and the creation of a corporate spirit.

3. mission creates an opportunity for more effective management of the organization.

Question 2. The goals of the organization.

This is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are aimed at.

Long-term goals are goals that are expected to be achieved by the end of the production cycle.

In practice, short-term goals are usually considered to be achieved within 1 year, long-term - in 2-3 years.

There are areas for which organizations set goals:

Organization income

Work with clients

Needs and welfare of employees

Social responsibility

The most common areas in which business organizations set goals are:

1. profitability, reflected in the following indicators: profitability, profit margin, earnings per share.

2. position in the market, reflected in the following indicators: market share, sales volume, relativity in relation to a competitor, market share, share of individual products in total sales.

3. productivity: unit costs, material intensity, return per unit production capacity, the volume of products produced per unit of time.

4. financial resources: the structure of capital, the movement of money in the organization, the amount of working capital.

5. capacity of the organization: the size of the occupied area, the number of pieces of equipment, etc.

6. product development, product manufacturing and technology upgrade.

7. change in organization and management.

8 human resources: absenteeism, staff turnover, qualifications.

9. work with buyers: speed of service, number of complaints, etc.

10. assistance to society: the amount of charity, etc.

Growth Goals organizations reflect the ratio of the rate of change in sales and profits of the organization, the rate of change in sales and profits by industry as a whole:

1. fast growth goals - they assume that management understands the market well, knows how to choose the most suitable part of the market, concentrate its efforts on it, while the organization develops faster than the industry as a whole.

2. the goal of stable growth - when it is achieved, the organization develops at the same pace as the industry as a whole, it seeks to maintain its market share unchanged.

3. The goal of reduction is set by the organization when, for a variety of reasons, it is forced to develop at a slower pace than the industry as a whole, or in absolute terms to reduce its presence in the market.

Key requirements that properly formulated goals should satisfy:

Goals must be achievable

Goals must be flexible

Goals must be measurable

The goals should be specific, that is, clearly fix what needs to be obtained as a result of the activity, who and in what time frame should achieve it.

Goals should be compatible: long-term goals should be consistent with the mission, short-term goals should be long-term, should not contradict each other, related to profit and to establishing a competitive position, the goal of profitability and charity.

Objectives must be acceptable to the main influencers that determine the activities of the organization, and in the first place for those who will have to achieve them.

Question 3. Setting goals.

When centralized setting goals - all goals are subject to a single orientation, however, rejection of these goals and even resistance may occur at the lower levels of the organization.

When decentralization both upper and lower levels of the organization are involved in the process of setting goals. There are two schemes for decentralized goal setting:

1. the process of setting goals goes from top to bottom (decomposition of goals) - each of the lower levels determines its goals, based on what goals were set for a higher level.

2. the process of setting goals goes from the bottom up - the lower levels set goals for themselves, which serve as the basis for setting goals at a higher level.

The process of developing goals involves the passage of phases:

1. identification and analysis of trends observed in the environment.

2. setting goals for the organization as a whole: determine which of the wide range of possible characteristics of the organization's activities should be taken as a basis; Of particular importance is the system of criteria used in determining the purpose of the organization, they are derived from the mission, from the results of the analysis of the macro environment, industry, competitors and the position of the organization in the environment. The decision on goals depends on the resources that the organization has.

3. building a hierarchy of goals - involves the definition of such goals for all levels of the organization, the achievement of which by individual units will lead to the achievement of a corporate goal

4. setting individual goals - the hierarchy of goals within the organization must be communicated to each individual employee; in this case, each employee is included through their personal goals in the process of joint achievement of the ultimate goals of the organization. Employees of the organization imagine how the result of their work will affect the final results of the functioning of the organization.

The established goals should have the status of law for the organization, however, they should not be eternal and unchanging, they can change due to the dynamism of the environment.

25.10.04

Topic: Types of business strategies»

one). Areas of strategy development

2). Reference Development Strategies

3). Strategy definition steps.

Question 1. Areas of strategy development.

The firm's strategy faces three main questions related to the firm's position in the market:

1. what business to stop

2. what business to continue

3. what business to go to.

The strategy focuses on the following:

What the organization does and does not do

What is more important and what is less important in the activities carried out by the organization.

The main areas for developing a strategy for the company's behavior in the market:

1. associated with the leadership of minimizing production costs. A firm implementing such a strategy must have good organization production and supply, good technology and engineering base, as well as an efficient product distribution system.

2. associated with specialization in product manufacturing: in this case, the firm must carry out highly specialized production and marketing in order to become a leader in the production of its products.

3. The definition of strategy refers to fixing a certain market segment and concentrating the firm's efforts on the selected market segment. In this case, the company does not seek to work on the entire market, but works on its clearly defined segment, thoroughly clarifying the needs of the market for a certain type of product; the company should build its activities on an analysis of the needs of customers in a particular market segment.

Question 2. Reference development strategies.

These strategies reflect different approaches to the growth of the company and are associated with a change in the state of one or more elements: product, market, position of the company within the industry, technology, industry.

The first group of reference strategies - concentrated growth strategies: they are associated with a change in the product and / or market and do not affect other elements.

Specific types of strategies in this group are:

1. strategies for strengthening positions in the market. The company is doing everything to win the best positions in this market with this product.

2. market development strategy - the search for new markets for an already manufactured product.

3. the strategy of "product development" - solving the problem of growth through the production of a new product and its implementation in the market already mastered by the company.

The second group of reference strategies - integrated growth strategies (business strategies), which involve the expansion of the company by adding new structures.

There are types of strategies:

1. the strategy of "reverse vertical integration", aimed at the growth of the company through the acquisition or strengthening of control over suppliers, as well as through the creation of subsidiaries that carry out the supply.

2. The strategy of "forward vertical integration", is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end consumer, that is, over distribution and sales systems. This type of integration is beneficial in cases where the firm cannot find intermediaries with a quality level of work.

The third group - diversified growth strategies. Diversification is the process by which a firm expands into other industries. Used to prevent an organization from becoming too dependent on a single strategic business unit.

Many companies see diversification as the most appropriate way to invest capital and reduce risk, especially if further expansion in core business areas is limited.

Diversification strategies are:

1. centered diversification strategy - search and use of prisoners in existing business additional opportunities for the production of new products. At the same time, the existing production remains at the center of the business, and a new one arises based on the opportunities that are contained in the developed market, the technology used, or in other strengths of the firm's functioning.

2. horizontal diversification strategy - involves the search for growth opportunities in the existing market through new products that require new technology different from the one used. With this strategy, the firm focuses on the production of such technological unrelated products that would use the already existing capabilities of the firm (for example, in the field of supply). Since the new product must be oriented towards the consumer of the main product, it must be related in its qualities to the already produced product.

3. strategy of conglomerate diversification - consists in the fact that the company expands through the production of technologically unrelated new products that are sold in new markets.

The fourth group - targeted reduction strategies. They are implemented when a firm needs to regroup forces after a long period of growth or due to the need to increase efficiency when there are recessions and dramatic changes in the economy.

Targeted reduction strategies:

1. liquidation strategy - an extreme case of a reduction strategy, carried out when the company cannot conduct further business.

2. "harvest" strategy - involves the rejection of a long-term view of the business in favor of maximizing income in the short term. This strategy is applied to an unpromising business that cannot be sold profitably, but can bring in profits at harvest time.

3. downsizing strategy - the firm closes or sells one of its divisions or businesses in order to effect a long-term change in business boundaries.

4. cost reduction strategy - looking for opportunities to reduce costs and taking appropriate measures to reduce costs. This strategy is more focused on eliminating rather small sources of temporary or short-term measures.

Question 3. Steps to define a strategy.

1. Understanding the current strategy.

2. analysis of the product portfolio

3. choice of company strategy

4. evaluation of the chosen strategy

In order to understand the strategy being implemented, it is necessary to evaluate 5 external and internal factors.

External factors:

1. the scope of the company and the degree of diversity of products, the diversification of the company.

2. The general character and nature of the firm's recent acquisitions and sales of some of its property.

3. the structure and direction of the company's activities for the last period.

4. Opportunities that the firm has been focusing on recently.

5. attitude towards external threats.

Internal factors:

1. goals of the firm

2. Criteria for the distribution of resources and the existing structure of investment in manufactured products.

3. attitude to financial risk, both on the part of management and in accordance with the actual practice carried out by the financial policy.

4. the level and degree of concentration of efforts in the field of R&D.

5. strategies of individual functional areas: marketing, production, personnel, finance, research and development.

Product portfolio analysis involves the following steps:

1. The choice of levels in the organization for conducting product portfolio analysis: it should start at the individual product level and end at the top level of the organization.

2. fixation of units of analysis, called strategic business units (SEBs), in order to use them when positioning on product portfolio analysis matrices. SEBs can cover one product, several products that meet similar needs, SEBs can be considered as product-market segments.

3. Determining the parameters of the product portfolio analysis matrices. It is carried out in order to have clarity regarding the collection of the necessary information, as well as to select the variables for which the analysis is carried out.

4. Variables used to measure business strength: market share, market share growth…

5. collection and analysis of data conducted in the areas of an attractive industry, the competitive position of the company, opportunities and threats, resources and qualifications of personnel.

6. Determination of the desired product portfolio in accordance with which of the options can best contribute to the achievement of the company's goals.

Topic: "Choice of strategy"

Key factors to consider when choosing a strategy:

1. industry strengths and firm strengths (concentrated growth diversification strategy)

2. weaknesses of the firm (all reduction strategies)

3. goals of the firm

4. interests and attitudes of top management

5. financial resources of the firm

6. qualification of workers

7. the firm's obligations under previous strategies. Fulfilling old commitments before starting new ones.

8. degree of dependence on the external environment. Dependence on suppliers and buyers; legislation, legal regulation of the company's behavior.

9. time factor.

Evaluation of the developed strategy.

It is carried out in the form of an analysis of the correctness and sufficiency of taking into account when choosing a strategy the main factors that determine the possibility of implementing the strategy. The procedure for evaluating the chosen strategy is subject to one thing: whether the chosen strategy will lead the company to achieve its goals.

If the strategy meets the goals of the company, then its further evaluation is carried out in the following areas:

1. compliance of the chosen strategy with the state and requirements of the environment

2. compliance of the chosen strategy with the potential and capabilities of the company.

3. acceptability of the risk included in the strategy:

The realism of the prerequisites underlying the choice of strategy

What are the negative consequences for the company if the strategy fails?

Does the possible positive result justify the risk of losses from failure in the implementation of the strategy

Topic: "Strategic business unit and enterprise portfolio."

Types of organizational structures:

First stage.

simple structure- an example of an entrepreneur who establishes a company to implement some idea, product, service. At this stage, the entrepreneur directly manages the activities of each employee, makes all decisions and is aware of all the affairs of the organization. The firm is characterized by an informal structure, planning is short-term and reactive. The strength lies in its flexibility and dynamism, the weak point is that the entrepreneur is fully responsible for the choice of strategy and for the implementation operational tasks. As a result, it develops leadership crisis- the entrepreneur does not cope with the whole complex of typical management functions.

Second stage.

Functional structure- the entrepreneur is replaced or supplemented by a group of managers with a functional specialization: R & D, production, marketing, finance, personnel. When switching to new types of products from other industries, the advantages functional structure may be lost. While concentration in one attractive industry can bring good results.

Crisis of autonomy occurs when people managing new production lines (new types of business) need more decision-making freedom than they have within the existing functional structure.

Third stage.

Branch (divisional)) structure - the enterprise focuses on the management of various production lines in several industries (different types of business). Such enterprises have a central headquarters and decentralized operational units, with each unit or business unit being a functionally organized company in the second stage of development.

Strategic business unit- an intra-firm organizational unit responsible for developing the firm's strategy in one or more segments of the target market.

Segment- a part of the market (in a certain way allocated), where the company's products can be sold.

Segmentation criteria:

Geographical position

Socio-demographic (gender, age)

Behavioral (Gardening Products)

To size

By form of ownership

By industry

Criteria for the allocation of strategic business units (SBU):

1. SEB has a certain range of clients and customers

2. the business unit independently plans and carries out production and marketing activities, logistics

3. The performance of business units is valued on the basis of profit accounting.

13.11.04

Topic: "Peculiarities of strategies of large and medium-sized firms"

Depending on the growth rate and the degree of diversification of production large companies can be divided into three groups:

1. Proud Lions are industry leaders. For example, the Sony company, which was the first to find the production of transistor radios, consumer video recorders, laser compact discs and high-definition televisions.

2. "Mighty elephants" are firms that follow the leader. For example, Siemens: benefits from many inventions in the field of electrical devices.

3. "Clumsy hippos." For example, Philips has 350 factories scattered around the world.

Medium firms, can function successfully if they can stick to a niche specialization.

market niche is a narrow area of ​​competition within an industry. A niche can be defined in terms of geographic uniqueness, special requirements for the use of a product, or its specific characteristics that are important only to participants in the niche.

Strategies:

1. reduction strategy - aimed at reducing the existing position of the enterprise, since there is neither the need to expand the company's activities (the growth rate of the niche is stable), nor the opportunity (its growth rate is not high). In this strategy, there is a danger of losing a niche due to a change in need.

2. search strategy for an "invader" - under these conditions, the average company feels an acute shortage of funds to maintain its position within the niche, under such conditions, the average company begins to look for big company, which could absorb it, while maintaining it as a relatively independent, autonomous production division. Usage financial resources large firms will allow the medium firm to maintain its place in the niche.

3. Niche leadership strategy - perhaps in two cases:

The firm grows as fast as the niche, which allows it to become a leading monopoly company and keep competitors out of the niche.

The firm must have adequate financial resources to sustain accelerated growth

4. The strategy of going beyond the niche - effective only when the scope of the niche is too narrow for the firm.

The firm may attempt to become a large monopoly with the loss of a "niche" face. Having reached the boundaries of a niche, the firm will face direct competition from stronger and larger firms (the presence of a niche protected it from direct competition). To overcome the boundaries of a niche, a firm must accumulate within it a sufficient amount of financial and other resources.

Topic: "Strategies for the development of small businesses"

In competition with large firms, small businesses use their main advantages: flexibility, mobility, territorial maneuverability. There are four main strategies for small firms. Their goal is to minimize the severity of competition with large firms and make the best use of their advantages.

The first two strategies relate to the independent development of a small firm:

1. copy strategy. Within its framework, the company can go in one of two ways:

Produce under license a branded product of a large firm

To develop and release a "copy", the prototype of which is some original product.

2. optimal size strategy. It consists in the development of small-scale and specialized markets, those areas of activity in which large production not efficient, but the best is a small enterprise. In these areas, the activities of large firms are difficult due to insufficient profits, high costs for wages, high risk, not manufacturable.

The following two strategies are associated with the possibility of embedding a small firm in the activities of a large one:

3. strategy of participation in the product of a large firm. Large firms often refuse small and low-tech industries, as it is more profitable for them to purchase individual parts, assemblies and components from small enterprises. In turn, the small firm gets the possibility of a guaranteed subcontracting order and the benefits associated with it. To avoid dangerous dependence on a large firm, small businesses use the tactic of limiting the share of turnover attributable to one large client, that is, they strive to ensure that the share of supplies to each large client in total sales does not exceed, for example, 20%.

4. strategy of using the advantages of a large firm. Franchising- this is a system of contractual relations between a large and a small firm, according to which a large firm undertakes to supply a small firm with its own goods, advertising services. Processed technology business, provides a short-term loan on favorable terms, rents out its equipment. Small firm undertakes to have business contacts exclusively with this large firm, conduct business according to the "rules" of this large firm and transfer a share of the sales amount determined by the agreement in favor of the large firm. As a rule, a large firm requires from such a small enterprise an initial large remuneration for the right to operate in the market from its niche and under its brand name. Franchising is most often used in retail, fast food restaurants.

Franchising integrates elements of rent, sale, contract, representation, however, in general, it is an independent form of contractual relationship between independent economic entities. The parties to the agreement are the franchisor - a large enterprise and the operator (franchisee) - a small enterprise. The parties to the contract must have the status of a legal entity.

Issues related to the functioning of franchising are decided depending on its type and the creditworthiness of the participants. The operator can fully invest in the fixed assets purchased from the franchisor, however, in case of a shortage of funds, the fixed assets are leased out.

Small businesses are interested in franchising for a number of reasons:

1. the presence of the image of a company that has already won the loyalty of customers

2. less investment

3. the ability to manage your own business with very limited prior experience.

4. guarantee of constant assistance in management

For large enterprises, the benefits are as follows:

1. expanding the marketing of their products

2. attraction of additional capital (at the expense of small entrepreneurs)

3. A large enterprise can establish the quality of products and services produced and sold by the operator.

Flaws:

1. Realization of sales volume may be less

2. the operator cannot influence the policy of the franchisor

3. costs may be higher when franchising

4. difficulties with rent collection

20.11.04

Topic: Implementation of the strategy

Question 1. Stages of implementation of the strategy.

Implementation of the strategy is aimed at solving the following tasks:

1. prioritization among administrative tasks so that their relative importance is consistent with the strategy that the organization will implement. This applies to such aspects as: the distribution of resources, the establishment of organizational relationships, the creation of auxiliary systems.

2. Establishing a correspondence between the chosen strategy and internal organizational processes in order to orient the activities of the organization towards the implementation of the chosen strategy. Compliance must be achieved in terms of such characteristics as: the structure of the organization, the system of motivation and incentives, the norms and rules of behavior, the sharing of values ​​and beliefs, the qualifications of employees.

3. selection and alignment with the ongoing strategy of leadership style and approach to managing the organization.

All three tasks are carried out by means of change, which is the core of the execution of the strategy, it is called strategic change. Depending on the state of the main factors that determine the need and degree of change (the state of the industry, the state of the organization, the state of the product, the state of the market).

Can be distinguished four stable and characterized by a certain completeness type of change:

1. restructuring of the organization involves fundamental changes organization that affects its mission and culture. Such changes occur when an organization changes its industry and its product and market position change accordingly. In this case, the greatest difficulties arise in the implementation of the strategy, especially in the field of creating a new organizational culture, in the technological field of the labor market.

2. A radical transformation of the organization is carried out if the organization does not change the industry, but at the same time it undergoes changes caused by its merger with another organization or the emergence of new products. In this case, changes require intra-organizational changes regarding organizational structure.

3. moderate transformation - is carried out when an organization enters the market with a new product and tries to attract customers to it. The changes relate to the production process, as well as marketing, especially in the part that is associated with drawing attention to a new product.

4. regular changes - associated with the implementation of transformations in the marketing sphere in order to maintain interest in the organization's product. These changes are not significant, and their implementation has little effect on the activities of the organization as a whole.

Remark: the unchanging functioning of the organization occurs when it consistently implements the same strategy, no changes are required, since the organization can get good results based on the accumulated experience.

Question 2. Areas for strategic change.

There are two environments of the organization that are the main ones when carrying out strategic changes:

1. organizational structure.

2. organizational culture.

Analysis of the organizational structure. From the perspective of the implementation process, the strategy aims to answer the following questions:

1. to what extent the organizational structure can contribute to or hinder the implementation of the chosen strategy

2. Which levels in the organizational structure should be entrusted with the decision of defining tasks in the process of implementing the strategy.

Factors influencing the choice of organizational structure:

The size of the organization the degree of diversity of its activities

Geographic location of the organization

Technology

Attitudes towards the organization of management and employees

Dynamism of the external environment

Strategy implemented by the organization

The organizational structure should correspond to the size of the organization and not be more complex than necessary for the existing size of the organization (usually the effect of the size of the organization on its structure is manifested in the form of an increase in the number of levels of the organization's management hierarchy).

The impact of technology on the organizational structure is manifested in the following:

The organizational structure is tied to the technology used in the organization: the number of structural units and their relative position depend on it

The organizational structure should be built in such a way that it allows for technological renewal, it must facilitate the emergence and dissemination of ideas for technological development and the implementation of renewal processes.

If the external environment is stable, changes in it are insignificant, then the organization can apply mechanistic organizational structures that have little flexibility and require great effort to change them.

The dynamism of the external environment largely determines what organizational structure the organization should choose.

If the external environment is dynamic, the organizational structure should be organic, flexible and able to respond quickly to external changes (such a structure should imply a high level of decentralization, the presence of greater rights for the unit structure in decision-making).

Organizational culture. Components of organizational culture:

1. philosophy that defines the meaning of the existence of the organization and its attitude towards employees and customers

2. prevailing values on which the organization is based and which relates to the goals of its existence, or to the means of achieving these goals.

3. norms behavior, separating the employees of the organization and status for individual members of the organization.

4. establishment of norms governing informal relations between persons of different sexes.

5. development of assessments regarding what is desirable in the behavior of employees and what is not.

The second group includes problems that the organization has to solve in the process of interaction with the external environment.

Question 3. development of the mission, goals and means to achieve them.

Primary factors that shape organizational culture:

Point of focus for senior management.

The response of management to critical situations that arise in the organization

Attitude towards work and style of behavior of managers

Criteria base for employee incentives

Criteria for selection, appointment, promotion and defining principles of relationships in the organization

- regulations, on which the "game" is played in the organization

The climate that exists in an organization and manifests itself in the way the atmosphere in the organization exists and how members of the organization interact with outsiders

Behavioral rituals, expressed in the organization of certain ceremonies, in the use of certain expressions, signs.

Organizational culture is formed as a response to the problems faced by the organization. One of these problems is the problem of integration of internal resources and efforts.

These include the following questions:

1. creation of a common language and common terminology

2. establishing the boundaries of the group and the principles of inclusion and exclusion from the group.

3. creating a mechanism for empowerment and deprivation of rights, as well as fixing the definition of dismissal from the organization

Secondary factors:

1. organization structure

2. information transfer system and organizational procedures

3. external and internal design and decoration of the premises in which the organization is located

4. myths, stories about important events and individuals who have played and continue to play key roles in the life of the organization.

5. formalized position on the philosophy and sense of existence of the organization.

27.11.04

Topic: "Problems of carrying out strategic changes and conflicts in the organization"

Difficulties in the task of making changes in the organization are due to the fact that any change meets resistance, sometimes so strong that it is not possible to overcome it by those who carry out the change.

To make a change, do the following:

1. uncover, analyze and predict what resistance a planned change may meet

2. reduce resistance (potential and real) to the minimum possible

3. set the status quo of the new state

Attitudes towards change can be viewed as a combination of the states of two factors:

1. acceptance or rejection of the change

2. open or covert demonstration of attitude towards change

Change-resistance matrix

Based on conversations, interviews, questionnaires and other forms of information gathering, management should find out what type of reaction to change will be observed in the organization.

Managers should remember that when implementing change, they should demonstrate a high level of confidence in its rightness and necessity and try to be as consistent as possible in the implementation of the change program. Of great importance in this case is complete information, constantly brought to the attention of the employees of the organization.

The style of change implementation has a big influence on resistance management.

The autocratic style is only useful in very specific situations that require the immediate elimination of resistance while conducting very important changes. In most cases, a more acceptable style is one in which leadership reduces resistance by bringing to its side those who initially resisted resistance.

Question 2. Conflicts in the organization.

Reasons for conflicts:

Limited resources

Task Interdependence

Differences in ideas and values, in goals, in the level of education, demeanor, as well as poor communication.

Methods of management in a conflict situation.

Conflict management methods are divided into interpersonal and structural.

Interpersonal:

1. evasion - a person tries to get away from the conflict, not to show in situations that provoke the emergence of contradictions, not to enter into a discussion of issues fraught with disagreement

2. smoothing - this style is characterized by behavior that is dictated by the belief that signs of conflict and bitterness should not be released. In this case, the parties appeal to the need for solidarity, unfortunately forgetting about the problem underlying the conflict. Sometimes the only way resolve conflict is the method fixtures when you act in concert with the other party, but do not try to defend your own interests in order to smooth the atmosphere and restore a normal working environment

3. coercion - within the framework of this style, attempts to force people to accept their point of view at any cost prevail. A person using this style usually behaves aggressively, is not interested in the opinions of others, and uses power through coercion to influence non-employees.

4. compromise - this style is characterized by accepting the point of view of the other side, but only to some extent (through mutual concessions)

5. collaborative style - most effective in resolving conflict situations, since in this case you find the most acceptable solution for both sides and is made from the opponents of the partners. In this situation, all participants are involved in the process of conflict resolution, their desire to satisfy the needs of all prevails.

Structural conflict management methods:

1. clarification of job requirements - clarification of what results are expected from each employee and unit (level of results to be achieved, who provides and who receives different information, system of authority and responsibility, clear definition of policies, procedures and rules)

2. coordination and integration mechanisms - a chain of commands, the principle of unity of command, a managerial hierarchy, the creation of cross-functional and target groups.

3. Organization-wide comprehensive goals - the effective implementation of these goals requires the joint efforts of two or more employees, groups or departments. The goal is to direct the efforts of all participants to achieve a common goal.

4. structure of the reward system - rewards are used to influence people's behavior and avoid the dysfunctional consequences of conflict.

Topic: "Management analysis"

Question. Goals, principles and methods of management analysis.

Management analysis- the process of a comprehensive analysis of internal resources and capabilities of enterprises, aimed at assessing the current state of the business, its strengths and weaknesses, identifying strategic problems.

The ultimate goal of management analysis is to present information to managers and other stakeholders for adoption. strategic decisions, choosing a strategy that best suits the future of the enterprise.

In the process of such an analysis, the compliance of the internal resources and capabilities of the enterprise with the strategic tasks of ensuring and maintaining the competitive advantages of the enterprise, the tasks of meeting future market needs is revealed.

The need for management analysis is determined by the following factors:

1. It is necessary when developing an enterprise development strategy and in general for the implementation of effective management, since it is an important stage in the management cycle.

2. It is necessary to assess the attractiveness of the enterprise from the point of view of an external investor, which determines the position of the enterprise in national and other ratings.

3. Management analysis allows you to identify the reserves and capabilities of the enterprise, determine the direction of adaptation of the internal capabilities of the enterprise to changes in environmental conditions.

As a result of internal analysis The company makes a number of points:

1. overestimate or underestimate the company itself

2. it overestimates or underestimates its competitors

3. what demands of the market it betrays too much or too little value.

Groups of indicators for which it is mandatory to conduct economic analysis:

1. indicators characterizing the economic potential of the company.

2. indicators characterizing the economic activity of the company. These indicators include: the assets of the company, sales volume, indicators of gross or net profit, the number of employees, the scientific and technical potential of the enterprise.

Basic indicators:

1. profitability (balance sheet profit / ………..)

2. return on assets

3. rate of return on equity

4. rate of net return on equity

5. labor efficiency.

Question. Methodological principles of managerial analysis and the level of its implementation.

Principles:

1. system approach: an enterprise is considered as a complex system operating in an open systems environment and consisting in turn of a number of subsystems.

2. the principle of a comprehensive analysis of all constituent subsystems, elements of the enterprise.

3. dynamic principle and the principle of comparative analysis: analysis of all indicators in dynamics, as well as in comparison with similar indicators of competing firms.

4. the principle of taking into account the specifics of the enterprise (industry and regional).

There are three levels of managerial decision-making and, accordingly, three levels of analysis:

Corporate

Competitive (business or business level)

Functional.

The complexity of the analysis lies in the fact that the management decisions of these levels are closely related and at the same time have a hierarchical structure.

Identification of the level of individual activities (business units) significantly complicates the task of managerial analysis, since this level of decision-making is the least developed and least formalized in Russian enterprises.

Question 1. Methods of management analysis:

1. situational analysis

2. portfolio analysis

3. desk research: work with accounting documents, statistical and other internal information.

4. observation and interviews of employees of the enterprise using special methods (diagnostic interview)

5. brainstorming, conferences and other teamwork methods

6. expert opinions

7. mathematical methods - trend analysis, factor analysis, calculation of averages, special coefficients.

The main methods for obtaining high-quality information are: a conversation with managers and specialists of the enterprise, experts, questionnaire surveys of employees, as well as various methods of group work, which allows you to develop an agreed view and position on the issues under discussion.

The inconsistency of information is determined by the position of a specialist in the enterprise management system (view from his own level) and the lack of skills to comprehend his own activities.

Question. Organization problems.

The problem is understood as the inconsistency of the managed object with the goals set by the managing subject (manager).

A problem is a contradiction in an organization that requires a managerial solution.

The involvement of consultants to identify and identify problems of the organization gives the following advantage: the novelty of information about the state of the organization, access to the main problem, the solution of which will remove other problems or reduce their severity.

The main problem of most Russian enterprises lies in the contradiction between the external market environment and the internal production organization.

Types of organization problems:

1. essential - they can't decide whether it is only possible to reduce their severity in specific situations and avoid their aggravation (for example, the contradiction between stability and development of an enterprise). The problem of departmentalization belongs to the essential problems. Its essence lies in the hierarchy of building an enterprise in the need to divide the general goal of the enterprise into more specific goals, and those, in turn, into local goals and subgoals. Under these conditions, each division is inclined to exaggerate the significance of its goal, to interpret it in its own way, imposing personal and group interests on it.

2. socio-cultural problems - they do not always occur, their presence depends on a certain type of business and organizational culture.

3. situational problems - may appear due to the mistakes of specific managers, due to a special set of circumstances. Such problems are always specific: they exist in one enterprise, but not in another.

Topic: "Determination of the strategic resources of the enterprise and areas of activity"

Management analysis is always focused on profitability, despite the specifics of its implementation at a particular enterprise, a number of typical blocks can be distinguished in its structure:

1. goals of the enterprise.

2. order book, new products

3. resource potential of the enterprise

4. factorial analysis of costs (the cost of the enterprise)

5. availability financial resources, possible sources of funds.

6. management system: structure, qualifications of managers, staff motivation, management culture and traditions….

Management analysis is based on the analysis of current activities, and the main problem is the assessment of this activity in terms of ensuring future long-term profit (indicators: profitability, risk level, market share, asset value, share of new products).

The success of managerial analysis is associated with the definition of the area of ​​freedom, which determines the process of strategic choice. In doing so, it is useful to analyze the following aspects:

1. past and current strategy

2. strategic issues

3. organizational opportunities and limitations

4. financial opportunities and limitations

5. organizational flexibility, strengths and weaknesses

11.12.04

The strategic problem involves awareness, identification and a clear constructive formulation of the problem, involving certain methods for solving it. In this case, the problem can be aimed both at overcoming the identification of weaknesses and at developing the capabilities of the enterprise.

The organization of enterprise capabilities, such as: structure, management system, established corporate culture and customs, labor motivation system, management team, in any situation can be a source of strengths and weaknesses of the enterprise. The most important part of management analysis is the analysis of the financial obligations of the enterprise in terms of paying taxes, as well as the structure of the debt.

Flexibility can be achieved in several ways:

1. a diversification strategy as a means of adapting to changes in the external environment.

2. investment in personnel training, formation and evaluation of managerial alternatives.

The determination of the strengths and weaknesses of an enterprise is based on its resources and strategically important areas of activity. These parties are always relative (relative to the main competitors or given standards).

Approaches to identify strengths and weaknesses can be as follows:

1. internal (opinion of enterprise specialists)

2. external (comparison with competitors)

3. normative (as it should be)

Question. Competitive advantages of the enterprise

These are unique tangible and intangible resources owned by the enterprise, as well as strategically important business areas for this enterprise, which allow you to run in the competition.

Competitive advantage can be defined as the high competence of the enterprise in any area that gives the best opportunity to overcome the forces of competition, attract customers and maintain their loyalty to the company's products.

Tangible (material) resources- physical and financial assets of the enterprise, which are reflected in the balance sheet (fixed assets, stocks, cash)

It is possible to increase the efficiency of the enterprise (improve the use of these resources) in the following way: reducing inventories, work in progress, improving the use of fixed assets, saving resources.

Intangible (intangible) resources are the characteristics of the company:

1. intangible assets not related to people - brand, know-how, prestige, company image,

2. intangible human resources (human capital) - personnel qualification, experience, competence, popularity of the management team.

Other important sources of competitive advantage, the strengths or weaknesses of an enterprise can be individual strategic areas of its activity: production, sales, scientific development, marketing, finance, personnel management.

The weak side of almost all Russian enterprises is sales and financial management, while the strengths can be: a monopoly position (energy, railway transport), highly efficient production, availability of sources of raw materials (gas production).

For the consumer, fame is of great importance trademark, advantageous location, opening hours, highly qualified personnel.

Question. Goals and main stages of portfolio analysis.

Enterprise portfolio (corporate portfolio) is a set of relatively independent business units (strategic business units) owned by one owner.

Portfolio analysis - a tool by which the company's management identifies and evaluates its economic activity in order to invest in the most promising and profitable areas and reduce (terminate) investments in inefficient projects.

At the same time, the relative attractiveness of the markets and the competitiveness of the enterprise in each of these markets are assessed. The company's portfolio must be balanced, that is, it must be the right mix of units or products that need capital for growth, with business units that have some excess capital.

The purpose of the portfolio analysis method is to help the manager understand the business, create a clear picture of the formation of costs and profits in the diversification of the company.

Portfolio analysis helps to solve the following problems:

1. coordination of business strategies or strategies of business units of the enterprise

2. distribution of human and financial resources between departments

3. Portfolio balance analysis

4. setting performance targets

5. restructuring of the enterprise.

The main advantage of portfolio analysis is the possibility of logical structuring, a visual reflection of the strategic problems of the enterprise, the simplicity of the results presented, and the emphasis on the qualitative aspects of the analysis.

Portfolio analysis scheme:

1. all activities of the enterprise are divided into strategic business units:

The business unit must:

Serve the market, not other divisions

Have your customers and competitors

Business unit management must control the key factors that determine success in the marketplace.

2. The relative competitiveness of these business units and the prospects for the development of the respective markets are determined.

3. A strategy is developed for each business unit (business strategy) and business units with similar strategies are combined into homogeneous groups.

4. management evaluates the business strategies of all departments of the enterprise in terms of their compliance with corporate strategy, commensurate with the profit and resources required by each department.

The main disadvantage of portfolio analysis is to use data about the current state of the business, which cannot always be extrapolated into the future.

Abstract

Management, consulting and entrepreneurship

Topic 1. General characteristics of strategic management Strategic management, its characteristics and connection with other sciences. Essence of strategic management. The difference between strategic management and operational management. Uh...

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, with the main attention being 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 an electronic version of the work:
Goldstein G.Ya. Strategic Management: Lecture Notes. Taganrog: Izd-vo TRTU, 1995. 93 p.

1. SUBJECT AND OBJECTIVES OF THE COURSE
1.1. Essence of 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. Determining the dominant economic characteristics in the industry
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 for implementing 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. M.: 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.

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 element 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 strategic analysis 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 affecting strategic development organizations.
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 located on various stages 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 implementing strategic management systems Russian organizations, enterprises and holdings.
Main literature.
Additional literature.
Tests for the final check.

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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 CM;
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; QS 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 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 in the following. directions: a) the microenvironment is the immediate external environment that has a direct and direct 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 reason for the existence of an organization. Its purpose, the main goal, a clearly expressed reason is the existence in 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) . At this stage, the planning horizon expands 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 the growth of 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, strategic decision-making is decentralized, 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 a 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. The economic analysis of the enterprise's activities is the basis for making all decisions at the microscopic level. Economic analysis arose simultaneously with accounting in ancient Egypt around 4000 BC, but economic analysis emerged as an independent science in the 60s of the 20th century.
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 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 success factors (KSF) 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 identifying 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 the definition of 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.
Tracking information 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 accumulated 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 non-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 applied 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 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 case. 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 of the organizational structure of 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 strive to ensure that 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.................