Strategic analysis can be divided into two main steps:

1. Comparison of the benchmarks set by the firm and the real opportunities offered by the environment, analysis of the gap between them;
2. analysis of possible options for the future of the company, identification of strategic alternatives.

When strategic alternatives are identified, the firm moves to the final stage of strategy development - the choice of a specific strategy option and the preparation of a strategic plan.

Gap Analysis

Gap analysis is a simple but effective method of strategic management and analysis. Its purpose is to determine whether there is a gap between the firm's goals and its capabilities and, if so, how to "fill" it.

Gap Analysis Algorithm:

Definition of the firm's core interest, expressed in terms of strategic planning(for example, in increasing the number of sales);
clarification of the real capabilities of the company in terms of the current state of the environment and the expected future state (in 3.5 years);
determination of specific indicators of the strategic plan, corresponding to the main interest of the company;
establishing the difference between the indicators of the strategic plan and the opportunities dictated by the real situation of the company;
development of special programs and methods of action necessary to fill the gap.

Another way to apply gap analysis is to determine the difference between the highest expectations and the most modest forecasts. For example, if top management relies on real rate ROI of 20% per capital invested, but analysis suggests that 15% is the most realistic value, discussion and action is required to close the 5% gap.

Filling can be done in several ways, for example:

By increasing productivity and achieving the desired 20%;
by abandoning more ambitious plans in favor of 15%.

The following methods of strategic analysis are usually used to identify strategic alternatives, possible options for a strategic plan.

Cost Dynamics Analysis and Experience Curve

One of the classic strategy models was developed in 1926. It links the definition of strategy to the achievement of cost advantages.

The reduction in costs with an increase in production volume is due to a combination of the following factors:

1. advantages in technology that arise with the expansion of production;
2. learning by experience the most effective way to organize production;
3. economies of scale effect.

According to the experience curve, the main direction of the firm's strategy should be to gain the largest market share, since it is the largest of the competitors who has the opportunity to achieve the lowest unit costs and, therefore, the highest profits.

The application of the experience curve is possible in the branches of material production.

In modern conditions, the achievement of cost leadership is not necessarily associated with an increase in the scale of production. The current high-tech equipment is designed not only for large productions, but also small. Today, even a small firm can use computers, modular equipment that provides high performance and the ability to reconfigure to solve various specific problems. The main disadvantage of the model is that it takes into account only one of the internal problems of the organization and inattention to the external environment (primarily to the needs of customers).

Analysis of market dynamics, life cycle model

The analysis of the dynamics of the market for a given product is based on the well-known model of the life cycle of a product, which is an analogy of the life cycle of a biological being.

The life of a product on the market is divided into several main stages, each of which has its own level of sales and other marketing characteristics:

Birth and introduction to the market - small sales and growth-oriented strategy;
growth stage - a significant increase in sales and a strategy for rapid growth;
maturity stage - sustainable sales and stability-oriented strategy;
stage of market saturation and decline - sales decline and reduction strategy.

The purpose of the life cycle model is to correctly determine the business strategy for each stage of the product's life on the market. There are a large number of life cycle modifications depending on the types of goods. However, the strategy should not be tied too tightly to the life cycle model.

Strategic environment analysis

What is the level of the company's competitiveness today? What are the company's most important problems? What are the macroeconomic trends and their impact on the future of the company? What are the development trends of the market in which the company operates and their impact on the future of the company? What are the opportunities for the growth of the company, taking into account the trends in the development of the external environment? What restrictions and risks are an obstacle to the development of the company, and what is the probability of its successful development, taking into account the existing prerequisites and trends in the field? Which companies can be formed taking into account different development scenarios? What strategic goals and ways to achieve them are possible? What should be the structure of the company?

In the course of the study, strategic analysis faces several tasks that are already of a more applied nature. The analysis touches upon the most revealing aspects of the company's life. Thus, the tasks of strategic analysis can be divided into groups that are concentrated around key issues.

Of course, one of the main tasks of strategic analysis is to determine the level of competitiveness of the company. In carrying out this task, it is very important to form a comprehensive understanding competitive advantage companies that she currently owns. Also, strategic analysis should identify the problems faced by the company, establish the causes of their occurrence. In addition, it is necessary to create a hierarchy of problems, that is, to identify the most urgent ones. Thus predetermine the algorithm for their resolution. The task of strategic analysis is to conduct a comprehensive audit of the company's internal resources, form a clear idea of ​​the company's human resources potential, describe the company's structure and ways to transform it. Equally important is the block of tasks related to the analysis of the external environment. Among them, as the most important, tasks such as determining macroeconomic trends and their likely impact on the future of the company should be highlighted. It is necessary to establish the development trends of the industry in which the company operates. Taking into account the above trends, calculate the conditions and prerequisites necessary for the growth of the company. A specific task of strategic analysis is forecasting. In fact, this is a modeling of the future of the company, using the current trends and conditions of the environment in which the company is located. Completing this task helps in part to form an understanding of the company's current strategic platform.

When conducting a strategic analysis, a study of the internal and external environment of the company is carried out. The company, which the researcher “subjects” to strategic analysis, is considered by him as a phenomenon of a dual nature. Firstly, the company is thought of as a kind of closed system with individual, distinctive features: it has its own structure, its own potential, a certain limited number of specific resources, some financial indicators. In this case, strategic analysis operates with the sphere of the "internal environment" of the company. With this approach, the main result should be an understanding of the organization of management and planning processes within the company, the general mechanisms of its (company) existence. Secondly, in strategic analysis, a company is understood as an integral element of a macrosystem (cluster, regional, national or global market) - here the nature of its industry relations, macroeconomic indicators of the location in which the company is located, the structure and state of markets, the business environment, etc. . P.

That is, we affect the sphere of the "external environment" of the company's life. It is important for us to understand the conditions in which the company has to work, and how its relationship with this environment, partners, suppliers and competitors is established. At the same time, strategic analysis should be aimed primarily at highlighting aspects of the macrosystem that are significant for a particular business. So, for a manufacturer of women's clothing, it is unlikely that there will be interest in material about the trends in changes in ratios in the defense order of the state. Priority areas of research should be implied a priori, i.e., they should be identified even before the start of strategic analysis - on the basis of sound entrepreneurial sense and elementary economic literacy and understanding of business.

Strategic analysis of the enterprise

The purpose of strategic analysis is a meaningful and formal description of the object of study, identification of features, trends, possible and impossible directions of its development. The result of strategic analysis should be a system model of the organization and the environment of its functioning.

Strategic analysis (environment analysis) includes the study of environmental factors affecting the enterprise and their dynamics, as well as the study of the state of the internal environment.

Environmental analysis is the process by which strategic planners control factors external to the organization to identify opportunities and threats to the enterprise. To determine the environment and facilitate accounting of its impact on the enterprise, external factors are divided into two main groups: the environment of direct (direct) impact and the environment of indirect impact.

The direct impact environment includes factors that directly affect the operations of the entity and are directly affected by the operations of the entity. The main factors of the direct impact environment are: suppliers, consumers, laws and government agencies, competitors. Besides, Lately more and more attention is paid to contact audiences (partners). These are banks, investment companies, mass media, research organizations, consulting, legal, audit firms, etc. That is, all organizations with which the company enters into contractual relations.

Environment of indirect impact - these are environmental factors that have an indirect impact on the enterprise and on which the enterprise either cannot influence at all, or has little influence.

The internal environment of the organization includes a number of factors that are under the direct control of the management and personnel of the enterprise. An analysis of the internal environment allows you to identify those opportunities, the potential that an enterprise can count on in the competition in the process of achieving its goals.

An analysis of the enterprise's external environment serves as a tool by which strategists control external factors in order to anticipate potential threats and opportunities. The analysis of factors of indirect influence is carried out according to various indicators characterizing their dynamics and trends.

The main environmental factors of indirect influence include:

Economic (inflation rate, tax policy, bank interest rates, international payment balance, the level of employment of the population, the solvency of enterprises, etc.);
- political (stability of power, state policy of privatization, nationalization, state control and regulation of enterprises, the level of protectionism, priorities state support, level of corruption, etc.);
- technological - factors associated with the development of engineering and technology ("technological breakthroughs", specific gravity science-intensive industries and products, changing the life cycle of technologies, requirements for the scientific and technical level of competitive products);
- demographic (number of potential consumers, population structure, quality of labor force);
- geographical - factors related to the location of the area, climate, location of minerals and natural resources, ecology;
- social (the attitude of the general population to entrepreneurship, the role of women and national minorities in society, the development of the consumer rights movement, changes in social values, etc.).

In strategic management, when studying these factors, special attention is paid not to the factors themselves, but to the opportunities and threats that they pose for doing business.

When studying the environment of direct influence, domestic and foreign authors use different approaches. In the concepts of domestic scientists, the dominant approach is based on the possibility of studying individual components of the external environment, the directions of their influence on the enterprise.

Since industries differ significantly in their structure and basic characteristics, the analysis of the overall situation in the industry and competition in it must begin with an overview of the main economic characteristics.

The following indicators can be used to characterize the industry as a whole:

industry profitability;
- the value of products for society;
- market size;
- the nature of competition and the number of enterprises in the industry;
- the rate of growth (recession) of the industry, the capacity of the industry;
- the number of buyers and their financial capabilities;
- ease of entry into the industry and exit from it;
- technologies that are used, their competitiveness in comparison with world experience, etc.

The basis for analyzing the situation in the industry and competition in it is a thorough study of the competitive struggle going on in the industry, determining its sources and assessing the degree of impact of competitive forces. The methodological basis for the analysis of the industry structure was first proposed by Harvard Business School Professor M. Porter. Despite the fact that each industry has its own unique character and structure, there is quite a lot in common in the manifestation of competition from industry to industry, from market to market, so it becomes possible to use a single analytical apparatus to identify the nature and intensity of competition.

M. Porter proved that the industry environment and the state of competition in the industry can be characterized by five competitive forces (manufacturers of similar products, potential competitors, suppliers, consumers and substitute goods).

Competition in an industry can be more or less intense. It depends not only on the number of enterprises in the industry. The intensity of competition is affected by the saturation of the market, trends in its development, and the peculiarities of functioning in the industry, which is manifested in the power of barriers to entry and exit. Entry barriers are called factors that oppose decision-making regarding the re-profiling of an existing enterprise in a certain industry and its entry into the industry that is being studied. Even when the profitability of this new industry for the enterprise is higher than that which the enterprise has now. Exit barriers are a list of factors that hinder the transition of an enterprise to another industry even when the price level becomes such that the enterprise begins to operate “on the verge of profitability”, barely covering its own costs.

Methods of strategic analysis

SWOT analysis is an abbreviation of the English words strengths, weaknesses, opportunities, threats strong, weak means the sides of the enterprise, opportunities, dangers. Based on the analysis of the internal and external environment, the identification of key success factors, social aspects, a four-cell matrix is ​​built. Its cells are filled with the corresponding data. The data obtained allow us to form an enterprise strategy, which is laid down in plans, executed, the results are subjected to the next stage of analysis.

BCG (Boston Advisory Group) Matrix. Similar approach. The results of the analytical work are presented in the same way. The positions of the enterprise in the market are determined in comparison with the leading firm in this market segment, all activities are divided into four groups. Appropriate strategies are being developed for them. Typical recommendations have been developed, the essence of which is to support promising, eliminate hopeless areas of activity.

The McKinsey matrix is ​​a development of the BCG matrix. This technique involves the use of formalized indicators of market attractiveness and competitive status. In the initial data, expert estimates and forecast indicators are used.

Porter's value chain analysis and competitive analysis. They were asked to present the set of functions performed by the enterprise in the form of chains of value creation processes. At the beginning and end of the chains, the activities of the enterprise are integrated (consistent) with the activities of business partners.

Competitive analysis is carried out on the "field of forces" acting on the enterprise. The author identified five main ones, including: the influence of buyers, the influence of suppliers; the possibility of the emergence of new competitors, the existence of substitute products, the actions of competitors within the industry. The factors causing these forces are investigated, their ratio is estimated. Based on the analysis, an optimal strategy is developed. The technique does not give specific recommendations and is limited to qualitative analysis.

Situation analysis based on weak signals and risk assessment

The method of analyzing the situation on weak signals gives recommendations for setting control points, determines or sets levels of instability, awareness.

Options for responding to signals are provided.

Risk assessment and management. Risk is considered as the possibility of losses in the form of losses, lost profits or as a degree of instability, unpredictable outcomes. Qualitative and quantitative risk analysis is carried out. Qualitative analysis reveals factors, danger zones, types of risks.

Quantitative analysis uses methods of analogy, Monte Carlo, expert, sensitivity analysis (what..., if...), scenarios.

Variance Analysis

In the complex of analytical work at the enterprise, the analysis of deviations plays a very significant role. After developing a system of goals, choosing strategies and plans and budgets calculated on their basis, control is necessary in the process of their implementation. Ideally, it should accompany each process and be continuous. In practice, it is implemented selectively for the most significant and significant processes with acceptable periodicity. Conclusions about the degree of implementation of plans and budgets are made by analyzing the deviations of numerical and / or qualitative indicators in the system adopted at the enterprise.

Distinguish between absolute and relative indicators. In economic and other subject areas, there is a problem of the deviation sign. Sometimes a decrease in the value of an indicator means "good" and vice versa. This circumstance must be taken into account. For example, growth in profits and losses.

Selective deviations provide comparisons in the temporal aspect. The time interval of the current year or other period is compared with the same - the previous one.

The cumulative deviation is obtained by comparing the values ​​of indicators obtained on an accrual basis.

Plan-fact deviations are considered, fact-fact - comparison with the past fact in a comparable period of time, plan-desired result, when the planned indicator is compared with the desired one, taking into account changed conditions.

Deviations are evaluated according to acceptable limits and the impact on profit or another general indicator, such as ROI.

In the process of analysis, the places and causes of deviations are identified. To estimate the magnitude of deviations, the chain substitution technique can be used, which is a set of formulas and calculation schemes based on value chains, which ultimately makes it possible to calculate deviations by a generalizing indicator based on the available initial data. To implement this method, it is necessary to implement at the enterprise the system of classification and coding of indicators, which was discussed above. In the integrated EIS there are modules that perform similar tasks based on the classification and coding system adopted in a particular software tool.

The study of cause-and-effect relationships and other phenomena of interest to decision makers and analysts is carried out using the methods of intellectual analysis. Variance analysis can be applied both retrospectively and prospectively. The study of the retrospective is carried out in the interests of extracting knowledge and forming conclusions for the future based on it.

Business field analysis

This is a study of the impact of market strategies on profits for a given enterprise or for individual fields of business, or activities, based on information about more than 2000 enterprises contained in the databases of specialized firms. The mutual influence of the specific external environment of this type of business and the internal situation at the enterprise is taken into account. ROI and cash flows - Cash - balance are used as generalizing indicators.

Benchmarking

One of the conditions for the survival of an enterprise, which is especially important for the current Russian conditions, is the achievement of a world-class market attractiveness of products or services. This refers to the cumulative assessment of the properties of products, related services, as well as processes in the enterprise itself. The purpose of the analysis is to identify the best product or enterprise in the industry or in a given field of business, to identify and assess the level of one's own lag or advance. Production, managerial and other functions are also compared. Based on the analysis, measures are developed to eliminate the backlog or consolidate success.

External strategic analysis

Assessment of the structure of competitors (structural analysis of competitors), according to M. Porter, involves a study of the composition of existing competitors; threats (ease or difficulty) of the emergence of new competitors in the composition of existing ones; product replacement own production competitors' products; the ability of competitors to provide price reductions for buyers; the ability of a commercial organization to compete in an environment of existing competitors. According to R. Grant, this list can be supplemented by a study of the ability of competitors to complementarity (the desire to accompany the main product with additional ones).

In world practice, the traditional analytical tools of strategic management accounting for structural analysis of competitors are:

Analysis of strengths and weaknesses (SWOT analysis) of competitors;
analysis of the life cycle of competitors' products;
analysis of financial performance of competitors;
analysis of expenses (costs) of competitors.

Let's take a closer look at these tools.

Analysis of strengths and weaknesses (SWOT analysis) of competitors

This type of analysis is carried out on the basis of external information about competitors. Such information provides knowledge about competitors in terms of prices, sales volumes, market shares, cash flows, and other available resources. It also helps to determine what the current strategy of competitors is, their goals and intentions, what are their resources and capabilities (strengths and weaknesses).

From the point of view of information support, this kind of information can be obtained from the most general (formal) sources about competitors: annual accounting (financial) statements, press materials, analysis of the results of sociological research by industry, market segment. The required information can also be obtained from informal sources: from sales representatives, general suppliers, based on the analysis of products, technologies of competitors, communication with industry experts. On the basis of this kind of cumulatively collected information in strategic management accounting, this type of analysis is carried out.

Analysis of the life cycle of a competitor's product

The analysis is based on the developments of the Boston Consulting Group, which differentiated four stages (phases) of the product life cycle - introduction to the market, growth, maturity, decline (Boston 2x2 matrix). Each stage of the product life cycle is characterized by levels of business and financial risks, cash flow dynamics. Assessing business and financial risks involves examining the dynamics of costs (variable and fixed) of a competitor. Thus, a high level of fixed costs reflects the strategy of a high competitor, but at the same time determines the high level of marginal income in the break-even analysis. A low level of fixed costs, on the other hand, is indicative of a low cost strategy. financial risk and low marginal income from a competitor.

In addition, analysis of the life cycle of a competitor's product makes it possible to evaluate costs and financial results, to characterize cash flows for each stage of the life cycle of its product.

So, at the “implementation” stage, a competitor’s product will have:

High values ​​of variables, as well as fixed costs, until the level of production efficiency increases and stabilizes (competitor's experience curve);
low, sometimes minimal, incomes;
small profit values, even if revenues increase.

At the "growth" stage, a competitor's product should expect changes in the cost structure due to their increase in market research - marketing costs. Marketing costs are divided into development costs and maintenance costs. Increasing investment in marketing development costs should be considered a competitor's long-term investment. For marketing costs in general, the law of diminishing returns applies, i.e. increasing market share beyond certain limits may not be justified for competitors. In addition, at this stage, you should expect an increase in revenue from sales from competitors, as well as an increase in the level of profit from sales by product. As a result, the measurement of profitability, profitability, profitability by product, sales market becomes the main element of the structural analysis of competitors. The elasticity of demand for competitors' products, the impact of price reduction on their sales volumes, and, as a result, production volumes are analyzed. Competitors' net cash flows may not be positive. But their neutral meanings are quite likely.

At the "maturity" stage, one should expect the stability of the profit-making process by competitors. During this period, competitors will objectively reduce investments, reduce variable costs, and need to expand production capacities. The main attention of competitors will be focused on the problem of minimizing costs, the likelihood of realizing the strategic position of "cost advantage", the desire to improve production technologies and product quality. As a result, we should expect an increase in quality costs for competitors, a decrease in the experience curve, and an increase in economies of scale.

The decline stage for a competitor's product will mean, as a competitor's strategic goal, cost exemption in those business segments that, according to the competitor's estimates, do not create added value. The main objective of the competitor is the general trend of cost reduction against the backdrop of control over the decline in sales.

In general, the analysis of the life cycle of a competitor's product allows you to coordinate your own actions based on knowledge about the orientation of competitors in managing costs, revenues, cash flows and risks at every stage of the product life cycle.

Analysis of financial performance of competitors

This analysis is carried out on the basis of published financial statements, it allows for a numerical analysis of its indicators in terms of the financial aspect of activity.

In particular, they analyze:

Indicators for assessing financial results and performance;
profitability indicators;
indicators of cash and liquidity;
business activity indicators;
indicators of financial stability.

Such an analysis in assessing one's own financial condition and financial performance of an economic entity traditionally constitutes the subject area of ​​complex economic analysis (financial analysis of an organization's activities). It includes well-known formulas for calculating the relevant indicators.

Analysis of expenses (costs) of competitors

Because the cost information is trade secret, such an assessment is possible on the basis of an analysis of technologies, products of production, the experience curve, economies of scale from competitors. Its sources are direct observation, interaction with common suppliers, interviews with retired personnel, knowledge of competitors' manufacturing patents, their production capacities, and technological innovations. Also, this information is necessary when conducting a break-even analysis of a competitor.

Thus, the analysis of the competitor's experience curve makes it possible to evaluate changes in labor productivity due to a better understanding by employees of the content of the production operation (function of activity) they perform. In view of this, the cost of labor (time) for manufacturing, for example, units of production is objectively reduced, which leads to lower costs. This phenomenon is also known as the learning effect. The analysis of the competitor's experience curve is based on tracking the increase in labor productivity and the decrease in labor costs per unit of output due to the repetition of operations (production actions, activity functions). This process continues only for a certain time, when it is possible to establish a cost reduction rate per unit of output. The learning process begins at the point when the first unit of output leaves production. When output doubles, then the average time taken to produce a unit of output in that doubled output will be some percentage of the average time taken to produce the first unit of output, which is then doubled.

Break-even analysis is also an important information source for the formation of a marketing, product strategy. Its implementation in competitors' assessments is limited by the availability (inaccessibility) of information on variable costs that are present in the calculations of the break-even volume of production and sales, critical sales revenue; production and sales volumes, revenue, but taking into account the projected profit; marginal income, marginal margin of safety, as well as relative indicators of the norm (level) and coefficient of marginal income. In assessing the economic entity's own competitive positions, the calculation of these indicators does not cause difficulties.

Assessment of strategic competitive positions

Analysis of the strategic positions of competitors involves identifying the level of product diversity (range) of competitors, the level of geographical coverage and market shares of competitors; quality of goods and services of competitors; competitors' positions in technology and capacity utilization, pricing and R&D; ownership structure and organizational structure of competitors.

Strategic analysis of the external environment

Economic. This is the impact on the activities of the organization, which is the result of factors such as the consumption of goods and services in the regions where the organization operates.

Managers must take into account the level of income of the population, the availability of loans, the propensity of the population to spend accumulated funds, as well as changes in the refinancing rate of the Central Bank of the Russian Federation, and the possible level of inflation.

Political and legal. As a rule, these are restrictions in the process of making a managerial decision, which are the result of the legal framework within which the organization must operate. This framework places obligations on the organization to protect consumers and the environment through trade agreements, tax programs, minimum wages, living wages, and price controls.

Sociocultural. These factors determine the tastes of service consumers and their attitude to the possible advertising campaign, employees' views on equal employment opportunities and competitors' attitudes towards fair competition. Technological. These factors have an impact due to changes in the technology of rendering services, in means of communication, in design. Use of information technologies, introduction of know-how. Ignoring this group of environmental factors can significantly undermine the organization's position in the market.

Ecological. Do not have a significant impact on the business.

We can suggest the following factors that have the greatest impact on the activities of IP Turchaninov A.S.:

1. Critical factors. These include selling prices for hair coloring products, chemicals, selling prices for energy products, government agencies, taxes, adoption of new regulations.
2. Favorable factors include a decrease in inflation, the availability of loans and investments, cheaper labor, a steady demand for hairdressing and manicure services, high competition in the industry, entry into new markets or market segments.
3. Factors determining the competition of services: the cost of providing services, the quality of services, the presence of a stable demand for services, the provision of additional services, the use of the latest technology in the provision of services.
4. Factors taken into account when developing a strategy: changes in the level of consumer claims, requirements of state bodies, product quality, distribution costs, demand, financial capabilities of the organization.

After analyzing the macro environment, it is necessary to analyze the operational environment (industry analysis), competition and competitiveness of the organization in a strategic perspective, the driving forces of competition.

The analysis of the industry environment of the organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. The purpose of industry analysis is to determine the attractiveness of the industry and individual product markets within the industry.

Currently, the number of organizations in the region providing hairdressing and manicure services is more than a thousand. However, despite such a number of institutions providing hairdressing and manicure services, there is fierce competition. Opportunities for the emergence of new competitors in the industry do not depend on the so-called barriers to entry into the industry, which are understood as the obstacles that must be overcome in order to establish a business and successfully compete in the industry.

When choosing an organization's strategy, it is necessary to take into account the determining forces and try to take the most advantageous position in relation to competitors. The result of the industry analysis is the identification and subsequent forecast of key factors for the success of the industry, which are understood as common for all enterprises in the industry controlled variables, the implementation of which makes it possible to improve the competitive position of the enterprise in the industry.

Analysis by IP Turchaninov A.S. revealed the following key factors competitive success:

In production: flexibility in the organization of sales; efficiency in work and interchangeability; low costs.
In marketing: stable sales growth, well-established supply system.
In personnel: management competence; the availability of a skilled workforce.
The ability of the organization to adapt to market conditions and the ability to quickly respond to their changes; access to financial resources; image of the organization and leader.

Conducted strategic analysis of the external environment of the enterprise IP Turchaninov A.S. allows us to draw the following conclusions.

Analysis of the macro environment revealed the capabilities of the enterprise, which can be grouped into the following groups:

Favorable factors (decrease in inflation, availability of loans and investments, cheaper labor force, high liquidity of services, stable demand for goods sold, low competition in the industry, expansion of the geographical boundaries of the market, entry into new market segments);
- competition factors (costs, product quality, availability of sustainable sales of services, provision of additional services);
- factors taken into account when developing a strategy (change in the level of consumer claims, requirements of state bodies, product quality, costs, demand, financial capabilities of the organization).

To improve efficiency economic activity in the third chapter thesis we will offer and economically justify the proposal to open a solarium. Economic justification for the expansion of the enterprise

Purpose of strategic analysis

An essential quality of strategic analysis is its long-term perspective. Strategic analysis allows us to look into the future of the company through its present and past. Thus, it reveals to our eyes the underlying causes that give rise to the failures of the company, or points to promising directions for its growth. Simply put, it is on the basis of information obtained through strategic analysis that a rational choice of strategy from a possible set of alternatives should take place.

So, strategic analysis will answer the following questions:

What is the level of the company's competitiveness today? What are the company's most important problems? What are the macroeconomic trends and their impact on the future of the company? What are the development trends of the market in which the company operates and their impact on the future of the company? What are the opportunities for the growth of the company, taking into account the trends in the development of the external environment? What restrictions and risks are an obstacle to the development of the company, and what is the probability of its successful development, taking into account the existing prerequisites and trends in the field? What strategic goals of the company can be formed taking into account various development scenarios? What strategic goals and ways to achieve them are possible? What should be the structure of the company?

There are different points of view on the main goal pursued by strategic analysis. But, of course, that all these views are related in nature, and they differ from each other only in a certain emphasis on certain areas. Most generally, it can be stated that the main goal of strategic analysis is to form an understanding of the key factors affecting the present and future well-being of a business and ultimately determining the choice of strategy. Simply put, the search for the factors of the company's strategic success. This setting is the essence of strategic analysis, it, in fact, acts as a fundamental methodological setting of strategic analysis.

In the course of the study, strategic analysis faces several tasks that are already of a more applied nature. The analysis touches upon the most revealing aspects of the company's life. Thus, the tasks of strategic analysis can be divided into groups that are concentrated around key issues.

Strategic development analysis

Which business to terminate;
- what business to continue;
- what business to go into.

This means that the strategy focuses on 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. According to M. Porter, one of the leading theorists and experts in the field of strategic management, there are three main areas for developing a strategy for the company's behavior in the market.

The first area is related to leadership in minimizing production costs. This type of strategy is due to the fact that the company achieves the lowest production and sales costs of its products. As a result, it can gain a larger market share through lower prices for similar products. Firms implementing this type of strategy must have a good organization of production and supply, a good technology and engineering base, as well as a good system of product distribution, that is, in order to achieve the lowest costs, everything that is related to the cost price must be carried out at a high level. products. Marketing with this strategy should not be highly developed.

This basic strategy relies on performance and is usually associated with the existence of an experience effect. It involves careful control of fixed costs, investment in production aimed at realizing the effect of experience, careful study of the design of new products, reduced marketing and advertising costs. The focus of the entire strategy is low costs compared to competitors.

The cost advantage creates an effective defense against competitive forces:

The firm is able to withstand its direct competitors even in the event of a price war and is able to make a profit at a price that is the minimum acceptable for competitors;
- strong customers cannot achieve a price reduction below the level acceptable for the strongest competitor;
- low costs provide protection against strong suppliers, as they give the company more flexibility in case of price increases for components and materials;
- low costs create a barrier to entry of new competitors and at the same time good protection against substitute products.

Thus, leadership through cost savings gives reliable protection because the least efficient firms are the first to experience the effects of competition.

The second area of ​​strategy development relates to product specialization. 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. This leads to the fact that buyers choose this brand even at a fairly high price. Firms pursuing this type of strategy must have high R&D capacity, high quality designers, an excellent quality assurance system, and developed system marketing.

The goal of this strategy is to better meet the needs of the selected target segment than competitors. Such a strategy can be based on both differentiation and cost leadership, or both, but only within the target segment.

A specialization strategy achieves a high market share in the target segment, but always leads to a small market share as a whole.

The third area of ​​strategy definition relates to fixing a certain market segment and concentrating the firm's efforts on a 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 products of a certain type. In this case, the firm may seek to reduce costs, or pursue a policy of specialization in the production of the product. It is also possible to combine these two approaches. However, what is absolutely obligatory for carrying out a strategy of the third type is that the company must build its activities, first of all, on the analysis of the needs of customers of a certain segment of the market, that is, it must proceed in its intentions not from the needs of the market in general, but from the needs of the entire market. certain or even specific clients.

The purpose of such strategies is to give the product distinctive features that are important to the buyer, which distinguish the product from competitors' offerings. The firm seeks to create a situation of monopolistic competition in which, due to its distinctive features, it has significant market power.

Next, we consider the most common, practice-tested and fairly widely covered types of firm strategies, which are sometimes called basic or reference. They reflect four different approaches to the growth of the firm and are associated with a change in the state of one or more of the following elements: product; market; industry; position of the firm within the industry; technology. Each of these five elements can be in one of two states? existing or new. For example, in relation to a product, this could be a decision to either produce the same product or move on to manufacturing a new product.

The first group of benchmark strategies are the so-called concentrated growth strategies. This includes those strategies that are associated with a change in the product and / or market and do not affect the other three elements. In the case of following these strategies, the firm is trying to improve its product or start producing a new one without changing the industry. With regard to the market, the company is looking for opportunities to improve its position in the existing market or move to a new market.

The specific types of strategies of the first group are the following:

1. a strategy to strengthen the position in the market, in which the company does everything to win the best position with this product in this market. This type of strategy requires a lot of marketing effort to implement. There may also be attempts to implement the so-called horizontal integration, in which the firm tries to establish control over its competitors;
2. market development strategy, which consists in finding new markets for an already produced product;

These strategies aim to increase sales by introducing existing products into new markets.

There are also a number of alternatives here:

New segments: address new segments in the same regional market. For example: offer an industrial product to the consumer market; by changing the positioning of the product, sell it to another group of buyers; offer a product in another sector of the industry;
- new distribution channels: introduce goods into another network that is noticeably different from the existing ones. For example: to sell drinks in places of work (in offices, factories, schools); sell furniture to hotel chains using zero-level channels; create a network of franchises in addition to the existing sales network.

3. territorial expansion: infiltrate other regions of the country or other countries. For example: supply goods to other markets through local agents or trading firms; create a sales network of exclusive distributors; acquire a foreign firm operating in the same sector. Market development strategies are based mainly on the distribution system and aggressive marketing policies.

A product development strategy that involves solving the problem of growth through the production of a new product that will be sold in the market already mastered by the company.

A product development strategy aims to increase sales by developing improved or new products targeted at the markets in which the firm operates.

The following options are available:

Adding features: to increase the number of features or features of a product and thereby expand the market. For example: increase the versatility of the product through new features; increase the social or emotional value of a utility product; improve the safety or usability of the product;
- expansion of the product range: to develop new models or variants of goods with different levels of quality. For example: to release goods in new packaging; increase the set of tastes, smells, colors; offer the same product in different forms and compositions;
- update homogeneous group goods: to restore the competitiveness of obsolete goods by replacing them with goods that are functionally or technologically improved. For example: introduce a new generation of more powerful models; introduce environmentally friendly product modifications; improve the aesthetic properties of goods;
- quality improvement: to improve the performance of the product of its functions as a set of properties. For example: define a set of properties that suits various groups buyers; establish clear quality standards for each property; implement the program full control quality;
- extension of the range of products: to supplement or expand the existing range of products using external means. For example: to acquire a company that produces complementary goods; enter into a contract with suppliers of goods and resell them under their own brand; create a joint venture for the development and production of a new product;
- Rationalization of the range of products: modify the range of products in order to reduce production or marketing costs. For example: to standardize the range of goods; do not produce secondary or low-margin goods; modify the product concept.

The main instrument of this group of growth strategies is commodity policy and segmentation analysis.

The second group of reference strategies includes integrated growth strategies. These are business strategies that are associated with the fact that the company expands by adding new structures. Typically, a firm may resort to implementing such strategies if it is in strong business, cannot implement a strategy of concentrated growth, and at the same time, integrated growth does not contradict its long-term goals. A firm can pursue integrated growth, both through acquisition of ownership and through expansion from within. In both cases, there is a change in the position of the firm within the industry.

There are two main types of integrated growth strategies:

The strategy of reverse vertical integration is aimed at the growth of the company through the acquisition or strengthening of control over suppliers. The firm can either create supply subsidiaries or acquire supply companies. Implementing a backward vertical integration strategy can give a firm very favorable results in terms of being less dependent on component price fluctuations and supplier requests. Moreover, supply, as a cost center for a firm, can turn into a revenue center in the case of reverse vertical integration. This strategy is used to stabilize or protect a strategically important source of supply. Sometimes this integration is necessary because the suppliers do not have the resources or know-how to produce the parts or materials the firm needs. Another goal could be access to new technology critical to the success of the underlying activity. Many computer manufacturers have integrated with semiconductor manufacturers to master their underlying technology.

The strategy of forward vertical integration is expressed in the growth of the firm through the acquisition or strengthening of control over the structures located between the firm and the end user, namely distribution and sales systems. This type of integration is beneficial when intermediary services expand or when the firm cannot find intermediaries with a quality level of work.

The motivation in this case is to provide control over the output channels. For a consumer goods firm, this may involve control of distribution through a franchise network, exclusive contracts, or the creation of its own chain-like stores. In industrial markets, the main goal is to control the development of subsequent links in the industrial chain, which are supplied by the firm. That is why some basic industries are actively involved in the development of firms that further transform their products.

In some cases, forward integration is done simply to get to know the users of their products better. In this case, the firm creates a branch whose task is to understand the problems of customers in order to better meet their needs.

The third group of reference business strategies are diversified growth strategies, implemented in the event that firms can no longer develop in a given market with a given product within a given industry.

Key Diversified Growth Strategies:

The strategy of concentric diversification is based on the search for and use of additional opportunities for the production of new products, which are contained in existing business, that is, the existing production remains at the center of the business, and the new one arises based on the opportunities that are contained in the developed market, the technology used or in other strengths ah the operation of the firm. Such capabilities, for example, may be the capabilities of the specialized distribution system used. In pursuing this strategy, the firm goes beyond the industrial chain in which it operated and seeks new activities that complement existing ones in terms of technology and / or commercial. The goal is to achieve synergies and expand the firm's potential market.

A horizontal diversification strategy involves looking for growth opportunities in an existing market through new products requiring a new technology that is different from the one being used. With this strategy, the firm should focus on the production of such technologically unrelated products that would use the already existing capabilities of the firm, for example, in the field of supply. Because New Product should be focused on the consumer of the main product, then in terms of its qualities it should be concomitant with the already produced product. An important condition for the implementation of this strategy is a preliminary assessment by the company of its own competence in the production of a new product;

The strategy of conglomerate diversification is that the company expands through the production of new products that are technologically unrelated to those already produced, which are sold in new markets. This is one of the most difficult development strategies to implement, since its successful implementation depends on many factors, in particular, on the competence of the existing staff, especially managers, seasonality in the life of the market, and the availability of the necessary amounts of money.

Undoubtedly, diversification strategies are the most complex and risky, since they take the company into new areas for it. Their success requires significant human and financial resources. As a condition for the success of such a strategy, Drucker cites the presence of at least one common point between the new and the basic activities, for example, in terms of the market, technology or production process. Other specialists in the field structural management note the importance of "corporate culture", or "management style", which characterizes the organization as a whole and may be effective for some activities and ineffective for others.

The fourth type of reference business development strategies are targeted reduction strategies. These strategies are implemented when the firm needs to regroup forces after a long period of growth or in connection with the need to increase efficiency, when there are recessions and fundamental changes in the economy, for example, structural adjustment. In these cases, firms resort to the use of targeted and planned production reduction strategies. The implementation of these strategies is often not painless for the company. However, it must be clearly understood that this is the same strategy for the development of the company as the growth strategies discussed, and under certain circumstances they cannot be avoided. Moreover, in certain circumstances, these are the only possible strategies for business renewal, since in the vast majority of cases, renewal and general acceleration are mutually exclusive business development processes.

There are four types of targeted business downsizing strategies:

A liquidation strategy is an extreme case of a downsizing strategy and is carried out when the firm is unable to conduct further business;
The "harvest" strategy involves abandoning the long-term view of the business in favor of maximizing revenue in the short term and is applied to a dead business that cannot be sold profitably, but can generate income during the "harvest". This strategy involves reducing procurement costs, labor costs and maximizing revenue from the sale of the existing product and the continued decline in production. The “harvest” strategy is designed to ensure that, with the gradual reduction of this business to zero, to achieve maximum total income during the period of reduction;
A downsizing strategy is when a firm closes or sells one of its divisions or businesses in order to effect a long-term change in business boundaries. Often this strategy is implemented by diversified firms when one of the industries does not fit well with others. This strategy is also implemented when it is necessary to obtain funds for the development of more promising or the start of new ones that are more in line with the long-term goals of the company's businesses. There are other situations that require the implementation of a reduction strategy;
The cost reduction strategy is quite close to the reduction strategy; as its main idea is to look for opportunities to reduce costs and carry out appropriate measures to reduce costs. The implementation of this strategy is associated with a reduction in production costs, an increase in productivity, a reduction in hiring and even dismissal of personnel, and the cessation of production profitable goods and closure of unprofitable capacities.

In real practice, a firm can simultaneously implement several strategies. In this case, the firm is said to be pursuing a combined strategy

Internal strategic analysis

Therefore, the strategic analysis of the internal environment of the organization, depending on the specific situation, can be more or less unique, but the main condition must be observed - the completeness of the strategic analysis, its quality and ultimate effectiveness.

The most common division of the elements of the internal environment into the following blocks:

Organizational;
- resource;
- functional;
- technological;
- managerial.

1. Organization block. Includes organizational structure, organizational culture, internal and external communications.

The organizational structure is the unity of stable relationships between its elements.

The structure characterizes the interdependence of the parts of the system, which is a set of units and levels of management.

Effective Structure- allows the organization to interact with the external environment, to distribute and direct the efforts of its employees in a productive and expedient way, and thus meet the needs of customers and achieve its goals.

Organizational culture is a set of methods and rules of adaptation to the requirements of the external environment and the formation of internal relations between employees, formed throughout the history of the enterprise. An organization's culture is a system of collectively shared values, traditions, work practices, and behaviors.

Communication (from Latin communicatio - message, connection) is a connection of individuals participating in the communication process in a certain way with the help of information flows. All types of management activities are based on the exchange of information, therefore communications are called connecting processes.

In the process of communication, information is transferred from one subject to another. Subjects can be individuals or organizations.

Depending on the subjects of communication, they are divided into two large groups: external communications and internal communications.

External communications is the information interaction between the organization and the external environment (with the media, consumers, suppliers, creditors, government regulators, etc.).

Internal communications are a set of links between internal elements of an organization. These include:

Interlevel communications,
- communication between different departments,
- communication "leader-subordinate",
- communication between the leader and the working group,
- informal communications.

2. The resource block includes a complex of labor, material, technical, information and financial resources of the enterprise.

Labor resources, or the organization's personnel, is a set of specialists and workers necessary to achieve the goals of the organization.

Material and technical resources - a set of equipment, machine tools and other equipment that allows the organization to carry out its activities.

Information resources perform an extremely important function in the modern economy. Moreover, it is necessary to remember not only about their accumulation, use, but, above all, about their safety.

Regarding the protection of information important for the enterprise, the following statement can be cited: "Information is like radiation: when its leak is detected, it's too late."

Financial resources - monetary assets of the enterprise, constituting working capital necessary to ensure production and management processes.

3. The functional block includes a block of production functions and business processes in the enterprise. Its function is the transformation of resources and management into products and services in the process of labor activity of employees of the organization at all stages of the life cycle of products, including development, production, sale, consumption.

4. The technological block includes the scientific and technical potential of the organization.

Technology - a combination of qualification skills, equipment, infrastructure, tools necessary for the implementation of the main activity of the enterprise.

Charles Perrow very aptly characterized technology as "a means of transforming raw materials (people, information, semi-finished products, etc.) into necessary products or services."

5. The control block includes the general management of the organization, the management system and the leadership style.

The considered blocks are closely interconnected and will never give an effect in isolation from each other. The level of development of one of the blocks has a significant impact on the remaining ones.

Analysis of strategic activities

The total number of trade enterprises was more than 300 thousand units, i.e. 25.3% of the total number of objects of economic activity. During the same year, 12% of them went bankrupt. One of the most significant reasons was the groundlessness of development strategies and shortcomings in the management of commercial enterprises. In conditions economic crisis, the share of such enterprises is growing, so strategic analysis in the overall system of enterprise management plays a key role in overcoming these phenomena.

Scientific and methodological developments these authors made it possible to outline the subject and scope of strategic analysis, to develop and deepen its methodological component. However, despite these studies, many theoretical, methodological and organizational aspects of strategic analysis require additional attention and scientific study.

In modern conditions, the problems of implementing a comprehensive analysis of activity strategies based on financial and management accounting data, analysis of key competencies and the efficiency of using intellectual capital in the activities of commercial enterprises require further research. The need to solve the above and other important methodological and organizational problems of analyzing the strategies of trading enterprises led to the choice of the topic of the thesis, determined its subject, object, goal and objectives.

Genesis, target direction and information resources for analyzing the strategies of the enterprise

In the first chapter "Genesis, target direction and information resources of the analysis of strategies of the enterprise activity" the main trends in the development of trade enterprises in Ukraine are determined, the prerequisites for the emergence and content of strategic analysis are investigated, its necessity for the management of trade enterprises is argued. Strategic management accounting has also been studied as the basis for information support for managerial decision-making.

Leading Ukrainian trading companies are increasingly using managerial methods and approaches that are usually defined as methods of strategic management. This is facilitated by objective reasons: increased competition, structural changes and transformations in the industry, the use of new technologies - all these shifts require from the management of trade enterprises, on the one hand, foresight and balance in making management decisions, and on the other hand, promptness and instant response to requests. consumers and market demands. At the same time, an important tool for supporting management decisions is the analysis of strategies, with the help of which a comprehensive strategic plan for the development of an enterprise is prepared, scientifically based, comprehensive and timely support for making management decisions is provided.

Strategic analysis is a comprehensive study aimed at the future, and its primary task is to fully support strategic management decisions. It is also important to emphasize its focus on choosing the optimal development strategy. Therefore, we propose to define strategic analysis as a comprehensive study of positive and negative factors influencing the choice of the optimal strategy of an enterprise and the adoption of sound management decisions.

The study of the practice of strategic management in trading enterprises of various formats determined that four directions for the development of the methodology of strategic analysis can be distinguished.

The selection of these areas is due to differences in the tasks and tools of strategic analysis:

1) depending on at what level of the organizational structure the analysis is carried out,
2) depending on what type of management acted as the customer for analysis - regular or project.

The task of strategic analysis at the level of retail chain management is much more complex than the tasks at the level of an autonomous store or a chain supermarket. At the level of network management, strategic analysis should solve problems related to portfolio analysis, evaluation of innovative strategies, etc. Concerning project activities, then in retail chains it occupies an important place along with the regular one. Regional expansion and expansion of activities is the only way to maintain independence in the long term for retail chains. Small chains, as evidenced by the experience of the countries of Central and Eastern Europe, are not competitive with powerful Western operators. Therefore, any domestic trading network strives to be the first to reach the heights in its business.

For full-fledged information support of strategic analysis in trade enterprises, there must be a system of strategic management accounting, which is a large-scale approach that is future-oriented and directed to the external environment. Strategic management accounting (SLA) also solves a number of internal problems of the organization associated with the use of non-financial indicators.

The defining features of an SLA built on a balanced system of strategic measurement are:

1) a rational combination of financial and non-financial indicators in strategic management;
2) close relationship between strategy and performance measurement.

The SLA system should organically complement the system of traditional accounting and management accounting, eliminating "gaps" in the formation of strategic information. To ensure the consistency and regularity of the formation of this information, an appropriate “key” structure must be created and implemented in the enterprise.

Development of methods for analyzing the strategies of trading enterprises

In the second part "Development of a methodology for analyzing strategies for the activities of commercial enterprises" the following were studied: a methodology for calculating a comprehensive indicator of the financial condition of an enterprise (CPFSP) to determine possible strategies for their development; analysis of competitive factors and competencies of a trading enterprise; features of estimating the value of the intellectual capital of an enterprise.

To ensure the optimal choice of strategy for a trading enterprise, it is necessary to have a clear picture of its financial position, provision with property, the presence of key competencies and intangible assets. The approaches used in well-known methods of financial analysis do not fully meet the needs of choosing a strategy in the first place due to the lack of a comprehensive and systems approach.

One of the promising approaches to ensuring the complexity and consistency of assessing the financial condition of an enterprise (FSP), it is advisable to study absolute indicators and financial ratios using the methodology for calculating a comprehensive indicator of the financial condition of an enterprise (CPFSP). This indicator will be aimed at strengthening the results of traditional financial analysis.

However, development strategies cannot be implemented through financial leverage. To achieve success, any trading enterprise must have, in addition to the material base and financial resources, a well-coordinated set of competencies with the help of which any strategy is implemented.

It is proposed to analyze the set of competencies of a trade enterprise using the D. Khlebnikov outsourcing matrix, which can significantly improve the quality of management decisions.

This matrix can be applied to any functions, processes or competencies of a trading enterprise that can be divided into 8 cells (the central cell of the matrix has a separate purpose - if during the analysis the performers got into this cell, this means that you need to reconsider the input data and make a choice in favor of another cell.).

This separation is done through:

1) scales of compliance with strategic goals,
2) the scale of compliance of the object of study with the average market quality indicators.

For the practical application of the matrix, it is necessary to determine:

How severe will be the consequences for the enterprise of excluding the object of analysis from the business system (scale "Compliance with strategic goals");
how the object of study is a monopolist in relation to the result that the enterprise receives from it, within the framework of its usual markets (scale "Compared to the market").

To improve the analysis methodology, a scale for the outsourcing matrix has been detailed, which will allow you to analyze each of the competencies of a trading enterprise and make appropriate strategic decisions.

A methodology for evaluating the intellectual capital of a trading enterprise at several levels is also proposed:

1) high;
2) medium;
3) low;
4) below average;
5) is practically absent.

In this ratio, the level of intellectualization of a trading enterprise for each element of intellectual capital is indicated as follows:

B - high level,
s - medium,
ns - below average,
o - almost absent.

The list of indicators can be changed or supplemented depending on the need, that is, only the assessment methodology itself remains unchanged.

The proposed system of indicators can be used to assess the intellectual capital of any trade enterprise, regardless of format and specialization.

Organization of the analysis of development strategies of a trading enterprise

The third chapter "Organization of the analysis of development strategies of a trading enterprise" defines the basic principles for organizing the analysis of development strategies and the features of creating an information system for strategic analysis in trading enterprises.

One of the most important prerequisites for introducing strategic analysis into the practice of trading enterprises is its proper organization. The current analysis methodology cannot give the expected effect if the analysis is performed irregularly, and its results are not implemented through management decisions. The desired effect is difficult to achieve even when strategic analysis is not properly integrated into the enterprise strategic management system at all levels - from the director to the functional units.

Based on the research, it was found that the effective organization of the strategic analysis of everything is influenced by: the organizational structure of the enterprise, internal business processes, the current norms and regulations of the enterprise, information systems and communications.

One of the effective ways to organize the analysis of strategies is the creation of special units for the development and management of the implementation of strategic programs.

They should be based on the following principles:

A special body is formed, which is included in the current organizational structure as one of the departments of the administrative apparatus, or has the form of a coordinating council or commission, which includes representatives of executors and co-executors;
the operating unit is vested with special powers (for example, the strategic planning department or the planning and economic department).

In trading enterprises where several strategic programs (projects) have been developed and are being implemented simultaneously, a rather complex internal structure of the strategic program management department is possible.

A reasonable distribution between individual performers will cover all aspects of the activity and eliminate the possibility of multiple studies. The use of software products will make it operational.

Direct preparation for the analysis involves a significant implementation of organizational issues, i.e. preparatory phase, which includes the formation of goals, objectives, selection of the necessary information, verification of its completeness and reliability.

The main stage involves the analytical processing of incoming information and the calculation of a number of indicators: identifying interacting factors and determining the directions and magnitudes of their impact on the financial condition of the enterprise, analyzing and evaluating external and internal competitive factors, a comprehensive assessment of the financial and non-financial indicators of the enterprise, predictive analysis, etc.

The organizational structure of the final stage includes several types of analytical work and the development of conclusions and proposals regarding the adoption of appropriate management decisions based on the results of the analysis, in accordance with its goals and objectives.

Mistakes that can be made during the development of strategic organizational management structures (OSS) often appear only in the process of its functioning, therefore, it is necessary to be prepared to make the necessary adjustments to the existing OSS and organizational documents governing its functioning. The need to improve individual subsystems of the OSU is associated with the processes of change caused by the development (decline) of individual elements of the external and internal environment. It is expedient to periodically address the organizational and methodological issues of the implementation of the analysis and make adjustments to the existing OSS, using modern approaches.

A full-fledged support for making managerial decisions in a trading enterprise can only be provided by an integrated and correctly organized system strategic analysis. The integrated system of strategic analysis (ISSA) in modern conditions is a worthy alternative to other approaches to the organization of strategic analysis, which are often found in economic literature.

An integrated strategic analysis system must necessarily be provided with internal regulations and information service support. A study of a number of commercial enterprises showed that the level of regulation of strategic analysis is at a very low level. Therefore, a standard Regulation on the organization and conduct of strategic analysis in trading enterprises was developed and proposed for implementation, the purpose of which is to regulate the process of implementing strategic analysis in an enterprise and determining the responsibility of its management and officials, and job descriptions for performers of analytical work.

The use of this Regulation will allow trading enterprises to “legitimize” the strategic analysis procedure, systematize and properly organize the process of collecting and processing primary information, determine the functions and responsibilities of managers and specialists responsible for conducting strategic analysis and developing proposals based on it.

The construction of an integrated system of strategic analysis should be recognized as the most promising direction in the formation of mobile systems for analytical support of the corresponding direction of management.

Strategic analysis of the internal environment

In strategic analysis, the entire internal environment of the organization, as well as its individual subsystems and components, are essentially considered as a strategic resource of the organization. Thus, the strategic analysis of the internal environment of a given organization, depending on the specific situation, can be to some extent unique, but the main condition must be met - the completeness of the strategic analysis, its quality and ultimate effectiveness.

The most well-known internal division is the separation of structural units and traditional functional subsystems in the organization. The former include departments, departments, sectors, etc., the latter are planning, marketing, finance, personnel, etc. services. Separation from the standpoint of strategic analysis should ensure the completeness and correct strategic vision of the organization as a whole.

Given the current state of strategic management, the following structure of the strategic analysis of the internal environment of the organization is recommended:

1. Strategic analysis individual businesses organizations;
2. Strategic analysis of functional subsystems;
3. Strategic analysis of the main structural divisions;
4. Strategic analysis of all business processes of the organization.

This structure of the strategic analysis of the internal environment of the organization corresponds to the structural construction of the process of developing the organization's strategy and, consequently, the final structure of its general (corporate) strategy.

The most general approach to the strategic analysis of the internal environment as a resource of the organization is the SWOT approach, but only in the SW part, i.e. from the position of strengths (Strength) and weaknesses (Weakness) of the organization. The goals of the traditional SW-approach are obvious: to preserve the strengths as a good resource of the organization and, perhaps, to strengthen it additionally; and weaknesses, i.e. bad internal resource, eliminate.

Consequently, the primary elements of its strength identified as a result of a strategic analysis of the internal environment should be used as the primary “bricks” for building a unique competitive advantage of this particular organization. And, conversely, identified weaknesses, i.e. eliminate the primary basis of competitive disadvantage.

Procedurally, the SW approach is recommended to be supplemented with the SNW approach, where N means the neutral position (Neutral). At the same time, it is recommended to fix the average market condition for this particular situation as a neutral position. As a result, we obtain: firstly, with the SNW approach, all the advantages of the SW approach remain in force; secondly, SNW analysis clearly fixes the situational average market state, i.e. a kind of zero point of competition. Therefore, in order to win the competition, it may be sufficient to have a state when this particular organization, relative to all its competitors, is in state N (neutral) in all (except one) key positions or factors, and only in one factor - in state S (strong).

Thus, the strategic analysis of the internal environment of the organization should be complete and systematic, both in terms of covering all the structural and process elements of the organization, and in terms of the analytical tool used. At the same time, each link and the entire value chain of the organization should be subjected to deep analysis.

Strategic Analysis Process

This becomes even more confusing, because, for example, speaking of the “macro environment” CEO will imply changes in legislation (zone C: external macro environment), and the marketer will seek information about competitors (zone B: internal macro environment).

It is easy to understand why this happened:

The manager understands the internal environment as the environment that he can fully control, i.e. his firm, while everything that is outside of it is an environment that can be hostile, neutral or favorable, regardless of his, the manager's desire - i.e. it is an external environment beyond its control;
A marketer, on the other hand, understands by the internal environment what he can influence, i.e. his company and its market (and it is often easier for him to influence the market than what happens in the company - this is where many of the troubles of our business come from). Well, the external environment for him is something that he cannot influence in any way, for example, natural disasters or customs legislation.

In essence, in your company you can call each of the blocks of the environment as you like, the main thing is that for all employees - from the general director to the ordinary marketer - the same term is understood by the same term.

So, for clarity, we will depict all three environments as circles nested in each other.

In order to explore each “layer” of our pie, various methods of strategic analysis are used:

A. Internal environment (microenvironment) - usually includes the firm itself. For firms that use franchising, the internal environment may include all franchisees (i.e., those who use your brand and business system), just as network firms may include all enterprises in the network in the analysis. However, if the analysis is done for one of the franchisor's enterprises or networks, then this enterprise will be investigated first of all, and not the entire company. There are many methods for analyzing the internal environment, below are schemes for analyzing the internal environment by management functions, analyzing the goods and services of the company and portfolio analysis.
B. Macroenvironment (external microenvironment)) - includes all parties interested in the activities of the company (except for the company itself). The 5 forces model of Michael Porter is most often used to analyze this environment. However, one should not forget about other stakeholders.
C. External environment (external macroenvironment)) - includes all the forces that can affect the existence and well-being of the company. These forces are usually analyzed using a STEP analysis (PEST) analysis model. An approximate composition of the analyzed factors is presented below on this page, however, it should be noted that this is far from a complete list - you select those facts that can really affect the company's activities (for example, in seismic areas it can be earthquakes, in pig breeding - swine flu , and for the carpool - gasoline prices).
All three types of analysis are summed up in a SWOT analysis, which summarizes all the most significant factors identified during the analysis of the market environment (although most "specialists" stubbornly try to do only SWOT, without even trying to analyze these three environments first - the result is a miserable like a real SWOT analysis, which is almost never useful).

Stages of strategic analysis

Determining the range of indicators by which it is advisable to determine the development strategy of a workshop, enterprise, etc., for example, output in physical terms, the amount of profit, sales volume, etc.;
establishment of the main factors influencing the predicted indicators;
drawing up tables of relationships between factors identified in the current period and actual indicators obtained in the past period;
information processing and determining the degree of influence of individual factors on predicted indicators using methods of mathematical statistics;
obtaining the expected values ​​of indicators based on the initial information and regression coefficients.

When conducting a strategic analysis, well-known methods of economic analysis are widely used: comparisons, groupings, elimination, balance linkages, etc. At the same time, special methods are used to preliminary assess the implementation of plans for individual economic indicators.

Often forecasting is carried out on the basis of dynamic (or time) series. In this case, to determine the expected value of the indicator in the future, first of all, a graph of the initial dynamic series is built and, by comparing it with the graph of known functions, the most suitable one is selected (linear, parabola, logarithmic, power, exponential, hyperbolic, etc.), covering the initial data. Economic indicators, as members of a dynamic series, contain the result of the influence of the main development trend and random elements. Therefore, based on the specific goals of the further use of the analytical formula, additional restrictions are introduced into the selection problem. Next, all known parameters included in the analytical formula are calculated, the theoretical levels of the series are calculated, as well as indicators of the compliance of the resulting formula with the accepted restrictions. The simplest example of the application of such a method is given in the following tasks, which involve the use of EXCEL program procedures. To carry out a short-term forecast, i.e. preliminary assessments of the implementation of current plans (monthly, quarterly) for the main economic indicators, the following methods can be used: the method of expert estimates (analogies, moving average, exponential smoothing), the correlation method (using a computer), etc.

According to the degree of computerization and automation of computational work, analysis is performed using personal computers and using local network(automated control system - ACS). Among the most important principles of organizing the analysis of economic activity is the obligation to perform analytical work at all levels of the production management hierarchy, because only under these conditions will rational management of such a complex economic system as the economic activity of an enterprise, association or association as a whole be ensured.

The next important principle of the organization of analytical work is a clear definition of the list of objects to be analyzed at individual levels of management, and the establishment of the frequency of analysis. The objects of analysis at individual levels of management are different. In this regard, the scientific organization of analytical work involves the most complete identification of the objects of analysis in relation to individual levels of management, the establishment of the frequency and sequence of their study.

It is also important to have a clear distribution of responsibilities for the implementation of analytical work at all levels of management. Strengthening the economic methods of production management requires the development of analytical functions not only of economic, but also of technical services and other production departments of the enterprise, association. This approach is implemented in the concept of responsibility centers, which will be discussed in more detail in the chapter on cost analysis. This concept also corresponds to the following requirements.

Analysis of strategic decisions

Analysis principles:

The principle of the unity of analysis and synthesis involves the division into constituent parts of the analyzed complex phenomena, objects with the aim of in-depth study of their properties and subsequently considering them as a whole in interconnection and interdependence;
the principle of highlighting the leading link (ranking factors) involves setting goals and establishing the ability to achieve this song. In this case, the main (leading) link is always singled out, using methods factor analysis;
the principle of ensuring the comparability of analysis options in terms of volume, quality, timing, methods of obtaining information and conditions for the use of objects of analysis;
the principle of efficiency and timeliness;
the principle of quantitative certainty.

Consider the methods of analysis.

The comparison method allows you to evaluate the work of the company, determine deviations from planned indicators, establish their causes and identify reserves.

The main types of comparisons used in the analysis:

Reporting indicators with planned indicators;
planned indicators with indicators of the previous period;
reporting indicators with indicators of previous periods;
performance indicators for each day;
interfactory comparisons;
comparisons with average industry data;
indicators of the technical level and quality of products of this enterprise with indicators of related enterprises.

Comparison requires ensuring the comparability of the compared indicators (uniformity of assessment, comparability of calendar terms, elimination of the influence of differences in volume and assortment, quality, seasonal characteristics and territorial, geographical conditions, etc.).

Factor analysis is a procedure for establishing the strength of the influence of factors on a function or an effective feature (the useful effect of a machine, elements of total costs, labor productivity, etc.) in order to rank factors in order to develop a plan of organizational and technical measures to improve the function.

The application of factor analysis methods requires a lot of preparatory work and labor-intensive calculations for the development of models. Therefore, without a computer, it is not recommended to use the methods of correlation and regression analysis, principal components, and factor analysis. In addition, at present, there are standard programs for these methods for computers of various classes. In turn, using the models installed with the help of a computer is very simple.

The index method is used in the study of complex phenomena, the individual elements of which are immeasurable. As relative indicators, indices are necessary for assessing the fulfillment of planned targets, for determining the dynamics of phenomena and processes.

The index method allows to decompose the deviation factors of the generalizing indicator, in the latter case, the number of factors should be equal to two, and the analyzed indicator is presented as their product.

The balance method involves a comparison of interrelated indicators of economic activity in order to clarify and measure their mutual influence, as well as to calculate the reserves for increasing production efficiency. When applying the balance method of analysis, the relationship between individual indicators is expressed in the form of equality of the results obtained as a result of various comparisons.

The method of chain substitutions consists in obtaining a number of adjusted values ​​of the generalizing indicator by successively replacing the basic values ​​of factor factors with actual ones.

Comparison of the values ​​of two adjacent indicators in the substitution chain makes it possible to calculate the influence on the generalizing indicator of the factor whose base value is replaced by the actual one.

The elimination method makes it possible to single out the effect of one factor on the generalizing indicators of production and economic activity, and excludes the effect of other factors.

The graphical method is a means of illustration business processes, calculation of a number of indicators and presentation of the results of the analysis.

Graphic image economic indicators are distinguished by purpose (comparison diagrams, chronological and control-planning graphs), as well as by the method of construction (linear, columnar, circular, volumetric, coordinate, etc.).

Functional cost analysis (FCA) is a method of systematic research of an object (products, processes, structures) used for its intended purpose in order to increase the beneficial effect (return) per unit of total costs for the object's life cycle.

The peculiarity of the FSA is to establish the feasibility of a set of functions that the designed object should perform in specific conditions, or the need for the functions of an existing object.

Economic and mathematical methods of analysis (EMM) are used to select the best, optimal options that determine economic decisions in the current or planned economic conditions.

An approximate list of tasks of economic analysis, for which EMM can be used, are:

Evaluation of the production plan developed with the help of EMM;
optimization of the economic program, its distribution by workshops and equipment and by the quantity of products (works);
optimization of the distribution of economic resources, cutting of material, determination of the intensity of norms;
optimization of the level of unification of the constituent parts of the product and technological equipment;
establishing the optimal size of an enterprise, workshop, site, etc.;
determination of the optimal range of products;
determination of the most rational routes for intra-factory transport, optimal placement of warehouses;
determination of the boundaries of the expediency of overhaul, rational terms of operation of equipment and its replacement with a new one;
establishment and comparative analysis economic efficiency use of a resource unit of each type in order to achieve the optimal solution;
determination of on-farm losses and connection with a possible solution.

Reception of summaries and groupings. The summary involves summing up the overall result of the action of various factors on a generalizing indicator of the production and economic activities of the enterprise.

The grouping consists in the selection of characteristic groups among the studied phenomena according to one or another feature. Grouped data is presented in the form of tables. Such a table is a form of rational presentation of the digital characteristics of the studied phenomena and processes.

Reception of absolute and relative values. Absolute values characterize the dimensions (values, volumes) of economic phenomena. Relative values ​​characterize the level of fulfillment of planned targets, compliance with norms, growth and growth rates, structure, specific gravity or intensity indicators.

The reception of average values ​​is used to generalize the characteristics of mass, qualitatively homogeneous economic phenomena. distinguishing feature given set of phenomena, establishes its most typical features.

In economic analysis, depending on the specific purpose, various types of averages are used: arithmetic, geometric, simple, weighted averages.

Receiving time series involves considering changes in indicators over time, displaying consistent values ​​of indicators, revealing patterns and development trends. There are moment series - to characterize the object under study for various points in time and periodic - for a certain period of time.

Reception of continuous and selective observations. Continuous observations involve the study of the totality of phenomena that characterize any one side of the production and economic activities of the enterprise.

Selective observations involve the study of the economic activity of an enterprise on the basis of typical representatives of the entire set of phenomena and processes. Based on the data of sample observations, based on the methods of probability theory, the possibility of extending the conclusions to the entire set of the studied phenomena is determined.

Detailing is carried out by decomposing the generalizing (final) indicator into private ones. Detailing complex indicators for individual constituent parts and factors that determine the influence of each of them on these indicators.

Generalizations reveal the relationship between the parts of the whole (the object of the process phenomenon), the results of the activities of the company and its individual divisions, and determine the degree of their influence on the overall results.

Strategic economic analysis

Strategic (forward-looking) analysis is necessary when drawing up annual plans, as it allows you to make a forecast of the values ​​of individual economic indicators in the future, take into account the influence of new factors associated with new technologies that can play a decisive role in the future.

Strategic analysis as intelligence of the future can be focused on establishing the values ​​of specific production indicators, predicting behavior economic system for a certain future period: day, decade, month, quarter, year, etc. Therefore, they distinguish: analysis of the current perspective - shift, day; short-term analysis - a month; short-term analysis - quarter, year; a medium-term analysis of two to three years; and a long-term analysis of five years or more. In the process of implementing the plan, the enterprise should use a short-term perspective analysis, i.e. forecast for the implementation of the plan for the month, quarter, year.

When drawing up plans for strategic development, it is necessary to analyze the long-term prospects for the development of the enterprise. Such an analysis is called predictive. When it is carried out, methods of economic forecasting are used, and for processing information, the use of a computer is necessary.

Strategic analysis systems

As a result of studies of the work of some organizations of the Republic of Mordovia (GUP "Lisma", LLC "Saranskdorstroy"), it was revealed that enterprises often use only some methods of strategic analysis, and from time to time. However, for effective management, making the right decisions, the analysis must be comprehensive and consistent, that is, it is necessary to introduce a system of strategic analysis.

It should be noted that in the practice of Russian enterprises, the main emphasis is only on the study of the resource potential or the internal environment, and the influence of the external business environment is not given due attention. One of the reasons for this may be the insufficient development of the information infrastructure, so analysts have to “extract” information on their own from various sources, and often it may be incomplete. This is also due to the later development of market relations and market infrastructure compared to Western countries. Another reason is the remnants of directive management of the economy, when the external conditions for the functioning of the economy were rigidly set by higher authorities.

Therefore, the solution to this problem is the formulation of a strategic planning system at enterprises with a wide use of methods and models of strategic analysis of the external environment (SWOT analysis, the M. Porter model, the McKinsey multifactor matrix, etc.)

Another problem in the development of strategic analysis at domestic enterprises is the need to identify specific officials responsible for its organization and conduct. In fact, strategic analysis is included in the additional duties of some employees of the accounting department or the planning and economic department, which does not allow for efficient and coordinated research. At a large enterprise, it is advisable to create a department of strategic analysis with a preliminary calculation of the effectiveness of such an innovation (for SUE "Lisma" such efficiency was calculated).

In a small enterprise, one can distinguish the appropriate executive within the planning and economic department. For this purpose, it is recommended to establish the post of deputy head of the planning and economic department. This employee will be responsible for organizing strategic analysis in accordance with the developed methodology. Also, this employee will be responsible for coordinating the work of other analysts within this type of analysis and monitoring the results of strategic analysis, namely, their compliance with the current position of the enterprise and the chosen development strategy, the opinion of management, and so on. The management, in turn, must ensure for this employee the opportunity to organize the collection of information with the help of other economic services, be informed in a timely manner about the overall strategy of the organization, promptly bring information to the management, introduce new procedures and methods for collecting information, including for other services.

The lack of a methodology for conducting strategic analysis at a particular enterprise is another problem inherent in some Russian enterprises. It is necessary to develop such a methodology and reflect it in internal document organizations.

The disadvantage of setting up a strategic analysis system may be the lack of adaptation to the peculiarities of the functioning of an organization in a particular industry. For example, consider a construction company. The features of this industry include a long production cycle, immobility construction products, the great influence of natural and climatic factors, the individual nature of construction, the variety of construction products and technological processes. This means that in the analysis it is necessary to pay special attention to information about external factors of the macroenvironment in a particular region, about climatic and natural factors, and so on.

It is possible to single out certain types of work on strategic analysis aimed at:

Studying the dynamics of prices for final construction products;
- assessment of consumer demand for construction projects;
- search for undeveloped territories;
- study of the market of building materials and structures.

The system of strategic analysis cannot be copied from another organization; it must be adapted to the characteristics of not only the industry, but also the specific organizational culture of the enterprise.

Thus, the solution of the identified problems is a priority for improving the system of strategic analysis at Russian enterprises.

Fundamentals of strategic analysis

The most typical performance indicators that evaluate the strategic and financial position of a company are: change in sales volume, change in market share in the industry as a whole, change in earnings compared to competitors, changes in the level of earnings on shares, the level of costs compared to competitors, etc.

There are various methods of strategic analysis. One of the most popular is SWOT analysis (an abbreviation for the first letters of English words - strength, weakness, opportunity, threat).

This analysis makes it possible to assess the internal environment of the company from four sides.

A strength is something a company excels at, or some feature that gives it added value (in other words, real competitive advantage). The strength of a company may lie in great experience, skills, achievements that give advantages in the market ( best goods and service, perfect technology, brand name). They may be the result of an alliance or joint venture.

Weakness is the absence of something important for the functioning of the company, something that it fails to do, or something that puts it in unfavorable conditions.

Some weaknesses can be detrimental to the company, while others are not very important and can be easily corrected.

Market opportunities are those that open up promising avenues for growing profitability, for capturing the maximum potential for competitive advantage, and those for which the company has the financial resources to pursue.

Threats or dangers are factors of the external environment that can reduce the competitiveness of the company or even nullify its existence.

External threats to the firm can be:

The appearance of cheap goods;
- introduction of a new product by competitors;
- new rules that cause damage to the company more than others;
- the possibility of absorption by a larger firm;
- unfavorable demographic changes;
- unfavorable changes in foreign exchange rates;
- political changes unfavorable for the firm, etc.

Opportunities and threats not only affect the position of the company, but also indicate the need for changes in the company's strategy. The strategy should be aimed at maximizing the opportunities that the company can realize and ensuring protection against external threats.

SWOT analysis, as a rule, "is carried out using a table divided into four areas, each of which describes each of the aspects of the company's activities. At the same time, SWOT analysis is similar to drawing up a strategic balance: strengths are the company's assets, weaknesses are Liabilities The challenge is how to capitalize on strengths and tilt the strategic balance towards assets.Strengths can be used as the basis for a competitive advantage strategy, which in turn must address weaknesses.

The SWOT analysis is complemented by a more detailed assessment of individual areas of the organization's activities.

In particular, a company's price and cost competitiveness analysis helps determine how competitive a firm's costs are compared to those of its direct competitors. It is a necessary and integral part of the analysis of the state of the company. Comparison of costs is especially important in the consumer goods industry, where all sellers offer the same customer value to buyers and the price concept plays an important role, and low-cost companies lead the market.

Competitor cost differences can be caused by:

Differences in prices for raw materials, components, energy and other goods purchased from suppliers;
- differences in technology and age of equipment;
- differences in production costs, which in turn can be associated with economies of scale, different levels of wages, different levels of productivity, different levels of taxation, etc.;
- differences in the level of dependence of competitors on inflation and on changes in foreign exchange rates;
- differences in the costs of marketing, selling and promoting goods, advertising;
- differences in the costs of transporting incoming and outgoing goods;
- differences in distribution network costs, etc.

An effective cost analysis involves comparing a firm's costs with those of its major competitors along the entire value chain, from the purchase of raw materials to the prices paid for the product by end-users.

The value chain is an important strategic cost analysis tool that defines the activities, functions, and processes for developing, manufacturing, marketing, delivering, and supporting a product or service. It reflects a set of related activities and functions performed within the firm. This chain includes profit margins, as Adding value to the firm's cost of creating value over and above the cost of creating it is the primary purpose of the business.

The cost chain includes the following elements:

1) Logistics - activities, costs and assets associated with the purchase of fuel, energy, raw materials, etc., storage and distribution of products, control, warehouse management.
2) Production - activities, costs and assets associated with the transformation of input streams into end products(production, assembly, packaging, equipment maintenance, tooling, operations, quality control, environmental protection, warehousing).
3) Delivery of goods to the consumer - activities, costs, assets associated with the physical delivery of goods to the buyer (order processing, scheduling, shipment, transportation).
4) Sales and marketing - activities, costs and assets related to sales, advertising and promotion of goods, marketing research and planning, support of dealers and distributors.
5) Service (service) - activities, costs and assets associated with providing customer service in installation, delivery of spare parts, maintenance and repair, technical consulting, informing customers and handling complaints.

In addition, support departments should be involved in the value chain analysis:

1) Development of research and development of products, technologies and systems - activities, costs and assets related to the research process, improvement of the design process, development of the necessary technical support, etc.;
2) Human resources management - activities, costs and assets related to the recruitment of employees, training, development and welfare of personnel;
3) General management - activities, costs and assets related to general management, accounting and finance, organizational issues, information system management and other top management functions.

Cost chains are also a tool to help understand a firm's cost structure and how costs increase within activities and in the aggregate.

In addition to SWOT analysis, other methods of evaluating strategies can be used. Among them are SPACE-, PEST- and SNW-analysis.

PEST-analysis (an abbreviation for the first letters of English words - politics, economics, social, technology) is used to study the impact of environmental factors: political, economic, social and technological factors.

The essence of the SPACE method is the use of a SPACE (spatial) matrix with coordinate axes reflecting the factors of the external and internal environment. The internal environment includes the financial position of the company (FS) and competitive advantages (CA), the external environment - the attractiveness of the industry (IS) and environmental stability (ES).

Each quadrant formed by the given coordinate axes corresponds to a certain type of company behavior in the market: aggressive, conservative, protective, competitive.

SNW-approach (an abbreviation for the first letters of English words - a strong position, a neutral position and a weak position) allows you to clearly fix the situational medium-term state of the company.

Tasks of strategic analysis

In the course of the study, strategic analysis faces several tasks that are already of a more applied nature. The analysis touches upon the most revealing aspects of the company's life. Thus, the tasks of strategic analysis can be divided into groups that are concentrated around key issues.

Of course, one of the main tasks of strategic analysis is to determine the level of competitiveness of the company. In carrying out this task, it is very important to form a comprehensive understanding of the competitive advantages of the company that it has today.

Also, strategic analysis should identify the problems faced by the company, establish the causes of their occurrence. In addition, it is necessary to create a hierarchy of problems, that is, to identify the most urgent ones. Thus predetermine the algorithm for their resolution. The task of strategic analysis is to conduct a comprehensive audit of the company's internal resources, form a clear idea of ​​the company's human resources potential, describe the company's structure and ways to transform it.

Equally important is the block of tasks related to the analysis of the external environment. Among them, as the most important, tasks such as determining macroeconomic trends and their likely impact on the future of the company should be highlighted. It is necessary to establish the development trends of the industry in which the company operates. Taking into account the above trends, calculate the conditions and prerequisites necessary for the growth of the company. A specific task of strategic analysis is forecasting. In fact, this is a modeling of the future of the company, using the current trends and conditions of the environment in which the company is located. Completing this task helps in part to form an understanding of the company's current strategic platform.

When conducting a strategic analysis, a study of the internal and external environment of the company is carried out.

The company, which the researcher “subjects” to strategic analysis, is considered by him as a phenomenon of a dual nature. Firstly, a company is thought of as a kind of closed system with individual, distinctive features: it has its own structure, its own potential, a certain limited amount of specific resources, and some financial indicators. In this case, strategic analysis operates with the sphere of the "internal environment" of the company. With this approach, the main result should be an understanding of the organization of management and planning processes within the company, the general mechanisms of its (company) existence.

Secondly, in strategic analysis, a company is understood as an integral element of a macrosystem (cluster, regional, national or global market) - here the nature of its industry relations, macroeconomic indicators of the location in which the company is located, the structure and state of markets, the business environment, etc. That is, we affect the sphere of the "external environment" of the company's life. It is important for us to understand the conditions in which the company has to work, and how its relationship with this environment, partners, suppliers and competitors is established. At the same time, strategic analysis should be aimed primarily at highlighting aspects of the macrosystem that are significant for a particular business. So, for a manufacturer of women's clothing, it is unlikely that there will be interest in material about the trends in changes in ratios in the defense order of the state. Priority areas of research should be implied a priori, i.e., they should be identified even before the start of strategic analysis - on the basis of sound entrepreneurial sense and elementary economic literacy and understanding of business.

Strategic data analysis

It must be remembered that data analysis is not the final stage of the study. Its purpose is to obtain information that will help solve a particular problem. The choice of analysis strategy should begin with an examination of the outcomes of the previous steps in the process: problem definition (step 1), approach development (step 2), and research design development (step 3). As a springboard, a preliminary data analysis plan is used, developed as one of the elements of the study plan. Then, during admission to the subsequent stages of the research process additional information, you may need to make some changes.

The next step is to analyze the known characteristics of the data. Thus, the choice of a statistical method is strongly influenced by which measurement scales are used in the course of the study. In addition, it was determined which methods of analysis it is desirable to use with a certain structure of the study. Analysis of variance is suitable for working with experimental data obtained from conducting a causal study. In addition, when choosing a data analysis strategy, the results of studying the collected data at the stage of preparing them for analysis are very significant.

It is also extremely important to take into account the specific characteristics of different statistical methods, especially their main objectives and underlying assumptions. Some methods are best for investigating differences between variables, others for estimating magnitudes of relationships between variables, and still others for making predictions. In addition, since all methods are based on different assumptions, some of them are much better than others to withstand violations of these assumptions. A detailed classification of statistical methods is presented in the next section.

Finally, the choice of data analysis strategy is influenced by the experience and methodology of the researcher. An experienced researcher specially trained to conduct statistical analysis, uses a wide range of techniques, including sophisticated statistical methods. Researchers differ from one another in their assumptions about the variables and the corresponding populations. As a rule, several different methods can be used to analyze data during the implementation of a project.

The result of the strategic analysis

If the influence of some factor was rated "0", then this means that now the influence of this factor is too weak to be taken into account when developing a strategy, so it should be excluded from further analysis. You can use a five-point or ten-point scale, but, as practice has shown, the wider the scale is used, the more difficult it will be to choose and concentrate on key factors later.

Secondly, the factors must be ranked in descending order of their impact on the business (as is done in the examples).

Thirdly, you need to try to understand how you can increase the influence of opportunities in the external environment, how to avoid threats, how to use the company's strengths more effectively and what to do with weaknesses.

When assessing the degree of influence of factors on the company's business, of course, it is necessary to take into account the period for which the strategy is being developed. After all, some factor may be insignificant if the company is developing a strategic plan for a year, but at the same time the same factor can have a significant impact on the company if we are talking about a period of three or five years. Therefore, by the way, some companies sometimes conduct several strategic SWOT analyzes for different periods of strategic planning.

Such monitoring of factors should be carried out constantly. Some Russian companies, for example, hold it once a quarter (or at least once a year). But here it is necessary to pay attention to the fact that quarterly monitoring is carried out as part of a regular procedure - the regulation of strategic analysis. In addition, you need to constantly monitor the sharp changes in the situation.

Strategic SWOT analysis is the simplest and most understandable business screen of the company, which allows the company to navigate the current situation and determine the strategic directions for development.

Of course, the information contained in a strategic SWOT analysis is actually the tip of the iceberg, so to speak. In addition to SWOT analysis, there are even more complex and meaningful strategic analysis techniques, but, nevertheless, while these techniques have not yet been implemented, one can start by using SWOT analysis. Over time, of course, the set of strategic analysis tools needs to be expanded, but this must be done gradually, because. if you immediately try to use a large set of tools, then none of them will actually work effectively.

It should be noted that there should not be too many factors in a strategic SWOT analysis. There must be, indeed, the most essential. There really shouldn't be too many of them. When doing strategic analysis in one large energy company, then when collecting information, we went, as they say, from the bottom up in order to take into account as much information as possible and not to miss the essential.

The work of collecting factors was distributed among departments, and as a result, the total number of factors amounted to several hundred. The selection of the most significant factors from this total number was carried out first by the development directorate, and then by the strategic committee. As a result, a table was obtained, located on one page and containing a summary of all the information collected (the very “tip of the iceberg”).

After completing this work, the company compared the results of the strategic SWOT analysis, which was carried out before and after such detailed work. It turned out that about 70% of them coincided. But in this situation, managers checked themselves, that is, how correctly they intuitively feel the situation in which the company is located.

It turns out that in practice a more detailed strategic analysis does not always provide newer qualitative information. For the future, the company decided to act like this. She constantly monitored the factors using the business SWOT analysis screen and, when new weighty factors appeared, convened a meeting of the strategic committee and made a decision on how to respond to the changed situation. Naturally, before the strategic committee was held, the development directorate analyzed the situation and proposed several options for the strategy for discussion.

When conducting a strategic SWOT analysis for the first time, it is better to follow this simple principle. First write down all the factors that come to mind. It doesn't matter that this could end up with a very long list. The main thing is not to miss anything important. And then you need to evaluate each factor according to the accepted scale (for example, by the number of pluses and minuses).

Then rank all the factors in descending order of importance and start cutting off those that received the lowest scores first. In addition, it must be remembered that each factor recorded in the SWOT analysis should be further taken into account when developing a strategy. Therefore, if a factor either received a low assessment of the degree of influence, or it is not clear how it can be taken into account when developing a strategy, then this factor should be excluded from further analysis and strategy development.

It is necessary to pay attention to one more important point. It is impossible to use strategic management in a company without the active participation of the company's CEO. And in order for the CEO to be able to participate in this process, as practice has shown, the tools used must be simple and understandable for use. Especially, this applies to large companies.

Back | |

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

Strategic analysis of the state of the company. Identification of key factors of competitive success. The main parameters of SWOT analysis and varieties of PEST analysis. Analysis of the external environment of the company JSC "AvtoVAZ". SWOT-analysis in the system of strategic management.

term paper, added 04/14/2015


The concept, meaning and factors of the internal and external environment of the organization. Directions of analysis of the internal environment and macroenvironment. SWOT-, SNW- and PEST-analysis. Maintaining the internal potential of JSC "Belcard" at the proper level as the goal of strategic management.

term paper, added 09/28/2014


Influence of the external and internal environment of LLC "Kologrivsky Lespromkhoz-1" on the choice of the development strategy of this organization. Methodology for assessing the external and internal environment. The process of using system analysis tools to select an organization's development strategy.

term paper, added 05/31/2010


Strategic analysis: necessity and essence. Analysis of the internal environment of the organization and methods of its implementation. SWOT-analysis and strategic SNW-analysis of the internal environment on the example of Samarenergo. Analysis of the factors of the internal environment of the enterprise under study.

term paper, added 05/12/2012


The concept and main objectives of the strategic analysis of the external environment, resources and competitive opportunities of the company. The methodology for conducting a SWOT analysis is to determine the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from the external environment.

presentation, added 01/24/2012


Development of a strategic plan for the development of LLC "ANKOR": characteristics of the organization; business portfolio analysis using BCG and Ansoff matrices; assessment of the external environment of the holding using the STEP technique, the five forces of competition model and SWOT analysis.

term paper, added 03/27/2011


The concept of the service market, its characteristics, structure. SWOT analysis of the organization. Strategic plan. Analysis of the external environment. Macroenvironment. Entourage. Basis for analysis. Quantitative analysis. Analysis of the internal environment. Choice of strategy. Evaluation results.

term paper, added 09/24/2008

It is a means of transforming the database resulting from the analysis of the environment into the strategic plan of the organization. Strategic analysis tools include formal models, quantitative methods, analysis that takes into account the specifics of the organization.

Strategic analysis can be divided into two main steps:

1. Comparison of the benchmarks set by the firm and the real opportunities offered by the environment, analysis of the gap between them;

2. analysis of possible options for the future of the company, identification of strategic alternatives.

When strategic alternatives are identified, the firm moves to the final stage of strategy development - the choice of a specific strategy option and the preparation of a strategic plan.

Gap Analysis

Gap analysis is a simple but effective method and analysis. Its purpose is to determine whether there is a gap between the firm's goals and its capabilities and, if so, how to "fill" it.

Gap Analysis Algorithm:

Determination of the main interest of the company, expressed in terms of strategic planning (for example, in increasing the number of sales);

Finding out the real possibilities of the company in terms of the current state of the environment and the expected future state (in 3, 5 years);

Determination of specific indicators of the strategic plan, corresponding to the main interest of the company;

Establishing the difference between the indicators of the strategic plan and the opportunities dictated by the real situation of the company;

Development of special programs and methods of action necessary to fill the gap.

Another way to apply gap analysis is to determine the difference between the highest expectations and the most modest forecasts. For example, if top management expects a real rate of return on capital employed of 20%, but analysis shows that 15% is the most realistic, discussion and action is required to close the 5% gap.

Filling can be done in several ways, for example:

By increasing productivity and achieving the desired 20%;

By abandoning more ambitious plans in favor of 15%;

The following methods of strategic analysis are usually used to identify strategic alternatives, possible options for a strategic plan.

Cost Dynamics Analysis and Experience Curve

One of the classic strategy models was developed in 1926. It links the definition of strategy to the achievement of cost advantages.

The reduction in costs with an increase in production volume is due to a combination of the following factors:

1. advantages in technology that arise with the expansion of production;

2. learning by experience the most effective way to organize production;

3. economies of scale effect.

According to the experience curve, the main direction of the firm's strategy should be to gain the largest market share, since it is the largest of the competitors who has the opportunity to achieve the lowest unit costs and, therefore, the highest profits.

The application of the experience curve is possible in the branches of material production.

In modern conditions, the achievement of cost leadership is not necessarily associated with an increase in the scale of production. The current high-tech equipment is designed not only for large-scale production, but also for small ones. Today, even a small firm can use computers, modular equipment that provides high performance and the ability to reconfigure to solve various specific problems. The main disadvantage of the model is that it takes into account only one of the internal problems of the organization and inattention to the external environment (primarily to the needs of customers).

Analysis of market dynamics, life cycle model

The analysis of the dynamics of the market for a given product is based on the well-known model of the life cycle of a product, which is an analogy of the life cycle of a biological being.

The life of a product on the market is divided into several main stages, each of which has its own level of sales and other marketing characteristics:

• birth and introduction to the market - small sales and growth-oriented strategy;
• growth stage - a significant increase in sales and a strategy for rapid growth;
• maturity stage - sustainable sales and stability-oriented strategy;
• stage of market saturation and decline - sales decline and reduction strategy.

The purpose of the life cycle model is to correctly determine the business strategy for each stage of the product's life on the market. There are a large number of life cycle modifications depending on the types of goods. However, the strategy should not be tied too tightly to the life cycle model.

The "experience curve" and "life cycle" models are the simplest methods of strategic analysis, since they associate strategy development with only one of the factors of the firm's activity. The methods described below are more complex and follow the path of linking the various components of the internal and external environment of the organization.

Model "product - market"

Suggested by A.J. Steiner in 1975. It is a matrix that includes the classification of markets and the classification of products into existing, new, but related to existing, and completely new products.

Rice. 1. Matrix "market-product"

The matrix shows the levels of risk and, accordingly, the degree of probability of success for various market-product combinations. The model is used for:

1. determining the probability of successful activity when choosing a particular type of business;

2. choice between different types of business, including when determining the ratio of investments for different business units, that is, when forming a portfolio valuable papers firms.

Portfolio Strategy Analysis Models

Portfolio models determine the present and future position of the business in terms of the attractiveness of the market and the ability of the business to compete within it. The original, classic portfolio model is the BCG (Boston Consulting Group) matrix.

The matrix indicates four main business positions:

1. highly competitive business in fast growing markets - ideal "star" position;

2. A highly competitive business in mature, saturated, stagnant markets (which produce steady profits, "cash cows" or "money bags") is a good source of cash for the firm;

3. not having good competitive positions, but operating in promising markets "question marks", whose future is uncertain;

About the combination of weak competitive positions with markets that are in a state of stagnation - "dogs" - outcasts of the business world.

The BCG model is used:

To determine interrelated conclusions about the position of the business unit (business) that is part of the organization, and its strategic prospects;

Using the BCG matrix, the company forms the composition of its portfolio (that is, it determines the combination of capital investments in various industries, various business units).

Within the framework of the BCG matrix, strategy options can be proposed:

1. Growth and increase in market share - the transformation of the "question mark" into a "star" (aggressive "question marks" are sometimes called "wild cats").

2. Maintaining market share is a strategy for cash cows whose revenues are important for growing businesses and financial innovation.

3. "Harvesting", that is, obtaining a short-term share of the profits as much as possible, even at the expense of reducing market share - a strategy for weak "cows", deprived of the future, unfortunate "question marks" and "dogs".

4. Liquidation or abandonment of the business and the use of the resulting funds in other industries - a strategy for "dogs" and "question marks" who do not have more opportunities to invest to improve their positions.

The BCG model has the following advantages and disadvantages:

Advantages:

The model is used to study the relationship between the business units that make up the organization, as well as their long-term goals;

The model can be the basis for the analysis of different stages of development of a business unit (business);

It is a simple, easy-to-understand approach to organizing an organization's business portfolio (security portfolio).

Disadvantages:

Does not always correctly assess business opportunities. For a unit defined as "dog", it may recommend exit from the market, while external and internal changes are able to change the position of the business. Yes, small farming, supplying vegetable products, in the 70s could be assessed as a "dog", but by the 90s, environmental degradation and a special attitude towards "clean" products created new prospects for this business;

Overly focused on cash flow, while investment performance is equally important to the organization. Focuses on super growth and ignores business recovery opportunities, application best practices management.

A more complex version of the portfolio model is the McKinsey multi-factor matrix of the company that is developing it by order of General Electric.

Evaluation of the multi-profile portfolio model:

Its advantage over the simple portfolio model is that it takes into account most significant factors of the internal and external environment of the company;

In the application of this model, there are limitations, which include the lack of specific recommendations for behavior in a particular market, as well as the possibility of a subjective, distorted assessment by the firm of its position.

Source - I.A. PODELINSKAYA, M.V. BYANKIN STRATEGIC PLANNING Tutorial. - Ulan-Ude: Publishing House of the ESGTU, 2005. - 55 p.

Structure of strategic planning

Strategic planning can be viewed as a dynamic set of six interrelated management processes that logically follow one from the other. At the same time, there is a stable feedback and influence of each process on the others.

The strategic planning process includes:

Definition of the mission of the enterprise, organization;

Formulation of goals and objectives of the functioning of the enterprise, organization;

Assessment and analysis of the external environment;

Assessment and analysis of the internal structure;

Development and analysis of strategic alternatives;

Choice of strategy.

The process of strategic management (except for strategic planning) also includes: implementation of the strategy; evaluation and control of the implementation of the strategy.

Strategic planning is one of the components of strategic management. Strategic management is sometimes seen as synonymous with the term "strategic planning". However, it is not. Strategic management, in addition to strategic planning, contains a mechanism for implementing decisions.

The main components of strategic planning:

Definition of the mission of the organization. This process consists in establishing the meaning of the existence of the company, its purpose, role and place in market economy. In foreign literature, this term is usually called the corporate mission or business concept. It characterizes the direction in business that firms are guided by, based on market needs, the nature of consumers, product features and the presence of competitive advantages.

Formulation of goals and objectives. To describe the nature and level of business claims inherent in a particular type of business, the terms “goals” and “objectives” are used. Goals and objectives should reflect the level of customer service. They should create motivation for people working in the firm. The target picture should have at least four types of targets: quantitative targets; quality goals; strategic goals; tactical targets, etc.

Goals for the lower levels of the firm are seen as objectives.

Analysis and assessment of the external and internal environment. Environmental analysis is usually considered the initial process of strategic management, as it provides both the basis for defining the mission and goals of the firm, and for developing a strategy of behavior that allows the firm to fulfill its mission and achieve its goals.

One of the key roles of any management is to maintain a balance in the interaction of the organization with the environment. Each organization is involved in three processes:

Obtaining resources from the external environment (input);

Turning resources into a product (transformation);

Transfer of the product to the external environment (exit).

Management is designed to provide a balance of input and output. As soon as this balance is disturbed in an organization, it embarks on the path of dying. Modern market sharply increased the importance of the exit process in maintaining this balance. This is precisely reflected in the fact that the first block in the structure of strategic management is the block of environmental analysis.

Analysis of the environment involves the study of its three components:

macro environments;

immediate environment;

The internal environment of the organization.

The analysis of the external environment (macro- and immediate environment) is aimed at finding out what the company can count on if it successfully conducts work, and what complications can await it if it fails to avert negative attacks in time, which can give her the environment.

Analysis of the macro environment includes the study of the impact of the economy, legal regulation and management, political processes, natural environment and resources, social and cultural components of society, scientific, technical and technological development of society, infrastructure, etc.

The immediate environment is analyzed according to the following main components: buyers, suppliers, competitors, labor market.

An analysis of the internal environment reveals those opportunities, the potential that a company can count on in a competitive struggle in the process of achieving its goals. An analysis of the internal environment also makes it possible to better understand the goals of the organization, to more correctly formulate the mission, i.e. determine the meaning and direction of the company. It is extremely important to always remember that the organization not only produces products for the environment, but also provides an opportunity for its members to exist, giving them work, providing them with the opportunity to participate in profits, providing them with social guarantees, etc.

The internal environment is analyzed in the following areas: human resources; management organization; finance; marketing; organizational structure, etc.

Development and analysis of strategic alternatives, choice of strategy . The development of a strategy is carried out at the highest level of management and is based on the solution of the above tasks. At this stage of decision-making, the manager needs to evaluate alternative ways for the firm to operate and choose the best options to achieve its goals. On the basis of the analysis carried out in the process of developing a strategy, strategic thinking is formed by discussing and agreeing with the managerial linear apparatus on the concept of the development of the company as a whole, recommending new development strategies, formulating draft goals, preparing directives for long-term planning, developing strategic plans and their control. Strategic management assumes that the company determines its key positions for the future, depending on the priority of goals. The firm faces four main strategic alternatives: limited growth, growth, downsizing, and a combination of these strategies. Limited growth is followed by most organizations in developed countries. It is characterized by setting goals from what has been achieved, adjusted by associations of firms in unrelated industries. Leaders are less likely to choose a downsizing strategy. In it, the level of goals pursued is set below that achieved in the past. For many firms, downsizing can mean a path to rationalization and reorientation of operations. In this case, several options are possible:

Liquidation (complete sale of inventories and assets of the organization);

Deduction of excess (separation by firms of some of their divisions or activities);

Reduction and reorientation (reduction of part of its activities in an attempt to increase profits).

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

Having chosen a certain strategic alternative, management must turn to a specific strategy. The main goal is to select a strategic alternative that will maximize the long-term effectiveness of the organization. To do this, leaders must have a clear, shared vision of the company and its future. Commitment to a particular choice often limits future strategy, so the decision must be carefully researched and evaluated. A variety of factors influence the strategic choice: risk (a factor in the life of the company); knowledge of past strategies; the reaction of equity holders, which often limits the flexibility of management in choosing a strategy; time factor, depending on the choice of the right moment. Decision-making on strategic issues can be carried out in different directions: “bottom-up”, “top-down”, in the interaction of the above two directions (the strategy is developed in the process of interaction between top management, planning service and operational units). Forming the strategy of the company as a whole is becoming increasingly important. This concerns the priority of the problems to be solved, the definition of the structure of the firm, the validity of capital investments, the coordination and integration of strategies.

Implementation of the strategy. Execution of the strategic plan is a critical process, because in the case of a real plan, it leads the company to success. It often happens the other way around: a well-designed strategic plan can “fail” if steps are not taken to implement it. Very often there are cases when firms are unable to implement the chosen strategy. This happens because either the analysis was carried out incorrectly and incorrect conclusions were drawn, or because unforeseen changes occurred in the external environment. However, often the strategy is not carried out also because management cannot properly attract the potential of the firm to implement the strategy. This applies in particular to the use of human potential.

Successful implementation of the strategy is facilitated by compliance with the following requirements:

The goals and activities of the strategy should be well structured, communicated to employees and accepted by them;

It is necessary to have a clear plan of action for the implementation of the strategy, providing for the provision of the plan with all the necessary resources.

6. Evaluation and control of the strategy. Evaluation and control of the implementation of the strategy are the logically final process carried out in strategic management. This process provides a stable feedback between the progress of the process of achieving goals and the actual goals facing the organization.

The main tasks of any control are as follows:

Determination of what and by what indicators to check;

Assessment of the state of the controlled object in accordance with accepted standards, regulations or other benchmarks;

Clarification of the reasons for deviations, if any, are revealed as a result of the assessment;

Making adjustments, if necessary and possible.

In the case of monitoring the implementation of strategies, these tasks acquire quite a specific specificity, due to the fact that strategic control is aimed at finding out to what extent the implementation of the strategy leads to the achievement of the company's goals. This fundamentally distinguishes strategic control from managerial or operational control, since it is not interested in the correct implementation of the strategy or the correct execution of individual works, functions and operations. Strategic control is focused on finding out whether it is possible to implement the adopted strategy in the future, and whether its implementation will lead to the achievement of the set goals. Adjustment based on the results of strategic control can relate to both the implemented strategy and the goals of the company.

The main components of strategic planning.

The Essential Components of Strategic Planning A strategic plan is important because it helps you outline the steps your company will take on the path to success in a consistent, step-by-step manner. It also reveals the potential obstacles the company will face and how to overcome them. In a sense, having a strategic plan is more essential for small companies than for large corporations. The reason is that small companies have far less cash to rely on in case something goes wrong. But what should a good strategic plan include? There are 3 main components: - Mission. Every good strategic plan should include a mission statement for the company. It should be short, concise, explain why the company exists and what it is trying to achieve. - Goals of the organization. Organizational goals are the ways in which you plan to accomplish the company's mission. - Strategies for achieving goals. These strategies go down a level and provide a blueprint for how you will achieve organizational goals. Strategy Development industrial marketing begins with the study of the industrial buyer (actual or potential) and his specific needs in the field of activity of the industrial company. The needs of industrial buyers arise from the production processes and are mediated by the needs of the end users of the products. Important characteristics of the product for the industrial buyer will be: - quality - suitability for the production process and the technology used; - reliability of delivery (clearly organized sales system); - price and terms of payment. In addition, the company's ability to create a product necessary for the market includes a combination of two components - resources and the company's management structure. The ability of the management structure to effectively use available resources - important aspect opportunities to implement the strategy. It is necessary to link the resource and structural capabilities of the firm with the needs of key customers. The implementation of the strategy involves the development of long-term relationships with industrial buyers. The match between the capabilities of the supplier and the needs of the buyer is achieved through the interaction of both parties. Thus, the industrial marketing strategy involves focusing on relationships with each individual customer, and therefore the development and implementation of individual marketing strategies for each specific client, including the main components marketing activities: - commodity (assortment) policy; - sales and service policy; - price policy; - communication strategy.

3.Influence current trends development of the economy, its globalization to a new planning ideology.

The concept of strategic planning in the literature often does not have a clear definition. It is known that strategic planning originated and received the greatest development, primarily in the military field, and meant "the art of the general to find the right ways to achieve victory", now strategic planning is used in other areas, including the economy. So the American scientist Russell Ackoff notes that it is more correct to think of strategic planning as managing a certain set of problems, a problematic mess. The main purpose of planning strata is to model the future success of the enterprise. Strategic plans define the main directions of development of the enterprise, they indicate certain niches for economic activity, which in the future are to be filled with operational planning tools. Strategic planning is characterized by the following features:

1.
Uncertainty, mobility of the market environment inherent in a market economy, which necessitates the development of an appropriate direction for the development of enterprises. Planning allows an enterprise to try to avoid risks or at least mitigate their negative consequences, as well as ensure its further growth, that is, planning is a tool to overcome uncertainty and a way to clarify the internal and external conditions of enterprises.

2.
Scientific and technological progress, leading to fundamental qualitative transformations of production and strengthening its impact on the competitiveness of the enterprise, requires to anticipate the possible results of scientific and technical progress and to take measures in advance to use them or reorient the activities of the enterprise. The use of strategic planning creates the most important advantages in the functioning of enterprises:

1.
firstly, it is preparation for changes in the external environment,

2.
secondly, linking its resources with changes in the external environment,

3.
thirdly, the clarification of emerging problems,

4.
fourthly, coordination of the work of various structural units,

5.
fifthly, improvement of control in the enterprise

These circumstances fill the concept of strategic planning with new content and define it as a way of implementing a strategy adopted by an economic entity. Today's complex and rapidly changing environment in which an organization operates requires a great deal of flexibility in planning systems. This contributes to their improvement, reducing the degree of formalization, leading to a shorter planning horizon and, accordingly, more frequent adjustments to plans. According to some estimates, every third enterprise in Russia has such a document as an enterprise development strategy for several years. Moreover, most of all strata planning is more developed at enterprises with an export orientation, as well as the military-industrial complex. As David Aaker notes, a strategic plan for success must take into account the international conditions of business in an objective globalization. domestic business processes. The modern economy is characterized by a high degree of globalization. Signs of the globalization of the economy include:

1.
emergence and development of transnational corporations

2.
emergence of super competition

3.
global production and global marketing

Considering the foregoing, strategic planning of an enterprise should be understood as a managerial process of developing specific strategies of varying degrees of uncertainty, temporal orientation and planning horizon based on a comparison of the goals, resources and capabilities of the enterprise.

4. Specific features, approaches, methods and models of the plan strategist.

Represented methods of strategic analysis provide research at all stages of development and implementation of the strategy. At the same time, the analysis of the internal environment of the company is carried out by management functions, analysis of the goods and services of the company, portfolio analysis. The latter includes SWOT-analysis, analysis of the assortment of goods and analysis of the life cycle of goods. The most important goal of portfolio analysis is to harmonize financial resources and business strategies between firms within corporations or within a firm between business units.

The GAP-Analysis method complements portfolio analysis by providing research to prevent gaps in setting strategic goals and research ways to achieve them. This method may include expert or mathematical predictive methods.

The CVP-Analysis method provides a detailed coordination of financial resources and decisions made to achieve strategic goals. It is this analysis that includes studies of the cost, volume, and profit interactions that should ensure the firm's strategic success.

The method of functional cost analysis (Activity Based Costing) complements CVP-Analysis, since its main goal is to ensure the correct allocation of funds allocated for the production of products or services at direct or indirect costs.

This allows the most realistic assessment of the company's costs for individual business processes in accordance with their planned profitability. Using this method, you can quickly estimate the amount of profit expected from the production of a particular product or service.

The Ishikawa diagram or the method of structural analysis of cause-and-effect relationships is a graphical method that allows you to visualize the interaction of consequences and causes that caused them. It is this method that makes it possible to analyze the effectiveness of business processes and factors affecting the quality of services provided.

The ABC-Analysis method provides a classification of the company's objects, highlighting the most valuable (A), intermediate (B) and least valuable (C). It is this method that ensures the allocation of problems or the need for resources to be addressed first, by highlighting their priority. This method of analysis complements the Ishikawa diagram, since it allows you to select the most valuable from the totality of factors that affect the final result. The economic meaning of research within the framework of this method is that the maximum effect is achieved when choosing factors belonging to group A.

The PEST-Analysis method considers the description of the external environment (external macro-environment). Given the descriptive nature of the study, this method is considered by individual authors and as a model by analogy with SWOT-Analysis and GAP-Analysis. Therefore, these two methods, like the Five Forces model by Michael Porter, can be classified as strategic analysis models.

Models of strategic analysis allow to carry out: an assessment of the competitiveness of certain types of business of strategic positions and competitive advantages, as well as the structuring of the microenvironment of the company, its industry into strategic business zones, to choose an option for solving the internal environment, resources, investments, technologies, identifying strategies in the strategic business zone. At the stage of analysis of the mission and goals, an important place is given to models of the production and economic system and the strategic management system.

The SWOT Analysis model provides an analysis of the actual and normative strategic potential when comparing with competitors or identifying competitive advantages. This model reveals a picture of the strengths and weaknesses of the enterprise. At the same time, strengths determine the key success factors, as the means by which the company wins in the competition.

It should be noted that the concepts of the internal environment must be considered simultaneously from the positions of a manager and a marketer. With this approach, the SWOT-Analysis model expands its scope, identifying strengths, weaknesses and opportunities not only in the micro-environment, but also in the macro-environment (firm and market). It is from the organization, marketing, logistics and sales that the effective functioning of the company as an open system depends.

With this approach, Michael Porter's Five Forces Model is also the most important tool for studying the internal environment.

The BCG (Boston Consulting Group) model helps to make decisions about the intended positions in the market and the allocation of strategic resources between different business areas in the future. Since this matrix is ​​based on a product life cycle model, all analyzed strategic economic zones (SZH) should be in the same phase of life cycle development. This is a one-factor model (the dimension of the matrix is ​​2x2).

The model of I. Ansof and D. Abel (development of a commodity market) describes the possible strategies of a company in a growing market that a company can implement and decide on their implementation. At the same time, the field of possible strategies lies in three dimensions: the groups of buyers served, the needs of buyers, and the technology used in the development and production of a product or service.

The GE Mckinsey model is a development of the BCG model. This two-factor model is applicable to all phases of the product life cycle. Increasing the dimension of the matrix (3x3) allows you to have a more detailed classification of the analyzed businesses.

The Shell/DPM model (Directed Policy Matrix) is aimed at choosing a long-term investment strategy (outwardly similar to the GE Mckinsey model) based on multiple assessments of the qualitative and quantitative parameters of the business. In this Model, compared to GE Mckinsey, there is an even greater emphasis on business quantitative indicators. If the strategic choice criterion in the BCG Model was based on the assessment of cash flow (Cash Fiow), as an indicator in the GE Mckinsey Model - on the assessment of return on investment (Return of Investments), as an indicator of long-term planning, then the Shell / DPM Model uses both of these indicators simultaneously . Thus, this model is a tool for multi-parametric strategic analysis used in capital-intensive industries (chemical, oil refining, metallurgy). This Model combines qualitative and quantitative variables into a single parametric system. Unlike the BCG matrix, it does not depend on the statistical relationship between market share and business profitability.

The ADL / LC model takes into account the stages of the life cycle and the position of the business in the market. The analysis of any business is carried out taking into account these stages. The combination of two parameters (life cycle stage - 4th positions and 5 competitive positions creates a 4x5 matrix).

Depending on the position of the type of business on the matrix, a set of strategic decisions is given. The basic concept of the ADL Model is that a corporation's business portfolio, defined by life cycle stage and competitive position, should be balanced. In addition to showing the specific position of a type of business, the ADL Model shows its financial contribution to the corporate portfolio. The Model is used to demonstrate the distribution of sales, net income, assets and performance of the type of business (RONA indicator), as well as the level of cash reinvestment (internal redistribution). The Hofer/Schendel model relies on a clear distinction between different levels of strategic planning. Hofer and Schendel distinguish 3 levels of strategy formulation: corporate, business and functional levels. The HOFFER/SCHENDEL model is designed to balance a corporate portfolio of business strategies. It considers the differentiation of a set of strategies into 3 levels (groups): corporate strategies; business strategy and functional. At the same time, the strategic planning process is divided into two levels - the corporate and business levels. After establishing the desired type of corporate portfolio of businesses, specific business strategies are formed for a particular type of business. After that, any discrepancies between corporate strategies and business strategies are resolved through consultations between managers of two levels. In this Model (4x4 matrix), the main parameters are the stages of market development and the relative competitive position of the type of business.

Depending on the position of the type of business, business development and competition strategies are derived, based on the variables of the strengths of the business and the stages of the life cycle of the relevant market.

The model is an extension of the top-down approach used for strategic analysis of diversified firms. At the corporate level, with the help of this model, the directions of development of corporations of competitors, their vulnerabilities and opportunities are used. The model can be used to analyze competitors, both at the corporate and business levels.

Alternative models of strategic analysis explore the market and determine the most advantageous positioning of a company's business based on its competitive position, taking into account various parameters.

The EVA (Economic Value Added Analysis) model provides for the identification of key value drivers (interrelated financial and non-financial indicators) that allow for a business valuation and management of its development efficiency.

Economic value added EVA (Economic Vaiue Added) is a universal value indicator of business efficiency.

The model of strategic maps (Balanced Scorecarel) is a system for developing a balanced company strategy and transferring the strategy to the operational level of activity. This Model provides a balanced implementation of the EVA Model.

It is the Strategic Map Model that provides business performance management. Key indicators The efficiencies presented in the last section are the final stage of the business performance management system, which relies on the methods and models of cost analysis and the strategy map model - key success factors. Key performance indicators are closely related to the factors that determine the value of the company.

Chapter 1. Fundamentals of strategic analysis.

General principles of management, basic principles of planning and specific principles of planning strategist

Strategic planning, its logic is based on certain patterns, called the principles of planning. Under planning principle one should understand the objective category of the science of planning, which acts as a starting fundamental concept, expressing the cumulative effect of a number of laws of development of both the object of planning and the practice of planning itself, and determining the tasks, the direction and nature of the compilation, the possibility of fulfilling plan targets, as well as verifying their implementation.

Strategic planning is a central element of the management system of a society, an organization, and four general principles of management are generally significant for it, which include:

1) the principle of the unity of economics and politics with the priority of politics;

2) the principle of unity of centralism and independence;

3) the principle of scientific validity and effectiveness of management decisions;

4) the principle of combining general and local interests with the priority of interests of a higher rank and stimulating personal and collective interest in the implementation of management decisions.

In relation to strategic planning, these principles have the following content.

1. The principle of the unity of economics and politics with the priority of politics, the content of which is the requirement that the developers of forecasts, strategic programs and plans should proceed from the goals of the policy planned for implementation by the relevant subjects of management. Politics is nothing but an institutionalized system of interests of the corresponding communities of people. It expresses their relationship with each other and with the state, the direction of this activity in a direction that allows them to realize these interests. In the system of interests, economic interests occupy a central place, they are decisive in comparison with all others, and in this sense, politics is a concentrated expression of the economy. In addition, for the unhindered development of the economy, appropriate political conditions are needed, a state is needed with all its institutions and authorities. Consequently, without the priority beginning of politics in managing the economy, the latter cannot develop successfully, which determines the relationship between economics and politics. At the micro level, the owners of commercial entities form a policy that determines the direction of their development, the distribution of financial performance in accordance with their interests.

2. The principle of unity of centralism and independence is that the draft decisions prepared by regulatory authorities in the form of forecasts, strategic programs and plans, on the one hand, should be based on information about the intentions of economic entities, taking into account their interests, and on the other hand, ensure that they are influenced in the direction necessary for society. Within the firm, centralism and autonomy in strategic planning find their concrete application in giving their affiliates the greatest possible freedom of economic activity, including planning, but within the framework of the overall development strategy of the firm.

3. The principle of scientific validity and effectiveness of forecasts, strategic programs, plans means the need to take into account the following requirements in the process of their preparation:

a) observance of the entire system of laws of the development of society, which determine the content and direction of individual elements and areas of activity. When developing forecasts of draft strategic programs and plans, it is necessary to proceed from the essence, content and forms of manifestation in practical activity of the economic laws of the market economy, the laws of development social relations and laws of development of science and technology;

b) in-depth study and practical use in planned work of the achievements of modern domestic and foreign science and technology in order to timely carry out structural restructuring of the economy;

c) the ability, based on the wide use of economic instruments, to orient firms towards timely technical re-equipment and renewal of production, towards flexible susceptibility to the achievements of scientific progress and a quick response to the constantly changing needs of society;

d) ensuring the organic unity of strategic and tactical plans, programs and forecasts in the process of strategic planning;

e) increasing the degree of reliability of planning and accounting information, which is the information base for calculating indicators of forecasts, strategic programs and plans;

f) continuous improvement of the technology for the development of all planning documents;

g) ensuring the integrated use of all other elements of the strategic planning methodology.

4. The principle of combining general and local interests with the priority of interests of a higher rank and stimulation of personal and collective interest in the fulfillment of tasks of strategic programs and plans, it means, firstly, the objective need for an organic linkage of the interests of various classes, social strata, collectives commercial organizations And individual workers into a single system and ensuring in the process of management the strategic goals of programs and draft plans, as well as the preparation of activities that contribute to their achievement. Secondly, when regulating the production processes taking place in the national economy, with the help of federal and regional targeted integrated strategic programs and plans, the solution of these problems is based on the priority of strengthening the security of society and other universal values. Thirdly, the creation (with the help of a system of economic incentives, in the form of various forms of wages, bonuses, tax and credit benefits, providing the necessary material resources) of the personal and collective interest of workers in the successful fulfillment of planned targets.

Rice. 4.1. in

Strategic analysis of the enterprise is the process of identifying critical key concepts external and internal environments that can affect the ability of an enterprise to achieve its goals in both the short and long term.

Strategic analysis as a process is closely related to life cycle strategy, and its stages (idea analysis, environment analysis, implementation analysis, modernization analysis, experience analysis) create a closed loop, and therefore, analysis is considered as a process that never stops.

The objectives of the strategic analysis of the environment:

o identification and evaluation of strategic potential;

o assessment of market attractiveness;

o clarifying the strategic position of the enterprise. The logic of studying the enterprise environment is as follows:

a) determine the factors of macro-, micro- and internal environment that affect the enterprise and will influence it in the strategic period;

b) these factors receive maximum information;

c) evaluate the information received about each factor of the environment in the enterprise and predict the magnitude of the possible impact;

d) determining the opportunities and threats of the external environment and the strengths and weaknesses of the internal;

e) strategic analysis and identification of alternative strategies.

One of the rational approaches to the analysis of the environment is illustrated in Fig. 4.1.

Thus, the analysis of the enterprise environment should cover the totality of factors that affect the enterprise and significantly affect the capabilities of the enterprise, its prospects and strategy.

Analysis of opportunities and threats

In order to successfully survive in the long term, an enterprise must be able to anticipate what difficulties may arise in its path in the future and what new opportunities may open up for it. That's why strategic management when studying the external environment, it focuses on finding out what threats and what opportunities the external environment is fraught with. But in order to successfully cope with threats and effectively use opportunities, it is by no means enough only to know about them. You can be aware of the threat, but not be able to confront it and thus be defeated. It is also possible to be aware of the new opportunities that are opening up, but not have the potential to exploit them and therefore fail to reap the rewards from them. The strengths and weaknesses of the internal environment of the enterprise to the same extent as the threats and opportunities determine the conditions for successful existence. Therefore, when analyzing the internal environment, strategic management should show what strengths and what weaknesses the individual components of the enterprise and the enterprise as a whole have.

Thus, the analysis of the environment, as it is carried out in strategic management, is aimed at identifying the threats and opportunities that may arise in the external environment in relation to the enterprise, and the strengths and weaknesses that the enterprise has. It is to solve this problem that certain methods of analyzing the environment have been developed, which are used in strategic management.

Analysis of the external environment is an assessment of the state and development prospects of the most important, from the point of view of the enterprise, subjects and environmental factors: industries, markets, suppliers and a combination of global environmental factors that the enterprise cannot directly influence.

After analyzing the external environment and obtaining data on factors that present a hazard or open up new opportunities, management should evaluate whether the enterprise has the internal strength to take advantage of opportunities, and what internal weaknesses can complicate future problems associated with external hazards.

The method used to diagnose internal problems is called a management survey. Management survey is a methodological assessment of the functional areas of the enterprise, designed to identify its strategic strengths and weaknesses. The management survey includes five functions - marketing, finance, production, human resources as well as the culture and image of the enterprise.

There are a large number of methods for analyzing the internal and external environment of an enterprise that allow you to identify opportunities and threats, let's consider some of them.

SWOT - analysis. In order to get a clear assessment of the strength of the enterprise and the situation on the market, there is a SWOT analysis.

SWOT analysis - this is a definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment):

Strengths (Strengths) - advantages of the enterprise;

Weaknesses - shortcomings of the enterprise;

Opportunities - environmental factors, the use of which will create an advantage for the enterprise in the market;

Threats - factors that can potentially worsen the position of the enterprise in the market.

The widespread use and development of SWOT analysis are explained by the following reasons: strategic management is associated with large amounts of information that needs to be collected, processed, analyzed, used, and therefore, there is a need to search, develop and apply methods for organizing such work.

SWOT analysis is a peculiar form; it does not contain final information for making management decisions, but it makes it possible to streamline the process of thinking about all available information using your own opinions and assessments. For any leader or manager who is focused on the current job, this is a useful undertaking that requires anyone who applies a SWOT analysis to think ahead. SWOT analysis allows you to form a general list of enterprise strategies, taking into account their features: according to the content of the adaptation strategy (formation of influence on) the environment (Fig. 4.2).

Rice. 4.2. in

SWOT analysis, as a tool for assessing the operating environment of an enterprise, consists of two parts. Its first part is aimed at studying external opportunities (positive moments) and threats (negative moments) that may arise for the enterprise in the present and future. This is where strategic alternatives come into play. The second part is related to the study of the strengths and weaknesses of the enterprise. Here the potential of the enterprise is assessed. In other words, SWOT - analysis allows you to conduct a comprehensive study of the external and internal state of an economic entity.

To conduct a SWOT analysis, you must:

1) determine the main direction of development of the enterprise (its mission);

2) weigh the forces and evaluate the market situation in order to understand whether it is possible to move in the indicated direction and how it is better to do it;

3) set goals for the enterprise, taking into account its real capabilities (determination of the strategic goals of the enterprise).

Conducting a SWOT analysis is reduced to filling in the SWOT analysis matrix. In the appropriate field of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

Strengths of the enterprise - something in which the enterprise has succeeded or some feature that provides additional opportunities. The strength may lie in the existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality products, brand awareness, etc.

Weaknesses of the enterprise - this is the absence of something important for the functioning of the enterprise or something that is not yet possible in comparison with other companies and puts the enterprise in an unfavorable position. As an example of weaknesses, one can cite a too narrow range of products produced, a bad reputation of the company in the market, lack of funding, low level of service, etc.

Market Opportunities - These are favorable circumstances that the company can use to gain an advantage. As an example of market opportunities, one can cite the deterioration of the positions of competitors, a sharp increase in demand, the emergence of new production technologies, an increase in the income level of the population, etc. It should be noted that not all opportunities that exist in the market are opportunities from the point of view of SWOT analysis. , but only those that can be used.

Market Threats - events, the occurrence of which may adversely affect the enterprise. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates, etc.

The same factor can be both a threat and an opportunity for different enterprises.

A SWOT analysis is carried out in stages.

Stage 1. Determining the strengths and weaknesses of the enterprise

In order to determine the strengths and weaknesses of the enterprise, it is necessary:

o make a list of parameters by which the enterprise will be evaluated;

o determine for each parameter what is strong point enterprises, and that - weak;

o select the most important strengths and weaknesses of the enterprise from the entire list and enter them into the SWOT analysis matrix

The following parameters can be used to evaluate a company:

organization (the level of qualification of employees, their interest in the development of the enterprise, the presence of interaction between departments of the enterprise, etc. can be assessed);

production (production capacity, quality and degree of wear and tear of equipment, quality of manufactured goods, availability of patents and licenses (if necessary), production cost, reliability of supply channels for raw materials, materials, etc.) are assessed);

finance (production costs, the availability of capital, the rate of capital turnover, the financial stability of the enterprise, the profitability of the business, etc. can be estimated);

innovation (the frequency of introduction of new products and services at the enterprise, the degree of their novelty (minor or cardinal changes), the payback period for funds invested in the development of new products, etc. can be assessed);

marketing (here you can evaluate the quality of goods / services (how this quality is assessed by consumers), brand awareness, completeness of the range, price level, advertising effectiveness, enterprise reputation, the effectiveness of the sales model used, the range of additional services offered, qualification service personnel). Table 4.1 is filled in.

Table 4.1. EXAMPLE OF DETERMINING STRENGTHS AND WEAKNESSES OF AN ENTERPRISE

From the entire list of strengths and weaknesses of the enterprise, it is necessary to select the most important (the strongest and weakest aspects) and write them down in the appropriate cells of the SWOT analysis matrix.

Stage 2. Identification of market opportunities and threats.

The second step of the SWOT analysis is the market assessment. This stage allows you to assess the situation outside the enterprise - to see opportunities and threats. The methodology for determining market opportunities and threats is almost identical to the methodology for determining the strengths and weaknesses of the enterprise.

You can take the following list of parameters as a basis:

- demand factors (here it is advisable to take into account the capacity of the market, the rate of its growth or contraction, the structure of demand for the company's products, etc.);

- competition factors (one should take into account the number of main competitors, the presence of substitute goods on the market, the height of barriers to entry and exit from the market, the distribution of market shares among the main market participants, etc.);

- sales factors (it is necessary to pay attention to the number of intermediaries, the availability of distribution networks, the conditions for the supply of materials and components, etc.);

- economic factors (taking into account the exchange rate of the hryvnia (dollar, euro), the level of inflation, changes in the level of income of the population, the tax policy of the state, etc.);

- political and legal factors (the level of political stability in the country, the level of legal literacy of the population, the level of law-abidingness, the level of corruption in power, etc. are assessed);

- scientific and technical factors (usually takes into account the level of development of science, the degree of introduction of innovations (new products, technologies) in industrial production, the level of state support for the development of science, etc.);

- socio-demographic factors (should take into account the number and gender and age structure of the population of the region in which the enterprise operates, the birth and death rates, the level of employment, etc.);

- socio-cultural factors (traditions and the system of values ​​of society, the existing culture of consumption of goods and services, the existing stereotypes of people's behavior, etc. are usually taken into account);

- natural and environmental factors (taking into account the climatic zone in which the enterprise operates, the state of the environment, the public's attitude to environmental protection, etc.);

- international factors (among them, the level of stability in the world, the presence of local conflicts, etc. are taken into account).

Table 4.2. EXAMPLE OF IDENTIFYING MARKET OPPORTUNITIES AND THREATS

It is necessary to select the most important from the entire list of opportunities and threats, and enter them in the appropriate cells of the SWOT analysis matrix

In the completed SWOT-analysis matrix, you can see a complete list of the main strengths and weaknesses of the enterprise, as well as those that open up prospects for the enterprise and the dangers that threaten it.

Stage 3. Comparison of the strengths and weaknesses of the enterprise with the opportunities and threats of the market.

You can trace the ratio of factors of the external and internal environment, which is interpreted in the categories of SWOT - analysis, using a certain matrix (Fig. 4.3).

Rice. 4.3. in

At the intersections of individual constituent groups of factors, fields are formed that are characterized by certain combinations, they must be taken into account in the future in the course of developing strategies of a certain type:

Field Seven - requires strategies to support and develop the strengths of the enterprise in the direction of realizing the chances of the external environment;

Sioux field - predictions of strategies for using the strengths of the enterprise in order to mitigate (eliminate) the threat;

Field SChM - development of strategies to overcome the weaknesses of the enterprise due to the opportunities provided by the external environment;

The SLZ field is sometimes called the "crisis field" because it combines the threats of the environment with the weakness of the enterprise.

Comparison of strengths and weaknesses with market opportunities and threats allows you to answer the following questions regarding the further development of the business (Table 4.3):

o How to take advantage of the opportunities that are opening up, using the strengths of the enterprise?

o What are the weaknesses of the enterprise that might interfere?

o What strengths can be used to neutralize existing threats?

o What threats, exacerbated by the weaknesses of the enterprise, should be most feared?

Table 4.3. SWOT ANALYSIS MATRIX

By filling in such a matrix, you can see the result:

■ the main directions of the enterprise's development were determined;

■ the main problems of the enterprise were formulated, which are to be solved as soon as possible for the successful development of the business.

The final indicators of the SWOT analysis are used in the strategic and tactical planning of the enterprise.

SNW - analysis. SNW analysis is an advanced SWOT analysis:

Strength (strong side);

Neutral (neutral side);

Weakness (weak side).

In contrast to the analysis of weaknesses and strengths in the SWOT matrix, SNW analysis also suggests taking into account the average market condition ((V). The main reason for adding a neutral side is that "often a condition may be sufficient to win the competition when this particular enterprise is in state V in relation to all its competitors in all but one key positions, and only in one in state 5.

For assembly - analysis, a tabular form is also filled out, which is preceded by all the stages of preparation listed above in the SWOT analysis methodology. Below is an example of an analysis form in Table 4.4.

Table 4.4. SNW ANALYSIS MATRIX

Often, the STEP analysis technique is used to analyze the macro environment. Term "STEP" means analysis of the macro environment based on the study of social, technological, economic and political factors.

There are two main options: STEP - and PEST - analysis. The STEP-analysis variant is used for countries with developed economies and stable political systems, the priorities are taking into account social and technological factors. To analyze the macro environment in those countries where the economy is underdeveloped and in transition, a form of PEST analysis is used, where political and economic factors come first. When choosing the first or second option, the criterion is the priority of taking into account certain groups of macroenvironment factors in terms of the strength of the possible impact and the stability of factors for monitoring.

In this way, PEST analysis is a tool designed to identify the following aspects of the external environment that may affect the strategy of the enterprise:

o political (Policy);

o economic (Economy);

o social (Society);

o technological (Technology).

Politics is studied because it regulates power, which in turn determines the environment of the enterprise and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. Equally important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the causes of changes and market losses, as well as the emergence of new products.

Important when conducting a PEST analysis is the requirement for a systematic strategic analysis of each of the four components, since all these components are closely and intricately interconnected.

This type of analysis can be carried out using various formats, often these are two options: a simple chotiripole matrix, appearance which is given below in table 4.5 and tabular form of STEP-analysis (table 4.6).

Table 4.5.

Each of these options has advantages and disadvantages. The choice of analysis method depends on the objectives of the analysis, the degree of readiness of experts and a number of other factors.

Table 4.6. TABLE FORM FOR STEP ANALYSIS

PEST analysis is based on the following dominant positions:

1. The strategic analysis of each of these components must comply with the principles of consistency, because in real life all these components are interconnected in a close and complex way. Therefore, a change in one of the components, as a rule, causes a change in others, and such changes can become both threats and opportunities for the enterprise.

2. PEST analysis is a tool for a multi-component strategic analysis of the macro environment, and real life is wider, more multifaceted, and for each enterprise in its external environment there is its own set of factors that most significantly affect its specific business.

To conduct a PEST analysis, an enterprise must have a complete list of influencing factors:

Factors and trends of the macro environment, as well as significantly affect the activities of the enterprise;

Factors constituting potential threats to the enterprise;

Factors, the development of which contains new opportunities for the activities of the enterprise.

After compiling the PEST-analysis table, an analysis of each factor, its impact on the financial condition and production activities enterprises and possible response measures of the enterprise are being developed to prevent the influence of negative factors, and to use the possibilities of positive factors.

Such measures can be:

Carrying out financial transactions that contribute to the preservation of the purchasing power of money;

Reduction of capital construction, curtailment of R&D with long-term results;

Stimulation, provision of services for cooperation and supply with the help of loans to suppliers, implementation of barter transactions;

Formation of a rational personnel structure;

Search for new areas of activity, insurance of supplies, stimulation of partners;

Obtaining international certificates for products;

Use of price advantages, cost reduction;

Development of several alternative activity strategies;

sale of the finished product with component parts, reduction in exports.

The STER-analysis technique, like all other macro-environment analysis techniques listed here, gives the greatest result if the analysis is carried out regularly using the same format. In this case, indicators of the dynamics of factors and their impact on the enterprise are recorded. As a result, it is possible to obtain the so-called model of the reaction of a particular enterprise to a set of macro-environment factors.

Environment profile.

To analyze the environment, the method of compiling its profile can be applied. This method it is convenient to use for compiling a profile separately of the macro-environment, the immediate environment and the internal environment. Using the method of compiling the environment profile, it is possible to assess the relative importance for the enterprise of individual environmental factors. The environment profiling method is as follows:

1) individual environmental factors are written out in the environment profile table (Table 4.7).

Table 4.7.

2) each of the factors is assigned its own significance / assessment by the method of expert assessments or the Delphi method: (important for the industry on a scale: 3 - large, 2 - moderate, 1 - weak; impact on the organization on a scale: 3 - strong, 2 - moderate , 1 - weak, 0 - no influence; direction of influence on a scale: +1 - positive, -1 - negative).

3) then all three expert assessments are multiplied and an integral assessment is obtained, showing the degree of importance of the factor for the enterprise. From this assessment, management can conclude which of the environmental factors are relatively more important to their business and therefore deserve the most serious attention in developing strategy, and which factors deserve less attention.

Technique for analyzing threats and opportunities of the ETOM macro environment.

Another option for analyzing the external environment through compiling a list of external hazards and opportunities for the enterprise is the method of weighing each factor (to measure the significance of each factor for a particular organization) ETOM. Abbreviation "ETOM Environmental Threats and Opportunities Matrix" - a matrix of threats and opportunities of the external environment. The advantage of this analysis is the use of a limited number of factors and events identified by experts (usually 15). An example of an ETOM matrix is ​​presented in Table 4.8.

Table 4.8.

The factor is weighted from +5 (very positive) through 0 (neutral) to -5 (very negative). The effect of the factor is from +15 (strong impact, possibility) through 0 (no impact, neutral) to -15 (strong impact, serious danger). The influence on the strategy of the enterprise is obtained by multiplying the value of the weight of the factor by the importance. The sign of the result obtained depends on the mark of threats or opportunities.

Favorable opportunities are provided by the technological capacity of the enterprise, the greatest danger lies in competition from foreign enterprises.

After analyzing the list, management should assess the strengths and weaknesses of the enterprise. At the same time, it must have a complete picture of the internal potential and shortcomings of the enterprise, as well as external problems.