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Great strategies begin with analysis and knowledge of simple truths

Lesson plan.

Essence, goals and stages of strategic analysis

External environment, its components. Methods of responding to changes in the external environment

Methods of analysis of the external environment.

Essence, goals and stages of strategic analysis

Strategic Analysis occupies a key place in the development of the company. A well-conducted strategic analysis becomes a significant competitive advantage for a company, as it provides it with highly relevant and useful information, for example, regarding the state of the situation in the industry. 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?

Goals and objectives of strategic analysis

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.

The main tasks of strategic analysis

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, 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 "internal environment" companies. 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. n. That is, we touch upon the sphere "outside environment" the life of the company. 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. Yes, for the manufacturer women's clothing it is unlikely that there will be interest in material on trends in the ratios in the state's defense order. 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.

There are 4 stages of strategic analysis.

The first two stages of strategic analysis are the identification of the mission and goals, the next three are the study of the firm's environment. Here practitioners expect difficulties of a methodological nature. A number of books of character teaching aids on strategic management, proposes to analyze first the external environment, then the internal one in two stages.

Tools. Each stage of strategic analysis requires appropriate methodological support.

Conventions: ZhTsizd, ZhTsTov, ZhTsTeh, ZhTsOrg, ZhTsOtr - schemes of life cycles of products, goods, technologies, organizations, industries. BFR - Business processes of products - Functions by stages life cycle- Resources for the execution of functions. SHZ - allocation of strategic business centers (Business Units, Strategic Production Units). Porter's "Profitability vs. Firm's Relative Market Share" chart. Analysis of the "field of forces" according to Ansoff. STEP-analysis (STEP) - analysis of the spheres of the macro environment: Social, Technical, Economic, Political. Ansoff's strategic zones: structuring the microenvironment of the company, its industry, and its immediate environment into strategic business zones (SZH), resources (SZR), capital investments (SZK), technologies (NWT), strategic influence groups (SGV). BCG - Boston Consulting Group. Matrix DEMK - matrix "General Electric - McKinsey" ("the competitive status of the company - the attractiveness of the market." KP - competitive advantages.

Technology of strategic analysis on first stage includes the development of a mission and goals, an assessment of the potential, climate (conditions), position and competitive advantage of the company.

Second stage consists in the preparation of alternative and catalog of basic (reference) strategies, as well as the selection and adoption of the preferred goal (as a rule, which is a combination of different types and levels of tasks).

Third stage provides for organizational measures for the implementation of the chosen strategy: development of a project and plan, restructuring, control (monitoring) of the analytical process, implementation of decisions.

External environment, its components, types. Methods of response to changes in the external environment.

When choosing a company strategy, the most significant characteristics of the company, external and internal conditions for its development are analyzed. Much attention in a market economy should be given to the assessment of the external environment. Environment - a set of all objects whose properties change affects the system.

The external environment is divided into business (operational) and background (general).

Business represents the direct contacts of the firm (for example, supplier A, seller B, etc.). The business environment can be directly affected.

On the background environment the company cannot have a direct impact, but must be ready for its influence.

The external environment (business environment) consists of two parts:

macro environment (or remote environment);

microenvironment (industry or near environment). Until relatively recently, the industry environment usually considered suppliers of raw materials, buyers of the company's products, competitors and resellers. However, with the development of strategic marketing, which is focused not only on the study of consumers and competitors, but on everything interest groups (stakeholders), the composition of the industry environment has expanded. It is believed that microenvironment includes all interest groups that directly influence or are directly influenced by the main activities of the enterprise. These are shareholders, suppliers, local organizations, competitors, buyers, creditors, trade unions, trade and other organizations.

The macro environment includes general factors that are not directly related to the short-term activities of the enterprise, but may influence its long-term decisions. The strategic factors of the macro environment are those directions of its development, which, firstly, have a high probability of implementation and, secondly, a high probability of influencing the functioning of the enterprise.

Rice. Business environment

Changes in the macro environment affect the strategic position of the enterprise in the market, affecting the elements of the micro environment. Therefore, the purpose of macro-environment analysis is to track (monitor) and analyze trends/events beyond the control of the enterprise that may affect the potential effectiveness of its strategy. A variety of methods are used to analyze and forecast the development of the macro environment: forecasting individual trends and events, scenario analysis, simulation modeling, factor analysis, and expert methods are widely used. Unfortunately, these methods have not yet become widespread in Russian practice for various reasons, including the lack of a reliable information base.

Main types of external environment

There are the following main types of the external environment:

1. changing environment, characterized by rapid change. These can be technical innovations, economic changes (changes in inflation), changes in legislation, innovations in competitor policies, etc. Such an unstable environment, which creates great difficulties for management, is inherent in the Russian market.

2. hostile environment, created by fierce competition, the struggle for consumers and markets. Such an environment is inherent, for example, in the automotive industry in the United States and Western Europe, the United States and Japan.

3. Diverse environment characteristic of global business. A typical example of a global business is a firm McDonald's, operating in many countries (hence dealing with numerous clients speaking different languages), with diverse cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, its policy of influencing consumers.

4. Technically challenging environment. In such an environment, electronics, computer technology, and telecommunications are developing, which require complex information and highly qualified service personnel. Strategic management of enterprises in a technically complex environment should be focused on innovation, as products in this case quickly become obsolete.

Methods of responding to changes in the external environment

AT practical activities various methods of responding to changes in environmental factors are used. The most common among them are the following approaches:

1. "fighting fire", or jet control style. This management approach after accomplishment of changes is still common in many Russian enterprises;

2. expansion of areas of activity, or diversification of production and capital as a means of possible reduction of commercial risk when environmental factors change;

3. Improving the organizational structure of management to increase its flexibility. In this case, the enterprise can create profit centers, strategic business units and other flexible structures. , results-oriented;

4. strategic management.

It implies an assessment of the strategic state of the company, taking into account the following factors:

1. Internal microenvironment, a wholly controlled firm and including divisions of the firm.
2. External microenvironment(business environment), regulated by the company's management and including: suppliers, competitors, intermediaries (trading firms, transport companies, specialized firms (advertising, consulting), financial institutions), clientele and contact audiences (media mass media, government agencies and bodies, the general public).
3. macro environments(background environment), absolutely not controlled by the management of the company and including:
   • political environment;
   • economic environment;
   • social environment;
   • technological environment.

The essence of the analysis of the external environment is the systematic study and evaluation of controlled and uncontrolled factors (objects and events) related to the enterprise. The main goal of such an analysis is to obtain the necessary planning and forecast information, and an additional goal is to identify the strengths and weaknesses of the enterprise itself, as well as the opportunities and risks associated with its external environment.

A manager, while analyzing the state of the external environment, must analyze markets, levels of competition and technology. The analysis of the work of competing enterprises is built according to the same scheme as the IT analysis of the work of one's own enterprise.

Are used different kinds analysis and their combinations:

• analysis carried out solely on the basis of past factual information - analysis of facts, or factual analysis;
• analysis carried out on the basis of information oriented to the past and the future - analysis of events and deviations. Variance analysis is part of the control processes;
• analysis carried out on the basis of future information - analysis of planned indicators. Serves for an estimation of the made plans and a choice of planned alternatives.

In addition to analyzing the external and internal environment, a good manager must be able to analyze and evaluate the business environment in which his enterprise operates. Depending on the results of such an analysis, many management decisions, influencing the strategy of the enterprise's behavior in the market.

business environment- the whole set of elements of the external and internal environment that have a significant impact on the achievement of strategic goals in the activities of the enterprise in the market.

The main areas of the business environment largely coincide: political, economic, socio-political, legal and criminal spheres.

It is very important for managers to be able to determine and predict the business environment. Not only growth or fall depends on this economic indicators business, but also the security of the company's activities under certain conditions. AT Western companies work on assessing the business environment and its forecasting has been underway for a long time. Russian firms often neglect this, for which they pay. Such work should be put on a scientific level and entrusted only to a competent specialist. The meaning of such activities should be reduced to three main areas: first, to the classification of the level of security; secondly, to the assessment of external and internal impacts on the company; thirdly, to the development of countermeasures.

Assessment of the state of the business environment includes several parameters.

External influences can be classified as follows: unfair competition; dishonest relations; disputes; danger; threats; confrontation.

Internal influences can be classified as follows: interpersonal, personnel; technogenic and technological.

Business conditions are determined by the following levels: favorable or normal; unfavorable, or complicating; complex; tense, or pre-conflict; conflict; catastrophic.

Ranking the situation according to the above levels allows managers and managers of enterprises to determine the degree of tension in the security system, the need to seek support from government bodies and firms operating in the non-state security system.

Analysis of the strengths and weaknesses of the enterprise- a very important direction in the activity of the enterprise. The SWOT analysis method can effectively help in this and is widely used by enterprises around the world. A modern manager must be fluent in this method.

SWOT is an abbreviation for strengths (Strengths), weaknesses (Weaknesses), opportunities (Opportunities), threat factors (Threats).

SWOT analysis helps develop an understanding of the circumstances in which an enterprise operates. This method helps to balance your internal strengths and weaknesses with those favorable opportunities and threats that the enterprise will have to face. This analysis helps to determine not only the capabilities of the enterprise, but also all the available advantages over competitors. The following are sample groups of questions for conducting a SWOT analysis. The first two groups concern internal factors. Strengths and weaknesses are analyzed. The second group of questions concerns external factors and includes opportunities and threats.

So, at the first stage, you need to analyze the following factors.

Internal factors

Strengths:

• competence;
• sufficient financial resources;
• good competitive skills;
• good reputation among consumers;
• recognized leadership of the enterprise in the market;
• the company has well-thought-out strategies in this field of activity;
• availability of own technologies High Quality; availability of cost advantages for products and services; having advantages over competitors; Ability to innovate, etc.

Weak sides:

• lack of strategic direction;
• marginal position in the market;
• the presence of outdated equipment;
• low level of profitability;
• unsatisfactory level of management;
• poor control;
• weakness compared to competitors;
• backwardness in innovation processes;
• a narrow range of products;
• unsatisfactory image in the market;
• low marketing skills of the staff;
• lack of sufficient funding for projects, etc.

External factors

Favorable Opportunities:

• work with additional groups consumers;
• introduction to new markets or market segments;
• expanding the range of products to satisfy a wider range of consumers;
• product differentiation;
• the ability of the enterprise to quickly move to more profitable strategic groups;
• confidence in relation to firms-rivals;
• rapid market growth, etc.

Threat factors:

• arrival of new competitors;
• increase in sales of similar products;
• slow market growth;
• unfavorable tax policy of the state;
• changing needs and tastes of customers, etc.

Summarizing the above, the manager must be able to determine what strengths his company has, not only see, but also recognize its weaknesses. He must be aware of the opportunities that exist for the enterprise and take into account those threats that may prevent him from capitalizing on the opportunities.

To cope with threats and exploit existing opportunities, it is not enough just to be aware of them. If the enterprise is aware of the threat but does not confront it, it may fail in the market. On the other hand, an enterprise may have information about new opportunities, but not have the resources to implement them.

The manager must also be aware that opportunities and threats can be reversed. So, unused opportunities of the enterprise can become a threat if they are used in time by a competitor. On the other hand, a successfully thwarted threat can put the company in a strong position if competitors have not eliminated the same threat.

Strategic planning defines the entire foundation of an organization, including determining where the organization is going and what it does.

Analysis of the enterprise's activities is a stage of planned research.

A thorough analysis of products makes it possible to win the competition, so it is important in the preparation of a business plan.

Research and analysis of the sales market is one of the most important stages in the preparation of business plans, which should provide answers to the questions: who, why and in what quantities buys or will buy the company's products.

We have already considered the types of competition and 5 competitive forces that affect the enterprise. In a competitive environment, it is important for an enterprise to have strategic plan. In order to choose the strategy that the company will adhere to, it is necessary to conduct a strategic analysis. There are several types of strategic analysis. Let's consider them.

GAP analysis (gap analysis)

Gap Analysis is a comprehensive analytical study that studies discrepancies, gaps between the current state of the company and the desired one. This analysis also allows you to identify problem areas ("bottleneck") that impede development, and assess the degree of readiness of the company to make the transition from current state to what you want.

Consider how this method of analysis is applied to solving the problem of increasing sales. If a company has chosen this parameter as a strategic goal, then its achievement can be approached in different ways.

• · On the one hand, within the current market volume, we can increase our sales by intercepting sales from competitors. We must not forget that competitors in the same way claim the market share of your company and you need to protect yourself from them.
• On the other hand, there may still be large group consumers not covered by our products/services. If we assume that all possible consumers have used the goods / services produced by our company and competitors, then the total sales volume is called the absolute potential of the market and can be taken as a “super goal”.

We list the main reasons that prevent us from covering the entire potential market.

• · Firstly, there are groups of consumers who are not satisfied with existing products, as they do not have certain functions. So maybe people don't drink coffee because they have high blood pressure due to the caffeine it contains. In this case, you can expand the range of products by releasing, for example, decaffeinated coffee.
• Secondly, many products do not reach consumers, because they simply cannot purchase them at the right time due to shortcomings in work sales network(delivery schedule is not maintained, products are not ordered on time). In this case, it is necessary to think about how to properly organize the sale of goods.
• · Third, many consumers do not know how best to use the product. Then our task is to indicate such a path (see Orbit advertisement: "Take two chewing gum pads").

Steps for Conducting a Gap Analysis

Gap analysis includes the following steps.

• 1. Determining the current value. Gap analysis begins with a forecast of the state of the company for the planned period using the method of expert assessments or using mathematical predictive methods. This stage allows you to evaluate what position your company could occupy, calculate all possible benefits that she received as a result of making certain decisions.
• 2. Determination of the maximum available value. In the process of assessing the existing gap, it is necessary to find out whether it can be bridged at all? If the gap is too large to bridge with your own resources, it is wise to either reconsider the desired future, break it down into several transitional steps, or stretch the process over a longer period of time.
• 3. The choice of the criterion by which the review will take place. As part of this stage it is necessary to break down the overall gap into components corresponding to each significant functional, sectoral, territorial and other areas of activity, for which planning will subsequently be carried out. In this breakdown, sets of needs are identified and grouped into major categories. Thus, each section of planning is a group of needs that has an impact on bridging the gap between the present and the future. Among the groups of possible needs may be such as information, communication, financial marketing, administrative, technical, etc.
• 4. A set of plans (initiatives) to achieve. Sources can be employees of various services, distribution channels, competitors, government agencies. Market-driven sources identify opportunities based on consumer wants and needs. Research-oriented sources identify opportunities for creating new products based on fundamental research. At the same time, ideas generation methods may include brainstorming, surveys, questionnaires, etc.

Analysis of the dynamics of costs and the construction of an experience curve.

One of the classic strategy models was developed in 1926. It links the definition of strategy to the achievement of cost advantages. Assumes that every time the volume of production doubles, the cost of creating a unit of output decreases by 20%. The experience curve is shown in fig. 3. The reduction in costs with an increase in production is due to a combination of the following factors: 1 advantages in technology that arise with the expansion of production; 2 learning by experience in the most efficient 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. AT modern conditions achieving 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.

Figure 3

The purpose of the analysis is to find ways to reduce costs while increasing production. The main goal is to gain the largest market share.

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).

The classic portfolio model is the BCG matrix (Boston advisory group).

When conducting a strategic analysis, one of important issues is the future product portfolio companies. It is necessary to understand which areas of activity are priorities, how they will be financed and positioned in the market. Therefore, when developing a strategy, it is recommended to use one of two standard methods: the Boston Consulting Group (BCG) matrix or the McKinsey matrix. In accordance with these methods, all the company's businesses are positioned in terms of "market attractiveness" and "competitive status of the company in this market." The fundamental difference between these two methods lies in assessing the attractiveness of the market and the competitive status of the company on it. The BCG matrix is ​​based on the hypothesis that both of these indicators can be estimated using one parameter. The attractiveness of the market is determined by its growth rate, and the competitive status of the company in this market - in accordance with its share. Even this simplified approach can be used to start with, but a more accurate estimate can only be obtained if several parameters that affect attractiveness and competitive status are taken into account.

So Zvezda has high sales growth and high market share. Market share must be maintained and increased. "Stars" bring a very large profit. But, despite the attractiveness of this product, its pure cash income is quite low, as it requires significant investment to ensure a high growth rate. Cash Cows (Money Bags) have a high market share but low sales growth. "Cash cows" must be protected and controlled as much as possible. Their attractiveness is explained by the fact that they do not require additional investments and at the same time provide a good cash income. Sales proceeds can be used to develop the Wild Cats and support the Stars. "Dogs" are characterized by low growth, low market share, the product is usually a low level of profitability and requires a lot of attention from the manager. Get rid of the "dogs".

"Wild Cats" ("Dark Horses", "Question Marks", "Dead Weight"). They have low market share but high growth rates. These items need to be studied. In the future, they can become both stars and dogs. If there is a possibility of transfer to the stars, then you need to invest, otherwise, get rid of it.

Disadvantages of this analysis:

• - a strong simplification of the situation;
• - lack of consideration of the financial aspect, the removal of dogs can lead to an increase in the cost of cows and stars, as well as negatively affect the loyalty of customers using this product;
• - the assumption that market share corresponds to profit, this rule may be violated when a new product is introduced to the market with large investment costs;
• - the assumption that the market decline is caused by the end of the product life cycle. There are other situations in the market, for example, the end of the rush demand or the economic crisis.

Benefits of the BCG Matrix include:

• - theoretical study of the relationship between financial receipts and the analyzed parameters;
• - objectivity of the analyzed parameters (relative market share and market growth rate);
• - clarity of the results and ease of construction.
• - it allows you to combine portfolio analysis with a product life cycle model
• - simple and easy to understand
• - easy to develop strategy for business units and investment policy

Construction rules: the horizontal axis corresponds to the relative market share, the coordinate space from 0 to 1 in the middle with a step of 0.1 and then from 1 to 10 with a step of 1. Market share assessment is the result of an analysis of sales of all industry participants. Relative market share is calculated as the ratio of own sales to sales of the strongest competitor or the top three competitors, depending on the degree of concentration in a particular market. 1 means that own sales are equal to sales of the strongest competitor.

The vertical axis corresponds to the growth rate of the market. The coordinate space is determined by the growth rate of all company products from maximum to minimum, the minimum value can be negative if the growth rate is negative.

For each product, the intersection of the vertical and horizontal axes is established and a circle is drawn, the area of ​​which corresponds to the share of the product in the company's sales (Fig. 4).

Figure 4

Multi-factor portfolio model - McKinsley matrix.

In the early 1970s, an analytical model emerged jointly proposed by the General Electric Corporation and consulting company McKinsey & Co, and dubbed the "GE/McKinsey model".

The name of the model comes from the name of the company and seven factors, seven words starting in English language with the letter "S" (strategy - strategy, skill - skills, shared values ​​- generally recognized values, structure - structure, systems - systems, staff - personnel, style - style).

Market attractiveness criteria.

Instead of a single market growth, a number of market attractiveness criteria were used, such as:

• The size of the market.
• · Growth rates of the market.
• The number of competitors.
• · Profit potential.
• · Social, political and legal factors.

Criteria of competitive strength.

Also, instead of using one market share as an indicator of competitive strength, a number of factors were used, such as:

• · Market share.
• · Opportunity to develop a distinctive advantage.
• · Opportunities to develop cost advantages.
• · Reputation.
• · Possibility of distribution.

Weighing criteria.

Managers were able to decide which criteria applied to their products. This gave the model market attractiveness - competitive position flexibility. Having decided on the criteria, the managers then agreed on a weighting system for each set of criteria, those of the factors that were more important, had more weight. For example: market attractiveness. competitive strength.

Market size 0.15 Market share 0.20.

Market growth rate 0.20 Distinctive advantage 0.40.

Number of competitors 0.30 Price advantages 0.05.

Profit potential 0.30 Reputation 0.10.

Social, political, distribution opportunities 0.25, legal factors 0.05.

Each market attractiveness factor is rated on a 10-point scale (from 1 meaning "not attractive" to 10 meaning "very attractive"). Also, each factor of competitive strength is evaluated on a 10-point scale. Each score is multiplied by the weight of the factor and summed up to arrive at an overall market attractiveness and competitive strength score for each product. Then, this can be plotted on a market attractiveness-competitive position matrix (Figure 5).

Figure 5

Zone 1: finance growth.

Zone 2: make a selection.

Additional analysis is required for the middle zone.

The McKinsey model is also important in that it perceives planning not only as a process of creating formal schemes and a set of quantitative indicators. The planning process is understood here as establishing communication and agreement between employees, linking their interests, taking into account all aspects of human activity in the enterprise. Planning here is primarily productive communication.

PIMS business analysis model.

The PIMS approach consists of looking for instructions developed on the basis of the generalized experience of successful and unsuccessful companies. Since 1972, a database of 450 corporations has been compiled containing analyzes of more than 2,800 business units. Statistical analysis and database computer modeling provide participating companies with the necessary information and strategic guidance based on a variety of strategic situations in various industries. There are two fundamental concepts for a database:

• 1. Business unit (business unit) -- division, product line or profit center.
• 2. Served market -- part common market where the firm competes.

PIMS-analysis evaluates: changes in the competitive position of the firm; the strategies used to achieve it; ultimate profitability.

The analysis shows that the profitability of the enterprise is constantly influenced by three groups of factors. The first group describes the firm's competitive position, including market share and relative product quality. The second reflects the structure of production, including the intensity of investment and labor productivity. The third group reflects the relative attractiveness of the level of market growth and consumer characteristics. Taken together, these variables account for 65 to 70 percent of the profitability options of the enterprises examined. The purpose of the PIMS project is to apply this experience to solve specific strategic issues. These questions include:

• * What level cash flows and profit is “normal” for this type of enterprise, given their market environment, competitive position and strategy employed?
• * If the business continues, what market share and profitability result should be expected in the future?
• * How will this result be affected by changes in strategy?
• * How enterprises of the same or other industries, operating in similar conditions and with a similar competitive position, achieved results using Various types strategies?

The answers to these questions will help evaluate possible alternatives when developing a strategy.

PIMS database presented large quantity industries, multiple products, markets and geographies. Most are located in North America, although 600 of the 2,800 locations are in the UK, Europe and elsewhere.

Results of the PIMS project. This analysis found links between strategy and company performance. These relationships will help managers understand and anticipate influences. strategic decisions and market conditions on the performance of the company. The most common links between strategy and performance are listed below:

• * In the long term, the most important factor influencing the efficiency of the company's divisions will be the quality of the company's goods and services in relation to its competitors.
• * Market share and profitability are closely related.
• * High investment intensity actively affects profitability.
• * Many enterprises - the so-called "dogs" and "question marks" - make a profit, while many "cash cows" do not.
• * Vertical integration is only profitable for some businesses, not for others. For enterprises with a small market share, the return on investment is higher when the degree of vertical integration is low. For enterprises with market shares above average, the return on investment is the highest either with a low, or vice versa, a high level of vertical integration.
• * Most of the strategic factors that increase return on investment also have a positive impact on the long-term value of the enterprise in the future.

Limitations of the PIMS model. Some elements of the PIMS model are criticized - from the definition of information collection methods and data accuracy to gratuitous links between them. This criticism is justified and warns of the need for careful use of the results obtained. PIMS analysis can give the user a false sense of accuracy and predictive power. It should be considered as an additional source of ideas for strategic planning, used along with own experience, views and analysis.

Practical use. The argument that the structure of an industry, a firm's competitive position, its cost/profit/investment structure, and the competitive strategies it employs significantly affect profitability has a strong intuitive appeal.

Practitioners know that being the dominant market leader in a growing market with attractive revenue opportunities and moderate investment needs will bring high returns. On the other hand, an enterprise that is in the third or fourth competitive position in a mature market with a low rate of return will make a low profit or loss. PIMS shows that these structural indicators significantly affect the profitability of the enterprise, and that companies should look for competitive structures and positions that would provide them with profit advantages.

SWOT analysis

SWOT analysis method in strategic planning, consisting in the division of factors and phenomena into four categories: Strengths (Strengths), Weaknesses (Weaknesses), Opportunities (Opportunities) and Threats (Threats).

This analysis is a necessary element of research, an obligatory preliminary step in the preparation of any level of strategic and marketing plans. The data obtained as a result of the situational analysis serve as the basic elements in the development of the company's strategic goals and objectives.

• 1. Enumeration of strengths and weaknesses.
• 2. Enumeration of opportunities and threats.

• 1. Detailed description strengths and weaknesses.
• 2. Detailed description of opportunities and threats.

At the next stage, the opportunities and threats identified during the analysis are divided into three groups according to priority, the need to concentrate efforts and means, and the thoroughness of monitoring.

The final stage is the formulation of the main strategic directions, taking into account their importance.

The results obtained are formulated into the company's strategy, its goals and objectives. We will discuss this type of analysis later.

PEST analysis

(sometimes referred to as STEP) is marketing tool, designed to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment that affect the company's business (Fig. 7)

Politics is studied because it regulates power, which in turn determines the company's environment and the acquisition of key resources for its operations. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of his study is considered to be the identification of trends in technological development, which are often the causes of market changes and losses, as well as the emergence of new products.

The analysis is carried out according to the scheme "factor - enterprise". The results of the analysis are drawn up in the form of a matrix, the subject of which are the factors of the macro environment, the predicate is the strength of their influence, estimated in points, ranks and other units of measurement. The results of the PEST analysis make it possible to assess the external economic situation in the sphere of production and commercial activities.

Table 1

Ansoff matrix.

The Ansoff matrix was developed back in the 1950s. American economist I. Ansoff. The matrix determines the company's growth strategies, taking into account the novelty of the market and the novelty of the product. Depending on the combination of different product and market combinations, the following strategies are possible:

• 1) market penetration: an old product in an existing market. This strategy can be estimated by the volume of sales and the probability of risk. These indicators are calculated taking into account the value of possible costs for the implementation of the chosen strategy. Aggregate costs are needed to attract potential consumers; creating competitive advantages; stimulating sales and increasing service potential; 2) market development: old goods in the new market. This strategy involves marketing efforts to promote the existing product to new markets through brand promotion, branding, creating a new reliable system distribution;
• 3) Product development: new product in the old market. The promotion of a new product to an old existing market is associated with a high degree of risk and requires significant expenses for penetration into the traditional market, organization of the presentation, demonstration of a new product, thorough consultation and persuasive advertising;
• 4) diversification: a new product in a new market. This strategy initially involves the development of planning and management decisions in the field of innovation of goods and services, determining the degree of unsatisfied demand for a new product, the possible market share and the level of risk of marketing efforts for advertising, promotion, brand promotion and the formation of public opinion in target audiences buyers.