• The essence and content of strategic planning of activities.
• Stages of strategic planning for the development of a company.
• Structure and content of strategic plans.

The essence and content of strategic planning

The current rate of change in the economy is so great that strategic planning seems to be the only way to formally forecast future problems and opportunities.

Strategic planning provides senior management with:

• means of creating a plan for the long term,
• oa basis for making decisions that help reduce risk in decision making,
• ointegration of the goals and objectives of the structural divisions of the enterprise.

Strategic planning is the process of developing and implementing an enterprise development strategy in the future based on forecasting changes in parameters external environment, identifying priority areas for development and methods for the effective use of strategic resources. It focuses on changes and innovations, their stimulation, based on actions that anticipate changes in environmental conditions, anticipate risks and capture opportunities to accelerate the development of an enterprise.

Differences between strategic planning and traditional long-term planning:

The future is determined not by extrapolation of historical development trends, but by strategic analysis, i.e. identifying possible situations, dangers, and chances of the enterprise that can change existing trends;

A much more complex process, but it also leads to more significant and predictable results.

The process of strategic planning in enterprises includes the implementation of the following interrelated functions:

1) determination of long-term strategy, basic ideals, goals and objectives for the development of the enterprise;

2) creation of strategic business units in the enterprise;

3) justification and clarification of the main goals of conducting market research;

4) carrying out situational analysis and choosing the direction of economic growth of the company;

5) development of a basic marketing strategy and integrated production planning;

6) choice of tactics and refined planning of ways and means to achieve the assigned tasks;

7) monitoring and evaluation of main results, adjustment of the chosen strategy and methods of its implementation.

Strategic planning, along with general ones, has special principles:

Strategic focus of environmental analysis to identify key problems that significantly affect the functioning of the enterprise, analyze development alternatives, identify opportunities for changing existing and emerging new trends, etc.;

Focus on a management system that easily adapts to changes in the external and internal environment of the enterprise;

Optimization of the time horizon for solving strategic problems;

Focus on strategic growth points and priority areas of development of the enterprise and its divisions;

Ensuring optimal decentralization in organizing planning;

The relationship between strategic and tactical planning.

The main advantage of strategic planning is a greater degree of validity of planned indicators, a greater likelihood of the implementation of planned scenarios for the development of events. Along with obvious advantages, strategic planning has a number of disadvantages that limit the scope of its application:

1. Strategic planning does not, by its nature, provide detailed description future. Its result is a qualitative description of the state to which the company should strive in the future, what position it can and should occupy in the market in order to respond to main question whether or not the firm will survive competition in the future.

2. Strategic planning does not have a clear algorithm for drawing up and implementing a plan. Strategic planning goals are achieved through the following factors:

high professionalism and creativity of planners;

close connection firms with external environment;

active innovation policy;

inclusion of all employees of the enterprise in the implementation of the goals and objectives of the strategic plan.

3. The strategic planning process requires a significant investment of resources and time for its implementation compared to traditional long-term technical and economic planning.

4. Negative consequences Strategic planning, as a rule, is much more serious than traditional long-term planning.

5. Strategic planning by itself cannot bring results. It must be complemented by mechanisms for implementing the strategic plan.

Strategic plans of enterprises are needed not only by himself. They should serve as the basis for developing and refining economic and economic forecasts. social development countries. At the same time, the exchange of reliable information between enterprises and higher authorities and market infrastructure should be voluntary and mutually beneficial.

Stages of strategic planning for company development

Strategic planning has its own technology. The strategic planning process includes the following stages:

Defining the mission of the enterprise (company);

Formulating the goals and objectives of the enterprise;

Analysis and assessment of the external environment;

Analysis and assessment of the internal structure of the enterprise;

Development and analysis of strategic alternatives;

Choice of strategy.

Strategic planning is a critical function strategic management. The strategic management process, in addition to strategic planning, also includes strategy implementation, assessment and control of strategy implementation.

Let's consider main components of strategic planning.

1. Definition of the mission of the enterprise

This process consists of establishing the meaning of existence of an enterprise, its purpose, role and place in a market economy.

The strategic mission of an enterprise is important for both internal and external spheres of activity of the enterprise. Within the enterprise, a clearly defined strategic mission gives staff an understanding of the enterprise's goals and helps in developing a unified position that contributes to strengthening the enterprise's business culture. Outside the enterprise, its clearly developed strategic mission helps to strengthen the integral image of the enterprise and create its unique image, explains what economic and social role it seeks to play and what perception it seeks from buyers.

Determining the strategic mission of an enterprise is based on four mandatory elements:

history of the enterprise;

areas of activity;

priority goals and limitations;

main strategic claims.

2.Formulation of goals and objectives for the functioning of the enterprise

Goals and objectives should reflect the level to which customer service activities need to be taken. They must create motivation for people working in the company.

The following requirements apply to the goals:

functionality - goals must be functional so that managers at various levels can transform goals that are set at a higher level of management into tasks for lower levels;

selectivity - goals must ensure the necessary concentration of resources and efforts. In conditions of limited resources, the main production tasks must be identified, on which it is necessary to concentrate human, monetary and material resources. Therefore, goals should be selective rather than comprehensive;

multiplicity - it is necessary to set goals in all areas on which the viability of the enterprise depends;

achievability, reality - an unrealistic goal leads to demotivation of employees, to their loss of direction, which negatively affects the activities of the enterprise. Therefore, goals should be challenging enough so as not to discourage employees. At the same time, they must be achievable, that is, not beyond the capabilities of the performers;

flexibility - the ability to adjust goals in accordance with changes in the external and internal environment of the company in the process of their implementation;

measurability - the possibility of quantitative and qualitative assessment of goals both in the process of setting them and in the process of implementation;

compatibility - all goals in the system must be compatible. Long-term goals must correspond to the mission of the enterprise, and short-term goals must correspond to the long-term ones;

acceptability - this quality means the compatibility of the company’s goals with the own interests of its owners and employees, as well as taking into account the interests of partners, clients, suppliers and society as a whole;

specificity - this characteristic goals helps to unambiguously determine in which direction the company should operate, what needs to be obtained as a result of achieving the goal, in what time frame it should be implemented, and who should implement it.

There are two approaches to the process of structuring goals in planning: centralized and decentralized;

1. The centralized approach assumes that the system of goals at all levels of the company’s hierarchy is determined by top management.

2. With the decentralized method, all lower levels participate in the structuring process along with top management.

From the point of view of technology for substantiating goals, the algorithm for structuring them includes four successive stages:

identification and analysis of trends in the external environment;

establishing the ultimate goals of the company;

building a hierarchy of goals;

establishing individual (local) goals.

3. Analysis and assessment of the external environment

Analysis of the external environment involves the study of its two components: the macroenvironment and the microenvironment (the immediate environment).

Analysis of the macroenvironment includes the study of the influence on the company of such environmental components as:

State of the economy

Legal regulation,

Political processes, natural environment and resources,

Social and cultural components of society,

Scientific and technological level,

Infrastructure, etc.

The environment of the immediate environment of the enterprise, i.e. The microenvironment of an enterprise consists of those market participants with whom the enterprise has direct relationships:

Suppliers of resources and consumers of its products,

Intermediaries - financial, trade, marketing, government economic structures (tax, insurance, etc.);

Competing enterprises

Facilities mass media, consumer societies, etc., which have a certain influence on the formation of the enterprise’s image.

4. Analysis and assessment of the internal structure of the enterprise

Analysis of the internal environment allows us to determine the internal capabilities and potential that a company can count on in competition in the process of achieving its goals.

The internal environment is studied in the following areas:

Research and development,

Production,

Marketing,

Resources,

Product promotion.

The analysis carried out in strategic planning is aimed at identifying threats and opportunities that may arise in the external environment in relation to the company, strengths and weaknesses that the company has. To analyze the external and internal environment in strategic planning, methods such as:

SWOT analysis method,

Thompson and Stickland matrix,

Boston Advisory Group Matrix, etc.

The most common method of studying the internal environment of an enterprise is the SWOT analysis method. It can last from 1-2 hours to several days. In the first case, conclusions are drawn on the basis of an express survey, in the second - on the basis of studying documents, developing a situation model and detailed discussion of problems with stakeholders. Wherein quantification strengths and weaknesses allows you to set priorities and, based on them, distribute resources between in various directions economic growth. Next, problems that may arise with each combination of strengths and weaknesses of the enterprise are formulated. This is how the enterprise gets into a problem area.

Along with methods for studying threats, opportunities, strengths and weaknesses of a company, the method of compiling its profile can be used. With its help, it is possible to assess the relative importance for the company individual factors external environment.

5. Development and analysis of strategic alternatives

At this stage of strategic planning, decisions are made about how the company will achieve its goals and realize the corporate mission. The content of the strategy depends on the situation in which the company finds itself. When developing a strategy, a firm typically faces three questions:

1.what types of activities to stop,

2.which ones to continue,

3.Which business should I go into?

In a market economy, there are three directions for strategy formation:

Achieving leadership in the field of minimizing production costs;

Specialization in the production of a certain type of product (service);

Fixation of a certain market segment and concentration of the company’s efforts on this segment.

6. Choice of strategy

To make effective strategic choices, managers top level must have a clear, shared by all concept of the company's development. Therefore, the strategic choice must be definite and unambiguous. At this stage, from all the strategies considered, one should be selected that best suits the needs of the company.

The considered stages of developing a strategic plan and the form of its presentation are of a general nature and can be modified in accordance with the specifics of a particular enterprise.

Lecture, abstract. The essence and content of strategic planning - concept and types. Classification, essence and features.

Structure and content of strategic plans

The concept and content of the organization’s strategic plan

The main document of strategic planning at the enterprise is strategic plan. His structure could be as follows:

Preface (summary);

1.Enterprise goals

2.Current activities and long-term objectives

3.Marketing strategy

4. Strategy for using the competitive advantages of the enterprise

5.Production strategy

6.Social strategy

7. Strategy for resource support of production

8. Strategic financial plan of the enterprise

9.R&D strategy

10.Strategy of foreign economic relations of the enterprise

11.Management strategy

Application.

The preface characterizes general state enterprises:

types of products, their significance from the point of view of competitiveness, quality and safety of use,

main technical and economic performance indicators for the last 5 years and for the planned period,

a brief description of resource potential,

key indicators of technology, organization, management.

The preface should be short, business-like, and specific. It is developed last, after all sections of the strategic plan have been justified.

1. In the section “Goals and objectives of the enterprise,” the goals of the enterprise are formulated, its organizational and legal form, charter and features are determined.

The most significant financial goals in market conditions are:

Volume of sales;

Profit margin;

Sales and profit growth rate;

The rate of return on all capital (or all assets);

Ratio of profit to sales volume.

2. In the section “Current activities and long-term objectives”:

reveal the organizational structure of the enterprise,

give characteristics of manufactured goods, their competitiveness in specific markets,

show the company’s connections with the external environment, trusted partners,

consider the technical and economic indicators of business activity over the past 5 years and for the future.

3. The “Marketing Strategy” section includes the development of the following components.

Product strategy - develop standard solutions (approaches) for modification, creation of a new product and withdrawal of products from the market.

targeted programs - in the practice of Russian enterprises, they develop such targeted programs as “Health”, “Housing”, etc.;

social protection of workers - it is advisable for an enterprise to establish additional compensation for workers, pensioners, women and mothers at the expense of profits, to provide workers with products and goods of prime necessity and high demand.

7. The section “Strategy for resource support of production” covers:

resource support for production and bottlenecks in organizing the use of production potential;

development of a new strategy for providing production with all types of resources;

feasibility study and coordination of measures to implement a new strategy for ensuring production.

8. In the section “Strategic financial plan of the enterprise”, they form and determine the use of financial resources to implement the enterprise’s strategy. This allows you to create and modify financial resources, determine their rational use to achieve the goals of the enterprise in changing conditions. The development of a financial strategy should be preceded by a thorough economic analysis activity of the enterprise, including analysis economic activity and determining its financial capabilities.

9. The section “R&D Strategy” considers the activities of the enterprise aimed at creating new technologies and types of products. This section includes the following components:

1. Technological forecasting and planning.

2. R&D structure.

3. R&D management.

The specifics of the work require an adequate management system, flexible, capable of making the best use of qualification potential, with an informal organizational structure, readiness for rapid restructuring, strict control over the timing and efficiency of work.

When developing a strategy, timely capture of changes in the internal and external environment allows you to reduce losses or gain benefits based on response actions. A special role in the trapping mechanism is played by Information system, which should be uniform for the entire control system.

Reformulation is the process of revising goals and developing an adjusted enterprise development strategy. However, reformulation is not a strategy development process because it does not address all the elements of the strategy, but only tweaks it.

One of the most complex processes in management strategy - putting strategy into action. New goals are not always correctly perceived by enterprise employees, since they do not affect their interests. In addition, people get used to working in conditions of stability, so the introduction of a new strategy encounters resistance on their part. There is a need to manage resistance.

The “Appendices” usually contain the following materials:

Characteristics of competitors;

Instructions, methods, standards, descriptions of technologies, programs and other auxiliary materials;

Initial data for calculations;

Explanatory notes, etc.

The following composition and content of sections strategic plan approximate. At a specific enterprise, managers, taking into account the recommendations methodological instructions planning, independently build a strategic plan.

1.1. The purpose and strategy of the company's development. 4

Examples of strategic goals of companies. 7

Introduction

The relevance of this topic lies in the fact that the development of an enterprise development strategy is inseparable from solving issues of its long-term development. It is a carefully thought-out strategy that allows the management of an enterprise to solve every day not just current business development tasks, but current tasks that work towards the main goal and main perspective.

Why do you need an enterprise development strategy? Timely development of a development strategy for any enterprise allows its management to quickly respond to changes in the external business environment, while making decisions aimed not just at patching up daily holes, but at achieving the main goal.

Thus, developing a development strategy for any enterprise - or strategic planning - allows the enterprise not only to survive in the market, but to achieve significant competitive advantages.

How is a development strategy developed?
Strategic planning is a set of formalized measures that allow you to build a model of the company’s future, as well as create a plan for moving towards this model. It is in solving these two problems that the development of an enterprise development strategy consists.
Basic methods and approaches when developing an enterprise development strategy:

analysis of the investment attractiveness of the industry;

forecasting industry development;

forecasting changes in market conditions, supply and demand for the company’s products;

identifying the company's competitive advantages;

development of alternative business development strategies and their financial assessment;

selection of strategic goals and objectives for the development of the enterprise;
development of an action plan to implement the development strategy.

Developing an enterprise development strategy allows you to answer the questions of what the guidelines for its strategic development should be, what advantages the enterprise has in the market and what internal changes should be aimed at so that these changes help achieve strategic goals.

Today, strategic planning and development of a development strategy for any enterprise is not a tribute to fashion, but a natural condition for working in an ever-changing market.

Developing an enterprise development strategy is a powerful tool for managing the business, financial flows and human resources of the company.

The purpose of this work is to consider the concept of a company's development strategy.

To achieve this goal, it is necessary to solve the following tasks:

consider the specifics of forming a development strategy;

consider the structure of the process of developing a company's development strategy;

The object of the study is the specifics of forming a company's development strategy.

The subject of the study is strategic planning.

This work was carried out on the basis of information obtained from educational and scientific literature of domestic and foreign authors, as well as from other sources: the Internet, periodicals, and the media.

1. Specifics of forming a company’s development strategy.

1.1. The purpose and strategy of the company's development.

The goal of a company is its future, this is what it wants to achieve.

The company's strategy is a set of political guidelines of the enterprise and long-term action programs within the framework of which it is planned to achieve the goal.

Thus, the goals and strategy of the company are a single complex, so the goal determines the strategy, and the strategy, in turn, determines the goal.

For example, the company Freling LLC produces furniture fittings.

Thus, the strategic goal of the company is to occupy 50% of the market share in supplying furniture manufacturers with fittings.

IN in this case, the strategy for achieving the goal involves expanding the company’s assortment, including fittings, furniture fabrics, foam rubber, etc., as well as stimulating sales through personal sales - the use of traveling salesmen 1.

But not all companies have their own potential to create the necessary inventories of goods and organize their agent network; in this case, not only the strategy, but also the goal must be revised.

Thus, the achievement of certain specific goals of an enterprise can be achieved by certain specific strategies, but the enterprise does not always allow its own potential to apply these strategies.

Basically, and most companies have a strategy and goals that regulate its activities.

The resulting complex: strategies and goals, sets the direction for the company to search for markets, plan costs, determine staffing, pricing, etc. But it is necessary to initially communicate to every employee of the company its goals and strategies so that they become common and form one whole to achieve them. After all, a company is one organism and the employee is its main organ.

The implementation of strategies frees top management from routine work and the need to make decisions on all minor issues, it creates the opportunity to delegate tactical decisions to middle management and field workers.

It is worth taking a look at Russian companies and we will see that for most of them main goal is to obtain the maximum possible profit, and strategy is already established methods of work and established traditions. In other words, there is nothing new, the strategy loses its effect, it allows any creativity of the staff, and scatters forces and resources 2 .

Goals are for “internal” use, and the manager, keeping in mind the goals of the enterprise, outlines strategies for achieving them. Strategies are communicated on a case-by-case basis to middle management, meaning generally the manager is unable to delegate or believes staff are incapable of doing so. Thus, the staff has their own ideas about the goals and strategies of the company, which guide their activities.

For example, the founders of the company Demfi LLC were unable to agree on the priorities of their business, and did not dare
tug at the company with multidirectional directives. As a result, they did not touch upon the issue of the company's development in communication with the manager, hoping that the company itself would find the right path in the market 3.

As a result of this decision, the goals themselves were determined at the middle management level, and part of the management team adopted one goal, another part - another. Thus, each group gained supporters at all levels of the hierarchy, and the enterprise went into overdrive, moving in two directions at once. A conflict arose that reached such proportions that it arose about the further existence of the company itself, and, of course, what kind of its development can we talk about/

A comprehensive company strategy is developed in the following cases:

Changes in the sales market, when, for example, a competitor appears with a new product that is better in characteristics and price.

Changes in the company's own capabilities, for example, the emergence of additional financing for business activities.

Changes in the composition of the founders and senior management.

Accessions new company, creation of a new direction of economic activity.

Achievement by the company of all previously outlined goals, and the need for new ones.

Strategic planning is the direct responsibility of the head of the company. Having purchased a strategy from consultants of consulting groups, you cannot be sure that it will be effective, although many mistakes can be avoided. The manager himself must develop it, since he is the one who knows the essence, problems and advantages of his company. He knows what development strategy it needs, and what is necessary for this, and it is he who is responsible for it.

Examples of strategic goals of companies 4 .

Banc One Corporation strategic goal -“Always be among the top three leaders in the financial market.”

Domino's Pizza strategic goal -“Fast delivery of hot pizza no more than 30 minutes after accepting the order. Reasonable prices, acceptable profits."

Ford Motor Company strategic goals- “To satisfy our customers by supplying high-quality cars and trucks, developing new types of products, reducing the time for industrial introduction of new vehicles, increasing the efficiency of all enterprises and production processes, creating partnerships with employees, unions, dealers and suppliers."

Alcan Aluminum strategic and financial goals –“Produce aluminum at minimal cost and keep the Standard and Poor Index above average.”

Bristol-Myers Squibb strategic goal -“Focus our efforts globally on those sanitary products in which we are number one or two, providing consumers with superior quality products” 5 .

1.2. Theoretical models and development strategy development.

The theoretical basis that allows one to apply some established methodology to determine strategies is not really very operational. Many argue that “there are rules for choosing a solution, but there are no rules for choosing these rules” 6.

The following theoretical developments may be useful in this case:

Kotler's marketing theory classifies the growth opportunities of an enterprise as follows:

Intensive growth. There is deep penetration into the market, increasing sales in the old market, entering new markets with the product, and improving the product.

Integration growth:

regressive integration, for example, the purchase of bankrupt enterprises, supplier companies;

progressive integration - purchase of wholesale distributors;

horizontal integration - the purchase of competitors' enterprises.

Diversification growth:

concentric diversification - distribution of new products through established sales channels;

horizontal diversification offering new products to the old market through new sales channels;

conglomerate diversification introduction of new products in new markets 7 .

In modern Russian practice, the strategy of deep market penetration is popular among companies. As a result of increasing competition in the market, saturation and oversaturation of the sales market, this strategy is more like a survival strategy.

The strategy of deep penetration into the market requires high organization, since it requires constant analysis of the market, competitors, consumers, and intermediaries.

The strategy of expanding market boundaries is rarely used in Russia. This is due, first of all, to the low quality of the product produced. This strategy requires adequate market segmentation, professional research into the needs of new consumer groups, and the parameters of distribution channels available on the market.

Strategy is the pattern of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization.

Certain areas of business, goal setting, determination of short-term and long-term goals (programs), determination of a strategy for achieving a goal form a strategic plan.

The main components of the company's strategy are shown in Figure 1.

Figure 1 - Main components of the company's strategy

Strategy formulation is influenced by various external and internal factors(Figure 2).

Determining the purpose of the company is the starting point of strategic management. It forms the context in which strategy is formed. The definition of purpose contains three elements: a definition of the company's business; corporate goal setting; definition of corporate philosophy.

Figure 2 - Groups of factors influencing the formation of a company's strategy

A strategy is a detailed, comprehensive, comprehensive plan. It should be developed from the perspective of the entire corporation rather than the individual. It is rare that the founder of a company can afford to combine personal plans with the organization's strategy.

The strategy involves the development of reasonable measures and plans for achieving the intended goals, which should take into account the scientific and technical potential of the company and its production and sales needs. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze huge amount information about sectors of the national economy, market, competition, etc. In addition, a strategic plan gives a firm a sense of identity that allows it to attract certain types of employees and help it sell products or services. Strategic plans must be designed in such a way that they not only remain coherent over time, but also remain flexible. The overall strategic plan should be viewed as a program that guides the firm's activities over an extended period of time, subject to constant adjustments due to the constantly changing business and social environment.

V.S. Efremov defines strategic planning as the process of determining an organization's strategy by establishing its mission, analyzing strategic positions, studying internal and external factors and actions that can lead to the achievement, retention, development and capitalization of competitive advantages. The process of strategic planning involves the strategic decision maker searching for answers to a number of questions.

A.I. Ilyin describes the most important goal of strategic planning as providing innovations necessary for the life of the enterprise. Strategic planning is a tool with the help of which a system of goals for the functioning of an enterprise is formed and the efforts of the entire team are combined to achieve it. As a process, strategic planning involves four activities: resource allocation; adaptation to the external environment; coordination and regulation of economic processes; organizational changes .

Strategic planning at the micro level, as confirmed by foreign practice, is the basis for the interaction of many internal and external economic processes, factors and phenomena.

Firstly, the strategic plan sets promising directions for the development of the enterprise, determines the main activities of the organization, and allows it to be linked to unified system marketing, design, production and financial activities, and also allows you to better understand the structure of needs, the processes of planning, promotion and sales of products, the mechanism of formation of market prices.

Secondly, it sets specific and clear goals for each division and the entire organization that are consistent with the overall development strategy of the enterprise.

Thirdly, it ensures coordination of the efforts of all functional services of the organization.

Fourthly, strategic approach encourages a firm's managers to better assess their strengths and weaknesses in relation to competitors, opportunities, constraints, and environmental changes.

Fifth, the plan defines the organization's alternative actions for the long term.

Sixth, it creates a basis for the allocation of limited resources.

Seventhly, it demonstrates the importance of the practical application of the basic functions of planning, organizing, managing, monitoring and evaluating the activities of an enterprise as a unified system of modern management.

The process of strategic planning at enterprises includes the implementation of the following interrelated functions:

Determination of long-term strategy, basic ideals, goals and objectives for the development of the enterprise;

Creation of strategic business units in the enterprise;

Justification and clarification of the main goals of conducting market research;

Carrying out situational analysis and choosing the direction of economic growth of the company;

Development of a basic marketing strategy and integrated production planning;

Choice of tactics and refined planning of ways and means: achieving the assigned tasks;

Monitoring and evaluating the main results, adjusting the chosen strategy and methods of its implementation.

The strategic planning scheme, most often used in domestic enterprises, has the following structure (Figure 3).

Figure 3 - Scheme of strategic planning at the enterprise

Each stage has its own specific content for specific enterprises. During the strategic planning process, the main goals of the enterprise are established by top management and agreed upon by all departments.

Planning services offer each division options for initial indicators of gross and retained (net) profit for the long term. After considering them, the units put forward their proposals and, thus, create the necessary prerequisites for developing common goals of strategic planning. The approved plans provide for the general goals of the enterprise, its place in the market, organizational management structure, financial results, etc. .

Thus, the main task of strategic planning in enterprises is to justify the most important goals and develop the correct strategy for long-term development. In modern planning theory, it is customary to distinguish eight main areas of activity, within the boundaries of which each enterprise determines its main goals. These areas are the company's position in the market, innovation, productivity level, availability of production resources, degree of stability, management system, personnel professionalism and social responsibility.

The choice of the goal of the enterprise strategy forms the basis of independent planning management activities managers. In strategic planning, enterprises can use strategies such as product development, production stabilization, market penetration, cost reduction, price changes, as well as target strategies: marketing, production, financial, competitive, and so on. At Russian enterprises, the strategy of survival has become widespread; at foreign enterprises, it is to gain market leadership.

Strategic planning, according to O.S. Vikhansky, is a set of actions and decisions taken by management that lead to the development of specific strategies. These strategies are designed to help organizations achieve their goals. The strategic planning process is a tool that helps provide a framework for managing an enterprise. Its task is to sufficiently ensure innovations and changes in the organization of the enterprise. Thus, there are four main types of management activities within the strategic planning process:

Allocation of resources, mostly limited, such as funds, management talent, technological expertise;

Adaptation to the external environment (all actions of a strategic nature that improve the company’s relationship with its environment. Here it is necessary to identify possible options and ensure that strategy is effectively adapted to environmental conditions. Such activities can take place through the improvement of production systems, interaction with the government and society as a whole, etc.);

Internal coordination (coordinating strategic activities to reflect the firm's strengths and weaknesses in order to achieve effective integration of internal operations);

Awareness of organizational strategies (implementing a systematic development of management thinking by creating an organization that can learn from past strategic mistakes, that is, the ability to learn from experience).

Strategic planning sets long-term directions for the development of an enterprise, determines the main types of its activities, and makes it possible to link marketing, design, production and financial activities into a single system. The strategic plan ensures the enterprise's adaptation to the external environment, the distribution of resources and internal coordination of activities in order to identify strengths and weaknesses.

The time period of a strategic plan for different enterprises may be different and what is long-term for one enterprise may be short-term for another.

Strategic planning at enterprises should be aimed at their long-term development and achieving high rates of economic growth. Development is a process in which the capabilities and desires of an enterprise increase to satisfy its desires and needs of consumers. Thus, strategic planning is designed to ensure the necessary economic growth and the desired level of development of the enterprise for the upcoming long-term period.

Control of strategy implementation is the logical final process carried out in strategic management. It provides sustainable feedback between the process of achieving goals and the actual goals facing the organization.

Any company needs a strategic development plan, even if its management has not yet thought about it. Let's talk about what a strategic enterprise development plan is, what it consists of, and what tools to use to draw it up.

What is this article about?:

There is always a strategy, even when the manager doesn’t think about it at all. Even small businesses have their own strategic goals, such as “try to repeat everything that industry leaders do” or “monitor the main trends and adapt to them.” The larger the enterprise, the higher the cost of management mistakes, the more necessary it is to know your strategic goals and the paths leading to their achievement.

What is a strategic plan

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

The situation is different if there is only operational planning. Everyone seems to be working, everyone is busy, some problems are constantly being solved. It’s just not clear why these problems keep popping up all the time, the enterprise is marking time, and any changes in the external situation each time become at least a cause of emergency work, and even almost put the future of the organization at risk.

Purpose of the strategic plan

The strategic plan systematizes long-term target parameters, establishing the relationship between market indicators that need to be achieved, production tasks that need to be solved, and the financial resources necessary for all this.

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

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

Financial strategy includes investment policy, sources of financing, dynamics of changes in interest rates and exchange rates, forecast long-term and medium-term budgets, target performance indicators for both the enterprise as a whole and by type of assets.

A strategic development plan should not only state goals, but also justify their choice. It is desirable that the action strategy be methodologically justified. You can also rely on a manager's intuition, but more often than not, good business intuition is a fusion of experience and education.

Determining the starting point for strategic planning

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

A better way to analyze the current state of an enterprise than SWOT analysis has not yet been invented. Method name (abbreviation English words: strengths - strengths, weaknesses - weaknesses, opportunities - opportunities, threats - threats) speaks for itself. It consists in identifying four groups of factors: the strengths and weaknesses of the organization, opportunities and threats from the external environment.

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

An example of using SWOT analysis for strategic planning

How powerful this tool is can be demonstrated by this example of a consultation with the management of one of the security system integrator companies. This was in 2012: the ruble was very “strong”, sales of foreign-made cars were breaking new records, there was no sign of a crisis. An express analysis of the enterprise and industry was carried out exclusively based on publicly available data: the company’s website and several specialized publications on this topic. After that, the SWOT analysis method was applied, which at that time identified the key factors:

Strengths:

• strong positions in the market, with a high entry barrier for new participants;
• relatively low competition in this service segment;
• relatively high share of the cost of services compared to the cost of equipment in the total market.

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

Possibilities of the external environment:

• annual market growth until 2015 by at least 10%;
• broadcasting services to regional markets(where development is expected) through clients with a branch network;
• development of specialized software and equipment made in Russia;
• strengthening legislative requirements for safety in the most different areas activities and industries;
• constant increase in the relevance of ensuring information and environmental security.

External threats:

• a possible increase in prices for foreign software and equipment, which is critical for a number of services;
• economic decline in a number of industries that are consumers of security services;
• trend towards consolidation of market participants;
• problems with financing large long-term projects;
• decreased margins due to increased customer demands.

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

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

Definition of market strategy

The answer is not always obvious; often developing a strategic plan requires additional effort. To answer the questions of a SWOT analysis, it is necessary to separately determine the company’s position in the market, the direction of development of the production program and the competition strategy.

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

From a marketing perspective, these stages correspond to a combination of the enterprise’s market share and market growth rate:

1. Low market share of the enterprise with its rapid growth.
2. The company's growing share in a fast-growing market.
3. Large share in a depressed market.
4. Low share of the company's products in a depressed market.

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

1. Low inflow with high investment requirements.
2. Growing income and high need for investment.
3. High income without investment (hence the name “cash cows”).
4. Decrease in income in the absence of investment.

Despite the simplifications and conventions of this methodology, it helps to quite easily determine the strategic line of development.

Assessing risks and opportunities when preparing a strategic plan

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

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

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

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

Competitive strategy

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

The Thompson-Strickland matrix serves the same purpose, in a sense combining the approaches of previous methods. Depending on the combination of market growth rate and strength competitive positions enterprises form twelve strategy options.

These methods can be criticized for their shortcomings, which they are not without. But, be that as it may, the use of even one, or better yet several of these methods, will certainly give a clear understanding of the company’s real position in the market, as well as a set of possible strategies.

Business model

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

A business model is, perhaps, the key document of the organization’s strategic development plan, in which all goals and objectives are presented in the form of specific figures by which the enterprise will live and implement its strategic goals. What is measurable is doable.

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

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

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

• emerging taxes;
• dynamics of interest rates and inflation;
• timing and volumes of financing, etc.

As a result, you should get a forecast balance, plans for income and expenses, movements Money and investments broken down by year and month.

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

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Course work

Completed by: Matsyuk S.S., E-962

Ministry of General and Vocational Education

Kemerovo State University

Department of Management

Kemerovo

Introduction.

The importance of strategy to enable a firm to survive competition over the long term has increased dramatically in recent decades. Accelerating changes in the environment, the emergence of new demands and changing consumer attitudes, the emergence of new business opportunities, the development of information networks, widespread availability modern technologies, the changing role of human resources, and other reasons have led to an increase in the importance of developing an organization development strategy.

The word "strategy" is of Greek origin and means "the art of deploying troops in battle" or "the art of the general." This military term has widely entered into the everyday life of specialists, theory and practice of management. In management, strategy is considered as a long-term, qualitatively defined direction of development of an organization, relating to the scope, means and form of its activities, the system of relationships within the organization, as well as the organization’s position towards the environment, leading the organization to its goals. Strategy is a set of rules that guide an organization when making management decisions to ensure the implementation of the mission and achievement of the organization's business goals.

There is no single strategy for all organizations. Each organization is unique in its own way, therefore the process of developing a strategy is different for each organization, because depends on the organization’s position in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or services provided, the state of the economy, the cultural environment, etc.

The essence of strategic management is that in an organization, there is clearly organized comprehensive strategic planning to ensure the development of a long-term strategy to achieve the company's goals and the creation of management mechanisms for implementing this strategy through a system of plans.

Structurally, the work can be presented in two parts. The first part contains theoretical aspects of the organization's development strategy. Issues such as strategic management of an organization, strategic planning and the concept of multi-level development of an organization are considered.

The second part examines the development strategy of the recently formed non-profit organization “Siberian Marketing Association” in Kuzbass - its goals and objectives, the functions it performs, the potential that this organization has to solve the tasks assigned to it.

Chapter 1. Organizational strategy. Strategic management of the organization.

Strategic management is the management of an organization that is based on human potential as the basis of the organization, it focuses production on consumer needs, carries out flexible regulation and timely changes in the organization, in accordance with changes in the environment and allows it to achieve competitive advantages, which allows the organization to survive and achieve its goal in the long term.

In a highly competitive and rapidly changing environment, firms must not only focus on the internal state of affairs, but also develop a long-term behavioral strategy that would allow them to keep up with changes occurring in their environment. Practice shows that, as a rule, there is no strategic approach in the actions of organizations, which often leads to defeat in the market struggle. This is due to the fact that, firstly, organizations plan their activities based on the fact that the environment will not change, or there will be no qualitative changes in it. Secondly, planning begins with an analysis of the organization's internal capabilities and resources.

Strategic management can be considered as a set of five interrelated management processes:

environmental analysis

definition of mission and goals

choice of strategy

strategy execution

assessment and control of implementation

Environmental analysis is generally considered the initial process of strategic management because it provides the basis for defining the mission and for developing strategies. Analysis of the environment involves studying its three parts:

1. Analysis of the macroenvironment. Includes studying the influence of such environmental components as the state 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.

2.Competitive environment. It is analyzed according to its five main components: competitors within the industry; buyers; suppliers; potential new competitors; manufacturers of possible replacement products. Each of these five competitive entities is analyzed from the point of view of competitive strength and competitive capabilities.

3.Analysis of the internal environment. It reveals those internal capabilities and the potential that a company can count on in competition in the process of achieving its goals, and also allows you to better understand the goals of the organization and more accurately formulate the mission. It is important to always remember that the organization not only produces products for the environment, but also ensures the existence of its members, providing them with work, the opportunity to participate in profits, creating for them social conditions etc. The internal environment is analyzed in the following areas: the company’s personnel, their potential, qualifications, interests, etc.; Scientific research and development; production, including organizational, operational and technical and technological characteristics; company finances; marketing; organizational culture.

Defining mission and goals, considered as one of the processes of strategic management, consists of three subprocesses - determining the mission of the company; defining long-term goals; defining short-term goals.

The main overall purpose of the enterprise - the clearly expressed reason for its existence - is designated as its mission. Goals are developed to achieve this mission.

The mission details the status of the enterprise and provides direction and guidance for defining goals and strategies at various organizational levels. The mission statement of the enterprise should contain the following:

figuring out which entrepreneurial activity the company is engaged in;

determination of the company's operating principles under external pressure;

identifying the company culture.

Some leaders do not care about choosing and articulating the mission of their organization. For them, this mission seems obvious - making a profit. But if we think carefully about this issue, then the inadequacy of choosing profit as the overall mission becomes clear, although it is undoubtedly an essential goal.

Profit is a completely internal problem of the enterprise. Since the organization is open system, she can ultimately survive only if she satisfies some need outside herself. To earn a profit, a company must monitor the environment in which it operates. Therefore, it is in the environment that management looks for the overall goal of the organization.

A long-term goal has a planning horizon of approximately five years. A short-term goal in most cases represents one of the organization's plans that should be completed within a year.

Goals will be a significant part of the strategic management process only if they are correctly formulated, known to employees and accepted by them for execution. The strategic management process will be successful to the extent that senior management is involved in setting goals and to the extent those goals reflect management's values ​​and the firm's realities.

Defining the mission and goals of the company leads to the fact that it becomes clear why the company operates and what it strives for. Knowing this, you can choose a better strategy of behavior.

Analysis and choice of strategy. This process is considered the core of strategic management. With the help of special techniques, the organization determines how it will achieve its goals and realize its mission.

Determining a strategy for a firm fundamentally depends on

the specific situation in which the company finds itself. However, there are

some general approaches to strategy formulation and some

the general framework within which strategies fit.

When determining a company's strategy, management is faced with three main questions related to the company's position in the market: which business to terminate; what business to continue; what business to go into. The first area is related to leadership in minimizing production costs. The second area of ​​strategy development is related to specialization in product production. The third area of ​​strategy definition relates to the fixation of a particular market segment and the concentration of the firm's efforts on the selected market segment.

All the variety of strategies that are commercial and non-profit organizations demonstrate in real life, are various modifications of several basic strategies, each of them is effective when certain conditions and the state of the internal and external environment, so it is important to consider the reasons why an organization chooses one strategy rather than another.

Limited growth. This strategy is used by most organizations in established industries with stable technology. With a limited growth strategy, development goals are set “based on what has been achieved” and adjusted to changing conditions.