Strategic planning of an enterprise is a company's reaction to objective circumstances obtained as a result of its own activities and interaction with a constantly changing external environment. It is based on the real capabilities of the company, including resources (tangible and intangible).

Characteristics and essence of planning

Strategic planning and integrated management of the organization make it possible to develop a model of the future, where the global and local goals of the enterprise (at different time periods) and the concept of long-term development in the current economic conditions are predetermined. Moreover, it is the direction, and not the observance of the time frame, that occupies the leading role here.

This plan takes into account the capabilities of the company and its chances for the future. This planning is a continuous adaptive process with constant adjustments as a result of the external environment (for example, changes in legislation regarding the field of activity) due to high-quality internal coordination.

Areas of improvement

An integrated planning strategy in an enterprise is an organization of business processes aimed at improving the efficiency of a company in four areas (at a minimum):

• determination of competitive advantages in a free unregulated market;
• internal structural transformations;
• optimization of financial activity;
• operational innovations.

The desired effect of business planning will be obtained only if these areas are fully integrated.

Features of strategic planning

The strategic development plan is the main document of the company, which can become the basis for any process. It is he who sets the control parameters of the activity, which will then be necessarily checked.

If we compare it with a regular business plan, then strategic developments are more long-term and global, but the information contained in it is less relevant. Also, due to the analysis of large time periods and the coverage of a large amount of data in the strategic plan, there is a less detailed study of an individual action.

The strategic and tactical types of planning at the enterprise differ in that in the first case, what the company wants to achieve is being developed, and the features of the external environment, of course, are taken into account, but remain in the background. But in the tactical plan, certain functional decisions and ways of distributing the company's available resources are signed. It is based on specific numbers and indicators and solves (in most cases) internal organizational problems, and therefore its implementation is easier to track.

Key features of strategic planning include:

• the relationship of the functional divisions of the company (departments of marketing, personnel, production, etc.);
• distribution and redistribution of resources in conditions of their limitation;
• introduction of innovative developments (if the company's activities provide for it);
• development of alternative solutions to the problem;
• a systematic approach to assess the strengths and weaknesses of the company;
• comprehensive development of operational actions to achieve a future effect.

Development

Depending on the level of development of the enterprise, a certain strategic development plan is developed. There is no unified form of this document, since it is individual for each company and is based not only on the business objectives, but also on the management's idea of ​​the need to organize the external environment.

The introduction of modern electronic planning systems does not require the development of a detailed strategic development scheme (during its design it may become obsolete), it is enough to have a thesis idea of ​​the company's strategy. If it is not possible to characterize the direction of the enterprise in a few sentences, then the possibility of implementing the idea tends to zero. The presence of clearly defined tasks and the formation of stages of their production implementation allows:

1. synchronize the work of all company personnel;
2. exclude the possibility of any disputes;
3. reduce the risk of bottlenecks;
4. monitor the progress of the task in real time.

Planning methodology

All methods for developing a strategic plan consist of the following positions:

• analysis of the investment attractiveness of the market industry, which will form the basis of the strategic planning of the enterprise;
• determination of the company's position in the industry;
• goal setting;
• construction of a scenario strategic map for each level of development;
• study of the conjuncture of supply and demand in the domestic and foreign markets for the sale of products;
• financial assessment of possible alternative development paths;
• forecasting the future of the company;
• carrying out a complex of works to achieve the intended goals.

goal setting

Goal setting requires concretization with the definition of long-term targets. The firm must not only maintain, but also increase its market share. The value of its shares should rise along with the investment attractiveness of the enterprise.

If possible, the company should increase the number of suppliers of raw materials, materials and components so as not to depend on one partner. Also, the enterprise in the long term should determine the strategic development guidelines:

• allocation of separate business units;
• disbandment of departments and transfer of their functions to outsourcing;
• change in the organizational structure of the enterprise;
• increasing the company's social responsibility;
• search for major shareholders, etc.

Shaping the image of the company in the future

The image of the enterprise must be realistic and based on the company's existing capabilities (its potential), industry development trends, existing threats, etc. The organization must comply with the intended strategy.

Two approaches to strategizing

In the current economic situation on the market, there are two approaches to strategic planning of the organization's productive activities:

1. formalized;
2. non-deterministic.

The first campaign is characterized by constant pressure and the implementation of formalized instructions and rules. It is effective in applying for the first steps of the company in the market, when the organization is not stable, does not have its own distribution channels and a formed backbone of employees.

The second method is more flexible and allows you to optimize resource use due to the rational behavior of personnel and enterprise management, taking into account the specified parameters. It is especially suitable for crisis periods when the market situation changes daily.

Rules for drawing up strategic plans

At the very beginning of development, it is necessary to determine and justify:

• goals (the end result of development in a limited time);
• tasks (management decisions aimed at the implementation of a certain strategy).

And then you need to start directly from them. Strategic planning should be determined by the analysis of the external environment, so that in the future the company can gain a foothold in the market. After all, it is these data that make it possible to establish the types of manufactured products, the technologies used, operational methods and possible distribution channels in order to gain a certain advantage over competitors.

The plan should cover not only the large-scale goals of interaction with partners, suppliers and customers, but also form the internal policy of the company.

Planning steps

The organization of complex strategic planning at the enterprise is carried out in several stages. If necessary, each of them can be an independent business process.

Diagnostics

At this stage, a general study of the environment of the enterprise takes place:

• analysis of market needs based on its segmentation;
• definition and description of activities of competitors;
• study of changes in environmental factors;
• assessment of supply and demand levels;
• emphasizing the strengths of the enterprise (with the definition of shortcomings, but they remain in the shadows).

Orientation

The stage is characterized by the installation of markers of the direction of the enterprise: mission and goals for different levels with the definition of deadlines.

Strategic Analysis

Here, the desired results are evaluated in the mode of existing data. Evaluate changes that affect the existing strategy. Possible options for threats to destroy the enterprise are determined (including due to targeted actions of competitors). Factors for achieving a positive result are also highlighted. Based on this information, the company's place in the modern market is determined. Then a possible strategy for the development of the organization is formalized and visualized.

Economic calculations

The process of strategic planning of an enterprise is inextricably linked with the financial benefit from the applied business processes. To implement a particular system in the company's activities, it is necessary:

• set the required resources;
• calculate the cost of 1 ruble of products;
• suggest possible alternatives.

The strategy will be put into circulation if its effectiveness and profitability are proven.

Development of a program of action

Based on the chosen strategy, an ordered series of ongoing actions is developed, the implementation of which is necessary for the effective development of the business. As part of this stage, tasks are analyzed with the establishment of their order and the required resource component. Also, a schedule of priorities for the upcoming work is being developed and the necessary tools are being sought for the implementation of the plan.

Budgeting

At this stage, the cost of implementing the strategy is estimated and the available resources are allocated. With their shortage, ways of investing and lending are being developed.

Plan adjustment and monitoring

Once a resource limit has been set, some plans require slight adjustments. It is conducted in real time based on the organization's actual implementation of the milestones.

Conclusion

It is not yet clear whether it is mandatory for every enterprise to carry out multi-stage strategic planning. Some companies manage to avoid piling up additional structures, but this is more typical for representatives of small (sometimes medium) businesses. You can read more about this in the scientific work of S. N. Grachev (download

strategic plan is the main type of plan. Its purpose is to determine goals, production programs, innovation programs, strategies, formation and use of consumed resources. All activities of the enterprise reflects the strategic plan. It should be developed based on the use of modern planning methods, be comprehensive and scientifically substantiated. The strategic plan is developed for several years, i.е. it is oriented in time. It can be a plan for 3-5 or more years. It depends on the duration of the implementation of the strategy and the complexity of production. The main elements of strategic planning are the definition of goals and the choice of the best option for implementing the strategy, as well as programs for implementing the best option.

Having completed the development of the strategic plan, it should be evaluated with the compilation of a summary table of the main technical and economic indicators.

With the help of strategic planning, a system of goals for the functioning of the enterprise is formed and the efforts of the entire team are combined to achieve it. To provide the innovations necessary for the life of the enterprise is the most important task of strategic planning. Strategic planning includes four types of activities. These include: distribution of resources, coordination and regulation of business processes, adaptation to the external environment, organizational changes.

The strategic plan, unlike tactical and operational plans, does not have a rigid structure. Each enterprise approaches the choice of its sections and indicators individually. Recently, however, a generally accepted hypothetical structure of the strategic plan has appeared, which makes it possible to judge how an enterprise and its structural divisions manage their resources.

The strategic plan includes the following sections:

• products (services);
• markets;
• resources;
• corporate mission;
• competition;
• business "portfolio";
• innovation, investment.

Strategic planning process includes the following:

• defining the mission of the organization;
• definition of goals and objectives of the company;
• analysis of the external environment and assessment of its impact on the functioning of the organization;
• analysis of the internal environment and assessment of its impact on the company's activities;
• analysis and development of strategic alternatives;
• definition and implementation of the functioning strategy;
• evaluation and monitoring of the implementation of the strategy.

On fig. 4.1 the main stages of strategic planning are presented.

Rice. 4.1.

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

The level to which it is necessary to bring customer service activities should correspond to the goals and objectives of the enterprise. They should create motivation for people working in the company. There are a number of areas in which companies set their goals. These include:

• production capacity of the enterprise;
• products (nomenclature, assortment, quality indicators, competitiveness, R&D costs, terms of development and development, etc.);
• enterprise income (income amount, profit, earnings per share, etc.);
• enterprise resources, including financial, material, labor (structure and value of fixed and working capital, enterprise assets, accounts payable and receivable, etc.);
• efficiency (costs, prime cost, profitability, productivity, material consumption, etc.);
• market position (market share, sales volume, relative market share, share of individual products, etc.);
• organizational changes at the enterprise (regarding the staffing table, production structure, functional duties of employees, etc.);
• quality of work with customers (speed of service, number of complaints, number of claims and complaints, etc.);
• social responsibility of the company (charitable activities, environmental protection, etc.);
• needs of employees (remuneration, working and rest conditions, social development of the team);
• development of the company (growth rate of economic activity).
• 3.Analysis and assessment of the external environment. When analyzing the external environment, the following components are examined: the macro environment and the immediate environment. Analysis of the macro environment includes the study of the impact on the company of such environmental components as the state of the economy, political processes, legal regulation, natural environment and resources, scientific and technological level, social and cultural components of society, infrastructure, etc. The immediate environment is analyzed in terms of the following new components: buyers, suppliers, competitors, labor market, financial and credit organizations, etc.
• 4. Analysis and evaluation of the internal structure of the enterprise. An analysis of the internal environment determines the internal capabilities and potential that a company can count on in a competitive struggle in the process of achieving its goals. The internal environment is investigated in the following areas: research and development, production, marketing, resources, product promotion. The analysis carried out in strategic planning allows you to identify threats and indicate the opportunities that may arise in the external environment in relation to the enterprise, the strengths and weaknesses that it has. The following methods are used to analyze the external and internal environment in strategic planning: SWOT, the Thompson and Stickland matrix, the Boston Advisory Group matrix, etc.
• 5. Development and analysis of strategic alternatives. This is the main process of strategic planning, as it is here that decisions are made about how the firm will achieve its goals and realize the corporate mission. The content of the strategy depends on the situation in which the company is located. But there are also general approaches to the formation of a strategy. When developing a strategy, a company usually faces three questions: what activities to stop, what to continue, what business to go into?

The adopted strategy serves as the basis for drawing up the strategic plan. Depending on the chosen strategy, the strategic plan can be offensive or defensive. The offensive plan assumes the business development of the enterprise. It is created by large companies with high potential, such a plan involves the development of new products, entering new markets, significant investments in expanding economic activities, etc. The defensive plan is aimed at maintaining the positions achieved in the market and contains measures that prevent the negative consequences of the market and the bankruptcy of the enterprise.

The main directions of strategy formation in the modern economy are the following:

• specialization in the production of a certain type of product (service);
• achievement of leadership in the field of minimization of production costs;
• fixing a certain market segment and concentrating the firm's efforts on this segment.
• 6. Choice of strategy. An effective strategic choice provides for a clear, shared concept of the company's development. Therefore, the strategic choice made by the head of the enterprise must be definite and unambiguous. At this stage, of all the strategies considered, one should be chosen that meets all the needs of the enterprise to the greatest extent.
• 7. Implementation of the strategy. Execution of the strategic plan is a critical process, as the actual plan leads the company to success. But it also happens the other way around: a strategic plan can “fail” if measures are not taken to implement it. In this case, enterprises are unable to implement the chosen strategy. The reasons for this are as follows:
  • incorrect analysis and erroneous conclusions;
  • the inability of the company to involve its internal potential in the implementation of the strategy;
  • unforeseen changes in the external environment.

For the successful implementation of the strategy, the following requirements must be met:

• the goals and activities of the strategy should be well structured, communicated to employees and accepted by them;
• the action plan for the implementation of the strategy should be clear and provided with all necessary resources.
• 8. Evaluation and control of the strategy. It determines the state of the company, what strategies it implements and how effective they are. Having assessed the foregoing, it is necessary to conduct a comparative analysis of the industries and markets in which the enterprise operates in order to assess the risk, their potential profitability and to identify how the company's existing business strategy corresponds to the opportunities and specifics of managing in these industries.

The final process in strategic planning is the evaluation and control of the implementation of the strategy. This process provides feedback between the process of achieving the goals of the strategic plan and the goals themselves. To ensure such compliance, it is necessary to solve the following tasks:

• determine the system of controlled parameters;
• assess the state of the parameters of the controlled object;
• find out the reasons for deviations of the object parameters from the accepted standards, norms and other standards;
• adjust, if necessary, the indicators of the plan or the progress of the strategy.

The main task of such control is to find out how the implementation of this strategy leads to the achievement of the company's goals. Adjustment based on the results of strategic control can relate to both the strategy and goals of the company, in contrast to operational control, in which the goals of the current plan are unshakable.

Modern economists distinguish four strategic alternatives. These strategies include:

• concentrated (limited) growth strategy. It includes those strategies that are associated with a change in the product and (or) market and do not affect the industry, technology, position of the company within the industry. The main types of strategies in this group are:
• service or product development strategy;
• strategy for strengthening the market position;
• market development strategy;
• integrated growth strategy, which can be realized with a significant increase in the rate of sales compared to the previous period of time. It is customary to distinguish two main types of such strategies: the strategy of previous vertical integration and the strategy of reverse vertical integration. The first strategy is to create or establish control over organizations that are between the enterprise and the final consumers of its goods and services. At the same time, the second is aimed at increasing the growth rate of the organization through control over suppliers;
• diversified growth strategy, which can be used if the organization is not able to develop in this industry in the market with its products. The main strategies of this group:
  • - the strategy of concentric diversification - the production of new types of products based on existing production;
  • - a strategy of horizontal diversification - an increase in the growth rate of the organization in the existing market through the development of the production of new types of products that require new technologies;
  • - the strategy of conglomerate diversification - the expansion of the company through the production of fundamentally new products sold in new markets;
• reduction strategy. It occurs when it is necessary to restructure after a long period of growth or to improve the efficiency of the organization during a recession. The following four types of such a strategy are distinguished:
• - liquidation strategy (this type of strategy is used in case of impossibility of further business);
• - quick success strategy (used in the absence of business prospects, when the company cannot be sold at a profit, but it can bring good results at the moment);
• - cost reduction strategy (is to reduce costs and reduce the cost of doing business, which are of a temporary nature);
• - reduction strategy (involves the closure of one or more of its branches or offices in order to change the structure of the business).

It is important to emphasize that an organization can simultaneously use several types of strategies at once, both in parallel and sequentially.

• Defining the mission of the enterprise. At this stage, the meaning of the existence of the enterprise, its purpose, role and place in the modern economy are established. In foreign literature, this is usually called a corporate mission, or a business concept. It characterizes the direction in the business that the company is oriented to, based on market needs, product features, the nature of consumers, and the presence of competitive advantages and barriers.

Strategic planning in the enterprise- this is the basis of strategic management, the establishment of directions for the organization's activities for certain periods of time (most often from a year to 10 years).

In the 70-90s. 20th century many organizations have chosen the path of decentralization of management and on-farm planning. The planning of scientific and technical (research, development of new generations of equipment and basic technologies) and financial policy (investments, loans, issuance of shares, purchase and sale of property and securities in significant amounts) remained in the responsibility of the management of companies.

Strategic planning at the macro level is engaged in forecasting structural shifts and basic proportions in the economy of the country as a whole or its large region.

Strategic planning at the micro level - the development of the scientific and technical level of production and the competitiveness of the company as a whole, the assessment of investments, their payback, profit and its distribution, as well as the assessment of the production process of specific goods from the purchase of raw materials to the sale of finished products and services.

The main goal of strategic planning in the enterprise- coordination of various directions of development of the company in predetermined periods of time.

Implementation of the plan is a means of effectively organizing the work of the organization. The plan should be adjusted according to the market situation. The performance of departments is assessed not by the percentage of fulfillment, let alone overfulfillment of plans, but by the fulfillment of delivery schedules, product quality (the number of defects per 100 products), the use of production capacity, the level and dynamics of production costs and profits (at intracompany settlement prices for parts, semi-finished products , services, etc.).

Composition of the strategic plan:
1) long-term forecast for 6-15 years (reasonable probabilistic assumption about changes in the structure and demands of the market, equipment and technology, production and their socio-economic consequences);
2) development plan for 3–5 years, broken down by years;
3) targeted programs for solving the most important problems.

The structure of the strategic 5-year plan.
1. Development goals of the organization.
2. Investments and renewal of production.
3. Directions for improving the use of resources.
4. Improving management.
5. Problems of increasing the competitiveness of the organization and ways to solve them.
6. Distribution of resources between the structural units of the company and the strategic projects of the organization.
7. Perspective landmarks of the company and tasks for its structural units in terms of production efficiency.

Stages of strategic planning at the enterprise.
1. Forecast of the development of the organization based on marketing research and assessment of its competitiveness.
2. Disclosure of the main problems that hold the improvement of market positions, substantiation of options for their resolution, assessment of the likely consequences of a particular choice.
3. Development of a long-term plan that sets development goals and related regulatory indicators.
4. Target programs for strategic areas of management.

is a set of actions, decisions taken by management that lead to the development of specific strategies designed to achieve goals.

Strategic planning can be represented as a set of management functions, namely:

• allocation of resources (in the form of company reorganizations);
• adaptation to the external environment (on the example of Ford Motors);
• internal coordination;
• awareness of the organizational strategy (for example, management needs to constantly learn from past experience and predict the future).

Strategy is a comprehensive, comprehensive plan designed to ensure the implementation and achievement of its objectives.

Key points of strategic planning:

• the strategy is developed by top management;
• the strategic plan must be supported by research and evidence;
• strategic plans should be flexible so that they can be changed;
• planning should be useful and contribute to the success of the company. At the same time, the costs of implementing measures should be lower than the value of the benefits from their implementation.

Strategic planning process

There are the following stages of strategic planning:

- the general basic purpose of the organization, a clearly expressed reason for its existence. The Burger King fast food restaurant chain provides people with inexpensive fast food. This is implemented in the company. For example, hamburgers should be sold not for 10, but for 1.5 dollars.

The mission statement can be made on the basis of the following questions:

• What kind of business activities does the company engage in?
• What is the firm's external environment that determines its operating principles?
• What type of working climate within the firm, the culture of the organization?

The mission contributes to the creation of customers and the satisfaction of their needs. The mission must be sought in the environment. Reducing the mission of the enterprise to "making a profit" narrows the scope of its activities, limits the ability of management to explore alternatives for decision making. Profit is a necessary condition for existence, an internal need of the company.

Often a mission answers two basic questions: who are our customers and what needs of our customers can we meet?

The nature of the leader affects the mission of the organization.

Goals— are developed on the basis of the mission and serve as criteria for the subsequent process of making managerial decisions.

Target characteristics:

• must be specific and measurable;
• time-oriented (deadlines);
• should be achievable.

Assessment and analysis of the external environment. It is necessary to evaluate the changes affecting the organization, threats and competition, opportunities. There are factors at work here: economic, market, political, etc.

Management survey of the internal strengths and weaknesses of the organization. It is useful to focus on five survey functions: marketing, finance, operations (manufacturing), human resources, culture, and corporate image.

Exploring strategic alternatives. It should be emphasized that the company's strategic planning scheme is closed. The mission and procedures of the other stages should be constantly modified in accordance with the changing external and internal environment.

The main strategies of the organization

limited growth. Applied to mature industries, when satisfied with the current state of the company, low risk.

Height. Consists of an annual significant increase in the indicators of the previous period. It is achieved through the introduction of new technologies, diversification (expansion of the range) of goods, the capture of new related industries and markets, and the merger of corporations.

Reduction. According to this strategy, a level is set lower than that achieved in the past. Implementation options: liquidation (sale of assets and stocks), cutting off the excess (sale of divisions), reduction and reorientation (reduce part of the activity).

A combination of the above strategies.

There are various methods for choosing strategies.

The BCG Matrix is ​​widely used (developer - Boston Consulting Group, 1973). With its help, you can determine the position of the company and its products, taking into account the capabilities of the industry (Fig. 6.1).

Rice. 6.1. BCG Matrix

The BCG matrix, developed by the consulting company of the same name, was already widely used in practice by 1970.

This method focuses on cash flow, directed (consumed) in a separate business area of ​​the company. Moreover, it is assumed that at the stage of development and growth, any company absorbs cash (investments), and at the stage of maturity and the final stage it brings (generates) a positive cash flow. To be successful, the cash generated from a mature business must be invested in a growing business in order to continue to make a profit.

The matrix is ​​based on the empirical assumption that the larger company is more profitable. The effect of lower unit costs with firm size growth has been confirmed by many American companies. The matrix is ​​used to analyze portfolio(set) of manufactured products in order to develop a strategy for the future fate of the products.

The structure of the BCG matrix. The abscissa shows the ratio of the sales volume (sometimes the value of assets) of the firm in the relevant business area to the total sales volume in this area of ​​its largest competitor (leader in this business). If the company itself is a leader - then to the first competitor following it. In the original, the scale is logarithmic from 0.1 to 10. Accordingly, weak (less than 1) and strong competitive positions of the company's product are identified.

On the ordinate axis, the assessment is made for the last 2-3 years, you can take the weighted average of production volumes per year. You also need to take into account inflation. Further, based on the options of strategies, the direction of investment of funds is selected.

"Stars". They bring high profits, but require large investments. Strategy: Maintain or increase market share.

"Cash Cows". They bring in a stable income, but the cash flow can end abruptly due to the "death" of the product. Do not require large investments. Strategy: Maintain or increase market share.

"Question Marks". It is necessary to move them towards the "stars" if the amount of investment required for this is acceptable for the company. Strategy: maintaining or increasing or reducing market share.

"Dogs". They can be significant in the case of occupying a highly specialized niche in the market, otherwise they require investments to increase market share. It may be necessary to abandon the production of this product altogether. Strategy: Settle for position or reduce or eliminate market share.

Conclusion: the BCG matrix allows you to position each type of product and adopt a specific strategy for them.

SWOT analysis

This method allows you to establish a connection between the strengths and weaknesses of the company and external threats and opportunities, that is, the connection between the internal and external environment of the company.

Strengths: competence, adequate financial resources, reputation, technology. Weaknesses: outdated equipment, low profitability, lack of market awareness. Opportunities: entering new markets, expanding production, vertical integration, growing market. Threats: new competitors, substitute products, market slowdown, changing consumer tastes.

Opportunities can turn into threats (if a competitor uses your capabilities). Threat becomes opportunity if competitors fail to overcome the threat.

1. List the strengths and weaknesses of the organization.

2. Let's establish links between them. SWOT matrix.

At the intersection of four blocks, four fields are formed. All possible pair combinations should be considered and those that should be taken into account when developing a strategy should be selected. So, for couples in the SIV field, a strategy should be developed to use the strengths of the company to capitalize on the opportunities that have appeared in the external environment. For the SLV, it is due to the opportunities to overcome weaknesses. For the SIS, it is to use forces to eliminate the threat. For a couple in the SLN field, it is to get rid of the weakness while preventing the threat.

3. We build a matrix of opportunities to assess the degree of their importance and impact on the organization's strategy.

We position each specific opportunity on the matrix. Horizontally we plot the degree of influence of the opportunity on the organization's activities, vertically - the probability that the company will take advantage of this opportunity. Opportunities that fall into the fields of BC, WU, SS are of great importance, they must be used. Diagonally - only if there are additional resources.

4. We build a matrix of threats (similar to item 3).

Threats that have fallen into the fields of BP, VC, SR are a great danger, immediate elimination. Threats in the fields of BT, SK, HP are also eliminated immediately. NK, ST, VL - a careful approach to their elimination. The remaining fields do not require primary elimination.

Sometimes, instead of steps 3 and 4, an environment profile is compiled (i.e. factors are ranked). Factors are threats and opportunities.

Importance to the industry: 3 - high, 2 - moderate, 1 - weak. Impact: 3 - strong, 2 - moderate, 1 - weak, 0 - absent. Orientation of influence: +1 - positive, -1 - negative. Degree of importance - multiply the previous three indicators. Thus, it can be concluded which of the factors are more important for the organization.

Implementation of the strategic plan

Strategic planning makes sense when it is implemented. Any strategy has certain goals. But they need to be implemented somehow. There are certain methods for this. To the question: “how to achieve the goals of the company?” that's just the strategy. At its core, it is a method to achieve a goal.

Tactics is a specific move. For example, an ad for "photomat" film, which aligns with the company's strategy to bring 35mm film to market.

There are problems with the implementation of rules and procedures. The conflict may arise due to the methods of providing employees with information about the new rules in the company. It is necessary not to force, but to convince the employee that the new rule will allow the most efficient performance of this work.

Strategy implementation methods: budgets and management by objectives.

Budgeting. Budget— a plan for allocating resources for future periods. This method answers questions about what tools are available and how to use them. The first step is to quantify the goals and the amount of resources. A. Meskon distinguishes 4 stages of budgeting: determining the volume of sales, operational estimates for departments and divisions, checking and adjusting operational estimates based on top management's proposals, drawing up the final budget for income and use of resources.

Goal Management- MBO (Management by Objectives). This method was first used by Peter Drucker. McGregor talked about the need to develop a system of benchmarks, so that then the results of the work of managers at all levels can be compared with these benchmarks.

Four stages of MBO:

• Development of clear, concise goals.
• Developing realistic plans to achieve them.
• Systematic control, measurement and evaluation of work and results.
• Corrective actions to achieve planned results.

The 4th stage is closed to the 1st.

Stage 1. Development of goals. The goals of the lower level in the structure of the company are developed on the basis of the higher level, based on the strategy. Everyone is involved in goal setting. A two-way exchange of information is necessary.

Stage 2. Action planning. How to achieve goals?

Stage 3. Verification and evaluation. After the period of time established in the plan, the following are determined: the degree of achievement of goals (deviations from benchmarks), problems, obstacles in their implementation, remuneration for effective work (motivation).

Stage 4. Adjustment. We will determine which goals were not achieved and establish the reason for this. Then it is decided what measures should be taken to correct the deviations. There are two ways: adjusting the methods for achieving goals, adjusting goals.

The validity and effectiveness of MBO is proven by the higher productivity of people who have specific goals and information about the results of their work. The disadvantages of implementing MBO include a lot of passion for the formulation of goals.

Strategic plan evaluation

Beautiful matrices and curves are not a guarantee of victory. Avoid focusing on the immediate implementation of the strategy. Do not trust generic models too much!

Formal evaluation is performed on the basis of deviations from the given evaluation criteria. Quantitative (profitability, sales growth, earnings per share) and qualitative assessments (staff qualifications). It is possible to answer a number of questions when evaluating a strategy. For example, is this strategy the best way to achieve the goal, use the company's resources.

The success of Japanese management lies in the commitment to long-term plans. USA - pressure on shareholders, demands for immediate results, which often leads to collapse.

Accuracy of measurements. Accounting methods of overstatement of incomes and profits. Enron Company. Standards need to be developed. It's easier to face the truth.

Checking the conformity of the strategy structure. The strategy defines the structure. You can not impose a new strategy on the existing structure of the organization.

Strategic Market Planning

In solving the strategic tasks of the organization, strategic planning plays a significant role, which is understood as the process of developing and maintaining a strategic balance between the goals and capabilities of the organization in changing market conditions. The purpose of strategic planning is to determine the most promising areas of the organization's activities, ensuring its growth and prosperity.

Interest in strategic management was due to the following reasons:

1. Realization that any organization is an open system and that the main sources of success of the organization are in the external environment.
2. In the context of increased competition, the strategic orientation of the organization's activities is one of the decisive factors for survival and prosperity.
3. Strategic planning allows you to adequately respond to the factors of uncertainty and risk inherent in the external environment.
4. Since it is practically impossible to predict the future and the extrapolation used in long-term planning does not work, it is necessary to use scenario, situational approaches that fit well into the ideology of strategic management.
5. In order for the organization to best respond to the impact of the external environment, its management system must be built on principles other than before.

Strategic planning is aimed at adapting the activities of the organization to the constantly changing conditions of the external environment and at extracting benefits from new opportunities.

In general, strategic planning is a symbiosis of intuition and the art of the organization's top management in setting and achieving strategic goals, based on the possession of specific methods of preplanning analysis and development of strategic plans.

Since strategic planning is primarily associated with production organizations, it is necessary to distinguish between different levels of management of such organizations: the organization as a whole (corporate level), the level of areas of production and economic activity (divisional, departmental level), the level of specific areas of production and economic activity (the level of individual types of business), the level of individual products. The management of the corporation is responsible for developing a strategic plan for the corporation as a whole, for investing in those areas of activity that have a future. It also decides to open new businesses. Each division (department) develops a divisional plan in which resources are distributed among the individual types of business of this department. A strategic plan is also developed for each business unit. Finally, at the product level, within each business unit, a plan is formed to achieve the goals of producing and marketing individual products in certain markets.

For the competent implementation of strategic planning, organizations must clearly identify their areas of production and economic activity, in other terminology - strategic business units (SCHE), strategic business units (SEB).

It is believed that the isolation of SCE must satisfy the following three criteria:

1. SHE should serve the market external to the organization, and not satisfy the needs of other departments of the organization.

2. It must have its own, different from others, consumers and competitors.

3. SHE management must control all the key factors that determine success in the market. Thus, CHUs can represent a single company, a division of a company, a product line, and even a single product.

In strategic planning and marketing, several analytical approaches have been developed that make it possible to solve the problems of assessing the current state of the business and the prospects for its development. The most important of them are the following:

1. Analysis of economic and product portfolios.
2. situational analysis.
3. Analysis of the impact of the chosen strategy on the level of profitability and the ability to generate cash (PIMS - the Profit of Market Strategy).

Assessing the degree of attractiveness of the various identified SCHEs of an organization is usually carried out in two directions: the attractiveness of the market or industry to which the SHU belongs, and the strength of the position of this SHU in this market or industry. The first, most widely used method of analysis of SChE is based on the application of the matrix "market growth rate - market share" (matrix of the Boston Consulting Group - BCG); the second is on the CXE planning grid (General Electric Corporation Matrix, or Mag-Kinsey). The market growth rate - market share matrix is ​​designed to classify a CXE organization using two parameters: relative market share, which characterizes the strength of the CXE position in the market, and market growth rate, which characterizes its attractiveness.

A large market share gives you the opportunity to get more profit and have a stronger position in the competition. However, it should immediately be noted that such a strong correlation between market share and profit does not always exist, sometimes this correlation is much softer.

The Role of Marketing in Strategic Planning

There are many points of intersection between strategies for the organization as a whole and marketing strategies. Marketing studies the needs of consumers and the ability of the organization to meet them. These same factors determine the mission and strategic goals of the organization. When developing a strategic plan, they operate with marketing concepts: "market share", "market development" and
etc. Therefore, it is very difficult to separate strategic planning from marketing. In a number of foreign companies, strategic planning is called strategic marketing planning.

The role of marketing is manifested at all three levels of management: corporate, SHE and at the level of the market for a particular product. At the corporate level, managers coordinate the activities of the organization as a whole to achieve its goals in the interests of pressure groups. At this level, two main circles of problems are solved. The first is what activities should be done to satisfy the needs of important consumer groups. The second is how to rationally allocate the resources of the organization between these activities in order to achieve the goals of the organization. The role of marketing at the corporate level is to determine those important environmental factors (unmet needs, changes in the competitive environment, etc.) that should be taken into account when making strategic decisions.

At the level of individual SHUs, management is more focused on making decisions for the specific industry in which this type of business competes. At this level, marketing provides a detailed understanding of market demands and the choice of the means by which these demands can be best satisfied in a particular competitive environment. A search is being made for both external and internal sources of achieving competitive advantages.

Managing the market for a particular product focuses on making rational marketing mix decisions.

Choosing a strategy

After analyzing the strategic state of the organization and the necessary adjustments to its mission, you can proceed to the analysis of strategic alternatives and the choice of strategy.

Typically, an organization chooses a strategy from several possible options.

There are four basic strategies:

• limited growth;
• height;
• reduction;
• combination.

limited growth(a few percent per year). This strategy is the least risky and can be effective in industries with stable technology. It involves the definition of goals from the achieved level.

Height(measured in tens of percent per year) - a strategy that is typical for dynamically developing industries, with rapidly changing technologies, as well as for new organizations that, regardless of the field of activity, strive to take a leading position in a short time. It is characterized by the establishment of an annual significant excess of the level of development over the level of the previous year.

This is the most risky strategy, i.e. as a result of its implementation, material and other losses may be incurred. However, this strategy can also be identified with supposed luck, a favorable outcome.

Reduction. Assumes the establishment of a level below that achieved in the previous (basic) period. This strategy can be applied in conditions when the company's performance indicators acquire a steady downward trend.

Combination(combined strategy). Assumes a combination of the alternatives discussed above. This strategy is typical for large firms operating in several industries.

Classification and types of strategies:

Global:

• cost minimization;
• differentiation;
• focusing;
• innovation;
• prompt response;

Corporate

• related diversification strategy;
• unrelated diversification strategy;
• strategy of pumping out capital and liquidation;
• course change and restructuring strategy;
• international diversification strategy;

Functional

• offensive and defensive;
• vertical integration;
• strategies of organizations occupying various industry positions;
• competition strategies at various stages of the life cycle.

Cost minimization strategy consists in establishing the optimal value of the volume of production (use), promotion and marketing (use of marketing economies of scale).

Differentiation strategy is based on the production of an extensive range of products of the same functional purpose and allows the organization to serve a large number of consumers with different needs.

By producing goods of various modifications, the company increases the circle of potential consumers, i.e. increases sales volume. In this case, horizontal and vertical differentiation is distinguished.

Horizontal differentiation assumes that the price of different types of products and the average level of income of consumers remain the same.

Vertical involves different prices and income levels of consumers, which provides the firm with access to different market segments.

The application of this strategy leads to an increase in the cost of production, so it is most effective when demand is price inelastic.

Focus strategy involves serving a relatively narrow segment of consumers who have special needs.

It is effective primarily for firms whose resources are relatively small, which does not allow them to serve large groups of consumers with relatively standard needs.

Innovation strategy provides for the acquisition of competitive advantages through the creation of fundamentally new products or technologies. In this case, it becomes possible to significantly increase the profitability of sales or create a new segment of consumers.

Rapid response strategy involves achieving success through a quick response to changes in the external environment. This makes it possible to receive additional profit due to the temporary absence of competitors for the new product.

Among corporate strategies, strategies of related and unrelated diversification stand out.

Related diversification strategy implies the presence of significant strategic correspondences between business areas.

Strategic correspondences imply the emergence of so-called synergistic effects.

Strategic correspondences are distinguished: production (single production facilities); marketing (similar trademarks, single distribution channels, etc.); management (a unified system of personnel training, etc.).

Unrelated diversification strategy suggests that the areas of business in their portfolio have weak strategic fit.

However, firms pursuing this strategy can become particularly resilient because downturns in some industries can be offset by upswings in others.

Among functional strategies distinguish primarily offensive and defensive.

Offensive strategies include a set of measures to retain and acquire competitive advantages of a proactive nature: attacking the strengths or weaknesses of a competitor; multifaceted offensive, etc.

Defensive strategies include measures that are in the nature of a reaction.