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Prerequisites for the development of strategic management. Stages of development of strategic management Stages of development of strategic management

Depending on the priority of the approaches used and the response to external changes in the development of corporate governance, the following stages are distinguished:

Budgetary and financial control;

Management based on extrapolation;

Anticipation of change;

Management based on flexible emergency solutions.

First stage, 1900-1950 - management based on budgetary and financial control (post factum), which is characterized by:

Internal orientation of reporting and planned information;

Lack of systematic information about the external conditions of the enterprise.

Budgetary control is carried out by amending the volume and structure of income / expenses, production and sales as the current market situation changes, provided that the main activities of the enterprise remain unchanged. Such a reaction to changes is the most natural for an enterprise, but it takes a lot of time to realize the inevitability of changes, develop new strategy and adaptation of the system. In the context of increasing rates of change, this type of management is unacceptable.

The second stage, 1951-1960, is management based on extrapolation. Budgetary and financial control is complemented by forecast estimates that extrapolate sales volumes for several years ahead. Based on the target figures specified in the sales forecast, all functional plans are determined: production, marketing, supply, etc., which are then aggregated into a single financial plan. The main task of the manager is to identify economic problems that limit the growth of the organization.

The third stage, 1961-1980, is management based on anticipation of change and determining the response to them by developing an appropriate strategy. This control system is characterized by:

Moving away from extrapolating estimates;

Accounting for the variability of activity factors;

Analysis of the internal capabilities of the enterprise and external factors;

Finding ways to make the best use of internal capabilities, taking into account external restrictions and the compliance of existing reserves with the requirements of the external environment;

Alternative solutions.

The fourth stage, from the beginning of the 1980s. to the present, - management based on flexible emergency decisions (strategic management), when many important tasks arise so rapidly that they cannot be foreseen immediately. Distinctive features of such a control system:

Emphasis on the implementation of strategic decisions and the integration of management actions;

Decentralization and democratization of management;

The growth of the importance of intuition and the strengthening of the qualitative approach in assessments;

Consideration of the enterprise as a subject of active influence on the environment;

Using strategy as the main tool for managing the development of an enterprise.

Comparative characteristics of the considered corporate governance systems are presented in Table. 1.

The successive control systems are oriented towards the growing level of instability in the environment and the ever-less predictability of the future. Thus, the emergence and practical use tricks strategic management can be seen as a reaction to the complication of managerial tasks. Table 1 Comparative characteristics control systems

Options	Management based on control		Extrapolation based control		Foresight-Based Management	Strategic Management
Assumptions	The past repeats itself		Trends persist		New phenomena/trends are predictable	Partial predictability for weak signals
Change type	Slower firm response		Comparable to firm response			Faster company response
Process	Cyclical					real time
Basis of management	Deviation monitoring, integrated management	Target Management		Strategic Analysis		Accounting for market development and the external environment
Management Emphasis	Stability / reactivity	foresight		Study		Creation
Period	Since 1900	Since the 1950s		Since the 1960s		Since the 1980s

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The words of Johann Wolfgang Goethe reliably accurately reveal the essence of the precondition for the development of any event, process. In today's world, those who intend to succeed need to have conscious, developed strategic intentions for the development of event and process management, which are the primary stage on the way to conquering the world market.

To achieve your goal, you can not wait until everything happens by itself. You need to constantly strive to achieve your goal.

All the companies that managed to become leaders in the world markets over the past 20 years had exorbitant ambitions that did not match either their resources or their capabilities. However, all of them somehow managed to convey an inspiring message to employees at all levels of the organization, and then keep it during the 10- or 20-year race for world championship. This idea of leadership is commonly referred to as "strategic intentions".

On the one hand, strategic intentions determine those leadership positions that the organization aspires to, and at the same time serve as a criterion for assessing the degree of approach to the desired goal.

But at the same time, strategic intentions are more than just unbridled ambitions. (Many firms declared far-reaching strategic intentions, but soon failed.) This concept involves active management, which includes the concentration of the organization's efforts, motivating employees by explaining to them the significance of the goal, having a certain freedom for individual and collective proposals, maintaining labor enthusiasm through setting new specific tasks as the situation evolves, as well as prudent resource management.

Strategic intentions express the essence of victory and remain unchanged for a long time. In the battles for world leadership, one of the most important tasks is to maintain the fighting spirit of the organization. Strategic intentions create continuity between individual short-term actions, but at the same time leave "room", as the situation changes, for new approaches to the problem ...

Strategic intentions set a goal worthy of giving it all your strength. Strategic intent gives employees a goal worth trying for: to beat the world leader, throw him off his pedestal, become the very best ...

Strategic intentions require a significant effort from the organization, because the existing capabilities and available resources are sometimes clearly insufficient, which encourages the company to be inventive and economical. Where the traditional view of strategy orients us towards maintaining the balance between available resources and current tasks, strategic intentions emphasize the complete mismatch of resources and ambitions. The company's management, as it were, challenges employees, orienting them towards overcoming the abyss, opening up new perspectives and opportunities.

In order for the challenge to be effective, the team and its individual members must be clearly aware of the tasks and see their place in the “general system”. Those companies that use the corporate challenge method to achieve competitive advantage soon find that in order to mobilize the strength of the organization as a whole, management is required to:

To create a sense of the need for immediate action, to initiate a kind of quasi-crisis by deliberately amplifying weak signals of the need for change (preventing the natural course of events from leading to real problems).

Create a competitive focus at every organizational level through the wide dissemination of relevant information. Each worker should be able to compare his own results with the highest achievements of leaders in this field. Thus, the competition becomes personal.

Provide training to employees to enable them to perform their duties more effectively (training, for example, in statistical methods, problem solving techniques, teamwork principles and engineering innovations).

The organization must have time to answer the call. In the event that management constantly comes up with new initiatives, middle managers, as a rule, tend to streamline the system of priorities, acting on the principle of "we'll see, we'll see how serious it is ...". As a result, employees may lose confidence in corporate challenges.

Establish clear progression milestones and control mechanisms to reward progress in a timely and fair manner. The goal that we set for ourselves in this situation is to convey the challenge to every employee of the company.

Recall that there are no permanent benefits. Opening up new competitive opportunities is like getting fresh information on the stock exchange: "whoever gets it first gets a bigger" piece of the pie "...

However, it has been proven that competitive advantages have a chance for life if the managers of the organization, after the strategic intention, move to the strategic management phase.

Strategic management is management centered on strategic choices that contribute to the adoption and implementation of strategic decisions.

The subject of strategic management are:

1. Problems that are directly related to the general goals of the organization.

2. Problems and solutions associated with any element of the organization, which is necessary for solving problems to achieve goals.

3. Problems associated with external factors that are uncontrollable.

Strategic management is expressed in the following five functions:

1. Strategy planning.

2. Execution strategic plans.

3. Coordination of actions for the implementation of strategic tasks.

4. Motivation to achieve strategic decisions.

5. Control over the process of implementing the strategy.

The strategic management scenario develops according to the chosen strategy, and the creation of the strategy is based on the solution of three tasks:

1. Formulation of a strategic vision.

2. Setting goals.

3. Development of strategies.

The essence of strategy—whether military, diplomatic, business, sports, or political—is to build a position strong enough (and potentially flexible) for the organization to achieve its goals against all unforeseen interventions from outside forces.

The essence of the strategy is to create competitive advantages for the future faster than competitors.

Before we begin to consider the essence of the strategy, we will analyze which term is closer to the concept of "strategy".

Strategy and tactics. As a rule, each large organization has its own specific strategies at various levels. For example, the scope of the government's activities includes dealing with issues of world trade, the national economy, military spending, investment, tax collections, foreign exchange reserves, the banking system, regional development and employment policy. All these questions are connected in some way, they are all built into a certain hierarchical system, although each of them is significant in itself, as a result of which hierarchies of strategies are built from the corporate level to the level of individual departments. But if there are strategies at all levels, then how does strategy differ from tactics? Such a distinction can be made by taking into account the scale of actions or the perspectives of the leader. What is for the top management of the company (or general

in the army) looks like a tactic, it is likely that for the head of the marketing department (or lieutenant) it will be a strategy, since the ultimate success (ultimately the viability) of his unit depends on these actions and decisions. In other words, tactical decisions are made at various organizational levels. Tactics are short-term, adaptive actions used to achieve one's goals. The strategy is also not only to develop plans for the long term, but also to reveal the essence of the management decision about what to do with the business that was successful, but may lose its attractiveness 1 . Strategy and management decisions are inseparable concepts.

Management decisions can only be considered strategic when they:

1. Focused on the future.

2. Are associated with significant uncertainty, since they take into account uncontrollable external factors affecting enterprises.

3. Associated with the involvement of significant resources and can have extremely serious, long-term consequences for the enterprise.

Strategic management decisions include:

1. Reconstruction of the enterprise.

2. Introduction of innovations, innovations.

3. Entering new markets.

4. Enterprise merger, etc.

Strategic decisions determine the overall direction of the enterprise and its viability in the face of predictable, unpredictable, and generally unknown events that may occur in its significant environment. They outline the real tasks of the enterprise, help to determine the boundaries within which its activities unfold, prescribe the types and amount of resources involved in solving problems. Strategic decisions determine the effectiveness of the enterprise. From them, and not from success in solving particular problems, depends on how correctly, taking into account the available resources, the main efforts are oriented.

Strategic decisions have a number of distinctive features. Let's consider the main ones:

1. Innovative character.

3. The complexity of formation, provided that the set of strategic alternatives is indefinite.

4. Subjectivity of the assessment.

5. Irreversibility and high risk.

The development of strategic decisions should be based on a deep understanding of the market, assessment of the company's position in the market, awareness of its competitive advantages. Therefore, both the leaders of new organizations and the directors of many former state enterprises to some extent forced to develop and adopt strategic decisions that affect the course of management, since it is impossible to resist the onslaught of business globalization without the formation of long-term goals and development planning in the long term.

All these and other tasks are called upon to solve strategic management.

Strategic management is aimed at creating sustainable competitive advantages that allow you to control the competitiveness of the company. “Competitiveness is a property of the subject market relations to act on the market on a par with competing subjects of market relations” (M. Porter) 1 .

Strategic management serves as a tool for creating effective management, which increases the elasticity of the company, allowing it to more flexibly respond to changes in external environment.

Today, strategic management is the most important business management tool. The presence of a quality strategy leads to a significant increase in the competitiveness of a business in the market.

Unfortunately, most modern manufacturers are only beginning to understand what is called strategic management.

Strategic management plays a significant role in business management. Practice shows that only 5% of existing firms develop a strategy, but it is they who receive profits above the industry average.

According to analysts, at the moment in the economic practice of Russia, the mechanism of strategic management is in the process of formation. It can be considered that Russian market

entered the stage when the lack of a developed strategy hinders the development industrial enterprises. The plight of the majority of potential bankrupts is explained by an unsatisfactory management system: with a 100% solution to the problems of production policy and production support, only 25% of the tasks of innovation policy are solved, the same number for information support and only 12% for strategy planning.

The main idea of modern strategic management is the idea of adapting an enterprise in a changing external environment, as well as the idea of a targeted approach to solving managerial problems. In order to be able to adapt to changes in the external environment and at the same time always maintain a course towards achieving the set goals, an enterprise must have a strategy.

The formation of a strategy becomes vital in cases where there are sudden changes in the external environment of the enterprise. The reasons for such changes are: demand saturation, major changes in technology inside and outside the enterprise, the unexpected appearance of numerous new competitors, changing socio-economic conditions, etc.

A feature and at the same time a difficulty in studying this process is that strategic management is based not on routine procedures, but on a creative approach: the theory of strategic management is formed on the basis of a generalization of the practice of successfully solving strategic problems and does not provide unified recipes. In other words, the theory describes the tools of strategic management with which you can achieve success, that is, it gives an idea of analytical processes, methods, methods, techniques and procedures and their combinations that allow you to achieve effective results. The very choice of a “tool” should be linked to a specific situation and is more of a creative process.

The three prerequisites for the emergence of strategic management are:

1. Rapid changes in the external environment, stimulating the emergence of new methods, systems and approaches to management, which leads to the need for the development of strategic management.

2. Integration processes, saturation of the market for goods and services also affect the need for the formation of a strategic management system.

3. The process of business globalization, which has recently affected more and more countries of the world community.

Considering strategic management in its various manifestations, it is necessary to understand that there are other types of management that perform similar functions, but have many differences, so:

I. Strategic management implies the focus of managers on achieving results in the long term; managers recognize the need for both themselves and the company to work effectively in the present in order to succeed in the future; in practice, they deal with a wider range of topical issues, for which they develop common directions that help them achieve long-term goals.

The whole theory of strategic management and almost all systems corporate planning are based on a hierarchy of strategies in which organizational goals determine the tasks of departments, and those, in turn, determine the choice of functional tactics. In such a hierarchy, it is up to the top-level managers to develop strategies, and the junior ones to execute them.

In the literature, it is customary to single out a number of basic functions of strategic management, namely:

1. Implementation of the entire scope of organizational activities, including setting corporate goals and defining the boundaries of actions.

2. Responsibility for the interaction of the company with the external environment; ensuring the functioning of internal processes, structures and procedures that contribute to the achievement of the company's goals.

3. Coordination of the company's activities with its resource base based on an assessment of the amount of resources needed either to exploit opportunities or to avoid external threats.

4. Acquisition, reduction or reallocation of resources.

5. Translation of complex and dynamic external and internal factors affecting the company into a structured set of understandable, well-defined operational objectives.

As we said earlier, the process of strategic management is continuous. This is not a time-limited phenomenon, but a permanent attribute of management.

The strategic management process includes the following steps:

1. Definition of the mission, vision and goals of the company.

At this stage, it is necessary to understand, as a first approximation, what is the purpose of the company, how we want to see it in the future.

2. Strategic analysis.

Based on a rough idea of the mission and goals of the company, we can determine the factors of the internal and external environment that have the maximum impact on the development of the company - and therefore require careful study, that is, determine the objects for strategic analysis. Strategic analysis includes an analysis of the external environment, industry trends, consumer preferences, competitive environment, etc.) and an analysis of the internal environment (company structure and processes occurring in it).

3. Determination of space for strategic choice.

When, as a result of strategic analysis, we got an idea about the prospects for changing the external environment and the main characteristics of the internal environment, it's time to answer the question: "In what direction should the organization develop?" It is “in what direction?”, Not “how?”. The answer will make it possible to "reject" obviously unpromising directions of development and outline the space for a strategic choice. As a result of the answer, the mission, vision and goals of the organization, defined at the previous stage, are clarified. Often they are reformulated, as the result of strategic analysis can be a new understanding of the situation.

4. Development of strategic alternatives.

After the vision and strategic goal of the company are defined, we answer the question: “How to achieve this?” At this stage, various paths to achieve the same strategic goal are generated.

5. Strategic choice.

In order to choose the optimal one from all the strategic alternatives developed at the previous stage, we form the basis for the choice - a set of certain criteria. The "sieve" of criteria allows you to choose a strategic alternative that best meets the requirements.

6. Formulating a strategy.

After choosing the optimal strategy, we proceed to its detailed formulation. At this stage, the strategic goal is decomposed into “sub-goals”, as well as the formulation of indicators that will allow you to control the process of achieving the goals. Thus, the result of this stage is the transformation of the strategic goal into a system of goals and indicators.

7. Implementation of the strategy.

This stage of strategic management is the longest. In order for the company to acquire maximum potential, it is necessary to learn how to combine good strategy development with successful strategy implementation.

II. Operational management lies in the fact that it offers methods of day-to-day management. Operational management is aimed at solving momentary problems.

III. Operational management lies in the fact that we divide any process into small operations. An example of this is a conveyor. On the assembly line, for example, the assembly of a car is decomposed into three-minute operations. In 3 minutes, a person can tighten 2-3 nuts, and the next 2-3 nuts are tightened by a neighbor when the car moves to the next position. And this allows to produce approximately 480 cars during the day. Similarly, the educational process is divided into separate operations. For example, the first operation is a lecture, the second operation is practical exercises, the third operation is writing term paper, the fourth operation - industrial practice, the fifth operation - tests, the sixth operation - examinations, the seventh operation - the defense of the graduation project. And, thus, all these operations have a strictly defined time, strictly defined terms, and as a result, after five years, specialists with higher education who have received a state-recognized diploma leave the walls of the academy.

You can also bring the following difference between operational and strategic management.

Operational management focuses on the short and medium term, while strategic management focuses on the long term.

1.2. Three types of strategies: corporate, business, functional

Who hesitates loses...

English proverb

The strategy does not at all represent, as is commonly thought, a cumbersome and impracticable set of rules, regulations and dogmas. A high-quality strategy is more like a clear perspective, because it carefully spells out all the stages of business development - from setting a mission to those tasks that ordinary employees will receive. At the same time, strategy is a very dynamic formation: the permanent process of strategic management implies the possibility of flexible decision-making, and often a transition to its alternative options.

The strategy “tells” the entrepreneur not only what he should do and what will lead him to success, but also what the entrepreneur should not do under any circumstances. However, the correct operation of the "compass" is preceded by a long preparation, and the first step in this direction is the definition of basic concepts and the development of the basic principles of strategic management.

Traditionally, concern for strategies has been the preserve of the military and politicians. This area has not disappeared and continues to arouse the interest of analysts of various kinds: from culturologists to managers.

The word strategy is borrowed from military science, comes from the Greek strategos - the art of the commander. In other words, strategy is the concept of achieving victory.

Complete self-confidence is the first necessary condition for big wins.

Among all the properties of the strategy, the following main features can be distinguished:

1. Strategy is a plan, a guideline, a direction of development, a guide.

2. Strategy is a principle of behavior or following a certain model of behavior.

3. Strategy is a position (in particular, we are talking about positioning a product on the market).

4. Strategy is a perspective, a look into the future of an enterprise.

5. Strategy is a technique, a special maneuver that allows you to bypass competitors.

Any strategy is subject to control by the developer; In our opinion, I. Ansoff revealed the full picture of this process in his book "Strategic Management" 2 , where he formulated the following principles of strategic control:

1. Due to the uncertainty and inaccuracy of calculations, a strategic project can easily turn into an empty undertaking. This should not be allowed, the costs should lead to the planned results. But unlike the usual practice production control the focus should be on cost recovery rather than budget control.

2. At each milestone, a cost-recovery assessment must be made within life cycle new product. As long as the payback exceeds the control level, the project should continue. When it falls below this level, other possibilities should be considered, including terminating the project.

According to A.A. Thompson and A.J. Strickland, the perfection of an organization is the perfect execution of a perfect strategy. The company management plan covers all major functions and departments: supply, production, finance, marketing, human resources, research and development. Each has a specific role to play in this strategy. Making strategic choices means tying business decisions and competitive actions gathered across the company into a single hub.

A variety of strategies helps to determine: where and how to move? How not to turn off the right path, how to choose the right directions of development from all the diversity?

Most strategies should meet the following fairly broad criteria:

1. Consistency. The strategy should not contain mutually incompatible goals and political techniques.

2. Harmony. The strategy is designed to provide an adaptive response to the external environment and the changes taking place in it.

3. Benefits. The strategy provides an opportunity to acquire and / or maintain competitive advantages in the chosen field of activity.

4. Feasibility. The strategy should not impose excessive demands on resources or create unsolvable problems.

Strategies that do not meet these criteria are highly suspect. This means that such a strategy is not able to ensure the performance of any of the key functions necessary for the survival of the firm.

The strategy in general terms reflects the nature of the enterprise and its distinctive features, it indicates the general course of development for the enterprise in a dynamic external environment. Despite the fact that the concept of strategy is associated with stability, in modern conditions the emphasis should be on change.

Change management is a complex process, especially if it involves new competencies. Each strategy refers to a certain time period, beyond which it loses its positive qualities, and often is a negative factor hindering the development of the enterprise. A complete separation of the processes of formulating and implementing a strategy in a changing or relatively complex external environment does not make sense. Thinking and action must be inextricably linked. The participation of "implementers" in the formulation of the strategy means the training of management. Russian management often sees the goal of activity in the "implementation of the strategy", thus substituting concepts and, accordingly, downplaying the very idea of strategic planning.

Therefore, within the framework of the practical implementation of the strategic planning of economic activity, it is advisable to understand the strategy as a program that consolidates the positions of interested individuals and groups, which sets out the main goals of the enterprise and the procedure for achieving them.

A prerequisite for the implementation of the strategy is its documenting, study by performers and official approval. After management has considered the available strategic alternatives, it then selects one for subsequent implementation. Choosing a strategy and implementing it is an important part of strategic planning. The strategy should define what the enterprise should do and what it should not do; what is more important and what is less important in their activities.

The strategy should become a "thread of time" linking the past and the future.

The main purpose of the strategy is to indicate to the organization a reliable development course in the existing conditions. It eliminates uncertainty and provides order. Everyone understands where the organization is moving, why and how it does it. In such a situation, many secondary problems are cut off and the forces of the organization are focused on achieving the stated goals.

The strategy reflects the uniqueness of the organization, demonstrates its distinctive features, according to the views of M. Porter, it is one of the most important factors in successful competition.

The strategy is simultaneously a "message" to the external environment, forming the image of the company, and "appeal" to the internal environment of the company, forming a microclimate, or the so-called corporate spirit.

There is no single optimal strategy for everyone. Everyone who needs it takes into account the profile of activity, goals and opportunities, skills and resources, and then develops his own strategy that helps to decide what to do first, what to do later, how to determine the optimal load.

Strategies can be classified according to different criteria. From the point of view of the management hierarchy, strategies are divided into: corporate, business, functional, operational.

1. Corporate strategy is developed by senior managers, this is the type of strategy that allows you to open the way for growth prospects. The corporate strategy is aimed at a unified orientation of the divisions.

The corporate strategy remains effective for a long period of time and significantly affects the company's activities. It defines the core character or image of the company, its "face", its identity as employees and the general public know it, and the position of the corporation in the industry and in the marketplace. The choice of immediate and subsequent goals, the size and nature of investments, and the forms of using available resources ultimately depend on the corporate strategy.

Some aspects of the decision-making strategy of a certain type of company may remain unchanged for a long time - such as focusing on high quality goods or high technology, certain raw materials or good relations in production. The rest of its aspects can change following the changes taking place in the world or even faster (commodity lines, production processes, methods and forms of mechanization or product design). The key determinants of a company's character tend to be highly stable and, in turn, influence any significant change in the company's market position and the allocation of available resources.

The interdependence of goals, policies and organized actions is a decisive moment in the development of a company's corporate strategy, as well as its ability to identify emerging competitive advantages in time. It is the unity, coherence and internal consistency of the company's strategic decisions that allow the company to show its "face", give it the strength to mobilize all the reserves in the competition and ultimately determine the company's position in the market. It is the interaction of the goals and policies of the company that allows it to distinguish from the shapeless environment a lot of significant problems for itself, the solution of which it will deal with in the future.

2. Competition strategy (more often called business strategy) - is designed to support the organization's divisions on

some competitive level in its industry, designed for medium-sized enterprises and for individual divisions.

It is clear that the business strategy includes any steps and measures that management deems appropriate to take, taking into account competition, economic and market factors, demographics and customer demands, new bills and legal requirements, and other important external factors.

Significant changes in external conditions require changes and strategies. How quickly a company reacts to external changes depends on at what stage in the development of events the company's management can assess their impact on the company's work and how much time it takes to develop a response strategy. Of course, some external changes require little or no response, while in other cases a significant rethinking of the strategy is necessary.

The difference between strong and weak business strategy lies in the ability to develop measures and approaches that can provide a solid competitive advantage. With this advantage, the company can count on higher profitability than the industry average and on its own success. Without such an advantage, the company risks losing to stronger competitors and remaining in secondary roles.

Within a company, business strategy is concerned with developing the skills and ways of working needed to achieve competitive advantage. Successful business strategies tend to focus on developing professionalism in the firm's core areas of activity. Professionalism in core areas of activity means that the company performs particularly well in this area compared to its competitors. This is a kind of manifestation of its competitiveness. Professionalism in core areas refers to research and development, process excellence, manufacturing capacity, sales and distribution, customer service, and anything related to the competitive side of a production, marketing, or service plan. This is the main advantage of the company, which is the basis of competitive advantage, as it represents specific work experience and skills that competitors do not have and which they cannot acquire in a short period of time.

The main responsibility for business strategy falls on the shoulders of the manager responsible for a particular direction. Even if the leader does not take an active part in the formation of the business strategy, preferring to delegate part of his authority to subordinates, he is still responsible for the strategy and performance results.

3. The functional strategy is characterized by the fact that all functional departments and services take part in its development, using the levers of the corporate and business strategy, directing their actions to the marketing strategies of the financial sector, etc. The main goal of the functional strategy is to solve the tasks of distributing department resources.

Functional strategy refers to the management plan for the current and main activities of the company's divisions. A company needs to have as many functional strategies as it has main lines of business. The term "functional strategy" refers to the management plan of action for an individual unit or a key functional area within a particular area of business. A company's marketing strategy, for example, could be a management plan to capture a portion of the market in an activity.

The functional strategy, although narrower than the business strategy, specifies individual details in the overall development plan of the company by identifying approaches, necessary actions and practical steps to ensure the management of individual business units or functions. The role of the functional strategy is to support the overall business strategy and competitiveness of the company. In addition, the value of a functional strategy is to create management guidelines for achieving the intended functional goals of the company. Thus, the functional strategy in production is a production plan containing the necessary activities to support the business strategy and achieve the production goals and mission of the company.

The main responsibility for the formation of functional strategy usually rests with the heads of departments. In implementing the strategy, the head of the unit works closely with his deputies and often discusses key issues with the heads of other units. If functional leaders pursue their strategy independently of each other or of the head of the business unit, this opens the door to the implementation of uncoordinated or conflicting strategies. Coordinated and complementary strategies are needed to achieve

The main epochs of the economic development of countries, the stages of improving the management systems of organizations are easiest to consider using the example of the development of the US economy.

The rapid development of industrial production in the United States occurred in the 80s of the XIX century. This period is referred to in the literature as the mass production”, the formation of its infrastructure begins. The main task facing organizations at that time was to maximize the volume of production of a weakly differentiated product with minimal costs.

The period of mass production continued until the 30s of the last century. As a result of the production of the same type of cheap goods, the market was saturated with such goods. The term "overproduction" appeared. Many enterprises went bankrupt, as their products were no longer in demand. A qualitative leap was needed to continue economic development.

The way out was found in expanding the range of products, in improving the organization of sales and intensifying advertising efforts. The time has come for the so-called "era of mass marketing." At that time, the efforts of company managers were aimed at expanding the range of products, improving sales and service networks.

However, time passed, and the rapid development of the economy after the Second World War, when the demand for products was large, and economic development natural, was replaced by the "post-industrial era" (since the mid-50s of the last century). This period continues to this day.

In parallel with the development of the economy, management thought also developed. The economic situation was becoming more complicated and in connection with this, more and more new approaches to managing the organization were required.

Depending on the priority of the approaches used and the reaction to external changes in the development of managerial thought, the following stages are distinguished:

budgetary and financial control;

management based on extrapolation;

anticipation of change

management based on flexible emergency solutions;

First stage, 1900-1950, - management based on budgetary and financial control, which is characterized by: the internal focus of reporting and planned information and the lack of systematic information about the external conditions of the enterprise.

Budgetary control is carried out by amending the volume and structure of income / expenses, production and sales as the current market situation changes, provided that the main activities of the enterprise remain unchanged. Such a reaction to changes is the most natural for an enterprise, but it takes a lot of time to realize the inevitability of changes, develop a new strategy and adapt the system to it. In the context of increasing rates of change, this type of management is unacceptable.

Second phase, 1951-1960, - management based on extrapolation. Budgetary and financial control is complemented by forecast estimates that extrapolate sales volumes for several years ahead. On the basis of the control figures specified in the sales forecast, all functional plans are determined: production, marketing, supply, etc., which are then combined into a single financial plan. The main task of the manager is to identify economic problems that limit the growth of the organization.

Third stage, 1961-1980, - management based on anticipating changes and determining the response to them by developing an appropriate strategy. This control system is characterized by:

a departure from the extrapolation of estimates;

Accounting for the variability of activity factors;

analysis of the internal capabilities of the enterprise and external factors;

search for ways to make the best use of internal capabilities, taking into account external restrictions and the compliance of existing reserves with the requirements of the external environment;

alternative solutions;

Fourth stage, since the early 1980s. to the present, - management based on flexible emergency decisions (strategic management), when many important tasks arise so rapidly that they cannot be foreseen immediately. Distinctive features of such a control system:

Emphasis on the implementation of strategic decisions and the integration of management actions;

decentralization and democratization of management;

· the growth of the importance of intuition and the strengthening of the qualitative approach in assessments;

Consideration of the enterprise as a subject of active influence on the environment;

· the use of strategy as the main tool for managing the development of the enterprise.

The third stage of management development is otherwise called strategic planning, and the fourth - real-time strategic management. The difference between strategic planning and long-term planning lies in the different interpretation of the future. Based on long-term planning, the future is determined on the basis of extrapolation of past trends. The strategic planning system does not consider that the future can be studied by extrapolation.

The difference between strategic planning and long-term planning is also its variability, i.e. development of alternative versions of the future development of the company.

Management based on flexible emergency solutions is mainly required when the company is facing real threats from the external environment, which can presumably manifest themselves much shorter than the planning period. In this situation, the company's management has to solve problems as they arise, prepare strategic decisions based on weak signals, and in some cases conduct their business in an unpredictable environment(in conditions of strategic surprises).

The combination of the last two types of management is increasingly used in enterprises. Strategic planning replaces long-term planning and is periodic management. Real-time management is designed to help business leaders competently respond to unexpected and urgent changes in the external and internal environment organizations.

The term "strategic management" was introduced at the turn of 1960-79 in order to distinguish between current management at the production level and management carried out at the highest level. The need for such a distinction was caused by the transition to a new model of managing the development of an organization in a changing environment.

Thus, successive control systems are oriented towards the growing level of instability in the environment and the ever-less predictability of the future. Thus, the emergence and practical use of strategic management techniques can be viewed as a reaction to the complication of managerial tasks.

1. Prerequisites for strategic management. The concept of strategic management

The term "strategic management" was introduced at the turn of the 1960s and 70s. in order to distinguish between current management at the production level and management carried out at the highest level. The need for such a distinction was caused by the transition to a new model of managing the development of an organization in a changing environment.

There are four factors-conditions that determine the relevance of strategic management:

1. In the second half of the XX century. the number of tasks caused by internal and external changes has steadily increased. Many of them were fundamentally new and could not be solved based on the experience gained in the first half of the 20th century.

2. The multiplicity of tasks, along with the expansion of the geographical scope of the activities of national economies, led to a further complication of management problems.

3. The role of the highest level of management increased, while the totality of managerial skills developed in the first half of the century was less and less consistent with the conditions for solving the problems that arose.

4. The instability of the external environment increased, which increased the likelihood of strategic sudden changes, their unpredictability.

The use of flexible management has become extremely important, which would ensure the adaptation of the enterprise to a rapidly changing environment. Timely response to emerging changes was achieved through strategic management of the enterprise development.

Strategic management is the process of developing, making and implementing strategic decisions, the central link of which is a strategic choice based on comparing the enterprise's own resource potential with the opportunities and threats of the external environment.

The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.

The key characteristics of the strategic aspect of organization management in comparison with the operational (current) management practiced in business over 20 years ago are shown in Fig. 1.

Taking into account the noted features, strategic management is the management of an organization that relies on human potential as the basis of the organization, orients production activities to the needs of consumers, implements flexible regulation and timely changes in the organization that are adequate to the impact of the environment and allow achieving competitive advantages, which ultimately allows the organization to survive in the long term, while achieving its goals.

2. Comparison of strategic and operational management. Stages of development of strategic management

Depending on the priority of the approaches used and the response to external changes in the development of corporate governance, the following stages are distinguished:

Budgetary and financial control;

Management based on extrapolation;

Anticipation of change;

Management based on flexible emergency solutions.

The first stage, 1900-1950, is management based on budgetary and financial control (post factum), which is characterized by:

Internal orientation of reporting and planned information;

Lack of systematic information about the external conditions of the enterprise.

Budgetary control is carried out by amending the volume and structure of income / expenses, production and sales as the current market situation changes, provided that the main activities of the enterprise remain unchanged. Such a reaction to changes is the most natural for an enterprise, but it takes a lot of time to realize the inevitability of changes, develop a new strategy and adapt the system to it. In the context of increasing rates of change, this type of management is unacceptable.

The third stage, 1961-1980, is management based on anticipation of change and determining the response to them by developing an appropriate strategy. This control system is characterized by:

Moving away from extrapolating estimates;

Accounting for the variability of activity factors;

Analysis of the internal capabilities of the enterprise and external factors;

Finding ways to make the best use of internal capabilities, taking into account external restrictions and the compliance of existing reserves with the requirements of the external environment;

Alternative solutions.

Emphasis on the implementation of strategic decisions and the integration of management actions;

Decentralization and democratization of management;

The growth of the importance of intuition and the strengthening of the qualitative approach in assessments;

Consideration of the enterprise as a subject of active influence on the environment;

Using strategy as the main tool for managing the development of an enterprise.

The successive control systems are oriented towards the growing level of instability in the environment and the ever-less predictability of the future. Thus, the emergence and practical use of strategic management techniques can be viewed as a reaction to the complication of managerial tasks.

3. Objects of strategic management. Principles of strategic management

Characteristics of objects of strategic management.

There are three groups of objects of strategic management, corresponding to the three structure-forming levels of the enterprise:

1. The enterprise as a whole (group of enterprises, concern, independent plant or factory).

2. Strategic field of management (business), i.e. a set of product and market segments and types of activities of the enterprise allocated for independent production, technical, commercial and regional policy. The strategic business field of large multi-product enterprises, as a rule, is divided into strategic business units. A strategic business unit is an intra-firm organizational unit responsible for developing a firm's strategy in one or more target market segments.

3. The concept of strategic business units has had a significant impact on the formation of management systems in large firms around the world and is therefore regarded as an important element of strategic management.

The concept of market segmentation underlies the allocation of strategic business units. A segment is a certain part of the market, where the company's products can be sold. The objects included in the segment must have common features.

The identification of strategic business units is largely a matter of subjective choice. The following criteria for selecting business units can be proposed:

A strategic business unit has a certain range of clients and customers;

The business unit independently plans and carries out production and marketing activities, logistics;

The performance of business units is valued on a profit and loss basis.

The main task of a strategic business unit is to achieve its strategic goals (implementation on new market, cost reduction, increase in market share, development of new products, etc.).

3. Functional area of activity, or subdivision - structural divisions of an enterprise focused on performing certain functions and ensuring the successful operation of strategic business units and the enterprise as a whole (R&D, production, marketing, finance, etc.).

Strategic management is based on a number of principles that must be taken into account in the process of its implementation. The main ones are:

1. Science combined with elements of art. The manager in his activity uses the data and conclusions of many sciences, but at the same time he must constantly improvise, look for individual approaches to the situation. The implementation of this task presupposes, in addition to knowledge, mastery of the art of competitive struggle, the ability to find a way out of the most difficult situation, focus on key problems, highlight the main advantages of your organization.

2. Purposefulness of strategic management. Strategic analysis and strategy formation should be subject to the principle of purposefulness, i.e. be always focused on the achievement of the global goal of the organization.

As opposed to free improvisation and intuition, strategic management is designed to ensure the conscious directed development of the organization and the focus of the management process on solving specific problems.

3. Flexibility of strategic management. It implies the possibility of making adjustments to previously made decisions or revising them at any time in accordance with changing circumstances. The implementation of this principle involves assessing the compliance of the current strategy with the requirements of the external environment and the capabilities of the enterprise, clarifying the adopted policy and plans in the event of unforeseen developments and increased competition.

4. Unity of strategic plans and programs. To achieve success, strategic decisions at different levels must be coordinated and closely linked to each other. Unity of strategic plans commercial organizations is achieved by consolidating the strategies of structural divisions, mutually agreeing on the strategic plans of functional departments, linking buyers of all developed programs.

5. Creation of the necessary conditions for the implementation of the strategy. The strategic plan does not ensure its mandatory successful implementation. The strategic management process should include the creation of organizational conditions for the implementation of strategic plans and programs, i.e. formation of a strong organizational structure, development of a motivation system, improvement of the management structure.

4. The initial concept of strategic management. Problems and prospects for the use of strategic management

Styles of organizational behavior. One of the first concepts of strategic management was based on the notion that different types of organizational behavior require significantly different organizational structures and management. The whole variety of behavioral styles is derived from two typical opposite styles - incremental and entrepreneurial.

The incremental style of behavior differs in the setting “from what has been achieved”, it is aimed at minimizing deviations from traditional behavior both within the organization and in its relationship with the environment. Organizations that adopt this style of behavior tend to avoid change, limit it, and minimize it. Proactive action is taken when the need for change has become urgent. The search for alternative solutions is carried out sequentially, and the first satisfactory solution is adopted.

The entrepreneurial style of behavior is characterized by the desire for change, to anticipate future dangers and new opportunities. A wide search for management decisions is being carried out, numerous alternatives are being developed, and the optimal one is selected from them.

The relationship between behavior styles and types of management. There is a close relationship between styles of organizational behavior and types of management. Strategic management requires entrepreneurial behavior. The end result of strategic management is the systemic capacity to achieve the goals of the organization and its internal structure providing sensitivity to changes in the external environment.

The tasks of the strategic manager are to:

Identify the need for and implement strategic changes;

Build capacity to drive strategic change;

Select and educate personnel capable of implementing strategic changes.

Operational management, unlike strategic management, is engaged in the use of the existing position of the enterprise and is based on an incremental style of behavior. The operational leader must turn the organization's potential into real value. Among its main tasks:

Definition of common operational tasks;

Motivation, coordination and control in the process of performing current tasks.

In the first half of the XX century. strategic and operational management, as well as the corresponding styles of behavior, acted as alternative for the organization. Today, organizations are increasingly in need of both types of behavior and the effective combination of two types of management. The difference between strategic management and operational management is essentially determined by the differences between the considered types of organizational behavior.

Problems of strategic management. Along with the obvious advantages, strategic management has a number of disadvantages and restrictions on its use:

Due to its nature, strategic management cannot give an accurate and detailed picture of the future;

It cannot be reduced to a set of standard procedures and schemes prescribing an unambiguous way of solving development problems in certain conditions;

The organization of work on strategic management requires huge efforts, large expenditures of time and money;

It involves the creation of a strong organizational culture, systems of motivation and organization of work, a certain flexibility.

Transition to strategic management. The implementation of the strategic management methodology is possible under the following conditions:

High culture of market relations and intracompany culture;

Broad and reliable information about market requirements, prices, resources, partners and competitors, as well as about the costs and potential of the enterprise itself;

The presence of personnel who own the tools of strategic management and have strategic thinking.

Therefore, the use of the principles of strategic management in Russian enterprises involves a whole range of preparatory work. The main directions of this work:

1. Creation of a system of strategic information support for enterprises.

2. Development of fairly simple models of strategic analysis, allowing to find out the causes of the crisis, the prospects for the development of the industry and develop real strategies for survival.

3. Training and retraining of personnel in the field of strategic management.

5. The concept and meaning of the mission of the organization. The main components of the mission of the organization

Mission concept. Mission is a business concept that reflects the purpose of the business, its main goal. In contrast to the vision, the mission characterizes only the “real” of the organization: the type, scope of activities, differences from competitors, leaving no attention to the prospects for business development. The mission details the status of the enterprise and provides guidance for the development of goals and strategies at various organizational levels. The main components of the mission:

1. Products or services that an enterprise produces, i.e. range of needs met.

3. Applicable management technologies and functions, i.e. way to meet consumer needs.

4. Competitive advantages.

5. Philosophy of business.

Approaches to the formation of the mission.

There are two approaches to understanding the mission:

Wide;

In a broad sense, the mission is the philosophy and purpose of the organization. In this approach, the mission is defined in general terms without rigid reference to the product range, consumer group, etc.

The mission of the experimental design bureau: "Our activity is aimed at preserving and developing the scientific and technical potential of the industry, maintaining a high level of development, creating new jobs and a production culture that preserves and protects the environment."

A broad approach to the formation of the mission orients enterprises towards achieving strategic advantages by creating opportunities for the production of a wide range of products (services); simultaneous coverage of many market segments and consumer groups; flexibility in managing the organization.

With a narrow approach, the mission is considered as a statement that reveals the meaning of the organization's existence, in which the difference between this organization and its similar ones is manifested.

The mission of the concern (AVPK) Sukhoi:

“The Sukhoi aviation complex strives to produce competitive and high-quality military and civil aircraft, primarily of the Su and Be brands, which allow meeting the needs of the global market and the demands of the domestic state order.”

A narrowly defined mission focuses strategy on a limited product range, specific market segments, customer groups, or strategic paths used to achieve business goals.

This approach enhances the effectiveness of governance by increasing certainty and organization through the use of more focused, coordinated methods for implementing strategies.

A correctly formulated mission, along with a general meaning, necessarily carries something that makes it unique in its kind, characterizing exactly the organization in which it was developed.

The meaning of the mission.

The formulation of the mission contributes to the solution of the following management problems.

First, the mission forces managers to systematically engage in a comprehensive analysis of the strengths and weaknesses organization and its competitors, opportunities and threats, which increases the validity of strategic decisions.

Secondly, in the case of large or geographically dispersed companies, the mission contributes to the integration of separate organizational units into a single whole, staff motivation and more effective interaction between managers and subordinates at various levels.

Third, good mission contributes to the projection of a rational and positive image of the company on business partners, shareholders, investors, on whom the fate of the enterprise depends in various forms and degrees.

6. Shaping the vision of the organization

The vision of the organization is a figurative representation of the meaning of the activity and the prospects (future) of the organization. It explains and demonstrates to all employees and the public:

What is an organization;

What should she become?

What is she striving for?

Shaping a vision is one of the tasks of top management. Vision horizon, i.e. the period of remoteness in time of the formed image of the enterprise can be different, from several months to several years. Vision of the future big company- this is an idea of the political, economic, social situation in the country, in the industry, as well as the desired state of the enterprise in this situation.

The vision refers only to the future: it loses its "power" when the desired state of the enterprise is reached and must be formulated again.

The mission statement should be concise, dynamic, easy to understand (often a slogan) and meet the following requirements:

Inspire;

Be simple, like a memory or an image;

Earn trust;

Having a vision is a great value for an organization, a necessary condition:

Unity of the organization and creation of a corporate spirit;

Motivation;

Solutions of long-term problems of the enterprise.

7. Setting business goals. Types of goals

Setting common long-term goals. A goal is an end state, a desired outcome that any organization seeks to achieve. The sign “general” means goals that are broad in scope and time, which, as a rule, do not have clearly defined quantitative characteristics.

Long-term goals determine the strategic intention of the enterprise to take certain place in business. The definition of overall long-term goals is required for each key result that managers consider important to achieve success and create a corresponding competitive advantage for the organization. There are seven key spaces within which the enterprise determines long-term goals:

1. Market position. Market goals may be gaining leadership in a certain market segment, increasing the company's market share to a certain size.

2. Innovation. Targets in this area are associated with the definition of new ways of doing business: the development of new markets, the use of new technologies or ways of organizing production.

3. Marketing. The main results of activity in this area can be coming out on top in the sale of a certain product, creating a certain image for the product, improving customer service.

4. Production. The priority goals in this case are to achieve the highest labor productivity, improve the quality of the product, and reduce production costs compared to the main competitors.

5. Finance. The overall goal is the preservation and maintenance of all types of financial resources at the required level, their rational use.

6. Personnel management. Personnel goals may be related to the preservation of jobs, ensuring an acceptable level of remuneration, improving working conditions and motivation.

7. Management. A key goal in this area is to identify critical areas of managerial influence.

Goal quality criteria. The goals of the enterprise must have a number of characteristics, which are sometimes called the criteria for the quality of the goals.

Key features of goals include:

specificity and measurability. By expressing goals in clear, measurable terms, management creates the basis for decision making and evaluation of progress.

planning horizon. There are long-term (planning horizon more than 5 years), medium-term (planning period from 1 year to 5 years) and short-term (usually within a year) goals. The narrower the planning horizon, the more specifically the goal should be expressed.

Reachability. Goals are set so that they do not exceed the capabilities of the enterprise. Setting unattainable goals blocks the desire of employees for success and reduces work motivation.

Consistency. Actions and decisions necessary to achieve one goal should not interfere with the achievement of others.

Insufficient attention to the process of setting goals or, conversely, the promotion of unattainable goals is detrimental to the enterprise. Thus, widely proclaimed by many Russian enterprises in the process of restructuring, the goal is “preservation labor collective” - led to a decrease in labor motivation.

Definition of specific goals (tasks). Specific goals are set on the basis of identifying the strengths and weaknesses of the enterprise, its competitive advantages. As a rule, such goals express realistically achievable concrete results (two or three indicators) in those areas that are decisive for a successful business. However, specific targets can be set for each activity that the enterprise considers important to itself and the implementation of which it wants to monitor.

Specific goals in various areas activities:

Marketing - annually offer to the market new product; expand the number of consumers by 10%;

Finance - to increase profitability from 10 to 12% by the end of the year;

Personnel - introduce a profit sharing system by the end of the second year.

The goals of the enterprise can be adjusted based on the results of a comprehensive analysis of the external environment and internal business opportunities.

The definition of the mission and goals serves as the basis for choosing the strategy and overall policy of the enterprise. The strategy sets the direction for the implementation of the mission and goals, and the policy sets clear guidelines for managers of all departments.

8. Building a hierarchy of goals. Determining the quality of goals

The number and variety of goals and objectives of management require a systematic approach to determining their composition. As a convenient tool that has been tested in practice, you can use the model in the form of a tree of goals.

By means of the goal tree, their ordered hierarchy is described, for which the main goal is sequentially decomposed into subgoals according to the following rules:

The overall goal should contain a description of the end result;

When deploying a common goal in a hierarchical structure, it is assumed that the implementation of the subgoals of each subsequent level is a necessary and sufficient condition for achieving the goals of the previous level;

When formulating goals at different levels, it is necessary to describe the desired results, and not how to achieve them;

The subgoals of each level must be independent of each other and not derivable from each other;

The foundation of the goal tree should be tasks, which are a statement of work that can be completed in a certain way within a set time frame.

The number of decomposition levels depends on the scale and complexity of the goals set, on the organizational structure. An important point goal-setting is modeling not only the hierarchy of goals, but also their dynamics in terms of development over a certain period of time. When developing long-term plans for the enterprise, a dynamic model is used.

9. The concept of the external and internal environment of the organization

10. Analysis of the external environment of the enterprise: characteristics and objectives of the analysis; PEST analysis of the enterprise microenvironment

General provisions. PEST-analysis consists in identifying and evaluating the influence of macro-environment factors on the results of the current and future activities of the enterprise.

There are four groups of factors that are most significant for the strategy of the enterprise:

Political and legal;

Economic;

Sociocultural;

Technological.

The analysis of the noted factors was called the PEST analysis (Table 3).

PEST is an abbreviation for four English words: P - Political-legal - political and legal, E - Economic - economic, S - Sociocultural - socio-cultural, T - Technological forces - technological factors.

The political factor of the external environment is studied primarily in order to have a clear idea of the intentions of state authorities regarding the development of society and the means by which the state intends to implement its policy.

An analysis of the economic aspect of the external environment makes it possible to understand how economic resources are formed and distributed at the state level. For most enterprises, this is the most important condition for their business activity.

The study of the social component of the external environment is aimed at understanding and evaluating the impact on business of such social phenomena as people's attitude to work and quality of life, people's mobility, consumer activity, etc.

The analysis of the technological component makes it possible to foresee the opportunities associated with the development of science and technology, timely adjust to the production and sale of a technologically promising product, and predict the moment of abandonment of the technology used.

The procedure for conducting a PEST analysis. There are the following stages of external analysis:

1. A list of external strategic factors is being developed that have a high probability of implementation and impact on the functioning of the enterprise.

2. The significance (probability of implementation) of each event for a given enterprise is assessed by assigning it a certain weight from one (most important) to zero (insignificant). The sum of the weights must be equal to one, which is ensured by normalization.

3. An assessment is given of the degree of influence of each factor-event on the company's strategy on a 5-point scale: "five" - strong impact, serious danger; "unit" - the absence of impact, threat.

4. Weighted estimates are determined by multiplying the weight of the factor by the strength of its impact and the total weighted estimate for the given enterprise is calculated. The total score indicates the degree of readiness of the enterprise to respond to current and predicted environmental factors.

11. Analysis of the external environment of the enterprise: analysis of the general situation and competition in the industry

Goals of external analysis. The main purpose of the analysis of the external environment is to identify and understand the opportunities and threats that may arise for the enterprise in the future in order to correctly determine the strategy and overall policy of the enterprise.

The external analysis is part of the SWOT analysis. SWOT is an abbreviation of four English words: S - Strengths - strengths, W - Weaknesses (weaknesses), O - Opportunities (opportunities), T - Threats (threats).

Opportunities are positive trends and environmental events that can lead to increased sales and profits. Such opportunities for the enterprise are, for example, the growth of incomes of the population and enterprises, the weakening of the positions of competitors, etc.

Threats are negative tendencies and phenomena that, in the absence of an appropriate response from the enterprise, can weaken its competitive status. Threats include a decrease in the purchasing power of the population, unfavorable demographic changes, and tightening of state regulation.

External analysis is aimed at identifying real opportunities and threats associated with changes in the external environment of the enterprise.

Environmental factors. The external environment of the enterprise is a set of active subjects and forces that are outside the direct control of the management of the organization and can influence its strategy.

According to the degree of impact on the processes occurring within the enterprise, there are two groups of external factors:

Remote impact representing the macrosphere;

The direct influence of the immediate environment, or industry factors.

The totality of all factors of the external environment of the enterprise is presented in fig. 8.

the microenvironment (inner environment) includes all interested groups that directly affect the main activity of the enterprise or depend on its results. These are suppliers, competitors, consumers, creditors, trade and other organizations.

The macro environment includes general factors that do not affect the short-term activities of the enterprise, but may influence its long-term decisions.

12. Analysis of the internal environment of the enterprise: goals and principles of analysis; analysis of the strengths and weaknesses of the enterprise (SWOT analysis)

The meaning and purpose of internal analysis. When developing an enterprise strategy, managers must use not only the external environment, but also the situation within the enterprise. It is necessary to identify those internal variables that can be considered as strengths and weaknesses of the enterprise, evaluate their importance and determine which of these variables can become the basis of competitive advantages. For this, an analysis of the internal environment of the enterprise is carried out.

Analysis of the internal environment of an enterprise is a process of a comprehensive analysis of the internal resources and capabilities of an enterprise, aimed at assessing current state business, its strengths and weaknesses, identifying strategic problems. In fact, the analysis of the internal environment of the enterprise is the second part of the SWOT analysis associated with identifying the strengths and weaknesses of the organization.

The purpose of internal analysis is to assess the strategic situation in the enterprise, taking into account the existing limitations of strengths and weaknesses.

Depending on the specific situation, the strategic analysis of the internal environment of an enterprise can be unique to one degree or another, but the main condition must be observed - the completeness of the strategic analysis, its quality and ultimate efficiency.

Principles of internal analysis. The analysis of the internal environment of the enterprise should be based on the following principles:

Consistency - means considering the enterprise as a complex system, including a number of functional subsystems (activities) and components (structural divisions);

Complexity - involves the analysis of all the constituent parts of the enterprise;

Comparability - requires an analysis of all internal variables in dynamics and in comparison with similar indicators competitive firms;

Uniqueness, or specific goals of the enterprise.

Strengths are the experience and resources that the company owns, as well as strategically important areas of activity that allow you to win in the competition.

Weaknesses are shortcomings and limitations that hinder success.

There are many sources of strengths and weaknesses of the enterprise, some of which are considered in the analysis of the industry. Yes, to the number strengths include serious and explicit consumer preferences, the possibility of economies of scale. Weak side enterprises are a serious dependence on the domestic market of direct sales, the inability to meet the needs of new market segments, etc.

Determination of strengths and weaknesses should be carried out in all areas of the enterprise:

Organization and general controls;

Production;

Marketing;

Finance and Accounting;

Personnel management, etc.

13. Analysis of the internal environment of the enterprise: strategic cost analysis and the "value chain"

Strategic cost analysis based on the "value chain" is aimed at identifying the strengths and weaknesses of the enterprise, as well as its competitive advantages. The value chain of an individual enterprise is shown in fig. 10. Value chain analysis is based on the assumption that the main economic purpose enterprise is to create value in excess of the real costs of production.

M. Porter introduced the concepts of "product value" and "value chain". The cost of a good, according to Porter, is the amount that consumers are willing to pay for a good or service provided to them by the producer. The traditional concept of value as a social necessary costs labor for the production of a unit of output in this case does not apply.

The Value Chain provides insight into the strategic related species activities of the enterprise and allows you to trace the process of creating value. In the "value chain", the activities of the enterprise are divided into two types:

the main one - related to the production of goods, their sale and after-sales service;

auxiliary - providing the main processes.

Each of the activities can help reduce costs and create the basis for differentiating products and services. In order to achieve competitive advantages, the "value chain" should be considered as a system of activities with its characteristic links. Links within the chain determine the ways in which individual activities interact with each other and to a large extent affect their effectiveness. Therefore, they can serve as an additional source of enterprise benefits.

14. Concept of the Boston Advisory Group (BCG)

BCG matrix. The Boston Matrix is based on a product life cycle model, according to which a product goes through four stages in its development: entry into the market (problem product), growth (star product), maturity (cash cow product) and decline (dog product).

To assess the competitiveness of certain types of business, two criteria are used: growth rate industry market; relative market share.

The market growth rate is defined as the weighted average of the growth rates of various market segments in which the company operates, or is taken equal to the growth rate of the gross national product. Industry growth rates of 10% or more are considered high.

Relative market share is determined by dividing the market share of the business in question by the market share of the largest competitor.

A market share value of 1 separates products - market leaders - from followers. Thus, the division of business types (individual products) into four different groups is carried out

The BCG matrix is based on two assumptions:

1. A business with a significant market share acquires a competitive advantage in terms of production costs as a result of the experience effect. It follows from this that the most major competitor has the highest profitability when sold at market prices and for him the maximum financial flows.

2. Presence in a growing market means an increased need for financial resources for its development, i.e. renewal and expansion of production, intensive advertising, etc. If the market growth rate is low, such as a mature market, then the product does not need significant financing.

In the case when both hypotheses are fulfilled, four groups of product markets can be distinguished, corresponding to different priority strategic goals and financial needs:

“Problems” (rapid growth/low share): products in this group can be very promising as the market expands, but require significant funds to maintain growth. With regard to this group of products, it is necessary to decide whether to increase the market share of these products or stop financing them.

"Stars" (fast growth/high share) are market leaders. They generate significant profits due to their competitiveness, but also need funding to maintain a high share of a dynamic market.

Cash Cows (Slow Growth/High Share) - Products that can generate more profit than is necessary to sustain their growth. They are the main source of funding for diversification and research. The priority strategic goal is "harvesting".

“Dogs” (slow growth/low share) are products that are at a cost disadvantage and do not have growth opportunities. The preservation of such goods is associated with significant financial costs with little chance of improvement. The priority strategy is deinvestment and a modest existence.

Ideally, a balanced nomenclature portfolio of an enterprise should include 2-3 goods - "cows", 1-2 - "stars", several "problems" as a reserve for the future and, possibly, a small number of goods - "dogs". An excess of aging goods (“dogs”) indicates the danger of a downturn, even if the current performance of the enterprise is relatively good. An excess of new products can lead to financial hardship.

15. GE / McKensey Concept

Matrix Me Kincey. This matrix was developed by the Me Kincey consulting group together with the General Electric Corporation and was called the “business screen” (Fig. 20). It includes nine squares and is based on an assessment of the long-term attractiveness of the industry and the competitiveness of the strategic business unit.

The factors that determine the attractiveness of the industry and the position of the business in individual markets are different. So, the main criteria of attractiveness can be the size of the market, growth rates, level of competition, market sensitivity to price. The competitiveness of a business can be assessed using criteria such as the market share controlled by the firm; the effectiveness of the marketing system, the level of costs, potential, etc. Therefore, when analyzing each market, it is necessary to single out the factors characterizing it and evaluate their level (low, medium or high).

Invest to keep your position and follow the development of the market;

Invest in order to improve your position, shifting to the right in the matrix, in the direction of increasing competitiveness;

Invest to regain lost ground. Such a strategy is difficult to implement if the attractiveness of the market is weak or medium;

Reduce investment with the intent to "harvest", such as by selling a business;

Deinvest and leave a market (or market segment) with low attractiveness, where the company cannot achieve a significant competitive advantage. The Me Kincey matrix has common shortcomings in portfolio analysis methods. Among them: difficulties in taking into account the boundaries and scale of the market, a large number of criteria;

Subjectivity of assessments;

The static nature of the model;

16. Basic business development strategies. Definition of enterprise strategy

The strategy selection process includes the following main steps:

Clarification of the current strategy;

Formation of strategic alternatives;

Choosing an enterprise strategy and its evaluation.

Understanding the current strategy. There are various schemes for clarifying the current strategy. One of the possible approaches was proposed by A. Thompson and A. Strickland. The authors identify the following external and internal factors that shape the current strategy. External factors:

The size of the enterprise and the degree of diversity of products;

The general nature and nature of the entity's recent acquisitions and sales of part of its property;

The structure and direction of the enterprise for the last period;

Opportunities that the organization has recently focused on;

Attitude to external threats.

Internal factors:

The goals of the enterprise;

Criteria for the distribution of resources and the existing structure of capital investments for manufactured products;

Attitude to financial risk both on the part of management and in accordance with actual practice and ongoing financial policy;

The level and degree of concentration of efforts in the field of R&D;

Strategies for individual functional areas (marketing, production, personnel, finance, research and development).

Formation of strategic alternatives. On this stage strategies are created to achieve the goals. G. Mintzberg, who held fundamental research in the study of senior management, names three main ways of action in the formulation of strategy, which are determined by the personality and value system of senior management: entrepreneurial, adaptive and planned.

1. Entrepreneurial mode of action. In accordance with this model, the process of forming strategic alternatives is carried out subconsciously in the head of a leader, usually an entrepreneur, based on a deep understanding of the logic of this type of business and a good knowledge of the situation. This gives him the opportunity to form his own vision of the problem, ways of solving and moving towards the future. The main attention is focused on the growth opportunities of the enterprise, current problems go by the wayside. The personal and informal nature of the vision makes the strategy flexible and fruitful.

2. Alternative course of action or learning through experience. It proceeds from the possibility and necessity of adjusting the strategy under the influence of external impulses arising in the course of its implementation. It is characterized by a more operational solution existing problems rather than looking for new opportunities. The emerging strategy is fragmentary and is literally molded by its creators, who are ready to reconsider the chosen line of behavior. Strategic decisions are made through a multi-stakeholder dialogue of a larger number of employees of various ranks, subject to minimal intervention and control from management. This behavior is typical for many large enterprises. 3. Planned course of action. Considers the development of a strategy as a fully conscious and controlled thought process, which finds its material embodiment in the system of plans. In this case, both an active search for new opportunities and a prompt solution of existing problems are carried out. This classical model assumes the presence of a centralized staff and is aimed at achieving a certain strategic position of the enterprise in the environment. Such strategies are developed by planners, whose leader acts as the main organizer of their work.

Selection and evaluation of the enterprise strategy. It has been established that the choice of strategy is influenced by many factors. The most important of them:

Type of business and features of the industry in which the company operates;

The nature of the goals that the enterprise sets for itself;

Values that guide decision-making by top managers;

Financial resources and obligations of the enterprise for decisions already made;

The degree of dependence on the environment;

Time factor.

Formed strategies are evaluated according to the degree of suitability for achieving the main goals of the enterprise and their compliance with the requirements of the environment, as well as the possibilities for the development of the organization.

The final step in the analysis of strategic alternatives is the assessment of the acceptability of the risk inherent in the strategy. Risk justification is assessed in three areas:

Are the assumptions underlying the choice of strategy realistic?

What negative consequences for the enterprise can lead to the failure of the strategy;

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

17. The effectiveness of the strategy. Stages of strategy development

In the process of implementing the strategy, each level of management solves its specific tasks and performs the functions assigned to it. The decisive role belongs to the top management. Its activities at the stage of implementing the strategy can be represented in the form of five successive stages.

The first stage is an in-depth study of the state of the environment, goals and developed strategies. At this stage, the following main tasks are solved:

Understanding the essence of the goals put forward, developed by the strategy, their correctness and correspondence to each other, as well as the state of the environment.

Bringing the ideas of the strategic plan and the meaning of the goals to the employees of the enterprise in order to prepare the conditions for their involvement in the process of implementing the strategies.

The second stage is the development of a set of solutions for efficient use resources available to the enterprise. At this stage, resources are assessed, allocated and aligned with the strategies being implemented. For this, special programs are being drawn up, the implementation of which should contribute to the development of resources. For example, it can be employee development programs.

In the third stage, top management decides to make changes to the current organizational structure.

The fourth stage consists in carrying out those necessary changes in the enterprise, without which it is impossible to start implementing the strategy. To do this, a scenario of possible resistance to change is drawn up, measures are developed to eliminate or reduce real resistance to a minimum and consolidate the changes made.

The fifth stage is the adjustment of the strategic plan in the event that it is urgently required by newly arisen circumstances.

35. Features of the development of a single business strategy: creating competitive advantages at the level of business units.

The concept and types of competition. Competitive advantage is those characteristics and properties of a product or brand, as well as specific forms of business organization, that provide an enterprise with a certain superiority over its competitors.

Competitive advantage is always relative in comparison with the company that has the best position in the market for goods or services.

The relative advantage of a competitor is determined by various factors. Depending on the advantages created, competitiveness factors are divided into two groups:

external;

Internal.

Competitive advantage is "external" if it is based on the distinctive qualities of the product, which form a value for the buyer in terms of quality level, design, special characteristics, etc. The strategy that derives from external competitive advantage is the product differentiation strategy. It is based on know-how in the field of marketing, the excellence of the enterprise in identifying and meeting the expectations of customers who are not satisfied with existing products.

Internal competitive advantage is based on the superiority (leadership) of the enterprise in production and management costs. The internal advantage provides greater profitability, the stability of the enterprise to reduce the price of goods and therefore is of value to the manufacturer. A strategy based on internal competitive advantage is a cost dominance strategy. It is based mainly on know-how in production and management.

Basic Strategies competition. Competitive advantages, as a rule, are realized at the level of strategic business units and form the basis of the business (competitive) strategy of the enterprise.

Business strategy (business strategy) is understood as the development strategy of a business unit, or the strategy of an enterprise in a particular product market. The main goal of this strategy is to create and maintain the competitive advantages of the enterprise. The set of business strategies is the basis of the portfolio (corporate) strategy of the organization.

There are several ways to achieve competitive advantage, or business strategies, but the most common are:

Cost leadership;

Product differentiation;

Focusing (concentration);

Early market entry (first mover strategy).

M. Porter calls the first three directions basic strategies, meaning their universal applicability (Fig. 14). At the same time, such business characteristics as innovations or globalization can also be the basis of a business strategy.

The choice of a specific competition strategy is carried out taking into account a number of factors, the main of which are:

Key conditions (factors) of success for the considered goods market;

Strengths and weaknesses of the enterprise and its main competitors in relation to key success factors;

The strategic potential of the enterprise and the possibility of expanding resources.

18. Features of developing a single business strategy: cost leadership strategy

Implementation conditions and cost leadership risks.

The cost leadership strategy is aimed at achieving competitive advantages through low costs for individual elements of a product or service and, accordingly, lower cost compared to competitors. This strategy requires the company optimal sizes production, developed sales network, capturing a certain market share, using resource-saving technologies, strict control of all types of costs Production plays a dominant role in this strategy.

We can say that cost leadership is an aggressive strategy aimed at achieving production efficiency. Realization of competitive advantages based on low costs is possible under the following conditions"

Demand is price elastic

No opportunity for product differentiation;

Industry products are standardized, the buyer can purchase it from different sellers,

The enterprise has access to sources of cheap raw materials, labor or other sources of cost reduction.

However, attempts to achieve cost leadership can be associated with risk and even loss of benefits. For example, focusing on cost reduction can prevent a business from seeing diminishing sensitivity to price or a change in the way a product is used.

The main risks associated with cost leadership include:

The emergence of technological innovations that negate cost advantages,

Failure to grasp the need to change products or markets as a result of an over-enthusiasm for cost reduction;

Inflationary growth of costs, undermining the ability of the enterprise to reduce costs;

The emergence of new, improved products,

Changing consumer preferences, their sensitivity to prices in favor of the quality of goods, services and other characteristics.

Thus, an enterprise may fail if competition leads to non-price strategies.

Cost advantage over the five forces of competition.

The cost leader is effectively protected against the five forces of competition:

The leading enterprise is able to withstand its direct competitors in the event of a price war and make a profit at a price that is minimally acceptable for competitors;

Large buyers cannot seek price reductions below the level acceptable to the strongest (top two in terms of cost) producers in the industry;

Low production costs provide protection against strong suppliers, as they give the enterprise greater flexibility in case of increased input costs;

Cost leadership creates an additional entry barrier for new competitors and at the same time can protect the market from substitute products.

Thus, the ability of the leading enterprise to set a floor for industry prices protects its market position. In price competition, less efficient enterprises lose out.

19. Features of developing a single business strategy: differentiation strategy

Purpose and types of differentiation. The purpose of differentiation is to give the product distinctive (in comparison with the product of the main competitors) properties that are important to the buyer. Through differentiation, the enterprise seeks to create a situation of monopolistic competition in which it, thanks to its special products, has significant market power.

Differentiation, or, in other words, the isolation of a product in the market, means the ability of an enterprise to provide a unique and higher value (compared to competitors) product for the buyer in terms of quality level, the presence of its special characteristics, marketing methods, after-sales service.

Differentiation can take various forms:

Recognized technological excellence, best design product (product differentiation);

Image of the enterprise, brand (differentiation of the image);

Special service (service differentiation). Product differentiation is the offer of products with characteristics and (or) design better than those of competitors. The basis of product differentiation is the product range of an enterprise, which is understood as a group of similar or closely related products. As part of product differentiation, an enterprise can offer a narrow range of products, in which case one speaks of focusing on differentiation, or a wide range of products.

Image differentiation is the creation of an image of an organization and (or) products that distinguishes them from competitors from the best side. When using image differentiation, an enterprise can produce products under different brands for different market segments.

Service differentiation is the offer of a diverse and higher (compared to competitors) level of services related to the goods sold (urgency and reliability of deliveries, installation of equipment, after-sales service, training and customer consulting).

Implementation Conditions and Differentiation Risks There are several necessary conditions for successful implementation differentiation strategies. The main ones include the following:

There are many distinctive characteristics of products that stand out and are appreciated by consumers;

Price competition prevails;

Signs of differentiation cannot be imitated without incurring significant costs;

Demand for products is diverse in structure.

At the same time, the differentiation strategy has the following specific risks:

The price gap relative to competitors can become so large that it is impossible to maintain commitment to a differentiated brand,

The need for differentiated products decreases as these products become more familiar,

The perception of differentiation is reduced in the case of imitation (copying) of the distinctive properties of the product

Differentiation advantage relative to the five forces of competition. Differentiation, like cost leadership, protects the enterprise from the five competitive forces, but in a very different way.

In relation to direct competitors, differentiation reduces product substitutability, increases brand loyalty, reduces price sensitivity, and thereby increases profitability. Brand loyalty reduces pressure on the business and makes it harder for new competitors to enter the market Increased product margins increase resilience to potential cost increases from a strong supplier. Finally, the distinctive properties of the product and the loyalty of buyers won protect the enterprise from substitute products.

The presence of distinctive qualities usually requires higher costs, which leads to higher prices. However, successful differentiation allows the enterprise to achieve greater profitability, since consumers are willing to pay for the uniqueness of products. Differentiation strategies require significant investment in functional marketing, and especially in advertising, in order to convey to buyers information about the claimed distinctive features of the product.

20. Features of developing a strategy for a single business: a focus strategy

The strategy of focusing, or narrow specialization, involves the choice of a limited scope economic activity with a sharply defined circle of consumers. This strategy involves the concentration of the enterprise's activities on a relatively small target group of consumers, part of the product range, any aspect of activity. It is radically different from previous strategies, since it is based on the choice of a narrow area of competition within the industry (market niche).

A market niche can be defined in terms of geographic uniqueness, special requirements for the use of a product, or particular characteristics of a product that are important to niche participants.

The reason for choosing such a strategy is the lack or lack of resources, the strengthening of barriers to entry into the region or the market. Therefore, the focusing strategy is inherent, as a rule, in small enterprises.

There are three areas of focus: within the selected market segment, the company tries to achieve cost advantages or enhances both.

♦ there are market niches on which the company can concentrate, the size of the market niche ensures profitability, the niche has the potential for growth, competitors do not consider the market niche as a key success factor, the company's resources allow high-quality service to consumers of the market niche

The market niche becomes so attractive that it overflows with competitors, the differences between the needs of the target market segment and the market as a whole can narrow, competitors can penetrate the chosen target market and achieve a higher level of specialization

21. Features of the development of functional strategies: production strategies

The concept and types of strategic decisions in production. A production strategy is a long-term program of specific actions to create and sell an enterprise's products. Strategic decisions in the field of production are made in the following areas:

Focusing production capacity;

Use of production personnel;

Development of the organization of production;

Product quality management;

Development of production infrastructure;

Organization of relationships with suppliers and other cooperation partners;

Manufacturing control.

Basic production strategy. The essence of this strategy is to balance the production capacity of the workforce and the volume of output.

When forming the basic strategy, the following are taken into account:

The technical level of the production process and the possibility of upgrading equipment;

Qualification potential and level of security of the production process labor resources;

Opportunities for quick changeover of equipment and other necessary actions related to possible changes in the structure, volume and timing of production orders.

There are three alternatives to the basic production strategy:

1. Full satisfaction of demand - the company produces as many products as it is required in the market. Product inventories are minimal, and production costs can be high due to the constant change in output.

2. Manufacture of products according to the average level of demand - with the accumulation of stocks of products with a drop in demand and satisfaction of the increased market demand at the expense of these accumulations.

3. Production of products at the lower level of demand (pessimist's strategy) - goods missing in the market are produced by competitors or partner enterprises.

Production location strategy. This strategy is developed for large enterprises with developed intra-company specialization and cooperation, and is associated with the choice of a place for the manufacture of components and assembly finished products. When developing a placement strategy, it is necessary to take into account economic, socio-political and geographical factors, the main of which are.

Remoteness of the branch and related transportation costs;

Availability of qualified labor force;

Availability of sources of raw materials and markets;

Economic benefits offered by the regional leadership.

Production organization strategy. A distinctive feature of the modern approach to the development of a strategy for the organization of production is the recognition of the need for "customer orientation". The development strategy for the organization of production with a focus on the consumer is determined as follows, the volume of output, assortment, quality and delivery time of products are set based on the forecasts of the needs of future users of these goods, deliveries are made in the required quantity and at the set time.

The production organization strategy is carried out through the development and implementation of the following three programs.

1. The production synchronization program defines a set of actions to organize a production system that quickly responds to changes in consumer demand. In this case, the range, volume and terms of production are determined by the customer; synchronous (simultaneous) with production supply of components and synchronous with installation production is provided. This program involves the solution of the following tasks: determination of methods for synchronizing individual stages and works; establishment of forms and rules for the organization of synchronized production, the formation of strategic alternatives for its implementation.

2. The program of material flow management at the enterprise characterizes a set of interrelated works on the formation of an integrated material flow management system. Its implementation involves the formation of a logistics approach to the organization and management of production; substantiation of the principles and development of a production logistics system; definition of functions and development of a system of end-to-end management of material flows, covering the stages of procurement of materials, production and marketing of products.

3. The program for increasing the organizational flexibility of production characterizes a set of actions to establish and mutually link organizational, technical and economic decisions related to the formation flexible production. The development of this program is connected with the decision-making process on the practical implementation of measures to increase the flexibility of the system and involves: determining the main forms of manifestation of organizational flexibility and directions for its increase; development of a methodical approach to the assessment, analysis and planning of system flexibility; formation of flexible production.

22. Features of the development of functional strategies: R&D strategy

Types of strategic decisions in R&D. An R&D strategy is a long-term program of specific actions related to the creation of a new product and production technology. The following components of strategic activity in this area are distinguished.

1. Technological forecasting and planning. Technological forecast is part of the analysis of the external environment; it provides information about anticipated technology trends, new discoveries, and time horizons for innovative breakthroughs. The Science and Technology Development Plan focuses on the allocation of resources within research, development, and preproduction.

2. R&D structure. When drawing up a functional R&D strategy, it is advisable to single out the following areas of innovative work, a) identifying the most effective relationship between conducting one's own R&D in full and the participation of an enterprise in intercompany cooperation, purchasing patents, licenses, know-how to implement a new technical policy; b) determination of the required volume of research and development work; c) classification of R&D according to the degree of impact on the market (R&D for existing production and entry into new markets).

3. R&D management. The implementation of any strategy requires the creation of an adequate management system. The specificity of R&D implies special requirements for the management system innovation processes, among which are the following: effective use of qualification potential, the possibility of rapid restructuring, the presence of strict control over the timing and efficiency of work.

Basic R&D strategies. The offensive R&D strategy aims to develop new technological solutions to implement the strategy of intensive growth and diversification. An offensive strategy in advanced industries can be considered defensive, since only a quick and timely replacement of products allows you to maintain your position in the market. The protective R&D strategy is aimed at maintaining the competitive position of the enterprise. It includes technological solutions to improve the successful conduct of competition in the short and medium term.

Licensing, or an absorbing strategy, is based on acquiring the opportunity to improve one's own competitive position through the use of the best scientific and technical results obtained by other enterprises in the course of R&D. Rogue strategy is based on core competencies enterprises in the field of R&D and allows you to get high profits at an early stage of implementation. In the long term, this strategy is successful if it becomes offensive.

Analysis and selection of the preferred R&D strategy for a large multi-product company is possible on the basis of a matrix (3 x 3) of market growth rates and competitiveness.

Features of strategy development at the corporate level: the role and assessment of benefits; diversification strategy; competitive strategies; adaptation strategy; sustainable development strategy. Diversification (from Latin diversificatio - change, diversity) is the expansion of economic activity into new areas (expansion of the range of manufactured products, types of services provided, geographical scope, etc.). In the narrow sense of the word, diversification refers to the penetration of enterprises into industries that do not have a direct industrial connection or functional dependence on their main activity. As a result of diversification, enterprises turn into complex diversified complexes. It is believed that by offering a whole range of goods and services, an enterprise can increase competitiveness and mitigate possible risks by eliminating rigid dependence on any one product or market. The main advantage of diversification is the opportunity for large enterprises to obtain additional benefits from diversity. The essence of this effect lies in the fact that the production of many types of products within the framework of one large enterprise is more profitable than the production of the same types of goods at small specialized enterprises. The main sources of the diversity effect are: 1) multi-purpose sharing of production capacities; 2) concentration of the distribution network (goods and services are sold through a single network, not necessarily a joint one); 3) the possibility of transferring information, knowledge, technical management experience from one industry to another; 4) multilateral training of workers and the variety of information they receive. At the same time, diversification requires top management to concentrate efforts on many areas of activity, weakens control over the situation in a particular market, this can lead to a weakening of the competitive position of the enterprise. The cost of entering a new industry can be large enough to reduce the expected profit. Therefore, it is necessary to talk about the rational nature of diversification. Diversification should not become a strategic priority until the enterprise has exhausted all opportunities for growth in its field of activity.

Distinguish between related and unrelated (conglomerate) diversification. In turn, related diversification can be vertical or horizontal. The main criterion for determining the type of diversification is the principle of merger. In a functional merger, enterprises that are related in the production process are combined. With an investment merger, the merger occurs without a production community of enterprises. Vertical integration. Associated vertical diversification, or vertical integration, is the process of acquiring or incorporating into an enterprise new industries that are part of the main product production chain at stages before or after the production process. An integration strategy is justified when an enterprise can increase its profitability by controlling strategically important links in the chain of logistics, production and marketing of products. In this case, various types of vertical integration are possible: a) full integration of production activities; b) partial integration, in this case, some of the necessary components are purchased from other enterprises; c) quasi-integration - the creation of strategic alliances between enterprises interested in integration without transfer of ownership. Depending on the direction of integration and the position of the enterprise in the production chain, two forms of related diversification are distinguished: 1) “forward” integration, or direct integration; 2) integration "back", or reverse integration. Strategy backward integration used to protect a strategically important source of supply or to gain access to new technology important to the underlying business. In backward integration, an enterprise adds functions that were previously performed by suppliers, i.e. acquires (establishes) control over the sources of raw materials and the production of components. Direct integration consists in acquiring or strengthening control over the structures located between the enterprise and the end consumer, namely the system of distribution and sale of goods. This type of strategy is used when an enterprise cannot find intermediaries with a quality level of customer service or seeks to know its customers better. horizontal integration. Associated horizontal diversification, or horizontal integration, is the association of businesses operating and competing in the same area of activity. The main goal of horizontal integration is to strengthen the firm's position in the industry by absorbing certain competitors or establishing control over them. Horizontal bundling allows you to achieve economies of scale, expand the range of products and services and thus gain an additional competitive advantage. Often the main reason for horizontal diversification is the geographical expansion of markets. In this case, companies that produce the same type of products, but act in different regional markets, are united. In Russia, horizontal mergers are typical of the banking sector. Here they are aimed at expanding the range of banking services and the geographical expansion of activities. Unrelated diversification. This type of diversification covers such areas of activity that do not have a direct direct connection with the main activity of the enterprise. Diversification is justified if opportunities are limited, competitors are very strong, and the market for the underlying product is in decline. With unrelated diversification, there may be no common markets, resources, technologies, and the effect is achieved through the exchange or separation of assets / areas of activity.

The purpose of developing a competitive strategy is to achieve such strategic goals as: 1) creating a niche in business; 2) achievement of competitive advantages in comparison with other firms; 3) retention of the conquered positions. The following competitive strategies are distinguished: a) the strategy of the impact of a new product market; b) frontal attack strategy; flank strategy.

The adaptation strategy is a way to survive and ensure the effective operation of an economic unit in the conditions of subordination to already existing rules and using them with maximum benefit. The main objectives of the adjustment strategy are: 1) adaptation to the emerging market; 2) rejection of obsolete inefficient methods of management; 3) ensuring the stability of economic activity; 4) gaining time for the transition to aggressive competition in the future; 5) preservation of resource potential, especially a team of highly professional specialists and managers.

The strategic goal of sustainable development is to increase the level and quality of life of the population based on scientific and technological progress, the dynamic development of the economy and social sphere while maintaining the reproductive potential of the natural complex. In addition to achieving the fundamental goals - the implementation of the mission of the organization, making a profit, achieving a competitive advantage in front of strategic management, there is new goal– reaching a compromise between the successful strategic development of organizations and the preservation of an ecologically healthy human environment.

Organizational support for the implementation of the strategy. The main stages of the implementation of the strategy. Implementation of the strategy is the most difficult stage of SM. A decisive role in organizing the implementation of the strategy belongs to top management. Its activity consists of 5 consecutive steps: 1) in-depth study of the state of the environment, goals and development of strategies, i.e. understanding the essence of the goals and bringing them to the employees of the company; 2) making a decision on the effective use of the resources available to the company, in order to bring the resources in line with the strategy being implemented, special programs are being developed to obtain additional resources or develop existing ones; 3) the existing organizational structure of the implemented strategy is brought into line; 4) carrying out the necessary changes in the company, without which it is impossible to start implementing the strategy; 5) revision by senior management of the plan for implementing the strategy in the event that it is urgently required by new circumstances. However, serious reasons are needed to make changes.

23. Strategic changes. Resistance to organizational change. Control organizational changes

Content and types of strategic changes. The implementation of the strategy is aimed at solving three problems. The first is to prioritize administrative tasks so that their relative importance is in line with the strategy that the organization will be pursuing. Secondly, it is an assessment of the compliance of the chosen strategy and internal organizational processes with the aim of orienting the activities of the enterprise towards the implementation of the adopted strategic decisions. Compliance must be achieved in terms of such characteristics of the organization as its structure, motivation system, norms and rules of conduct, qualifications of employees, etc. Thirdly, it is the choice and alignment with the ongoing strategy of leadership style and approach to enterprise management. All noted tasks are solved by means of changes that actually constitute the content of the strategy implementation process. Carrying out the necessary changes contributes to the fact that the enterprise creates the conditions necessary for the implementation of the chosen strategy. Change is not an end in itself. The need and extent of change depends on how ready the enterprise is for the effective implementation of the strategy. It is possible to single out four fairly stable and distinguished by a certain completeness types of strategic changes. 1) The restructuring of the enterprise involves fundamental changes affecting the mission and organizational culture of the enterprise. This type of change is typical for a situation where an enterprise changes its industry and, accordingly, the product and place in the market. In the case of organizational restructuring, the greatest difficulties with the implementation of the strategy arise, since they also occur in technological area and in the labor force. 2) A radical transformation of the enterprise is carried out at the stage of implementing the strategy in the event that the organization does not change the industry, but at the same time changes occur in it, caused, for example, by its merger with a similar organization. In this case, the merging of different cultures, the emergence of new products and the expansion into new markets require strong intra-organizational changes regarding the organizational structure. 3) Moderate transformation occurs when an enterprise enters the market with a new product and seeks to win customers for it. In this case, the changes affect the production process and marketing. 4) the usual changes are related to the implementation of transformations in the marketing sphere in order to maintain interest in the organization's product. These changes are not significant, and their implementation has little effect on the activities of the enterprise as a whole. Strategic changes are systemic. Because of this, they affect all aspects of the enterprise. At the same time, two directions of strategic changes are possible - organizational structure and organizational culture.

Even the smallest changes can cause people to discontent and desire to resist them. Resistance to change is not just a phenomenon, but a serious problem that requires attention and systematic analysis. Strategic initiatives for resisting actions are aimed at their implementation. The source of resistance is usually associated with a heavy workload and responsibility in the future, a change in the nature of work, a change in the usual way of life, a rejection of the usual activities, the development of which did not take much effort and time. In addition to individual resistance, group resistance poses a more serious threat to the company. The stereotypical views of a group of managers on ongoing processes, complex norms and values, general attitudes towards information, and much more can create a serious barrier to real strategy. In the process of carrying out transformations, the company's management may encounter two types of employee behavior: 1) functional (commitment to the goals of the company, high discipline, productivity, team spirit, motivation, trust in others, empowerment); 2) dysfunctional (frustration, low communication, low discipline, sabotage, anxiety, low productivity, distrust, excuses, accusations, etc.). A person is very sensitive to the controllability of the environment. We feel most competent and confident when our expectations of control, stability and predictability of the situation come true. Organizational change management involves a structured approach to managing the risks associated with the human factor in the implementation of strategic change. Change planning is carried out in several stages:

Assessing the need for strategic change. 2. Creation of a system to support the implementation of changes. The project must be constantly carried out under the control of the company's management, and there must be a hierarchy of curators who are responsible for the progress of the project. The initiating curator is the first head of the organization, company. The support manager is the middle manager. The project for the reorganization of the company should involve employees of the company - agents of change, i.e. person or group of persons responsible for the implementation of changes, the formation of the target group. Agents of change should have certain powers and create an atmosphere of cooperation. 3. Change management with change agents. 4. Create a clear vision for the future state of the company. 5. Multifactual assessment of the readiness of the organization to achieve the future state. 6. Create a transition plan to the target state. 7. Organization of the change management process.

24 . Strategic control. Stages of strategic control

The final stage of strategic management is monitoring the implementation of the strategic plan. Control is necessary to identify and prevent threats associated with the implementation of the strategy. The process of strategic control is a set of interrelated works carried out in the following sequence: 1) Determining the parameters to be evaluated, or the scope of control. 2) Development of standards or precise definition of goals to be achieved in a designated period of time. The standards used to evaluate the progress of the strategy implementation are detailed goals. In the control system, standards are developed to evaluate not only final, but also intermediate results. At this stage, the value of the achieved deviation from the standard is also established. 3) Evaluation of the results of functioning for the designated period. 4) Comparison of actual results of functioning with the established standards. At this stage, the question is also solved: are the identified deviations from the accepted standards acceptable. 4) Development of corrective actions in case the deviations are more than acceptable, i.e. identifying the causes of deviations and ways to eliminate them. Note that the control system may indicate the need to revise the plans and standards themselves (for example, the goals set may turn out to be overly optimistic).

Three types of control are distinguished in enterprise management: strategic (performance results for more than a year), tactical (6-12 months), operational (up to 6 months), i.e. Along with the hierarchy of strategies, there is also a hierarchy of control. The corporate level is characterized mainly by strategic control, in which the main attention is focused on maintaining a balance between different types of business. At the level of departments, tactical control prevails, which focuses the attention of managers on improving the competitive position of the enterprise. In the process of tactical control, as a rule, the level of costs and market share are monitored. The functional level is characterized mainly by operational and tactical control, within which such performance indicators as the number of completed orders, the number of complaints, etc. are monitored daily or weekly. Efficient evaluation and control system through the mechanism feedback provides information not only for the implementation of strategic plans, but also for the initial development

25. The role of the human factor in the implementation of the strategy

There are a number of factors that have marked the role of personnel in modern society: 1) the development of scientific and technological revolution has changed the nature and content of labor. It increasingly requires highly professional skills, less and less mechanical, routine. Labor has become more intellectual and personal; 2) changing the possibilities of personnel control and increasing the importance of self-control. search for new, effective ways achieving strategic and financial goals is more creativity than routine work, therefore it is almost impossible to control the birth of an idea, the ability to strengthen the competitive position of companies in modern conditions; 3) change of character consumer income, increased competition, the need for rapid adaptation to changing environmental conditions; 4) change in the forms of labor organization. You must be able to work in a team, be able to find a compromise in conflict situations; 5) improving the general culture of society and workers in particular. The main goal of employees is self-expression when objective factors careers are increasingly giving way to subjective (pleasure from what has been done); 6) the development of democracy, when changes in the organizational structure of the company occur, interclass differences within the organization are erased, the role of public organizations increases; 7) the loss of key figures in the company's business will inevitably affect financial results. The importance of these figures in the implementation of the strategy is increasing. To ensure that each employee is effectively focused on work, he must be motivated to perform these functions. In the process of creating a motivation system, it is necessary to adhere to a problem-oriented approach, which is determined by the following principles: 1. principles of compliance: a) compliance of motivational tasks with the main directions of the company's strategic development; b) compliance of the function of the motivation system with the needs of the administrative apparatus; c) compliance of the motivation system with the technical capabilities and requirements of the corporate information and analytical system; d) adaptation of the motivation system to the changing needs of the company. 2. Organizational principles: a) controlled development of the system, i.e. the need to develop the company's strategic goals, within which the creation and development of a personnel motivation system takes place; b) phased introduction and development of the motivation system as a whole, parallel development of the system financial incentives and non-material motivation based on the analysis of updating the labor organization system. 3. Methodological principles: a) the principle of interaction between material incentives and non-material motivation; b) the principle of systematic and situational approaches to the consideration of the motivation system; c) ensuring health in a broad sense and well-being in order to carry out the development of the company. 4. Technological principles, including the presence of functional, logical and role-playing links between the components of the structure of the motivation system, as well as between the motivation system and the reward system. On the other hand, the success of the implementation of the strategy depends on how effective the manager will be.

Components of organizational culture: philosophy, dominant values, norms, rules, climate, behavioral rituals, etc. organizational culture is understood as a system of historically established common traditions, values, symbols, beliefs, formal and informal rules of conduct for the administration and staff, their interaction with each other and with the environment, which have stood the test of time. All of them are intangible, not measurable in quantitative terms. In other words, culture is a way of life and activity of a group of people, which is consciously or unconsciously perceived by it and transmitted from generation to generation. Today, the culture of an organization is considered a major factor in its competitiveness, especially if it is aligned with the strategy. The influence of culture is determined by the breadth and depth of its coverage of the organization, the degree of recognition of its foundations by people. Culture, on the one hand, is quite stable, traditional, but on the other hand, it is in constant development, which occurs naturally (under the influence of the environment) or as a result of conscious actions of subjects. Culture is hierarchical and has several levels. The surface is formed by the rules of human behavior and material attributes - emblems, design, uniforms, language, slogans, etc.; intermediate - ingrained values and beliefs. The deep level is represented by philosophy.

The elements of organizational culture include: 1) organizational values (economic, political, technological, social, etc.), i.e. emotionally attractive properties of certain processes and phenomena for people. This allows them to serve as models, guidelines for behavior, implementation of a socially approved choice in vital situations. The system of values forms the inner core of culture. 2) philosophy, i.e. the system of key values, which answers the question of what is most important for the organization, reflects the perception of oneself and one's mission, a set of the most important principles of activity and quality goals. Philosophy sets the main directions of the organization's activities, the style of leadership, the basics of motivation, the procedure for resolving conflicts, the rules of behavior for personnel. 3) behavioral ritual, i.e. a set of actions that have a psychological impact on the members of the organization in order to strengthen loyalty to it, strengthen cohesion, create psychological comfort, form the necessary values and beliefs. 4) norms and rules, i.e. social standards recognized in a given society, specific patterns of behavior. 5) climate - internal relationships in the company, which are regulated and established by management.

26. Formation of organizational culture

Factors influencing the formation and change of organizational culture. Bringing the corporate culture in line with the company's strategy is the main task. The first step towards solving this problem is to find out which aspects of the current culture support the strategy and which do not. Next, managers discuss with all stakeholders those aspects of the culture that need to be changed. Typically, the actions of managers to increase the alignment between culture and strategy are as follows: 1) efforts to reduce costs by reducing bonuses to managers; 2) recognition of the importance of responding to customer requests; 3) honoring new heroes - people whose actions and efforts serve as a standard. Awards ceremonies are an important part of a manager's job of creating corporate culture. The following actions have the greatest effect in the formation of corporate culture: a) replacing a manager who adhered to traditional stereotypes with a manager " new wave»; b) changing the established policies and practices that hindered the implementation of new initiatives; c) implementation of serious organizational changes; d) Significant changes in the way awards are given and how careers are promoted, directly related to the achievement of strategic results.

Features (problems and difficulties) of carrying out changes in organizational culture. There are a number of difficulties in implementing changes in organizational culture:

It takes time to make changes;

Often the changes are not welcomed by the employees of the firm;

Often the company's management does not recognize the need for changes in organizational culture;

There is a certain risk of failure when implementing organizational culture changes

2.2 The main stages in the development of strategic management

The rapid development of industrial production in the United States occurred in the 80s of the XIX century. This period in the literature is usually called the "epoch of mass production", the formation of its infrastructure begins. The main task facing organizations at that time was to maximize the volume of production of a weakly differentiated product with minimal costs.

The era of mass production is characterized by a clear division of industries and predictable growth prospects. There was no need for companies at that time to enter other industries. The business sector functioned almost autonomously, without interference from the state and society.

However, time passed, and the rapid development of the economy after the Second World War, when the demand for products was large, and economic development was natural, was replaced by the "post-industrial era" (since the mid-1950s). This period continues to this day. Characteristic features of the post-industrial era were the acceleration of the growth rate of scientific and technological progress, a new level of well-being achieved by society. The growth in the share of services in GDP, a high degree of differentiation of products, increased attention to negative forms of progress, such as environmental pollution, inflation, monopoly, manipulation of consumers, an increase in the factor of satisfaction of individuals from the work performed, as well as an increase in the pace of economic processes, gave rise to a change in the structure of the economy and its ideology.

Depending on the priority of the approaches used and the reaction to external changes in the development of managerial thought, the following stages are distinguished:

budgetary and financial control;

management based on extrapolation;

anticipation of change

management based on flexible emergency solutions;

The first stage, 1900-1950, is management based on budgetary and financial control, which is characterized by: the internal orientation of reporting and planned information and the lack of systematic information about the external conditions of the enterprise.

Budgetary control is carried out by amending the volume and structure of income / expenses, production and sales as the current market situation changes, provided that the main activities of the enterprise remain unchanged. Such a reaction to changes is the most natural for an enterprise, but it takes a lot of time to realize the inevitability of changes, develop a new strategy and adapt the system to it. In the context of increasing rates of change, this type of management is unacceptable.

The second stage, 1951-1960, is management based on extrapolation. Budgetary and financial control is complemented by forecast estimates that extrapolate sales volumes for several years ahead. On the basis of the control figures specified in the sales forecast, all functional plans are determined: production, marketing, supply, etc., which are then combined into a single financial plan. The main task of the manager is to identify economic problems that limit the growth of the organization.

The third stage, 1961-1980, is management based on anticipating changes and determining the response to them by developing an appropriate strategy. This control system is characterized by:

a departure from the extrapolation of estimates;

Accounting for the variability of activity factors;

analysis of the internal capabilities of the enterprise and external factors;

search for ways to make the best use of internal capabilities, taking into account external restrictions and the compliance of existing reserves with the requirements of the external environment;

alternative solutions;

Emphasis on the implementation of strategic decisions and the integration of management actions;

decentralization and democratization of management;

· the growth of the importance of intuition and the strengthening of the qualitative approach in assessments;

Consideration of the enterprise as a subject of active influence on the environment;

· the use of strategy as the main tool for managing the development of the enterprise.

The third stage of management development is otherwise called strategic planning, and the fourth stage is strategic management in real time. The difference between strategic planning and long-term planning lies in the different interpretation of the future. Based on long-term planning, the future is determined on the basis of extrapolation of past trends. The strategic planning system does not consider that the future can be studied by extrapolation.

In addition, in strategic planning, in comparison with the long-term, the space of the company's activities becomes more voluminous, it includes both the main elements of the internal environment economic organization, and external aspects: social and political factors, tastes and needs of buyers, actions of competitors, etc. In addition, the long-term goals of the company in strategic planning are no longer a simple reflection of the conditions of current activity, but are the result of an analysis of changes in the external and internal environment of the company. The difference between strategic planning and long-term planning is also its variability, i.e. development of alternative versions of the future development of the company.

Management based on flexible emergency solutions is mainly required when the company is facing real threats from the external environment, which can presumably manifest themselves much shorter than the planning period. In this situation, the company's management has to solve problems as they arise, prepare strategic decisions based on weak signals, and in some cases conduct their business in an environment that is difficult to predict (in conditions of strategic surprises).

The combination of the last two types of management is increasingly used in enterprises. Strategic planning replaces long-term planning and is periodic management. Real-time management is designed to help business leaders respond intelligently to unexpected and urgent changes in the external and internal environment of the organization.

The prerequisites that determine the relevance of developing the concept of strategic management are such factors as:

Integration processes that led to the formation of financial and industrial groups.

Business globalization. Global firms view the world as a single whole, in which national differences and preferences are erased, and consumption is standardized. The products of global firms - Siemens, Sony, Procter & Gamble, Panasonic and many others - are sold in all countries of the world. The onslaught of global firms can be resisted only by similar methods, i.e. strategizing in a competitive environment.

The role of the highest level of management increased, while the totality of managerial skills developed in the first half of the century was less and less consistent with the conditions for solving the problems that arose.

The instability of the external environment increased, which increased the likelihood of sudden changes, their unpredictability.

In this situation, it became extremely important to use flexible management, which would ensure the adaptation of the enterprise to a rapidly changing environment. Timely response to emerging changes was achieved through the strategic management of the enterprise.

The development of strategic planning and management ideas was reflected in the works of such authors as Frankenhofs and Grager (1971), Ansoff (1972), Shcendel and Hathen (1972), Irwin (1974), as well as domestic economists Azoev, Vikhansky, Gradov, etc. The leading idea, reflecting the essence of the transition from operational to strategic management, was the idea of shifting the focus of top management to the environment in order to respond appropriately to changes in a timely manner.

The popularity of strategic planning came in the late 1970s and early 1980s, when it was perceived as a panacea, a means of solving any problems of the company. However, in the 1980s, formal methods of strategic planning showed their limitations in the new conditions. The main reasons for this were: increased uncertainty business environment. Therefore, it was at this time that strategic management also included tools and methods of management based on flexible emergency solutions. A comparative description of the considered corporate governance systems is presented in Appendix 2.

Conclusion

In this work, an attempt was made to conduct a study of one of the areas of strategic management as strategic management, based on historical analysis. Based on a study of the work of Russian and foreign experts in the field scientific management, the following conclusions can be drawn:

1. The basis of the company's strategy is the planning of income and expenses, the attention of managers is moving from the supply and production to the financial and marketing sphere. In a crisis, funds can only be invested in the most reliable and promising projects that will not only provide a given level of profitability, but also strengthen the company's market position.

2. Strategic analysis requires a clear understanding on the part of management of what stage of development the enterprise is in before deciding where to go next. This requires an effective information system that provides data for the analysis of past, present and future situations. A well-conducted business diagnosis of the strengths and weaknesses of an enterprise provides a realistic assessment of its resources and capabilities, and is also the starting point for developing a strategy.

3. In a directive-planned economy, management was oriented not to the consumer and, in the end, not to efficiency and profit, which in the ideal case are the same, but to higher management and was predetermined by the very essence of the bureaucratic command system.

4. The entire history of the development of management has been associated with two approaches to management: the first of them focused on the management of operations (the technical side of the production process), the other - on the management of human resources, giving priority psychological factors, motivation and stimulation of human activity. Strategic management, in turn, is associated with the following approaches to planning: planning the production and commercial activities of an enterprise at the microeconomic level, planning production costs, planning profits, planning the needs of production resources, planning sales of products.

5. The actions of organizations and their leaders cannot be reduced to a simple response to ongoing changes. The need for conscious change management based on a scientifically based procedure for their foresight, regulation, adaptation to the goals of the organization, to changing external conditions is increasingly recognized. In the same way, the organization itself must respond adequately to changes in the external environment.

6. The emergence and practical use of the methodology of strategic management are caused by objective reasons arising from the nature of changes, primarily in the external environment of the organization. The essence of strategic management lies in the fact that, on the one hand, there is a well-organized integrated strategic planning, on the other hand, the organization's management structure corresponds to "formal" strategic planning and is built in such a way as to ensure the development of a long-term strategy to achieve its goals and the creation of management mechanisms for implementing this strategy through a system of plans.

7. The term "strategic management" was introduced at the turn of 1960-79 in order to distinguish between current management at the production level and management carried out at the highest level. The need for such a distinction was caused by the transition to a new model of managing the development of an organization in a changing environment.

8. In strategic planning, compared to long-term planning, the space of the company's activities becomes more voluminous, it includes both the main elements of the internal environment of the economic organization and external aspects: social and political factors, tastes and needs of customers, actions of competitors, etc. In addition, the long-term goals of the company in strategic planning are no longer a simple reflection of the conditions of current activity, but are the result of an analysis of changes in the external and internal environment of the company. The difference between strategic planning and long-term planning is also its variability, i.e. development of alternative versions of the future development of the company.

List of sources used

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2. Bandurin A.V., Chub B.A. Strategic management of the organization. M: Moscow. -2003.

3. Vikhansky O. S. Strategic management. – M.: Gardarika.-2002.

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5. Goldstein G.Ya. Strategic aspects of management. – M.: TRTU.- 2000.

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11. Travin V.V., Dyatlov V.A. Fundamentals of management. M., "Delo" - 2005.

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Annex 1

Limiting Conditions	Enterprise in a market economy	An enterprise in a directed-planned economy
1. Resource limits	Rarely effective	Almost always effective, narrower than demand-driven limits
2. Demand constraints	Almost always effective	Rarely effective
3. Budget constraints	Rigid	Soft
4. Production plan	Autonomous, formed by the enterprise independently.	Is set at the level of resource constraints and does not reach the limit of demand-driven constraints

Table 1. Two types of enterprises and valid restrictions.

Appendix 2

Options	Management based on control	Extrapolation based control		Management based on change foresight	Strategic Management
Assumptions	The past repeats itself	Trends persist		New phenomena/trends are predictable	Partial predictability for weak signals
Change type	Slower firm response	Comparable to firm response			Faster company response
Process	Cyclical				real time
Basis of management	Deviation control, integrated management		Target Management	Strategic Analysis	Accounting for market development and the external environment
Management Emphasis	Stability / reactivity		foresight	Study	Creation
Period	Since 1900		Since the 1950s	Since the 1960s	Since the 1980s

Table 2. Comparative characteristics of control systems.

Vikhansky O. S. Strategic management. – M.: Gardarika, - 2002.-p.40.

Kruglov M.I. Strategic management of the company. M.: Russian Business Literature, 2006.-p.56.

Tulenkov N. Key position of strategic management in an organization // Problems of theory and practice of management. - 2008. - No. 4.

Bandurin A.V., Chub B.A. Strategic management of the organization. M: Moscow. -2003.-S. 256.

Goldstein G.Ya. Strategic aspects of management. –M.: TRTU.- 2000.- P.152.

Goldstein G.Ya. Strategic aspects of management. –M.: TRTU.- 2000.-S.157.

Stepanova G.N. Strategic management. Planning at the enterprise.- M.: Moscow.-2007. -p.45.

Stepanova G.N. Strategic management. Planning at the enterprise.- M.: Moscow.-2007.-p.52

Stepanova G.N. Strategic management. Planning at the enterprise.- M.: Moscow.-2007.-p.53

Idrisov A.B., Kartyshev S.V., Postnikov A.V. Strategic planning and analysis of investment efficiency. - M.: IID "Filin". - 2007. - S. 154.

Idrisov A.B., Kartyshev S.V., Postnikov A.V. Strategic planning and analysis of investment efficiency. - M.: IID "Filin" .- 2007.-S. 157.

Akulov V., Rudakov M. On the characteristics of the subject of strategic management // Problems of theory and practice of management. - 2008. - No. 4

Thompson A.A., Strickland A.J. Strategic management. M: "Banks and exchanges", "UNITI". - 2004.-S. 80.

Lipatov V.S. Personnel management of enterprises and organizations. M., "Luxart", 2006.-S.124.

The economic strategy of the firm. Ed. A.L. Gradova, St. Petersburg, "Special Literature". - 2005.-S. 56.

Travin V.V., Dyatlov V.A. Fundamentals of management. M., "Delo".- 2005.-p.154.

Volgin A.P., Matirko V.I., Modin A.A. Personnel management in a market economy. M., "Case". - 2002.-S.86.

Petrov A.N. Strategic planning of enterprise development: Proc. allowance. - SPb., 2007.-S. 115.

Fatkhutdinov R.A. Strategic Management: Textbook. - M .: "Business School "Intel-Synthesis", 2006. - P. 345

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