LECTURE No. 6. Strategic management

1. The concept of strategic management, its need and features

The term "strategic management" appeared in common use at the turn of the 1960s and 1970s. He denoted the differences between the current management at the level of production and management carried out at the level of the corporation as a whole. The need for this distinction was driven by changes in the business environment. These changes are:

1) an increase in the dynamism of the external environment of the organization;

2) the emergence of new needs;

3) increased competition for resources;

4) internationalization and globalization of business;

5) the growing role of scientific and technological progress and innovations;

6) the availability of modern technologies;

7) development of information networks, which makes it possible to quickly disseminate and receive information;

8) changing the role of human resources in the organization.

The essence of the transition from operational management to strategic management is to shift the focus of senior management to the external environment. This allows you to respond in time to ongoing changes.

There are many definitions of strategic management in the literature. It can be defined as a management process consisting of the formulation and implementation of strategies that help to establish the best competitive fit between the organization and its environment in order to achieve the goals of the organization.

Strategic management is a system of purposeful actions of the organization leading to long-term exceeding of the level of the organization's performance over the level of the competitors' performance.

The task of strategic management is to prepare the organization for possible changes in the market situation, to withstand the adverse effects of the external environment in the long term.

The strategic management process, like any management process, is revealed through interrelated management functions: basic and specific. But the content of some basic functions changes and new specific management functions appear.

Thus, planning becomes strategic planning, and new functions such as marketing, innovation management, public relations, logistics, human resource management, etc. appear.

The planning process starts with setting goals. They perform organizing, motivating and controlling functions. The goal is the desired, possible and necessary state of the managed object.

The target beginning in the activities of an organization arises as a reflection of the goals and interests of various groups of people associated with its activities. These are the interests of the owners, employees of the organization, its customers, business partners, the local community and society as a whole.

The organization sets many different goals. These goals differ in levels, areas, periods of time. There are four main levels of goals in an organization: mission, strategic, tactical and operational goals. The top in the hierarchy of goals is the mission.

Mission - a fundamental, unique, quality goal that emphasizes the characteristics of the firm's business, its difference from other firms in the industry.

It reveals the reason, the meaning of the existence of the company, its purpose. The corporate mission connects the organization and the external environment, it is there that the organization seeks its purpose. The mission can be defined by the range of needs to be met; a set of consumers; manufactured products; competitive advantages; technologies to be used; growth and financing policies; culture of the organization, which determines the relationship within the company, the requirements for employees. Many organizations express their mission through slogans, for example Sara-tovstroysteklo - "Through the quality of glass - to the quality of life."

The mission should not contain specific instructions on what, how and in what time frame the organization should do. It sets the main directions of movement of the organization. The specific end states that the organization strives for are captured in the form of its goals.

Strategic goals are set by senior management based on a mission. These are general long-term goals that determine the future state of the organization as a whole. In contrast to the mission, they indicate the timing of their achievement.

Tactical goals are set by middle and senior management for the middle level in the organization. They define the results that the major divisions of the organization must achieve in order to achieve the strategic objectives. Thus, tactical goals are a means of achieving strategic goals.

Operational (production) goals are set by the lower and middle levels of management for the lowest level in the organization. They refer to short-term targets arising from tactical goals. These are specific, measurable results of the activities of departments, working groups, individual employees in the organization. They are a means of achieving tactical goals.

The organization defines goals for various functional units (production, marketing, finance, etc.); various performance results (product quality, labor productivity, production costs, sales volume, efficiency, etc.).

The main areas of goal setting are: profitability, markets, productivity, products, financial resources, production capacity, research and innovation, organization (restructuring), human resources, social responsibility.

Let's present a diagram of goals developed by Japanese companies.

1. Basic goals:

1) sales volume;

2) growth rate (sales or profit);

3) tribute:

a) the amount of profit;

b) the rate of return on all capital;

c) the ratio of profit to sales;

d) earnings per share;

4) market share;

5) capital structure;

6) Dividends;

7) share price;

8) wages of employees;

9) the level of product quality;

10) basic growth policy;

11) basic sustainability policy;

12) basic policy of making a profit;

13) basic social responsibility policy. 2.Operative questions:

1) value added assignments;

2) tasks for labor productivity;

3) investments for 1 employee;

4) the capital turnover ratio;

5) policy in the field of cost reduction.

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Section I Pricing and Strategic Management

Topic 1. General characteristics of strategic management.

Technocratic and Entrepreneurial Management Styles;
Concepts and essence of CM;
Principles, advantages, problems of CM;
The main elements of the SM;
Stages of SM development;
CM types;
Abilities required by a manager to implement CM;
Approaches to developing strategies for organizations.

1.1 Technocratic and Entrepreneurial Management Styles
All organizations exhibit a wide variety of behaviors, but all of these behaviors are derived from two main ones: technocratic and entrepreneurial. Historically, technocratic appeared first, and then entrepreneurial was added.
The main features of the technocratic style (mechanical style, rationalistic, incremental style): 1. The organization is considered as a "closed" system. It is believed that the success of an organization depends mainly on its internal rationality, on the identification of internal reserves; 2. minimization of deviations from the traditional behavior of the organization; 3. the organization is based on a formal division of labor and the implementation of formalized rules; 4. the organization is dominated by vertical flows of information; 5. the most important information is concentrated at the upper levels of management; 6. the performance of all work in the organization does not depend on the personal qualities of the employee, employees are considered an interchangeable resource; 7.Changes in the organization are discouraged and carried out when urgently needed.
The main features of the entrepreneurial style (organic style): 1. The organization is considered as an “open” system, its success is determined by the relationship with the external environment; 2. the organization is dominated by horizontal information flows and informal connections; 3. there is no strict distribution of tasks and areas of responsibility, they are adjusted and redistributed. The stake is placed on the initiative of the employee; 4. the emphasis is placed on the development of the personal qualities of employees, their potential; 5. The organization itself seeks to change.
Table. Comparison of basic management styles

Management style Characteristic	Technocratic style	Entrepreneurial style
The main goal	Profit	Profit potential
Way to achieve the goal	Using past approaches	Using new approaches
Restrictions	External environment and internal capabilities of the organization	Ability to change the external environment and internal capabilities of the organization
Motivation	Incentives for stability and past performance	Encouraging creativity and initiative
Problems	Repetitive, familiar	Non-recurring, new
Organizational structure	Stable	Flexible
Ways to solve problems	Reaction in response to an emerging problem with a lag in relation to it Focusing on past experience Minor deviations from the status quo The only alternative is being considered Minimizing risk	Anticipating problems and actively seeking new opportunities Creative search for solutions to problems Large deviations from the status quo Numerous alternatives are being considered Creative risk

In any organization, there are elements of both technocratic and entrepreneurial styles, only their proportions differ.
SM is associated with the predominant use of an entrepreneurial management style.

1.2. Concepts and essence of CM.
The main problem of any organization is the problem of survival and ensuring the continuity of development. The solution to this problem is based on the creation and development of competitive advantages.
Essence of the CM concept ... How an organization should be managed in a dynamic, volatile and uncertain external environment. A control system is needed that would ensure constant correspondence between the organization and its external environment... The inconsistency between the organization and its external environment is for both current and strategic reasons.
Current reasons - tactical calculations can be easily eliminated. For example, insufficient sales of products due to poor advertising.
Strategic reasons are serious miscalculations in the organization's activities that affect the achievement of the goal and require significant resources to eliminate. For example, insufficient marketing of products due to the fact that the characteristics of the product do not meet the requirements of the market.
Current causes of mismatch are eliminated by operational management, and strategic causes are eliminated by strategic management.
Table. Comparison of operational and strategic management.

Distinctive feature	Operational management	Strategic management
The main goal	Production of goods and services	Long-term survival
Way to achieve goals	Effective use of internal resources	Search for opportunities in competition, adaptation to changes in the external environment
Time factor	Orientation to the short and medium term	Long-term orientation
The role of staff	An employee is one of the resources of the organization, the performer of the work	The employee is the foundation of the organization, the source of its well-being
Performance criteria	Profit and rational use of production potential	Flexibility, willingness to change.

There are several definitions of CM:
CM- management activity, which consists in achieving promising goals of the organization by implementing in it intra-organizational changes.
CM- the process by which there is constant interaction between the organization and its external environment.
CM- an area of ​​scientific knowledge that studies methods and techniques for making strategic decisions in business, and their implementation in practice.
A detailed definition of strategic management: CM- management activity, which relies on human potential as the basis of the organization; orient the activity to the needs of consumers; makes timely changes in the organization that meet the state of the external environment, and allows you to achieve competitive advantages; which allows the organization to survive and achieve its goals in the long term.
Signs of strategic decisions: 1. are innovative; 2. aimed at the future, not at the present; 3. are subjective, do not lend themselves to objective assessment; 4.Is irreversible, have long-term effects.
Strategy concept ... Strategy is a key component of CM. There are two different understandings of the term strategy in business: 1. traditional (classical) understanding. A strategy is a specific long-term plan to achieve a specific long-term goal. With rapid changes in the external environment, such strategies often have to be revised. 2. modern understanding. A strategy is a long-term, qualitatively defined direction of the organization's development, concerning the sphere of its activity, the system of internal relations, as well as the position of the organization in the external environment. With this understanding, the strategy can be characterized as the chosen direction of activity, within which the organization must move to achieve its goals. Also, there are 5 interrelated aspects of the concept of strategy: 1. strategy is a plan; 2. strategy-clever trick; 3. strategy-principle of behavior; 4. strategy-position; 5. strategy-perspective.

1.3 Principles, advantages, problems of CM.
CM principles : 1 . the principle of scientific character in combination with elements of art (on the one hand, the strategy involves scientific and analytical foresight and research activity, on the other hand, the manager must improvise and look for individual approaches to the situation); 2. the principle of accounting and coordination of external and internal factors of the organization's development; 3. the principle of matching the strategy and tactics of the organization (tactics is a set of short-term management decisions necessary to implement strategies in practice); 4. the principle of flexibility in strategic management (assumes the possibility of making adjustments to previously adopted strategic decisions); 5. the principle of organizing strategic control and creating the necessary conditions for the implementation of strategies (the CM process must necessarily include the creation of conditions for the implementation of strategies in practice, especially attention is paid to strategic control; IC is not about assessing how the processes are going, but about finding out how these processes contribute to the achievement of the organization's goal).
SM advantages : 1. CM ensures that the organization's activities are focused on the understanding of the key aspect: “What is the organization trying to do?”, “What is the organization trying to achieve?”; 2. SM forces managers to more clearly respond to changes in the external environment; 3. CM creates an opportunity to evaluate alternative investment options and choose the best from them; 4. CM creates an opportunity to combine the efforts of native-level managers in developing a strategy; 5. SM involves not only adapting to the external environment, but also actively influencing those environmental factors that pose a threat to the organization.
CM problems and limitations: 1. does not give a detailed and accurate picture of the future, because it is based on assumptions and the future; 2. cannot be reduced to a set of specific and clear procedures, i.e. it has no unambiguous algorithms; 3. this is a rather expensive undertaking; 4. with SM, the negative consequences of errors increase in comparison with operational management; 5. CM often focuses on developing a strategy to the detriment of the process of implementing it in practice.

1.4 Main elements of the CM.
SM is a set of 5 interrelated management processes: 1. strategic analysis of the external and internal environment of the organization - usually considered the initial process of CM. External environment analyzed on the trail. directions: a) microenvironment is the closest external environment that has a direct and immediate impact on the organization (suppliers, customers, competitors, creditors, shareholders, contact audiences, etc.); b) macroenvironment is the environment of indirect impact on the organization (PEST: political factors, economic factors, social, technological); c) mega-environment is an environment of distant influence associated with changes in world politics and the world economy. The analysis of the internal environment is carried out on the trail. main directions: a) marketing activities; b) the financial condition of the organization; c) the technology used; d) personnel of the organization; e) the organization's management system. 2. defining the mission of the organization and setting specific business goals on its basis. Mission is the raison d'être of an organization. Its purpose, main goal, clearly expressed reason - existence in the market. Based on the mission, specific business goals are formed in terms of market share, sales volume, innovation, profit, etc. 3. identification of possible strategic alternatives and the choice of a specific strategy for the development of the organization. This stage is a kind of “core” of the SM, since it is on it that a specific path to achieving the set goal is determined. 4. implementation of strategies, a set of measures necessary for the implementation of strategies in practice is carried out (the necessary changes are made to the structure of the organization, tactics are determined, personnel are motivated to change, resistance to change is overcome, etc.). 5. Evaluation and control of the implementation of strategies. IC is fundamentally different from operational control. The UK is not interested in the correctness of the implementation of individual works, functions and activities, it is interested in what contribution they make to the achievement of the organization's long-term goals.

Rice. Strategic management system.

1.5. Stages of SM development.
There are 4 stages of SM development: 1.budget planning (1900-1955) ... This planning consists in drawing up annual financial estimates (budget) by item of expenditure for different purposes. During this period, it was the only type of plan, on the basis of which other types of plans, including the strategic plan, began to develop in the future. Distinctive features of BP: 1. the objects of planning were the company's budgets for raw materials, equipment, labor, etc .; 2. this planning was of a short-term nature, no more than one year; 3. this planning had an internal orientation, i.e. information about the external environment was not taken into account. 2.long-term planning (1955-1975) ... At this stage, the planning horizon is expanding to 3-5 years, and the main target indicators of the business have become the objects of planning: profit, sales volume, market share. This planning is based on trend extrapolation, i.e. transferring the trends of the past to the future. Conditions for the emergence and use of long-term planning: 1. high rate of the market of the economy and its predictable development; 2. relatively stable external environment of the company; 3. narrow industry specialization of leading firms and low competition between them. The disadvantage of this type of planning: with the growth of crisis phenomena in the economy and increased competition, such plans may differ significantly from reality. 3. strategic planning (1965-1985). At this stage, planning has turned from a computational and mathematical process into an experimental process, i.e. plans for the future began to be based on the expected state of the external environment. Conditions for the development of strategic planning: 1. The external environment of many companies has become unstable and the intensity of competition has intensified; 2. Marketing has been actively developed; 3. Many leading companies in these years flock to diversification. At this time, strategic plans were developed only at the highest management level of the company without involving middle and lower level managers. Also, plans often turned out to be out of touch with reality. 4.strategic management (1975 - present) ... SM differs from the strategic rule that preceded it. the main points: a) under CM, the decentralization of strategic decision-making is carried out, which manifested itself in the involvement of middle and lower-level managers in strategic decisions, as well as in the transfer of a number of strategic decisions to lower levels of management; b) under the SM, they began to pay much more attention to the implementation of the strategy in practice. Conditions for the emergence of SM: 1.the emergence of science intensity and an increase in the number of innovations; 2. Competition has sharply intensified and has acquired a global character; 3.increased requirements for the quality and range of goods.

Tab. Comparative characteristics of SM development.

Options	Budget planning	Long term planning	Strategic planning	Strategic management
Period	1900-1955	1955-1975	1965-1985	1975-present
Assumption	The past repeats itself	Trends persist - extrapolation	Trends are predictable	Partial predictability of trends
Change type	Slower firm response	Comparable to firm response		Faster company response
Process	Cyclical			continuous
Basis of management	Control and precision of execution	Anticipating growth and opportunities	Changing Strategic Opportunities	Taking into account the development of the market and the external environment
Emphasis in management	stability	foresight	Study	creation

1.6 Types of CM.
There are 4 types of CM, which are not interchangeable, complementary... Good strategies contain elements of all 4 types of SM: 1. management by choosing strategic positions ... It is impossible to tie new strategies to the already accumulated potential, as it may turn out to be insufficient. We will show this with the help of diagrams.

Drawing. Management by choosing strategic positions
While the level of external instability remains at the E 1 level, the successful implementation of the SF 1 strategy requires the capabilities of CF 1 and CM 1. if instability changes to E 2, then the organization will have to not only switch to the SF 2 strategy, but also have the capabilities of CF 2 and CM 2. Capability by function (CF) refers to the organization's capabilities in marketing, finance, taxes, and personnel. The potential opportunities for general management (CM) include the qualifications of managers, the moral and psychological climate within the organization, organizational structure, working methods, etc. Thus, this type of management assumes that planning a new strategy in the SM should always be accompanied by planning to increase internal capacity of the organization.
2. management by ranking strategic objectives ... This type of management involves the implementation of a trace. actions: a) constant monitoring of all trends in the external environment; b) the division of all tasks assigned to the external environment on the trail. categories: 1) the most urgent and important tasks requiring immediate solution; 2) important tasks of medium urgency, which can be solved in the next. planned period; 3) important, but not urgent; 4) tasks that represent a false alarm and do not deserve further consideration. The list of tasks and their priority is constantly being refined and updated.
3.control by "weak signals" - "strong signals" - obvious and specific problems, while the nature of the problems is obvious and action must be taken immediately. Weak signals (implicit problems)- information arriving about the problem in advance and leaving time to respond to it, while the nature of the problem is not entirely obvious. This type of management assumes that the manager must determine the level of signal strength about the problem at which he begins to act. This is a “weak” rather than a “strong” signal.
4. management in the face of strategic surprises. Conditions for the emergence of strategic surprises: a) the problem arises suddenly and in spite of all expectations; b) the problem poses new tasks that do not correspond to the past experience of the organization; c) the response must be very urgent, but the usual course of action does not allow it to be done. This type of control assumes that it is necessary to draw up a scenario of behavior in advance in hypothetically possible problem situations, about which at the moment there are no signals at all.

1.7 Abilities required by the manager to implement the CM.
A manager's strategic thinking is a very important factor in the leadership's skill. In addition to the general abilities of strategic management, it imposes a number of additional requirements on managers: 1) the ability to simulate a situation, that is, to establish patterns between market demand, the activities of competitors and the ability of specific organizations to meet the needs of customers: a manager must have analytical skills in order to navigate well in a large amount of information about the external and internal environment of the organization, that is, part of strategic thinking is ability to analyze; 2) the ability to identify the need for changes - this ability is implemented in 2 directions: a) the readiness of the manager to respond to trends in the industry; b) the intelligence and creativity of the manager; 3) the ability to develop a competitive strategy for changes in the organization; 4) the ability to use robust models and methods in strategic transformation. Managers need to know and use the theory of strategic management in particular a variety of strategic models: 1. The Boston Consulting Group (BCG) matrix; 2.BKG modified matrix; 3.General Electric / Mc matrix. Kinsy; 4. Shell matrix; 5. Business complex analysis of PIMS; 6.Model ADL / LC; 7.Hofer-Schelder model; 8. Abel's three-dimensional scheme. 5) the ability to translate the strategy into reality.

1.8. Approaches to the development of the strategy of organizations.
There are 5 main approaches (styles) to the development of organizational strategies. A well-designed strategy should simultaneously take into account all these 5 approaches: 1.strategy as a system of comprehensive control ... This approach is typical of machine organizations (army). With this approach, considerable attention is paid to the selection and tracking of as many parameters as possible under control. Disadvantages: a large number of controlled parameters often exceed the possibilities of their comprehension; this type is characteristic of the technocratic management style; this type does not take into account changes in the external environment. 2.strategy as creating conditions for innovation ... This approach involves the creation of an atmosphere of internal entrepreneurship in the organization. This approach ensures the awakening of initiative at the local level and helps the organization become a source of development ideas for itself. It does not define specific actions, it simply creates conditions for creativity and innovation. 3.strategy as management of intra-firm changes. It involves the formation and development of the internal potential of the organization is necessary for the successful implementation of the strategy. 4. strategy as a political process. It involves paying special attention to the interests of the organization in the external environment: the creation of lobbying structures, the struggle for spheres of influence, contacts with the press and government authorities. 5.strategy as a study of the future by analyzing development scenarios . Scenario- a qualitative description of situations in the organization, industry, in the region, at a certain moment in the future.
Tab. Comparative characteristics of approaches to strategy development

Options	Comprehensive control	Innovations	Intra-organizational changes	Political process	Exploring the Future
Purpose of the approach	Resource placement and control	New business development	Change management in the organization	Strengthening the influence of the organization in the external environment	Getting information about the future
Main idea	Rational decision making and control	Commercialization of innovations	Improving organizational culture	Pursuit of the organization's interests in the external environment	Awareness of the uncertainty of the future
Elements of the approach	Balanced "portfolio" of investments. Budget, control	Significant attention to innovation	Development of the capacity of the organization, from the organizational structure and management	Taking into account social and political trends	Consideration of alternative “scenarios of the future”. Identifying key decisions for the future
Approach technology	Gap analysis. Long-term planning (extrapolation). Business portfolio analysis	Diversification programs, acquisitions and mergers, new product development, penetration into new markets	SWOT analysis	Public affairs, public relations	The “scripting” method. Computer modelling

Topic 2. The main provisions of the strategic analysis of the organization.
2.1. Subject, principles, types of strategic analysis and its place in the system of economic sciences;
2.2. The concept of goals and principles of strategic analysis of the external environment;
2.3. The concept of goals and principles of strategic analysis of the internal environment;
2.4. Critical points of the organizational environment;
2.5. Formation of a database on internal and external organization and information basis for strategic analysis;

2.1. Subject, principles, types of analysis and its place in the system of economic sciences.
Analysis is a capacious concept underlying all scientific and practical human activity. Analysis- highlighting the essence of a process or phenomenon by identifying and then studying all its sides and elements. The economic analysis of the enterprise is the basis for making all decisions at the microscopic level. Economic analysis emerged simultaneously with accounting in ancient Egypt around 4000 BC, but economic analysis emerged as an independent science in the 60s of the 20th century.
Basic principles of economic analysis : 1 . before performing the analysis, its clear program is necessary, including the analysis algorithm, analysis indicators and sources of information for analysis; 2 . when analyzing the performance indicators of the organization are always compared with something: with the previous period, with the plan, with the industry average indicators, with the indicators of the main competitors. Any deviations, including positive ones, should be carefully analyzed. 3. the analysis should ensure the validity of the criteria used, both quantitative and qualitative. 4. when analyzing there is no need to get the maximum accuracy of estimates... The greatest value in the analysis is the identification of trends and patterns.
Types of analyzes: 1. by the width and accessibility of the information involved: external analysis and internal analysis. 2. on the analyzed subsystem of the enterprise: production analysis and financial analysis. 3. on the temporal aspect of the analysis: a) retrospective analysis (directed to the past and deals with the factors and results that have already taken place). For strategy development, the value of such analysis is rather limited; b) prospective analysis (directed to the future, serves to study options for the development of the organization, is probabilistic in nature); 4. by the content of the analysis: complex analysis and thematic analysis; 5. along the analysis horizon: operational analysis (analysis of current activities); tactical analysis (analysis of prospects up to the 1st year); strategic analysis (analysis of prospects for more than one year); 6. by objects of analysis: investment analysis; design analysis; marketing analysis; risk analysis, etc.

2.2. The concept of goals and principles of strategic analysis of the external environment.
The development of a strategy logically begins with an analysis of the external environment. Strategic analysis of the external environment- identification and understanding of factors that are outside the sphere of constant control of the organization; capable of creating threats and opportunities for it, as well as influencing its strategies.
Functions of external strategic analysis: 1. It allows you to take into account the most important factors affecting the organization and its future; 2. It helps the organization create a better experience of itself; 3. It provides information to the internal functions of organizations.
Opportunities - positive trends and phenomena in the external environment that can lead to an increase in production and profits. Threats are negative trends and phenomena of the external environment, which, in the absence of a response to them, can lead to a decrease in the volume of production and profits. The purpose of the external strategic analysis is to get answers to the following questions: 1. What influence does the organization have from the factors of the macrosphere; 2. what are the main indicators characterizing the industry in which the organization operates; 3. what are the competitive forces in the industry and what is their impact on the organization; 4. what can cause changes in the structure of the competitive forces of the industry; 5. which companies in the industry have the strongest and weakest competitive positions; 6. what are the next most likely strategic moves by competitors; 7. what are the key success factors (KFU) determine the success or failure in the industry; 8. how attractive the industry is in terms of above-average profit prospects.
To generalize the results of strategic analysis of the external environment, a special form (summary analysis of external strategic factors) can be used. The stages of filling out this form: 1. identify 5-10 external opportunities, 5-10 external threats; 2. for each identified factor, the significance is assessed from 0 to 1. depending on the impact of this factor on the organization:? = 1; 3. Each factor is assessed on a 5-point scale, depending on the reaction of the organization to this factor; 4. a weighted score is determined for each factor and a total weighted score is calculated. The total score indicates the degree of reaction of the organization to significant environmental factors.
Tab. Summary of external strategic factors.

External strategic factors	Significance	Grade	Weighted score
Possibilities
1.favorable demographic situation	0,2	4	0,8
2.income growth of the population	0,1	5	0,5
3.economic stabilization	0,05	1	0,05
4.the emergence of new sales markets	0,05	2	0,1
5.development of retail chains	0,1	2	0,2
Threats
1.strengthening government regulation	0,1	4	0,4
2.strong competition	0,1	4	0,4
3.the emergence of new technologies	0,15	3	0,45
4.strong global position as a world leader	0,05	1	0,05
5.intended industry recession	0,1	2	0,2
Total score	1		3,15

In the example, a score of 3.15 means that the organization's response to environmental factors is at an average level, since the maximum possible score is 5.

2.3. The concept of goals and principles of strategic analysis of the internal environment.
Strategic analysis of the internal environment (management analysis, management survey, management diagnostics) is a process of comprehensive analysis of the organization's internal resources aimed at assessing its strengths and weaknesses, as well as identifying strategic problems. In the internal analysis, there is a certain problem, on the one hand, information about some element of the internal environment accumulates in each structural unit, on the other hand, there is often no comprehensive view of the internal environment of the organization.
The need to analyze the internal environment is determined by the following factors: 1. Analysis of the internal environment is necessary to develop an organization's strategy; 2. is necessary to assess the attractiveness of an organization from the point of view of external investors, as well as to determine the positions of organizations in national and other ratings; 3. allows you to identify the reserves for the development of the organization.
As a result of internal analysis, it is possible to identify: 1. the organization overestimates or underestimates itself; 2. overestimates or underestimates the organization of its competitors; 3. What market requirements the organization attaches too much or too little importance to.
One of the most difficult problems of internal analysis is determining the range of analyzed indicators, since most often people analyze what is easiest to analyze and ignore everything else.
A standard set of areas for internal analysis: marketing, finance, technology, personnel. Management activities. The purpose of the internal analysis (to get answers to the following questions): "How effective is the organization's current strategy?", "What are the strengths and weaknesses of the organization?", "Are the prices and costs of the organization competitive?" ”,“ What are the strategic challenges facing the organization? ”.

2.4. Critical points of the organizational environment.
When analyzing the external and internal environment, it is necessary to highlight those elements that are most important for analysis, that is, it is necessary to determine environmental analysis limits... These limits are determined by the quantity and nature critical points... The number of critical points depends on the following dimensions of the main factors: the size of the analyzed organization; the specifics of the analyzed organization; time frame of analysis; selected goals of the organization. 1. The influence of the size of the organization on the number of critical points is shown in the table.
Tab. The value of analyzing the elements of the organizational environment for organizations of various sizes.

Organization size	High significance of the analysis	Average significance of the analysis	Low significance of the analysis
Very large (TNK)		______	______
Large (national market leader)	Internal environment. Working environment. Shared environment.	______	______
Average		General environment	______
Small	Internal environment. Working environment.	______	General environment
Very small	Internal environment. Working environment.	______	General environment

2. The influence of the specifics of the analyzed organization on critical points is shown in the example.
Tab. The importance of environmental factors for organizations of various profiles.

Environmental factors	Significance of the factor for a large manufacturer of telephone equipment	The importance of factors for a large oil company
GNP level	The average	High
Amount of state capital investments	Very high	High
Technological changes	Very high	Below the average
Social change	High	High
Environmental pollution	Low	High
Political risks	Low	High

3. The time frame of the analysis affects the critical points in the following way: in a short time period, the number of considered critical points is less than in a long-term period.
4. the goals of the organization affect the number of critical points in the following way: if the organization strives for development, then the number of critical points increases, and if it strives for survival, then the number of critical points decreases.

2.5. Formation of a database of internal and external organization and information basis for strategic analysis.
When analyzing the external and internal environment, the following database formation techniques can be used:
1.scanning the environment, searching for already formed information that exists in retrospect; 2. monitoring the environment, tracking the current newly emerging information; 3. Prediction of the environment, this attempt to create information about the future state of the environment.
Tracking information is carried out within the framework of 3 types of systems for obtaining information: 1. irregular, used in studies of special situations, for example, in crisis conditions, as a rule, research focuses on the past in order to find events similar to the present in it; 2.regular (periodic) systems; they are characterized by a periodic, most often annual, review of events. In these systems, the retrospective aspect also predominates; 3. system of continuous review, they constantly explore significant elements of the external and internal environment of the organization. These systems are largely future-oriented.
Sources of information about the organization's environment... Highlighted external (business newspapers and magazines; professional meetings; business reports and market reviews; books; colleagues and experts; employees of the company; statistical compilations; advertising materials; Internet; information on already conducted research) and internal (internal reporting; production and sales statistics ; memoranda; managers and key personnel of the organization; external participants of the organization (consultants); accumulated experience in the organization; production meeting) sources of information.

2.6. Balanced Scorecard.
The BSC is used to analyze the implementation of the strategy. Often times, real problems are not bad strategies, but bad implementations. Only 50% of external executives, 20% of middle managers and 10% of ordinary employees in their daily work are guided by the execution of the strategy. When implementing the strategy, it is important to bring to each employee information about certain indicators of the corresponding levels. The BSC concept was developed in 1992. Concept authors Coplan, Nortan. The main idea of ​​the BSC concept: in the form of a system of indicators, provide managers with the necessary information to control the implementation of the strategy. Managers need a system financial and non-financial indicators... The development of the BSC was caused, among other things, by the "transfer" towards the use of financial indicators, which do not provide sufficient information for making a managerial decision. Within the framework of the BSC, the following groups of indicators are used: finance, customers, internal processes in the organization, innovation and personnel development.
For the development of the BSC are used strategic maps- a diagram or picture showing the strategy as a set of causal relationships between the strategic goals of the organization, the key success factors for achieving the goal, and a set of indicators for assessing the effectiveness of achieving the goal.

Rice. Example of a strategic map

An important point in the BSC is their number. The authors of the BSC consider the optimal total number of 20-25 indicators, which are distributed in 4 areas, as follows: finance - 5 indicators, clients - 5 indicators, internal processes in the organization - 8-10 indicators, personnel development - 5 indicators. For operational express diagnostics, the implementation of the strategy for the BSC systems is necessary. So that the total number of indicators is no more than 10. There are examples when a company within the framework of the BSC costs only 3 indicators (customer satisfaction, employee satisfaction, income growth) and even two indicators (customer satisfaction, development of new products). An example of a strategic goal decomposition using a specific goal as an example: increasing customer loyalty.

Rice. Interrelation of goals, success factors, processes and performance indicators.

Topic 3. Methods of strategic analysis.
3.1. SWOT analysis, a method for positioning threats and opportunities;
3.2. Factor analysis;
3.3. GAP analysis;
3.4. Ishikawa diagram;

3.1. SWOT analysis, a method for positioning threats and opportunities.
SWOT analysis appeared in 1963 in order to logically link the results of external and internal analysis. The method got its name from the English words: Strength (strength), weaknesses (weakness), opportunities (opportunities), threats (threat). In the course of the SWOT analysis, 4 lists are drawn up: according to the internal environment, these are lists of strengths and weaknesses; on the external environment, lists of threats and opportunities. The simplest form of SWOT analysis is carried out by constructing a classical SWOT analysis matrix.
Table. Classic matrix SWOT analysis.

Internal environment Strengths Weak sides 1. 1. 2. 2. 3. 3. External environment Possibilities Threats 1. 1. 2. 2. 3. 3.

In 1982, a modified form of the SWOT analysis matrix was proposed, while it was assumed that it was necessary to compose the internal strengths and weaknesses of your company with the threats and opportunities of the external environment.
Table. SWOT matrix.

External Wednesday Internal Wednesday	Possibilities	Threats
	1.	1.
	2.	2.
	3.	3.
Strengths	"CiV" field	"Ciu" field
1.
2.
3.
Weak sides	Field "SLV"	Field "ROOM"
1.
2.
3.

The "CI" field - involves the development of a strategy for using the strengths of the organization to get a return on the capabilities of the external environment. Field "SLV" - involves the development of a strategy to overcome the existing weaknesses that hinder the use of opportunities. The field of “S&M” - involves the development of a strategy for using strengths to eliminate threats. Field "SPE" - involves the development of a strategy to prevent weaknesses and neutralize threats.
To further deepen the SWOT analysis, the method of positioning threats and opportunities is used, which consists in determining their priorities. For positioning, 2 matrices are built: opportunities and threats.
Table. Opportunity matrix.

Fields BC, VU, SS contain opportunities that are of great importance for the organization and they must be used. Fields NS, SU, VM can be used with a sufficient amount of resources. The fields OU, CM, NM are opportunities that practically do not deserve attention.
Table. Threat matrix.

Threats BP, VK, SR pose a very great danger to the organization and require mandatory and immediate elimination. Threats HP, UK, VT, which should be eliminated in the first order. Threats NK, ST. VL requiring careful and responsible consideration. Threats NT, IP, SL for which the current monitoring is carried out. But the task of their obligatory elimination is not set.
Compilation of the profile of the environment. This method is used as a continuation of the SWOT analysis. This method allows you to assess the relative importance for the organization of individual environmental factors.
Table. Environment profile table template.

Algorithm for compiling an environment profile: 1. assessment of the importance of the environmental factor for the industry, on the following scale: 3-high importance, 2-moderate, 1-weak; 2. assessment of the influence of the environmental factor on the organization on a scale: 3-strong, 2-moderate. 1-weak, 0-no influence; 3. assessment of the direction of influence on a scale: + 1-positive; -1-negative; 4. all three expert assessments are re ... .. and an integral assessment is obtained, showing the degree of importance of the factor for the organization.

3.2. Factor analysis.
Factor analysis is a complex and systematic study and measuring the impact of various factors on the value of performance indicators... Can be used to assess the performance of a specific business; for example, to determine its specific ability. Views factor analysis: 1. deterministic and stochastic factor analysis. Deterministic factor analysis is a study of the influence of factors, the connection of which with the effective indicator is of a functional nature, that is, there is a direct causal relationship. Stochastic analysis studies the factors, the connection with which with the effective indicator is incomplete, probabilistic, correlation. 2. direct and inverse factor analysis. In direct factor analysis, research is conducted in a deductive way (from general to honest). In the opposite case, the induction method (from particular to general). 3. statistical and dynamic factor analysis. Statistical analysis is applied in determining the impact at a particular point in time, while dynamic analysis examines causation over time. 4. retrospective (historical) and prospective (predictive) factor analysis. Retrospective factor analysis studies changes in indicators over the past period, and prospective analysis studies the probabilistic dynamics of factors in the future. An example of a comparative factor analysis of competitiveness (competitive strength).
Table. Comparative factor analysis of competitiveness.

Comparison criterion (key factors in the industry)	The weight	The analyzed organization	Competitors
			1	2
Relative costs	0,20	5 (1,00)	7 (1,40)	6 (1,20)
Term of execution of orders	0,15	8 (1,20)	8 (1,20)	6 (0,90)
Quality of order execution	0,15	7 (1,05)	8 (1,20)	8 (1,20)
Personnel qualifications	0,15	8 (1,20)	9 (1,35)	7 (0,70)
Financial position	0,10	6 (0,60)	8 (0,80)	7 (0,35)
Reputation / image	0,05	8 (0,40)	8 (0,40)	6 (0,30)
Manufacturing capabilities	0,05	5 (0,25)	7 (0,35)	6 (0,30)
Mastering new technologies	0,05	8 (0,40)	8 (0,40)	6 (0,30)
Research level	0,05	9 (0,45)	8 (0,40)	6 (0,30)
Development of international relations	0,05	7 (0,35)	6 (0,30)	5 (0,25)
Weighted overall score	1,00	6,90	7,80	6,55

For a comparative factorial analysis of competitiveness, the following algorithm is used: 1. a list of 6-10 comparison criteria (key factors of success in the industry) is compiled; 2. each factor is assigned a specific weight (significance) so that? was equal to 1; 3. An assessment of the analyzed organizations and its main competitors is carried out on a 10-point scale; 4. weighted scores are calculated by multiplying the score by its significance; 5. the general assessments of the organization's competitiveness are determined as the sum of weighted assessments.

3.3. GAP analysis.
GAP analysis or gap analysis is one of the effective methods of strategic analysis. Purpose: To determine if there is a “gap” between the goals of the firm and its ability to achieve these goals. And if the “gap” exists, establish how to fill it.
The gap analysis includes the following steps: 1. determination of the main target interest of the organization (increase in sales, market share, profits, etc.); 2. clarification of the real capabilities of the organization from the point of view of the current and future state of the external environment, that is, what level of the target is determined, the organization will be able to achieve in the future if it does not change anything in its potential, and leaves everything as it is; 3.determination of specific indicators of the strategic plan corresponding to the target interest of the firm, that is, at this stage, the desired state of the organization in the future is determined; 4. establishing the difference between the indicators of the strategic plan (desired state) and existing capabilities (real state), that is, at this stage, the presence of a "gap" is diagnosed; 5. Development of special programs and methods of action necessary to fill the identified "gaps".

Rice. Gap Analysis

3.4. Ishikawa diagram.
When analyzing, it is necessary not only to identify the problem, but also to be able to find out their true causes. While the problems are not that hard to identify, their causes are much more difficult. This can be helped by the "Ishikawa" diagram, which is used in group work, especially during brainstorming. With a diagram that looks like a fish skeleton, they work as follows: 1. On the right, write down the problem to be solved; 2. at the ends of the branch "bones" indicate a group of reasons that are analyzed; 3. to the left of each branch, specific reasons are indicated that are included in one or another group of reasons.

Rice. Example of an Ishikawa diagram

It is useful to use the Ishikawa diagram in combination with such a Why analysis technique. The Why Analysis Principle is that you need to ask the question “Why?” every time. For example, "why does this cause lead to a particular problem?" This question may be asked several times in relation to each reason until the internal connection of these reasons is clarified.

3.5. ABC analysis and XYZ analysis.
The ABC method of analysis is based on the Pareto principle (20% -80%) according to which 20% of the total number of objects involved in any business gives 80% of the result of this business. For example, in trade: 20% of the names of goods give 80% of the revenue. But unlike the Pareto principle in ABC analysis, objects are divided into 3 groups. Group A objects are few in number, but very important. Objects of group B occupy an intermediate position and require less attention. Objects of group C, as a rule, are the most numerous and belong to secondary ones. Distribution objects by ABC groups are not entirely unambiguous and the options are presented in the distribution table.
Tab. Approximate distribution of objects by groups A, B, C (from the best objects to the worst)

Tab. Approximate distribution of objects by groups A, B, C (from the worst objects to the best)

Stages of ABC analysis: 1. definition of objects of analysis (customers, suppliers, goods, etc.); 2.determination of the parameter by which the object will be analyzed (sales volume in rubles; number of sales units in units, number of orders in units, etc.); 3.determination of the share of objects in the performance indicator (the share of goods sold in total sales);
Tab. Sorting objects by the share of goods in the total sales of products

Name of product
Item 1	2100	4,83
Item 2	800	1,83
……..	…..	…..
Item 50	60	0,1
Total	43500	1,00

4. sorting of objects of analysis in descending order of parameter values ​​(in the example of decreasing shares of goods in total sales).
Tab. Sorting objects in descending order of the share of goods in total sales.

	Name of product	Annual sales of goods, thousand rubles	Share of goods in total sales,%	The share of goods in the total number of goods on an accrual basis,%	The share of goods in the total sales of products on an accrual basis,%
1.	Item 34	8700	20	2	20
2.	Item 18	4350	10	4	30
…..	…..			…..	…..
50.	Item 41			100	100
Total	-	43500	100	-	-

5. division of objects into groups A, B, C and entering the results into the table.
Dividing objects into groups A, B, and C.

XYZ analysis. The main idea is to group objects according to the degree of homogeneity and stability (i.e., according to the coefficient of variation). The more stable and homogeneous the objects of analysis, the easier their forecasting and planning. The characteristic on the basis of which a particular object of analysis is assigned to the X, Y and Z groups is the coefficient of variation: n. Group X: 0? N <10%, однородные и стабильные объекты. Группа Y: объекты средней однородности и стабильности в интервале 10 ? n <20%. Группа Z: объекты низкой однородности и стабильности в интервале 25% ? n? ... The formula for calculating the coefficient of variation:

x i - the value of the parameters for the evaluated object for the i-th period; - the average value of the parameters for the evaluated object of analysis; n is the number of periods.
Stages of XYZ analysis: 1. definition of objects of analysis (customers, suppliers, goods, etc.); 2.determination of the parameter by which the object will be analyzed (sales volume in rubles, number of units); 3.determination of the boundaries of the period and the number of the period for which the analysis will be carried out (week, decade, month, quarter, half year, year). This method of analysis makes sense if the number of analyzed periods is more than 3. The more the number of analyzed periods, the more indicative the result. 4. determination of the coefficient of variation for each object of analysis.
Tab. An example of determining the coefficient of variation

Name of product	Sales, thousand rubles						Variance (radical expression in the numerator)	Standard deviation (root of variance)	The coefficient of variation
	in a year	average for the quarter	for the quarter
			1	2	3	4
Item 1	2100	525	450	500	550	600	3125	55,9	10,6
Item 2	800	200	180	220	170	230	650	25,5	12,8
…..	…..
Item 50	60	15	10	20	13	17	14,5	3,8	25,4

5. sorting the objects of analysis in ascending order of the value of the coefficient of variation and determining the groups X, Y, Z.
Tab. Sorting the objects of analysis in ascending order of the value of the coefficient of variation and defining the groups X, Y, Z.

Ordered list line number	Name of product	The coefficient of variation	Product groups
1.	Item 19	2,4	X
2.	Item 48	2,8	X
…..
50.	Item 7	28,2	Z

Combining the results of ABC analysis and XYZ analysis (matrix ABC-XYZ).

AX	AY	AZ
Bx	BY	BZ
CX	CY	CZ

Topic 4. Strategic analysis of the external environment
4.1. The main types of the external environment and methods of responding to changes in the external environment;
4.2. Analysis of the organization's macroenvironment using STEP analysis;
4.3. Areas of strategic industry analysis;
4.4. Drivers of change in the industry;
4.5. Model 5 Forces of Competition;
4.6. Analysis of the competitive environment from the perspective of buyers and using a map of strategic groups;
4.7. Consumer analysis;
4.8. The concept and stages of scenario analysis.

4.1. The main types of external environment and methods of responding to changes in the external environment.
The following main types of external environment are distinguished: 1) a changing external environment - a sign of such an environment is constantly occurring, rapid and diverse changes; 2) hostile environment - a sign of such an environment is tough competition, the struggle for consumers and sales markets; 3) a diverse environment - such an environment is characteristic of global business, which operates simultaneously in many countries with diverse cultures and consumer tastes; 4) a technically complex environment - in such an environment, the most important factor is the emergence of innovation, for example, in such an environment, electronics, telecommunications, etc. develop.
The main methods of responding to changes in the external environment: 1.reactive management style - this method is the implementation of management measures after making any external changes; 2. Expansion of the scope of activity (diversification) Expansion of the scope of activity allows to reduce the commercial risk when changing environmental factors; 3. improvement of the organizational structure of management to increase its flexibility; 4. comprehensive strategic management - it includes all of the above methods.

4.2. Analysis of the organization's macroenvironment using STEP analysis.
Analysis of the macroenvironment includes: 1. detection of signs of future possible changes; 2. Predicting future applications of the macroenvironment. Tracking specific trends and structures of the macroenvironment.
Some caution should be exercised when analyzing the macroenvironment, as its results quickly become outdated. To cope with this problem it is necessary: ​​a) to conduct macrospheres on a continuous basis; b) constantly update sources of information and improve the analysis technique.
It is customary to analyze the macrosphere in 4 main directions, the analysis of which is called STEP (PEST) - analysis: political and legal factors; economic forces; socio-cultural factors; technological factors.
Political and legal factors - factors that are under the direct control and influence of the state. The state participates in the following areas: a) legislative and regulatory regulation; b) economic policy (the state regulates issues of taxation and government spending); c) state economic activity (the state can act as an owner or manage national industries); d) international policy (state participation in international trade, influence on exchange rates, etc.)
All governments strive to implement the following types of control: 1. control of inflationary processes; 2. ensuring economic growth; 3. control of the unemployment rate; 4. control of monopolies; 5.providing socially necessary services; 6.control of environmental pollution; 7.protection of consumer rights; 8. regulation of working conditions, etc.
Economic forces - factors that are associated with changes in macroeconomics and their impact on the organization. The influence of economic factors is associated with a fixed policy and monetary policy.
Fixed policy - This is the regulation of the national economy by managing the revenues and expenditures of the state.
Monetary policy - regulation of the national economy by changing the main economic indicators: the rate of economic growth; the level of income in the economy; performance level; wage level; inflation rate; unemployment rate; exchange rate, etc.
Socio-cultural factors - they include social culture and demography.
Social culture - values, relationships that determine the actions and behavior of people. Social culture influences consumer behavior, population priorities, social responsibility of business, etc.
Demography - a social science that studies the size and composition of a country's demographics. The most important demographic characteristics are: age; education; income; place of residence, etc.
Technological approaches. Factors that reflect changes in goods and services, technology, information and communication, transport and marketing. With regard to new technologies, the following can be noted: commercial - the use of old technologies can continue for a long time; it is difficult to predict the results of new technologies, as it does not rely so much on the existing market as it creates new markets.
Table. An example of STEP analysis.

Politics	Economy
Election of the President of the Russian Federation Elections to the State Duma of the Russian Federation Changes in the legislation of the Russian Federation State influence in the industry	General characteristics of the economic situation Inflation Refinancing rate National currency rate Export-import policy for the products of the analyzed organization
Society	Technology
Changes in core values Lifestyle changes Demographic changes Change in income structure Attitude towards work and rest	State innovation policy New patents Significant R&D Trends New products

4.3. Areas of strategic industry analysis.
Industry is sometimes used interchangeably, but this is not true. The industries produce goods and services, that is, they are the sphere of supply. Markets consume goods and services. Industry is a set of enterprises that produce and sell goods and services that replace each other. Industry The group of enterprises that produces the original goods uses the same identification, has similar production processes and similar distribution channels.
Objectives of the strategic industry analysis: 1. Assessment of the attractiveness of the industry; 2. study of the dynamics of the industry development; 3. search for opportunities, threats and strategic uncertainties in the industry; 4. identification of the key success factors in the industry; 5. positioning of a specific organization in the industry.
Key areas of strategic industry analysis:
1) the real size of the industry, that is, the total volume of production by all enterprises in value terms for 1 year;
2) industry growth rates and stages of its life cycle. Growth rates imply an analysis of the dynamics of changes in the real size of the industry over the past few years; it is also useful to know at what stage of the life cycle the industry as a whole is: the beginning of the recovery; fast growth; the beginning of maturity and saturation; stagnation; recession.
3) the structure and scale of competition in the industry, this analysis uses the 5 forces of competition model, which will be considered further;
4) the structure of industry costs, in this analysis it is necessary to find out the structure of costs characteristic of a typical enterprise in the industry, that is, it is necessary to find some averaged structure of costs characteristic of this industry.
Also, within this line of analysis, it is necessary to find out if the “experience curve” is operating in the industry. The experience curve is one of the strategic models developed in 1926 by the American military. This model assumes that every time the volume of production doubles, the cost of creating a unit of output is reduced by 20%. The experience curve applies to material production.

Drawing. Experience curve
Reducing costs with increasing production volume occurs under the influence of the following factors: a) the effect of economies of scale, due to the distribution of fixed costs over a large number of units of production; b) learning from experience, an effective way of organizing production.
5) existing branches of the product distribution system. It analyzes which distribution channels prevail in the industry and whether there are alternative marketing opportunities for the product.
6) analysis of the main trends in the development of the industry in the future. Analysis of existing forecasts for the development of the industry in the future.
7) identification of key (critical) factors of success in the industry (KFU). KFU Are controlled variables common to all enterprises in the industry, the implementation of which creates an opportunity to improve competitive organizations.
Usually 3-4 KFUs are the main ones for the industry.
Table. Examples of KFU for some industries.

There are 2 types of KFU: 1. strategic needs. They do not provide any advantages by themselves, but their absence weakens the position of the organization. 2. strategic forces, success factors that allow you to stand out from the general row of competitors. KFUs include: factors based on technology and production; factors based on marketing; factors related to professional management skills.
8) assessment of the overall attractiveness of the industry. The attractiveness of the industry is relative, not absolute. An organization that is well positioned in an unattractive industry can generate high profits.

4.4. Drivers of change in the industry.
The driving forces provide an answer to the question: "What can cause changes in the current industry situation." The analysis of moving forces includes 2 stages: determination of the moving forces themselves; determining the degree of their influence on the industry.
The main driving forces behind changes in the industry: 1. early trends in the economic development of the industry. This power is associated with an increase or decrease in demand for the industry's products; 2. changes in the composition of consumers and in the way the product is used; 3. the emergence of new products in the industry; 4. technological changes in the industry; 5. change in marketing activities; 6. entry or exit of large firms; 7.distribution of know-how (I know how, but I will not say anything) in the industry; 8. Changes in cost structures in the industry; 9.changes in political and social factors of the macroenvironment; 10. reduction of uncertainties and risks in the industry.
etc.................

It is a rapidly developing area of ​​science and management practice that has arisen in response to the increasing dynamism of the external business environment.

Term "Strategic management" was introduced into everyday life by American business researchers at the turn of the 60-70s. in order to mark the difference between current management at the production level and management carried out at the highest level. The need to record such a difference was caused primarily by changes in the business environment. The leading idea, reflecting the essence of the transition from operational management to strategic management, was the idea of ​​the need to shift the focus of senior management to the external environment of the company in order to appropriately and promptly respond to changes taking place in it.

Currently, there are many definitions of strategy, but all of them are united by the concept of strategy as a conscious and well-thought-out program of actions developed by management for the successful functioning of the organization.

Strategy – it is a master program of action that identifies the priorities of problems and the resources to achieve the main goal. She formulates the main goals and the main ways to achieve them in such a way that the company receives a single direction of movement.

Strategic management Is a process of 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 capabilities and threats of the external environment in which it operates.

In Russian practice, the strategic management mechanism is in its infancy. At the same time, domestic and foreign analysts believe that the Russian market has entered the stage when the absence of a developed strategy hinders enterprises at every step.

In a command economy, when developing its plans, the enterprise received information from above about the range of products, suppliers and consumers, prices for its products, which were automatically laid in the basis for developing plans. The very planned work was reduced to finding effective ways to perform tasks in a sufficiently predictable external environment. This task remains in market conditions, but this is only part of the planned work.

Now the enterprise must itself determine and predict the parameters of the external environment, the range of products and services, prices, suppliers, sales markets, i.e. determine long-term goals and a strategy for achieving them.

Thus, the development of a strategy is necessary in order to have a well-thought-out course of movement and a program of action to achieve the desired results.

The essence of strategic management lies in answering three critical questions:

What is the current position of the enterprise?

In what position would it like to be in three, five, ten years?

What is the way to achieve the desired position?

To answer the first question, managers must have a good understanding of the company's current situation before deciding where to go next. And this requires an informational basis that provides the process of making strategic decisions with appropriate data for analyzing past, present and future situations.

The second question reflects such an important feature of strategic management as its orientation towards the future. To answer it, it is necessary to clearly define what to strive for, what goals to set.

The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

In terms of its substantive content, strategic management refers only to the basic, basic processes at the enterprise and beyond, paying attention not so much to the available resources and processes as to the possibilities of building up the strategic potential of the enterprise. Strategic management is based on strategic decisions.

Strategic decisions are management decisions that:

1) are future-oriented and lay the foundation for making operational management decisions;

2) are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise;

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

Strategic decisions include:

• 
  reconstruction of the enterprise;
• 
  introduction of innovations (new products, new technologies);
• 
  organizational changes (changes in the organizational and legal form of the enterprise, the structure of production and management, new forms of organization and remuneration, interaction with suppliers and consumers);
• 
  entering new sales markets;
• 
  acquisitions, mergers, etc.

^

The main stages of strategic management

The strategic management process is carried out in several stages: analysis of the environment, definition of the mission and goals, strategy selection, strategy implementation, assessment and monitoring of implementation.

Analysis of the external environment

Analysis of the internal environment

Forecast of the development of the external environment

Organizational resource forecast

Determining the target state of the business

Mission statement

Defining strategic goals
^

Strategy Development

Strategy implementation

Evaluation and monitoring of implementation

^

Fig. 1 Stages of strategic management

Let us consider in more detail the process of strategic management in the context of the identified stages.

Environment analysis

The strategic management process begins with the collection of information that is in the area of ​​interest of the chosen direction of work. The organization's specialists constantly monitor the external and internal environment for factors that may affect the activities carried out by the organization. This information gives a general vision of the business picture, an understanding of the processes occurring in the external environment, an awareness of the organization's potential, its capabilities, the mechanism of its interaction with the external environment. The result of this analysis is the opportunity to get answers to a number of questions: "What is happening in the external environment?", "What development trends await in the future?", "What is the position of the organization in the external environment?" , "How can our potential change in the future?" In other words, the analysis makes it possible to develop a forecast for the development of the external and internal environment for the planned period.

^ External environment

Strategy development logically begins with external analysis, analysis of factors that are outside the scope of constant control of the management of the enterprise and which can affect its strategy. The main purpose of external analysis is to identify and understand the opportunities and threats that may arise for the enterprise in the present and in the future.

Possibilities- these are positive trends and phenomena in the external environment that can lead to an increase in sales and profits.

These are, for example, tax cuts, an increase in the income of the population and enterprises, a weakening of the positions of competitors, the development of integration, a decrease or, conversely, an increase in customs barriers, etc. to provide a competitive advantage of the enterprise.

Threats - these are negative trends and phenomena that can lead, in the absence of a corresponding reaction of the enterprise, to a significant decrease in sales and profits.

This is a decrease in the purchasing power of the population and enterprises, increased competition in the market, unfavorable demographic changes, stricter government regulation, etc.

Analysis of the external environment is the process of forming an information picture of the external environment, revealing the opportunities and risks for the organization.

Strategic management considers the external environment as a combination of two environments: the macroenvironment and the immediate environment.

Macroenvironment includes general factors that do not directly relate to the short-term activities of the enterprise, but can influence its long-term decisions. Since the number of possible factors of the macroenvironment is large enough, in order not to get bogged down in the analysis, it is recommended to limit ourselves to those areas that have a significant impact on the activities of the enterprise.

Rice. 2. Business environment

The factors of the macroenvironment include: economy, legislation, politics, social environment, technology.

The study the economy involves the analysis of a number of indicators: the value of the gross national product, inflation rates, unemployment rates, interest rates, labor productivity, taxation rates, balance of payments, accumulation rates, etc.

When studying the economic component, it is important to pay attention to such factors as the general level of economic development, extracted natural resources, climate, the type and level of development of competitive relations, the structure of the population, the level of education of the labor force and the size of wages.

For strategic management, when studying the listed indicators and factors, it is not the values ​​of the indicators as such that are of interest, but, first of all, what opportunities for doing business this gives, as well as the disclosure of potential threats to the company, which are enclosed in separate components of the economic component. It often happens that opportunities and threats are tightly coupled. For example, the low cost of labor, on the one hand, can lead to lower costs. But, on the other hand, it is fraught with the threat of a decrease in the quality of labor.

Analysis legal regulation, involving the study of laws and other normative acts that establish legal norms and the framework of relations, gives an organization the opportunity to determine for itself the permissible boundaries of actions in relations with other subjects of law and acceptable methods of defending their interests.

It is important to pay attention to such aspects of the legal environment as the effectiveness of the legal system, the established traditions in this area and the procedural side of the practical implementation of legislation.

^ Political component the macroenvironment should be studied first of all in order to have a clear idea of ​​the intentions of public authorities in relation to the development of society and the means by which the state intends to implement its policy.

At the same time, it is important to understand the basic characteristics of the political system: what ideology determines the government's policy, how stable the government is, how capable it is to carry out its policy, what is the degree of public discontent and how strong the opposition political structures are.

The study social component macroenvironment is aimed at understanding the impact on business of such social phenomena and processes as people's attitude to work and quality of life, customs and beliefs existing in society, values ​​shared by people, demographic structure of society, population growth, education level, etc. .NS.

Analysis technological component allows you to see in a timely manner the opportunities that the development of science and technology opens up for the production of new products, for the improvement of manufactured products and for the modernization of the technology of manufacturing and marketing products.

The study immediate environment (microenvironment) organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction.

These include: buyers, suppliers, competitors, labor market.

Analysis buyers has as its main task the compilation of a profile of those who buy the product sold by the organization. The study of buyers allows an organization to better understand which product will be most accepted by buyers, how much sales the organization can expect, to what extent buyers are committed to the product of this particular organization, how much it is possible to expand the circle of potential buyers, what the product expects in the future and much more.

A buyer's profile can be based on the following characteristics:

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  geographic location;
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  demographic characteristics (age, education, field of activity);
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  socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.);
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  the attitude of the buyer to the product (why he buys this product, whether he is a user of the product himself, how he evaluates the product, etc.).

Analysis suppliers is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finance, etc., on which the effectiveness of the organization's work, the cost price and quality of the product produced by the organization depends.

A detailed analysis of the parameters of their work is carried out: specialization, placement, delivery terms, prices, quality, packaging, packing, etc.

The study competitors, those. those with whom the organization has to fight for the buyer and for the resources that it seeks to obtain from the external environment in order to ensure its existence, occupies a special and very important place in strategic management. Such a study is aimed at identifying the strengths and weaknesses of competitors and, on the basis of this, build your own competitive strategy.

Analysis labor market aims to identify its potential in providing the organization with the personnel necessary to solve its problems. The organization should study the labor market both from the point of view of the availability in this market of personnel of the necessary specialty and qualifications, the required level of education, the required age, gender, etc., and from the point of view of the cost of labor.
^

Internal environment

The next important component of strategic management is the analysis of the internal environment of the organization and the forecast of its capabilities.

Analysis of the internal environment Is a process of studying the totality of the internal elements of an organization, which makes it possible to identify its strengths and weaknesses, as well as internal development reserves.

Internal variables are factors within the organization that are mainly controllable and regulated.

^ The main variables of the internal environment of the organization are:

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  Control system- a set of tools that ensure the coordination of all elements of the organization's activities. The control system includes the following components:

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  building an organizational structure;
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  creating a hierarchy of subordination;
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  development of norms, rules and procedures governing the work of the enterprise;
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  distribution of rights and responsibilities between people and organizational units.

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  Human resources (personnel)... Indicators for assessing the personnel potential of an enterprise can be: personnel qualifications, socio-demographic structure, personal characteristics, socio-psychological attitudes, motivation model, personnel policy, staff turnover, etc.

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  ^ Material and technical base. Includes characteristics of fixed assets owned by the enterprise and rented, materials, low-value and quick-wearing items. Their size, composition, condition, i.e. physical and moral deterioration of fixed assets, quality characteristics.

The analysis should show whether the material and technical base of the enterprise corresponds to the modern level, and how effectively it is used.

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  Technology. This concept includes a set of methods and means that ensure the delivery of goods and services to the consumer. This includes the organization of trade and procurement activities, transportation, organization of trade and technological processes.

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  Goods. Assortment, quality, functional features, packaging of goods sold, the most and least attractive characteristics of goods, from the point of view of buyers

The analysis should show whether the offered goods correspond to consumer demand, whether there are claims to the range and quality of goods and services on the part of buyers.

Marketing. Due to its particular importance, this element of the organization's activities should be highlighted. In this context, it should be considered as a set of tools that ensure the effective interaction of the organization with the market. When analyzing functions marketing there are seven important research elements: market share and competitiveness, variety and quality of assortment, market demography (research of changes in the market and in the structure of customers), market research and development; pre-sales and after-sales customer service; sales, advertising, product promotion; profit as a generalizing indicator of the efficiency of a commercial organization.

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  Finance. Composition, sources of formation and use, financial management, credit system, system of analysis and control of the financial condition of the organization.

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  ^ Organizational culture ... The particular importance of the analysis of organizational culture for strategic management is that it determines not only the relationships between people in the organization, but also has a strong influence on how the organization builds its interaction with the external environment, how it treats its customers and what methods he chooses to compete.

^ Development of the mission and goals of the organization

The next, after analyzing the external and internal environment of the organization, the stage of strategic management is the stage of goal-setting, which consists of a number of sequential steps:

1. Definition of the mission (concept, philosophy) of the business.

2. Determining the goals of the organization (setting long-term general goals for the planning period, defining specific goals (tasks)).

The organization itself does not have and cannot have goals. Individuals have goals who are trying to achieve them through the organization. In doing so, they can conflict with the goals of other people.

Thus, one of the main tasks of the company's management is to reconcile various and partly conflicting interests. To accomplish this task, there are several approaches, one of which is the development of the company's mission.

^ The concept and meaning of the mission of the organization.

Mission - this is the main, most general goal of the organization (this term literally means "responsible task, role").

What does the concept of mission include? The mission is a kind of credo of the organization. Its content in a concise form reflects the meaning of the enterprise's existence on the market, the expediency of its functioning. The mission shows that the enterprise intends to give to the society, the owner, its employees.

At the same time, she focuses on the consumer, and not on the product, since the mission (philosophy) of the business is most often determined taking into account the purchasing interests, needs and requests that are satisfied by the business.

To illustrate the concept of mission, two approaches to business can be compared: opening a hairdresser or a beauty salon for women. The second approach proceeds from consumer needs and considers the business more broadly, with the prospect of growth: today - only hairstyles, tomorrow - make-up, medical procedures, etc. In this case, the mission of the business can be defined, for example, like this: “We make women beautiful. "

^ Mission Statement Objectives

Let's look at why the mission is still formulated, what it directly gives for the activities of the organization.

First, the mission gives the subjects of the external environment a general idea of ​​what the organization is like, what it strives for, what means it is ready to use in its activities, what its philosophy is, etc. In addition, it contributes to the formation or consolidation of a certain image of the organization in the representation of the subjects of the external environment.

Second, a mission statement fosters cohesion within the organization and builds a corporate spirit by making it clear to employees the overall purpose and purpose of the organization.

Thirdly, the mission creates an opportunity for more effective management of the organization due to the fact that it is the basis for setting the goals of the organization, ensures the consistency of the set of goals.

The mission should not carry in itself specific instructions on what, how and in what time frame the organization should do. It sets the main directions of movement of the organization and the attitude of the organization to the processes and phenomena occurring inside and outside it.

It is very important that the mission is formulated very clearly, so that it is understandable to all subjects interacting with the organization, in particular to all members of the organization. At the same time, the mission should be formulated in such a way that it excludes the possibility of ambiguous interpretation, but at the same time leaves room for creative and flexible development of the organization.

^ Mission identifies groups of individuals and organizations , cooperation with which contributes to the prosperity of the company, sets their requirements and formulates the priorities of the managers' work. The most stable, strong influence on the mission of the organization is exerted by the interests of owners, employees and buyers.

^ Mission statement should be simple and easy to read. At the same time, the mission can be formulated both in the form of a single phrase, and in the form of a multi-page policy statement of the company's management, which reflects all aspects of harmonizing the interests of various groups and the main characteristics of the company. Various options (abbreviated and expanded) can be used for different purposes - as a representative document for inclusion in the company's annual report to shareholders, as an intra-company fundamental document, etc.

However, it should be noted that many firms adhere to the position that the mission statement should be bright and laconic (often this is a slogan). In this form, the mission also performs advertising functions.

The definition of the mission is the prerogative of the top management of the company. ^ How to approach its formulation? There are no universal rules on this score.

According to another author, to describe the mission, the range of questions should be wider: “What is our business?”, “Who are our clients?”, “What needs of our clients can we satisfy?”, “How should this be done?” ( Sorokina M.V.).

However, all authors agree that it is not customary to call profit making as a mission. The mission should reflect the highest values ​​of the organization: product - service, market - buyer, social role - personnel. Making a profit is seen as an important prerequisite for doing business.

Here are some examples of a firm's mission statement.

Company Matsucita so formulates its mission: Matsucita wants to help improve the quality of life by supplying the world with electrical appliances as cheap as water. " All three of the above aspects are reflected in this formulation. Mission of the company Xerox perfectly demonstrates the prospects for business growth - « From copiers to the office of the future ”. McDonalds – "Limited menu offer hot and tasty food with fast service in a friendly atmosphere of a clean restaurant and low prices. "

Other examples of missions:

“Two centuries of tradition - a guarantee of quality” (Foil Rolling Plant, St. Petersburg).

“We work in the market of weighing equipment” (“Tenro”, Kemerovo).

“One step ahead of demand” (Kamyshinsky KhBC, Volgograd Region).

“We do not just sell equipment. Our main task is to offer solutions to problems for your business ”(Laike, Novosibirsk).
^

Organization goals

Concept and types of goals

The next stage of goal-setting is associated with the determination of the goals of the enterprise.

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final state to which the organization strives at each moment of time is fixed in the form of its goals. In other words,

Goals - this is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activity is directed.

Objectives represent a management commitment to deliver specific results within a defined time frame. They indicate how much, what kind actions must be performed and what time.

^ Classification of goals.

By coverage goals are divided into general and specific. Shared goals ensure that the organization's business concept is realized. The term "general" refers to goals that are broad in scope and time. For example, total sales, profitability, market share. Specific goals are formulated on the basis of general goals. They can be determined by the main types of activities (for example, the volume of sales for individual groups of goods, product departments, etc.) and by functional purpose (sets of goals in the field of marketing, personnel management, etc.)

^ By the duration of the planning period goals are subdivided into long-term (planning horizon more than 5 years), medium-term (planning period from 1 to 5 years), short-term goals (usually within a year). Long-term goals are usually very broad, but the narrower the planning horizon, the more concretely the goal should be expressed.

^ In accordance with the specifics of the formulation goals can be divided into quantitative and qualitative. The degree to which quantitative goals are achieved can be measured. Qualitative goals are formulated in the form of a detailed description of the state to be achieved.
^

Goal requirements

When setting goals, there are several key requirements that must be satisfied by correctly formulated goals. Since if the goals are defined incorrectly or poorly, then this can lead to the fact that we will move in the wrong direction and this can have negative consequences for the organization, if the goals are poorly defined, then they will be declarative, i.e. they will be fixed, but they will not fulfill their purpose.

First, the goals should be tense, but achievable... Of course, the goals must contain a certain challenge for the employees. They shouldn't be too easy to achieve. But they also shouldn't be unrealistic, going beyond the limits of the performers' capabilities. On the one hand, goals, the achievement of which does not require the full commitment of the staff, lead to discouraging employees. Time is freed up to sort things out, gossip and other negative phenomena.

On the other hand, unattainable goals prevent the employee from assessing the degree of success of the work done. Overestimated goals reduce the level of motivation of workers and the effectiveness of their incentives. Why strive forward if there is still no chance of success?

Third, the goals should be measurable... This means that the goals must be formulated in such a way that they can be quantitatively measured, or it could be possible in some other objective way to assess whether the goal has been achieved.

When formulating goals, you should not limit yourself to general guidelines. For example, the following formulations will be illiterate: "The goal is to maximize profits, optimize costs, increase turnover, and open new outlets." This setting of goals cannot serve as a clear guideline, does not allow assessing the degree of their achievement, does not make it possible to assess the necessary resources and the time frame for achieving them. The statement of the goal should contain quantitative indicators and the period for which it should be achieved. Examples of correct formulations of goals are the following: to increase the volume of net profit for 2003 to 500 thousand rubles, to increase the total volume of sales in 2003 by 15%.

Often, the implementation of the above rule encounters certain difficulties due to the specificity of the goals. For example, it is not always possible to describe by a number the level of quality of goods and services sold, which must be achieved. In this case, either several indirect indicators are used, which make it possible to characterize the established requirements in a complex rather accurately, or they give a detailed verbal description of the desired state. For example, when choosing a certain level of quality as a goal, you should use GOSTs, a description of various standards.

Fifth, multiple enterprise goals should be comparable and mutually supportive, that is, actions and decisions aimed at achieving one goal should not contradict the achievement of another. Failure to take this factor into account leads to the emergence of conflicts between divisions.

Sixth, the goals must be legitimate, understandable and recognized by the employees of the organization. The employee needs to understand why the implementation of these goals is so important. The task of the manager is to provide employees with all the necessary information in order for them to recognize the legitimacy of these goals, to consider it expedient to implement them. Participatory goal setting is one of the key elements of modern management. Goals launched from above always seem to be imposed, involuntarily provoke a reaction of opposition. Employees should be involved as widely as possible in the goal-seeking process. In addition, the employee's participation in setting goals simplifies their implementation, since in the process of approvals, “underwater stones” that would hinder future work are eliminated.
^

Hierarchy of goals

In any large organization with several different structural divisions and several levels of management, a hierarchy of goals develops, which is a decomposition of higher-level goals into lower-level goals. The specificity of the hierarchical construction of goals in an organization is due to the fact that:

Higher-level goals are always broader in nature and have a longer time frame for reaching;

The goals of a lower level act as a kind of means for achieving goals of a higher level.

The hierarchy of goals plays a very important role, as it establishes the "coherence" of the organization and ensures the orientation of the activities of all departments to achieve the goals of the top level. If the hierarchy of goals is built correctly, then each sub-division, achieving its goals, makes the necessary contribution to the achievement of the goals of the organization as a whole.

^ Directions for setting goals

There are eight key spaces within which an enterprise defines its goals.

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

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

3. Performance. More than the effects of the enterprise, which spends on the production of a certain amount of products less economic resources. Indicators of labor productivity, resource conservation are important for / any enterprise.

4. Resources. The need for all types of resources is determined. The Cash level is compared with the necessary level, and goals are put forward regarding the expansion or reduction of the resource base, ensuring its stability.

5. Profitability. These goals can be quantified:

Achieve a certain level of profit, profitability.

6. ^ Management aspects. A business's short-term profit is usually the result of entrepreneurial flair and flair, as well as luck. It is possible to ensure the receipt of profit in the long term only through the organization of effective management, the absence of which, in the opinion of many experts, hinders the development of Russian enterprises.

7. Staff. The goals in relation to personnel can be associated with the preservation of jobs, ensuring an acceptable level of remuneration, improving working conditions and motivation, etc.

8. ^ Social responsibility. Currently, most Western economists recognize that individual firms should focus not only on increasing profits, but also on the development of generally accepted values. Actually connected with this are the introduction of the concept of "stakeholders" of the business, the development of measures to form a favorable image of the company, care about not causing damage to the environment.

That. we have identified the key areas within which the company sets its goals. Naturally, when setting goals, it is very difficult to bring together the multidirectional interests of the subjects of influence. Owners expect the organization to provide high profits, large dividends, higher stock prices and safety for the capital invested. Employees want the organization to pay them high wages, provide interesting and safe work, provide conditions for growth and development, provide good social security, etc. For buyers, the organization must provide a product at a suitable price, appropriate quality, good service and other guarantees. Society demands from the organization that it does not harm the environment, help the population, etc. When setting goals, a difficult task is posed - to find a compromise between these multidirectional interests of the subjects of influence.

Description of the presentation Lectures on the course STRATEGIC MANAGEMENT A. I. Momot on slides

1. The concept of "strategy" and "strategic management" The word strategy is very ancient and it comes from the Greek strategia - the art or science of being a commander. The importance of military leaders in ancient Greece was obvious. History testifies that the most talented and successful commanders attached great importance to the correct structure of the army's supply, as well as decisions when to enter the battle, and when to enter into negotiations with the people, politicians, diplomats. They were strategists. In ancient China, between 480 and 221 BC, a book was already written entitled "The Art of Strategy" ("Sun Tzu" and "Wu Tzu") by Sun Tzu, wrote: "He who won hundreds of victories in hundreds conflicts, is unlikely to have high skill. The one who possesses a high skill in the use of strategy conquers others without entering into conflict with them. "

1. Strategy is a means to an end result. At the same time, it unites all parts of the organization into a single whole and covers all the main aspects of the organization. 2. Strategy is a long-term comprehensive plan that ensures the implementation of the mission and the achievement of the business objectives of the organization. The strategy defines the goals and the main ways to achieve them so that the organization gets a single direction of action. 3. Strategy is the result of analyzing the strengths and weaknesses of the organization, as well as identifying opportunities and obstacles to its development. It defines the boundaries of possible actions of the organization and management decisions. Thus, the Strategy is a set of rules that guide the organization in making management decisions. However, the strategy can be viewed as an overall comprehensive plan designed to ensure that the organization's mission and objectives are achieved.

The term “strategic management” was coined at the turn of the 60s-70s in order to denote the difference between the current management at the production level and the management carried out at the highest level. The need to capture this kind of difference was primarily due to changes in the business environment. The leading idea, reflecting the essence of the transition from operational to strategic, was the idea of ​​the need to shift the focus of senior management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it.

Strategic management was born evolutionarily from strategic planning, which is its essential basis. It is of growing interest to organizations that are facing difficulties in implementing fundamentally new strategies. The essence of strategic management lies in the fact that in the organization, on the one hand, there is clearly organized comprehensive strategic planning, on the other hand, the organization's management structure is adequate to "formal" strategic planning and is structured in such a way as to ensure the development of a long-term strategy to achieve goals and create management mechanisms for the implementation of this strategy through a system of plans. Strategic management should take into account the interests of all stakeholders, with whom the interests of the enterprise intersect.

2. The experience of countries in the application of strategic management The most striking and successful example of the application of strategic management is the development practice of one of the countries of Southeast Asia - Japan. Until the beginning of World War II in 1939, Japan occupied a leading position in the world textile industry, mechanical engineering, metallurgy and other industries, but after its end, the country's economic power was severely decimated.In the late 1940s, the situation in the world began to change dramatically. The world market quickly became saturated and began to demand high quality products. In Japan, a severe crisis was deepening. The nation faced an alternative: either starvation or the search for an effective way out of this situation. To revive the former economic stability, the Japanese authorities focused on setting strategic goals in priority areas, including: - in the field of science and technology - also on high-quality training of workers.

Experience of countries in the application of strategic management 1. Establishment of ubiquitous control over the export and import of products. Total control over export-import processes was undertaken, the import of foreign finished products that could drown out the Japanese industry was prohibited, but the import of modern technologies of Western production was encouraged, which ultimately was aimed at the development of the technological industry in Japan. 2. Full support of domestic manufacturers with the priority goal of producing high quality products. Manufacturers of new products were supported at the state level, and resellers were in a less enviable position, pressure on them made this type of activity unprofitable. As a result, the number of primary producers increased and thus the national wealth increased faster. 3. In the field of banking and financial services, suppression of speculative activities, since it only contributed to the enrichment of a narrow circle of people and did not contribute to economic progress. In the banking sector, only manufacturing enterprises received the most favorable conditions for obtaining capital (the interest rate for them was the lowest). 4. The introduction of a life-long employment system, which did not support competition for jobs in different firms (which led to the emergence of large financial investments in the professional training of employees), but promoted competition between employees of one firm, as a result of which the company's power grew due to the high efficiency of the workforce ...

Achievement of goals The meaning of a person's existence is determined by the achievement of his life goals. The same can be said about the existence of any organization, be it commercial, public, charitable or government. Any enterprise, association or individual entrepreneur pursues its own goals, which are the reasons for their existence and functioning. Let's consider different types of goals and build a goal tree using the example of an organization.

Formation of goals by priorities of consumer products, by stages of the "life cycle" Goal is one of the elements of human behavior and conscious activity, characterized by anticipation in thinking of the result of activity and the way of its implementation with the help of certain means. to something. A mission statement is a formulation of a long-term vision of the meaning of an organization and an expression of the essence of its activities. At the same time, as the goals give a more specific and detailed idea of ​​the expected development of the organization in a particular area of ​​its activities. A mission statement is nothing more than an answer to the question: why does an organization (or a person) do what she (or he) does? Mission - is the satisfaction of members of society, their needs for a particular product or service. On the basis of the mission, long-term goals of the organization or qualitative results are formulated that will not be achieved beyond the planned period, but which the organization is going to approach within this period.

Classification of objectives of strategic management Depending on the specifics of the industry, the characteristics of the environment, the nature and content of the mission: Market objectives (or external program objectives): in the field of marketing, for example: - sales volume in kind and in value terms; - the number of clients; - market share. Production goals (internal) are a consequence of market goals. Includes everything that is necessary to achieve market goals (with the exception of organizational resources), for example: - to ensure a certain volume of production (volume of production = sales volume - existing stocks + planned stocks); - build a workshop (volume of capital construction); - to develop a new technology (research and development work).

Organizational goals - everything related to the management, structure and personnel of the organization, for example: - to recruit three marketers; - to bring the average salary of employees to the level of the salary of the market leader; - to implement a project management system. Financial goals - link all goals in value terms: - net sales (from "market goals"); - the amount of costs (from "production" and "organizational" goals); - gross and net profit; - profitability of sales, etc. You can set goals in a different order: from financial - to market and production.

PURPOSE TREE The basis for building the top of the goal tree is a set of strategic goals defined within the organization's strategy. Here you should pay attention to the fact that strategically important should be recognized not only those goals that determine the directions of strategic development, but also long-term goals associated with maintaining the functioning of the management system and subsystems associated with production and supply. Achievement of strategic goals is ensured by the achievement of both operational (regular, permanently achieved) goals and project (unique in content) goals. The goals within the model need to be carefully classified and structured appropriately within the diagrams so that they become presentable and as clear as possible to their reader. Isolation, description and hierarchical ordering of each of the goals is performed through the implementation of a number of appropriate analytical procedures and procedures for agreement and approval. SMART requirements (Specific - specific; Measurable - measurable; Achievable - achievable; Realistik - realistic; Timed - limited in time) are applied to each of the goals defined at the lower level of detail, as far as possible.

Tab. 2. Goals and characteristics by stages of the life cycle of the organization Life cycle stage Main goal Leadership Characteristics of stages 1. "Birth" Survival One-man management Enter the market 2. "Childhood" and "youth" benefits 3. "Maturity" Profit growth Delegation of powers Division and cooperation of labor, bonuses 4. "Aging" Preservation of achieved results Coordination of actions Free work mode of staff, profit sharing 5. "Revival" or disappearance Ensuring revitalization of all functions One-man management Implementation of an innovative approach , staff rejuvenation

Stages of the life cycle of an organization The birth of any organization is associated with the need to meet the interests of consumers, with the search and occupation of a free market niche. The main goal of the organization at this stage is survival. It requires the leadership of such qualities as belief in success, willingness to take risks, efficiency. The birth stage is characterized by a small number of partners. At this stage, special importance should be attached to everything new and unusual. "Childhood" . The stage is associated with risks, since it is during this period that the growth of the organization is disproportionate in comparison with the change in management potential. At this stage, most of the newly formed firms fail due to the inexperience and incompetence of managers. The main task during this period is to strengthen its position in the market, competitiveness. The main goal of the organization at this stage is short-term success and rapid growth. "Youth". This is a period of transition from integrated management carried out by a small team of like-minded people to differentiated management using simple forms of financing, planning and forecasting. The main goal of the organization during this period is to ensure accelerated growth and, as a rule, complete capture of its part of the market. An intuitive risk assessment by the organization's management is no longer sufficient. She needs specialists with highly specialized knowledge.

Stages of development of strategic management Business historians usually distinguish four stages in the development of strategic management: budgeting, long-term planning, strategic planning and strategic management.

Budgeting until the 50s of the twentieth century. In the era of the formation of giant corporations before World War II, special planning services were not created in companies. Top managers of corporations regularly made plans for the development of their businesses, but formal planning was limited only to drawing up annual financial estimates - budgets by item of expenditure for various purposes. However, due to the change in the external environment, the plans were not fulfilled. A feature of budgetary and financial methods is their short-term nature and internal orientation, that is, the organization in this case is considered as a closed system.

Long-term planning - 50-60s. In the 1950s - early 1960s, the typical operating conditions of companies were high growth rates of commodity markets and a relatively high predictability of trends in the development of the national economy. These factors created the conditions for the development of long-term planning. The method is based on forecasts of the firm's performance for several years ahead. Long-term planning was based on the extrapolation of the company's development trends in the past. The main task of the managers was to identify the financial problems that hinder the growth of the firm. Sales volumes, availability of resources were not planned, as a result, products accumulated at the enterprises, sales became difficult, firms did not work stably. This approach, better known in our country as the “planning from gains” method, was widely used in the conditions of the centralized management of the Soviet economy.

Strategic planning - 60s-70s. In the late 1960s, as the crisis intensified and international competition intensified, forecasts based on extrapolation began to diverge from real figures. To overcome the emerging shortcomings, the concept of strategic planning began to develop. It is based on the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, the purpose of strategic planning is to improve the company's response to market dynamics and competitors' behavior.

Strategic management - after the 90s. By the 1990s, most corporations around the world had begun the transition from strategic planning to strategic management. Strategic management is defined as a set of not only strategic management decisions that determine the long-term development of the organization, but also specific actions that ensure a quick response of the enterprise to changes in the external environment, which may entail the need for strategic maneuver, revision of goals and adjustment of the general direction of development.

Strategic management In contrast to strategic planning, strategic management includes: the processes of implementing the strategy, evaluation and control. Strategic management means that the management process should be proactive, not reactive, that is, it is necessary to influence events in the external environment, and not just react to them.

Strategic management is associated with setting goals for an organization and maintaining certain relationships with the environment that allow it to achieve its goals and correspond to its internal capabilities. The potential that ensures the achievement of the organization's goals in the future is one of the end products of strategic management. An organization's potential and strategic capabilities are determined by its architectonics and the quality of its staff. The architecture of an organization can be: technology, production equipment, facilities, their capacities and capabilities, equipment, its capabilities and capacities for processing and transmitting information, power structure, distribution of official functions and decision-making powers, organizational tasks of individual groups and individuals , · Internal systems and procedures, · organizational culture, norms and values ​​that underlie organizational behavior.

Functions of strategic management Strategic management involves the implementation of the following functions: 1. Analysis of the external and internal environment of the company; 2. Definition of the mission of the company and its goals; 3. Dividing a common goal into subgoals; 4. Determination of the means to achieve these goals; 5. Choice of strategy; 6. Implementation of a strategy aimed at achieving goals; 7. Evaluation and control of the implementation of the strategy.

4. The essence and necessity of strategic planning for the development of socio-economic systems Among the objects of strategic management, there are three groups: 1. Organization, as an open complex socio-economic system, representing a set of structural units. 2. A structural unit is a direction of an organization's activities, an independent market-oriented business unit that can act as a full-fledged competitor in its market segment, has its own circle of suppliers, consumers and competitors. 3. The functional area of ​​an organization is a field of activity represented by functional structural units that specialize in performing certain functions.

The essence and necessity of strategic planning for the development of socio-economic systems The main task of strategic planning is to predict possible risks of doing business in order to reduce or minimize the likelihood of their occurrence. First step. ... Analysis of the current state of the organization with an objective assessment of its strengths and weaknesses, the search for solutions that need to be taken to correct or eliminate factors that impede the increase in the profitability of the organization in the future. The second stage of strategic planning is to analyze potential crisis situations and assess the likelihood of their occurrence. At the third stage, a portfolio of alternative plans of action in crisis situations is formed. A portfolio of such plans is of great value in terms of increasing the speed of reaction to changes in the external environment, and which can be used to cover the mistakes in the strategy. Thus, one of the advantages of strategic planning is that. that it enables the organization to respond before it itself suffers from a crisis situation

Environmental analysis serves as a tool for policymakers to control factors external to the organization in order to anticipate potential threats and new opportunities. Threats and opportunities can manifest themselves in seven areas of the external environment, respectively, they group the factors that are analyzed. The following groups of factors are distinguished, the study of which allows you to get a complete picture of the emerging trends in the development of the organization's external environment: 1. Economic (inflation (deflation), tax rate, international balance of payments, employment level, enterprise solvency), 2. Political, 3. Market, 4. Technological, 5. Competitive factors, 6. Social 7. International factors.

Types of external environment There are four main types of external environment. 1. A changing environment characterized by rapid change. These can be technical innovations, economic changes (changes in the inflation rate), changes in legislation, innovations in the policies of competitors, etc. Such an unstable environment, which creates great difficulties for management, is inherent in the Russian market. 2. A hostile environment created by fierce competition, the struggle for consumers and markets. Such an environment is inherent, for example, in the automotive industry in the United States, Western Europe and Japan.

3. Diverse environments are common in global business. A typical example of a global business is McDonald's, with operations in many countries (and therefore serving many multilingual clients), with diverse cultures and consumer tastes. This diverse environment influences the firm's activities, its policy of influencing consumers. 4. Technically challenging environment. In such an environment, electronics, computer technology, telecommunications are developing, which require complex information and highly qualified service personnel. The strategic management of enterprises in a technically complex environment must be focused on innovation, as products in this case quickly become obsolete. To analyze and forecast the external environment, organizations use PEST -, SNW -, SWOT analysis.

PEST analysis is a tool designed to identify political, economic, social and technological aspects of the external environment that may affect a company's strategy. Politics is studied because it regulates power, which in turn determines the environment of the company and the acquisition of key resources for its activities. The main reason for studying economics is to create a picture of the distribution of resources at the state level, which is the most important condition for the operation of an enterprise. No less important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the reasons for changes and losses in the market, as well as the emergence of new products. PEST analysis is not common to all organizations, as each of them has its own set of key factors. PEST (Policy, Economy, Society, Technology))

PEST - analysis

SNW Analysis is an advanced analysis of strengths and weaknesses. Strength, Neutral, and Weakness. Unlike the analysis of the strengths and weaknesses of SNW, the analysis also suggests the mid-market state (N). The main reason for adding a neutral side is that "it may often be sufficient to win the competition when a given organization is in state N in relation to all its competitors in all but one key positions, and only one in state S". To draw up a SNW analysis, you must fill in the following table: SWOT analysis is one of the first stages of strategic planning. The idea behind SWOT analysis is as follows: a) making efforts to turn weaknesses into strengths and threats into opportunities; b) developing the strengths of the firm in accordance with its disabilities.

Methods of responding to changes in environmental factors In practice, various methods of responding to changes in environmental factors are used. The most common among them are the following approaches: "fighting fire", or reactive control style. This post-change management approach is still prevalent in many Russian enterprises; expansion of spheres of activity, or diversification of production, capital as a means of possible reduction of commercial risk when changing environmental factors; improving the organizational structure of management to increase its flexibility. In this case, the enterprise can create profit centers, strategic business units and other flexible structures focused on achieving final results; - strategic management. The analysis of the external environment serves as a tool, with the help of which the developers of the strategy monitor the external relation to the organization of the image with the purpose of the view He pozvolyaet opganizatsii cvoevpemenno cppognozipovat poyavlenie ygpoz and vozmozhnoctey, pazpabotat cityatsionnye plany nA clychay vozniknoveniya neppedvidennyx obctoyatelctv, pazpabotat ctpategiyu, kotopaya pozvolit opganizatsii doctignyt tseley and ppevpatit potentsialnye ygpozy in vygodnye vozmozhnocti.

5. Strategic management Currently, scientists distinguish five main stages of strategic management: THE FIRST STAGE. Determination of the scope and development of the mission of the organization. SECOND PHASE. Development of long-term and short-term goals for the organization. THIRD STAGE. Development of a strategy for achieving the goals of the activity. FOURTH STAGE. Implementation of the organization's strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. Since modern business conditions are extremely dynamic, this process is continuous and is a constantly renewing cycle with intense feedback. In addition, the boundaries between the phases of the cycle are rather arbitrary.

FIRST STEP. Determination of the scope and development of the mission of the organization. Determining the scope of the organization involves: - determining the needs to be met; - consumer identification; - determination of the way to meet the needs of specific consumers. That is, it is necessary to answer the question: “What, for whom and how do we produce? “For example, the company ZAO“ Metallprom ”defined its business as follows:“ Who wants to win the client's trust is looking for a way, who does not want to look for a reason ”Mc. Donald’s did it this way: "Providing hot delicious food in a clean restaurant for a reasonable fee."

Examples of missions The mission of an organization is a verbally expressed basic socially significant functional purpose (role) of the organization in the long term (in addition to making a profit), reflecting the purpose of the business, its philosophy. This term literally means "responsible task, role". A mission statement helps define what the business is actually doing, while focusing on the consumer rather than the product. Therefore, defining a mission involves answering the question: “What benefits can a firm bring to consumers, while achieving greater success in the market? "Examples of missions:" Two centuries of tradition - a guarantee of quality "(Foil Rolling Plant, St. Petersburg). “We save your time and money” (Inkombank). "The elements are not subject to" (Oneximbank).

SECOND PHASE. Development of long-term and short-term goals of the organization's activities After formulating the mission, it is necessary to determine the long-term (3 - 5 years or more) and short-term (1 - 2 years) goals of the organization. There are eight key areas within which the company defines its goals. 1. Market position. Market goals can 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 business trends: the organization of the production of new goods, the development of new markets, the use of new technologies or methods of organizing production. 3. Performance. More efficient is the enterprise that spends less economic resources on the production of a certain amount of products. 4. Resources. The need for all types of resources is determined. 5. Profitability (profitability). These goals can be expressed quantitatively: to achieve a certain level of profit, profitability. 6. Management aspects. It is possible to ensure the receipt of profit in the long term only through the organization of effective management. 7. Personnel. The goals in relation to personnel can be associated with the preservation of jobs, ensuring an acceptable level of remuneration, improving working conditions and motivation, etc. 8. Social responsibility. Most Western economists now recognize that firms should focus not only on increasing profits, but also on developing shared values.

Enterprise objectives must meet the following characteristics: 1. Objectives must be specific and measurable. 2. Objectives should have a specific planning horizon, that is, determine when results should be achieved. 3. The goal must be achievable. 4. Goals should be flexible and have room for adjustments in connection with unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures that the goals are realizable. 5. The multiple goals of the enterprise should be comparable and mutually supportive.

THIRD STAGE. Strategy formulation Strategy formulation is a management function that consists in shaping the organization's mission, defining performance objectives and creating a strategy. The end product of strategy formulation is a strategic plan. Strategic plan - a document containing the purpose of the organization, its direction of development, long-term and short-term objectives and development strategy. The strategy is necessary both for the entire company as a whole and for its individual connecting links - research, sales, marketing, finance, human resources, etc. FOURTH STAGE. Implementation of the organization's strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. The last two stages are considered together, since they do not have clear distinctions. In the process of implementing the strategy, it is constantly being evaluated and adjusted. Strategy implementation is not only a function of top management, but a job for the entire management team. All managers act as implementers of the strategy within the framework of their authority and responsibility. The last stage is a bridge that returns the company to its original first points, but at a qualitatively new level.

FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. The last stage is a bridge that returns the company to its original first points, but at a qualitatively new level. Thus, the strategic management process can be represented as a continuous upward spiral.

Fundamental differences between strategic management and operational management. Strategic management Description Operational management Survival of the organization in the long term through a dynamic balance with the environment Mission, mission. Production of goods and services for the purpose of generating income from sales Looking outside the organization, searching for new opportunities in competition. The object of concentration. Looking inside the organization, finding ways to use resources more efficiently. Long-term orientation. Taking into account the time factor Orientation to the short and medium term People, information support systems, the market. The basis for building a control system. Functions and organized structures, procedures, technique and technology. Looking at employees as the foundation of the organization, its main value and source of well-being. Approach to personnel management. Looking at employees as resources of the organization, as performers of individual jobs and functions. Timeliness and accuracy of the organization's response to environmental changes. Management efficiency criteria. Profitability and rationality of the use of production potential.

Theoretical foundations of strategic management Management levels Description of management levels Competence of managers at various levels Strategic Senior managers - a clear definition of the mission; the reaction of managers to all changes in and around the enterprise; development and evaluation of alternatives; creation of infrastructure to improve the work of the company Tactical Mid-level managers - formation of tasks for structural divisions; research of deviations from goals; assessment of the validity of decisions; use of information, both external and internal; development of measures to protect enterprises from negative consequences. Operational Managers of the middle and lower level - providing solutions to specific problems of the functioning of the company.

1. 3. Basic principles of strategic management Strategic management has its own laws that should be taken into account when developing a strategy for the development of a company. The following basic principles are highlighted: 1. Reasonable and conscious choice of goals and development strategy of the organization. The goals must be achievable and consistent. 2. Constant search for new forms and types of activities aimed at strengthening existing advantages, identifying and strengthening new ones. 3. Ensuring the relationship between the organization and the external environment, managing and controlled by the organization's subsystems and its elements. 4. Individualization of strategies. Each strategy is unique in the sense that it has features due to the existing composition of personnel, economic potential, culture, and other features. 5. Each strategy consists of two parts: planned and random, which appeared under the influence of the external environment. 6. Clear organizational separation of strategic management tasks and operational management tasks

Topic 3. STRATEGIC MANAGEMENT AS A PROCESS OF MAKING AND IMPLEMENTING STRATEGIC DECISIONS. ... The structure and content of management decisions. Classification of solutions and requirements for them. Strategic management is the process of making and implementing strategic decisions, the central link of which is strategic choice based on comparing the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates. Strategic management is based on strategic decisions. Strategic decisions are management decisions that: are future-oriented and lay the foundation for making operational management decisions; are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise; involve significant resources and can have extremely serious, long-term consequences for the enterprise. Strategic decisions include: reconstruction of the enterprise; introduction of innovations; organizational changes; entering new sales markets; acquisition, merger of enterprises, etc. Management decision is a volitional, creative action of the subject of management. It consists in choosing the best alternative from a variety of reasonable options for achieving a specific object management goal.

The strategy of innovative enterprises. The growing industries in the world are microelectronics, communications and communications, biotechnology, informatics and services. Success in growing industries is achieved through innovation (novelty) and offensive strategy. Growing innovative businesses face two major challenges: How to make innovation profitable and recoup the cost of it? How to protect yourself from followers who, without spending a lot of money on the development of new products, simply copy products after they appear on the market? Firms leaders have a common main goal - to maintain a leading position, and they try to achieve it in two possible ways. The first way is an offensive strategy, which is aimed at finding new consumers of the product, expanding the scope or frequency of use of the product. The second path is a defensive strategy aimed at protecting your market, countering the most dangerous competitors, and also to protect imitators from competitors. This strategy consists of acquiring patents, know-how, innovation, using additional resources and confronting competitors in a price struggle.

Building a strategic pyramid In a large differentiated company, strategies are developed at four different organizational levels: 1. Corporate strategy (strategy for the company and its areas of activity in general). 2. Business strategy (for each individual type of company activity). 3. Functional strategy (for each functional area of ​​a certain field of activity). Each area of ​​activity has a production strategy, marketing strategies, finance, etc. 4. Operational strategy (narrower strategy for the main structural units: factories, regional sales representatives and departments (within functional areas).

The term "strategic management" appeared in common use at the turn of the 1960s and 1970s. He denoted the differences between the current management at the level of production and management carried out at the level of the corporation as a whole. The need for this distinction was driven by changes in the business environment. These changes are:

1) an increase in the dynamism of the external environment of the organization;

2) the emergence of new needs;

3) increased competition for resources;

4) internationalization and globalization of business;

5) the growing role of scientific and technological progress and innovations;

6) the availability of modern technologies;

7) development of information networks, which makes it possible to quickly disseminate and receive information;

8) changing the role of human resources in the organization.

The essence of the transition from operational management to strategic management is to shift the focus of senior management to the external environment. This allows you to respond in time to ongoing changes.

There are many definitions of strategic management in the literature. It can be defined as a management process consisting of the formulation and implementation of strategies that help to establish the best competitive fit between the organization and its environment in order to achieve the goals of the organization.

Strategic management is a system of purposeful actions of the organization leading to long-term exceeding of the level of the organization's performance over the level of the competitors' performance.

The task of strategic management is to prepare the organization for possible changes in the market situation, to withstand the adverse effects of the external environment in the long term.

The strategic management process, like any management process, is revealed through interrelated management functions: basic and specific. But the content of some basic functions changes and new specific management functions appear.

Thus, planning becomes strategic planning, and new functions such as marketing, innovation management, public relations, logistics, human resource management, etc. appear.

The planning process starts with setting goals. They perform organizing, motivating and controlling functions. The goal is the desired, possible and necessary state of the managed object.

The target beginning in the activities of an organization arises as a reflection of the goals and interests of various groups of people associated with its activities. These are the interests of the owners, employees of the organization, its customers, business partners, the local community and society as a whole.

The organization sets many different goals. These goals differ in levels, areas, periods of time. There are four main levels of goals in an organization: mission, strategic, tactical and operational goals. The top in the hierarchy of goals is the mission.

Mission - a fundamental, unique, quality goal that emphasizes the characteristics of the firm's business, its difference from other firms in the industry.

It reveals the reason, the meaning of the existence of the company, its purpose. The corporate mission connects the organization and the external environment, it is there that the organization seeks its purpose. The mission can be defined by the range of needs to be met; a set of consumers; manufactured products; competitive advantages; technologies to be used; growth and financing policies; culture of the organization, which determines the relationship within the company, the requirements for employees. Many organizations express their mission through slogans, for example Sara-tovstroysteklo - "Through the quality of glass - to the quality of life."

The mission should not contain specific instructions on what, how and in what time frame the organization should do. It sets the main directions of movement of the organization. The specific end states that the organization strives for are captured in the form of its goals.

Strategic goals are set by senior management based on a mission. These are general long-term goals that determine the future state of the organization as a whole. In contrast to the mission, they indicate the timing of their achievement.

Tactical goals are set by middle and senior management for the middle level in the organization. They define the results that the major divisions of the organization must achieve in order to achieve the strategic objectives. Thus, tactical goals are a means of achieving strategic goals.

Operational (production) goals are set by the lower and middle levels of management for the lowest level in the organization. They refer to short-term targets arising from tactical goals. These are specific, measurable results of the activities of departments, working groups, individual employees in the organization. They are a means of achieving tactical goals.

The organization defines goals for various functional units (production, marketing, finance, etc.); various performance results (product quality, labor productivity, production costs, sales volume, efficiency, etc.).

The main areas of goal setting are: profitability, markets, productivity, products, financial resources, production capacity, research and innovation, organization (restructuring), human resources, social responsibility.

Let's present a diagram of goals developed by Japanese companies.

1. Basic goals:

1) sales volume;

2) growth rate (sales or profit);

3) tribute:

a) the amount of profit;

b) the rate of return on all capital;

c) the ratio of profit to sales;

d) earnings per share;

4) market share;

5) capital structure;

6) Dividends;

7) share price;

8) wages of employees;

9) the level of product quality;

10) basic growth policy;

11) basic sustainability policy;

12) basic policy of making a profit;

13) basic social responsibility policy. 2.Operative questions:

1) value added assignments;

2) tasks for labor productivity;

3) investments for 1 employee;

4) the capital turnover ratio;

5) policy in the field of cost reduction.

2. The essence and significance of strategic planning

Strategic planning is the process of developing strategies and the main methods of their implementation. This is an adaptive process, as a result of which there is a regular (annual) adjustment of decisions drawn up in the form of plans, a revision of the system of measures for the implementation of these plans based on continuous monitoring and assessment of ongoing changes inside and outside the organization.

Strategic planning defines what the organization should do in the present in order to achieve the desired goals in the future based on the fact that the environment and the organization will change. In other words, in strategic planning, a view from the future into the present is carried out, as it were.

Strategic planning can be rightfully interpreted as a system of all the variety of types of planned activities in an organization. It summarizes long-term, medium-term, annual, operational, functional planning. The main semantic load is assigned to long-term planning. Its purpose is to make operational management decisions justified not only from the point of view of the current situation, but above all from the standpoint of tomorrow.

In accordance with the set goals, strategic, tactical and production (operational) plans are developed.

To effectively manage the processes of setting goals, planning and monitoring the implementation of plans, the goal-based management method (MPM) is widely used. Through the UOC, managers, together with employees, determine the goals of the organization, departments, and an individual and use them to further monitor the results achieved.

The first step is setting goals. This is the most difficult step in the UOC, it involves looking beyond current, daily responsibilities in order to answer the question: "What are we trying to achieve in the near future, in six months, a year?" A joint agreement between managers and employees creates a strong commitment to achieving the set goals. A well-formulated goal should be specific, realistic, time-bound, and specific.

The second stage is the development of action plans. These plans define the sequence of actions required to achieve the intended goals. They are developed both for divisions, departments, and for individual employees.

The third stage is monitoring, monitoring the implementation of plans and, if necessary, adjusting them. In the course of implementing the plan, the manager must give his subordinates freedom of action, for example, by removing the current, daily control over their activities.

Instead, you can focus more on training and advising employees to achieve their goals. Monitoring is usually carried out three, six and nine months after the start of the planning period. This periodic monitoring allows managers and employees to see how plans are being implemented and whether corrective action is needed to achieve planned goals.

The fourth stage is the assessment of the performance results, their compliance with the set goal. Evaluations can be used as the basis for the personnel remuneration system. Evaluation of the performance results of employees, departments, the organization as a whole serves as the basis for setting goals for the next year, and the UOC cycle is resumed.

The advantages of the UOC are that it:

1) focuses the efforts of people on corporate goals, which increases the likelihood of their achievement;

2) expands cooperation between managers and employees;

3) makes tasks clear and precise for performers;

4) improves the motivation of people;

5) allows you to identify talented managers for future promotion (as it focuses on the compliance of goals and plans);

6) increases the personal responsibility of performers. Disadvantages of the UOC:

1) it requires high professionalism of the leader;

2) poor relations between the administration and employees reduce the effectiveness of the UOC;

3) it requires a large amount of work, knowledge of the goals of the organization and departments;

4) the UOC procedure tends to define short-term goals;

5) there is a possibility of a conflict between operational and strategic goals;

6) The UOC comes into conflict with the mechanistic structure of the organization, which prevents workers from participating in management.

3. Strategy, its elements and levels

Strategy - a comprehensive plan to achieve the mission and objectives of the organization by establishing the best fit between the organization and its external environment.

A well-designed strategy has four components: scale, resource allocation, competitive advantage, and synergy. Scale refers to the type and number of markets in which the organization intends to compete. The choice of markets determines the structure and volume of production. The strategy includes a project for the distribution of the organization's resources to various departments, business units, departments.

Competitive advantages are the unique tangible and intangible assets that a firm owns and that create its superiority over competitors. Significant competitive advantages are provided to the corporation by its internal and external competencies. They typically require a significant period of time and industry-specific experience to create. For example, internal competencies include the following:

1) R&D (KNOW-HOW, technologies, the ability to create competitive products);

2) the presence of proven and effective business processes (project management, logistics, sales, marketing, planning, staff motivation, etc.);

3) the presence of unique technologies that are not available to competitors;

4) availability of qualified personnel, which can not easily be found on the market and which takes a lot of time to train.

External competencies include:

1) communication with suppliers and consumers (agents, dealers, distributors);

2) lobbying opportunities;

3) the presence of a "promoted" trade mark;

4) the ability to provide financing in the required amount and at an acceptable cost (relations with financial institutions and investors).

Synergy occurs when the joint activity of all parts of the organization produces an effect greater than the sum of their individual actions. Synergy emphasizes that the first three elements of the strategy are not only interconnected, but also complement, reinforce each other, and lead to the best interaction effect.

The strategy is formulated at three levels: corporate, business unit and functional.

4. Strategy formulation: main stages and tools

Strategy formulation is the process of developing and defining a strategy, that is, a strategic planning process. Each organization has its own specific approach to strategy formulation, but there is also a general sequence of stages in this process:

1) setting strategic goals;

2) analysis of the organization;

3) analysis of the external environment;

4) establishing a correspondence between the organization and the environment.

Analysis of the organization, its potential involves the diagnosis of its strengths and weaknesses in comparison with other organizations. An organization's potential is usually assessed in areas such as marketing, finance, manufacturing, research and development, human resources, management quality, and organizational structure.

Analysis of the external environment involves the identification of opportunities and threats to the organization for all factors of the external environment. For such an analysis it is necessary to use information from a variety of sources.

After completing the analysis of the external environment and the enterprise, it is necessary to match its strengths and weaknesses with the opportunities and threats of the external environment. The balance between the environment and the organization is established in such a way that the competitive advantages of the organization, its strengths are aimed at realizing the opportunities and eliminating the threats of the external environment, as well as the weaknesses of the organization. The considered method of analyzing the organization and its environment is called SWOT-analysis.

In addition, the SWOT matrix can be used to formulate a strategy, to establish a correspondence between the characteristics of the organization and its external environment.

To study the environment, the method of compiling its profile can be applied. This method is useful for compiling a separate profile of the macroenvironment, the business environment and the internal environment of the organization.

This method is used to assess the relative importance for the organization of individual environmental factors. The method is as follows.

The individual environmental factors are written out in the environmental profile table. Each factor is expertly given:

1) assessment of its importance for the industry on a scale: 3 - high value;

2 - moderate value;

1 - low value;

2) assessment of its impact on the organization on a scale:

3 - strong influence;

2 - moderate influence; 1 - weak influence;

0 - no influence;

3) assessment of the direction of influence on the scale: + 1 - positive direction;

From this assessment, management can conclude which environmental factors are relatively more important to their organization and therefore deserve the most serious consideration.

5. Variety of strategies: corporate strategy and its types; business strategy and its types; functional strategies of the organization

There are two main approaches to formulating corporate strategy - formulating the main (fundamental) strategy and analyzing the business portfolio. The main strategy is a general program of action developed at the corporate level.

It is usually formulated for an organization that competes in one or several markets, but is closely related to each other. There are three main main strategies: growth, stabilization, reduction.

Growth can be generated from within. These include concentrated growth strategies that involve product or market changes:

1) strengthening positions in the existing market, increasing market share;

2) market development, development of new markets;

3) development of new products.

Growth can be based on external sources. These include acquisitions of other industries, mergers, mergers of risky ventures, and the creation of strategic alliances. The second group of growth strategies is formed by integrated growth strategies.

These include forward and backward vertical integration strategies. Such growth is carried out both through mergers, acquisitions of new structures, and through expansion from within. The third group of growth strategies includes diversified growth strategies. There are three of them:

1) concentric diversification strategy;

2) horizontal diversification strategy;

3) strategy of conglomerative diversification. Reduction strategies are:

1) liquidation strategy;

2) “harvesting” strategy;

3) the strategy of cutting off the excess;

4) cost reduction strategy.

The first is carried out when the firm is unable to conduct further business.

Harvesting strategy involves moving away from a long-term view of the business in favor of maximizing revenue in the short term. It applies to a dead end business that cannot be sold profitably but can generate income while reaping the benefits. The goal is to get the maximum possible cash after the cessation of investment. Basic methods:

1) reduction of material and technical maintenance of production;

3) reduction in the range of products;

4) reduction of wholesale channels;

5) refusal to serve small buyers;

6) a decrease in the quality of services (reduction of sales consultants, an increase in the lead time of orders, etc.).

A clipping strategy means that the firm is closing or selling redundant units that are not profitable or do not fit well with other units.

A cost-cutting strategy is to look for cost-cutting opportunities to increase the firm's competitiveness and long-term survival.

Implementation is associated with a decrease in production costs, an increase in labor productivity, a reduction in hiring and even dismissal of personnel, a reduction in social programs, and the withdrawal from production of unprofitable goods.

A stabilization strategy is being developed to maintain the status quo. The company's strategic plan is aimed at staying in its business and protecting itself from environmental threats.

This strategy is often used by firms that lack the resources to grow or have poorly growing markets. A stabilization strategy is useful after rapid growth or contraction strategies have been implemented.

When a firm is diversified and has many different industries, areas of activity, especially not related to each other, a business portfolio approach is used to formulate corporate strategy. This approach presents a corporation as a set of various divisions, strategic business units (SBUs), each of which has its own mission, product lines, competitors, sales markets and its own competitive strategy.

The starting point for using a business portfolio is the definition of each SBU that is part of the corporation. The next step is to classify them and analyze the current product portfolio.

The simplest, but rather abstract tool for classifying the SBU is the Boston Consulting Group (BCG) matrix. It categorizes UBS according to two criteria: the rate of growth of its market and its market share.

The BCG matrix allows you to compare the positions of the SBU within the same portfolio. With its help, you can identify market leaders and establish a balance between divisions in the context of the four quadrants of the matrix.

In theory, SBUs operating in fast-growing industries need a constant inflow of capital to expand their capacities and maintain competitiveness. On the other hand, SBUs operating in slow-growing industries should have a surplus of funds.

Corporate portfolios need to be balanced, ensuring the right mix of SBUs that need capital to grow with divisions that have surplus capital.

Analysis of the current business portfolio assumes answers to the following questions:

1) whether the portfolio includes a sufficient number of business units in attractive industries;

2) whether the portfolio contains too many "question marks";

3) whether there are enough "cash cows" to develop "stars" and fund "question marks";

4) whether the portfolio provides a sufficient amount of both profit and money;

5) whether the portfolio is highly vulnerable in the event of negative trends, unforeseen events;

6) are there many “dogs” in the portfolio that are weak in terms of competitiveness? Depending on the answers to these questions, the corporation's strategic portfolio is formed. A business strategy is formulated for each business unit.

It aims to find the best methods of competition in its market. Even if an organization competes in only one market, it must develop a competitive strategy.

The main tools for developing this strategy are: five forces of competition; M. Porter's competitive strategies and the product life cycle.

The structure of competition in the industry, according to M. Porter, is formed under the influence of five forces of competition that determine the level of profit in the industry. It:

1) penetration of new competitors;

2) the threat of the appearance of substitute goods on the market;

3) the ability of buyers to defend their interests;

4) the ability of suppliers to dictate their terms;

5) competition between companies that have already established themselves in the market.

Competitive strategies are formulated on the basis of an understanding of the characteristics and rules of competition that operate in the industry and determine its attractiveness. The goal of a competitive strategy is to change these rules in favor of your company.

M. Porter presents three general competitive strategies that organizations can use to create competitive advantage and increase competitiveness. It:

1) leadership in reducing costs;

2) differentiation;

3) focusing.

Leadership in cost reduction is the most prominent of the three general strategies. The company keeps costs lower than the competition. The nature of cost-cutting leadership depends on the specifics of the industry: it can be economies of scale, advanced technology, access to cheap sources of raw materials, a standardized product, a strong and cheap distribution system. However, a cost-cutting leader cannot afford to ignore the principles of differentiation.

Differentiation means that a company strives for uniqueness in some aspect that is considered important to a large number of customers.

Achieving uniqueness reduces the power of buyers but increases costs. The challenge is to ensure that the total cost to consumers of using the product is reduced. This is achieved by increasing the convenience and ease of use and expanding the range of customer satisfaction. Differentiation can affect the product, its properties, delivery methods, after-sales service, etc.

A company that relies on differentiation should not forget about ways to reduce costs, as it can lose its competitiveness.

The point of focusing is to select a segment of an industry market, a specific group of buyers and serve them better than the competition. There are two types of focusing strategies: achieving cost benefits or increasing differentiation.

The Product Life Cycle (PCL) is a concept that describes the sales of products, profits, customers, competitors, and the strategy of an organization from the moment a product enters the market until it is removed from the market. A typical life cycle consists of four stages:

1) bringing the product to the market;

3) maturity;

The goal during the implementation phase is to create a market for a new product. The sales growth rate depends on the novelty of the product and the expectations and requests of buyers. At this stage, only one or two firms enter the market and competition is limited. But production and marketing costs are high. There is no profit or very little profit. Buyers are offered one or two basic product models.

The goal of the growth stage is to expand the distribution and the collection of new product modifications. New competitors appear on the market, profits rise as sales grow and costs fall. In order to stretch the period of market growth, a firm can use several strategic approaches:

1) improve the quality of new items, give it additional properties, release new models;

2) penetrate new market segments;

3) use new distribution channels;

5) to reduce the price in a timely manner to attract more consumers.

At the stage of maturity, the rate of sales growth slows down. The company tries to maintain its distinctive advantages for as long as possible. Competition at this stage reaches its maximum, as a result of which the profits in the industry as a whole per unit of production are reduced, as the system of discounts spreads. Some competitors are starting to leave the industry. Strategies for market modification, product modification, and marketing mix are useful here.

The last stage of the life cycle is a recession, the volume of sales is decreasing. There are many reasons for this: a change in tastes, the emergence of new products, an intensification of competition, including foreign competition. The firm must either continue to produce the product, or remove it from production, or apply a “harvesting” strategy by reducing all possible costs (R&D, advertising, sales force, etc.).

Functional strategies focus on planning the functional activities of the organization, SBU. Many organizations develop marketing, financial, manufacturing, and human resources and research and development strategies.