Strategic planning methods in the organization. Development of a strategic plan for the development of the enterprise. Analysis of the external and internal context of the organization

The economy is changing so quickly that only strategic planning at the enterprise will help to build a formal forecast of potential risks and opportunities. It is this method that helps the management or the owner to set long-term goals, create a plan for their implementation that minimizes risks and includes the tasks of the company's divisions.

What are the features of tactical, operational and strategic planning in the enterprise?

Those who are seriously involved in business usually set some kind of strategic goal for the company. It, in turn, consists of several subgoals, which include tasks. That is, the process of fulfilling the plans in the company is carried out from setting the largest and most significant goal to the implementation of small everyday tasks.

To optimize the planning process, it is divided into several types:

• tactical;
• operational;
• strategic.

Strategic planning

The most common type of planning is strategic. It should not be compared to long term. Developing a company's strategy is about setting a broader goal. For example, L. Mittala, adhering to the strategy of saving at the maximum, became one of the richest people in the world. The strategy was to reduce costs to the limit on the main parameters of activities (personnel, raw materials, resources, etc.).

It is the manager or owner who is involved in strategic planning.

Tactical planning

In Soviet times, medium-term plans were established at enterprises. Tactical planning is a bit like this practice, but there are still significant differences. At the same time, the plans are limited in time, but this is the time allotted for the implementation of the goals. Tactical planning is a consequence of strategic planning. L. Mittal at his enterprise set such tactical goals as optimizing the staff, acquiring coal deposits for the production of his own raw materials, automating business and production processes.

As a rule, the heads of divisions are engaged in the development of the tactical plan. If it comes about a small company, this task is included in the range of responsibilities of the head of the entire organization.

Operational planning

Operational plans are created based on a short time period. Based on the circumstances, it can be planning actions for one day, several days, a week. However, it will be better for the staff and you if there is a task list for each day that can easily change depending on the situation. Operational planning allows you to record results and exercise control.

In some areas of activity, it is more convenient for enterprises to form different types plans of all three types. For example, financial planning, marketing or investment is carried out at the operational and tactical levels.

Various planning methods will allow you to organize work as efficiently as possible, select the right performers, and monitor the implementation of tasks.

How to draw up a strategic development plan

Many executives mistakenly believe that long-term strategic plans can be successfully replaced with sales plans. The development of companies headed by such leaders is hampered by the lack of understanding by the top management of the business goals, and, consequently, the failure to use funds to achieve these goals.

To prevent the company from getting bogged down in routine, it needs a strategic plan. Download example algorithm for the development and implementation of a strategic plan you can in the article of the electronic magazine "General Director".

The main goals of strategic planning in the enterprise

The definition of strategic plans in the company is also to form and transfer to the designated official such a measure of responsibility and authority that will allow him to fully manage the company throughout his tenure. Strategic planning has the following goals:

1. Creating and showing an enterprise model in perspective regarding its field of activity, mission, development.

2. Setting goals general manager or manager for the entire period of his activities in accordance with the concluded contract.

When deploying the goals and objectives of the strategic plan of the company, it is worth remembering the possible problems that impede the movement forward. These problems must be identified and ways to solve them must be found. The most important tasks in this type of planning are considered to be the following:

• analysis of the growth process of the company's activities from the very beginning, as well as compliance with the outlined strategic plans;
• assessment of external and internal development companies today;
• adjusting the mission and vision of the company in its field of activity;
• setting common development goals;
• analysis of the main problem in enterprise management and development of a method of elimination;
• development of the concept of the enterprise;
• search for opportunities and ways of their implementation for transferring the company to the active sphere of TO-BE;
• creation and distribution of proactive actions to implement the strategic plan;
• finalization of certain nuances and provisions in the areas of the company, depending on strategic planning: investment, finance, marketing, etc.

Strategic planning of the enterprise: advantages and disadvantages

Strategic planning at an enterprise is the formulation and setting of strategically important tasks based on forecasts of the company's activities in the face of changes external factors, as well as the identification of the most important areas of development and the selection of ways to accomplish tasks.

This type of planning is based on instant application innovative ideas, as well as proactive actions with minimization of risks and accelerated development of the company.

The strategic method of planning differs from tactical in the following features:

1. The forecast of future processes and results is made based on a strategic analysis of the enterprise's activities, risks, opportunities to change the situation in their direction, etc., and not by observing the already established trends.
2. This is a more time-consuming and resource-intensive method, but it gives more accurate and complete information in the end.

The process of carrying out this planning in the company is carried out using the following actions:

1. Determination of the most important long-term tasks and goals.
2. Organization of strategically important departments in the company.
3. Setting goals when conducting research activities in the marketing area.
4. Analysis of the current situation and determination of the vector of development in the economic sphere.
5. Planning an increase in production, developing a marketing strategy for the company as a whole.
6. Determination of a set of tools to achieve the set goals.
7. Carrying out control measures with adjusting the strategy if necessary.

Strategic planning has its own characteristic features:

• it is characterized by constant analysis of external activities to identify potential risks, problems that may affect work, as well as trends, development alternatives, etc .;
• the economic activity of the enterprise easily adjusts to changing circumstances;
• the process of optimization of the assigned tasks is going on all the time;
• it is focused on the most important formed goals and stages of the company's development;
• planning in the company is optimally distributed from the highest positions to the lowest;
• there is a constant correlation of tactical and strategic plans.

The advantages of this type of planning are as follows:

1. Plans are based on reasonable probabilities and event predictions.
2. The company's management has the ability to set long-term goals.
3. It is possible to make decisions based on the set strategic plans.
4. At the same time, the risk in making this or that decision decreases.
5. It unites the set goals and their performers.

However, in addition to the advantages, there are also a number of disadvantages.

Strategic planning, by its very nature, does not provide a clear description of the future. The result of this type of planning will be the creation of a model of potential behavior and the desired market position of the company in the future, but it remains unclear whether the company will remain afloat until that time.

Strategic planning does not have a clear algorithm for drawing up and implementing a plan. Goals are set and implemented through the following actions:

• the company constantly monitors external activity;
• goal setting staff have O a greater degree of professionalism and creative thinking;
• the company is actively innovative;
• all employees are involved in the implementation of the set goals.

A lot of resources, financial and time, must be invested in strategic planning. Traditional planning doesn't require that much effort.

The consequences of not fulfilling strategic plans are usually much more serious than those of conventional planning.

Planning alone will not produce results. Mechanisms for the implementation of the assigned tasks should be prepared.

The process of strategic planning in the enterprise is necessary to identify potential options for development in the economic and social spheres the state as a whole. The company and government agencies should cooperate on the exchange of information on a voluntary basis.

What does the strategic planning system at the enterprise consist of?

The concept of strategic planning today consists of the following points "decision - making changes - control". That is, we can say that this type of planning is based on three elements: the decision to do something, making certain changes after that and monitoring the result. Each element is an organized process.

Strategic planning is provided thanks to various subsystems of the enterprise: personnel, methodological, information and analytical. In other words, strategic planning can be represented as a set of subsystems that, when interacting, help achieve the set goals.

Subsystem for making strategic decisions

This element consists of methods for identifying company problems, analyzing effective ways to eliminate them, and making decisions that will improve the organization's performance in the future. The subsystem includes a certain circle of people dealing with the identified problems, as well as a set of actions to analyze and search for optimal solutions.

Change management subsystem

This element is a set of tools that allows you to develop plans and prepare projects to make the necessary changes to the structure or functional activities of the company.

However, no plans will arise, and no programs will come true on their own. This requires proactive people. It is these people, together with managers, who carry out the processes of strategizing, planning and business modeling.

1. When strategizing, the management works out a vision of the company's future place in the external economy, its activities and the means by which this position will be achieved.
2. With the help of planning, alternative activities of the company in a given situation are discussed, based on facts, assumptions are made about what awaits it in the future;
3. In business modeling, business behavior models of a company are built or changed based on long-term goals and a designated mission.

Subsystem of strategic control

This element makes it possible to assess how the chosen strategy is being implemented, what changes are taking place within the company and in its external activities, how the set goals correspond to the developed plans, and also allows, if necessary, to change the development scenario of the strategic plan in a timely manner.

They control the already completed part of the previously planned programs and projects. It is necessary to sum up the results to motivate the leaders. The reports should describe not only the results obtained, but also the happened or possible strategic problems.

Information and analytical subsystem

With the help of this element, all direct participants in the strategic planning process are provided with the most recent and up-to-date information about events taking place inside and outside the company.

This subsystem is aimed at the full implementation of the set strategic objectives using information sources and technologies.

That is, it does not just inform the participants about everyday processes. In addition to daily formal reporting, it has tasks at a more global level.

Methodological subsystem

This subsystem is created to carry out the process of full information support of the enterprise during the development of a strategic plan. Information is extracted, analyzed and applied.

The methodological aspect of the company's activities consists of various methods of collecting and applying strategically important information in the management process, setting strategic objectives and monitoring their implementation. It also represents tools for the implementation of the set strategic objectives.

Organizational and personnel subsystem

The specified element represents the interaction of organizational activities and personnel policy. With competent leadership, they organize special forms of interaction at the enterprise, which are used in the formulation and implementation of strategic plans.

Strategic planning management subsystem

The specified subsystem is used to carry out strategies and developed plans, the management process and control it, as well as to find out how effective the ongoing processes are and whether there is a need for their improvement.

The implementation of the activities of this subsystem takes place with the help of a specially organized autonomous subdivision. It implements the developed strategies, organizes the processes necessary for this, monitors their implementation and results. All this is done with the support of the regulatory and methodological framework and on the basis of official documents.

Phased organization of strategic planning in the enterprise

Setting strategic goals at the enterprise goes through the following stages:

Stage 1. Determination of the mission of the enterprise

The process of identifying the mission involves an answer to the question of why an enterprise exists, what is its role and place in the foreign economic sphere. Establishing a strategic mission is important for an enterprise to carry out both internal and external activities. In internal activities, a clearly defined role helps the staff feel unity, adhere to a culture of behavior.

In external activities, the clearly stated mission helps to establish a single image of the company in the market, only its characteristic image, tells about the role of the enterprise in the economic and social spheres, as well as how it should be perceived by buyers.

The mission statement consists of four elements:

• study of the history of the emergence and activities of the company;
• study of the field of activity;
• defining the main goals;
• the company's strategic claims.

Stage 2. Formulation of goals and objectives for the operation of the enterprise

The goals set do not just show the state that the company will come to after achieving them, they should also motivate employees to implement them.

Therefore, goals must meet the following parameters:

• functionality - it is important to define the functions of the set goals, since the leader must be able to adapt the goal and delegate it in a suitable way;
• selectivity - certain resources are always involved in the fulfillment of the goal. But if they are insufficient, some specific goals should be allocated on which to concentrate, and for the achievement of which resources and efforts are used. That is, there is a kind of selectivity of goals;
• multiplicity - goals and objectives are set for all important areas in the company's activities;
• achievability, reality - goals must be real. Employees need to see that although achieving a goal will require very hard work, but in the end it is realistic to achieve them, they are within the limits of capabilities. Setting unrealistic, unattainable goals demotivates, negatively affects the activities of employees and, as a result, the company as a whole;
• flexibility - it should be possible to change the goal or the means of achieving it in the process of working on its implementation, if this is required by factors in the external or internal activities of the company;
• measurability - the goal should be measurable both in quantitative and qualitative dimensions, and not only at the time of setting, but also during work on its implementation;
• compatibility - all goals set in the company must be compatible with each other. That is, goals for the long term should meet the requirements of the company's mission, and goals for a shorter time period should result from long-term goals;
• acceptability - at the time of setting the goal, the interests of business owners, managers, company employees, partners, customers, etc. should be taken into account;
• specificity - the goal should be clearly stated. It should make it clear in what way the company will act, what will happen when the goal is achieved, what the results will be, who is involved in its implementation and for how long.

The structure of goals in setting plans is revealed in two ways. The first is centralization. It represents the setting of goals by the management of the company. The second approach is decentralization. In this case, both management and employees at all levels are involved in setting goals.

The structure of goals is determined through the sequential passage of four stages:

• processing data on the external activities of the enterprise;
• setting clear global goals;
• building goals in order of importance;
• setting specific goals for specific events.

Stage 3. Analysis and assessment of the external environment

When analyzing external activities and the environment, two components are taken into account: the macro-environment and the micro-environment:

When studying the macroenvironment, the following elements are analyzed:

• economic activity and its level of development;
• legal support;
• social and cultural spheres of life;
• level of technical and scientific development;
• infrastructure level;
• the political state of society;
• the level of resources, the state of the environment.

The microenvironment of the company includes those firms that are in direct interaction with the company, that is, the enterprises that are constantly in contact with it are studied. These include:

• supplier firms;
• firms-consumers of manufactured products;
• intermediary organizations, including between the studied company and the state (tax service, insurance companies, etc.);
• competing enterprises;
• various societies, commercial and non-commercial, which affect the formed public image of the company (for example, the media, the Society for the Protection of Consumer Rights, etc.).

Step 4. Analysis and evaluation internal structure enterprises

The study of the internal environment of the enterprise helps to understand what resources and potential opportunities are available for the company in moving towards the set goals.

At the same time, analysis and study is carried out in the following areas:

• marketing;
• production;
• research and innovation;
• product distribution;
• resource opportunities.

Analytical work in this case involves the study of potential risks for the company's activities, as well as to determine the positive and negative features inherent in the company.

Studies of external and internal factors are carried out using the following matrix methods:

• Stickland and Thompson;
• The Boston Advisory Group;
• SWOT analysis.

Stage 5. Development and analysis of strategic alternatives

Alternatives are worked out to determine how to achieve the goals and objectives identified in the organization's mission. The scenario will depend on the current position of the company.

At the same time, when working out a strategic alternative, you need to decide on three points:

• what activities are being liquidated;
• what activity is going on;
• in which business direction to start a new activity.

The strategy is being developed based on the following areas:

• reaching the level of a leader in the position of reducing production costs;
• constant presence and development of activities in a specific area of ​​the market;
• constant and high-quality release of the established assortment.

Stage 6. Choosing a strategy

In order to choose the most effective strategy, you need to rely on a clearly built and coordinated system of the company's activities. The choice of strategy must be clear and unambiguous. That is, one direction should be chosen that is most suitable for the activities of this company. The stages at which the strategy is developed and the way in which it is communicated to the team, have a generalized form and, depending on the activities of the company, can change.

Stage 7. Implementation of the strategy

This process is a very important link in the company's activities. Indeed, if successful, it will lead to the full implementation of the set strategic plans. The implementation is carried out using a set of actions: various programs and procedures are developed, from which plans are drawn up for long and short periods. For full implementation, perform the following actions:

• familiarize employees of the company with the set goals so that they take part in the process of achieving them;
• the company always provides the resources necessary for successful implementation, prepares a plan for its implementation;
• in carrying out activities to achieve the set goals, managers at each level act in accordance with their powers and assigned tasks.

Stage 8. Evaluation of the chosen (implemented) strategy

The strategy is assessed by answering the question - will the company be able to achieve the set objectives? If the developed strategy gives a positive answer to this question, then it is further analyzed by parameters of this kind:

• how much it correlates with requests for external activities;
• how much it correlates with the development potential of the company;
• how acceptable is the level of risk in this strategy.

The implementation of the strategy is assessed. Feedback helps to monitor this process and make changes if necessary.

Strategic planning methods in the enterprise

There is a classification of methods of strategic planning in the enterprise, depending on at what point in time they are applied.

Method 1. SWOT analysis

This type of analysis was created to determine the effectiveness / inefficiency of the company's activities in the foreign market. This is a kind of quintessence of a large analytical volume of information that allows you to understand and draw a conclusion about the next steps of the enterprise. Where to move, how to develop, how to allocate resources. As a result of this analysis, a marketing strategy or perceived behavior is created to test it.

The classic SWOT analysis method works by comparing the company with the most significant competitors. Based on the results obtained, the pros and cons of the enterprise's activities, risks and possible successes are identified.

Method 2. "Goal tree"

This method involves dividing the most global goal into smaller tasks, which are also divided into even smaller ones. The method is very important for the study of various management systems, because it is possible to represent the activities of the company in the form of sequential implementation of the set goals and objectives. The goal tree method should be used if only because it allows you to create a backbone, a stable framework that will remain unchanged under changing factors and circumstances.

Method 3. BCG matrix

This tool is also called Matrix BCG. It is used for strategic analysis of the company and manufactured products in the economic and trade area of ​​activity. For the analysis, data on the volume of the market share of a given enterprise and its growth are taken. This method is quite simple, but at the same time it is very effective. Therefore, it is used not only in the economic, but also in the marketing and management sectors. Using the matrix, you can see the most successful and most illiquid products or departments of the company. With its help, a marketer or manager will understand which product or department of the company should be targeted for development, and which should be reduced or removed altogether.

Method 4. McKinsey Matrix

This kind of matrix as a planning tool was developed by the specially created department of McKinsey. The order for the development was given by the General Electric company. The method is an improved BCG matrix. However, in comparison with the latter, it allows for more floating financing of the strategy being pursued. For example, if on the basis of the analysis it was found that the company is weak as a competitor in the market, and the dynamics of market growth is not visible, then financing of activities in this area can be continued anyway. Since there is a likelihood of a decrease in risk in this area or the occurrence of a synergistic effect due to more effective work in other areas of activity.

Method 5. Ansoff Matrix

This type of matrix is ​​a method of analysis in strategic management invented by Igor Ansoff. It is also called the product-market matrix.

This matrix can be represented as a field of coordinates, where the company's products (existing and new) will be located on the horizontal axis, and the markets in which the company is present (already used and potential new) will be located on the vertical axis. The intersection of the axes gives four points.

The resulting matrix gives 4 options for marketing strategies to increase sales and / or to maintain the existing volume: coverage of new markets, development in the current sales market, assortment development, expansion of markets and product range.

The appropriate option is chosen based on how often the company will be able to update the assortment and how saturated the market is at the moment. You can combine two or more options.

1. Covering new markets - entering new sales markets with an existing product. At the same time, markets are assumed to be of different scales - international, regional, national;
2. Development in the current sales market - carrying out various activities from the marketing sphere in order to strengthen the position of the product in the market;
3. Product range development - offer new products in the existing market in order to strengthen the company's position;
4. Diversification - expanding sales markets, attracting new markets, as well as expanding the range of products. However, one should be wary of diffusing efforts.

Scenario planning- not so long ago appeared a tool for setting strategic plans at an enterprise. With its help, alternative scenarios for the company's future are being developed. This method analyzes the external activities of the organization and combines both known actual information and assumed important points in the formation of a scenario. The developed alternatives necessarily combine predetermines (which simply exist at the moment) and still undefined options for the development of important points of activity. The enterprise strategy for strategic planning, developed on the basis of the scenario method, is characterized by flexibility and allows the company to operate successfully in different situations.

Method 6. SADT method

Another method called the Structured Analysis and Design Technique (abbreviated as SADT) is a set of actions that builds a model of a specific object in a specific area. It is a method of analyzing and creating projections. With its help, the functional structure of the object is determined, in other words, the connection between the actions performed by it and the analysis of the actions themselves.

Method 7. IDEF0

As a continuation of the previous one, the IDEF0 method was developed, the essence of which is to build a model and a graph of the object's functionality. It describes the processes in business with an indication of the subordinate relationship of objects, and also formalizes them. The method explores the logical connection of works, but not their temporal sequence. The information obtained can be presented in the form of a "black box" with openings for inputs and outputs, mechanisms inside, the outlines of which gradually appear up to the required level. With the help of IDEF0, projects are organized to model various processes (for example, organizational, administrative, etc.).

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What are the problems associated with the strategic planning of enterprise development

Today, there is a sad tendency towards the rejection of the method of global strategic planning by the layer key managers... And it makes you wonder what the reason is. And was there even a period when strategic management was popular and applied everywhere? It can be concluded that the "golden formula" that they tried to derive and apply did not work, and this happened due to several factors. Here are some of the reasons that influenced the assessment of the current situation in the field of strategic planning by current businessmen.

1. One of the main reasons is that the link between enterprise strategy - underlying projects and activities, even with the help of BSC, is very cumbersome. Real events show that correlation is needed, for example, of corporate cards, but this is unprofitable due to the lack of free resources.
2. Today, strategic planning and its methods are too static, mechanical, and do not have the necessary flexibility. Therefore, at certain stages, the constructed model turns out to be irrelevant. Here, scenario modeling could be called for help to create models of different versions of the current business, but this would require additional funding to organize a special planning structure.
3. The third reason is a purely Russian problem, which is that capital and profit gains become the basis of strategic planning in business. And on the one hand, this is a worthy goal, especially from the point of view of a business owner. But in our country, this position allows the number of speculative investors to grow above the number of bona fide key shareholders. Moreover, the attitude of these two sides to the set strategic tasks usually differs fundamentally. As a result, the first type wants to sell its stake in the most profitable way, so capital gains are important to him. A strategy developed under the influence of such a message, one might say, devalues ​​the very fact of setting strategic goals.

Strategic planning forms a plan for the long term (over 3-5 years, depending on the stability and uncertainty of the external environment) and determines the development strategy of the enterprise as the basic basis for the stable and sustainable long-term functioning of the company. In accordance with this, strategic planning identifies and takes into account economic patterns in the interaction of many internal and external economic processes, factors and phenomena.

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

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

2) creation of conditions for reliable and stable long-term development of the enterprise;

3) the formation of prerequisites effective performance enterprises based on the implementation of the strategy through a set of current and medium-term plans.

In accordance with this, in the process of strategic planning, justification is carried out:

The prospective goal of the enterprise's development, its refinement, taking into account changes in the conditions of its activities;

Enterprise development strategy, in which the concept and main directions of development are formulated;

Long-term (strategic) development plan of the enterprise.

The strategic plan identifies the tasks that, in accordance with the concept, must be solved in order to achieve the goals at each stage of the enterprise's development. It indicates the main parameters of development, enlarged quantitative and qualitative indicators... The strategic plan combines two aspects of planning - target and resource, that is, it links goals with the possibilities of achieving them, which presupposes the internal consistency of its indicators and sections. Since resources can be limited at each stage of enterprise development, the strategic plan not only provides for the achievement of goals with their help, but also develops methods for expanding the types and increasing the volume of these resources.

Strategic planning allows you to turn the long-term, stable and competitive development of the activities of any enterprise into a controlled process of purposeful movement from the initial state of affairs (if it does not satisfy the management) to the intended goal. The trajectories of such a movement can be different, each of them corresponds to a certain development option, and the choice of the most effective option is one of the tasks of strategic planning.

The development of any plan is based on the definition of the initial and final states, on which attention is focused in the process of drawing up the plan.

In strategic planning when determining final state enterprises in the long term, two approaches are used: planning from the achieved level in accordance with the prevailing patterns and trends in the development of the enterprise and planning from final goals. In the first case, it is assumed that the existing growth rates and the mechanism for managing the activities of the enterprise do not change significantly during the planning period.

This takes into account resource opportunities, their expansion and qualitative improvement within the established rates and proportions. An important task solved with this approach is to achieve the appropriate parameters of balance between resources (material, financial and labor) and the volume of the enterprise. Methodologically, this approach consists in the fact that, based on the expected resources, the growth rates of the volume of sales and production of goods and services, as well as the proportions of the development of enterprise divisions, are optimized. These procedures end with the development of measures to improve the efficiency of the resource base. The resource-based approach needs to be considered in conjunction with the targeted approach.

Planning from ultimate goals involves:

Clarification of the goals and objectives of the enterprise, taking into account the forecast indicators related to the internal and external environment;

Justification of the desired (ideal) state of the enterprise in the long term, taking into account the external conditions of its functioning;

Analysis of the main conditions and features of the internal environment, analysis of the stages and patterns of development of the enterprise in the future after reaching the desired level, assessment of the problems arising in this case, clarification of the degree of provision with the necessary material and labor resources of the target option for the development of the enterprise;

Clarification and interconnection of indicators of the strategic plan of the enterprise, taking into account resource constraints, possible changes in the behavior of competitors, as well as changes in the preferences of consumers of goods and services (by type of activity of the enterprise).

These two approaches involve the use of planning methods that are adequately differentiated by the procedures and the idea of ​​a strategic plan.

In accordance with this, when developing a strategic plan, following methods planning:

Extrapolations - planning from the achieved level based on trend models, multivariate mathematical model;

Target-programmed - planning based on ultimate goals based on a set of target standards and indicators that describe the ideal state of the enterprise in the future;

Simulation modeling - establishing the maximum permissible parameters for the development of an enterprise, building a model of controlled and uncontrolled factors in order to study the degree of their influence on the development of an enterprise in the future (based on the simulation model, the program-target and extrapolation options for development are interconnected by searching for the most rational target development of the enterprise taking into account the factors of the internal and external environment);

Network planning is one of the forms of graphical reflection of the content of work and the duration of the implementation of strategic and long-term plans.

In the complex of methods, the use of network planning should be highlighted, which contributes to the solution of the following tasks:

Synchronize the development of activities and divisions of the enterprise upon reaching the parameters of the strategic plan of the enterprise;

Reasonably choose the development goals of the enterprise divisions, taking into account the planned final results on the basis of disaggregating the set of goals and objectives to specific activities and determining their performers;

Establish tasks for divisions on the basis of their interconnection with the strategic plan of the enterprise;

To involve the direct executors of the main stages of the planned work in drawing up plans;

Predict the timeliness of the main work focused on the critical path;

Determine the need for resources and coordinate their receipt and rational use;

Draw up network schedules for the performance of work, taking into account the formation of a unified network schedule and schedules for the performance of work by divisions.

Strategic planning helps an enterprise to effectively use its existing advantages and create new potentials for future success. The Strategic Planning Service acts as an internal advisor to managers, providing the information they need to make informed decisions.

The development of a strategic plan includes the following steps:

Formation of goals for the long-term development of the enterprise and their downsizing to a set of tasks;

Substantiation of the concept of long-term development of the enterprise, ensuring the achievement of the set goal;

Determination of long-term forecasts for the development of the enterprise under various options for changing the external environment and the possibilities of changing the internal potential;

Justification of the directions and indicators of the strategic plan for the development of the enterprise, including business plans for an investment or entrepreneurial project.

Let's take a closer look at each of these stages.

The first stage - the formation of goals for the long-term development of the enterprise - is very important, since when justifying the goal, the long-term results of the enterprise are anticipated, the most general guidelines and mission of the enterprise development are formed.

Basic rules for justifying the goal:

Should be specific and understandable (measurability of the goal);

Should be achievable in the foreseeable future (realistic goal);

It can be disaggregated into a set of tasks that ensure the achievement of the goal, ie, be able to build a "tree of goals" (comparability of goals and objectives);

Should formalize the mission (main functional purpose) of the enterprise in the long term (specificity of the goal).

The goal is formulated top management and predetermines the concentration of efforts on its implementation. The importance of defining goals stems from the fact that they:

They are the foundation for planning, management, organization, coordination and control;

Determine the prospects of doing business;

Serve as a guide in the formation of the company's image.

There are eight key areas within which an enterprise sets goals:

1. Market position (share and competitiveness).

2. The innovativeness of the production processes and the sale of products and services.

3. The profitability of the enterprise.

4. Resource intensity of products and services and the possibility of additional attraction of resources.

5. Mobility of management: organizational structures, forms and methods of interaction, motivation, etc.

6. The qualification structure of the personnel and the possibility of its change.

7. Social consequences of changes and their impact on the level of enterprise development.

8. Ability to quantify the goal. The formulated goal is disaggregated through a set of tasks, then the tasks are detailed to measures that are concretized into target standards and indicators that determine the ideal future state of the enterprise.

2nd stage - substantiation of the concept of long-term development. The concept as a system of views on the company's prospects is based on future opportunities and risks, and also relies on the resource potential of the future (technology, equipment, personnel, etc.). The implementation of this goal involves taking into account three basic conditions in substantiating the concept:

Sustainability economic relations both inside the enterprise and in the external environment;

The efficiency of the enterprise at all stages of its development;

Innovative strategic directions.

These conditions for defining the concept of enterprise development are based on three main approaches:

Minimization of the costs of production and sale of products and services and the formation of competitive advantages on this basis is a very vulnerable strategy, especially for enterprises;

A high level of specialization and, on this basis, an increase in the quality characteristics of products and services - highlighting basic service or products with the subsequent diversification of related and additional services that provide a "synergy" effect due to the complexity and mutual support of the production system, promotion and sale of products and services;

Orientation to only one market segment with the study of its needs and specialization for their maximum satisfaction.

Based on this, four groups of basic conceptual strategies are distinguished:

Concentrated Growth Strategy - includes plans to strengthen market positions; search for new markets for existing goods and services; upgrading a product or service to market it;

Growth strategy by increasing the number of structures (integrated growth), including horizontal mergers of enterprises of one market segment, production or sales (creation of a network of enterprises of the same profile); vertical mergers along the production-distribution-sale chain, carried out under different organizational and legal conditions; conglomerative mergers of enterprises from different spheres of the economy in order to diversify the types of activities);

Diversified growth strategy through the production of new goods and services;

Reduction strategy - includes a liquidation plan when an enterprise is unable to conduct an existing business, so it completely or partially sells its business.

In addition, enterprise strategies are categorized by levels:

Corporate - presupposes strengthening of positions in the market, formation of corporate interests and goals, culture;

Business (business strategy) - is developed by types and areas of activity based on the corporate strategy;

Functional - managerial, that is, substantiation of approaches to ensure effective management for the implementation of business strategies;

Operating room - includes the strategy of logistics, commerce, production, sales, ensuring the implementation of the business business strategy.

3rd stage - development of forecasts for the long-term development of the enterprise (at least three options). Forecasting the development of an enterprise takes into account changes in the external environment, which implies:

Determination of the potential of the market and its conjuncture;

Changing quality needs for products and services;

Growth of income of the population and directions of its use (as a growth factor);

Changing the internal environment:

Growth in production and sales of products and services;

Qualitative and quantitative changes in the resource potential;

Competitiveness and sustainability of the enterprise.

Forecasting can be carried out according to trend models, according to target standards, using economic and mathematical, simulation and network modeling.

The practical tasks of modeling are:

Analysis and forecasting of the economic situation inside and outside the enterprise;

Analysis and forecasting of sales markets and logistics;

Preparation of planning decisions regarding the subsequent activities of the enterprise.

Each of the methods gives its own version of the forecast, which are subsequently compared, analyzed, evaluated from the point of view of the possibility of the development of the enterprise under different options, the degree of controllability of the forecast indicators is determined. There should be at least three forecast options: minimum, maximum and most probable.

It is advisable to develop forecasts for periods exceeding the periods of the long-term (strategic) plan.

4th stage - the development of a long-term plan involves the assessment and selection of the most effective and realistic version of the forecast, its specification. In the long term, goals and strategies are expressed in targets and targets (in an enlarged form, sometimes in limiting values).

The range of strategic plans includes:

1. Company-wide consolidated strategic plan:

General corporate business portfolio, which determines the prospects for the types of business, areas of activity of the enterprise;

Strategies and key indicators development of the enterprise, taking into account the goals and forecast calculations;

Plan of strategic transformations (change of types and objects of activity; creation of a network of enterprises, etc.).

2. Plans by type of business:

Business portfolios by type of business and areas of activity;

Key indicators of the development of types of business;

Plans for new products and technologies.

3. Strategic plans for the development of functional areas of the enterprise:

Commercial activities;

Production development;

Development of material and technical supply;

Development of complex functional areas of activity (marketing, personnel, etc.).

4. Plan for improving the organizational structure and legal form of the enterprise:

The plan for the reorganization of the enterprise as legal entity(taking into account changes in tasks to be solved, volumes and structure of economic activity);

Reengineering (redesign) of the organizational structure of the enterprise:

5. Plans for improving the management system (leadership):

Placement and reserve of leading personnel;

Personnel development;

Improving the organizational structure of management;

Improvement of the personnel incentive system;

Development information system management.

This approximate list of strategic plans at each enterprise is specified taking into account the purpose and strategy of the enterprise's development, as well as taking into account the completeness and reliability of information characterizing the future conditions of its activities.

The draft strategic plan is submitted for discussion at the general meeting of shareholders or other management bodies, where it is considered as a general direction in the activities of the enterprise. It is advisable to involve ordinary employees in the discussion to participate in the development of the most promising directions activities. The strategic plan, approved by the supreme governing body, becomes prescriptive and is implemented in stages, mainly through the inclusion of strategic indicators in the current plans and ensuring their implementation.

Current planning is a short-term strategy that implements a long-term (strategic) plan. The current plan is being developed by:

In the development of the strategic plan;

As a rule, at all levels of government;

For a shorter period of time compared to the strategic plan;

To determine the results of the implementation of the strategy in a shorter period of time.

In the system of plans (strategic and current), the implementation of the strategy means:

Determination of indicators of the current plans of the enterprise, taking into account their strategic values;

Formation of procedures for the implementation of planned indicators with the definition of specific resources for them, justification of a set of tasks for each division of the enterprise;

Action planning and development calendar plans and graphs;

Monitoring the progress of strategic and current plans.

Thus, the implementation of strategic plans presupposes their interconnection with the current ones and the formation of a planning system at an enterprise with different time horizons.

The methodology of any science is a unity of worldview and methodological principles and methods of scientific knowledge, as well as specific, private methods of scientific research and the practical implementation of the results.

Structural elements of the strategic planning methodology:

• - theory and methodology of philosophy, sociology and economics;
• - general scientific methodology;
• - strategic planning methodology.

The methodological approach in strategic planning is expressed in the purposeful use of the logic of knowledge, scientific principles and methods of cause-and-effect and situational analysis, selection and evaluation of decisions in the process of developing forecasts, draft programs and plans of all directions, levels and time periods.

In the methodology of strategic planning, its consistency should be highlighted, characterized by qualitative elements of the methodological approach: integrated, structural and functional, program-targeted, multiplicative, socially normative, resource-saving and dynamic.

In a broad sense, the methodology of strategic planning is an organic unity of the theory of knowledge, analytical, logical, systemic, predictive and evaluative approaches to the development of goals, concepts, programs and plans for the development of a management object.

Planning is a specific form of the processes of social practice of people. In management, this is a priority function of developing, analyzing, justifying and making strategic decisions in the form of forecasts, programs, projects and plans, taking into account alternative possibilities and implementation options.

In economic theory, the duality of the management function "preparation and decision-making" is noted, which in a detailed plan includes the setting of goals and objectives for the subject of management and the development of measures to ensure their achievement and solution. By its content, this activity is the subject of planning.

In nature and social life, there is a mechanism of cause-and-effect relationships, which acquire the property of planning in relation to the development of types and processes of human activity.

Plannedness- this is a conscious achievement of the set goal through a preliminary determination of actions, taking into account their sequence, interconnection, proportionality with their resources and capabilities in relation to the effects of the environment.

The forms of planning are diverse and are associated with all functions and tasks of management at all its levels: megaeconomic - interstate, macroeconomic - nationwide (federal), mesoeconomic - regional (subjects of the federation, territorial and local government), sectoral, intersectoral formations, etc., microeconomic - associations of enterprises, enterprises and households.

The concept of strategic planning is based on the following factors:

• 1. Strategy as a logically integrated sequential decision-making system should be proactive (anticipatory environmental impact) and precede practical action.
• 2. Strategy defines the purpose of the firm, its long-term goals, action plans and resource allocation.
• 3. Choosing a strategy means defining the competitive niche of the organization and its scope of activity.
• 4. The strategy takes into account the strengths and weaknesses of the organization, as well as the opportunities and threats that arise in the external environment.
• 5. The strategy logically justifies the distribution of tasks at the highest and middle levels of management, which ensures the coordination of functions and organizational structure.
• 6. The strategy can be considered a rationale for the existence of the organization: it should describe the economic and other benefits of the owners (shareholders).

In the strategic planning of the enterprise, as shown by domestic and foreign experience, a variety of methods and models are used.

Strategic planning methodology is a set of methods, techniques for developing, substantiating and analyzing forecasts, strategic programs and plans of all levels and time horizons, a system for calculating planned indicators, and their mutual coordination. The strategic planning method is understood as a specific method, a technique, with the help of which any planning problem is solved, the numerical values ​​of the indicators of forecasts, strategic programs and plans are calculated.

There are the following methods of strategic planning:

• - computational and analytical, which include balance sheet, normative, engineering and economic, etc.;
• - graphical-analytical, for example, extrapolation (trend), network, regression-analytical, methods of correlation trends, etc.;
• - economic and mathematical, including methods of linear, nonlinear and dynamic programming, models of game theory and the theory of queuing, etc.;
• - heuristic, which include methods of expert assessment (individual, collective, systematic, mass, etc.), the method of scenarios, etc.

The balance method is a set of techniques, methods of identifying and ensuring proportions and relationships through the development of interrelated balances. This method is designed to link the volume and structure of social needs with material, labor and financial resources and the coordination of all sections and indicators of the plan, both economic and social development... The application of this method makes it possible to identify and link the natural-material and value proportions in the development of the economy.

The balance sheets developed in the planning process can be classified according to the following criteria:

• - based on the planning stage (forecast, planned and reporting balances)
• - by validity period (current, prospective)
• - by appointment (material, labor, financial)

The balances used at the level of the firm also make it possible to judge its available production capacities, their dynamics in the forecast period, the degree of utilization, to plan the production of the firm's products in marketing monitoring; get a clear understanding of the resources of the equipment uptime fund and production facilities and its use in production, as well as on the fund of working time of personnel, its structure and directions of economy; prepare the planned budget of the company, solve other tasks facing it.

It is a mistake to confuse the balance sheet method with the development of only one balance sheet. The system of balances covers all sections of programs and plans; in their preparation, both the balance method and all other methods of strategic planning are used.

The normative method is based on the definition and application of norms and standards. The norms and standards for a certain set of indicators are interrelated. The norm is a scientifically based measure necessary costs resources for the manufacture of a unit of product of a given quality. The standard is a scientifically grounded ratio in proportions, the simplest quantitative expression of socio-economic relations, which covers two quantities: the consumption of materials per unit of production and consumed products per capita. All standards used in planning must be progressive and realistic, take into account the achievements of scientific and technological progress, organizational, technological and socio-economic limitations of a particular period.

All technical, economic and balance sheet calculations are based on norms and standards. An indispensable condition for the progressiveness of the norms is their revision, in connection with the changing conditions of production. In planning the activities of an enterprise, standards are usually used following indicators: standards for stocks and specific consumption of raw materials, materials, fuel, electricity, as well as standards for specific capital investments, financial costs per unit of production, depreciation rates, transport tariffs, rental rates, interest rates on loans, natural loss of material resources.

Expert (evaluative) or heuristic methods. They are based on the use of indirect and incomplete information, the experience of expert experts, intuition. Peer reviews are defined as the collective opinion of a group of specialist experts. Application area expert assessments is determined depending on the constraints associated with the difficulties or inability to collect information in the usual way (reporting, solid or sample surveys, etc.). Special methods have been developed for obtaining expert assessments and checking their reliability. The most famous are the Delphi method, the brainstorming method, synectics and others. A simplified kind of expert assessments are conjuncture meetings. The quality of expert assessments is largely determined by the professional experience of the experts.

With the help of linear programming, the tasks of production planning are successfully solved: drawing up an optimal program for the production of products for given labor and material resources, optimal loading of equipment. A special group is made up of the tasks of rational cutting of industrial materials and the task of composing mixtures that are used in many industries (metallurgy, oil refining, chemical, food, etc.).

The overwhelming majority of dependencies in the economy are non-linear. Therefore, other types of programming have also been developed: nonlinear (numerical, parametric), dynamic, stochastic.

The group of economic and mathematical planning methods differs in that it provides the possibility of optimizing planning decisions. Economic and mathematical methods in planning allow you to evaluate and take into account the effect of certain actions of employees to achieve the goal, including:

• - it is possible to make calculations for individual labor operations of employees, taking into account labor productivity and equipment productivity;
• - it is possible to extrapolate trends in labor efficiency in the past for the coming period.

The graphic-analytical method makes it possible to depict the results of economic analysis by graphic means. With the help of graphs, a quantitative relationship is revealed between related indicators, for example, between the rate of change in capital productivity, capital-labor ratio and labor productivity. Network graphics are a kind of graphic-analytical methods. With their help, the parallel execution of work in space and time on complex objects is simulated, for example, the reconstruction of a workshop, development and development new technology and etc.

The bursting method is widely used. The main objective of this method is to determine the discrepancy or gap between the goals of the enterprise and its capabilities. If such a gap exists, then it is advisable to establish how to fill it.

The break method can be used for:

• - finding out the real capabilities of the enterprise in terms of situational analysis of the current and expected future state of the environment;
• - determination of specific indicators of the strategic plan, corresponding to the main goals of the enterprise;
• - establishing the deviation of the capabilities of the real position of the enterprise from the indicators of the strategic plan;
• - development of special programs to fill the gap (increase in productivity, improve the organization of production, etc.).

Also in strategic planning, methods of strategic analysis are widely used. The strategy development is based on the obligatory method of strategic analysis - it is the strategic analysis that precedes the formation of the strategic plan.

Strategic analysis is an essential element of the procedure for forming a strategic plan for the development of an enterprise. Strategic analysis is “the stage of preplanned research, at which the factors of the external, business environment and the resource potential of the enterprise are systematically analyzed to identify the conditions for its further successful development in a market economy ”.

Thanks to strategic analysis, the necessary information base is created, which allows the most effective way to carry out the process of goal-setting and the choice of alternatives.

Let's consider the main directions of analysis of external and internal factors affecting the position of the company.

Analysis of the external environment (external analysis) is a set of actions designed to study the macroenvironment and the competitive environment. The strength of the impact and the degree of materiality of specific factors of the macroenvironment are not the same and depend on the geographical location of the enterprise, the nature of its activities, on the current legislative acts and regulations of the local, national and international levels, the degree of provision of qualified labor force and also on the size of the enterprise.

In order to facilitate the identification of the external environment of the organization and its impact on the activities of enterprises, the external environment can be divided into economic, technological, social, political and ethical.

The economic external environment includes the labor market, price level, productivity, highly qualified entrepreneurs and managers, financial and tax policy of the state, and buyers.

The technological environment implies the following. Technology is one of the most important factors not only in the design of products and services, improving the way they are developed, but also in the creation of organizational structures. In this regard, any enterprise striving for success in the market must be aware of the latest advances in technology.

The social external environment consists of the views, expectations, desires, the degree of intelligence and education, beliefs and customs of people in a given group of society. In each state, views, beliefs and values, expectations, educational level, etc. do not coincide, so these issues should be taken into account without fail. An ethical external environment is closely related to the social environment, which includes a set of generally accepted, applied in practice standards of personal behavior.

The political external environment is a complex consisting of laws, regulations, measures of government agencies, affecting all types of organizations. It includes the Laws of the Republic of Belarus governing the activities of the enterprise; Resolutions of the Council of Ministers, departmental resolutions; government measures (on privatization, social protection etc). All of the above determines the "rules of the game" that must be followed by every organization in the Republic of Belarus.

After analyzing the external environment, an analysis of the internal factors inherent in the organization is carried out. The internal environment includes goals, structure, tasks, technology, people.

One of the most common methods for analyzing and assessing internal and external factors affecting the position of an organization is SWOT analysis. In addition to it, PEST analysis is also used, which is the construction of economic, sociopolitical and technological forecasts to determine the long-term capabilities of an enterprise in the context of predicted environmental disturbances. PEST analysis derives its name from the capital letters of four strands of external factors that influence an organization: political, economic, social, and technological factors. The PEST analysis is a table provided in Appendix A.

"An assessment of the strengths and weaknesses of an organization and its external opportunities and threats is commonly referred to as a SWOT analysis."

The SWOT method is aimed at analyzing the external and internal environment and is designed to identify the lines of communication between the strengths and weaknesses inherent in the organization, as well as between the threats and opportunities of the organization. The method is based on the initial fixation (in the form of a list) of strengths and weaknesses, threats and opportunities, and then - in identifying the chains of communication between them. The method got its name from the first letters of the English words: S (Strengths) - the strengths of the company; W (weaknesses) - weaknesses of the firm; O (opportunities) - the chances, opportunities available in the external environment; T (threats) - threats lurking in the external environment. The general principle of the analysis says: "when developing a strategy, it is necessary to ensure that the internal capabilities of the organization are in line with the external situation", since the development strategy of the enterprise should be aimed at the most efficient use of the organization's resources, the use of market opportunities and the avoidance of threats.

So, analyzing the internal environment, the organization analyzes and identifies strengths and weaknesses. As a rule, the strengths of the organization include: reputation for a solid, reliable, financially stable productive structure, flexibility in responding to changes, concentration of efforts on the production of promising products, diversified nature of production, versatility, dispersal of functioning capital, availability of a product portfolio (such "spare" goods , the production of which the organization can turn to in case of falling interest in the product currently being produced), high quality of the product, high level of regulatory profit, the availability of flexible technological lines used, the presence of an external market for the sale of products, the presence of highly qualified management and executive personnel, and others. The weaknesses of the organization are: low product quality, high costs, fragile market position, lack of an effective strategy, insufficient staff professionalism, limited resources and access to them, lack of equity capital, lack of strong partnerships, and so on.

Analyzing the external environment, the organization identifies the following opportunities for itself: high purchasing power of the population, insufficient satisfaction of customer requests, identification of promising markets, access to sources of borrowed funds, the presence of a market for highly qualified labor, and others. In addition, the organization identifies the following threats to its existence (the dangers that lie in wait for the company): strong competitors, the impossibility of a radical improvement in the quality of the goods, the unpredictability of the actions of government institutions, a crisis situation in the economy, inflation at an unpredictable rate, and so on.

The meaning and purpose of the analysis based on SWOT method- to find a stable competitive advantage of the organization (already inherent in it or desirable for consolidation). Such an advantage, from the point of view of the manager, is that feature of the organization headed by him, which can be controlled and which can be used in such a way as to get more profit than competitors.

Based on the identified strengths and weaknesses, as well as opportunities and threats, a SWOT matrix is ​​compiled, which is displayed in Figure 1.1.

Figure 1.1 - The final matrix of the SWOT analysis

A feature of the analysis of external factors is the fact that opportunities can quite easily become threats: if an organization does not take advantage of any opportunity, then a competitor will take advantage of it. To carry out a deeper analysis of external opportunities and threats, the construction of auxiliary matrix forms is used - the matrix of opportunities and the matrix of threats.

Table 1.1 presents the most common opportunities and threats identified by A.A. Thompson. in the work "Strategic Management".

Table 1.1 - Opportunities and threats of the organization in a competitive environment

External capabilities of the organization	External threats to the organization
Serving new customer groups or expanding into new geographic markets or product segments	Threat of new competitors entering the market
Expansion of the range to serve new customer needs	Growth in sales of substitute products
Use of the organization's own technologies and know-how for the production of new types of products or the organization of a new business	Growing competition from emerging Internet organizations implementing e-commerce strategies
Using Internet and e-commerce technologies to drastically reduce costs and further increase sales.	Increased competition among organizations operating in the market leading to lower profits
Vertical integration	Technological changes or innovations leading to a drop in demand for old goods
Reducing trade barriers in attractive foreign markets	Market growth slowdown
New opportunities for gaining market share of competitors	Adverse changes in foreign exchange rates or trade policies in other countries
Possibility of rapid growth due to a sharp increase in demand in one or more market segments	Introduction of new regulatory requirements that increase the costs of the organization
Acquisition of competing or advanced knowledge and technology organizations	Growing pressure from consumer and supplier organizations
Possibility of exploiting new technologies	Reduced demand for the organization's goods due to changing needs and tastes of buyers
Distribution possibility brand organizations to new geographic markets, strengthening the company's reputation	Unfavorable demographic changes causing a decrease in demand for the organization's products

The impact of the opportunity on the organization is determined first, and then the likelihood of the opportunity being realized is determined. Thus, it can be said that the organization determines the risk of realizing opportunities.

except matrix methods In a SWOT analysis, in conditions of uncertainty and associated risk, decisions are made using various rules based on the probability of certain environmental conditions occurring and on the principle of mathematical expectation (Bayes' principle). This principle requires that an action alternative be chosen that exhibits the highest value of the mathematical expectation related to the degree of goal achievement. In this case, the mathematical expectation is understood as the sum of all the degrees of goal achievement aimed at the probability of their implementation. On mathematical expectation such methods of decision-making under risk conditions are based, usually the minimax rule, the maximax rule, the Gurvich rule, the Savage-Niehans rule, the Laplace rule, and so on.

Thus, the most important preliminary stage of developing a strategy is strategic analysis, which provides the initial information for making an informed decision about the optimal strategy for the development of an enterprise using modern applied methods of developing a strategy.

Introduction		2
1.	Strategic planning as a means to an end	3
2.	The essence of the strategy	5
3.	Organization goals	8
4.	Types of strategic planning	12
5.	Strategic planning principles	13
6.	Strategic planning methods	14
7. Advantages and disadvantages of strategic planning 8. Conclusion		15 18
9. List of sources used		19

INTRODUCTION

Strategic planning is one of the management functions, which is the process of choosing the goals of an organization and ways to achieve them in competitive markets.
Strategic planning provides the basis for all management decisions. Therefore, most enterprises and organizations are increasingly focused on the development of strategic development plans.
Strategic planning is the development of a strategy using a formalized procedure, described by stages, methods, execution technique and aimed at building a model of the future, as well as a program for the transition to this model.
The development of a strategic plan is the latest achievement in enterprise management. One of the most highly intelligent and expensive management tools in general.
Strategic plans must be designed in such a way that they not only remain coherent over time, but also remain flexible. The overall strategic plan should be seen as the program guiding the firm's operations over an extended period of time, subject to constant adjustments in response to an ever-changing business and social environment.
Strategic planning alone does not guarantee success, and an organization that creates strategic plans can fail due to organizational, motivational and control errors. However, formal planning can create a number of significant favorable factors for organizing the activities of small and medium enterprises.
Projecting all of the above written onto the real situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises that enter into fierce competition both among themselves and with foreign corporations.

STRATEGIC PLANNING AS A MEANS OF ACHIEVING THE GOAL.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help an organization achieve its goals. The strategic planning process is a tool that helps in making management decisions. Its task is to provide innovations and changes in the organization to a sufficient extent.
There are four main types of management activities in the strategic planning process:

allocation of resources, mostly limited, such as funds, managerial talent, technological experience;
adaptation to the external environment (all actions of a strategic nature that improve the relationship of the company with its environment. Here it is necessary to identify possible options and to ensure that the strategy is effectively adapted to the environment.

Such activities can take place along the line of improving production systems, interaction with the government and society as a whole, etc.);

internal coordination (coordination of strategic activities to reflect the strengths and weaknesses of the firm in order to achieve effective integration of internal operations);
awareness organizational strategies(implementing the systematic development of managers' thinking by building an organization that can learn from past strategic mistakes, i.e. the ability to learn from experience).

Resource allocation.

This process involves the allocation of limited organizational resources such as funds, scarce management talent, and technological expertise.

Adaptation to the external environment.

Adaptation encompasses all actions of a strategic nature that improve the relationship of the enterprise with its environment. Businesses need to adapt to both external opportunities and hazards, identify appropriate options, and ensure that strategies are effectively adapted to the environment.

Internal coordination.

Includes coordination strategic action to display the strengths and weaknesses of the enterprise in order to achieve effective integration of internal operations. Ensuring effective internal operations in the enterprise is an integral part of management activities.

Awareness of organizational strategies.

This activity involves the implementation of the systematic development of the thinking of managers through the formation of the organization of the enterprise, which can learn from past strategic decisions. The ability to learn from experience enables an enterprise to correctly adjust its strategic direction and increase its professionalism in the field of strategic management. The role of the senior executive is more than simply initiating the strategic planning process, it is also about executing, integrating and evaluating the process.
Strategic planning can include the following activities 1:
1. Development of new capabilities of the firm;
2. Expansion of production capacity;
3. Changing the profile of the company - "diversification"
4. A radical change in technology.
Thus, strategic planning serves to establish the objectives of the organization.
Strategic goals are the goals of the organization's activities, achieved by the end of the strategic cycle - 1.5-3 years. They are established in 4 areas:
1) income;
2) work with clients;
3) the needs and well-being of employees;
4) social responsibility.

ESSENCE OF THE STRATEGY.

The concept of "planning" includes the definition of goals and ways to achieve them. In the West, the planning of the activities of enterprises is carried out in such important areas as sales, finance, production and procurement. At the same time, of course, all private plans are interconnected with each other. The development of a strategic plan is based on an analysis of the prospects for the development of an organization under certain assumptions about changes in the external environment in which it operates.
The strategy is a detailed, comprehensive, comprehensive plan. It should be developed from the perspective of the entire corporation rather than a specific individual. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about the sectors of the national economy, the market, competition, etc.
The model of the strategic planning process is shown in Fig. 1.

Fig 1. Model of the strategic planning process

The strategic planning process includes the following steps:
a) defining the mission of the enterprise - establishing the meaning of an existing enterprise, its purpose, role and place in a market economy;
b) the formulation of goals and objectives. The goals and objectives should reflect the level to which the customer service activities need to be brought. They must motivate people working in the enterprise;
c) assessment and analysis of the external environment - the study of two of its components: the macroenvironment and the immediate environment of the enterprise. This analysis includes the study of the impact on the enterprise of such components as: the state of the economy, legal regulation, policy, buyers, suppliers;
Analysis of the external environment helps to obtain important results. It gives an organization time to anticipate opportunities, time to plan for potential threats, and time to develop strategies that can turn old threats into any profitable opportunity.
In terms of assessing these threats and opportunities, the role of environmental analysis in the strategic planning process is essentially in answering three specific questions:
1. Where is the enterprise located now?
2. Where does senior management think the company should be in the future?
3. What should the management do to move the enterprise from the position in which it is now to the position where the management wants to see it?
Threats and opportunities facing an enterprise can usually be categorized into seven areas (Figure 2).

d) assessment and analysis of the internal environment - a study that allows you to determine those internal capabilities and potential that an enterprise can count on in the competitive struggle in the process of achieving its goals. It is being researched in the following directions: research and development; production; marketing;
e) development and analysis of strategic alternatives. It makes decisions on how the company will achieve its goals and implement the corporate mission.
The enterprise has four strategic options at its disposal - limited growth, growth, downsizing, and a combination of these options.
Limited growth.
The strategic alternative that most organizations are pursuing is limited growth. The limited growth strategy is characterized by the setting of goals from the achieved, adjusted for inflation. The restricted growth strategy is used in mature industries with static technology when the organization is generally satisfied with its position.
Height
The growth strategy is carried out through a significant annual increase in the level of short-term and long-term goals over the level of the previous year. The growth strategy is applied in fast growing industries with rapidly changing technologies.
Reduction
The least-favored alternative by executives, and often referred to as a last-resort strategy, is the downsizing strategy. As part of the reduction alternative, there may be several options:
1. Liquidation.
2. Cutting off excess.
3. Reduction and reorientation.
Combination
Strategies to combine all alternatives are likely to be pursued by large firms active in multiple industries. A combination strategy is a combination of any of the three mentioned strategies.
The strategic choices made by managers are influenced by a variety of factors. Here is some of them:
1. Risk
2. Knowledge of past strategies
3. Reaction to owners
4. The time factor
The definition of the mission and goals is carried out by the top management of the organization, and their implementation is carried out by leaders and performers at all levels.
The interrelationships of the elements of strategic choice are of great importance for understanding the complexity of the strategic planning process and the need to create a system of strategic management of the organization, helping it to overcome these difficulties.
The dynamic nature of organizations makes it difficult to apply one specific model of the strategic planning process, but when developing a specific model, you can focus on its general appearance.
There are also stages of strategic planning such as:

assessment of the current strategy;
analysis of the product portfolio;
choice of strategy;
evaluation of the chosen strategy;
development of a strategic plan;
development of a business plan system.

The current plan is the detailing and refinement of the strategic plan for the given year. Current (tactical) plan - drawing up and organizing the implementation of a strategic plan by an enterprise for up to a year. It determines the tactics of the enterprise, is developed in all areas of economic activity for 1 year. It reflects changes that are taken into account in the strategic plan.
The current plan is a detailed program of activities of enterprises and its divisions, aimed at the successful implementation of the strategy, is developed with a breakdown by half-year (quarters, months).
The operational scheduling plan does not change the current plan.
Operational - production planning - the development of tasks and methods of their implementation for individual departments for short periods of time (ten days, days, shift) in order to ensure the implementation of the current plan and the synchronicity, rhythm of the enterprise. It serves as the basis for operational regulation and day-to-day management (controlling) of production.
In operational-production planning, quantitative indicators are mainly detailed:
- the volume of processing of raw materials;
- production output in physical and value terms;
- scope of work and services of auxiliary shops;
- production costs.
The main form of a production assignment for a decade, five days is an operational schedule, in which the volume of production or work is indicated by dates.
A business plan is a plan for an innovation. Necessarily contains the rationale for the innovation, its advantages, the prospects for the production of products, sources of financing, the impact on the environment, the impact on the main indicators of the given production of products, miscalculation of risks.
Business plan - a plan drawn up for individual innovation programs, for the implementation of individual projects or for small businesses.
A business plan is a detailed feasibility study of a project required by an enterprise. It provides a thorough analysis of the benefits of the project, its feasibility and effectiveness.
After the completion of the development of the strategic plan, its subsequent implementation begins, but there is no need to rush. The necessary evaluation of the strategic plan, which is carried out by comparing the results of planning with the objectives.
The evaluation process is used as a feedback mechanism for adjusting the strategy. Evaluation will be effective if it is carried out systematically and continuously at all levels of the organization - from top to bottom.
There are a number of criteria that are adopted in the process of evaluating a strategy:
- quantitative: market share, sales growth, the level of costs and efficiency of production and sales, staff turnover, absenteeism, net profit;
- high-quality: the ability to attract highly qualified managers, expanding the scope of services to clients, deepening market knowledge, reducing the risk of hazards, seizing opportunities.
When implementing or changing a strategy, management should take into account its relationship with the structure of the organization and combine the formation of the management structure and planning. The structure should always be based on strategy and make it as effective as possible in a given situation.

TYPES OF STRATEGIC PLANNING.

Long-term (long-term) planning... Since when developing plans go from the future to the present, plans designed for a shorter period become an integral part of promising ones. Long-term plans reflect long-term goals and a general strategy of action. The developed alternative strategies are not included in the plan, but are reflected in special programs contained in the appendices. Long-term plans include indicators and proposals, which are reflected in generalized, most often financial, indicators. Long-term plans are developed for a period of 5 to 10 years.
Medium-term planning. They are based on the real demand for the organization's products, changes in its characteristics in the near future, restructuring of production technology, financial constraints, market conditions, the risk of losing a partner, etc. Medium-term plans are developed for a period of 1 to 5 years.
Short-term planning. This planning covers a period of several weeks or months. It is aimed at regulating the current use of resources and is implemented through the preparation of calendar programs for production and control over it, management of inventories and received loans.
Operational planning. The task of operational planning includes control over the daily load of equipment, the sequence of operations, the placement of workers, etc. 2
Thus, strategic planning is an important component of enterprise management, which is based on the development of long-term goals and methods of achieving them. At the same time, the company is developing various types of strategic plans, which should be interconnected.

PRINCIPLES OF STRATEGIC PLANNING.

Strategic planning is based on a number of principles. 3
The first principle of strategic planning: Strategic planning in the company is carried out according to the principle of "top-down", that is, the most important areas of corporate strategy determine the targets of strategic plans of departments.
The second principle of strategic planning: The company's strategy is aligned with the most important benchmarks and target indicators of its development.
The third principle of strategic planning: Strategic plans of branches are developed in such a way that they correspond to the corporate strategy of the company, and their implementation was aimed at achieving the target indicators of its development.
The fourth principle of strategic planning: The strategic plan of the department is the basis for developing the draft budget of the department, which should be aimed at achieving certain goals for the next year.
The fifth principle of strategic planning: The progress of the company's corporate strategy and strategic plans of branches is regularly monitored. On the basis of monitoring, a decision can be made to clarify certain aspects of strategic documents.
Thus, when developing a strategy, an enterprise should be guided by the above principles.

STRATEGIC PLANNING METHODS

There are two main planning methods - balance and normative. 4

Balance method Is a set of techniques, methods of identifying and ensuring proportions and relationships through the development of interrelated balances. This method is designed to link the volume and structure of social needs with material, labor and financial resources and coordinate all sections and indicators of the plan for both economic and social development. The application of this method makes it possible to identify and link the natural-material and value proportions in the development of the economy.

The planned balances developed in the process can be classified according to the following criteria:
a) based on the planning stage (forecast, planned and reporting balances)
b) by the period of validity (current, prospective)
c) by appointment (material, labor, financial)

Normative method based on the definition and application of norms and standards. The norms and standards for a certain set of indicators are interrelated. Norm Is a scientifically grounded measure of the required resource consumption for the manufacture of a unit of a given quality product. Standard- this is a scientifically grounded ratio in proportions, the simplest quantitative expression of socio-economic relations, which covers two quantities: the consumption of materials per unit of production and consumed products per capita. All standards used in planning must be progressive and realistic, take into account the achievements of scientific and technological progress, organizational, technological and socio-economic limitations of a particular period.

The whole set of norms and standards can be divided into groups:
a) norms and standards reflecting the consumption of services by the population
b) economic standards
c) norms and standards used in technical and economic calculations.
All technical, economic and balance sheet calculations are based on norms and standards. An indispensable condition for the progressiveness of the norms is their revision, in connection with the changing conditions of production.
This method is used in the development of all plans for socio-economic development. Therefore, before developing a plan, for each of its sections, its own regulatory framework should be formulated.

ADVANTAGES AND DISADVANTAGES OF STRATEGIC PLANNING.

The main advantage of strategic planning is to a greater extent in the validity of the planned indicators, in a greater likelihood of the implementation of the planned scenarios for the development of events.
The current pace of change in the economy is so great that strategic planning seems to be the only way to formally forecast future problems and opportunities. It provides the top management of the company with the means of creating a plan for a long time, provides a basis for decision-making, helps to reduce risk in decision-making, and ensures the integration of the goals and objectives of all structural divisions and executives of the company.
In the domestic practice of enterprise management, strategic planning is rarely used. However, in the industry of developed countries, it is becoming the rule rather than the exception. Features of strategic planning: should be complemented by the current; strategic plans are developed at meetings of the senior management of the firm annually; annual detailing of the strategic plan is carried out simultaneously with the development of the annual financial plan (budget); most Western companies believe that strategic planning mechanisms need to be improved.
Along with clear advantages, strategic planning has a number of disadvantages that limit the scope of its application, deprive it of its versatility in solving any economic problems.
Disadvantages and limited possibilities of strategic planning: strategic planning does not and cannot, by virtue of its essence, give a detailed description of the picture of the future. What it can give is a qualitative description of the state to which the firm should strive in the future, what position it can and should occupy in the market and in business in order to answer the main question - whether or not the firm will survive in the competition; strategic planning does not have a clear algorithm for drawing up and implementing a plan. His descriptive theory boils down to a specific philosophy or ideology of doing business. Therefore, the specific toolkit largely depends on personal qualities specific manager, and in general, strategic planning is a symbiosis of intuition and the art of top management, the ability of a manager to lead a company to strategic goals... The goals of strategic planning are ensured by the following factors: high professionalism and creativity of employees; close connection of the organization with the external environment; product updates; improving the organization of production, labor and management; implementation of current plans; inclusion of all employees of the enterprise in the implementation of the goals and objectives of the enterprise; strategic planning process for its implementation
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