Strategic planning method involving the identification of factors. Strategic planning methods. Need help learning a topic

Essence and content strategic planning activities.
Stages of strategic planning for the development of the company.
The structure and content of strategic plans.

The essence and content of strategic planning

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.

Strategic planning provides top management:

means of creating a long-term plan,
o the basis for decision-making, contributing to risk reduction in decision-making,
integration of the goals and objectives of the structural divisions of the enterprise.

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

Differences between strategic planning and traditional long-term planning:

The future is determined not by extrapolating historical development trends, but by strategic analysis, i.e. identification of possible situations, dangers, chances of the enterprise, which are able to change the prevailing trends;

Significantly more complex process, but also leads to more significant and predictable results.

Enterprise Strategic Planning Process includes the implementation of the following interrelated functions:

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

2) the creation of strategic business units at the enterprise;

3) substantiation and clarification of the main objectives of the marketing research of the market;

4) the implementation of a situational analysis and the choice of the direction of economic growth of the company;

5) development of a basic marketing strategy and large-scale production planning;

6) the choice of tactics and refined planning of methods and means of achieving the assigned tasks;

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

Strategic planning, along with general inherent in specific principles:

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

Orientation to the management system that is easily adaptable to changes in the external and internal environment of the enterprise;

Optimization of the time horizon for solving strategic tasks;

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

Ensuring optimal decentralization when organizing planning;

The relationship between strategic and tactical planning.

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

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

2. Strategic planning does not have a clear algorithm for drawing up and implementing a plan. The objectives of strategic planning are supported by the following factors:

high professionalism and creativity of planners;

 close connection of the firm with the external environment;

active innovation policy;

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

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

4. The negative consequences of strategic planning, as a rule, are much more serious than traditional long-term planning.

5. Strategic planning alone cannot bring results. It should be complemented by mechanisms for the implementation of the strategic plan.

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

Stages of strategic planning for the development of the company

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

Determination of the mission of the enterprise (firm);

Formulation of goals and objectives for the functioning of the enterprise;

Analysis and assessment of the external environment;

Analysis and assessment of the internal structure of the enterprise;

Development and analysis of strategic alternatives;

Choosing a strategy.

Strategic planning is an essential function strategic management... In addition to strategic planning, the strategic management process also includes the implementation of the strategy, assessment and control of the implementation of the strategy.

Consider main components of strategic planning.

1. Definition of the mission of the enterprise

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

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

The definition of the strategic mission of the enterprise is based on four essential elements:

 history of the enterprise;

 areas of activity;

 priority goals and constraints;

 main strategic aspirations.

2.Formulation of the goals and objectives of the enterprise

The goals and objectives should reflect the level to which the customer service activities need to be brought. They must motivate the people in the firm.

The following requirements are imposed on the goals:

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

selectivity - goals should provide the necessary concentration of resources and efforts. In conditions of limited resources, the main production tasks should be allocated, on which it is necessary to concentrate human, monetary and material resources. Therefore, the goals should be selective and not all-encompassing;

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

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

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

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

 Compatibility - all goals in the system must be compatible. Long-term goals should be consistent with the mission of the enterprise, and short-term - long-term;

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

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

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

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

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

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

revealing and analyzing trends in the external environment;

determining the ultimate goals of the company;

 building a hierarchy of goals;

 setting individual (local) goals.

3. Analysis and assessment of the external environment

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

Macroenvironmental analysis includes the study of the impact on the firm of such environmental components as:

The state of the economy,

Legal regulation,

Political processes, natural environment and resources,

Social and cultural components of society,

Scientific and technological level,

Infrastructure, etc.

The environment of the immediate environment of the enterprise, i.e. The microenvironment of the enterprise is made up of those market participants with whom the enterprise has direct relations:

Resource suppliers and consumers of its products,

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

Competing enterprises

Mass media, consumer societies, etc., which have a certain influence on the formation of the company's image.

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

Analysis of the internal environment allows you to determine the internal capabilities and potential that the firm can count on in the competitive struggle in the process of achieving its goals.

The internal environment is investigated in the following areas:

Research and development,

Production,

Marketing,

Resources,

Product promotion.

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

SWOT analysis method,

Thompson and Stickland Matrix,

Boston Advisory Group Matrix, etc.

The most common method for studying the internal environment of an enterprise is the SWOT analysis method. It can be carried out from 1-2 hours to several days. In the first case, conclusions are made on the basis of an express survey, in the second - on the basis of studying documents, developing a model of the situation and a detailed discussion of problems with stakeholders. At the same time, a quantitative assessment of strengths and weaknesses allows you to set priorities and, on their basis, distribute resources between various areas of economic growth. Further, the problems that may arise with each combination of strengths and weaknesses of the enterprise are formulated. This is how the problem field of the enterprise is obtained.

Along with the methods of studying the threats, opportunities, strengths and weaknesses of the firm, the method of compiling its profile can be applied. With its help, it is possible to assess the relative importance for the firm of individual environmental factors.

5. Development and analysis of strategic alternatives

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

1.what types cease activities,

2. how to continue,

3.What business should I switch to?

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

Achieving leadership in minimizing production costs;

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

Fixation of a certain market segment and concentration of the firm's efforts in this segment.

6. Choosing a strategy

To make effective strategic choices, senior executives must have a clear, shared vision for the firm's development. Therefore, the strategic choice must be definite and unambiguous. At this stage, out of all the considered strategies, one should be chosen that best meets the needs of the firm.

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

Lecture, abstract. The essence and content of strategic planning - concept and types. Classification, essence and features. 2018-2019.

The structure and content of strategic plans

The concept and content of the strategic plan of the organization

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

Foreword (summary);

1.Objectives of the enterprise

2.Current activities and long-term objectives

3. Marketing strategy

4. The strategy of using the competitive advantages of the enterprise

5.Production strategy

6 social strategy

7.Strategy of resource provision of production

8.Strategic financial plan enterprises

9.R & D strategy

10.Strategy of foreign economic relations of the enterprise

11. Management strategy

Application.

The preface describes the general condition of the enterprise:

 types of products, their importance in terms of competitiveness, quality and safety of use,

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

a brief description of resource potential,

 main indicators of technology, organization, management.

The foreword should be short, businesslike, and specific. It is developed last, after justifying all sections of the strategic plan.

1. In the section "Goals and objectives of the enterprise" formulate the goals of the enterprise, determine its organizational and legal form, charter and features.

The most significant in market conditions are financial goals:

Volume of sales;

Profit size;

Growth rate of sales and profits;

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

Profit to sales ratio.

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

 disclose the organizational structure of the enterprise,

 describe the characteristics of the manufactured goods, their competitiveness in specific markets,

 show the connections of the enterprise with the external environment, verified partners,

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

3. Section "Marketing strategy" includes the development of the following components.

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

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

social protection of workers - it is advisable at the enterprise at the expense of profit to establish additional compensations for workers, retirees, women-mothers, to provide workers with products and goods of basic necessity and increased demand.

7. The section "Strategy of resource provision of production" covers:

 resource provision of production and bottlenecks in the organization of the use of production potential;

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

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

8. In the section "Strategic financial plan of the enterprise" form and determine the use of financial resources to implement the strategy of the enterprise. This allows you to create and change financial resources, determine their rational use to achieve the goals of the enterprise in changing conditions. The development of a financial strategy should be preceded by a deep economic analysis of the enterprise, including an analysis of economic activities and the determination of its financial capabilities.

9. In the section "R&D strategy" they consider the activities of the enterprise aimed at creating new technologies and types of products. This section distinguishes such components as:

1. Technological forecasting and planning.

2. R&D structure.

3. R&D management.

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

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

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

One of the most challenging processes in management strategy is putting the strategy into action. New goals are not always perceived correctly by the employees of the enterprise, since they do not affect their interests. In addition, people get used to working in a stable environment, so the introduction of a new strategy is met with resistance from them. It becomes necessary to control the resistance.

The "Appendices" usually contain the following materials:

Characteristics of competitors;

Instructions, methods, standards, technology descriptions, programs and other supporting materials;

Initial data for calculations;

Explanatory notes, etc.

The given composition and content of the sections strategic plan exemplary... At a particular enterprise, managers, taking into account the recommendations guidelines planning, independently build a strategic plan.

1. Introduction

2. The concept of strategic planning

3. Organizational goals

4. Assessment and analysis of the external environment

5. Analysis of the state and coefficients of strategic development

6. Types of strategic planning

7. Choosing a development strategy

8. Strategic planning methodology

9. Methods of strategic planning

10. Conclusion

11. List of used literature

1. Introduction

For an enterprise of any form of ownership and any scale of economic activity, it is essential to manage economic activities, define a strategy, as well as planning. At present, the heads of Russian enterprises are forced to make economic decisions in the face of uncertainty about the consequences of such decisions, moreover, with a lack of economic and commercial knowledge and practical experience of working in the new conditions.

Many economic zones in which enterprises operate are characterized by an increased risk, because there is insufficient knowledge about consumer behavior, the position of competitors, about the right choice of partners, there are no reliable sources of obtaining commercial and other information. In addition, Russian managers have no experience in managing firms in market conditions. There are many problems in the marketing activities of Russian enterprises. The managers of enterprises producing final or intermediate products feel constraints from the effective demand of the population and consumer enterprises. The issue of sales came under the direct control of the management of the enterprises. As a rule, state-owned enterprises did not have and do not have qualified sales personnel. Now almost all enterprises have realized the importance of the sales program. Most of them have to deal with tactical issues, because many have already faced the problem of overstocking of warehouses with their products and a sharp drop in demand for it. The strategy of marketing the products on the market remained unclear. Trying to change the assortment, many enterprises that produce industrial products are beginning to switch to consumer goods. If products are manufactured for industrial purposes, then in some cases, enterprises develop and subdivisions that consume these products. Rebuilding the assortment, enterprises began to forecast sales in advance and find consumers for their products.

When choosing consumers, managers take into account: direct contact, communication with the end consumer, the customer's ability to pay. The search for new consumers, the development of new markets (some managers are looking for new consumers on their own) have become very important for the enterprise.

Also, a new phenomenon has been noticed - the relationship of enterprises with new commercial structures, which are often engaged in the sale of part of the enterprise's products, and the rest is sold through the old channels. In addition, the company can turn to the company for all complex issues of production support. One of the tactics of ensuring the sale of products in modern Russian reality, in conditions when the domestic effective demand for products is limited, is entering the international market. However, this is possible only for enterprises with a high level of production technology that ensures the competitiveness of their products.

Thus, the management and strategic management of the enterprise is necessary in any area of economic activity. At the same time, there are still many problems and significant shortcomings that require an early resolution, which, in turn, will allow the Russian economy to achieve stabilization and progressive development.

2. The concept of strategic planning.

Planning- the process of determining goals, strategies, as well as measures to achieve them for a certain period of time, based on assumptions about the future probable conditions for the implementation of the plan.

Strategic planning- This is one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions, organizational functions, motivation and control are focused on the development of strategic plans. The dynamic process of strategic planning is the umbrella under which all management functions are sheltered, without taking advantage of strategic planning, the organization as a whole and individuals will be deprived of a clear way of assessing the purpose and direction of the corporate enterprise. The strategic planning process provides a framework for managing the members of an organization. Projecting all of the above written on the realities of the 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.

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. In this case, of course, all private plans are interconnected with each other.

The development of a strategic plan is based on the analysis of the development prospects of the organization under certain assumptions about changes in the external environment in which it operates. The most important element of this analysis is to determine the position of the organization in the competition for the markets for its products. Based on this analysis, the development goals of the organization are formed, strategic business units are formed and strategies for their achievement are selected.

Requirements for the strategic plan

Several key messages related to strategy need to be understood and, more importantly, accepted by senior management. First of all, the strategy is mostly formulated and developed by senior management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must constantly collect and analyze a huge amount of information about the industry, competition and other factors.

Finally, strategic plans must be designed to not only remain consistent over long periods of time, but also be flexible enough to be modified and reoriented as needed. The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, realizing that a conflicting and constantly changing business and social environment makes constant adjustments inevitable.

The strategy is a detailed, comprehensive, comprehensive plan. It should be developed from the perspective of the entire corporation rather than a specific individual. Rarely is the founder of a firm able to afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs. 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. In addition, the strategic plan gives the firm a certain identity, a personality that allows it to attract certain types of employees and helps to sell products or services. Strategic plans must be designed in such a way that they not only remain coherent over time, but also remain flexible. The overall strategic plan should be seen as a 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. Nevertheless, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what the organization wants to achieve helps clarify the most appropriate courses of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or inaccurate information about the organization's capabilities or about the external situation. Thus, planning helps to create unity of common purpose within the organization.

Rice. 1. Development of goals for the company.

The planning process in a company begins with defining the initial goals of its development and activities, the development of which is based on goals and missions (Fig. 1). In essence, mission goals, or main strategic goals, are a vision of what a company should be like or what it should fight for. They should reflect the interests of all groups of influence (shareholders, managers, employees and workers, suppliers, banks, government agencies, local governments, public organizations, etc.). Mission objectives should emphasize the social importance of the company and serve as a means of consolidation and motivation of the company's personnel. The interests of stakeholders and organizations (influence groups) are also taken into account when developing the initial goals of the company.

The original goals are filtered through a triple filter: the resources available at home and abroad, the environment, and the company's internal capabilities and performance. The last two filters are essentially situational analysis. The results of the situational analysis are often summarized in a section of the marketing plan called "SWOT analysis". The results of the situational analysis also include assumptions about the future operating conditions of the organization, as well as forecast estimates of the expected demand in potential markets during the period of the marketing plan. Based on these assumptions and evaluations, the following sections of the marketing plan set marketing objectives, select strategies, and develop marketing programs.

Figure 1. Strategic planning process

Each leader must imagine how strategic planning should be carried out (diagram 1).

3. Organizational goals

Company-wide goals are formulated and established based on the overall mission of the organization and the defined values and goals towards which top management is guided. To truly contribute to the success of an organization, goals must have a number of characteristics.

Organizational goals (corporate) are the endpoints of the organization's mission statement to which it aims.

1. First, the goals should be specific and measurable. By expressing their goals in concrete, measurable forms, management creates a clear reference point for subsequent decisions and assessments of progress.

2. Specific forecast horizon is another characteristic of effective goals. Goals are usually set for long or short periods of time. Long term goal has a planning horizon of approximately five years. Short term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

3. The goal should be achievable, - to serve to improve the efficiency of the organization.

4. To be effective, the organization's multiple goals must be mutually supportive - that is, the actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Objectives will only be an important part of the governance process if top management articulates them correctly, then effectively institutionalizes them, communicates them and stimulates their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to the extent that those goals reflect the values of the leadership and the realities of the firm.

Overall production goals are formulated and established based on the overall mission of the enterprise and specific values and goals that top management is guided by. To truly contribute to the success of an enterprise, goals must have a number of characteristics:

specific and measurable goals / orientation of goals in time / achievable goals.

1. General (global) developed for the firm as a whole: a) reflect the concept of the firm; b) developed for the long term; c) determine the main directions of the company's development programs; d) must be clearly articulated and linked to resources; e) ranking goals based on priority.

2. Specific goals are developed within the framework of general goals for the main activities in each production unit of the company and are expressed in quantitative and quality indicators(profitability, rate of return).

4. Assessment and analysis of the external environment.

After establishing its mission and goals, the company's management begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:

assessment of changes affecting various aspects of the current strategy;

identification of factors that pose a threat to the current strategy of the firm; control and analysis of competitors' activities; identification of factors that represent more opportunities for achieving general corporate goals by adjusting plans.

Analysis of the external environment helps to control external factors in relation to the firm, to obtain important results (time to develop an early warning system in case of possible threats, time to predict opportunities, time to draw up a contingency plan and time to develop strategies). To do this, it is necessary to find out where the organization is located, where it should be located in the future and what management should do for this. The threats and opportunities facing the firm can be categorized into seven areas:

1. Economic forces ... Certain factors in the economic environment must be constantly diagnosed and evaluated because the state of the economy affects the goals of the firm. These are inflation rates, international balance of payments, employment levels, etc. Each of them can pose either a threat or a new opportunity for the enterprise.

2. Political factors ... Active participation of entrepreneurial firms in political process is an indication of the importance public policy for the organization; therefore, the state must monitor regulatory documents local authorities, the authorities of the subjects of the state and the federal government.

3. Market factors ... The market environment is a constant threat to the firm. Factors influencing the success and failure of an organization include income distribution, the level of competition in the industry, changing demographic conditions, and ease of market penetration.

4. Technological factors. Analysis of the technology environment can at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communications technology. The leader of any firm must be careful not to be exposed to a “shock of the future” that destroys the organization.

5. Competition factors ... Any organization should investigate the actions of its competitors: analysis of future goals and assessment of the current strategy of competitors, an overview of the premises in relation to competitors and the industry in which these companies operate, an in-depth study of the strengths and weaknesses of competitors.

6. Social Behavior Factors ... These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and national minorities in society, the movement to protect consumer interests).

7. International factors ... The management of firms operating in the international market must constantly assess and monitor changes in this wider environment.

That. analysis of the external environment allows an organization to create a list of the dangers and opportunities it faces in that environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potentialities and weaknesses of the organization.

5. Analysis of the state and development factors of strategic planning

For a successful choice of strategy, a deep analysis of the existing directions in the organization, its position in the struggle, prospects for the future, as well as its development trends is required. Based on the analysis, priorities in resource allocation are developed. The object of analysis is the strategic data base, which represents the most essential characteristics of the internal and external conditions of the organization and its main partners. Based on the analysis, conclusions are formed regarding 10-15 of the most significant factors affecting the organization's activities, identifying strengths and weaknesses, as well as the impact on it and what are the trends of this impact, thereby drawing a reliable portrait of the organization's future.

The analysis of the strategic database is carried out in three areas:

An objective assessment of the position of the organization as a whole.

Research on the effectiveness of its work in the past and present; the vitality of the organizational structure, management system.

Functioning model of technical and technological potential, preference for leadership; the specifics of the business moral atmosphere and other issues of the life of the company.

External environment of the organization ... Its real reputation is determined, the products are manufactured in the eyes of business partners and consumers, market trends, real potential consumers are investigated, the range of goods and services that makes sense to focus on is determined.

The obstacles hindering development, the discrepancy between goals and means to achieve them, and possible industrial conflicts are identified.

6. Types of strategic planning

There are the following types of strategic planning:

Long term (long-term) planning. Since the development of plans goes from the future to the present, plans designed for a shorter period become an integral part of the 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.

7. Choosing a development strategy

Based on the available strategic data base, forecasts and assumptions, the company begins to select strategic alternatives for its development.

There are four types of alternatives:

Limited growth;

Reduction;

A combination of the three previous alternatives in varying proportions.

Growth strategy assumes an annual growth of the main indicators of the organization, it is most often used by enterprises in dynamically developing sectors of the national economy, with rapidly changing technologies, as well as enterprises striving for diversification (wide penetration into new areas of activity). It happens that firms cannot withstand rapid and short-term growth, and go bankrupt, so most firms adhere to a limited growth strategy, expanding their activities taking into account the real possibilities of the achieved level and external efforts. This is the least risky course of action.

Strategic reduction expressed in the fact that the results of the firm's work in the planning period are assumed to be lower than in the previous period. This strategy is applied when it comes about a radical restructuring of the organization. And if short-sighted leaders try to restructure the organization's activities while maintaining the same growth, then the results are usually negative.

Reduction is done in different ways :

Complete liquidation of the company and the creation of a new one in its place;

Getting rid of unnecessary elements;

Narrowing the scale of the company, its activities with a simultaneous reorientation (this strategy is chosen by firms if things go wrong or it is necessary to hide income).

The combination of the three types of strategy is practiced by firms operating simultaneously in different industries with very different technological and economic conditions.

Successful strategy implementation requires reliable feedbacks and related tools. One of the tools is tactics, when the forms and methods of action are focused on achieving immediate goals. It is developed at the mid-level management level, and for a short time. To achieve strategic and tactical goals, the firm's management develops current policies, which include discrimination in hiring, increasing profits by overcharging prices, using low prices to drive out competitors, etc.

The role of a benchmark in organizing the goals and objectives of the company is fulfilled by rules that prescribe strictly regulated actions in certain situations, excluding freedom of choice. Rules that are executed in strict sequence are called procedures. The procedures are applied in standard situations, which saves money.

Thus, strategy, tactics, forecasts, rules, procedures and assumptions are the basis on which the planning process can be carried out.

8. Strategic planning methodology

The strategic planning methodology is based on four levels of knowledge:

General philosophical level - a set of views, knowledge about the phenomena of the surrounding world (philosophy, cultural studies, mathematics; systems theory; organization theory; political science);

General scientific level - which gives an understanding of general approaches, principles, forms of organization, systems (cybernetics; organization theory, systems theory, etc.);

Specific methodology of sciences - forms aggregate knowledge about management in socio-economic systems (macroeconomics; law; sociology; statistics, management, etc.);

Methodology, methodology and technology of strategic planning - the science of strategic planning, which is closest to practical activities, and is designed to implement the achievements of other sciences.

Revealing the methodology of strategic planning, it is necessary to answer the following questions:

a) What is the methodological basis?

b) What are the general methods of strategic planning?

c) What is the systemic model of organization and how to interpret it?

d) What are the principles of strategic planning?

The methodological basis for strategic planning is the systemic and situational approaches. According to the systemic approach, any organization should be considered as a system consisting of certain interrelated elements that ensure its vital activity, and elements of a larger system, the functioning and development of which is determined by economic laws and patterns characteristic of this type of systems.

For each specific organization systems of a higher order appear in the form of a certain environment, consisting of economic and government management bodies; market, domestic and foreign competitors, media and infrastructure.

Strategic planning by organizations is based on the following provisions:

First position

Organizations are complex socio-economic systems that are characterized by a number of features:

a) Organizations are created to achieve certain goals;

b) Availability of certain resources and their transformation into material goods;

c) Comparison of the costs of production and use of goods with the results of activities;

d) The complexity of the internal environment of the organization;

e) Multi-criteria management tasks;

f) Greater dynamism of the processes occurring in the system;

g) The need to manage the organization, for which a special governing body is created with a specific function and organizational structure. A system of approved standards for monitoring their compliance.

Second position

Organizations are open systems that are influenced by multiple environmental factors. Therefore, the effectiveness of an organization, and its strategy, are largely determined by its adaptive capabilities.

Third provision

The strategies of organizations are in many ways unique, therefore, there are no universal solutions for all occasions, there are no standard sets of rules, and the procedure for solving strategic problems.

The planning methodology is based on the following principles:

Reasonable and conscious choice of goals and strategies for the development of the organization;

Constant search for new forms and types of activities to increase the competitiveness of the organization;

Ensuring consistency between the organization and the external environment, managing and controlled by the subsystems and elements of the organization;

Individualization of the strategy, where each organization has its own characteristics, due to the existing composition of personnel, material and technical base, culture and other features, therefore, the development of strategies should be carried out taking into account these features;

A clear organizational separation of strategic planning tasks from operational planning tasks.

9. Methods of strategic planning

Allocate two main planning methods - balance sheet and normative.

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.

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 validity period (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. The norm is a scientifically grounded measure of the necessary resource consumption 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.

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 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.

10. Conclusion

All over the world it is customary to start a business with strategic planning. Strategic planning is also currently used in Russia, but its essence boils down to one thing: "our strategy and everything connected with it should be profitable." But it’s not clear where the consumer and the environment go. Such questions are not often asked in Russia.

Reducing strategy to profit is not strategic planning as it should be - it is simply a statement of the fact that the whole world is already considered a secondary strategy.

Leaders must understand that making a profit is like building a house once and not renovating it. Here it is and everything, also with a profit, here it is, and what will happen next, where to go is no longer important, maybe it will be taken out. When starting a business, you always need to see what to strive for, what goals can be achieved. All firms in the West have been operating on this principle for a long time and bring their knowledge on this topic to Russia, trying to teach our leaders to carry out strategic planning.

All this is required by every investment firm, and she knows where to invest money so that they bring profit. Therefore, the top echelon of the enterprise should always carry out strategic planning of its activities.

11. List of used literature

1. Petrov A.N. Enterprise strategic planning: tutorial.-SPb .: Publishing house SPbUEF, 1993

2. Gusev Yu.V. Enterprise Development Strategy .- SPb .: Publishing house SPbUEF, 1992.

3. Ansoff I. Strategic management.-M .: Economics, 1989

4. King U., Klilawed D. Strategic planning and economic

politics. M., 1988

5. Karloff B. Business strategy: concept, content, symbols M., 1991

6. USA: state and market / A. Parkansky, S. Dubinin et al. M., 1991

Introduction

I. Planning as a function of enterprise management (the basics of strategic planning)

II. Strategic planning methodology

Conclusion

Introduction

In the late 1960s, the economic environment in many industrialized countries changed significantly. As the crisis intensified and international competition intensified, forecasts based on extrapolation began to diverge more and more from real figures, while the most typical phenomenon was the setting of optimistic goals, with which the real results did not agree. The top management of the firm usually assumed that the results of operations would improve in the future, but often the enterprise did not reach the planned results of operations. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition. The crystallization of the fundamental elements of the concept of strategic planning is largely associated with the search for ways to overcome the limitations of the long-term planning system, which clearly manifested itself in the uncertainty of the parameters of general economic development. In the system of strategic planning, there is no assumption that the future must necessarily be better than the past, and the premise of the possibility of studying the future by extrapolation is rejected. Actually, managers' different understanding of the role of external factors is the main difference between long-term extrapolative planning and strategic planning. At the forefront of strategic planning is the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, we can say that the purpose of strategic planning is to improve the response of the enterprise to the dynamics of the market and the behavior of competitors.

I. Planning as a function of enterprise management (Fundamentals of strategic planning)

1.Strategic planning concept

Planning is the process of determining goals, strategies, and measures to achieve them for a certain period of time, based on assumptions about the future probable conditions for the implementation of the plan.

Strategic planning is one of the management functions, which is the process of choosing the goals of an organization and ways to achieve them. Strategic planning provides the basis for all management decisions, organizational functions, motivation and control are focused on the development of strategic plans. The dynamic process of strategic planning is the umbrella under which all management functions are sheltered, without taking advantage of the advantages of strategic planning, the organization as a whole and individuals will be deprived of a clear way of assessing the purpose and direction of the corporate enterprise. The strategic planning process provides a framework for managing the members of an organization. Projecting all of the above on the realities of the 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.

Requirements for the strategic plan

The strategy is a detailed, comprehensive, comprehensive plan. It should be developed from the perspective of the entire corporation rather than a specific individual. Rarely is the founder of a firm able to afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs. 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. In addition, the strategic plan gives the firm a certainty, personality that allows it to attract certain types of employees and helps sell products or services. Strategic plans must be designed in such a way that they not only remain coherent over time, but also remain flexible. The overall strategic plan should be 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.

2.Strategic planning process

The strategic planning process is a tool that helps in making management decisions. His task is to ensure innovation and change in the organization to a sufficient extent.

Each leader should have an idea of how strategic planning should be carried out (Fig. 1).

Rice. 1. The process of strategic planning.

Organization missions

The planning process in the company begins with the definition of the initial goals of its development and activities, the development of which many companies put the goals-missions (Fig. 1). In essence, mission goals, or main strategic goals, are a vision of what a company should be like or what it should fight for. They should reflect the interests of all groups of influence (shareholders, managers, employees and workers, suppliers, banks, government agencies, local governments, public organizations, etc.). Mission objectives should emphasize the social importance of the company and serve as a means of consolidation and motivation of the company's personnel. The interests of stakeholders and organizations (influence groups) are also taken into account when developing the initial goals of the company.

Rice. 2. Development of goals for the company

Organization goals

Organizational goals (corporate) are the endpoints of the organization's mission statement that it strives to achieve.

Company-wide goals are subdivided into:

General (global) developed for the firm as a whole:

a) reflect the concept of the firm;

b) developed for the long term;

c) determine the main directions of the company's development programs;

d) must be clearly articulated and linked to resources;

e) ranking goals based on priority.

Specific goals are developed within the framework of general goals for the main activities in each production unit of the company and are expressed in quantitative and qualitative indicators (profitability, rate of return).

Goals should be specific and measurable. By expressing their goals in concrete, measurable forms, management creates a clear reference point for subsequent decisions and assessments of progress.

The specific forecast horizon is another characteristic of effective targets. Goals are usually set for long or short periods of time. The long-term goal has a planning horizon of approximately five years. The short-term goal in most cases represents one of the organization's plans that should be completed within a year. Medium-term goals have a planning horizon of one to five years.

The goal must be achievable - to serve to improve the effectiveness of the organization.

To be effective, the organization's multiple goals must be mutually supportive — that is, the actions and decisions needed to achieve one goal must not interfere with the achievement of other goals.

Objectives will only be an important part of the governance process if top management articulates them correctly, then effectively institutionalizes them, communicates them, and stimulates their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to the extent that those goals reflect the values of the leadership and the realities of the firm.

Assessment and analysis of the external environment

Evaluation and analysis of the external environment is the process by which the developers of the strategic plan control factors external to the organization in order to determine the opportunities and threats to the firm.

After establishing its mission and goals, the company's management begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:

· assessment of changes affecting various aspects of the current strategy;

· identification of factors that pose a threat to the current strategy of the firm;

· control and analysis of competitors' activities;

· identification of factors that represent more opportunities for achieving general corporate goals by adjusting plans.

.Economic forces. Certain factors in the economic environment must be constantly diagnosed and evaluated because the state of the economy affects the goals of the firm. These are inflation rates, international balance of payments, employment levels, etc. Each of them can pose either a threat or a new opportunity for the enterprise.

.Political factors. The active participation of entrepreneurial firms in the political process is an indication of the importance of public policy for the organization, therefore, the state should follow the regulations of local authorities, the authorities of the subjects of the state and the federal government.

.Market factors. The market environment is a constant threat to the firm. Factors influencing the success and failure of an organization include income distribution, the level of competition in the industry, changing demographic conditions, and ease of market penetration.

.Technological factors. Analysis of the technology environment can at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communications technology. The head of any firm must be careful not to be exposed to shock of the future destroying the organization.

.Competition factors. Any organization should investigate the actions of its competitors: analysis of future goals and assessment of the current strategy of competitors, an overview of the premises in relation to competitors and the industry in which these companies operate, an in-depth study of the strengths and weaknesses of competitors.

.Factors of social behavior. These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and national minorities in society, the movement to protect consumer interests).

.International factors. The management of firms operating in the international market must constantly assess and monitor changes in this wider environment.

Thus, the analysis of the external environment allows an organization to create a list of the dangers and opportunities that it faces in this environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potentialities and weaknesses of the organization.

Management survey of strengths and weaknesses

Successful strategy selection requires determining whether the firm has the internal strengths to take advantage of external opportunities, as well as identifying internal weaknesses that can complicate the problems associated with external hazards. Explore the five interior areas:

1.Marketing is a type of human activity aimed at meeting needs and demands through exchange (according to Kotler).

market share and competitiveness;

variety and quality of the product range;

demographic statistics (in terms of goods and services);

research and development of new markets and products;

pre-sales and after-sales service;

profits (should be - otherwise there is no sense).

.Finance (audit and reallocation of funds). The main task of financial management is to provide financial support for the implementation of corporate strategy. The best strategy can fail if there is not enough money to carry it out.

.Operations (production). The type of production system influences strategy to a greater extent. There are four types of production systems:

a) Single and small-scale production, where one or a small series of identical products is produced at the same time;

b) Mass production, involves the manufacture of a large number of identical products;

c) Serial production, characterized by the manufacture of large series of the same type of products;

d) Continuous production uses automated equipment that works around the clock for continuous production of the same product in large volumes.

.Human resources

.Culture and image (image) of the company. Culture - the prevailing customs, mores and expectations of the firm. Image is the impression that a company creates with the help of employees and clients in public opinion.

Analysis and selection of strategic alternatives

Based on the available strategic data base, forecasts and assumptions, the company begins to select strategic alternatives for its development.

There are four types of alternatives:

·Height;

· Limited growth;

·Reduction;

· A combination of the three previous alternatives in varying proportions.

The growth strategy assumes annual growth of the main indicators of the organization. It is most often used by enterprises in dynamically developing sectors of the national economy, with rapidly changing technologies, as well as enterprises seeking diversification (wide penetration into new areas of activity). It happens that firms cannot withstand rapid and short-term growth, and go bankrupt, so most firms adhere to a limited growth strategy, expanding their activities taking into account the real possibilities of the achieved level and external efforts. This is the least risky course of action.

Limited growth. Targets are set as in the previous period plus inflation. Static industries with static technology, management does not like change and risk.

Strategic reduction is expressed in the fact that the results of the firm's work in the planning period are assumed to be lower than in the previous period. This strategy is applied when it comes to the fundamental restructuring of the organization. And if short-sighted leaders try to restructure the organization's activities while maintaining the same growth, then the results are usually negative.

The reduction is carried out in different ways:

· complete liquidation of the company and the creation of a new one in its place;

· getting rid of unnecessary elements;

· narrowing the scale of the firm, its activities with a simultaneous reorientation (this strategy is chosen by firms if things are going badly or it is necessary to hide income).

The combination of the three types of strategy is practiced by firms operating simultaneously in different industries with different technological and economic conditions.

Choosing a strategy

To make effective strategic choices, senior executives must have a clear, shared vision of the firm and its future. The strategic choice must be definite and unambiguous.

The strategic choices made by managers are influenced by a variety of factors. Here is some of them:

· Risk. He is a factor in the life of the company, but a high degree of risk can destroy the company;

· Knowledge of past strategies. Often, consciously or unconsciously, management is influenced by past strategic alternatives chosen by the firm;

· Reaction to owners. Quite often, shareholders limit management flexibility in choosing a particular strategic alternative;

· Time factor. It can contribute to the success or failure of an organization. The implementation of even a good idea at the wrong time can lead to the collapse of the organization.

While the choice of overall strategy is both a right and a responsibility of senior management, the final choice has a profound impact on the entire organization. Therefore, the decision must be thoroughly researched and evaluated.

Strategy implementation

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of strategy implementation are: tactics, policies, procedures and rules.

A tactic is a short-term action plan aligned with a strategic plan. In contrast to the strategy, which is more often developed by senior management:

tactics are developed by middle managers;

tactics are more short-term than strategy;

the results of the tactics appear much faster than the results of the strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviations from the main goals of the organization in making day-to-day management decisions. It shows the acceptable ways to achieve these goals.

After the organization's policy has been developed, management develops procedures based on previous decision-making experience. The procedure is used with frequent repetition of the situation. It includes a description of the specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is appropriate, management develops rules. They are used to ensure that employees perform their duties accurately in a given situation. The rules, in contrast to the procedure, which describes a sequence of repetitive situations, are applied to a specific single situation.

Thus, strategy, tactics, forecasts, rules, procedures and assumptions are the basis on which the planning process can be carried out.

Strategy evaluation

Evaluation of the strategy is carried out by comparing the results of work with the goals. To be effective, assessment must be carried out in a systematic and continuous manner, and the process must be designed to cover all levels from top to bottom. When evaluating the strategic planning process, five questions should be answered:

.Whether the strategy is internally consistent with the organization's capabilities;

.Does the strategy involve an acceptable degree of risk;

.Does the organization have sufficient resources to implement the strategy;

.Does the strategy take into account external dangers and opportunities;

.Is this strategy the best way application of the firm's resources.

At the same time, a number of qualitative (ability to attract highly qualified managers, deepening market knowledge) and quantitative (market share, profit, stock price, staff turnover, absenteeism) criteria are assessed.

Assessment of the structure. Strategy defines the structure. It is necessary to check whether the structure of the organization is conducive to the achievement of its objectives. You cannot simply impose a new strategy on the essential structure of an organization.

3.Types of strategic planning

There are the following types of strategic planning:

Long-term (long-term) planning. Since the development of plans goes from the future to the present, plans designed for a shorter period become an integral part of the 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.

II Strategic planning methodology

1.Strategic planning methodology system

The methodology of any science is an organic unity of general worldview, general methodological principles, general scientific methods of cognition and specific, private methodology.

The strategic planning methodology is based on four levels of knowledge:

General philosophical level - a set of views, knowledge about the phenomena of the surrounding world (philosophy, cultural studies, mathematics; systems theory; organization theory; political science);

General scientific level - which gives an understanding of general approaches, principles, forms of organization, systems (cybernetics; organization theory, systems theory, observation, analysis and synthesis, etc.);

The specific methodology of sciences - forms the aggregate knowledge about management in socio-economic systems (macroeconomics; law; sociology; statistics, management, etc.);

Methodology, methodology and technology of strategic planning - the science of strategic planning, which is closest to practical activities, and is designed to implement the achievements of other sciences.

The system of strategic planning methodology is the scientific basis for the development of a system of forecasts, projects, programs and plans.

For each specific organization, systems of a higher order appear in the form of a certain environment, consisting of economic and government management bodies; market, domestic and foreign competitors, media and infrastructure.

Systemic organization model

Strategic planning by organizations is based on the following provisions:

First position

Organizations are complex socio-economic systems that are characterized by a number of features:

a) Organizations are created to achieve specific goals;

b) Availability of certain resources and their transformation into material goods;

v) Comparison of the costs of production and use of goods with the results of activities;

G) The complexity of the internal environment of the organization;

e) Multi-criteria management tasks;

e) Great dynamism of the processes taking place in the system;

Second position

Third provision

2.Principles of strategic planning methodology

Planning principles should be understood as an objective category of planning science, which acts as the starting fundamental concept expressing the cumulative effect of a number of development laws as an object of planning, and determining the tasks, direction and nature of drawing up, the possibility of fulfilling planned tasks, as well as checking their implementation.

Strategic planning is the central element of the management system of a society, a company; for it, four general principles of management are also generally valid, which include:

.The principle of the unity of economics and politics with the priority of politics. The content of this principle is a requirement. According to which, the developers of forecasts, strategic programs and plans should proceed from the goals of the policy, planned for implementation by the relevant subjects of management. Politics is nothing more than an organizationally formed system of interests of the corresponding communities of people. It expresses their attitude to each other and to the state, the direction of its activities in the direction that allows them to realize these interests. In the system of interests, economic interests occupy a central place, they are decisive in comparison with all others, and in this sense, politics cannot but be a concentrated expression of the economy. At the same time, for the unhindered development of the economy, appropriate political conditions are needed, a state with all its institutions and authorities is needed. Therefore, politics acts as a guiding channel within which the economy of any country functions. Consequently, without the priority principle of policy in managing the economy, the latter cannot develop successfully, which determines the relationship between economics and politics. At the micro level, commercial owners form a policy that determines the direction of their development, the distribution of financial performance in accordance with their interests.

.The principle of the unity of centralism and independence. The essence of this regularity of strategic planning lies in the fact that drafts of decisions prepared by regulatory bodies in the form of forecasts, strategic programs and plans, on the one hand, should be based on information about the intentions of economic entities, taking into account their interests, and on the other hand, to ensure an impact on them in the direction necessary for society. Within the framework of the firm, corporations, centralism and independence in strategic planning find their concrete application in providing their affiliates with the maximum possible freedom in economic activities, incl. and in planning, but within the framework of the overall strategy of the firm, the corporation.

.The principle of scientific validity and effectiveness of management decisions means the need to take into account the following requirements in the process of drawing up them:

a) the operation of the entire system of laws of the development of society, which determine the content and direction of individual elements and areas of activity. When developing forecasts, projects of strategic programs and plans, their compilers should proceed from the essence, content and forms of manifestation in practical activity and the economic laws of the market economy, and the laws of the development of social relations, and the laws of the development of science and technology;

b) deep study and practical use in the planned work of the achievements of modern domestic and foreign science and technology, in order to timely implement the restructuring of the economy. Materialization in economic practice of the most important directions of scientific and technological progress, greening production, ensuring its social orientation, as well as a high level of intensification and efficiency;

c) on the basis of the widespread use of economic instruments, orient firms and corporations towards timely technical armament, design and renewal of production, susceptibility to scientific progress. Fast response to the constantly changing needs of society;

d) ensuring in the process of strategic planning the organic unity of strategic and tactical plans, programs and forecasts;

e) increasing the degree of reliability of planning and accounting information, which is an information base for calculating indicators of forecasts, strategic programs and plans;

f) continuous improvement of the technology for the development of all planning documents;

g) ensuring the comprehensive use of all other elements of the strategic planning methodology.

.The principle of combining general and local interests with the priority of interests of a higher rank and the stimulation of personal and collective interest in the implementation of managerial decisions. This principle means: firstly, the objective need for organic coordination of the interests of various classes, social strata, collective commercial organizations and individual workers into a single system and ensuring in the management process the strategic goals of programs and draft plans, as well as the preparation of measures that contribute to their achievement; secondly, when regulating the reproduction processes occurring in the national economy with the help of federal and regional targeted, comprehensive strategic programs and plans, to solve these problems proceeding from the priority for all members of society of the interests of strengthening its security and other common human values; third, the creation of economic incentives through a system in the form of various forms of wages, bonuses, tax and credit benefits, provision of the necessary material resources, personal collective interest of workers in the successful fulfillment of planned targets. Inconsistency of interests of business entities, inside labor collectives, does not allow to manage economic and social processes, to achieve the designated goals, and the lack of economic incentives for people's labor activity leads to low labor efficiency, to the destruction of the economic system itself.

Conclusion

Strategic planning has established itself as one of the most powerful tools modern management... It is on the management of all levels that the task is to do everything possible to ensure the optimal option for future development and not to be sucked into the maelstrom of failures. The authorities that manage the economy simply need to foresee the course of the development of privatization and demonopolization, the results of the formation of various forms of ownership, the consequences of the technological renewal of production, etc.

The strategic plan gives the enterprise certainty, individuality, which allows it to attract certain types of workers, and, at the same time, not to attract workers of other types. This plan opens up a perspective for the enterprise that guides its employees, attracts new employees, and helps sell products or services. Finally, strategic plans must be designed to not only remain consistent over long periods of time, but also be flexible enough to be modified and reoriented as needed. The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, realizing that a conflicting and constantly changing business and social environment makes constant adjustments inevitable.

The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, realizing that a conflicting and constantly changing business and social environment makes constant adjustments inevitable.

Organization planning and success. Some organizations, as individuals, can achieve a certain level of success without spending a lot of effort on formal planning. Moreover, strategic planning alone does not guarantee success. Just as a superbly engineered car cannot move if it is fueled with poor quality gasoline, an organization that makes strategic plans can fail because of mistakes in organization, motivation, and control. However, formal planning can create a number of important and often significant benefits for an organization. The current pace of change and increase in knowledge is so great that strategic planning seems to be the only way to formally forecast future problems and opportunities. It provides senior management with the means to create a long-term plan. Strategic planning also provides a basis for decision making. Knowing what the organization wants to achieve helps clarify the most appropriate courses of action. Formal planning helps reduce risk in decision making. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or inaccurate information about the organization's capabilities or about the external situation. Planning, as it serves to formulate established goals, helps to create unity of common purpose within the organization. Today, strategic planning is becoming the rule rather than the exception.

strategic planning enterprise management

Bibliography

Petrov A.N. Strategic planning of enterprise development: textbook.-SPb.: Publishing house SPbUEF, 1993
Gusev Yu.V. Enterprise Development Strategy .- SPb .: Publishing house SPbUEF, 1992.
Karloff B. Business Strategy: Concept, Content, Symbols M., 1991
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The scientific basis for strategic planning is the planning methodology. The strategic planning methodology is a tool for studying the potential for practical application of laws that establish economic development; development of techniques for solving strategic planning issues and methods of their practical implementation.

The strategic planning methodology considers:

1) methodological approaches;
2) methodology;
3) methods of strategic planning.

The methodological approach is an integral direction of application of logic, principles, and methods of strategic planning in the development of forecasts, strategic programs and plans of all levels and interests.

Strategic planning does not reject the use of general methodological approaches to planning, but introduces amendments determined by the strategic planning function, such as:

1) a systematic approach;
2) self-developing interactive planning scheme;
3) the concept of a self-learning adaptive planning system.

Reactivism is an orientation toward the past. When using reactive planning, the development of the plan is implemented on the basis of the results achieved in the previous period. The planning procedure will be carried out according to the “bottom-up” scheme, and the leadership and management of this process is carried out “from the top-down”.

The advantage of a reactive approach to planning is the consideration of previous experience, as well as the continuity of planning decisions. The disadvantages of reactive planning include:

1) mismatch between the structural elements of planning systems;
2) a decrease in the overall performance of the economic activities of enterprises;
3) - bureaucracy of management systems;

Inactivism is a focus on the present. With inactive planning, there is a desire to maintain the existing position of economic structures. The disadvantage of an inactive approach to planning is the lack of innovation, the inability to adapt to changes in the environment.

Reactivism is a future orientation. Planning consists in forecasting future transformations of the external environment and internal activities of planning subjects. The procedure of this type of planning is implemented "top-down".

The disadvantage of a preactive approach to planning is the little use of existing experience and the overuse of methods for studying future periods. The planning methodology is based on "designing" the desired future and exploring ways to build it.

Interactive planning is closer to the ideal than to the practical model of management and planning, since the method of planning the future is narrowed not by its design, but by adaptation, the effective adaptation of business entities to the circumstances of the future.

In order to formulate the best development plan that takes into account and uses all modifications of the environment, an "optimization" approach is used. The methodology of the optimization approach to planning, aimed at finding the best solutions, is in many ways similar to the preactive approach.

The use of methodological approaches allows the inclusion of strategic planning in the general comparative scheme of planning types (table 1) and the classification structure of planning systems (table 2).

Table 1. Main types of planning

Planning type				Funds	Orientation
Tactical			are selected	are selected	inactivism
Operating				are selected	reactivism
Regulatory	are selected	are selected	Are selected	are selected	interact
Strategic		are selected	are selected	are selected	preactivism

Table 2. Classification of planning systems

Classification attribute	Planning system type	Note
General planning orientation	Interactive planning Preactive planning Inactive planning Reactive planning
Planning time horizon	Long-term planning (long-term or strategic) Medium-term planning (tactical) Short-term planning Operational planning	10-15 years old up to 5 years old 1 year, 0.5 years, 3 months. week, day, hour
Centralization of planning functions	Centralized planning Decentralized planning	Characterized by a hierarchy of functions Independence in decision making
Targeting of plans	Normative planning Strategic planning Tactical planning Operational planning
Planning technologies	Discrete planning Rolling (continuous) scheduling	Plans for a certain period of time Transition plans are formed
Character functional links	Integrated planning Local planning	Vertical or horizontal coordination of plans Plan autonomization
Planning methodology	Functional planning Situational planning	Assumes the traditional development of plans in the context of management functions. Development of potential development scenarios and a system of alternative plans is foreseen.
The nature of the planned indicators	Directive planning Indicative planning	The plans are mandatory, the implementation is monitored The plans contain the most important items and indicators, which are mainly advisory in nature
Planning object	General planning Planning at the business unit level	The plan covers all activities in general The scope of the plan is limited to the structural unit

In strategic planning, goals are understood as the desired state or the results of the functioning of the planning object at a given point in time. Objectives are goals, the achievement of which is desirable for a set period of time within the period of strategic planning. The objectives must be feasible during the planning period. An ideal is a goal that is impracticable to achieve, but to which one should strive.

In strategic planning at the macro level, the goals and objectives are in the concept of the socio-economic development of the state. For the subjects of the microeconomic degree, the unity of goals and missions constitute the concept of the development of the subjects, the preference for the established strategy.

In tactical planning, it is assumed the choice of tactical tasks and means of achieving them within the boundaries of a known strategy and ideal. Operational planning is the selection of the means to achieve the set goals. Normative planning is defined by maximum freedom in planning.

The concept of strategic planning within the framework of a systematic approach uses the following possibilities:

1) a system-integrated approach;
2) system-program approach;
3) system-multiplier approach;
4) system-normative approach;
5) the approach of the systemic mode of economy;
6) the system-dynamic approach.

The systemic-integrated approach is the concretization and application of the systems approach to social systems (complexes). Each complex is a complex system and as a component of a higher-level system.

Such components used in unity include:

1) elemental;
2) structural;
3) functional;
4) target;
5) resource;
6) integrative;
7) communicative;
8) historical aspects.

The system-program (program-target) approach is the concretization and application of a systematic approach to solving local scientific, technical, economic, environmental "other tasks of strategic planning objects. Features of the system-program approach: the integrity of the target orientation, the complexity of activities, the certainty of the timing of implementation, targeting and source of resources.

In the course of the practical implementation of the approach, it is necessary to ensure:

1) scientific definition of the goal or system of goals of the planned system;
2) development of alternative variations of goal achievement;
3) establishing the volume and structure of resources;
4) development of a model for the functioning of the planned system;
5) search for preference criteria from the available basic solutions.

System-multiplication approach (multiplication - multiplication) - concretization and application of a systematic approach to the study of processes combined with the appearance and multiplication of effects.

System-normative approach - concretization of a systematic approach to strategic planning of requests of planning subjects to its objects for the best use of resources. The approach will be implemented in three courses:

1) the definition of social guidelines (the development in strategic plans and programs of targeted indications to achieve a specified degree of state of the social system);
2) application of the system of norms in production management and in other areas.

Development and application of a system of standards. A norm is an element-by-element component of a norm that determines the degree of use of a resource or its specific expenditure per unit of measurement. Economic standards reproduce social requirements for the results of activities and determine the required level of resource use at the end result or establish relations for the distribution of the results of activities (depreciation charges, tax rates, management standards).

Systemic - economy mode approach - concretization and application of a systematic approach to research, development and substantiation of measures that ensure the fulfillment of the requirements of the law of economy in all areas of activity. The approach is used with the aim of developing measures and defining tasks for saving, replacing some resources with others, obsolete technologies with new ones. The saving mode corresponds to such a decrease in costs, where they are reduced by a unit of useful effect, i.e. unit costs.

The central directions of this approach are reducing the costs of fixed and working capital, saving living labor, natural resources, saving in the course of the circulation and use of goods and non-productive assets, saving time off work.

The system-dynamic approach is a concretization, concretization and application of a systematic approach to the study, development of measures to speed up the development of strategic planning objects, and the growth of quality characteristics.

An important part of the strategic planning methodology is the planning logic. The planning logic is an ordered sequence, mutual consistency and justification of procedures related to the intersection of any strategic planning problems.

The main structural elements of the logic of strategic planning:

1) finding and expressing the goal or system of goals of the subject of strategic planning in the planning period;
2) consideration of the starting level of development of the object of strategic planning in the period preceding the planned one, analysis of the parameters of the achieved level and its structure by the beginning of this period;
3) establishment of the structure and volume of the needs of society in the planning period;
4) detection of the volume and structure of resources at the beginning of the planning period and again formed in the planning period;
5) coordinating, balancing the needs and resources of socio-economic subsystems of different levels by overcoming temporary contradictions, inconsistencies between them on the basis of scaling, ranking, needs and preparation of management decisions in the form of strategic forecasts, programs and plans.

The first element of logic will be realized in the course of drawing up programs, plans of subjects of strategic planning. The second element of the logic of strategic planning (consideration of the initial degree of the object of strategic planning) is determined by the state of resource capabilities of economic entities and the impact of reproduction factors on the subject in the preplanned period. The third element of the logic of strategic planning is the study of the volume and structure of the needs of society and its subsystems in the planning period.

The fourth element of the logic of strategic planning is the resources of society. The resources of a society are its capabilities: natural resource, labor, scientific and technical, economic, social, spiritual, foreign policy:

The fifth element of the logic of strategic planning is the coordination of resources and needs, bringing them into the best possible match with each other. At this stage, scaling, ranking of needs according to the criterion of maximum importance, the allocation of a system of priorities in meeting needs are carried out. Based on the correspondence between needs and resources, forecasts and strategic plans can be developed.

The logic of strategic planning is based on a number of positions. The planning principle is an objective category that formulates the general action of the laws of development and determines the tasks, directions and potentials of the implementation of strategic programs, projects and plans.

The first principle of planning is continuity, it manifests itself in the continuity of plans, correcting plans with the transformation of internal and external conditions.

The second principle is unity, it is assumed the systemic nature of planning and implementation through coordination (determination of functional interactions of one level of management) and integration (inter-level coordination of plans).

The third principle - planning flexibility - is the modification of the direction of plans depending on internal and external circumstances.

The fourth principle is the integrity of economics and politics. Planning documents are analyzed in the role of socio-economic, organizational, technical and political decisions. The fifth principle - the integrity of centralism and independence is contained in the fact that the projects of strategic decisions of state governing bodies take into account the interests of economic entities that can autonomously conduct economic activities.

The sixth principle is the scientific soundness and effectiveness of strategic programs. The principle is expressed in the following:

1) practical application in planning the achievements of progress with the aim of restructuring the economy, greening production, supplying its social aspiration, a significant level of tension and labor productivity;
2) quick response to the transforming needs of society;
3) increasing the level of accuracy of planning information for drawing up and calculating strategic plans;
4) improvement of technologies in the development of plans.

A set of methods, or strategic planning methodology, is part of the strategic planning methodology.

Under strategic planning method they understand the specific method (technique) by which any planning problem is solved, the numerical values of the indicators of forecasts, strategic programs and plans are calculated. Strategic planning methodology is a set of methods, techniques for developing, substantiating and analyzing forecasts, strategic programs and plans of all levels, as well as a system for calculating planned indicators and their mutual linkage.

Drawing up a plan implies, first of all, solving various problems that reveal the differences between the actual and the desired state of the planning object. Different planning methods are used depending on the nature of the problem.

There are the following planning problems:

1. Standard. Such problems are well structured, the connections are strictly defined, that is, a change in the cause leads to an unambiguous change in the result. An example of a problem is the calculation of the amount of materials for the production of goods on the existing equipment with the available human resources.
2. Structured. The correlation between the cause and the result in such problems is quite close, that is, a change in the cause is reflected in the result, as a rule, with a certain interval "from and to" (an increase in labor productivity depending on the capital and power supply).
3. Weakly structured problems. In such problems, the connection between cause and effect is weak, since other factors affect it. This is reflected in the change in the result in a very wide range of values "from and to" (for example, the implementation of a demographic policy to increase the birth rate).
4. Unstructured. In this case, connections can be established only on the basis of logical analysis (for example, the development of science in the long term).

Differences in the degree of structuring of problems cause differences in the applied methods of strategic planning. These include: expert (evaluative) methods, methods of socio-economic analysis, methods of direct engineering and economic calculations, balance method, economic-mathematical methods and models, methods of system analysis and synthesis.

Expert (evaluative) methods also called heuristic, or methods expert assessments... This is a complex of logical and mathematical procedures aimed at obtaining information from specialists, its analysis and generalization in order to prepare and develop rational decisions in planning and forecasting.

Expert assessment methods can be divided into individual and collective. They differ in that in the first case, the individual opinion of all members of the working group is revealed, regardless of the others, and in the second, a collective decision is developed when working in a group.

1. Individual: questionnaire survey methods, in-depth interviews and the Delphi method. The main advantage of individual methods is the ability to deeply study the issue with each of the experts without pressure from their side. Their disadvantage is subjective assessment.

Questionnaire- collection of opinions (orally or in writing) in the form of answers to questions on a particular problem, followed by statistical processing of questionnaires by specialists.

In-depth interview- a method in which the questions asked do not imply a simple answer "yes" or "no", but require a detailed answer. An in-depth interview is conducted according to a pre-planned plan in the form of informal negotiations.

Delphi method(method of the Delphic oracle) involves an interactive survey procedure. At the same time, it is necessary to observe the absence of communication between experts and the anonymity of assessments. The procedure includes several stages of questioning specialists with the provision of assessment results after each stage. The results of the survey are processed at each stage, common patterns and differences in assessments are identified, and the transition to the next stage is carried out.

2. Collective. These are methods: a) business games; b) meetings;
c) brainstorming and d) judgment. Their main advantage lies in the multilateral study of the problem. Their disadvantages: difficulties in organizing the procedure for obtaining expert opinion and in forming a group opinion on individual judgments, as well as the danger of suppression by the authority of the rest of the group members.

Business game method based on simulation of functioning social system management when performing operations aimed at achieving the set goal. Unlike other collective methods, business games involve the active activity of an expert group, each member of which is assigned a certain responsibility in accordance with pre-compiled rules and a program.

Meeting method(commissions, round table) involves a meeting or discussion to develop a common opinion or solution to a problem. During the meeting, the members of the working group can not only express their opinions, but also criticize the opinions of others.

Brainstorming method(brainstorming) is based on the collective generation of ideas, that is, expressing opinions free from criticism about the solution of the problem, followed by the selection of the most valuable ones and the development of an appropriate solution.

Court method is a kind of the consultation method and is implemented by analogy with the trial. The defendants are selectable solutions, the judges are decision-makers, and the roles of prosecutors and defenders are members of the expert group. When conducting such a "trial", certain decisions are rejected or made.

It is advisable to use expert methods when solving mostly unstructured and semi-structured problems.

Socio-economic analysis method is a comprehensive study of socio-economic reality, internal connections between phenomena and their mutual dependence in order to determine progressive development trends and production opportunities, as well as social relations.

The analysis uses such working methods as comparison, selective study of the work of large objects of strategic planning, groupings, chain statements, calculating balance differences, indices, calculating regression and correlation coefficients, the method of principal components, etc. Methods of socio-economic analysis are used when solving problems of all classes.

Methods of direct engineering and economic calculations are used in the design of production growth at enterprises - the calculation of market needs for a given type of product and the possibilities of its production. In industrial enterprises, such calculations cover: improving the use production facilities, raw materials, materials, fuel, energy, labor resources (personnel); reduction of production costs, etc.

A special place among the engineering and economic calculations used in strategic planning is occupied by calculations economic efficiency production, investment, profitability of securities, used credit resources, currency conversion and interest growth (simple and complex), etc.

Engineering and economic calculations are often based on a system of norms. In this case, the following are used:

1. Norms for the use of fixed assets.
2. Norms of use working capital(raw materials, materials).
3. Rates of labor input and labor intensity of products (production rates, rates of use of working time).
4. Standards for the organization of production processes (time spent on repairing equipment, the formation of stocks of raw materials, materials, etc.).
5. Norms of product quality (content of useful substances in the product, indicators of reliability and durability, etc.).
6. Specific capital investments. Rates of return on capital expenditures, etc.
7. Rates of production and circulation costs, rates of profitability.

Engineering and economic calculation methods are widely used to solve standard and structured problems.

Under balance method strategic planning is understood as a set of techniques used to ensure the linkage and agreement of interdependent indicators. The purpose of these techniques is to achieve a balance (equilibrium) between indicators.

The balance method is an important tool for analyzing and forecasting the development of the national economy. With its help, it is possible to identify the directions of movement of material and financial flows in the country, determine material and cost proportions in the economy, simulate their quantitative parameters for the future, get an idea of the state of equilibrium of the socio-economic system, calculate the necessary increase in various factors of production in order to create material basis to meet the market needs for material goods and services. The balances used by the firm also make it possible to judge its available production capacities, their dynamics in the forecast period, the degree of utilization; plan the production of the firm's products in marketing monitoring; to get a clear idea of the resources of the fund of working hours of equipment and production facilities and its (equipment) use in production, as well as of the fund of working time of personnel, its structure and directions of saving; prepare the planned budget of the company; solve other problems.

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. When compiling them, both balance sheet and other methods of strategic planning are used. The balance method is widely used in solving problems of all types of structuring.

Economic and mathematical methods are specific techniques for analyzing socio-economic systems, economic equilibrium, forecasting economic growth. Economic and mathematical models are of great importance for the practice of strategic planning. The most important economic and mathematical models used in strategic planning are: the system of national accounts, the balance sheet "Input - output", the interindustry balance of production and distribution of products and services, the balance of financial resources and costs, matrix models of the technical financial plan, network models, etc. ...

Economic and mathematical methods and models are applicable to solving standard and structured problems. With the help of linear programming, the tasks of production planning are successfully solved: 1) drawing up an optimal program for the production of products for given labor and material resources; 2) 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.).

Great opportunities are opened up by the use of linear programming in planning agricultural production - for solving the problems of allocating acreage between different crops, rational planning crop rotations, calculating the optimal combination of agricultural production branches, determining the best herd structure, the most effective rations for feeding livestock, etc.

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

Specificity method of system analysis and synthesis consists in the dismemberment, decomposition of economic systems and the processes occurring in them into their component parts and the determination of the leading links on this basis, bottlenecks, key problems perspective development.

The solution of complex problems associated with the development of strategic plans for the development of production systems at various levels is provided by a comprehensive perspective analysis.

An increase in the complexity of the analysis is associated with its direction not only on the functioning of production systems, but also on the achieved level of their structural development.

Based on the analysis of the state of the organization (considered as a result and as an activity aimed at increasing the efficiency of production systems), the initial positions of the new plan are determined.

Comprehensive analysis is inseparable from the synthesis of long-term development problems. Analysis and synthesis are a single methodological whole. The method of systems analysis and synthesis can be used to solve all the problems of strategic planning.

Strategic planning toolkit depends on the object and the planning horizon. There are the following strategic planning tools:

1. The "mind map" method.
2. The "Porter's five forces" model. Structural logic method.
3. Strategic analysis:
1) analysis of the external environment of the organization;
- SWOT analysis;
2) analysis of the internal environment of the organization;
- SNW analysis;
- portfolio analysis;
- scenario planning, etc.

The mind map method(mind map). This technique, developed by T. Buzan, is a special case of the goal tree. The technique is interesting primarily because it allows you to structure the thought process and stimulate step-by-step thinking. This method is almost universal, it can be used in a variety of situations: to clarify an issue, collect information, make a decision. It is best used when new ideas need to be structured - during the planning stage. The method is based on the process of radiant thinking, when the main problem is taken and from it, like from a tree trunk, various ideas related to it branch off.

Porter's five forces is a methodology for analyzing industries and developing a business strategy, developed by M. Porter at Harvard Business School in 1979. The methodology identifies five forces that determine the level of competition, and, therefore, the attractiveness of doing business in a particular industry. The attractiveness of the industry in this context is expressed in its profitability. Accordingly, an unattractive industry is one in which the combination of forces reduces profitability. The most unattractive industry is the one where the market situation is close to "perfect competition". Porter's analysis of 5 forces includes three forces of horizontal competition — the threat of substitute products, the threat of new entrants, the level of competition — and the two forces of vertical competition — the bargaining power of suppliers and the bargaining power of consumers.

Strategic analysis. The analysis of the external environment of the organization should be carried out constantly, since its result is the receipt of information, on the basis of which assessments of the current position of the company are given. This type of analysis gives the organization time to: a) predict opportunities; b) drawing up a contingency plan; c) development of an early warning system in case of possible threats; d) developing strategies that can turn old threats into any profitable opportunities. There are seven areas of threat and opportunity that an organization typically faces. This is economics, politics, market, technology, legal regulation, international status and social behavior.

The state of the economy can influence the goals of an organization. Several factors (including those mentioned above as threats and opportunities) in the economic environment must be constantly diagnosed and evaluated.

SWOT analysis. To conduct environmental analysis, organizations use the so-called SWOT analysis, that is, an analysis of the strengths and weaknesses of the organization, as well as the opportunities and threats emanating from the environment. The same matrices are made for competitors. First compiled common matrix SWOT analysis (Table I). Then the so-called auxiliary matrices are compiled. The information presented in the auxiliary matrices is transferred to the main one and is used to summarize the analysis results. There are two such matrices - the matrix of opportunities and the matrix of threats.

Table 1

SWOT Matrix

In the process of performing a SWOT analysis, it is also recommended to draw up an environmental profile, that is, a table in which environmental factors that have or may have a significant impact on the organization should be noted. Then, for each factor, the degree of its importance for the industry, the degree of influence on the organization, the direction of this influence are determined, and the cumulative degree of impact is calculated for each factor and as a whole.

Analysis of the internal environment of the organization reveals the opportunities and the potential that the firm can count on in the competitive struggle in the process of achieving its goals. It also allows you to better understand the goals of the organization, to more accurately formulate the mission, that is, to determine the meaning of the firm's activities and its direction. It should be remembered that the organization not only produces products for consumers, but also gives work to its employees, provides them with the opportunity to participate in profits, provides social guarantees, etc.

The analysis of the internal environment of the company is carried out in the following areas:

- personnel, their potential, qualifications, interests, etc .;
- management organization;
- production, its organizational, operational and technical and technological characteristics, as well as research and development;
- finance;
- marketing;
- organizational culture.

SNW analysis - This is an analysis of the strengths and weaknesses of the organization, the internal environment is assessed by three values: Strength, Neutral and Weakness. As practice has shown, in a situation of strategic analysis of the internal environment of an organization, it is best to fix the average market state for a given situation as a neutral position. Usually SNW analysis is used for a deeper study of the internal environment of the organization after the SWOT analysis.

Portfolio analysis - it is a tool with which the management of an enterprise identifies and evaluates its economic activities in order to invest in the most profitable or promising areas of it and to stop investments in ineffective projects. At the same time, the relative attractiveness of the markets and the competitiveness of the enterprise in each of these markets are assessed. It is assumed that the portfolio of the company must be balanced, that is, the correct combination of products that need capital for further development, with economic units that have a certain surplus of capital, must be ensured. The purpose of portfolio analysis is to harmonize business strategies and allocate financial resources between the business units of the company. Portfolio analysis in general view is carried out according to the following scheme:

1. All activities of the organization (product range) are broken down into strategic business units and levels are selected for analyzing the business portfolio.
2. The relative competitiveness of individual business units and the development prospects of the respective markets are determined. In this case, the collection and analysis of data is carried out in the following areas:
- - the attractiveness of the industry;
- - competitive position;
- - opportunities and threats to the firm;
- - resources and qualifications of personnel.
3. Portfolio matrices (strategic planning matrices) are built and analyzed, and the desired portfolio of businesses and the desired competitive position are determined.
4. A strategy is developed for each business unit, and business units with similar strategies are combined into homogeneous groups.

Next, management assesses the strategies of all divisions in terms of their alignment with the corporate strategy, weighed the profit and resources required by each division using portfolio analysis matrices. At the same time, business portfolio analysis matrices by themselves are not a decision-making tool. They only show the state of the business portfolio, which should be considered by management when making a decision.

Scenario planning - part of strategic planning related to the tools and technologies that allow you to manage the uncertainty of the future. The essence of the method is to study the external environment of an organization in order to identify predetermined elements and key uncertainties and combine them to formulate alternative scenarios of the future.

Demographic factors (for example, the number of adolescents between 10 and 15 years of age is predetermined in 10 years, since many of them have already been born), as well as political, technological and geographic factors are often pre-determined elements.

Any elements of the external environment that are important for a given organization (for example, the level of government deficit or the size of the market) can act as key uncertainties.

All alternative scenarios must combine the entire set of predefined elements and various outcomes of key uncertainties. Scenario planning considers all scenarios to be equally possible in the future.

An enterprise portfolio, or corporate portfolio, is a set of relatively independent business units (strategic business units) belonging to one owner.