Introduction

Target term paper, identify what factors of the macro environment exist, what role they play in the sustainability of the enterprise. Also consider a number of problems caused by the enterprise, and consider ways to eliminate them.

The relevance of the topic is due to the fact that the modern external environment of enterprises is characterized by an extremely high degree of complexity, dynamism and uncertainty. The ability to adapt to changes in the external environment is a basic condition in business and other areas of life. Moreover, in an ever-increasing number of cases, it is a condition for survival and development.

To achieve the stated research goal, it is necessary to solve the following main tasks:

Define the term macroenvironment and identify its elements.

Find out what are the stages of macro environment analysis.

Conduct an analysis of the impact of the macro environment on the marketing of Starbucks and the market situation as a whole.

The theoretical and methodological basis of the course work was a number of works of domestic and foreign researchers. The work used materials from advertising and marketing literature, thematic materials of periodicals, as well as materials obtained in the course of practical work.

Within the framework of solving the set research tasks, general scientific methods are used in the work, which include descriptive and comparative methods of qualitative and quantitative analysis data and surveillance. Besides, basic method of all work should be considered a sociological method, special attention theoretical foundations which, along with system analysis, is given in the second chapter of this study.

The paper uses terms that correspond to the goals and objectives of the study.

In accordance with the purpose and tasks to be solved, the structure of the course work consists of an introduction, two chapters, a conclusion, a list of references and applications.

Analysis of the company's macro environment

Definition and elements of the macro environment

The external marketing environment of the company is made up of microenvironment and macroenvironment. All without exception, objects, conditions and phenomena that are outside the company's boundaries and have a direct impact on its functioning belong to it.

The macro environment is the external sphere of the company, which indirectly has a great influence on it. The macroenvironment is depicted by demographic, economic, technical and environmental, natural, political, and cultural conditions. An individual enterprise is in no way capable of exerting an influence on the macro environment. This can be done only by combining actions with other market entities. Basovsky L.E. Marketing: a course of lectures. - M.: INFRA-M, 2010.

The work of each company is regularly affected by a large number of environmental conditions. Of course, the diverse environment of the company can not be reduced to a set of separate, in no way connected with each other variables. Some conditions have a great influence on others and vice versa. Along with this, in the economic literature, the concept of external uncontrollable factors of the company's macro environment has been established.

Demographic environment - the main characteristic of this environment is to track the size and density of the population.

Economic environment - in this environment, the focus is on the observation of the general purchasing power of the population, which is related to economic factors (prices, incomes, unemployment, etc.)

Technical and environmental environment - in this environment, new technologies that can lead to global changes in the economy of a country or the world must be tracked. There is also increased control over product quality. Inadmissibility of the product for sale if it is environmentally hazardous.

Natural environment - for a long time society has become concerned about the natural environment and its pollution. Various measures were put forward to protect it. Due to change natural environment the product itself, offered to the market, also changes.

The political environment is a huge number of laws, documents, acts that affect the actions of various organizations or individuals. Marketers need to know the laws of the place where they live, and which are subject to marketing activities.

Cultural environment - this environment can greatly influence marketing decisions due to the peculiarities of the cultural structure of the country. This includes: cultural values, norms of behavior, customs and much more. Vikhansky O.S., Naumov A.I. Management. - M.: Publishing house "Firma Gardarika", 2010.

Modern changes in society forced to focus on the external environment even more interest than it was originally. Even if the changes were not so impressive, managers would still have to take into account the external environment, since the enterprise, as an open, relatively isolated concept, is dependent on the outside world in a relationship material flows- supplies of resources, energy, employees, specific customer demand and information flows - legislative actions, opinions of various authorities, market situations, etc.

The ability to monitor the factors of the macro environment depends on the life of the organization, so the manager must monitor and be able to adapt to their changes. Unfortunately, it is impossible to take into account all the factors that affect the organization, as a result of which there is a problem with determining the main aspects.

It can be such characteristics of the external environment:

Interrelation of factors.

Variety of factors.

Significant activity of changing factors.

Uncertainty, both in the period of influence and in the strength of the impact.

Features of the macro environment:

It affects not only the company, but also the microenvironment: competitors, partners, customers;

The company itself will not be able to influence the macro environment. No matter how the company’s management relates to such circumstances of the external environment, such as political instability and the lack of a well-established legal framework, it is not able to change them directly, but it is obliged to take these conditions into account in its work and have the ability to adapt to them. Golubkov E.P. Marketing research: theory, practice and methodology - M.: Izd. "Finpress", 2014.

Without exception, all organizational structures, all types of businesses - large and small - are forced to react when the media daily report on significant, most often spontaneous, unplanned events in the political, social, economic, environmental or institutional environment, i.e. macro environment outside organization and outside the boundaries of the industry in which the organization operates.

As we enter the 21st century, scientific breakthroughs, technological developments, changing factors state regulation in business, new approaches to litigation and new laws have given rise to a wide array of opportunities as well as threats in such diverse global business sectors as air travel, telecommunications, chemicals, food and software. Projected demographic changes have forced many industries in the developed countries of the West to focus on older groups of people who are becoming the main consumer segments. At the same time, other complex social transformations are taking place, for example, in the United States, the proportion of couples with children decreased from 45% in the early 70s to 26% in 1998, which forced many industries to significantly revise their marketing plans.

Managers need to be aware that most often the best opportunities for growth are the result of events that even slightly change the macro environment; at the same time, unpredictable changes in the macro environment can threaten even the best plans.

Macro analysis can do the following:

Help understand how current, so potential changes in the external environment of any industry.

Provide important inputs for strategic management, since the truly valuable result of the analysis of the macro environment is its contribution to the strategies being created.

Contribute to the development of strategic thinking in the organization. Understanding current and potential social, economic, political, environmental, technological and institutional changes can help management and staff take a fresh look at many facts and processes.

In order to facilitate the analysis of the macro environment, six main segments are usually distinguished: 1) social, 2) economic, 3) political, 4) technological, 5) environmental, 6) institutional (Figure 3.1).

Social segment includes demographics, lifestyles and social values ​​(Figure 3.2). Changes in the social environment directly affect the overall market potential for a large number of products, especially consumer products.

Economic environment is a generalized set economic conditions in which all industries operate; aggregation of all markets where goods and services are provided for a fee. The economic environment reflects the essence and direction of the economy in which the type of business operates. In this regard, it is important to distinguish two types of changes (Figure 3.3). Economic activity is reflected in levels and types of industrial output, consumption, income and savings, investment and productivity. Changes in the overall level of economic activity directly affect supply and demand in almost all industries.

Political segment includes electoral processes as well as administrative, regulatory and legal institutions making and implementing laws, regulations and rules in society. The political environment can be divided into formal and informal subsystems (Fig. 3.4). This is perhaps the most turbulent segment of the macro environment. There are very few industries that are not affected by changes in electoral, legislative, regulatory or legal systems in practice.

Technology segment refers to the level and direction of technological progress or improvement occurring in society, including the emergence of new types of products, processes or materials; to the general level of scientific activity and achievements in fundamental science (for example, in physics). The technological environment includes the development of knowledge and its use in the "how to produce goods and services" option. In a broad sense, it is divided into the following subsystems (Figure 3.5).

Environmental segment covers the physical and natural resources located within the region: land, sea, air, water, flora and fauna. Many companies must invest millions of dollars to prevent pollution or degradation of the physical environment (for example, install technological equipment to reduce the degree of air pollution or prevent the possibility of such pollution) or to eliminate the consequences of previous neglect of the environment.

Institutional segment associated with both the physical and intellectual infrastructure, as well as with the institutions included in them. The physical infrastructure includes both transport elements (roads, railways and water systems) and communications (mail, telephone and other communication systems). The intellectual infrastructure includes scientific institutions, universities and other organizations of this kind.

It is quite obvious that each segment is connected with others, is affected by them and, in turn, influences them. Ultimately, the macro environment can be understood by considering it as a system of interacting segments.

Macro environment analysis

Let's consider the basics of analysis that helps to identify, monitor, predict and evaluate changes in the macro environment. This analysis consists of the following four steps:

1. Scan environment to identify existing and emerging changes.

2. Monitoring of individual environmental trends and patterns of change in order to determine the nature of their evolution.

3. Forecasting - determining the future direction of changes in the environment.

4. Evaluation of current and future changes in the environment in terms of strategies and their consequences for the organization.

Features of each of these stages is determined by the strategic goals of a particular organization.

Scanning

Organizations scan the environment to identify indicators or signals of current and potential changes or emerging issues in social, economic, political, technological, environmental and institutional areas. In order to have indicators of current and emerging changes, a company must scan each of the segments of the macro environment described above. Scanning the social and political segments can help a company producing, for example, food products using genetic engineering and the latest advances in chemistry, to understand how society is changing attitudes towards bioengineered products and people's behavior associated with it. Scanning the technology area should draw the attention of the company to the existing and ongoing developments in chemistry. Scanning the economic environment should show how farmers buy inputs (such as genetically engineered seeds) and sell their finished products(e.g. corn, wheat or soybeans with special characteristics required by the market). Many of the top important issues, which set the general direction for scanning and monitoring, are given in Table. 3.1.

Scan delivers first indicators (signals) potential technological change, which are then used in monitoring and forecasting processes. When an organization learns about potential changes, it begins to monitor their development, predict their evolution, study their consequences.

Table 3.1

Guiding questions for scanning and monitoring

No. p / p	Content of the questions
	What segments of the macro environment are especially significant? - What segments are the most significant? - What areas within each segment are the most significant?
	What are the current and emerging trends? - What are the emerging trends? - What is each trend?
	What are the current and emerging samples (products)? - What are the specific samples? - What do the detected trends contribute to each sample? - What samples are likely to appear in the near future?
	What are the indicators of these trends and patterns? - Which indicator relates to each trend? - Does more than one indicator indicate a particular trend?
	What is the evolution of the identified trends and patterns in hindsight? - How often does each indicator change over time? - What is the time period of the indicator?
	What is the degree of change in the examined samples? - Are the changes small or large? - How different are the expected changes from the current state or past results?

Often, a scan receives indicators of change that require immediate action. For example, a scan may reveal that a competitor will soon be marketing a product based on breakthrough technologies. After pharmaceutical giant Bayer Corporation invested $700 million in modern enterprise to extract the protein necessary for the treatment of hemophilia, its competitor "Avigen Inc." conducted preliminary testing of an insertable gene therapy that could make new project"Bayer" is obsolete. With that in mind, Bayer analysts need to weigh whether to now move forward and expand their project, which was planned for another $300 million.

Monitoring

Monitoring includes tracking a specific change in the macro environment over time. Analysts observe the evolution of trends (eg demographic, economic or environmental indicators), the sequence of events (eg technological or political nature, election results) or the dynamics of activities (eg the activities of regulators).

During the monitoring phase, the search for data becomes more focused and more systematic than during a scan.

A company with many lines of business needs to monitor indicators in each of the six segments of the macro environment. For example, the aforementioned manufacturing company latest products nutrition could see the emergence of new social or consumer groups opposed to bioengineered foods; types of activists involved in the opposition to bioengineered products; the methods they use. All this becomes one of the initial ingredients, the analysis of which allows us to determine the breadth and depth of social and political antagonism towards bioengineered foods and the initial ingredients required by farmers. Monitoring individual technological developments in and out of agriculture, such as the rate of adaptation of agricultural software or the spread of a satellite-based weather forecasting information system, can go a long way in understanding changes in farm productivity. The company could also monitor a range of economic variables related to agriculture: the changing size of farms and the dynamics of stocks of needed inputs (e.g. fertilizers, chemical substances and seeds) the passage of products through distribution channels, as well as the prices of agricultural products on futures exchanges. Monitoring changes in the institutional environment, such as plans adopted in different countries, to improve road, rail and telephone systems, agro-industrial complex, could help the said company to predict which countries are most likely to have more dynamic economic growth.

Forecasting

To choose a successful strategy, an organization must develop the ability to analyze possible future developments and creatively decide how best to respond to them. As a starting point, organizations need to have a picture of what is happening in their external environment. The purpose of forecasting is the development of quite achievable parameters scale, direction, speed and intensity of changes occurring in the macro environment. Some typical forecasting questions for six segments of the external environment are given in Table. 3.2.

Table 3.2

Typical Questions for Predicting Some Basic Phenomena in Macroeconomics

Social	1. How will the demographic structure (number of people in each age group) change in the next 20-40 years?
2. What changes in lifestyles are likely to occur for people who are now between 25 and 40 years old when they enter age group 40 to 55 years? - How will the composition of the family change? - How will consumption patterns change? - How will the patterns associated with the work of these people change? - What changes will occur in how these people spend their free time?
3. How will social values ​​change? - Will there be an increase in political conservatism? Will more people show agreement on the need to cut military spending? - Will people be more or less willing to bear the costs of reducing emissions of harmful substances into the environment, or will they stop such practices altogether?
Economic	1. What will be the rate of inflation in three years?
2. Will the gross national product increase or decrease in five years?
3. What increase (decrease) in the gross national product should be expected in five years?
4. Which service industries will become stronger or weaker over the next decade?
Political	1. What political parties become stronger or weaker in the next two or three elections?
2. What significant changes will occur in the methods used by the authorities, what laws and regulations will be adopted in relation to individual industries?
3. What decisions at various levels of the legal system are likely to affect industries?
4. Will existing social and political movements, for example, environmentalists, lose or, conversely, gain public support?
Technological	1. When and how are the next major research breakthroughs likely to lead to new products and services?
2. What will be the connections between which technologies before a particular technological event or breakthrough occurs (for example, the creation of high-definition television)?
3. What could be some new applications of currently available technologies?
Ecological	1. In which countries will pollution continue to increase?
2. What events might lead to an ecological catastrophe; how and why these events can occur?
Institutional	1. What bottlenecks can different elements have (road, Railway, sea) total transport system?
2. What changes can happen in the telephone industry over the next 5 years?
3. What new roles could emerge for universities and other centers of learning over the next decade?

Evaluation

To engage in evaluation, analysts identify and determine how and why existing and predicted changes in the macro environment affect the strategic management of the organization. Evaluation moves from understanding and interpreting the environment, which was the focus of scanning, monitoring and forecasting, to clarifying what this understanding means to the organization. In linking macro-environment analysis and strategic management, the critical question can be formulated as follows: will a change in the macro-environment have an impact on the current and future strategies used by the organization, positively or negatively?

Note that the concepts of scanning, monitoring, predicting, and scoring are shown here sequentially for clarity, as if it were certain types analyst activities. However, in practice, all of these methods are interrelated and intertwined with each other.

The factors of the microenvironment sometimes include not only the organization ( company ), but also consumers customers ), competitors ( competitors ) and partners ( collaborators ). According to the English names of these components, the company's microenvironment is designated as 4C.

On fig. 1.2 factors of the macroenvironment of the organization of direct influence are shown.

Rice. 1.2.

Consumers - an integral part of the business of any organization and the most important component of the organization's immediate environment. Any business exists insofar as it has consumers. The strategy of the organization should be focused on the most complete satisfaction of the needs and requirements of the consumer. Knowing the specific desires of its customers, their aspirations and hopes allows the organization to develop clear development goals and programs for their implementation.

In order to attract and retain customers in the future, it is necessary to acquaint customers with the purpose of the organization, i.e. with its strategic goals.

Of course, an organization can influence both suppliers and intermediaries by offering them its own prices, tariffs, offering discounts from prices, giving preference to some of them, etc. Suppliers - these are organizations and individuals that supply the resources necessary for the production of goods or for the provision of services. Market trends that affect suppliers can have a significant impact on an organization's implementation of a strategic plan.

Intermediaries structures that help an organization advertise, market, sell, and deliver a product to a customer are called. All of them are usually related to each other. Whatever the organization does, no matter what product or service it specializes in, the most important intermediaries are transport, financial and advertising.

Any organization is opposed wide range competitors. Market theory says that in order to succeed in business, an organization must not only meet the changing needs of customers, but also adapt to the strategies of competitors. The organization must receive strategic advantage by instilling in the minds of competitors the priority of their products.

In addition, the organization, by its actions to better meet the needs and requirements of its customers, can influence competitors. Competitors will certainly think if this organization suddenly reduces the prices of their goods, and they will take some steps. This is one of the possible forms of influence on competitors. Using funds mass media in covering, for example, its charitable activities, the organization can form a positive public opinion About Me.

In addition, various contact audiences of the organization can be attributed to factors that can be influenced. Contact audience Any group that has an actual or potential interest in the organization or influences its ability to achieve its goals. The contact audience can either contribute to the organization's market service efforts or counteract the market service organization's efforts.

Any organization operates in the environment of seven types of contact audiences:

• 1) financial circles (banks, investment companies, brokerage organizations of the stock exchange, shareholders);
• 2) mass media (newspapers, magazines, radio stations and television centers);
• 3) contact audiences of state institutions;
• 4) public organizations(groups of environmentalists, representatives of national minorities, etc.);
• 5) local community (local population);
• 6) society as a whole;
• 7) internal contact audiences (own workers and employees, voluntary assistants, managers, members of the board of directors).

All these are examples of the possible influence of the organization on the factors of the immediate environment. In reality, there are an infinite number of them.

An increasing number of organizations have to reckon with societal rights, values ​​and priorities, take into account and monitor laws and regulations, as well as many other factors that cannot be influenced.

It is the macro environment that determines many situations in business, its characteristics affect the activities of all economic entities, regardless of the form of ownership and the specifics of products offered on the market.

Political and legal, economic, demographic, sociocultural, scientific and technical, natural factors have an indirect impact on the organization's activities (Fig. 1.3).

Political and legal factors - these are the political institutions in the country and their development; state of the legislation regulating the economic and economic activity; the consequences of the influence of foreign economic policy on competition and demand in the domestic market; the influence of the public on the nature of decisions taken by state bodies. There is a well-known aphorism: "You may not be involved in politics, you may not even be interested in it at all, sooner or later it will take care of you."

Rice. 1.3.

The political factors affecting the business should include all legislative acts, presidential decrees, government orders regulating entrepreneurial activity, as well as similar orders of local authorities. Entrepreneurs should closely monitor the formation and development legislative framework not to make mistakes.

Economic forces is the economic situation of the country; purchasing power of citizens; dynamics and structure of consumption; financial, monetary, credit situation of the country. Strategic planners and marketers need to be aware of major income trends, as the general purchasing power of the population is determined by current income, savings and price levels.

Demographic factors is the population, its density; territorial location; age structure, fertility, mortality; the number of marriages and divorces; ethnic and religious structure of the population. There are many demographic indicators - all are not listed here. It is rather difficult to influence their development at the level of an individual entrepreneur, but it is necessary to track their change. After all, the market as a combination of real and potential buyers has a demographic basis. One of the leading demographic trends is the change in the age structure of the population, which is expressed in an increase in the proportion of older people and a decrease in the proportion of young people. This trend is typical for all countries of Europe, many countries of Asia and America. It is also characteristic of Russia.

Peter Drucker attached great importance to demographic factors, believing that there is nothing more stupid than ignoring demographics. The main suggestion is that the composition of the population is inherently unstable and subject to sudden, drastic changes. And this is the primary external factor that is analyzed and considered by those who make the decision, whether they are businessmen or politicians.

Sociocultural factors - this is the level of cultural development, forms of cultures, features of cultural and moral values ​​of consumer groups, the degree of susceptibility of public consciousness to the influence external factors. The cultural environment includes institutions that influence the core values, preferences, and behavioral norms of a society.

Scientific and technical factors - these are the pace and scale of scientific, technical and technological changes, the intensity of innovations, the innovative potential of the organization and its main competitors, the requirements for the safety of innovations, the amount of R&D costs, and the qualifications of personnel.

natural factors – Natural resources countries (regions), prospects for their use, the degree of provision of national production with the main types of raw materials and fuel, the impact government agencies on the intensity of resource consumption, the level of environmental pollution in general and in individual regions.

An organization needs to study the factors of the macro environment, predict their dynamics for a strategic perspective, and adjust its internal factors to these dynamics. At the same time, the organization may not have a direct impact on the factors of the macroenvironment, except for adaptation to the forms of their manifestation. For example, an organization can generate demand in the market, manage demand, create new needs, which is a direct impact on such an environmental factor as consumers.

Strategic management should ensure that the interaction of the organization with the marketing environment, which would allow the organization to maintain the potential at the level necessary to achieve its goals, and would enable it to survive in the long term.

The definition of the vision, mission and goals of the organization, considered as one of the processes of strategic management, consists of three stages, each of which requires a lot of and extremely responsible work.

The first step is to create vision of the organization - an ideal picture of the future of the organization, rather than the goal itself, but a look at "what the organization is going to do in the future and what it wants to achieve." Strategic vision is a perspective look at the directions of development of the organization, the basic concept of what the organization is trying to do, what it is striving for. A strategic vision is necessary for the management of the organization to remove all doubts about the long-term prospects for the development of the organization. A well-founded strategic vision is a prerequisite for ensuring strategic leadership. It is impossible to develop a successful organization development strategy without defining the concept of your business.

The second stage is the formation mission of the organization, which in a concentrated form expresses the meaning of the existence of the organization, its purpose. The purpose (mission) of the organization is the answer to the question: "What is our activity, and what will we do?", which is offered to the company's clients. The formulation of the mission emphasizes the main content and directions of the organization. The mission gives the organization originality, fills the work of people with a special meaning.

The next step is to define long-term tactical goals. Long-term goals are results to be achieved either within the next three to five years, or continuously achieved year after year.

And this part of strategic management ends with the establishment short term operational goals. Short-term goals are the immediate goals of the organization. They are aimed at improving the performance of the organization and reflect how quickly management is trying to achieve long-term goals. The formation of the mission and the establishment of the organization's goals lead to the fact that it becomes clear why the organization functions and what it strives for.

Once the vision, mission and goals are defined, the next step is analysis and choice of strategy. At this stage, a decision is made about how, by what means, the organization will achieve its goals. The strategy development process is rightfully considered the heart of strategic management. Defining a strategy is not about drawing up a plan of action. Defining a strategy is deciding what to do with a particular business or product, how and in what direction to develop an organization, what place to occupy in the market, etc.

I. Ansoff, considering distinctive features strategy, gives the following definition of strategy and its landmark (vision): the benchmark is the goal that the organization seeks to achieve, and the strategy is a means to achieve the goal.

Strategy - the process of establishing a connection between an organization and its environment, consisting in the implementation of selected goals and in attempts to achieve the desired state of relations with the environment through the allocation of resources, allowing the organization and its units to operate effectively and efficiently.

The strategy can be seen as the main link between what the organization wants to achieve - its goals, and the course of action chosen to achieve these goals. The strategy should become a "thread of time", linking the past and the future, and at the same time marking the path to development. Strategy is a manager's tool for achieving strategic goals.

The definition of strategy fundamentally depends on the specific situation in which the organization finds itself. However, there are certain general approaches to strategy formulation and some frameworks within which strategies fit.

When choosing an organization's strategy, management is faced with three main questions related to the organization's position in the market: what business to stop, what business to continue, what business to move into? This means that the strategy focuses on what the organization does and does not do, what is more important and what is less important in the current activities of the organization.

One of the leading theorists and experts in the field of strategic management, M. Porter, believes that there are three main areas for developing a strategy for the organization's behavior in the market.

The first area is related to leadership in cost minimization production. This type of strategy is related to the fact that the organization achieves the lowest costs of production and sale of its products. As a result, it can, at the expense of more low prices for similar products to win a large market share. This basic strategy relies on performance and is usually tied to existing experience. It involves careful control of fixed costs. Investments in production are aimed at the implementation of experience, a thorough study of the design of new products. Marketing does not play a big role and is aimed at lowering sales and advertising costs. The focus of the entire strategy is low costs compared to competitors. Cost-saving leadership provides strong protection, as the effect of competition is experienced by the least efficient organizations.

The second area of ​​strategy development relates to specialization in product manufacturing. An organization can achieve leadership in the production of its products only by carrying out highly specialized production and marketing. This leads to the fact that buyers choose this brand even with enough high price. Organizations implementing this type of strategy must have high R&D capacity, high quality designers, excellent supply chain High Quality products, as well as a developed marketing system.

The goal of this strategy is to better meet the needs of the selected target segment market than competitors. Such a strategy can be based on both differentiation and cost leadership, or both, but only within the target market segment.

The third area of ​​strategy definition relates to fixing a certain market segment and concentration of the organization's efforts in this market segment. In this case, the organization does not seek to work on the entire market, but works on its well-defined segment, clarifying in detail the needs of the market for products of a certain type. In this case, the organization may seek to reduce costs, or pursue a policy of specialization in the production of the product. It is also possible to combine these two approaches. However, in order to carry out a strategy of the third type, an organization must necessarily build its activities primarily on an analysis of the needs of customers in a certain market segment, i.e. in its intentions, it must proceed not from the needs of the market in general, but from the needs of well-defined or further specific customers.

The purpose of such a strategy is to give the product distinctive features that are important to the buyer and distinguish the product from competitors' offers. The organization seeks to create a situation monopolistic competition in which she, thanks to her distinctive features, has significant market power.

The peculiarity of the process of implementing the strategy is that it is not a process of its implementation, but only creates the basis for implementing the strategy and achieving the company's goals. The main task of the strategy execution phase is to create the necessary prerequisites for the successful implementation of the strategy. Thus, the implementation of the strategy is the implementation of strategic changes in the organization, transferring it to a state in which the organization will be ready to implement the strategy.

There are six tasks for implementing the strategy:

• 1) creation of a workable organizational structure;
• 2) the direction of a sufficient amount of resources in strategically important areas and business units;
• 3) development and implementation of measures to support the strategy;
• 4) creation of internal support systems that contribute to the improvement of work;
• 5) implementation of the personnel motivation policy;
• 6) development of a reward system.

The end result of the functioning of the organization largely depends on the effective implementation of its strategy.

The implementation of the organization's strategy is carried out within the existing organizational structure. The leader of the organization should understand how the existing structure can help or hinder the successful implementation of the strategy. The number of levels of management in an organization or the slow change of these levels in accordance with new conditions can make it difficult to successfully implement the strategy.

Therefore, in some cases the formal organizational structure subject to change.

In addition, it is necessary to clearly define which levels of management and who exactly in the organization will be responsible for performing various tasks. Radical strategic changes and reorientation of the enterprise, as a rule, are carried out CEO, while ordinary strategic change can be carried out by middle management.

For the successful implementation of the strategy, the level of informal relations in the organization is of great importance, i.e. level of organizational culture. For example, if regional managers know each other well and consult on implementation issues, such informal relationships will help to quickly achieve strategic goals.

There are several types of approach to the implementation of the strategy: team approach, coordination approach, cultural approach, cross approach.

As part of team approach the manager concentrates his efforts on the formulation of strategy, applying strict logic and analysis. A leader or top manager can either independently develop a strategy or lead a group of strategists who are tasked with determining the best course of action for the organization. After being selected best strategy, subordinates receive information about it and an order to ensure the implementation of the strategy by order. In this case, the manager does not play an active role in the implementation of the strategy. However, to ensure the successful implementation and use of this approach, three conditions must be met:

• 1) it is necessary to have accurate and timely information about the marketing environment of the organization;
• 2) the marketing environment of the enterprise must be sufficiently stable;
• 3) the leader or manager who formulates the strategy must be free from subjective preferences and political influences, otherwise it will affect the content of the strategy.

At coordinating approach to strategy implementation The top manager gathers a group of managers to brainstorm to formulate and implement the strategy. In this case, the executive manager plays the role of facilitator, who uses his understanding of the dynamics of the group to ensure that only sound ideas are discussed and analyzed.

cultural approach occurs through the inclusion in the work of the lower levels of the organization. In this approach, the manager leads the organization, acquainting its members with his perception of the main task, and allows the staff to independently choose the course of action that could correspond to this task. After formulating the strategy, the leader begins to play the role of a coach, outlining general directions, but at the same time encouraging individual decisions on operational issues of implementing the strategy.

Leader choosing cross approach to the implementation of the strategy, is simultaneously involved in the formulation and implementation of the strategy. However, the manager himself does not solve these problems, but directs his subordinates to independently formulate, justify and implement the strategy.

Professor at Harvard Business School Thomas Bonoma believes that in order to successfully implement a strategy, a manager needs to master four main types of execution skills.

Interaction skills or interactive skills are expressed in the manager's ability to manage his own behavior and the behavior of others in order to achieve the goal. Depending on the level of strategic change required to implement the strategy, managers need to influence others both within their organization and outside of it. T. Bonoma argues that someone who has the ability to feel how others feel and has good bargaining skills is the best implementer.

Distribution skills reflect the manager's ability to effectively plan activities, time, budget money and other resources. Capable managers avoid investing excessive resources in well-tested programs and know that risky programs often require large investments.

Tracking Skills consist in the effective use of information by the manager to correct any situations and problems that arise during the implementation process. Good Implementers Create an Effective System feedback to analyze the process of implementing the strategy and emerging problems.

Organization skills are related to the manager's ability to create a new informal organization or network for each problem that arises.

Good implementers know all the people in the organization (and outside it) who, by reason of mutual disposition, sympathy, or some other affection, can help to the best of their ability. In other words, good implementers are able to use the informal organization of the team to ensure the effective completion of the task.

Thus, the implementation of a strategy often requires managers who have the specific skills needed to overcome obstacles and achieve their goals. Throughout the implementation process, managers must continually assess how well the strategy is being implemented.

In addition, at the stage of evaluating the results of the implementation of the strategy, the manager should already clearly understand the level of strategic change that needs to be achieved.

Evaluation and control of the implementation of the strategy are the logically final process carried out in strategic management. This process provides a stable feedback between the progress of the process of achieving goals and the actual goals facing the organization.

The assessment of the chosen strategy consists in the analysis of the correctness of the choice of the main factors that determine the possibility of implementing the strategy. The main criterion for evaluating the chosen strategy is the answer to the question: will it lead to the company achieving its goals? If the strategy is consistent with the goals of the organization, its further evaluation is carried out according to following directions:

• compliance of the chosen strategy with the state and requirements of the environment. It is checked to what extent the strategy is linked to the requirements of the main subjects of the environment, to what extent the factors of market dynamics and development dynamics are taken into account life cycle product, whether the implementation of the strategy will lead to the emergence of new competitive advantage etc.;
• compliance of the chosen strategy with the potential and capabilities of the organization. In this case, it is assessed to what extent the chosen strategy is linked to other strategies, whether the strategy corresponds to the capabilities of the staff, whether the existing structure allows the strategy to be successfully implemented, whether the strategy implementation program has been verified in time, etc.;
• the acceptability of the risk embodied in the strategy. Risk justification is assessed in three areas: are the prerequisites underlying the choice of strategy realistic; what negative consequences for the organization can lead to the failure of the strategy; whether the possible positive result justifies the risk of losses from failure in the implementation of the strategy.

Strategy implementation control is The final stage strategic management process.

Strategic control - this is a special kind of organizational control, which consists in monitoring the process of strategic management and evaluating it to ensure proper functioning. Strategic control is designed to enable the management of the organization to solve the problems of the organization by observing the process of strategic management, as well as to determine the correctness of the course of the strategic management process, and evaluate its effectiveness. In fact, strategic control is carried out to implement all the plans outlined by strategic management.

Strategy implementation control - this is a kind of feedback mechanism that allows you to make the necessary adjustments at each stage of strategic management.

Strategic control is aimed at finding out to what extent the implementation of the strategy leads to the achievement of the organization's goals. This fundamentally distinguishes strategic control from managerial or operational control, since it is not interested in the correct implementation of the strategy or the correct execution of individual works, functions and operations. Strategic control is focused on finding out whether it is possible to implement the adopted strategy in the future, and whether its implementation will lead to the achievement of the set goals.

Special methods and techniques strategic analysis but will help managers evaluate and rank various types of business, focus on decisive problems and directions and ultimately ensure the sustainable development of the enterprise in the long term.

I. SNW - Analysis

SNW analysis is an advanced SWOT analysis. Strength (strong side), Neutral (neutral side), Weakness (weak side).

In contrast to the analysis of weak and strengths according to the SWOT-analysis matrix, SNW-analysis also offers an average market condition (N). The main reason for adding a neutral side is that "often to win in competition the state may be sufficient when this particular organization, relative to all its competitors, is in state N in all but one key positions, and only one in state S.

To compile an SNW analysis, a tabular form is also filled out, which is preceded by all the preparation steps listed above in the SWOT analysis methodology. Below is an example form of analysis in Table 3.4.

Table 3.4 - Matrix of SNW - analysis

Name of the strategic position	Qualitative assessment of the position
	Strong (S)	Neutral (N)	Weak (W)
Organization strategy
Business strategies
organizational structure
Finance
Product as competitive
Cost Structure
Distribution as a system for selling products
Information technology
Innovation as a way to market products
Additional strategic positions (taking into account the specifics of the organization)

II. PEST analysis

Often, the STEP analysis technique is used to analyze the macro environment. The term "STEP" means the analysis of the macro environment, based on the study of social, technological, economic and political factors.

There are two main options for STEP- and PEST-analysis. The STEP analysis option is used for countries with developed economies and a stable political system, the priorities are taking into account social and technological factors. To analyze the macro environment in countries where the economy is underdeveloped and in transition, they take the form of PEST - analysis, where political and economic factors. When choosing the first or second option, the criterion is the priority of taking into account certain groups of macroenvironment factors in terms of the strength of the possible impact and the stability of factors for monitoring.

Thus, PEST - analysis is a tool designed to identify political (Policy), economic (Economy), social (Society), technological (Technology) aspects of the external environment that may affect the company's strategy. Politics is studied because it regulates the power, which in turn determines the environment of the company and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST - analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the causes of changes and market losses, as well as the emergence of new products.

Important when conducting PEST analysis is the requirement for a systematic strategic analysis of each of the four components, since all these components are closely and intricately interconnected.

This type of analysis can be carried out using various formats, often these are two options: a simple four-field matrix, appearance which is given below in table 3.5 and tabular calculation form 3.6. Each of these options has advantages and disadvantages. The choice of analysis methods depends on the goals of the analysis, the degree of readiness of experts and a number of other factors.

Table 3.5 - Four-field matrix of PEST - analysis

Table 3.6 - Tabular form for PEST analysis

The PEST analysis technique, like all other macro environment analysis techniques listed here, gives the greatest result if the analysis is carried out regularly using the same format. In this case, indicators of the dynamics of factors and their impact on the enterprise are recorded. As a result, you can get the so-called model of the reaction of a particular enterprise to a set of macro-environment factors. This is nothing more than a kind of experience model that can improve the quality of making all kinds of enterprise market decisions.

III. Environment profile

To analyze the environment, the method of compiling its profile can be applied. This method it is convenient to use for compiling a profile separately of the macro-environment, the immediate environment and the internal environment. Using the environmental profiling method, it is possible to assess the relative importance for the organization of individual environmental factors.

The environment profiling method is as follows:

1. Individual environmental factors are listed in the environment profile table.

2. each of the factors is assigned its own significance / assessment by the method of expert assessments or the Delphi method:

§ importance for the industry on a scale: 3 - large, 2 - moderate, 1 - weak;

§ impact on the organization on a scale: 3 - strong, 2 - moderate, 1 - weak, 0 - no impact;

§ direction of influence on a scale: +1 - positive, -1 - negative.

Data are entered in table 3.7.

Table 3.7 - Firm Environment Profile

1. Further, all three expert assessments are multiplied and it turns out integral assessment, showing the degree of importance of the factor for the organization. From this assessment, management can conclude which of the environmental factors are relatively more important to their organization and therefore deserve the most serious attention in developing strategy, and which factors deserve less attention.

IV. Technique for analyzing threats and opportunities of the ETOM macro environment.

Another option for analyzing the external environment through compiling a list of external threats and opportunities for an organization is the method of weighting each factor (to measure the significance of each factor for a particular organization) ETOM.

Abbreviation "ETOM" Environmental Threats and Opportunities Matrix - a matrix of threats and opportunities of the external environment. The advantage of this analysis is the introduction of a limited number of factors and events identified by experts (usually 15). The THOM-analysis matrix is ​​presented in Table 3.8.

Table 3.8 - ETOM analysis matrix

Factor groups	Events/factors	The threat (-)	Opportunity (+)	Weight (1- 5)	Importance / Impact (1 – 15)	Impact on company strategy
Economic
Total
Socio-cultural
Total
Demographic
Total
Geographic
Total
Political and legal	….
Total
Technological
Total
Competitive
Total
Total (-)
Total (+)

The factor is weighted from +5 (very positive) through 0 (neutral) to -5 (very negative). The impact of the factor is from +15 (strong impact, possibility) through 0 (no impact, neutral) to -15 (strong impact, serious danger). The influence on the company's strategy is obtained by multiplying the value of the weight of the factor by the importance. The sign of the result obtained depends on the mark of threats or opportunities.

The macro environment includes general factors that are not directly related to short-term activities enterprise, but may influence its long-term decisions.

The strategic factors of the macro environment are those directions of its development, which, firstly, have a high probability of implementation and, secondly, a high probability of influencing the functioning of the enterprise.

Changes in the macro environment affect the strategic position of the enterprise in the market, affecting the elements of the micro environment. Therefore, the purpose of macro-environment analysis is to track (monitor) and analyze trends/events beyond the control of the enterprise that may affect the potential effectiveness of its strategy.

Since the number of possible factors of the macro environment is quite large, when analyzing the macro environment it is recommended to consider four key areas, the analysis of which is called PEST analysis (or it is called STEP - analysis ) (according to the first letters of the English words political-legal (political and legal), economic (economic), sociocultural (socio-cultural), technological (technological factors)).

The purpose of PEST-analysis is to track (monitor) changes in the macro environment in four key areas (Table 1) and identify trends, events that are not under the control of the enterprise, but that affect the results of strategic decisions made.

Although, of course, other specific factors of the macro environment can also influence the activities of an enterprise. Thus, the natural environment affects the activities of agricultural enterprises, the enterprises of the construction industry.

Political and legal factors:

- government stability;

— tax policy and legislation in this area;

— antimonopoly legislation;

— laws on the protection of the natural environment;

— regulation of employment of the population;

— foreign economic legislation;

- the position of the state in relation to foreign capital;

— trade unions and other pressure groups (political, economic, etc.)

Economic forces:

— trends in gross national product;

— stage of the business cycle;

— interest rate and exchange rate of the national currency;

- the amount of money in circulation;

— inflation rate;

- unemployment rate;

- price control and salary;

— prices for energy resources;

— investment policy

Sociocultural factors:

— demographic structure of the population;

- lifestyle, customs and habits;

- mentality;

— social mobility of the population;

— consumer activity

Technological factors:

— R&D costs;

- from various sources;

- protection intellectual property;

— state policy in the field of scientific and technical progress;

– new products (update speed, sources of ideas)

There are the following stages of PEST-analysis:

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

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

3. An assessment is given of the degree of influence of each factor-event on the strategy of the enterprise on a 5-point scale:

- "five" - ​​a strong impact, a serious danger;

- "unit" - the absence of impact, threat.

4. Weighted estimates are determined by multiplying the weight of the factor by the strength of its impact, and the total and weighted estimates for the given enterprise are calculated.

The total score indicates the degree of readiness of the enterprise to respond to current and predicted factors of the external environment.