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

16.04.2020

Literature

test questions

Evaluation and adjustment of decisions.

Examination of the quality of management decisions is carried out at different stages.

1. The solution is analyzed at the development stage, in the process of selecting possible options and choosing the final solution using criteria such as:

Optimality (does not take into account the risks that limited resources can lead to);

economic efficiency;

planned economic efficiency.

2. At the decision-making stage based on economic efficiency taking into account socio-psychological factors, the criterion of optimality and the probability of its implementation, the final version of the management decision is selected;

3. At the stage of implementation of the decision, it is monitored and adjusted at all stages, further directions for the development of the healthcare institution are determined and obstacles on the way to achieving its goals are eliminated.

The main directions focused on improving the quality of management decisions:

economic, related to the realization of economic interests;

social and psychological, aimed at improving the professionalism of employees and developing their sense of responsibility;

organizational, increasing the efficiency of the use of means of production.

· solution

optimization criteria

forecast

· program

development scenario

legal framework

· operation

Hierarchy of goals

methods of forecasting and programming

1. Why is it necessary to clarify the problem in the process of developing a managerial decision?

2. Describe the main criteria and indicators of an effective management solution.

3. Typology management decisions.

4. How is the effectiveness of a management decision evaluated?

5. What is the procedure for developing a management decision?

6. What forecasting methods are used in practice and what is their essence?

1. Federal Law on State Forecasting and Programs of Socio-Economic Development Russian Federation. Collection of Legislation of the Russian Federation No. 30 of July 24, 1995

2. Weissman A. Marketing strategy: 10 steps to success. - M., JSC "Interexpert", Economics, 1995, SS.135-142.

3. Karloff B. Business strategy: concept, content, symbols. - M., 1991, SS.176-224.

4. King U. Strategic planning and economic policy.

5. Economic planning: issues of compatibility. - M., Izvestia SB RAS. Ser. Region: Economics and Sociology, 1992, No. 2.

6. Litvak B.G. Development of a management decision: Textbook. 2nd ed. – M.: DELO, 2005.

7. Smirnov E.A. Development of management decisions: Textbook for universities. - M.: UNITI-DANA, 2000.

8.Fatkhundinov R.A. Organization of production: Textbook. 2nd ed. – M.: INFRA-M, 2005.

9. Fatkhutdinov R.A. Management decisions: Textbook. 6th ed. – M.: INFRA-M., 2008.

10. Fatkhutdinov R.A. Organization Competitiveness Management: Textbook. 2nd ed. – M.: Eksmo, 2005.

11. Anti-crisis management: Textbook / Ed. E.M. Korotkova.- M.: INFRA-M, 2000.

12. Ivlev Yu.V. Logic: Textbook for universities. - M.: Logos, 2000.

13. Course of Economics: Textbook / Ed. B.A. Raizberg. - M.: INFRA-M, 2000.

Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management / Per. from English. - M.: DELO, 2000.

14.Methodological recommendations for evaluating effectiveness investment projects: (Second edition) / Ministry of Economy of the Russian Federation, Ministry of Finance of the Russian Federation, Gosstroy of Russia, No. VK 477 of June 21, 1999; hands ed. Col.: Kosov V.V., Livshits V.N., Shakhnazarov V.G. - M.: Economics, 2000.

15. Fatkhutdinov R.A. Competitiveness of an organization in a crisis: economics, marketing, management. - M.: Marketing, 2002.

16. Fathundinov R.A. Innovation Management: Textbook. 5th ed. - M .., St. Petersburg: Peter, 2005.

17. Fedyukin V.K., Durnev V.D., Lebedev V.G. Methods for assessing and managing the quality of industrial products: Textbook. – M.: Filin, Rilant, 2000.

Fedorova N.N. Organizational structure of enterprise management. – M.: Velby, 2003.

Section 1: "Methodological foundations of strategic planning"

Lecture plan of section 1:

1. Strategic planning in the system of state and municipal government.

2. Principles and methods of strategic planning.

3. Organization of strategic planning.

4. Strategic plans and programs for socio-economic development.

Lecture on the topic:

"Strategic planning in the system of state and municipal government"

In the system of managing socio-economic processes, the planning function is of particular importance. The developed plans and programs for the development of the country and territories are the most important tools for management activities at all its levels. Planning is an activity to determine the goals and objectives of the management process and the development of measures to achieve them. The importance and relevance of this function is determined by the following circumstances:

firstly, it is with planning that the management process begins;

secondly, the quality of management decisions and their effectiveness largely depend on the content of planned work;

thirdly, planned decisions provide the interconnection of all functions of the management process, since management actually comes down to the development and implementation of planned decisions.

All this indicates the expediency of considering planning as the most important link in the management system.

In the formation of a market economy, the centralized planning principle is objective necessity to determine development priorities and solve intersectoral and territorial problems, which requires adequate methods and forms of planning at all levels of government. This means that the centralized principle is designed to ensure a balance of interests of the state, territories and economic entities, which cannot be achieved without the use of this management function. That is why centralism should be seen as a tool effective solution a number of specific development problems, complementing the market mechanisms of management.

Planning is one of the most important processes for making managerial decisions and consists of separate stages and procedures for their implementation, which are in a certain logical relationship, forming a planned cycle.

The planning process includes a number of successive stages: the formulation of the planning problem, the development of planned solutions and the implementation of planned installations. Types of planning are presented in table. 1.1.

Table 1.1

Classification of types of planning

Strategic planning methodology

http://www. strategy. *****/strategy2.htm - Strategic Planning International Institute of Pitirim Sorokin and Nikolai Kondratiev (Minsk)

Let us briefly formulate (Fig. 1) the main provisions of the modern methodology of strategic planning.

Rice. 1. Methodology of state strategic planning (SP)
1. Mission of strategic planning. The purpose of the state strategic planning, its mission is to select a system of strategic priorities for socio-economic, innovative-technological, environmental and territorial development (of the region), which will provide the optimal trajectory of dynamics for the future, taking into account real conditions and constraints (internal and external), and determine a set of means, ways, resources of movement along this trajectory in the long term (medium term).

In this definition, attention should be paid to the following points:

interconnected system of priorities

real

optimality

balance

2. The horizon of the strategic plan. The prospects for which the strategic plan is designed should be sufficient to successfully solve major problems associated with the change of generations of models, generations of equipment and technological structures, changes in the trajectory of economic, environmental and territorial dynamics. From this point of view, a long-term strategic plan of 20-30 years is optimal. At the same time, it is obvious that achieving long-term goals requires certain, shorter stages that have their own characteristics (for example, at different phases of economic cycles). Therefore, the long-term strategic plan is combined with the medium-term one (for 5-10 years), which allows you to periodically push back the horizon and, if necessary, adjust the set of priorities and general indicators. Consequently, strategic planning, as in its origin in Russia (in the USSR), should be of a two-stage nature, combining a more general long-term perspective with a more detailed medium-term one. In this sense, strategic planning is continuous and undulating, as life itself is continuous and undulating. The rejection of long-range goals, long-term goals and priorities leads to strategic blindness, to the fussy action of the authorities by the method of "trial and error", to the goal of strategic mistakes, for which the country and the population are paying.

3. Object of strategic planning. Usually, the object of state strategic plans is the development of the economy, its main parameters are GDP growth rates, inflation, investments, etc. However, here, as in forecasting, a civilizational approach is needed, taking into account the interconnection and interaction of all elements of the structure of civilization, elements of its genotype . The trajectory of economic dynamics depends primarily on primary factors and constraints - demographic (changes in the size and structure of the population, its level of health and education, unemployment and migration) and natural and environmental (provision of development and livelihoods with the main types of natural resources, the level of environmental pollution and other environmental restrictions); and. in addition, the economy itself is not an end in itself, but only a means of ensuring the level, quality of life and security of the population; this is the highest final goal existence and functioning of the state. Economic dynamics is directly determined by technological dynamics, innovative and technological renewal of resources and production priorities in the process of changing generations of equipment and technological structures. The economy itself as an object of strategic dynamics is multifaceted - it cannot be reduced only to a change in GDP, one should take into account many other generalizing indicators and processes - the rate of change in levels and the ratio of prices and inflation, the dynamics and disproportion of real incomes of different groups of the population, the level of development (volume) and the orientation of civilizations, institutional transformations, the functioning of the financial and credit mechanism, foreign economic relations, etc. In addition, it is necessary to take into account what impact the state-political factor and the factor of spiritual reproduction will have on economic dynamics (development of science, education, culture, ethics and ideology).

Consequently, the strategic plan should cover the entire structure of civilization - demographic and natural-ecological, technological and economic, state-political and socio-cultural factors. However, the degree and forms of influence on each of these groups of factors are not the same - if some of them are the object of the direct influence of the state, then others (demographic, state-economic, sociocultural groups of factors) can only be indirectly influenced, taking into account at the same time their reverse effect on the economy.

4. Accounting for cycles and crises. The long-term horizon of strategic planning requires taking into account the inevitable fluctuations in economic, cyclical and other dynamics in the phases of cycles - both medium-term (an average of ten years) and long-term, half a century (Kondratieff). It is necessary to estimate in advance when the next crisis will come, to determine its diagnosis, nature, consequences, limitations, and to build anti-crisis programs into the strategic planning system. In this case, both internal and external cyclic fluctuations, which may not fully coincide in time and nature, should be taken into account. In the context of globalization and openness, economies can arise suddenly and lead to large shocks and negative consequences. It is necessary to have at the ready a standard set of tools and methods for responding to a crisis in order to put them into action as soon as the crisis becomes apparent, adjusting, if necessary, the indicators and balances of medium and long-term strategic plans.

5. Indicative nature of strategic plans. Due to the factors listed above, as well as the mixed nature of the market economy, one should avoid excessive directiveness of generalizing indicators (indicators) of strategic plans, their excessive detailing, so as not to end up in the position: "It was smooth on paper, but forgot about the ravines." Indicators should be of a guiding nature for independent commodity producers, holdings, regions, municipalities. An object for executive authorities, the public sector of the economy, generalizing indicators of the strategic plan should be mandatory. They must be approved by the legislature, and their implementation must be accounted for. Otherwise, the strategic plan will be only a subjunctive sum good wishes, a "cloud in your pants" that covers up the inefficiency and irresponsibility of government officials and top managers hired by the state.

6. Balance method. In order for strategic plans to be real and feasible, and not the fruit of violent fantasies and voluntaristic aspirations, they must be based on a system of long-term balances - both in terms of the main types of resources (labor, natural, energy, raw materials, financial), and in the distribution and use of the social product in accordance with the input-output (input-output) methods proposed by the Nobel laureate Vasily Vasilyevich Leontiev and developed in a multidimensional reproduction-cyclic macromodel. Each stage of strategic planning must be accompanied and verified by balance calculations. The model system should also be ready to carry out multi-step calculations of their factors and consequences in case of unexpected possible manifestations of disturbances and justify the necessary adjustments to indicators (indicators) and balances of strategic plans.

7. Multilevel nature of strategic plans. The socio-economic system is multidimensional and multilevel, it is divided for various reasons - according to national economic complexes and industries, regions and municipalities, on economic structures, has extensive and rapidly growing connections with foreign countries, the world market. Therefore, a mechanism based on the principles of coordinating the strategic plans of different subjects and hierarchical levels is needed: federal, regional and municipal; national and international; state and corporate, etc. Multidimensional coordination of interests should be carried out both in the development of a strategic plan and in its implementation. We need openness of this process; closeness plays into the hands of non-professionals, or officials and businessmen pursuing their own selfish interests.

8. Professionalism of strategic planning. From the above characteristic features of strategic planning, it is obvious that high-class professionals should be involved in it. Unprofessionalism, lack of performers and decision makers (decision makers) of strategic thinking, scientific training and professional skills lead to major, and sometimes tragic, mistakes and miscalculations. I recall the warning of I. Krylov: "The trouble is if the pies are baked by the shoemaker, and the boots are made by the pieman." It is necessary to provide training, retraining, advanced training, internships, continuous distance learning civil servants (especially high ranks) and top managers of science, art, strategic planning.

9. The legislative framework strategic planning. The strategic and innovative function of the state is the most important and most complex, and it must be legislated. Until now, there is no federal law on strategic planning, and its elements, presented in the Federal Law of July 20, 1995, are not actually implemented, or are not implemented on time. higher authorities executive power. We need a basic federal law that defines the goals, structure, and development procedure. Consideration and implementation of long-term and medium-term strategic plans, monitoring of their implementation and responsibility for non-fulfillment. The concept of such a law has been developed and submitted for public discussion (website www. strategy. *****).

Let us consider some of the provisions of the theory and methodology of strategic planning, set out in the textbook "Forecasting and Strategic Planning of Socio-Economic Development".

Principles and forms of strategic planning

Strategic planning in general case is the process of determining the goals of the organization (socio-economic structure) and their changes, as well as the resources necessary to achieve them, and the policy aimed at acquiring and using these resources1.

The above definition has developed as a generalization of the experience of strategic planning in large organizations(in corporations). The further presentation of the techniques and principles of strategic planning bears the stamp of this experience, although it will strive to reach the level of their applicability to larger and more complex structures, such as national and regional economies. And the main question of the applicability of the relevant principles is the degree of adequacy of the conditions strategic development organizations(corporations) and macrosystems.

There are four main components that determine the content and features of strategic planning and management in relation to the socio-economic system: goals and funds their achievements time(horizon) of decisions and spatial system structure. The key component in strategies is, of course, the goals of the system (organization), which, however, will mean little in practice if they are considered in isolation from the other three components.

Usually allocated general purpose development of an organization (system) is the broadest decision taken by an organization (or government) in the framework of strategic planning. Choosing a general goal means defining or clarifying missions organizations (systems). The mission generally characterizes what the organization is, why the latter exists and what is its unique place in the development space. For a country (region), the concept of a mission, of course, is not entirely appropriate; here it is better to operate with the concept of a general goal.

Once the overall goal of the organization (system) is defined, sub-goals and overall objectives can be selected. They can have a quantitative and qualitative form, but they must be sufficiently extended in time (sustainable) character. Formulated on the basis of goals and subgoals tasks are specific, time-bound outcomes that the organization intends to achieve in the course of implementing its strategy. In this vein strategy organization (system) appears as a general direction in which to look for ways to achieve goals.

In relation to an economic organization, the following changes in its appearance and functioning are considered to be a meaningful result of strategic planning:

reaching new levels of R&D and territories; market approval of new types of products; diversification of the portfolio of products and services; mergers and acquisitions of firms; reorganization and redistribution of powers and responsibilities within the organization; curtailment and liquidation of unprofitable productions; design and creation of new capacities; organization of staff training; creation of new markets.

It is quite obvious that for a socio-economic system (national economy, region, etc.) the range of substantive target characteristics of strategic programs should be different, broader in function and less detailed. But the general meaning of the strategic approach to perspectives within macrosystems is in many respects close to what is implemented in the course of strategic management of successful corporations. The main thing is to move away from a purely situational response to changes in the environment and move to a proactive response, which provides for the early activation of new factors capable of purposefully changing the environment itself to one degree or another.

Strategic planning at the level of the socio-economic system can be successful provided a balanced attitude to the real possibilities and contradictions of the principles of strategic planning and management.

First, strategic management is not only and not just a pre-composed plan, it is also type (model) of behavior. The world is too complicated, so the detailed building of a strategy in relation to the socio-economic system from the first step to the end is meaningless, if we do not mean the constant concretization of strategies and the transposition of part of the targets into the form of indicative plans and specific projects. Strategies should be developed gradually, step by step, as the "training" of the bodies (personnel) of strategic management takes place and ideas that have not justified themselves are cut off.

Secondly, success comes when the strategy is designed and directed top management organization (in relation to the national economy - the head of state or government). Therefore, one of the key principles is the performance of strategic planning functions by the top managers themselves. As important as the role of professional planners in the strategic planning process is, they are not the makers of strategies, they are essentially nothing more than helpers. At the same time, the real employment of top management is usually such that its role as an architect of strategies often comes down to only approving strategy options, and not to "building" them. In addition, the roles and interests of political leaders are very different from the roles and interests of business leaders: the motivation of politicians is largely tied to election cycles. Therefore, the subjects of responsibility for strategy on the scale of socio-economic systems should be associated with public interests and democratic control in a historical manner. Creating mechanisms for responsible participation in the strategic process of experts and professional planners, on the one hand, and top management, on the other, is one of the most difficult problems of strategic planning at the macrosystem level.

Thirdly, strategic processes in socio-economic systems are complex combination ensure readiness for big change and stability factors. In a strategically oriented system, senior management must be able to maintain balance and order, ensure the overall effectiveness of the structure, and at the same time it is necessary to be innovators, reform the organizational structure, adapt, respond, learn. Therefore, in serious work According to strategic management, strategy is presented as a concept associated not with change, but with stability. It is the desire for sustainability and permanence that drives organizations to develop and implement strategies2.

Fourth, the cost and time spent on the formation of strategic plans should be sufficient, but not too large. "The very nature of strategic decisions, which allows the planner not to rush to make a choice, can contribute," W. King and D. Cleland note, "to a delay in making a decision before receiving additional information. And since no information can be considered sufficient, there is a danger that strategic decisions will not be made at all. 3 Therefore, excessive enthusiasm for scientific-intellectual development of strategies and justifications for plans can create “management paralysis” due to the very tendency to analytics.

Development and periodic updates of the Concept of the country's socio-economic development are provided federal law RF "On State Forecasting and Programs for the Socio-Economic Development of the Russian Federation" dated January 1, 2001. However, in practice, such a concept is not developed or published.

The introduction into regular practice of procedures for the development of strategic plans for the socio-economic development of the country based on long-term forecasts is connected at the present stage with overcoming the biases that have developed among a significant part of the Russian "elite" in interpreting the issues of compatibility of "strategic plans and programs" at the macro level with the market nature of the economic system . These biases, which gave rise to the primitivization of the postulates taken as the methodological basis of market reforms, can be explained (and justified) to some extent in a retrospective manner by the transience of events at that time and the costs of a sharp political struggle, but further persistence in this matter cannot be allowed, no matter how sophisticated arguments from the field of theories of "denationalization", etc., were not given by the adherents of the "clean market".

"Today is the first time in for a long time– we can predict our life not for several months, not even for a year, but for decades to come," the president emphasized in his message to the Federal Assembly of the Russian Federation dated January 1, 2001. This important statement is evidence of the radically changed conditions for transforming our economy and at the same time an indicator the increased maturity of the conceptual vision of the mechanisms of the country's strategic development.

1 Strategic planning and economic policy. M.: Progress, 1982. S. 26.

2cm.: Lampel J. Schools of strategies / Per. from English. St. Petersburg: Publishing house "Piter", 2000. S. 303.

3 Strategic planning and economic policy. - M.: Progress, 1982. S. 145.

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The scientific basis for strategic planning is the methodology of planning. The strategic planning methodology is a tool for studying the potential of application in practical activities laws governing the development of the economy; developing methods for solving strategic planning issues and methods for their practical implementation.

The methodology of strategic planning considers:

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

The methodological approach is a holistic direction of applying the 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, however, it introduces amendments to them 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 to the antecedent. 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 management and management of this process will be carried out “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) decrease in overall performance economic activity enterprises;
3) - bureaucracy of management systems;

Inactivism - orientation to the present. With inactive planning, there is a desire to maintain the status quo of economic structures. The disadvantage of the inactive approach to planning is the lack of innovation, the inability to adapt to changes in the environment.

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

The downside of the proactive approach to planning is the small application of existing experience and the excessive use 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 way of planning the future is not narrowed by its design, but by adaptation, effective adaptation economic entities to the circumstances of the future.

In order to form best plan development, taking into account and using all modifications environment, an "optimization" approach is used. The methodology of the optimization approach to planning, focused on finding the best solutions, is in many ways similar to the preactive approach.

The use of methodological approaches makes it possible to include 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

Type of planning				Funds	Orientation
tactical			are chosen	are chosen	inactivism
Operating				are chosen	reactivism
Regulatory	are chosen	are chosen	are chosen	are chosen	interactive
strategic		are chosen	are chosen	are chosen	preactivism

Table 2. Classification of planning systems

Classification sign	Type of planning system	Note
General planning orientation	Interactive planning Preactive planning Inactive planning Reactive planning
Planning time horizon	Long-term planning (forward or strategic) Medium-term planning (tactical) Short-term planning Operational planning	10-15 years up to 5 years 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
Target orientation of plans	Regulatory planning Strategic planning Tactical planning Operational planning
Technologies for the formation of plans	Discrete Planning Rolling (permanent) scheduling	Plans for a certain period of time Transitional plans are formed
Character functional connections	Integrated planning Local planning	Vertical or horizontal coordination of plans Autonomization of plans
Methodology for developing plans	Functional planning Situational planning	It involves the traditional development of plans in the context of management functions. The development of potential development scenarios and a system of alternative plans is envisaged
The nature of the planned indicators	Directive planning Indicative planning	Plans are mandatory, implementation is monitored Plans contain the most important positions 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 outcome of the functioning of the planning object at a given point in time. Objectives are goals that are desirable to achieve by a set time period within the strategic planning period. Objectives must be achievable within the planning period. Ideal - a goal that is impossible to achieve, but to which one should strive.

In strategic planning at the macro level, the goals and objectives are contained 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.

Tactical planning assumes 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 means to achieve specified goals. Normative planning is determined by the maximum freedom in the implementation of planning.

The concept of strategic planning within systems approach uses the possibilities:

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

The system-integrated approach is a concretization and application of the system 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 a concretization and application of the system approach to solving local scientific, technical, economic, environmental and 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 to achieve the goal;
3) establishment of volumes 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-animation approach (animation - multiplication) - concretization and application of a systematic approach to the study of processes associated with the appearance and multiplication of effects.

System-normative approach - concretization of the system 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) determination of social guidelines (development in strategic plans and programs of target indications for achieving the established degree of the state of the social system);
2) application of the system of norms in the management of production and in other areas.

Development and application of a system of standards. The standard is an element-by-element component of the norm, which determines the degree of use of the 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 for the final result or establish relations for the distribution of the results of activities (depreciation, tax rates, management standards).

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

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

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, the growth of qualitative characteristics.

An important part of the strategic planning methodology is the logic of planning. Logic of planning - an ordered sequence, mutual consistency and justification of procedures associated with 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 scope 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) coordination, balance the needs and resources of socio-economic subsystems different levels by overcoming temporary contradictions, discrepancies 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 implemented 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 strategic planning object) is determined by the state of the resource capabilities of economic entities and the impact of reproduction factors on the entity in the pre-planning 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 correspondence with each other. At this stage, scaling, ranking of needs on the basis of maximum importance, 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 principle of planning is an objective category that formulates the general operation of the laws of development and determines the tasks, directions and potentials for the implementation of strategic programs, projects and plans.

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

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

The third principle is the flexibility of planning - modification of the direction of plans in dependence 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 authorities take into account the interests of economic entities that can autonomously conduct economic activities.

The sixth principle is the scientific validity and effectiveness of strategic programs. The principle is expressed as follows:

1) practical use in planning the achievements of progress with the aim of restructuring the economy, greening production, supplying its social aspirations, a significant level of tension and productivity of labor;
2) prompt response to the changing needs of society;
3) increasing the level of accuracy of planning information for the preparation and calculation of strategic plans;
4) improvement of technologies in the development of plans.

Keywords

METHODOLOGY / STRATEGIC ANALYSIS/ COMPETITION / VALUE CHAIN/ SWOT ANALYSIS / STRATEGY OF THE ENTERPRISE / STRATEGIC PLAN/ METHODOLOGY / STRATEGIC ANALYSIS / COMPETITION / VALUE CHAIN / SWOT-ANALYSIS / BUSINESS STRATEGY / STRATEGIC PLAN

annotation scientific article on economics and business, author of scientific article - Gaiduk Vladimir Ivanovich, Takaho Eldar Yeristemovich

The principles and methods of strategic planning are given. Researched toolkit strategic analysis, development enterprise strategy and strategic plan. In the implementation of the strategic planning process, the development of an enterprise development strategy, an analysis of the internal and external environment was used: PEST analysis, M. Porter's five forces model, management survey, analysis " value chains» M. Porter and system management analysis McKinsey CVP-analysis (Cost Volume Profit; cost volume profit), SWOT-analysis. Based on the analysis of the internal and external environment carried out at the enterprise, as well as the SWOT analysis, it is proposed enterprise strategy. Among all the methods of portfolio analysis in the framework of strategic planning, the authors distinguish three of the most well-known: the method of the Boston Advisory Group (BCG); McKinsey model; ADL/LC model (concept life cycle). A comprehensive strategic plan, as well as the system of its implementation and management, since the previously developed strategy is a generalized idea of the direction of the organization's development. The research conducted by the authors is based on the use of the following groups of methods: program-targeted; economic and mathematical methods (simulation modeling of queuing systems; theory production functions; dynamic modeling) and network planning methods

METHODS AND TOOLS OF STRATEGY PLANNING

The principles and the methods of strategic planning were shown in the article. We have the tools of strategic analysis , strategy development and enterprise strategic plan . In the implementation of the strategic planning process the strategic development of the company we use the analysis of internal and external environment: PEST-analysis, five forces model of Michael Porter, administrative examination, analysis of the “value chain” by M. Porter and system management analysis of Mc Kinsey CVP-analysis (Cost Volume Profit), SWOT-analysis . On the basis of the analysis of the company’s internal and external environment, as well as the SWOT-analysis , we have proposed a business strategy . Among all the methods of portfolio analysis in strategic planning, the authors identify three of the most famous ones: the method of the Boston Consulting Group (BCG); model of McKinsey; Model of ADL / LC (a concept of life cycle). We have also substantiated a comprehensive strategic plan, as well as its system implementation and management, because the previously developed strategy was a generalized idea of the direction of the organization. The research made by the authors was based on the use of the following groups of methods: target program; economic-mathematical methods (simulation of queuing systems, theory of production functions, dynamic modeling) and methods of network planning

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

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METHODS AND TOOLS OF STRATEGY PLANNING