Method of strategic planning resource analysis. Methodology of strategic planning. What are the problems associated with strategic planning of enterprise development

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

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

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

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

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

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

The long-term goal of the development of the enterprise, its refinement, taking into account changes in the conditions of its activity;

Enterprise development strategy, which formulates the concept and main directions of development;

Plan for the long-term (strategic) development of the enterprise.

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

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

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

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

At the same time, resource opportunities, their expansion and qualitative improvement within the established rates and proportions are taken into account. An important problem to be solved in this approach, is to achieve the appropriate parameters of balance between resources (material, financial and labor) and the volume of the enterprise. Methodologically, this approach consists in the fact that, based on the expected resources, the growth rates of the volume of sales and production of goods and services, as well as the proportions of the development of the enterprise's divisions, are optimized. These procedures are completed by the development of measures to improve the efficiency of the use of the resource base. An approach that takes into account resource capabilities must be considered in conjunction with the target approach.

Planning from final goals involves:

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

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

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

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

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

In accordance with this, the following planning methods are used in the development of a strategic plan:

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

Program-target - planning from the end goals based on a set of target standards and indicators that describe the ideal state of the enterprise in the future;

Simulation modeling - setting the maximum permissible parameters for the development of an enterprise, building a model of controlled and uncontrolled factors in order to study the degree of their influence on the development of an enterprise in the future taking into account factors of the internal and external environment);

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

In the complex of methods, it is necessary to highlight the use of network planning, which contributes to the solution of the following tasks:

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

Reasonably choose the development goals of the enterprise units, taking into account the planned end results on the basis of disaggregation of the set of goals and objectives to specific activities and the identification of their executors;

Set tasks for departments based on their relationship with the strategic plan of the enterprise;

Involve direct executors of the main stages of the planned work in the preparation of plans;

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

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

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

Strategic planning helps the company to effectively use its existing advantages and create new potentials for successful activities in the future. The Strategic Planning Service acts as an internal advisor to managers, supplying the necessary information to make informed decisions.

The development of a strategic plan includes the following steps:

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

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

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

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

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

The 1st stage - the formation of the goals of the long-term development of the enterprise - is very important, since when substantiating the goal, the long-term results of the enterprise's activities are anticipated, the most general guidelines and mission for the development of the enterprise are formed.

Basic rules for justifying the goal:

Must be specific and understandable (measurable goal);

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

Can be broken down into a set of tasks that ensure the achievement of the goal, i.e., be able to build a "tree of goals" (comparability of goals and objectives);

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

The goal is formulated by top management and predetermines the concentration of efforts for its implementation. Goals are important because they:

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

Determine the prospects of doing business;

Serve as a guide in the formation of the image of the enterprise.

There are eight key spaces within which the enterprise defines goals:

1. Market position (share and competitiveness).

2. Innovative processes of production and sale of products and services.

3. Profitability of the enterprise.

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

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

6. Qualification composition of personnel and the possibility of its change.

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

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

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

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

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

Innovativeness of strategic directions.

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

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

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

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

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

Concentrated growth strategy - includes plans to strengthen market positions; search for new markets for existing goods and services; upgrading a product or service for sale in an existing market;

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

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

Downsizing strategy - includes a liquidation plan when the business is unable to maintain existing business, therefore, it sells all or part of its business.

In addition, enterprise strategies are divided into levels:

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

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

Functional - managerial, i.e. substantiation of approaches to ensure effective management for the implementation of business strategies;

Operational - includes the strategy of logistics, commerce, production, marketing, ensuring the implementation of the business business strategy.

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

Determining the potential of the market and its conjuncture;

Changing quality needs for products and services;

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

Changing the internal environment:

Growth in production and sales of products and services;

Qualitative and quantitative change in resource potential;

Competitiveness and stability of the enterprise.

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

The practical tasks of modeling are:

Analysis and forecasting of the economic situation within the enterprise and beyond;

Analysis and forecasting of sales markets and logistics;

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

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

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

Stage 4 - the development of a long-term plan involves the evaluation and selection of the most effective and realistic forecast option, its concretization. In the long term, goals, strategies are expressed in planned indicators and tasks (in an enlarged form, sometimes in extreme values).

The range of strategic plans includes:

1. Company-wide consolidated strategic plan:

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

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

Plan for strategic transformations (changing the types and objects of activity; creating a network of enterprises, etc.).

2. Plans by type of business:

Business portfolios by types of business and activities;

Key indicators of development of business types;

Plans for new products and technologies.

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

Commercial activities;

production development;

Development of material and technical supply;

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

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

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

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

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

Arrangement and reserve of leading personnel;

staff development;

Improving the organizational structure of management;

Improving the personnel incentive system;

Development information system management.

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

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

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

In the development of the strategic plan;

As a rule, at all levels of management;

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

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

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

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

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

Action planning and development calendar plans and charts;

Monitoring the implementation of strategic and current plans.

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

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

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

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

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

• tactical;
• operational;
• strategic.

Strategic planning

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

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

tactical planning

In Soviet times, medium-term plans were established at enterprises. Tactical planning is somewhat similar to this practice, but there are significant differences. At the same time, although the plans are limited in time, this is the time allocated for the implementation of the goals set. Tactical planning is a consequence of strategic planning. L. Mittal set such tactical goals at his enterprise as to optimize the staff, acquire coal deposits for the production of its own raw materials, automate business processes and production processes.

As a rule, the heads of departments are engaged in the development of a tactical plan. If we are talking about a small company, this task is included in the range of duties directly to the head of the entire organization.

operational planning

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

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

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

How to draw up a strategic development plan

Many managers mistakenly believe that long-term strategic plans can be successfully replaced by sales plans. The development of companies headed by such leaders is hampered by top management's misunderstanding of the business goals, and therefore, the failure to use funds to achieve these goals.

In order for an enterprise not to get bogged down in a routine, it needs a strategic plan. Download example algorithm for the development and implementation of a strategic plan you can in the article of the electronic magazine "General Director".

The main goals of strategic planning in the enterprise

Determination with strategic plans in the firm is also to form and communicate to the designated official such a measure of responsibility and authority that will allow him to fully manage the company during the entire period of his tenure. Strategic planning has the following objectives:

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

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

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

• analysis of the growth process of the company's activities from the very beginning, as well as compliance with the planned strategic plans;
• assessment of the external and internal development of the company today;
• adjustment of the mission and vision of the company in its field of activity;
• setting common development goals;
• analysis of the main problem in enterprise management and development of a method of elimination;
• development of the concept of the enterprise;
• search for opportunities and ways to implement them to transfer the company to the active sphere of TO-BE;
• creation and distribution of initiative actions for the implementation of the strategic plan;
• refinement of certain nuances and provisions in the areas of the company's activities that depend on strategic planning: investments, finance, marketing, etc.

Strategic planning of the enterprise: advantages and disadvantages

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

This type of planning is based on the instant application of innovative ideas, as well as proactive actions to minimize risks and accelerate the development of the company.

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

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

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

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

Strategic planning has its characteristics:

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

The advantages of this type of planning are as follows:

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

However, in addition to the benefits, there are a number of shortcomings.

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

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

• the company constantly monitors external activity;
• Goal setting staff have about a greater degree of professionalism and creative thinking;
• the company is actively innovating;
• All employees are involved in the implementation of the goals.

Strategic planning needs to invest a lot of resources, financial and time. Traditional planning does not require such efforts.

The consequences of non-fulfillment of strategic plans are usually much more serious than with conventional planning.

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

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

What is the system of strategic planning in the enterprise

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

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

Subsystem for making strategic decisions

This element consists of methods for identifying company problems, analyzing effective ways their elimination and decision-making, allowing to improve the activities of the organization in the future. The subsystem includes a certain circle of people dealing with the identified problems, as well as a set of actions to analyze and find optimal solutions.

Change management subsystem

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

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

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

Strategic control subsystem

This element allows you to evaluate how the chosen strategy is being implemented, what changes are taking place inside the company and in its external activities, how the goals set correspond to the developed plans, and also allows you to change the scenario for the development of the strategic plan if necessary.

They control the already completed part of previously planned programs and projects. The results should be summed up necessarily, to motivate leaders. The reports should include not only the results obtained, but also the strategic problems that have occurred or are likely to occur.

Information and analytical subsystem

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

This subsystem is aimed at the full implementation of the set strategic tasks through the use of information sources and technologies.

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

Methodological subsystem

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

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

Organizational and personnel subsystem

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

Strategic planning management subsystem

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

The implementation of the activity of this subsystem occurs with the help of a specially organized autonomous unit. It is engaged in the implementation of the developed strategies, organizes the processes necessary for this, controls their implementation and results. All this is done with the support of the regulatory and methodological framework and on the basis of official documents.

Phased organization of strategic planning at the enterprise

The setting of strategic goals at the enterprise goes through the following stages:

Stage 1. Defining the mission of the enterprise

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

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

The mission statement consists of four elements:

• study of the history of the emergence and activities of the company;
• study of the field of activity;
• definition of the main goals;
• strategic aspirations of the company.

Stage 2. Formulation of goals and objectives of the functioning of the enterprise

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

Therefore, goals must meet the following parameters:

• functionality - it is important to determine the functions of the goals set, since the manager must be able to adapt the goal and delegate it in a suitable form;
• selectivity - certain resources are always attracted to achieve the goal. But in case of their insufficiency, some specific goals should be allocated, on which it is necessary to concentrate, and for the achievement of which resources and efforts are used. That is, there is a kind of selectivity of goals;
• plurality - goals and objectives are set for all important areas in the activities of the enterprise;
• achievable, realistic – goals must be realistic. Employees must see that even though achieving the goal will require very hard work, in the end it is possible to achieve them, they lie within the possibilities. Setting unrealistic, unattainable goals demotivates, negatively affects the activities of employees and, as a result, the company as a whole;
• flexibility - it should be possible to change the goal or means of achieving it in the process of working on its implementation, if this is required by factors in the external or internal activities of the company;
• measurability - the goal should be measurable both in quantitative and qualitative terms, and not only at the time of setting, but also during work on its implementation;
• compatibility - all goals set in the company must be combined with each other. That is, long-term goals should meet the requirements of the company's mission, and goals for a shorter time period should stem from long-term goals;
• acceptability - at the time of goal setting, the interests of business owners, managers, company employees, partners, customers, etc. should be taken into account;
• Specific – The goal must be clearly stated. From it it should be clear in what key the company will act, what will happen when the goal is achieved, what the results will be, who is involved in its implementation and for how long.

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

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

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

Stage 3. Analysis and assessment of the external environment

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

When studying the macro environment, the following elements are analyzed:

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

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

• supplier firms;
• firms-consumers of manufactured products;
• intermediary organizations, including between the company under study and the state (tax service, Insurance companies etc.);
• competing enterprises;
• various companies, commercial and not, that influence the formed public image of the company (for example, the media, the Consumer Rights Protection Society, etc.).

Stage 4. Analysis and evaluation of the internal structure of the enterprise

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

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

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

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

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

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

Stage 5. Development and analysis of strategic alternatives

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

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

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

The strategy is developed on the basis of the following areas:

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

Stage 6. Choosing a strategy

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

Stage 7. Implementation of the strategy

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

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

Stage 8. Evaluation of the chosen (implemented) strategy

The strategy is evaluated by the answer to the question - will the company be able to achieve the goals? If the developed strategy gives a positive answer to this question, then it is further analyzed according to the following parameters:

• how it correlates with the demands of external activity;
• how it correlates with the development potential of the company;
• how acceptable is the level of risk in this strategy.

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

Methods of strategic planning in the enterprise

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

Method 1. SWOT analysis

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

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

Method 2. "Tree of goals"

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

Method 3. BCG matrix

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

Method 4. McKinsey Matrix

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

Method 5. Ansoff matrix

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

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

The resulting matrix gives 4 options marketing strategies to increase the sales volume and/or to maintain the existing volume: reaching new markets, developing in the current sales market, developing the assortment, expanding the markets and product range.

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

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

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

Method 6. SADT Method

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

Method 7. IDEF0

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

• How to find inspiration for solving strategic problems

What are the problems associated with strategic planning of enterprise development

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

1. One of the main reasons is that the link "enterprise strategy - underlying projects and activities", even with the help of BSC, turns out to be very cumbersome. Real events show that correlation is needed, for example, corporate cards, but this is unprofitable due to the lack of free resources.
2. Today, strategic planning and its methods are too static, mechanistic, do not have the necessary flexibility. Therefore, at certain stages, the constructed model turns out to be irrelevant. Scenario modeling could be called upon to help create models of various versions of the current business, but this would require additional funding to organize a special planning structure.
3. The third reason is a purely Russian problem, which lies in the fact that the basis of strategic planning in business is capital and profit growth. And on the one hand, this is a worthy goal, especially from the point of view of a business owner. But in our country, this position allows the number of investors-speculators to grow above the number of conscientious key shareholders. Moreover, the attitude to the strategic tasks set by these two sides usually differs radically. The first type, in the end, wants to sell his block of shares as profitably as possible, so capital gains are important to him. A strategy developed under the influence of such a message can be said to devalue the very fact of setting strategic goals.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

Stages of the strategic planning process. The main features of strategic planning. Differences strategic management from tactical to operational. The concept and main types of goals. Strategy and goals. Tools for analyzing the external and internal environment.

presentation, added 01/05/2016


Concepts strategic management, the evolution of his theories, characteristic features and principles. Stages of strategic management. The concept of strategic planning, its functions and structure. Advantages and disadvantages of strategic planning.

term paper, added 10/11/2010


The concept and main objects of study of strategic management, its purpose is the stages of implementation in the enterprise. Features and principles of the classical model of strategic analysis and planning ADL / LC. Maturity stages of the industry and opportunities to work in it.

test, added 11/15/2009


Concept, essence, types, tasks, functions, principles, objects and methods of planning. The concept of strategic planning, goals and stages, as well as the features of its application in various areas of the enterprise, proposals for its improvement.

term paper, added 03/05/2010


Essence, principles and methods of planning. Brief description, analysis of technical and economic indicators and strategic planning of OAO "Kommash". Choice of the priority direction of strategic planning based on the method of analysis of hierarchies.

term paper, added 03/01/2012


Improvement of the strategic planning system. Models and methods of strategic management and project management. Classification and ranking of problems in the project of improving the strategic planning system of "Technical equipment" LLC.

term paper, added 01/14/2015


The subject of strategic planning; school of strategic management. Formation of strategic management as an independent research area and management practice. Definitions, main stages of the process of strategic management.

term paper, added 01/16/2010


Basic approaches in strategic planning and forecasting. Organizational and economic characteristics of Yandex. Problems in the company's strategic management system. Improving the efficiency of strategic planning at the enterprise.

thesis, added 01/31/2018

1. Introduction

2. The concept of strategic planning

3. Organizational goals

4. Assessment and analysis of the external environment

5. Condition analysis and coefficients strategic development

6. Types of strategic planning

7. Choice of development strategy

8. Strategic planning methodology

9. Methods of strategic planning

10. Conclusion

11. List of used literature

1. Introduction

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

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

When choosing consumers, managers take into account: direct contact, communication with the end consumer, the solvency of the customer. The search for new consumers, the development of new markets has become very relevant for the enterprise (some managers are looking for new consumers on their own).

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

Thus, management and strategic management of an enterprise's activities are necessary in any area of ​​economic activity. At the same time, there are still many problems and significant shortcomings that need to be resolved as soon as possible, which, in turn, will allow the Russian economy to achieve stabilization and progressive development.

2. The concept of strategic planning.

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

Strategic planning- this is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions, the functions of organization, motivation and control are focused on the development of strategic plans. A dynamic strategic planning process is the umbrella under which all managerial functions Without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of the corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises that enter into fierce competition both among themselves and with foreign corporations.

The concept of "planning" includes the definition of goals and ways to achieve them. In the West, enterprise planning is carried out in such important areas as sales, finance, production and purchases. In this case, of course, all private plans are interconnected.

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

Strategic plan requirements

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

The strategic plan gives the enterprise certainty, individuality, which allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. This plan opens the door for an enterprise that directs its employees, attracts new employees, and helps sell products or services.

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

The strategy is a detailed comprehensive comprehensive plan. It should be developed from the point of view of the entire corporation, rather than of a particular individual. It is rare when a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about the sectors of the national economy, the market, competition, etc. In addition, the strategic plan gives the company a certainty, a personality that allows it to attract certain types of employees and help sell products or services. Strategic plans must be designed in such a way that they not only remain cohesive over time, but also remain flexible. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the ever-changing business and social environment.

Strategic planning alone does not guarantee success, and an organization creating strategic plans may fail due to errors in organization, motivation, and control. Nevertheless, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. In this way, planning helps to create a unity of common purpose within the organization.

Rice. 1. Development of business goals in the company.

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

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

Diagram 1. Strategic planning process

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

3. Organizational goals

Corporate goals are formulated and established on the basis of the overall mission of the organization and certain values ​​and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

Organizational goals (company-wide) are the end points of the organization's mission statement to which it aspires.

1. First, goals must be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for subsequent decisions and progress.

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

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

4. To be effective, the multiple goals of an organization must be mutually supportive i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Objectives will only be a meaningful part of the strategic management process if top management articulates them correctly, then institutionalizes them effectively, communicates them, and drives their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to the extent that these goals reflect the values ​​of management and the realities of the firm.

General production goals are formulated and set on the basis of the overall mission of the enterprise and certain values ​​and goals that top management is guided by. To make a true contribution to the success of an enterprise, goals must have a number of characteristics:

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

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

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

4. Assessment and analysis of the external environment.

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

assessment of changes affecting various aspects of the current strategy;

identification of factors that pose a threat to the current strategy of the company; control and analysis of competitors' activities; identification of factors that provide more opportunities to achieve company-wide goals by adjusting plans.

Analysis of the external environment helps to control factors external to the firm, to obtain important results (time to develop an early warning system for possible threats, time to predict opportunities, time to plan for contingencies and time to develop strategies). To do this, it is necessary to find out where the organization is, where it should be in the future, and what management should do to achieve this. The threats and opportunities faced by the firm can be divided into seven areas:

1. Economic forces . Certain factors in the economic environment must be constantly diagnosed and evaluated as they The state of the economy affects the goals of the firm. This is the rate of inflation, international payment balance, employment levels, etc. Each of them can pose either a threat or new opportunity for the enterprise.

2. Political factors . The active participation of entrepreneurial firms in the political process is an indication of the importance of public policy to the organization; Therefore, the state must follow normative documents local authorities, the authorities of the subjects of the state and the federal government.

3. Market factors . The market environment is a constant danger to the firm. Factors affecting the success and failure of an organization include income distribution, the level of competition in the industry, changing demographics, and ease of entry into the market.

4. Technological factors. Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communication technology. The head of any firm must be careful not to be subjected to "future shock" that destroys the organization.

5. Competition factors . Any organization must examine the actions of its competitors: analyzing future goals and assessing the current strategy of competitors, reviewing the background of competitors and the industry in which these companies operate, in-depth study of the strengths and weaknesses of competitors.

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

7. International Factors . Management of companies operating in international market, must constantly evaluate and monitor changes in this broad environment.

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

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

Successful strategy selection requires deep Scan current directions in the organization, its position in the struggle, prospects for the future, as well as trends in its development. Based on the analysis, priorities in the distribution of resources are developed. The object of analysis is the strategic database, which represents the most significant characteristics of the internal and external conditions of the organization and its main partners. Based on the analysis, conclusions are drawn regarding 10-15 most significant factors affecting the activities of the organization, identifying strong and weak sides, as well as the impact on it and what are the trends of this impact, thereby drawing a reliable portrait of the future of the organization.

Analysis of the strategic database is carried out in three areas:

Objective assessment position of the organization as a whole.

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

Model of the functioning of the technical and technological potential, preference for leadership; the specifics of the business moral atmosphere and other issues of the company's life.

External environment of the organization . It turns out its real reputation, manufactured products in the eyes of business partners and consumers, market trends, real potential consumers, the range of goods and services that it makes sense to focus on is determined.

Obstacles hindering development, inconsistency of goals and means to achieve them, possible production conflicts are identified.

6. Types of strategic planning

There are the following types of strategic planning:

Long term (prospective) planning. Since plans are developed from the future to the present, plans for a shorter period become integral part promising. Perspective plans long-term goals and a general strategy of action are reflected. Alternative strategies being developed are not included in the plan, but are reflected in special programs contained in the annexes. Long-term plans include indicators and proposals, which are reflected in generalized, most often financial, indicators. Long-term plans are developed for a period of 5 to 10 years.

medium term planning. They are based on real demand on the organization's products, changes in its characteristics in the near future, restructuring of production technology, financial constraints, market conditions, the risk of losing a partner, etc. Medium-term plans are developed for a period of 1 to 5 years.

Short term planning. Such planning covers a period of several weeks or months. It is aimed at regulating the current use of resources and is implemented through the preparation of calendar programs for production and control over it, the management of inventories and loans received.

Operational planning. The task of operational planning includes monitoring the daily loading of equipment, the sequence of operations, the placement of workers, etc.

7. Choice of development strategy

Based on the existing database of strategic data, forecasts and assumptions, the company proceeds to select strategic alternatives for its development.

There are four types of alternatives:

limited growth;

Reduction;

A combination of the three previous alternatives in varying proportions.

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

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

Reduction is carried out in different ways :

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

Getting rid of unnecessary elements;

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

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

Successful implementation of a strategy requires reliable feedback and appropriate tools. One of the tools is tactics, when the forms and methods of action are focused on achieving immediate goals. It is developed at the level of middle management, and for a short time. To achieve strategic and tactical goals, the management of the firm develops an ongoing policy that includes discrimination in hiring, increasing profits by inflating prices, using low prices to oust competitors, etc.

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

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

8. Strategic planning methodology

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

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

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

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

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

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

a) What is the methodological basis?

b) What are the general methods of strategic planning?

c) What is the system model of the organization and how should it be interpreted?

d) What are the principles of strategic planning?

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

For each specific organization, higher-order systems act as a specific environment, consisting of economic and government controls; market, domestic and foreign competitors, media and infrastructure.

Strategic planning by organizations is based on the following provisions:

First position

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

a) Organizations are created to achieve certain goals;

b) Availability of certain resources and their transformation into wealth;

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

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

e) Multi-criteria management tasks;

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

g) The need to manage the organization, for which a special management body is created that has a specific function and organizational structure. A system of approved norms for monitoring their observance.

Second position

Organizations are open systems which are influenced by many environmental factors. Therefore, the effectiveness of the organization, and its strategy, is largely determined by its adaptive capabilities.

Third position

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

The planning methodology is based on the following principles:

Justified and conscious choice of goals and strategy for the development of the organization;

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

Ensuring compliance between the organization and the external environment that controls and manages the subsystems and elements of the organization;

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

Clear organizational separation of strategic planning tasks from operational planning tasks.

9. Methods of strategic planning

Allocate two main planning methods - balance and normative.

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

The planned balances developed in the process can be classified according to the following criteria:

a) on the basis of the planning stage (forecast, planned and reporting balances)

b) by duration (current, prospective)

c) on the basis of purpose (material, labor, financial)

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

The whole set of norms and standards can be divided into groups:

a) norms and standards reflecting the consumption of services by the population

b) economic standards

c) norms and standards used in technical and economic calculations.

All technical, economic and balance calculations are based on norms and standards. An indispensable condition for the progressiveness of the norms is their revision, in connection with the changing conditions of production.

This method is used in the development of all plans for socio-economic development. Therefore, before developing a plan, for each of its sections, its own regulatory framework should be formulated.

10. Conclusion

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

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

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

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

11. List of used literature

1. Petrov A.N. Strategic planning for the development of an enterprise: a textbook. - St. Petersburg: Publishing House of St. Petersburg University of Economics, 1993

2. Gusev Yu.V. Enterprise Development Strategy. - St. Petersburg: SPbUEF Publishing House, 1992.

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

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

politics. M., 1988

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

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

For a ship that has no course

no wind will be favorable.

ancient roman philosopher

and statesman Seneca

How to start developing a strategic plan?

What sections must be present in a strategic plan?

What methods to check the correctness of the strategic development plan?

How to analyze the external and internal context of the organization?

How to formulate a mission and develop strategies for the development of an organization?

How to develop a business plan for the development of an organization?

How to ensure the implementation of the strategic development plan?

How to ensure the relationship between the strategies, business development plans and budgets of the organization?

A company that does not have strategic development goals and specific plans to achieve them is doomed to follow current events with very vague prospects for the future. But the development of a correct strategic development plan requires high competencies and skills from management, since it involves not so much the calculation of business performance indicators as a forecast of business dynamics, taking into account the risks and opportunities associated with both the external and internal context of the organization.

It is often possible to meet the opinion that strategic planning is necessary for large companies that have already declared themselves as leaders in their market segment and look to the future with confidence.

But, firstly, any company has a specific goal of its activities and at least an approximate business plan. And this is already the elements of strategic planning.

Secondly, even novice entrepreneurs assess the size of the market in which they are going to work, competitive environment and their opportunities to enter this market. That is, they are engaged in strategic analysis, which is also one of the components of strategic planning.

In other words, most small and medium-sized companies in fact also use strategic planning, but, unlike large players in the market, they do it non-systemically and not in full.

And in large companies, it happens that strategic development plans developed with a lot of time and effort remain only plans. This can be caused by many external and internal factors, the most common of which are the lack of integrity in the planning methodology and the disruption of the relationship between strategies, business development plans and company budgets.

We offer a methodology for developing the most effective strategic development plan and recommendations that will help to avoid possible risks of erroneous forecasts, we will talk about the sequence of forming a strategic development plan, we will reveal the relationship between the context, goals and resources of the company, which should be reflected in the strategic development plan.

Of course, the strategic plans for the development of large, medium and small companies will differ due to the difference in the scale of economic activity, the specifics of the business, the complexity of the organizational structure and business processes.

But in any case, a well-developed strategic development plan is formed on the basis of successively implemented stages:

Analysis of the external and internal context of the organization

The performance of any company is influenced by many different factors. Without understanding the degree of their impact, it is impossible to develop the right strategic direction for the development of the company.

The company itself also affects the external environment (context) - the product sales market, suppliers, buyers, partners, regulatory authorities, etc.

Note!

How successfully the company's strategy will be implemented depends largely on its ability to organize the internal environment (context), which includes business processes, organization resources, personnel, structure and production technologies, as well as corporate culture and principles.

The totality of factors of the internal context of the company by and large determines its competitiveness.

Therefore, before developing a mission and strategy, it is necessary to conduct a strategic analysis of the external and internal context of the company, the result of which should be an assessment of the risks and opportunities of a particular enterprise in its surrounding market environment.

The 3 most common methods of strategic analysis:

SWOT analysis;

construction of matrices "Probability/Impact";

formation of a register of risks and opportunities.

The purpose of the SWOT analysis (Strength - strength, Weak - weakness, Opportunity - opportunities and Threat - threats) is to determine the strengths and weaknesses of the company, to establish their relationship with external opportunities and threats.

Based on the results of the analysis, company strategies are developed to use opportunities and eliminate threats for development.

Probability/Impact matrices are built separately for positioning the opportunities of the company's external environment and for positioning the threats of the company's external environment.

In each of the matrices, opportunities and threats are distributed according to the likelihood of their occurrence and the strength of the impact on the company.

Matrices help to control external factors and develop business development strategies.

The formation of a register of risks and opportunities involves a more detailed analysis compared to the two previous methods. First, the risks and opportunities of both the external and internal contexts of the company are identified. Further, the identified risks and opportunities are evaluated according to the degree of probability of their implementation and the degree of impact on the company's business. Then a matrix of risks and opportunities is formed, which reflects the cumulative degree of influence of the assessed risks and opportunities (“High”, “Medium”, “Low”). The final stage is the compilation of a register of risks and opportunities. It records all the risks and opportunities that are significant for the company, ways to minimize and implement them (in fact, these are the company's strategies), as well as the responsible (owners) of each of the risks and opportunities.

Conclusion

When choosing a development strategy, a company should focus on its strengths (high quality products, service maintenance customers, good business reputation) to take advantage of business expansion opportunities (increase in sales, launch of a new type of product, provision of additional services to customers).

At the same time, it is necessary to strengthen its weaknesses (depreciation of funds, insufficient staff qualifications, dependence on loans) in order to minimize the risk of external threats (rising prices for raw materials, increased competition in the market, reduced consumer demand).

Development of the mission and development strategies of the organization

In order to understand in which direction to move, develop, a company should first of all decide on its mission, that is, the main goal of its existence.

The mission of the organization necessarily reflects the field of activity and its final goal. On the basis of the adopted mission, strategies for the development of the company are developed that will ensure the fulfillment of the mission.

Development strategies, firstly, should cover all aspects of the company's mission, and secondly, should not deviate from its meaning.

Compliance with the first condition is necessary for the successful implementation of the company's mission, the second - in order not to divert the company's resources and efforts to solving problems that do not serve the mission of the company.

When developing company development strategies, it is necessary to carefully check their relationship with the approved mission.

Since the development strategies within the company are global in nature and their implementation requires the efforts of all departments of the company, it is necessary to translate them into the strategies of individual departments so that the managers and staff of each department clearly know their goals and objectives for the implementation overall strategy companies.

In addition, dividing the company's strategy into departmental strategies ensures that the correct performance targets for the strategy are set. Agree, if a company has one target indicator for all, which is formed as a result of the work of several departments, it is impossible to understand which of them did not complete their part of the work and who exactly is to blame for not achieving the overall target indicator.

An example of such a broadcast for the Volga company is as follows (Fig. 2).

We formulate the strategic goals of the company's development

However, the formation of a strategic plan for the development of the company is not limited to the development of the mission and strategies. In addition to the direction of action itself (i.e. strategy), it is also necessary to develop criteria for success (target indicators) and ways to achieve them (business development plans). Only in this case, you can be sure that the company has a clear program for fulfilling its mission, supported by action plans and the calculation of the resources necessary for their implementation.

Strategic goals (or key targets) should be specific and measurable so that at the end of any period it is clear to what extent the strategy has been implemented and what is the dynamics of its implementation.

For example, if a strategy target such as an increase in sales volumes can be expressed as a percentage of growth over the volumes of the previous period or in a specific amount. And if the goal is the implementation of an activity, then the estimated date of completion of this activity should be indicated as an indicator of its achievement.

Strategic goals are set, as a rule, for a year and subsequently adjusted according to the actual results of the company's work.

To visualize the indicators of the implementation of development strategies, use the map of strategic goals, which indicates:

general company strategies;

division strategies;

key areas for implementing strategies;

target indicator for each of the strategies;

the owner of the target indicator (the unit responsible for the implementation of the strategy).

An example of a map of strategic goals is in Table. one.

We develop a business plan for the development of the organization

One of the most important sections of the strategic development of an enterprise is a business plan for the company's activities for the forecast period.

4 key features business plan:

Transforms strategic development goals into indicators of the company's financial and economic activities for the forecast period.

Serves as a source of verification of the feasibility of the developed strategies (by comparing forecast indicators with the resource capabilities of the company).

It is the basis for the development of budgets for the company as a whole and its divisions for the year.

Acts as a guideline for adjusting the company's development strategies for subsequent periods.

Typically, business plans are made for a period of three to five years, there are options for up to ten years.

The main criteria for choosing a strategic planning period are the current market situation and the position of the company. For example, if the market situation is sufficiently stable and the company has been successfully operating on it for a long time, it can afford to predict results for the long term based on a “success strategy”.

If the market is in a fever and the company feels insufficiently stable, it is forced to work according to a “survival strategy”, in which long-term forecasting is impractical due to the uncertainty of the further development of the situation. In this case, a business plan is drawn up for a period of one to three years.

The business plan of the Volga company for a three-year period is in Table. 2.

As evidenced by the data of the business plan, the company's strategies and their targets are realistic and quite achievable. The Volga company profitable business, its operating income is quite balanced and allows you to maintain a given rate of return with an increase in sales volumes.

By increasing net profit, the company can also solve the problem of high dependence on external funding by investing the profits in replenishment of working capital for doing business.

Ensuring the relationship between the strategies, business development plans and budgets of the organization

Ideally, when developing a strategic development plan, a company must ensure the relationship between the strategies, business development plans and budgets of the company and departments. Such a relationship guarantees the successful implementation of the strategic plan, because the target indicators of the company's strategies will be tied to the parameters of the business development plan, on the basis of which all company budgets are planned. Therefore, the implementation of budgetary tasks will also lead to the achievement of the strategic goals of the company. Visually, this relationship is shown in Fig. 3.

On the example of the strategic development plan of the Volga company that we are considering, let's see if there are any relationships between the above plans.

In the final part of the strategic plan for the development of the enterprise, include a description of risk management methods, since in long-term planning the level of uncertainty increases simultaneously with the increase in the planning horizon.

While a one-year forecast can achieve a high level of data accuracy and ensure that all elements of the planning are interconnected, a five-year strategic plan involves a significant amount of assumptions and assumptions about how the situation will develop. Therefore, everyone stakeholders(owners, management, management) it will not be superfluous to understand, when agreeing on a strategic plan, what risks may interfere with its implementation and what the company can do to minimize their occurrence.

Conclusion

A complete strategic plan for the development of an enterprise includes the following sections:

• The results of the analysis of the external and internal context of the organization at the time of the development of the plan.
• Description of current activities and long-term objectives of the organization's development.
• Description of the company's mission and development strategies.
• Functional strategies of company divisions.
• Description of projects for the development of company.
• Business plans for the implementation of development projects.
• Description of risk management methods for the implementation of the strategic plan.

The development of a strategic development plan is the basis for choosing the long-term goals of the enterprise and ways to achieve them. Strategic planning helps to effectively allocate and use the company's resources to achieve the main goals and objectives of the chosen mission.

Please note: it is necessary to systematically monitor the approved plan so that it does not lose its relevance, and to revise the strategies of the enterprise, since the market situation and internal processes of the company can change significantly under the influence of factors that did not manifest themselves at the time the strategic plan was developed. It is better to identify the inefficiency of the chosen path in time than to continue to stubbornly waste time and company resources on achieving a goal that has lost its relevance.

Essentially, strategic planning is an ongoing process in which a company must find the shortest and most efficient path to success.