Business plan and strategic planning. Strategic planning

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.

You can often come across 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 they are going to work in, the competitive environment and their ability 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.

Yes and in large companies it happens that strategic development plans developed with a lot of time and effort remain only plans. Many external and internal factors can lead to this, the most common of them 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 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 identify strengths and weak sides companies, establish their links 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 opportunities external environment company and for positioning threats to 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 product quality, customer service, 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 ultimate 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 resources and efforts of the company to solve 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 character and their implementation requires the efforts of all divisions of the company, it is necessary to translate them into the strategies of individual divisions, so that the managers and staff of each division clearly know their goals and objectives for the implementation of the overall strategy of the company.

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, as a result 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 of a 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 the "strategy of success".

If the market is in a fever and the company does not feel stable enough, it is forced to work according to a “survival strategy”, in which long-term forecasting is impractical due to uncertainty. further development situations. 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 income, the company can also solve the problem of high dependence on external financing by investing the profits in replenishing 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.

Using 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 when making a forecast for the year it is quite possible to achieve high level accuracy of data and to ensure the interconnection of all elements of planning, when developing a strategic plan for five years, you have to make a significant number of assumptions and assumptions about the development of the situation. Therefore, it will not be superfluous for all interested parties (owners, management, management) 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.

Enterprise strategic plan- a long-term plan, as a rule, covering a period of 10-15 years, in which the main goals of the enterprise for the future are formulated, specific tasks tied in time and resources, a general strategy for achieving the goals set;

Role strategic plan for the enterprise in a market economy can best be shown in comparison with a planned economy. Previously, when developing its plans, an enterprise received information from the outside about the range of products, suppliers and consumers, prices for its products, and many other indicators and standards. Regardless of interests enterprises it was impossible to change them and they were automatically included in the development of enterprise plans. Actually, the planned work itself was reduced to finding effective ways to perform known tasks in a fairly predictable external environment.

This task remains today, but in market conditions this task is only part of the planned work. Now the enterprise itself must determine and predict the parameters of the external environment, the range of products and services, prices, suppliers, markets, and most importantly, determine its long-term goals and strategy for achieving them. This part of the planned work is covered by the development of a strategic plan. Those enterprises that do not use strategic planning are doomed to lose to their competitors and a tedious struggle for survival.

Strategic planning includes three interrelated tasks: developing the mission of the enterprise, presenting the mission in the form of long-term and short-term tasks, and developing a strategy for achieving the goals.

In this way, enterprise strategic plan can be defined as a document expressing the mission of the enterprise, its long-term goals and objectives and the strategy for achieving them, taking into account the external environment and internal characteristics of the enterprise.

The definition of the mission of the enterprise is the answer to the question: "What will our enterprise be like in 5-15 years?" In other words, the management of the company must understand:

• what is an enterprise?
• in what specific narrow areas of activity does it operate?
• what are the directions of development of the enterprise?

The mission statement is usually quite general, but at the same time specific to each enterprise and clearly expressing its individual understanding of its future business.

The general formulation of the mission requires specification in the form of setting key development goals and objectives. It is better when tasks can be formulated in numerical terms. The work of developing a mission and setting specific goals is carried out not so much by specialists in planning, how many by all managers of the enterprise, and first of all by top managers. Ideally, specific goals should be set for each department of the enterprise. Usually, if for some departments it is not possible to formulate their goals within the framework of common mission enterprises, this is a signal for the need to improve the organizational structure.

The development of the mission and definition of the tasks of the enterprise requires completion in the form of developing an enterprise strategy. AT general view strategy can be defined as a system of managerial and organizational decisions aimed at implementing the tasks of the enterprise and fulfilling the designated mission. The strategy development process can be divided into four stages:

1. determination of the strategic position of the enterprise by individual factors,
2. a generalized assessment of the cumulative interaction of internal and external factors,
3. identification of strategic alternatives,
4. development of an enterprise strategy that satisfies the current situation and the tasks of the company.

Schematically, this process is shown in rice. one. While mission and goal setting is based more on art than conventional methodologies, well-designed tools are used to develop strategy. The strategy development process is schematically depicted in rice. 2.

Industry Analysis provides for the solution of the following tasks:

• definition of the main economic characteristics industries;
• definition driving forces industry development;
• assessment of the forces of competition;
• assessment of the competitive position of enterprises in the industry;
• forecast of probable actions of the nearest competitors;
• identification of key success factors (KSF);
• assessment of the prospects for the development of the industry.

Analysis of the state of the enterprise aims to solve the following problems:

• assessment of the existing strategy:
• whether it works to strengthen the position of the enterprise;
• conducting a SWOT analysis (strengths and weaknesses of the enterprise, external threats and opportunities associated with changes in the external environment);
• comparative assessment of the competitive position of the enterprise;
• comparative assessment of the cost structure of the enterprise and competitors.

When identifying strategic alternatives for an enterprise, two key issues are:

1. identification of real opportunities for changing the strategy: the presence of limitations in improving the adopted strategy; possible space for a fundamental change in strategy;
2. determination of such directions for changing the strategy that allow creating significant competitive advantages.

When analyzing the industry, the state of the company, the possibilities of choosing alternative directions for the development of the enterprise, the main work is carried out to form a basic approach to the new strategy. At the final stage, the detailed development of the strategy itself and its formalization in the form of a strategic plan take place. The process of strategic management does not end with the development of a strategic plan; it includes the practical implementation of the actions outlined in the plan, monitors changes in the external environment for the enterprise and the competitive state of the enterprise itself, as well as the adjustment or significant change in the adopted strategic plan when the goals or conditions for the existence of the enterprise change.

Before considering in more detail the main steps in the development of a strategic plan, it is necessary to make a note about the information required for analytical work. Obtaining such information, correcting it, maintaining a database is the task of the enterprise itself, which requires serious financial costs, organizational efforts and the availability of qualified managers. But even with a well-organized work with information, in some cases it is simply impossible to obtain real information. This applies, for example, to the uncertainty of changes in the external environment or to data on the cost structure of competitors, which are usually their trade secrets. In this case, all the same, it is necessary to try to work out some evaluation of such data.

In terms of the external environment, this can be a forecast or a scenario for the development of the situation; in relation to competitors, it can be expert assessments. The degree of approximation of these estimates to reality largely depends on the experience and qualifications of the management personnel of the enterprise. The very existence of such estimates is important, since it makes it possible to check their validity by monitoring the actions of competitors or events in the external environment and, using new data, correct the initial estimates, bringing them closer to reality.

Thus, the information used in the development of a strategic plan is often estimated, but this should not be an obstacle to the very attempt to create such a plan in the enterprise. It is recognized that it is better to have any strategy than not to have any.

Rice. 1. Stages of developing an enterprise strategy

Rice. 2. Methodological approach to the development of an enterprise development strategy

Question 1.1. System and levels of planning

Topic 1. Essence and functions of planning.

Lecture course. Operational and production planning

Production is a complex task. Some firms produce a limited number of products, others offer a wide range. But each enterprise uses different processes, mechanisms, equipment, labor skills and materials. To make a profit, a company must organize all these factors in such a way as to produce the right goods of the highest quality in right time with minimal cost. This is a complex problem and it will require efficient system planning and control.

In practice, strategic, long-term, short-term and current planning is used. Each of them has its own forms and methods of linking resources and methods for achieving goals and calculating indicators.

The production planning and control system consists of four main levels:

· Strategic business plan;

Long-term production plan (sales and operations plan);

Short term calendar plan production;

· Current or operational production plan.

Each level has its own task, duration and level of detail. As we move from strategic planning to control over production activities, the task changes from defining general direction to specific detailed planning, the duration decreases from years to days, and the level of detail increases from general categories to planning the production of individual assemblies and parts and pieces of equipment.

Since each level has its own duration and tasks, the following aspects also differ:

The purpose of the plan;

· Planning horizon - the period of time from the current moment to a particular day in the future, for which the plan is designed;

· Level of detail – detailing of products necessary for the implementation of the plan;

· Planning cycle – frequency of revision of the plan.

At each level, three questions must be answered:

1. What are the priorities - what needs to be produced, how much and when?

2. What production facilities do we have, what resources do we have?

3. How can mismatches between priorities and resources be resolved?

A strategic business plan is a statement of the main goals and objectives that the company expects to achieve in a period of two to ten years or longer. It is a statement of the overall direction of the firm that describes the type of business the firm wants to do in the future—product lines, markets, and so on. The plan provides a general idea of ​​how the firm intends to achieve these goals. It is based on long term forecasts.

The development of a strategic business plan involves marketing, financial, production and technical department. In turn, this plan sets the direction and coordinates the marketing, production, financial and technical plans.

Marketing specialists analyze the market and make decisions regarding the company's actions in the current situation: they determine the markets in which work will be carried out, the products that will be supplied, the required level of current and after-sales customer service, pricing policy, the strategy for promoting products on the market, etc. .

The financial department decides from which sources to receive and how to use the funds available to the enterprise, manages the movement Money, forms a strategy for raising funds, makes proposals for the use of profits.

Production is the main link in the planning system. Practically, the activities of all departments of the enterprise are aimed at ensuring its smooth operation, at solving main task for which the enterprise was created - to produce and sell products, to satisfy market demand. To do this, it uses the available resources, equipment, labor and materials as efficiently as possible.

Technical services are responsible for engineering, technological and instrumental preparation of production, research, development and design of new and improvement of existing products.

Technicians work closely with marketing, manufacturing and economics departments to design products that will sell well in the market and that can be manufactured at the lowest possible cost.

Setting the task of developing a strategic business plan is the responsibility of the management of the enterprise. Guided by the information received from the marketing, finance and production services, the strategic business plan defines the general concept, in accordance with which the goals and objectives of further, more detailed planning are set. Each service develops its own plan for fulfilling the tasks set by the strategic business plan. These plans are aligned with each other, as well as with the strategic business plan.

The level of detail of the strategic business plan is low. This plan covers General requirements market and production—for example, the market as a whole for major product groups—rather than the sale of individual products. Often it contains indicators in monetary units and not in natural terms.

Strategic business plans are usually reviewed semi-annually or annually.

Development is an irreversible, directed, regular change in systems. Development differs from other changes in the simultaneous presence of three properties:

• 1) reversibility of changes, which characterizes the processes of functioning (cyclic reproduction of a constant system of functions);
• 2) the absence of regularity, which is characteristic of random processes of a catastrophic type;
• 3) non-accumulation in the absence of a direction of change, due to which the process is deprived of a single, internally interconnected line characteristic of development.

As a result of development, a new qualitative state of the object arises, which acts as a change in its composition or structure (that is, the emergence, transformation or disappearance of its elements and connections). An essential characteristic of development processes is time, since, firstly, development is carried out in real time, and secondly, only time reveals the direction of development.

There are two forms of development - evolutionary (gradual quantitative and qualitative changes) and revolutionary (a leap-like transition from one state of matter to another). There are also progressive and regressive development. The development of organizations is due to the following factors:

• changes in the external environment (economics, politics, ethics, culture, etc.);
• changes in the internal environment (transition to new technologies, movement of workers, etc.);
• the needs and interests of a person and society (the need for self-expression of a person, the need for a surplus product of society, etc.);
• aging and wear of material elements (equipment, human, technology);
• change in ecology;
• technical progress;
• global state of world civilization.

The law of development in general can be formulated as follows: each material system strives to achieve the greatest total potential when passing through all stages of the life cycle. The principles on which it is based are given in Table. 2.1.

Despite ongoing discussions, experts agree that the full life cycle of an organization necessarily includes such stages as:

• - formation of the organization;
• - its intensive growth;
• - stabilization;
• - crisis or recession.

Moreover, the last stage does not necessarily end with the liquidation of the organization. The option of its “revival” or “transformation” is also considered quite possible.

In accordance with the concept of organization development stages, no organization can remain in the same state for too long, but always goes through several stages of its development, each of which is replaced by the next and is accompanied by the experience of difficulties and contradictions.

There are several levels of consideration of the stages of the life cycle. The periods lived by the firm within the framework of the same type of value systems and fixing, first of all, the specifics of managerial tasks in a certain period of the organization's functioning, are called stages. Periods when the organization fundamentally changes its internal values ​​and orientations are cycles of development.

Tab. 2.1. Principles on which the law of development is based

The first stage in the development of an organization is its formation. At this stage, it is important for the organization to find the product that can be offered to the consumer.

If an organization manages to find its place in the market, "promote" its product, then it can move to the next stage - intensive growth. At the second stage of development, the organization grows, the volume of goods sold increases, the number of personnel, the number of branches, divisions, and activities increase.

If an organization manages to "stay on the wave", stabilize sources of income, gain a foothold in the market already as a full-fledged agent, then it can move on to the third stage - stabilization. At this stage, it is important for the organization to stabilize its activities as much as possible. To do this, she tries to reduce the cost of production by reducing costs and maximizing the rationing. own activities. Usually, due to the volatility of the market (consumer), the life cycle of the product offered by the organization is limited, which also affects the staging of the organization's development.

After the stabilization stage, the organization can naturally move into the next stage - a crisis, which is characterized, as a rule, by a decrease in performance below the margins of profitability, loss of a place in the market and, possibly,

Tab. 2.2. Features of the target orientation of the organization on various

stages of development 1

"death" of the organization. An organization can survive and move on to the next cycle of development only if it can find a new product that is attractive to the consumer, take a new place in the market. If it succeeds, then it will be able to go through the stages of formation, intensive growth and stabilization already in a transformed form, which will inevitably be replaced by a new crisis.

In the development of an organization, crises are inevitable - even the most conservative companies, characterized by a stable position in the market, experience crises at least once every 50-60 years. For the changeable Russian conditions the stage of development can last a year - one and a half, and often several months.

An analysis of the stories of successful companies allows us to highlight the main features of the target orientation of an organization at various stages of its development (Table 2.2).

At each stage, the organization implements a specific development strategy. A look at the organization in relation to the stages of development allows us to determine to what extent its main target and strategic settings and orientations are adequate to the internal situation in the organization.

However, when comparing the features of intra-company guidelines that regulate managerial activity, it is clear that not only the tasks of the stage are important for understanding the activities that are carried out by management in a particular period of the organization's existence, but also the general, value orientation of the organization in a certain period of its existence.

The evaluation of the chosen strategy is carried out by comparing the results of work with previously set goals. In reality this is feedback in sequence management decisions(Table 2.3).

In reality, strategy can be very difficult to evaluate. The main difficulties lie in the following reasons:

• 1. The information needed to evaluate the strategy may not be available or available in an unusable form, or it may not be timely or presented in real time. The evaluation of a strategy cannot be better than the information on which this evaluation is based.
• 2. There may be considerable difficulty in reaching agreement on what criteria to evaluate strategies.
• 3. Difficulties may arise in determining the amount of information needed to make realistic profitability projections.
• 4. There may be a reluctance to undertake systematic evaluation activities.
• 5. The accepted valuation principle may be too complex.
• 6. A very heavy focus on evaluation strategies can be too costly and unproductive. Nobody wants to be judged too carefully.

Tab. 2.3. Types of organization development strategies depending on the main

goals and stage of its development

Strategy evaluation can focus on two areas:

• — evaluating the specific strategic options developed to determine their suitability, feasibility, acceptability and consistency for the organization;
• - comparing the results of the strategy with the level of achievement of goals.

When an organization decides which course it should take, there are usually a number of options before the top management of the organization. In order for each alternative to be studied equally, several criteria are used.

For each strategic choice, four criteria are applied, in the form of questions asked about each option. If the answers to the four questions are in the affirmative, then the choice "passes the test."

Business strategies can be either intentional (prescriptive) or emergent (spontaneous). Therefore, some strategies are planned in advance, and prescriptive strategies are adopted thereafter. Other strategies are not planned and are spontaneous, as they arise as a result of the consistent behavior of the organization's management.

In strategic evaluation, the difference between the two types of strategies plays a significant role. Those organizations that use deliberate strategies are more likely to use the criteria and analytical tools discussed earlier. Firms that follow the spontaneous strategy model will do things differently. But this does not mean that the analytical process does not have an intuitive approach to management.

Potential shortcomings and limitations of the emergent (spontaneous) strategy are manifested in the following. If an organization chooses to follow a set course that outlines systemic and sequential actions, then it can more confidently identify and evaluate all opportunities before making the appropriate choice. An intuitive approach based on a model of behavior does not provide such confidence in the evaluation of choice. The choice may or may not be right.

Based on the foregoing, we can conclude that the features of the development of an organization are determined by the stage of its life cycle. Each specific stage of the company's development is characterized by a specific strategy and target orientation of activities. So, at the formation stage, the organization chooses an entrepreneurial development strategy, the main purpose of which is to “apply” on the market - to draw attention to the product (service), search for its consumer, organize sales and services.

Selection process best strategy starts by looking at all options. Each option, in turn, needs to be examined using the criteria of suitability, feasibility, acceptability, and competitiveness.

Tab. 2. 4. Criteria for strategic choice

advantage, which will allow developing the best option strategies.

• Lapygin Yu. N. Theory of organizations and system analysis: Textbook, manual. M.: INFRA-M, 2010. - S. 51.

Strategic planning in business - a program of action

What is a business strategy? Strategy is a set of decisions that top management, owners and managers of the company will make or are making to increase the value of the company, to make profit in the long term for the owners. As a rule, a business strategy not only ensures the achievement of serious results, but helps to avoid failures that can occur with too fast growth or too slow development, and the lack of rear support. Any company has a business development strategy, but the owners and top managers of the company do not always formulate it, and even more so inform the company's employees, and sometimes even they are not aware of the strategy.

Moreover, it is important to understand that a business strategy necessarily includes elements of a marketing strategy, an assortment development strategy and assortment management in a company, and personnel management in a company. These are the main components, although, of course, it is important to have other strategies as part of the strategy. constituent elements, which will allow the heads of departments to understand the goals and objectives of their particular direction in business.

In any case, any company or business always has a choice - to independently and consciously choose and build its business strategy, or follow a coincidence, moving and changing under the pressure of the external environment, the market.

A business development strategy is by no means a closed list of decisions that are important for the company and require huge costs. In most cases, these are answers to key questions in the process of creating a business or its existence. As a rule, a strategy is formed from answers to such questions, consideration of even incredible ideas, events, decisions, which, as a rule, are stretched out in time. It is precisely such decisions, which sometimes, at first glance, seem ordinary and simple, open up entire directions for the development of an enterprise. Although everything can be the other way around, when a certain factor was not considered, but later turned out to be decisive and its resolution required serious efforts.

For this, it is necessary to learn how to properly plan a strategy, manage the process of planning, budgeting, and long-term development of the company. This opportunity exists in principle with the help of a built and functioning system for making strategic decisions for business. A peculiar business process of creating a business development strategy. It is important to always focus on what is very important for the future of the company, and already current implementation plans, setting priorities, building tactics for cutting off uninteresting areas in business are already mechanisms that simply need to be explained to subordinate employees in the company.

As a rule, this is a relatively complex and rather time-consuming process, since the company's strategy involves proposing solutions to several issues that should be considered comprehensively and taking into account the existing external environment, the market. Moreover, as the business develops, the competitive environment also changes. In any case, a clear and simple business strategy allows you to quickly understand where the essence is and set priorities for the company that need to be implemented in the process of work in real and practical life.

If to speak plain language, then business strategy is a full-fledged analysis of the external environment, the situation, the identification of determining factors for success and decisions that will lead to an even greater accumulation of advantages, uniqueness and merits of the business that really distinguish the company from competitors, as well as the systemic ability of top management to adhere to the chosen strategy and communicating the strategy to staff, customers, competitors.

That is why one of the directions of strategic business development will always be: the company's mission and values, the principles of building a company.

The mission of the company may look like this - to become comfortable and the best shop which provides buyers fresh produce from the field, environmentally friendly and healthy for food. The values ​​of the company can look like this - all employees as one family ensure and guarantee that the products sold in the store are the freshest and best organic products that are grown without additives on national fields by farmers.

In any case, all this together determines the main directions in the end, the goals, methods and mechanisms of the entire company.

STRATEGIC BUSINESS PLANNING

The business process of strategic planning is built in such a way that it is necessary to go through 3 main stages:

1.Marketing analysis of the external environment, market, competitors and business situation directly to the company, make a SWOT analysis.

2. Analyze the results of the first stage, study and evaluate various options alternative solutions, make one right decision as a business development strategy.

3. Based on the result of the approval of the decision, draw up and describe the implementation system decision through the preparation of action plans, the mandatory distribution of human, financial, material and intangible resources that will be directed to achieve the selected goals.

Strategic planning and strategic decisions, as a rule, affect the following areas in the company:

1. Formation of the system in the company "Development of the Future".

Companies that occupy a leading position are very difficult to surprise. They always have several scenarios for the development of the external environment, several decisions on how to respond to each scenario. In most cases, there is a clear and distinct picture of the development of the future, which makes it possible to bet on a winning business development strategy. It is very important to always limit any risks, and if they still remain, then lay more straws so that force majeure circumstances or events do not significantly affect the work process.

2. The right choice of markets (segments) that the company will develop.

Basically, it's a permanent job. Exceptionally constant monitoring can allow you to see the prospects of new markets, real opportunities for creating new segments, another aspect of such constant monitoring is to leave the market in time, before the markets become a trap.

3. Choosing an effective strategy for competition and competition.

Competition is always an art, you can’t compete only on prices, you can’t go with the “lowest prices” business strategy, and at the same time sell quality products. In fact, based on experience, it is better to pursue a strategy of focusing on one thing and effectively, than to spread out into many and not succeed. The competitive strategy is always associated with a large number of decisions, such as the nomenclature and assortment of goods, the pricing policy of the company, the services that the buyer will receive or the additional services of the manufacturer, how to organize the supply of goods, logistics, whether to use the warehouse. Based on the strategy, there can be different answers to all these questions, which means different investment budgets.

4. Choosing the relationship and work of business units in the company.

Which and how many departments to create, and whether all departments work effectively, or whether they can cut everyone and automate everything, so as not to depend on the desires, emotions of people, and not pay salaries. The ability to prioritize and focus on the essential, on the main thing in business, distinguishes outsiders in a developed and developing market. Successful companies tend to be better than their competitors in these basic decision-making competencies. The reactive decision-making style provides an advantage in operational activities, where everything is changing rapidly, and already positional and combinational styles allow for effective strategic management. At the same time, you need to understand that the options for reaction and response, as a rule, are always very limited, and the speed, in principle, is the same for everyone.

That is why the key issue of the combinational management style is what sequence of actions needs to be performed in order to make a profit in the visible, and not the long term. But this style is difficult to implement in the territories of the former Soviet Union, since in a rapidly changing environment it may be too late to make certain decisions.

And of course, the positional style is always thinking about what needs to be done to increase the value of the company in the future. This is true for mature market companies, as value added for owners is created through solutions that improve the company's long-term growth opportunities.

But you need to remember that every company has a strategy, and it is usually formed under the influence of huge amount factors. At the same time, the conscious movement of the company implies the ability to highlight strategically important areas. And in this aspect, the tools of strategic planning are, of course, combinational and positional decision-making styles, because here, as a rule, efforts can be formed on the basis of strategic innovations.