Many businessmen say that a business strategy is not needed in Russia. But is it really effective to live for today and not have plans for the future?

Imagine that today you have an income of 1,000,000 rubles. a month, and tomorrow BACH and yours were removed from production. What then? Let's figure it out.

And although everyone writes about the strategy, on the Internet there is no clear understanding of why it is needed, what happens and how to draw it up on your own.

First, let's figure out what this term is. And for reference, the term business strategy entered management theory back in the 60s of the last century, and since then it has not been able to come out in any way.

Business strategy- this is a general plan for a long-term development of the enterprise, based on the mission of the company.

It is interesting that in the USSR, where there was not only sex, but also business, similar developments were used with might and main, only then it was called “strategic planning”.

But the truth is, it looked less aggressive than it is now, and here's proof of that.

Business strategy of the USSR

Needed like air

Why do you need a company's business strategy? And to answer this question, I first came up with a beautiful comparison of a business with a sailing ship.

Who went out into the stormy sea without a compass, a map, under the guidance of a captain who does not know where to sail.

But, unfortunately, modern realities are such that a serious company that does not have a business strategy, I want to compare not with a handsome battleship, but with a bum (sorry for the comparison) who is only concerned with finding food and lives one day.

How can you say that ?!

Many entrepreneurs say that it makes no sense to engage in strategic planning in Russia.

The situation is changing too quickly, and the right connections help to achieve success rather than a well-developed business strategy of the company.

That is why the leaders of small and medium-sized businesses have little idea of ​​the development of their company, even within the next year, not to mention longer periods.

1. Strategy as a guide

To begin with, the strategy can serve as a guide to the realization of the company's mission.

With the help of such a business strategy, we answer the question: “How?”. For example, "How to achieve the financial targets?" or "How to become a market leader?"

However, here it is important not to forget about the product, since this is what the strategy is implemented with.

And so, we understand. First, define - the unattainable result that the company is striving for.

Let's take a simple example - you are selling elephants. Then your very simplified workflow for writing a strategic guide would look something like this:

1. Mission."We must sell more!"
2. Strategy. Question: "How?" How do we sell more elephants? Answer: We need to make them more attractive!
3. Product. What can be done to make elephants more attractive? Let's paint them pink.

Our strategic direction is: “In order to sell more elephants, they need to be made more attractive with pink.” Now we are thinking how this can be implemented:

1. Creation of a paint shop (a large room is clearly required);
2. Search and recruitment of personnel (not everyone will agree to such a job);
3. Establishing logistics (delivery of elephants and paint);
4. Development (you can't do without creativity);
5. Well, further in the same spirit ...

Just remember, the example is very exaggerated, such a strategy based on improving only one side of the offered product or service is unlikely to be successful.

And if you want to use it for your company, then you need an integrated approach.

It is forbidden…

2. Strategy as an action plan

Another option is to use the strategy as a step-by-step action plan for the long term.

And it would seem that this approach naturally follows from the definition of a business strategy, which we gave at the very beginning, but many people still have a "plug".

Strategy, as an action plan, is not a huge set of instructions for employees that cannot be deviated from.

This is a plan of what to focus on in order to capture your market share. In our case - to fill the market with pink elephants.

6. Company resources

Assessing your own resources is another important element of a business strategy. Again, we are talking not only about finance, but also about other types of resources: production and personnel, including.

It is clear that for the implementation of large-scale projects, one cannot do without a powerful production base and specialists.

7. Mergers and acquisitions

Yes, it is also advisable to work through all this at the stage of creating a business strategy. The company also has the ability to absorb someone, or vice versa, no matter how they accidentally absorb themselves.

This also includes plans to reduce unprofitable divisions or combine them with other industries that are part of the company.

8. Development tactics

Development tactics can be defined as a series of activities aimed at achieving the main goal of the company.

This usually includes expanding the range, introducing new technological solutions, capturing new markets, and so on.

These are the values ​​that you need to instill in your employees, as well as the general climate in the team.

The personal qualities of the people working in your company must correspond to the general strategic goals, otherwise you will not have a fruitful interaction.

WE DEVELOP A STRATEGY

If you want to rule the world, you need to make a clear plan. Yes, the time has come. It's time for us to develop our own business strategy.

We use the approach suggested by Toyota marketers, the Japanese will not advise badly.

Take a blank sheet of paper and divide it in half. On the left will be the present, on the right - the future.

Each column will have three rows, which must be filled from top to bottom. Just don't postpone this, the elephants won't sell themselves.

This is how we divide

The first line in the left column is the background, one might say the mission. It provides a general direction, so it shouldn't be too extensive.

Briefly write down what you want to achieve. Let me remind you that we are talking about your goals in business, and not about your life attitudes.

The second line is the current situation. Here you can not skimp on the description, it is better to formulate everything in sufficient detail, separately focusing on the description of existing problems and shortcomings.

The third line is analysis. Try to determine why the goals were not achieved, and for what reasons the problems that exist in your business now have arisen.

The first two lines will help you with this, which clearly demonstrate what you wanted to achieve and what happened.

The present

Finally, we turn to strategy formation. I warn you right away that this process is very difficult and cannot be written in one day. You need to consider all the risks and analyze the market. And so, let's get started:

The first line is the goal. We take previous conclusions as a basis and form tasks for the future.

Just set realistic goals, otherwise it will be a shame if you still do not receive the planned billion dollars of net profit in a year.

The second line is a plan for the implementation of tasks. It is not necessary to describe everything in detail here, but it is also not necessary to formulate too general and global tasks. Remember the SMART rule.

Future

The minimum indicators that we will achieve with the help of a business strategy should not be the ultimate dream. Develop. Who knows, maybe elephants are just the beginning.

BRIEFLY ABOUT THE MAIN

Fuh ... We have dealt with this difficult topic - business strategy. We realized that we needed it, otherwise living only today is fraught with consequences and the absence of Parmesan in the refrigerator.

And at the end, I suggest we refresh our memory, namely, once again read the shortest and most understandable excerpt from the article:

1. A company that doesn't have a business strategy is like a person who lives by day.
2. Business strategies may differ from each other, but they have the same goal - to help the business make the right decisions in the face of uncertainty.
3. It is necessary to implement the principles enshrined in the company's business strategy at all levels, from the management to the cleaning lady.
4. There are different types of business strategies, but they are rarely found in their pure form, most often the business uses hybrid developments.
5. Any business strategy is based on several elements. A good business strategy has at least nine basic ingredients.
6. Every entrepreneur can develop his own business strategy. So I wish you success in this difficult task.

In this article, we will consider what a company's development strategy is, as well as how to develop it and what difficulties accompany the formation of a company's development strategy.

You will learn:

• What is the company's development strategy.
• How is the development of the company's development strategy carried out.
• How a new development strategy of the company is being developed.
• What difficulties accompany the formation of the company's development strategy.
• What are the strategies for external development of the company.
• What is the purpose of developing a company's development strategy.

What is the company's development strategy

The concept of "strategy" in the works of different authors can have different meanings, which naturally leads to the corresponding confusion, with the substitution of semantic contents. The term "strategy" itself was adopted from the military vocabulary, in which it was used to designate the planning and implementation of the policy of a country or a military-political alliance using all available means.

This concept in a general sense is used to denote broad long-term measures or approaches, usually in relation to business - a company's development strategy or business. This concept has become widespread in the lexicon of business management to refer to what was previously known as politics or business policy.

Business development strategy - the direction of business development, which is taken as a basis, which determines the type of activity, the means of achieving the set goals, the system of external and internal communication, the mission of the organization, the methodology for responding to external and internal stimuli, the social role of the organization. Strategy in a broad sense means a set of long-term actions for the implementation of certain plans agreed in advance.

3 reasons why you need to develop and implement a company strategy

At least 3 reasons can be noted why the development of a company's development strategy is relevant:

1. Owners and managers of all companies need to be aware of their roles and opportunities in the long term, with an understanding - what do they own today, what do they plan to achieve tomorrow, how to do it?
2. It is necessary to formulate the goals of the owners so that it is easy to assess the possibility of achieving them; in this case, the strategy is a kind of tuning fork for correlating the current situation and expectations.
3. Leaders and owners need to come to an understanding about the future development of the business.

Development strategy of the company according to the Ansoff matrix

The matrix helps any organization choose the easiest path, taking into account the costs and risks, the situation in the company and the market. Use this matrix and you will be able to objectively assess your business opportunities. The article in the electronic journal "Commercial Director" contains a calculation algorithm that will be useful to any company.

What other types of company development strategies are distinguished?

Modern management identifies different types of company development strategies:

1. Basic strategy - a description of the general direction of development of the production system, production and marketing activities.
2. Competitive Manufacturing Strategy - designed to provide a competitive advantage to the organization.
3. Functional strategy - is developed for each functional unit that is part of the overall production system.

Basic strategy - describes the general direction of the company's development and its production and distribution activities. Reflects how to manage different types of business for the overall balance of the portfolio of goods and services. Strategic decisions at this level are considered the most difficult because they relate to the company as a whole. At this level, the product strategy of the organization will be determined and coordinated.

In addition to the basic strategy, which defines the combination of different strategic areas of the company's activities, competitive strategies involve identifying the approaches that the company needs to take to operate in each of these areas. Sometimes a competitive strategy for the development and growth of a company is also called a business strategy or a business strategy.

The business strategy is directed to achieve the competitive advantage of the organization. If a company specializes in one type of business, the business strategy is part of the overall strategy of the organization. If the organization includes several business units, each of them forms its own target strategy.

The third type of strategy is functional. The development of functional company strategies is carried out specifically for each functional space. The functional strategy is intended for the allocation of department resources, the search for effective behavior of functional units in the overall strategy. The main types of functional strategies include:

• R&D strategy, summarizes the main ideas about a new product - from the moment of development to implementation on the market. There are 2 types of this strategy - simulation and innovation.
• production strategy - focused on decisions about the required capacities, the placement of industrial equipment, the regulation of orders, the main elements of the production process.
• marketing strategy - identifies suitable services, products and markets that can be offered. The most effective composition of the marketing mix is ​​determined. This strategy turns out to be especially successful for production, which is focused on the mass consumer with a decrease in the level of real incomes.
• financial strategy - designed to predict strategic financial performance, with the assessment of investment projects, planning future sales, distribution and control of the organization's financial resources.

Many companies are developing a personnel management strategy that is designed to solve the problems of increasing the attractiveness of labor, increasing motivation, personnel certification, while maintaining the number of people employed in the company and the types of jobs that correspond to effective business conduct.

The following types of company development strategies are also distinguished:

• growth strategies;
• diversified;
• monostrategy;
• multi-attributive.

The strategy developed by the company should be a combination of several strategies. Coordination and close interaction of these strategies with each other is necessary. The choice of the company's development strategy must be unambiguous and definite. Only under this condition can the company count on achieving success in its activities.

The era has come when a fundamentally new development strategy for the company is needed

Alexey Petropolsky,

General Director of the company "Jurvista", Moscow

In a period of uncertainty, all that remains is to search for new prospects. They can be found provided that the company is ready for reorganization, training, resource control, with serious strategic planning. The time is coming when CEOs must re-tune their risk management framework.

Having a company development strategy is a must. The strategic horizon in modern conditions is not the previous three to seven years, but several months. But there is still a need for a long-term strategy to give direction. You also need to remember about the horizon, otherwise there will be no decision criteria.

The dependence of the success of business development is increasingly manifested not on demand, but on politics. The tasks during the period of economic recovery were stable and clear, the main driving factors for the development of the company were competitors and customers, but today it is politics and the state.

What to do for the director. It is necessary to determine how and where you plan to move in the near future, based on long-term strategic prospects. It is important to understand that it will not be "the same as before." Therefore, it makes no sense to simply try to wait out the crisis. There are many things to revisit in your organization's activities - including the corporate culture, marketing strategy, and certain familiar routines.

What features can be identified in the development strategy of companies

Depending on the degree of production diversification and growth rates, large companies can be divided into 3 main groups:

Proud lions... For such companies, typical behavior is the release of the latest "stars" products, without analogues from their competitors, with a timely, prompt release of new products to the market, with confirmation of its demand based on the results of marketing research.

Mighty elephants. For such companies, typical behavior is to constantly expand the range of products offered, presenting proven products that remain in demand, as well as products that have moved from the category of "stars" to "cash cows". These companies are distinguished by the richest assortment, with the possibility of making a profit in each segment.

"Hulking Hippo"- a large international corporation with production facilities that produce everything necessary for the production and assembly of products. The problems of such corporations arise from independent attempts to produce everything, which is not always economically feasible. Sometimes it is cheaper and more reliable to contact a third-party company from another city than to produce and deliver on your own through several countries.

Medium-sized firms can also survive and develop if they adhere to the chosen niche specialization. For medium-sized companies, niche specialization becomes a prerequisite, performing, first of all, a protective role from direct actions on the part of competitors. After all, they no longer have another competitive property in the form of the advantages of small firms. The choice of strategy depends on the growth rate of the niche and the growth rate of the most average company:

Conservation strategy... The strategy is oriented to maintain the current position of the company, since there is no need for expansion of activities, and at the same time there is no corresponding opportunity. This company's strategy is not without the risk of losing a niche as a result of changing needs.

Search strategy for the "invader". The company in such conditions is faced with the problem of an acute lack of funds to maintain its position in the niche. Usually, an average company in such conditions starts looking for a large company to absorb it - but with the preservation of a relatively independent, autonomous production unit. An average company, using the financial resources of a large organization, is able to maintain a niche position. At the same time, the company can regularly change owners, while maintaining a niche specialization of activities.

Niche leadership strategy. This strategy, in comparison with the previous one, can only be in 2 cases:

• the company's growth is so fast that it can become a monopoly organization, keeping competitors out of its niche.
• the company must have adequate financial resources to support accelerated growth.

A strategy for going beyond the niche. This strategy will be effective only if the niche for the firm is too narrow. The company may try to become a large monopoly with the loss of the “niche face”. The company, reaching the niche boundaries, faces direct competition from stronger enterprises. To get through this "decisive battle", the company must have sufficient resources accumulated within the niche.

What development strategies are chosen by global companies: the stories of Gref, Friedman and Branson

The Commercial Director's editors interviewed Yaroslav Glazunov, author of the bestselling Anti-Titanic, who collaborates with the leaders of major Russian and international organizations. Using the example of Alfa Group, Sberbank, Severstal and others, we will show how a manager should act in difficult circumstances for a company in order to continue developing his business.

What are the points of the company's development strategy plan?

A business mission is a set of values ​​that determine the goal in the organization's activities, strategic goals, reason for existence, tactics for the implementation of strategic goals.

Organizational structure - at the heart of this method of delegation of authority, the differentiation of manufactured goods and methods of division of labor. Often the division of a company into small divisions is an indicator of quality development in the management structure, the breadth of the market covered and the product segments.

Competitive advantages - quality indicators that allow a company to resist its opponents in the market in the struggle for sales markets, access to resources. Gaining a competitive advantage is one of the main methods in achieving an organization's goals to meet customer demand.

The company's products are the goods and services of the company, the implementation of which is the main current goal of the business.

Sales markets are the sphere of commodity-money exchange by consumers of products and their producers and sellers.

Resource potential - a set of resources (including tangible and intangible) that are used by the company to produce the final product. The potential of material resources is characterized by the ability of business to access certain materials or semi-finished products that represent raw materials for production of products.

Intangible potential - the company's ability to attract investments to implement the company's strategy, meet business needs, finance development. An assessment of resources is needed to properly implement the financing strategy in the business plan.

Mergers and acquisitions - the readiness of an enterprise to liquidate ineffective structural divisions, sell some production, also acquire enterprises in order to develop their sales markets and expand the range.

Development tactics - a set of actions for the company's growth, expanding its presence in new markets, increasing the range.

Corporate culture is a system of values ​​that are inherent in the personnel of an organization. Compliance of the behavioral structure and personal qualities of the personnel with the strategic goals and tactical methods of the organization, contributing to the achievement of the company's goals, formed by the investors, and the established development strategy.

How many strategic plans do you need to feel confident?

Sergey Zyuzya,

General Director of the Zika company, Moscow

Even when the market falls, we set ourselves the goal of not only profitable sales, but also ensuring sales growth in the future. Our work is based on planning, which includes strategies for 1, 3 and 5 years.

Three-year development plan for the company. It presents key indicators of development, investments, plans for personnel, etc. Each indicator under consideration is prescribed for each target market, as well as regions. The plan is based on statistics for the last 5 years, as well as the results of market research.

Development strategy of the company for five years. We developed a strategy until 2010 at the end of 2004. To achieve the indicators, we needed our own production facilities, laboratories, a training center and warehouses. We purchased land for a production and warehouse complex and our own office. The strategy was adjusted every year, especially in 2008. Fulfilled the plan, in 2010 a new five-year strategy was drawn up until 2015.

Annual sales plan. This plan provides individual sales plans, as well as the amount of remuneration.

Budget plans for one year and three years. On a monthly basis, we prescribe indicators of the volume and profitability of sales in the annual plan, indicating the responsible managers. We set our own key indicators for each manager. The 3-year plan is based on more general indicators.

Backup plan. I am opposed to adjustments to the sales plan for the year. If such a situation arises when it is necessary to reduce e costs, we go to "plan B" with blocking supplies without prepayment, optimizing our warehouse resources and reducing production costs.

Development of a company development strategy: step-by-step instructions

The first step is to assess the current state and dynamics of the company's development. You can look back at this stage and analyze the current position of the company. Optimally, it will be guided by a segment of the past, if possible, an equal planning period. Should be guided by a number of indicators in the activities of the enterprise for a given period:

• Sales of products: profit, structure and volumes of sales in the context of the groups of the presented assortment and directions, the main competitors are noted. Among the key questions it is noted - why is it necessary to change sales, what is considered the main thing in the assortment, what are the main customers and business competitors, what market events have resulted in certain important changes?
• Capital and investment market: invested and attracted investments, main investors, business creditors, activity and liquidity of investments. The key question is what financial potential does your company have?
• Labor market: number of personnel, structure by divisions, level of wages. Among the key questions - what is the competence of employees, the possibilities of your business to attract new employees.
• Market of suppliers and logistics providers: with an assessment of price dynamics, availability of supply of basic material resources for the needs of the company. The key issue can be considered the impact of the market situation of the main suppliers and providers on the activities of your company.

An analysis of legislative changes that significantly influenced the company's activities in all previous groups of indicators can also be carried out. The first step can be completed by performing a SWOT analysis.

The second step is to harmoniously combine the ambitions and resources of the business. At this stage, formulate 4 variants of the strategic line of behavior, with the choice of the resulting strategy. Among the options are the results of the analysis of sides, opportunities and threats, which are formulated for the factors in the SWOT analysis table.

After forming the options, determine the one that will be the most feasible according to your feelings. It will be possible to use the rejected options if the main one did not provide the planned results.

A goal is formed on the basis of the selected scenario, which contains specific indicators, their achievement and will presuppose adherence to the strategy chosen for itself.

The third step is to change the powers of managers and the company's management structure. At this stage, the team is preparing changes to the company's management structure, if it is necessary to introduce new positions, divisions or departments. The adjustment of the company's goals can look like this:

1. Strengthen the procurement block to form a procurement pool, conclude direct contracts with suppliers.
2. Strengthen the sales block in terms of employees who are competent to promote the product of new retail distribution channels.
3. Strengthen the distribution block, since the stability of supply and service, etc., is required to enter the retail chain.

The fourth step is the assessment of risks and compensatory measures. When implementing the company's development strategy, certain factors are possible that affect the final result. They must be taken into account in the "Threats and Weaknesses" section in the course of the SWOT analysis. At this stage, it is necessary to determine ways to neutralize the negative influence from this factor, if threats come or if the company is weakened more - in order to ensure proper protection of its strategic line.

The fifth step is when to adjust your strategy. The company's strategy should not be considered a dogma. In case of rapid changes in the operating conditions, it is necessary to provide for the possibility to return to this document in the following situations:

• in a year - carrying out planned adjustments.
• if new unique opportunities appear, and while realizing the company's potential.
• if the actual result for any strategic indicator differs from the planned by more than 20% in any direction.
• in the event of a threat of the onset or the onset of any circumstances that may lead to a change in the factors taken as the basis of the strategic line of the enterprise. In particular, events that could not be taken into account when developing a strategy.

It is necessary to take into account that the company's development and growth strategy is becoming not only an important planning tool, but also constant reflection on the essence of its activities and business.

An example of the implementation of the development strategy of the enterprise "Trud", chosen at the intersection of strengths and threats

Alexander Mokeev,

Director of the Nizhny Novgorod branch of TNT Express in Russia, Nizhny Novgorod

Target. The local company must be transferred to the category of regional, creating for this a pool of distributors of product "A", with access to large specialized networks in the region.

Strengths. By that time, they had unique advantages in their assortment, with the possibility of rapidly increasing production capabilities. But it was necessary to take into account the threat of copying the most successful products, price dumping from Chinese competitors.

Therefore, the chosen goal took into account the ambitions of our company, the possibility of a rapid increase in market share, with the need to interact with companies from China, ensuring the consolidation of the efforts of distributors of our product group in the reporting group.

Strategic indicators

The number of stores with which direct supply contracts with our company have been established should reach X.

The number of manufacturers with whom the company has direct purchase contracts must reach X.

The annual income of the enterprise must be X million rubles with a growth rate of at least X% per year.
It is necessary to reduce the total volume of purchase prices by X% (taking into account the annual indexation in X%), forming a pool for purchases.

Annual net profit must reach X million rubles (with a growth rate of at least X% per year).

Evaluation of the chosen strategy

The assessment of the approved strategy is carried out when analyzing the correctness and sufficiency of accounting when choosing the main factors that determine the possibilities of implementing the strategy.

Ultimately, the entire assessment procedure is subordinated to one thing: will the approved strategy of the company achieve its goals. This is the main criterion for the assessment. Provided that the strategy is consistent with the goals of the company, then the assessment will be made in the following areas:

1. To what extent the strategy corresponds to the state and requirements of the environment.
2. To what extent the chosen strategy matches the business opportunities and potential.
3. The acceptability of the risk that accompanies this strategy.
4. 4The formed development strategy of the company may be useless if the company does not provide a mechanism for its implementation. A separate big problem involves the formation of adequate strategies for organizational structures, with the selection of managers, financing of functional strategies, and the creation of an appropriate corporate culture.

Information about the author and company

Alexander Mokeev, Director of the Nizhny Novgorod branch of TNT Express in Russia, Nizhny Novgorod. Graduated from the Moscow Aviation Institute with a degree in Economics and Finance and a course in Strategic Logistics from the State University - Higher School of Economics. He worked as Deputy Head of Marketing Service of the National Factoring Company and Director for Logistics at Trud Production Enterprise (Nizhny Novgorod).

TNT Express in Russia. Business profile: transport logistics, express delivery of goods. Organization form: LLC. Territory: head office - in Moscow; regional offices - in 12 cities of the Russian Federation; network coverage - 5500 Russian cities. Number of personnel: 750. Number of monthly processed orders: more than 100,000. Director's experience in office: since 2006.

Alexey Petropolsky, General Director of the Jurvista company, Moscow. He received two higher educations, graduating from the Institute of State and Municipal Administration with a degree in jurisprudence and the Russian Academy of National Economy and Public Administration under the President of the Russian Federation with a degree in State and Municipal Administration. In 2013 he created his own real estate agency "Agency. No".

Sergey Zyuzya, General Director of Zika, Moscow. Graduated from the Moscow State Academy of Automotive and Tractor Engineering with a degree in mechanical engineering, and the Moscow State Institute of International Relations with a degree in commerce in the field of foreign economic relations with knowledge of a foreign language.

FEDERAL EDUCATION AGENCY

State educational institution

higher professional education

Moscow State Industrial University

(GOU MGIU)

Coursework on the subject: management fundamentals

on the topic: Development strategy of the organization on the example of the enterprise OJSC "BLMZ"

Full name Completed by: O. A. Kucherov

Group number: Dv07M22p-b

Lecturer: Doctor of Economics Sci., Professor A. A. Semenova

INTRODUCTION

The importance of a strategy to enable a firm to compete in the long term has grown dramatically in recent decades. The acceleration of changes in the environment, the emergence of new demands and changes in the consumer's position, the emergence of new business opportunities, the development of information networks, the wide availability of modern technologies, the change in the role of human resources, and other reasons have led to an increase in the importance of formulating an organization's development strategy.

The word "strategy" is of Greek origin and means "the art of deploying troops in battle" or "the art of the general." This military term is widely used by specialists, management theory and practice. In management, strategy is viewed as a long-term, qualitatively defined direction of the organization's development, relating to the scope, means and forms of its activities, the system of relationships within the organization, as well as the organization's position to the environment, leading the organization to its goals. A strategy is a set of rules that guide an organization in making management decisions to ensure that the organization's mission and business goals are achieved.

There is no one strategy for all organizations. Each organization is unique in its own way, therefore, the process of developing a strategy for each organization is different, because depends on the position of the organization in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or services rendered, the state of the economy, the cultural environment, etc.

The essence of strategic management lies in the fact that in the organization, there is a well-organized integrated strategic planning to ensure the development of a long-term strategy to achieve the company's goals and the creation of management mechanisms for the implementation of this strategy through a system of plans.

The rapid development of the economy in the second half of the twentieth century. in countries with market economies led to a sharp intensification of competition and an intensive search for methods of competition. One of the most effective ways turned out to be a strategic management tool for managing business in the future. Strategy management involves choosing a mission, defining a strategy, analyzing its quality and implementing a strategy.

Any company operates in a constantly changing external environment. To function effectively, an organization must not only adapt to changing conditions, but also predict their changes and develop in advance its actions in the industry.

In order for an enterprise to always act in accordance with its goals and mission, it must have some kind of strategy.

The purpose of the course work is to analyze the activities of the organization, identify its goals, determine the development strategy of the company in question and develop recommendations for carrying out activities to implement the strategy. The object of the study of this work is the economic activity of JSC "Balashikha Foundry and Mechanical Plant".

OJSC "BLMZ" occupies a fairly strong position in the Russian market. However, at present, due to some changes that are taking place in the market under consideration, this organization needs to develop a strategy for further development that would contribute to the growth of its competitiveness, efficiency and profitability.

1. Development strategy of the organization.

1.1 Strategic management of the organization.

Strategic management is the kind of management of an organization that relies on human potential as the basis of the organization, orientates production to customer demands, implements flexible regulation and timely changes in the organization, in accordance with environmental changes and allows to achieve competitive advantages, which allows the organization to survive and achieve your goal in the long term.

In a highly competitive and rapidly changing environment, firms must not only focus on the internal state of affairs, but also develop a long-term strategy of behavior that would allow them to keep pace with the changes taking place in their environment. Practice shows that in the actions of organizations, strategy, as a rule, is absent, which often leads to defeat in the market struggle. This is due to the fact that, firstly, organizations plan their activities on the basis that the environment will not change, or there will be no qualitative changes in it. Second, planning begins with an analysis of the organization's internal capabilities and resources.

Strategic management can be viewed as a set of five interrelated management processes:

Analysis of the environment

Definition of mission and goals

Choice of strategy

Strategy execution

Assessment and control of implementation

The analysis of the environment is usually considered the initial process of strategic management, as it provides the basis for defining the mission and for formulating strategies. Consists of analysis of the macroenvironment, analysis of the competitive environment and analysis of the internal environment.

The definition of the mission and goals, considered as one of the processes of strategic management, consists of three sub-processes - the definition of the mission of the company; defining long-term goals; definition of short-term goals.

Choosing a strategy - this process is considered the core of strategic management. With the help of special techniques, the organization determines how it will achieve its goals and realize its mission.

Implementation of the strategy is a critical process, since it is this process that, if successfully implemented, leads the firm to achieve its goals.

Evaluation and monitoring of the implementation of strategies is the logical last process carried out in strategic management. This process provides a stable feedback between how the process of achieving goals is progressing and the actual goals of the organization.

1.2. Strategic planning.

In strategic management and planning, an important place is given to the analysis of the organization's prospects, the task of which is to clarify those trends, hazards, opportunities, as well as individual emergencies that can change the prevailing trends. This analysis is complemented by an analysis of competitive positions.

Planning is of increasing interest to developing firms that face difficulties in implementing fundamentally new strategies.

An organization's potential and strategic capabilities are determined by its architectonics and the quality of its staff.

For example, the architectonics of an organization can be:

· Technology, production equipment, facilities, their capacities and capabilities;

· Equipment, its capabilities and capacities for processing and transmission of information;

· Structure of power, distribution of official functions and powers to make decisions;

· Organizational tasks of individual groups and individuals;

· Internal systems and procedures;

· Organizational culture, norms and values ​​that underlie organizational behavior.

The quality of personnel is determined by:

· Attitude to change;

· Professional qualifications and skills in design, market analysis, etc .;

The ability to solve problems related to strategic activities:

The ability to resolve issues related to organizational changes:

· Motivation for participation in strategic activities.

Without sufficiently complete information about the quality of personnel, management cannot make the right choice of the firm's strategy.

Thus, strategic management activities are aimed at providing a strategic position that will ensure the long-term viability of the organization in a changing environment. In a commercial organization, the strategic leader provides ongoing profitability potential. Its tasks are to identify the need and carry out strategic changes in the organization; create an organizational structure conducive to strategic change.

The management system of a commercial organization includes two complementary types of management activities - strategic management, associated with the development of the organization's future potential, and operational management, realizing the existing potential for profit. Strategic management requires entrepreneurial organizational behavior, and operational management operates on the basis of incremental behavior. Recently, organizations have increasingly felt the need to simultaneously use both types of behavior, for which they need to create such a structure of their architectonics that would allow successfully developing both entrepreneurial and incremental types of organizational behavior.

The development strategy of the enterprise is the way to achieve the set goals and implement the tasks. This is a long-term plan without specifying stages, methods and tactical actions. The development of a strategy is necessary to adapt the business to the changing external and internal environment in the market conditions.

Strategy as part of planning

The choice of strategies for the development of an enterprise is part of the forecasting and planning system that has developed at this enterprise.

The longer and more harmoniously the planning service works, the more accurate and adequate will be the choice of strategy, the implementation of which will allow the company to develop steadily and firmly hold its market niche.

The choice of a strategy is always preceded by the collection of information about the state of the external and internal environment. The external environment is understood as the state of all processes that can affect the efficiency of a given enterprise. It includes:

• the state of the market for products manufactured by the enterprise;
• the state of the market for products that can replace the products of the enterprise;
• the purchasing power of the population in general and in particular regarding the products of the enterprise;
• prospects and factors of changes in the purchasing power of the population;
• geographic and demographic factors affecting product sales;
• political situation;
• laws and regulations of various hierarchical levels;
• state development strategy.

It would seem that information about the internal environment is always there and does not need to be collected, although it always requires analysis. However, it is not always effective to analyze the work of a large enterprise based on the data of department reports. In order to know exactly the state of the organization at the time of choosing a strategy, it is necessary to conduct an internal audit of the chosen focus.

The choice of strategy is carried out during the transition from forecasting to planning. The forecast for the development of an enterprise, country, region, humanity is a variety of options for development scenarios. The choice of one of the scenarios is the choice of a strategy.

Types of enterprise strategies

Enterprise strategies in the most general form:

• growth strategy;
• limited growth strategy;
• reduction strategy;
• elimination strategy;
• mixed strategies;
• product development strategy;
• industry development strategy.

However, in large enterprises, and especially in enterprises with a large number of branches, it is possible to formulate strategies for structural parts, industries, spheres of activity. Moreover, all of them may not coincide with the overall strategy and even contradict it.

In more fractional variants, the following strategies are distinguished:

• differentiation, that is, the creation of such a product or service that would have an absolute novelty within the framework of this organization;
• absolute leadership in costs, which implies capturing the market by offering a product at lower prices by minimizing costs;
• focusing or focusing on the market for a product from a specific market segment.

Most often, enterprises, especially large ones, choose mixed strategies. They can be implemented as combinations of the following types of strategies.

Progressive - implies the growth of an enterprise through the formation of structures that are between the manufacturer and the end user.

Regressive - involves growth through the acquisition of new raw materials and their suppliers.

Horizontal - these are actions to take over competing firms or establish strict control over their activities in the market.

Risks and uncertainties when choosing a strategy

The choice of any strategy is associated with certain risks. This is due to the large dynamics of market conditions and the fundamental impossibility of an absolutely accurate forecast. Any forecast is a range in which the pendulum of events, conditions and factors fluctuates. Through the efforts of forecasters, this range can be narrowed, but no one can reduce it to the point state. However, even a point is also space.

The following hierarchy of risks in decision making can be distinguished.

1. Unlimited growth. The strategy can only be adopted for a short period of time. The risk lies in the possibility of rapid overproduction, filling market niches and slowing down the pace of development to the point of stagnation.
2. Reduction. The risk consists in the loss of important structures, directions, technologies, part of the assortment, direction of development, etc. These losses may be due to an incorrect forecast or the emergence of new factors and conditions.
3. Liquidation. It would seem that there can be no risks in liquidation by definition, since if an enterprise is liquidated, then there is nothing to risk. However, liquidation based on incorrect forecast calculations is fraught with loss of capital for shareholders and owners, as well as irreparable and irrational loss in the liquidation of a part of the enterprise.
4. Moderate growth. This is a strategy of careful small steps. It does not bode well for big profits, but it minimizes the likelihood of losses.

Since the advent of industrial production, minimizing risks, losses and losses has worried the minds of scientists and practitioners.

By the second half of the 20th century, mankind, having gone through wars, revolutions and global crises, found a solution to this problem. It is possible to minimize risks only with the help of a planning system.

The development of this idea was realized in various forms and methods of planning. The most effective form of planning, as it turned out, is continuous planning, when continuous short-term planning is carried out within the hierarchy of plans (strategic - long-term - medium-term - short-term). Its essence lies in the monthly adoption of plans for a year or another period based on the analysis of the situation and the implementation of the previously adopted plan. However, such planning is only possible in a large enterprise or its system. Small producers cannot afford such monitoring, so they have to adjust strategies within the framework of scheduling, which can also be effective.

Strategy development algorithm

The development of an enterprise development strategy or its structures is a complex multi-stage process. It consists of the following steps.

1. Determination of the mission of the enterprise in the framework of the developed strategy. The mission is understood as the place and role of the enterprise in modern society. Mission is the answer to the question "why does society need this enterprise?" Example of a mission: meeting the needs of the population for a particular type of goods or services.
2. The goal of developing a strategy is always to improve the manageability of a business and stabilize its position in the market.
3. Tasks to be solved. Tasks are the stages of moving towards a goal while completing a mission. They may include:

• shaping the company's image in a new strategic environment;
• development of a goal map and scorecard of indicators;
• development of a plan for the implementation of the strategy for the long, medium and short term;
• development of a plan-schedule for the implementation of the strategy for 1 year or less.

1. Formation of the content of the strategy. It can be:

• a description of the strengths and weaknesses in the activities of the enterprise;
• assessment of opportunities and threats;
• causal relationships between opportunities, threats, strengths and weaknesses of the strategy;
• mapping solutions in the context of alternatives (example: strengths / opportunities, weaknesses / opportunities, strengths / threats, weaknesses / threats);
• drawing up a hierarchy of strategic, medium-term and operational goals;
• identification of indicators characterizing the goals of different periods;
• description of the sequence and complexity of implementation of decisions;
• appointment of responsible executors.

1. The work of the expert group on the development of the strategy.

At the preliminary stage, a working group is created with the distribution of responsibilities, calendar dates and stages of the experts' workflow.

First stage. A methodology for assessing the internal and external environment of an enterprise is being developed to ensure the possibility of comparison and generalization. All members of the expert group work according to a single template.

Second stage. Assessment of the external environment of the enterprise in terms of opportunities and threats in business development. Each member of the expert group works independently.

Third stage. Collective expert assessment of strengths or weaknesses, opportunities and threats to the prospects for the development of the enterprise. Based on the results of the assessment, a unified position is developed and a hierarchy of threats and opportunities is developed.

Stage four. Identification of cause-and-effect relationships between pairs of objects with a description of feedback, and then in a similar way, definitions of relationships between these pairs.

Fifth stage. Establishing causal relationships between strengths, opportunities and threats.

Sixth stage. Drawing up a template matrix for expert assessment of scenario decisions.

Seventh stage. Assessment of changes in the internal environment of the enterprise in connection with the adoption of a particular development scenario.

Eighth stage. Making collective decisions using brainstorming techniques.

Ninth stage. Determination of the timing and stages of implementation of the chosen strategy, the formation of a strategy map.

An enterprise strategy is considered adopted if it is confirmed by an order. The algorithm for adopting a strategy in detail depends on the size and capabilities of the enterprise, as well as on the radicality of the projected changes when adopting a new strategy.

Introduction

For any organization operating in market conditions, the problem of survivability and ensuring the continuity of development is relevant today. Depending on the prevailing conditions and circumstances, this problem is solved by different organizations in their own way, but it is based on painstaking and laborious work to create and realize competitive advantages, the content and organization of which is revealed by the concept of strategic planning.

The essence of the concept lies in the answer to the question "How should organizations be managed in a dynamic, volatile and uncertain environment?" The growth of "post-industrial" instability, which is reflected in changes in consumer demand, business globalization, increased competition, shorter life cycles of goods, growing demands on the quality of life, and so on, is objective and universal.

The answer to the question posed includes not only the need to analyze and evaluate the environment and predict how it will change over time, but also to create a management system that would constantly maintain consistency between the environment, the nature and results of the organization's activities.

Strategic planning is very relevant for Russian commercial firms. The departure from centralized planning, the past privatization and the entire course of economic transformations in Russia force enterprises to look into the future, formulate their strategy, determine their main advantages and competitive advantages, eliminate strategic threats and dangers, i.e. directly use the ideas of strategic planning.

If in the past many companies could function very successfully, paying attention mainly to internal problems associated with increasing the efficiency of resource use in current activities, then the current development of market relations makes it necessary to change the prevailing stereotypes of management and the nature of management. First of all, this applies to activities that determine the prospects for the development of the enterprise.

Firms whose management is focused on solving short-term problems, with frequent changes in tasks, priorities of activity, which do not have the necessary reserve of intellectual, organizational, economic and production "strength", which allows for effective renewal, if necessary, cannot withstand the current rapidly changing market conditions ...

Tougher competition, acceleration of changes in the environment, the dynamism of changes in consumer demands, the unexpected appearance of new business opportunities, the unpredictability of some environmental factors (economic, political, etc.) - this is not a complete list of reasons that led to a sharp increase in the importance of strategic management ...

The theoretical basis was the work of leading Russian scientists on the problems of financial management: VG Belolipetskiy, EV Lisitsina, VV Kovalev, SI. Lushina, L.N. Pavlova, B.C. Pashkovsky, V.M. Rodionova, V.A. Slepov, E.S. Stoyanova, I.P. Khominich, A.D. Sheremet and others.

From the relevance of the degree of knowledge, the following can be formulated contradiction, which arises between the need to choose the mission, strategy and tactics of the firm and the existing disparity in considering individual sides in modern theory and practice.

Research problem follows from the need to resolve this contradiction: what are the conditions for choosing the mission of the company.

Purpose of the study: is the construction of a strategy for the development of the enterprise on the example of a network of branded stores-centers "XXI century".

Object of study: anti-crisis management strategies.

Subject of study: economic and organizational-managerial relations, ensuring the choice of the mission of the "XXI century".

Hypothesis: the choice of the company's mission on the example of LLC "XXI century" will be successful if:

carry out research and analytical activities;

to determine the main directions of this problem;

to define the mission of LLC "XXI century".

In accordance with the set goal, we have determined the following research objectives:

Give the concept of the mission of the company;

Justify the concepts of strategy and tactics in the anti-crisis state;

To analyze the state of the enterprises of LLC "XXI century".

Investigate the features of the development of corporate financial policy.

ChapterI... Theoretical analysis of the problem under study

Firm mission concept

For the successful operation of a company in a market environment, it is not enough to answer simple questions - what and for whom to produce. It is more important to determine why or in the name of what your company exists, that is, what is its mission.

In order to have stable and long-term success, an entrepreneur must strive to live according to the laws of a civilized market. A civilized market is always competition, which requires a firm to maintain its high competitive status. And this is impossible without a firm formulating its socially significant mission, which, as the world practice has repeatedly proved, should, willingly or unwillingly, contribute to the formation and strengthening of:

a new world economic order,

national economy,

creation of a new type of industry,

development of science, education, as well as other socially significant activities.

Only by the formulation of the mission, the buyer or consumer of the company's products can assess the priorities that the given company is guided by, as well as assess the goals and directions of its activities. Almost all the leading companies in the world take such issues seriously, and they are all right with their profit. And Russia in this sense is no exception.

Moreover, according to the American researchers T. Peters and R. Waterman, companies that clearly formulated only financial goals for themselves did not come close to the financial results that were achieved by companies with a wider range of value orientations.

When the slogan "the rise of the Russian economy, statehood, production, science, education, the rise of people's living standards, etc." becomes an everyday internal reality, the staff is inspired - everyone has a common cause. And the staff of the company begins to work not only for a salary. There is something more that unites the employees of the company - corporate culture, which is an important part of the competitive status of the company. All resources of the firm (financial, production, material, informational, intellectual, informational, human, etc.) are used much more efficiently; the firm has more opportunities and becomes manageable; the number of investors wishing to invest their funds in it is increasing; clients are more attentive to all events held by the company; the relationship between the firm and the government is being established, etc. All this ultimately ensures the success of the firm.

As you know, the mission is the main (general) goal of the organization's activities, clearly expressing the reasons for its existence, its social and social significance.

Almost all firms that are currently thriving in the market have formally formulated their mission in writing - in the form of a mission statement. The approved mission defines all the activities of the organization: from planning to the sale of finished products or the provision of services.

The presence of such a document allows:

The management of the firm - to determine the place that the firm should occupy in the market and formulate its strategy for achieving this position.

Employees of the company - to feel like participants in a common cause in the development of opening opportunities, gives them a goal, emphasizes their importance, aims to achieve high results.

Consumers of the company's products - with attention and interest to relate to the company, which can satisfy their various needs and requirements, to monitor the company's products. Products and technologies can change, but the needs and demands of the market can remain the same.

A program statement (mission), in terms of market orientation, helps a firm to concretize its activities to serve certain groups of consumers and / or meet specific needs and demands. Mission - the macroeconomic role that a company undertakes to play in the global or national market. Managers are free to define their mission as they please, but they must take into account one idealistic circumstance: the scale of the mission undertaken will directly determine the amount of resources that the company will operate on.

The mission of the company should serve as a factor in attracting clients, investors, buyers. It shows the society the ability of the company to predict the future needs and requirements of consumers, faster than others and with less cost to satisfy them and, thereby, to prove to consumers its superiority over competitors. By this, the firm creates its consumer, showing him what needs it can satisfy most fully. A well-known example of the formation of the mission of the company "Ford" at the dawn of rapid motorization - "Providing people with a cheap car." The implementation of this mission allowed the United States not only to become the leading automobile power in the world, but also to have the most beautiful roads in the world. But the greatest achievement from the implementation of the mission of his company formulated by Henry Ford is that it was she who allowed the company "Ford" through the extensive motorization of the country to actually create a middle class of society, that is, to establish a new standard of living standards.

Based on the analysis of various factors, the management of the company substantiates the concept of ensuring its competitive advantage in the market and formulates the mission of this company.

The importance of the mission can hardly be overestimated. It allows the firm to obtain criteria for the entire subsequent decision-making process. If a leader does not know what the mission of his organization is, then he will not have a logical starting point for choosing the best alternative in a particular situation. At the same time, current issues will have a clear priority over strategic ones. And this, after a certain time, will necessarily lead to a decrease in the competitive status of the company, to the emergence of difficulties with the sale of products, as well as to the emergence of problems in relations with the employees of the company.

Without defining a mission as a benchmark for long-term activity, a leader would have as a basis for making decisions only his individual values, his personal attitude to a specific person or situation, which might not coincide with the long-term goals and interests of the organization. In addition, this relationship could change depending on the situation and even the mood of the leader. Rather, the result could be a huge spread of efforts, inefficient use of available resources, lack of unity of goals and actions, which are essential for the success of the organization in the face of fierce market competition. development enterprises on example JSC BZZD Coursework >> Management

Management COURSE WORK Topic: Development strategy development enterprises on example JSC "BZZD" Completed: Art. gr ... connections enterprises, is very large and can affect on the change strategy development enterprises or reduce the dynamics development indicators ...

Marketing strategy development enterprises on example LLC Antares

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00 thesis On topic: Marketing development strategy development organization on example LLC "Antares" ... consideration of all factors that influence on development enterprises, production strategy development taking these factors into account and developing ...