A modern tool for managing the development of an organization in the face of growing changes in the external environment and the associated uncertainty is the methodology of strategic management.
Practice shows that those organizations that carry out comprehensive strategic planning and management are more successful and receive profits that are significantly higher than the industry average. Many executives with planning experience and energetic people do not achieve the success they want by scattering their energies to cover as many markets as possible, produce as many diverse products as possible, and meet the needs of different customer groups. For success, however, a purposeful concentration of forces and a correctly chosen strategy are required. In other words: the one who plans his strategy better, the faster he achieves success.
The organization's strategic management model is shown in Figure 5.
Rice. 5
The chosen strategy of the organization will determine the future development of the organization, and, therefore, what types of activities it will be engaged in. But the basis for managing an organization is not only the development of a strategy, but also its adaptation to the specifics of the organization's activities, followed by a phased implementation.
The strategy is aimed at strengthening the position of the organization and ensuring the coordination of all movements and actions of its divisions.
The role of the strategy is shown in Figure 6.
Rice. 6
The need for a strategy in the organization's activities
So, in more detail the organization's strategy is presented in Figure 7.
Rice. 7
The strategy that is used by any organization quickly becomes typical, i.e. ceases to give a competitive advantage, but still generates changes in the general context of competition. Hence, close attention needs to be paid to managing these changes, which requires correct use this process.
Hence, strategic management the organization must solve three problems that are interrelated.
1. Management of strategy in the market development, implementation and refinement of strategies to ensure victory in the market. Strategy is a means by which an organization's relationships with partners and competitors are altered. Due to this, it gains a competitive advantage.
2. Management of the organization: internal changes in the organization that determine and its actions in the market, and the direction of these actions. Without such changes, the organization cannot hope to change its TOP characteristics (the totality of the technical equipment of the company, its organizational structure and the professional skills of its managers and employees). This allows her to adequately respond to environmental changes, adapt to them and use for her own purposes.
3. Implementation of strategic management: the interaction between strategy (what the organization does in the market) and organizational processes (what happens in the organization itself). Throughout this book, we will understand how strategic management develops, as this largely determines whether a company can win the market today and how it positions itself for the future.
The need for strategic management in Russian conditions is explained by the following reasons. First, over the past ten years, the environment in which domestic organizations operate has radically changed. The precarious economic situation of many organizations is associated with the lack of profound economic knowledge, managerial skills and experience of working in a competitive environment, the need for the organization to adapt to the constantly changing external environment.
Secondly, avoiding centralized planning, privatization and the entire course of economic transformations in Russia require managers to be able to foresee, formulate strategies, determine merits and competitive advantages, eliminate strategic threats and dangers, that is, use all strategic management tools. Thirdly, the application of ideas and principles of strategic management, the need for changes in the management system are relevant not only for large companies with which the emergence of strategic management was associated, but also for medium and even small enterprises. Whereas earlier it was believed that the big one has a better chance of winning the competition than the small one, now it is becoming more and more clear that the faster gets the advantage in the competitive struggle.
Accelerating changes in environment, the emergence of new requests and a change in the consumer's position, an increase in competition for resources, the internationalization of business, the emergence of new, often completely unexpected opportunities for doing business, the development of information networks that make it possible to disseminate and receive information at lightning speed, wide availability modern technologies, the change in the role of human resources, as well as a number of other factors have led to a sharp increase in the importance of strategic management.
Business practice has shown that there is no strategy that is uniform for all companies, just as there is no single universal strategic management. Each organization is unique in its own way, and the process of developing a strategy for each organization is unique, since it depends on the position of the company in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, the cultural environment and much more.
At the same time, there are a number of fundamental points that allow us to speak about some generalized principles for the implementation of strategic management. Of course, it should always be remembered that strategic management- This is primarily a product of the creativity of top management, but at the same time, we can talk about a certain theory of strategic management, knowledge of which allows you to more effectively manage the organization.
Also, the improvement of the organizational structure of an organization focused on innovative activities is presented in Figure 8.
strategy organization diversified growth
Rice. eight
The need for a strategy is also explained by the alternative, i.e. a distinctive feature of the strategy planning process, which is associated with the need to make constant strategic choices. The main elements of this choice are mission and goals, strategies, strategic objectives, programs, resources and methods of their distribution. Thus, Figure 9 shows the elements of strategic choice.
Rice. 9
All organizations in a fiercely competitive and rapidly changing environment must not only focus on the internal state of affairs, but also develop a long-term strategy that would allow them to keep pace with the changes taking place in their environment. Today dictates the need for such management, which would ensure the adaptation of the system to a rapidly changing environment.
A clear and well-reasoned strategy will not only allow avoiding risks, realizing growth potential, efficiently managing your resources, but also increasing the manageability of the organization. Building a clear strategic planning system, defining strategic goals for management and ways to achieve them are the components of the success of every organization.
So, we can draw a conclusion from all the studied and considered material. More formally, a strategy is a picture of the future, as well as a clear program of actions to build it. If we consider the internal environment of the organization, then the strategy is an integrator of the target structure of the organization. The organization is heterogeneous.
There are many groups there. Founder (or founders), shareholders, investors, management, employees, business as such ...
And each group has its own interests. Moreover, even within the groups there are different interests. For example, some shareholders think only about today's profits, while others are more concerned with business development and, accordingly, future profits. And this is just one of the possible contradictions. There are many of them.
And they grow as the organization expands. And the external environment gives more and more options for action. As a result - the dispersion of goals, fermentation of minds, entropy. So, a clear strategy coordinated by all interest groups allows integrating “vectors” of different groups of target carriers.
But this is not the most important thing. The main thing is that the strategy does not let the business "stagnate". If we define the management value of a strategy from the point of view of the organization as such, then we can say that the strategy gives the organization an impetus for development.
Not all organizations need a systematic, structured strategy.
The phase of the organization's life cycle plays a very important role here. As the organization progresses through the phases of the life cycle, the strategy undergoes a transformation from a dream in the mind and heart of the founder to a clearly structured document that is the foundation of the company's life.
And the leaders of the organization must very clearly see the movement of their company from phase to phase and build a strategy in an adequate way. At the same time, it should be noted that some startups already in the very early stages are seriously thinking about writing at least the key provisions of the organization's strategy. After all, this is the backbone of a business plan. Once again, it is important to see patterns and apply certain management tools to the right place. It should be emphasized that serious engagement in strategic management requires high managerial qualifications of the company's managers, as well as a great managerial will of the leader. Which is also not typical for all organizations.
The launch of a new drug on the market takes 10-15 years and costs astronomical amounts. Looking at the market information technologies, then there the account can go for months or even days. When determining the period for which a strategy is being developed, one must proceed from the following factors: the technological cycle of the product (as in the example with pharmaceuticals), the general dynamics of the market / industry, the vision of the founder, as well as the level of mobility of the business macroenvironment. The latter is often overlooked. However, the causal chains have shortened, and changes occurring at the macro level (technology, society, economy, politics, etc.) "reach" businesses much faster.
Regarding the revision of the strategy, the normal conditions annual strategy sessions are sufficient. Provided, of course, that there are no changes that could affect the strategy. Usually these are changes in the external environment (more often) or in the internal one. Then, if the organization has the skill of strategic management, it will quickly and situationally revise its strategy.
The strategic process is a constant movement between the present and the future. And this is not easy. It is necessary to be simultaneously in the “bright future” and the “harsh present”. On the one hand, to get rid of the restrictions existing today, on the other, not to “fly away” very far. Coming up with things related to the development of the company, and then rigidly implementing them in the operational management mode. This requires special mental discipline.
There are teams that are capable of solving problems for the development of the company. They are called "harmonious teams". Their principles are: the presence of a clear task; the team has the authority, power and expertise in the task at hand; special attitude to time; availability of work rules; availability of technologies for developing and making decisions; team work logistics; a special atmosphere that encourages collaboration, learning and development; distribution of roles. However, behind each of these principles there is a philosophy and specific instruments arising from it.
As an object of research, I chose the company "Tandem" of the retail chain of stores "Grant".
This company is engaged in the sale of household chemicals, cosmetics and perfumery.
The store is located at: Zelenograd, st. Krasnoarmeiskaya, 77.
The enterprise of the trading network "Grant" was founded in 2004 in the city of Zelenograd, and since 2006 branches began to open in other regions of Russia.
The purpose and subject of the enterprise is the sale of goods at retail.
LLC "Tandem" chain of stores "Grant" occupies an area of 1000 meters in the city of Zelenograd. On this territory there is a 2-storey office building. The enterprise has a warehouse for imported products (household chemicals sold in Grant stores). Authorized capital LLC "Tandem" is 17 million rubles.
The management of the Grant trading network, in order to control the work of the enterprise and its employees, conducts various meetings and inspections, such as:
board of directors (held 2 times a week; discussion topic: strategic plans for the development of the enterprise);
planning meeting (held 2 times a week; involved: general manager, heads of all departments; discussion topic: current activities of the enterprise);
production meeting (held once every 2 weeks; participation: general director and commercial director, discussion topic: production development, development and implementation of new types of products);
The company employs a specialist in strategic planning. He develops a plan for the enterprise for the year, calculates the economic and financial indicators of the trading network. His responsibilities also include determining the optimal sales volume to increase the company's profits.
The strategic goal of the enterprise is the annual growth of sales of goods by 15%.
Characteristics of environmental factors
Any enterprise is located and operates in the environment. Every action of the enterprise is possible only if the environment allows its implementation. But the conditions for the location of the enterprise are constantly changing. This is due to the variety of relationships that develop between him and various economic entities. The totality of these relations is the concept of the external environment, which largely determines the nature of the enterprise. In order to determine the strategy of the enterprise's behavior and put it into practice, it is necessary to have an in-depth understanding of the external environment, the trends of its development and the place occupied by the enterprise in it. The external environment in strategic management is considered as a combination of two relatively independent subsystems: the macroenvironment and the immediate environment.
The external environment is the source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. The challenge of strategic management is to ensure that the organization interacts with the environment that would allow it to maintain its potential at the level necessary to achieve its goals.
For the effective study of the state of the component of the macroenvironment to the organization is created special system tracking the external environment. This system should carry out both the behavior of special observations associated with some special events, and the behavior of regular (usually once a year) observations of the state of external factors important for the organization. Observations can be made in many different ways. The most common observation methods are:
Analysis of the experience of the enterprise;
Studying the opinion of the organization's employees;
Holding meetings and discussions within the organization.
The study of the components of the macroenvironment should not end only with a statement of the state in which they were or are now.
It is also important to uncover trends that are characteristic of changes in the state of individual factors and try to predict trends in the development of these factors in order to foresee what threats may await the organization and what opportunities may open up for it in the future.
A macroenvironment analysis system gives the desired effect: if it is supported by the macroenvironment, is closely linked to the planning system in the organization, and, finally, if the work of analysts working in this system is combined with the work of strategic experts who are able to trace the relationship between data on the state of the macroenvironment and the strategic objectives of the organization and evaluate this information in terms of threats and additional opportunities to implement the organization's strategy.
The study of the immediate environment of the organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction.
Buyer analysis.
The analysis of buyers as components of the immediate environment of the enterprise is primarily aimed at compiling a profile of those who buy the product sold by the enterprise. The study of buyers allows the organization to better understand how much sales can be expected, to what extent buyers are committed to the product of this particular organization, how much the circle can be expanded. potential buyers what awaits the product in the future and much more.
A buyer's profile can be based on the following characteristics:
Geographic location;
Demographic characteristics (age, education, field of activity, etc.);
Socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.);
The buyer's attitude to the product (why he buys this product, whether he is a user of the product himself, how he evaluates the product, etc.).
Studying the buyer, the company also understands for itself how strong its position in relation to it in the bargaining process.
There are a number of factors that determine a buyer's trading power, which must be revealed and studied during the analysis. These factors include:
Correlation of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;
The volume of purchases made by the buyer;
Buyer's awareness level;
The presence of replacement products;
The cost for a buyer to switch to another seller;
Buyer's sensitivity to price, depending on total cost purchases carried out by him, from his orientation to a certain brand, from the presence of certain requirements for the quality of the goods, from the amount of his income.
The distribution of goods of the Grant trading network is carried out through stores.
Future capacity building should be focused on their implementation by temporary development teams. The system also assumes that the leaders of the SBU manage both operational and strategic activities and are responsible for the formation of the pri-were and the development of their SBU in the corporate interests of the firm.
Distinctive feature projects is a focus on achieving strategic goals, and not on the work of the firm's divisions. Projects are created on a temporary basis, not on a permanent basis; in project management, the breakdown by steps is different from the annual period. The allocation of funds for strategic activities (separate budgets of strategic programs) by a targeted order is an effective lever for managing the development of a company. Thus, the general problem is to ensure a balance between the strategic and current orientation of the enterprise, between current and future problems, and for this it is recommended to organize a system of dual management of current tasks and strategic objectives. In this regard, it should be noted that there is another useful tool widely used in the implementation of plans. These are procedures or regulations.
Implement an adequate response 1. Introduce a dual organic management system (tactical and strategic activities of the organization) 2, Conduct targeted control of strategic changes 3. Implement targeted remuneration for effective strategic activities 4. Maintain a strategic budget
Internal coordination includes the coordination of strategic activities to reflect (take into account) the strengths and weaknesses of the enterprise in order to achieve effective integration of internal efforts and capabilities.
Internal coordination involves coordinating strategic activities to reflect the strengths and weaknesses of the organization in order to achieve effective integration of internal operations. Ensuring effective internal operations in the enterprise is an integral part of management activities.
Position regarding the strategic activities of competitors
Secondly, marketing is strategic activities, aimed at the development of the company in the market and innovative processes in it. As with all investments, a key management choice is to decide which customer relationships it wants to establish and develop. Obviously, the seller must limit his obligations as in relation to the partners with whom he
Internal coordination relates to the strategic activities of the firm in that it helps to identify its strengths and weaknesses in order to achieve effective integration of internal operations.
Assessment of how well the existing strategy works. It includes an overview of the past strategic performance of the organization and the definition of a logical relationship separate parts strategy.
The most obvious indicators of strategic activity are the following provisions
Note that the force of resistance is directly proportional to the rate of increase of changes. Researchers studying the phenomenon of systems resistance cite Gresham's law of planning, which states that Ordinary, repetitive current operational activity tends to supplant new, episodic strategic activity.
No production system operates in a vacuum; it is in a highly differentiated environment. The external environment includes all forces and institutions, in particular market ones, which the organization encounters in its operational and strategic activities. Everything that can be called outside the organization can be included in this concept, because all elements of the environment can influence it, that is, they affect from the point of view of its functioning, and primarily on the effectiveness of its management3. The communication needs of the organization depend on environmental factors. If it were to analyze what people in the organization are actually talking, writing and reading about, the main attention would have to be focused on some issues that are related to the needs of information interaction with
Lecture notes and guidelines
"Strategic planning
in municipalities "
Novorossiysk 2015
| Introduction …………………………………………………………………. | |
| 1. Types of planning ………………………………………………… ... | |
| 2. Basic concepts and terms used in strategic planning ………………………………………………………… | |
| 3. Types of planning documents ……………………………………. | |
| 4. Legitimation and legalization of planning documents …………… | |
| 5. Strategic activities ……………………………………… ... | |
| 6. Methodological foundations of strategic planning ………. | |
| 7. Principles of strategic territorial planning ……. | |
| 8. Principles for the formation of the concept of integrated socio-economic development of the municipal entity ..................... | |
| 9. Stages of preparation of strategic planning documents | |
| 10. Stages of development and coordination of regional and municipal concepts of strategic socio-economic development …………………………………………………. | |
| 11. The essence and structure of the concept of socio-economic development of the municipality ……………………………… .. | |
| 12. The procedure for the formation of the concept of socio-economic development of the municipality ……………………………… .. | |
| 13. Analysis of the starting conditions and assessment of the initial situation ……… .. | |
| 14. Strategic objectives social development ……………………… | |
| 15. Formation of the strategic choice of the municipality ……………………………………………………………… | |
| 16. Strategic goals of economic development ………………… .. | |
| 17. Local socio-economic policy …………………… .. | |
| 18. Reconciliation of interests ……………………………………………. | |
| 19. Mechanism for the implementation of the concept of socio-economic development ……………………………………………………………… .. | |
| 20. Flagship projects ……………………………………………. | |
| Questions for control ………………………………………………… .. | |
| Conclusion ……………………………………………………………… | |
| Literature ……………………………………………………………. | |
| Appendix 1. Approximate structure of the concept strategic development municipal district ……………………………………… | |
| Appendix 2. Approximate structure of the program for the integrated socio-economic development of the municipal district ......... |
Introduction
During the radical economic reform in Russia in the early 90s of the twentieth century, the foundations were undermined administrative economics and, in particular, the system of directive planning was destroyed. Along with the positive aspects of this process, negative aspects related to the complete dismantling of the planning principle in management came to light, there was a contrast between the plan and the market.
At the municipal level, the process of destruction of the existing planning system was expressed, in particular, in the curtailment of purposeful and constant work on a comprehensive analysis of the socio-economic situation in the territory, forecasting the development of the economy, social sphere, the formation of programs, etc. As a result, planning bodies in the structures of regional and municipal administration were almost completely abolished, the previously formed information bases of calculations of a predictive and analytical nature were lost, there was an outflow of qualified personnel from the sphere of municipal planning.
In the context of a new economic mechanism emerging in Russia, the centralized principle is an objective necessity for solving problems of an intersectoral and territorial nature, which, in turn, requires the use of adequate methods and forms of planning at all levels of management.
That is why strategic planning should be considered as a tool for effectively solving a number of specific problems of the complex socio-economic development of the constituent entities of the Russian Federation and municipalities, complementing the market mechanisms of management, and not opposing them.
The emerging trend of using strategic planning tools in the practice of municipal management and the revival of municipal planning structures can only be welcomed, however, attempts to analyze the developed project documents characterizing the strategic development of municipalities (concepts, strategic plans, forecast plans, etc.) indicate that they have a number of fundamental shortcomings.
Therefore, it is necessary to offer specialists in municipal planning and management a methodological framework that would significantly improve the quality of strategic planning.
Planning types
The types and methods of planning are widely known, therefore we will focus only on their brief description and on the features of their application in municipal management.
Taking into account the main forms of activity of local self-government bodies (budget financing, administration, performance of municipal functions, provision of municipal services, legal regulation), planning in municipal administration can be divided into financial planning, action planning and rulemaking planning.
Without going into detail on the issues of financial planning, which are a separate topic for consideration, we note that the main form of financial planning in local governments was and remains the preparation of a draft local budget for one year. At the same time, along with budget planning, financial (budget) planning for the next two years after the one-year budget period is gradually taking root, as well as (albeit in more rare cases) - drawing up the financial balance of the territory. And if we are seriously talking about strategic planning for the development of municipalities, then without these relatively new forms of financial planning, strategic planning and strategic management become impracticable.
By action planning, we mean the drawing up of action plans that are supposed to be carried out in a certain planning period, highlighting from them the activities related to the development and adoption of municipal legal acts (planning of rule-making work).
By planning periods stand out short, medium and long term planning... In municipal government, as a rule, short-term planning means planning for a period of up to one year, medium-term planning for a period of up to three years (sometimes up to five years), and long-term planning for a period of more than three (more than five) years.
Some authors identify long-term planning, especially for periods of more than ten years, with strategic planning. This position seems to be incorrect, since, introducing the concept strategic planning, we have to match with it tactical planning... These two types of planning essentially differ not in terms of time, but in the goals of the planned activity. The strategic (fundamental) goals of the development of the municipality are generally achieved over a long period, but can be achieved in the medium and even in the short term, depending on the initial conditions existing at the time of the development and adoption of strategic plans, and the resources for their implementation ... Tactical planning is focused on achieving those intermediate goals and solving those tasks that contribute to the achievement of strategic goals. Therefore, in strategic planning, we must, first of all, answer the question of what should be achieved, in tactical - how it can be achieved.
Basic concepts and terms used in strategic planning
When considering the issues of strategic planning and strategic management in municipalities, we will use the following basic concepts and terms.
Priority features municipality - key industries and activities identified as the "poles of economic development" of the municipality (specialization industries, city-forming, dominant, propulsive, that is, having a multiplier effect).
Development goal municipality - the expected (planned) substantiated result, determined qualitatively (verbally, at the substantive level), quantitatively and in time.
Strategic choice municipality - a set of priority functions, the implementation of which in the considered perspective should ensure the achievement of the main goals of the integrated socio-economic development of the municipality.
Types of planning documents
We will define the types and list of basic planning documents, the presence of which is desirable in each municipality.
The basic document for the subsequent planning of activities is the concept of socio-economic development of the municipality – a forecasting and analytical document containing a system of ideas about the strategic choice, strategic goals and priorities for the development of the territory, the main provisions of the strategy and socio-economic policy in the context of its individual components and means of achieving the set goals.
The next in the hierarchy of planning documents is strategic plan- a short document, of a presentation nature, containing a system of measures and projects aimed at creating conditions for the implementation of priority functions identified as a strategic choice.
Further development of the planning document system is based on solving the question of how (with the use of what resources, by whom, through what activities, in what time frame) the concept and, accordingly, the strategic plan of the socio-economic development of the municipality can be implemented. A general planning document that answers this question is integrated socio-economic development program municipality - a forecasting and project document that implements the concept, containing a set of activities linked in terms of resources, performers and timing of implementation of measures aimed at achieving the goals of socio-economic development and the implementation of strategic choices.
Considering that the current management of the municipal economy is aimed at ensuring the functioning of life support systems and the social sphere of the municipality, and without the development of all areas and spheres of activity, their stagnation is inevitable, long-term planning and the introduction of software and project management methods in all sectors of the municipal economy are of great importance. This is due to the development and adoption of more "narrowly focused" than a comprehensive program for the socio-economic development of a municipal entity of programs in certain areas and areas of municipal government.
Such programs are targeted programs- programs aimed at achieving individual development goals (development goals in one area or in one area of activity), for example, programs for the development of education, health care, housing, etc., programs for individual components of these areas and areas - computerization programs for schools , equipping medical institutions with diagnostic equipment, developing individual housing construction, as well as departmental programs- programs in the areas of activity of bodies (structural divisions) of local administration.
In some cases, targeted and departmental programs in terms of goals and content may not differ, but they differ in the way they are adopted and the allocation of resources for implementation. Target programs are developed and adopted in accordance with the general procedure established for the development and adoption of programs for the development of the municipality, funds for their implementation are provided in the local budget by separate sections, subsections and lines. Departmental programs are developed and adopted by the bodies (structural divisions) of the local administration and are implemented at the expense of funds provided in the local budget for the implementation of current activities in the relevant areas. As a rule, departmental programs are a set of activities carried out by the bodies (structural) units of the local administration in the regime of current management, but at the same time structured and interconnected, as in other programs, in terms of goals and resources.
The presence of documents for long-term planning, planning of socio-economic development does not exclude the adoption operational plans- weekly, monthly and quarterly.
The implementation of programs and development plans is largely ensured by the implementation of the totality projects, which are understood as activities characterized by the following features:
They are aimed at achieving specific goals;
They involve the coordinated execution of interrelated actions.
They have a limited duration in time, with a definite beginning and end;
All of them are to a certain extent unique and unique. Since project management as special kind activity in its modern sense is quite new, let us compare it with traditional management (table 1).
Taken together, all the named concepts, programs, plans and projects, types and stages of planning constitute an integral planning system in municipal administration, ensuring the purposeful, predictable and sustainable functioning of the municipal economy and the development of the municipal formation. The hierarchy of the main planning documents in municipal government is shown in Figure 1.
Table 1. Differences between traditional management
and project management
Scheme 1. Hierarchy of planning documents in municipal government
Legitimation and legalization of planning documents
Since local self-government bodies are public authorities, the legitimation (obtaining the consent of the local community) and legalization (adoption / approval in the prescribed manner) of planning documents are especially important for them.
The legitimization of plans and programs for the development of a municipal formation can be carried out different ways... In particular, Federal law dated 06.10.2003 No. 131-FZ "On the general principles of organizing local self-government in the Russian Federation" provides for such forms of civic participation in local self-government as a local referendum, a gathering of citizens, a meeting and conference of citizens, a survey of citizens, public hearings, each of which can be used for a broad discussion of plans and programs for the development of the municipality. In addition, their discussion can be organized in local funds mass media, including those established by local governments. But Special attention should be given to two of the named forms - local referendum and public hearings.
Particularly important and fundamental issues of the development of a municipality may be submitted to a local referendum, while a decision made at a local referendum is subject to mandatory execution on the territory of the municipality. That is, in the case of obtaining the consent of the population at a local referendum with the proposed directions of development of the municipal formation, these directions acquire the highest legitimacy.
Public hearings do not provide such legitimacy for the adopted plans and development programs, however, the said Federal Law explicitly prescribes the obligation to submit to public hearings the drafts of these plans and programs. In any case, public hearings allow all interested parties to take part in the discussion and express their opinion, which is taken into account when adopting plans and programs.
The legalization of plans and programs (making them legal and binding) is carried out through the adoption of legal acts by authorized bodies and officials. In particular, the adoption of plans and programs for the development of the municipality is attributed to the exclusive competence of the representative body of the municipality.
Strategic activities
Strategic activity is a triad:
Strategic planning;
Strategic management;
Strategic thinking.
Strategic planning sets theoretically grounded guidelines for the future.
Strategic management connects the set of the strategy with the current management practice.
Strategic thinking makes the guides of this theory and practice of specific performers.
Strategic activity is possible only in the presence of all of its named components, since without strategic management it is impossible to implement strategic plans, and strategic management is impracticable without strategic thinking.
Therefore, for example, future performers should be involved in the strategic planning process in order to develop their strategic thinking skills and lay the foundations of strategic management.
Methodological foundations of strategic planning
There are three main scientific schools of strategic planning:
Traditional (conservative);
Futuristic;
Mixed.
Traditional (conservative) school is based on the analysis of previously occurring processes, observed trends and their translation (interpolation) into the future, that is, on a forecast based on the past and the present ("look into the future").
Futuristic school on the contrary, it is based on a vision of the desired future ("a look from the future").
Mixed school, as follows from its name, includes elements of both named schools and seems to be more “practical”.
Exists a large number of schools for the development of strategic documents:
- School of planning considers the development of a strategy as a formal process and builds it as a detailed development of a system of procedures at all levels - from setting tasks to planning operations - based on the decomposition and formalization of work processes.
- Positioning school considers the development of a strategy as an analytical process and builds it as the choice of the position of the organization on the basis of analytical calculations.
- School of Entrepreneurship considers the development of a strategy as a process of foresight and builds it as the formation of a perspective for activities based on an intuitive vision.
- Cognitive school considers the development of a strategy as a thought process and builds it as cognition based on the display and ordering of information.
- School of design considers strategy development as a process of reflection and builds it as the establishment of a correspondence between the characteristics of the organization and the opportunities provided by the external environment, based on careful analysis and thought.
- School of teaching considers strategy development as an evolving process and builds it as a series of fragmented steps carried out in different parts organizations based on the analysis of the experience gained in them.
- School of power considers the development of a strategy as a negotiation process and builds it as reaching an agreement between different groups and coalitions on the basis of political means.
- School of culture considers the development of a strategy as a collective process and builds it as the formation of models of activity, based on the deep capabilities of the organization, on the basis of understanding and taking into account the dominant values in it.
- School of the external environment considers the development of a strategy as a process and builds it as ensuring the adaptation of the organization to changes in the external environment based on the identification of external forces.
- School of configuration considers the development of a strategy as a transformation process and builds it as a sequential system of actions aimed at maintaining the stability of the organization and its reorganization, based on ideas about the differences in the phases of its life cycle.
Apparently, when developing strategic planning documents in municipalities, it is also advisable, having chosen one of the schools as the basic one, to introduce into it positive (but not fundamentally alien) elements from other schools.
Principles of Strategic Spatial Planning
Strategic spatial planning, like territorial administration, is based on a system of interrelated principles, namely on the principles:
Consistency;
Complexity;
Hierarchy.
Follow the principle of consistency in strategic planning means the need to consider problems, formulate and solve problems of socio-economic development of municipalities in their relationship, systemic unity. The use of the principle of consistency as one of the leading in the formation of an integral system of strategic socio-economic planning involves the use of tools of management theory and general systems theory.
The principle of complexity requires consideration of the whole range of problems; research of all factors influencing the development of the municipality, the change in the state of the object and the subject of planning and their individual components; setting and solving all problems.
The principle of hierarchy implies ranking problems, factors, goals and objectives in the municipality, as well as correlating them with problems, factors, goals and objectives of other levels of strategic planning (federal and regional; for settlements - and with the district).
In addition, it is necessary to note two more principles that distinguish strategic planning from "classic" long-term planning:
- principle of taking into account external factors, quite numerous and providing both positive and negative impact;
- principle of adaptability, that is, the ability to foresee changes in the internal and external environment and take them into account in planning and management, as well as ensuring the ability to make adjustments to strategic plans in connection with the occurrence of unforeseen changes in the internal and external environment.
Formation of an economic strategy v general view can be defined as the process of developing goals for the development and functioning of an enterprise for a certain period of time, as well as ways to use funds to achieve the goal.
The choice of an economic strategy depends on many conditions: the forms of competition and the degree of its severity, the rate and nature of inflation, the economic policy of the government, comparative advantages in the world market and other so-called external factors, as well as internal factors associated with the capabilities of the enterprise itself, i.e. its production and.
The process of forming the economic strategy of the enterprise includes:
- formation of a general, basic strategy;
- formation of a competitive strategy;
- definition of functional strategies.
Types of enterprise strategies
Basic strategy - a strategy that is formed depending on changes in the external and internal environment; is a general concept of the behavior of a firm at a given stage of its functioning.
Growth strategies are strategies that increase the size of the firm and require sufficient resources.
Stability strategies - focusing on existing areas and supporting them.
Survival strategies - an attempt to adapt to existing market conditions and abandonment of the old methods of management.
Reduction strategies - strategies used when the existence of the firm is threatened.
Defensive strategies - strategies that reflect the firm's response to the actions of competitors and, indirectly, to the needs and behavior of the consumer.
Offensive strategies - strategies that require credit investment and, therefore, are more applicable to firms with a sufficiently high financial potential, qualified personnel.
First type strategies - strategies aimed at obtaining long-term profits, increasing the stability of the financial position of the company, its competitiveness over a relatively long period of time.
Strategies of the second type- strategies aimed at optimizing current financial performance, maximizing short-term profits and.
Competitive strategy
Basic enterprise strategy
Basic strategy is formed depending on changes in the external and internal environment, representing a general concept of the company's behavior at this stage of its functioning.
There are the following basic types of basic strategies.
Growth strategies imply an increase in the size of the firm and require sufficient resources. These strategies include: strategies for concentrated growth; integrated growth strategies; strategies for diversified growth and strengthening of market positions.
The main features of such strategies are:
- diversification by absorbing less strong competitors (conglomeration);
- opening of new production facilities;
- inter-firm cooperation and cooperation in order to control sales markets and resources;
- foreign economic activity as an element of geographic expansion.
Stability strategies - it is focusing on and supporting existing activities. Stability strategies are formulated by firms in conditions where growth strategies are unacceptable due to external circumstances (a period of economic downturn or increased intra-industry competition, etc.). Another important factor in the need for stabilization is the emerging as a result of the expansion and growth of the problem of loss of manageability and control over the activities of the company. The need to adjust goals and reorganize the organizational structure forces the management to apply the tactics of maintaining the achieved growth rates. The main features of such strategies are:
- transition to a new mode of resource use;
- savings by reducing costs associated with the need to conclude new contracts, costs associated with market research, hospitality costs and similar types of costs;
- strategic shifts towards strengthening management functions.
Survival strategies - it is an attempt to adapt to existing market conditions and abandon the old methods of management. Survival strategies are formulated by firms in conditions of a clear understanding of their insignificant capabilities, rather low competitiveness and the need to ensure at least a minimal implementation of their goals. These strategies include a “harvest” strategy, a cost reduction strategy, etc. The main features of such strategies are:
- maintaining the technical level of production;
- timely detection of crisis trends at the earliest stages;
- redesign of production and other business processes;
- retention of skilled workers and prevention of mass layoffs.
Reduction strategies are used in cases where the existence of the company is threatened. They are characterized by the fact that the level of the pursued goals is set lower than that achieved in the past. In this case, can be applied strategy liquidation and, if funds and opportunities permit, change view strategy business. The main features of such strategies are:
- refusal to manufacture unprofitable products, unnecessary work force, poorly working distribution channels, etc .;
- the sale of a part of the company's assets, as a rule, is unprofitable;
- conducting an insolvency (bankruptcy) procedure.
Each type of general, basic strategy contains several options. The firm can independently choose a variant of the general strategy or apply different types of them in certain combinations.
The basic strategies of the firm are concretized through the development of competitive strategies.
Enterprise competitive strategy
- long-term measures of an offensive or defensive nature, designed to strengthen the position of the firm, taking into account the factors of intense competition.
Formation of a specific enterprise strategy is aimed at achieving its competitive advantages.
In business practice, there are four levels of competitiveness of enterprises. The first level of competitiveness can be attributed to small enterprises that have received a "niche" of the market. They see their task only in producing products a certain kind, strictly follow the planned production plan, without worrying about any surprises for consumers and competitors. However, as soon as such an enterprise begins to grow, to increase the scale of its production, then either it outgrows the “niche” of the market for which it originally worked and enters into competition in another segment of the market, or the initial “niche” of the market develops into a growing market and becomes attractive to other manufacturers. In this case, it is necessary to take care of obtaining comparative advantages, in order to surpass the standards proposed by competitors in the areas of quality, accuracy of delivery, prices, production costs, service level, etc. So the best option economic strategy for enterprises of this level is considered to be a constant search for more and more new "niches" of the market. It is this approach, which is the simplest form of diversification of production and economic activities of enterprises, that allows them to maintain their competitiveness and stay “afloat”.
Second-tier enterprises are called “following the leader”. They strive to borrow as much as possible all the techniques, technologies and raw materials, methods of organizing production, as the leading enterprises of the industry. However, many of them inevitably find themselves in a situation where such stereotypes of business imperatives, entirely based on the adoption of advanced experience, no longer work, do not add competitiveness to enterprises even with the slightest increase in intra-industry competition. Thus, they gradually evolve to the third level of competitiveness, at which the management system begins to actively influence production systems, contributes to their development and improvement. Success in the competitive struggle of enterprises of this level is no longer so much a function of production as a function of management (depends on the quality, efficiency of management and organization of production in the broadest sense). Enterprises that have achieved the fourth degree of competitiveness are ahead of the competition for many years. In fact, these are world-class companies, known in all countries for their products of the highest quality.
Economist M. Porter identified three main strategies that are universal and applicable to any competitive force. This is a cost advantage, differentiation, focusing.
Cost advantage creates greater freedom of choice of actions as in pricing policy and in determining the level of profitability.
Differentiation means the creation by a firm of a product or service with unique properties.
Focusing - it is focusing on one of the market segments, on a specific group of buyers, products, or on a limited geographic sector of the market.
From the standpoint of production efficiency, there are two types of economic strategies (Fig. 1).
Rice. 1. Types of economic strategies from the standpoint of production efficiency
First type strategies are aimed at obtaining long-term profits, increasing the stability of the financial position of the company, its competitiveness over a relatively long period of time. These include:
- minimization of production costs - profit growth is due to a decrease in labor costs, the use of more productive equipment, more economical types of raw materials, economies of scale of production;
- share expansion market - increasing production efficiency due to a higher share of newly created value (conditionally pure production) in the total volume of products sold, accelerating the company's capital turnover. The strategy presupposes the achievement of competitive advantages by improving the quality of products and the level of customer service, as well as reducing the costs associated with the sale of products;
- innovative programming R&D - focused on the creation and implementation of advanced technologies and the development of fundamentally new types of products of higher quality, which have no analogues on the market.
In practice, strategies of the first type are often intertwined: a firm that has entered the market with an innovative product, over time, in order to increase its market share, must begin to reduce production costs.
Strategies of the second type aimed at optimizing current financial performance, maximizing short-term profits. Among them are:
- strategy maximization (artificial overstatement) of production costs - an increase in production costs (for example, as a result of rising prices for raw materials and materials) with weak intra-industry competition (for example, with high import duties) is included in the price and passed on to the consumer. The firm is not interested in reducing production costs;
- simulation programming R&D - renewal of the assortment due to "cosmetic" improvements of products already available on the market (packaging, color, design, etc.);
- portfolio manipulation strategy capital investment - the purchase and sale of operating enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange are carried out. Given the strategy, there is a non-productive diversion of capital. The main emphasis is placed on optimizing the current financial performance of the company, stable payment of high dividends, and not on increasing the value of the company's shares.
Alternativeity is the most important distinguishing feature of the formation of strategies. The process of analyzing alternatives is associated with the classification and ranking of problems, comparison of actual data with forecast indicators, selection of the most significant factors and conditions for solving the assigned tasks. The most famous methods of analysis of alternatives are: situational analysis; STEP analysis; SWOT analysis; GAP analysis.
The situational analysis methodology is based on a sequential consideration of the elements of the external and internal environment and an assessment of their impact on the capabilities of the firm.
STEP analysis is aimed at assessing significant changes and new trends in the external environment, as well as determining their significance for the company.
The essence of the SWOT analysis methodology is to identify and assess the strengths and weaknesses of the firm and correlate them with the opportunities and threats of the market. The analysis is carried out in five functional areas - marketing, finance, production, personnel, organizational culture and image.
GAP-analysis - analysis of the strategic "gap", which allows you to determine the discrepancy between the desired and the real in the activities of the company.
The choice of the method depends on the stage of the firm's life cycle, the characteristics of the internal and external environment, the period for which the strategy is being developed, etc.
Strategies are concretized in the plans of the company for the production and sale of products, material and technical supply, labor and personnel, production costs, finance, investment, social development.
Russian firms are successfully mastering the experience of Western companies in the field of strategic planning. In 2008, two Russian companies at once - the UralSib corporation and the Life financial group - were included in the list of the best strategically oriented companies in the world and were admitted to the Balanced Scorecard Hall of Fame, which includes such masters of world business as Canon , Dupont, Nordea, Motorola, Siemens, HSBC, LG Philips.
By the nature of interaction with the external environment there are two groups of competitive strategies strategies: defensive and offensive.
A firm's competitive strategies can be divided into two groups: defensive and offensive.
Defensive strategies reflect the firm's reaction to the actions of competitors and, indirectly, to the needs and behavior of the consumer.
Offensive strategies usually require credit investments and, therefore, are more applicable in firms with a sufficiently high financial potential, qualified personnel. Offensive strategies generally include growth strategies.
Functional enterprise strategy
Functional strategies are a set of activities and programs for individual functional areas and divisions of the enterprise. They have a subordinate meaning and are, in essence, resource programs that provide practical implementation general, basic strategy. The main areas of activity of the company are production, marketing, research and development (R&D), finance, management. Hence the main components of the functional (economic) strategy.
The production strategy focuses on decisions about the required capacity, the placement of industrial equipment, the main elements production process... The R&D strategy summarizes the main ideas about a new product - from its initial development to its introduction on the market.
The financial strategy develops the rules of conduct for the enterprise in the money and securities market, selects the preferred forms and methods of lending and the use of financial resources.
The marketing strategy determines the trade and sales activities of the enterprise, the factors of promoting goods and services on the market.
The personnel management strategy allows solving the problems of increasing the attractiveness of labor, motivation, optimization of work processes and the number of personnel.
It is important to consider the process of forming economic strategies from the standpoint of production efficiency.
In market conditions, in the presence of a competitive environment, the growth of production efficiency can be carried out mainly within the framework of such economic strategies that are aimed at obtaining long-term profits, at increasing the stability of the financial position of the enterprise and its competitiveness for a relatively long period of time.
An enterprise can ensure high profitability in the short term without resorting to increasing production efficiency, but ultimately at the cost of weakening its position in the competition in the future. And vice versa, for a relatively long period of time to ensure its competitiveness, to achieve higher cumulative profits (over several years, usually from 7 to 12), instead of seeking momentary profit, an enterprise can only by increasing production efficiency on an ongoing basis.
Measures to increase the efficiency of production, its further intensification ultimately require technical modernization of production, the introduction of the achievements of scientific and technological progress and an adequate restructuring of management systems and labor organization. And this, in turn, means a long period of capital turnover, recoupment of costs and obtaining, possibly, higher profits, but over a relatively long period of time. Such strategies, within the framework of which the expanded reproduction of capital is carried out, we will call strategies of the first type. But the implementation of strategies of this type is not only associated with large initial investments, but also leads to changes in the very conditions for the reproduction of individual capital, to which the management of enterprises is forced to react accordingly.
Strategies of the second type are aimed at optimizing current financial indicators, at maximizing short-term profits by maneuvering the economic structure of an enterprise (its assets), artificially raising prices for products.
In market conditions, both types of economic strategies in enterprise management are intertwined and their division is rather arbitrary. Therefore, for the dynamics of production efficiency, it is important not to strictly adhere to the management of the enterprise to one or another type of economic strategies, but, firstly, their ratio in intrafirm management, and secondly, the correspondence of the chosen strategy to the tasks of strengthening the competitiveness of the enterprise in the market, and therefore to the technological way of life, economic specifics, the comparative advantages that a particular enterprise has at the moment.
Naturally, within the framework of each type of strategy, many of their different types can be distinguished, corresponding to the economic and production specifics of a given enterprise. Strategies of the first type include:
- a strategy for minimizing production costs;
- a strategy for increasing the share of the sales market controlled by the enterprise (“market share” strategy);
- R&D innovation programming strategy.
At minimizing production costs profit increases as a result of a decrease in the cost of advanced capital. The increase in production efficiency occurs as a result of a decrease in total labor costs, the use in production of more productive equipment, more economical types of raw materials and materials, an increase in the concentration of production, an increase in the serial production of products using equipment of greater unit capacity (i.e., obtaining the so-called economies of scale production).
A strategy aimed at expansion of the sales market share, contributes to an increase in production efficiency due to a higher share of newly created value (conditionally - net production) in the total volume of sold products, the growth rate of turnover of enterprises. The growth of the sales market share is directly related to the achievement of superiority over competitors. And this is largely due to the increase in consumer qualities, the technical level of products, the quality of customer service, which favorably distinguish the products of this enterprise, with the implementation of its other comparative advantages. The implementation of this strategy can also help to improve production efficiency by reducing unit costs of selling products (i.e., by reducing inventory, storage costs, etc.).
Within the framework of innovative programming R&D focused on the creation and industrial development of innovations, not only the creation and implementation of progressive technologies is carried out, but also the development of fundamentally new types of products, of higher quality and having no close analogues on the market. This strategy has a positive effect on the dynamics of production efficiency by both reducing costs (mastering new technologies) and increasing the result. In market conditions, in order to successfully fight competitors, enterprises at high rates of scientific and technological progress are forced not only to adapt to the existing product structure, but often to radically change it, forming markets for new goods and services.
Naturally, in real economic practice, these types of strategies of the first type are closely intertwined. So, as the production of new products increases, and their competitors master them, a pioneer enterprise in this market, in order to maintain or increase its market share, must take care of a more acceptable price level for consumers (in terms of choice), and therefore also to minimize production costs.
Among the strategies of the second type are:
- the strategy of maximizing (artificially inflating) production costs and shifting the growth of production costs onto the consumer (CPM, from the English cost pass-along management),
- simulation programming R&D;
- a strategy for manipulating the “capital investment portfolio”.
Strategy maximizing production costs is aimed at increasing profits through government or other subsidies in the absence of direct (intra-industry) price competition.
Within the framework of the SRM, an increase in production costs, for example, as a result of an increase in prices for raw materials and materials, and again with a weakening of intra-industry competition (for example, with the introduction of high tariffs on imports of finished goods), is directly taken into account in the price of products, i.e. passed on to the consumer. Under the conditions of high inflation rates and rapid depreciation of investments with a long payback period, enterprises try not to replace those types of resources whose prices have increased, or not to start introducing new resource-saving technologies if this requires large investments. There is only an adjustment of the selling prices with a constant level of production efficiency.
With simulation programming of R&D, the economic result is achieved by updating the range of products due to "cosmetic" improvements in products already available on the market (packaging, design, color, etc.). It is possible to obtain short-term profit within the framework of such a strategy, but it is unlikely that it can ensure the competitiveness of the enterprise in the long term. Moreover, there will be no noticeable changes in the level and rate of growth of production efficiency in this case, since the ratio of costs and benefits does not change. In essence, R&D simulation programming is one of the manifestations of the CPM strategy, but already in relation to a predominantly non-price form of competition.
The strategy of manipulating the "capital investment portfolio", within the framework of which the purchase and sale of existing enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange are carried out, negatively affects the dynamics of production efficiency due to unproductive diversion of capital: technical modernization production facilities, an increase in investment in the development of production does not occur, and financial resources are used only for the redistribution of the existing production apparatus between the owners of the means of production. At the same time, the main emphasis is placed on improving the current financial position of the enterprise, on increasing its ability to meet the needs of that part of the shareholders who are interested primarily in receiving high dividends or playing on fluctuations in the share price, but not in the long-term increase in the value of the company's securities. ...
The predominance of each of the types of strategies is determined by the action of a number of factors in the economic activity of enterprises.
The most important factor determining the ratio of the two types of economic strategies is the degree and basic forms of market competition. The so-called perfect price competition of manufacturers within the same industry forces the management of the enterprise to look for ways to reduce production costs, to implement innovations that contribute to this. Thus, a high degree of intra-industry price competition is an important condition for increasing production efficiency and diversifying economic activity.
However, under certain circumstances that deform the conditions of intra-industry competition (high inflation rates or barriers to imports, peculiarities of tax policy, etc.), enterprises may prefer a different way of diversification: the sale or acquisition of existing enterprises and production facilities in other industries instead of creating new products.
Another important factor determining the dominance of one type or another of economic strategies is the ratio of the growth rates of the cost of labor and the active part of fixed capital, which directly replaces living labor. This ratio largely determines the extent to which the enterprise will carry out mechanization and automation of production, introduce new labor-saving equipment and technology. If wage increases at a faster rate than the cost of the active part of fixed capital, then management firms have more incentives to increase investment in new technique and technology, as this leads to an overall decrease in the level of production costs.
The time factor is of great importance for the process of forming economic strategies in market conditions. In view of the relatively long period of fixed capital turnover, the existence of a significant lag in making a profit from investments in production equipment and the development of new products and technologies, the predominance of strategies of the first type, in addition to low inflation, also presupposes a certain stability of the economic situation, a relatively low degree of risk of new investments.
An increase in the rate of inflation may force enterprises to abandon investments in the development and implementation of large-scale projects for restructuring the production apparatus, since the real amount of profit that can be obtained in a few years will be significantly reduced. Hence the desire of enterprises to invest in fast-paying projects, even to the detriment of increased production efficiency, or even to divert funds from productive use altogether. On the other hand, the depreciation of the securities of enterprises relative to their assets or the artificial overvaluation of shares on the stock exchange in comparison with the real value of assets makes operations in the fictitious capital market much more profitable (in terms of maximizing the current financial results of commercial activities) than the acquisition of existing enterprises. or creating new ones.
In connection with this factor, the ratio of the two types of business strategies can be influenced to a certain extent by the structure of companies' assets. Thus, a high share of equity capital in the assets of an enterprise can objectively force managers to focus on strategies of the second type, to obtain short-term profits. The economic policy of the government and the effectiveness of state regulation of the market also have a significant influence here.
V modern conditions state stimulation of industrial restructuring, provision of intensive inter-sectoral overflow of labor and capital, priority development of the newest industries (industrial policy with priority sectors) is of great importance.
For a real increase in production efficiency, the mere interest of enterprise management in investing in expanded reproduction of fixed capital, an orientation towards strategies of the first type, is not enough, just as it is not enough to simply acquire equipment in order to obtain the final product. For this, it is also necessary to organize the process of introducing and using production equipment, and the level and dynamics of production efficiency will depend on the quality of internal planning, on the systems and structures of management, forms of organization and labor incentives. The development and improvement of intrafirm planning, in turn, depends on what type of business strategies is dominant. With the dominance of strategies of the first type, development is carried out at a more intensive pace, requires the involvement of more and more resources (primarily human resources), and with the prevalence of strategies of the second type, development occurs at a slower pace.
Stages of developing a business strategy for an enterprise
Each enterprise, regardless of its scope and scale of production, must plan its activities. Planning - it is the process of setting goals, determining priorities, means and methods of achieving them. The planning process covers a number of areas. It begins with defining the mission of the enterprise and the goals of its functioning, taking into account the analysis of the external environment and resource provision, then forecasts of activities for the long term are developed, which serve as the basis for the choice of economic strategies. Economic strategies in the short term, in turn, are concretized in the plans of the enterprise in various areas of activity: sales, production, finance, etc.
Strategic planning is focused on the highest level of management and is aimed at determining the development trends of various aspects of the enterprise's activities, calculating and choosing the most favorable conditions for its activities. A distinctive feature of strategic planning is its flexibility due to mobility plan horizons, those. periods of time for which a forward-looking policy is being developed. Various criteria are applied to determine the target horizon: life cycle product; cycle of radical changes in demand for manufactured products; the period of time required for the implementation of strategic goals, and so on. The planned horizon depends on the scale of the enterprise, its size.
As one of the strategic planning tools, the practice of forming targeted production and sales programs has been most developed. Resource orientation consists in the development of comprehensive plans, in accordance with which all types of resources are directed towards the achievement of ultimate goals, contribute to the long-term commercial success of the enterprise. In this case, situational planning is used, in which the management of the enterprise is provided with several options for the strategic development plan of the enterprise. These plans are characterized by different priorities in the allocation of resources and unequal balance of risk and guaranteed benefits.
Analysis of the external environment
When engaging in strategic planning, an enterprise must always take into account the influence of the external environment. Environmental analysis gives the enterprise time to anticipate opportunities, plan contingencies, develop early warning systems for potential threats, and develop strategies that can turn old threats into profitable opportunities. Threats and opportunities facing an enterprise are usually categorized into seven areas: economics, politics, market, technology, competition, international position and social behavior (Fig. 2).
Rice. 2. Environmental factors
Analysis of environmental factors, a correct and complete understanding of the strengths and weaknesses of the enterprise allow us to make a sales forecast, which is the basis of all internal planning.
