Strategic planis the main plan view. Its purpose is to define goals, production programs, innovation programs, strategies, the formation and use of consumed resources. All activities of the enterprise reflect the strategic plan. It should be developed based on the use of modern planning methods, be comprehensive and scientifically based. The strategic plan is developed for several years, i.e. it is oriented in time. This can be a plan for 3-5 years or more. It depends on the duration of the strategy implementation and the complexity of the production. The main elements of strategic planning are the definition of goals and the choice of the best option for implementing the strategy, as well as programs for implementing the best option.

Having completed the development of the strategic plan, it should be assessed with the compilation of a summary table of the main technical and economic indicators.

With the help of strategic planning, a system of goals for the functioning of the enterprise is formed and the efforts of the entire team are united to achieve it. Providing innovations necessary for the life of the enterprise is the most important task of strategic planning. Strategic planning includes four types of activities. These include: resource allocation, coordination and regulation of business processes, adaptation to the external environment, organizational changes.

The strategic plan, in contrast to the tactical and operational plans, does not have a rigid structure. Each company approaches the selection of its sections and indicators individually. Recently, however, a generally accepted hypothetical structure of a strategic plan has appeared, which makes it possible to judge how an enterprise and its structural units manage their resources.

The strategic plan includes the following sections:

• products (services);
• markets;
• resources;
• corporate mission;
• competition;
• business "portfolio";
• innovation, investment.

Strategic planning processincludes the following:

• defining the mission of the organization;
• determination of the goals and objectives of the company;
• analysis of the external environment and assessment of its impact on the functioning of the organization;
• analysis of the internal environment and assessment of its impact on the company's activities;
• analysis and development of strategic alternatives;
• definition and implementation of a functioning strategy;
• assessing and monitoring the implementation of the strategy.

In fig. 4.1 presents the main stages of strategic planning.

Figure: 4.1.

2. Formulation of goals and objectives of the enterprise.

The level to which it is necessary to bring the activities of customer service should correspond to the goals and objectives of the enterprise. They should motivate people working for the company. There are a number of areas in which companies set their goals. These include:

• production capacity of the enterprise;
• products (nomenclature, assortment, quality indicators, competitiveness, R&D costs, terms of development and development, etc.);
• enterprise income (amount of income, profit, earnings per share, etc.);
• enterprise resources, including financial, material, labor (structure and size of fixed and working capital, enterprise assets, accounts payable and receivable, etc.);
• efficiency (costs, prime cost, profitability, productivity, consumption of materials, etc.);
• market position (market share, sales volume, relative market share, share of individual products, etc.);
• organizational changes at the enterprise (concerning the staffing table, production structure, functional duties of employees, etc.);
• quality of work with customers (speed of service, number of complaints, number of claims and complaints, etc.);
• social responsibility of the company (charitable activities, environmental protection, etc.);
• the needs of employees (wages, working and rest conditions, social development of the team);
• development of the company (growth rate of economic activity).
• 3. Analysis and assessment of the external environment.When analyzing the external environment, the following components are examined: the macroenvironment and the immediate environment. Macro-environment analysis includes the study of the impact on the company of such environmental components as the state of the economy, political processes, legal regulation, natural environment and resources, scientific and technological level, social and cultural components of society, infrastructure, etc. The immediate environment is analyzed for the following new components: buyers, suppliers, competitors, labor market, financial institutions, etc.
• 4. Analysis and assessment of the internal structure of the enterprise.The analysis of the internal environment determines the internal capabilities and potential that the company can count on in the competitive struggle in the process of achieving its goals. The internal environment is explored in the following areas: research and development, production, marketing, resources, product promotion. The analysis carried out in strategic planning allows you to identify threats and indicate the opportunities that may arise in the external environment in relation to the enterprise, the strengths and weaknesses that it possesses. To analyze the external and internal environment in strategic planning, the following methods are used: method SWOT, Thompson and Stickland matrix, Boston Advisory Group matrix, etc.
• 5. Development and analysis of strategic alternatives.This is the main strategic planning process, since it is here that decisions are made about how the firm will achieve its goals and implement the corporate mission. The content of the strategy depends on the situation in which the company finds itself. But there are also general approaches to strategy formation. When developing a strategy, a company usually faces three questions: which activities to stop, which to continue, to which business to move?

The adopted strategy serves as the basis for drawing up a strategic plan. Depending on the chosen strategy, the strategic plan can be offensive or defensive. In the offensive plan, the business development of the enterprise is assumed. It is created by large companies with high potential, such a plan involves the development of new products, entry into new markets, significant investments in the expansion of economic activities, etc. The defensive plan is aimed at maintaining the positions achieved in the market and contains measures to prevent the negative consequences of the market and the bankruptcy of the enterprise.

The main directions of strategy formation in the modern economy are as follows:

• specialization in the production of a certain type of product (service);
• achieving leadership in minimizing production costs;
• fixation of a certain market segment and concentration of the firm's efforts in this segment.
• 6. Choosing a strategy.An effective strategic choice provides for a clear, shared vision of the company's development. Therefore, the strategic choice made by the head of the enterprise must be definite and unambiguous. At this stage, of all the considered strategies, one should be selected that meets all the needs of the enterprise to the greatest extent.
• 7. Strategy implementation.The execution of the strategic plan is a critical process, as the real plan leads the company to success. But it also happens the other way around: a strategic plan can "fail" if no measures are taken to implement it. In this case, enterprises are unable to implement the chosen strategy. The reasons for this are as follows:
  • incorrect analysis and erroneous conclusions;
  • the inability of the company to involve its internal potential in the implementation of the strategy;
  • unforeseen changes in the external environment.

For the successful implementation of the strategy, the following requirements must be met:

• the goals and activities of the strategy should be well structured, communicated to and perceived by employees;
• the action plan for the implementation of the strategy should be clear and provided with all necessary resources.
• 8. Assessment and control of the strategy.The state of the company is determined, what strategies it implements and how effective they are. Having assessed the above, it is necessary to conduct a comparative analysis of the industries and markets in which the company operates in order to assess the risk, their potential profitability and to identify how the existing business strategy in the company corresponds to the opportunities and specifics of business in these industries.

The final process in strategic planning is the assessment and monitoring of the implementation of the strategy. This process provides feedback between the process of achieving the goals of the strategic plan and the goals themselves. To ensure such compliance, it is necessary to solve the following tasks:

• define systems of controlled parameters;
• to assess the state of the parameters of the controlled object;
• find out the reasons for the deviations of the parameters of the object from the adopted standards, norms and other standards;
• adjust, if necessary, the indicators of the plan or the progress of the strategy.

The main task of such control is to find out how the implementation of this strategy leads to the achievement of the goals of the enterprise. Adjustments based on the results of strategic control can relate to both the strategy and the goals of the company, as opposed to operational control, in which the goals of the current plan are unshakable.

Modern economists identify four strategic alternatives.These strategies include:

• concentrated (limited) growth strategy.It includes those strategies that are associated with changes in the product and (or) the market and do not affect the industry, technology, position of the company within the industry. The main types of strategies in this group are:
• service or product development strategy;
• strategy to strengthen market position;
• market development strategy;
• integrated growth strategy,which can be realized through a significant increase in the rate of sales compared to the previous period of time. It is customary to distinguish two main types of such strategies: the strategy of previous vertical integration and the strategy of reverse vertical integration. The first strategy is to create or establish control over organizations that are between the enterprise and the end users of its goods and services. At the same time, the second is aimed at increasing the growth rate of the organization through control over suppliers;
• diversified growth strategy,which can be used if the organization is not able to develop in this industry in the market with its products. The main strategies of this group:
  • - concentric diversification strategy - production of new types of products based on existing production;
  • - horizontal diversification strategy - increasing the growth rate of the organization in the existing market by mastering the production of new types of products that require new technologies;
  • - the strategy of conglomerate diversification - the expansion of the company through the production of fundamentally new products sold in new markets;
• reduction strategy.Occurs when it is necessary to restructure after long-term growth or improve the efficiency of an organization during a recession. There are four types of such a strategy:
• - liquidation strategy (this type of strategy is used in case of impossibility of further business implementation);
• - the strategy of quick success (used in the absence of business prospects, when the company cannot be sold at a profit, but it can bring good results at the moment);
• - cost reduction strategy (consists in reducing costs and reducing the cost of doing business, which are temporary);
• - reduction strategy (involves the closure of one or more of its branches or offices in order to change the business structure).

It is important to emphasize that an organization can simultaneously use several types of strategies at once, both in parallel and sequentially.

• Definition of the mission of the enterprise. At this stage, the meaning of the existence of the enterprise, its purpose, role and place in the modern economy are established. In foreign literature, this is called a corporate mission, or a business concept, which characterizes the direction in the business that a company is guided by based on market needs, product characteristics, consumer nature and the presence of competitive advantages and barriers.

Strategic planning determines the main goals and directions of the organization's actions, ensures the achievement of the selected goals by using existing advantages and creating new ones. A strategic plan is a program of integrated actions to achieve the set goals.

Strategic planning is the process of defining the goals of an organization and the course of action to achieve them. The decisive planning decision for the organization is the formulation of the mission and the definition of specific goals that ensure its implementation. On the basis of the adopted goals and taking into account the results of strategic analysis, decisions are made on the main directions of action and the corresponding management procedures.

Figure 17 shows the sequence of actions that make up strategic planning in the form of a cycle. This cycle begins with the development of a mission and goals. The formulated mission allows you to define measurable goals, expressed in appropriate indicators. In practice, after the goals are clarified, the mission is often refined and the cycle starts over.

The next step in strategic planning is to determine the parameters of the external environment that affect the activities of the organization. This strategic planning step is exploratory in nature and is often performed by outside organizations. The obtained results of the study of the external environment often force us to re-clarify the mission and goals, thus, the strategic planning procedure returns to the initial stage.

At the next stage of strategic planning, a SWOT analysis is carried out, which identifies the positive and negative external and internal factors of the organization's or project's activities.

The results of the SWOT analysis often force us to return to the formulation of the mission and goals and supplement the study of the external environment. This step is represented by dashed lines in Figure 17.

The formulation of the mission, goals, SWOT analysis - all these elements of strategic planning have been successfully used and are used in the practice of not only commercial, but also government organizations, and they were used several centuries ago.

An example of a strategic approach to public administration is the work of Jean Baptiste Colbert, the minister of the court of Louis XIV, who served as head of government for the "Sun King" for 23 years. In many of his endeavors, he proceeded from the principles of strategic planning. One of the episodes of his activity is very characteristic. On his instructions, oaks were planted in large areas in France. On the territory of modern France, you can still find the remains of oak groves, created by order of J. B. Colbert. These landings at the end of the 17th century. were made for the sole purpose: that by the middle of the XIX century. (!) France became the owner of the best mast wood in Europe and thus would provide itself with the best material for shipbuilding.

Colbert was interested in creating new competitive advantages for the state as a whole, since the development of the fleet in the 17th century. was crucial for the country. All elements of strategic planning are visible in Colbert's actions: defining the mission and goals, SWOT analysis, strategy development and its implementation.

Strategic planning and long-term planning are not the same thing, although strategic plans are usually long-term in nature. Long-term plans can be both strategic and operational. The first include the rationale for goals, their hierarchy, an assessment of external conditions, internal pros and cons, and the main directions of action. The latter relate to simpler management tools and include a list of required actions, quantitative characteristics of these actions, terms, responsible for actions and control procedures. Operational plans, being detailed action plans, usually complement strategic ones, being a tool for the implementation of strategic plans. At the same time, they cannot be successful without preliminary analytical study at the stage of strategic planning.

Strategic planning can be carried out at different levels of the management hierarchy. For example, in a large commercial organization, you can develop a strategy at the corporate level as a whole, determining what types of business are best to do. In this case, the issues of diversification of activities, integration with other similar organizations, absorption of competitors, etc. will be mainly resolved. At a lower management level, within the framework of this corporation, a business strategy is determined, that is, an answer is sought to the question of how to carry out the business of this or that species. A niche in the market, pricing strategy, business geography, innovation and investment strategy are determined. At the same time, within the framework of each business, its own functional strategies are identified: financial, production, marketing strategy, R&D strategy, information strategy, etc. These strategies determine what and how to do in the implementation of the corresponding functions.

In the same way, you can consider various levels of state strategic management: federal, regional, municipal. For example, the country's development strategy is reflected in the program of economic and political reforms; each region forms its own strategy in accordance with federal programs and plans, taking into account its own specifics of socio-economic development and using its own advantages. The same can be said about the urban strategy in relation to the regional strategy.

To conduct strategic analysis, each organization requires a strategic information system. Most large organizations have dedicated information and analytical departments. Small organizations, where it is not possible to have their own information and analytical department, use their own specific sources of strategic information, such as personal experience, reports, books, magazines, newspapers, conferences, professional meetings, subordinates, external contractors, etc.

In the process of developing a strategy, it is useful to use forecasting, building scenarios and models, creating a development concept.

There is no need to dwell here in detail on forecasting methods1. Suffice it to say that an organic part of developing a strategy is the forecast of the development of the control object under various basic assumptions. For example, on the basis of a variant forecast, it is possible to consider various development scenarios: what will happen if nothing is changed and continues to act in accordance with the old, well-established approaches and management methods, as well as what will happen if different strategy options are implemented.

It is advisable to analyze various development options not only for the organization as a whole, but also for its individual divisions, as well as individual aspects or types of activities.

Of the special models used in the development of strategies, strategy models built on the basis of various analytical matrices, including the matrix of the Boston Consulting Group (BCG matrix), have become widespread, which is successfully used for developing strategies and analyzing them in many commercial organizations. ...

To develop a strategic development plan, both large and small organizations often resort to the help of professional consultants.

Strategic planning is firmly established in the life of almost all commercial organizations. Traditional technologies of strategic planning are business plans and commercial projects. Practice has proven the high efficiency, and in some cases the urgent need to apply strategic planning not only in commercial activities, but also in other types of human activity. Recently, strategic planning has been increasingly used in the practice of non-profit organizations (foundations, churches, universities) and in public administration, including regional administration.

It is legitimate to raise the question of the strategy of the country as a whole, region or city, ministry, department. All these objects of management are very different from a commercial firm, and therefore their development strategy has its own characteristics. At the same time, the main elements of the strategy of the country, region, city, ministry, department and commercial organization coincide.

Strategic planning is successfully used in the work of universities, hospitals, and non-profit organizations. The use of strategic planning in managing the development of the region is becoming especially fruitful.

All procedures of strategic planning, with appropriate adaptation, are applicable to planning the development of a region and a city. Strategic planning can be successfully used not only in drawing up comprehensive plans for socio-economic development, but also in implementing anti-crisis measures in regions and cities, in managing large-scale infrastructure projects, and in making investments.

Some techniques of strategic planning, formalized in business planning, are already widely used in the practice of regional government bodies. However, in full measure, all constructive elements of strategic planning and strategic management have yet to be introduced into the practice of city and regional administrations.

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

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

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

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

• tactical;
• operational;
• strategic.

Strategic planning

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

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

Tactical planning

In Soviet times, enterprises set medium-term plans. Tactical planning is a bit like this practice, but there are still significant differences. At the same time, the plans are limited in time, but this is the time allocated for the implementation of the set goals. Tactical planning is a consequence of strategic planning. L. Mittal at his enterprise set such tactical goals as optimizing the staff, acquiring coal deposits for the production of his own raw materials, automating business and production processes.

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

Operational planning

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

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

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

How to draw up a strategic development plan

Many executives mistakenly believe that long-term strategic plans can be successfully replaced with sales plans. The development of companies headed by such leaders is hampered by the lack of understanding by the top management of the business goals, and, consequently, the failure to use funds to achieve these goals.

To keep the company from getting bogged down in routine, it needs a strategic plan. Download example algorithm for developing and implementing a strategic plan you can in the article of the electronic magazine "General Director".

The main goals of strategic planning in the enterprise

The definition of strategic plans in the firm is also to form and transfer to the designated official such a measure of responsibility and authority that will allow him to fully manage the company throughout his tenure. Strategic planning has the following goals:

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

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

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

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

Strategic planning of the enterprise: advantages and disadvantages

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

This type of planning is based on the instant application of innovative ideas, as well as proactive actions with minimizing risks and accelerated company development.

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

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

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

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

Strategic planning has its own characteristic features:

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

The advantages of this type of planning are as follows:

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

However, in addition to the advantages, there are also a number of disadvantages.

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

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

• the company constantly monitors external activity;
• goal setting employees have abouta greater degree of professionalism and creative thinking;
• the company is actively innovating;
• all employees are involved in the implementation of the set goals.

A lot of resources, financial and time, must be invested in strategic planning. Traditional planning doesn't require that much effort.

The consequences of not fulfilling strategic plans are usually much more serious than those of conventional planning.

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

The process of strategic planning at an enterprise is necessary to determine potential development options in the economic and social spheres of the state as a whole. The company and government agencies should cooperate on the exchange of information on a voluntary basis.

What does the strategic planning system at the enterprise consist of?

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

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

Subsystem for making strategic decisions

This element consists of methods for identifying company problems, analyzing effective ways to eliminate them and making decisions that will improve the organization's performance in the future. The subsystem includes a certain circle of people dealing with the identified problems, as well as a set of actions to analyze and search for optimal solutions.

Change management subsystem

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

However, no plans will arise, and no programs will come true on their own. This requires initiative people. It is these people, together with the leaders, who carry out the processes of strategy, planning and business modeling.

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

Subsystem of strategic control

This element makes it possible to assess how the chosen strategy is being implemented, what changes are taking place within the company and in its external activities, how the set goals correspond to the developed plans, and also allows, if necessary, to change the scenario of the strategic plan development in a timely manner.

They control the already completed part of the previously planned programs and projects. It is necessary to sum up the results to motivate leaders. The reports should describe not only the results obtained, but also the happened or possible strategic problems.

Information and analytical subsystem

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

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

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

Methodological subsystem

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

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

Organizational and personnel subsystem

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

Strategic planning management subsystem

The specified subsystem is used to conduct strategies and developed plans, the management process and control it, as well as to find out how effective the ongoing processes are and whether there is a need for their improvement.

The activities of this subsystem are carried out with the help of a specially organized autonomous unit. It implements the developed strategies, organizes the processes necessary for this, monitors their implementation and results. All this is done with the support of the regulatory and methodological framework and on the basis of official documents.

Phased organization of strategic planning in the enterprise

Setting strategic goals at the enterprise goes through the following stages:

Stage 1. Definition of the mission of the enterprise

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

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

The mission statement consists of four elements:

• study of the history of the origin and activities of the company;
• study of the field of activity;
• determination of the main goals;
• the company's strategic claims.

Stage 2. Formulation of goals and objectives of the enterprise

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

Therefore, goals must meet the following parameters:

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

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

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

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

Stage 3. Analysis and assessment of the external environment

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

When studying the macroenvironment, the following elements are analyzed:

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

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

• supplier firms;
• consumer firms of manufactured products;
• intermediary organizations, including between the studied company and the state (tax service, insurance companies, etc.);
• competing enterprises;
• various societies, commercial and non-commercial, which affect the formed public image of the company (for example, the media, the Society for the Protection of Consumer Rights, etc.).

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

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

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

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

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

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

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

Stage 5. Development and analysis of strategic alternatives

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

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

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

The strategy is being developed based on the following areas:

• reaching the level of a leader in the position of reducing production costs;
• constant presence and development of activities in a specific area of \u200b\u200bthe market;
• constant and high-quality release of the established assortment.

Stage 6. Choosing a strategy

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

Stage 7. Implementation of the strategy

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

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

Stage 8. Evaluation of the chosen (implemented) strategy

The strategy is assessed by answering the question - will the company be able to achieve its objectives? If the developed strategy gives a positive answer to this question, then it is further analyzed by parameters of this kind:

• how much it correlates with the requests of external activities;
• how much it correlates with the company's development potential;
• how acceptable is the level of risk in this strategy.

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

Strategic planning methods in the enterprise

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

Method 1. SWOT analysis

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

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

Method 2. "Goal tree"

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

Method 3. BCG matrix

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

Method 4. McKinsey Matrix

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

Method 5. Ansoff Matrix

This type of matrix is \u200b\u200ba strategic management analysis method invented by Igor Ansoff. It is also called the product-market matrix.

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

The resulting matrix gives 4 options for marketing strategies to increase sales and / or to maintain the existing volume: coverage of new markets, development in the current sales market, assortment development, expansion of markets and product range.

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

1. Covering new markets - entering new sales markets with an existing product. In this case, markets are assumed to be of different scales - international, regional, national;
2. Development in the current sales market - carrying out various activities from the marketing area in order to strengthen the product's position in the market;
3. Product assortment development - offering new products to the existing market in order to strengthen the company's position;
4. Diversification - expanding sales markets, attracting new markets, as well as expanding the range of products. However, one should be wary of diffusing efforts.

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

Method 6. SADT method

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

Method 7. IDEF0

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

• Finding Inspiration for Strategic Challenges

What are the problems associated with strategic planning of enterprise development

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

1. One of the main reasons is that the link between enterprise strategy - underlying projects and activities, even with the help of BSC, is very cumbersome. Real events show that correlation is needed, for example, of corporate cards, but this is unprofitable due to the lack of free resources.
2. Today, strategic planning and its methods are too static, mechanical, and lack the necessary flexibility. Therefore, at certain stages, the constructed model turns out to be irrelevant. Here, scenario modeling could be called for help to create models of different versions of the current business, but this would require additional funding to organize a special planning structure.
3. The third reason is a purely Russian problem, which is that capital and profit gains become the basis of strategic planning in business. And on the one hand, this is a worthy goal, especially from the point of view of a business owner. But in our country, this position allows the number of speculative investors to grow above the number of bona fide key shareholders. Moreover, the attitude to the set strategic tasks of these two parties usually differs fundamentally. As a result, the first type wants to sell its block of shares as profitably as possible, so capital gains are important to him. A strategy developed under the influence of such a message, one might say, devalues \u200b\u200bthe very fact of setting strategic goals.

Does all of the above mean that long-term planning is no longer developing in Russian business? The answer is no. There are prospects for development, but they should be sought not in copying Western business models and theories of business schools, but in conducting scientific research and development in this industry on the domestic market. Strategy as the top of the management model needs ideological support from business owners, but this is not the only issue.

And although domestic business is in the global business system, it has its own pronounced specificity. There is a possibility that in the near future he will be increasingly nationalized. In this regard, the development of a new system for setting strategic goals can be created using both state ideology and new methods of development in business. If the state found a way to sponsor the study and development of new concepts, to supplement strategic management with new research, this would contribute to a greater and better breakthrough of our companies into the international economy.

The strategic planning process is a tool that helps the firm's management to make the right strategic decisions and adjust the daily life of the organization in accordance with them.

Strategic planning is a set of decisions and actions carried out by the management of a firm to achieve the goals of the organization.

Strategic planning includes four main types of management activities:

Resource Allocation: Allocation of available funds, highly qualified personnel, and the technological and scientific expertise available in the organization.

Adaptation to the external environment: actions that improve the firm's relationship with the external environment, i.e. relations with the public, government, various government agencies.

Internal coordination of the work of all departments and divisions. This stage includes identifying the strengths and weaknesses of the firm to achieve effective integration of operations within the organization.

Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

One of the key components of strategic management is strategy, which is a detailed, comprehensive, comprehensive plan. It should be developed from the perspective of the entire corporation rather than a specific individual. Rarely is the founder of a firm able to afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which must take into account the scientific and technical potential of the company and its production and marketing needs.

Based on the analysis carried out in the process of developing a strategy, strategic thinking is formed by discussing and agreeing with the management line apparatus of the concept of the company's development as a whole, recommending new development strategies, formulating draft goals, preparing directives for long-term planning, developing strategic plans and monitoring them.

Strategic management assumes that the firm determines its key positions for the future, depending on the priority of goals.

The firm faces four major strategic alternatives: limited growth, growth, downsizing, and a combination of these strategies.

Most organizations in developed countries adhere to limited growth. It is characterized by the setting of goals from the achieved, adjusted associations of firms in unrelated industries.

Leaders are least likely to choose a reduction strategy. In it, the level of the pursued goals is set lower than that achieved in the past. For many firms, downsizing can mean a path to streamline and reorient operations. In this case, several options are possible: liquidation (complete sale of material stocks and assets of the organization); deduction of excess (separation by firms of some of their divisions or activities); reduction and reorientation (reduction of part of their activities in an attempt to increase profits).

Downsizing strategies are most often used when a company's performance continues to deteriorate, during an economic downturn, or simply to save the organization.

The strategy of combining all the alternatives will be followed by large firms active in several industries.

Having chosen a specific strategic alternative, management must turn to a specific strategy. Main goal: Select a strategic alternative that will maximize the long-term performance of the organization. To do this, leaders must have a clear, shared vision of the firm and its future. Commitment to a particular choice often limits the future strategy, so the decision must be carefully scrutinized and evaluated. The strategic choice is influenced by a variety of factors: risk (factor of the life of the company); knowledge of past strategies; the reaction of shareholders, who often limit the flexibility of management when choosing a strategy; time factor, depending on the choice of the right moment.

Decision-making on strategic issues can be carried out in different directions: "bottom up", "top down", in the interaction of the above two directions (the strategy is developed in the process of interaction between top management, planning service and operational units).

The formation of the firm's strategy as a whole is becoming increasingly important. This concerns the priority of the problems to be solved, the determination of the structure of the firm, the justification of investment, the coordination and integration of strategies.

The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about the sectors of the national economy, the market, competition, etc. In addition, the strategic plan gives the firm a certainty, personality that allows it to attract certain types of workers and helps sell products or services.

Strategic planning alone does not guarantee success, and an organization that creates strategic plans can fail due to organizational, motivational, and control errors. Nevertheless, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what the organization wants to achieve helps clarify the most appropriate courses of action.

By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or inaccurate information about the organization's capabilities or about the external situation. Thus, planning helps create unity of common purpose within the organization.

Formation of a strategic plan is a thorough, systematic preparation for the future activities of the enterprise (firm), carried out by top management, and includes the following points: choice of mission; formation of goals (long-term, medium-term, short-term); development of supporting plans (policy, strategy, procedures, rules, budgets).

After developing the organization's strategy, the stage of its implementation begins.

The main stages of strategy implementation are: tactics, policies, procedures and rules.

A tactic is a short-term action plan aligned with a strategic plan. Unlike strategy, which is more often developed by senior management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of the tactics appear much faster than the results of the strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviations from the main goals of the organization in making day-to-day management decisions. It shows the acceptable ways to achieve these goals.

After the organization's policy has been developed, management develops procedures based on previous decision-making experience. The procedure is used when the situation is repeated frequently. It includes a description of the specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is appropriate, management develops rules. They are used to ensure that employees accurately perform their duties in a given situation. Rules, in contrast to a procedure that describes a sequence of repetitive situations, are applied to a specific single situation.

An important step in planning is budgeting. It represents the most efficient way to allocate resources, expressed in numerical form and aimed at achieving specific goals.

An effective method of management is a method of management by goals.

It consists of four stages: formulating clear and concise goals; developing the best plans to achieve these goals; control, analysis and evaluation of work results; adjusting the results in accordance with the planned.

The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure that the goals of his superior are achieved. At this stage of developing goals, feedback is required, that is, a two-way exchange of information, which is necessary for their agreement and ensuring consistency.

Planning determines what needs to be done to achieve this goal. There are several stages of planning:

Determining the tasks that need to be solved to achieve the goals;

Establishing the sequence of operations, creating a schedule;

Clarification of the authority of the personnel to perform each type of activity;

Estimation of time costs;

Determine the cost of resources required to carry out operations through budgeting;

Adjustment of action plans.

The decision on the choice of the organizational structure is made by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own versions of the structure of subordinate units. The best structure of an organization is considered to be such a structure that allows you to optimally interact with the external and internal environment, meet the needs of the organization and most effectively achieve its goals. An organization's strategy should always define the organizational structure, not the other way around.

The process of choosing an organizational structure consists of three stages:

Division of the organization into enlarged blocks horizontally, in accordance with the ongoing areas of activity;

Establishing the balance of powers of positions;

Definition of job duties and assignment of their implementation to specific persons.

Types of organizational structures:

Functional (classic). Such a structure implies the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. Such a structure is typical for medium-sized firms or organizations that produce a relatively limited range of goods, operate in a stable external environment, and where, more often than not, standard management decisions are sufficient.

Divisional. This is the division of the organization into elements and blocks by types of goods or services, or by groups of consumers, or by regions where goods are sold.

Grocery. In this structure, the responsibility for the production and sale of a product is delegated to one manager. This structure is most effective when developing, mastering production and organizing the sale of new products.

Regional. This structure provides the best solution to problems related to the peculiarities of local legislation, as well as traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.

Customer oriented structure. With this structure, all departments are united around certain groups of consumers that have similar or specific needs. The purpose of such a structure is the fullest possible satisfaction of these needs.

Design. This is a temporary structure created to solve a specific problem, or to implement a complex project.

Matrix. This is a structure that results from the imposition of a project structure on a functional one, and assumes the principle of "double" subordination (both to the functional manager and the project manager).

Conglomerate. It involves the connection of various divisions and departments working functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.

The degree of centralization of the organizational structure plays an important role. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to their branches, offices, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.

For more effective work of personnel in the organization, its motivation is required. Motivation is the process of motivating other people to take action to achieve the goals of an organization.

Modern theories of motivation fall into two categories: substantive and procedural. Substantial theories of motivation are based on the definition of need. Need is a person's feeling of lack, the absence of something. To motivate the employee to take action, managers use rewards: external (monetary, promotion), and internal (feeling of success). Procedural theories of motivation are based on elements of psychology in human behavior.

Control is the process of ensuring that a firm achieves its goals. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.

Preliminary control is carried out before the start of the organization. It is used in three industries: in the field of human resources (recruitment); material resources (selection of suppliers of raw materials); financial resources (formation of the firm's budget).

Ongoing control is carried out directly in the course of work and daily activities of the organization, and involves a regular check of subordinate personnel, as well as discussion of emerging problems. At the same time, it is imperative that feedback between the divisions and the top management echelon of the company is necessary to ensure its successful operation.

Final control is carried out after the work is done. It provides information to the head of the company for more optimal planning and implementation of similar tasks in the future.

Employee control-oriented behavior produces more effective results. However, in this case, the mechanisms of rewarding and punishment must be in place. At the same time, excessive control must be avoided, which can irritate employees and staff. Effective control must be strategic in nature, reflect the firm's overall priorities and support the organization's operations. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are highly relevant. The presence of an information and management system in an organization helps to improve the efficiency of control and planning of the firm's activities. The information management system should contain information about the past, present and future of the organization. This information allows the firm's management to make the best decisions.

Enterprise strategic planning - This is the basis of strategic management, the establishment of directions for the organization for certain periods of time (most often from one to 10 years).

In the 70-90s. XX century. many organizations have chosen the path of decentralizing management and on-farm planning. The management of the companies remained in charge of planning scientific and technical (research, development of new generations of equipment and basic technologies) and financial policy (investments, loans, share issues, purchase and sale of property and securities in significant amounts).

Strategic planning at the macro level is engaged in forecasting structural shifts and basic proportions in the economy of the country as a whole or its large region.

Strategic planning at the micro level is the development of the scientific and technical level of production and the competitiveness of the company as a whole, the assessment of investments, their payback, profit and its distribution, as well as the assessment of the production process of specific goods from the purchase of raw materials to the sale of finished products and services.

The main goal of strategic planning in the enterprise - coordination of various directions of development of the company in predetermined periods of time.

Implementation of the plan is a means of efficient organization of the organization's work. The plan should be adjusted to reflect the market situation. The efficiency of the departments is assessed not by the percentage of fulfillment or, moreover, overfulfillment of plans, but by the fulfillment of delivery schedules, product quality (the number of defects per 100 products), the use of production capacity, the level and dynamics of production costs and profits (at the in-house estimated prices for parts, semi-finished products , services, etc.).

The composition of the strategic plan:
1) long-term forecast for 6-15 years (a reasonable probabilistic assumption about changes in the structure and demands of the market, technology and technology, production and their socio-economic consequences);
2) development plan for 3-5 years, broken down by years;
3) targeted programs for solving critical problems.

The structure of the strategic 5-year plan.
1. Development goals of the organization.
2. Investment and renovation of production.
3. Directions for improving the use of resources.
4. Improving management.
5. Problems of increasing the competitiveness of the organization and ways to solve them.
6. The distribution of resources between the structural units of the firm and the strategic projects of the organization.
7. Prospective benchmarks of the company and assignments to its structural units for production efficiency.

Stages of strategic planning in the enterprise.
1. Forecast of the development of the organization based on marketing research and assessment of its competitiveness.
2. Disclosure of the main problems that keep the improvement of market positions, justification of options for their resolution, assessment of the likely consequences of one or another choice.
3. Development of a long-term plan that sets development goals and corresponding normative indicators.
4. Target programs in strategic areas of management.