Analysis of the company's strategy on the example of Interprof. Strategic analysis of an enterprise on the example of Construction Management LLC Intra-company strategic analysis of an enterprise on an example

thesis

1.2 Methods of strategic analysis

The results of the analysis of the internal state of the company and the state of the external environment make it possible to assess the compliance of the enterprise's capabilities with market opportunities, on the basis of which reasonable programs for the development of the company and its behavior in the market are developed, decisions are made on a set of strategic business zones.

Based on the analysis of the factors characterizing the internal environment of the company, taking into account the results of research on the external environment, it is possible to assess the state of the company, while answering the following questions.

1. How effective is the current strategy?

2. What are the strengths, weak sides company, what opportunities does it have and what threatens it?

3. Are the company's prices and costs competitive?

4. How strong is the company's competitive position?

5. What strategic challenges does the company face?

To answer these questions, you can use various analytical tools, which, in particular, include SWOT analysis, environment profile, SNW analysis, PEST analysis. Let's consider each separately.

Let's analyze these methods in more detail.

Swot-analysis.

In order to get a clear assessment of the strength of the enterprise and the situation on the market, there is a SWOT analysis. SWOT analysis is the definition of the strengths and weaknesses of the organization, as well as the opportunities and threats coming from its immediate environment (external environment).

Strengths (strengths) - advantages;

Weaknesses - shortcomings;

Opportunities - environmental factors, the use of which will create an advantage for the organization in the market;

Threats are factors that can potentially worsen an organization's position in the market.

For analysis it is necessary:

1. Determine the main direction of development of the enterprise (its mission)

2. Weigh the forces and assess the market situation in order to understand whether it is possible to move in the indicated direction and how best to do it (SWOT);

3. Set goals for the enterprise, taking into account its real capabilities (defining the strategic goals of the organization)

Conducting a SWOT analysis is reduced to filling in the SWOT analysis matrix. In the appropriate cells of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

An organization's strengths are something it excels at or some feature that provides added value. The strength may lie in the existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality manufactured products, brand awareness.

Weaknesses of an organization are the absence of something important for the functioning of the enterprise, or something that has not yet succeeded in comparison with other companies and puts the organization in a disadvantageous position. As an example of weaknesses, an example can be given: too narrow a range of manufactured goods, bad reputation companies on the market, lack of funding, low level of service.

Market opportunities are favorable circumstances that a business can take advantage of. As an example of market opportunities, one can cite: the deterioration of the positions of competitors, a sharp increase in demand, the emergence of new production technologies, and an increase in the income level of the population. It should be noted that the opportunities from the point of view of SWOT analysis are not all the opportunities that exist in the market, but only those that can be used.

Market threats are events, the occurrence of which can have an adverse impact on the organization. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates.

The same factor can be both a threat and an opportunity for different enterprises. For example, for a store that sells expensive goods, an increase in household income may be an opportunity, as it will lead to an increase in the number of customers. At the same time, the same factor can become a threat for a discount store, as its customers, with the growth of salaries, can move to competitors offering a higher level of service.

The organization can add to each of the four parts of the list. After a specific list of weaknesses and strengths, as well as threats and opportunities has been compiled, the stage of establishing links between them begins. To establish these links, a SWOT matrix is compiled, which has next view(Table 1.2.1.)

Tab. 1.2.1. SWOT matrix

On the left, there are two blocks (strengths, weaknesses), in which, respectively, all the sides of the organization identified at the first stage of the analysis are written out. In the upper part of the matrix, two blocks are also distinguished (opportunities and threats), in which all identified opportunities and threats are written.

At the intersection of the blocks, four fields are formed: SIV (strength and opportunity); SIS (strength and threats); WLS (weakness and opportunity); SLN (weakness and threats). In each of the fields, the researcher must consider all possible pair combinations and highlight those that should be taken into account when developing an organization's behavior strategy.

For those couples that have been selected from the SIV field, a strategy should be developed to use the strengths of the organization in order to get a return on the opportunities that have appeared in the external environment. For those couples who have found themselves in the field of SLV, the strategy should be built in such a way that, due to the opportunities that have appeared, they try to overcome the weaknesses in the organization. If the couple is on the SIS field, then the strategy should involve the use of the strength of the organization to eliminate the threat. Finally, for couples in the field of SLN, the organization must develop a strategy that would allow it to both get rid of the weakness and try to prevent the threat looming over it.

When developing strategies, it should be remembered that opportunities and threats can turn into their opposite. Thus, an untapped opportunity can become a threat if a competitor exploits it. Or vice versa, a successfully thwarted threat may open up additional opportunities for the organization if competitors have not been able to eliminate the same threat.

For a successful analysis of the organization's environment using the SWOT method, it is important not only to be able to uncover threats and opportunities, but also to be able to evaluate them in terms of their importance and degree of influence on the organization's strategy.

To assess the opportunities, the method of positioning each specific opportunity on the opportunity matrix is used (Table 1.2.2)

The matrix is built as follows: from above, horizontally, the degree of influence of the opportunity on the organization's activities is plotted (strong, moderate, small); on the left side of the vertical is the probability that the organization will be able to seize the opportunity (high, medium, low).

Tab. 1.2.2. Opportunity Matrix

Received inside the matrix nine fields of possibilities have different meaning for the organization. Opportunities that fall on the fields BC, VU and SS have great importance for the organization, and they must be used.

Opportunities that fall into the fields of SM, NU and NM practically do not deserve the attention of the organization. You can use the opportunities that fall into the remaining fields if the organization has enough resources.

A similar matrix is compiled for threat assessment (Table 1.2.3)

From above, horizontally, the possible consequences for the organization that the implementation of the threat can lead to (destruction, critical condition, serious condition, "light bruises") are postponed.

On the left side of the vertical is the probability that the threat will be realized (high, medium, low).

Those threats that fall on the fields of VR, VC, and SR pose a very great danger to the organization and require immediate and mandatory elimination.

Tab. 1.2.3. Threat Matrix

Probability of the threat	Possible consequences
	destruction	critical condition	serious condition	"light bruises"

Threats that have fallen into the field of BT, NC and NR should also be in the field of view of top management and be eliminated as a matter of priority. As for the threats located in the fields of NK, ST and VL, a careful and responsible approach is required to eliminate them. Although this does not set the task of their primary elimination. Threats that have fallen into the remaining fields should also not fall out of sight of the organization's leadership. Their development must be carefully monitored.

Compiling an environment profile.

Along with the methods of studying the threats, opportunities, strengths and weaknesses of the organization, the method of compiling its profile can be used to analyze the environment. This method convenient to use for compiling a separate macro environment, immediate environment And internal environment. Using the environmental profiling method, it is possible to assess the relative importance for the organization of individual environmental factors.

The environment profiling method is as follows. In the environment profile table (Table 1.2.4) are written out individual factors environment.

Tab. 1.2.4. Environment profile

Each of the factors is assessed in an expert way:

Importance for the industry on a scale: 3-large, 2-moderate, 1-weak;

Impact on the organization on a scale: 3 - strong, 2 - moderate, 1 - weak, 0 - no impact;

Directions of influence on the scale: +1 - positive, -1 - negative.

Further, all three expert assessments are multiplied and an integral assessment is obtained, showing the degree of importance of the factor for the organization. From this assessment, management can conclude which of the environmental factors are relatively more important to the organization and therefore deserve the most serious attention, and which factors deserve less.

snw - analysis.

SNW analysis is an advanced SWOT analysis. Let's analyze it.

Strentght (forte)

Neutral (neutral side),

Weakness (weak side).

In contrast to the analysis of weaknesses and strengths by the SWOT analysis matrix, SNW analysis also offers an average market condition (n). The main reason for adding a neutral side is that "often a condition may be sufficient to win the competition when a given specific organization relative to all its competitors in all but one key positions is in state N, and only one in state S"

To compile an SNW analysis, a tabular form is also filled out, which is preceded by all the preparation steps listed above in the SWOT analysis methodology. Below is an example form of analysis in Table 1.2.5.

Pest - analysis.

Often, the STEP-analysis technique is used to analyze the macro environment. The term "STEP" refers to the analysis of the macro environment, based on the study of social, technological, economic and political factors.

Tab. 1.2.5. SNW Analysis Matrix

Name of the strategic position	Qualitative assessment of the position	Neutral
Organization strategy
Business strategy
organizational structure

Product like competitiveness
Information technology
Innovation as a way to market products

There are two main types of STEP and PEST analysis. The difference between them is that in the STEP-analysis version, social and technological factors are in the first place. In PEST analysis, political and economic factors come to the fore.

The STEP-analysis variant is used for countries with developed economies and stable political systems, the priorities are taking into account social and technological factors. To analyze the macro environment in those countries where the economy is underdeveloped and is in transition period, apply a form of PEST-analysis, where political and economic factors are in the first place. In Russian conditions, STEP-analysis is used.

When choosing the first or second option, the criterion is the priority of taking into account certain groups of macroenvironment factors in terms of the strength of the possible impact and the stability of factors for monitoring.

Thus, PEST analysis is a tool designed to perform:

Political (POLICY),

Economic (ECONOMY),

Social (SOCIETY),

Technological (TECHNOLOGY).

Aspects of the external environment that may affect the strategy of the company. Politics is studied because it regulates power, which in turn determines the company's environment and the acquisition of key resources for its activities.

The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST analysis.

The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the causes of market losses, as well as the emergence of new products.

Important when conducting a PEST analysis is the requirement for a systematic strategic analysis of each of the four components, since all these components are closely and intricately interconnected.

This type of analysis can be carried out using various formats, often two options: a simple four-field matrix, appearance which is given below (Table 1.2.6.) and the tabular form of STEP-analysis (see Table 12.7). Each of these options has advantages and disadvantages. The choice of analysis method depends on the objectives of the analysis, the degree of readiness of experts and a number of other factors.

The STEP analysis technique gives the best results if the analysis is carried out regularly using the same format. In this case, it fixes the indicators of the dynamics of factors and their impact on the enterprise.

strategic analysis threat organization swot

Tab. 1.2.6. Four-field STEP-analysis matrix

As a result, you can get the so-called model of the reaction of a particular enterprise to a set of macro-environment factors. It is nothing more than a kind of experience model that can improve the quality of all kinds of enterprise decision making.

Tab. 1.2.7 Tabular form for STEP analysis

The above material makes it possible to assert that the elements of the internal and external environment of the organization are closely intertwined and depend on each other. The external environment provides the organization with incoming resources. Thanks to feedback at the output, the organization receives information for evaluating the results and the subsequent selection of incoming resources. The interaction of the organization and the external environment makes it possible to reduce the entropy inherent in each system. It is in the external environment that resources and opportunities for the further development of the organization are located.

We can say that the management of the organization is determined by two factors:

1. Feature of the production process;

2. The nature of the external environment.

The current trend is in the ever-increasing importance of the second factor, which is becoming decisive. Therefore, the analysis of the external environment is very important for developing an organization's strategy and is very difficult process. It requires careful monitoring of ongoing processes, their correct assessment and establishing a link between the factors and those strengths and weaknesses of the organization, as well as the opportunities and threats that are contained in the external environment. Obviously, without knowing the environment, the organization will not be able to exist.

Environmental analysis is one of the tools through which the management of the organization can design a system of control over vital external processes and resources; to carry out measures to reduce risks, the causes of which are external influences in relation to the organization; influence the actions of competitors and suppliers, the demand of consumers.

The organization does not have the ability to strictly control the external environment, but it can and must effectively adapt to it, tirelessly monitor its changes, predict and respond in a timely manner.

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INTRODUCTION

1. Theoretical basis strategic analysis in the organization management system

1.2. Methods of strategic analysis

1.3. Modeling in the system of strategic analysis

2. Research of the strategic potential of Construction Management LLC

2.1. Financial and economic activity of the organization

2.2. Characteristics of the internal environment of the organization

2.3. Characteristics of the external environment of the organization

3. Proposals for the implementation of TOOLS for strategic analysis in the management system of Construction Management LLC

3.1. STEP analysis of the organization

3.2. SWOT analysis of the organization

conclusion

List of references AND SOURCES

applications

INTRODUCTION

The new economic conditions generated by market transformations require an appropriate management paradigm. As a result of the rapid transformation of the Russian economy, all management functions that were previously performed by sectoral ministries and departments, including the functions of strategic management, were automatically transferred to the heads of enterprises. Neither the leaders themselves, whose task previously included only the implementation of operational functions to organize the fulfillment of tasks lowered from above, were not ready for this, nor internal organization enterprises.

The main difference between a market economy is that it does not work on tasks sent down from above, but on the demand of consumers and in accordance with the influence of the external and internal environment on the activities of enterprises. The ideology of strategic management differs significantly from the ideology of planned production. Strategic management solves more complex selection problems promising species businesses with informationally unclear future market conditions and policies in relation to those types of businesses that are successful today, but which may lose their priorities in the future due to changes in social needs and consumer priorities. These changes tend to increase, and in recent years, many enterprises operate in the face of strategic surprises, loss of control over the external environment, slowing growth and limited resources.

The identified problem does not find an adequate solution in the scientific literature. Many researchers rely on the work of Western experts who are not adapted to the conditions of Russia, which is moving its own way towards a market economy. At the same time, in their works, strategic management is characterized either by a clear emphasis on operational and tactical management, or attempts are made to reveal individual functions of strategic management and form tools for its implementation.

However, it is possible to avoid unsystematic management in the object of management only on the basis of a combination of operational, tactical and strategic management.

The current conditions in Russia require consideration of the problems of building an enterprise management methodology that would allow, on the one hand, to describe the functioning of organizations through the processes of strategic management; on the other hand, to show the internal nature of the mechanisms of strategic management and the factors that ensure the implementation of the chosen strategies, in the unity of strategic, tactical and operational management.

The peculiarity of strategic management is that it has very few routine procedures and a lot of creativity, i.e. the role of art is very great. Therefore, the theory of strategic management is formed on the basis of a generalization of the practice of successfully solving the strategic tasks of managing a company and on the basis of highlighting individual management schemes and statements that indicate what can be done to achieve successful result. In other words, the theory of strategic management says that in managing an organization can help it succeed in the market. Strategic management theory does not say "do it this way and you will succeed." She says that if you act in a certain way, you can succeed. At least before, this led to the success of the company. At the same time, the theory of strategic management rather describes what management will not be able to cope with its tasks without, rather than what guarantees their solution.

Strategic management for many Russian enterprises is still a new, unusual, but gaining momentum phenomenon. The core of strategic management is the system of market strategies, which includes a number of interrelated organizational, economic, legal and labor measures aimed at ensuring market advantages business entities over competitors.

The choice and implementation of a rational system of market strategies that ensure the achievement of the main goals of the enterprise is a key element in the activities of top management to ensure the economic sustainability and competitiveness of the enterprise.

The degree of development of the topic. The works of well-known foreign scientists I. Ansoff, R. Ackoff, P.F. Drucker, M. Mescon, G. Mintzberg, M. Porter, A.J. Strickland, A.A. Thomson, M. Eddowes and others, as well as Russian researchers L.I. Abalkina, A.I. Anchishkina, M.I. Kruglova, N.F. Permicheva, S.S. Shatalina and others.

Their works deal with the concepts of various strategies, the functions of strategic management, and the choice of competitive strategies. However, such problems as the development and modeling of mechanisms for choosing strategies and their implementation are not touched upon, and if they are touched upon, then indirectly in connection with the research by the authors of other aspects of strategic management.

Lately problems long term planning and enterprise management, much attention is paid in the scientific developments of B.A. Anikina, M.I. Bukhalkova, V.A. Vinokurova, O.S. Vikhansky, I.B. Gurkova, G.B. Kleiner, E.S. Milner, M.M. Maksimtsova, E.A. Utkin.

However, in most of these works, the main emphasis in studying the enterprise management system is placed on operational and current management and the specifics of their use at the micro level.

The object of the study is the enterprise Construction Management LLC.

The subject of the study is the strategic analysis of the enterprise on the example of "Construction Management" LLC.

The purpose of the study is to consider the basic concepts and features of strategic management, as well as to conduct a strategic analysis of an enterprise using the example of Construction Management LLC.

Tasks solved in the course of work:

Determine the theoretical foundations of strategic management;

Analyze the stages of strategic management;

Reveal entity strategic planning;

Analyze strategic planning at the enterprise "Construction Management" LLC;

Suggest ways to improve strategic management on the example of "Construction Management" LLC.

The structure of the work: introduction, main part - three chapters, conclusion, list of references and applications.

To write the work, special literature was used on the organization and management of an enterprise, strategic planning and management, economics: textbooks, teaching aids, reference Information.

Theoretical foundations of strategic analysis in the organization management system

1.1 The essence of the basic concepts of strategic analysis

The concept of "strategy" entered the management terms in the 50s, when the problem of responding to unexpected changes in the external environment became of great importance. At first, the meaning of this concept was not clear. Dictionaries didn't help. following military usage, they still defined strategy as "the science and art of deploying troops for combat."

Currently, there are many definitions of strategies. According to V.D. Markova and S.A. Kuznetsova, a "strategy" is a general program of actions that identifies the priorities of problems and resources to achieve the main goal. It formulates the main goals and the main ways to achieve them in such a way that the company receives a single direction of movement.

There are several distinguishing features of strategies:

1. The process of developing a strategy does not end with any immediate action.

2. The formulated strategy should be used to develop strategic projects using the search method.

3. The need for a strategy disappears as soon as the real course of development will bring the organization to the desired events.

4. In the course of formulating a strategy, it is impossible to foresee all the possibilities, so one has to use highly generalized, incomplete information about various alternatives.

5. As the search process uncovers specific alternatives, more accurate information emerges.

In other words, strategy is an elusive and somewhat abstract concept. Thus, the concept of "strategy" should be replaced by the systemic concept of "strategic management".

Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates.

The term "strategic management" was introduced into use at the turn of the 60-70s. in order to indicate the difference between current management at the production level and management at highest level. The need to fix this difference was caused primarily by changes in business conditions.

We can point to several constructive definitions that have been proposed by authoritative developers of the theory of strategic management. Schendel and Hatten considered it as "the process of defining and connecting an organization with its environment, consisting in the implementation of selected goals and in an attempt to achieve a desired state of relationship with the environment through the allocation of resources, allowing the organization and its units to operate effectively and efficiently."

Strategic analysis of the enterprise

Strategic analysis includes the study and diagnosis of the external and internal environment of the enterprise. The structure of strategic analysis in Uyut LLC is shown in Figure 2.2.

Rice. 2.2 The structure of strategic analysis at Uyut LLC

The internal environment includes functional structures organizations providing management, development and testing of new products, promotion of goods to the buyer, sales, service, relationships with suppliers of raw materials, materials, etc., as well as financial and other external bodies.

The concept of the internal environment also includes the qualifications of personnel, their proper use, the system for transmitting information, the flexibility of structures in relation to changes in the market situation and the external environment in general.

Analyzing the internal environment of Uyut LLC, it is necessary to consider the following concepts: pricing tactics, the basic principles of the organization.

There are three main stages of the principles of the organization:

1. Formation of commodity stocks.

2. Warehousing.

3. Promotion of goods on the market.

The formation of commodity stocks in Uyut LLC consists in production planning, which includes financial planning.

The first type of planning defines:

sources of financing activities;

volume cash flow and the rate of receipt of money, the cost of production;

planned taxes and deductions;

net profit.

In the second type of planning, a decision is made and the method of forming inventory is determined. Accounting for settlements with suppliers is maintained by an accountant for settlements with suppliers. The components of the inventory formation process are given below.

The next stage is the delivery of goods to the warehouse. This is a purely technical operation, it is accompanied by the execution of the necessary documents (invoices and receipts).

When planning sales, it is necessary to identify a circle of specific potential buyers, and it is recommended to send them offer. This allows you to determine the optimal volume of goods and its approximate price.

Warehouse storage. For trade enterprises, the organization of warehousing, the development of systems for warehousing goods, and the solution of issues of warehouse processing is perhaps the most important. The warehouse is necessary for the accumulation of products and the preservation of the assortment between the deliveries of goods, that is, to ensure the continuity of the process of trade. LLC "Uyut" uses its own warehouses and premises for the organization of trade.

When organizing a warehouse, it is important to solve several issues:

the size of warehouses and their number;

location of warehouses and office;

storage system;

staff;

purchase of equipment.

Uyut LLC has adopted a scheme for locating a warehouse, an office and a showroom in one place. This is the most economical for the firm and convenient for customers.

Acceptance of goods. Accepted goods must be credited, i.e. confirm that the goods correspond to the data specified in the accompanying documents.

When accepting goods by quantity, it is checked whether the actual availability of goods corresponds to the data contained in the accompanying and settlement documents.

Placement of goods. Under the placement of goods is meant intra-warehouse transportation, warehousing of goods by groups, types, taking into account the conditions of storage of goods, control over storage conditions, information support of the third stage on commodity stocks.

Storage of goods - a mode that ensures the safety of goods, by creating a suitable temperature, humidity, lighting, protection from precipitation, air purity. The conditions and methods of storage of certain goods are established by regulatory documents.

Promotion of goods on the market. In this case, there is no advertising company.

Human resources. LLC "Uyut" has an established system of recruitment in accordance with the requirements for employees developed by the company. The existing personnel fully meet its basic requirements.

The main issues of labor organization have already been developed by the personnel department and contribute to increasing the productivity of employees. The main direction of the company's work in the field human resources is now a constant professional development of personnel, sends its employees, is trained in courses.

Uyut LLC's focus on the human factor is not accidental, as the management understands that the presence of qualified employees and managers allows it to follow various alternative strategies.

Culture and image of the organization. Like most Russian trading companies, Uyut LLC does not have a specially developed system of norms and rules for the behavior of people in an organization.

In order to obtain a more constructive and specific idea of the internal environment of Uyut LLC, we will use the strategic SNW analysis and consider the data in Table. 1.1.2.

Table 2.1.2 SNW - analysis of the internal environment of Uyut LLC

	Name of the strategic position	Qualitative assessment of positions
	Neutral

	Organization strategy
	Business strategies
	Organizational structure
	Finances as a general financial position, including:
	Finance as a state of the current balance
	Finance as a level of accounting
	Finance as a financial structure
	Finance as the availability of investment resources (loans, placement of securities)
	Finance as a level of financial management
	Product as competitiveness (in general), including:
	Cost structure (cost level) by business
	Information technology
	Innovation as the ability to market new products
	The ability to lead in general (as a synthesis of subjective and objective factors), including:
	Ability to lead the 1st person of the organization
	Ability to lead all staff
	Leadership Ability as a Set of Objective Factors
	Level of production (in general), including:
	The quality of the material base
	How the quality of engineers (Key Manufacturing Personnel)
	How is the quality of workers (main production)
	Marketing Level
	Level of management (i.e. quality and ability to ensure market success of the entire management system)
	Brand quality
	Staff quality (in general)
	Market reputation
	Reputation as an employer
	Relationships with authorities (in general), incl.
	with the federal government
	With the government of the subject of the federation
	With local governments
	With tax control system
	Relations with trade unions (in general)
	Relations with subcontractors (the quality of the key links in the organization's cooperative network)
	Innovation as research and development
	After-sales service
	Degree of vertical integration
	Corporate culture
	Strategic alliances

From Table. 2.1.2 it can be seen that the strong positions of Uyut LLC are:

1. Organizational structure of the enterprise. In OOO "Uyut" it is linear-functional. With such a structure, such a division of labor is adopted in which the linear management units are endowed with the rights of one-man command and perform the functions of management, and the functional units are called upon to assist linear units and carry out planning, coordination, stimulation, accounting, control, analysis, regulation of their activities in the form of informing and counseling. They exercise their influence on line divisions through line managers.

Advantages of a linear functional structure:

Stimulates business and professional specialization;

Reduces duplication of efforts and consumption of material resources in functional areas;

Improves coordination in functional areas.

2. Competitiveness of the company's products.

The company's competitive products are electronic and Appliances, which is significantly inferior in price, quality, system of discounts and lotteries than competitors.

3. The quality of the material base

LLC "Uyut" in its work uses high-quality materials and technologies that meet the standards of GOST.

4. The quality of the staff.

The staff of the company has higher education, high work experience. Employees have good potential for further professional development and constantly improve their skills and abilities. The organization successfully operates a system of training and advanced training of specialists, based on the constant exchange of experience and encouragement of business initiative. This not only provides its employees with additional prospects for service and professional growth, but also increases their motivation to achieve common success.

5. After-sales service

Uyut LLC provides customers with after-sales service. It includes individual consultations, software support and troubleshooting of electronic equipment.

6. Corporate culture

The corporate culture at Uyut LLC is flourishing. Employees of the organization are not just a team of like-minded people - they are a family united by common interests and a common attitude to business. Employees should especially appreciate this, feel the friendly attitude and support of colleagues and management.

Weak positions include:

1. Strategy of the organization

The company does not have a development strategy.

2. Business strategies

OOO "Uyut" has no business strategies. That is why it needs a strategic direction of development.

3. Finance as a level of financial management

Financial management at the enterprise is reduced to saving on settlements with tax authorities. This is not enough for the development of the enterprise, Uyut LLC must include such functions as:

ѕ planning, which should include strategic and current financial planning, drawing up various estimates and budgets for any activities;

* sales forecasting;

ѕ provision of sources of financing, search for internal and external sources of short- and long-term financing, selection of their optimal combination;

ѕ management of financial resources, management of funds on accounts and in cash, in settlements, management of borrowed funds;

¾ accounting, control and analysis, choice of accounting policy, processing and presentation of accounting information in the form of financial statements, analysis and interpretation of results, comparison of reporting data with plans and standards.

4. Innovation as research and development

Research and development of innovations requires large financial investments, which the enterprise cannot afford, therefore this is a weakness of Uyut LLC

5. Strategic alliances

OOO "Uyut" is not a member of the strategic alliance. Strategic alliances allow a business to create a competitive advantage by accessing a partner's resources and capabilities, such as markets, technology, capital, and people. Building a team allows both parties to synergistically increase their resources and capabilities and thereby grow and expand faster and more efficiently. For all these reasons, it is advantageous for Uyut LLC to enter into strategic alliances with firms that will ensure its effective growth.

Thus, analyzing the internal environment of the organization, we can draw the following conclusions. Important in the activities of "Uyut" LLC is the achievement of goals, the main of which, like most companies, is to make a profit.

But, this enterprise seeks to minimize the price level, make it affordable for every consumer and at the same time allow you to make a profit for development and growth. The main management of the internal environment of the enterprise lies in the principles of its work. Also, of no small importance is the pricing policy of the enterprise, which uses various pricing methods and a flexible system of discounts.

INTRODUCTION

1. Theoretical foundations of strategic analysis in the organization management system

1.1 The essence of the basic concepts of strategic analysis

1.2. Methods of strategic analysis

1.3. Modeling in the system of strategic analysis

2. Research of the strategic potential of Construction Management LLC

2.1. Financial and economic activity of the organization

2.2. Characteristics of the internal environment of the organization

2.3. Characteristics of the external environment of the organization

3. Proposals for the implementation of TOOLS for strategic analysis in the management system of Construction Management LLC

3.1. STEP analysis of the organization

3.2. SWOT analysis of the organization

conclusion

List of references AND SOURCES

applications

INTRODUCTION

The new economic conditions generated by market transformations require an appropriate management paradigm. As a result of the rapid transformation of the Russian economy, all management functions that were previously performed by sectoral ministries and departments, including the functions of strategic management, were automatically transferred to the heads of enterprises. Neither the managers themselves, whose task had previously been only the implementation of operational functions to organize the fulfillment of tasks lowered from above, nor the internal organization of enterprises turned out to be ready for this.

The main difference between a market economy is that it does not work on tasks sent down from above, but on the demand of consumers and in accordance with the influence of the external and internal environment on the activities of enterprises. The ideology of strategic management differs significantly from the ideology of planned production. Strategic management solves more complex problems of choosing promising types of business in an informationally unclear future market environment and policies in relation to those types of businesses that are successful today, but which may lose their priorities in the future due to changes in social needs and consumer priorities. These changes tend to increase, and in recent years, many enterprises operate in the face of strategic surprises, loss of control over the external environment, slowing growth and limited resources.

However, it is possible to avoid unsystematic management in the object of management only on the basis of a combination of operational, tactical and strategic management.

The peculiarity of strategic management is that it has very few routine procedures and a lot of creativity, i.e. the role of art is very great. Therefore, the theory of strategic management is formed on the basis of a generalization of the practice of successfully solving the strategic tasks of managing a company and on the basis of highlighting individual management schemes and statements that indicate what can be used to achieve a successful result. In other words, the theory of strategic management says that in managing an organization can help it succeed in the market. Strategic management theory does not say "do it this way and you will succeed." She says that if you act in a certain way, you can succeed. At least before, this led to the success of the company. At the same time, the theory of strategic management rather describes what management will not be able to cope with its tasks without, rather than what guarantees their solution.

Recently, much attention has been paid to the problems of long-term planning and management of enterprises in the scientific developments of B.A. Anikina, M.I. Bukhalkova, V.A. Vinokurova, O.S. Vikhansky, I.B. Gurkova, G.B. Kleiner, E.S. Milner, M.M. Maksimtsova, E.A. Utkin.

However, in most of these works, the main emphasis in studying the enterprise management system is placed on operational and current management and the specifics of their use at the micro level.

The object of the study is the enterprise Construction Management LLC.

The subject of the study is the strategic analysis of the enterprise on the example of "Construction Management" LLC.

Tasks solved in the course of work:

Determine the theoretical foundations of strategic management;

Analyze the stages of strategic management;

Reveal the essence of strategic planning;

Analyze strategic planning at the enterprise "Construction Management" LLC;

Suggest ways to improve strategic management on the example of "Construction Management" LLC.

The structure of the work: introduction, main part - three chapters, conclusion, list of references and applications.

To write the work, special literature was used on the organization and management of an enterprise, strategic planning and management, economics: textbooks, teaching aids, reference information.

1. Theoretical foundations of strategic analysis in the organization management system 1.1 The essence of the basic concepts of strategic analysis

There are several distinguishing features of strategies:

1. The process of developing a strategy does not end with any immediate action.

2. The formulated strategy should be used to develop strategic projects using the search method.

3. The need for a strategy disappears as soon as the real course of development will bring the organization to the desired events.

4. In the course of formulating a strategy, it is impossible to foresee all the possibilities, so one has to use highly generalized, incomplete information about various alternatives.

5. As the search process uncovers specific alternatives, more accurate information emerges.

In other words, strategy is an elusive and somewhat abstract concept. Thus, the concept of "strategy" should be replaced by the systemic concept of "strategic management".

The term "strategic management" was introduced into use at the turn of the 60-70s. in order to indicate the difference between current management at the production level and management at the highest level. The need to fix this difference was caused primarily by changes in business conditions.

According to Higgens, "strategic management" is the process of managing to achieve the organization's mission by managing the interaction of the organization with its environment. "And Pierce and Robinson defined strategic management as" a set of decisions and actions for formulating and executing strategies designed in order to achieve goals of the organization". There are a number of definitions that focus on certain aspects and features of strategic management or on its differences from "normal" management.

Like any management process, strategic management necessarily includes the stages of strategic analysis, strategic choice and strategy implementation.

This is what it looks like schematically:

Fig.1.1.1. Stages of strategic management

Let's consider each of these stages.

Strategic analysis. The strategic analysis stage interprets the strategic position of the organization by, firstly, determining the changes that have occurred in the economic environment and identifying their impact on the organization and its activities, and secondly, determining the benefits and resources of the organization depending on these changes.

The main purpose of strategic analysis is to assess the key impacts on the current and future position of the organization and determine their specific impact on strategic choices.

One of the results of strategic analysis is the definition of the overall goals of the organization, which determine the scope of its activities. Tasks are defined on the basis of goals. They are used to represent strategic planning indicators. Written figures may be of a financial or non-financial nature. Financial indicators expressed in numbers, convenient for comparing the strengths and weaknesses of various options for strategic development, with their help it is easy to control.

There are three components of strategic analysis.

1. Purpose and tasks. This first component of the strategic analysis defines the purpose, main tasks, power relations within the organization. The purpose and main objectives provide the background in which the proposed strategies are formulated, as well as the criteria by which they are evaluated.

The goal determines the meaning of the existence of the organization and the nature of its activities. Key objectives establish what the organization intends to accomplish in the medium and long term to achieve the goal.

2. Analysis of the external environment. The second component of strategic analysis is the study of the external environment or characteristics of the external environment in which the organization operates. The organization exists against the backdrop of a complex external environment that includes many elements (political, technological, social and economic). The external environment is undergoing significant changes, which poses strategic questions for the organization.

It is necessary to distinguish between two interrelated environments: micro and macro environment of the organization. The microenvironment is the immediate or industry environment, i.e. the environment in which the organization operates. It corresponds to the concept of "inner environment" of the organization. It includes an assessment of the competitive structure of the industry, as well as key parameters for the development of the industry. The microenvironment is specific to a given organization, each organization has its own microenvironment, representing a unique combination of operating factors.

The macro environment involves the study of macroeconomic, social, legal, international and technological factors that can affect the organization. The macro environment is the same for all organizations operating in it.

The external environment must be defined in precise and clear terms. This can be achieved by appropriately formulating the questions to be answered in the course of the study, which should touch on the following aspects.

Buyer and Market. You need to get answers to the following questions:

Is the buyer the end user of the product?

What is the price sensitivity various kinds products?

Activity atmosphere. Useful information can be obtained through the following questions:

Is the activity in a state of expansion, contraction or decline?

Easy or hard to get cash from credit institutions?

Competitors. Answers to the following questions for strategy developers to assess the competitive position of the organization:

What is the level of competition in the industry?

What percentage of revenue do competitors spend on advertising?

The external environment can create opportunities or threats for an organization. Developing this idea, the American management theorists G. Johnson and K. Schools (1989) indicate that the external environment from the perspective of strategic management presents two main problems. The first is the formation of a reasonable point of view on the general or main impact of the external environment. The second is the difficulty of trying to analyze the impact of each environmental variable.

3. Analysis internal resources. The third component of strategic analysis. It determines the completeness and quality of the resources available to the organization in the areas of its activities. A simple method of researching internal resources is to take into account the key strengths and weaknesses of the organization. A more difficult way is to use the concept of "value chain".

The purpose of the analysis is to develop an overall picture of the internal influences and constraints on strategic choices. Internal analysis focuses on two areas: identifying the strengths and weaknesses of the organization and identifying expectations and opportunities to influence the strategic planning process of owners and staff. Workers are an important object of the stage internal analysis.

strategic choice. Second phase strategic process management, which can be divided into three components.

1. Development of strategy options. Strategic choice involves developing a series of strategic alternatives based on the company's objectives, its strengths and weaknesses, and external opportunities and threats. Each strategic alternative can represent possible courses of action. At this stage, the following main question appears: what directions of strategic development seem to be the most acceptable? When developing strategies, it is important to take into account the possible number of options, since there is a tendency to consider only the most acceptable options and to discard the rest at an early stage in the development of alternatives. However, this assessment is always subjective. The obvious options are not necessarily the best. And this circumstance can deprive of options that, with more detailed study at the stage of assessing options, would have revealed their advantages.

2. Evaluation of strategy options. In the process of strategic analysis, various options for the corporation's strategy should be evaluated. In order to choose one or another option, strategy developers compare them with each other, taking into account the extent to which each of them is able to achieve the goals of the organization. The optimal version of the strategy should provide the best balance between the strengths and weaknesses of the organization, the opportunities and threats of the external environment.

The most significant criteria for such an assessment are the following two.

Is the strategy appropriate to build on the organization's strengths and expose its weaknesses, seizing opportunities while minimizing threats?

Is the strategy acceptable to the members of the organization?

3. Choice of strategy, strategic lines of conduct and plans. The choice of strategy is the selection of those options from those proposed in the previous stage that meet the criteria and which the management is going to follow. It can be a single strategy or a whole set of alternatives. It is important to emphasize that there is usually no rigidly defined plan for the sequence of actions to choose from among alternative policy options. The decision to choose a strategy will greatly depend on the assessments and expectations of top managers and other support groups, the choice, as a rule, is the subject of management's conclusions and is not always rational, since top managers make choices based on their own value system.

The choice of strategy may necessitate decisions such as how many sites the organization will use, what type of technology should be applied, how much workforce is needed to implement new strategy. Strategic lines of conduct and plans include work in areas such as research and development, capital requirements and issues labor resources.

Implementation of the strategy. The third, final and longest stage of the strategic process is the implementation of the strategy. At this time, the strategy chosen by the leadership is being implemented. The implementation of the strategy necessitates the adoption of the system used to manage the organization. This system determines which departments will be responsible and for what, what retraining of the workforce will be required. Particularly significant measures in the implementation of the strategy are the following:

1. Development of a contingency option. A strategic plan is developed for an ideal situation, but the reality may differ to a greater or lesser extent from it. That's why important element strategic plan is to develop a course of action in a situation where such differences become too large. This option is used when it is necessary to respond to important changes in the organizational environment that may actually occur. For an effective response, it is necessary to systematically monitor changes and correlate them with the planned ones, for which it is also necessary to determine the cyclical nature of control.

2. Development of an organizational structure. For the success of the implementation of the adopted strategy, the organization must have a certain structure. The development of the structure includes the distribution of responsibility for the implementation of tasks and the right to make decisions in the organization. It is also necessary to decide what structure the organization should have: horizontal or vertical, to what extent it should be divided into working groups.

ECONOMIC PROBLEMS OF REGIONS AND INDUSTRY COMPLEXES

STRATEGIC COMPETITIVE ANALYSIS IN THE CONSTRUCTION INDUSTRY

S.V. Romanova,

Associate Professor, Department of Accounting, South Russian state university economy and service (Shakhty),

PhD in Economics [email protected]

The paper analyzes the strategic aspects of construction activities using econometric methods. It is concluded that an important step in the analysis is to identify alternative strategies that can be implemented by competitors, and planning a response to such potential threats.

Keywords: competitive analysis, competition, price, market, strategy, value chains, external environment, economic security.

BBK U053.9(2)29.0

Strategic Competitive Analysis advocates effective tool identifying competitive advantages, developing, implementing and changing a competitive strategy construction organization aimed at ensuring its dynamic development and sustainable the economic growth. It involves an analysis of environmental factors and an analysis of the resources and competitive capabilities of the construction company. This will improve the effectiveness of the current strategy, identify the strengths, weaknesses, opportunities and threats of the company, competitiveness in terms of prices and costs, stability of the position compared to competitors. All this has become more important in recent years.

Competitive advantage is expressed in the identification of the market, market niche or "warm place" that the company has in terms of prices, costs or scale of investment and construction activities. Competitive advantage is expressed in the fact that the company has a greater market share in a certain segment, and confirmation of this fact requires the development and implementation of an appropriate conceptual approach to strategic competitive analysis in the construction industry.

The methodology for the formation of competitive strategies is based on the models of competitive strategies by M. Porter and S.S. Ma-tour. According to M. Porter, obtaining an advantage in competition is based on: A) low costs; B) differentiation (Fig. 1).

superior advantage advantage on

Relative position by differentiation-based differentiation

differentiation "Stuck Advantage on

in the middle" based on low

Lagging cost

Lagging Superior

Relative cost position

Rice. 1. Get a competitive edge

The value chain system is a method of classifying this value chain (from feedstock to final consumers) into strategically important types. economic activity in order to understand cost behavior and sources of differentiation. An organization can survive competition by either maintaining low costs or by offering products that outperform competitors' products.

M. Porter identifies these sources of competitive advantage with the ability to work in a wide or narrow segment (Table 1).

In accordance with his concept, the state of competition in the industry is determined by five main forces that determine the attractiveness of the industry and the position of the company in the competition: the emergence of new competitors; the threat of replacing this product with new products; the strength of the supplier's position; the strength of the position of buyers; competition among manufacturers within the industry itself.

The analysis of existing and potential competitors should be carried out in the context of the presented competitive forces,

Table 1

Competitive strategies according to Porter

Area of competition Source of competitive advantage

Cost Leadership Differentiation

Wide Wide competition for cost leadership Wide differentiation

Narrow Cost leadership with a focus on a narrow segment Differentiation with a focus on a narrow segment

which will make it possible to identify areas for creating competitive advantages in their industry in a competitive environment (Fig. 2).

Strategic competitive analysis involves not only the analysis of environmental factors in which the construction organization operates (characteristics of the construction industry, the form and intensity of competition in the industry, the causes of changes in the structure of competition and the external environment, strong and weak competitors, possible actions of competitors, key factors success in competition, the overall attractiveness of the industry and prospects for profitability), but also an analysis of the resources and competitive capabilities of the company itself (the effectiveness of the current strategy, strengths, weaknesses, opportunities and threats of the company, strategic issues companies, competitiveness in terms of prices and costs, stability of the position in comparison with competitors).

Rice. 2. Basic Strategies competition and competitive advantage

Today, practice is still dominated by the current competitive analysis, which is reduced to the study of only real competitors, and most often the analysis is limited (due to lack of budget, time or personnel) only to the analysis of priority competitors. Such an approach is fraught with an irretrievably lost competitive advantage in its own market, if a foreign competitor quickly breaks in there, which at one time fell out of sight of management, marketers and specialists. competitive intelligence.

Classification of competitive strategies S.S. Matura involves differentiation of the offer of goods and services with the corresponding support offered to the client (Table 2).

table 2

Matura Competitive Strategies

Product Differentiated "System" "Product"

Undifferentiated "Service" "Simplicity"

Differentiated Undifferentiated

Support

G. Hamel noted that "future competitiveness is not determined by current rules", which determines the need to organize and conduct construction industry strategic competitive analysis in the following areas:

Analysis of potential competitors;

Forecasting the situation taking into account the change competitive strategy;

Adjustment of the strategy as a result of the predicted change in the competitive situation and market conditions;

Predictive analysis of the results of changing the competitive strategy;

Evaluation of the effectiveness of the competitive strategy;

Strategic monitoring of competitors.

A sign that testifies to the strength of competitive

the position of the company is the competitiveness of its prices and costs in comparison with competitors in the industry. Cost and value chain analysis is an essential tool when comparative evaluation prices and costs of the firm and its competitors in determining the effectiveness of certain activities of the company and in identifying those areas of activity that require more thorough research.

Thus, the analysis of competitors' prices is an extremely important stage in the pricing mechanism in construction (Fig. 3).

Fig.3. Stages of pricing

Given these provisions, a conceptual approach to strategic competitive analysis in construction is presented in fig. 4.

This approach focuses users on the model of strategic development of a construction organization, strategic initiatives, assessment of market attractiveness: size

(capacity) and growth rate of the market, market quality, competitive situation, the influence of environmental factors, etc. when developing a competitive strategy for a construction organization.

The development of the competitive strategy of the organization is carried out within the framework of the general model of its strategic development, focused on the dynamic increase in the property of the construction organization in the form of indicators net assets and net liabilities.

The main directions of strategic analysis of competitors are carried out according to the following classification criteria:

Types of investment and construction activities: construction, contracting, design, reconstruction, technical re-equipment, repair, installation, development, trust management, subcontracting, investment, real estate, intermediary, leasing, engineering, consulting, venture, engineering surveys, feasibility studies, etc. ;

Scale of activity: local, regional, national, international, global;

Ways of organizing construction activities: contracting activities, subcontracting activities, economic method, development activities, mixed method, trust management;

Resource support for construction: property, availability of the necessary capacities in the construction organization, specialization, provision with an industrial construction base, the availability and condition of communications, characteristics of the raw material base for the production of building materials, the availability of the necessary energy resources, etc.;

Forms construction products(product range): certain types works (construction and installation works, non-capital works), stages of work (completed stages, incomplete stages), construction objects (buildings, structures), construction sites (a set of buildings, a set of structures), goods-objects (multi-complex objects under construction, single-complex objects under construction) , turnkey facilities (single-profile, multi-profile);

The level of cost of construction products relative to the established cost (high, medium, low): participants in the price formation mechanism, the nature of buildings and structures under construction, local construction conditions, etc.;

Quality and special properties of products according to priority evaluation criteria;

Price policy: price maximization, price minimization, price maintenance at a certain level;

Development of R&D: own R&D, acquisition of ready-made new achievements of scientific and technical progress, lack of R&D;

Strategic intentions: leadership, position holding, survival;

Type of strategy: aggressive, moderately aggressive, moderate, conservative, defensive;

Competitive strategies: cost leadership, product differentiation, concentration (specialization);

Goals to achieve market share: aggressive expansion, expansion, retention of existing market share, reduction of market share;

Taxation system: general system taxation, simplified taxation system;

Contractual policy with suppliers and clients (customers): a system of contracts, contractual conditions - permanent economic relations based on long-term contracts, permanent economic relations based on short-term contracts, permanent relationships without contracts (on request), casual relationships;

Payment terms: procedure and terms for acceptance of completed work and settlements for them during the construction process, terms for the contractor to eliminate comments received from the customer on the quality of work performed, terms for final payments upon completion of construction, calculations for structural elements for performance individual works and services, settlements by stages, settlements after the completion of all work under the contract.

In order to structure and focus the comparative analysis of competitors, it is necessary to analyze the existing and potential competition. Should be evaluated

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Assessing Barriers to Entry and He About

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Pressure of existing competitors New competitors in the market Market power of suppliers Market power of customers (customers) Alternative products

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Analysis of existing and potential competitors

Strategic analysis of competitors in the construction industry

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Methods and models of analysis

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Section 5 | § He O O He

Rice. 4. Conceptual approach to strategic competitive analysis in the construction industry

ECONOMIC PROBLEMS OF REGIONS AND INDUSTRY COMPLEXES

possible alternative strategies of each of the competitors, their commitment to a particular product or market based on the compilation and use of market derivative balances of a situational and forecast nature.

The conceptual approach to strategic competitive analysis is focused on the option of integrating methods for analyzing market attractiveness, competitive position in the market, and competitive strategy with the presented analytical tools of derivative balances, which makes it possible to predict the situation of changes in competitive strategy based on the results of a strategic analysis of competitors, to evaluate the effectiveness of a competitive strategy based on the calculation of indicators ownership and the definition of economic zones and margins of safety.

Calculation and analytical procedures are based on the use information base a strategic structured chart of accounts that acts as the initial operator and allows you to create a system of indicators to assess the effectiveness of the competitive strategy implemented by the organization, which determines the degree of aggregation of the calculated indicators.

As Professor K. Ward rightly points out, the analysis, which consists in evaluating the company's effectiveness in comparison with direct and currently obvious competitors, may turn out to be too simplistic, which requires forecasting the situation of the emergence of new competitors and the organization's appropriate response to this based on analytical engineering tools.

The algorithm of the process of strategic competitive analysis in the construction industry with the assessment of the results of predicting the situation, taking into account the emergence of new competitors and the results of changing the competitive strategy based on the results of the analysis, is as follows:

Adoption of a competitive strategy for a construction organization;

Adjustment of the strategy in connection with a change in the competitive position of the organization and market conditions;

Adjustment results;

Resources and sources;

Making decisions to optimize the competitive strategy of the organization and strengthen its position in the market.

Predicting the situation, taking into account changes in the strategy in relation to competitors and the behavior of the organization in the market based on the results of the analysis, is carried out in terms of the impact of these changes on the value of the construction organization.

An important milestone analysis is to identify alternative strategies that can be implemented by competitors, and planning their response to such potential threats, for which it is proposed to use alternative, situational and predictive derivative balances.

Calculation and analytical procedures involve the use of aggregated records for reflection:

The adopted competitive strategy and the value of the organization, taking into account the adopted strategy with the appropriate resources and their sources and the calculation of the net asset indicator in market valuation;

Changes in competitive strategy as a response to a potential threat from competitors and the results of such a change with the balance of resources and sources and the definition of adjusted net assets in a market assessment;

Hypothetical processes of conditional sale of assets and satisfaction of liabilities with obtaining an indicator of net liabilities in a fair assessment and analysis of the price component in the competitive strategy of the organization.

The composition of resources and sources is determined in accordance with the economic aggregates of the strategic structured chart of accounts adopted for calculation. Analysis of the effectiveness of the competitive strategy, which is carried out from the perspective of a model of strategic development of a construction organization with the allocation of the following system of indicators:

Indicators of strategic success in the form of aggregated indicators of net assets in balance sheet and market assessment and disaggregated indicators of net liabilities in a fair assessment;

Zones economic security;

margin of safety.

The aggregate state of ownership is analyzed taking into account the organization's adopted competitive strategy, taking into account its expected or actual change, taking into account price changes.

Based on the data obtained, the economic security zone is determined, which characterizes the effectiveness of the competitive strategy of the construction organization:

Active zone: an active competitive strategy leading to an influx of resources and sources (profit);

Passive zone: passive strategy with an outflow of resources and sources (losses);

Neutral zone: neutral strategy with relative equality of indicators.

The economic safety zone can be determined by one of two methods:

According to the initial (permanent) base by direct comparison of net assets and net liabilities with the base potential;

By the method of chain substitutions by sequential comparison of net assets and net liabilities according to the obtained derivative balance.

The safety margin is determined by comparing the indicators of strategic success (net assets and net liabilities) with the strategic standard - the standard of competitive strategy, the standard of resources, the limit value (active margin of safety - excess of resources over the established standard; passive margin of safety - lack of resources in comparison with the standard; standard margin of safety - relative compliance with the standard).

The conceptual approach to strategic competitive analysis in construction is implemented within the framework of the following aggregates: the competitive strategy of a construction organization, analysis of existing and potential competitors, areas of competitor analysis, methods and models of analysis, engineering tools for analysis, analysis algorithm, analysis of the effectiveness of a competitive strategy from the perspective of a strategic development model construction organization, analysis providing the organization and conducting a strategic analysis of competitors based on the integration of methods and models of analysis and analytical engineering tools. This allows you to evaluate the change in the cost of a construction organization, taking into account the developed and adopted competitive strategy, the results of its implementation and changes, and make informed tactical and strategic decisions.

Literature

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