Strategic management lecture. Strategic management
Abstract
Management, consulting and entrepreneurship
Topic 1. General characteristics of strategic management Strategic management, its characteristics and connection with other sciences. Essence of strategic management. difference strategic management from operational. Uh...
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04.10.04
Topic: "General characteristics of strategic management"
one). Essence of strategic management.
2). Strategic management system
Question 1. The essence of strategic management.
The process of developing a strategy for each company is unique, it depends on:
The position of the firm in the market
The dynamics of its development,
Her potential
The behavior of competitors
The characteristics of the product it produces
state of the economy,
cultural environment, etc.
The idea of transition to strategic management from operational management is the idea of the need to shift the focus of top management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it, in a timely manner to respond to the challenge thrown by the external environment.
Strategic Management- such management of the organization, which relies on human potential as the basis of the organization, orients production activities to the needs of consumers, implements flexible regulation and timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantage, which together allows the organization to survive and achieve its goals in the long term.
The lack of strategic management manifests itself primarily in the following forms:
1. the organization plans its activities on the basis that the environment will either not change at all, or there will be no qualitative changes in it
2. The development of an action program begins with an analysis of the internal capabilities and resources of the organization, the management determines how much of the product the company can produce and what costs it can incur.
Disadvantages and limitations on the use of strategic management:
1. strategic management cannot give an accurate and detailed picture of the future, it only forms the future desired state of the organization.
2. strategic management does not have a descriptive theory, that is, a set of routine procedures and schemes
3. strategic management requires a lot of effort and high costs time and resources, the strategic plan must be flexible. Services needed - marketing service, public relations, etc.
4. The negative consequences of strategic foresight errors are sharply increasing.
5. The most important component of strategic management is implementation strategic planning, this involves the creation of an organizational culture, the creation of systems of motivation and organization of work, the creation of a certain flexibility in the organization.
Question 2. Strategic management system
The strategic management structure consists of:
Analysis of the environment;
Choosing a strategy;
Definition of mission and goals;
Implementation of the strategy;
Evaluation and monitoring of implementation.
Environmental analysis is the initial process of strategic management. Environmental analysis involves the study of:
1) macroenvironments. Analysis of the macro environment includes the study of: The state of the economy; Legal regulation and management; Political processes; Natural environment and resources; Social and cultural component; Scientific, technical and technological development of society; Infrastructure.
2) immediate environment. Analysis of the immediate environment involves the study of: Suppliers; Buyers; Competitors; labor market.
3) internal environment. The analysis of the internal environment involves the study of: Personnel of the company: their potential, qualifications, interests, etc.; Management organizations; production; Firm finances; Marketing; organizational culture.
Choosing a strategy The organization determines how it will achieve its goals and realize its mission.
Definition of mission and goals:
Definition of the mission, which, in a concentrated form, expresses the meaning of the existence of the organization, its purpose;
Definition of long-term goals;
Definition of short-term goals.
Execution of the strategy. The main task is to involve the existing potential of the company for the implementation of the strategy.
Evaluation and control of the implementation of the strategy. Provides feedback between how the process of achieving goals is going and, in fact, the goals of the organization.
The main tasks of control:
- 1. Determination of what and by what indicators to check;
- 2. Assessment of the state of the controlled object in accordance with the reference indicators;
- 3. Finding out the reasons for deviations, if any;
- 4. Making adjustments.
Topic 2. "Analysis of the environment."
one). Analysis of the external environment.
2). Analysis of the internal environment.
Question 1. Analysis of the external environment
Analysis of the macro environment. The macro environment consists of:
1. Economic component: Inflation rate; GNP value; Unemployment rate; Interest rate; labor productivity; Taxation norms; Payment balance; The rate of accumulation; General level of economic development; Extracted natural resources; Climate; Type and level of development of competitive relations; Population structure; The level of education of the labor force; The amount of salary.
2. Legal component: Laws and legal acts; Acceptable methods of defending their interests; The effectiveness of the legal system; The established traditions in this area; procedural side; Party of practical implementation of legislation.
3. political component- is studied in order to have a clear idea of the intentions of public authorities in relation to the development of society and the means by which the state intends to implement its policies.
4. social component: People's attitude to work and quality of life; Existing customs and beliefs in society; Values shared by people; Demographic structure of society; Population growth; The level of education; Mobility; Readiness to relocate.
5. Technological component- its analysis allows you to see the opportunities that the development of science and technology opens up for production new products, modernization of manufacturing and marketing of products.
Analysis of the immediate environment
1. Buyer analysis: Which product will be most accepted by customers; How much sales can the organization expect; To what extent are buyers committed to the product of this organization; How can you expand the circle of potential buyers; How strong is the position of the buyer in relation to the organization in the bargaining process;
Buyer Trading Power Factors:
- The degree of dependence of the seller on the buyer (number of sellers and buyers in the market);
- The volume of purchases made by the buyer;
- Buyer awareness level;
- Availability of substitute products;
- The cost to the buyer of switching to another seller;
- Buyer sensitivity to price;
- The level of his income;
- Profit incentive system;
- Orientation of a certain buyer to a certain brand.
2. Analysis of suppliers:
- 1 Identification of those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources; finances, etc., on which depend: the efficiency of the organization, the cost and quality of the product produced by the organization.
3. Study (Analysis) of competitors: Identification of the strengths and weaknesses of competitors.
4. Analysis of the labor market: Availability of personnel, the necessary specialty and qualifications, the required level of education, age, gender; labor cost; Analysis of the policy of trade unions with influence in this market.
Question 2. Analysis of the internal environment
The internal environment is that part of the overall environment that is located within the organization:
1. Personnel profile of the internal environment - interaction between managers and workers: recruitment, training and promotion of personnel; Analysis of labor results and stimulation; Maintenance between workers.
2. Organizational cut: Communication processes; Organizational structures; Norms, rules, procedures; Distribution of rights and obligations; Hierarchy of subordination;
3. Production cut;
4. Marketing section - this is everything that is connected with the sale of products;
5. Financial cut - the effective use and movement of funds in the organization;
6. Organizational culture - a set of the most important assumptions accepted by the members of the organization and expressed in the declared organizational values that give people guidelines for their behavior and actions.
The internal environment is permeated with organizational culture, which should also be subjected to the most serious study.
Strategic management, studying the external environment, focuses on finding out what threats and what opportunities the external environment is fraught with.
A threat- something that can harm the company, deprive it of its existing advantages: unauthorized copying of the company's unique developments, the emergence of new competitors or substitute products, a decrease in the purchasing power of the consumer.
Opportunities- something that gives the company a chance to strengthen its position: the introduction of new technologies, release New Product, tax cuts, income growth.
Weaknesses and strengths of the internal environment as well as threats and opportunities determine the conditions for the successful existence of the organization.
SWOT - analysis (strength, weakness, opportunities, threats).
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Opportunities: |
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Strengths: |
Strength and opportunity (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) |
Force and threat (use of force to eliminate threats) |
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Weak sides: |
Weakness and opportunity (the strategy should be built in such a way that, due to the opportunities that have appeared, try to overcome the weaknesses in the organization) |
Weakness and threat (develop a strategy that allows you to get rid of the weakness and prevent the threat) |
StagesSWOTanalysis:
1. The strengths are studied: the solvency of goods, the price of the goods, advanced technologies, the qualifications of personnel, the price of resources, the geographical location of the company, the strength of competition at the input and output of the management system, infrastructure.
2. The study of the weaknesses of the company (it begins with an analysis of the competitiveness of manufactured goods in all markets).
3. The factors of the company's macro environment are studied: political, economic, market, in order to predict strategic (for the future) or tactical (here and now) threats to the company and timely prevent losses from them.
4. The strategic and tactical capabilities of the firm are studied, which are necessary to prevent threats, reduce weaknesses and increase strength.
5. Consistent forces with opportunities for the formation of the project of individual sections of the company's strategy.
Impact of opportunities on the organization:
Opportunities falling on the fields of BC, WU, SS are of great importance for the organization and they must be used without fail.
Opportunities falling on the fields of SM, NU, NM practically do not deserve the attention of the organization.
The remaining opportunities are used if the organization has enough resources.
The impact of threats on the organization.
|
Probability of Threats Implementation |
destruction |
Critical condition |
serious condition |
Light bruises |
The field BP, VC, SR pose a huge threat to the organization and require immediate and mandatory elimination.
The fields BT, SK, HP should be in the field of view of the management and be eliminated as a matter of priority.
Fields NK, ST, VL attentive and responsible approach to their elimination.
The remaining fields are carefully monitored for their development, although the task of their primary elimination is not set.
Environment profile.
Individual environmental factors are listed in the environment profile table. Each of the factors is given in an expert way:
1. assessment of its importance for the industry on a scale: 3 - strong value, 2 - moderate value, 1 - weak value.
2. assessment of the impact on the organization; 3 - strong influence, 2 - moderate influence, 1 - weak influence, 0 - no influence.
3. assessment of the direction of influence on a scale: (+1) - positive direction, (-1) - negative direction.
Topic 3: "Mission and goals of the organization"
one). The mission of the organization.
2). Organization goals.
3). Goal setting.
Question 1. The mission of the organization.
When broad understanding of the mission is considered as a statement of philosophy and purpose, the meaning of the existence of the organization.
In the event that there is narrow understanding of the mission, it is considered as a formulated statement regarding why and for what reason the organization exists, that is, the mission is understood as a statement that reveals the meaning of the existence of the organization, in which the difference between this organization and its similar ones is manifested.
Mission characteristics:
1. The tasks of the company formed in it must be measurable.
2. The mission statement of the company should demonstrate its difference from other firms, reflect individuality or even uniqueness.
3. The mission statement should define the types of activities that the company intends to engage in, and they do not have to coincide with the current business.
4. The mission statement must be relevant (pertinent) to all interested groups.
Groups of people whose interests should be taken into account when determining the purpose of the organization:
Organization owners
Organization employees
The organization's product buyer
Business partners of the organization
Local community interacting with the organization (social and environmental component)
Society as a whole.
The mission should be developed taking into account the following factors:
The history of the company, during which the philosophy of the company is developed, its profile and style of activity, its place in the market are formed.
The existing style of behavior and the way of action of the owners and management personnel.
The state of the organization's habitat
Resources she can bring to bear to achieve her goals
Distinguishing characteristics of an organization.
The transcript that accompanies the mission should reflect the following characteristics of the organization:
1. targets of the organization, reflecting what tasks the organization's activities are aimed at, and what the organization is striving for in its activities in the long term.
2. the scope of the organization, reflecting what product the organization offers to the buyer, and in which market the organization sells its product.
3. philosophy of the organization.
4. opportunities and ways of carrying out the activities of the organization, reflecting what is the strength of the organization, what are its distinctive capabilities for survival in the long term, in what way and with what technology the organization does its job.
What gives the mission for the activities of the organization:
1. it gives the subjects of the external environment a general idea of what the organization is.
2. the mission contributes to the formation of unity within the organization and the creation of a corporate spirit.
3. mission creates an opportunity for more effective management of the organization.
Question 2. The goals of the organization.
This is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are aimed at.
Long-term goals are goals that are expected to be achieved by the end of the production cycle.
In practice, short-term goals are usually considered to be achieved within 1 year, long-term - in 2-3 years.
There are areas for which organizations set goals:
Organization income
Work with clients
Needs and welfare of employees
Social responsibility
The most common areas in which business organizations set goals are:
1. profitability, reflected in the following indicators: profitability, profit margin, earnings per share.
2. position in the market, reflected in the following indicators: market share, sales volume, relativity in relation to a competitor, market share, share of individual products in total sales.
3. productivity: costs per unit of output, material intensity, return per unit of production capacity, volume of products produced per unit of time.
4. financial resources: the structure of capital, the movement of money in the organization, the amount of working capital.
5. capacity of the organization: the size of the occupied area, the number of pieces of equipment, etc.
6. product development, product manufacturing and technology upgrade.
7. change in organization and management.
8 human resources: absenteeism, staff turnover, qualifications.
9. work with buyers: speed of service, number of complaints, etc.
10. assistance to society: the amount of charity, etc.
Growth Goals organizations reflect the ratio of the rate of change in sales and profits of the organization, the rate of change in sales and profits by industry as a whole:
1. fast growth goals - they assume that management understands the market well, knows how to choose the most suitable part of the market, concentrate its efforts on it, while the organization develops faster than the industry as a whole.
2. the goal of stable growth - when it is achieved, the organization develops at the same pace as the industry as a whole, it seeks to maintain its market share unchanged.
3. The purpose of the reduction is set by the organization when, for a variety of reasons, it is forced to develop at a slower pace than the industry as a whole, or in absolute terms to reduce its presence in the market.
Key requirements that properly formulated goals should satisfy:
Goals must be achievable
Goals must be flexible
Goals must be measurable
The goals should be specific, that is, clearly fix what needs to be obtained as a result of the activity, who and in what time frame should achieve it.
Goals should be compatible: long-term goals should be consistent with the mission, short-term goals should be long-term, should not contradict each other, related to profit and to establishing a competitive position, the goal of profitability and charity.
Objectives must be acceptable to the main influencers that determine the activities of the organization, and in the first place for those who will have to achieve them.
Question 3. Setting goals.
When centralized setting goals - all goals are subject to a single orientation, however, rejection of these goals and even resistance may occur at the lower levels of the organization.
When decentralization both upper and lower levels of the organization are involved in the process of setting goals. There are two schemes for decentralized goal setting:
1. the process of setting goals goes from top to bottom (decomposition of goals) - each of the lower levels determines its goals, based on what goals were set for a higher level.
2. the process of setting goals goes from the bottom up - the lower levels set goals for themselves, which serve as the basis for setting goals at a higher level.
The process of developing goals involves the passage of phases:
1. identification and analysis of trends observed in the environment.
2. setting goals for the organization as a whole: determine which of the wide range of possible characteristics of the organization's activities should be taken as a basis; Of particular importance is the system of criteria used in determining the purpose of the organization, they are derived from the mission, from the results of the analysis of the macro environment, industry, competitors and the position of the organization in the environment. The decision on goals depends on the resources that the organization has.
3. building a hierarchy of goals - involves the definition of such goals for all levels of the organization, the achievement of which by individual units will lead to the achievement of a corporate goal
4. setting individual goals - the hierarchy of goals within the organization must be communicated to each individual employee; in this case, each worker is included through his personal goals in the process of joint achievement of the ultimate goals of the organization. Employees of the organization imagine how the result of their work will affect the final results of the functioning of the organization.
The established goals should have the status of law for the organization, however, they should not be eternal and unchanging, they can change due to the dynamism of the environment.
25.10.04
Topic: Types of business strategies»
one). Areas of strategy development
2). Reference Development Strategies
3). Strategy definition steps.
Question 1. Areas of strategy development.
The firm's strategy faces three main questions related to the firm's position in the market:
1. what business to stop
2. what business to continue
3. what business to go to.
The strategy focuses on the following:
What the organization does and does not do
What is more important and what is less important in the activities carried out by the organization.
The main areas for developing a strategy for the company's behavior in the market:
1. associated with the leadership of minimizing production costs. A firm implementing such a TIM strategy must have a good organization of production and supply, a good technology and engineering base, as well as an effective system of product distribution.
2. associated with specialization in product manufacturing: in this case, the firm must carry out highly specialized production and marketing in order to become a leader in the production of its products.
3. The definition of strategy refers to fixing a certain market segment and concentrating the firm's efforts on the selected market segment. In this case, the company does not seek to work on the entire market, but works on its clearly defined segment, thoroughly clarifying the needs of the market for a certain type of product; the company should build its activities on an analysis of the needs of customers in a particular market segment.
Question 2. Reference development strategies.
These strategies reflect different approaches to the growth of the company and are associated with a change in the state of one or more elements: product, market, position of the company within the industry, technology, industry.
The first group of reference strategies - concentrated growth strategies: they are associated with a change in the product and / or market and do not affect other elements.
Specific types of strategies in this group are:
1. strategies for strengthening positions in the market. The company is doing everything to win the best positions in this market with this product.
2. market development strategy - the search for new markets for an already manufactured product.
3. the strategy of "product development" - solving the problem of growth through the production of a new product and its implementation in the market already mastered by the company.
The second group of reference strategies - integrated growth strategies (business strategies), which involve the expansion of the company by adding new structures.
There are types of strategies:
1. The strategy of "reverse vertical integration", aimed at the growth of the company through the acquisition or strengthening of control over suppliers, as well as through the creation of subsidiaries that carry out the supply.
2. The strategy of "forward vertical integration", is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end consumer, that is, over distribution and sales systems. This type of integration is beneficial in cases where the firm cannot find intermediaries with a quality level of work.
The third group - diversified growth strategies. Diversification is the process by which a firm expands into other industries. Used to prevent an organization from becoming too dependent on a single strategic business unit.
Many companies see diversification as the most appropriate way to invest capital and reduce risk, especially if further expansion in core business areas is limited.
Diversification strategies are:
1. strategy of the centered diversification - search and use of the additional possibilities concluded in the existing business for production of new products. At the same time, the existing production remains at the center of the business, and a new one arises based on the opportunities that are contained in the developed market, the technology used, or in other strengths of the firm's functioning.
2. horizontal diversification strategy - involves looking for growth opportunities in an existing market through new products that require a new technology that is different from the one used. With this strategy, the company focuses on the production of such technological unrelated products that would use the existing capabilities of the company (for example, in the field of supply). Since the new product must be oriented towards the consumer of the main product, it must be related in its qualities to the already produced product.
3. The strategy of conglomerate diversification - is that the company expands through the production of technologically unrelated new products that are sold in new markets.
The fourth group - targeted reduction strategies. They are implemented when a firm needs to regroup forces after a long period of growth or due to the need to increase efficiency when there are recessions and dramatic changes in the economy.
Targeted reduction strategies:
1. liquidation strategy - an extreme case of a reduction strategy, carried out when the company cannot conduct further business.
2. "harvest" strategy - involves the rejection of a long-term view of the business in favor of maximizing income in the short term. This strategy is applied to an unpromising business that cannot be sold profitably, but can bring in profits at harvest time.
3. downsizing strategy - the firm closes or sells one of its divisions or businesses in order to effect a long-term change in business boundaries.
4. cost reduction strategy - looking for opportunities to reduce costs and taking appropriate measures to reduce costs. This strategy is more focused on eliminating rather small sources of temporary or short-term measures.
Question 3. Steps to define a strategy.
1. Understanding the current strategy.
2. analysis of the product portfolio
3. choice of firm strategy
4. evaluation of the chosen strategy
In order to understand the strategy being implemented, it is necessary to evaluate 5 external and internal factors.
External factors:
1. the scope of the company and the degree of diversity of products, the diversification of the company.
2. The general character and nature of the firm's recent acquisitions and sales of some of its property.
3. the structure and direction of the company's activities for the last period.
4. Opportunities that the firm has been focusing on recently.
5. attitude towards external threats.
Internal factors:
1. goals of the firm
2. Criteria for the distribution of resources and the existing structure of investment in manufactured products.
3. relation to financial risk, both from the side of management and in accordance with the actual practice implemented by the financial policy.
4. the level and degree of concentration of efforts in the field of R&D.
5. strategies of individual functional areas: marketing, production, personnel, finance, research and development.
Product portfolio analysis involves the following steps:
1. The choice of levels in the organization for conducting product portfolio analysis: it should start at the individual product level and end at the top level of the organization.
2. fixation of units of analysis, called strategic business units (SEBs), in order to use them when positioning on product portfolio analysis matrices. SEBs can cover one product, several products that meet similar needs, SEBs can be considered as product-market segments.
3. Determining the parameters of the product portfolio analysis matrices. It is carried out in order to have clarity regarding the collection of the necessary information, as well as to select the variables for which the analysis is carried out.
4. Variables used to measure business strength: market share, market share growth…
5. collection and analysis of data conducted in the areas of an attractive industry, the competitive position of the company, opportunities and threats, resources and qualifications of personnel.
6. Determination of the desired product portfolio in accordance with which of the options can best contribute to the achievement of the company's goals.
Topic: "Choice of strategy"
Key factors to consider when choosing a strategy:
1. industry strengths and firm strengths (concentrated growth diversification strategy)
2. weaknesses of the firm (all reduction strategies)
3. goals of the firm
4. interests and attitudes of top management
5. financial resources of the firm
6. qualification of workers
7. the firm's obligations under previous strategies. Fulfilling old commitments before starting new ones.
8. degree of dependence on the external environment. Dependence on suppliers and buyers; legislation, legal regulation of the company's behavior.
9. time factor.
Evaluation of the developed strategy.
It is carried out in the form of an analysis of the correctness and sufficiency of taking into account when choosing a strategy the main factors that determine the possibility of implementing the strategy. The procedure for evaluating the chosen strategy is subject to one thing: whether the chosen strategy will lead the company to achieve its goals.
If the strategy meets the goals of the company, then its further evaluation is carried out in the following areas:
1. compliance of the chosen strategy with the state and requirements of the environment
2. compliance of the chosen strategy with the potential and capabilities of the company.
3. acceptability of the risk included in the strategy:
The realism of the prerequisites underlying the choice of strategy
What are the negative consequences for the company if the strategy fails?
Does the possible positive result justify the risk of losses from failure in the implementation of the strategy
Topic: "Strategic business unit and enterprise portfolio."
Types of organizational structures:
First stage.
simple structure- an example of an entrepreneur who establishes a company to implement some idea, product, service. At this stage, the entrepreneur directly manages the activities of each employee, makes all decisions and is aware of all the affairs of the organization. The firm is characterized by an informal structure, planning is short-term and reactive. The strength lies in its flexibility and dynamism, the weak point is that the entrepreneur bears full responsibility for the choice of strategy and for the implementation of operational tasks. As a result, it develops leadership crisis- the entrepreneur does not cope with the whole complex of typical management functions.
Second stage.
Functional structure- the entrepreneur is replaced or supplemented by a group of managers with a functional specialization: R & D, production, marketing, finance, personnel. When switching to new types of products from other industries, the advantages of a functional structure may be lost. While concentration in one attractive industry can bring nice results.
Crisis of autonomy occurs when people managing new production lines (new types of business) need more decision-making freedom than they have within the existing functional structure.
Third stage.
Branch (divisional)) structure - the enterprise focuses on the management of various production lines in several industries (different types of business). Such enterprises have a central headquarters and decentralized operational units, with each unit or business unit being functionally organized company in the second stage of development.
Strategic business unit- an intra-firm organizational unit responsible for developing the firm's strategy in one or more segments of the target market.
Segment- a part of the market (in a certain way allocated), where the company's products can be sold.
Segmentation criteria:
Geographical position
Socio-demographic (gender, age)
Behavioral (Gardening Products)
To size
By form of ownership
By industry
Criteria for the allocation of strategic business units (SBU):
1. SEB has a certain range of clients and customers
2. the business unit independently plans and carries out production and marketing activities, logistics
3. The performance of business units is valued on the basis of profit accounting.
13.11.04
Topic: "Peculiarities of strategies of large and medium-sized firms"
Depending on the growth rate and the degree of diversification of production large companies can be divided into three groups:
1. Proud Lions are industry leaders. For example, the Sony company, which was the first to find the production of transistor radios, consumer video recorders, laser compact discs and high-definition televisions.
2. "Mighty elephants" are firms that follow the leader. For example, Siemens: benefits from many inventions in the field of electrical devices.
3. "Clumsy hippos." For example, Philips has 350 factories scattered around the world.
Medium firms, can function successfully if they can stick to a niche specialization.
market niche is a narrow area of competition within an industry. A niche can be defined in terms of geographic uniqueness, special requirements for the use of a product, or its specific characteristics that are important only to participants in the niche.
Strategies:
1. reduction strategy - is aimed at reducing the existing position of the enterprise, since there is neither the need to expand the company's activities (the growth rate of the niche is stable), nor the opportunity (its growth rate is not high). In this strategy, there is a danger of losing a niche due to a change in need.
2. search strategy for an "invader" - under these conditions, the average company feels an acute shortage of funds to maintain its position within the niche, under such conditions, the average company begins to look for big company, which could absorb it, while maintaining it as a relatively independent, autonomous production unit. The use of financial resources by large firms will allow the medium firm to maintain its place in the niche.
3. Niche leadership strategy - perhaps in two cases:
The firm grows as fast as the niche, which allows it to become a leading monopoly company and keep competitors out of the niche.
The firm must have adequate financial resources to sustain accelerated growth
4. The strategy of going beyond the niche - effective only when the scope of the niche is too narrow for the firm.
The firm may attempt to become a large monopoly with the loss of a "niche" face. Having reached the boundaries of a niche, the firm will face direct competition from stronger and larger firms (the presence of a niche protected it from direct competition). To overcome the boundaries of a niche, a firm must accumulate within its framework a sufficient amount of financial and other resources.
Topic: "Strategies for the development of small businesses"
In competition with large firms, small businesses use their main advantages: flexibility, mobility, territorial maneuverability. There are four main strategies for small firms. Their goal is to minimize the severity of competition with large firms and make the best use of their advantages.
The first two strategies relate to the independent development of a small firm:
1. copy strategy. Within its framework, the company can go in one of two ways:
Produce under license a branded product of a large firm
To develop and release a "copy", the prototype of which is some original product.
2. optimal size strategy. It consists in the development of small-scale and specialized markets, those areas of activity in which large production not efficient, but the best is a small enterprise. In these areas, the activities of large firms are difficult due to insufficient profits, high wage costs, high risk, not manufacturability.
The following two strategies are associated with the possibility of embedding a small firm in the activities of a large one:
3. strategy of participation in the product of a large firm. Large firms often abandon small and few technological productions, since it is more profitable for them to purchase individual parts, assemblies and components from small enterprises. In turn, the small firm gets the possibility of a guaranteed subcontracting order and the benefits associated with it. To avoid dangerous dependence on a large firm, small enterprises use the tactics of limiting the share of turnover attributable to one large client, that is, they strive to ensure that the share of supplies to each large client in total sales does not exceed, for example, 20%.
4. strategy of using the advantages of a large firm. Franchising- this is a system of contractual relations between a large and a small firm, according to which a large firm undertakes to supply a small firm with its own goods, advertising services. Processed technology business, provides short term loan on preferential terms, rents out its equipment. A small firm undertakes to have business contacts exclusively with this large firm, conduct business according to the “rules” of this large firm and transfer a share of the sales amount specified in the agreement in favor of the large firm. As a rule, a large firm requires from such a small enterprise an initial large remuneration for the right to operate in the market from its niche and under its brand name. Franchising is most often used in retail, fast food restaurants.
Franchising integrates elements of rent, sale, contract, representation, however, in general, it is an independent form of contractual relationship between independent economic entities. The parties to the agreement are the franchisor - a large enterprise and the operator (franchisee) - a small enterprise. The parties to the contract must have the status of a legal entity.
Issues related to the functioning of franchising are decided depending on its type and the creditworthiness of the participants. The operator can fully invest in the fixed assets purchased from the franchisor, however, in case of a shortage of funds, the fixed assets are leased out.
Small businesses are interested in franchising for a number of reasons:
1. the presence of the image of a company that has already won the loyalty of customers
2. less investment
3. the ability to manage your own business with very limited prior experience.
4. guarantee of constant assistance in management
For large enterprises, the benefits are as follows:
1. expanding the marketing of their products
2. attraction additional capital(funded by small entrepreneurs)
3. A large enterprise can establish the quality of products and services produced and sold by the operator.
Disadvantages:
1. Realization of sales volume may be less
2. the operator cannot influence the policy of the franchisor
3. costs may be higher when franchising
4. difficulties with rent collection
20.11.04
Topic: "Execution of the strategy"
Question 1. Stages of implementation of the strategy.
Implementation of the strategy is aimed at solving the following tasks:
1. prioritization among administrative tasks so that their relative importance is consistent with the strategy that the organization will implement. This applies to such aspects as: the distribution of resources, the establishment of organizational relationships, the creation of auxiliary systems.
2. Establishing a correspondence between the chosen strategy and internal organizational processes in order to orient the activities of the organization towards the implementation of the chosen strategy. Compliance must be achieved in terms of such characteristics as: the structure of the organization, the system of motivation and incentives, the norms and rules of behavior, the sharing of values and beliefs, the qualifications of employees.
3. selection and alignment with the ongoing strategy of leadership style and approach to managing the organization.
All three tasks are carried out by means of change, which is the core of the execution of the strategy, it is called strategic change. Depending on the state of the main factors that determine the need and degree of change (the state of the industry, the state of the organization, the state of the product, the state of the market).
Can be distinguished four stable and characterized by a certain completeness type of change:
1. restructuring of the organization involves fundamental changes organization that affects its mission and culture. Such changes occur when an organization changes its industry and its product and market position change accordingly. In this case, the greatest difficulties arise in the implementation of the strategy, especially in the field of creating a new organizational culture, in the technological field of the labor market.
2. a radical transformation of the organization is carried out if the organization does not change the industry, but at the same time it undergoes changes caused by its merger with another organization or the emergence of new products. In this case, changes require intra-organizational changes regarding the organizational structure.
3. moderate transformation - is carried out when an organization enters the market with a new product and tries to attract customers to it. The changes concern production process, as well as marketing, especially in the part that is associated with drawing attention to a new product.
4. regular changes - associated with the implementation of transformations in the marketing sphere in order to maintain interest in the organization's product. These changes are not significant, and their implementation has little effect on the activities of the organization as a whole.
Remark: the unchanging functioning of the organization occurs when it consistently implements the same strategy, no changes are required, since the organization can get good results based on the accumulated experience.
Question 2. Areas for strategic change.
There are two environments of the organization that are the main ones when carrying out strategic changes:
1. organizational structure.
2. organizational culture.
Analysis of the organizational structure. From the perspective of the implementation process, the strategy aims to answer the following questions:
1. to what extent the organizational structure can contribute to or hinder the implementation of the chosen strategy
2. Which levels in the organizational structure should be entrusted with the decision of defining tasks in the process of implementing the strategy.
Factors influencing the choice of organizational structure:
The size of the organization the degree of diversity of its activities
Geographic location of the organization
Technology
Attitudes towards the organization of management and employees
Dynamism of the external environment
Strategy implemented by the organization
The organizational structure should correspond to the size of the organization and not be more complex than necessary for the existing size of the organization (usually the effect of the size of the organization on its structure manifests itself in the form of an increase in the number of levels of the organization's management hierarchy).
The impact of technology on the organizational structure is manifested in the following:
The organizational structure is tied to the technology used in the organization: the number of structural units and their relative position depend on it
The organizational structure must be designed in such a way that it allows for technological renewal, it must facilitate the emergence and dissemination of ideas for technological development and the implementation of renewal processes.
If the external environment is stable, changes in it are insignificant, then the organization can apply mechanistic organizational structures that have little flexibility and require a lot of effort to change them.
The dynamism of the external environment largely determines what organizational structure the organization should choose.
If the external environment is dynamic, the organizational structure should be organic, flexible and able to respond quickly to external changes (such a structure should imply a high level of decentralization, the presence of greater rights for the unit structure in decision-making).
Organizational culture. Components of organizational culture:
1. philosophy that defines the meaning of the existence of the organization and its attitude towards employees and customers
2. prevailing values on which the organization is based and which relates to the goals of its existence, or to the means of achieving these goals.
3. norms behavior, separating the employees of the organization and status for individual members of the organization.
4. establishment of norms governing informal relations between persons of different sexes.
5. development of assessments regarding what is desirable in the behavior of employees and what is not.
The second group includes problems that the organization has to solve in the process of interaction with the external environment.
Question 3. development of the mission, goals and means to achieve them.
Primary factors that shape organizational culture:
Point of focus for senior management.
The response of management to critical situations that arise in the organization
Attitude towards work and style of behavior of managers
Criteria base for employee incentives
Criteria for selection, appointment, promotion and defining principles of relationships in the organization
- regulations, on which the “game” is played in the organization
The climate that exists in an organization and manifests itself in the way the atmosphere in the organization exists and how members of the organization interact with outsiders
Behavioral rituals, expressed in the organization of certain ceremonies, in the use of certain expressions, signs.
Organizational culture is formed as a response to the problems faced by the organization. One of these problems is the problem of integration. internal resources and effort.
These include the following questions:
1. Creation of a common language and common terminology
2. establishing the boundaries of the group and the principles of inclusion and exclusion from the group.
3. creating a mechanism for empowerment and deprivation of rights, as well as fixing the definition of dismissal from the organization
Secondary factors:
1. organization structure
2. information transfer system and organizational procedures
3. external and internal design and decoration of the premises in which the organization is located
4. myths, stories about important events and people who played and are playing key role in the life of the organization.
5. formalized position on the philosophy and sense of existence of the organization.
27.11.04
Topic: "Problems of carrying out strategic changes and conflicts in the organization"
Difficulties in the task of making changes in the organization are due to the fact that any change meets resistance, sometimes so strong that it is not possible to overcome it by those who carry out the change.
To make a change, do the following:
1. uncover, analyze and predict what resistance a planned change may meet
2. reduce resistance (potential and real) to the minimum possible
3. set the status quo of the new state
Attitudes towards change can be viewed as a combination of the states of two factors:
1. acceptance or rejection of the change
2. open or covert demonstration of attitude towards change
Change-resistance matrix
Based on conversations, interviews, questionnaires and other forms of information gathering, management should find out what type of reaction to change will be observed in the organization.
Managers should remember that when implementing change, they should demonstrate a high level of confidence in its rightness and necessity and try to be as consistent as possible in implementing the change program. Of great importance in this case is complete information, constantly brought to the attention of the employees of the organization.
The style of change implementation has a big influence on resistance management.
The autocratic style is only useful in very specific situations that require the immediate elimination of resistance in making very important changes. In most cases, a more acceptable style is one in which leadership reduces resistance by bringing to its side those who initially resisted resistance.
Question 2. Conflicts in the organization.
Reasons for conflicts:
Limited resources
Task Interdependence
Differences in ideas and values, in goals, in the level of education, demeanor, as well as poor communication.
Methods of management in a conflict situation.
Conflict management methods are divided into interpersonal and structural.
Interpersonal:
1. avoidance - a person tries to get away from the conflict, not to show in situations that provoke the emergence of contradictions, not to enter into a discussion of issues fraught with disagreement
2. smoothing - this style is characterized by behavior that is dictated by the belief that signs of conflict and bitterness should not be released. In this case, the parties appeal to the need for solidarity, unfortunately forgetting about the problem underlying the conflict. Sometimes the only way to resolve a conflict is to fixtures when you act in concert with the other party, but do not try to defend your own interests in order to smooth the atmosphere and restore a normal working environment
3. coercion - within the framework of this style, attempts to force people to accept their point of view at any cost prevail. A person using this style usually behaves aggressively, is not interested in the opinions of others, and uses power through coercion to influence non-employees.
4. compromise - this style is characterized by accepting the point of view of the other side, but only to some extent (through mutual concessions)
5. collaborative style - most effective in resolving conflict situations, since in this case you find the most acceptable solution for both sides and is made from the opponents of the partners. In this situation, all participants are involved in the process of conflict resolution, their desire to satisfy the needs of all prevails.
Structural conflict management methods:
1. clarification of job requirements - clarification of what results are expected from each employee and unit (level of results to be achieved, who provides and who receives different information, system of authority and responsibility, clear definition of policies, procedures and rules)
2. coordination and integration mechanisms - a chain of commands, the principle of unity of command, a managerial hierarchy, the creation of cross-functional and target groups.
3. Organization-wide comprehensive goals - the effective implementation of these goals requires the joint efforts of two or more employees, groups or departments. The goal is to direct the efforts of all participants to achieve a common goal.
4. structure of the reward system - rewards are used to influence people's behavior and avoid the dysfunctional consequences of conflict.
Topic: "Management analysis"
Question. Goals, principles and methods of management analysis.
Management analysis– the process of a comprehensive analysis of internal resources and capabilities of enterprises, aimed at assessing the current state of the business, its strengths and weaknesses, identification of strategic problems.
The ultimate goal of management analysis is to provide information to managers and other stakeholders for making strategic decisions, choosing a strategy that is most more corresponds to the future of the enterprise.
In the process of such an analysis, the compliance of the internal resources and capabilities of the enterprise with the strategic tasks of ensuring and maintaining the competitive advantages of the enterprise, the tasks of meeting future market needs is revealed.
The need for management analysis is determined by the following factors:
1. It is necessary when developing an enterprise development strategy and in general for the implementation of effective management, since it is milestone management cycle.
2. It is necessary to assess the attractiveness of the enterprise from the point of view of an external investor, which determines the position of the enterprise in national and other ratings.
3. Management analysis allows you to identify the reserves and capabilities of the enterprise, determine the direction of adaptation of the internal capabilities of the enterprise to changes in environmental conditions.
As a result of internal analysis The company makes a number of points:
1. overestimate or underestimate the company itself
2. it overestimates or underestimates its competitors
3. what demands of the market it betrays too much or too little value.
Groups of indicators for which an economic analysis is mandatory:
1. indicators characterizing the economic potential of the company.
2. indicators characterizing the economic activity of the company. These indicators include: assets of the company, sales volume, indicators of gross or net profit, number of employees, scientific and technical potential of the enterprise.
Basic indicators:
1. profitability (balance sheet profit / ………..)
2. return on assets
3. rate of return on equity
4. rate of net return on equity
5. labor efficiency.
Question. Methodological principles of managerial analysis and the level of its implementation.
Principles:
1. systems approach: the enterprise is considered as a complex system operating in an open systems environment and consisting in turn of a number of subsystems.
2. the principle of a comprehensive analysis of all constituent subsystems, elements of the enterprise.
3. dynamic principle and the principle of comparative analysis: analysis of all indicators in dynamics, as well as in comparison with similar indicators of competing firms.
4. the principle of taking into account the specifics of the enterprise (industry and regional).
There are three levels of managerial decision-making and, accordingly, three levels of analysis:
Corporate
Competitive (business or business level)
Functional.
The complexity of the analysis lies in the fact that the management decisions of these levels are closely related and at the same time have a hierarchical structure.
Level selection certain types activities (business units) significantly complicates the task of managerial analysis, since this level of decision-making is the least developed and least formalized in Russian enterprises.
Question 1. Methods of management analysis:
1. situational analysis
2. portfolio analysis
3. desk research: work with accounting documents, statistical and other intra-company information.
4. observation and interviews of employees of the enterprise using special methods (diagnostic interview)
5. brainstorming, conferences and other teamwork methods
6. expert opinions
7. mathematical methods - trend analysis, factor analysis, calculation of averages, special coefficients.
The main methods for obtaining high-quality information are: a conversation with managers and specialists of the enterprise, experts, questionnaire surveys of employees, as well as various methods of group work, which allows you to develop an agreed view and position on the issues under discussion.
The inconsistency of information is determined by the position of a specialist in the enterprise management system (view from his own level) and the lack of skills to comprehend his own activities.
Question. Organization problems.
The problem is understood as the inconsistency of the managed object with the goals set by the managing subject (manager).
A problem is a contradiction in an organization that requires a managerial solution.
The involvement of consultants to identify and identify problems of the organization gives the following advantage: the novelty of information about the state of the organization, access to the main problem, the solution of which will remove other problems or reduce their severity.
The main problem of the majority Russian enterprises lies in the contradiction between the market external environment and the internal production organization.
Types of organization problems:
1. essential - they can't decide whether it is only possible to reduce their severity in specific situations and avoid their aggravation (for example, the contradiction between stability and development of an enterprise). The problem of departmentalization is one of the essential problems. Its essence lies in the hierarchy of building an enterprise in the need to divide the general goal of the enterprise into more specific goals, and those, in turn, into local goals and subgoals. Under these conditions, each division is inclined to exaggerate the significance of its goal, to interpret it in its own way, imposing personal and group interests on it.
2. socio-cultural problems - they do not always occur, their presence depends on a certain type of business and organizational culture.
3. situational problems - may appear due to the mistakes of specific managers, due to a special set of circumstances. Such problems are always specific: they exist in one enterprise, but not in another.
Topic: "Determination of the strategic resources of the enterprise and areas of activity"
Management analysis is always focused on profitability, despite the specifics of its implementation at a particular enterprise, a number of typical blocks can be distinguished in its structure:
1. goals of the enterprise.
2. order book, new products
3. resource potential of the enterprise
4. factorial analysis of costs (the cost of the enterprise)
5. availability of financial resources, possible sources of funds.
6. management system: structure, qualifications of managers, staff motivation, management culture and traditions….
The basis of management analysis is the analysis of current activities, and the main problem is the assessment of this activity in terms of ensuring future long-term profit (indicators: profitability, risk level, market share, asset value, share of new products).
The success of managerial analysis is associated with the definition of the area of freedom, which determines the process of strategic choice. In doing so, it is useful to analyze the following aspects:
1. past and current strategy
2. strategic issues
3. organizational opportunities and limitations
4. financial opportunities and limitations
5. organizational flexibility, strengths and weaknesses
11.12.04
The strategic problem involves awareness, identification and a clear constructive formulation of the problem, involving certain methods for solving it. In this case, the problem can be aimed both at overcoming the identification of weaknesses and at developing the capabilities of the enterprise.
Organization of enterprise capabilities, such as: structure, management system, established corporate culture and customs, labor motivation system, management team, in any situation can be a source of strengths and weaknesses of the enterprise. The most important part of management analysis is the analysis of the financial obligations of the enterprise in terms of paying taxes, as well as the structure of the debt.
Flexibility can be achieved in several ways:
1. a diversification strategy as a means of adapting to changes in the external environment.
2. investment in personnel training, formation and evaluation of managerial alternatives.
The determination of the strengths and weaknesses of an enterprise is based on its resources and strategically important areas of activity. These parties are always relative (relative to the main competitors or given standards).
Approaches to identify strengths and weaknesses can be as follows:
1. internal (opinion of enterprise specialists)
2. external (comparison with competitors)
3. normative (as it should be)
Question. Competitive advantages of the enterprise
These are unique tangible and intangible resources owned by the enterprise, as well as strategically important for this enterprise areas of business that allow you to run in the competition.
Competitive advantage can be defined as the high competence of the company in any area, which gives the best opportunity to overcome the forces of competition, attract customers and maintain their commitment to the company's products.
Tangible (material) resources- physical and financial assets of the enterprise, which are reflected in the balance sheet (fixed assets, stocks, cash)
It is possible to increase the efficiency of the enterprise (improve the use of these resources) in the following way: reducing inventories, work in progress, improving the use of fixed assets, saving resources.
Intangible (intangible) resources- this quality characteristics enterprises:
1. intangible assets not related to people - brand, know-how, prestige, company image,
2. intangible human resources (human capital) - personnel qualification, experience, competence, popularity of the management team.
Other important sources of competitive advantage, the strengths or weaknesses of an enterprise, can be individual strategic areas of its activity: production, marketing, research and development, marketing, finance, personnel management.
The weak side of almost all Russian enterprises is sales and financial management, while the strengths can be: a monopoly position (energy, railway transport), highly efficient production, availability of sources of raw materials (gas production).
For the consumer, brand awareness, advantageous location, opening hours, highly qualified personnel are of great importance.
Question. Goals and main stages of portfolio analysis.
Enterprise portfolio (corporate portfolio) is a set of relatively independent business units (strategic business units) owned by one owner.
Portfolio analysis - a tool by which the company's management identifies and evaluates its economic activity in order to invest in the most promising and profitable areas and reduce (terminate) investments in inefficient projects.
At the same time, the relative attractiveness of the markets and the competitiveness of the enterprise in each of these markets are assessed. The company's portfolio must be balanced, that is, it must be the right combination of units or products that need capital for growth, with business units that have some excess capital.
The purpose of the portfolio analysis method is to help the manager understand the business, create a clear picture of the formation of costs and profits in the diversification of the company.
Portfolio analysis helps to solve the following problems:
1. coordination of business strategies or strategies of business units of the enterprise
2. distribution of human and financial resources between departments
3. Portfolio balance analysis
4. setting performance targets
5. restructuring of the enterprise.
The main advantage of portfolio analysis is the possibility of logical structuring, a visual reflection of the strategic problems of the enterprise, the simplicity of the results presented, and the emphasis on the qualitative aspects of the analysis.
Portfolio analysis scheme:
1. all activities of the enterprise are divided into strategic business units:
The business unit must:
Serve the market, not other divisions
Have your customers and competitors
Business unit management must control the key factors that determine success in the marketplace.
2. The relative competitiveness of these business units and the prospects for the development of the respective markets are determined.
3. A strategy is developed for each business unit (business strategy) and business units with similar strategies are combined into homogeneous groups.
4. management evaluates the business strategies of all departments of the enterprise in terms of their compliance with corporate strategy, commensurate with the profit and resources required by each department.
The main disadvantage of portfolio analysis is to use data about the current state of the business, which cannot always be extrapolated into the future.
The term "strategic management" appeared in everyday life at the turn of the 1960s and 70s. He marked the differences between current management at the level of production and management carried out at the level of the corporation as a whole. The need for this distinction was due to changes in the business environment. These changes are:
1) an increase in the dynamism of the external environment of the organization;
2) the emergence of new needs;
3) increased competition for resources;
4) internationalization and globalization of business;
5) increasing role of scientific and technical progress and innovations;
6) availability of modern technologies;
7) development information networks, which makes it possible to quickly disseminate and receive information;
8) changing the role of human resources in the organization.
The essence of the transition from operational to strategic management is to shift the focus of top management to the external environment. This allows you to respond in time to ongoing changes.
There are many definitions of strategic management in the literature. It can be defined as a management process consisting of the formulation and implementation of strategies that promote the establishment of the best competitive fit between an organization and its environment in order to achieve the organization's objectives.
Strategic management is a system of purposeful actions of the organization, leading to a long-term excess of the level of performance of the organization over the level of performance of competitors.
The task of strategic management is to prepare the organization for possible changes in the market situation, to withstand the adverse effects of the external environment in the long term.
The strategic management process, like any management process, is revealed through interrelated management functions: basic and specific. But the content of some basic functions changes and new specific management functions appear.
Thus, planning becomes strategic planning, and new functions appear, such as marketing, innovation management, public relations, logistics, human resource management, etc.
The planning process begins with goal setting. They perform organizing, motivating and controlling functions. A goal is a desired, possible, and necessary state of a managed object.
The target beginning in the activities of the organization arises as a reflection of the goals and interests of various groups of people associated with its activities. These are the interests of the owners, employees of the organization, its customers, business partners, the local community and society as a whole.
The organization sets many different goals. These goals differ by levels, spheres, periods of time. There are four main levels of goals in an organization: mission, strategic, tactical and operational goals. At the top of the goal hierarchy is the mission.
The mission is a fundamental, unique, high-quality goal that emphasizes the features of the company's business, its difference from other companies in the industry.
It reveals the reason, the meaning of the existence of the company, its purpose. The corporate mission connects the organization and the external environment, it is there that the organization seeks its purpose. The mission can be determined by the range of needs met; set of consumers; manufactured products; competitive advantages; technologies to be used; growth and funding policies; the culture of the organization, which determines the relationship within the company, the requirements for employees. Many organizations express their mission through slogans, such as Saratovstroysteklo - "Through the quality of glass - to the quality of life."
The mission should not carry specific instructions on what, how and in what time frame the organization should do. It sets the main direction of the movement of the organization. The specific end states that an organization aspires to are fixed in the form of its goals.
Strategic goals are set by senior management based on the mission. These are general long-term goals that determine the future state of the organization as a whole. Unlike the mission, they indicate the timing of their achievement.
Tactical goals are set by middle and senior management for the middle level in the organization. They define the results that the main units of the organization must achieve in order to achieve the strategic goals. Thus, tactical goals are a means of achieving strategic goals.
Operational (production) goals are set by the lower and middle management levels for the lowest level in the organization. They refer to short-term benchmarks derived from tactical goals. These are specific, measurable results of the activities of departments, working groups, individual workers In the organisation. They are a means to achieve tactical goals.
The organization defines goals for various functional units (production, marketing, finance, etc.); various performance results (product quality, labor productivity, production costs, sales volume, efficiency, etc.).
The main areas of goal setting are: profitability, markets, productivity, products, financial resources, production capacity, research and innovation, organization (restructuring), human resources, social responsibility.
Imagine a diagram of the goals developed by Japanese companies.
1. Basic goals:
1) sales volume;
2) growth rate (sales or profit);
3) tribal:
a) the amount of profit;
b) the rate of profit on all capital;
c) the ratio of profit to sales volume;
d) earnings per share;
4) market share;
5) capital structure;
6) Dividends;
7) share price;
8) wage workers;
9) the level of product quality;
10) basic growth policy;
11) basic sustainability policy;
12) basic profit making policy;
13) basic policy regarding social responsibility. 2. Operational matters:
1) value-added assignments;
2) tasks for labor productivity;
3) investments per 1 worker;
4) capital turnover ratio;
5) policy in the field of cost reduction.
2. The essence and significance of strategic planning
Strategic planning is the process of developing strategies and basic methods for their implementation. This is an adaptive process, as a result of which regular (annual) adjustments of decisions made in the form of plans take place, a review of the system of measures for the implementation of these plans based on continuous monitoring and evaluation of ongoing changes within and outside the organization.
Strategic planning determines what an organization must do in the present to achieve desired goals in the future, based on the fact that the environment and the organization will change. In other words, with strategic planning, it is as if a look from the future into the present is carried out.
It is legitimate to interpret strategic planning as a system of the whole variety of types of planned activities in an organization. It summarizes long-term, medium-term, annual, operational, functional planning. The main semantic load is assigned to long-term planning. Its purpose is to make operational management decisions justified not only from the point of view of the current situation, but, above all, from the standpoint of tomorrow.
In accordance with the goals set, strategic, tactical and production (operational) plans are developed.
To effectively manage the processes of setting goals, planning and monitoring the implementation of plans, the method of management by objectives (MPC) is widely used. Through the UPC, managers, together with employees, determine the goals of the organization, departments, and an individual and use them for subsequent monitoring of the results achieved.
The first stage is goal setting. This is the most difficult step in the UOC, it involves looking beyond current, daily duties to answer the question: “What are we trying to achieve in the short term, in six months, a year?” A joint agreement between managers and employees creates a strong commitment to achieve set goals. A well-formulated goal should be specific, realistic, have a time frame and specific performers.
The second stage is the development of action plans. These plans define the sequence of actions required to achieve the intended goals. They are developed both for divisions, departments, and for individual employees.
The third stage is monitoring, monitoring the implementation of plans and, if necessary, adjusting them. During the implementation of the plan, the leader must give subordinates freedom of action, for example, through the removal of current, daily control over their activities.
Instead, more attention can be paid to training and advising employees to achieve their goals. Control is usually carried out three, six and nine months after the start of the planning period. This periodic monitoring allows managers and employees to see how plans are being implemented and whether corrective actions are needed to achieve planned goals.
The fourth stage is the assessment of the results of activities, their compliance with the set goal. Estimates can be used as the basis of the personnel remuneration system. Evaluation of the performance of employees, departments, the organization as a whole serves as the basis for setting goals for the next year, and the cycle of the UOC is resumed.
The advantages of the UOC are that it:
1) focuses people's efforts on corporate purposes, which increases the likelihood of their achievement;
2) expands cooperation between managers and workers;
3) makes tasks clear and precise for performers;
4) improves people's motivation;
5) allows you to identify talented managers for future promotion (as it focuses on the compliance of goals and plans);
6) increases the personal responsibility of performers. Disadvantages of the UOC:
1) it requires high professionalism of the leader;
2) poor relations between the administration and employees reduce the effectiveness of the UOC;
3) it requires a large amount of work, knowledge of the goals of the organization and departments;
4) the UOC procedure tends to define short-term goals;
5) there is a possibility of a conflict between operational and strategic goals;
6) The UOC conflicts with the mechanistic structure of the organization, which prevents the participation of employees in management.
3. Strategy, its elements and levels
Strategy - a comprehensive plan to achieve the mission and goals of the organization by establishing the best fit between the organization and its external environment.
A well-designed strategy has four components: scale, resource allocation, competitive advantage, and synergy. Scale refers to the type and number of markets in which the organization intends to compete. The choice of markets determines the structure and volume of production. The strategy includes a project for distributing the organization's resources among various divisions, business units, departments.
Competitive advantages are the unique tangible and intangible assets that a firm owns and that create its superiority over its competitors. Significant competitive advantages are provided to the corporation by its internal and external competencies. As a rule, they require a significant period of time and experience in a particular industry to create them. For example, internal competencies include the following:
1) R&D (KNOW-HOW, technologies, ability to create competitive products);
2) availability of proven and effective business processes (project management, logistics, sales, marketing, planning, staff motivation, etc.);
3) the presence of unique technologies that are inaccessible to competitors;
4) the availability of qualified personnel, which can not be easily found in the market and the training of which requires a considerable amount of time.
External competencies include:
1) relations with suppliers and consumers (agents, dealers, distributors);
2) lobbying opportunities;
3) the presence of a "promoted" trademark;
4) the ability to provide financing in the required volume and at an acceptable cost (relations with financial institutions and investors).
Synergy occurs when cooperative activity of all parts of the organization produces an effect greater than the sum of their individual actions. Synergy emphasizes that the first three elements of the strategy are not only interconnected, but also complement, reinforce each other, and lead to the best interaction effect.
The strategy is formulated at three levels: corporate, business unit and functional.
4. Strategy formulation: main steps and tools
Strategy formulation is the process of developing and defining a strategy, i.e. the process of strategic planning. Each organization has its own specific approach to formulating a strategy, but there is a general sequence of steps in this process:
1) setting strategic goals;
2) organization analysis;
3) analysis of the external environment;
4) establishment of correspondence between the organization and the environment.
Analysis of the organization, its potential involves the diagnosis of its strengths and weaknesses in comparison with other organizations. The potential of an organization is usually assessed in areas such as marketing, finance, production, research and development, human resources, management quality, organization structure.
Analysis of the external environment involves the identification of opportunities and threats to the organization for all factors of the external environment. Such an analysis requires the use of information from a variety of sources.
After completing the analysis of the external environment and the enterprise, it is necessary to bring its strengths and weaknesses into line with the opportunities and threats of the external environment. The balance between the environment and the organization is established in such a way that the competitive advantages of the organization, its strengths are aimed at realizing the opportunities and eliminating the threats of the external environment, as well as the weaknesses of the organization. The considered method of analyzing the organization and its environment is called SWOT-analysis.
In addition, to formulate a strategy, establish a correspondence between the characteristics of the organization and its external environment, you can use the SWOT matrix.
To study the environment, the method of compiling its profile can be applied. This method is useful for profiling separately the macro environment, the business environment, and the internal environment of the organization.
This method is used to assess the relative importance for the organization of individual environmental factors. The method is as follows.
Individual environmental factors are listed in the environment profile table. Each factor is given by expert way:
1) assessment of its importance for the industry on a scale: 3 - high value;
2 - moderate value;
1 - low value;
2) assessment of its impact on the organization on a scale:
3 - strong influence;
2 - moderate influence; 1 - weak influence;
0 - no influence;
3) assessment of the direction of influence on a scale: + 1 - positive direction;
From this assessment, management can conclude which environmental factors are relatively more important to their organization and therefore deserve the most serious attention.
5. Variety of strategies: corporate strategy and its types; business strategy and its types; functional strategies of the organization
There are two main approaches to formulating a corporate strategy - the formulation of the main (fundamental) strategy and the analysis of the business portfolio. The main strategy is a general program of action developed on corporate level.
It is usually formulated for an organization that competes in one market or several, but closely related. There are three main main strategies: growth, stabilization, reduction.
Growth can be generated from within. This includes concentrated growth strategies that involve product or market change:
1) strengthening positions in the existing market, increasing market share;
2) market development, development of new markets;
3) development of new products.
Growth can be based on external sources. These include the acquisition of other industries, mergers, consolidation of risky enterprises, the creation of strategic alliances. The second group of growth strategies is formed by integrated growth strategies.
These include forward and backward vertical integration strategies. Such growth is carried out both by merging, absorbing new structures, and by expanding from within. The third group of growth strategies includes diversified growth strategies. There are three of them:
1) the strategy of concentric diversification;
2) horizontal diversification strategy;
3) strategy of conglomerate diversification. The reduction strategies are:
1) liquidation strategy;
2) the strategy of "harvesting";
3) the strategy of cutting off the excess;
4) cost reduction strategy.
The first occurs when the firm is unable to conduct further business.
The "harvest" strategy involves abandoning the long-term view of the business in favor of maximizing revenue in the short term. It is applied to an unpromising business that cannot be sold profitably, but can generate income while reaping the rewards. The goal is to get the maximum possible cash after the termination of investment. Main methods:
1) reduction of material and technical maintenance of production;
3) reduction in the range of products;
4) reduction of wholesale channels;
5) refusal to serve small customers;
6) a decrease in the quality of services (reduction of sales assistants, an increase in the timing of order fulfillment, etc.).
A pruning strategy means that the firm closes or sells redundant divisions that are not profitable or do not fit well with other divisions.
The cost reduction strategy is to look for opportunities to reduce costs in order to increase the competitiveness of the company and survive in the long term.
Implementation is associated with a decrease production costs, increasing labor productivity, reducing hiring and even layoffs of staff, reducing social programs, removing unprofitable goods from production.
A stabilization strategy is being developed to maintain the status quo. The firm's strategic plan is to stay in business and protect itself from external threats.
This strategy is often used by firms that lack the resources to grow or have weak growing markets. A stabilization strategy is useful after implementing rapid growth or contraction strategies.
When a firm is diversified and has many different industries, activities, especially unrelated ones, a business portfolio approach is used to formulate corporate strategy. This approach presents a corporation as a collection of various divisions, strategic business units (SBUs), each of which has its own mission, product lines, competitors, markets, and its own competitive strategy.
The starting point for using a business portfolio is to identify each SBU that is part of a corporation. The next step is their classification and analysis of the current product portfolio.
The simplest, but rather abstract tool for classifying SBUs is the Boston Consulting Group (BCG) matrix. It categorizes SBUs according to two criteria: its market growth rate and its market share.
The BCG matrix allows you to compare SBU positions within the same portfolio. With its help, you can identify market leaders and establish a balance between divisions in the context of the four quadrants of the matrix.
In theory, SBUs operating in fast-growing industries need a constant influx of capital to expand their capacity and maintain competitiveness. SBUs operating in slow-growing industries, on the contrary, should have an excess of cash.
Corporate portfolios must be balanced, providing the right mix of SBUs that need capital to grow with units that have excess capital.
Analysis of the current business portfolio involves answering the following questions:
1) whether the portfolio includes a sufficient number of business units in attractive industries;
2) whether the portfolio contains too many "question marks";
3) whether there are enough “money cows” to develop the “stars” and fund the “question marks”;
4) whether the portfolio gives a sufficient amount of both profit and money;
5) whether the portfolio is highly vulnerable in the event of negative trends, unforeseen events;
6) are there many “dogs” in the portfolio that are weak in terms of competitiveness. Depending on the answers to these questions, the strategic portfolio of the corporation is formed. A business strategy is formulated for each business unit.
It aims to find the best methods of competition in its market. Even if an organization competes in only one market, it must develop a competitive strategy.
The main tools for developing this strategy are: five forces of competition; M. Porter's competitive strategies and product life cycle.
The structure of competition in the industry, according to M. Porter, is formed under the influence of the five forces of competition, which determine the level of profit in the industry. This:
1) penetration of new competitors;
2) the threat of the appearance of substitute goods on the market;
3) the ability of buyers to defend their interests;
4) the ability of suppliers to dictate their terms;
5) competition between companies that have already established themselves in the market.
Competitive strategies are formulated based on an understanding of the features and rules of competition that operate in the industry and determine its attractiveness. The goal of competitive strategy is to change these rules in favor of your company.
M. Porter presents three general competitive strategies that can be used by organizations to create competitive advantages and increase competitiveness. This:
1) leadership in cost reduction;
2) differentiation;
3) focusing.
Cost leadership is the most characteristic of the three general strategies. The company keeps costs lower than those of its competitors. The nature of cost leadership depends on the characteristics of the industry: it can be economies of scale, advanced technology, access to cheap sources of raw materials, a standardized product, a strong and cheap distribution system. However, the leader in cost reduction cannot afford to ignore the principles of differentiation.
Differentiation means that the company strives for uniqueness in some aspect that is considered important to a large number of customers.
Achieving uniqueness reduces the power of buyers, but increases costs. The challenge is to reduce the total cost to consumers of using the product. This is achieved by increasing the convenience and ease of use and expanding the range of customer satisfaction. Differentiation may affect the product, its properties, delivery methods, after-sales service, etc.
A company relying on differentiation should not forget about ways to reduce costs, as it can lose competitiveness.
The point of focus is to select an industry market segment, a specific group of customers, and serve them better than competitors. There are two types of focus strategy: achieving cost advantages or increasing differentiation.
The product life cycle (PLC) is a concept that describes the sales of products, profits, customers, competitors and the strategy of the organization from the moment a product enters the market until it is withdrawn from the market. A typical LCP consists of four stages:
1) bringing the product to market;
3) maturity;
The goal during the introduction phase is to create a market for the new product. The growth rate of sales depends on the novelty of products and expectations, customer requests. At this stage, only one or two firms enter the market, and competition is limited. But production and marketing costs are high. There is no or very little profit. Buyers are offered one or two basic product models.
The purpose of the growth stage is to expand sales and the collection of new product modifications. New competitors enter the market, profits rise as sales increase and costs decrease. In order to stretch the period of market growth, a firm can use several strategic approaches:
1) improve the quality of the novelty, give it additional properties, release new models;
2) penetrate into new market segments;
3) use new distribution channels;
5) reduce the price in a timely manner to attract an additional number of consumers.
At the stage of maturity, the growth rate of sales slows down. The company is trying to maintain distinctive advantages for as long as possible. Competition at this stage reaches a maximum, as a result, profits in the industry as a whole per unit of production are reduced, as the system of discounts is extended. Some competitors are starting to leave the industry. Market modification, product modification, and marketing mix strategies are useful here.
The last stage of the life cycle is a decline, the volume of sales is declining. There are many reasons for this: changing tastes, the emergence of new products, increased competition, including foreign ones. The firm must either continue producing the product, discontinue it, or adopt a "harvest" strategy by cutting all possible costs (R&D, advertising, sales staff, etc.).
Functional strategies focus on planning the functional activities of the organization, the SBU. Many organizations develop marketing, financial, manufacturing, human resource, and research and development strategies.
1 . Introduction to strategic managementwellcop
1.1 Prerequisites for the emergence and etapas developstrategic management
Strategic management is a rapidly developing area of science and management practice that has emerged in response to the increasing dynamism of the external business environment. The theory of strategic planning and management was developed by American business researchers and consulting firms, then this apparatus entered the arsenal of intra-company planning methods in all developed countries.
Currently, there are many definitions of strategy, but all of them are united by the concept of strategy as a conscious and thoughtful set of norms and rules that underlie the development and adoption of strategic decisions that affect the future state of the enterprise, as a means of communication between the enterprise and the external environment. "Strategy - thisabout the general program of eventsTvii, identifying 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 enterprise receives a single direction of movement.
"Strategic management - it is the process of making and implementing strategic decisions, the central link of which is the strategistAndlogical choice based on comparison of one's own resource potnof the enterprise with the opportunities and threats of the external environment in which it operates. Strategy can be seen as the main link between what an organization wants to achieve: its goals and the course of action chosen to achieve those goals. .
The term "strategic management" was introduced at the turn of the 1960s-70s. in order to distinguish between current management at the production level and management carried out at the highest level. The need for such a distinction was caused by the transition to a new model of managing the development of an organization in a changing environment.
There are four factors-conditions that determine the relevance of strategic management:
1. In the second half of the twentieth century. the number of tasks caused by internal and external changes has steadily increased. Many of them were fundamentally new and could not be solved based on the experience gained in the first half of the 20th century.
2. The multiplicity of tasks, along with the expansion of the geographical scope of the activities of national economies, led to a further complication of management problems.
3. The role of the highest level of management increased, while the totality of managerial skills developed in the first half of the century was less and less consistent with the conditions for solving the problems that arose.
4. The instability of the external environment increased, which increased the likelihood of strategic sudden changes, their unpredictability.
The use of flexible management has become extremely important, which would ensure the adaptation of the enterprise to a rapidly changing environment. Timely response to emerging changes was achieved through strategic management of the enterprise development.
Fast environmental changes domestic enterprises also stimulate the emergence of new methods, systems and approaches to management. If the external environment is practically stable, then there is no particular need to engage in strategic management.
However, at present, most Russian enterprises operate in a rapidly changing and difficult to predict environment, therefore, they need strategic management methods.
integrationsmi processes. IN Russian business there are industrial groups uniting technologically related enterprises, there is an active process of formation of financial and industrial groups (FIGs), commercial companies almost simultaneously with the creation of the main business began to organize financial and commercial groups
business globalization, which affected our country. Global firms view the world as a single whole, in which national differences and preferences are erased, and consumption is standardized. Products of global firms - Mars, Siemens, Sony, Procter & Gamble, L0 real and many others are sold in all countries of the world and are an important competitive factor in national markets. It is possible to resist the onslaught of the goods of global firms only by acting by similar methods, i.e. developing a strategy for working in a competitive environment.
Stages of development of strategic management through a corporate planAnding
The emergence of strategic management techniques and their implementation in the practice of firms is easiest to understand in a historical context. Business historians usually distinguish four stages in the development corporate planning: budgeting, long-term planning, strategic planning and, finally, strategic management.
1. Budgeting. In the era of the formation of giant corporations before the second world war special planning services, especially long-term ones, were not created in companies. The top managers of corporations regularly discussed and outlined plans for the development of their business, however, formal planning related to the calculation of relevant indicators, maintaining financial reporting forms, etc., was limited only to the preparation of annual financial estimates - budgets by item of expenditure for various purposes.
Budgets were drawn up, firstly, for each of the major production and economic functions (R & D, marketing, capital construction, production). Secondly, for individual structural units within the corporation: departments, factories, etc. Similar budgets and modern economy serve as the main tool for distributing intracorporate resources and monitoring current activities. A feature of budgetary and financial methods is their short-term nature and internal orientation, i.e. organization in this case is considered as closed system. When using only budgetary and financial methods, the main concern of managers is the current profit and cost structure. The choice of such priorities naturally poses a threat long term development organizations.
2. Long term planning. IN 1950 - X- early 1960 - X years, the characteristic conditions for managing American companies were high rates growth of commodity markets, relatively high predictability of trends in the development of the national economy. These factors necessitated the expansion of the planning horizon and created the conditions for the development of long-term planning.
The core idea of the method is to make a sales forecast for the company for several years ahead. At the same time, due to the slow increase in the characteristics of the variability of the external environment, long-term planning was based on the extrapolation of past trends in the development of the company. The main indicator - sales forecast - was based on extrapolation sales in previous years. Further, on the basis of the control figures specified in the sales forecast, all functional plans for production, marketing, and supply were determined. Finally, all plans were aggregated into a single corporate financial plan. The main task of managers was to identify financial problems that were limiting the growth of the firm. In other words, are the firm's internal resources sufficient, or is it necessary to resort to borrowed funds?
This approach, better known to us as planning-to-achievement methodGchick, was widely used in the conditions of centralized management of the Soviet economy. The main reference points for enterprises were production volumes set from above, and not sales volumes, as in market economy, the achievement of which, as a rule, was limited by limited resources. With this approach, the calculations of the payback of capital investments, the comparison (discounting) of costs over time were widely used.
3. Strategic planning. In the end 1960 - X years, the economic situation in many industrialized countries has changed significantly. As the crisis escalated and international competition intensified, extrapolation projections began to diverge more and more from the real figures, with the most typical phenomenon being setting optimistic goals that did not match the real results. The top management of the company usually proceeded from the fact that future performance will improve, but often the company did not reach the planned performance results. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition.
The crystallization of the fundamental elements of the concept of strategic planning is largely associated with the search for ways to overcome the limitations of the long-term planning system, clearly manifested in the uncertainty of the parameters of general economic development. In the system of strategic planning aboutTthere is no assumption that the future must necessarily be better than the past, and the premise of the possibility of studying the future of met is rejected.abouthouse of extrapolation. Actually, in a different understanding by managers of the role external factors This is the main difference between long-term extrapolative planning and strategic planning. At the forefront of strategic planning an analysis was made of both the internal capabilities of the organization and external competitive forces and the search foratuse external opportunities taking into account the specifics of the organization. Thus, it can be said that the purpose of strategic planning is to improve the company's response to market dynamics and the behavior of competitors.
4. Strategic management. TO 1990 - m Over the years, most corporations around the world have begun the transition from strategic planning to strategic management. Strategic management is defined as a set of not only strategic management decisions that determine the long-term development of the organization, but also specific actions that ensure the rapid response of the enterprise to changes in the external environment, which may entail the need for strategic maneuver, revision of goals and adjustment of the general direction of development.
Strategic management is often called market strategic managemente(strategic market management). The inclusion of the word “market” in the definition means that strategic decisions should take into account the development of the market and the external environment to a greater extent than internal factors. strategic managementenie also means that the management process should be proactive, not reactive. At In a proactive strategy, managers try to influence events in the external environment, rather than simply react to them. The need for such actions is determined by two reasons:
* for a quick response to changes in the external environment, it is important to participate in their creation;
* changes can be so significant that it is important, if possible, to influence them.
These factors explain the desire of big business to influence the adoption of political, economic, legislative and other changes at the macro and micro levels.
The evolution of corporate governance systems is shown in Table 1.1.
It can be seen from the table that successive governance systems have been oriented towards a growing level of instability and an increasingly less predictable future. From this point of view, the following classification is given. control systems.
1. Management based execution control(after the fact).
2. Management based extrapolation, when the pace of change is accelerating, but the future can still be predicted by extrapolating past trends.
3. Management based anticipation of change. The pace of change has accelerated, but it is possible to anticipate the chances and dangers of the external environment and take them into account when developing a strategic plan.
4. Management based flexible emergency solutions, when many important tasks arise so rapidly that they cannot be foreseen in time.
1.2 The essence of strategic managementnthat
The essence of strategic management is the answer to three critical questions:
* What is the current state of the company?
* In what position would it like to be in three, five, ten years?
* How to reach the desired position?
For an answer to first question managers must have a good understanding of the current situation in which the enterprise is located before deciding where to go next. And for this it is necessary information base, providing the process of making strategic decisions with relevant data for the analysis of past, present and future situations.
Second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set.
Third question strategic management is associated with the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.
I. Ansoff (Ansoff) recommends considering strategic management as consisting of two complementary subsystems: analysis and selection of a strategic position and operational management in real time. Thus, strategic management, in contrast to strategic planning, is an action-oriented system that includes consideration Tstrategy implementation process, as well as evaluation and control. Moreover, the implementation of the strategy is a key part of strategic management, since in the absence of implementation mechanisms the strategic plan remains only a fantasy.
Differences strategic management from strategic plannersbutnia in addition to being related to the strategy implementation process, they are determined by several other important factors:
* content- in strategic management, the measure of the uncertainty of the external environment increases while the signals of changes are weakened and, consequently, the information content of the management system is reduced. This leads to the development of more sensitive information monitoring systems for the external environment;
* the emergence of strategic surprises such as the sequestration of the Russian budget, which are forced to take strategic decisions outside of planning cycles, those. strategic management is characterized by a quick response to changes in the external environment within the planned periods. To capture such surprises, systems are being created for collecting, analyzing information and making strategic decisions in real time (on-line system);
* the reaction of strategic management to external changes is dual: long-term and operational at the same time. Long-term response is laid down in strategic plans, operational - is implemented outside the planned cycle in real time;
* in strategic management, the external environment is not considered as something given and unchanging, to which the company must adapt. Rather, the ways and strategies of changing the external environment are considered;
* strategic management includes elements of all precedingYucontrol systems, those. involves budgeting, the use of extrapolation to estimate relatively stable factors, the application of elements of strategic planning, and the improvements necessary to adapt real-time strategic decisions.
Other definition strategic management - is an activity to ensure the implementation of the organization's goals in a dynamic, changing And volatile and uncertain environment, allowing optimal use of existing potential and remaining susceptible to external changes e opinions.
1.3 Problems and prospects for the development of strategic management in Russiandacceptances
In the economic practice of Russia, the mechanism strategic management is in its infancy. At the same time, domestic and international analysts believe that the Russian market has entered the stage when the lack of a developed strategy hinders enterprises at every step. What is the role of strategic management for an enterprise in a market economy?
In a command economy, when developing its plans, an enterprise received from above information about the range of products, suppliers and consumers, prices for its products, and many other indicators and standards that were automatically laid down as the basis for developing plans. The planned work itself was reduced to the search effective ways performance of tasks in a sufficiently predictable external environment. This task remains in the transitional economy, but in market conditions this is only part of the planned work.
The company must now self-determine and predict the parameters of the external environment, the range of products and services, prices, suppliers, markets, and most importantly - their long-term goals and strategies for achieving them. This part of the planned work is covered by the development of a strategic plan. The momentary strategic decisions that brought success to some companies immediately after 1991 no longer work, many new companies have disappeared or, having reached a certain level, stopped growing.
Therefore, both the leaders of new companies and the directors of many former state-owned enterprises are coming to understand the need to develop a development strategy. This is facilitated by the identification of the enterprise as an integral isolated system, the formation of new targets and interests of the enterprise and its employees.
The need for the formation of a strategic management system in domestic practice is also due to ongoing integration processesfromthemselves. In Russian business, commercial firms, along with groups, many of which are backed by commercial banks, have begun to acquire industrial enterprises, participating in privatization, investment competitions, actively buying up shares of attractive enterprises.
The names of such firms and groups are well known to everyone, these are LogoVaz, industrial groups of banks Menatep, Russian Credit, etc. Apparently, the central task now will be to move from the current state of integration to the sustainable and effective development of integration processes, which is impossible without solving the problems of strategic management.
The next important prerequisite for the development of strategic management is the process business globalization, which affected our country.
There is a growing awareness among directors of former state-owned enterprises and leaders of new companies of the importance of setting long-term goals and planning for development in the long term. The matter is complicated by the fact that many Russian enterprises found themselves in a kind of information vacuum.
On the one side, an abundance of disordered external information, with another- lack of systematized guidelines for choosing directions for development. In addition, the tools for developing and implementing one's own strategy differ significantly from the previously adopted planning system, and so far relatively little is known about them, since in practice they have not become generally accepted methods of planned work. Most domestic manufacturers are only coming to an understanding of what is called strategic management.
2 . General concept strategic management
2.1 The concept and essence of strategic managementinleniya
Strategic Management - the process of developing, making and implementing strategic decisions, the central link of which is the strategistAndlogical choice based on a comparison of one's own resource potentialdacceptance with the opportunities and threats of the external environment.
The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.
The key characteristics of the strategic aspect of organization management in comparison with the operational (current) management practiced in business over 20 years ago are shown in Fig. 2.1.
Rice. 2.1. Characteristics of operational and strategic management
Taking into account the noted features strategic management- is the management of the organization, which relies on human potential as the basis of the organization. It focuses production activities on the needs of consumers, implements flexible regulation and timely changes in the organization that are adequate to the impact of the environment and allow achieving competitive advantages. , which, ultimately,aboutenables an organization to survive in the long term while achieving its goalselei.
Depending on the priority of the approaches used and the reaction to external changes in the development of corporate governance, the following stages are distinguished (similar to the stages of development of strategic management):
* budgetary and financial control (budgeting);
* management based on extrapolation (long-term planning);
* anticipation of change (strategic planning);
* management based on flexible emergency solutions (strategic management).
The successive control systems are oriented towards the growing level of instability in the environment and the ever-less predictability of the future. Thus, the emergence and practical use of strategic management techniques can be viewed as a reaction to the complication of management tasks (see Table 1.1).
The initial concept of strategic management
Styles of organizational behavior. One of the first concepts of management was based on the notion that different types of organizational behavior require significantly different organizational structures and management. The whole variety of behavioral styles is derived from two typical opposite styles - incremental and entrepreneurial.
Incremental style of behavior differs in the statement “from what has been achieved”, is aimed at minimizing deviations from traditional behavior both within the organization and in its relationship with the environment. Organizations that adopt this style of behavior tend to avoid change, limit it, and minimize it.
Entrepreneurial style of behavior characterized by a desire for change, for anticipation of future dangers and new opportunities. A wide search for managerial decisions is being carried out, numerous alternatives are being developed and the optimal one is selected from them.
The relationship between behavior styles and views managedand I
Strategic management requires entrepreneurial behavior.
There is a close relationship between styles of organizational behavior and types of management. Strategic management requires entrepreneurial behavior. The end result of strategic management is the systemic capacity to achieve the goals of the organization and its internal structure, providing sensitivity to changes in the external environment.
Tasks of the leader strategic issues, are to:
* identify the need for and implement strategic changes;
* build capacity to drive strategic change;
* select and educate personnel capable of carrying out strategic changes.
Operational management, in contrast to strategic management, deals with the use of the existing position of the enterprise and is based on an incremental style of behavior. The operational leader must turn the organization's potential into real value. Among its main tasks:
* definition of common operational tasks;
* motivation, coordination and control in the process of performing current tasks.
In the first half of the 20th century, strategic and operational management, as well as the corresponding styles of behavior, acted as alternative for the organization. Today, organizations are increasingly in need of both types of behavior and the effective combination of two types of management. The difference between strategic management and operational management is essentially determined by the differences between the considered types of organizational behavior.
¦ Functions of strategic management. Strategic management in the enterprise is expressed in the following five functions:
1. Strategy planning.
2. Organization of the implementation of strategic plans.
3. Coordination of implementation activities strategic objectives.
4. Motivation to achieve strategic results.
5. Control over the process of implementing the strategy.
Strategy planning involves the performance of such sub-functions as forecasting, strategy development and budgeting. Forecasting precedes the actual drawing up of strategic plans. It is based on the analysis of a wide range of internal and external factors, the conditions for the functioning of the enterprise in order to anticipate the possibility of development and risk assessment. A systematic forecast allows you to develop a reasonable approach to the strategy of the enterprise. Three dimensions are traditionally used in forecasting: time (how far ahead are we trying to look?), direction (what are the future trends?), magnitude (how big will the change be?). Taking into account the results of the analysis, the management of the enterprise formulates a mission (business area, global goal), determines the prospects for the development of the organization and develops a strategy. Linking the strategic goals of the enterprise with the results of the activities of individual units is carried out through the development of the necessary action program and budgeting. Budgeting includes program costing and resource allocation.
Organization of the implementation of strategic plans involves the formation of the future potential of the enterprise, the coordination of the structure and management system with the chosen development strategy, the creation of a corporate culture that supports the strategy.
Action coordination managers in the formation and implementation of the general strategy consists in coordinating strategic decisions at various levels and consistently consolidating the goals and strategies of structural units at higher levels of management.
Motivation how the function of strategic management is associated with the development of a system of incentives that encourage the achievement of the set strategic results.
Control consists in continuous monitoring of the process of implementation of strategic plans. It is designed to identify impending dangers in advance, identify errors and deviations from the adopted strategies and policies of the enterprise.
¦ Definition of the essence of strategic management. The main goal of strategic management is to develop the potential and maintain the strategic ability of an enterprise to survive and function effectively in an unstable environment. The totality of the considered functions and goals determines the essence of strategic management.
Thus, the essence of strategic management is the formation and implementation of an organization's development strategy based on continuous monitoring and evaluation of ongoing changes in its activities in order to maintain the ability to survive and function effectively in an unstable environment.
¦ Features of strategic decisions. The implementation of strategic management functions is carried out through the development and adoption of strategic decisions. These include all decisions that affect the main aspects of the enterprise, focused on the future and taken in conditions of uncertainty.
Strategic decisions have a number distinctive features. The main ones are:
* innovative character;
* focus on long-term goals and opportunities;
* the complexity of formation, provided that the set of strategic alternatives is indefinite;
* subjectivity of the assessment;
* irreversibility and high risk. Strategic decisions are decisions about the reconstruction of an enterprise, the introduction of new products and technologies, entering new sales markets, the acquisition and merger of enterprises, as well as carrying out organizational change(transition to new forms of interaction with suppliers and consumers, transformation of the organizational structure, etc.).
2.2 Main components and stages in the development of a strategic management
Components of strategic management. Strategic enterprise management includes five main components that form the following chain of prospective-target decisions (Fig. 2.2).
1. Vision is an image of the possible and desired future state of the enterprise.
2. Business area- type of activity associated with a particular economic unit, program, etc. Defining a business involves assessing its prospects and understanding its specific place and opportunities in it.
Rice. 2.2. The chain of perspective-target decisions in the management of enterprise development
3. Mission, or socially significant role, enterprise is a qualitatively expressed set of the main goals of the business.
4. Strategy- an integrated model of actions designed to achieve the goals of the enterprise. The content of the strategy is a set of decision rules used to determine the main directions of activity.
5. Programs and plans- this is a system of measures for the implementation of the strategy adopted by the enterprise, designed to solve the problems of distributing resources, powers and responsibilities among the departments (employees) involved in the implementation of the strategy; development of operational plans and programs.
Stages of strategic management. The main stages of strategic management:
environment analysis;
defining the mission and goals of the organization;
formation and choice of strategy;
strategy implementation;
evaluation and control of the implementation of the strategy.
Environmental Analysis is the initial process in strategic management, as it creates the basis for defining the mission and goals of the organization, developing a strategy for its development. The internal environment of the organization is analyzed in the following areas: marketing, finance and accounting, production, personnel, management organization. When analyzing the external environment, economic, political, social, international factors, as well as competition factors are examined. In this case, the external environment is divided into two components: immediate environment(environment of direct impact) and macroenvironment (environment of indirect impact). The purpose of strategic analysis is to identify the threats and opportunities of the external environment, as well as the strengths and weaknesses of the organization.
The process of defining the mission and goals consists of three sub-processes:
* formulating the mission of the organization, which in a concrete form expresses the meaning of its existence;
* definition of long-term goals;
* definition of medium-term goals.
Formulating and choosing a strategy involve the formation of alternative directions for the development of the organization, their evaluation and selection of the best strategic alternative for implementation. In this case, special tools are used, including quantitative forecasting methods, development of scenarios for future development, and portfolio analysis.
Implementation of the strategy is a critical process, since it is he who, in case of successful implementation, leads the enterprise to achieve its goals. The implementation of the strategy is carried out through the development of programs, budgets and procedures, which can be considered as medium-term and short-term plans for the implementation of the strategy. The main components of the successful implementation of the strategy:
* the goals of the strategy and plans are communicated to employees in order to achieve on their part an understanding of what the organization is striving for and involve them in the process of implementing the strategy;
* the management ensures in a timely manner the receipt of all the resources necessary for the implementation of the strategy, forms a plan for the implementation of the strategy in the form of targets;
* in the process of implementing the strategy, each level of management solves its tasks and performs the functions assigned to it.
results implementation of the strategy are evaluated and with system feedback control is exercised activities of the organization, during which adjustment of the previous stages can occur.
The sequence of interrelated works on strategic analysis, the choice and implementation of the strategy is the process of strategic management (Fig. 2.3
Rice. 2.3. Strategic management process model
As can be seen from the diagram, the strategy development process is iterative (cyclic). Thus, the definition and selection of a strategy can take place at the stage of analysis of the external environment, and the evaluation of the strategy will require additional external analysis. In addition, a change in strategy leads to the need to monitor and annually adjust strategic decisions and plans.
2.3 Objects of strategic managementinleniya
Characteristics of objects of strategic management. There are three groups of objects of strategic management, corresponding to the three structure-forming levels of the enterprise:
1 . Enterprise as a whole(group of enterprises, concern, independent plant or factory).
2. Strategic field of management (business), those. a set of product and market segments and activities of the enterprise, allocated for independent production, technical, commercial and regional policy. The strategic business field of large multi-product enterprises, as a rule, is divided into strategic business units. A strategic business unit is an intra-firm organizational unit responsible for developing a firm's strategy in one or more target market segments.
Concept of strategic business units had a significant impact on the formation of management systems in large firms around the world and is therefore considered as an important element of strategic management.
The concept of market segmentation underlies the allocation of strategic business units. Segment - this is a certain way allocated part of the market, where the company's products can be sold. The objects included in the segment must have common features.
The identification of strategic business units is largely a matter of subjective choice. The following criteria for identifying business units can be proposed:
* a strategic business unit has a certain range of clients and customers;
* the business unit independently plans and carries out production and marketing activities, logistics;
* the activity of business units is evaluated on the basis of profit and loss accounting.
The main task of a strategic business unit is to achieve its strategic goals (entering a new market, reducing costs, increasing market share, developing new products, etc.).
3. Functional area of activity, or subdivision,- structural divisions of the enterprise, focused on the performance of certain functions and ensuring the successful operation of strategic business units and the enterprise as a whole (R & D, production, marketing, finance, etc.).
Vensil's strategic management concept / Lagrange . The authors of this concept, based on the differentiation of the levels of strategies, were able to present the process, carriers and levels of strategic planning in a single form.
The process of strategic planning, according to the authors, includes four stages:
* Structuring goals and determining the discrepancy between the intended goals and real opportunities (gap analysis);
* identification of the necessary resources and development of options for overcoming the identified gaps;
* allocation of resources (planning and budgeting);
* monitoring and control over the implementation of the planned plans and programs.
Thus, the formation of an organization's development strategy is an iterative process and is carried out at all levels of the hierarchy.
Rice. 2.4. Strategic management process model
1. Clarification of corporate goals and structuring.
2. Forecasting future activities based on the current strategy and determining the discrepancy (gap) between forecasts and goals.
3. Establishing the difference between the indicators of the strategic plan and the capabilities of the enterprise.
4. Adjustment of strategic goals based on the results of the analysis of gaps and internal opportunities.
5.6. Development of strategy options at the functional level and business levels.
7. Consolidation of strategic plans of business units and functional units.
8. Allocation of resources necessary for the implementation of the goals. 9.10. Allocation of resources at the appropriate levels of the strategy.
11, 12. Supervision and control over the use of resources.
2.4 Types of strategic managementenia
Management based on the solution of strategic tasks. Management by ranking strategic tasks focuses on tactical survival, which is based on maintaining the position of the enterprise in the basic areas.
No perfect strategy can take into account all situations that arise as a result of changes in the external environment, as well as the development of the organization itself. In response to their appearance, the enterprise forms and solves strategic tasks, with the help of which the necessary adjustment of its activities (policies, plans) is carried out. An example of such tasks is achieving high growth rates, improving the internal climate in the team, attracting new partners and customers, etc.
Management based on the solution of strategic objectives is used when the events that may occur are fully or partially predictable, but it is impossible or inappropriate to change the general line of behavior of the enterprise in order to respond to them. Solving strategic tasks, the organization has the opportunity to prevent the occurrence of an unfavorable situation in a timely manner, to a large extent mitigate its negative consequences, or to use the opportunities that open up to the maximum benefit.
The algorithm for identifying strategic tasks is shown in fig. 2.5.
As can be seen from the diagram, there are two sources that generate the emergence of strategic tasks:
* tendencies of changes in the external environment of the organization;
* internal trends characterizing the development of the organization.
External trends reflect the political (military actions), economic (market conditions), technological (the emergence and spread of new types of technology) and social (strengthening requirements to maintain employment levels) aspects of the business environment.
Rice. 2.5. Management by ranking strategic objectives
Internal trends are similar in nature to external ones. They can be natural (an increase in the incidence of personnel, disrupting the normal course of work), technological (obsolescence of equipment, technology), economic (diversification of production, increased capital intensity and financial instability), social (development of a mechanism for motivating labor activity).
The management process by solving newly emerging strategic tasks provides for:
* Constant monitoring of all trends.
* Analysis and detection of dangers and new opportunities.
* An assessment of the importance and urgency of solving newly emerging problems based on their classification:
a) the most urgent and important tasks that require immediate action; b) important tasks of medium urgency that can be solved within the next planning cycle;
c) important, but non-urgent tasks that require constant monitoring; d) tasks that are false alarms and do not deserve attention.
* Preparation of decisions (it is carried out by specially created operational groups).
* Decision making taking into account possible strategic and tactical consequences (executes leadership).
Updating the list of issues and their priority.
Weak signal control. Obvious and specific problems identified as a result of observation are called strong signals. Other problems known from early and inaccurate indications are commonly referred to as slbutold signals. The stronger the signal, the less time the company has for a response.
On a strong signal, an enterprise can act decisively, for example, stop further increasing its capacity and reorient to use it for another purpose. The response to a weak signal can be extended over time and intensify as the signal grows.
The order of actions of the enterprise at weak signals about occurrence of problems is shown in fig. 2.6. The nature of measures to increase the effectiveness of the signal.
Rice. 2.6. Enterprise response to weak signals of problems
It can be seen from the diagram that in the presence of inaccurate signs of danger (level 1) it is necessary to constantly monitor the external environment and determine the relative strength of the signal. When sources of danger or opportunity become clear (level 2) , measures are taken to reduce external strategic vulnerability and increase the internal flexibility of the enterprise (for example, in the event of a threat of a decrease in demand due to the creation of a substitute product, preliminary measures are developed to enter another market, expand the range, etc.). Further signal amplification (level 3) allows you to assess the magnitude of the danger (for example, the demand for products in the short term will decrease rapidly) or the level of new opportunities. Such a signal indicates the need to start developing preparatory signals, a feasibility study of projects or programs, the implementation of which will reduce the time for the implementation of practical measures.
Finally, when the essence of the problem is revealed and the ways to solve it are established (level 4) , action plans are being developed and implementation is under way.
Management in conditions of strategic surprises. The system of emergency measures for strategic surprises is used in emergency situations that arose suddenly; when new tasks are set that do not correspond to past experience, and the lack of solutions (for example) leads to major damage. This system involves the following actions:
* use of a switching network of communications for emergencies;
* redistribution of responsibilities of top management: control and preservation of the moral climate; regular work with a minimum level of disruption; taking emergency measures;
* creation of groups of flexible ranging from the most experienced specialists, endowed with the necessary powers; their duties include constant monitoring, analysis and assessment of the situation, development of the necessary operational decisions, taking into account their possible consequences; such groups have a special status and operate contrary to the hierarchy existing in the organization.
The considered systems (types) of strategic management do not replace each other. Each of them is used in certain conditions, depending on the degree of instability of the external environment.
The readiness of an enterprise to use an adequate system of strategic management is determined primarily by the personnel potential and resources of the organizational management structure.
The effectiveness of management in the face of strategic surprises depends on understanding the essence ongoing events, correct assessment situations ability patto recognize the clues in time impending danger.
2.5 Principles of strategic management
Strategic management is based on a number of principles that must be taken into account in the process of its implementation. The main ones are:
1. Science combined with elements of art. The manager in his activity uses the data and conclusions of many sciences, but at the same time he must constantly improvise, look for individual approaches to the situation. The implementation of this task presupposes, in addition to knowledge, mastery of the art of conducting competition, the ability to find a way out of the most difficult situation, focus on key problems, highlight the main advantages of ...........
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Without a strategy, an organization is like a ship without a rudder, sailing in circles or like a vagabond who doesn't know where to go.
Joel Ross, Michelle Cami
1.1. Essence of strategic management
The essence of strategic management is the answer to three critical questions:
- What is the current state of the enterprise?
- In what position would it like to be in three, five, ten years?
- How to reach the desired position?
To answer the first question, managers must have a good understanding of the current situation in which the enterprise finds itself before deciding where to go next. And this requires an information base that provides the process of making strategic decisions with relevant data for the analysis of past, present and future situations.
The second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set.
The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components of this stage are the available resources, management system, organizational structure and personnel.
Among the objects of strategic management, there are three groups:
- Organization as an open complex socio-economic system, representing a set of structural units.
- A structural subdivision is a direction of an organization's activity, an independent market-oriented economic unit that can act as a full-fledged competitor in its market segment, has its own circle of suppliers, consumers and competitors.
- The functional area of the organization is a field of activity represented by functional structural units that specialize in performing certain functions.
The subject of strategic planning and management are:
1. Problems directly related to the general goals of the organization.
2. Problems and solutions associated with any element of the organization.
3. Problems associated with uncontrollable external factors.
Assumes the implementation of the following functions:
- Analysis of the external and internal environment of the company;
- Definition of the mission of the company and its goals;
- Dividing the overall goal into subgoals;
- Determining the means to achieve these goals;
- Choice of strategy;
- Implementation of a strategy aimed at achieving goals;
- Evaluation and control of the implementation of the strategy.
All types of management are interconnected.
Any manager performs administrative functions, manages the staff, participates in the choice of the goals of his activity and the means to achieve it. Director of a small business and even more so individual entrepreneur performs all or most of its functions. Only with an increase in the size of the company does it become possible to assign them to different employees or departments of management. However, in all cases it is advisable to distinguish and analyze the types of management, since they are characterized by special means and methods of management, skills and techniques.
The basis of enterprise management.
Extremely rapid changes in the business environment of Russian enterprises, associated with the development of competition, information technology, business globalization and many other factors, increase the importance of strategic management.
As a concept of company management, it allows you to look at the organization as a whole, to explain from a system-wide perspective why some companies develop and prosper, while others stagnate or face bankruptcy. With the increasing level of instability of conditions entrepreneurial activity the need for firms to focus on strategic management is growing.
It is an integrating course that combines various sections and disciplines of the theory of the firm: management, marketing, economics of the firm, financial management, Information Technology. As a scientific discipline is constantly evolving, there is still no unambiguous view of many of its components.
Extends to long-term goals and actions of the company. We can say that the formulation of a strategy (mode of action) and its clear tools are the core of management and the surest sign of good company management.
The content of strategic management are:
- definition of the purpose and main goals of the company's business,
- analysis of the external environment of the company,
- analysis of its internal situation,
- selection and development of a strategy at the level of SZH, firms,
- analysis of the portfolio of a diversified company,
- designing its organizational structure,
- choice of degree of integration and control systems,
- management of the complex "strategy - structure - control",
- determination of standards of conduct and policies of the company in certain areas of its activity,
- providing feedback on the company's results and strategy,
- improvement of strategy, structure, management.
All this is reflected in Fig.1.
Fig.1. Content of strategic management
Basic requirements for a strategic manager
In order to compete in today's complex and rapidly changing environment, a firm must identify who drives strategy development - strategic managers. Their task is to ensure the activities of the entire organization in a certain direction (often they are called complex managers). They are different from functional managers who provide individual business functions (human resources, procurement, production, sales, customer service, accounting) and occupy a unique position in the company, managing the entire organization in a strategic sense.
According to E. Wrapp (University of Chicago), the most successful strategic managers should have the following qualities:
- be well informed
- be able to manage your time and energy,
- be good politicians (consensus builders),
- they should not be, like experts, "obsessed",
- the ability to promote the program in private directions.
Good awareness provides for the possibility of making a wide range of management decisions on different levels management. Managers must create a network of information sources in various parts of the organization that will enable them to stay within operational realities.
They must be able to allocate their time and energy among various tasks, decisions or problems. They need to know when to delegate responsibility and when to get involved in a particular decision.
A good politician must have the art of reaching consensus on the basis of his ideas, and not press his authority to promote them. He must act as a member or leader of a coalition, not as a dictator.
The changing world requires a certain amount of flexibility from the strategic manager. He must be ready to maneuver and adapt to the current situation. This does not mean that the firm should act without certain goals, but one must be prepared to adjust them.