Strategy in management refers to the general concept of how the main goals of the enterprise are achieved, the problems facing it are solved and the limited resources necessary for this are distributed. The strategy is a set of management decisions that reflect the organization's response to the external and internal conditions of its activities and development.

The strategy includes the following elements:

1) the system of goals is the mission, corporate and specific goals;

2) priorities (guiding principles) of resource allocation. For example, they can be distributed equally, proportionally or in accordance with needs, concentrated on decisive areas, etc.;

3) rules for the implementation of management actions, for example, the procedure for drawing up and approving plans, monitoring, evaluating work, etc.;

4) assumption about the development of key environmental factors;

5) an idea of ​​the activities of competitors;

6) internal and external restrictions;

7) course of action;

8) action program;

9) resources;

10) situational strategies;

11) financial plan.

The main divisions that make up the firm also have their own strategies.

Experts identify the following factors that affect the strategy of any organization and give it specificity.

1. A mission that is heavily influenced by societal priorities and needs.

2. Competitive advantages, i.e., a set of additional opportunities that the organization has in its field of activity compared to rivals. For example, high quality of products and services, low costs, convenient geographical location, etc. Competitive advantages provide higher efficiency of the company, but sooner or later weaken or disappear under the onslaught of rivals. Therefore, in practice, it is constantly required to maintain them at the proper level and look for new ones.

3. Features of products, their marketing, after-sales service.

4. The specifics of the organization itself - the internal structure and its expected changes, the management system, the development of integration and differentiation processes.

5. Available material, financial, information, human resources. The larger they are, the larger the future changes can be.

6. The potential for the development of the organization, improving its activities and expanding the scale, growth of business activity.

7. The culture and competence of management, the level of ambition and enterprise of its leadership, the ability of the latter to lead, the internal climate in the team.

The strategy is also influenced by the degree of riskiness of the organization's activities, the level of training and experience of personnel, the organization's dependence on the external environment and on previously assumed obligations.

Based on the strategy, a course of action is built, that is, a system of guidelines that the organization adheres to in daily activities. Together with restrictions (most often not officially announced), it constitutes the content of the organization's policy. Politics is a general guide for action and decision making. For example, it can take a course to improve the quality of the staff and at the same time discriminate in employment on the basis of age, nationality and gender.

The strategy formation process is carried out as follows. First comes the formulation of the strategic goal; assessment of market opportunities and resources of the organization; creation of a general concept of the strategy and, within its framework, a set of options for discussion. Then the options are finalized to the desired condition, analyzed and evaluated. As a result, the best of them is accepted as the basic one and serves as the basis for creating special and functional strategies, preparing strategic and operational plans, programs, and budgets.

Governing with rules is easier than considering each case individually, since they provide more certainty and are especially needed at the lower levels of the hierarchy.

22. There are four levels of strategy development (Fig. 2.5):

Corporate level;

SZH level (business strategies);

Functional level;

Operational level (lower level managers).

The development of a strategy for a diversified company differs from a similar process in a single business company in that in the first case, in addition to three levels, there is also a corporate strategy that allows explaining the general direction of the company. Let us describe the levels of strategy development.

Corporate strategy of the company describes approaches to managing the SBA portfolio and describes actions to achieve positions by creating and optimizing the SBA portfolio and improving the competitive advantages of a diversified company. For a diversified company, the strategy should give more than the sum of the SBA strategies, and therefore, the main task at the corporate level is to create a synergistic effect.

Business-strategy is a management plan for SZH. The strategy is also a single business strategy. The elements of a business strategy are:

Responding to changes in the industry;

Development of a competitive strategy;

Accumulation of the necessary knowledge and means of production;

Coordination of strategic initiatives;

Solving specific strategic problems of companies.

Thus, a business strategy is a set of measures and approaches that are appropriate in a certain competitive environment.

functional strategy called the management plan for a functional unit within one division of the company (R & D, production, marketing, sales, finance, personnel). Like a business strategy, a functional strategy should support the corporate level of decision making.

Production strategy- this is a subsystem of the strategy, presented in the form of a long-term program of actions to implement the concept of creating a product, which provides for the use and development of all the production capacities of the organization in order to achieve a strategic competitive advantage. Setting goals for the production strategy is carried out in accordance with certain criteria: the cost of producing the product, the quality of production, the quality of production supplies, the compliance of production with demand.

HR strategy is a subsystem of the strategy, presented in the form of a long-term program of action to implement the concept of personnel development in order to ensure a strategic competitive advantage. The basis for creating a strategy is to address the issues of selection and placement of personnel, assessing the position of a person in an organization, forming a remuneration system, and creating mechanisms for advanced training.

Financial strategy is a subsystem of the overall strategy, presented in the form of a long-term program of action to implement the concept of using own and borrowed financial resources in order to achieve a competitive advantage. Through the financial strategy, all specialized strategies and strategic positions are integrated into a single corporate strategy. The financial strategy should contain consolidated strategic indicators, solutions for optimizing corporate finances, and a financial and investment strategy. For each position, the program should contain goals, strategic directions and specific tactical actions.

Functional strategies complement each other. In this regard, the following principle of building a strategy is possible: a key direction (function) is identified, through which the process of developing other functional strategies, as well as the overall strategy as a whole, is largely set.

Operational strategy represents a more detailed approach and serves as the base of the corporate strategy pyramid. The operational strategy is important from the point of view of strategic completeness and contains the principles of leadership of key units and specific strategic initiatives.

A necessary condition for effective management is the coordination of goals and strategies along the vertical and horizontal of the organizational structure.

Contrary to a fairly common belief, the term "strategy" in business itself does not have any clear and, as they say, generally accepted definition. But there are many definitions of very authoritative specialists in the field of management. Here, for example, is Hussie's definition:
« Strategy - a set of means by which an organization approaches the achievement of its long-term goals».
Mintzberg proposed four definitions at once:
one. " Strategy - a plan "how to do", a means of obtaining the desired result».
2. " Strategy is a pattern of action over time; for example, a company that regularly launches very expensive products on the market uses a high end strategy».
3. " Strategy is positioning, that is, strategy reflects decisions to offer specific products or services in specific markets.».
four. " Strategy is a perspective, that is, a vision and a perspective».
Trout believes that a successful strategy is an idea how to stand out from the crowd of your competitors».
Porter talks about a competitive strategy (but what else is it?), which, in his opinion, is: to be different". And he adds that " it means deliberately choosing a different set of actions to create a unique connection values." Somewhat earlier, Porter defined competitive strategy as " a combination of the goals a firm strives for and the means with which it seeks to achieve them».
And then there are the definitions of Steiner and Andrius, Trego and Zimmerman, Trici and Wiersm... However, it is not difficult to see that all of them, one way or another, come down to the definition of Moltke:
« Practical adaptation of the means at the disposal of the general to achieve a visible goal».
Unless it is necessary to replace the "general" with the "general director". But only military historians read Moltke. Although the definition of Moltke, if it is translated into a commercial manner, is more general than the definitions of authorities from business management.
A very close (and also military) definition of strategy is given by Webster's Dictionary:
« Strategy - the science of planning and conducting large-scale military operations, of maneuvering forces in order to occupy the most advantageous position before making contact with the enemy».
It is easy to see that for some authors strategy is a science, for others it is an activity, for others it is the choice of "driving forces", etc. Further, accordingly, there are differences in the content of practical recommendations.
Therefore, everyone perceives the same recommendation in their own way and implements it also in their own way, getting completely different results from others. In any case, not the ones that were planned. This follows from the disappointing statistics of business failures. As management classic Lionel Jorvik put it, “ there is nothing that erodes morale in an organization more quickly and more completely than the feeling that those in charge don't know what's on their minds.". And it’s even worse with a strategy: leaders think they know, and subordinates see not a strategy, but situational shyness.
Of course, there are individual leaders who not only know their strategic duty, not only understand it correctly, but also carry it out in earnest. But for the most part bosses do not want to deal with strategic tasks. They are also people and tend to act in the energy minimum mode (taking into account, of course, individual characteristics). For them, the strategy is just a detachment from the headache when looking for solutions to operational problems: the bosses dump this heavy task (and the far-sighted - and the responsibility) on their assistants (in various ranks), reserving only the right to choose and manage the overall implementation.
The boss can be understood: after all, he will look very good in his own eyes against the background of his subordinates, easily solving their problems. He has much more opportunities, experience and awareness. And the strategy available to him alone and to the marketing service is a subtle and ungrateful thing: the results of good strategic work will not even be noticed by subordinates, taking them for granted.
Meanwhile, according to the World Bank, the presence of a long-term strategy, formalized in the form of a business plan, reduces the probability of bankruptcy by half. A business plan for a year is considered short-term. It reduces the probability, but does not guarantee anything, because the business plan may be different. Another name for a business plan in relation to the company as a whole is a strategic plan.
To begin with, let's deal with the definition of the goal, because it is clear that any strategy, any activity makes sense exactly to the extent that they pursue some kind of goal. Not to mention how justified and generally achievable it is. As Genghis Khan said, moving forward works like a strategy, if you only know where this “forward” is. At first glance, there are no particular difficulties here: the company always has some difficulties, and management must solve the problems that arise in connection with this. Moreover, one might wish to, say, double the production capacity, bring quality to the world level, and so on. The management of the company has the right to set any goals for itself. But from this right the question arises: what is the main goal among all possible ones? It is known, after all, that the achievement of the main goal should be subordinated to all other goals and resources of the company. Otherwise, as experience suggests, resources will be spent extremely inefficiently. How to be?
Obviously, when defining the main goal, one cannot be guided by current ideas about the importance of certain current tasks for the company: tomorrow the situation will be different, and, accordingly, there will be other priorities. Therefore, it is necessary to identify among the whole set of goals those that will retain their importance in any market troubles, which very often overshadow the prospect. This is important, as a person tends to give priority to current problems at the expense of future problems.
From the definition of the concept of "commerce" it follows that the purpose of this type of human activity is profit (profit): in a specific amount in a specific timeframe. Of course, this definition of the main goal is somewhat of a simplification, because the benefit is only one of the ways to assess the effectiveness of the company, considered in a very narrow - commercial - sense. In reality, even the smallest company is a complex social object that has a complex structure of interactions with the external environment. And since the theory of social objects has not yet reached the necessary level of its development, one has to be content with one of the most understandable methods of evaluation. This circumstance introduces uncertainty and, consequently, arbitrariness in relation to the planned parameters of the benefit. It is important to understand that the higher the evolutionary (and also chronological) age of the company, the less satisfactory is the benefit as the only criterion and, all the more, the arbitrariness in determining its parameters. It is even more difficult to accept that the goal is only a form of representation of the final result of an action, predetermined by the pressure of independent circumstances.
Like any other activity, commerce requires well-functioning interaction. That is, system interaction. Systematicity is created by chains and a tree of processes. They also create causal chains and, consequently, establish a hierarchy, a system of intermediate goals of various ranks. These goals are the planned "output" parameters of the initial and intermediate processes. Operations and resources are necessary conditions and means to achieve goals.
Here it is important to take into account that each state of the company's objects and processes is supported by homeostatic regulation. Usually, homeostasis is perceived as a reaction of rejection by the staff of any innovations, except for raising their salaries. Therefore, in order to transfer the homeostasis of the analyzed chain of processes to a less resource-intensive level (and indeed for any changes), it is necessary first to disturb the homeostasis of the operators of this chain.
If we build a system-process model of a company, we will see that its analysis generates many tasks for optimizing process chains and transforming the existing organization of the company. In fact, we will get a systemic set of goals and objectives of the company, both momentary and very distant. The solution of tasks to ensure the achievement of goals reveals a system of conditions necessary for this. That is, the hierarchy of the company's strategic goals.
The longer process chains can be built (with going beyond the company), the more reliable forecasting tool will be obtained. Not to mention the possibility of designing operations to manage remote processes.
The system-process model of the company helps to identify not only the previous stages and tasks for a given goal, but also to calculate the whole range of means and methods necessary to achieve it. After all, no matter how perfect the processes and their chains, operations and algorithms are, they can always be further improved, optimized, reduced resource consumption, etc. The analysis of the model always generates a lot of tasks for optimizing the processes, resources, operations and functions necessary to ensure the guaranteed achievement of the main goal and the solution of intermediate tasks. Thus, clarity is introduced into the ranking of goals and objectives, dividing them into strategic and tactical.
Based on these tasks, it is possible to build an internally logical and complex (holistic) strategic full plan for future activities. Such a plan shows what conditions are needed to guarantee the achievement of the goal, and, most importantly, how to create these conditions.
As the company evolves, it acquires the ability to build more and more reliable and long-term models, taking into account possible scenarios for the behavior of the environment. On this basis, tools and methods are developed for guaranteed (or at least highly probable) solutions to their problems, as well as means and methods for preventing and solving possible problems, which are also included in the strategic plan. It is this activity that is called a strategy that takes companies out of the pressure of evolution based on natural selection.
Thus, the company's strategy is a systematic activity to ensure the guaranteed achievement of the main goal of the company. This definition is closest in its content to the military prototype, both ancient Greek and German according to Moltke, and, at the same time, is general. True, here we must keep in mind that we are talking about a very specific resource - an intellectual one, which is a strategic plan. Of course, under different conditions, such a plan can have not only a different name, but also a different degree of formalization. In particular, the technological regulations familiar to production workers are the same strategic plan, with the only difference that it is drawn up and improved for almost unchanged conditions. A part of the strategic plan is also a set of job descriptions, as well as organizational and administrative documentation.
Consistency is the key to everything. It is it that allows you to quickly place the right people, equipment and resources in the right place, at the right time and in the right order, so that the company survives, so that force an infinitely complex, volatile and confusing reality to result in an abstract form of success. Consistency in interaction means more than the service zeal of singles. The excess power of one car in the convoy will not increase its speed as a whole. And if it is not a column, but a disorderly heap ... Here it is appropriate to quote Napoleon's statement: “two Mamelukes certainly outnumbered three Frenchmen; 100 Mamelukes were equivalent to 100 Frenchmen; 300 Frenchmen for the most part defeated 300 Mamelukes, and 1000 Frenchmen have always beaten 1500 Mamelukes. Napoleon knew a lot about such things!
Consistency should not be confused with organization, which, in fact, is just another name for stupid diligence. Especially - with the classification, as it happens most often. Consistency means following the logic set by the process tree as an objective system-forming factor, and organizing the interaction of people in accordance with the system-process model.
Simply put, the use of a system-process model in the preparation and implementation of strategic plans creates a synergistic effect. Ignoring this model leads to disparate activities that have virtually no noticeable impact on the achievement of strategic goals.
There is only one strategy - successful. If success is not guaranteed, then there is simply no strategy, and the company moves at random, solving current problems and trying to guess the next step. The basis of the strategy is not the choice of any one path, but the creation of such conditions that all paths lead to the achievement of the company's goal.
It should also be added that the so-called. "change management" is simply meaningless without system-process models. If there is no holistic model of the company and, therefore, there is no certainty with all the possible “bouquet” of consequences from any change, then how can one take this matter seriously at all? Except perhaps according to the principle “to the foundation, and then”, which today in English is called reengineering. Really effective change management, company development management is possible only on the basis of system-process modeling (SPM).
Now it makes sense to consider what at least some of the many “strategies” of a specific nature that were mentioned at the beginning of the chapter look like from the point of view of the JMP. For example:
Harvesting, harvest strategy- rejection of a long-term view of the business in favor of maximizing income in the short term. Applies to an unpromising business that cannot be sold profitably. This strategy involves obtaining the maximum possible income during the period of reducing a specific type of activity to zero.
Divestiture strategy- involves the sale of an economic unit or its separation into an independent structural unit, from which the parent company (parent company) either refuses altogether, or retains only partial control (partially owns this unit).
Focused differentiation strategy- one of the types of focus strategy, when a company within a selected segment increases product differentiation in an attempt to stand out from other companies operating in the industry. The size of the target group (segment) depends on the degree, not the type of focus.
Preemptive strike strategy (initial advantage - preemptive strike strategy)- consists in actions to maintain an advantageous position in the market, which exclude the possibility of copying the company's strategy by competitors. These actions should completely block any attempts by competitors to push the company to a secondary role.
Focus strategy (specialization, concentration)- in strategic management, one of the general strategies of the company aimed at creating competitive advantages. The focus strategy is to focus on the needs of one segment or competitive group of buyers without striving to cover the entire market. The goal here is to meet the needs of the selected target segment better than the competition. Such a strategy can be based on both differentiation and cost leadership, or both, but only within the target segment. The strategy achieves a high market share in the target segment, but always leads to a small market share in general.
It is obvious that none of the above "strategies" is chosen arbitrarily, but is predetermined under the pressure of circumstances as a private marketing solution to the company's general and unchanging task of optimizing profits in a specific market situation, with a given combination of internal and external factors and taking into account trends in their changes. Thus, each of these "strategies" is only a description of a specific strategic plan, which can be given after it has been drawn up. And all the "strategies" together are only a classification of the most typical, frequently occurring variants of the same strategic plan. This circumstance serves as another confirmation that the uniqueness of any company lies solely in the uniqueness of the totality of the subjective ideas of its staff about themselves and their business.

Korolev V.A.

A strategy is not a long-term plan of action, but the evolution of a basic idea under ever-changing circumstances.

See also - a powerful management tool for strategy development.

CHAPTER 4. COMPREHENSIVE SOCIO-ECONOMIC STRATEGY OF THE ENTERPRISE

This chapter is in a sense central to the Handbook. It contains almost all the methodological information necessary for the formation of a comprehensive enterprise strategy. The content of this chapter allows the reader to form a detailed and detailed understanding of the structure of the strategy and its elements. If an enterprise is a holistic organism, then its strategy should be comprehensive, taking into account the relationship between the individual subsystems of the enterprise and the influence of the external environment on them. It is shown what role the potential of the enterprise and business as a whole plays in shaping the strategy. Eight independent directions have been identified that correspond to various relatively independent and interrelated aspects of the enterprise's activities and together constitute a comprehensive enterprise strategy, and for each direction the main options for a strategic choice are shown. A separate paragraph is devoted to each such direction of the strategy, which defines the elements of the strategy, provides (or provides links to other chapters of the book) examples and recommendations necessary for the independent formation of a strategy at the enterprise. A branched "strategic tree" is proposed, which is the main options for the strategic choice of an enterprise.

4.1. Essence and structure of enterprise strategy

The terms "strategy", "strategic decisions" have been repeatedly used in the previous chapters of this handbook. However, instead of a precise definition, the calculation was on an intuitive understanding of these words. This paragraph provides a clarification of these concepts in relation to the strategy and strategic decisions on enterprise management. It should be noted that the interpretations of the concept of "strategy" proposed here are not the only ones; in educational and scientific literature on strategic management and planning in enterprises (Akoff, 1972; Ansoff, 1989; Karlof, 1991; Economic Strategy of the Firm, 1995; Fundamentals of Entrepreneurial Activity, 1996; Glynn, Markova, Perkins, 1994; King, Cleland, 1982 etc.) other options are given. Thus, in work (Ansoff, 1989) strategy is defined as “a set of rules for decision-making that guides an organization in its activities”, and in work (Evenko, 1996) strategy is understood as “concretization of the development path of an enterprise based on the dynamics of the external environment by formulating long-term goals, searching for resources to achieve them and planning specific actions for the future. Despite the fact that the general content of the strategy is understood in a more or less similar way, it is necessary to give, if possible, an unambiguous and instrumental definition of strategy in this context.

The term "strategy" (from the Greek stratos - army, ago - I lead) has a military origin. Initially, strategy was understood as the art of warfare. Since wars were (and, unfortunately, still are) the most important events in the lives of people, peoples, countries, the concept of “strategic” in the sense of “most important”, “defining” has passed into the terminology of management in general.

Accordingly, the term "strategic decisions" refers to decisions that are of fundamental importance for the functioning of the business and entail (if implemented) long-term and inevitable consequences. Thus, two characteristics are used as a hallmark of strategic decisions - irreversibility and long-term consequences. This means that the implementation of strategic decisions changes the potential of the enterprise, and a return to the previous state of the control object, if possible, requires a lot of time, resources or effort. Obviously, decisions of this kind are made sooner or later in any enterprise, even where the very concept of strategy is not used. The leaders of such an enterprise, like Molière's hero, speak the language of "strategic prose" without suspecting it. The disadvantage of such a situation is that, without distinguishing strategic decisions from tactical and operational ones, enterprise managers do not pay the attention they deserve to the preparation and analysis of strategic decisions.

It is typical for strategic decisions that they are made by choosing from a discrete set of options known in advance. In the practice of enterprises, such decisions traditionally included plans for major reconstruction, expansion or liquidation of production, a radical change in the profile or specialization of the enterprise. In recent years, in connection with the processes of privatization, decisions on the type and ownership of property rights to the property and products of the enterprise itself have been added to the strategic ones. Thus, strategic decisions have always existed, although the need for their preparation and adoption at the enterprise level under centralized control was limited.

What are the strategic decisions? To answer this question, we can classify the processes that make up the activities of the enterprise as follows. A variety of technical, economic, financial, social and other processes occurring at the enterprise can be divided into three groups:

Processes for using the existing potential for the production of products, performance of work and provision of services (“ production»);

the processes of creating, building up and modernizing the potential of an enterprise (“ reproduction»);

Processes that ensure the creation and development of the most reproductive base of the enterprise (" reproduction reproduction»).

Using this classification, it is possible to appropriately structure the decisions made at the level of the enterprise's management. Decisions concerning the use of the existing potential of the production base, it is advisable to refer to tactical(Fig. 4.1.1). The most important decisions regarding the processes of formation (creation, replenishment, change) of potential can be attributed to strategic. Finally, decisions that determine the potential for the development of the reproductive base could be called super-strategic.

Rice. 4.1.1. The main processes of production and reproduction and the classification of decisions on enterprise management

Decisions of the second and third types (strategic and superstrategic) will be combined under the general term "strategic decisions".

I would like to emphasize the importance of decisions of the third type. It is often believed that the most important thing for an enterprise is to properly manage the available resources for the production of products that are in demand. However, even more important for the life of the enterprise as a whole is the system and decision-making mechanism. It is these components of the enterprise that determine what funds will be allocated for development, whether dividends will be paid (which significantly affects the position of the enterprise in the stock market), etc.

Strategic decisions (in the broad sense of the word) underlie the strategy of the enterprise. The very same strategy of the enterprise, therefore, should be like a framework on which specific tasks are based, decisions on individual issues of the functioning of the enterprise.

Let us now define more precisely the concept of enterprise strategy. There are three approaches to its definition. The first is based on structuring target space (sphere) of the enterprise- representations of certain persons interested in the activities of the enterprise, about desired state, results and evolution of the enterprise. These persons may include management representatives, employees, shareholders, investors, product buyers, suppliers, etc. (See paragraph 1.1.). Depending on the degree of detail or, conversely, the generalization of these representations in the target space, five levels of description are distinguished: mission, strategy, goals, tasks and actions (the last element is, as it were, the boundary between the target and behavioral spheres).

Mission (business creed, "philosophy") enterprises - a set of general attitudes and principles that determine the purpose and role of an enterprise in society, relationships with other socio-economic entities.

Strategy- a set of interrelated decisions that determine the priority areas of resources and efforts of the enterprise to implement its mission.

Goals– description of the final and intermediate states of the enterprise during the implementation of the strategy.

Tasks- specifying the goals of the enterprise in relation to various areas of its activity.

Actions- activities to achieve the goals.

The mission of an enterprise (business) is usually a rather concise and at the same time very capacious formulation, as if absorbing the ideas of the enterprise (businessman) about the environment (see Chapter 1), its own capabilities and claims and the purpose of the enterprise (business). An example of the mission statement of Matsushita Electric Products Company: “To be a good member of the industrial community; improve the social life of people; to produce in abundance cheap, “like water”, household appliances” (Kono, 1987). It is clear that in order to formulate the mission of the company, it is necessary to take into account and process a significant amount of information about both the external and internal environment of the company, including the degree of stability of the political environment, the state's orientation towards supporting the development of industry; on tax regimes; on the dynamics of the level of transaction costs in the industry, etc. (see paragraph 1.2).

Despite the generality of the mission statement, it is not invariant and may change as the firm itself or the conditions of its functioning (including macroeconomic and social conditions) evolve. However, the process of developing a new mission should take place under the patronage and control of both the top management of the company and representatives of all persons interested in the activities of the enterprise, since this also entails a change in all other elements of the target space.

Thus, the structuring of the target sphere here is made in the form of a hierarchical system, in which each subsequent level should be considered as a certain refinement of the previous one. In turn, a higher level appears as a synthesis of one or more lower ones.

It is important that with this approach strategy is seen as an organic unity of goals and means of their implementation.

It should be noted that the goals are brought to a lower level of generalization, since the formulation of the goal should have a sufficient degree of specificity in order to be able to talk about the degree of implementation of a particular goal. In particular, for this it is desirable that the description of the goal includes some values ​​of indicators measured on more or less meaningful scales - quantitative, difference or ratio scale.

Based on these assumptions, the chain of typical elements of the target area looks like this: "mission - strategy - goals - tasks".

At the same time, a slightly different representation of the structure of the target space is known, in which the strategy and goals are interchanged: "mission - goals - strategy - tasks". Here, the strategy is seen primarily as implementation method goals. With this approach, however, the goals lose their certainty, and their connection with the mission is largely lost or is the result of an arbitrary choice. For strategy as a complex description of an enterprise, in turn, the place between "goals" and "objectives" seems to be rather narrow. Therefore, the first hierarchy seems more logical.

The second approach to defining the concept of strategy is based on the synthesis of strategy on the basis of individual strategic decisions. It is the strategy that is defined as an integral set of interrelated strategic decisions sufficient to describe the key areas of the enterprise. The connection between the strategy and the mission is not emphasized here, and the main attention is paid to the completeness and consistency of the system of strategic decisions.

Finally, the third approach is represented by various combined options.

Ultimately, with any approach implemented with sufficient consistency, the content of the strategy should be the same. The advantages of the first approach are related to the a priori “embedding” of the strategy in the system of the target space, the advantages of the second approach are related to the closer connection between the strategy and the decisions that implement it.

It should be noted that "strategic" consequences can have very different decisions regarding the range and volume of production, relations with suppliers and consumers, social development, wages and other areas of the enterprise. The adoption of non-strategic, operational decisions without relying on strategic attitudes deprives operational decisions of validity and consistency. This led many business leaders (primarily in the United States in the early 1970s) to the need to isolate strategic planning as a separate area of ​​managerial activity (Ansoff, 1989). The purpose and result of strategic planning is the formation of an enterprise strategy - a system of mutually agreed upon strategic decisions in the main areas of activity and development of the enterprise, which determine its internal and external behavior.

The concept of "potential" of an enterprise is closely related to the concepts of "strategy" and "strategic decisions". At any given moment, the enterprise has a well-defined socio-economic potential. In the most general sense, it can be characterized as a set of "strategic" resources at the disposal of the enterprise, which are of decisive importance for the possibilities and boundaries of the enterprise's functioning in certain conditions. Two clarifications are needed here.

First, strategic resources should include those types of resources, the volume and structure of which can be significantly changed only through the adoption and implementation of appropriate strategic decisions. Secondly, for a more detailed formulation of the definition of potential, it is necessary to specify the conditions in which the enterprise will operate. If we are talking about, say, working in conditions of a payments crisis, then such resources as financial or other liquid assets, established reliable credit lines, etc., act as strategic resources. If the activity of an enterprise in the conditions of an energy crisis is considered, other types of values ​​appear as strategic resources. Under normal conditions, resources that ensure the achievement of competitive advantages by an enterprise should be considered as potential components: proven technology, advanced equipment, intellectual resources, patents, etc. In essence, this is exactly the situation described in the theory of "five forces of competition" by M. Porter (Porter, 1985).

The potential of the enterprise is not a constant value. Just like other elements of production, it is subject to change. However, in comparison with other characteristics of the enterprise, under normal conditions, it shows a higher degree of stability, shows a slow and weakened response to positive impacts. At the same time, destructive influences can nevertheless have a fairly rapid effect. For example, as soon as a blast furnace is stopped at a metallurgical enterprise, its potential can drop sharply to almost zero. Capacity building also has a slow effect on the current performance of the enterprise; the influence of the potential, as it were, is distributed over a long time period.

Of course, the potential of an enterprise (as, indeed, of any other complex system, such as a real person) seems to be a somewhat abstract category. Its boundaries are vague, the factors are not fully defined, and the impact on current processes is indirect. But at the same time, this category is very specific, since almost every decision can have on him (and through him on the entire subsequent history of the enterprise) either some positive or serious negative impact.

An enterprise management system based on strategic planning, supplemented by a mechanism for coordinating current decisions - tactical and operational - with strategic ones, as well as a mechanism for adjusting and monitoring the implementation of a strategy, is called strategic management system.

Strategic planning differs from the well-known long-term planning in the former USSR in two main features (we exclude from consideration the difference in the nature of the functioning of an enterprise in a centralized and in a market economy) - differences in the "horizon" and the subject of planning. The "horizon" of a long-term plan is uniquely set before its formation (5, 7, 10, 15, 20 years, etc.), while the enterprise strategy is formed for an indefinite period. Its duration depends on the development of the external environment of the enterprise or on the occurrence of some internal events that change the strategic environment of the enterprise. The term of strategic planning can be conditionally defined as "foreseeable", bearing in mind that the appearance of previously unaccounted for changes in the composition of strategic factors may necessitate a revision of the strategy.

Finally, enterprise strategy must be distinguished from politicians enterprises. The policy of the enterprise determines the stated intentions of the organization. It is designed to orient the decision-making process in the right direction for the strategy. Therefore, the concept of "strategy" is broader and more fundamental than the concept of "policy".

1. Commodity market strategy- a set of strategic decisions that determine the range, volume and quality of products and ways of behavior of the enterprise in the commodity market.

2. Resource and market strategy- a set of strategic decisions that determine the behavior of an enterprise in the market of production, financial and other factors and production resources.

3. Technology strategy- strategic decisions that determine the dynamics of enterprise technology and the influence of market factors on it.

4. Integration strategy- a set of decisions that determine the integration functional and managerial interactions of an enterprise with other enterprises.

5. Financial and investment strategy- a set of decisions that determine the ways of attracting, accumulating and spending financial resources.

6. Social strategy- a set of decisions that determine the type and structure of the team of employees of the enterprise, as well as the nature of interaction with its shareholders.

7. Management strategy- a set of decisions that determine the nature of enterprise management in the implementation of the chosen strategy.

Recently, many enterprises have been restructuring their internal production, technological, organizational and managerial structure, redistributing the rights and responsibilities of various departments and subsystems. In this regard, it seems appropriate at this stage of economic development to single out an additional section of the strategy.

8. Restructuring strategy- a set of decisions to bring the production-technological and organizational-managerial structure in line with the changed conditions and strategy of the enterprise.

Strategic planning is characterized by the use of typical classification groupings of individual private options for choosing directions and the nature of development. The formation of strategies involves the choice of one of several (usually no more than ten) pre-designed options in a particular area, depending on external strategic factors and the choice made earlier.

In general, the complex of strategic planning includes the following elements:
Definition of classification features of strategic options;
classification of strategies;
Formation of elementary (basic) strategic options;
determination of the structure of the set of basic options for their combination when creating complex options;
formation of complex strategic options;
definition of criteria for comparing options;
· analysis and comparison of complex options to determine feasibility and effectiveness;
selection of a comprehensive strategy;
· definition of criteria for revision of the accepted strategy;
Creation of simplified versions of the adopted strategy to inform various categories of persons interested in the activities of the enterprise;
development of mechanisms for the implementation of the strategy;
· development of mechanisms for monitoring the compliance of decisions made at the enterprise with the chosen strategy.

In practice, the development of a strategy is the implementation of the following steps:
clarification of the boundaries of the enterprise, its identification in the economic, business, administrative and other environments in the market economy system;
· analysis of the strategic potential of the enterprise;
· determination in accordance with the potential of the enterprise of possible zones of management;
· analysis of the market for products in the area determined by the strategic potential of the enterprise - the area of ​​management;
positioning of the enterprise in the area of ​​management;
definition of technological strategy;
formation of options and choice of commodity-market strategy of the enterprise;
formation of options and choice of resource-market strategy of the enterprise;
· analysis of the possibilities of creating an integration zone of the enterprise, determination of the integration strategy of the enterprise;
· development of financial and investment strategy of the enterprise;
development of options and choice of social strategy of the enterprise;
· definition of management strategy.

These stages can be repeated and adjusted in the course of strategy formation. However, I would like to emphasize the following fundamental point: in the initial, basic sequence of stages, the analysis of the enterprise's potential must precede the analysis of the market. This is due to the fact that without knowing the potential it is impossible to determine which part of the market should be subjected to the most detailed research. It is clear, therefore, how important the process of analyzing the potential of the enterprise.

As can be seen from the above list of stages, the creation and implementation of a strategy is a rather time-consuming procedure. However, the significance for the enterprise of this process far exceeds the costs of its implementation. The fact is that the process of comprehending the situation in itself, its collective discussion, analysis of various options for actions in certain areas of the enterprise's activity bring great benefits, increase the degree of consistency and validity of decision-making and enterprise management as a whole. It is also important that in the process of discussing the strategy, management improves, the team consolidates, and the level of contradictions decreases in the interests of owners, managers, and employees of the enterprise.

Having thus clarified the concept of an integrated strategy of an enterprise and described the general picture of the formation of a strategy, we can dwell on the role of strategy in the life of an enterprise. This role, as shown by a study of the work of the most advanced firms in developed foreign countries, is ambiguous. The following facets of this role stand out.

one. " Strategy as an example»

This view of strategy looks at it in retrospect. In a certain sense, this is the most important view of strategy, because the strategies that are actually implemented bring together the results of all the plans, decisions, and actions carried out by the enterprise.

“Strategy as a model” is an implemented strategy that was comprehended and formalized in a certain way after some time after its implementation. The result of these actions is a pattern of strategy, similar to the samples of the company's products exhibited in the showroom. This sample is used later to form other strategies that take into account the changed conditions. In addition, such a strategy determines to a large extent the reputation and image of the enterprise.

A number of such strategic patterns in product-market strategy are widely known from the history of the most successful firms, ranging from the pattern reflecting the philosophy “any color (of a car) is fine, as long as it is black” to the pattern reflecting increased attention to market reactions: improved quality , differentiation and price competitiveness; the need for innovation and rapid change. The concept of marketing is clearly seen in the last sample.

"Strategy as an example" allows for a hierarchical representation in the form of a set of more and more detailed developments: from a rough description to a detailed regulation. Considering those given in Chap. 2 features of business transformation, we can propose the following chain of structural changes, reflecting the trends in the dynamics of shifting the focus of efforts in "strategic patterns": "production -> financing -> sales -> marketing -> competition -> people -> innovation -> social responsibility" .

A further look at the problems of strategic patterns is associated with the modeling of "enterprise skeletons" (enterprise management structures) from simple to functional, to fractional and matrix structures. These structural changes, in the opinion of many foreign economists, should lead to the creation of structures that are more adequate to the multifunctional strategy models developed at the enterprise as it grows. Despite the general trend towards models of strategies that assume as employees people who are “trusted”, “connected by belonging to the firm”, “taking responsibility for solving all problems”, recently in theoretical works in the West and in the practical activities of managers , belonging to the group of "anti-crisis leaders" (p. 1.7.) tend to return to more "centripetal" bureaucratic structures, characteristic in many respects of the pre-perestroika era in Russia.

2. " Strategy as power»

From this point of view, the strategy is seen as the result of a political process of interaction between all persons interested in production, giving emergency powers to those who are called upon to implement this strategy. In a general sense, both those who have power and those who would like to have it influence production. In many cases, the actual power in enterprises is inevitably divided, and this separation is made regardless of interests, principles of enterprise development or the degree of democracy in decision-making. Power is fragmented simply because no individual can control all the desired aspects of the organization. This requires leaders to control the structure of power change, a way of replacing over time the people who control the core resources of the enterprise.

In the environment of global information networks of the last decade, a situation naturally arises in which power distributed among a large number of people, events and other phenomena can appear anywhere in an interconnected network environment and affect the internal strategic development of the company. Positions of power make it possible to narrowly define the tasks of managing administration and production systems. They also facilitate the construction of planning systems using extrapolations and expectations. Situations in which other, no less powerful actors appear on the horizon require a response in the form of a “political deal”. Distributed power requires separate, strictly directed, cautious, caring management, inherent in managers of the type "sharp changer" and "anti-crisis leader" (paragraph 1.7.)

It makes sense for most domestic enterprises to build a functional organizational structure and an appropriate strategy, taking into account the emergence of acute administrative, political or criminal situations at any point in the space of interests of the enterprise and the need for an adequate response. It should be expected that the enterprise will have sufficient power in relation to some groups of stakeholders and insufficient - in relation to others. It is also to be expected that the overall position of power in an enterprise will change over time as individual power relationships change between the stakeholder groups of the enterprise. Each enterprise is also part of society, with its highly distributed, "individual economy" power structure, and therefore requires an appropriate leadership style and appropriate feedback.

The movement towards the creation of crisis prevention systems should begin with a more active, systemic interventionism of the enterprise into an external environment filled with scattered elements of market and administrative power.

3. " Strategy as a competitive position of an enterprise»

One of the main objectives of the enterprise is to take an attractive and productive position in the immediate environment - a position that ensures the inflow of capital, human and other resources and facilitates the "outflow" (sale) of products and services to customers and other customers. In this case, an acceptable release must be carried out along with the provision of the necessary means for the flow of internal processes and the possibilities for maintaining external viability. Such theorists of competitive strategy as M. Porter see the main tasks of management strategy in choosing and maintaining "winning" positions in the market environment (Porter, 1985). The view of the search for competitive advantage as the main goal of enterprise management has gained increasing influence over the past decade. The key to strategic success from this position is to exceed the average return on investment through the development and implementation of competitive strategies.

Strategy as a competitive position is a particularly important topic for leaders of the “political risk specialist” and “priest of competitiveness” types (paragraph 1.7), since this concept, on the one hand, is related to the concept of “strategy as power” and, on the other hand, - able to provide the manager with recognition of his own qualifications.

To a certain extent, this concept can be found "between the lines" about barriers to entry, the power of suppliers who make a deal, etc. in the concept of M. Porter (Porter, 1985). In doing so, it may be found that, in fact, the "political" and "competitive" aspects of the position of the enterprise are not so different as it may seem. In a situation where an enterprise has a lot of competitive power, such as a monopolistic situation, one can afford to ignore aspects of the external environment and concentrate on creating effective management, production and planning structures. As competitors become stronger, the management and feedback departments of the enterprise must focus, for example, on meeting the needs of the most important suppliers and customers. In very complex situations, management must give power to the staff - it simply cannot manage quickly or efficiently enough through a centralized personnel management system. In such a macro system power-sharing networks and strategic alliances are essential strategies for success on many fronts.

The need of the enterprise for multiple feedbacks should be emphasized once again.

Competitive advantage (the aforementioned excess of the industry average profitability) is achieved by creating a larger difference between the cost price and the selling price than that of the main competitors. This, in turn, in a market environment in which competition constantly innovates processes and products, in order to get ahead requires constant attention to such goals as efficiency, customer satisfaction, growth in product market share, and the potential for innovation. These challenges require more complex administration links, strategic development planning, a focused organizational structure, leveraging commitment, and facilitating networking.

It should be noted that as the external environment becomes more complex, the fundamental and hidden role of competition in society is beginning to be challenged by those who doubt the adequacy of the competition policy of “thriving in chaos” in an already chaotic and resource-poor world. This issue is emphasized by those who see the main danger in the approach of an enterprise (more precisely, many enterprises at the same time) to a crisis along the path of strengthening competitiveness at any cost.

Despite the fact that the traditional emphasis in the management literature is on the role of competitive advantage, the market power of the enterprise as a generator of products, the concept of "position" should be expanded to include "social", "natural" and "ethical" positions. Thus, the concept of position could be used to generate useful ideas in solving some of the critical strategic problems of modern society.

5. " Strategy as a system of personnel motivation and control»

Here, the strategy is considered as the quintessence of the features of a promising system of staff motivation, and the emphasis is on the dynamics of these systems as successes or failures in the activities of the enterprise. Leadership style, structures, systems and processes must also change to replace obsolete elements of the strategic configuration.

In essence, the picture of changes in the external existence of an enterprise in the context of the expectations of stakeholders as a series of evolutionary periods that precede and accompany packages of revolutionary changes should have an adequate and mobile projection on the personnel management system. At the same time, revolutionary crises reorient the enterprise to a new stage in the development of a motivation system with a new leader at the helm. It can be assumed that further each successful leader at the beginning of the evolutionary period is himself the germ of the next revolution/crisis. Therefore, a new system of motivation and control of personnel for their decision-making should be prepared accordingly.

6. " Strategy as a response to external challenges»

In the modern period of rapid and frequent unexpected changes, an organizational and functional subsystem is needed as part of the enterprise, which is engaged in the search, fixation and understanding of the strategic problems of the enterprise as they appear and develop. From this point of view, the strategy appears as one of the intra-firm mechanisms that continuously provide suitable responses to new strategic problems and "challenges". Emerging problems form the "agenda" of strategic activity in enterprises - each problem or challenge must be studied and countered with sufficient efficiency. Such a system provides the only approach to improving the "comprehensive" competence of strategic management and the development of an adequate approach to the formation of programs for the development of strategic management.

The development of elements of strategic management of economic objects at various levels and the formation of the so-called strategic style of management in our country are directly related to the transition from a centrally controlled economy to a market one. Almost complete independence in making not only operational (as it was to a certain extent earlier), but also long-term and expensive decisions still poses difficult problems for businessmen and enterprise managers. Difficulties in solving these problems, sometimes the unpreparedness of managers at various levels to make reasonable, balanced and thoughtful strategic decisions are one of the important factors in such processes as non-payments, violation of contractual obligations, a decrease in investment activity, a slowdown in the pace of scientific and technological progress in the national economy, and a general decline in industrial production. .

It can be argued that the "quality" of strategic decisions at the microeconomic and federal levels is a serious obstacle to realizing the productive potential of the country's labor and material resources. However, the authors do not know of any integral system of strategic management at a domestic enterprise, including proven technological schemes for the development, implementation and control of strategic plans. At the same time, according to available data, many plant managers and senior management personnel in factories are aware of the need for such systems.

For a more accurate clarification of the attitude of business leaders to the issues of strategic planning, a group of authors of this handbook, led by G.B. Kleiner, conducted a special survey. A questionnaire was developed, including both specialized questions on the goals, conditions of application and forms of implementation of strategic planning, as well as verification, control questions. The questionnaire was sent to 500 industrial enterprises in different regions of Russia according to the sample of the Russian Economic Barometer (headed by S.P. Aukutsionek). A total of 150 responses were received at the initial stage and an additional 57 responses at the final stage of the remote survey.

The survey showed that 45.5% of business leaders had some experience in strategic planning, with 12% of those surveyed developing strategic plans and practically using strategic planning methods.

Answering the question why strategic plans were not developed, a large proportion (29%) of respondents called the lack of opportunity: “it was necessary to survive, not make plans”, part (18%) refers to the rapid variability of the environment and 10% to lack of knowledge and specialists in strategic planning. Here, attention is drawn to a rather large proportion of those who believe that the reason for neglecting strategic planning is the rapid variability of the external (and internal) environment, which indicates a not entirely accurate understanding of the functions of strategic planning by them: after all, the latter, from a theoretical standpoint, is precisely the means combating the negative consequences of rapid environmental variability.

Those managers who have experience in strategic planning include the lack of methodological aids and recommendations (25%), the unpreparedness of employees of the enterprise (23%), and the inability to get rid of the daily routine (20%), and doubts among the problems associated with this. in the expediency of development (23%).

The main areas of attention in the current strategies are: promotion of goods on the market; reliability of financial support of the enterprise; renewal of the product range; development of production technology, which is quite consistent with the assessment of the significance of the problems that the interviewed managers systematically face. This correspondence can be considered a confirmation of the correctness of the answers to the questions of the questionnaire.

In understanding roles strategic planning is actually led by four main motives:
the ability to organize one's work taking into account the prospects (37%);
· the ability to organize the work of the entire management of the enterprise, taking into account the perspective shared by all (21%);
· give the whole team a clear vision of the future (35%);
· the ability to more reasonably make current decisions (36%).

Other motives are much less significant for those who answered this question.

It is interesting to note that, when answering the question about the importance for business leaders of the presence of a strategy at partner enterprises, the majority of respondents in one way or another confirmed that partners have a strategy in general is important for the managers of the surveyed enterprises.

The most “strategic” for the respondents are technical and economic solutions, with a significant margin from them, followed by long-term “sales” solutions. Only a quarter of the answers reflect a common (functional) understanding of strategic decisions.

What is the effect of strategic planning for enterprises that pay attention to strategy development? Table 1 gives the answer to this question. 4.1.1.

Table 4.1.1. Distribution of answers to the question about attempts at strategic planning by enterprises with different financial status (in percent)

Have there been attempts at strategic planning	Financial position:
	good	normal	bad
Perhaps there will be
There were unsuccessful
Were helpful
Plans are used
Plans are very helpful
General distribution of surveyed enterprises by financial position

An analysis of the table quite clearly shows that the distribution of almost all answers to the question about attempts at strategic planning coincides with the general distribution of enterprises according to their financial situation. The only exception is the last answer: there are significantly fewer enterprises that assess their financial condition as bad. In our opinion, this indicates a quite tangible benefit of strategic planning: almost 60% of those who believe that it would be very difficult now without such a plan assess their financial situation as good or normal, while among those who chose other answers, this the share is on average half that.

At present, the general attention from the business side to the strategy is rapidly increasing. Methods of network strategic planning are being developed and implemented, when the strategy is formed simultaneously and in a coordinated manner at several technologically or functionally related enterprises. Entire "bushes" of territorially close or functionally connected enterprises appear, operating with an agreed strategic perspective (such groups of enterprises are called "business systems"). At the same time, strategies are rarely complex enough, which significantly reduces their reality, efficiency and effectiveness. In this chapter, we give an idea of ​​a comprehensive strategy that includes strategic decisions on all major factors of the enterprise.

In this book, we do not describe in detail all the stages of the strategic planning process in enterprises, since in essence this is an independent topic, closely related to the study of various options for the internal organizational and functional structure of an enterprise. The main purpose of this chapter is to describe constituent elements each section of the strategy, the possibilities and consequences of choosing one or another option. When describing the strategy, we follow the sequence of its eight directions (sections) in which they were listed above. Let's start with a description of the options for the commodity-market strategy of the enterprise.

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The relevance of the research topic is explained by the fact that a business development plan should allow any organization to see its goal and go towards this goal like a mighty ship that goes to its harbor through storms and storms of market shocks and political thunderstorms. An organization's strategy is the foundation of its success and viability.

When the first person of an organization creates an organization development strategy, he always solves three main issues that are related to the organization’s position in the market:

1) what business to terminate;

2) what business to continue;

3) what business to go to.

Therefore, especially now, in a situation of very tough competition, the organization's development strategy is becoming very important for the first person of the organization. And what is especially important is the construction of strategic management in accordance with the strategy adopted by the first person.

Strategic management is a set of five interrelated management processes:

1) definition of goals;

2) analysis of the environment;

3) choice of strategy;

4) implementation of the strategy;

5) evaluation and control of implementation.

Various books, articles and textbooks describe many different technologies for developing, creating, building an organization's strategy. These are SWOT-analysis, matrix technology and many others. This is where the question arises of how the first person, in the presence of a shortage of time, to deal with all this variety of methods, ways and decide:

1) first, what technology to use;

2) secondly, to understand how the strategy that he develops for the organization will be viable and successful.

The purpose of the work is to consider and study the role and necessity of strategy in the activities of the organization.

Based on the goal, the following research tasks were solved:

1) study the definition of strategy;

2) consider the distinctive features of the organization's strategy;

3) analyze the role of strategy in the activities of the organization;

4) identify the need for a strategy in the activities of the organization.

The subject of the study is the strategy, and the object is the activities of the organization.

According to the structure, the work consists of an introduction, two chapters of the main part, a conclusion and a list of references.

1 . The essence of the organization's strategy

1.1 Definition of strategy

Strategy is a complex and potentially powerful weapon with which the modern firm can confront changing conditions. But it is not an easy weapon. Its implementation and use are expensive. However, there is strong evidence that the implementation of strategic management pays off with a vengeance, especially for a firm that finds itself in an unstable environment.

But we must be aware that the strategy does not complement the natural behavior of people working in organizations, but also requires its change. Therefore, the employees of the organization treat him, as a rule, without any enthusiasm.

An organization's strategy is formally described ways to achieve goals: what businesses to develop, what clients to work with, what infrastructure and business processes need to be built for this, what knowledge and skills to equip the staff, how to motivate them.

The strategic plan of the organization's activities should be interconnected. A strategic development plan answers the question "what needs to be done to achieve the goals" and always has a defined time frame.

Any organization consists of several divisions, it has shareholders with their own vision, top managers with their own understanding of the business, department heads and employees who plan and carry out current activities.

The main task of developing a strategy is to determine exactly where the organization is going and what it needs to achieve.

The presence of the described strategy will allow to adjust the activities of all departments and employees of the company, will allow shareholders to control the tactical activities of the company, assessing its relevance in terms of focus on achieving strategic goals.

A formalized strategy with clear milestones and deadlines allows you to change employees at any level without changing the strategic direction of the organization.

A formally written document allows all employees of the organization to read and understand it in the same way, who should be familiar with the strategy, including this is important for new employees coming to the organization.

A formally written document allows shareholders and top managers to control the activities of the organization by comparing what was planned and what was done.

Shareholders must not only set goals for top managers, they must understand how managers are going to achieve their goals, and this requires the development of an enterprise strategy for the organization. This will allow shareholders to control the business by comparing what has been done with what was planned.

Top managers should actively participate in the development of the strategic development plan. They are entrusted with the conduct of business and they must understand what needs to be done in order to achieve their goals. Top managers must develop tactics and build the operational activities of the organization, in accordance with the developed strategy of the company.

Heads of departments must know the goals and strategy of the company in order to organize the activities of their services and departments in accordance with the strategic development plan of the organization.

Ordinary employees must see and understand that the organization is acting thoughtfully, is following the intended course, and this company has prospects.

The strategy is also considered as a general comprehensive plan for the development of the organization, ensuring the implementation of the mission and achievement of the strategic goals of the organization. The strategy is formed on the basis of strategic goals, it offers the main methods for achieving them in such a way that the organization acquires a single direction of action. Thus, the strategy defines the boundaries of the organization's possible actions and management decisions, depending on the specific conditions of production and economic activity.

In practice, when talking about strategy, company leaders often mean activities aimed at changing the competitiveness of products (services provided) and / or modifying business goals followed by the company's management personnel. However, this understanding of the strategy is focused on operational activities associated with a temporary improvement in the company's market position. In a broader sense, strategy is the long-term management "rules of the game" aimed at meeting the needs of consumers better than other competitors; strengthen the company's position in the selected market segment by increasing the organization's image; compete successfully in terms of assortment and quality, prices and service in their industry; achieve good performance of business functions (intra-company efficiency, quality and timeliness of work, good manageability of the organization). Based on the foregoing, an organization's strategy is a general program for the development of an organization that determines the priorities of strategic tasks, methods for attracting and distributing resources, and a sequence of steps to achieve strategic goals and is most consistent with the current state of the internal and external environment. The main task in the strategy is to move the organization from its present state to the future state desired by management.

Real strategies are based on goals and objectives that specify the mission of the organization. They provide an action plan or guide for the organization to ensure its strategic development. When developing strategies, the decisive factor is the strategic vision of top management, which consists in the ability not only to determine the ways and methods of achieving the set goals, but also to intuitively predict the development of events in the external environment. However, in reality, foresight is not always justified: to ensure the implementation of strategic objectives, an adequate response to changing market conditions, fresh solutions from competitors, new technologies, modification of consumer preferences, political and regulatory innovations, emergence of new opportunities, unexpected critical situations is necessary.

Therefore, a good strategy is both a planned activity and a reaction to changing circumstances (conditions for the implementation of planned measures).

1.2 Types of organizational strategies

Types of strategies are shown in Figure 1.

Rice. 1 - Types of strategies for the activities of organizations

Let us consider in more detail the types of strategies of the organization.

Strategies are usually divided into the following types:

1) corporate strategies that are developed by the top management of the organization;

2) strategies for functional areas are developed by departments of the organization;

3) the strategy of line departments, subdivisions is developed by the same elements of the organization.

Strategies are also divided into 4 groups. They are shown in Figure 2.

Rice. 2 - Four Organizational Strategies

Concentrated Growth Strategy:

1) strengthening the positions that are occupied in the market;

2) product development;

3) market development.

Integrated growth strategies are usually divided into:

1) horizontal integration strategies, there is an absorption of an enterprise that produces similar products;

2) the strategy of reverse vertical integration, when it merges with the sphere of distribution;

3) strategies for moving forward vertical integration, here there is a merger with the sphere of distribution.

The targeted reduction strategy is divided into:

1) liquidation, here there is a quick exit from the field of activity;

2) "harvesting", here the organization seeks to obtain the maximum income in the shortest possible time;

3) reduction strategy, therefore, the organization closes any division.

Types of diversified growth strategies are shown in Figure 3.

Rice. 3 - Diversified Growth Strategies

Strategies are distinguished from the point of view of the organization's behavior in the market:

1) leadership strategy with minimization of production costs,

2) securing a certain market segment for itself in combination with a concentration of efforts on this segment,

3) the choice of a new segment and the specialization of products in order to master this segment. Again, one classification of strategies is based on two oppositions: "new/old product" and "new/old market".

Deep penetration strategy (an old product is a long-standing market). A well-known product is moving into a relatively developed market. This strategy involves a minimum expansion of entrepreneurial activity. As a rule, the main goal in this incident is to increase market share, increase the frequency of consumption of the product, etc. Another possible goal is to increase the services that accompany the sale and use of the product.

New product development strategy (old market - new product). Within the framework of this strategy, the market remains unchanged, but a new product is offered to this market. The main forms of this strategy are a given improvement and / or modification of a product already known, mastered by the enterprise, or the offer of a new product, which may differ significantly from the old one. Between these two forms of strategy there are a number of intermediate ones (for example, expanding the range of products offered).

The strategy of expanding the boundaries of the market (new market - old product). The main task that the enterprise must solve is to attract new consumers who belong both to other previously undeveloped market segments and to other markets. One form of this strategy is the development of newly created regional markets, as well as foreign markets.

Diversification strategy (new market - new product). This is one of the most difficult strategies, as it involves modifications, both in the production area and in the choice of the market. Its complexity is aggravated by the fact that, in fact, the enterprise starts its work anew. It is clear that this does not happen all at once. But in any case, it requires the concentration of a large number of forces. This strategy is closely related to the type of innovative consumer who is not afraid of new things and is ready to try.

The development of the organization's strategy is shown in Figure 4.

Rice. 4 - Development of the organization's strategy

2 . The role and necessity of strategy in the activities of the organization

2.1 The role of strategy in the performance of the organization

A modern tool for managing the development of an organization in the face of increasing changes in the external environment and the associated uncertainty is the methodology of strategic management.

Practice shows that those organizations that carry out integrated strategic planning and management are more successful and earn profits that are significantly higher than the industry average. Many experienced planners and just energetic people do not achieve the desired success due to the fact that they spread their forces trying to cover as many markets as possible, produce as many different products as possible and satisfy the needs of various customer groups. For success, a purposeful concentration of forces and a correctly chosen strategy are necessary. In other words: who plans his strategy better, he achieves success faster.

The model of strategic management of the organization is shown in Figure 5.

Rice. 5 - Model of strategic management of the organization

The chosen strategy of the organization will determine the future development of the organization, and, consequently, what types of activities it will be engaged in. But the basis of managing an organization is not only the development of a strategy, but also its adaptation to the specifics of the organization's activities with subsequent phased implementation.

The strategy is aimed at strengthening the position of the organization and ensuring the coordination of all movements and actions of its units.

The role of the strategy is shown in Figure 6.

Rice. 6 - The role of the organization's strategy

2.2 The need for strategy in an organization

So, in more detail the strategy of the organization is presented in Figure 7.

Rice. 7 - The essence of the strategy of the organization

The strategy that is used by any organization quickly becomes typical, i.e. ceases to provide competitive advantages, but still generates changes in the overall context of competition. Therefore, close attention must be paid to the management of these changes, which requires the correct use of this process.

Therefore, the strategic management of the organization must solve three tasks that are interconnected.

1. Market Strategy Management Developing, implementing and refining strategies to win the market. Strategy is the means by which an organization's relationships with partners and competitors are changed. This gives it a competitive advantage.

2. Management of the organization: internal changes in the organization that determine both its actions in the market and the direction of these actions. Without such changes, the organization cannot hope to change its TOP characteristics (the totality of the company's technical equipment, its organizational structure and the professional skills of its managers and employees). This allows her to adequately respond to changes in the environment, adapt to them and use them for her own purposes.

3. Implementation of strategic management: the interaction between strategy (what the organization does in the market) and organizational processes (what happens in the organization itself). Throughout the book, we'll be looking at how strategic management evolves, as it largely determines whether a company can win the market today and how it positions itself for the future.

The need for strategic management in Russian conditions is explained by the following reasons. First, over the past ten years, the environment in which domestic organizations operate has changed radically. The unstable economic situation of many organizations is due to the lack of deep economic knowledge, managerial skills and experience of working in a competitive environment among the majority of managers, the need to adapt the organization to constantly changing environmental conditions.

Secondly, moving away from centralized planning, privatization and the entire course of economic transformations in Russia require managers to be able to foresee, formulate a strategy, determine advantages and competitive advantages, eliminate strategic threats and dangers, i.e., use all the tools of strategic management. Thirdly, the application of the ideas and principles of strategic management, the need for changes in the management system are relevant not only for large companies, which were associated with the emergence of strategic management, but also for medium and even small enterprises. If earlier it was believed that the big one has a better chance of winning the competition compared to the small one, now it is becoming more and more clear that the faster one gets the competitive advantage.

Accelerating changes in the environment, the emergence of new requests and changing consumer attitudes, increased competition for resources, the internationalization of business, the emergence of new, often completely unexpected business opportunities, the development of information networks that make it possible to disseminate and receive information at lightning speed, the wide availability of modern technologies, the change in the role of human resources, as well as a number of other factors, have led to a sharp increase in the importance of strategic management.

Business practice has shown that there is no single strategy for all companies, just as there is no single universal strategic management. Each organization is unique in its kind, and the process of developing a strategy for each organization is unique, since it depends on the position of the company in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, the cultural environment and much more.

At the same time, there are a number of fundamental points that allow us to talk about some generalized principles for the implementation of strategic management. Of course, one should always remember that strategic management is primarily a product of the creativity of top management, but at the same time, one can also talk about a certain theory of strategic management, knowledge of which allows one to more effectively manage the organization.

Also, the improvement of the organizational structure of an organization focused on innovation is shown in Figure 8.

strategy organization diversified growth

Rice. 8 - Improving the organizational structure of an organization focused on innovation

The need for a strategy is also explained by alternativeness, i.e. a distinctive feature of the strategy planning process, which is associated with the need to make constant strategic choices. The main elements of this choice are the mission and goals, strategies, strategic objectives, programs, resources and ways of their distribution. Thus, Figure 9 shows the elements of a strategic choice.

Rice. 9 - Elements of strategic choice

All organizations in a highly competitive and rapidly changing environment must not only focus on the internal state of affairs, but also develop a long-term strategy that would allow them to keep up with the changes taking place in their environment. Today dictates the need for such management, which would ensure the adaptation of the system to a rapidly changing environment.

A clear and well-reasoned strategy will allow not only avoiding risks, realizing growth potential, rationally managing your resources, but also increasing the manageability of the organization. Building a clear system of strategic planning, defining strategic goals for management and ways to achieve them are the components of the success of every organization.

So, we can draw a conclusion from all the studied and reviewed material. Speaking more formally, a strategy is a picture of the future, as well as a clear program of actions to build it. If we consider the internal environment of the organization, then the strategy is an integrator of the target structure of the organization. The organization is heterogeneous.

There are many groups there. Founder (or founders), shareholders, investors, management, employees, business as such…

And each group has its own interests. Moreover, even within the groups there are different interests. For example, some shareholders think only about today's profits, while others are more concerned about business development and, accordingly, future profits. And this is just one of the possible contradictions. There are many of them.

And they grow as the organization expands. And the external environment gives more and more options for action. As a result - dispersion of the purposes, fermentation of minds, entropy. So, a clear strategy agreed upon by all interest groups allows integrating the "vectors" of different groups of goal carriers.

But this is not the most important thing. The main thing is that the strategy does not allow the business to “stagnate”. If we define the managerial value of the strategy from the point of view of the organization as such, then we can say that the strategy gives the organization an impetus for development.

Not all organizations need a systematic, structured strategy.

Here, the phase of the life cycle of an organization plays a very important role. As the organization progresses through the phases of the life cycle, the strategy undergoes a transformation from a dream that lives in the mind and heart of the founder to a clearly structured document that is the basis of the life of the company.

And the leaders of the organization need to see very clearly the movement of their company from phase to phase and build a strategy in an adequate way. At the same time, it should be noted that some startups already in the very early phases are seriously thinking about prescribing at least the key provisions of the organization's strategy. After all, this is the basis of a business plan. Once again, it is important to see the patterns and apply certain management tools to the place. It should be emphasized that serious involvement in strategic management requires high managerial qualifications of company managers, as well as great managerial will of the leader. This is also not the case for all organizations.

Bringing a new drug to market takes 10-15 years and costs astronomical amounts. If you look at the information technology market, then the bill can go on for months or even days. When determining the period for which a strategy is developed, one must proceed from the following factors: the technological cycle of the product (as in the example with pharmaceuticals), the overall dynamics of the market/industry, the vision of the founder, and the level of mobility of the business macro environment. The latter is often ignored. However, the cause-and-effect chains have shortened, and the changes taking place at the macro level (technology, society, economy, politics, etc.) “reach” businesses much faster.

As far as strategy reviews are concerned, annual strategy sessions are usually sufficient. Provided, of course, that there are no changes that could affect the strategy. Usually these are changes in the external environment (more often) or in the internal. Then, if the organization has the skill of strategic management, it will quickly revise its strategy situationally.

The strategic process is a constant movement between the present and the future. And it's not easy. It is necessary to be both in the "bright future" and the "harsh present". On the one hand, to get rid of the restrictions that exist today, on the other hand, not to “fly away” very far. Inventing things related to the development of the company, and then hard implementing them in the operational management mode. It requires a special mental discipline.

There are teams that are able to solve problems for the development of the company. They are called "harmonious teams". Their principles: the presence of a clear task; the team has authority, power and expertise in the task at hand; special relationship to time; the existence of work rules; availability of technologies for developing and making decisions; team logistics; a special atmosphere that encourages cooperation, learning and development; distribution of roles. However, behind each of these principles is a philosophy and the specific tools that flow from it.

Conclusion

As a result of the considered and studied material, the following research tasks were solved:

1) the definition of strategy has been studied;

2) the distinctive features of the organization's strategy are considered;

3) analyzed the role of strategy in the activities of the organization;

4) the need for a strategy in the activities of the organization is identified.

Strategic management -- this is a special type of management, which is aimed at developing the potential of the enterprise. Strategic management is opposed to operational management, which is associated with solving current problems and converting existing potential into profit.

Strategic management includes:

1) the formulation of goals,

2) analysis of the external and internal environment,

3) determination of the resources that are necessary to achieve the goals,

4) developing a strategy,

5) strategy evaluation,

6) control over its implementation.

The organization's strategy is a plan of action of a universal nature that determines the priorities of the organization's activities, the resources that are needed for this, and the sequence of steps to achieve the goals. in other words, strategy is a means of moving an enterprise from its present position to its desired future position.

The role of strategy in the activities of the organization is very significant and significant. After all, by choosing the right and right strategy for any organization, you can raise it to a new higher level, while increasing cash flow. Either choosing the wrong one or not choosing the strategy of the organization at all, you can destroy it irrevocably.

Those. the need for an organization's activity strategy is clear to any leader, whether it is an insignificant and small organization, or, conversely, a large and impressive one.

List of used literature

1. Alimov A.N. Strategic management. Teaching aid for students studying in the direction of training 080200 "Management" (qualification (degree): "Bachelor", "Master") / NRU BelSU, Institute of Management. - Belgorod: ID "Belgorod", 2014. - 276 p.

2. Aronov A.M., Petrov A.N. Modern problems of strategic management. Tutorial. - St. Petersburg: Publishing House of St. Petersburg State University of Economics, 2014. - 243 p.

3. Bystrov V.A. Organization and management of production and personnel. Tutorial. -- Siberian State Industrial University. - Novokuznetsk, 2014. - 402 p.

4. Golovachev A.S. The competitiveness of the organization. Tutorial. -- Minsk: Vysh. school, 2012. - 319 p.

5. Daft R. Management. 9th ed. / Per. from English. - St. Petersburg: Peter, 2012. - 864 p.

6. Zhuravlev V.V. Fundamentals of strategic management. Tutorial. -- Chelyabinsk: Publishing House of the Russian-British Institute of Management (RBIM), 2014. -- 160 p.

7. Kitaygorodsky P.D. Strategic management. Tutorial. - Syktyvkar: SLI, 2013. - 87p.

8. Klochkova A.V. Strategic management. Teaching aid. - St. Petersburg: ITMO University; IKhiBT, 2015. - 68 p.

9. Malenkov Yu.A. Strategic management: textbook. - M.: TK Velby, Prospekt Publishing House, 2012. - 224p.

10. Markova T. Non-statutory goals // Growth Management. - 2012. - No. 5. -p.17-19.

11. Petrov A.N. (ed.) and others. Strategic management. Textbook for high schools. -- 3rd ed. third generation standard. - St. Petersburg: Piter, 2013. - 400 p.

12. Pozubenkova E.I. Strategic management. Penza: RIO PGSKhA, 2014. - 200 p.

13. Strategic analysis: textbook / A.N. Khorin, V.E. Kerimov. - M.: Eksmo, 2012. - 288s.

14. Strategies that work: The BCG approach: Sat. st.: per. from English / Comp. Karl Stern and George Stock Jr. - 6th ed. - M.: Mann and Ferber, 2012. - 496s.

15. Tysyachnikova N.A., Yudenkov Yu.N. Strategic planning in commercial banks: concept, organization, methodology. Scientific publication. - M.: KNORUS, TsIPSiR, 2013. - 312 p.

16. Types of strategies and principles of their formation. - http://studme.org/1580011910030/ekonomika/vidy_strategiy_printsipy_formirovaniya

17. Types of strategies. - http://www.pragmatist.ru/upravlencheskaya-strategiya/vidy-strategij.html

18 Methods for assessing the success of an organization's development - http://www.elitarium.ru/metody_ocenki_uspeshnosti_razvitija_organizacii/

19. Necessity and expediency of the strategy. - http://www.portal-u.ru/strm1/strneobhod

20. The need for strategic management, its role in modern conditions for Russian organizations. - http://strategic-man.ru/index.php?action=full_article&id=120

21. The need to set goals at all management levels - http://www.barmashovks.ru/page511/page534/index.html

The role and place of strategy in the activities of the enterprise. - http://www.management61.ru/index.php?do=static&page=14strateg

22. ROLE AND SIGNIFICANCE OF THE CHOICE OF STRATEGY IN THE ACTIVITIES OF THE ENTERPRISE. - http://vestnik.osu.ru/2000_3/28.pdf

23. The role of strategy in anti-crisis management. - http://www.crisis-manag.ru/index.php?request=full&id=334

24. Strategy: essence and content. - http://www.management61.ru/index.php?do=static&page=11strateg

25. Strategic management. Organization strategy and its types: http://www.zarabotu.ru/statyi/Strategicheskoe2.html

26. Strategic planning. - http://www.grandars.ru/student/marketing/strategicheskoe-planirovanie.html

27. Essence, tasks and features of strategic management. Strategy and its role in the management of the organization. Classification of strategies and their characteristics. Stages of development and implementation of the management strategy. - http://ifreestore.net/1677/87/

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What is the strategy for the development of small and medium-sized businesses? What are the features of developing a company development strategy?

Every entrepreneur dreams that his company becomes larger, business develops, sales go up. As a rule, in most cases, businessmen start from scratch and gradually, year after year, increase their momentum.

However, the transformation of a small business into a medium business and then into a large one is never easy. A properly designed business development strategy for an organization can significantly increase the chances of success, but does not guarantee it.

The statistics of the USA, where the number of small and medium-sized companies is especially large, clearly show the reliability of this statement. According to studies, only one tenth of 1% of companies ever reach the level of revenue of $250 million per year. There are even fewer chances to overcome the coveted mark of $1 billion - only 0.036% of firms manage to do this.

In other words, the vast majority of small businesses stay that way all their lives. But in order for an entrepreneur, a business development strategy is simply necessary. What are they?

Types of business development strategies

To get from point A to point B, it is not enough just to make efforts and spend time. This requires a plan. Company business development strategy is an effective tool for achieving the future desired state and position of the company in the market, a kind of landmark, a compass with a complex, confusing and aggressive external environment.

According to some entrepreneurs, the development strategy is a ladder: the higher you climb, the more you see (more opportunities), but the greater the threat (risk of falling). And vice versa, the lower you are on the ladder, the less risks, but also the chances to make profitable deals. For this reason, some businessmen consciously decide not to poke their noses into the world of big business.

To develop a suitable and effective model for the development of your company, you need to decide on its type. There are the following main types (types) of business development strategies:

1. Market penetration
2. Market Development
3. Alternative channels
4. Product Development
5. New products for new customers

Market penetration- the least risky of corporate business development strategies, which is to increase sales of an existing product to its customers. It is used by both small and large enterprises.

Market Development- if you have exhausted the possibilities of your market, then you can expand your business by entering new markets. All national grid companies developed according to this principle. At first they established themselves in one city, then in a neighboring one, and so gradually throughout the country.

Alternative channels- This business development strategy involves interacting with customers through new distribution channels. For example, a retail bookstore is launching online sales. The online store opens a regular store.

Product Development is a classic strategy for manufacturing companies that cultivate an innovative spirit and invest in research and development. The essence is to create a new product and sell it to existing and (or) new customers.

New products for new customers- the most risky of business development strategies, since it requires significant costs and efforts from both the production department and marketing. It is often forced to resort to companies that have existed for a long time by selling one type of product, but due to changes in environmental conditions, faced the threat of bankruptcy.

Effective business development strategy: 7 fail-safe tricks

Even though scientific disciplines (such as marketing, strategic management) clearly outline development strategies for companies, in fact there are many more. In essence, any way of developing your company, which is based on a certain concept, a chip, is already a strategy, since it is based on a clear idea of ​​the entrepreneur himself.

Below we bring to your attention 7 effective techniques that can be adopted by representatives of both small and medium and large businesses.

#1 Create value for the customer. To sustain long-term growth, your company must provide some marketable value: a unique product, fast service, fast delivery, etc. Ask yourself these questions:

• What sets you apart from your competitors?
• Why do customers come to you?
• What makes you trustworthy?

#2 Identify your ideal customer. Your business development strategy should be based on the clearest possible understanding of who your customers are. The better you understand them, the easier it will be for you to sell them goods and services.

#3 Track your key metrics. Change must be measurable. Determine which indicators have the most important impact on the profitability of your business. Think about how they can be improved. Experiment to identify opportunities for improvement.

#4 Research your source of income. Determine what brings you 80% of sales (which product, which store, seller). A sound business development strategy should be based on strengthening this source of income, as well as diversifying it in order to reduce the degree of dependence and threat. To increase your revenue, implement .

#5 Look at your competitors. Sometimes, in order to develop an effective company development strategy, it will not be superfluous to study what competitors are doing in this regard. What is their strategy? What course are they heading? What steps are being taken?

#6 Focus on strengths. Some experts advise working on the weaknesses of the company, but this may require too much money and effort, which could be directed to strengthening the competitive advantages of your business. Focus on your strengths, work to make them even stronger and leave your competitors far behind.

#7 Invest in staff. Your subordinates are in contact with customers on a daily basis, so they have a significant impact on revenue and profit. Investing in training and empowering your people is a wise business development strategy that increases the chances of long-term success.

Thus, each entrepreneur should have his own business development strategy - that guideline and compass that will lead the ship to the money harbor. We wish you success!