The strategic management process and its main stages - abstract. The essence of strategic management, process and main stages

Strategy, management can be considered as a set of 5 management processes, which follow one of the others:

Environment analysis– the initial process, because provides the basis for defining both the mission and purpose of the firm and for developing strategic behavior. It involves studying 3 main parts of the environment:

Macro environment

Competitive environment

Internal environment

Definition mission and goals determine the meaning of the company's existence, its purpose, long-term and short-term goals, so that it becomes clear what the company is striving for and based on this, choose a strategy of behavior.

Choice of strategy. Execution of strategy. This stage is critical because in case of successful implementation of the strategy, it leads the company to achieve its goals and vice versa. Grade And execution control finding out the reasons for the deviation - correcting the previous stages.

B-14. Organizational culture, types of organizational culture.

Under organizational culture understands the system of collectively shared values, symbols, beliefs, and patterns of behavior that have stood the test of time, formed in the process of everyday interaction of members of an organization. Organizational culture is influenced by the social and business environment, national, state and ethnic factors.

Culture permeates the management process from beginning to end. It facilitates communication, dictates the logic of thinking, perception and interpretation (giving individual meaning by observing and establishing a connection between them) of verbal and especially non-verbal information.

The culture of an organization is multifaceted and consists, firstly, of subcultures of individual departments or social groups (they can concretize and develop it, exist peacefully alongside it, or contradict it). Secondly, organizational culture includes subcultures of certain areas and aspects of business activity, business communication management, and internal relationships.

Depending on the location of the organization and the degree of influence on it, several types of cultures are distinguished:

1. An undisputed culture is characterized by a small number of core values and norms and a strict orientation towards them. It does not allow uncontrolled influence on its foundations, both from the outside and from the inside, and is thus closed.

2. A weak culture contains practically no common values and norms: each element of the organization has its own, and often contradictory to others. The norms and values of a weak culture are easily changed under internal and external influence.

3. A strong culture is open to influence from both inside and outside (openness presupposes a free exchange of opinions between all participating organizations and outsiders).

In relation to the organization, culture performs a number of functions:

1. The security function is to create a barrier from unwanted external influences.

2. Integrating unites people in their daily activities, forms a common psychology for everyone, a sense of belonging to the organization, pride in it, and causes the desire of outsiders to join it.

3. The regulator supports the necessary rules and norms of behavior of members of the organization and their relationships.

4. Adaptive facilitates the mutual adaptation of people to each other and to the organization

5. Orienting directs the activities of the organization and its participants in the required direction.

6. Motivational creates the necessary incentives for this.

7. The function of forming the image of an organization, that is, its image in the eyes of others, which is the result of people’s involuntary synthesis of individual elements of the organization’s culture into an elusive whole, which nevertheless has a huge impact on both the emotional and rational attitude towards it.

Based on the orientation of culture towards people, or the creation of organizational conditions for activity, the following types are distinguished:

1.Bureaucratic culture is characterized by the regulation of all aspects of the company’s activities on the basis of documents, clear rules, and procedures; assessment and promotion of personnel according to formal criteria. The source of power here is property or a high position. Such a culture guarantees people stability, security, and eliminates conflicts.

2.Entrepreneurial culture is characteristic of organizations where innovation and creative activity of staff play a key role. Culture guarantees the satisfaction of people's needs for development and improvement.

Depending on how you make a profit:

1 Investment culture typical for large firms and banks. It supports high-risk businesses that involve large capital investments over a long period of time in conditions of uncertainty where quick returns are not possible.

2 Administrative culture inherent in the largest companies, as well as government agencies. She puts the focus not so much on profit or resounding success, but on minimizing risk and stability. It is distinguished by its bureaucracy, formal approach, slow decision-making, and focus on titles and positions.

3bargain culture characteristic of organizations such as exchanges.

4 culture of trade characteristic primarily of organizations aimed at quickly obtaining stable results and low risk.

B-15 Self-management of the leader.

Self-management is the self-development of a manager as an individual and the organization of his personal activities, which represents the purposeful and consistent use of proven work methods in everyday practice in the specific conditions of the predominance of self-organization

Main goals of self-management:

Maximum use of the manager’s time and capabilities.

Conscious control of the flow of life

Overcoming external circumstances both at work and in personal life.

The identification and special consideration by many specialists in the field of management of the issues of organizing the activities of the manager is due to the importance this problem, and exactly as follows:

The organization of a manager’s work largely determines the effectiveness and efficiency of his activities.

The work of a manager has a significant impact on the performance of subordinate managers, specialists and other employees

The activities of a manager largely determine the results of the functioning of the organization or division assigned to him.

The manager’s remuneration, as a rule, significantly exceeds the remuneration of other employees, which requires the effective use of this labor

The use of self-management contributes to the rational organization of managerial activities

When solving various kinds of problems on a daily basis, a manager performs various functions. This process can be represented as a circle of self-management, clearly demonstrating the connections between individual functions.

In the outer circle there are 5 functions:

1. setting goals

2.planning

3. determination of priorities for upcoming matters

4.drawing up a working day and organizing the work process

5.self-control and adjustment of goals.

The first function is setting goals. Every managerial employee must set goals, which means looking into the future, orientation and concentration of strength and activity on what should be achieved. Thus, the goal forms the final result, the process of goal setting covers three phrases: “what would I like? “What can I really do?” “What exactly will I achieve?”

The next function of self-management is planning manager's personal time. When planning it is ensured rational use the most valuable asset is time6, either use the available time for fruitful activity (maximum criterion), or achieve goals with less time (minimum criterion). Planning means preparing for the implementation of goals and structuring time.

Rational organization of a manager’s work under conditions of chronic time shortages involves setting priorities in getting things done.

Important for the effectiveness of management activities is rational in terms of time consumption organization of the labor process manager This requires a conditional division of his working day into three parts.

The last function of self-management is monitoring of results or self-monitoring, through which it is determined whether the planned activities have been completed and the necessary adjustments are made to the plans.

B-16. External and internal environment of the organization.

The functioning and development of each organization is carried out in the environment (internal and external). Any action of an organization is possible only if the environment allows its implementation. The state and activity of an organization at any given time is the result of its action internal factors and impacts external environment.

Internal environment (this is a set of inherent properties, specific characteristics and combinations that give it a certain person.) the organization is its lifeblood. It contains the potential that enables an organization to function, and therefore to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization.

During the transition to a market economy there must be a change internal environment organization, adapting it to the market.

The internal environment of an organization is a set, a combination of the following main components:

Structure

Intraorganizational processes

Technology

Organizational culture

The internal life of an organization consists of a large number of different activities, sub-processes and processes. Depending on the type of organization, its size and type of activity, some processes and actions may occupy a leading place in it, while others may either be absent or carried out in a small volume.

External environment(This is a set of interrelated factors located outside the organization and influencing its activities) is a source that supplies the organization with the resources necessary to maintain its vital activity and internal potential at the proper level. At the same time, the organization, in turn, as compensation for this, must transfer the results of its activities to the external environment. Thus, the organization is in a state of constant interaction with the external environment. As soon as ties with it are broken, the organization dies. The interaction of an organization with the external environment ensures the possibility of existence, the vital activity of the organization, internal potential at the proper level, as well as stability, i.e. the ability to resolve emerging deviations and achieve set goals after disturbing influences exerted on it.

The organization must receive the necessary optimal amount of quality information from the external environment. The desire not to spend a lot of effort and money on collecting and processing information carries the danger of incompletely taking into account important development indicators, and, in turn, limits the possibility of timely resolution of problems in the field of organizational policy. An excessive amount of information increases the cost of obtaining information and creates difficulties in processing it.

All environmental factors can be divided into two groups. The first is factors of the general external environment (macroenvironment) of organizations elements of which the organization cannot influence. The impact of these factors is more or less the same for many organizations. The main factors are:

The state of the state's economy

Sociocultural factors

Natural geographical conditions

Legislative system

Credit and financial policy

Level of development of technology and technology

World market

The second group includes factors of the immediate (business) environment of organizations (microenvironment with elements of which the organization interacts and can influence them). This:

Consumers

Competitors

Suppliers

Business partners

Bodies of state systems Regulations

Sources of power pressure on the organization

Unions.

B-17 The essence of business planning and the functions of a business plan

Business plan, as a forecast of the activities of your own enterprise.

Business plan, as a document for seeking investment (investment project).

The need for power supply arises in the following cases:

1) opening a new business

2) repurposing an existing company

3) selection of new activities

4) preparation of applications for obtaining a loan.

Business planning– the process of developing actions to achieve the company’s goals. The main form of BP-iya.

BP– a business development plan based on strategic analysis and resulting from strategic decisions on the type of business.

Main target - determine the strategy and necessary resources to achieve your goals. Other possible targets:

getting a loan
attracting investments
determination of the company's strategic and tactical guidelines
clarification of the degree of reality of achieving specific results
evidence for a certain circle of people of the need to publish a new or repurposed existing company
achievement of employees in reality achieving their goals

Business plan functions:

B-18. Structure and content of the main sections of the business plan

The structure of a business plan according to the Unit methodology:

− Investment size

− Debt to equity ratio

− Essence of the project

− Goals, objectives

− Attractive aspects

− Financial results of the project:

a) Revenue (receipt from sales)

b) Net profit

c) Amount of taxes paid

− Integration resources

a) Project payback

b) Profitability index

c) Net present value

d) Internal rate of return

− Financial indicators

a) Liquidity

b) Solvency of the enterprise

c) Business

d) Profitability

2. Description or essence of the project (2 - 3 sheets)

− Starter: You

− Developmental: legal. A person or individual entrepreneur without legal education. Persons

4. Description of products and services (good business plan for 1 - 2 products)

5. Market analysis

Ø Market description

Ø Market capacity

Ø Dynamics of prices for similar products over several recent years

Ø Forecasts for future market development

Ø Plans to occupy the enterprise

Ø Buyers of products/services

Ø Competitor analysis

6. Production plan - description production process from which it follows that the enterprise is able to produce the quantity of products that it planned, i.e. can organize production and has the resources to do so:

1.availability of production space (ownership; rent)

2.need for equipment, its suppliers, prices, delivery times

3.required investments

4.sales plan

5.planned costs

7. Personnel plan or organizational plan:

ü Personnel requirements

ü Information on the average number of employees and salary

ü Working conditions

ü Structure and composition of departments

ü Staff training

ü Job descriptions

9. Marketing plan:

Ø Product distribution scheme

Ø Sales promotion methods

Ø Promotions, benefits, discounts

Ø Organization of after-sales customer service (warranty, service)

10. Financial plan

1. Economic environment of the project

2. Discount rate and its rationale

3. Required investments and their structure

4. Main financial results

11. Project risk analysis

Predict all risks and measures to prevent them. Using an identification table - a qualitative method of risk analysis (risk; threat; preventive measures)

12. Project sensitivity analysis

19. Typical mistakes that occur when developing a business plan

Typical errors:

low quality of project development
unsystematic presentation of material
incorrect presentation of material
incorrect calculations
superficiality of analysis
insufficient justified forecast and project costs
poor development of product sales plan
incorrect accounting of tax burden
failure to take inflation into account
low level marketing research
insufficient development of the project management scheme
lack of alternative project solutions
lack of project sensitivity analysis
the need for a multi-scenario approach in Russian conditions

15. weak analysis of project risks

B-21 features of small business planning.

Planning- This is an important element of any entrepreneurial activity. First of all, planning is aimed at increasing the efficiency of the company and increasing profits.

Small Business Planning

For both large and small businesses drawing up operational plans helps to make the right decision in specific market conditions. And since small businesses don’t have the same ample opportunities for maneuvers, then a lot depends on the quality of planning.

Small Business Planning, of course, must be based on data from accounting reports, since only from these documents can one obtain reliable data on the effectiveness of commercial activities.

small business planning– this is not a simple process, but it is of key importance for the development of the enterprise. It is not necessary to write a complete business plan, especially if it is intended only for management. It is enough to draw up several basic plans, which will contain answers to the questions that concern you, as well as ways (opportunities) to increase financial indicators, such as sales, production or profit.

The most relevant for small businesses are: sales plan, financial plan and production plan.

Necessary identify strengths and weaknesses, study the features of the enterprise (sales, costs, personnel management and financial flows). Indicators need to be determined as accurately and in detail as possible, since they will then form the basis of your business plan.

It is important to study the indicators of past and current trade turnover by individual products, by sales level and by selling prices. Costs are calculated by type of cost (raw materials, operating expenses, production costs, fixed overhead costs, etc.).

It is also important when planning analyze existing assets and liabilities. To do this, a list of long-term assets is compiled according to relevance and importance for the enterprise. It is imperative to calculate the level of working capital available to you.

Sales plan

Based on data on trade turnover, sales volume of existing goods, and level of demand, it is possible to determine which product groups can increase profit and sales volume. Also in this plan it is necessary to provide ways to attract new customers.

Here, existing and potential sales channels must be analyzed. Determine the strengths and weaknesses of each of the sales channels available to you; the more sales channels, the greater the potential sales volume.

1) environmental analysis - is considered the initial stage of the strategic management process, as it provides the basis for determining the mission and goals of the organization and developing strategy. External environment - a set of variables, threats and opportunities that are outside the enterprise and beyond the short-term control of management. The internal environment is a set of variables (strengths and weaknesses) located within the organization and controllable by management over the short term.
2) strategy formation - defining the mission and goals (long-term and short-term). Strategy formation is the process of determining the mission and goals of an organization, as well as choosing a strategy for achieving these goals.
3) strategy implementation - the process in which the strategy is converted into actions based on developed programs, budgets and procedures, and it is also the process of carrying out strategic changes in the organization, transferring it to a state in which the organization will be ready to implement the strategy.
4) assessment and control of strategy implementation - provides stable feedback between the implementation of the strategy and the goals of the organization. Strategic control is aimed at determining the extent to which the implementation of strategy leads to the achievement of the company's goals.

Currently, scientists identify five main stages of strategic management:

1. Determining the scope of activity and developing the mission of the organization.
2. Development of long-term and short-term goals for the organization.
3. Development of a strategy for achieving business goals.
4. Implementation of the organization's strategy.
5. Assessing the effectiveness of the strategy based on the organization’s performance and introducing corrective actions.

Since modern business conditions are extremely dynamic, this process is continuous and represents an ever-renewing cycle with intense feedback. In addition, the boundaries between the phases of the cycle are quite arbitrary. Thus, setting specific strategic objectives certainly benefits from having a conceptual vision of business prospects. On the other hand, goal setting and choice of strategy, in turn, stimulate the further development of conceptual ideas (about the company’s place in business, the main directions of its activities, fundamental guidelines, standards of behavior, etc.). Practical experience in implementing a strategic plan can radically change all the components of the latter (the general concept, the intended goals, and the chosen strategies).

Let's look at each stage of strategic management in more detail.

First stage. Determining the scope of an organization’s activities involves:

determination of the need being satisfied;

consumer identification;

determining how to meet the needs of specific consumers.

That is, it is necessary to answer the question: “What, for Whom and How do we produce?”

For example, the Polaroid company defined its business as follows: “Developing and promoting fast photography to meet the needs of wealthy families for love, friendship, good memories and humor.” McDonald's did it this way: "Providing hot, delicious food in a clean restaurant at an affordable price."

The mission of the organization is the verbally expressed basic socially significant functional purpose(role) of the organization in the long term (in addition to making a profit), reflecting the purpose of the business, its philosophy. This term literally means “responsible task, role.”

A mission statement helps define what a business really does, while focusing on the customer rather than the product. Therefore, defining a mission involves answering the question: “How can the firm benefit consumers while achieving greater success in the marketplace?”

It is believed that the mission statement should be a bright, concise, dynamic design, easy to understand (often this is a slogan).

Example missions:

“Two centuries of tradition - a guarantee of quality” (Foil Rolling Plant, St. Petersburg).

“We save your time and money” (Inkombank). “Not subject to the elements” (Oneximbank).

The mission of a business is of great importance for communication within the enterprise (allows employees of the company to better understand its activities, and managers to have long-term guidelines) and outside it (helps communicate information to shareholders, consumers and suppliers).

Second phase. Determining long-term and short-term goals of the organization

After the mission is formulated, it is necessary to determine the long-term (3 - 5 years or more) and short-term (1 - 2 years) goals of the organization.

There are eight key areas within which an enterprise defines its goals.

1. Market position. Market goals may be to gain leadership in a certain market segment or increase the enterprise's market share to a certain size.
2. Innovation. Targets in this area are associated with identifying new ways of doing business: organizing the production of new goods, developing new markets, using new technologies or methods of organizing production.
3. Productivity. A more efficient enterprise is one that spends fewer economic resources on producing a certain amount of product.
4. Resources. The need for all types of resources is determined.
5. Profitability. These goals can be expressed quantitatively: to achieve a certain level of profit, profitability.
6. Managerial aspects. Profit generation in the long term can only be ensured through the organization of effective management.
7. Staff. Goals regarding personnel may be related to maintaining jobs, ensuring an acceptable level of remuneration, improving working conditions and motivation, etc.
8. Social responsibility. Currently, most Western economists recognize that firms should focus not only on increasing profits, but also on developing generally accepted values.

The goals of the enterprise must meet the following characteristics:

1. Goals must be specific and measurable.
2. Goals must have a specific planning horizon, that is, determine when results should be achieved.
3. The goal must be achievable.
4. Goals must be flexible and have room for their adjustment in connection with unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures the feasibility of goals.
5. The enterprise's multiple goals must be comparable and mutually supportive.

An example of a long-term goal of a transport company: “To become the biggest and best transport company in the world"; General Electric Company: "To become the most competitive company in the world and occupy first and second places in all areas of business in which the company operates."

Short-term goals are formulated according to the same principles as long-term ones, but are more specific and involve operational actions in a short period of 1-2 years, aimed collectively at achieving a long-term goal.

Third stage. Strategy Formulation

Strategy formulation is a management function that consists of forming the organization's mission, determining business goals and creating a strategy. The end product of strategy formulation is a strategic plan.

A strategic plan is a document containing the purpose of the organization, its development directions, long-term and short-term objectives and development strategy.

Strategy is necessary both for the entire company as a whole and for its individual connecting links- research, sales, marketing, finance, labor resources etc.

When forming a strategy from many feasible options, the manager, acting as an indicator, seeks new opportunities and is a kind of synthesizer of different trends and approaches taken in different time and in different departments of the company.

The organization's strategy is constantly evolving. There is always something new to respond to, and as a result, new strategic niches open up. Therefore, the task of improving strategy is never-ending.

A company's strategy should always combine a planned line of behavior and the ability to quickly respond to anything new.

Fourth and fifth stages. Implementation of the strategy, assessment of its effectiveness and adjustment of previous stages

The last two stages are considered together, since they do not have clear distinctions. In the process of implementing the strategy, it is constantly assessed and adjusted.

Strategy implementation is not just a function of senior management, but a job for the entire management team. All managers act as implementers of strategy within the framework of their powers and responsibilities.

The last stage is a bridge that returns the company to the original first points, but at a qualitatively new level.

Thus, the strategic management process can be represented as a continuous upward spiral.

This topic is relevant, like the entire theory of strategic management. Our country must learn to live in a market economy; the most important condition for this is highly qualified managers. The ability to analyze, develop and implement an organization's strategy is the key to an organization's success.

Purpose test work is to reveal the main stages of strategic management.

To achieve this goal, it is necessary to solve the following tasks :

1) Consider the stages of strategic management;

2) Analyze the stages of strategic management;

Object of study is the 8 main stages of strategic management.

When writing this test work, the works of a number of domestic scientists were used, such as A.A. Blazhevich, B.R. Vesnina and others. Also within the framework of the study, the scientific developments of foreign authors were considered: F. Kotler, G. Mintzberg, and others. Methodological basis The research was based on methods of analysis, observation, statistical data processing, etc.

Work structure. The test consists of an introduction, five points, a conclusion, and a list of references.

1. a brief description of stages of strategic management

Strategic management is a closed management process with mandatory and essential feedback. Strategic management is a cyclical professional activity that has its own quite complex structure and several areas of internal specialization.

In general, the strategic strategy has 8 main stages. These stages represent the following step-by-step procedure for the actions of a universal closed strategic cycle.

1. Carrying out diagnostics of the organization’s external environment, as well as diagnostics of its internal environment (system analysis of the organization’s resource capabilities).

2. Systematic strategic analysis of a specific situation for a specific organization.

3. Establishing the organization’s mission, a tree of strategic goals and a system of strategic target priorities.

4. Development of strategies for the main subsystems of the organization (businesses, structural divisions, functional subsystems, etc.).

5. Establishment complete system strategic priorities (target, key material resources, time, financial, etc.).

6. Consolidation of all strategies into a single general strategy. Formation of a holistic and comprehensive program of specific actions for a given strategic perspective.

7. Implementation of the overall strategy through a system of strategic instructions, as well as through the overall tactical program of the organization (i.e., a system of tactical business plans and operational management decisions).

8. Strategic controlling as a comprehensive coordination of both all processes and all elements of the organization’s strategic management system.

Strategic management is presented as a continuous and dynamic process. To implement it, highly professional and rationally specialized management activities are optimally distributed throughout the entire structure of the organization.

2. Strategic analysis

2.1. Analysis of the organization's external environment

The main purpose of external analysis is to identify and understand the opportunities and threats that may arise for the organization in the present and future. External analysis is part of SWOT analysis, which is a universal analytical tool, the areas of application of which can be: strategic analysis, general and targeted tactical analysis, functional analysis, etc.

The external environment (business environment) consists of two parts:

– macroenvironment (remote environment);

– microenvironment (industry or immediate environment).

The purpose of macro environmental analysis is to track (monitor) and analyze trends/events outside the organization's control that may affect the potential effectiveness of its strategies. A variety of methods are used for analysis and forecasting: forecasting individual trends, scenario analysis, simulation modeling, factor analysis, expert methods.

2.1. Analysis of the internal environment of the organization

Modern organization is a complex organic system. Everything that is inside such a system is called the internal environment of the organization. Analysis of this environment must be systematic and multifactorial.

In strategic analysis, the entire internal environment of an organization, as well as its individual subsystems and components, are essentially considered as a strategic resource of the organization. Thus, a strategic analysis of the internal environment of a given organization, depending on the specific situation, can be unique to one degree or another, but the main condition must be met - the completeness of the strategic analysis, its quality and ultimate effectiveness.

Taking into account the current state of strategic management, the following structure for strategic analysis of the internal environment of an organization is recommended:

1. Strategic analysis of individual businesses of the organization;

2. Strategic analysis of functional subsystems;

3. Strategic analysis of the main structural divisions;

4. Strategic analysis of all business processes of the organization.

This structure of strategic analysis of the organization’s internal environment corresponds to the structural structure of the process of developing the organization’s strategy and, consequently, the final structure of its overall (corporate) strategy.

Thus, a strategic analysis of the internal environment of an organization must be complete and systematic, both in terms of covering all structural and process elements of the organization, and in terms of the analytical tool used. At the same time, each link and the entire value chain of the organization must be subjected to in-depth analysis.

3. Development of an organization strategy

3.1. Mission, strategic goals and priorities

Mission is the main goal of an organization as a competitive corporation, presented in the most general (integral) form and clearly expressing the main reason for its existence.

It is believed that an ideal mission statement should include six points:

· proclamation of values and beliefs;

· the products that the organization will produce or the needs that it intends to satisfy;

· the market in which the organization is positioned;

· ways to enter the market;

· key technologies that will be used;

· strategic principles of development.

The mission statement should reflect the essence of the business - its business idea. The basis of a successful business is activities that create value for which the consumer is willing to pay an acceptable price. To do this, you need to solve two problems:

· choose a way to create some utility;

· create a combination of abilities that ensure the creation of utility.

Thus, a mission is a short, clear and precise definition of the main direction of activity that motivates the employees of the organization well.

The mission of the organization serves as the basis for the formation of goals. In the very general view A goal is a desired real future state of something as a result of purposeful activity. In other words, this is a prediction of the result of an activity and ways of its implementation using certain means.

Objectives are set for each key result that is important to achieving ultimate success. There are two types of key results: those related to financial activities and relevant to strategic activities.

The formation of goals is a decomposition of the mission - the general goal of the organization. This decomposition involves the construction of a tree of goals, which can be carried out by two complementary approaches:

1. Reducing the tree of the organization’s strategic goals to a system of goals for the creation and sale of products in different markets.

2. Supplementing the system of product (market) goals with goals that characterize the most important aspects of the organization’s activities (personnel development, organizational structure, financial, etc.).

At the stage of establishing the mission and target strategic priorities, it is necessary to take into account data from all previous stages of strategic analysis.

3.2. Formation of product and marketing strategy

Product marketing strategy (PMS) is a subsystem of the overall strategy, which is aimed at analyzing, developing and making a set of strategic decisions in the field of nomenclature, assortment, quality and production volume of the organization’s products, as well as their sale in the relevant markets.

A successfully formed PMS is a key strategy for both survival and sustainable existence, and economic growth, and major success for the organization.

The formation of a product marketing program is carried out in accordance with methodological instructions, including 9 stages.

1.Analysis is carried out general condition the current stage of functioning of a specific market in which the organization’s products are sold. The stage ends with an analytical document that provides a complete description of the trends characterizing the current market conditions.

2. For each product, market leaders are identified for the tactical and strategic period.

3.Conducted comparative analysis market leaders according to the actual and potential nomenclature of the organization with a mandatory assessment of their competitiveness relative to market leaders.

4. Specific market niches are identified in which the organization considers itself competitive in terms of its actual and potential products from a tactical and strategic perspective.

5. A system of priorities is established for the organization’s actual and potential products for a tactical and strategic perspective.

6. A system of specific real and potential competitive advantages is determined that need to be maintained, developed or created to ensure the competitiveness of the organization’s new product profile for a tactical and strategic perspective.

7. The main and main competitors (products, organizations) for the new product profile are established.

8. A unified product program of the organization is being developed for a tactical and strategic perspective as a program practical actions, concentrating the organization’s resources and efforts on the implementation of its new product profile.

9. The product program is agreed upon as a subsystem of the overall development program of the organization for a given strategic perspective.

In a single organization, all stages of the process of developing a strategy for each of its businesses must be fairly systematic. That is, at each stage of creating a separate business strategy, it should be considered as a subsystem of an integral corporate strategy.

Based on the above, after passing the stage of developing a specialized strategy for each business of the organization, the stage of systemic refinement must be implemented.

This stage involves the following work:

1. Carrying out final mutual approvals of all individual business strategies.

2. According to the strategies of individual businesses, based on the common interests and strategic goals of the organization as a whole, i.e. from the position of corporate strategy, precisely as a system of business strategies, appropriate priorities are established.

3. In accordance with approved business strategies and established priorities, the organization's resources are allocated.

Thus, at the end of the system refinement stage, the corporate strategy of a diversified organization should represent precisely the strategy of a business system, and not a set of separately isolated business strategies. In connection with the above, the problem arises of assessing the level of synergy of the system of business strategies that make up the organization’s corporate strategy system.

4. Implementation of organization strategies

4.1. The essence of the strategy implementation process

The process of implementing a strategy differs significantly from the traditional process of executing a long-term plan. First of all, these are creative actions, which necessarily involve monitoring the results of implementation, as well as flexible system corrections in the form of adequate and timely changes. At the same time, there is only one criterion of correctness for any strategic changes - this is business success and the final effectiveness of its achievement.

Thus, the first significant difference between the process of implementing a strategy and the process of executing a long-term plan is the mandatory presence of a creative approach and effective feedback.

The second significant difference is that at the stage of strategy implementation there is an active, creative, practical creation of all significant conditions for the implementation of both this implemented strategy and all future organizations.

The third significant difference is that the modern process of implementing a strategy from its very first implementation is not just the beginning of the implementation of an already adopted strategy, but also the start of the process of creating the next one, i.e. future strategy of the organization.

For the successful implementation of any strategy, it is necessary to identify at least three fundamental conditions that must be met:

1. Managers at all levels must have the organization's strategy in the markets in the form of a system and clear strategic instructions and implement the instructions strictly in accordance with the current operational plan for implementing strategic changes.

2. All the main points of the corporate strategy and especially its current strategic directions must be well communicated to all personnel of the organization.

3. Sufficient motivation of all personnel of the organization should be used to implement this particular strategy.

Implementation of the strategy involves the implementation of three main stages:

1. Launching a strategy. At this stage, each level of management of the organization must solve its own specific problems. But at the same time, decisions at the top manager level play the main role.

2. Major strategic changes. At this stage of strategy implementation, the main content of activity is the implementation of the main strategic changes provided for by this particular strategy, which is being implemented in this particular period of time.

3. Completing the strategy. In accordance with the theory of strategic management, flexible adjustment of the implemented strategy is carried out constantly. This manifests itself in the form of necessary specific changes that are carried out in real time, both in part in the socialized strategies of the organization and in its overall strategy as a whole.

Thus, there should not be a clear boundary for the completion of a strategy in strategic management. The ability of an organization to distinguish and anticipate the noted strategic changes of the first and second types and, accordingly, to make quite professional transitions from one strategy to another is one of the most subtle and complex aspects of its strategic management.

5. Strategic controlling and the effectiveness of strategic management

5.1. The essence of strategic effectiveness and strategic controlling

The essence of strategic effectiveness is revealed in the following thesis: in modern business mistakes in corporate strategy inevitably lead to failure in competition and weakening the organization’s position in the relevant market: at the same time, strategic mistakes can be corrected even by the most effective techniques Tactical management is impossible in principle.

Strategic controlling is a subsystem of strategic management that coordinates the functions of strategic analysis, goal setting, planning and strategy correction; controls the functioning of the entire system as a whole, and also sets, develops and controls the strategic information support subsystem.

The main functions of strategic controlling include:

1) control of the process of implementing the overall strategy;

2) formation and development of an information support system for strategic management;

3) monitoring the system of strategic indicators - indicators, including separately for the external and internal environment;

4) primary element-by-element and integral strategic analysis;

5) primary fixation of the organization’s critical strategic positions;

6) participation in setting strategic goals;

7) participation in secondary strategic analysis and strategic reflection;

8) coordination of all stages of strategic management as a process in general of all elements of strategic management.

The above controlling functions can be distributed in organizational structure organizations in different ways. Most often, strategic controlling is a subsystem common system controlling the organization.

In an organization with well-established strategic management, the functions of strategic controlling are optimally distributed across its various departments.

The main functions and tasks of strategic controlling, which require constant professional activity, are decided and implemented in a specialized strategic development unit. At the same time, the main strategic controller is always the first manager of the organization and the highest collegial management body of the organization, representing the interests of its owner.

Conclusion

So, the information presented and its analysis make it possible to fully imagine that a correctly chosen and successfully implemented enterprise management strategy is the key to its fruitful functioning in a market economy.

Naturally, good strategy paired with successful execution does not guarantee that the company will be able to completely avoid periods of recession and instability. Sometimes it takes time for managers' efforts to produce positive results. However, it must be remembered that it is the responsibility of the manager to prepare the company's strategy for unexpectedly demanding conditions through proactive strategic planning - perhaps the most important part of strategic management.

Strategic decision making is the choice of how and what to plan, organize, motivate and control. In the most general outline This is precisely what constitutes the main content of a leader’s activity. But since there is no single strategy for all enterprises, and therefore each enterprise that wants to survive in harsh market conditions develops its own strategy based on an analysis of the external environment, its own potential, based on the goals and mission of the organization. Developing an organization's strategy is not an end in itself for strategic management. This complex and time-consuming work becomes meaningful only if the strategy is subsequently successfully implemented. In order to control the process of strategy implementation and be confident in achieving the set goals, organizational leaders are forced to develop plans, programs, projects and budgets, motivate the process, i.e. manage it.

Strategic management involves not only a thorough study of all its areas, which naturally becomes obvious, but the mandatory participation of managers at all levels of management in its development.

Strategy planning is a type of management activity that requires significant effort and time. The main condition for the effective functioning of the strategic planning system is constant attention to it from senior managers, the ability to prove to them the need for planning to involve a wide range of employees in the development and implementation of the strategy. This attention is especially important at the first stage of implementing a planning system in an organization.

The choice of a company's strategy is made by management based on an analysis of key factors characterizing the state of the company. Also, the choice of strategy largely depends on the style of organizational behavior. There are two main styles - incremental (based on what has been achieved) and entrepreneurial. Strategic planning is a systematic approach to entrepreneurial behavior.

An organization's potential and strategic opportunities are determined by its structure and the quality of its personnel. Not having enough complete information about the quality of staff, management can't do the right choice company strategy.

In conclusion, it should be noted that the organizational development of enterprises in Russia, apparently, occurs in accordance with the objective laws and patterns of development of organizations - the patterns of delay and inadequacy. A necessary condition for reducing the impact of negative factors caused by these patterns on enterprises is the development and implementation of the mandatory practice of a strategic approach to enterprise management and planning their activities.

Bibliography

I. Monographs and textbooks

1. Goldshtein G.Ya. Strategic management. – Taganrog: TRTU Publishing House, 2005. – 211 p.

2. Zaitsev L.G., Sokolova M.I. Strategic management. – M.: “Economy”, 2004. – 416 p.

3. Tooth A.T. Strategic management. theory and practice. Textbook for universities. – M.: Aspect Press, 2005. – 58 p.

4. Kruglov N.Yu., Kruglov M.I. Strategic management. – M.: Publishing house. RDL, 2003. – 464 p.

5. Thompson A.A., Skrickland A.J. Strategic management. The art of developing and implementing strategy. – M.: UNITY, 2005. – 576 p.

Strategic management is the management of an organization that relies on human potential as the basis of the organization, orients production activities to consumer demands, carries out flexible regulation and timely changes in the organization that meet the challenge from the environment and allows one to achieve competitive advantages, which together results in organizations to survive and achieve their goals in the long term.

The process of strategic management of a company is one of the most complex types of management activities. It includes the following stages:

1. analysis environment- internal and external. Strategic planning at all its stages involves an analysis of the company's environment. The process of environmental research involves the study of its three components: the external environment (economy, legal regulation and management, political processes, natural environment and resources, social and cultural components of society, scientific, technical and technological development of society, infrastructure, etc.), the immediate environment (suppliers, competitors, labor market, consumers), the internal environment of the company (company personnel, management organization, production , company finances, marketing, organizational culture).

2. determining the general direction of development of the organization (formulation of the mission and goals of the organization) Mission is a business concept that reflects the purpose of the business, its main goal. The mission characterizes only the “present” of the organization: the type, scale of activity, differences from competitors, leaving the prospects for business development without attention. The mission details the status of the enterprise and provides guidance for the development of goals and strategies at various organizational levels. A goal is an end state, a desired result that any organization seeks to achieve;

3. formulation of alternatives and choice of strategy. The choice of strategy is the central point of strategic planning. Typically, an organization chooses a strategy from several alternative options.

The process of choosing a strategy consists of the stages of development, refinement and analysis (evaluation). At the development stage, strategies are formulated to achieve the goals set. The main task of this stage is to develop as many alternative strategies as possible to achieve the set goals. This significantly expands the choice and prevents you from missing out on a potentially better option. Therefore, not only top managers, but also middle managers are involved in the work. The next stage of developing a strategy is to bring the overall strategy to the level of its adequacy to the goals of the development of the organization in all their diversity. The decisive point in choosing a development strategy is the analysis and evaluation of alternative options. The assessment task is to choose a strategy that would ensure maximum efficiency of the company's activities in the future to achieve its main goals. The general strategy is filled with specific content.

The strategic choice must be based on a clear concept of the development of the organization, and the formulation itself must be unambiguous and clear. The significance of the choice is determined by the fact that the chosen strategy for a long time limits the freedom of action of management and has a profound impact on all the decisions it makes. In this case, numerous factors must be taken into account: risk, experience of past strategies, influence of share owners, time factor, etc.

There are several methodological approaches that allow you to evaluate strategic alternatives for the development of a company. They can be used locally or in a specific combination, depending on the task at hand;

4. strategy implementation. Research shows that companies typically follow seven rules when planning and executing strategy. These rules allow them to objectively evaluate any failures and determine whether they stem from strategy, planning, implementation or employee abilities. And these same rules help them detect problems in advance, which allows them to avoid failures altogether. These rules may seem simple, even obvious, but if followed closely, they can transform both the quality of a company's strategy and its ability to deliver results.

Rule 1: Set simple and specific goals.

Rule 2: Critique and challenge assumptions, not predictions.

Rule 3: Use a rigid structure, use simple language.

Rule 4: Discuss the allocation and use of resources as early as possible.

Rule 5: Be clear about your priorities.

Rule 6: Monitor your results constantly.

Rule 7: Develop and reward the ability to implement strategy.

5. control over the implementation of the strategy. I. Ansoff in his book “Strategic Management” formulates the following principles of strategic control:

1. Due to uncertainty and inaccurate calculations, a strategic project can easily turn into a fool's errand. This cannot be allowed; expenses must lead to the planned results. But unlike normal production control practices, the focus should be on cost recovery rather than budget control.

2. At each control point, it is necessary to assess the cost recovery during the life cycle of the new product. As long as the payback exceeds the control level, the project should continue. When it falls below this level, other options should be considered, including terminating the project.

Planning of innovative activities of RSL enterprises.

Innovation planning is a system of calculations aimed at selecting and justifying IP development goals and preparing decisions necessary for their unconditional achievement. The planning subsystem performs seven specific functions.

1. Target orientation of all participants. Thanks to agreed plans, the private goals of individual participants and performers are focused on achieving the general goals of an innovative project or individual enterprise as a whole.

2. Perspective orientation. Plans are focused on the future and are based on reasonable forecasts of the development of the situation. The plan outlines the desired future state of the property and provides specific measures aimed at supporting favorable trends or curbing negative ones.

3. Coordination of the activities of all participants in innovation. Coordination is carried out as preliminary coordination of actions in the preparation of plans and as a coordinated response to emerging obstacles and problems in the implementation of plans.

4. Preparation of management decisions. Plans are the most common management decisions in innovation management. When preparing them, an in-depth analysis of the problems is carried out, forecasts are made, all alternatives are explored and an economic justification is made for the most rational decision. Planning makes high level economic feasibility and rationality in the management system for individual entrepreneurs.

5. Creation of an objective basis for effective control. Plans establish the desired or required state of a system for a specified period of time. Their presence allows for an objective assessment of the enterprise’s activities by comparing the actual values of the parameters with the planned values according to the “fact-plan” principle.

6. Information support for participants in the innovation process. Plans contain important information for each participant about goals, forecasts, alternatives, timing, resources and administrative conditions for innovation.

7. Motivation of participants. Successful implementation of planned tasks, as a rule, is the object of special incentives and the basis for mutual settlements, which creates motives for productive and coordinated activities of all participants.

When planning, the main directions of innovation activity for individual entrepreneurs and each structural unit are selected; formation of research, development and production programs for innovative products; distribution of programs and individual tasks over separate periods of time and assignment to performers; establishing calendar dates for carrying out work on projects; calculation

resource requirements and their distribution among performers based on budget calculations.

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