At the stage of strategic analysis top management monitors the most important factors for the future of the enterprise, called strategic factors.

Strategic factors are directions for the development of the external environment, which, firstly, have a high probability of implementation and, secondly, a high probability of influencing the functioning of the enterprise. The purpose of the analysis of strategic factors is to identify the threats and opportunities of the external environment, as well as the strengths and weaknesses of the enterprise (this is the so-called SWOT analysis). A well-conducted managerial analysis (or business diagnostics of the enterprise), which gives a real assessment of its resources and capabilities, is the starting point for the development enterprise strategy. At the same time, strategic management is impossible without a deep understanding of the competitive environment in which the enterprise operates, which involves the implementation of marketing research. It is the emphasis on monitoring and evaluating external threats and opportunities in the light of the strengths and weaknesses of the enterprise that is the hallmark of strategic management. The next important feature of strategic management is its focus on the future, so it is necessary to clearly define development guidelines: what to strive for, what goals to set. To do this, on the basis of an assessment of strategic factors, the corporate mission and long-term goals of the enterprise are determined.

An effective enterprise strategy should be based on three components that are the result of strategic analysis:

Correctly chosen long-term goals;

deep understanding of the competitive environment;

· a real assessment of the company's own resources and capabilities.

The second stage of strategic management is the formation of alternative directions for the development of the enterprise, their evaluation and selection of the best strategic alternative for implementation. In this case, special tools are used, including quantitative forecasting methods, development of scenarios for future development, and portfolio analysis.

It should be noted that the process of forming and evaluating alternative options for the development of an enterprise is an independent value for management, since it allows managers to comprehend possible directions for development. This stage should encourage thinking about what can happen in the external environment and what consequences this can lead to for the enterprise. Scenario development, portfolio analysis, and other methods of predicting change increase the flexibility of an enterprise's strategy. Moreover, this effect manifests itself even when the plan is not fulfilled due to the fact that some of the hypotheses underlying the scenario did not materialize.

Once the overall strategy is formulated, the focus of strategic management shifts to the process. its implementation. The strategy is brought to life through the development of programs, budgets and procedures, which can be considered as medium and short-term plans for the implementation of the strategy. The most important components of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy. Finally, the results of the implementation of the strategy are evaluated, and with the help of a feedback system, the company's activities are monitored, during which the previous stages can be adjusted. It should be noted that in reality the process of developing a strategy can be iterative (cyclic). Thus, the definition and selection of a strategy can take place at the stage of analysis of the external environment. However, the strategy evaluation process may require additional analysis of the external environment. In addition, the strategy may change over time, so monitoring and annual adjustment of strategic decisions and plans is necessary.

Planning steps

1. At the first stage of planning, an essential decision is the choice of the goals of the organization. The main overall goal of the organization, i.e. a clearly expressed reason for its existence, denoted as its mission(responsible task, role, assignment). Goals are developed to carry out this mission. Mission details the status of the organization and provides direction and benchmarks for setting goals and strategies at various organizational levels.

2. Second stage. The goals of social protection organizations are formed and set on the basis of the mission of the organization. Goals must have some characteristics:

1. specific and measurable goals - for example, to support large families registered in the department (absolute number), for example, the goal of a non-state university is to provide training for specialists at lower costs;

2. orientation in time - when the result should be achieved (long-term - 5 years, medium-term 1-5 years, short-term up to a year);

3. achievable goals - in order to serve to increase the effectiveness of the organization, the goals must be achievable. Goals should be mutually supportive – i.e. actions and

decisions necessary to achieve one goal should not interfere with the achievement of other goals of the organization. If this condition is not met, then a conflict between departments may arise in the organization.

3. At the third stage of the strategic planning process , after establishing the mission and goals of the organization, the external environment of the organization is studied.

The external environment is assessed according to three parameters:

1. changes that affect different aspects of the current strategy;

2. what factors pose a threat to the strategy;

3. what factors represent more possibilities to achieve the goal by adjusting the plan.

They mainly pay attention to such factors as social, economic, political, technological development, the state of the labor market, investment.

Analysis of the external environment The process by which strategic planners monitor factors external to the organization to identify opportunities and threats to the organization.

4. Fourth stage. Management survey of the internal strengths and weaknesses of the organization - methodical assessment of functional areas organization designed to identify its strategic strengths and weaknesses.

The survey affects the study of such internal factors: marketing, financial condition, production, staff condition, organization culture:

1. marketing - market share and competitiveness; offered goods or services; demographic situation; the possibility of promoting new products or services on the market; customer service efficiency; advertising opportunities; for example, two aspects of marketing are important for a non-state university: marketing of educational services and marketing of specialists.

2. The current financial condition of the organization must be taken into account in any planning, since the lack of financial reserves can ruin any undertaking. When analyzing financial condition the main attention should be paid to the possibility of reducing the cost of production, the degree of dependence of the enterprise on suppliers, the degree of physical and obsolescence of equipment.

3. Regarding organizations social sphere, then their financial condition is determined by their organizational and legal form. Funding source for public institutions(what social services are currently) are, first of all, budgetary funds. At the same time, the state establishes certain norms for budgetary financing of the corresponding costs. This means that financial management should be aimed at optimizing costs (choosing the best, optimal option). Therefore, many types social services are paid. It is also possible to use additional sources of financial resources;

4. production - a purposeful activity to create something useful; whether the organization can produce goods or services at a lower price than competitors; whether there is access to new materials and technologies; whether the equipment is modern; production, i.e. the provision of social services is a purposeful activity of all social services;

5. state of personnel - type of employees; competence of employees and top management; reward system; staff development; performance evaluation;

6. culture - mores, customs, moral and psychological climate. It is the internal culture that forms the image of the organization both among suppliers and consumers, and in the labor market, thereby attracting the necessary employees.

5. Fifth stage. Analysis of strategic alternatives. After assessing the external environment and surveyed the internal environment of the organization, management can determine the strategy that it will follow. The organization faces 4 main strategic alternatives:

1. limited growth - followed by most organizations. Goals are set from what has been achieved previously, taking into account inflation. The limited growth strategy is applied in mature industries with static technology, while the organization is satisfied with its position. This is the easiest, most convenient, and least risky course of action.

2. growth - an annual increase in the level of short-term and long-term goals compared to the level of indicators of the previous year. This strategy is applied in dynamically developing industries with changing technologies. Growth can be internal or external. Internal growth is the expansion of goods or services. External growth - the acquisition of a supplier firm or one firm acquires another;

3. downsizing - this strategy is rarely chosen by managers. Goals are set below what has been achieved in the past. There may be 3 options:

a) liquidation - complete sale of property;

b) cutting off the excess - separate some units;

c) reduction or reorientation - reduction of part of its activities;

combination - a combination of any of the three strategies. This type is usually chosen by large firms.

6. At the sixth stage, the strategy is chosen. A strategic alternative is chosen that will maximize the long-term effectiveness of the organization, that is, the result.

The choice is influenced by factors:

1. risk - what level of risk is considered acceptable. A high degree of risk can destroy an organization;

2. knowledge of past strategies - often management is influenced by past strategies;

3. reaction to the owners (if a joint-stock company) - the owners of shares limit the flexibility of management when choosing an alternative ( commercial structures);

4. time factor - a decision can contribute to the success or failure of the organization (implementation of a good idea at a bad moment can lead to the collapse of the organization).

7. The seventh stage is the implementation of the strategic plan. The plan must be realistic Need to stop on the main components of formal planning:

1. tactics - short-term strategies that are consistent with long-term plans; Characteristics of tactical plans:

a) tactical plans are developed in the development of the strategy;

b) tactics are developed at the level of middle managers;

c) the results of tactical plans appear quickly and correlate with specific
actions (the results of the strategy may appear in a few years).

The tactical goal of social work at this stage is to meet the needs of the categories of the population most in need of social protection, taking into account the possibilities of the economy (since targeted social policy is currently being implemented).

politics - provides a general guide for action and decision-making that facilitates the achievement of goals. Policy is usually formulated by top-level managers for a long period of time. For example, the policy of providing equal employment opportunities for women; non-disclosure of trade secrets of the organization.

procedures - describes the actions to be taken in a particular situation. If the decision-making situation repeats itself, then the management applies the time-tested course of action, and for this it develops standardized instructions. Essentially, a procedure is a programmed decision. For example, the procedure for assigning an old-age labor pension.

regulations - are drawn up when management restricts the actions of employees in order to ensure that specific actions are performed in specific ways. That is, the rule defines what should be done in a particular single situation. Rules differ from procedures in that they are designed to address a specific and limited issue. The procedure is designed for a situation in which a sequence of several interconnected actions takes place.

Sometimes there are conflicts caused by the unwillingness of employees to comply with rules and procedures. In order to avoid a conflict situation, the leader needs to inform subordinates about the goals of the rules, explain why it is necessary to do the work exactly as prescribed by the rules or procedures.

To fulfill the strategic plan implementation management is required. Consider the management tools that ensure consistency:

A budget is a method of allocating quantified resources to achieve quantified goals.

Management by objectives is a process consisting of 4 interdependent and interrelated stages:

a) development of clear, concise statements of goals;

b) development of realistic plans to achieve them;

c) systematic monitoring, measurement and evaluation of work and results;

d) corrective actions to achieve planned results.

8. The eighth stage. The evaluation of the strategic plan is carried out by comparing the results of work with the goals. Evaluation should be carried out systematically and continuously. When evaluating the strategic planning process, 5 questions should be answered:

Is the strategy internally consistent with the capabilities of the organization?

Does the strategy involve an acceptable degree of risk?

Does the organization have sufficient resources to implement the strategy?

Does the strategy take into account external threats and opportunities?

is the strategy the best way use of the organization's resources?

Evaluation criteria: quantitative (growth in the volume of services, level of costs); quality (the ability to attract highly qualified managers and specialists, expanding the scope of services to clients, seizing opportunities).

After choosing a strategy and developing a plan, management must determine whether the structure of the organization contributes to the achievement of goals. The strategy defines the structure. The structure should always reflect the strategy.

Strategic and tactical goals of management social work, the main directions of its development can be outlined in the concept of social work and the program-target model of social work management; social worker can participate in the planning of programs, social policy.

Components of a strategic plan

Strategic audit is a check and evaluation of the quality of work of those departments of the organization in which strategic management is carried out. Such an audit can either be comprehensive, i.e. affect the stages of the strategic management process, or directed - affect only part of the process. In addition, the audit can be formalized, i.e. strictly follow organizational rules and procedures, or informal, giving the manager wide freedom in deciding how and when to evaluate the organization's performance.

Enterprise Portfolio, or Corporate Portfolio, is a set of relatively independent business units (strategic business units) owned by one owner. Portfolio analysis is a tool by which the management of an enterprise identifies and evaluates its business activities in order to invest in the most profitable or promising areas and reduce / stop investing in inefficient projects. At the same time, the relative attractiveness of markets and the competitiveness of the enterprise in each of these markets. It is assumed that the company's portfolio should be balanced, i.e. the right combination of products needing capital for further development, with economic units having some surplus of capital.

The purpose of portfolio analysis is to harmonize business strategies and allocate financial resources between business units of the company. The process of normal analysis includes four stages and is carried out according to the following scheme.

1. All activities of the enterprise (product range) are divided into strategic business units.

2. The relative competitiveness of individual business units and the development prospects of the respective markets are determined.

3. A strategy is developed for each business unit, and business units with similar strategies are combined into homogeneous groups.

4. Management evaluates the strategies of all departments in terms of their compliance corporate strategy, commensurate the profit and resources required by each division using portfolio analysis matrices. At the same time, it is important to emphasize that business portfolio analysis matrices are not in themselves a decision-making tool. They only show the state of the portfolio of businesses, which should be taken into account by management when making a decision.

The differences in portfolio analysis methods are in approaches to assessing the competitive positions of strategic business units and the attractiveness of the market. The two best known approaches are:

Portfolio matrix of the Boston Consulting Group, or BCG matrix;

Matrix Me Kincey, or "business screen".

BCG matrix. The Boston Matrix is ​​based on a product life cycle model, according to which a product goes through four stages in its development: entry to the market (problem product), growth (star product), maturity (cash cow product). ) and recession (the “dog” product).

To assess the competitiveness of certain types of business, two criteria are used: the growth rate of the industry market; relative market share.

The market growth rate is defined as the weighted average of the growth rates of various market segments in which the company operates, or is taken equal to the growth rate of the gross national product. Industry growth rates of 10% or more are considered high.

Relative market share is determined by dividing the market share of the business in question by the market share of the largest competitor.

A market share value of 1 separates products - market leaders - from followers. Thus, the division of business types is carried out ( individual products) into four different groups (Fig. 18).

Rice. 18. Boston Consulting Group Growth/Market Share Matrix

The BCG matrix is ​​based on two assumptions:

1. A business with a significant market share acquires a competitive advantage in terms of production costs as a result of the experience effect. It follows that the largest competitor has the highest profitability when selling at market prices and for him the maximum financial flows.

2. Presence in a growing market means an increased need for financial resources for its development, i.e. renewal and expansion of production, intensive advertising, etc. If the market growth rate is low, such as a mature market, then the product does not need significant financing.

In the case when both hypotheses are fulfilled, four groups of product markets can be distinguished, corresponding to different priority strategic goals and financial needs:

“Problems” (rapid growth/low share): products in this group can be very promising as the market expands, but require significant funds to maintain growth. With regard to this group of products, it is necessary to decide whether to increase the market share of these products or stop financing them.

"Stars" (fast growth/high share) are market leaders. They generate significant profits due to their competitiveness, but also need funding to maintain a high share of a dynamic market.

Cash Cows (Slow Growth/High Share): Products that can generate more profit than is necessary to sustain their growth. They are the main source of funding for diversification and research. The priority strategic goal is "harvesting".

“Dogs” (slow growth/low share) are products that are at a cost disadvantage and do not have growth opportunities. The preservation of such goods is associated with significant financial costs with little chance of improvement. The priority strategy is deinvestment and a modest existence.

Ideally, a balanced nomenclature portfolio of an enterprise should include 2-3 goods - "cows", 1-2 - "stars", several "problems" as a reserve for the future and, possibly, a small number of goods - "dogs". An excess of aging goods (“dogs”) indicates the danger of a downturn, even if the current performance of the enterprise is relatively good. An excess of new products can lead to financial hardship.

In a dynamic corporate portfolio, the following development trajectories (scenarios) are distinguished (Fig. 19):

"Product trajectory". By investing in R&D funds received from "cash cows", the company enters the market with a fundamentally new product that takes the place of a star.

"Trajectory of the follower". Funds from "cash cows" are invested in the "problem" product, the market of which is dominated by the leader. The company follows an aggressive strategy of increasing its market share, and the problem product turns into a star.

"Trajectory of failure". Due to insufficient investment, the star product loses its leading position in the market and becomes a “problem” product.

"Trajectory of mediocrity". The “problem” product fails to increase its market share and enters the next stage (the “dog” product).

Matrix Me Kincey . This matrix was developed by the Me Kincey consulting group together with the General Electric Corporation and was called the “business screen” (Fig. 20). It includes nine squares and is based on an assessment of the long-term attractiveness of the industry and the competitiveness of the strategic business unit.

The factors that determine the attractiveness of the industry and the position of the business in individual markets are different. So, the main criteria of attractiveness can be the size of the market, growth rates, level of competition, market sensitivity to price. The competitiveness of a business can be assessed using criteria such as the market share controlled by the firm; the effectiveness of the marketing system, the level of costs, potential, etc. Therefore, when analyzing each market, it is necessary to single out the factors characterizing it and evaluate their level (low, medium or high).

Invest to hold one's position and follow the development of the market;

Invest for purposes improvements position, shifting along the matrix to the right, in the direction of increasing competitiveness;

Invest to restore the lost position. Such a strategy is difficult to implement if the attractiveness of the market is weak or medium;

reduce investment with the intent to "harvest", such as by selling a business;

Deinvest and leave a market (or market segment) with low attractiveness, where the company cannot achieve a significant competitive advantage.

The Me Kincey matrix has common shortcomings in portfolio analysis methods. Among them:

Difficulties in taking into account the boundaries and scale of the market, a large number of criteria;

Subjectivity of assessments;

The static nature of the model;

At the same time, this matrix is ​​more perfect, since it considers a significantly large number of factors. Therefore, it does not lead to such simplistic conclusions as the Boston Matrix.

Advantages and disadvantages of strategic planning

Advantages

disadvantages

1. A high degree of validity of planned indicators and the likelihood of the implementation of planned events; 2. Provides the top management of the organization with the means to create a plan for the long term; 3. Provides a basis for decision making; 4. Helps reduce risk in decision making; 5. Ensures the integration of the goals of all structural divisions and executors of the organization.

1. Strategic planning does not give a detailed description of the picture of the future; 2. Does not have a clear algorithm for drawing up and implementing the plan; 3. The process of strategic planning for its implementation requires a significant investment of resources and time compared to traditional forward planning; 4. The negative consequences of strategic planning errors are much more serious than in traditional, long-term planning. 5. Strategic planning should be complemented by mechanisms for implementing the strategic plan.

• Essence and content of strategic activity planning.
• Stages of strategic planning for the development of the company.
• Structure and content of strategic plans.

Essence and content of strategic planning

The current pace of change in the economy is so fast that strategic planning seems to be the only way to formally predict future problems and opportunities.

Strategic planning provides top management with:

• means of creating a plan for the long term,
• o a basis for decision-making that contributes to risk reduction in decision-making,
• o integration of the goals and objectives of the structural divisions of the enterprise.

Strategic planning- this is the process of developing and implementing an enterprise development strategy in the future based on predicting changes in the parameters of the external environment, determining priority areas for development and methods of effective use strategic resources. It focuses on changes and innovations, their stimulation, is based on actions that are ahead of changes in environmental conditions, anticipate risks and capture opportunities to accelerate the development of the enterprise.

Differences between strategic planning and traditional forward planning:

The future is determined not by extrapolation of historical development trends, but by strategic analysis, i.e. revealing possible situations, dangers, chances of the enterprise that are able to change the current trends;

A much more complex process, but also leads to more significant and predictable results.

The process of strategic planning in enterprises includes the following interrelated functions:

1) determination of a long-term strategy, basic ideals, goals and objectives of the enterprise development;

2) creation of strategic business units at the enterprise;

3) substantiation and clarification of the main objectives of conducting market research;

4) implementation of situational analysis and choice of the direction of economic growth of the company;

5) development of the main marketing strategy and integrated production planning;

6) choice of tactics and refined planning of ways and means to achieve the goals;

7) control and evaluation of the main results, adjustment of the chosen strategy and methods of its implementation.

Strategic planning, along with general ones, has special principles:

Strategic focus of environmental analysis to determine key issues that significantly affect the functioning of the enterprise, analysis of development alternatives, identification of opportunities for changing existing and emergence of new trends, etc.;

Focus on easily adapting to changes in the external and internal environment enterprise management system;

Solution Time Horizon Optimization strategic objectives;

Focus on strategic points of growth and priority areas for the development of the enterprise and its divisions;

Ensuring optimal decentralization in organizing planning;

Relationship between strategic and tactical planning.

The main advantage of strategic planning lies in the greater degree of validity of planned indicators, the greater likelihood of the implementation of the planned scenarios for the development of events. Along with the obvious advantages, strategic planning has a number of disadvantages that limit its scope:

1. Strategic planning, by virtue of its nature, does not provide a detailed description of the future. Its result is qualitative description the state to which the company should strive in the future, what position it can and should take in the market in order to answer the main question, will the company survive or not in competition in future.

2. Strategic planning does not have a clear algorithm for drawing up and implementing the plan. The goals of strategic planning are ensured by the following factors:

high professionalism and creativity of planners;

 close connection of the company with the external environment;

active innovation policy;

inclusion of all employees of the enterprise in the implementation of the goals and objectives of the strategic plan.

3. The process of strategic planning requires significant resources and time for its implementation compared to traditional advanced technical and economic planning.

4. The negative consequences of strategic planning, as a rule, are much more serious than traditional long-term ones.

5. By itself, strategic planning cannot bring results. It should be complemented by mechanisms for the implementation of the strategic plan.

Strategic plans of enterprises are needed not only by him. They should serve as a basis for developing and refining forecasts for the country's economic and social development. At the same time, the exchange of reliable information between enterprises and higher authorities and market infrastructure should be voluntary and mutually beneficial.

Stages of strategic planning for the development of a company

Strategic planning has its own technology. The strategic planning process includes the following steps:

Defining the mission of the enterprise (firm);

Formulation of goals and objectives of the functioning of the enterprise;

Analysis and assessment of the external environment;

Analysis and evaluation of the internal structure of the enterprise;

Development and analysis of strategic alternatives;

Choice of strategy.

Strategic planning is the most important function of strategic management. The process of strategic management, in addition to strategic planning, also includes the implementation of the strategy, evaluation and control of the implementation of the strategy.

Consider main components of strategic planning.

1. Defining the mission of the enterprise

This process consists in establishing the meaning of the existence of the enterprise, its purpose, role and place in a market economy.

The strategic mission of the enterprise is important for both internal and external areas of the enterprise. Within the enterprise, its clearly articulated strategic mission provides staff with an understanding of the enterprise's goals and helps to develop a unified position that contributes to the strengthening of the enterprise's business culture. Outside the enterprise, its well-defined strategic mission contributes to strengthening the overall image of the enterprise and creating its unique image, explains what economic and social role it seeks to play and what perception from the buyers it achieves.

Definition strategic mission enterprise is based on four mandatory elements:

history of the enterprise;

 areas of activity;

priority goals and limitations;

 basic strategic aspirations.

2. Formulation of goals and objectives of the functioning of the enterprise

Goals and objectives should reflect the level to which customer service activities need to be brought. They should create motivation for people working in the firm.

The requirements for goals are:

 functionality - goals must be functional so that managers at various levels can transform the goals that are set at a higher level of management into tasks for lower levels;

 selectivity - goals should provide the necessary concentration of resources and efforts. In resource-constrained settings, key production tasks on which it is necessary to concentrate human, financial and material resources. Therefore, goals should be selective, not all-encompassing;

 plurality - it is necessary to set goals in all areas on which the viability of the enterprise depends;

 achievability, reality - an unrealistic goal leads to demotivation of employees, to the loss of their orientation, which negatively affects the activities of the enterprise. Therefore, goals should be tense enough so as not to discourage employees. At the same time, they must be achievable, that is, not go beyond the capabilities of the performers;

flexibility - the ability to adjust goals in accordance with changes in the external and internal environment of the company in the process of their implementation;

 measurability - the possibility of quantitative and qualitative assessment of goals both in the process of setting them and in the process of implementation;

Compatibility - all targets in the system must be compatible. Long-term goals should correspond to the mission of the enterprise, and short-term - long-term;

 acceptability - this quality means the compatibility of the company's goals with the own interests of its owners and employees, as well as taking into account the interests of partners, customers, suppliers and society as a whole;

 specificity - this characteristic of the goals helps to unambiguously determine in which direction the company should operate, what needs to be obtained as a result of achieving the goal, in what time frame it should be implemented, who should implement it.

There are two approaches to the process of structuring goals in planning: centralized and decentralized;

1. The centralized approach assumes that the system of goals at all levels of the firm's hierarchy is determined by top management.

2. With a decentralized method, all lower levels participate in the process of structuring along with top management.

From the point of view of goal justification technology, the algorithm for their structuring includes four successive stages:

Identification and analysis of trends in the external environment;

 Establishing the final goals of the company;

 building a hierarchy of goals;

 setting individual (local) goals.

3. Analysis and assessment of the external environment

The analysis of the external environment involves the study of its two components: macroenvironment and microenvironment (environment of the immediate environment).

Analysis of the macro environment includes the study of the impact on the firm of such components of the environment as:

The state of the economy

Legal regulation,

political processes, natural environment and resources

The social and cultural components of society,

Scientific and technological level,

Infrastructure, etc.

The environment of the immediate environment of the enterprise, i.e. The microenvironment of an enterprise consists of those market participants with which the enterprise has direct relations:

Suppliers of resources and consumers of its products,

Intermediaries - financial, trade, marketing, state economic structures (tax, insurance, etc.);

competing companies,

Mass media, consumer societies, etc., which have a certain influence on the formation of the image of the enterprise.

4. Analysis and evaluation of the internal structure of the enterprise

An analysis of the internal environment allows you to determine the internal capabilities and potential that a company can count on in the competition in the process of achieving its goals.

The internal environment is investigated in the following areas:

Research and development,

Production,

Marketing,

Resources,

Product promotion.

The analysis carried out in strategic planning is aimed at identifying the threats and opportunities that may arise in the external environment in relation to the company, the strengths and weaknesses that the company has. To analyze the external and internal environment in strategic planning, methods such as:

SWOT analysis method,

Thompson and Stickland matrix,

Matrix of the Boston Advisory Group, etc.

The most common method for studying the internal environment of an enterprise is the SWOT analysis method. It can be carried out from 1-2 hours to several days. In the first case, conclusions are drawn on the basis of an express survey, in the second case, on the basis of studying documents, developing a model of the situation, and discussing problems in detail with stakeholders. At the same time, a quantitative assessment of strengths and weaknesses makes it possible to set priorities and, on their basis, allocate resources between different areas of economic growth. Next, they formulate the problems that can arise with each combination of strengths and weaknesses of the enterprise. So get the problem field of the enterprise.

Along with the methods of studying the threats, opportunities, strengths and weaknesses of the company, the method of compiling its profile can be applied. With its help, it is possible to assess the relative importance for the company of individual environmental factors.

5. Development and analysis of strategic alternatives

At this stage of strategic planning, decisions are made about how the firm will achieve its goals and realize the corporate mission. The content of the strategy depends on the situation in which the company is located. When developing a strategy, a firm usually faces three questions:

1. what activities to stop,

2.what to continue,

3.Which business to go to?

In a market economy, there are three directions for the formation of a strategy:

Achieving leadership in minimizing production costs;

Specialization in the production of a certain type of product (service);

Fixing a certain market segment and concentrating the firm's efforts on this segment.

6. Choosing a strategy

To make effective strategic choices, top-level executives must have a clear, shared vision for the firm. Therefore, the strategic choice must be definite and unambiguous. At this stage, from all the strategies considered, one should be chosen that best meets the needs of the company.

The considered stages of developing a strategic plan and the form of its presentation are of a general nature and can be modified in accordance with the specifics of a particular enterprise.

Lecture, abstract. The essence and content of strategic planning - the concept and types. Classification, essence and features. 2018-2019.

Structure and content of strategic plans

The concept and content of the strategic plan of the organization

The main document of strategic planning in the enterprise - strategic plan. His structure could be the following:

Foreword (summary);

1.Goals of the enterprise

2. Current activities and long-term goals

3.Marketing strategy

4. Strategy for using the competitive advantages of the enterprise

5. Production strategy

6.Social strategy

7.Strategy of resource support for production

8.Strategic financial plan of the enterprise

9.R&D strategy

10.Strategy of foreign economic relations of the enterprise

11. Management strategy

Appendix.

The preface characterizes the general state of the enterprise:

types of manufactured products, their significance in terms of competitiveness, quality and safety of use,

main technical and economic performance indicators for the last 5 years and for the planned period,

 Brief description of the resource potential,

Key indicators of technology, organization, management.

The preface should be short, businesslike, specific. It is developed last, after substantiation of all sections of the strategic plan.

1. In the section "Goals and objectives of the enterprise" they formulate the goals of the enterprise, determine its organizational and legal form, charter and features.

The most significant in market conditions are financial goals:

Volume of sales;

The amount of profit;

Sales and profit growth rate;

The rate of return on all capital (or all assets);

The ratio of profit to sales volume.

2. In the section "Current activities and long-term tasks":

disclose the organizational structure of the enterprise,

 characterize the manufactured goods, their competitiveness in specific markets,

 show the company's connections with the external environment, verified partners,

consider the technical and economic indicators of entrepreneurial activity over the past 5 years and for the future.

3. Section "Marketing strategy" includes the development of the following components.

 Product strategy - develop standard solutions (approaches) on modification, creation of a new product and withdrawal of products from the market.

targeted programs - in the practice of Russian enterprises, such targeted programs as "Health", "Housing", etc. are developed;

social protection of employees - it is advisable at the enterprise to establish additional compensations for employees, pensioners, mothers at the expense of profits, to provide employees with products and essential goods and high demand.

7. In the section "Strategy of resource support for production" highlight:

resource provision of production and bottlenecks in the organization of the use of production potential;

development of a new strategy for providing production with all types of resources;

feasibility study and coordination of measures to implement a new strategy for ensuring production.

8. In the section "Strategic financial plan of the enterprise" form and determine the use of financial resources to implement the strategy of the enterprise. This allows you to create and change financial resources, determine their rational use to achieve the goals of the enterprise in changing conditions. The development of a financial strategy should be preceded by a deep economic analysis of the enterprise, including an analysis of economic activity and the determination of its financial capabilities.

9. In the section "R & D strategy" consider the activities of the enterprise aimed at creating new technologies and types of products. This section highlights the following components:

1. Technological forecasting and planning.

2. R&D structure.

3. R&D management.

The specifics of the work requires an adequate management system, flexible, able to make the best use of the qualification potential, with an informal organizational structure, readiness for rapid restructuring, strict control over the timing and efficiency of the work.

When developing a strategy, capturing changes in the internal and external environment in a timely manner allows you to reduce losses or gain benefits based on response actions. A special role in the capture mechanism is occupied by the information system, which should be the same for the entire control system.

Reformulation is the process of revising the goals and developing an adjusted strategy for the development of the enterprise. However, reformulation is not a strategy-making process, because it does not affect all elements of the strategy, but only corrects it.

One of the most complex processes in management strategy is putting the strategy into action. New goals are not always correctly perceived by the employees of the enterprise, since they do not affect their interests. In addition, people get used to working in conditions of stability, so the introduction of a new strategy meets resistance on their part. There is a need to control resistance.

Applications usually contain the following materials:

Characteristics of competitors;

Instructions, methods, standards, descriptions of technologies, programs and other supporting materials;

Initial data for calculations;

Explanatory notes, etc.

The given composition and content of sections strategic plan exemplary. At a particular enterprise, managers, taking into account the recommendations of the planning guidelines, independently build a strategic plan.

INTRODUCTION

CHAPTER 1

1.1 Essence, meaning and types of strategies

2 Principles and steps for developing an organization's strategy

1.3 Development strategy as an effective direction for the development of a public catering enterprise

CHAPTER 2. ANALYSIS OF THE STRATEGY OF THE ENTERPRISE "SKOVORODKA" IP MAKSIMOVICH E.G.

1 Technical and economic characteristics of the enterprise

2.2 SWOT-analysis of the activity of pancake "Skovorodka"

2.3 Assessment of the state of the enterprise development strategy

CHAPTER 3. DEVELOPMENT OF MEASURES FOR THE IMPLEMENTATION OF THE ENTERPRISE DEVELOPMENT STRATEGY

3.2 Improvement personnel policy enterprises

3.3 Evaluation of the cost-effectiveness of the proposed activities

CONCLUSION

LIST OF USED SOURCES

INTRODUCTION

In today's world, the key to the success of an organization in the market is its strategy. The concept of "strategy" entered the number of management terms in the 50s, when the problem of responding to unexpected changes in the external environment became of great importance. At its core, a strategy is a set of decision-making rules that guide an organization in its activities.

The strategy is a detailed comprehensive plan designed to ensure the implementation of the organization's mission and achievement of its goals. Strategy for the most part formulated and developed by top management, but its implementation involves the participation of all levels of management.

The strategic plan should be developed from the point of view of the entire corporation rather than a specific individual. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, a firm must constantly collect and analyze vast amounts of information about the industry, market, competition, and other factors.

The strategic plan gives the firm a certainty, a personality that allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. This plan opens the door for an organization that directs its employees, attracts new employees, and helps sell products or services.

When determining a firm's strategy, management faces three main questions related to the firm's position in the market: what business to terminate; what business to continue; what business to move into. At the same time, attention is focused on: what the organization does and does not do; what is more important and what is less important in the activities carried out by the organization. Defining a strategy for a firm fundamentally depends on the specific situation in which it finds itself. In particular, this concerns how the company's management perceives various market opportunities, what strengths of its potential the company intends to use, what traditions in the field of strategic decisions exist in the company, etc. In fact, we can say that as many firms exist, as many specific strategies exist. However, this does not mean that it is impossible to carry out some classification of management strategies. 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 a strategic management system. In terms of content, the strategy of an enterprise should cover decisions in the field of the structure and volumes of production, the behavior of an enterprise in the markets for goods and factors, strategic aspects of intra-company management, etc. The top level consists of the following eight relatively independent directions (types) of the strategy.

This topic is very relevant, since the importance of developing strategic plans for the growth and development of organizations is the key to their effective functioning in the market and maintaining competitiveness. The development of market relations in modern Russia, with all its relevance, has raised the question of the implementation of strategic planning at all levels of economic activity in our country. Moreover, strategic planning is recognized as one of the main areas of managerial activity of managers.

The purpose of writing this paper is to develop measures for the effective implementation of the growth strategy on the example of a particular organization. In accordance with the goal, the following tasks are distinguished in the work:

to study the theoretical foundations and significance of the implementation of a growth strategy for enterprises, namely the essence, significance and types of strategies, the principles and stages of developing an organization's strategy, a growth strategy as an effective direction for the development of an enterprise.

analyze the strategic activities of the enterprise IP Maksimovich E.G. (pancake "Skovorodka") as well as the effectiveness of the applied strategy.

The object of study of this work is the public catering enterprise IP Maksimovich E.G. pancake "Frying pan". The subject of the study is the strategy of this enterprise.

The methodological basis of this work was the work of domestic and foreign scientists on the topic under consideration. In the process of work, the literature of both foreign and domestic authors was used, such as: Blandel R., Meskon M.Kh., Albert M., Hedouri F., Zhigalov V.T., Shalygina N.P., Sharkov F. .I., Zhigalov V.T., Aksimtsev M.M., Pocheptsov Odnoral N.A. other. Particular attention was paid to their theories and practical examples which helped to substantiate the relevance of the topic and determine the main goal and objectives of this work.

This work consists of an introduction, three chapters and a conclusion. The first chapter discusses the theoretical foundations and implications of implementing a growth strategy for enterprises. The second chapter analyzes strategic management in pancake "Skovorodka". The third chapter is devoted to the development of proposals for improving the strategic management and application of the strategy for the development of pancake "Skovorodka".

CHAPTER 1

.1 Nature, meaning and types of strategies

The word "strategy" is of Greek origin and means "the art of deploying troops in battle." But over the past 30 years, it has become widely used by specialists in the field of management, management theory and practice, and has become a generally accepted concept. As a rule, a strategy is understood as a set of rules that guide an organization when making managerial decisions.

At the same time, 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 managerial 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 satisfying 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).

Therefore, strategies need to be developed to:

effectively formulate the conditions for the implementation of the company's business;

to interconnect the necessary actions and decisions of managers and all staff, to give all production and management processes a common direction, to create a single action plan for the entire company.

Fig.1. Components of a strategy

It should be borne in mind that in order to achieve the same strategic goals and objectives, several strategies can be developed, the choice of which is carried out depending on the conditions of the external environment: market conditions, competition, political and social events, etc.

In many ways, the strategy is determined by the internal strategic potential of the organization and the peculiarities of the strategic vision of top management. “The strategy allows the manager to manage the company's business in the long term. The development and implementation of the company's strategy is common cause management and staff."

With a change in the state of the environment, a change in the leadership of the organization, other changes in the internal and external environment, there is a transition from one strategy to another.

Thus, 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 talking about the company's strategy, it must be borne in mind that, on the one hand, the strategy is deterministic, i.e. clearly planned, and on the other hand, stochastic, i.e. formed under the influence of random factors. The predominance of one or another component in the final strategy of the company depends on the level of instability in the environment of the company's operation. The higher the instability of the external environment, the more random creative approach of managers to assessing the situation in the company's strategy.

The strategy as such is necessary both for the whole company as a whole and for its individual connecting links - scientific research, sales, marketing, finance, human resources, etc. The overall strategy of the company comes initially from the behavior of the company and the new ideas proposed by managers.

When forming a strategy from many feasible options, the manager acts as an indicator that reacts in a certain way to changes in the market, 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 main components of the enterprise strategy are clearly presented in Figure 2 below.

Fig.2. The main components of the company's strategy

When defining a firm's strategy, management faces three main questions related to the firm's position in the market:

what business to stop;

what business to continue;

what business to move into.

In doing so, attention is focused on:

what the organization does and does not do;

what is more important and what is less important in the activity of the firm.

The organization's strategy is constantly evolving. Naturally, the process of developing a strategy is always sensitive and the often unpredictable nature of competition, promising ups and downs in prices, reshuffles among major industrial competitors, new regulation, lowering or expanding trade barriers, and an infinite number of other events can contribute to strategy obsolescence.

The company's strategy should always combine a planned and thoughtful line of behavior. .

The classification of strategies by levels of the management hierarchy highlights the features by which strategies can be classified in order to better understand the essence of this complex and multifaceted concept.

Table 1 contains the types of strategic actions that correspond to each of the four levels of strategy development.

Table 1 Development of a strategy by hierarchy levels

Strategy level Responsible persons Measures specific to each level. Corporate strategy Senior managers, others key managers(decisions are usually made by the board of directors) Creation and management of a highly productive economic portfolio of structural divisions of the corporation (acquisition of companies, strengthening of existing business positions, termination of activities that do not correspond to management plans). Achieving synergy among related structural units and turning it into a competitive advantage. Setting investment priorities and directing corporate resources to the most attractive areas of activity. Business strategy General directors, heads of departments (decisions are made by corporate management or the board of directors) Development of measures aimed at strengthening competitiveness and maintaining competitive advantages. Formation of a mechanism for responding to external changes. Consolidation of strategic actions of the main functional units. Efforts to address company-specific issues and problems. Functional strategy Middle managers (decisions are made by the head of departments) Actions to support business strategy and achieve departmental goals. Review, review and consolidate proposals from field managers. Operational strategy Field leaders (decisions are made by functional leaders) Actions to address highly specialized issues and problems related to the achievement of unit goals.

From the point of view of the management hierarchy, strategies can be divided into the following types:

Corporate strategy (strategy for the company and all its areas).

Business strategy (for each separate species company activities).

Functional strategy (for each functional area of ​​a certain area of ​​activity). Each area of ​​activity has a production strategy, marketing strategies, finance strategies, etc.

Operational or linear strategy (a narrower strategy for the main structural units: factories, sales regional representatives and departments).

Most organizations do not have a corporate strategy, since it is inherent in large firms, which, as a rule, have several divisions.

The basic, business strategy is formulated based on the corporate mission and then subdivided into functional strategies according to the different departments or functions of the company.

By paying due attention to the functional strategy, it is possible to more effectively influence both the contribution of a particular functional unit to the common cause, and the amount of financing costs for this unit.

Now the concept of functional strategy has acquired a special meaning, since it reflects the penetration of strategic thinking to the level of management that until recently was under direct control and was dominated by rules and regulations strictly conditioned by the corporate mission.

Extending the scope of strategic decision making to lower functional levels is helping to create an entirely new approach to business in the company and expanding the choice for appointments to positions of executives, which now also require business knowledge. Developing a functional strategy involves finding the right behavior within a given function.

Thus, the functional strategy is reduced to such an orientation of a functional unit (department) in accordance with the overall business strategy, which each employee related to it perceives as a logical continuation of their activities. Aligning functions such as human resources and electronic data processing with the overall business strategy has traditionally been difficult, while other functions are much easier to do so.

As for the portfolio strategy, in its most general form it is connected with the following points:

) acquisitions in new industries;

) strengthening existing divisions through acquisitions;

) gradual exit from undesirable industries;

) sale of divisions that can be built into structures more suitable for them;

) allocation of resources in the form of capital and costs;

) creating confidence that the units are objects of strategic management;

) taking advantage of the synergy effect between the companies in the portfolio.

As the need for effective competition became increasingly obvious, the focus of strategic management has shifted from the portfolio to the enterprise level.

The problems of enterprise management are of a different nature, and a strategy aimed at creating competitive advantages allows you to achieve goals.

The goal of business strategy is to achieve long-term competitive advantages that will ensure the company's high profitability. The strategy is a generalized model of the actions necessary to achieve the set goals by coordinating and allocating the company's resources.

The strategy development process includes:

1. defining the corporate mission;

2) specifying the vision of the corporation and setting goals;

)formulation and implementation of the strategy.

The art of strategy lies in the fact that the results of mental work are embodied in concrete actions that, at the stage of implementing the plans, would make it possible to achieve high efficiency.

Functional strategies are necessary for the appropriate allocation of resources of departments and services of the company. It is important to subdivide portfolio strategy into a set of business strategies and then into functional strategies, since the actual flow of resources usually occurs at the functional level.

The main management functions are development, production, marketing and administration. Each function is assigned to a number of specialized departments, such as the information department, the human resources department or the electronic data processing department.

Consideration of the problems of strategy is often complicated, since what at a higher level of management is considered a means to achieve some goals, at relatively lower levels, is an end.

This phenomenon can be called the hierarchical structure of strategy; it follows, for example, that if the company has set goals and developed strategies at the level of the portfolio as a whole, then for the enterprises included in the portfolio, these strategies appear to be goals.

Enterprises, in turn, develop their strategies. The latter for each of the services of an enterprise act as a set of goals. In accordance with current practice, the development of a strategy is usually followed by an organizational development phase, within which measures are taken to improve the state of affairs in the organization, increase its competitiveness and readiness for further development.

There are three main approaches to developing a firm's strategy.

The first approach is associated with leadership in minimizing production costs. This type of strategy is due to the fact that the company achieves the lowest production and sales costs of its products. As a result, it can gain a larger market share through lower prices for similar products. Firms pursuing this type of strategy must have a good production and supply organization, a good technology and engineering base, and a good product distribution system. In order to achieve the lowest costs, everything that is connected with the cost of production, with its reduction, must be carried out at a high level of performance.

The second approach to strategy development is associated with specialization in the production of products. In this case, the firm must carry out highly specialized production and high-quality marketing in order to become a leader in its field.

This leads to the fact that buyers choose the products of this company, even if the price is quite high. Firms pursuing this type of strategy must have high R&D capacity, excellent designers, excellent supply chain High Quality products, as well as a developed marketing system.

The third approach refers to fixing a certain market segment and concentrating the firm's efforts on a selected market segment. In this case, the company thoroughly clarifies the needs of a certain market segment for a certain type of product.

In this case, the firm may seek to reduce costs or pursue a policy of specialization in the production of the product. However, what is absolutely mandatory for the implementation of the third type of strategy is that the firm must build its activities primarily on an analysis of the needs of customers in a particular market segment.

.2 Principles and steps for developing an organization's strategy

The development of an organization's strategy is based on the principles of a new management paradigm - the strategic management system.

Among the main of these principles that ensure the preparation and adoption of strategic decisions in the process of developing a strategy, include:

1.Consideration of the enterprise as an open socio-economic system capable of self-organization. This principle of strategic management lies in the fact that when developing a strategy, an enterprise is considered as a certain system, completely open for active interaction with environmental factors.

Fig.3 Features of small enterprises

In the process of such interaction, an enterprise has the property of acquiring an appropriate spatial, temporal or functional structure without specific outside influence in a market-type economy, which is considered as its ability to self-organize.

The openness of the enterprise as a socio-economic system and its ability to self-organize make it possible to provide a qualitatively different level of formation of its investment strategy.

.Accounting basic strategies operating activities of the enterprise. As part of an overall strategy economic development enterprise, which primarily ensures the development of operational activities, the investment strategy is subordinate to it. Therefore, it must be consistent with the strategic goals and directions of the enterprise's operating activities.

At the same time, the strategy itself has a significant impact on the formation of the strategic development of the enterprise's operating activities. This is due to the fact that the main goals of the operational strategy - ensuring high rates of product sales, growth in operating profit and increasing the competitive position of the enterprise are associated with the development trends of the relevant product market (consumer or production factors).

If the trends in the development of the commodity and investment markets (in those segments where the enterprise carries out its business activities) do not coincide, a situation may arise when the strategic goals for the development of the enterprise's operating activities cannot be realized due to investment restrictions. In this case, the operating strategy of the enterprise is adjusted accordingly.

The whole variety of operating strategies, the implementation of which is designed to ensure the activities of the enterprise, can be reduced to the following basic types:

Limited growth. This type of operating strategy is used by businesses with a stable product mix and production technologies weakly influenced by technological progress. The choice of such a strategy is possible in conditions of relatively weak fluctuations in the commodity market and a stable competitive position of the enterprise. Accordingly, the strategy of the enterprise in these conditions is primarily aimed at the effective provision of reproduction processes and the growth of assets that ensure a limited increase in production and sales. Strategic changes in activities in this case are minimized.

Accelerated growth. This type of operational strategy is chosen, as a rule, by enterprises that are in the early stages of their life cycle, as well as in dynamically developing industries under the influence of technological progress.

Reducing (or shrinking). This operating strategy is most often chosen by enterprises in the last stages of their life cycle, as well as in the stage of financial crisis.

It is based on the principle of "cutting off the excess", which provides for a reduction in the volume and range of products, withdrawal from certain market segments, etc.

Combination (or combination). Such an operational strategy of the enterprise integrates the considered Various types private strategies of strategic economic zones or strategic economic centers. This strategy is typical for most large enterprises(organizations) with a wide industry and regional diversification of operations.

The predominant focus on the entrepreneurial style of strategic management of activities, the behavior of the enterprise in the strategic perspective is characterized by an incremental or entrepreneurial style. The basis of the incremental style of behavior is the setting of strategic goals from the achieved level of activity with minimization of the alternativeness of the strategic decisions made.

Fundamental changes in the directions and forms of activity are carried out only as a response to changes in the operating strategy of the enterprise. This style of behavior is usually typical for enterprises that have reached the maturity stage of their life cycle.

The basis of the entrepreneurial style of behavior is the active search for effective solutions in all areas and forms of investment activity, as well as at various stages. This style of behavior is associated with the constant transformation of directions, forms and methods of carrying out activities all the way to achieving the set strategic goals, taking into account changing environmental factors.

4. Ensuring a combination of prospective, current and operational management of activities. The concept of strategic management provides that the developed strategy of the enterprise receives its further concretization in the process of current management of activities by forming a program (portfolio) of the enterprise.

In contrast to the strategy, the formation of the program is a medium-term management process carried out within the framework of strategic decisions and the current capabilities of the enterprise.

In turn, the process of current management of activities receives the most detailed completion in the operational management of the implementation of real projects and the restructuring of the portfolio of financial instruments.

5. Ensuring the adaptability of the strategy to changes in environmental factors. This adaptability is implemented in the system of a general situational approach to the future activities of the enterprise, determined by the paradigm of strategic management.

The essence of this fundamental approach is that all upcoming strategic changes in the activities of the enterprise - its directions, forms, methods of planning and control, organizational structure of management and culture, etc. - is a predictable or operational response to the corresponding changes in various environmental factors.

Ensuring alternative strategic choice. Strategic decisions should be based on an active search for alternative options for directions, forms and methods of carrying out activities, the selection of the best of them, the construction of a general strategy on this basis and the formation of mechanisms for its effective implementation.

Alternativeness is the most important distinguishing feature of the entire system of strategic enterprise management and is associated with all the main elements of strategic choice - goals, policies for certain aspects of activity, sources of resource formation, style, etc.

Ensuring the continuous use of the results of technological progress in activities, when forming an investment strategy, it should be borne in mind that investment activity is the main mechanism for introducing technological innovations that ensure the growth of the competitive position of an enterprise in the market.

Accounting for the level of risk in the process of making strategic decisions. First of all, this is due to the choice of directions and forms of investment activity, the formation of resources, the introduction of new organizational management structures.

The level of risk increases especially strongly during periods of fluctuations in the interest rate and rising inflation. Due to the different mentality of behavior in relation to the level of acceptable risk in each enterprise, in the process of developing a strategy, this parameter should be set differentially.

9.Orientation to the professional apparatus of managers in the process of implementing the strategy. Whatever specialists are involved in the development of individual parameters of the enterprise strategy, its implementation should be provided by trained specialists. These managers must be familiar with the basic principles of strategic management, the mechanism for managing real projects and a portfolio of financial investments, and master the methods of strategic controlling.

.Providing the developed strategy of the enterprise with the appropriate organizational structures of management and the principles of organizational culture.

The envisaged strategic changes in the field of organizational structure and organizational culture should be an integral part of the parameters of the strategy that ensure its feasibility.

The development of an enterprise strategy involves the following steps:

) determination of the strategy formation period;

1. choice of strategic goals of the company;
2. determination of directions of strategic actions and sources of their financing;
3. concretization of strategic programs (projects) and deadlines;
4. evaluation of the developed strategy;
5. revision of the strategy depending on changes in external conditions and the state of the internal environment of the enterprise.

The duration of the first stage depends on the general state of the economy and market development, and taking into account the last 2 decades, on the state of the global economy.

In an unstable economy, the forecasts for the development of enterprises do not exceed 3-5 years. In countries with developed economies, the largest companies forecast their activities for 10-15 years.

Industry affiliation also affects the period of the strategy: the longest period is typical for institutional investors (5-10 years), the shortest - for manufacturing enterprises consumer goods, retail and services (3-5 years). Large companies predict the results of their activities for a longer period than small ones. The main objectives of the strategic policy should be reflected in the relevant criteria indicators: the normative values ​​of the minimum capital growth rate, the minimum level of current profitability, the maximum level of risk, the minimum share of highly liquid projects in terms of capital intensity, etc. The developed strategy is evaluated based on a number of criteria. These include:

Internal balance of goals, directions and sequence of implementation of the strategic policy;

consistency with the external environment;

Feasibility taking into account available resources (financial, personnel, raw materials and technological);

acceptability of the risk level;

Financial, production and social efficiency.

Fig.4 Dependence of strategy choice on market growth rates

Revision and adjustment of the strategy are carried out on the basis of monitoring certain areas of the enterprise's policy and constantly changing internal and external conditions for operations with a portfolio of securities. Thus, at each stage of development and implementation of the investment process, the economic efficiency of the project is substantiated, its profitability is analyzed, i.e. a project analysis is carried out, which allows comparing costs with the obtained (forecast) results (benefits).

1.3 Development strategy as an effective direction for the development of a public catering enterprise

In Russia, the development of market relations has led to the elimination of the long-term state monopoly on the public catering sector. In the process of privatization, the forms of ownership of numerous cafes, canteens, restaurants of the Soviet type, which were distinguished by a limited assortment and traditionally unobtrusive service, changed. The change in ownership and ownership of these enterprises has led to the fact that their main goal has become to ensure profitability. Between them, competition began to arise for a client who was ready to pay for the proposed culinary delights, a fancy interior and real service. As a result, step by step, the catering market gradually began to revive, subject to the economic laws of supply and demand, as well as competition.

In a market economy, the efficiency of an enterprise largely depends on the turnover of the enterprise, the turnover, in turn, depends on the demand for products and services. The demand of the population follows from specific needs and requirements. A need is a need that has taken a specific form depending on the level of culture and personality traits of a person. Considering the hierarchy of human needs proposed by Abraham Maslow, it can be argued that public catering enterprises satisfy the basic physiological need for food, as well as various social needs - for communication, belonging to a certain social group, etc.

Accordingly, the main role of public catering is to meet the nutritional needs of the population. In our opinion, the implementation of this role is very important, since properly organized catering at enterprises leads to increased efficiency, which in turn affects the efficiency of the enterprise. Rational and nutritious nutrition in schools, universities and others educational institutions affects the health of the nation. Studies of the health of schoolchildren have shown that 50% of them have disorders of the food system. The main reason for this is the low level of catering for schoolchildren. Qualitatively organized nutrition in hospitals and other medical institutions contributes to the recovery of patients. Catering for the population outside working hours, carried out both through the sale of ready-made meals at catering establishments and semi-finished products through culinary departments, reduces the time spent on cooking and facilitates women's domestic work. AT this moment there is a decrease in the number of large families, which also causes an increase in the attendance of public catering establishments.

Thus, we can say that public catering, as an industry, performs a number of functions that are inherent in other sectors of the economy. Accordingly, the place of public catering in industrial complexes can be described through the relationship with these complexes.

Assessing the share of public catering enterprises in GNP growth, it should be noted that the highest growth rate in the service sector in 2013 was trade and public catering (5.8%).

Thus, it can be argued that public catering is an important structural element of social infrastructure, the role of public catering is quite significant and is aimed at fulfilling the main function of social infrastructure - creating a set of conditions for economic development and ensuring normal human life.

Ensuring the sustainable development of public catering enterprises should reflect the system of goals (social, technical, environmental, economic, ideological and others) in the process of forming and implementing the chosen strategy. Profit in this case is no longer the ultimate goal, which should be oriented managerial activity, it acts as a means of achieving the entire system of goals of the enterprise. The experience of customer-oriented companies confirms this statement, since the purpose of their activities is the satisfaction and loyalty of consumers, the formation of a positive image and business reputation in society, and profit is considered from the standpoint of its long-term receipt.

Considering the strategic aspect of the activities of enterprises, it should be noted that the strategic sustainability of service sector entities is ensured by the implementation of a set of management decisions aimed at creating and maintaining a competitive advantage in the long term. consumer market by maximizing customer satisfaction.

Table 2 Main trends in the catering services market as development factors in terms of enterprises' activities

Trend Development factor Aspect of activity High growth rates in the volume of services High potential for growth in the turnover of public catering per capita Opening of new enterprises, development of networks Growth in demand for socio-cultural services Availability of effective demand Possibility of diversifying services Increase in the demands of potential guests, individualization of services Improving the quality of all aspects of public catering services Personnel and improving the quality of management are of particular importance by an enterpriseIncrease in investments both in terms of total volume and for individual projects Causes not only quantitative, but also qualitative growth of enterprises. Accounting for the increase in the cost of projects by potential and existing players on the market Uneven development both by market segments and territories Growth of the democratic segment at a faster pace Investing in the democratic segment of the services market Entry of new players from other types of business into the market Tougher competition, aggravation of the problem of lack of competent personnel flexible, creative and timely management decisions Development of new types of core businesses for Russia, for example, the corporate catering market The growth of the corporate catering market is 30% per year, no more than 20% has been mastered Investments in catering enterprises, incl. corporate catering

The strategy of sustainable development of the enterprise is formed as a result of the influence of the external environment and possible internal prospects for the activity of the enterprise, taking into account the market environment, while both the formation of a common line of behavior in the market, taking into account the existing competition, and the compliance of the organizational structure of the enterprise management with the set goals and objectives are important , logistics of business processes and equipment with resources. Taking into account the external and internal factors influencing the stability of the enterprise, the author proposes a mechanism for the interaction of the elements of the system, reflecting the influence of these factors on the formation of a strategy for the sustainable development of enterprises in the public catering sector.

The strategy for the sustainable development of a public catering enterprise is formed as a result of the influence of the external environment and possible internal prospects for the activity of the enterprise, taking into account the market environment, while, according to the author, both the formation of a common line of behavior in the market, taking into account existing competition, and the compliance of the organizational management structure enterprises to the set goals and objectives, logistics of business processes and equipment with resources. The quality of public catering services, according to the author, has a significant impact on the efficiency of public catering enterprises and, accordingly, on their sustainability, therefore it is quality that is the key to the development of an enterprise.

The development of the business activity of a firm (enterprise) is determined by the following circumstances: in which market it operates, i.e. whether the market is established or new to it, and what product or services it enters the market with (products that are new to the market or not).

The practice of market relations has developed several basic directions that form the activity of the behavior of firms.

Fig.5 Varieties of development strategies

Expansion of the activity of the firm (enterprise) "deep", i.e. segmentation of existing markets in order to capture new consumer groups with their products.

Expansion of the activity of the firm (enterprise) "in breadth", i.e. diversification of production through the release of new types of goods (products) both related to the main profile of the enterprise and not related to it.

Expansion of the company's activity "quantitatively" - an increase in the volume of sales of products by increasing the volume of production of an unchanged range of goods for the existing market.

Expansion of the activity of the firm "across the borders", i.e. Ensuring the increase in output by entering new markets. These strategies are presented in the form of a matrix built depending on the product and market (Table 3).

Table 3 Basic Strategies Matrix

The market is old The market is new The product is old Field A1: Exhaustion of market opportunities and goods Field A2: Development of new markets. New market segmentation New product Field B1: Penetration into empty niches with new or improved products Field B2: Diversification of markets and products

Field A1 is characterized by a deep penetration strategy (“old” product - “old” market).

This strategy is successful when the market is not yet saturated. A firm can achieve a competitive advantage by reducing production costs and selling prices of services.

Field A2 is characterized by a market expansion strategy (“old” product - “new” market). When using this strategy, the company tries to increase the volume of sales of its goods (services) in new markets or in new segments of the existing market.

Field B1 is characterized by a product development strategy ("new" product - "old" market). This strategy is effective in creating new product modifications for existing markets.

Field B2 is characterized by a diversification strategy (“new” product - “new” market).

This strategy is used to eliminate the firm's dependence on the production of a particular product or on a particular market.

The basic development strategies of the company also predetermine the main types of strategy for strategic business units, of which three main types can be distinguished.

Offensive strategy (attacking) - a strategy for gaining and expanding market share.

Defense strategy - a strategy for maintaining the company's current market share.

Retreat strategy - a strategy to reduce market share in order to increase profits as a result of a gradual exit from the market or liquidation of this business.

The use of a particular type of strategy by a firm is determined by the position of the firm in the market, which is characterized by its market share (in percent):

The leader (40% market share) feels confident and is the first to initiate prices for new products.

The contender for leadership (market share - 30%) feels confident only if he attacks first. Various types of attacks are possible:

Follower or follower (market share - 20%) - this role is to follow the leader at a distance, saving money.

Beginner (entrenched in a market niche) (market share - 10%) - beginners start with this role. This is a search for a market "niche" of sufficiently satisfactory size and profitability.

Development strategies can be implemented through:

expanding the volume of sales of products in order to better use the potential of the market;

launching new products into already developed markets;

entering new markets with existing products;

diversification;

acquisitions of new businesses;

entering new markets with new products.

It should be noted that the least risky is the expansion of sales of already produced goods.

Then comes the entry with new products to old markets and the entry of old products into new markets. The most risky is entering a new market with new products.

The development strategy is aimed at using the opportunities provided by the market. Working with an old product in an old market does not require new knowledge and skills in either marketing or technology.

Therefore, the strategy of expanding the sales volume of the manufactured product in the markets already involved is subject to minimal risk.

At the same time, this strategy is difficult to implement in already developed markets that are in the stage of maturity.

This is due to the fact that the expansion of sales in mature markets requires taking customers away from competitors. Winning buyers loyal to competitors can require significant financial costs.

A little more risky is entering new markets with an existing product. Such an exit may require additional financial investments in order to conduct advertising campaigns and adapt products to new requirements.

The development of new products requires, in addition to significant financial investments, the acquisition of licenses, permits for production and various activities.

Additional financial resource requirements, coupled with unknown consumer reactions to new products, bring new risks.

Diversification (entering new markets with new products) is the most risky event in the implementation of a development strategy, since there is a risk of development new products combined with the risk of entering new markets.

CHAPTER 2. ANALYSIS OF THE STRATEGY OF THE ENTERPRISE "SKOVORODKA" IP MAKSIMOVICH E.G.

2.1 Technical and economic characteristics of the enterprise

The object of study in this work is the activity of the pancake "Skovorodka", which is located in the SEC "Family" on the second floor.

On October 2003, the first pancake "Skovorodka" appeared in the city of Perm. This small cozy establishment on Kuibyshev Street was the ancestor of all Perm pancake fast food. At that time, there were few places in the city where you could have a quick and inexpensive meal. The pancake immediately became popular.

In 2004, there were already three Skovorodok, in 2005 - six, in 2006 - 12, in 2007 - 19, in 2008-2010 - 21, in 2011 - 22, in 2012 - m - 21. 2006 was marked by the opening of the first institution outside of Perm, in the city of Krasnokamsk. In 2007, seven establishments were opened, including in the cities of Lysva, Kurgan and Chaikovsky. Currently, "Skovorodka" is the most large network pancakes of the Perm region.

Skovorodka is a Perm brand. The idea and corporate identity of the institution were invented and developed in Perm. Trademark and the name "Pancake" Skovorodka "are registered in Rospatent.

Now pancake "Skovorodka" appeared in Ufa.

The organization follows the principle of unity of command and uses an autocratic leadership style.

Decisions on particularly important issues are made at meetings, but the casting vote belongs to the director.

Hence, problems arise in the strategic management of the organization, since it is impossible for one person to single-handedly choose the development strategy of the entire organization, evaluate all available opportunities and alternatives, and choose the most effective ones.

The enterprise is an independent legal entity, has a separate property, an independent balance sheet, settlement and other accounts in banking institutions, a seal with its name, stamps, letterheads.

Fig.6 Organizational structure of the institution

Total population staff - 16 people.

The organizational structure of management in an enterprise shows and characterizes the relationship between different levels of the management hierarchy. It can be said that in the pancake "Skovorodka" the organizational structure is built on the principle of strict hierarchy, observance of unity of command and vertical subordination.

The advantage of this system is the improvement of the quality of managerial decisions and orders, the observance of the principle of unity of command. Such an organizational structure is optimal in terms of the scale of the company and the specifics of the main activity, since the organization does not yet have a large number of departments, and the manager can manage them all in a hierarchy, which is due to the constant desire of the organization's management to use high managerial and leadership qualities.

The subject of the company's activities are:

food production;

sales of products own production;

sale of ready-made (purchased) food products;

provision of services for the organization of leisure and entertainment;

trade in products of own production (baking);

any other activity for the purpose of making a profit that does not contradict the legislation of the Russian Federation.

Organization goals:

a) achievement of efficiency of work and its profitability in the interests of participants and employees employed in the society;

b) increase in turnover, meeting the demand of visitors;

c) expansion of the organization, opening of new pancake shops.

The activities of a pancake shop are most influenced by its customers and competitors. The company's clients are both individuals and legal entities who order banquets, receptions, business negotiations, organization of weddings and outdoor events. The effectiveness of the organization depends on consumer preferences. Also, the organization has many competitors, which also have a significant impact on its activities. Since entry into the industry is not difficult, there are many different restaurants operating in the market.

The main economic performance indicators of the organization for 3 years are presented below in Table 4.

When assessing the economic condition of the enterprise, it should be noted that a slight decrease in performance indicators was observed in 2011. However, in 2012 there is a 38.5% increase in profits. This happened due to the expansion of the range of services and the increase in the number of customers. We can say that at present there is an increase in the profitability of the organization. The net profit increased by 278.7 thousand rubles compared to the previous year, which indicates a reduction in costs and a more rational use of the company's funds. The return on assets increased by 31.5%, which means an increase in the efficiency of the use of facilities compared to the previous year. However, compared to 2010, this figure is only 87.8%.

Table 4 Dynamics of the main economic indicators for 3 years.

Name of indicator 2011 2012 2013 Growth rate, 2013/2011, %1. Pancake shop revenue, thousand rubles 52414986519299.062. Net profit, thousand rubles 20581723200697.473. Costs of the enterprise, thousand rubles 318332633186100.094. The cost of fixed assets203.5128.317284.525. Asset value, thousand rubles 85,766,694,4110,156. Return on assets16.41314.487.87. Payroll fund, thousand rubles 140416941928137.38. Number of employees, persons 182326144.49. Return on sales, %20,516,121,8106,310. Return on assets, %6.96.77.9114.511. Return on costs, %36,342,538,1104.96

To further improve efficiency, a number of measures are needed, first of all, for this it is necessary to develop a new strategy for the organization that would help increase the efficiency of its activities.

In addition to the current analysis of the company's performance indicators, solvency and liquidity indicators should also be assessed. The calculated data in Table 5 allow us to conclude that at the end of the billing period the organization is solvent, and the balance sheet structure is satisfactory.

Table 5 Dynamics of changes in the indicators of the financial condition of the enterprise

Coefficients 2012 2013 Deviation Norm 1. Absolute liquidity 0.190.280.060.2-0.72. Critical assessment1,141,340.20> 13. Current liquidity2,142.60.46> 24. Provision with own working capital 0.130.170.25> 0.15. Restoration of solvency х0.86х> 16. Autonomy 0.130.370.25> 0.57. Financial stability 0.130.370.25> 0.58. Ratio of own and borrowed funds 0.140.590.45 = 19. Ratio of receivables and accounts payable 0.1290.390.26 = 110. Maneuverability 0.870.63-0.25> 111. Total solvency 1.771.46-0.31> 112 Average monthly revenue, thousand rubles 3227.991103.20xx

The liquidity ratio is a measure of a company's ability to meet its short-term financial obligations on time.

The autonomy coefficient is a characteristic of the stability of the financial condition of an enterprise, characterizing the degree of its financial independence. In 2011, this indicator grew by one and a half times compared to the data of previous years, which indicates a stable financial position in front of creditors.

Profitability is a relative indicator of the level of profitability of an enterprise. The return on sales ratio shows the share of profit in each earned ruble and is an indicator of the company's pricing policy and its ability to control costs.

The current liquidity ratio also shows that when settling with creditors for each ruble, the organization still has 1 ruble 60 kopecks for the development of production. The indicators of the solvency ratio indicate that, in general, accounts payable accumulated over 1.46 months.

However, over the next 6 months, the organization will be able to restore its solvency. This is evidenced by the solvency recovery ratio.

The working capital ratio indicates that working capital are purchased by the organization at 37% with its own funds, excluding fixed assets, while there is a growth trend of 25% compared to 2012.

The organization exists at its own expense by 37%.

The calculated data of the table show that the ratio of own and borrowed funds also correspond to the standard: for 1 rub. borrowed funds account for 1 ruble 59 kopecks own.

However, this figure has increased compared to the previous period. The financial stability ratio is above the norm.

This makes us think about making serious management decisions for the further development of the organization.

Thus, having assessed the economic condition of the enterprise, we can conclude that the highest values ​​of economic indicators were in 2010, then there was a decrease in the efficiency of the enterprise due to a decrease in the solvency of the population. In 2013, there is again an increase in economic efficiency indicators, but they have not yet reached the level of 2011. To do this, it is necessary to develop a new strategy for the organization that would help increase the effectiveness of its activities.

As for the assessment of the quality indicators of the pancake "Skovorodka", we can note a good level of organizational culture, in which the organization has clear norms and rules of conduct.

Management style is situational, mostly features authoritarian style when the director alone makes decisions, but in difficult situations he consults with employees. The internal climate in the organization is comfortable.

Among the qualitative indicators that need to be adjusted, one can note an underdeveloped system of motivation, when rare bonuses are the only incentive method, and there is no moral incentive at all.

Also, the organization is not well known in the market of Ufa and the Republic of Belarus, so its image also needs to be developed.

It can be noted the lack of experience of some employees, which negatively affects the work process. An assessment of the performance indicators of the pancake "Skovorodka" is necessary to compare the enterprise with the main competitor of the organization.

The functions of the economic service are performed by a third-party organization by providing accounting services, and part of the financial functions is entrusted to the manager and managers, who are also specialists in the personnel department. The economic functions are:

management of work on economic planning at an enterprise aimed at organizing rational management, identifying and using reserves in order to achieve the greatest efficiency in the activities of the enterprise;

organization of a comprehensive economic analysis of the enterprise's activities and participation in the development of measures for the efficient use of capacities, material and labor resources, increasing the profitability of the enterprise;

development of rates of fees, tariffs and prices for products and services;

organization of labor and wages, the effectiveness of the use of labor resources and the correct spending of the wage fund.

The information system of the enterprise is represented by the following characteristics: the enterprise has its own website on the Internet, mobile, telephone and facsimile communications are also established.

Internal communications are carried out by personal contact of employees, as well as personal computers of senior personnel are united in a local network, through which information can be transferred between users.

Personnel management is carried out by the manager and his deputies. The functions of the control apparatus include:

selection, hiring and formation of the personnel of the organization for the best achievement of production goals;

grade professional qualities personnel;

development of the organizational structure and moral climate of the enterprise, contributing to the manifestation of the creative activity of each employee;

the best use of the potential of employees and their remuneration;

provision of guarantees social responsibility organizations to every employee.

forecasting the situation on the labor market and in one's own team in order to take institutional measures;

analysis of the existing human resources potential and planning of its development taking into account the future;

personnel motivation, assessment and training of personnel,

promoting the adaptation of employees to innovations,

creation of socially comfortable conditions in the team,

solving particular issues of compatibility of employees, etc.

Marketing functions are performed by one of the managers, whose duties include monitoring the market, studying the actions of competitors, and developing marketing activities.

The activity of pancake "Skovorodka" is most influenced by its customers and competitors. The effectiveness of the organization depends on consumer preferences. Also, the organization has many competitors, which also have a significant impact on its activities.

The main competitors of the pancake shop in the Ufa market are the Ashtau cafe, the Smile cafe, the BlinOff pancake shop, the Povareshka pancake shop, etc.

In general terms, the analysis of the features of the functioning of the enterprise can be presented in the form of a table (Table 6).

It includes an analysis of the general characteristics of the enterprise, the components of its organizational structure, technical and economic indicators, the personnel management system, the marketing system, etc.

Table 6 Features of the enterprise

ParameterCharacteristic1. General characteristics of the enterprise The object of the study is pancake "Skovorodka". The field of activity of the enterprise is the sale of food products (baking), fast food services. The main competitors are cafe "Ashtau", cafe "Smile", pancake "BlinOff", pancake "Povareshka" and others. Components of the organizational structure The management structure is represented by the following personnel units. At the head of the enterprise is a manager, to whom managers and a production manager are subordinate, who has 2 senior chefs, 4 pancake bakers, 2 cooks and 2 dishwashers. 3. Technical and economic indicators There is an increase in economic indicators. 4. Analysis of the provision of material resources The enterprise rents premises for its needs in the Semya shopping and entertainment complex, has the necessary equipment for the production of products. mobile, telephone and facsimile communications are also established. 7. Personnel management Personnel management is carried out by the manager and managers 8. Marketing Marketing functions are performed by the manager, whose duties include monitoring the market, studying the actions of competitors, developing marketing measures acceptance.

.2 SWOT-analysis of the activities of pancake "Skovorodka"

The considered company IP Maksimovich pancake "Skovorodka" is at the stage of growth and therefore occupies a middle position in the market, i.e. it sells quality products at average prices and has a not very wide range of products. The main emphasis in the work of the company is on the implementation of only high-quality products.

In general, the industry is in its youthful stage. This entails the need to improve management methods. All firms maintain an average price level and compete on such parameters as advertising, service, quality, additional services, etc.

In branch restaurant business competition cannot be called tough, because demand for products is consistently high and growing at a rapid pace. At the same time, methods of additional incentives for buyers are quickly copied by competitors, and a lot of effort must be made to maintain a position in the industry.

The number of firms seeking to enter the industry is still growing, because the industry attracts with a large level of profit, low financial costs and stable high demand for products.

Firms that have entered the industry again offer products at more than low prices. Such a trend can lead to a disproportionate growth in consumer demand and supply in the industry as a whole, which is undesirable for the firm.

The ability of competitors to dictate their terms in the restaurant service industry is expressed as:

Offering better and more varied products;

Delivery of products;

More affordable product prices.

For a better understanding of customer requests, identifying the direction of purchasing power, interest shown in the services of the company, the company uses such a tool as feedback via the Internet.

There is a special section on the company's website for pancake customers, where they leave their wishes and feedback, the information is processed, systematized and further used in the process of making various management decisions and developing the company's strategy.

The influence of product suppliers is due to their large number and high level of competition between them.

Any firm in a given industry tends to reduce the action of the considered forces in order to be able to raise the price level and achieve a profit level above the industry average. Each of these forces can only be influenced by the firm through its strategy.

Based on the analysis of the external environment, a list of possibilities is formed:

Improving the standard of living of the population, increasing consumption;

Emergence of new food suppliers;

Reducing taxes and duties;

Improving pancake management;

Proposals for cooperation from partners;

Gaining new competitive advantages..

To assess opportunities, the method of positioning each specific opportunity on the opportunity matrix is ​​used (Table 7).

Table 7 Probability/Influence Matrix for Opportunity Positioning

Probability/Impact Strong Moderate Low HighImprovement of the living standards of the populationThe ruin and exit of firms-sellersAverageThe emergence of new suppliersImprovement of managementLowReduction of taxes and dutiesOffers of cooperation from partners

Similarly, a list of threats to the organization is formed:

Failures in the supply of products;

Rising inflation rates;

Decline in the standard of living of the population;

Increase in taxes and duties;

The emergence of new firms in the market;

Increasing competitive advantage from competitors;

Changing the rules and standards for manufacturing products;

Tougher competition in the market.

Positioning each of the threats according to the degree of its influence and the likelihood of occurrence, a threat matrix is ​​built (Table 8)

Table 8 Probability/Influence Matrix for Threat Positioning

Likelihood/Impact DestructionSevere“Minor bruises”HighChange in rules and production standardsDecrease in the standard of living of the population; Increasing taxes Medium Disruptions in the supply of products Tighter legislation New firms entering the market Low Increasing competitive advantages; Increasing inflation

The matrices given in the form of tables 9 and 10 make it possible to identify only those opportunities that are of great importance for the organization, and they must be used and those threats that pose a very great danger to the organization.

Received within the capability matrix (Table 9), the nine fields have different meanings for the organization. Only those that fall into the "Opportunities-Strengths", "Opportunities-Threats" and "Strengths-Weaknesses" fields (upper left corner) are selected and must be used.

Those threats that fall into the fields "High probability of destruction", "High probability of severe consequences" and "Medium probability of destruction" from table 10 (upper left corner) pose a very great danger to the organization and require increased attention.

Based on the results of tables 9 and 10, a list of the most significant opportunities and threats for Skovorodka from the external environment is compiled.

To obtain a more complete picture, it is necessary to rank the obtained data in descending order of their degree of impact on the enterprise (Table 9).

Thus, it is revealed which of the certain external factors have the greatest positive or negative impact on the company. For the convenience of conducting a SWOT analysis, the number of opportunities and threats is limited.

Table 9 External Opportunities and Threats

No.OpportunitiesThreats1Improvement of the living standards of the populationChange in the rules for importing products2The emergence of new suppliersDecrease in the standard of living of the population3Reduction of taxes and dutiesIncrease in taxes and duties4Improvement of managementDisruptions in the supply of products5The ruin and departure of firms-sellersStrengthening of legislation - the analysis is aimed at studying the strategic potential of the enterprise, taking into account the realities of the external and internal environment.

The purpose of applying the method is to study the strengths and weaknesses of the enterprise, the opportunities and threats emanating from the external and internal environment, as well as their impact on the performance of the enterprise. It involves the following sequence of actions: identifying the strengths and weaknesses of the enterprise, opportunities and threats and establishing links between them, which can be used in the future when choosing an enterprise development strategy, developing a strategic plan and implementing it.

Further, for an effective SWOT analysis, the internal environment of the enterprise is examined. The internal structure of the organization is also called the internal environment. It includes the functional structures of the firm that provide management, development and testing of new services, promotion of goods to customers, sales, service, relationships with suppliers and other external bodies.

The concept of the internal environment also includes the qualifications of personnel, the information transfer system, etc. Thus, the analysis of the internal environment is a management survey of the functional areas of the organization in order to determine the strengths and weaknesses of the organization, presented in table 12.

When studying the internal environment of the company, it is necessary to pay special attention to the organizational culture of the organization, i.e. the existence of such norms and rules, such as, for example, material remuneration, benefits when buying own products, other social guarantees. For a complete analysis of the internal environment of the enterprise, it is necessary to examine five functional areas:

marketing;

production;

personnel management and general management.

Analyzing the organization general management, it was noted that the organizational structure of the company corresponds to the present situation and existing goals, in the future, when the strategy changes, the organizational structure will have to be modified.

The rights and obligations are vested in employees who are responsible for specific work. There are no disruptions in information flows, all departments clearly interact with each other, thanks to the use of systematized procedures and techniques in the decision-making process. It must be taken into account that opportunities and threats can turn into their opposite. So, unused opportunities of the enterprise can become a threat if they are used in time by a competitor. On the other hand, a successfully thwarted threat can put the company in a strong position if competitors have not eliminated the same threat.

Table 10 Analysis of the strengths and weaknesses of the organization

Components of the internal environmentEfficiency/WeaknessVery strongStrongNeutralWeakVery weakHighAverageLowMarketing: Reliable market monitoring++A well-functioning sales network++No supply disruptions++High price level++High level of service++Disadvantages in advertising policy++Finance:High profitability++Financial stability++ Marketing: Reliable market monitoring++ Well-functioning sales++ No disruptions in supply++ High price level++ High level of service++ Production: Wide range of products++ Use of modern technologies++ Management and personnel: High quality control++ High qualification staff++ Sufficient publicity++ Non-participation of staff in managerial decision-making++

The organization does not have a procedure for the participation of personnel in making any management decision. In the firm, insufficient attention is paid to hiring and training employees.

Recruitment takes place by its own means by placing advertisements about vacancies. Everyone new employee takes special courses. The company has good opportunities for career growth; salaries are higher than the industry average. However, it should be said that due to the high workload or low motivation of employees, opportunities for professional and career growth often remain unused.

The network of branches of pancake "Skovorodka" has a high business activity and is constantly expanding. An analysis of the company's financial statements showed that the company is experiencing stable growth.

The company aims to concentrate its activities on a specific service or on a specific group of customers.

The marketing department of the company makes every effort to collect information about the market, about the preferences of customers, create the image of the company, develop possible new directions in the field of additional services.

The current advertising policy is not always successful, because. focused largely on attracting more potential buyers, and not on creating preferences among consumers or promoting their own competitive advantages.

Table 11 Strengths and weaknesses of the organization

No. Strengths Weaknesses 1 Reliable market monitoring High price level 2 Well-established sales network Disadvantages in advertising policy 3 Wide range of products Sole control 4 High quality control 5 Highly qualified staff 6 Sufficient fame

Based on the analysis of the external and internal environment, as well as the strengths and weaknesses of the activity of the pancake "Skovorodka" and the main competitor of the pancake "BlinOff", an assessment of factors was made on a 5-point scale based on a customer survey (Table 12).

Table 12 Strengths and weaknesses of the pancake "Skovorodka" and the main competitor

StrengthsScoreWeaknessesScorePancake "Frying Pan"1. Product quality and freshness 2. High quality control 3. Convenient location; 4. Average price level for products4 5 4 31. Insufficiently qualified personnel 2. Insufficient publicity 3. Shortcomings in advertising policy 4. Non-participation of personnel in making management decisions4 3 3Blinnaya "BlinOff1. Reliable market monitoring 2. Well-established sales network 3. High quality control 4. Highly qualified personnel 5. Sufficient publicity4 4 4 3

According to a five-point system, expert assessments of pair combinations "strong side - threat", "weak side - threat", "strong side - opportunity", "weak side - opportunity" are determined. With a higher score, the relationship is more significant.

Analysis of table 14 allows us to draw the following conclusions:

1. The main threats to the enterprise are a change in the rules for manufacturing products and a decrease in the standard of living of the population;

The main opportunities are the emergence of new suppliers and the improvement of management;

The main strengths are the quality and freshness of the products.

The main weaknesses are insufficient qualifications and professionalism of the staff, as well as shortcomings in the advertising policy, due to which the company is not known in the market of Ufa.

Table 13 Generalized SWOT Analysis Matrix

ВозможностиУгрозыИтогоУлучшение уровня жизни населенияПоявление новых поставщиковСнижение налогов и пошлинСовершенствование менеджментаРазорение и уход фирм - продавцовИзменение правил ввоза продукцииСнижение уровня жизни населенияРост налогов и пошлинСбои в поставках продукцииУжесточение законодательстваСильные стороныДостоверный мониторинг рынка142221215121Эффективная сбытовая сеть243154142329Ассортимент продукции543355433237Высокий контроль качества321411213220Удобное месторасположение451532215129Средний уровень цен на продукцию542342424131Слабые стороныКвалификация персонала514344332332Низкая известность на рынке121415213222Неучастие персонала в принятии управленческих 30272622173217

Having considered the possibilities of pancake "Skovorodka", strengths and weaknesses, after analyzing the threats emanating from the external environment, it is possible to determine a specific development strategy for the analyzed company.

The conclusions that can be drawn on the basis of the SWOT matrix are presented in Table 16. These conclusions are suggestions for improving the activities of the enterprise to eliminate weaknesses and strengthen strengths.

Table 14 SWOT Analysis Matrix

"Strength and Opportunity" - entering new markets, expanding the range, adding related products and services will allow high qualification of the staff and sufficient fame; - staff development, quality control, unsuccessful behavior of competitors will make it possible to keep up with the growth of the market. "Power and Threats" - increased competition, government policy, inflation and tax increases will affect the implementation of the strategy; - fame will add advantages in competition; - reliable monitoring will catch changes in consumer tastes. "Weaknesses and Opportunities" - non-participation of staff in decision-making about unemployment can lead to sabotage; - lowering the price level, taxes and duties, while maintaining the average price level, will make it possible to receive excess profits. "Weaknesses and Threats" - the emergence of new competitors and high prices will worsen the competitive position; - unfavorable policies can lead to exit from the industry; - non-participation of personnel in decision-making will not prevent supply disruptions.

When conducting a SWOT analysis, special attention is paid to the "Strength - Opportunities" square and the "Weakness - Threats" square. Based on the data of the first square, strategies are formed to take advantage of opportunities. Based on the data of the second - strategies that minimize weaknesses and help avoid threats. A matrix of problems is compiled (table 15), in which the existing problems are formulated, due to the combination of the strengths (weak) sides of the enterprise with threats (opportunities).

Table 15 Ranking of enterprise problems by importance

№ p/pProblemEvaluation of the problemRank of the problem1Need to improve the qualifications of the personnel of the enterprise4622Increasing the awareness of the enterprise5813Opening branches in new cities4534Searching for new suppliers3845Involving personnel in management3456Use modern means product promotion176

To evaluate each of the problems from Table 15, a “problem field of the enterprise” is built (Table 16).

Table 16 Problem field of the enterprise

ВозможностиУгрозыУлучшение уровня жизни населенияПоявление новых поставщиковСнижение налогов и пошлинСовершенствование менеджментаРазорение и уход фирм - продавцовИзменение правил ввоза продукцииСнижение уровня жизни населенияРост налогов и пошлинСбои в поставках продукцииУжесточение законодательстваСильные стороныДостоверный мониторинг рынка3316313342Эффективная сбытовая сеть1111112312Ассортимент продукции3423112343Высокий контроль качества3422333242Удобное месторасположение2435232142Средний уровень цен на продукцию2425216343Слабые стороныКвалификация персонала1425312243Низкая известность на рынке6625266263Неучастие персонала в принятии управленческих solutions5535255352

Thus, the SWOT-analysis of the pancake "Skovorodka" showed that at first it is necessary to pay special attention to improving the efficiency of the staff and strengthen its competitive position. It is necessary to pay attention to the problem of increasing sales and expanding the network in a favorable environment.

2.3 Assessment of the state of the enterprise development strategy

The success of the enterprise in the restaurant business market in Ufa is not great compared to other enterprises, since the enterprise has not formed an image and sales channels, as well as inefficient staff.

The main directions of business activity of the enterprise determine the goals. They are focused on growing sales volumes, increasing market share, achieving absolute and relative profit indicators, and growth rates in terms of financial indicators. The company's development strategy is aimed at the most efficient use of the company's competitive advantages and is to better meet the needs of customers in high-quality and fresh products at affordable prices.

Thus, at the corporate level, the enterprise uses a growth strategy. The company uses a concentrated growth strategy. This includes those strategies that are associated with a change in the product and / or market and do not affect the other three elements. In the case of following these strategies, the firm is trying to improve its product or start producing a new one without changing the industry. With regard to the market, the company is looking for opportunities to improve its position in the existing market or move to a new market. One of the main directions of corporate strategy is to find ways of synergistic effect among related business units and turning into a competitive advantage, however, the organization does not have good horizontal connections, which makes it difficult to unite the efforts of departments to achieve a common goal. Thus, pancake "Skovorodka" strives for growth in the market of Ufa, improving its products at the same price.

At the corporate level, business strategy does not have specific lines of action. This is also due to the fact that the company does not have a market research and development department, a marketing department, or an advertising department. The weakness of business strategy lies in the inability to develop measures and approaches that can create and use a unique competitive advantage. The organization has the advantages achieved earlier, but there is a threat that soon this will not be enough to participate in the competition.

The functional strategy is implemented within each department, it is mainly aimed at achieving short-term goals and solving operational problems that arise daily during the functioning of the organization. The organization is constantly focused on finding and introducing new types of products, changing the number of employees, managing stocks of production materials.

The operational strategy is aimed at solving highly specialized issues and problems associated with the work of any unit. It is aimed at the purchase of materials for production, inventory management, repair of production equipment, transportation, advertising campaigns.

A specific type of concentrated growth strategy in the pancake "Skovorodka" is a strategy to strengthen its market position, in which the company does everything to win the best position with this product in this market. This type of strategy requires a lot of marketing effort to implement. There may also be attempts to implement the so-called horizontal integration, in which the firm tries to establish control over its competitors.

In order to analyze the strategy of the company in the field of sales of goods, it is necessary to use the method of the Boston Consulting Group.

The Boston Advisory Group (BCG) matrix was developed in the late 1960s. Below are the indicators:

market attractiveness - an indicator of the rate of change in demand for the company's products is used. Growth rates are calculated based on the sales data of the product in the market segment (may be a weighted average);

competitiveness and profitability - an indicator of the relative share of the enterprise in the market is used. Market share (Dpr) is determined in relation to the most dangerous competitors or market leader (Dkonk).

Rice. 7 Bivariate growth/share matrix

The matrix describes a situation that requires a separate approach in terms of capital investment and development of a marketing strategy.

Possible strategies:

"stars" - maintaining leadership;

"cash cows" - getting the maximum profit;

"difficult children" - investment, selective development;

"Dogs" - leaving the market.

The task of the company's management is to ensure the strategic balance of the portfolio by developing economic zones that can provide free cash, and zones that ensure the long-term strategic interests of the enterprise.

Advantages of the BCG matrix:

.the matrix allows you to determine the position of the enterprise as part of a single portfolio and highlight the most promising development strategies (fast-growing areas need investment, slow-growing areas have an excess of funds);

.quantitative indicators are used;

.information is clear and concise.

The enterprise is dominated by goods - "cash cows". In order to visualize the structure of the product range of pancake "Skovorodka", a diagram is drawn up.

Rice. 8 The structure of pancake products "Skovorodka"

The oversaturation of the market has become an urgent problem that requires a quick solution for the enterprise.

In this regard, the company needs to use another type of concentrated growth strategy - penetration into a new market and strengthening its position in the old one.

In order to ensure a strategy of concentrated growth, the management of the enterprise must constantly look for ways to modify the market, product and marketing mix.

Market modification. The company seeks to increase the consumption of its products. It is looking for new market segments. Should open outlets Frying pans in all major shopping centers in Ufa

The positioning of the product should be repositioned in such a way that it is attractive to a larger or faster growing market segment. This event can be attributed to the following type of strategy - "an existing product - expanding the boundaries of the market." For example, to offer pancakes and other products of the enterprise not only at the food court of the Semya shopping center, but also to organize a delivery restaurant.

Product modification. An enterprise can also modify the characteristics of its products, primarily such as the level of quality and properties, in order to attract new consumers and intensify consumption. For example, to develop a new menu of pancakes with new toppings.

This event can be attributed to a deeper penetration into the existing market of the enterprise.

Modification of the marketing mix. The company seeks to stimulate sales by modifying one or more elements of the marketing mix. To attract new customers and poach the clientele of competitors, a more effective advertising campaign should be developed,

Pancake "Skovorodka" does not use any modern marketing and advertising means to stimulate sales, which negatively affects the reputation of the enterprise and its revenue.

Next, you should evaluate the competitive position of the enterprise in the Ufa market. To do this, the most optimal method would be to use the M. Porter competition analysis model. This model is based on an assessment of the degree of competition. The attractiveness and profitability of an industry depend on its structure, which, according to M. Porter, is determined by the five forces or factors of competition.

Rivalry among competing enterprises.

Competition from substitute products that are price competitive.

The threat of new competitors.

Economic opportunities and abilities of the supplier.

Economic opportunities and trading ability of buyers.

The stronger the impact of these factors, the more limited the ability of each enterprise to set high prices and make a profit. Strong competition leads to a decrease in the profitability of the industry.

AT short term competitive factors determine the limitations of the business activity of the enterprise. In the long term, some of them can serve as the basis for success. Therefore, the main task of the enterprise in such a situation is the choice of a strategy that would provide protection from the action of competitive forces and (or) make it possible to use them for their own purposes. Of the five factors of competition in the industry, as a rule, one factor dominates, which becomes decisive in the development of the competitive strategy of the enterprise.

Table 17 Analysis of the impact of competition factors

Factors of competitionSigns of manifestation of factors in the market 1. Number and capacity of firms competing in the marketMore than several tens of hundreds of competing firms operate in the market of fast food and public catering services in Ufa. The main competitor, equal in terms of activity to pancake "Skovorodka", is pancake "BlinOff". Degree of service standardization in the market Part of the company's products is standardized, since it is manufactured in accordance with GOST. However, the enterprise has its own secret recipes for preparing products.4. Barriers to exit from the market The costs of exiting an enterprise from this market are high (retraining of personnel, loss of a distribution network, liquidation of fixed assets). 5. Barriers to market entry distribution network, equipment, stocks of industrial raw materials and materials, rent of premises, etc. 6. Strategies of competing firms (their behavior in the market) Individual firms are ready to implement an aggressive policy of strengthening their positions at the expense of other competitors through unfair competition. 7. Difficulties in entering the industry market Efficient scale can be achieved fairly quickly. Few companies have the protection of their products in the form of special unique competitive advantages.8. The status of buyers There are many buyers in the industry, this is the population of Ufa and nearby settlements that visit the SEC "Semya"9. Standardization of goods and services and their price. In general, the price level in the industry is fixed10. Quality of goods and services. Maintaining the required quality of services requires significant costs.

Competition strategy is a set of offensive and defensive actions associated with achieving market success, gaining a competitive advantage over rivals, and also protecting one's competitive position.

The interaction of competing enterprises in the restaurant business and fast food market has the following features:

competition is carried out with more or less constant persistence for the best market position. At the same time, rivals formulate and constantly revise their strategies;

the strategies of enterprises are very diverse;

each of the manufacturers tends to choose a competitive strategy that is difficult to copy or upset;

the actions of rival enterprises lead to the creation of new conditions for the supply and demand of goods.

Competition among rival enterprises can take different forms and take place with varying degrees of intensity.

The intensity of competition depends on many factors: the number of enterprises and their size, the specifics of products; the nature of demand and prospects for the development of the industry; barriers to exit from the industry. The competition in this market is very intense. Increasing competition gradually leads to a decrease in the profitability of the industry, as it increases the cost of advertising, product improvement, etc.

When analyzing the competitive environment for pancake "Skovorodka", we can conclude that due to quality, the company is a leader in the industry, however, due to the constantly changing external environment, it is necessary to develop new competitive advantages in order to maintain its leading position.

driving forces of competition. The main economic indicators and the structure of the industry describe its current state and do not allow explaining the ongoing changes in the competitive environment of the enterprise. The concept of driving forces of competition proceeds from the fact that there are environmental factors whose actions determine the direction and intensity of sectoral changes. The analysis of sectoral driving forces consists of two stages. The first is the identification of driving forces, the second is the study of their influence on changes in sectoral economic indicators.

The driving forces most strongly influencing the "Skovorodka":

change in the dynamics of demand for the company's products;

changes in the composition of buyers and ways of using the product;

marketing innovations;

entry and exit from the industry of large enterprises;

distribution of new products;

increased globalization of the industry;

changes in unit costs and efficiency;

decrease or increase in uncertainty and risk.

Key success factors. The result of the analysis is the identification and subsequent forecast of key success factors. Key success factors are controlled variables common to all enterprises in the industry, the implementation of which makes it possible to improve the competitive position of the enterprise in the industry. The key success factors can be based on different areas of the enterprise: R&D; marketing; production; finance, etc.

The key success factors for pancake "Skovorodka" are:

Marketing,

sales network,

.product quality,

.price policy.

In the process of strategic analysis, key factors success, and then activities are developed to master the most important success factors in competition. Thus, it is necessary to develop proposals for improving the activities of the pancake "Skovorodka", aimed at increasing the effectiveness of the existing strategy.

CHAPTER 3. DEVELOPMENT OF MEASURES FOR THE IMPLEMENTATION OF THE ENTERPRISE DEVELOPMENT STRATEGY

Realistically assessing the situation that has developed in the market of public catering services in Ufa, we can conclude that in the researched enterprise "Skovorodka" there is still not enough systematic advertising activity. This circumstance negatively affects both the volume of trade and the competitive stability of the pancake shop, which in the future may create a potential threat of losing customers. Therefore, recommendations were developed for the enterprise to improve its advertising activities.

In general, the list of promotion methods used in the restaurant business includes:

Outdoor advertising - signboard, pavement signs, signs, billboards, advertising on transport, information boards, etc. It should be noted that this type of advertising is not effective for pancake "Skovorodka", because in order for outdoor advertising to become an effective way to attract new visitors, you need to determine the "source" of customers and start advertising from there. In the pancake shop, this work continues even inside the institution, since the enterprise is located in a large shopping center.

Internet advertising - as statistics show, the target audience for the restaurant business is mainly active Internet users. In addition, word of mouth is one of the key advertising factors for the restaurant business.

Advertising on the radio - allows you to get wide information with a relatively low budget. It is often used to advertise promotions, concert programs and events. When choosing a radio station to advertise their promotions or events, the company is guided by the following principle. Advertising aimed at a specific audience takes into account the target segment of consumers: for example, if the target audience of young women is radio stations Europe Plus, Russian Radio, if the event is addressed to older people - radio stations Police Wave, Retro FM, motorists - "Autoradio", etc.

Public relations (PR) - custom and non-custom articles, news in print and online media, news feeds. These articles form a positive (or negative) image of the institution, and also contribute to awareness of the institution among a wide audience of readers. Unfortunately, today the situation in PR is heterogeneous. There is no professional PR person in the pancake shop, so it practically does not pay due attention to public relations. materials - branded business cards, flyers, booklets, matches, balloons, sugar, lighters, pens, chewing gums and sweets, and other little things that inform and remind you of the restaurant. POS materials are distributed not only inside the institution, but also outside it: in office and shopping centers, in traffic jams, in parking lots, etc.

Internal marketing - internal promotions and holidays (event marketing), compliments and gifts, loyalty programs and discount programs, marketing "chips" - everything that allows you to anticipate the expectations of guests, and as a result, come back to the restaurant.

Social marketing - assistance to children, pensioners, veterans, joint social actions with the municipality, competitions, reviews, competitions, patronage form a positive image of the institution. An important point is that all social marketing programs are widely covered in the media.

Table 18 below describes the approximate annual cost of these components of the institution's marketing activities. Also in this table, the degree of effectiveness of each type of activity is analyzed by assigning it marks on a five-point scale, as well as finding the weight of this activity among others. By multiplying these two indicators, a weighted performance score is obtained.

Table 18 Analysis of the effectiveness of marketing activities

EventCost, rub.EstimateWeight,%Weighted estimate1. Outdoor advertising (signboard, billboards, information signs) 95280318542. Internet advertising (submission of advertisements to specialized sites and forums) 28350415 603. Advertising on the radio (submission of advertisements to radio stations "Europe Plus", "Russian Radio", "Retro FM", etc. 25180410404. Public Relations (PR ) (custom and non-custom articles, news in print and online media, news feeds) 1235025105. POS materials (company business cards, flyers, booklets, matches, balloons, sugar, lighters, pens, chewing gums and sweets, etc.) n.) 14580415606. Internal marketing (internal promotions and holidays (event marketing), compliments and gifts, loyalty programs and discount programs) 1184525301507. Social marketing 39820312 36

Thus, when evaluating the effectiveness of advertising means, we can conclude that the most effective for a pancake is internal marketing, with a weighted evaluation of the effectiveness of 150 points, the cost per year for this event is an average of 118,452 rubles for the industry. Among the ineffective measures are outdoor advertising, because with its high cost, it has a relatively low weighted score of 54 points. Since the studied pancake shop does not pay attention to PR, the management of the enterprise should also pay attention to print advertising.

In fact, in order to ensure the success of an institution over a long period, its brand must have value in the market, as well as the presence of an audience of loyal customers.

Despite the presence of some promotional activities for pancake "Skovorodka", a comprehensive advertising concept has not been developed. There is no plan for advertising activities, the possibility of using new information technologies in marketing, in particular the use of the Internet, is not taken into account. The analysis of the main visitors is not carried out, respectively, the management of the institution has no idea about target audience advertising campaign. There is no site for a pancake shop in Ufa, which affects the number of visitors and, ultimately, affects profits. Thus, it is necessary to develop a concept for managing advertising activities and develop an advertising campaign for pancake "Skovorodka" in Ufa, where it is not yet well known, and the concept must be developed based on the effectiveness of promotional tools and the feasibility of spending on them, be sure to evaluate the intended effect from advertising.

To analyze the possibilities of advertising a pancake, the results of marketing research were analyzed in the form of a survey of managers of cafes and restaurants in Ufa. A total of 75 managers of public catering enterprises of various price segments were interviewed. They can be conditionally divided into three groups: restaurants; eateries and cafes. Managers were asked the question: "Where do you mainly advertise cafes?"

Basically, managers prefer to advertise in print media (40% of respondents), 34% are more advanced and focus their services on Internet users. More than 50% of respondents use an integrated approach to advertising.

When asked in which publications the advertisement is placed, the following publications were named.

The most popular publications are "VIP Shopping", "Choose!", "Non Stop" (more than 50% of managers chose these publications). This is due to the fact that these publications are distributed free of charge and in large numbers.

More than half of the respondents were attracted to the color advertising strip (52%), a quarter of the respondents read advertisements, part of the visitors preferred the establishment because of the discount offered (11%). Summing up the results of evaluating the effectiveness of cafe advertising in print media, we can draw the following conclusions:

despite the fact that managers prefer to advertise in printed advertising publications, the majority of respondents come on the recommendation of acquaintances;

in order for advertising to reach the consumer, it is necessary to focus on men and women aged 25-35 with an active lifestyle, tk. they are the ones who visit cafes most often, therefore, advertising should be placed in information publications preferred by this category of respondents.

Thus, after analyzing the external environment and making a portrait potential client establishments, based on the results of marketing research on preferences in advertising, we can offer the following areas of advertising:

Website development for pancake "Skovordka" for Ufa;

placement of a colored strip in the magazine "Choose!".

The site of the pancake "Skovorodka" should be an animated page that reflects the concept of the institution. The site structure should include the following sections:

pancake history;

a detailed menu with a description of the ingredients and prices;

news about events, holidays held in the institution;

information about current and future promotions;

The enterprise development strategy is developed in the course of the implementation of the strategic planning process carried out at the enterprise. In essence, this is the resulting stage of strategic planning work.

In general, the concept of a development strategy is accompanied by two stages of the strategic activity of a specialized team of an enterprise:

Strategic planning work - development of a set of strategies, ranging from the basic strategy of the enterprise to functional strategies and individual projects;

Works on strategic management- implementation of a certain strategy in time, adjustment of the strategy in the light of new circumstances.

An enterprise strategy is a time-ordered system of priority directions, forms, methods, means, rules, methods of using the resource, scientific, technical and production potential of an enterprise in order to cost-effectively solve the tasks set and maintain a competitive advantage.

The salient features of the strategy are:

1. The strategizing process does not end with any immediate action. General directions are being established, progress along which will ensure the growth and strengthening of the positions of enterprises.

2. The strategy must be used to develop strategic projects search method. The role of strategy in search is to help focus attention on certain areas and opportunities; discard all other possibilities as incompatible with the strategy.

3. In the course of formulating a strategy, it is impossible to foresee all the possibilities that will open up when drafting specific activities. Therefore, one has to use generalized, incomplete information about various alternatives. At the same time, assumptions, hypotheses, intuition cannot be neglected.

So, strategic planning consists in setting development goals, formulating a strategy based on an analysis of strategic positions, studying internal and external factors and actions that can lead to the achievement and development of competitive advantages (Fig. 1.1).

At present, a closer, fresh look into the future is increasingly needed, and the patterns and hypotheses of the past are being elevated to eternal truth. Corporate (portfolio) decisions relate to the activities of the enterprise as a whole. Historically, the business was single-product, then it diversified, so this level is currently associated with the management of a multi-product (diversified) enterprise. The main goal of the portfolio strategy is to select those units in which investments should be directed.

The main points of such a strategy cover the allocation of resources between departments based on portfolio analysis:

Diversification of production in order to reduce economic risk and obtain a synergy effect;

Change in the organizational structure of the corporation;

Development of a unified strategic orientation of units.

Figure 1.1 Strategic planning process

Competitive solutions apply to the business units of the enterprise. Their purpose is to provide a business plan, to show how the enterprise will compete in a particular commodity market, to whom and at what prices products will be sold, how to advertise them, how to beat competitors, etc. Functional decisions are made in the interests of the departments and services of the enterprise. These are production, marketing, finance, personnel, innovation, etc. strategies. Their goal is the rational distribution of department (service) resources, as well as the search for effective behavior within a given function. The starting point for the formation of an enterprise's strategy is, first of all, the awareness of its management of the impossibility of maintaining and strengthening the position of a company operating in an oversaturated market, relying on traditional policies.

This implies a reorientation of enterprise development management methods based on results already achieved, mastered goods and technologies used (internal factors) to the study of restrictions imposed by the external market environment (external factors). The main emphasis in the development of the company's strategy is on the analysis of specific market segments to assess the favorable penetration into the intended areas, their use to strengthen their positions, as well as competitiveness. It also takes into account the possibility of successful activity in a particular sector of the market, the release of new products, the development of advanced technologies, areas of activity, business zones.

The development of a strategy, in addition to the potential of the organization, is influenced by a number of factors, among which the most important are the mission and goals of the organization; market condition:

Competitive advantages;

organizational culture;

Products;

Competence senior management and his level of ambition.

The cornerstone questions for strategy development are:

What have happened and what are the changes in the external environment (how has the market changed in terms of volume, structure and other characteristics, what is the behavior of competitors in the market, what can pose a threat in their actions, how do suppliers behave, etc.);

In what direction should the organization's product policy develop in order to better meet the requirements of the market (what is the demand for the product and what is the dynamics of its change, which product brings the bulk of the profit and which is unprofitable, which product should be developed and what characteristics should it possess what pricing methods should be used, etc.):

In what direction should the development of the organization go (what types of activities to develop, what goals are defined for the future, what resources are needed and how to allocate them in the best way, what are the sources of resources, etc.);

How to make the new state of the organization real (how to achieve the intended goals, what changes in the organization need to be carried out, what methods to use, etc.).

Not only the possibility of realizing the potential of the organization depends on the current strategy, but on the other hand, high potential allows you to expand the range of possible strategies, make them more active, offensive. The result of the procedure for developing an organization's strategy is a preliminary development project for the future.

It, as a rule, includes the choice of specific areas of the market, the activities of which the company should be focused on;

Determining the source and type of resources used; compiling a list of technologies planned for use;

The choice of methods, industries and directions for future activities, as well as the type of product produced. Together, this constitutes the strategy of the organization. A company without a growth strategy is just a collection of assets weighed down by liabilities. It is impossible to evaluate it as a business, since the basis of business valuation is an analysis of the company's ability to make a profit and ensure growth. A clear and well-reasoned enterprise strategy will allow not only avoiding risks, realizing growth potential, rationally managing its resources, but also increasing business manageability. Building a clear system of strategic planning, defining strategic goals for management and ways to achieve them are the components of the success of each company. The choice of strategy begins with an analysis of strategic alternatives.

There is a system of so-called reference or basic growth (development) strategies, which includes the main types of strategies verified by practice and covered in specialized literature. These strategies concern the entire organization and reflect different approaches to the growth of the firm, associated with a change in one or more of the following elements: product, market, industry, technology.

1. Penetration strategy.

Based on the strengthening of marketing activities for existing products in the firm's traditional markets in order to stabilize or expand the market. Necessary condition: a growing promising market, high reputation of the company, low competition. Ways to achieve: increase consumption through price reduction, increase in promotions, product differentiation, development of the sales system.

2. Integrated growth strategy.

The expansion of the firm is carried out by adding new structures or strengthening control over them.

2.1 Reverse vertical integration strategy.

According to this strategy, the growth of the firm occurs through the acquisition of supplier firms or increased control over them. The implementation of this strategy reduces dependence on suppliers and on fluctuations in prices for raw materials and components (buying shares, contracts).

3. Diversification strategy.

Diversification is a strategy associated with a fundamental change in the strategic areas of business and the product range of the company. In this case, the enterprise is separated from the original areas of activity and moves to new ones.

The reasons for this are as follows:

Stagnant Markets

Financial Benefits

Reducing risk Diversification is often a forced strategy for a firm. Along with diversification, the firm may use other strategies across different strategic business areas.

3.1. The strategy of centered (concentric) diversification.

3.2. Horizontal diversification strategy focused on the traditional consumer. In this case, a new product is created that requires new technologies, which is focused on the consumer of the main product.

4. Targeted reduction strategy. The longest possible presence on the market of the same product without changes. It is a forced strategy. It is carried out during recessions and cardinal shocks in the economy, leading to serious changes in market conditions, as well as when the organization needs to regroup forces after a long period of growth or in connection with the need to improve efficiency.

The reduction strategy is that the organization closes or sells one or more of its divisions, branches, subsidiaries. The goal is to save money and reduce unproductive costs by cutting off inefficient links. In practice, the firm uses not one, but several reference strategies for the main strategic areas of business.

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.

Formation of economic strategy in general terms, it can be defined as the process of developing goals for the development and functioning of an enterprise for a certain period of time, as well as ways to use funds to achieve the goal.

The choice of an economic strategy depends on many conditions: the forms of competition and the degree of its rigidity, the rate and nature of inflation, the economic policy of the government, comparative advantages in the world market and other so-called external factors, as well as internal factors related to the capabilities of the enterprise itself, i.e. e. its production and .

The process of forming the economic strategy of the enterprise includes:

• formation of a common, basic strategy;
• formation of a competitive strategy;
• definition of functional strategies.

Types of enterprise strategies

Basic strategy - a strategy that is formed depending on changes in the external and internal environment; represents a general concept of the company's behavior at a given stage of its functioning.

Growth strategies are strategies that increase the size of the firm and require sufficient resources.

Strategies for stability - focus on existing areas and their support.

Survival strategies - an attempt to adapt to existing market conditions and abandon the old methods of management.

Reduction strategies - strategies used when the existence of the firm is threatened.

Defensive strategies - strategies that reflect the company's response to the actions of competitors and indirectly to the needs and behavior of the consumer.

Offensive strategies - strategies that require credit investments and, therefore, are more applicable to firms that have a sufficiently high financial potential and qualified personnel.

Strategies of the first type - strategies aimed at obtaining long-term profit, increasing sustainability financial position firm, its competitiveness over a relatively long period of time.

Strategies of the second type— strategies aimed at optimizing current financial performance, maximizing short-term profits, etc.

Competitive strategy

Basic strategy of the enterprise

Basic strategy is formed depending on changes in the external and internal environment, representing a general concept of the company's behavior at this stage of its functioning.

There are the following basic types of basic strategies.

Growth Strategies involve an increase in the size of the firm and require sufficient resources. These strategies include: concentrated growth strategies; integrated growth strategies; strategies for diversified growth and strengthening of market positions.

The main features of such strategies are:

• diversification by absorbing less powerful competitors (conglomeration);
• opening of new productions;
• inter-firm cooperation and cooperation in order to control markets and resources;
• foreign economic activity as an element of geographical expansion.

Strategies for stability - it is a focus on existing activities and their support. Stability strategies are formulated by firms in conditions when growth strategies are unacceptable due to external circumstances (a period of economic recession or increased intra-industry competition, etc.). Another important factor in the need for stabilization is the problem of loss of control and control over the activities of the firm that arises as a result of expansion and growth. The need to adjust goals and restructure the organizational structure forces the management to apply the tactics of maintaining the achieved growth rates. The main features of such strategies are:

• transition to a new mode of resource use;
• savings by reducing the costs associated with the need to conclude new contracts, the costs associated with market research, representation costs and similar types of costs;
• strategic shifts towards strengthening management functions.

Survival strategies - it is an attempt to adapt to existing market conditions and abandon the old methods of management. Survival strategies are formulated by firms in the conditions of a clear idea of ​​their insignificant capabilities, rather low competitiveness and the need to ensure at least a minimal realization of their goals. These strategies include the “harvest” strategy, the cost reduction strategy, etc. The main features of such strategies are:

• maintaining the technical level of production;
• timely detection of crisis tendencies at the earliest stages;
• redesign of production and other business processes;
• retention of qualified specialists and prevention of mass layoffs.

Reduction strategies used in cases where the existence of the firm is threatened. They are characterized by the fact that the level of goals pursued is set lower than that achieved in the past. In this case, one can apply strategy liquidation and, if means and possibilities permit, view change strategy business. The main features of such strategies are:

• refusal to produce unprofitable products, excess labor, poorly functioning distribution channels, etc.;
• sale of part of the company's assets, as a rule, unprofitable;
• carrying out the insolvency (bankruptcy) procedure.

Each type of general, basic strategies contains several options. The firm can independently choose a variant of the general strategy or apply various types of them in certain combinations.

The basic strategies of the firm are concretized by developing competitive strategies.

Competitive strategy of the enterprise

- long-term measures of an offensive or defensive nature, designed to strengthen the position of the company, taking into account the factors of intense competition.

Formation specific strategy enterprise aims to achieve its competitive advantages.

AT economic practice There are four levels of competitiveness of enterprises. The first level of competitiveness is small businesses, which received a "niche" of the market. They see their task only in producing products of a certain type, clearly fulfilling the planned production plan, not worrying about any surprises for consumers and competitors. However, as soon as such an enterprise begins to grow, increase the scale of its production, then either it outgrows the “niche” of the market for which it originally worked and enters competition in another market segment, or the initial “niche” of the market develops into a growing market and becomes attractive to other manufacturers. In this case, care must be taken to obtain comparative advantages, to surpass the standards proposed by competitors in the field of quality, delivery accuracy, prices, production costs, service levels, etc. Therefore, the best option for an economic strategy for enterprises of this level is the constant search for more and more "niches" of the market. It is this approach, which is the simplest form of diversification of production and economic activity of enterprises, that allows them to maintain their competitiveness and stay afloat.

The enterprises of the second level have received the name "following the leader". They strive to borrow as much as possible all those techniques, technologies and raw materials, methods of organizing production, as the leading enterprises of the industry. However, many of them inevitably find themselves in a situation where such stereotypes of business imperatives, based entirely on borrowing best practices, no longer work, do not add competitiveness to enterprises even with the slightest increase in intra-industry competition. Thus, they gradually evolve to the third level of competitiveness, at which the management system begins to actively influence production systems contributes to their development and improvement. Success in the competitive struggle of enterprises of this level is no longer so much a function of production as a function of management (it depends on the quality, management efficiency and organization of production in the broad sense). Enterprises that have managed to achieve the fourth degree of competitiveness are ahead of the competition for many years. In fact, these are world-class companies known in all countries for their products of the highest quality.

Economist M. Porter identified three main strategies that are universal and applicable to any competitive force. It's a cost advantage, differentiation, focus.

Cost advantage creates greater freedom of choice of actions both in pricing policy and in determining the level of profitability.

Differentiation means the creation by a firm of a product or service with unique properties.

Focusing - it is a focus on one of the market segments, on a specific group of buyers, products or on a limited geographical sector of the market.

From the position of production efficiency, two types of economic strategies are distinguished (Fig. 1).

Rice. 1. Types of economic strategies from the standpoint of production efficiency

Strategies of the first type aimed at obtaining long-term profit, increasing the stability of the financial position of the company, its competitiveness over a relatively long period of time. These include:

• minimization of production costs - profit growth occurs due to lower labor costs, the use of more productive equipment, more economical types of raw materials, economies of scale;
• share expansion market - increasing production efficiency due to a higher share of newly created value (conditionally net production) in the total volume products sold, accelerating the turnover of the company's capital. The strategy involves achieving competitive advantages by improving the quality of products and the level of customer service, as well as reducing the costs associated with the sale of products;
• innovative programming R&D — is focused on the creation and implementation of advanced technologies and the development of fundamentally new types of products of higher quality, which have no analogues on the market.

In practice, strategies of the first type are often intertwined: a firm that has entered the market with innovative products must eventually reduce production costs in order to increase market share.

Strategies of the second type are aimed at optimizing current financial performance, maximizing short-term profits. Among them are:

• strategy maximization (artificial overestimation) of production costs - an increase in production costs (for example, as a result of rising prices for raw materials and materials) with weak intra-industry competition (for example, with high import duties) is included in the price and passed on to the consumer. The firm is not interested in reducing production costs;
• simulation programming R&D — updating the assortment due to “cosmetic” improvements of products already on the market (packaging, color, design, etc.);
• portfolio management strategy capital investment - buying and selling operating enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange. Given the strategy, there is a non-productive diversion of capital. The main focus is on optimizing the current financial performance of the company, stable payment of high dividends, and not on increasing the value of the company's shares.

Alternative is the most important distinguishing feature of the formation of strategies. The process of analysis of alternatives is associated with the classification and ranking of problems, comparison of actual data with forecast indicators, selection of the most significant factors and conditions for solving the tasks. The most famous methods of analysis of alternatives are: situational analysis; STEP analysis; SWOT analysis; GAP analysis.

The situational analysis technique is based on a consistent consideration of the elements of the external and internal environment and the assessment of their impact on the company's capabilities.

STEP-analysis is aimed at assessing significant changes and new trends in the external environment, as well as determining their significance for the company.

The essence of the SWOT analysis technique is to identify and evaluate the strengths and weaknesses of the company and correlate them with the opportunities and threats of the market. The analysis is carried out in five functional areas - marketing, finance, production, personnel, organizational culture and image.

GAP analysis is an analysis of the strategic "gap", which allows you to determine the discrepancy between the desired and the real in the company's activities.

The choice of method depends on the stage of the company's life cycle, the characteristics of the internal and external environment, the period for which the strategy is being developed, etc.

Strategies are specified in the company's plans for the production and sale of products, logistics, labor and personnel, production costs, finance, investment, and social development.

Russian firms are successfully mastering the experience of Western companies in the field of strategic planning. In 2008, two Russian companies at once - UralSib Corporation and Life Financial Group - were among the best strategically oriented companies in the world and were admitted to the Balanced Scorecard Hall of Fame, which includes such "masters" of world business as Canon , Dupont, Nordea, Motorola, Siemens, HSBC, LG Philips.

By the nature of interaction with the external environment There are two groups of competitive strategies strategies: defensive and offensive.

Competitive strategies of the firm can be divided into two groups: defensive and offensive.

Defensive strategies reflect the company's response to the actions of competitors and indirectly to the needs and behavior of the consumer.

offensive strategies usually require credit investments and, therefore, are more applicable to firms that have a sufficiently high financial potential and qualified personnel. Offensive strategies are usually growth strategies.

Functional strategy of the enterprise

Functional strategies are sets of measures and programs for individual functional areas and departments of an enterprise. They are of subordinate importance and are, in essence, resource programs that ensure the practical implementation of a common, basic strategy. The main areas of activity of the enterprise are production, marketing, research and development (R&D), finance, management. Hence the main components of the functional (economic) strategy.

The production strategy is focused on decisions about the required capacities, the placement of industrial equipment, the main elements of the production process. The R&D strategy summarizes the main ideas about a new product, from its initial development to market introduction.

The financial strategy develops the rules for the behavior of an enterprise in the money and securities market, selects the preferred forms and methods of lending and the use of financial resources.

The marketing strategy determines the trade and marketing activities of the enterprise, the factors for promoting goods and services on the market.

The personnel management strategy allows solving the problems of increasing the attractiveness of work, motivation, optimization of labor processes and the number of personnel.

It is important to consider the process of forming economic strategies from the standpoint of production efficiency.

In market conditions, in the presence of a competitive environment, the growth of production efficiency can be carried out mainly within the framework of such economic strategies that are aimed at obtaining long-term profits, at increasing the stability of the financial position of the enterprise and its competitiveness for a relatively long period of time.

An enterprise can ensure high profitability in the short term without resorting to increasing production efficiency, and ultimately at the cost of weakening its position in the competition in the future. And vice versa, for a relatively long period of time to ensure its competitiveness, to achieve higher cumulative profits (for several years, usually from 7 to 12), instead of looking for momentary benefits, an enterprise can only by increasing production efficiency on an ongoing basis.

Measures to improve the efficiency of production, its further intensification require, in the final analysis, the technical modernization of production, the introduction of the achievements of scientific and technical progress and an adequate restructuring of management systems and labor organization. And this, in turn, means a long period of capital turnover, cost recovery and obtaining, possibly, higher profits, but over a relatively long period of time. Such strategies, within the framework of which the expanded reproduction of capital is carried out, we will call strategies of the first type. But the implementation of strategies of this type is not only associated with large initial investments, but also leads to changes in the very conditions for the reproduction of individual capital, to which the management of enterprises is forced to react accordingly.

Strategies of the second type are aimed at optimizing current financial performance, at maximizing short-term profits by maneuvering the economic structure of the enterprise (its assets), artificially inflating product prices.

In market conditions, both types of economic strategies in enterprise management are intertwined and their separation is rather arbitrary. Therefore, for the dynamics of production efficiency, it is important not to strictly follow the management of an enterprise to one or another type of economic strategies, but, firstly, their correlation in intra-company management, and secondly, the compliance of the chosen strategy with the tasks of strengthening the competitiveness of the enterprise in the market, and therefore, with that technological way of life, economic specifics, those comparative advantages that a particular enterprise currently has.

Naturally, within the framework of each type of strategy, one can distinguish many different types of them, corresponding to the economic and production specifics of a given enterprise. The first type of strategy is:

• strategy for minimizing production costs;
• a strategy for increasing the share of the sales market controlled by the enterprise (“market share” strategy);
• strategy for innovative R&D programming.

At minimization of production costs profit increases as a result of a decrease in the cost of advanced capital. The increase in production efficiency occurs as a result of a decrease in total labor costs, the use of more productive equipment in production, more economical types of raw materials and materials, an increase in the concentration of production, an increase in the serial production of products using equipment of a larger unit capacity (i.e. obtaining the so-called economies of scale production).

strategy aimed at expansion of the market share, contributes to increasing the efficiency of production due to a higher share of newly created value (conditionally - net products) in the total volume of sales, the growth rate of enterprises' turnover. The growth of the market share is directly related to the achievement of superiority over competitors. And this is largely due to the improvement of consumer qualities, the technical level of products, the quality of customer service, which favorably distinguish the products of this enterprise, with the implementation of its other comparative advantages. The implementation of this strategy can also help improve production efficiency by reducing the unit costs of selling products (ie, by reducing inventory, storage costs, etc.).

As part of innovative programming R&D, focused on the creation and production development of innovations, not only the creation and implementation of advanced technologies is carried out, but also the development of fundamentally new types of products, of higher quality and having no close analogues on the market. This strategy has a positive impact on the dynamics of production efficiency by both reducing costs (development of new technologies) and increasing the result. In market conditions, in order to successfully fight competitors, enterprises at high rates of scientific and technical progress are forced not only to adapt to the existing product structure, but often to radically change it, forming markets for new goods and services.

Naturally, in real economic practice, these types of strategies of the first type are closely intertwined. So, as the production of new products increases, their competitors master them, a pioneering enterprise in this market, in order to maintain or increase its market share, must take care of a more acceptable price level for consumers (under conditions of choice), and hence minimizing production costs.

Type II strategies include:

• the strategy of maximizing (artificially inflating) production costs and shifting the growth of production costs to the consumer (CPM, from the English cost pass-along management),
• simulation programming R&D;
• strategy for manipulating the "portfolio of capital investments".

Strategy maximizing production costs is aimed at increasing profits through government or other subsidies in the absence of direct (intra-industry) price competition.

Under the CPM, an increase in production costs, for example, as a result of rising prices for raw materials and materials, and again with a weakening of intra-industry competition (for example, when introducing high tariffs on imports of finished goods), is directly included in the price of products, i.e. passed on to the consumer. In conditions of high inflation rates and rapid depreciation of investments with a long payback period, they try not to replace those types of resources whose prices have increased, or not to start introducing new resource-saving technologies if this requires large capital investments. There is only an adjustment of selling prices with a constant level of production efficiency.

With R&D simulation programming, the economic result is achieved by updating the product range due to “cosmetic” improvements in products already on the market (packaging, design, color, etc.). It is possible to get short-term profit within the framework of such a strategy, but it is unlikely that it can ensure the competitiveness of the enterprise in the long term. Moreover, there will be no noticeable changes in the level and growth rate of production efficiency in this case, since the ratio of costs and results does not change. In essence, R&D simulation programming is one of the manifestations of the CPM strategy, but already in relation to a predominantly non-price form of competition.

The strategy of manipulating the "portfolio of capital investments", which includes the purchase and sale of existing enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange, negatively affects the dynamics of production efficiency due to unproductive diversion of capital: technical modernization of production capacities, the increase in capital investments in the development of production does not occur, and financial resources are used only for the redistribution of the existing production apparatus among the owners of the means of production. The main emphasis is on improving the current financial position of the enterprise, on increasing its ability to meet the needs of that part of shareholders who are primarily interested in receiving high dividends or playing on fluctuations in the share price, but not in a long-term increase in the value of the company's securities. .

The predominance of each type of strategy is determined by the action of a number of factors in the economic activity of enterprises.

The most important factor determining the ratio of the two types of economic strategies is the degree and main forms of market competition. The so-called perfect price competition of producers within the same industry forces the management of the enterprise to look for ways to reduce production costs, to implement innovations that contribute to this. Thus, a high degree of intra-industry price competition is an important condition for improving production efficiency and diversifying economic activity.

However, under certain circumstances that distort the conditions of intra-industry competition (high inflation or barriers to imports, peculiarities of tax policy, etc.), enterprises may prefer another way of diversification: the sale or acquisition of existing enterprises and production capacities in other industries instead of creating new products.

Another important factor determining the dominance of one or another type of economic strategies is the ratio of the growth rate of the cost of labor and the active part of fixed capital, which directly replaces human labor. This ratio largely determines the extent to which the enterprise will carry out mechanization and automation of production, introduce new labor-saving equipment and technology. If wages increase at a faster rate than the value of the active part of the fixed capital, then management firms have more incentives to increase investment in new technology and technology, as this leads to an overall lower level of production costs.

The time factor is of great importance for the process of forming economic strategies in market conditions. In view of the relatively long period of fixed capital turnover, the existence of a significant lag in making a profit from investments in production equipment and the development of new products and technologies, the predominance of strategies of the first type implies, in addition to low inflation, a certain stability of the economic situation, a relatively low degree of risk of new investments.

An increase in the rate of inflation may force enterprises to refuse to invest in the development and implementation of large-scale projects for the restructuring of the production apparatus, since the real profit that can be received in a few years will be significantly reduced. Hence the desire of enterprises to invest in projects that pay off quickly, even to the detriment of increasing production efficiency, or even to take funds away from productive use. On the other hand, the depreciation of the securities of enterprises in relation to their assets or artificially inflating the price of shares on the stock exchange in comparison with the real value of assets makes operations in the fictitious capital market much more profitable (in terms of maximizing the current financial results of commercial activity) than the acquisition of existing enterprises. or creating new ones.

In connection with this factor, the ratio of the two types of economic strategies may also be influenced to a certain extent by the structure of companies' assets. Thus, a high share of equity capital in the assets of an enterprise can objectively force managers to focus on strategies of the second type, to obtain short-term profits. The economic policy of the government and the effectiveness of state regulation of the market also have a significant influence here.

AT modern conditions of great importance is the state stimulation of the restructuring of industry, ensuring an intensive intersectoral overflow of labor and capital, and the predominant development of the latest industries (industrial policy with the allocation of priority sectors).

For a real increase in production efficiency, the interest of the management of enterprises in investing in the expanded reproduction of fixed capital, focusing on strategies of the first type is not enough, just as it is not enough just to purchase equipment in order to obtain final product. To do this, you still need to organize the process of implementation and use production equipment, and the level and dynamics of production efficiency will depend on the quality of intra-company planning, on management systems and structures, forms of organization and stimulation of labor. The development and improvement of intra-company planning, in turn, depend on which type of economic strategies is dominant. With the dominance of strategies of the first type, development is carried out at a more intensive pace, it requires the involvement of an increasing amount of resources (primarily human resources), and with the predominance of strategies of the second type, development occurs at a slower pace.

Stages of development of the economic strategy of the enterprise

Each enterprise, regardless of the scope of its activities and the scale of production, must plan its activities. Planning - it is the process of forming goals, determining priorities, means and methods for achieving them. The planning process covers a number of areas. It begins with the definition of the mission of the enterprise and the goals of its functioning, taking into account the analysis of the external environment and resource provision, then long-term forecasts are developed, which serve as the basis for choosing economic strategies. Economic strategies in the short term, in turn, are specified in the plans of the enterprise in various areas of activity: marketing, production, finance, etc.

Strategic planning is focused on the highest level of management and aims to determine the development trends of various aspects of the enterprise, the calculation and selection of the most favorable conditions for its activities. A distinctive feature of strategic planning is its flexibility due to mobility. planned horizons, those. periods of time for which a forward-looking policy is developed. Various criteria are used to determine the planning horizon: product life cycle; a cycle of fundamental change in demand for manufactured products; the period of time necessary for the implementation of strategic goals, and so on. The planned horizon depends on the scale of the enterprise, its size.

As one of the tools of strategic planning, the practice of forming targeted production and marketing programs has received the greatest development. The resource orientation consists in the development of comprehensive plans, in accordance with which all types of resources are directed to achieve the final goals, contribute to the long-term commercial success of the enterprise. In this case, situational planning is used, in which the management of the enterprise is provided with several options for a plan for the strategic development of the enterprise. These plans are characterized by different priorities in the allocation of resources and an uneven balance of risk and guaranteed benefits.

Analysis of the external environment

When engaging in strategic planning, an enterprise must always take into account the influence of the external environment. Analyzing the external environment gives the business time to anticipate opportunities, plan for contingencies, develop an early warning system for possible threats, and develop strategies that can turn past threats into profitable opportunities. Threats and opportunities faced by an enterprise are usually divided into seven areas: economics, politics, market, technology, competition, international position and social behavior (Fig. 2).

Rice. 2. Environmental factors

An analysis of environmental factors, a correct and complete understanding of the strengths and weaknesses of the enterprise make it possible to make a sales forecast, which is the basis of all intra-company planning.