Tools for implementing the strategy of international companies. Strategy Implementation Management

During the implementation of the enterprise strategy, unforeseen obstacles, obstacles or resistances may arise, which necessitate the timely introduction of changes and adjustments to the relevant subsystems of the organization. Change- this is the replacement of one or more internal elements of the enterprise (goals, structure, technology, personnel) with other components in terms of content under the influence of both external and internal factors. There are many different reasons for making changes to the strategy itself or its individual elements:

· the impossibility of foreseeing at the stage of developing a strategy of new design solutions, technologies, behavior and development of competitors, economic conditions, etc.;

Inaccurate determination of the necessary resources, errors in their distribution and use;

lagging behind in the implementation of measures in time due to the impact of destabilizing factors;

non-compliance of the organizational and production structure and management with the requirements new strategy;

resistance of the enterprise personnel to changes;

Mistakes in the selection of responsible executors and managers, lack of knowledge and abilities;

Insufficient interconnection of strategic and operational plans;

Insufficiently clear goal setting, low preparedness and responsibility of line managers;

uncontrolled changes in the external environment;

Revision of cost criteria;

· Delays in the supply of raw materials and other resources by suppliers.

The changes have a significant impact on:

the duration and timing of the achievement of strategic goals;

quality of work and their cost;

the motivation and behavior of staff;

Reducing the uncertainty of the state of the organization;

Competitiveness of the enterprise and compliance with the interests of consumers.

Each organizational and economic change goes through several stages: forecasting possible changes; analysis of the causes of emerging problems; finding a new solution and developing measures to implement it; assumption and description of the features of changes; assessment of the consequences of the adjustments made; testing proposed refinements and identifying hidden difficulties; approval of innovations and organization of their implementation; coordinating and monitoring the implementation of implemented changes.

The task of the company's managers is to arouse the employees' readiness for the upcoming changes and create in them the appropriate motivation, understanding and interest, to extinguish possible resistance. The main reasons for staff resistance to change are:

The instinct of self-preservation and the prejudice that the changes introduced will not bring the expected results for them;

Increasing uncertainty in the context of insufficient awareness of the social, economic and labor consequences of changes;

expectation of danger and losses - reduction of powers, decrease in income, deterioration of working conditions, increased responsibility, etc.

To reduce or eliminate resistance to innovations on the part of the personnel of the enterprise, it is advisable:

· review the system of material and moral incentives for employees and guarantee the preservation of employees' employment;

· transformations to be carried out in stages, which will allow people to gradually get used to the new conditions;

organize, if necessary, professional retraining or advanced training of personnel;

· more widely involve employees in the discussion and decision-making about upcoming changes and expected consequences;

be prepared for coercive forms of influence - the threat of dismissal, lower wages, not providing new position and etc.

Evaluation and control implementation of the strategy ensures sustainable feedback between the results achieved and the goals of the organization. The control itself is aimed at taking into account deviations during the implementation of the strategy, finding out the reasons and making the necessary adjustments to achieve intermediate goals, the timing of work and other activities.

Chapter 4 CHARACTERISTICS OF THE SPHERE OF ENTREPRENEURSHIP, ENTERPRISE AND PRODUCT

Industry

The first section of an entrepreneurial project begins with a description of the business area for which it is intended. The business area should be specified in detail, i.e. industries, the region of the country and narrower divisions of the economy are indicated. The reference material of this section allows a potential investor to get an idea of ​​how fully this project fits into the system of economic, political and economic relations. The opportunity study carried out earlier shows how favorable the investment climate is in this area of ​​business and, therefore, is attractive for investing capital. In addition, banks and large investors, as a rule, specialize in financing certain sectors of the national economy. So, business in the field of construction may be of interest to the Russian "Promstroybank", and in the field of culture - the bank "Promotion of Entrepreneurship in Culture".

The decision about the scope of business and industry is primarily important for the entrepreneur himself. He must be sure that this area in the process of implementing an entrepreneurial project is not, will be subject to serious economic shocks. Insufficiently taking into account the development trends of the chosen field of activity is fraught with the most disastrous consequences in the implementation of an entrepreneurial project and its commercial effectiveness. Information about the position of a given industry in the global division of labor and on the international market, its export opportunities, production and technical ties with other sectors of the national economy, for which the product of this industry may be of interest, are useful.

Industry Description- analysis of the current state and development prospects of the selected business sector, including a description of:

its raw material base;

Segment (niche) of the market and the share of the enterprise on it;

· potential clients and their capabilities;

· regional structure production;

fixed assets and their structure;

investment conditions.

Analysis of the investment attractiveness of the business sector consists of three stages:

multivariate analysis of the level of intensity of industry competitiveness:

Determining the stage of development of the chosen industry;

· direct analysis of the investment attractiveness of the industry (Scheme 66).

Tools for the implementation of the strategic management of the organization

The main tools of strategic management include strategic analysis, strategic planning, organization of the choice and implementation of the strategy, strategic control.

Each of the above strategic management tools has complex structure and content. Being relatively independent, all the listed tools are closely interconnected and interdependent. O.S. Vikhansky depicted this relationship as follows (Fig. 4).

Figure 4 - The relationship of strategic management tools according to O.S. Vikhansky

Let's depict the relationship of strategic management tools in table 1.2.

Table 1.2 - The relationship of strategic management tools

Instruments		Analysis Methods		Result
1. Strategic analysis	Ensuring the scientific validity of strategic decisions made	SWOT analysis STEP analysis SNW analysis GAP analysis	Express analysis - complex analysis Detailed analysis	Assessment of starting conditions, prerequisites and limitations for the development of the organization
2. Strategic planning	The process of setting goals and formulating strategic alternatives	Ansoff matrix "product-market" matrix according to A. Steiner, M. Porter model, BCG matrix, model "attractiveness of the market-advantages in competition", model of strategic choice based on the enterprise development cycle	Development of a basic strategy Development of a strategy for departments	List of alternative strategies
3. Organization of the choice and implementation of the strategy	The process of evaluating strategic alternatives	Comparison of alternative strategies; Choosing the optimal strategy; Implementation of the strategy	Selection of a strategy from a list of alternative strategies and its practical implementation
Continuation of table 1.2
Instruments		Analysis Methods		Result
4. Strategic control	Timely detection of failures and errors, but also contributing to the development and implementation of corrective measures.	Qualitative assessment of the organization's work Quantification of the work of the organization.	Choice of controlled parameters; Development of a mechanism for identifying deviations from the chosen strategy and analyzing their causes; Development and implementation of a system of measures to manage deviations from the chosen strategy.	Development of corrective measures. Feedback.

Consider the tools of strategic management.

1. Strategic analysis.

One of the most important tools strategic management, forming information base to determine and adjust the strategic choice, is a strategic analysis. It is the strategic analysis of the development of the enterprise that makes it possible to ensure the scientific and economic validity of the strategic decisions made regarding the development of the organization as a whole and its individual elements, to determine the effectiveness of the use of labor, production (technical, technological, material) and financial resources, check the optimality management decisions etc. However, in modern scientific literature, the problem of strategic analysis is methodically and structurally developed insufficiently and is represented by scattered fragments for assessing the state of the organization, the situation and competition in the industry without strict sequence and linkage with the solution of strategic management problems.

The definition of strategic analysis should come from the generally accepted understanding of analysis as a method scientific research, consisting in the decomposition of the object under study into its constituent parts and the synthesis of information elements in order to interpret the data characterizing the object under study. Moreover, assigning the role of a strategic management tool to strategic analysis, it must be remembered that its essence is much broader than just analysis. Thus, given the specifics of the issue under study, strategic analysis should be understood as the collection, evaluation and interpretation of data on the state and internal capabilities of the organization, as well as indicators and development trends. external environment.

According to V.N. Parakhin, strategic analysis should include three main stages of analytical work:

Express analysis;

Complex analysis;

Detailed analysis.

Taking into account that organizations are the object of research, the content of express analysis should be the establishment of the main characteristics of the starting conditions, prerequisites and limitations of the socio-economic development of the object of analysis.

As part of complex analysis all the main factors that determine the starting conditions, initial prerequisites and limitations of the socio-economic development of the organization are considered in interconnection, integral assessments are formed.

At the stage of a detailed analysis, the reasons are clarified that determined one or another nature of the assessments that characterize the starting conditions, prerequisites and limitations for the development of the organization, proposals are made regarding possible ways improving the situation.

The result of a retrospective analysis should be the identification of cause-and-effect relationships that determined the actual state of the organization. Based on the results of a retrospective analysis and the identified strong and weaknesses an analysis of the organization's potential in the future is carried out. In turn, such an analysis allows us to draw conclusions about the possible strong and weak positions of the organization in all areas of activity in the future.

The result of the analytical work is integral assessment starting conditions, prerequisites and limitations of the development of the organization. Wherein necessary condition organization of effective analytical work is the availability of complete, reliable and timely information.

The next strategic management tool is strategic planning.

2. Strategic planning.

As a strategic management tool, strategic planning includes the process of setting goals and formulating strategic alternatives.

The formulation of strategic alternatives should be carried out taking into account the principle of hierarchical construction of strategies, which means that the planning process must begin with the development of a basic strategy. The principle of hierarchical construction of a strategic plan means that at the same time as basic strategy develop strategies for the development of each major structural unit of the organization.

The main functional strategies of the organization are: marketing strategy; financial strategy; R&D strategy; production strategy; social strategy; organizational change strategy; environmental strategy.

3. Organization of the choice and implementation of the strategy.

The choice of strategy to be implemented is one of the most complex procedures in the system of strategic management. At present, scientists and practitioners have developed a fairly large number of approaches and models that allow making a strategic choice and differ from each other in a set of variable factors. The most well-known ones include I. Ansoff's opportunity matrix, A. Steiner's "product-market" matrix, M. Porter's model, the Boston Consulting Group (BCG) matrix, the "market attractiveness-competition advantage" model, the strategic choice model based on the development cycle of the organization. Of course, the main criterion for evaluating strategic alternatives is the condition of achievability of the organization's goals.

An equally complex and important component of the tool for organizing the choice and implementation of the strategy is the process of translating the strategy into reality. To do this, a special mechanism for the implementation of strategies should be created, including legal, organizational, personnel, information, technical and methodological support and organically fitting into the overall management structure of the organization.

Finally, the last tool of strategic management is strategic control.

4. Strategic control.

The task of using this instrument is not only the timely detection of failures and errors, but also the promotion of the development and implementation of corrective measures aimed at ensuring the achievement of the set goal. In the process of organizing strategic control, it is necessary to carry out:

Reasonable choice of controlled parameters necessary for the selection and evaluation of strategic alternatives;

Development and justification of the system of standards;

Development of a mechanism for identifying deviations from the chosen strategy and analyzing their causes;

Development and implementation of a system of measures to manage deviations from the chosen strategy.

It should be noted that the process of using the strategic control tool is largely determined by the organizational structure of the organization as a whole, the organization of the strategic management system and the methods of managing the organization.

Klochko O. A. k. e. PhD, Associate Professor, National Research University " graduate School economy"
Business Strategies", No. 9, 2015

Thus, the development of general corporate goals of an international company, as well as the strategic goals of its foreign divisions, should be carried out after the most thorough analysis of the external and internal environment, with close interaction between the parent company and subsidiaries. Unlike goal setting in the traditional approach to strategic planning, when this work may precede the analysis of the external and internal environment, in international companies setting realistic and achievable goals is often possible only after the most in-depth and comprehensive analysis and compilation of the SWOT matrix.

Analysis of the internal and external environment in the development of an international strategy

Analysis of the internal and external environment, carried out in order to search for sources competitive advantage companies also has its own characteristics when it comes to developing an international strategy. Of greatest interest in this matter is the approach developed by the British specialist in the field of strategic management R. Grant. He proposes to extend the traditional competitive advantage analysis framework to include the influence of national environment firms. When firms are located in various countries, their potential to achieve competitive advantage depends not only on the internal resources and capabilities of the firms themselves, but also on the conditions in the national environment, in particular on the availability of resources in the countries where they do business. Thus, Grand proposes to complement the analysis of the internal and external environment with an analysis of the national environment in those markets where the company conducts foreign operations.

It should be noted that the elements of the national environment, of course, fall into the field of view of policymakers when conducting an analysis of the external environment as part of the traditional process strategic planning. However, placing them in a separate category emphasizes the high importance of the national environment in the activities of international firms and makes it necessary to carry out the deepest and most comprehensive analysis of these factors. Without understanding the threats and opportunities that the foreign market offers, it is impossible to successfully compete with local enterprises that know much more about it.

The approach proposed by R. Grant can be extended by adding one more important element- the national environment of the country of origin of the international company. Is the company a truly global player, for which there are no national borders, or is it a collection of relatively independent foreign divisions, does it begin its activities and development from the home market of the country where it was founded? The national characteristics of the country of origin, including endowment with factors of production, conditions of competition, institutions, consumer behavior and everything that happens in the home market, leaves a strong imprint on its methods of doing and organizing business, creates certain threats and opportunities that are not available to companies in other countries of origin. In this regard, the national factors of the country of origin play a huge role in the choice of the international strategy of the company and often become its main basis, especially in the early stages of the development of the international business of the company. Within the framework of the classical scheme of strategic planning, when only two areas of analysis are distinguished (external and internal environment), the national factors of the country of origin can be reflected in both blocks. However, due to their importance in the management competition on the international markets and the development of an international strategy, it would be advisable to single them out as a separate area of ​​research.

Thus, the analysis of the external and internal environment for the purposes of formulating an international strategy can be expanded into four areas: analysis of the national factors of the country of origin of the company, analysis of the national environment in target foreign markets, analysis of the external environment and analysis of the internal environment.

The most popular tool for the analysis of national factors for the purposes of international strategic management is the theory of the famous American scientist M. Porter about national competitive advantages. In his theory, the author identifies four main determinants of a country's competitive advantage (parameters of factors, parameters of demand, related and supporting industries, firm strategy, structure and rivalry) and two additional determinants (case and government). This analysis can be supplemented by other significant elements, such as the dynamics of exchange rates, trends in regional integration in which the state takes part, global issues of sustainable development, etc.

Formulation of strategic alternatives and choice of international strategy

According to the traditional approach to strategy development, the formulation of strategic alternatives and the choice of strategy are carried out at three main levels: corporate, business and functional. A number of authors expand this list of strategy levels by adding operating level, or the strategy of business units, but the so-called pyramid of strategies does not undergo fundamental changes. The need to develop strategies at various levels of management is also true for international firms. However, the priority strategic issue The question they need to answer is: will their activities and products be global, standardized on a global scale, or adapted to each individual foreign market in order to take into account its characteristics and ensure competitiveness?

In general, the whole range of options for doing business by international companies is located on a continuum, the extreme points of which are globalization, in which the company does not notice national borders and considers the whole world as one big market, and fragmentation, when the attitude towards national borders is just the opposite. In practice, the activities of the majority international companies lies somewhere between these two poles, which is explained by objective trends. On the one hand, barriers between countries are falling and the economy is becoming more internationalized, the world is moving towards globalization, while the remaining barriers to international trade and investment mean a trend towards fragmentation.

Thus, before developing an international corporate, business and functional strategy, the company must decide on what the American experts Griffin and Pastey call international strategic alternatives. The authors identify four options for answering the question of standardization / adaptation of international activities: the strategy of duplicating the national business model, multi-local, global and transnational strategies. There are also many other classifications of international strategies. For example, the approach proposed in 2008-2009 is quite interesting. American specialists in the field of international business Cullen and Parboteeh. They single out a regional, multilocal, international and transnational strategy, focusing not so much on final product companies, how much on the need to standardize / adapt the processes of its development, production, promotion and marketing. The choice of the most appropriate classification of international strategic alternatives for the purposes of a particular company depends on its strategy developers. However, it should be emphasized once again that they all boil down to a "standardization/adaptation" or "globalization/fragmentation" dilemma.

After developing an international strategic alternative, the company can proceed to the selection of international corporate, business and functional strategies. The principles of their formulation do not differ significantly from those existing in strategic management. The peculiarity is the need to develop corporate, business and functional strategies for individual markets / regions where the company operates, as well as ensuring their consistency and consistency with each other. This problem is especially pronounced in the activities of companies pursuing a strategy of full or partial adaptation, when the markets different countries a different set of activities can be carried out, different approaches to the conduct of competition in each of them are being introduced, which causes differences in functional strategies.

International strategic alternatives, however, are not limited to the specifics of developing strategies for the purposes of a company's international business. Most experts refer to international strategies as methods of penetrating foreign markets, which are called internationalization strategies. It's about on export-import operations, foreign direct investment, international licensing and franchising, as well as less common methods, such as a management contract, turnkey construction of facilities, international leasing.

From the point of view of the practical activities of an international company, internationalization strategies should be attributed to the implementation of international strategies. The question of the most expedient penetration method arises after an international strategic alternative has been developed, a target foreign market has been selected, and a corporate, business, and functional strategy for working on it has been formulated. On the other hand, one cannot but agree with the experts on international marketing and international business, which, due to the high importance of the role that penetration decisions play in ensuring the success of a company's international operations, call them strategies, in connection with which the term "internationalization strategies" is deeply rooted in the terminology of international business management.

Thus, for the purposes of international business, a company needs to make a wider range of strategic decisions than is the case in the traditional approach to strategy formulation, developing not only a pyramid of strategies, but first of all defining an international strategic alternative for its activities, as well as choosing internationalization strategies.

Conclusion

The development of strategies for the purposes of international business is a complex and rather complex task, which requires strategic planners to take a broader and deeper look at the processes taking place both inside the company and in its external environment.

The sequence of stages of the strategic planning process in the development of an international strategy does not fundamentally differ from the approach adopted in strategic management, however, their internal content acquires a new content. When developing the mission and vision, professionals need to take into account the differences between foreign markets, and if it is necessary to develop several mission and vision statements, ensure their compatibility. The complexity of developing strategic goals in an international company lies in the possible conflict of interest between the head office and foreign divisions, as well as the need for the most thorough analysis of the specifics and characteristics of foreign markets.

When developing an international strategy, it is advisable to transform the analysis of the external and internal environment into work in four areas: analysis of the national characteristics of the country of origin of the company, analysis of the national environment in target foreign markets, analysis of the external environment and analysis of the internal environment of the company.

The formulation of strategic alternatives and the choice of strategy in an international company are carried out not only within the pyramid of strategies existing in strategic management. First of all, the company must develop an international strategic alternative for its activities, after which it can proceed to the formulation of corporate, business and functional strategies for the markets of different countries and regions and determine the way to penetrate them, i.e. internationalization strategies.

Bibliography

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Once a strategic plan has been developed, the challenge is to turn it into action and good results. If strategy development comes first entrepreneurial activity, then its implementation is an internal administrative activity. The details of such activities depend on the specific situation. However, there are recurring key tasks in this process.

Each of these key tasks is decomposed into a number of subtasks.

Building an organization capable of implementing the strategy should include:
- development of an internal organizational structure based on the needs of the strategy,
- creating arts and distinctive advantages on which the strategy is based,
- selection of people for key positions.

The development of a budget that ensures the implementation of the strategy provides for:
- providing each organizational unit with a budget that ensures the implementation of its part of the strategic plan,
- control for efficient use resources.

The creation of internal administrative support systems requires:
- defining and managing policies and procedures that affect the strategy,
- development of administrative and operational systems for action in strategically critical situations.

The development of a payment and incentive system should include:
- motivation of organizational units and personnel in the interests of implementing the strategy,
- development of a system of material and moral incentives,
- development of results-based management.

Approaches to solving these problems are discussed in the course "Fundamentals of Management".

The development of corporate culture in relation to the strategy includes:
- setting private indicators,
- definition of ethical standards,
- creating a working environment to support the strategy,
- fostering the spirit of work at a high cultural level.

The style of strategic leadership requires:
- managing the performance growth process, firm culture and promoting strategy;
- supporting organizational innovation and new opportunities;
- participation in policies for the implementation of the strategy, support for production capabilities and organizational consensus;
- emphasis on ethical standards in behavior;
- corrective action initiatives to improve strategy implementation methods.

The theoretical foundations of organizing strategically effectively operating firms discussed in the course "Fundamentals of Management". Here below are some practical advice obtained on the basis of the study of experience the best companies USA:

1. The organizational chart of most of these companies is quite stable. It is common to use decentralized governance schemes with business/product divisions (BPOs).

2. Part of the organizational structure is quite mobile and flexible, which allows you to quickly respond to changing external conditions.

3. New SBAs appear to enable new types of businesses to develop. Often this happens by creating a new production for a new product or by converting a part existing business to an independent branch.

4. People, products and even production often move from one department to another in order to the most efficient, promotion, increase competitive strength and adapt to market conditions.

5. Most of these companies have relatively small head office staff, with most of their members coming from "field units". There is a fairly frequent rotation of staff "main office - branches."

6. Shapes functional management, as a rule, are "tailored" to the main tasks of companies. This means that they are less enterprising, adapt more slowly and can ignore important changes in the external environment.

7. It is believed that the key feature of an entrepreneurial, highly adaptable business is the small size of independent branches. Usually their annual sales volumes are 50-100 million dollars with a maximum of about 1000 million dollars.

8. The means of preventing "liming" and stagnation of organizations is their regular reorganization through the rotation of personnel, the transfer of production from one SZH to another, the division of large bureaucratic machines into smaller ones, etc.

9. It is useful to use "loose-stretched" control. At the same time, on the one hand, autonomy, an entrepreneurial environment are created, innovative activity branches, and on the other hand, the control of a strong central government allows it to control the situation, ensuring a unified strategic development of business. At the same time, the basic part of the organization's structure must be stable, but its "content" is often reorganized, and the peripheral parts of the organization must be relatively flexible.

Corporate culture that ensures the effective implementation of the strategy. The culture of the corporation is based on the basic ethical norms and principles of activity.

Ethics include:
- honesty and observance of the law,
- resolution of conflicts of interest,
- benevolence in trade and market practices,
- use of inside information to ensure business security,
- maintaining relationships and profitability practices,
- payment for work done
- use of information from other sources,
- political activity,
- protection of internal information,
- use of assets, resources and property of the company,
- payment under contracts and promissory notes.

general principles company activities can be:
- the primary importance of consumers and their service;
- commitment to quality;
- commitment to innovation;
- respect for the individuality of employees and the obligations of the company towards them;
- the importance of maintaining honesty, directness and ethical standards;
- respect for shareholders;
- respect for supplier companies;
- corporate partnership;
- the importance of protecting the environment.

The basic principles of a corporation are needed to develop its structure, organizational art, distinctive advantages, budget, enabling systems, motivations, policies and procedures, and culture. The deeper the use of principles in administrative practice, the more powerful a strategy can be created.

The McKinsey firm has developed a framework for evaluating principles in seven areas of the company:
- strategies (strategy);
- structure;
- principles, position and philosophy (shared value);
- approaches to staff activities and its orientation to staff (staff);
- administrative practices, day-to-day procedures, including reward systems, formal and informal policies, budgeting, financial management and control (systems);
- organizational art, opportunities and distinctive advantages (skills);
- leadership style (style).

Operating principles are the core organizational activities. They define the leading principles of the strategy: "who are we, what do we do, where are we going and what principles do we profess?" They describe the corporate culture. At the same time, the 7S scheme indicates the interconnection of various industries administrative activities management and the fact that each of them must be changed when changing others, and especially the strategy of the company.

The problem of the strategic management of the company is to diagnose the situation and choose one or more ways to own it. In doing so, there are six main actions of leadership:
- stay on top of what is happening and look for ways best action(to control the situation);
- promote a culture in which the company's actions to implement the strategy become more energetic;
- support the functioning of the organization in changing conditions, prepare to seize new opportunities and "boil" with innovative ideas;
- create a consensus of opinions, participate in the formulation of a strategy and policy for its implementation, while maintaining a "wrestling stance";
- promote ethical standards in the practice of the company;
- take corrective action to implement the strategy and throughout the strategic area.

Latest Strategic Management Studies in Nine largest companies The US has shown that managers are better off with the following policies:
- allow poorly supported ideas in the firm to "die a natural death";
- create additional barriers and tests for well-supported ideas, but unacceptable for the manager (this is better than open opposition);
- for completely unacceptable proposals to create an environment conducive to the negative conclusions of the manager's subordinates;
- strive to ensure that the main number of negative decisions is the result of a consensus of various management groups. Reserve your personal veto for serious issues and critical moments;
- manage the strategy, and not dictate it (a few orders, decisions until a consensus is reached);
- be suspicious of symbolic influences and provisions that may stimulate undesirable actions;
- make sure that all the main forces operating in the company are represented in senior management;
- include new people and ideas in the consideration of changes in order to exclude the possibility of them appearing in the future as a systematic opposition to other views;
- minimize the insecurity of one's own position in disputes, especially about very points of contention, and in situations that the opposition can use to attack.

Any strategic plan needs to be adjusted. The manager's behavior when discussing ways to correct it can be expressed through reactive and active approaches. When there is certain time to develop proposals for adjustment, a reactive approach can be used:
- be flexible, keep the list of proposals open as long as possible,
- ask as many questions as possible to the authors of proposals,
- obtain as much information as possible from experts,
- maintain the subordination of participants in the discussion,
- seek to know the reaction of as many people as possible on the problem raised.

The final decision should take into account the largest possible amount of information, allow the situation to be crystallized to the maximum, and be based on taking into account the opinions of different groups.

Calendar plan

The tools for implementing the strategy are the following:

1. Establishing partnerships with distributors and megayacht crews.

2. Opening of new offices and selection of highly qualified personnel

3. Complication of the organizational structure. Establishment of offices subordinate to the main office.

4. Technology - the work of the technology department to develop and improve software and expansion of the services offered.

5. Management - organizing the implementation of strategies, constant monitoring and search for operational solutions.

The business strategy will be implemented through the direct creation of offices for the reception of orders in ports. It does not require large capital investments and will bring a large payback. Crews will interact with NSY directly and this will increase the confidence of buyers in the reliability of this company.

Chapter 7 Strategic Control

The task of strategic control is to understand whether the implementation of the strategy will lead to the achievement of the goals. This task determines how the system of strategic control is built. Everyday, consistent, deep control over the work of each employee of the NSY company and the entire team as a whole is an important management function, regardless of the form of ownership. Without well-established control, it is impossible to achieve coordinated actions of the team in the implementation of the company's mission and its long-term program, the organization of clear interaction between all employees. The behavior of people, of course, is not the only factor that determines the effectiveness of control. In order for the control to perform its true task, i.e. to achieve the goals of the organization, it must have several important properties. Control is effective if it is strategic, aimed at assessing the achievement of specific results, timely, flexible, simple and economical. If a subordinate has any problems with the control system, then he should be able to openly discuss them without fear that the management will be offended by this. The manager exercising control in the organization should frankly discuss with his subordinates what values ​​of expected results will be applied as standards in each area of ​​control. Such communication should increase the likelihood that employees will accurately understand the true purpose of control and help identify hidden gaps in the control system that are not obvious to its creators from the top management of the company. Management should not overburden their subordinates with multiple forms of control, otherwise it will consume all their attention, and lead to complete confusion and collapse. In addition, supervisors-managers should not check the work more often and more carefully than necessary. Otherwise, for obvious reasons, it can just be annoying. When designing control measures, it is important to take motivation into account. A clear and precise standard often creates motivation by telling employees exactly what the organization expects of them. However, according to motivational expectation theory, people can be motivated to work to achieve only those goals that they tend to consider realistic. Thus, if the standard is perceived as unrealistic or unfairly high, then it can destroy the motives of workers. Similarly, if a standard is set so low that it is not difficult to achieve it, this circumstance can have a demotivating effect on people with a high level of need for high performance. A good manager senses differences in the needs and abilities of subordinates and sets standards based on those differences. Evaluation and control of the implementation of strategies is logically the last process carried out in strategic management. This process provides a stable feedback between how the process of achieving goals is going, and the goals of the organization itself.

In the case of monitoring the implementation of strategies, these tasks acquire quite specific specifics, due to the fact that strategic control is aimed at finding out to what extent the implementation of strategies leads to the achievement of the company's goals. This fundamentally distinguishes strategic control from managerial or operational control, since it is not interested in the correct implementation of the strategic plan, the correct implementation of the strategy, or the correct implementation. individual works, functions and operations.

Strategic control is focused on whether it is possible to implement the adopted strategies in the future, and whether their implementation will lead to the achievement of the set goals. Adjustment based on the results of strategic control can relate to both strategies and goals of the firm. In order for the strategic control system to be effective, it must satisfy a number of requirements. The most essential requirements for the information coming from the control system are the following:

Information must be available in a timely manner so that the necessary decisions to adjust the strategy can be made; information must contain correct data that adequately reflects the state of controlled processes; the information must indicate the exact time it was received and the exact time to which it refers. It may seem that there is nothing special about these requirements, that they are the most common requirements for any control system. This would be so if the practice of a very large number of organizations did not indicate that these requirements are either completely or largely not implemented in the control process. The strategic control system includes four main elements. The first is the establishment of those indicators by which the evaluation of the implementation of the strategy will be carried out. Typically, these indicators are directly related to the strategy that the organization is pursuing. It is believed that there are several well-defined groups of indicators by which the state of the organization is recorded. These groups of indicators are:

Performance indicators; indicators of the use of human resources; indicators characterizing the state of the external environment; indicators characterizing intraorganizational processes. The choice of indicators for strategic control is in itself a task of strategic importance, since the assessment of the success of the strategy will depend on this. When choosing indicators for strategic control, management must prioritize them in order to be able to draw an unambiguous conclusion if some indicators indicate that there are problems in implementing the chosen strategy, while others say that everything is going well. Strategic control is very great importance for the organization, moreover, wrong organized work control can create difficulties in the work of the organization and even harm it. Possible negative manifestations of the functioning of the control system include the following:

Substitution of the organization's goals with control parameters as a result of the fact that employees begin to focus their activities on those indicators by which they are controlled; excessive control over the activities of departments and employees;

Overloading managers with information coming from the control system. The management of the organization must have a clear position regarding the role and place of the control system, so that it can effectively cope with the solution of only those tasks that correspond to the general tasks of strategic management. At NSY, strategic control needs to be exercised directly by the CEO in conjunction with senior management. structural divisions. The types of indicators with which the company monitors changes will be presented in the form of a table.

Table 5 - Key figures activities

Key performance indicators	Responsible
Satisfaction scores
profitability equity, return on sales or rate of return, profitability cash flow	CEO
Indicators of the attractiveness of this market segment
Dynamics of demand for services produced and forecast of its change	CEO
Profitability of the market segment and forecast of its change	CEO
The level of competition, the possibility of crowding out by competitors	CEO
Market position
The level of consumer satisfaction (in dynamics, in comparison with similar organizations, the forecast of change, taking into account trends in demand)	The president
Market share dynamics	The president
Organization image	The president
Intra-Organizational Efficiency
Efficiency (costs per unit of service in dynamics and in comparison with analogues; absence / presence of downtime, duplication, performance of ineffective, unused further work)	CEO
Financial stability	CEO
Resource usage	CEO
Dynamics of the state of fixed assets	CEO
Staffing and prospects for its change (including the attractiveness of the organization in terms of employment). labor productivity, staff turnover, average salary personnel	CEO
Level and dynamics of receivables, collection of receivables	CEO
The level and dynamics of accounts payable and additional costs associated with accounts payable (including the facts of attracting loans if there is a sufficient amount of own funds)	CEO