What systems allow you to form a strategic business plan. Development of a strategic plan for the development of the enterprise

Differences between strategic and BP:

1 SP includes the whole range of goals of the organization; BP is aimed at the implementation of a specific goal or idea;

2 JV has a sliding (often growing) planning horizons. BP is distinguished by specific time frames after which the plan (idea) must be implemented;

3 SP usually does not contain specific quantitative estimates of planned indicators. BP provides for reasonable economic calculations in specific areas of business development, which are grouped into functional sections;

4 BP can be considered as a commercial proposal for third parties and analyzed by the latter in relation to risk and potential sources of danger. SP is an internal company document that is not intended for evaluation by external users, but is available for their use only to the extent that it is necessary for the organization itself.

The SP requires three conditions to be met:

1 organization management is based on the principles of investment portfolio management

2 a thorough assessment of the prospects for each type of activity, the study of market growth indicators and the position of the organization in each specific market

3 strategy is developed independently, taking into account the profile of activities, capabilities, skills and resources.

BP is compiled at different stages of the existence of the organization:

1 birth

3 maturity

4 decline when a new development impetus is needed

13. Business plan and development forecast: relationship and differences.

Development forecast - a document containing a system of scientifically based ideas about the directions and results of the organization's activities for the forecast period (medium or long term).

BP is a program for the implementation of a commercial project (idea) and the activities of the organization as a whole within the framework of this project.

Differences between BP and development forecast:

The development forecast determines the concept of development of the technical and economic policy of the organization for the future. BP - a document containing a number of interrelated indicators characterizing the state of the business at a specific time interval;

The development forecast is compiled for the operating organization in order to justify the target parameters of the organization's development in the forecast period. The scope of BP is wider.

The development forecast recommends specific target indicators for a specified period (production volume index and level of profitability of products sold). In the BP, the organization economically justifies the target indicators, the achievement of which allows the implementation of this project; A feasibility study (feasibility study) is one of the options for an organization's development plan, its main difference from a BP is that a feasibility study is a specific planning document for the creation and development of industrial facilities.

14. Benefits of implementing a business planning system in an organization.

The use of BP gives the organization a number of advantages over competitors, namely:

1. develops the professionalism of the leadership of the organization and its managers;

2. allows for a clearer coordination of efforts to achieve the set goals;

3. makes the organization more prepared for the variability and uncertainty of the external environment;

4. disciplines performers and encourages them to take an objective look at their own BP;

5. allows you to integrate your own ideas with the ideas of other investors;

6. provides management of the organization with a system of practical recommendations, substantiated by the necessary calculations;

7. allows you to identify the composition of a group of potential consumers of goods, services as a result of preliminary research and develop the most effective strategy for conducting competition;

8. reduces the likelihood of real bankruptcy proceedings

9. provides an opportunity to increase the level of manageability of the organization in an emergency situation;

10. allows you to quickly identify the internal reserves of production and trading activities and subsequently use them effectively.

Strategic planning of an enterprise is a company's reaction to objective circumstances obtained as a result of its own activities and interaction with a constantly changing external environment. It is based on the real capabilities of the company, including resources (tangible and intangible).

Characteristics and essence of planning

Strategic planning and integrated management of the organization make it possible to develop a model of the future, where the global and local goals of the enterprise (at different time periods) and the concept of long-term development in the current economic conditions are predetermined. Moreover, it is the direction, and not the observance of the time frame, that occupies the leading role here.

This plan takes into account the capabilities of the company and its chances for the future. This planning is a continuous adaptive process with constant adjustments as a result of the external environment (for example, changes in legislation regarding the field of activity) due to high-quality internal coordination.

Areas of improvement

An integrated planning strategy in an enterprise is an organization of business processes aimed at improving the efficiency of a company in four areas (at a minimum):

• determination of competitive advantages in a free unregulated market;
• internal structural transformations;
• optimization of financial activity;
• operational innovations.

The desired effect of business planning will be obtained only if these areas are fully integrated.

Features of strategic planning

The strategic development plan is the main document of the company, which can become the basis for any process. It is he who sets the control parameters of the activity, which will then be necessarily checked.

If we compare it with a regular business plan, then strategic developments are more long-term and global, but the information contained in it is less relevant. Also, due to the analysis of large time periods and the coverage of a large amount of data in the strategic plan, there is a less detailed study of an individual action.

The strategic and tactical types of planning at the enterprise differ in that in the first case, what the company wants to achieve is being developed, and the features of the external environment, of course, are taken into account, but remain in the background. But in the tactical plan, certain functional decisions and ways of distributing the company's available resources are signed. It is based on specific figures and indicators and solves (in most cases) internal organizational problems, and therefore its implementation is easier to track.

Key features of strategic planning include:

• the relationship of the functional divisions of the company (departments of marketing, personnel, production, etc.);
• distribution and redistribution of resources in conditions of their limitation;
• introduction of innovative developments (if the company's activities provide for it);
• development of alternative solutions to the problem;
• a systematic approach to assess the strengths and weaknesses of the company;
• comprehensive development of operational actions to achieve a future effect.

Development

Depending on the level of development of the enterprise, a certain strategic development plan is developed. There is no unified form of this document, since it is individual for each company and is based not only on the business objectives, but also on the management's idea of ​​the need to organize the external environment.

The introduction of modern electronic planning systems does not require the development of a detailed strategic development scheme (during its design it may become obsolete), it is enough to have a thesis idea of ​​the company's strategy. If it is not possible to characterize the direction of the enterprise in a few sentences, then the possibility of implementing the idea tends to zero. The presence of clearly defined tasks and the formation of stages of their production implementation allows:

1. synchronize the work of all company personnel;
2. exclude the possibility of any disputes;
3. reduce the risk of bottlenecks;
4. monitor the progress of the task in real time.

Planning methodology

All methods for developing a strategic plan consist of the following positions:

• analysis of the investment attractiveness of the market industry, which will form the basis of the strategic planning of the enterprise;
• determination of the company's position in the industry;
• goal setting;
• construction of a scenario strategic map for each level of development;
• study of the conjuncture of supply and demand in the domestic and foreign markets for the sale of products;
• financial assessment of possible alternative development paths;
• forecasting the future of the company;
• carrying out a complex of works to achieve the intended goals.

goal setting

Goal setting requires concretization with the definition of long-term targets. The firm must not only maintain, but also increase its market share. The value of its shares should rise along with the investment attractiveness of the enterprise.

If possible, the company should increase the number of suppliers of raw materials, materials and components so as not to depend on one partner. Also, the enterprise in the long term should determine the strategic development guidelines:

• allocation of separate business units;
• disbandment of departments and transfer of their functions to outsourcing;
• change in the organizational structure of the enterprise;
• increasing the company's social responsibility;
• search for major shareholders, etc.

Shaping the image of the company in the future

The image of the enterprise must be realistic and based on the company's existing capabilities (its potential), industry development trends, existing threats, etc. The organization must comply with the intended strategy.

Two approaches to strategizing

In the current economic situation on the market, there are two approaches to strategic planning of the organization's productive activities:

1. formalized;
2. non-deterministic.

The first campaign is characterized by constant pressure and the implementation of formalized instructions and rules. It is effective in applying for the first steps of the company in the market, when the organization is not stable, does not have its own distribution channels and a formed backbone of employees.

The second method is more flexible and allows you to optimize resource use due to the rational behavior of personnel and enterprise management, taking into account the specified parameters. It is especially suitable for crisis periods, when the market situation changes daily.

Rules for drawing up strategic plans

At the very beginning of development, it is necessary to determine and justify:

• goals (the end result of development in a limited time);
• tasks (management decisions aimed at the implementation of a certain strategy).

And then you need to start directly from them. Strategic planning should be determined by the analysis of the external environment, so that in the future the company can gain a foothold in the market. After all, it is these data that make it possible to establish the types of manufactured products, the technologies used, operational methods and possible distribution channels in order to gain a certain advantage over competitors.

The plan should cover not only the large-scale goals of interaction with partners, suppliers and customers, but also form the internal policy of the company.

Planning steps

The organization of complex strategic planning at the enterprise is carried out in several stages. If necessary, each of them can be an independent business process.

Diagnostics

At this stage, a general study of the environment of the enterprise takes place:

• analysis of market needs based on its segmentation;
• definition and description of activities of competitors;
• study of changes in environmental factors;
• assessment of supply and demand levels;
• emphasizing the strengths of the enterprise (with the definition of shortcomings, but they remain in the shadows).

Orientation

The stage is characterized by the installation of markers of the direction of the enterprise: mission and goals for different levels with the definition of deadlines.

Strategic Analysis

Here, the desired results are evaluated in the mode of existing data. Evaluate changes that affect the existing strategy. Possible options for threats to destroy the enterprise are determined (including due to targeted actions of competitors). Factors for achieving a positive result are also highlighted. Based on this information, the company's place in the modern market is determined. Then a possible strategy for the development of the organization is formalized and visualized.

Economic calculations

The process of strategic planning of an enterprise is inextricably linked with the financial benefit from the applied business processes. To implement a particular system in the company's activities, it is necessary:

• set the required resources;
• calculate the cost of 1 ruble of products;
• suggest possible alternatives.

The strategy will be put into circulation if its effectiveness and profitability are proven.

Development of a program of action

Based on the chosen strategy, an ordered series of ongoing actions is developed, the implementation of which is necessary for the effective development of the business. As part of this stage, tasks are analyzed with the establishment of their order and the required resource component. Also, a schedule of priorities for the upcoming work is being developed and the necessary tools are being sought for the implementation of the plan.

Budgeting

At this stage, the cost of implementing the strategy is estimated and the available resources are allocated. With their shortage, ways of investing and lending are being developed.

Plan adjustment and monitoring

Once a resource limit has been set, some plans require slight adjustments. It is conducted in real time based on the organization's actual implementation of the milestones.

Strategic planning. ABC of management: management from "A" to "Z" with Roman Dusenko

Conclusion

It is not yet clear whether it is mandatory for every enterprise to carry out multi-stage strategic planning. Some companies manage to avoid piling up additional structures, but this is more typical for representatives of small (sometimes medium) businesses. You can read more about this in the scientific work of S. N. Grachev (download

Enterprise strategic plan- a long-term plan, as a rule, covering a period of 10-15 years, in which the main goals of the enterprise for the future are formulated, specific tasks tied in time and resources, a general strategy for achieving the goals set;

Role strategic plan for the enterprise in a market economy can best be shown in comparison with a planned economy. Previously, when developing its plans, an enterprise received information from the outside about the range of products, suppliers and consumers, prices for its products, and many other indicators and standards. Regardless of interests enterprises it was impossible to change them and they were automatically included in the development of enterprise plans. Actually, the planned work itself was reduced to finding effective ways to perform known tasks in a fairly predictable external environment.

This task remains today, but in market conditions this task is only part of the planned work. Now the enterprise itself must determine and predict the parameters of the external environment, the range of products and services, prices, suppliers, markets, and most importantly, determine its long-term goals and strategy for achieving them. This part of the planned work is covered by the development of a strategic plan. Those enterprises that do not use strategic planning are doomed to lose to their competitors and a tedious struggle for survival.

Strategic planning includes three interrelated tasks: developing the mission of the enterprise, presenting the mission in the form of long-term and short-term tasks, and developing a strategy for achieving the goals.

In this way, enterprise strategic plan can be defined as a document expressing the mission of the enterprise, its long-term goals and objectives and the strategy for achieving them, taking into account the external environment and internal characteristics of the enterprise.

The definition of the mission of the enterprise is the answer to the question: "What will our enterprise be like in 5-15 years?" In other words, the management of the company must understand:

• what is an enterprise?
• in what specific narrow areas of activity does it operate?
• what are the directions of development of the enterprise?

The mission statement is usually quite general, but at the same time specific to each enterprise and clearly expressing its individual understanding of its future business.

The general formulation of the mission requires specification in the form of setting key development goals and objectives. It is better when tasks can be formulated in numerical terms. The work of developing a mission and setting specific goals is carried out not so much by specialists in planning, how many by all managers of the enterprise, and first of all by top managers. Ideally, specific goals should be set for each department of the enterprise. Usually, if for some departments it is not possible to formulate their goals within the framework of the overall mission of the enterprise, this is a signal for the need to improve the organizational structure.

The development of the mission and definition of the tasks of the enterprise requires completion in the form of developing an enterprise strategy. In general terms, the strategy can be defined as a system of managerial and organizational decisions aimed at implementing the tasks of the enterprise and fulfilling the designated mission. The strategy development process can be divided into four stages:

1. determination of the strategic position of the enterprise by individual factors,
2. a generalized assessment of the cumulative interaction of internal and external factors,
3. identification of strategic alternatives,
4. development of an enterprise strategy that satisfies the current situation and the tasks of the company.

Schematically, this process is shown in rice. one. While mission and goal setting is based more on art than conventional methodologies, well-designed tools are used to develop strategy. The strategy development process is schematically depicted in rice. 2.

Industry Analysis provides for the solution of the following tasks:

• determination of the main economic characteristics of the industry;
• identification of the driving forces for the development of the industry;
• assessment of the forces of competition;
• assessment of the competitive position of enterprises in the industry;
• forecast of probable actions of the closest competitors;
• identification of key success factors (KSF);
• assessment of the prospects for the development of the industry.

Analysis of the state of the enterprise aims to solve the following problems:

• assessment of the existing strategy:
• whether it works to strengthen the position of the enterprise;
• conducting a SWOT analysis (strengths and weaknesses of the enterprise, external threats and opportunities associated with changes in the external environment);
• comparative assessment of the competitive position of the enterprise;
• comparative assessment of the cost structure of the enterprise and competitors.

When identifying strategic alternatives for an enterprise, two key issues are:

1. identification of real opportunities for changing the strategy: the presence of limitations in improving the adopted strategy; possible space for a fundamental change in strategy;
2. determination of such directions for changing the strategy that allow creating significant competitive advantages.

When analyzing the industry, the state of the company, the possibilities of choosing alternative directions for the development of the enterprise, the main work is carried out to form a basic approach to the new strategy. At the final stage, the detailed development of the strategy itself and its formalization in the form of a strategic plan take place. The process of strategic management does not end with the development of a strategic plan; it includes the practical implementation of the actions outlined in the plan, monitors changes in the external environment for the enterprise and the competitive state of the enterprise itself, as well as the adjustment or significant change in the adopted strategic plan when the goals or conditions for the existence of the enterprise change.

Before looking in more detail at the main steps in the development of a strategic plan, it is necessary to make a note about the information required for analytical work. Obtaining such information, correcting it, maintaining a database is the task of the enterprise itself, which requires serious financial costs, organizational efforts and the availability of qualified managers. But even with a well-organized work with information, in some cases it is simply impossible to obtain real information. This applies, for example, to the uncertainty of changes in the external environment or to data on the cost structure of competitors, which are usually their trade secrets. In this case, all the same, it is necessary to try to work out some evaluation of such data.

In terms of the external environment, this can be a forecast or a scenario for the development of the situation; in relation to competitors, it can be expert assessments. The degree of approximation of these estimates to reality largely depends on the experience and qualifications of the management personnel of the enterprise. The very existence of such estimates is important, since it makes it possible to check their validity by monitoring the actions of competitors or events in the external environment and, using new data, correct the initial estimates, bringing them closer to reality.

Thus, the information used in the development of a strategic plan is often estimated, but this should not be an obstacle to the very attempt to create such a plan in the enterprise. It is recognized that it is better to have any strategy than not to have any.

Rice. 1. Stages of developing an enterprise strategy

Rice. 2. Methodological approach to the development of an enterprise development strategy

A business plan is a plan for the development of an enterprise, necessary for the development of new areas of activity of the company, the creation of new types of business.

A business plan can be developed both for a new, just emerging, enterprise, and for existing economic organizations at the next stage of their development.

What are the main goals of a business plan? A rough but correct definition of what a business plan means for an entrepreneur was given by business planner G. Ryan: “Understand yourself and sell yourself.” In other words, business planning solves the following important problems: determines the degree of viability and future sustainability of the enterprise, reduces the risk of entrepreneurial activity; specifies business prospects in the form of a system of quantitative and qualitative indicators of the system; attracts attention and interest, provides support from potential investors of the company; helps to gain valuable planning experience, develops a perspective view of the organization and its working environment.

As you can see, in contrast to the traditional plan of the organization, the business plan takes into account not only the internal goals of the entrepreneurial organization, but also the external goals of individuals that can be useful to the new business. In addition to investors, the stakeholders of the future business are potential consumers and suppliers of the company.

For a novice entrepreneur, a business captivity is, in fact, everything with which he can attract the attention of investors. The level of the business plan drawn up becomes an indicator of the reliability of the seriousness of the entrepreneur and his business.

As a rule, the business plan is the starting point for starting negotiations between the entrepreneur and possible investors (for example, banks). A business plan is especially necessary when negotiating with foreign investors.

The business plan, like no other plan of the company, has an external focus, turning it into a kind of commodity, the sale of which should bring the maximum possible profit.

In modern Russian conditions, the business plan performs another important function - it is a tool for the privatization of state enterprises. Here it is used to substantiate proposals for privatization, to determine the range of tasks related to the sanitation (improvement) of privatized enterprises. The business plan is included in the prospectuses for the issue of securities published during the corporatization of an economic organization.

The business plan, like the strategic plan of the organization, covers a fairly long period, usually 3-5 years, sometimes more. However, there are a number of differences between a business plan and a strategic plan:

unlike the strategic plan, the business plan does not include the entire set of general goals of the company, but only one of them, the one that is associated with the creation and development of a specific new business. A business plan is focused only on development, while a strategic plan may include other types of organization strategies;

strategic plans are usually plans with a growing time horizon. As the next annual plan is implemented, its result is analyzed, which is reflected in the adjustment or revision of the strategic plan. Often, another one-year period is then added to the strategic plan. The business plan has a clearly defined time frame, after which the goals and objectives defined by the plan must be completed (for example, a plant must be built and reached its design capacity). Thus, in its form, a business plan, in contrast to a strategic plan, gravitates towards a project with its specific elaboration and a certain self-sufficiency;

in the business plan, the functional components (plans for production, marketing, etc.) are much more significant than in the strategic plan, they are full-fledged, balanced parts of the structure of the business plan.

It is customary to draw up a business plan, adhering to a certain structure, a list of sections and their content.

It usually consists of the following sections:

1. Information about the company and its business.

2. Goals and objectives of entrepreneurial activity, basic examples of a business plan; summary.

3. Description of the product, the subject of this operation.

4. Analysis of the sales market, demand, sales dynamics.

5. The marketing program of the subject, the object of the business plan.

6. Scheme of organization of work.

7. Resource, financial support for business operations.

8. Evaluation of the effectiveness of the transaction.

9. Plan, scheme for the further conduct of this operation.

Consider briefly the content of the individual sections of the business plan.

Information about the company and its business.

This section gives interested parties an idea about the company involved in this type of business. At the same time, the most striking features that the company possesses, features of technology, products, services are noted. You can write in this section the organizational and structural principles of building a company, tell how the company is managed. Looks good in the water part and the appeal of the head of the company to a potential business partner.

Goals and objectives of entrepreneurial activity. Summary

The purpose of entrepreneurial activity should be seen in the development and strengthening of both the economic and industrial, scientific, technical, intellectual potential of the entrepreneur, which will serve as a guarantee of the possibility of successful further work. No less significant at the moment and in the future, as competition intensifies and the struggle for sales markets, for a profitable buyer, increase in prestige, the image of an entrepreneur, his company, associated with the growth of his fame, the acquisition of a stable positive reputation as a guarantor of high quality goods and services, offered on behalf of the company.

As a special task of entrepreneurship, a business plan can highlight charity, which manifests itself in the deduction of part of the profits in favor of charitable foundations and organizations.

Sometimes in this section, a summary generalized summary is distinguished, where the main ideas and the content of the entire plan are concisely and concisely outlined, as it were, in miniature.

Sometimes it is advisable to highlight the description of the main parameters of the business plan in a summary section. This section formulates: the general goal of the project, a brief description of the product and the final result of the plan, ways and possibilities to achieve the goals, the timing of the project, the costs of its implementation, the expected effectiveness and efficiency, the scope of the results. It is also appropriate to give estimates of risk, the probability of achieving a specific declared result, the payback period of capital investments.

Description of the subject matter of the business transaction

This section also requires specificity and contains detailed content. characteristic characteristics of the subject matter of the business transaction.

First of all, it is necessary to fix visual convincing data, information that allows to present with sufficient completeness the product obtained as a result of this entrepreneurial operation.

For manufacturing businesses, this section should present the characteristics of a prototype product. In financial business, it can also be useful to be able to show a potential trading partner samples of securities. Those. in the business plan, it is necessary to give the most understandable, reliable image of the product in the form of detailed descriptions, models, drawings, photographs, supplemented by a detailed list of its properties and characteristics.

An approximate list of potential consumers of this product should be given. It is also desirable to attach data on the prospective dynamics of consumption of the product, taking into account the factors affecting the change in demand for this product. The results of these analytical assessments can be effectively presented in the form of graphs and diagrams.

A necessary component of a business plan is a forecast of sales prices, the sale of a business product. This is a very difficult task in an inflationary situation, however, without such an assessment, the business plan loses.

Sales market analysis

This section provides an analysis of the sales market, an assessment of the market situation, a forecast of demand and sales dynamics over the entire time interval for the execution of an entrepreneurial project.

In the case when the execution of a business project, a transaction takes a little time, a study of consumer demand allows you to fairly reliably determine the scope of consumption of the product and make an assessment of the volume of sales. For long-term, as a rule, large-scale projects, designed not to satisfy the application of a specific customer, but to market implementation, the process seems to be more time-consuming.

In addition to an analytical assessment of the product sales market, which is purely descriptive, passive in nature, the business plan should pay attention to considering ways to activate the market during marketing.

Marketing program

In this section, you must provide information about competitors, on the market with the same or similar product. It is necessary to describe their production capabilities, pricing policy, market share and a number of other indicators that reflect the strengths and weaknesses of the activities of competing companies. Such a review and comparison is made in order to be able to carry out an appropriate adjustment of both the volumes of own production and sales, and other related indicators.

Work organization scheme

From the scheme of organization of work, the program of actions for business plan implementation. It includes a description of the following components:

1. marketing activities outlining, in particular, the procedure for organizing an advertising company, researching the sales market, establishing contracts with potential consumers, the results of studying new market needs, their changes in the short term for the duration of the business project;

2. the procedure for the purchase, delivery, storage, preparation, sale of the product;

3. order, sequence of actions directly performed in the course of creating a business product;

4. customer service techniques in the process of transferring the product to him, as well as the ideology of after-sales service.

The list of organizational measures can also include the rules for establishing forms of remuneration and incentives for work, guidelines for the training or recruitment of performers, a description of the system for monitoring the progress of the project, and other special techniques and methods.

Resource support

Contains information about all kinds of resources needed to complete a business project. At the same time, information should be provided on the sources, both obtaining resources. This allows the entrepreneur and his future partners in the transaction to more fully imagine what the implementation of the entire project will cost, both in monetary and physical terms.

Project efficiency assessment

A summary of the entrepreneurial project includes justification ing, first of all, summary indicators of efficiency: profit, profitability. Scientific and technical efficiency is also described, if the project is associated with new developments that develop equipment or technology, and social efficiency. Social efficiency is understood as the result in the form of meeting the needs of specific layers, groups of people, organizations, and on the other hand, the harmlessness of processes for performers, manufacturers, consumers of an entrepreneurial product and the environment

Control work on the discipline: "Socio-economic forecasting and strategic planning".

The work was done by the student:

Moscow Institute of Entrepreneurship and Law

Moscow 2001

Introduction.

Planning is the way in which management ensures that the efforts of all employees of the organization are directed towards the achievement of common goals.

Planning helps answer four important questions.

1. What does the organization want to be?

2. Where is the organization currently located, what are the results and conditions of its activities?

3. Where is she going to move?

4. How, with the help of what resources can the goals of the organization be achieved?

Planning is the first and most important step in the management process. On the basis of the system of plans created by the company, the organization of the planned work, the motivation of the personnel involved in their implementation, the control of the results and their evaluation in terms of planned indicators are carried out.

The strategic plan provides for adaptation to the external environment, allocation of resources and internal coordination in order to identify strengths and weaknesses.

A business plan is a comprehensive plan for the preparation and development of new production, products, a new project. It is necessary primarily for small and medium-sized enterprises, whose own financial resources are quite limited.

1 Strategic planning.

Strategic planning consists of a number of interrelated stages. First, studies of the external and internal environment of the organization are carried out, then the main guidelines of the company are determined, at the next stage, as part of a strategic analysis, the company compares the results of the first and second stages, determines possible options for strategies, then chooses one of the options for strategies and formulates its own strategy, at the last stage, the firm prepares the final strategic plan based on previous developments.

1.1 Analysis of the external and internal environment of the organization.

Analysis of the organization's environment is the process of identifying critical elements of the external and internal environment that can affect the firm's ability to achieve its goals.

Analysis of the environment performs a number of important functions in the activity? from the point of view of strategic planning, it improves the consideration of the most important factors affecting the organization and its future;

from the point of view of the company's policy, it helps her to create the most favorable impression about herself;

from the point of view of current activities, provides the information necessary for the best performance of work functions.

The process of analyzing the organizational environment begins with the definition of the main elements of the internal and external space of the firm. Once these elements are identified, the firm must identify those that are most important to it: these are called "critical points".

The environment of any organization can be defined as a combination of three areas - the internal environment, the working environment, the general environment.

The internal environment (microenvironment) of the organization includes the following main elements: production, finance, marketing, personnel management, organizational structure. Description of the internal environment gives an idea of ​​the strengths and weaknesses of the organization, its internal capabilities.

The other two spaces constitute the external environment of the firm.

The working environment is the environment of direct contact with the firm, it includes those market participants with whom the firm has direct relations. These are suppliers of economic resources (raw materials, financial capital, productive capital), labor suppliers - employees, customers - consumers of the company's products, intermediaries - financial, trade, marketing, etc. The elements of the working environment include competing firms and the so-called contact audiences - the media, consumer societies, etc. - which have a significant impact on the formation of the image of the company.

The general environment (macro environment) consists of elements that are not directly related to the company, but have an impact on the formation of the overall business atmosphere. The general environment is the environment of indirect contacts of the firm. It includes four main factors - political, economic, technological, social. Each of them, in turn, is closely related to each other.

So, changes in technology can lead to a new alignment of forces. The famous IBM lost a significant part of its market due to the creation of a fundamentally new microprocessor technology and the appearance on the market of compact and easy-to-use personal computers, which pushed the main computers produced by IBM.

Changes in the social structure of Russian society predetermined the deterioration of the economic situation and, in addition, reduced the possibility of new investments in advanced technologies, and also led to a crisis of power.

1.2 Identifying Critical Points in the Organizational Environment

Having become acquainted with the general structure of the organizational environment, the firm must determine the limits of the analysis.

Three main factors influence the setting of such limits:

The number and nature of critical points, that is, the most significant elements of the environment;

The analysis of the environment is limited by time frames: in the short period, the firm in many cases can focus only on those elements that critically affect its current functioning, that is, on the elements of the working environment, in the long run, the firm has the opportunity to explore the general nature of the external environment;

A fruitful analysis is possible only if the company has managed to determine the specifics of the element, its unique character.

As the first factor shows, each organization has its own set of critical points. It depends on the size of the organization, the nature of its activities, its chosen goals, etc.

2. Determining the direction of movement. Vision, mission, goals of the organization.

The entire set of guidelines for the activities of the company can be divided into three main types:

ideals are benchmarks that we do not expect to achieve in the foreseeable period, but we allow approaching them;

goals - the most general guidelines for the company's activities in the planning period, the achievement of which is expected in full or in its greater part;

tasks - specific, quantifiable landmarks, descriptions of a series of work functions that determine the form and timing of the task.

2.1 Vision is the guiding philosophy of the business, the rationale for the existence of the firm, not the goal itself, but rather a sense of the underlying purpose of the firm. That is, a vision is an ideal picture of the future, a state that can be achieved under the most favorable conditions. Vision determines the level of ambition in the strategic planning process.

For example, Disney's vision is very simply formulated: "Make people happy," or the vision of Apple, a manufacturer of personal computers: "Contribute to the global development of intellectual tools that improve humanity."

The concept of vision is gaining more and more popularity in the business world. The increasing importance of vision is determined by the following factors.

1. Vision is a good means of motivating employees of firms, especially large, decentralized ones, it helps to unite, unite people's activities in a single direction.

The vision usually does not emphasize the desire to make a profit, it unites the individual ideals of all participants in organizations into a single standard of values. From this point of view, the vision intersects with the internal culture, the main element of which is the organization's value system.

2. vision creates a sense of perspective in the activities of the organization, ensures the continuity of successive goals of the company. Any goal limits the scope of the company's actions, and the vision has no finish line, it creates momentum for constant progress.

2.2 Mission of the organization.

The mission is much more specific than the vision. Unlike a vision, a mission has its own finish line - a period of time after which it must be completed. The mission should be formulated in such a way that its implementation is combined with the strain of forces in the organization with a certain risk of activity.

The mission is the purpose for which the organization exists and which must be fulfilled in the planning period. The mission is a complex goal, it includes both internal (productivity improvement) and external (related to competition) benchmarks of the company, thus expressing the essence of the success that the organization should achieve.

The special significance of the mission lies in the following:

1. The mission is the basis, the fulcrum for all planning decisions of the organization, for the further definition of its goals and objectives.

2. The mission creates confidence that the organization pursues consistent, clear, comparable goals.

3. The mission helps to focus the efforts of employees in the chosen direction, unites their actions.

4. The mission creates understanding and support among the external participants of the organization (shareholders, financial firms, etc.), those who are interested in success.

1. Description of the products and/or services offered by the organization.

2. Characteristics of the market - the organization determines its main consumers, customers, users.

3. Goals of the organization, expressed in terms of survival, growth, profitability.

4. Technology: characteristics of equipment, technological processes, innovations in technology.

5. Philosophy: here the basic views and values ​​of the organization should be expressed, which serve as the basis for creating a motivation system.