Description of work

The purpose of this work is to study the existing tools for taking into account the external environment and the factors that determine the need for strategic planning for Russian companies.
In this regard, the following tasks were set in this work:
1. explore the developed scientific approaches to the concept of “strategy” and determine the place and role of taking into account the external environment in the strategic planning of economic activity;

The work contains 1 file

Introduction

Once upon a time, the Great Geographical Discoveries, and in the 20th century, scientific and technological revolution and the growth of informatization of society led to the unification of authors and economic entities existing separately at the regional and continental levels into a single actively interacting whole and global economic space. In these conditions, the question remains open about the paradigm for further economic, cultural and political development at the global level, as well as about the possible positive and negative consequences of globalization.

The topic of this work is “Taking into account the external environment (environment) when developing a strategy.” It should be noted that against the background of the growing pervasive interaction of national economies, and, thus, mutual influence, taking into account the external environment in the strategic management of companies is becoming increasingly relevant.

The purpose of this work - study of the existing tools for taking into account the external environment and factors that determined the need for strategic planning for Russian companies.

In this regard, the following questions were set in this work: tasks :

1. explore the developed scientific approaches to the concept of “strategy” and determine the place and role of taking into account the external environment in the strategic planning of economic activity;

2. give a brief overview of the most progressive and common methods of analyzing the external environment;

3. give a general assessment of the economic situation of the Russian market in the conditions of the post-crisis recession;

4. explore the directions of economic policy and government reforms for 2010-2015;

5. highlight a number of external environmental factors that can significantly affect the structure and conditions of the Russian market in the coming years.

In the process of writing this work, a review study of publications and works that are directly related to the problem of taking into account the external environment in the strategic planning of economic activity was carried out.

1. Taking into account environmental factors and strategic management

1.1 The role of the external environment in choosing a strategy

In the 21st century, the world has changed; today, when most of the world's economies are open and market-based, and the processes of globalization contribute to increasingly close worldwide integration of communities into a single economic, cultural and political space, taking into account environmental factors is of particular importance.

First of all, let's consider the very concept in question. So, by “external environment” it is customary to understand the totality of active economic entities, economic, social and natural conditions, national and interstate institutional structures and other external conditions and factors operating in the environment of the enterprise and influencing various areas of its activity.

The external environment is divided into:

1. microenvironment, i.e. the environment of direct influence on the enterprise, which is created by suppliers of material and technical resources, consumers of the enterprise's products (services), trade and marketing intermediaries, competitors, government agencies, financial institutions, insurance companies;

2. macroenvironment, affecting the enterprise and its microenvironment. It includes the natural, demographic, scientific, technical, economic, environmental, political and international environment. An enterprise must limit the negative impacts of external factors that most significantly affect the results of its activities, or, conversely, more fully use favorable opportunities.

“Environmental factors” refers to the force with which changes in one factor affect other factors. Thus, when organizing management, it is necessary to take into account external factors as much as possible and consider a specific organization as an integral system consisting of interconnected parts.

It is obvious that the external environment is one of the determining factors for the success of any company in the market. The entire life cycle of a company is closely related to environmental factors. Thus, the entry of a new market participant into an industry is determined by the type and nature of the market, barriers to entry into the market, as well as the existing balance of power among competing firms. The launch of a new product by a company is also directly related to environmental factors, because it is necessary to take into account the presence of demand for products of this kind or the relevance of the need for a new product of its intended consumers, the costs of development, production and promotion of the product and, importantly, threats from competitors and substitute products.

The classical ideal model of a market economy assumes perfect competition among producers of goods and services and market participants. And, indeed, the modern openness of commodity markets gives rise to new, increasingly tough forms of competition. Even a company that provides an exceptional and unique product for the market must analyze and take into account environmental factors in order to remain competitive in the market and not drop out of the market players. Therefore, strategic management is gaining more and more importance in the activities of companies.

1.2 Analysis of the influence of environmental factors and strategic planning

A significant volume of publications and textbooks is devoted to the issue of strategic management of an enterprise or organization. Moreover, in the first case, mainly individual aspects of the development or implementation of a strategy are considered, which, as a rule, is not comprehensive enough for theorists, i.e. spheres of science and education. In the second case, the strategic management process is analyzed comprehensively and is rather methodological in nature, which, in turn, does not find support among practitioners, i.e. heads of enterprises and organizations. Hence, we can talk about the presence of a certain shortage of material that provides brief, but at the same time detailed recommendations on the formation of strategic behavior of an economic entity.

First of all, let’s reveal the basic concept and define the essence of what we understand by the concept of “strategy”. In the literature devoted to the problem of enterprise management, the definition of strategy, as a rule, begins with the words that this term came to economic science from military science and literally means “the art of leading troops in battle.” Most often, “strategy” refers to the long-term plans of senior management to achieve the long-term goals of the organization. Some authors say that these are the long-term intentions of business managers regarding production, marketing and commerce, revenues and expenses or capital investments. What is common here is that the concept of “strategy” and its understanding has changed along with the increasing complexity of business conditions. Based on the various most well-known definitions of strategy, it is possible to trace how, as the demands of the external environment increased, the principles of formation of the strategic behavior of business entities changed (see Appendix, Table 1).

Consideration of the evolution of the concept of “strategy” in chronological order allows us to better understand the essence of the strategic behavior developed by an enterprise and understand its structural content. From the above definitions it is clear that strategy development is aimed, first of all, at adapting the organization to changes in external conditions. Of all the different definitions, we will adhere to the opinion expressed by G. Mintzberg, B. Ahlstrand and J. Lampel that “strategy is the principle of behavior or following a certain model of behavior.” Here the enterprise is considered as a participant in market relations, i.e. like any other living organism that exists among its own kind. In other words, let’s approach the issue of shaping the strategic behavior of an enterprise as if it were our own behavior in society.

Having revealed the essence of the subject under consideration, we will highlight the main stages and determine for ourselves the sequence according to which we will form the strategic behavior of an economic entity. Then we will move on to studying the content side of each of the stages we have identified, i.e. Let's look at the steps that need to be taken to constructively develop and effectively implement a strategy.

An analysis of the literature on strategic management shows that the authors’ opinions on the process of developing and implementing strategy are ambiguous. Different authors propose different approaches.

I. Ansoff identifies the following group of key decisions when formulating a strategy: internal assessment of the company; assessment of external opportunities; formulation of goals and selection of tasks; decision on portfolio strategy; competitive strategy; creation of alternative projects, their selection and implementation.

According to M. Meskon, the strategic management process consists of nine steps. These are: developing the mission and goals of the organization; assessment and analysis of the external environment; management survey of strengths and weaknesses; analysis and selection of strategic alternatives; implementation and evaluation of strategy.

S. Wooton and T. Horn consider the strategic planning process in the context of three stages, which in turn are decomposed into nine steps. These are: 1) strategic analysis, consisting of analyzes of the external and internal environment and their cumulative assessment; 2) choosing a strategic direction, including forecasting and defining the mission and goals and identifying strategic “divergences” between forecasts and goals; 3) implementation of the strategy, which involves considering alternative options for the strategy, analyzing each option for competitiveness, compatibility, feasibility, risk, etc., as well as drawing up a plan for implementing the strategy.

A. Thompson and D. Strickland consider strategic management from the point of view of solving five problems: determining the scope of activity and formulating strategic guidelines; setting strategic goals and objectives for their implementation; formulating a strategy to achieve the intended goals and results of production activities; implementation of the strategic plan; evaluating performance results and changing the plan and/or methods of its execution.

The model of the strategic process by V. Markova and S. Kuznetsova consists of four stages: defining the goal; gap analysis, including assessment of the external and internal environment; formulating a strategy, taking into account the consideration of alternative options; implementation of the strategy based on the preparation of plans and budgets.

O. Vikhansky considers the strategic management process as a dynamic set of five interrelated management processes: environmental analysis; definition of mission and goals; selection and implementation of strategy, evaluation and control of implementation.

Comparing the approaches of these and other authors to determining the substantive side of strategic management, we can state that scientists mainly adhere to the principles of I. Ansoff and G. Mintzberg. They consider the methodology of strategic management as consisting of two complementary subsystems:

1) management of strategic opportunities, including analysis and selection of a strategic position, or “planned strategy”;

2) operational problem management in real time, allowing firms to respond to unexpected changes or “realizable strategy.”

In the algorithm we are developing, we reduce the sequence of formation of strategic behavior to the following four blocks;

1) “analysis” (assessment of the external and internal environment, definition of the mission, formulation of goals);

2) “planning” (strategy planning, task setting);

3) “implementation” (development of plans, implementation of structural changes);

4) “control” (formation of budgets, operational management, assessment and control).

It is clear from the diagram that the analysis of the external environment is not displayed as a separate stage, but “stands”, as it were, “above” the entire process of strategic management. In our opinion, “analysis, forecasting and monitoring” of the external environment should be presented separately, as the basis on which the strategic management model is built. This is due to the fact that the assessment of the external environment must be carried out constantly and this process cannot be separated into a separate stage. (In addition, factors of the external environment, unlike the internal one, are generally not amenable to influence; they can only be taken into account.) With this approach (see Fig. 2), firstly, the degree of control over changes in the external environment increases, so how the environmental analysis is carried out, as it were, in parallel with each stage and, secondly, compliance with the methodological principle of modern strategic management is ensured, which is to build a strategy from the future through the past to the present (forecasting, analysis, monitoring).

When wind and/or current begin to have a significant impact on the boat's movement, another technique should be used to determine your estimated position - constructing a countable position taking into account external factors (wind and current).

The first factor we will consider is wind. Any ship, not necessarily a sailing one, has some windage in the hull, which inevitably leads to its drifting downwind (Leeway). Depending on the wind strength, the wind drift value can range from 0 to 10°. In practice, drift downwind can be assessed using a hand-held compass-direction finder - the drift will be equal to the deviation of the wake from the center plane of the yacht.

In addition to the digital value of the drift in degrees, we also need the wind direction, which is expressed using a wind rose. You need to remember that the north wind is the wind that blows from the north, and, naturally, such a wind will blow your yacht south.

When accounting for downwind drift, pay attention to whether the wind will increase or decrease your boat's heading value. For example, if the wind is north and the yacht is sailing east, then drifting downwind will lead to an increase in the course value, and when solving the problem, you will need to add the drift value to the true course of the yacht. If, with the same north wind, the yacht goes west, then the wind will reduce the value of the course, which means that the value of the drift must be subtracted from the value of the course.

The second external factor, current (Current), is characterized by two parameters - direction (Set) and speed (Drift). The direction of the current is expressed in degrees and is completely analogous to the true course of the ship; speed is measured in knots. Currents can be constant, in which case they are marked on the map, or tidal, in which case the direction and speed should be taken from tidal atlases, where these current parameters are indicated for each hour of travel.

The procedure for solving the problem of constructing a countable position taking into account external factors is as follows:

First, we plot the vector of motion of our yacht, taking into account drift into the wind (not forgetting to first convert the compass course to true). In fact, this is our path relative to the water; on the map it is indicated by one arrow. The corresponding course is called the course relative to water (CTW), the speed of movement is called the speed relative to water (Speed ​​Through Water, STW), it is this speed that is shown by the log.

From the resulting point we plot the current vector (Current Vector), denoting it with three arrows in the direction of the flow.

The resulting vector is our path relative to the ground, we mark it with two arrows. The corresponding course is called Course Over Ground (COG). Speed ​​Over Ground is shown by GPS.

The international symbol for EP is a triangle.

Classification of organizations

Organizations are classified depending on the characteristics that form the basis of the classification. These may be sizes, forms of ownership, sources of financing, functions, goals, types of activities, technologies used, etc. The classification of the proposal by the Canadian professor G. Mintzbert became widely known. Taking into account the type of organizational structure, degree of centralization and specialization, he gave the following list.

Entrepreneurial organization. It is characterized by a relatively simple structure, undeveloped management hierarchy, insignificant formalization of activities, and small size, the ability to quickly update. In such an organization, the role of the leader is great, who exercises coordination and control.

Machine bureaucracy (organization as a machine). It is distinguished by a high degree of rationalization and standardization of production activities that do not require highly professional training, hierarchy and centralization of management. widespread in mass production.

Professional organization. A bureaucratic organization characterized by a high professional level of specialists (we are talking about universities, hospitals, schools, etc.). The complex structure of such organizations requires decentralization of management and greater independence in the work of specialists.

Diversified (divisional) organization. Consists of relatively independent parts, usually called compartments.

Innovative organization. It has an organizational structure with a low degree of formalization and a high level of horizontal specialization of highly professional activities (we are talking about the so-called adhocracy).

Missionary organization. The basis of its activities is ideology, a high level of trust between members of the organization. There is a narrow specialization of workers, differentiation of responsibilities, and a significant level of standardization. These are relatively small organizations, usually independent unions, whose members “profess the same ideology.”

Political organization. The most characteristic features: inconsistency in the actions of individual parts, a high degree of conflict among the constituent parts, which, among other things, does not affect their high vitality.

According to T. Parsonson’s typology, depending on the functions performed in society, organizations are divided into:

· producing (create products and services consumed by society),

· political (pursue political goals and exercise power in society).

· integrative (their goal is to separate social conflicts, ensure interaction between different parts of society: the church, certain public unions and other associations);

· organizations for maintaining models (reproducing and developing traditions in the field of education, culture, etc.).

According to P. Blau and W. Scott, organizations should be classified depending on which part of society they serve. In particular, the following stand out:

· organizations of common benefit (political parties, clubs, associations, professional associations, etc.)

· business concerns (firms producing goods and services, trade, etc.)

· supporting organizations (hospitals, clinics, schools, universities)

public benefit organizations (government agencies, police, fire and rescue services, prisons)

R. Westram and H. Samaha consider three types of organization:

· entrepreneurial;

· bureaucratic;

· voluntary associations.

There are also formal and informal, governmental and non-governmental, economic and public, profitable and non-profit organizations.

A formal organization is an officially registered organization operating on the basis of existing legislation and established regulations (such as charter, regulations, proactive agreement and others). An organization that operates outside the framework of legislation is classified as informal.

By type of activity, organizations can be divided into economic and public. Businesses produce products and services. These include production, research and production, intermediary and other organizations. In turn, production organizations can be industrial, transport, agricultural, etc.

Public organizations include political unions, parties, blocs, churches and other religious societies, trade unions, scientific, cultural and sports organizations, economic, human rights and others carrying out voluntary social activities.

Profitable organizations are those whose main goal is profit. Non-profitable ones, however, can also receive a certain profit, which goes towards the existence and development of the organization (charitable foundations, religious and other public organizations).

Based on funding sources, budgetary and non-budgetary organizations are distinguished. Non-budgetary organizations have other sources of generating their own funds. However, these organizations can, in certain cases, receive funds from the budget (directed as sources of financing for government programs, projects, orders).

In accordance with the Constitution of the Russian Federation, there is state, municipal, private, mixed property and the property of public organizations. Based on ownership, one can distinguish state, municipal, private, public organizations, as well as organizations with mixed ownership.

As world experience shows, state organizations in different countries differ quite greatly in the degree of legal and economic independence, but in all cases they are (fully or partially) under the control of the state. Thus, in a number of Western European countries, state-owned enterprises of postal services, telegraphs and other types of communications, transport, housing construction, extractive industries, energy and some other areas operate with full budget funding.

Private organizations include organizations created by individual enterprises (in the form of a partnership, cooperative, family or farm), as well as joint-stock companies, business entities or partnerships, if the authorized capital is formed from private contributions and contributions.

Organizations of mixed formal ownership are formed on the basis of a combination of its various types: state, private, foreign, etc. For example, mixed joint-stock companies, where, along with the participation of state capital, private and foreign investments are attracted, have become widespread in countries with a developed system of state regulation. In our country, at the turn of the 80-90s, joint-stock enterprises with the participation of foreign capital also began to be created.

There are governmental and non-governmental organizations. The first include organizations that are created directly under the government in order to implement its policies (these are various funds, committees and commissions, for example, created to support and develop entrepreneurship, small businesses, etc.). The second includes independent initiative public organizations in the form of unions, centers, foundations, associations, associations, and parties. Often the goals of governmental and non-governmental organizations coincide.

Based on size, organizations are divided into small, medium and large. The division in the legislation of many countries is based on such a criterion as the number of personnel.

Types of business organizations.

The most common form of organization in world practice is a joint stock company (corporation). Corporations are created in a variety of sectors of the economy: industry, transport, trade, banking and insurance. In this case, we will consider only those of them that work in the production and scientific-production spheres.

A joint stock company (JSC) is an organization whose authorized capital is represented by shares. The owners of the latter can be various legal entities and individuals. Shareholders have the right to participate in management and receive part of the profit in the form of dividends. As a rule, the management of a joint stock company is carried out by the board (board of directors, administrative council, directorate), supervisory board and general meeting of shareholders.

The process of corporatization of Russian enterprises, which began in 1990, expanded widely after the adoption of the first state privatization program in 1992.

Among large industrial and economic organizations, such a form of corporate association as a concern is widely known. It is a form of integration of industrial firms, organization of transport, construction, trade, and banking. Often, a concern includes organizations united by a production cycle, which is why concerns have become widespread in industries related to the extraction and processing of minerals. In our country, during the structural restructuring of the national economy, concerns began to be created that united enterprises and organizations specializing in the production and transportation of gas, oil production and oil refining, the production of fertilizers and the provision of services for their use, the extraction of gold, diamonds, and non-ferrous metal ores ( smelting of the latter), etc. There is a type of concern (with diversified activities), which unites firms engaged in various types of business that are not closely related to the main production.

One of the widespread types of joint stock companies is a holding company created to own controlling stakes in other companies. In world practice, there are two types of holdings: pure, which is exclusively a financial company, and mixed, which has the right to engage in entrepreneurial activities. In the process of privatization and corporatization of a number of large Russian enterprises (former state production associations, factories), holdings were formed with such advantages as the possibility of implementing a single technical production and marketing company, establishing control over prices, and protecting the group interests of united production units. As a rule, the above-mentioned corporate organizations (corporations themselves, concerns, holdings) represent forms of integration of financial and industrial capital, that is, they form financial and industrial groups.

There are different types of organizations in the field of innovation, including research consortia and venture capital firms. A consortium (research) is a temporary association of scientific, industrial, technical and other organizations carrying out joint activities to implement large scientific projects and programs (after their completion, the consortium can be liquidated or transformed into a new one.) Venture firm (risk firm) - an organization created to carry out innovative activities associated with significant risk. It is estimated that venture (risk) capital invested in the implementation of projects is completely lost in 15% of cases, brings losses in 25% of cases, and produces a very modest profit in 30% of cases. However, in the remaining 30% of cases, the success achieved and the profit gained from this make it possible to cover the invested funds by 30-200 times.

Non-profit organizations such as scientific and technological parks, engineering centers, centers of innovation, industrial technology, etc., created on the basis of universities, also play a major role in the development of scientific research and high-tech production. A science park is a form of cooperation between industrial firms and universities, which makes it possible to effectively use the scientific potential and laboratory facilities of the latter to accelerate the process of industrial implementation of developed technologies.

Technology parks are one of the formal formation and functioning of risk firms. They are created at universities to support newly emerging high-tech venture enterprises.

The development of technology parks in Russia is associated primarily with solving the problems of their financing, determining their legal status, training qualified personnel, and supporting state and local government bodies.

In connection with the global economic changes taking place in the country, it becomes important to develop and support organizations of various sizes (from super-large to small), because it is their diversity that creates favorable opportunities for ignoring their advantages. According to expert estimates, to change the structure of the Russian economy, it is necessary to create 10-15 million small and medium-sized business organizations, meanwhile, in 1995 there were only about 2 million of them, including cooperatives and farms. In developed countries, small businesses account for 40 to 70% of GNP, and employ 30-60% of all employees in the private sector. In Russia, the share of small businesses in the total volume of production in 1994 was only 8%, and the share in the total number of workers in industry was 13%.

Typology of organizations carrying out business activities in accordance with Russian legislation.

In the Civil Code of the Russian Federation, all organizations that are participants in entrepreneurial activities are divided into two groups: commercial and non-commercial.

Commercial ones include: business partnerships and societies, production cooperatives, as well as state and municipal unitary enterprises.

Business partnerships are an organization whose property is formed from the contributions of participants. There are two types of partnership: full and limited. A full partnership is one whose participants are engaged in entrepreneurial activities and bear full responsibility for all property belonging to the partnership. A command partnership (or limited partnership) is a partnership where, along with general partners, there are investors who do not take part in the activities, but only bear limited liability within the limits of the amounts of contributions made by them (i.e. are passive investors).

Business companies are divided into:

· joint stock;

· limited liability companies;

· additional liability companies;

The last two are not entitled to issue shares. The authorized capital of these companies is formed from the amounts of contributions of its participants. Business companies can be created by one or more participants.

Participants in a limited liability company are liable for obligations only to the extent of the value of their contributions.

A joint-stock company is a company whose authorized capital is joint stock. JSC participants bear limited liability to the extent of the value of the shares they own. There are two types of JSC: closed and open. The first has the right to carry out an open subscription for the shares it issues and their free sale; in the second, the shares are distributed among a certain circle of persons, as a rule, who are the founders.

A production cooperative (artel) is created on the basis of a voluntary association of citizens for the joint implementation of production or other economic activities: production, processing, sales of products, trade, consumer services and the provision of other services. The property owned by the cooperative is formed from the share contributions of its participants. Members of the cooperative bear subsidiary liability for its obligations in accordance with the law and the charter of the cooperative. The number of members of a production cooperative must be at least five people.

A unitary enterprise is a state or municipal enterprise that is not vested with the right of ownership of the property assigned to it by the owner (the property is indivisible and cannot be distributed among deposits).

A unitary enterprise, based on the right of economic management, is created by the state or local government and its property is state or municipal property. The state (municipal) body decides on the creation, reorganization and liquidation of the enterprise, determines the goals of its activities and control over the safety and use of property, appoints the head of the enterprise, approves the charter, has the right to receive a portion of the profit, but is not responsible for the obligations of the enterprise. A unitary enterprise owns, uses and disposes of property and can create subsidiaries by transferring part of the property to them.

A unitary enterprise with the right of operational management (federal state enterprise) is created by decision of the government of the Russian Federation. May be reorganized or liquidated by government decision. The enterprise owns and uses property in accordance with the purposes of its activities, but disposes of it only with the consent of the owner, who approves the charter and appoints a manager. The enterprise is liable for its obligation with all its property; however, if the latter is insufficient, the Russian Federation bears subsidiary liability.

As for non-profit organizations, they include public and religious organizations and associations, associations and unions, consumer cooperatives, unions and societies, foundations and institutions that can engage in entrepreneurial activities, but do not have profit as their main goal.

External factors are largely uncontrollable forces that influence managers' decisions and actions and, ultimately, the internal structure and processes of an organization. Managers asking themselves about these forces ask the following question: who and what outside will influence the success of our plan?

External factors are so numerous and interrelated that a manager often finds it difficult to select those that are most important in the decision-making process. In fact, few managers pay serious attention to this issue. They prefer to study already predicted general trends that may affect profits.

To put this issue into perspective, it is helpful to think of all external influences on a firm as a combination of three main areas. As shown in Fig. 1.7.1, these areas are as follows: remote, industrial and operational impacts. These areas and the influences that come from them, and their impact on managerial decision making, are the central theme of this lecture.

Today, the process of identifying the development prospects of an enterprise, taking into account the influence of environmental factors, must be carried out using an analysis, the object of which is Irklievsky Cooptorg LLC and its subsidiary trading enterprise - the grocery store "Products". The subject of the study is the internal and external mechanisms for regulating factors that increase the efficiency of Irklievsky Cooptorg LLC.

The combination of the above factors and the assessment of their impact on economic activity are quite different, so in the management process, the enterprise itself determines which factors and to what extent can affect the results of its activities in the present period and in the future. The conclusions of ongoing research or current events are accompanied by the development of specific tools and methods for making appropriate management decisions.

First of all, competitors have a significant influence on the activities of Irklievsky Cooptorg LLC. The impact of competitors is associated with the geographical location of the Irklievsky Cooptorg LLC enterprise, which is located in the very center of the district. It is surrounded by a number of direct intra-industry competitors, producing similar products and selling them in the same market. The competitiveness between these organizations is expressed in the analysis of comparison of prices for the product range between competitors, which shows the following arguments: Irklievsky Cooptorg LLC is not a leader in price levels, and many competitors set prices below the level, which, naturally, cannot but affect the level demand. This result is due to the high cost of production compared to competitors, since a lot of raw materials have to be imported rather than produced. The situation with price competition allows Irklievsky Cooptorg LLC to lag slightly behind, and for some products, compared to its competitors, and surpass them. For example, due to the fact that the high level of demand for products neutralizes price advantages, and the product range at Irklievsky Kooptorg LLC is higher than that of its competitors. Therefore, these organizations do not meet the needs of their area and Irklievsky Cooptorg LLC successfully operates in this territory, supplying up to 10% of its products. Favorable market conditions allow for the replacement of goods and their increase, which, while maintaining steadily increased demand, can reduce the cost of production due to this.

To combat competition, a marketing strategy for the growth of Irklievsky Cooptorg LLC has been introduced. The basis for this enterprise growth strategy was an analysis of the opportunities that Irklievsky Cooptorg LLC can take advantage of at the current scale of activity (opportunities for intensive growth). To do this, it is recommended to use the product-market matrix.

Such a matrix indicates three main types of intensive growth opportunities: deep market penetration (an enterprise’s search for ways to increase sales of its existing products in existing markets through aggressive marketing), expansion of market boundaries (an enterprise’s attempts to increase sales by introducing existing products into new markets) , product improvement (attempts by an enterprise to increase sales by creating new or improved products for current markets).

From the proposed strategies, Irklievsky Cooptorg LLC chooses - product promotion. The main method of promoting goods (products) is advertising. The main goal of the advertising policy is to increase sales of Irklievsky Cooptorg LLC products on the market. Advertising in print media will give customers a fairly broad idea of ​​the products of Irklievsky Cooptorg LLC. Advertising material must convince the consumer that Irklievsky Cooptorg LLC sells products in the interests of the buyer, and the product is a solution to his problems.

The advertising material must reflect the competitive advantages of Irklievsky Cooptorg LLC: its exclusive field of activity, competitive products, popular brand, and the quality of the goods sold.

The second group of external factors influencing the development of an enterprise is consumers. These are individuals, households, as well as corporate consumers (enterprises) who use the goods and services of the manufacturer to meet their needs.

The analysis of consumers, as a component of the organization’s immediate environment, is primarily aimed at compiling a profile of those who buy the product sold by the organization. Buyer research allows you to better understand which product will be most accepted, how much sales an organization can expect, and the extent to which buyers are committed to the product, how much the circle of potential buyers can be expanded, what the future holds for the product, and much more.

Irklievsky Cooptorg LLC has identified a number of factors that determine the trading power of the buyer, such factors include:

• 1. The ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;
• 2. Volume of purchases made by the buyer:
  • - level of buyer awareness;
  • - availability of substitute products;
  • - the cost for the buyer of switching to another seller;
• 3. The buyer's sensitivity to price, depending on the total cost of purchases made by him, his orientation towards a specific brand, the presence of certain requirements for the quality of the product, its profit, the incentive system and the responsibility of those making purchasing decisions.

Thus, the whole variety of external factors is reflected in the consumer and through him effectively influences the organization, its goals and strategy. Hypothetically, the influence of each consumer is strongly reflected in the activities of the enterprise, since it is the consumer who “votes with rubles” for the product or service of the enterprise. The consumer also has a serious impact on the enterprise’s achievement of its market goals. Irklievskiy Kooptorg LLC focuses its marketing strategies on large consumer groups on which it is most dependent. Various associations and associations of consumers are also becoming important, influencing not only demand, but also the image of the enterprise.

Methodology of ways to increase the efficiency of the activities of Irklievsky Cooptorg LLC, taking into account environmental factors.

In order to propose any innovations to improve efficiency, it is necessary to note the fact that now not a single enterprise operating successfully in the market ignores the influence of the external environment. So today, managers of different ranks are generally aware of the importance of the external environment and the great influence of its factors on the economic and social development of their enterprises. In this case, the main attention is paid to the factors of the microenvironment of organizations that have a direct impact.

In general, it can be noted that at Irklievsky Cooptorg LLC, the managers of the enterprise and structural divisions are aware of events and changes occurring in the external environment, since they constantly feel its influence in their daily activities and receive information about it from various sources.

However, analysis of the external environment is not the dominant task of these structural units, therefore managers have insufficient information about environmental factors, it is not always reliable or does not reach them in a timely manner.

For the above reasons, in order to increase the efficiency of the analysis of the external environment at Irklievsky Cooptorg LLC, it is necessary to use the following set of studies of this problem, using a logical sequence of stages and procedures.

At the first stage, it is necessary to establish the strategic goal of the analysis, which should be the regular and timely provision of various information about the external environment to the managers of the enterprise and structural divisions when making management decisions.

Then a research program must be developed that defines the necessary information, sources and methods of its collection and analysis, and methods for predicting environmental factors.

The next stage should be the search and collection of information about the external environment for the development and adoption of strategic decisions. When collecting external information, it is necessary to use various newspapers, magazines, official publications, reference books, collections, catalogs, other print advertising, legal reference systems, and the Internet.

After collecting information, it must be processed accordingly: first check for reliability and consistency, then systematize it according to individual environmental factors so that it is convenient to analyze and store.

All collected, processed and analyzed information should be stored in databases on consumers, suppliers, competitors and the macro environment as a whole. They should be designed in such a way that they can provide information about the external environment to different users at the level of detail they require. All databases must be interconnected and updated as new information becomes available, including during monitoring.

Based on the above, we can conclude that the only correct behavior for a modern enterprise to achieve effective long-term operation and successful development is to pay increased attention to analyzing the external environment. And this requires the development and implementation of a comprehensive analysis, taking into account the individual characteristics of the enterprise with appropriate personnel, financial and technical support. Only under this condition can one count on the effectiveness of strategic and operational management decisions.

Introduction

The relevance of this course work lies in the fact that in modern conditions of market formation, any enterprise cannot carry out planning without taking into account the analysis of the external environment. After Russia's transition to market relations, a huge number of companies and commercial enterprises were formed in our country. It’s no secret that not only obtaining maximum profit, but also the very existence of any enterprise depends on proper long-term planning. Currently, there is an opinion that, in order to develop and survive in modern Russian reality, any enterprise must not only adapt to the external environment by adapting its internal structure and behavior in the market, but it must actively shape external conditions through its activities, constantly identifying potential opportunities and threats in the external environment.

The purpose of the course work is to analyze the external environment of the company and identify the influence of environmental factors on the planning of the enterprise.

In accordance with this goal, the following tasks have been set:

1. Comprehensively consider the concept of “external environment of the company” and highlight the factors that have an external influence on the activities of the enterprise;

2. Analyze the impact of environmental factors on the activities of an enterprise using the example of the Heineken company;

3. Analyze the influence of the external environment on the long-term planning of the Heineken company;

Object of study: factors of the company's external environment.

Subject of the study: analysis of the influence of the company’s external environmental factors on the planning of the enterprise’s activities.

The theoretical significance of this work is the definition of the external environment as a set of forces that negatively or positively influence the work of the company, a detailed study of environmental factors, identification of their influence on the activities of the enterprise, comprehensive coverage of the properties of external factors of influence, as well as a study of taking into account external influences in planning the work of the enterprise .

The practical significance of this work is the analysis of environmental factors (using the example of a specific company) and the development of recommendations for planning the activities of an enterprise in each specific case of this external influence.

The external environment of the company and its influence on the planning of enterprise activities

The concept and essence of the external environment

Currently, firms need to take into account the effects of factors outside the firm, since it is completely dependent on the external world. Any enterprise cannot exist without: supply of resources; recruitment of qualified personnel; energy use; interaction with government agencies and public organizations; building competent relationships with partners and consumers. All this is contained in the entrepreneurial process aimed at achieving the company's goals. The components of these processes are diverse and are included in the external environment of the enterprise.

A manager, when planning a company's activities, must be able to identify the most significant factors in the external environment that will positively affect his company, as well as find methods and means of responding to negative external influences. In these conditions, companies are forced to adapt to the environment in order to survive and maintain the efficiency of their activities, which is their main task.

The external environment is a set of external factors and forces that actively influence the position and prospects of the company, as well as the efficiency of its activities.

So what determines the external environment of an enterprise? Consumers, competitors, government agencies, suppliers, labor sources, financial and public organizations that are of great importance for the company's operations constitute a set of external influences taken into account when planning its activities.

Any company strives to respond as quickly as possible to constantly changing environmental conditions and cope with the consequences of its changes. This is one of the most important components of the success of an enterprise. At the same time, this ability to sensitively capture the slightest fluctuations in the optimal balance of external factors is a condition for implementing planned strategic changes, which can be both long-term and current.

The external management environment as a whole is characterized by multicomponentity, complexity, uncertainty, mobility and increasing interconnectedness of factors. It is safe to say that a change in at least one of its subjects entails a change in many other factors.

Note that any company is an open system. In the process of obtaining resources from suppliers, designing and manufacturing products, providing services, selling products or services, the enterprise actively interacts with the external environment, which, in turn, also maintains a continuous connection with the internal environment. That is why there is mutual influence of the external and internal environment of the enterprise on each other.

Environmental factors that influence the activities of the enterprise are presented in Figure 1.

Figure 1. Environmental factors influencing the activities of the enterprise

Let us consider in detail each environmental factor:

· external economic factors;

Any company can be affected by many external economic factors. When planning the activities of an enterprise, it is necessary to take into account the general state of the country’s economy, the availability of credit, understand what impact currency exchange rates can have, how much taxes will have to be paid, and much more.

When analyzing the external environment of a specific company, it is imperative to evaluate a number of economic indicators. This includes: lending interest rate; currency exchange rates; economic growth rates; inflation rate; consumption structure and its dynamics; economic conditions in foreign countries; trade balance indicators; change in demand; monetary and financial policy; trends in the securities market; the level of labor productivity in the industry and its growth rate.

The overall health and well-being of the economy has a direct impact on an organization's ability to remain profitable as the business cycle progresses. The macroeconomic climate as a whole will determine the level of opportunities for companies to achieve their economic goals. The growth of the country's economic indicators increases the demand for the company's goods and services and provides the prerequisites for growth; a decline in economic indicators, in turn, reduces the demand for goods and services, which reduces the company's profit.

Thus, with unfavorable economic development in the country and lack of stability, the population’s ability to purchase goods changes. Many consumers are inclined to buy cheaper goods, durable goods are postponed for the future. Sometimes, if prices for goods decrease, demand increases slightly due to people who believe that in the future it will rise sharply and this purchase will bring tangible benefits. There is a redistribution of costs. The money is mainly spent on buying food and clothing. We must also take into account the unemployment rate in the country.

The lending rate also affects the purchasing power of the population. The lower the rate, the more people can afford the loan, the more likely the population is to make purchases. This also affects the development of the enterprise. Lending for production expansion affects the increase in enterprise capacity and the time of introduction of these capacities.

Inflation is one of the most destabilizing factors. Even a predictable increase in inflation does not provide an accurate answer to the question of consumer demand for each specific product.

And yet, each sector of the economy is characterized by its own growth, determined by the productivity of labor in the industry and its relevance at this stage.

* external political and legal factors;

Various legislative and governmental factors play a huge role in the company's activities. They influence the level of existing opportunities and threats in its activities. The main regulators for some companies are national and foreign governments, which can act as employers, buyers or intermediaries. This means that for these companies, assessing the political environment may be the most important aspect of environmental analysis. This assessment is carried out through identifying political and legal factors affecting the company. There are many such factors, even more of their various combinations, so we will highlight and list the most frequently encountered ones when analyzing the external environment: changes in tax legislation; environmental legislation; alignment of political forces; business-government relations; patent law; money-credit policy; antimonopoly legislation; government regulation; federal elections; political conditions in foreign countries; the size of state budgets; government relations with foreign countries.

* External social and cultural factors;

These factors shape the way we live, work and consume. They have a significant impact on almost all companies. New trends create a type of consumer and, accordingly, create a need for other goods and services, defining new strategies for the organization.

Socio-cultural factors that companies face most often:

ь lifestyle, educational standards;

b the presence of subcultures;

b the attitude of the population to the quality of goods and services;

ь attitude to work, attitude to rest;

ь attitude towards the government;

ь attitude towards environmental pollution control and energy saving; social welfare;

b birth rate and mortality rate;

b coefficient of average life expectancy;

b coefficients of intensity of immigration and emigration;

b average income of the population.

We must remember that the basic views on life and the preservation of spiritual values ​​in society are characterized by a high degree of stability. This must be taken into account when planning long-term business strategies for the company. Any company that chooses a subculture as its target audience must focus on the general systems of spiritual values, habits and traditions of this subculture.

The specifics of products supplied to the regions directly depend on demographic characteristics, such as birth and death rates and the quantitative ratio of women and men.

* External technological factors;

Their influence on companies is considered the main driver of industrial progress. Revolutionary technological changes and discoveries of recent decades, such as robotic production, the penetration of computers into everyday human life, new types of communications, transport, weapons and much more, present great opportunities and serious threats, the impact of which managers must recognize and evaluate. Some discoveries can create new industries and close old ones.

The process of creating the new and destroying the old can be assessed as the impact of technological factors. Accelerating technological change is shortening the average product life cycle, so companies must anticipate the changes new technologies will bring. These innovations can impact not only production, but also other functional areas, such as human resources (recruiting and training personnel to work with new technologies) or, for example, marketing services, which are tasked with developing methods for selling new types of products.

All these components of the external environment of enterprises, to a greater or lesser extent, influence the planning of its activities in order to increase productivity.

The competitive external environment is also important for the company’s activities, when several business entities competing with each other simultaneously operate, offering goods or services of the same name.