An example of a strategic analysis. Strategic analysis on the example of OAO Rostec - term paper Strategic management analysis of an enterprise on an example
INTRODUCTION
1. Theoretical foundations of strategic analysis in the organization management system
1.2. Methods of strategic analysis
1.3. Modeling in the system of strategic analysis
2. Research of the strategic potential of Construction Management LLC
2.1. Financial and economic organization's activities
2.2. Characteristic internal environment organizations
2.3. Characteristics of the external environment of the organization
3. Proposals for the implementation of TOOLS for strategic analysis in the management system of Construction Management LLC
3.1. STEP analysis of the organization
3.2. SWOT analysis of the organization
conclusion
List of references AND SOURCES
applications
INTRODUCTION
The new economic conditions generated by market transformations require an appropriate management paradigm. As a result of the rapid transformation of the Russian economy, the heads of enterprises were automatically transferred to all management functions that were previously performed by sectoral ministries and departments, including the functions strategic management. Neither the managers themselves, whose task had previously been only the implementation of operational functions to organize the fulfillment of tasks lowered from above, nor the internal organization of enterprises turned out to be ready for this.
Main difference market economy lies in the fact that it does not work on tasks sent down from above, but on the demand of consumers and in accordance with the influence of the external and internal environment on the activities of enterprises. The ideology of strategic management differs significantly from the ideology of planned production. Strategic management solves more complex problems of choosing promising types of business with an unclear information plan future market conditions and policies towards those businesses that are successful today, but which may lose their priorities in the future due to changes in social needs and consumer priorities. These changes tend to increase, and in recent years, many enterprises operate in the face of strategic surprises, loss of control over the external environment, slowing growth and limited resources.
The identified problem does not find an adequate solution in scientific literature. Many researchers rely on the work of Western experts who are not adapted to the conditions of Russia, which is moving its own way towards a market economy. At the same time, in their works, strategic management is characterized either by a clear emphasis on operational and tactical departments, or attempts are made to reveal individual functions of strategic management and form tools for its implementation.
However, it is possible to avoid unsystematic management in the object of management only on the basis of a combination of operational, tactical and strategic management.
The current conditions in Russia require consideration of the problems of building an enterprise management methodology that would allow, on the one hand, to describe the functioning of organizations through the processes of strategic management; on the other hand, to show the internal nature of the mechanisms of strategic management and the factors that ensure the implementation of the chosen strategies, in the unity of strategic, tactical and operational management.
The peculiarity of strategic management is that it has very few routine procedures and a lot of creativity, i.e. the role of art is very great. Therefore, the theory of strategic management is formed on the basis of a generalization of the practice of a successful solution strategic objectives management of the firm and on the basis of highlighting individual management schemes and statements that indicate what can be used to achieve a successful result. In other words, the theory of strategic management says that in managing an organization can help it succeed in the market. Strategic management theory does not say "do it this way and you will succeed." She says that if you act in a certain way, you can succeed. At least before, this led to the success of the company. At the same time, the theory of strategic management rather describes what management will not be able to cope with its tasks without, rather than what guarantees their solution.
Strategic management for many Russian enterprises is still a new, unusual, but gaining momentum phenomenon. The core of strategic management is the system of market strategies, which includes a number of interrelated organizational, economic, legal and labor measures aimed at ensuring market advantages of economic entities over competitors.
The choice and implementation of a rational system of market strategies that ensure the achievement of the main goals of the enterprise is a key element in the activities of top management to ensure the economic sustainability and competitiveness of the enterprise.
The degree of development of the topic. The works of well-known foreign scientists I. Ansoff, R. Ackoff, P.F. Drucker, M. Mescon, G. Mintzberg, M. Porter, A.J. Strickland, A.A. Thomson, M. Eddowes and others, as well as Russian researchers L.I. Abalkina, A.I. Anchishkina, M.I. Kruglova, N.F. Permicheva, S.S. Shatalina and others.
Their works deal with the concepts of various strategies, functions of strategic management, choice competitive strategies. However, such problems as the development and modeling of mechanisms for choosing strategies and their implementation are not touched upon, and if they are touched upon, then indirectly in connection with the research by the authors of other aspects of strategic management.
Recently, much attention has been paid to the problems of long-term planning and management of enterprises in the scientific developments of B.A. Anikina, M.I. Bukhalkova, V.A. Vinokurova, O.S. Vikhansky, I.B. Gurkova, G.B. Kleiner, E.S. Milner, M.M. Maksimtsova, E.A. Utkin.
However, in most of these works, the main emphasis in studying the enterprise management system is placed on operational and current management and the specifics of their use at the micro level.
The object of the study is the enterprise Construction Management LLC.
The subject of the study is the strategic analysis of the enterprise on the example of "Construction Management" LLC.
The purpose of the study is to consider the basic concepts and features of strategic management, as well as to conduct a strategic analysis of an enterprise using the example of Construction Management LLC.
Tasks solved in the course of work:
Define theoretical basis strategic management;
Analyze the stages of strategic management;
Reveal the essence of strategic planning;
Analyze strategic planning at the enterprise "Construction Management" LLC;
Suggest ways to improve strategic management on the example of "Construction Management" LLC.
The structure of the work: introduction, main part - three chapters, conclusion, list of references and applications.
To write the work, special literature was used on the organization and management of an enterprise, strategic planning and management, economics: textbooks, study guides, reference Information.
Theoretical foundations of strategic analysis in the organization management system
1.1 The essence of the basic concepts of strategic analysis
The concept of "strategy" entered the ranks of management terms in the 50s, when the problem of responding to unexpected changes in external environment has gained great importance. At first, the meaning of this concept was not clear. Dictionaries didn't help. following military usage, they still defined strategy as "the science and art of deploying troops for combat."
Currently, there are many definitions of strategies. According to V.D. Markova and S.A. Kuznetsova, a "strategy" is a general program of actions that identifies the priorities of problems and resources to achieve the main goal. It formulates the main goals and the main ways to achieve them in such a way that the company receives a single direction of movement.
There are several distinguishing features strategies:
1. The process of developing a strategy does not end with any immediate action.
2. The formulated strategy should be used to develop strategic projects using the search method.
3. The need for a strategy disappears as soon as the real course of development will bring the organization to the desired events.
4. In the course of formulating a strategy, it is impossible to foresee all the possibilities, so one has to use highly generalized, incomplete information about various alternatives.
5. As the search process uncovers specific alternatives, more accurate information emerges.
In other words, strategy is an elusive and somewhat abstract concept. Thus, the concept of "strategy" should be replaced by the systemic concept of "strategic management".
Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates.
The term "strategic management" was introduced into use at the turn of the 60-70s. in order to indicate the difference between current management at the production level and management at the highest level. The need to fix this difference was caused primarily by changes in business conditions.
We can point to several constructive definitions that have been proposed by authoritative developers of the theory of strategic management. Schendel and Hatten considered it as "the process of defining and connecting an organization with its environment, consisting in the implementation of selected goals and in an attempt to achieve a desired state of relationship with the environment through the allocation of resources, allowing the organization and its units to operate effectively and efficiently."
INTRODUCTION
1. Theoretical foundations of strategic analysis in the organization management system
1.2. Methods of strategic analysis
1.3. Modeling in the system of strategic analysis
2. Research of the strategic potential of Construction Management LLC
2.1. Financial economic activity organizations
2.2. Characteristics of the internal environment of the organization
2.3. Characteristics of the external environment of the organization
3. Proposals for the implementation of TOOLS for strategic analysis in the management system of Construction Management LLC
3.1. STEP analysis of the organization
3.2. SWOT analysis of the organization
conclusion
List of references AND SOURCES
applications
INTRODUCTION
The new economic conditions generated by market transformations require an appropriate management paradigm. As a result of the rapid transformation of the Russian economy, all management functions that were previously performed by sectoral ministries and departments, including the functions of strategic management, were automatically transferred to the heads of enterprises. Neither the managers themselves, whose task had previously been only the implementation of operational functions to organize the fulfillment of tasks lowered from above, nor the internal organization of enterprises turned out to be ready for this.
The main difference between a market economy is that it does not work on tasks sent down from above, but on the demand of consumers and in accordance with the influence of the external and internal environment on the activities of enterprises. The ideology of strategic management differs significantly from the ideology of planned production. Strategic management solves more complex problems of choosing promising types of business in an informationally unclear future market environment and policies in relation to those types of businesses that are successful today, but which may lose their priorities in the future due to changes in social needs and consumer priorities. These changes tend to increase, and in recent years, many enterprises operate in the face of strategic surprises, loss of control over the external environment, slowing growth and limited resources.
The identified problem does not find an adequate solution in the scientific literature. Many researchers rely on the work of Western experts who are not adapted to the conditions of Russia, which is moving its own way towards a market economy. At the same time, in their works, strategic management is characterized either by a clear emphasis on operational and tactical management, or attempts are made to reveal individual functions of strategic management and form tools for its implementation.
However, it is possible to avoid unsystematic management in the object of management only on the basis of a combination of operational, tactical and strategic management.
The current conditions in Russia require consideration of the problems of building an enterprise management methodology that would allow, on the one hand, to describe the functioning of organizations through the processes of strategic management; on the other hand, to show the internal nature of the mechanisms of strategic management and the factors that ensure the implementation of the chosen strategies, in the unity of strategic, tactical and operational management.
The peculiarity of strategic management is that it has very few routine procedures and a lot of creativity, i.e. the role of art is very great. Therefore, the theory of strategic management is formed on the basis of a generalization of the practice of successfully solving the strategic tasks of managing a company and on the basis of highlighting individual management schemes and statements that indicate what can be used to achieve a successful result. In other words, the theory of strategic management says that in managing an organization can help it succeed in the market. Strategic management theory does not say "do it this way and you will succeed." She says that if you act in a certain way, you can succeed. At least before, this led to the success of the company. At the same time, the theory of strategic management rather describes what management will not be able to cope with its tasks without, than what guarantees their solution.
Strategic management for many Russian enterprises is still a new, unusual, but gaining momentum phenomenon. The core of strategic management is the system of market strategies, which includes a number of interrelated organizational, economic, legal and labor measures aimed at ensuring market advantages of economic entities over competitors.
The choice and implementation of a rational system of market strategies that ensure the achievement of the main goals of the enterprise is a key element in the activities of top management to ensure the economic sustainability and competitiveness of the enterprise.
The degree of development of the topic. The works of well-known foreign scientists I. Ansoff, R. Ackoff, P.F. Drucker, M. Mescon, G. Mintzberg, M. Porter, A.J. Strickland, A.A. Thomson, M. Eddowes and others, as well as Russian researchers L.I. Abalkina, A.I. Anchishkina, M.I. Kruglova, N.F. Permicheva, S.S. Shatalina and others.
Their works deal with the concepts of various strategies, the functions of strategic management, and the choice of competitive strategies. However, such problems as the development and modeling of mechanisms for choosing strategies and their implementation are not touched upon, and if they are touched upon, then indirectly in connection with the research by the authors of other aspects of strategic management.
Recently, much attention has been paid to the problems of long-term planning and management of enterprises in the scientific developments of B.A. Anikina, M.I. Bukhalkova, V.A. Vinokurova, O.S. Vikhansky, I.B. Gurkova, G.B. Kleiner, E.S. Milner, M.M. Maksimtsova, E.A. Utkin.
However, in most of these works, the main emphasis in studying the enterprise management system is placed on operational and current management and the specifics of their use at the micro level.
The object of the study is the enterprise LLC "Construction Management".
The subject of the study is the strategic analysis of the enterprise on the example of "Construction Management" LLC.
The purpose of the study is to consider the basic concepts and features of strategic management, as well as to conduct a strategic analysis of the enterprise on the example of Construction Management LLC.
Tasks solved in the course of work:
- determine the theoretical foundations of strategic management;
- analyze the stages of strategic management;
- reveal the essence of strategic planning;
- to analyze strategic planning at the enterprise Construction Management LLC;
- suggest ways to improve strategic management on the example of Construction Management LLC.
The structure of the work: introduction, main part, three chapters, conclusion, list of references and applications.
To write the work, special literature was used on the organization and management of an enterprise, strategic planning and management, economics: textbooks, teaching aids, reference information.
1. Theoretical foundations of strategic analysis in the organization management system
1.1 The essence of the basic concepts of strategic analysis
The concept of "strategy" entered the number of management terms in the 50s, when the problem of responding to unexpected changes in the external environment became of great importance. At first, the meaning of this concept was not clear. Dictionaries didn't help. following military usage, they still defined strategy as "the science and art of deploying troops for combat."
Currently, there are many definitions of strategies. According to V.D. Markova and S.A. Kuznetsova, a "strategy" is a general program of actions that identifies the priorities of problems and resources to achieve the main goal. It formulates the main goals and the main ways to achieve them in such a way that the company receives a single direction of movement.
There are several distinguishing features of strategies:
1. The process of developing a strategy does not end with any immediate action.
2. The formulated strategy should be used to develop strategic projects using the search method.
3. The need for a strategy disappears as soon as the real course of development will bring the organization to the desired events.
4. In the course of formulating a strategy, it is impossible to foresee all the possibilities, so one has to use highly generalized, incomplete information about various alternatives.
5. As the search process uncovers specific alternatives, more accurate information emerges.
In other words, strategy is an elusive and somewhat abstract concept. Thus, the concept of "strategy" should be replaced by the systemic concept of "strategic management".
Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates.
The term "strategic management" was introduced into use at the turn of the 60-70s. in order to indicate the difference between current management at the production level and management at the highest level. The need to fix this difference was caused primarily by changes in business conditions.
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3. Technological, political and social factors give the enterprise moderate opportunities that it is able to realize if it correctly directs its strengths to it, and also if it manages to use these opportunities to strengthen its weaknesses.
Let us summarize the results obtained during the analysis of the external environment and summarize them in Table 11.
Table 11
Environment Profile Matrix
|
Importance for the industry X |
Impact on the organization |
Direction of influence |
Degree of importance |
||
|
Political and legal factors |
|||||
|
Economic forces |
|||||
|
Technological and technical factors |
|||||
|
Environmental factors |
|||||
|
Competitors |
|||||
|
Suppliers |
|||||
|
Buyers |
|||||
Taking into account the factors of the external environment of direct impact, it can also be concluded that the external environment of the organization is rather favorable.
An analysis of the external environment of the Rostec enterprise showed that economic factors pose the greatest threat to the company. Companies should first of all use their strengths in relation to these factors, which should help overcome existing threats.
The most favorable influence on the organization comes from buyers and suppliers from whom there are no significant threats. The same can be said about the political, social and technological factors of the external environment. Thus, it is precisely these opportunities, and, above all, from the side of buyers and suppliers, that the enterprise should use to overcome its weaknesses.
2. Analysis of the internal environment of the organization
2.1. functional analysis
OJSC Rostec cooperates with more than 150 manufacturers in Russia and the CIS countries, which allows it to have the widest range of products compared to other companies operating in this industry.
Complex supply significantly saves the client's time to find the spare parts he needs, and is also very convenient.
Consulting and engineering services provided by the company's specialists allow customers to save time on getting acquainted with the features of the operation of the supplied products, replacing parts of the equipment used, etc.
Warranty service implies free repair or replacement of spare parts during the entire warranty period, which is practically not practiced by competitors.
Flexible payment system allows the client to choose the form of payment. The company is considering any proposals.
Delivery of products to the consumer is carried out by any type of transport at the request of the customer.
As of the end of 2006, the company's financial position is unstable. There is a low level of liquidity and solvency, and tendencies of their reduction prevail. An analysis of the creditworthiness indicators indicates a deterioration in the financial stability of the enterprise from the standpoint of the long-term perspective and an increase in the risk of lending to the enterprise. The balance structure should be recognized as harmonic. In 2006, negative changes took place in it: the volume of equity increased accounts payable and inventory.
The enterprise is characterized by high rates of turnover of funds in settlements and a low value of turnover of accounts payable and stocks. The company is characterized by a fairly high level of profitability. However, in 2006 there was a significant decline in all profitability indicators.
The head of the enterprise, as well as the heads of all departments have higher education. The high educational level of senior management ensures the high professionalism and competence of managers in any matters relating to the activities of JSC Rostec.
The General Director of the company has been at the head of the enterprise since its inception and has extensive experience in the field of management. It should be noted that it was the personality of the leader that played the most important role in the success of the company. By the time the Rostec company was opened in 1993, he already had experience working at large computer enterprises. At BMZ future CEO headed the department of cooperation, and then - commerce.
As for middle managers, each of them has at least 5 to 10 years of experience in the area entrusted to him.
Lower-level managers also have work experience sufficient for them to carry out operational management - about 2-3 years.
JSC Rostec has 5 levels of management. Because of this, most decisions are made at the top levels of the hierarchy. These include decisions on the direction of the enterprise, loans, investments, etc. At the same time, strict control over their implementation is carried out.
The commercial director oversees the activities of the enterprise related to the conclusion of contracts with suppliers and buyers of products, as well as the implementation of customer orders. The chief engineer deals with issues related to his own production at the enterprise. The director of Remtrans manages the activities of the company related to the provision of repair services. The director of "LDS-Trade" manages the foreign economic activity of the company. All of them report to the CEO.
In turn, the CEO is responsible for long-term planning, development of the company's policy, and is also responsible for coordinating and controlling the activities of all divisions that are part of Rostec OJSC.
At the lower levels of the hierarchy, decisions are made that relate only directly to the competence of a functional employee.
2.2. Value analysis
Today the staff of the company is about 250 people.
Average age and education:
supply department: 25-30 years old, higher;
sales: 23-28 years old, higher;
accounting: 30 years, higher;
leadership apparatus: 38-40 years old, higher;
production and repair: 35-40 years old, secondary technical, higher.
The company's staff is quite young. There is an opinion among the employees that getting a job at JSC Rostec is only half the battle: the main thing is to stay in the company, because employees here are required to give their full dedication. Many of the employees have two higher educations, but continue to study: they master modern management, marketing and other subjects of a market economy in Bryansk and metropolitan universities.
The basis of the motivation system at the enterprise is the payment of bonuses. This provides for a one-time issuance of a certain amount of money to an employee in connection with his achievement of higher success in work compared to other employees.
As for the sales and supply departments, here the employees are paid a percentage of the volume of the transaction. Employees of other departments receive material rewards depending on the implementation of their plans.
Motivation (motivation to labor activity, stimulation of a certain behavior of an employee) is also due to the working conditions themselves, its organization, the level of enterprise management and other factors. These mechanisms at the enterprise are not limited to material incentives: their use provides for the creation of such an atmosphere, such a moral climate, in which the team is well aware of who works and how, and everyone is rewarded according to their merits. This approach requires ensuring that the conscientious work of an employee will always receive recognition and positive assessment in the team, raise his authority and bring the well-deserved respect of colleagues. Therefore, the company has developed, in addition to material incentives, a system of moral incentives - a declaration of gratitude for the successful completion of the tasks assigned to the employee.
In view of the absence of a personnel service at the enterprise, as such, the functions of conducting certification in the company are distributed among line managers. Based on corporate policy, they develop general principles for personnel assessment and control their implementation in practice.
The next certification at JSC Rostec is held annually and is mandatory for all employees. The basis of certification is a description of the work done and the results of the main activities.
Certification is preceded by preparatory work:
development of criteria and indicators for evaluation by category of positions;
preparation of the required number of forms for evaluation sheets of the employee's activities;
familiarization of the certified with the instructions for filling out the assessment sheets;
· Approval of the certification schedule;
· preparation necessary materials on certified;
· provision of organizational and methodological assistance to subdivisions for the performance appraisal of employees.
The organization of certification in divisions is assigned to their heads. The organization of certification of the heads of divisions of JSC Rostec is assigned to its board (commercial director).
The head (specialist) subject to certification independently fills out the relevant section score sheet, which contains all the information on certification, describes the main work done during the certification period: advanced training, the degree of implementation of proposals and comments from the previous certification, etc.
The assessment of the employee's activity is carried out by the immediate supervisor on the basis of a description of the work done during the attestation period, documents on advanced training and the degree of implementation of the proposals and comments of the previous attestation by the attested employee. These questions are discussed with him. It should be noted that it is the immediate superior who is assigned a decisive role in the evaluation of personnel, since he knows his subordinates better than others, is fully responsible for the results of their activities, the correct application of incentives and punishments, for their training and development. The ratings given by the manager generalize the ideas he received in constant communication with his subordinates. At the same time, the need to participate in the assessment encourages the manager to devote more time to subordinates, to weigh the strengths and weak sides their professional training, analyze their business and personal qualities, more confidently control their work.
Materials on the attestation of an employee prepared by the person being attested and his immediate supervisor are considered by a higher manager. At the same time, he discusses the submitted materials with the immediate supervisor of the certified employee, and, if necessary, with the certified employee himself.
Certification is the basis for making a decision on the further stay of an employee in the company.
The company seriously cares about the level of education of its employees. Contracts are regularly signed with higher educational institutions Ulyanovsk and Moscow to train employees of the enterprise, and all this is aimed at obtaining a second higher education. All training is provided by the company. In addition, employees of the management staff of the enterprise are sent to study under the presidential program on the basis of UlSTU.
Several times a year, executives are sent to thematic seminars in Moscow, organized by the Tandem-Forum company.
All these efforts are aimed at maximizing the qualifications of the employees of the enterprise, especially the management, in order to ensure the highest efficiency.
Let's summarize the data obtained and summarize them in a table:
2.3. Key points, competitive advantages and key capabilities of the organization's potential
Table 12
Enterprise potential analysis
|
Firm's areas of expertise |
Expert review |
|||||
|
Management |
||||||
|
Production |
||||||
|
Marketing |
||||||
The expanded matrix allows for a more detailed analysis of the potential of JSC Rostec.
Table 13
Structured analysis of enterprise potential
|
Potential components |
Strengths |
Weak sides |
||
|
1. Marketing |
||||
|
Market share by main product |
||||
|
Phases life cycle essential goods |
||||
|
Presence of a trademark |
||||
|
Range |
||||
|
Quality |
||||
|
Competitiveness |
||||
|
Price policy |
||||
|
Order lead times |
||||
|
Availability of a sales network |
||||
|
Marketing Philosophy |
||||
|
Development of new products |
||||
|
Enterprise image |
||||
|
2. Scientific research |
||||
|
Availability of patents and inventions |
||||
|
Intensity and results |
||||
|
Use of new information technologies |
||||
|
3. Production |
||||
|
Equipment condition |
||||
|
The quality of operational planning |
||||
|
Stability |
||||
|
Level of applied technologies |
||||
|
Production quality |
||||
|
Flexibility of production lines |
||||
|
4. Financial block |
||||
|
Sustainability |
||||
|
Liquidity |
||||
|
Profitability |
||||
|
Profitability |
||||
|
Sales Efficiency |
||||
|
Having a permanent client base |
||||
|
Sales organization |
||||
|
6. Supply |
||||
|
Reliability of suppliers |
||||
|
Fulfillment of delivery schedules |
||||
|
Supply quality |
||||
|
Age composition |
||||
|
Staff turnover |
||||
|
The level of education |
||||
|
8. Management |
||||
|
State of management |
||||
|
senior management |
||||
|
middle management |
||||
|
lower level |
||||
|
Strategic planning |
||||
|
tactical planning |
||||
|
The level of organization of the firm |
||||
|
Compliance with the structure of the company's strategy |
||||
|
Motivational policy |
||||
|
Organization of control |
||||
|
Entrepreneurial culture |
||||
Conclusion:
The analysis carried out shows that the internal potential of JSC Rostec is quite high. The position of the enterprise in sales, supply, personnel is strong, although the motivation of employees is insufficient, there is a turnover of personnel.
The level of management of the company is especially high.
At the moment, the company uses modern information technologies, all documentation and accounting are automated.
Despite the lack of a marketing service, Rostec's positions in this direction are also quite strong. However, the disadvantage is that research is not carried out, the pricing policy is weak, the marketing philosophy is very poorly developed. All this affects production. Weak side The activities of the enterprise along with R & D are finance.
3. Statement of problems
The most important stage in the development of an effective company strategy is a strategic analysis, which should give a real assessment of its own resources and capabilities in relation to the state (needs) of the external environment in which the company operates.
Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.
The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent. More precisely, the strategic planning process is the umbrella under which all managerial functions are hidden.
The word "strategy" comes from the Greek strategos, "the art of the general."
The strategy is a detailed comprehensive plan designed to ensure the implementation of the organization's mission and achievement of its goals. It should be developed from the perspective of the whole corporation, rather than a specific individual. It is rare that a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs.
The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about industries. National economy, market, competition, etc. In addition, the strategic plan gives the company a certainty, a personality that allows it to attract certain types of employees and help sell products or services.
Strategic plans should be designed in such a way that they not only remain coherent over the long term, but also remain flexible. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the ever-changing business and social environment.
Strategic planning alone does not guarantee success, and an organization creating strategic plans may fail due to errors in organization, motivation, and control. However, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. Taking reasonable and systematic planned decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the capabilities of the organization or about the external situation. In this way, planning helps to create a unity of common purpose within an organization.
Strategic planning functions:
The strategic plan sets the direction for the organization's activities and allows it to better understand the structure marketing research, the processes of consumer research, product planning, promotion, and marketing, as well as price planning.
The strategic plan provides each unit in the organization with clear goals that align with the overall objectives of the company.
The strategic plan stimulates the coordination of the efforts of various functional areas.
The strategic plan forces the organization to evaluate its strengths and weaknesses in terms of competitors, opportunities and threats in the environment.
This plan defines alternative actions or combinations of actions that the organization can take.
The strategic plan provides the basis for the allocation of resources.
The strategic plan demonstrates the importance of applying performance evaluation procedures.
The formation of a strategic plan is a thorough, systematic preparation for the future, carried out by top management:
1.) The choice of mission - the formation of goals (long-term, medium-term, short-term).
2.) Development of enabling plans - policy, strategy, procedures, rules, budgets.
Stages of drawing up a strategic plan
BUT. Chandler, the author of one of the pioneering works in the field of strategic planning, believes that strategy is “the definition of the main long-term goals and objectives of the enterprise and the approval of the course of action and the allocation of resources necessary to achieve these goals.” The definition of Chandler's strategy is supplemented by the requirement of economy for the courses of action taken: "The strategic alternative is determined by comparing the capabilities and resources of the corporation, taking into account an acceptable level of risk." Ultimately, the formation of an enterprise strategy should provide answers to three questions: What areas of economic activity should be developed? What are the capital investment and available resource needs? What are the possible returns in the chosen areas?
A. Ansoff identifies several distinctive features of the strategy:
The strategizing process does not end with any immediate action. It usually ends with the establishment of general directions, the promotion of which will ensure the growth and strengthening of the company's position.
The formulated strategy should be used to develop strategic projects, search methods. The role of strategy in search is, firstly, to focus attention on certain areas or opportunities, and secondly, to discard all other possibilities as incompatible with the strategy.
The need for this strategy disappears as soon as the real course of events will lead the organization to the desired development.
While formulating strategies, it is not possible to foresee all the possibilities that will open up when drafting specific activities. Therefore, one has to use highly generalized, incomplete and inaccurate information about various alternatives.
As more accurate information becomes available, the validity of the original strategy may be questioned. Therefore, feedback is needed to ensure timely reformulation of the strategy.
The strategy implementation process can be divided into two major stages:
a) the process of strategic planning - the development of a set of strategies, ranging from the basic strategy of the enterprise and ending with functional strategies and individual projects;
b) the process of strategic management - the implementation of a certain strategy in time, the reformulation of the strategy in the light of new circumstances.
Strategic planning is a systematic and logical process based on rational thinking. At the same time, it is the art of forecasting, researching, calculating and choosing alternatives.
Enterprise strategies should be built on a hierarchical basis. At the same time, the levels of strategies, their complexity, their integration are very different depending on the type and size of the enterprise. So, a simple organization can have one strategy, and a complex one can have several at different levels of action.
The conceptual model of the strategic plan allows you to define next steps drawing up a strategic plan for the enterprise (see Appendix):
Environmental analysis:
a) the environment
b) internal capabilities.
Determination of the enterprise policy (goal setting).
Formulation of strategy and selection of alternatives:
a) marketing strategy
b) financial strategy,
c) R&D strategy
d) production strategy,
e) social strategy,
f) organizational change strategy,
g) environmental strategy.
The result of the activity according to the above scheme for drawing up a strategic plan for an enterprise is a document called the “Strategic Plan of an Enterprise” and usually has the following sections:
Goals and objectives of the enterprise
Current activity of the enterprise and long-term tasks.
Enterprise strategy (basic strategy, main strategic alternatives).
functional strategies.
The most significant projects
Description of external operations.
Capital investment and resource allocation.
Planning for the unexpected.
Attachments: Calculations, references, other business documentation, including:
a) The volume of annual sales by product groups,
b) Annual profit and loss by division,
c) Annual exports and its relation to the volume of sales by
departments.
d) Changes in product mix and market share.
e) Annual Capital Expenditure Program.
f) Annual cash flows.
g) Balance at the end of the last year of the plan.
h) Policy of takeovers and acquisitions.
An analysis of the literature on strategic planning in Western companies has shown that both the number and content of the stages of drawing up a strategic plan, as well as its very form, can vary significantly and depend on many factors, among which the main ones are:
Form of ownership of the enterprise.
Type of enterprise (specialized or diversified)
Industry affiliation of the enterprise.
Enterprise size (large, medium or small).
Likewise, there is no single strategic planning horizon. In Europe, long-term, 10-year plans are common, Americans use 5-year plans, and the Japanese generally use 3-year plans.
Organization goals
One of the most significant decisions in planning is the choice of the purpose of the organization. The main overall goal of the organization is designated as a mission, and all other goals are developed for its implementation. The significance of the mission cannot be overstated. The developed goals serve as criteria for the entire subsequent process of making managerial decisions. If managers do not know the main purpose of the organization, then they will not have a logical starting point for choosing best alternative. Only the individual values of the leader could serve as a basis, which would lead to a dispersion of efforts and vagueness of goals. The mission details the status of the firm and provides direction and benchmarks for setting goals and strategies at various levels of development. Mission formation includes:
finding out what kind of entrepreneurial activity the company is engaged in;
determination of the working principles of the company under the pressure of the external environment;
revealing the culture of the company.
The mission of the firm also includes the task of identifying the basic needs of consumers and effectively satisfying them in order to create a clientele that will support the firm in the future.
Table 14
Value Orientations
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Types of Preferred Goals |
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Theoretical |
True. Knowledge. Rational thinking. |
Long-term research and development |
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Economic |
Practicality. Utility. |
Growth. Profitability. Results. Wealth accumulation. |
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Political |
Power. Confession. |
Overall volume capital, sales, number of employees. |
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Social |
Good human relations. Attachment. No conflict. |
Social responsibility in relation to profitability. indirect competition. |
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|
aesthetic |
Artistic harmony. Compound. Shape and symmetry. |
Product design. Quality. Attractiveness. |
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|
religious |
Agreement with the universe. |
Ethics. Moral issues. |
|
General corporate goals are formed and established on the basis of the overall mission of the organization and certain values and goals that top management is guided by.
Specific and measurable goals (this allows you to create a clear base of reference for subsequent decisions and evaluation of progress).
Orientation of goals in time (here it is necessary to understand not only what the company wants to achieve, but also when the result should be achieved).
Achievement of the goal (serves to increase the efficiency of the organization); setting a goal that is difficult to achieve can lead to disastrous results.
Mutually supporting goals (actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals).
Objectives will only be a meaningful part of the strategic management process if they are properly formulated, effectively institutionalized, communicated and driven by top management throughout the organization.
Conduct a primary strategic analysis by compiling a SWOT matrix. The SWOT analysis methodology involves first identifying strengths and weaknesses, as well as threats and opportunities.
Table 15
SWOT - analysis of the activities of OJSC Rostec
|
Strengths 2. Wide market 4. Flexible system of discounts 6. Multiple payment for the delivery of goods 7. Attentive attitude to the customer and long-term cooperation |
Capabilities 1. Political stability 4. The customer's need for complex deliveries 5. Reducing customs duties 6. Large market for highly skilled labor 7. Large selection of suppliers 8. The emergence of modern production technologies and high-performance equipment |
|
|
Weak sides 2. High prices 4. High staff turnover 10. Overstocking warehouses 11. Significant wear and tear of equipment |
1. Unstable financial situation of customers 2. Increasing requirements for product quality and low prices 3. Growth in the number of competitors 4. Seasonality of orders 5. Preference of the customer to have a supplier in close proximity 6. Volatility in supplier prices 7. Instability of supply from suppliers 8. Risk of using modern technologies by competitors 9. Increasing energy prices 10. Increase in prices for transportation 11. High taxes 12. Critical state of production infrastructure |
|
We will evaluate the quantitatively identified strengths and weaknesses, as well as opportunities and threats.
Table 16
Quantitative SWOT Analysis
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Importance (X) |
Influence (Y) |
Result |
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Strengths |
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1. Wide range of products 2. Wide market 3. Comprehensive supply of spare parts 4. Flexible system of discounts 5. Convenient conditions for the delivery of goods to the client 6. Multiple payment for the delivery of goods Attentive attitude to the customer and 7. long term cooperation 8. Provision of consulting and engineering services 9. Extensive experience in carrying out all types of repair of equipment for which the company supplies spare parts 11. Development own production 12. Flexible production cycle 13. Young, promising staff 14. Opportunity for staff training 15. High educational level of staff 16. Efficient system employee motivation 17. Business and professional specialization 18. The ability of employees to work in a team 19. Development of plans for integrated services for enterprises 20. Active participation in the public life of Ulyanovsk and the region |
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Total Average |
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Weak sides |
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1. Lack of market research 2. High prices 3. Lack of knowledge about competitors 4. High staff turnover 5. Low level of flexibility in employee relations 6. Deteriorating financial situation 7. Decrease in profitability of activities due to outstripping growth of costs 8. Inefficient use of resources 9. Lending to an enterprise is associated with risk 10. Overstocking warehouses 11. Significant equipment wear 12. Lack of skilled workers |
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Total Average |
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Capabilities |
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1. Political stability 2. Decreasing the refinancing rate 3. The growth of the purchasing power of the ruble 4. Creation in the near future e........... |
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Strategic Analysis construction company PIK "SibEcoDom"
In the early 2000s, in the wake of the construction boom in Novosibirsk, many different small and medium-sized enterprises appeared to provide construction services, including the sale of building materials. Often these small firms provide comprehensive services - they supply the organization with materials and then repair buildings, residential premises, and then they are engaged in other activities - repairing equipment, selling consumer goods, etc. It is very difficult to analyze such enterprises, especially the determination of the development path, since such enterprises have a lot of competitors - this is construction firms and trade, engaged in the sale of not only building materials, but consumer goods. Accounting certain types activity is poorly set.
The main competitors in the construction market (Fig. 10) are: SK "Siberia", OOO "Kvarsis", SK Podsolnukh, JSC "Novosibirskoblstroy" and other construction companies.
The main directions of the construction business:
Construction of residential real estate.
Construction of commercial real estate.
Performance of certain types of construction and installation works.
Property management.
Production and sale of building and finishing materials.
In 2007 there were serious changes in the economy of the Novosibirsk Region, which was recorded in a number of indicators. On the whole, the gross regional product of the Novosibirsk Region in 2007 increased by 18 percent, amounting to 343 billion rubles. The volume of investments in fixed capital during this period in the region actually increased by 94 percent, reaching the amount of 91.5 billion rubles. All in all, the growth rate industrial production in 2007 they amounted to 111.2 percent.
In 2007, the development of existing industries and enterprises in the Novosibirsk region, as well as the launch of new enterprises, demonstrates the high dynamics of the region's development. At the same time, positive dynamics is also observed in the construction industry, where growth was 35 percent, although the task of stabilizing housing prices has not yet been achieved for objective reasons. As before, the growth rate of housing prices is 2-3 times higher than the inflation rate. In general, the share of the construction industry in the gross regional product was approximately 10 percent.
Last year, the region's construction industry experienced a shortage of bricks during the "hot" season (from May to September). For the region, this is a rather serious problem, since it is brick construction that is dominant in the region: according to 2007 data, 70% of new buildings are made of brick (against the Russian average of 50%).
The high-rise construction necessary for the city “by status” is being hastily mastered by construction companies, and the relevant regulatory framework is being worked out at an accelerated pace.
Most of the companies included in the leader group have been operating in the Novosibirsk construction market for more than a decade, and some of them were once part of Soviet construction holdings. For example, the Soyuz-10 company was called SMU-2 until last year, and in 2006 it erected two residential buildings, a school and the Siberian Agreement bank building.
In 2008, there was a crisis in the construction industry, which also affected the city of Novosibirsk.
The lull at construction sites caused a wave of mutual non-payments. Conservation of a part of objects under construction in the city of Novosibirsk led to a decrease in the confidence of citizens who invested money in apartments under construction.
Dzhemil Salme, Chairman of the Association of Builders and Investors of Novosibirsk and the Novosibirsk Region, informed the deputies about the sharp decline in effective demand for housing. This decline reached in October 2008. 35 percent, and in November it could reach 50-60 percent. The first wave of staff reductions took place in construction companies and enterprises of the construction industry - about 10-15 percent. "Today, those who worked in three shifts," said Cemil Salme, "switched to a one-shift regime, with a shorter working week and a shorter working day."
To get out of the current situation, according to Cemil Salme, construction companies need a tax credit for three to four months, followed by debt restructuring for one to two years. In addition, a deferral of payments for heat and electricity and an accelerated monetary intervention of the state in housing under construction (for the commissioning of facilities this year) is necessary. Builders need loans to complete projects that have already begun, construction continues today only because building materials plants continue to lend to construction organizations. "In a couple of months, building materials enterprises will stop," the chairman of the Association of Builders and Investors believes.
According to vice-governor Vladimir Anisimov, the 2008 housing construction program will be fully implemented, the press service of the Regional Council reports. He explained: the cost of a square meter in a brick house today is 26,000 rubles, in the primary market a finished apartment goes at a price of 45,000 per square meter, in the secondary market - for 55,000. Even if only half of the apartments are sold, the vice-governor believes, the house under construction will be commissioned in full.
Vladimir Anisimov said that the Mortgage Lending Agency in Russia will soon receive about 60 billion rubles. At the same time, however, he added that the cost of housing, which will be built only in the Novosibirsk region this year, is estimated at no less than 30 billion.
The chairman of the regional council committee on construction and housing and communal services, Alexander Savelyev, noted that billions to support mortgages are declared money, and it is still unknown when they will come to the real economy. But the reduction in construction volumes is a fact. At the same time, the production of reinforced concrete structures has decreased significantly. A possible way out is the revival of solvent demand at the expense of the state, active financing of infrastructure, the construction of roads, bridges and the revival of the state municipal order for housing construction. The role of the state should be strengthened many times over, Alexander Savelyev emphasized.
The deputies decided to continue the search for a way out of the construction crisis and hold a round table by December 15 with a wide involvement of builders and manufacturers of building materials.
The construction crisis has affected many organizations. At the same time, a feature of LLC PIK "SibEcoDom" is that this organization specializes in the construction of wooden "environmentally friendly" houses, country houses and baths. Demand in this market segment has been relatively stable for a long time. It is possible that the general financial crisis will also affect this organization, a drop in purchasing power and, as a result, demand is possible.
PEST analysis is an analysis of the macro environment that creates general terms and Conditions location of the organization in the external environment. The macro environment is defined by five components (short for "PEST"):
P - political and legal component (factors);
E - economic factors;
S - social factors;
T - technological factors.
When conducting a PEST analysis, two features should be considered:
All components strongly influence each other;
The degree of impact of individual components on various organizations different.
Distribute all factors (components) in the PEST analysis table.
Table 4. PEST-analysis of LLC PIK "SibEcoDom"
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P - political and legal |
E - economic |
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1. Adoption by the state of regulatory legal acts regulating the activities of commercial entities The activity of LLC PIK "SibEcoDom" is regulated in accordance with the norms of the Constitution of the Russian Federation, the Civil Code of the Russian Federation, the Federal Law "On state registration legal entities”, Federal Law “On Limited Liability Companies”, “On Protection of Consumer Rights”, “On Licensing Certain Types of Activities”, etc. The adoption of new laws affects the legal status of the organization, changes in its tax obligations, changes in the conditions and procedure for licensing 2. Tax policy of the state. The introduction of new taxes and the abolition of old taxes and fees affect financial activities LLC PIK "SibEcoDom", its rights and obligations as a taxpayer. In particular, this applies to taxes such as VAT, income tax, land tax. 3. The system of state bodies that ensure the protection of business entities The state creates a system of organs state power(courts, prosecutor's office), whose activities are aimed at protecting the interests of LLC PIK "SibEcoDom", defending their protection of their interests 4. World economic and political relations of Russia with other countries The activities of PIK SibEcoDom LLC may be affected by such events as Russia's accession to the WTO, political relations between Russia and the EU countries, Russia and the USA, Russia and China. Such political decisions are reflected in the pricing policy of the organization, its assortment policy, marketing activities. Conclusion: in general, political and legal factors contribute to the development of the organization, the political situation in the country is stable, new laws are being adopted, but their quality leaves much to be desired. |
1. Economic policy states State policy in the field of small business development, tax and investment policy has an impact on the functioning of LLC PIK "SibEcoDom", its development and financial position 2. Inflation In the near future, according to the forecasts of the Central Bank of the Russian Federation, an increase in the inflation rate is expected, and, consequently, an increase in the price of products of PIK SibEcoDom LLC. On average, the inflation rate may increase by 10-15% per year 3. Interest rate of the Central Bank of the Russian Federation An increase in the interest rate of the Central Bank of the Russian Federation is expected, which may affect the decrease in the attractiveness of bank loans issued for the development of the activities of LLC PIK SibEcoDom 4. Unemployment An increase in the unemployment rate is expected due to a decrease in living standards, structural adjustments in the country's economy. This may reduce client base LLC PIK SibEcoDom, while it is necessary to take into account the fact that a decrease in prices for construction products on the real estate market is most likely not expected in the near future 5. Investment The influx of investments in the development of small businesses in Novosibirsk will finance new projects and expand production. Investments should stimulate the development of new production and weed out unprofitable ones. In particular, the influx of investments will allow LLC PIK SibEcoDom to expand its activities, create new branches, acquire new raw materials, building materials Conclusion: The economic situation in the country is exacerbated by rising inflation, unemployment, instability of world financial markets, however, there are prerequisites for the development of the construction industry, the investment climate in the country as a whole and in the NSO in particular is improving |
|
S - social |
T - technological |
|
1. Standard of living There is an increase in the standard of living, however, against the background of inflationary price increases, the incomes of the population are leveled. Therefore, we can expect a decrease in the gross income of OOO PIK SibEcoDom Recently, there has been a reduction in the number of employees in the economy, a decrease in the level of wages, and a sharp narrowing of the mortgage market. All this had a very negative impact on the construction industry. 2. Attitude of people to work People are ready and eager for paid work, however, the staff of PIK SibEcoDom LLC is not very interested in the results of their work, since the level of remuneration wants the best 3. Demographic situation At the beginning of 2008, there is an increase in the birth rate, but the proportion of the working-age population is decreasing, the reason for which is earlier aging among men, a high level of male mortality and accidents leading to death, and a high percentage of infant mortality. This may lead to staff turnover, a decrease in the number of buyers for LLC PIK SibEcoDom 4. Social guarantees and assistance The social policy of LLC PIK "SibEcoDom" is aimed at social assistance and support for their employees, increasing their level of productivity, but this policy is poorly implemented due to the low level of wages Conclusions: Social factors are weakened by the unfavorable demographic situation, the unsettled migration processes, the lack of development of state youth support programs |
1. Increasing the level of production automation Introduction of new construction methods, development and implementation of new building materials, including those based on nanotechnology 2. R&D development The development of R&D affects the improvement of construction products of PIK SibEcoDom LLC, the change in production policy 3. Increasing the role of innovation in the activities of enterprises In activity modern enterprises the innovation factor is becoming increasingly important and tangible. This is especially true in the construction industry. 4. Reducing production costs The development of innovations and the use of new technologies can significantly reduce production costs and create social funds at enterprises aimed at developing the social sphere 5. Market launch of new products Recently, new building materials and technologies have appeared on the market. All this allows the development of modern Russian production in the field of construction. Conclusions: The development of new technologies and innovative activity contributes to the development of modern production in the construction industry |
Based on the above table, PIK SibEcoDom LLC can use a concentrated growth strategy, namely, a construction service development strategy. It involves solving the problem of growth through production new service, development of principles and methods individual work with clients.
The use of the SWOT method for environmental analysis is a widely recognized approach that allows for a joint study of the external and internal environment. Using the SWOT method, it is possible to establish lines of communication between the strength and weakness that are inherent in the organization, as well as between external threats and opportunities. The SWOT methodology involves first identifying the strengths and weaknesses of the organization, as well as threats and opportunities, and then establishing chains of links between them, which can later be used to formulate the organization's strategy.
Table 5. SWOT analysis of OOO PIK SibEcoDom
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Capabilities
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Strengths |
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Weak sides |
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For those couples that have been selected from the SIV field, a strategy should be developed to use the strengths of the organization in order to get a return on the opportunities that have emerged in the external environment.
For those couples who are in the field of SLW, the strategy should be built in such a way that, due to the opportunities that have appeared in the external environment, try to overcome the weaknesses in the organization.
If the couple is on the SIS field, then the strategy should involve the use of the strength of the organization to eliminate threats.
For couples in the field of SLN, the organization must develop a strategy that would allow it to both get rid of weaknesses and try to prevent threats hanging over it.
So, the analysis shows that the influence of threats is much stronger than the presence of opportunities (i.e., in the upper part, “opportunities” can be realized if “threats” are not taken into account, but taking into account the presence of threats, no). Therefore, if we choose a policy, a strategy along the line of opportunities, we miss the influence of threats that simply “suppress” the opportunities. Those. the enterprise must move to the “threat” line, but to the square where the overwhelming number of negative sides are weaknesses, i.e. in the Weakness and Threats quadrant.
An enterprise can change several strategies during the year - “starting” from the “weakness and thunderstorms” quadrant, it can switch to the “Strength and threats” strategy by the end of the year following the current one after the threat of bankruptcy is eliminated (this can happen within years and earlier - the economic potential is gradually growing - the overall profitability will increase).
