What does not apply to strategic decisions. Development and adoption of strategic decisions. Improving the marketing activities of the organization

Logistics strategy

Logistics strategy- this is a long-term direction in the development of logistics, concerning the forms and means of its implementation in the company, inter-functional and inter-organizational coordination and integration, formulated by the top management of the company in accordance with corporate goals.

There are the following types of strategies:

1) Minimization of overall logistics costs.

The strategy can be implemented as follows:

Reducing operational logistics costs in individual logistics functions;

Optimization of stock levels in the logistics system;

Selection of optimal storage / transportation options;

Optimization of decisions in certain functional areas according to the criterion of "minimum logistics costs";

Use of logistics providers.

When using this strategy Special attention The company should pay attention to the quality of logistics service. The higher the requirements of consumers to the level of quality of the logistics service, the higher should be the costs to ensure this level. Therefore, a natural limitation, which is set by the corporate strategy, is a limitation on the basic level of consumer service quality.

2) Improving the quality of logistics service.

Strategic improvement in the quality of service involves improving the quality of logistics operations, logistics support for pre- and after-sales services, value-added logistics services, the use of logistics support technologies life cycle products, creation of a quality management system for logistics services, use of the benchmarking procedure.

In this case, the implementation of this strategy is constrained by logistical costs.

3) Minimization of investments in logistics infrastructure.

Includes:

Optimization according to the configuration of the logistics network / system;

Direct delivery of goods to consumers, bypassing warehousing;

Use of public warehouses;

Involvement of logistics intermediaries in transportation, warehousing, cargo handling;

Implementation of logistics technology JIT (just-in-time);

Optimization of the location of logistics infrastructure facilities.

4) Logistics outsourcing strategy.

Includes:

Definition of main activities;

Selection of sources of external resources;

Choice of logistics service providers;

Leveraging supplier investment and innovation;

Optimization of the service of logistics intermediaries.

Recently, it has become a necessity for most companies to achieve a cost-service balance.

The chosen logistics strategy predetermines the choice of a logistics network in which key business processes are designated (identified), supply chain links are included as independent legal entities, or as separate divisions.

Strategic decisions on the configuration of the logistics network include determining the prospective structure of logistics channels and chains, dislocating the logistics infrastructure (own and rented warehouses, terminals, distribution centers, transport divisions, road infrastructure, etc.)

The logistics network is the foundation logistics system, which determines the efficiency of the company's logistics.

The logistics network includes:

infrastructure divisions;

Vehicle fleet (own, own, rented);

Where are the suppliers located?

Where are the consumers located?

Are logistics intermediaries involved (forwarding companies, etc.);

What possible procurement channels are covered.

When determining the key logistics business processes, it is necessary to decide the following tasks:

1) reduction of irrational expenses and loss of time;

2) optimization of the use of resources in order to achieve compliance with the requirements of consumers of a certain market segment;

3) prompt response to changes in the external and internal environment.

At the same time, a logistics business process is understood as an interconnected set of operations and functions that translate the company's resources into a result set by the company's logistics strategy, which is determined in accordance with the key indicators of logistics efficiency.

Key business processes include:

1) development trademark(brand management);

2) logistics business processes in the supply chain (including procurement, production, distribution, logistics network design);

3) information and knowledge management,

4) human resource management.

Once the key business processes have been identified, modeling and reengineering can begin.

The concept of strategic decisions

In the process of managing the logistics system, any organization makes important decisions that can be divided into four main classes:

1. Top level strategic decisions are the most important, determining the general direction economic activity enterprises; they are long-term high costs resources and are considered the most risky. Top level solutions include:

Mission Statement - A statement that sets out the organization's overall goals, typically related to improving the way it works with partners and customers in an integrated supply chain. For example, the mission of the German transport group Schenker states that “our future is our customers”, and the mission of the English supermarket chain Tesco is “creating value for consumers in order to achieve their lifetime loyalty”;

A corporate strategy is a plan for the implementation of a mission, for example, making long-term investments in production and logistics; constant introduction of new approaches and innovative ideas on the strategic directions of quality, cost, differentiation and focus, as well as forecasting consumer demand;

Business strategy - a set of measures to develop the type of activity of a particular division of the enterprise (business unit).

2. Strategic logistics solutions determine the main goals and directions of the supply chain in the long term and relate to the interaction of logistics with other business areas; as an example, the following main objectives of the organization can be given: striving to be a high-performance manufacturer with low production costs and world-class product quality; development of new projects for the release new products; use of modern production and information technologies; application modern methods planning and management.

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Functional strategy - a plan for the implementation of each function of the organization: logistics, marketing, investment and production;

Logistics strategy - sets the overall structure of the logistics system, or supply chain and direction logistics activities; it consists of all the strategic decisions, practices, plans and culture associated with managing efficient logistics in the supply chain: "purchasing-production-distribution". Logistics strategy deals with the actual movement of material and associated flows, contributing to the implementation of corporate and business strategies, as well as optimizing the supply and demand of products, reducing overall logistics costs, minimizing logistics investments and improving logistics services. The overall goal of a logistics strategy is to provide customers with the volume and quality of service they require while minimal cost in the supply chain. It is no coincidence that the motto of a perfect ECR logistics strategy (immediate response to market needs) is "Required, timely and accurate."

3. Tactical logistics solutions related to the implementation of the strategy at a more detailed level in the medium term. These include:

The organization's capacity utilization plans to ensure long-term customer demand is met;

Generalized calendar plans- in which all types of work are reduced for all types of activities of the supply chain, as a rule, on a monthly basis;

Main schedule - a detailed description of all activities for the week;

4. Operational logistics decisions concern specific types activities in the short term; their implementation requires low cost resources with minimal risk. These include short-term schedules, which represent the detailed execution of work and the resources required for this, as a rule, for each day. This avoids many logistical problems.

In real life, the boundaries between these solutions are sometimes very blurred. For example, when choosing a distribution system finished products reserves is a strategic aspect, but it moves to the tactical level, when it is necessary to decide how much Money it is necessary to invest in inventories, and at the operating level, when it is necessary to decide on the change in the volume of inventories.

There is no universal standard procedure for developing a logistics strategy applicable to any organization. .

The concept of forming a logistics strategy involves, first of all, the search for answers to the following key questions:

1. What type of organization do we represent today and what kind of organization do we want in the future?

2. What are the features of our activity and opportunities for its development?

3. Who are our consumers (buyers) and competitors?

4. What are our strengths and weaknesses compared to our competitors?

5. What is the most suitable marketing (product) strategy for us?

6. What are the main goals and objectives of the logistics strategy?

8. What budget is needed to implement the logistics plan and where to get new investments?

9. How to organize monitoring of the implementation of the strategic plan?

10. What should be the most relevant programs to achieve the goals of the logistics strategy?

11. What are the risks associated with the implementation of a logistics strategy?

12. How to quantify the implementation of the logistics strategy?

1 Strategic management.

2. Factors of direct and indirect impact on the organization from the outside.

3. Management strategy, types of development strategy.

4. Management tactics, types of management tactics.

5. Strategic planning.

1. Many Russian industrial enterprises today are in a difficult economic situation. This is due to many external and internal factors. The main ones should be called the problem of non-payments associated with a lack of finance, the added cost of energy and transport costs, the discrepancy regulatory framework the prevailing realities, the imperfection of tax legislation and much more. But no less serious is the problem of personnel, namely, the qualified level and professional training of the management of enterprises. It is absolutely clear that the success of an enterprise in the field of its economic activity depends on the management system adopted in this organization. Many leaders who find themselves in the new conditions of market relations intend to act in accordance with the norms of bureaucratic management, only slightly correcting them. Their management methods are based on the experience gained in the administrative-command management system, characterized by a certain static and inertia, unacceptable in today's conditions of ever-increasing competition both in the domestic and foreign markets. In the context of constant market changes, it becomes necessary to use foreign experience and new approaches to strengthening. In world practice, enterprise management is built taking into account the long-term perspective, considered from the position of strategic management.

Strategic management is a set of decisions and actions for the formulation and implementation of a strategy designed to provide the company with the best competitive position in the external environment and achieve its goals.

Strategic management is a set of activities that includes an analysis of the company's potential and the external environment, the formulation of a mission and main goals, the development of strategies, the formation of strategic plans, and the management of their implementation.

The specificity of strategic management is determined by the special nature of real problems and goals. The problem of development comes to the fore, associated with certain "kinks", points of "discontinuity", the requirements of an unpredictably changing external environment, and, accordingly, the ability to achieve long-term goals, flexibility and adaptation. This requires an entrepreneurial type of behavior from people: efficiency, competence, the ability to set goals, organize business in accordance with them, as well as enthusiasm. Strategic management, which today is used to some extent by 80% of enterprises, provides them with long-term survival, contributing to the search for new opportunities in the competitive struggle, initiating and preparing changes. The emphasis is on the forecast of the future situation in the conditions of uncertainty and unpredictability of the development of the enterprise and its environment, the development of an adequate strategy, personnel as the most valuable capital of the enterprise, Information Systems, structure adjustment.

The concept of strategic management allows an organization to achieve its goals in a dynamic, changing and uncertain environment.

Strategic management is an activity to achieve the goals of the organization in a dynamic, changeable and uncertain environment, allowing optimal use of the existing potential and remaining receptive to the highest requirements.

Strategic management is a field of scientific knowledge, covering the methodology of making strategic decisions and ways of their practical implementation to achieve the goals of the enterprise.

The main variables in the organization itself that require the attention of management, the so-called internal variables, are goals, structure, tasks, technologies and people.

2. The successful functioning of the organization in modern conditions also depends decisively on the forces external to it and operating in the global external environment. In today's world, effective management requires knowing how these external variables operate. At the same time, factors of direct and indirect impact on the organization from the outside are distinguished.

Direct impact factors have a direct impact on an organization's operations. These factors include suppliers, labor resources, laws and institutions state regulation, consumers and competitors. Indirect factors do not have a direct immediate impact on operations, but they do affect them nonetheless. Here we are talking about such factors as the state of the economy, scientific and technological progress, socio-cultural and political changes, the influence of group interests. The task of the management strategy is to achieve the goals of the organization by optimally using its internal variables (existing potential), taking into account environmental factors and bringing the organization's potential in line with the requirements of a changing external environment to ensure competitiveness and effective functioning in the future.

At the same time, both the organization and the external environment are in constant interdependence: the external environment affects the organization, and vice versa. An organization's capability is the totality of all its product and service capabilities and encompasses both internal variables and corporate governance capabilities - managerial capability.

Competitiveness is the ability of an enterprise to resist other enterprises, to conduct a successful struggle with them for markets for goods and services.

3. The effective long-term operation of any enterprise, its economic growth and development are determined by the right choice strategic guidelines that allow the best use of potential human capital and other resources.

Under the strategy is understood the general concept of achieving the main goals of the enterprise, solving the problems facing it and allocating the strategic resources necessary for this. The strategy is a set management decisions reflecting the reaction to the external and internal conditions of its activity and development.

In the development of the strategy at the middle and lower levels of management, tactics are being developed (short-term strategy).

Tactics - the best option implementation of the strategy in the existing conditions, taking into account the emergence of unpredictable circumstances.

The strategy has a long-term impact on the enterprise, determines the directions for the formation and development of its potential, helps to discard the superfluous and focus on the main thing. Therefore, it must be real, scientifically substantiated; internally holistic; joint with the environment; moderately risky; comply with organizational culture and ethical standards.

The strategy should ensure sustainable economic growth and development of the enterprise, increase the competitiveness of its products and services. At the same time, the concepts of "growth" and "development", although interrelated, may not coincide in their content. IN production area, as in wildlife, the development of an enterprise is possible not only with its simultaneous growth, but also with a constant scale of activity, i.e. growth in itself does not impede development.

Growth is basically an increase in the size of the enterprise and an expansion in the volume of production (output, sales, number of employees, etc.).

Development means a qualitative change and renewal of the economic system, increasing the efficiency of its functioning on the basis of improving equipment, technology and labor organization in all structural divisions and improving product quality.

The development strategy as an object has its potential and competitive advantages. Currently, there are four types of development strategies: 1) growth; 2) moderate growth; 3) reductions; 4) combinations. The growth strategy is usually inherent in young organizations (regardless of the field of activity), striving to take a leading position in the shortest possible time, or those who are at the “edge” scientific and technological progress. They are characterized by constant and high rates of increase in the scale of activities, measured by tens of percent per year. This strategy provides an increase competitive advantage enterprise and its divisions through active introduction to new markets, diversification of production, implementation of constant innovations. An example here is a company microsoft, engaged in the development of computer programs.

A moderate growth strategy is inherent in enterprises that are firmly on their feet and operate in traditional areas, such as the automotive industry. Here, too, there is progress in most areas, but at a slower pace - a few percent a year. Rapid growth is no longer needed and even dangerous, because in the event of unexpected difficult situations, significant inertia can make timely reorientation more difficult and complicate the way out of the crisis.

The need to follow a downsizing strategy arises during periods of reorganization of the organization, when it is necessary to “reorganize” it, get rid of everything outdated, for example, there may be the elimination of unnecessary divisions and the withdrawal from unpromising market segments.

But most often in practice there is a combined strategy that includes elements of the previous ones in one ratio or another. Within its framework, some divisions or market segments are developing rapidly, others are developing moderately, others are stabilizing, and others are reducing the scale of their activities. As a result, depending on the specific combination of these approaches, there will be overall growth, a general stabilization or a general reduction in the capacity and scope of activities. Such a strategy is most consistent with the real diversity of the conditions of life of organizations.

The development strategy can be implemented in three main forms: offensive, defensive, offensive-defensive.

An offensive strategy is most often carried out through the processes of diversification of production, its cooperation or market intensification.

Diversification of production can be vertical, involving the introduction of suppliers or consumers into the field of activity, and horizontal, associated with penetration into related industries. All this increases the economic stability of the organization.

Cooperation today most often occurs in agreements for technical training and assistance in the development of production; joint research, development, production or assembly, licensing and know-how; organization of joint ventures. Market intensification may consist in its development, geographical and other expansion. The offensive-defensive strategy is implemented in the context of the restructuring of the organization's activities, when it is necessary to strengthen its shaky position. Here, resources are maneuvered by leaving unpromising, unprofitable areas, selling non-core enterprises and at the same time modernizing and expanding existing production, improving products and services. Defensive strategy- this is the restructuring of all areas of the organization's activities on the basis of strict centralization of management. Typically, growth and moderate growth strategies are offensive; offensive-defensive - combined strategy; purely defensive - a strategy to reduce activity.

1) system of goals - mission, corporate and specific goals;

2) priorities (guiding principles) of resource allocation (for example, they can be distributed equally, proportionally or in accordance with needs, concentrated on decisive areas, etc.);

3) rules for the implementation of management actions (for example, the procedure for drawing up and approving plans, monitoring, evaluating

work, etc.);

4) development assumption key factors external environment;

5) an idea of ​​the activities of competitors;

6) internal and external restrictions;

7) course of action;

8) action program;

9) resources;

10) situational strategies;

11) financial plan.

4. Unlike strategy, under tactics means the choice of a method or means to achieve the goal (task). In tactics, in essence, there is a contradiction between what the leader would like to do and what, in accordance with reality, he can do. Here the desired and the actual in the activities of the leader are correlated.

Choosing a specific tactic almost always case is in choosing not only the means to achieve the goal, But also in correction most goals.

When choosing tactician in solving specific problems, each leader proceeds from certain criteria. Such criteria are:

a) correct assessment of the importance of tasks;

b) correct assessment of changes in the significance of tasks over time

c) correct assessment of the ratio of promising and current tasks;

d) correct assessment of the complexity of tasks.

The choice of a different tactic depends on following factors:

1. Individual experience of managerial work of the head.

2. Objective requirements of the managerial situation.

3. Personal characteristics of the leader. The choice of a particular tactic is selective. Depending on the position held, the level of competence, the subjective capabilities of managers, an individual idea of ​​​​the leader about the current importance is formed. managerial tasks. This factor is called the individual managerial concept of the leader. Preference in choosing one or another tactic characterizes the psychology of the leader himself.

Important factor, which determines the psychological mechanism for choosing tactics, is related to how necessary and important it is for the leader goal (task).

When solving the same managerial task, different managers can choose different tactics. For example, when solving non-core tasks, as well as tasks that are conditionally attributed to a "foreign" area, the manager may advocate the manifestation of initiative, risk, and entrepreneurship.

If we are talking about solving problems of an intra-industry nature, i.e. what is listed as "his tasks", then the leader in this case may act differently, he tries not to take risks.

In tactics, a discrepancy is formed between the installation declared by the head for the fulfillment of this task and real concrete actions. This contradiction will be the greater, the greater the gap between the goals set and the possible means of achieving them.

The contradiction will be less if the leader finds the means to implement at least part of the tasks set. To eliminate this kind of contradiction, it is necessary that the goals set and the probability of their solution be adequate to each other.

It should be noted the nature of the correlation of strategies and tactics in solving managerial problems. Rigidity of targets should be ensured by the flexibility of subordinate tasks. The more rigid the most important tasks, the more flexible and operationally changeable the secondary tasks should be.

In work with the first heads of state-owned enterprises, it was revealed hierarchy of preferred tactics in solving managerial problems. These include:

1. Tactics of risk with increased responsibility.

2. Tactics of a long decision process in order to remove some of the responsibility.

3. Tactics of independent solution of the problem with risk, but prudently.

4. The tactics of applying a minimum of independent actions and avoiding responsibility for a possible failure.

5. The development of a strategy and its practical implementation are based on strategic management decisions:

Focused on the future and constant changes in the external environment and within the enterprise;

Associated with the attraction of significant material resources, the widespread use of intellectual potential and continuously developing technologies;

Having a significant uncertainty, since they must take into account the uncontrollable by the enterprise external factors;

Characterized by flexibility, ability to adapt to changing market conditions.

Strategic decisions at the enterprise include the following:

Choosing the location of the enterprise;

Reconstruction of production facilities;

Changes in the legal form, structure of production and management, forms of organization and remuneration

Innovation - the development of new technologies, the development and production of new types of products, entering new markets;

Mergers, acquisitions, acquisitions and other forms of reorganization of enterprises.

There is no single strategy for all enterprises. Each enterprise, even in one industry, is unique, therefore, the definition of its strategy is also original, as it depends on the position of the enterprise in the market, its potential, development dynamics, competitors' behavior, features of products or services provided, the state of the economy, the social environment and many other factors. The strategy is formulated and developed by top management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence.

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. Strategic planning provides top management with a means to create a plan for the long term, provides a basis for decision making. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation.

Key Components strategic planning are goals, guidelines for decision-making and the main stages of the planning process. The first and probably the most important planning decision is the choice of goals for the organization - its mission and specific goals that ensure its implementation. The main overall goal of the organization - a clearly expressed reason for its existence - is referred to as its mission. Goals are developed to carry out this mission. Goals should be specific and measurable, time-driven, long-term or short-term, achievable and cross-supported. The relationship between the values ​​held by top management and the company-wide goals is important. Leadership values ​​are manifested in the goals of the organization. One of the stages of strategic planning is the analysis of the external environment, which is a process by which management assesses changes in the external environment and examines external opportunities and dangers that can help or hinder the achievement of the company's goals. Also, management must identify the internal strengths and weaknesses of the organization in order to plan effectively.

One of the most crucial aspects of leadership is strategic decisions. They determine the direction of development of the enterprise for a long time. How are decisions made, and what are the "pitfalls" encountered along the way?

Characteristics of strategic decisions

Strategic decisions are management decisions that are characterized by the following key features:

• Focus on and lay the foundation for operational decision making and tactical activities.
• Associated with uncertainty associated with the unpredictability of changes in the external and internal environment.
• They require the involvement of a large amount of resources (financial, intellectual and labor).
• Reflect the top management's vision of the future of the enterprise.
• Help the organization interact with external environment.
• Contribute to the alignment of the activities of the organization with the available resources.
• They give an idea of ​​the planned changes in the work of the enterprise.
• Characterized by a high degree of uncertainty and content a large number assumptions.
• They require an integrated comprehensive approach to organizing the management of the organization.
• They influence the formation of the resource base and the organization of operational activities.

Types of strategic decisions

There are such types of strategic decisions of the enterprise:

• Financial - determination of methods for attracting, accumulating and spending material resources.
• Technological - determining the method of producing products or providing services.
• Commodity market - determining the strategy of behavior in the market, production volumes and sales of products (rendering services).
• Social - determination of the quantitative and qualitative composition of the staff, features of interaction and material rewards.
• Management - methods and means of enterprise management.
• Corporate - the formation of a system of values, as well as ways to move towards a global
• Restructuring - bringing the production and resource base in line with the changing strategy and market situation.

Key Decision Goals

The following main goals of strategic decisions can be distinguished:

• Achieving maximum profitability of work with an unchanged set of activities. The indicators in this case are sales volumes, profit margins, growth rates of these indicators, income from securities, market coverage, the amount of payments to employees, improving the quality of products or services provided.
• Ensuring the sustainability of global policies in the areas of R&D spending, new product and service development, competitiveness, investment, human resources, social responsibility.
• Search for new directions of development, new types of products and services. This involves the development of a new policy regarding structural changes in the organization.

Principles

The adoption of strategic decisions at the enterprise is carried out in accordance with the following principles:

• Science and creativity. In the decision-making process, the manager must be guided by the results of scientific research and modern achievements in the industry. However, there must be room for improvisation and creativity, which determine the individual approach to the solution. problematic issue.
• Purposefulness. The strategic decision should be aimed at achieving the global goal of the enterprise.
• Flexibility. It should be possible to make adjustments related to changes in the internal and external environment.
• Unity of plans and programs. Decisions made on different levels management must be consistent and have a single direction.
• Creation of conditions for implementation. Decision-making must be accompanied by the creation of conditions conducive to the implementation of plans.

Requirements for strategic decisions

Strategic decisions of the company must meet the following requirements:

• Validity. Decisions should be made on the basis of well-studied reliable data both about the enterprise itself and about the external environment. This reduces the risk of erroneous beliefs.
• Authority. A strategic decision can only be made by the person who has the right to do so. Moreover, the manager should oversee the implementation of the plan in the future and be responsible for this issue.
• Directivity. The decision made is binding.
• Absence of contradictions. Strategic and tactical decisions, as well as previously defined goals of the enterprise, must be fully coordinated, because they will not work in isolation from each other.
• Timeliness. From the moment the situation changes to the decision, the shortest period of time should elapse. Otherwise, due to new events, the idea may turn out to be irrelevant and unnecessary.
• Clarity and conciseness. The wording should be such that ambiguity is completely excluded.
• Optimality. The strategy should fully solve the existing problem and contribute to the achievement of goals. At the same time, its implementation should be accompanied by minimal time and material costs.
• Complexity. The decision should be made taking into account all factors and conditions specific to the internal and external environment.

Decision-making process of various plans

Making strategic decisions involves going through the following main stages:

• Studying the problem. The manager must collect information about the state of the organization and the situation in the external environment. You should also identify problems and recognize the causes of their occurrence.
• Goal setting. The manager must have a clear idea of ​​what position the organization should reach in a certain period. Criteria should also be defined by which the success of the strategy will be judged.
• Formulation of ideas. It is necessary to formulate several options for the strategy, which will subsequently need to be compared and the most competitive one chosen.
• Making a strategic management decision. Produced on the basis of a comparison of previously formulated ideas.
• Detailed planning and implementation of the planned program.
• Evaluation of results. After some time has elapsed since the adoption of the strategy, the compliance of the current indicators with the planned ones is analyzed.

Difficulties in making strategic decisions

Entrepreneurial activity fraught with many difficulties, obstacles and risks. This is especially true when it comes to long term. In particular, the adoption of strategic management decisions is accompanied by such difficulties:

• A dynamically changing external environment can nullify corporate plans. Especially if they are not formulated in in general terms, but detailed.
• It is practically impossible to obtain information about the external environment in the quantity and quality that is needed for a complete comprehensive analysis.
• When making decisions, managers tend to simplify the problem, which can cause some difficulties in translating ideas into reality.
• The habit of using formalized procedures significantly narrows the range of possibilities.
• Operational employees do not take part in the formation of strategic decisions by the highest level. Thus, employees are not always satisfied with the course of the enterprise, which may affect the quality of work.
• When making a decision, managers pay little attention to the methods of its implementation.

Solution of strategic tasks

A strategic objective is a future situation within or outside of an organization that may have an impact on the achievement of objectives. It may represent some external threat or weak side the enterprise itself. Solution strategic objectives represents a beneficial use of the opportunity to stabilize the situation.

The concept was formulated as strategic planning developed. Initially, it was meant that the strategy would be reviewed and adjusted annually. But experience has shown that this is accompanied by large time and material costs, and therefore impractical. In addition, this leads to a lack of decisiveness on the part of senior management and an insufficiently responsible approach to planning issues. Thus, the revision of strategies began to be carried out every few years in order to identify strategic objectives. And over time, this issue was separated from planning.

Analysis Methods

Decisions can be made through the following methods:

• Comparison - value comparison key indicators in order to identify deviations from the planned parameters.
• Factor analysis - establishing the degree of influence of various factors on the resulting trait. The ranking of factors allows you to draw up a plan of measures to improve the situation.
• - calculation of index indicators in order to study the state of phenomena or their elements in dynamics. Applicable to the study of complex processes that are not always measurable.
• The balance method is a comparison of performance indicators in order to study their dynamics, as well as to identify mutual influence. The connection between objects is manifested in the equality of indicators.
• Chain substitution method - obtaining corrected values ​​by replacing base (planned) indicators with actual ones.
• Elimination method - highlighting the effect of a particular factor on performance indicators. In this case, the influence of all other factors is excluded.
• Graphical method - comparison of planned or basic and reporting indicators by means of charts and graphs. Allows you to visualize the degree
• Functional cost analysis is a systematic study that is used to increase the return per unit of costs for each object. The expediency of the functions performed by the object is established.

Tasks

Strategic decisions are an integral part of enterprise management. They determine the direction of activity for several periods ahead, so they need to be carefully analyzed. The tasks of the analysis are as follows:

evaluation of the production plan;

optimization of the economic program for each shop;

optimization of resource allocation;

optimization of technical equipment;

definition optimal size the enterprise as a whole and its structural units;

determination of the optimal range of products or the list of services provided;

determination of optimal logistics routes;

determination of the feasibility of repair, reconstruction and modernization;

comparing the efficiency of using each unit of the resource;

determination of economic losses to which the decisions made can lead.

Levels

Strategic decision planning is carried out at three levels. Their content is described in the table below.

Levels	Content
Corporate	Distribution of resources between departments; Diversification of activities to reduce economic risks; Change in organizational structure; The decision to join any integration structures; Establishing a unified orientation of units
Business	Ensuring competitive advantages in the long term; Formation of pricing policy; Development of a marketing plan
Functional	Search for an effective behavior model; Finding ways to increase sales

Typical Models

Strategic decisions of an organization can be made in accordance with the following typical models:

• Entrepreneurial. One authorized person is engaged in the development and adoption of the decision. At the same time, the main emphasis is placed on potential opportunities, and problems are relegated to the background. It is important that the manager makes a strategic decision in accordance with how he personally or the founder of the enterprise sees the direction of development.
• Adaptive. The model is characterized by reactive actions on emerging problems, rather than the search for new management opportunities. The main problem with this approach lies in the fact that stakeholders promote their own vision of a way out of the situation. As a result, the strategy is fragmented, and its implementation becomes much more complicated.
• Planning. This model involves the collection of information that is necessary for a deep analysis of the situation in order to generate alternative ideas and select the optimal strategy. A solution is also being sought for emerging problems.
• Logical. Despite the fact that managers are aware of the mission of the corporation, when developing strategic decisions, they prefer interactive processes during which experiments are carried out.

Types of financial strategies

The development of strategic decisions largely affects financial issues. The success of the activity largely depends on the material support. In this regard, it is worth highlighting the following main types of financial strategies:

• Financial support for accelerated growth. The strategy aims to ensure an accelerated pace of operational work. First of all, we are talking about the production and marketing of finished products. As a rule, the use of such a strategy is associated with a high need for financial resources, as well as the need to increase current assets.
• Financial support for the sustainable growth of the organization. The main goal is to achieve a balance between limited growth in operations and the level of financial security. It is the support of the stability of these parameters that makes it possible to effectively distribute and use material resources.
• Anti-crisis financial strategy - ensures the stability of the enterprise at the time of overcoming the crisis of operations. The main task is to form such a level of financial security that there is no need to reduce production volumes.

Strategic Decision Evaluation System

Strategic decisions are a complex factor that needs to be carefully assessed to confirm feasibility and effectiveness. This system has four main elements:

1. Motivation. First of all, the head of the organization (or the responsible manager) should be interested in the evaluation. The desire, as a rule, is due to the fact that there should be a clear connection between the proposed strategy and the philosophy of the organization. Another motivating factor is financial results that will follow the successful implementation of a competent strategy.
2. Informational resources. In order for the assessment to be objective and reliable, it is necessary to have up-to-date information presented in a form that is easy to understand. It is important that the enterprise has organized efficient system collection and processing of management data. It is also important to have a system for predicting possible results from the implementation and implementation of a strategic decision.
3. Criteria. Evaluation of strategic decisions is carried out in accordance with a system of criteria. This is the sequence of implementation and implementation, the consistency of strategies with the requirements of the internal and external environment. It is also worth objectively assessing the feasibility of strategic plans and the main advantages compared to competing organizations.
4. Making a decision on the results of the assessment. On the basis of the data obtained and the results of the studies carried out, the head or authorized manager must draw a conclusion about the advisability of introducing or continuing to implement the considered strategic decision.

We analyzed the importance and goals of strategic decisions in the enterprise.

Introduction
1. Theoretical basis strategic decisions in the activities of the enterprise
1.1. The concept and essence of strategic decisions, the role and significance in the strategic process
1.2. Comparative characteristics strategic decisions with operational decisions
1.3. Technology for the development and implementation of strategic decisions
2. development and adoption of strategic decisions in the activities of Gazobezopasnost LLC
2.1. Analysis and evaluation of the activities of Gazobezopasnost LLC	17
2.2. Technology for the development and implementation of strategic decisions of Gazobezopasnost LLC
Conclusion
List of used literature applications

Introduction

The relevance of the research topic lies in the fact that modern strategic management ensures the coordination of the goals and capabilities of the enterprise with the interests of all parties interested in its activities. It involves not only determining the general course of development of the enterprise and organizing business on this basis, but also increasing the motivation and interest of all employees in its implementation. This involves setting up a new set of processes that reflect the priority of goals and dynamics of development, ensuring the timeliness of decisions and actions, foreseeing the future, analyzing the consequences of control actions and innovations.

The adoption and development of strategic decisions in Russian enterprises as a whole is becoming increasingly important. This concerns the issues of prioritizing the problems to be solved, determining the structure of the company, the validity of capital investments, coordination and integration of strategies developed by production departments.

The purpose of writing a test is to study strategic decisions in the activities of the organization.

In accordance with the stated goal in control work the following tasks are defined:

To study the concept and essence of strategic decisions, their role and significance in the strategic process;

Give a comparative description of strategic decisions with operational decisions;

Explore the technology for developing and implementing strategic decisions;

Analyze the process of making and developing strategic decisions on the example of a particular organization.

1. Theoretical foundations of strategic decisions in the activities of the enterprise

1.1. The concept and essence of strategic decisions, the role and significance in the strategic process

Strategic management can be defined as a set of fundamental decisions designed to ensure the compliance of the company with its development environment (and, therefore, the viability of the enterprise in a fairly long term).

A management decision is the result of analysis, forecasting, optimization, economic justification and choosing an alternative from a variety of options to achieve a specific goal of the management system.

The impulse of the managerial decision is the need to eliminate, reduce the relevance of the problem by solving it, i.e., bringing the actual parameters of the object (phenomenon) closer to the desired, predicted ones in the future.

Examples of strategic-type decisions are, in particular, the choice of markets and the range of products produced, the scale and geography of activities, methods of competition and business partners, sources of supply of materials and the concept of marketing, technologies and structure of production capabilities, organizational structure, legal form and management system ( including the selection and education of leaders of the required types), the formation of an adequate organizational culture, etc.

The above solutions are interrelated. Assume that, due to changes in demand and other environmental conditions, the firm is forced to re-formulate its product-markets strategy. It goes without saying that the new strategy should also correspond to the business capabilities of the company - the structure of production capacities, the composition and quality of personnel, the potential of the research and development service, available sales channels, special skills that are a source of competitiveness, etc. (despite the fact that in all these aspects, perhaps, serious shifts are also inevitable). (Any strategy in this sense is the organization's reaction to external conditions, but the reaction is not arbitrary, but limited by the competence and competitiveness of the enterprise, as well as the means at its disposal.)

Further, a new business strategy can lead to the reorganization of the company (recall the well-known formula of A. Chandler that the structure follows the strategy) and to the reconstruction of the management system (up to the change of top managers, due to the fact, for example, that the profile of the former does not correspond to new conditions). Finally, all these changes cannot but depend on the level of aspirations, enterprise and values ​​of the leading shareholders and managers (and in a broader sense, they will necessarily be mediated by a specific organizational culture that determines the behavior of the company and, as experience shows, is extremely inert).

Ultimately, the quality of strategic management is judged by the degree to which it ensures the balance of the organization with the external environment, as well as the internal balance and stability of the firm itself. At the same time, it is one of the key factors in the competitiveness and profitability of an enterprise, as well as in its successful fulfillment of the various requirements that its numerous accomplices-consumers, investors, managers, executive personnel, trade unions, business counterparties, government agencies, interested social movements, etc. impose on a modern company. .

The definition of strategic decisions as fundamental means that there are also non-strategic decisions - current or operational. This division is fundamental for management. At the same time, it cannot be strict and rather depends on the context. Let's say the decision to hire an ordinary employee is not strategic. On the other hand, hiring a senior executive or inviting a highly qualified researcher may be of strategic importance to the firm.

The following points can be noted as essential features of strategic decisions: they are often unique and take the form of entrepreneurial initiatives; taken relatively rarely and without pronounced periodicity; relatively long-term; focused more on the problems of the interaction of the firm with its future environment; multidimensional; are based on incomplete, inaccurate and highly generalized information and therefore involve high uncertainty and ignorance, as well as significant risks.

The current solutions are opposite in their characteristics: they are more standard and repeatable; are taken fairly regularly; more short term mainly related to maintaining current competitiveness; focused more on internal processes; based on more precise and detailed information; less risky, etc.

By themselves, strategic decisions and the choice of a particular strategy are not something fundamentally new: from time immemorial, a good leader had to think and act in accordance with changes in environmental conditions, as if anticipating future dangers and opportunities and timely carrying out the necessary transformations. At the same time, the emergence of systematic strategic management dates back only to 50-70 years. of the last century and is considered a product of the development of Western (primarily American) practice and theory of management of large corporations.

1.2. Comparative characteristics of strategic decisions with operational decisions

Let's consider the main characteristics of strategic decisions. There are nine of them:

1) reflecting the point of view of management, what the organization should be like and what it should do;

2) designed to assist the organization in ensuring interaction with the external environment. (The organization is constantly adapting to a changing environment.);

3) also taking into account the organization's own resources and facilitating accurate matches between business activities and available resources;

4) including the idea of ​​a big change in the system of work of the organization;

5) extremely complex, including various degrees of uncertainty; they imply that an organization must make assumptions about upcoming events based on information that is not very reliable;

6) requiring a comprehensive approach to managing the organization; successful strategic decisions include the work of managers outside their functional areas, as well as consultations with other managers who may have different views on the future activities of the organization;

7) having a long-range sight; they are long-term and have long-term value;

8) involved in the assessments and expectations of key company participants within the organization; many authors argue that the organization's strategy is a reflection of the attitudes and opinions of influential internal participants in the company;

9) severely impacting resources and operations; they influence the organization's resource base and cause waves of lower-level organizational decisions.

The presented characteristics clearly show how strategic decisions differ from operational ones. Table 1.1 presents the differences between strategic decisions and operational ones.

Table 1.1

Differences between strategic decisions and operational ones

Strategic decision making is not just about proposing, evaluating, and selecting options. This process takes place in an unstable environment, which imposes certain restrictions and creates difficulties for planning and increases the risk of risk. Bowman and Ash (1987) give the following considerations that determine the complexity of decision-making, predetermining the occurrence of shortcomings in strategic plans.

The dynamic nature of the external environment quickly invalidates the corporate plans of many firms, except when they are formulated in the most general terms.

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