Analysis of the strategic position of the organization example. Strategic analysis of the enterprise on the example of LLC "construction management". Questions for self-control

Strategic analysis of the enterprise

Strategic analysis includes the study and diagnosis of the external and internal environment of the enterprise. The structure of strategic analysis in Uyut LLC is shown in Figure 2.2.

Rice. 2.2 The structure of strategic analysis at Uyut LLC

The internal environment includes functional structures organizations providing management, development and testing of new products, promotion of goods to the buyer, sales, service, relationships with suppliers of raw materials, materials, etc., as well as financial and other external bodies.

The concept of the internal environment also includes the qualifications of personnel, their proper use, the system for transmitting information, the flexibility of structures in relation to changes in the market situation and external environment generally.

Analyzing the internal environment of Uyut LLC, it is necessary to consider the following concepts: pricing tactics, the basic principles of the organization.

There are three main stages of the principles of the organization:

1. Formation of commodity stocks.

2. Warehousing.

3. Promotion of goods on the market.

The formation of commodity stocks in Uyut LLC consists in production planning, which includes financial planning.

The first type of planning defines:

sources of financing activities;

volume cash flow and the rate of receipt of money, the cost of production;

planned taxes and deductions;

net profit.

In the second type of planning, a decision is made and the method of forming inventory is determined. Accounting for settlements with suppliers is maintained by an accountant for settlements with suppliers. The components of the inventory formation process are given below.

The next stage is the delivery of goods to the warehouse. This is a purely technical operation, it is accompanied by registration required documents(invoices and receipts).

When planning sales, it is necessary to identify a circle of specific potential buyers, and it is recommended to send them offer. This allows you to determine the optimal volume of goods and its approximate price.

Warehouse storage. For trade enterprises, the organization of warehousing, the development of systems for warehousing goods, and the solution of issues of warehouse processing is perhaps the most important. The warehouse is necessary for the accumulation of products and the preservation of the assortment between the deliveries of goods, that is, to ensure the continuity of the process of trade. LLC "Uyut" uses its own warehouses and premises for the organization of trade.

When organizing a warehouse, it is important to solve several issues:

the size of warehouses and their number;

location of warehouses and office;

storage system;

staff;

purchase of equipment.

Uyut LLC has adopted a scheme for locating a warehouse, an office and a showroom in one place. This is the most economical for the firm and convenient for customers.

Acceptance of goods. Accepted goods must be credited, i.e. confirm that the goods correspond to the data specified in the accompanying documents.

When accepting goods by quantity, it is checked whether the actual availability of goods corresponds to the data contained in the accompanying and settlement documents.

Placement of goods. Under the placement of goods is meant intra-warehouse transportation, warehousing of goods by groups, types, taking into account the conditions of storage of goods, control over storage conditions, Information Support the third stage on commodity stocks.

Storage of goods - a mode that ensures the safety of goods, by creating a suitable temperature, humidity, lighting, protection from precipitation, air purity. The conditions and methods of storage of certain goods are established by regulatory documents.

Promotion of goods on the market. In this case, there is no advertising company.

Human resources. LLC "Uyut" has an established system of recruitment in accordance with the requirements for employees developed by the company. The existing personnel fully meet its basic requirements.

The main issues of labor organization have already been developed by the personnel department and contribute to increasing the productivity of employees. The main direction of the company's work in the field human resources is now a constant professional development of personnel, sends its employees, is trained in courses.

Uyut LLC's focus on the human factor is not accidental, as the management understands that having qualified employees and managers allows it to follow various alternative strategies.

Culture and image of the organization. Like most Russian trading companies, Uyut LLC does not have a specially developed system of norms and rules for the behavior of people in an organization.

In order to obtain a more constructive and specific idea of ​​the internal environment of Uyut LLC, we will use the strategic SNW analysis and consider the data in Table. 1.1.2.

Table 2.1.2 SNW - analysis of the internal environment of Uyut LLC

	Name of the strategic position	Qualitative assessment of positions
	Neutral
	Organization strategy
	Business strategies
	Organizational structure
	Finance as a general financial position, including:
	Finance as a state of the current balance
	Finance as a level of accounting
	Finance as a financial structure
	Finance as the availability of investment resources (loans, placement of securities)
	Finance as a level of financial management
	Product as competitiveness (in general), including:
	Cost structure (cost level) by business
	Information technology
	Innovation as the ability to market new products
	The ability to lead in general (as a synthesis of subjective and objective factors), including:
	Ability to lead the 1st person of the organization
	Ability to lead all staff
	Leadership Ability as a Set of Objective Factors
	Level of production (in general), including:
	The quality of the material base
	How the quality of engineers (Key Manufacturing Personnel)
	How is the quality of workers (main production)
	Marketing Level
	Level of management (i.e. quality and ability to ensure market success of the entire management system)
	Brand quality
	Staff quality (in general)
	Market reputation
	Reputation as an employer
	Relationships with authorities (in general), incl.
	with the federal government
	With the government of the subject of the federation
	With local governments
	With tax control system
	Relations with trade unions (in general)
	Relations with subcontractors (the quality of the key links in the organization's cooperative network)
	Innovation as research and development
	After-sales service
	Degree of vertical integration
	Corporate culture
	Strategic alliances

From Table. 2.1.2 it can be seen that the strong positions of Uyut LLC are:

1. Organizational structure of the enterprise. In OOO "Uyut" it is linear-functional. With such a structure, such a division of labor is adopted in which the linear management units are endowed with the rights of one-man command and perform the functions of management, and the functional units are called upon to assist the linear units and carry out planning, coordination, stimulation, accounting, control, analysis, regulation of their activities in the form of informing and counseling. They exercise their influence on line divisions through line managers.

Advantages of a linear functional structure:

Stimulates business and professional specialization;

Reduces duplication of effort and consumption material resources in functional areas;

Improves coordination in functional areas.

2. Competitiveness of the company's products.

The company's competitive products are electronic and Appliances, which is significantly inferior in price, quality, system of discounts and lotteries than competitors.

3. The quality of the material base

LLC "Uyut" in its work uses high-quality materials and technologies that meet the standards of GOST.

4. The quality of the staff.

The staff of the company has higher education, high work experience. Employees have good potential for further professional development and constantly improve their skills and abilities. The organization successfully operates a system of training and advanced training of specialists, based on the constant exchange of experience and encouragement of business initiative. This not only provides its employees with additional prospects for official and professional growth but also increases their motivation to achieve overall success.

5. After-sales service

LLC "Uyut" provides customers after-sales service. It includes individual consultations, software support and troubleshooting electronic equipment.

6. Corporate culture

The corporate culture at Uyut LLC is flourishing. Employees of the organization are not just a team of like-minded people - they are a family united by common interests and a common attitude to business. Employees should especially appreciate this, feel the friendly attitude and support of colleagues and management.

Weak positions include:

1. Strategy of the organization

The company does not have a development strategy.

2. Business strategies

OOO "Uyut" has no business strategies. That is why it needs a strategic direction of development.

3. Finance as a level of financial management

Financial management at the enterprise is reduced to saving on settlements with tax authorities. This is not enough for the development of the enterprise, Uyut LLC must include such functions as:

ѕ planning, which should include strategic and current financial planning, drawing up various estimates and budgets for any activities;

* sales forecasting;

ѕ provision of sources of financing, search for internal and external sources short- and long-term financing, the choice of their optimal combination;

ѕ management of financial resources, management of funds on accounts and in cash, in settlements, management of borrowed funds;

ѕ accounting, control and analysis, choice of accounting policy, processing and presentation of accounting information in the form financial reporting, analysis and interpretation of results, comparison of reporting data with plans and standards.

4. Innovation as research and development

The research and development of innovations requires large financial investments, which the enterprise cannot afford, so this is weak side OOO "Uyut"

5. Strategic alliances

OOO "Uyut" is not a member of the strategic alliance. Strategic alliances allow a business to create a competitive advantage by accessing a partner's resources and capabilities, such as markets, technology, capital, and people. Building a team allows both parties to synergistically increase their resources and capabilities and thereby grow and expand faster and more efficiently. For all these reasons, it is advantageous for Uyut LLC to enter into strategic alliances with firms that will ensure its effective growth.

Thus, analyzing the internal environment of the organization, we can draw the following conclusions. Important in the activities of "Uyut" LLC is the achievement of goals, the main of which, like most companies, is to make a profit.

However, this enterprise seeks to minimize the price level, make it affordable for every consumer and at the same time allow you to make a profit for development and growth. The main management of the internal environment of the enterprise lies in the principles of its work. Also, of no small importance belongs to the pricing policy of the enterprise, using various ways pricing and flexible system of discounts.

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. 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 leaders themselves, whose task previously included only the implementation of operational functions to organize the fulfillment of tasks lowered from above, were not ready for this, nor internal organization enterprises.

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 have been operating 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 specialists who are not adapted to the conditions of Russia, which goes its own way to 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 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 scientific developments 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, teaching aids, 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 number of management terms in the 50s, when the problem of responding to unexpected changes in the external environment acquired 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."

The essence and significance of strategic management for the company. To achieve the goal in the work it is necessary to solve a number of tasks: to study the essence and importance of strategic management for the company; consider strategic opportunities: theoretical approaches; identify the features of strategic management in the hotel business; describe the activities of the hotel Helipad; to analyze the management apparatus of the hotel Helipad; to analyze the factors of the external environment of the hotel Helipad; estimate...

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INTRODUCTION

The relevance of such a topic as "Strategic Management" is undoubtedly great. It is of great importance because it is a relatively young, promising and necessary direction in business, actively used in Western countries, as a basis for conducting management processes in an organization in a market environment. This direction, gradually introduced in Russia, has received recognition throughout the business world. And this means that by studying it, managers will be able to work better in the market, correctly assessing the situation and taking the steps necessary for the organization.

The term "strategic management" was introduced into use at the turn of the 60-70s. in order to reflect the difference between management at the highest level and current management at the production level. The need to make this distinction was primarily due to the changes in business conditions discussed earlier.

As a leading idea, reflecting the essence of the transition to strategic management from operational management, was the idea of ​​the need to shift the focus of top management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it, in a timely manner to respond to the challenge thrown by the external environment.

Although strategic management is the most important factor in successfully surviving in an increasingly complex competition, nevertheless, one can constantly observe a lack of strategicness in the actions of organizations, which often leads them to defeat in the market struggle.

The object of the study is public relations related to the development of strategic management in the organization JSC "Agrocomplex".

The subject of the study is the organization JSC "Agrocomplex"

In connection with the importance of this problem, the purpose of the work is to develop directions for improving the strategic management of the activities of JSC "Agrocomplex".

To achieve this goal, the following tasks are defined:

consider the theoretical foundations of the strategic management of the organization's activities;

analyze economic activity organizations of JSC "Agrocomplex";

consider the state of strategic management at JSC "Agrocomplex";

make proposals for improving the strategic management at Agrocomplex OJSC.

The theoretical and methodological basis of the work are the concepts, theoretical provisions presented in the classical and modern domestic literature devoted to the problems of the development of strategic management of organizations in the raw material sector of the agricultural industry.

This study is based on a general scientific methodology that involves the use of methods of unity of historical and logical, system and structural approaches, system-functional, comparative analysis, synthesis and statistical method.

When writing the work, the literature of such authors as Vikhansky O.S., Fatkhutdinov R.A., Schekhovtseva L.S., I. Ansoff and V.D. was widely used. Markov, S.A. Kuznetsov by research problem, as well as reporting on the production and financial activities of JSC "Agrocomplex".

The work consists of an introduction, two chapters, a conclusion, a list of references and applications.

The first chapter is "Strategic management as the basis for the development of an enterprise." It deals with the theoretical aspects of strategic management.

The second chapter "Development of strategic management in the organization of OJSC "Agrocomplex". This chapter highlights the characteristics of the organization, the direction of strategic management, proposals for improving one of the areas of strategic management in the organization and gives a calculation economic efficiency.

The practical significance of the work lies in the fact that its main conclusions and proposals can be used in managing the activities of the organization.

CHAPTER 1. STRATEGIC MANAGEMENT AS A BASIS FOR ENTERPRISE DEVELOPMENT

Theoretical foundations of strategic management

Strategic management can be defined as the management of an organization that relies on human potential as the basis of the organization, orients production activities to consumer needs, implements flexible regulation and timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantages, which together allows the organization survive and achieve your goal in the long term 1 .

Determination of the purpose and main goals of the company's business,

Analysis of the external environment of the company,

Analysis of its interior

Selection and development of strategy at the firm level,

Portfolio analysis of a diversified firm,

Designing its organizational structure,

Choice of degree of integration and control systems,

Management of the complex "strategy - structure - control",

Determination of standards of conduct and policies of the company in certain areas of its activity,

Providing feedback on company results and strategy,
- improvement of strategy, structure, management (Fig. 1).

The lack of strategic management is manifested primarily in the following two forms.

First, organizations plan their activities on the basis that the environment will either not change at all, or there will be no qualitative changes in it. In non-strategic management, a plan of specific actions is drawn up, both in the present and in the future, a priori based on the fact that the final state is clearly known and that the environment will not actually change. Drawing up long-term plans that prescribe what to do and when and looking for decisions in the initial period for many years to come, the desire to build "for centuries" or to acquire "for many years" - all these are signs of non-strategic management.

Long-term vision is a very important component of management. However, this should in no way mean an extrapolation of current practice and the current state of the environment for many years to come.

In the case of strategic management, at any given moment, it is fixed what the organization must do now in order to achieve the desired goals in the future, based on the fact that the environment and living conditions of the organization will change, i.e. in strategic management, as it were, a look from the future into the present is carried out. The actions of the organization now that provide it with a certain future are determined and carried out, and not a plan or description of what the organization will have to do in the future is developed. At the same time, it is typical for strategic management that not only the desired future state of the organization is fixed, but this is also the most important task of strategic management, the ability to respond to changes in the environment is developed to achieve the desired goals in the future.

Secondly, with non-strategic management, the development of a program of action begins with an analysis of the internal capabilities and resources of the organization. With this approach, all that an organization can determine on the basis of an analysis of its internal capabilities is how much product it can produce and what costs it can incur in doing so. The volume of production and the value of costs do not answer the question of how much the product created by the company will be accepted by the market - how much will be bought and at what price, the market will determine.

Along with the obvious advantages, strategic management has a number of disadvantages and limitations in its use, which indicate that this type of management, like all others, does not have the universality of application in all situations to solve any problems 1 .

First, strategic management, by virtue of its essence, does not, and indeed cannot, give an accurate and detailed picture of the future. The future desired state of the organization formed in strategic management is not a detailed description of its internal and external position, but rather a qualitative wish for the state in which the organization should be in the future. What position to take in the market and in business, what organizational culture to have, what business groups to enter, etc. At the same time, all this together should be what will determine whether the organization will survive or not in the future in the competitive struggle.

Secondly, strategic management cannot be reduced to a set of routine procedures and schemes. He does not have a descriptive theory that prescribes what and how to do when solving certain problems or in specific situations. Strategic management is rather a certain philosophy or ideology of business and management. Each individual manager understands and implements it largely in his own way. Of course, there are a number of recommendations, rules and logic diagrams for problem analysis and strategy selection, as well as the implementation of strategic planning and practical implementation of the strategy. However, in general, strategic management is a symbiosis of intuition and the art of top management to lead the organization to strategic goals, high professionalism and creativity of employees, providing a link between the organization and the environment. Renewal of the organization and its products, as well as the implementation of current plans and, finally, the active involvement of all employees in the implementation of the organization's tasks, in the search for the best ways to achieve its goals.

Thirdly, huge efforts and large investments of time and resources are required in order for the organization to begin the process of strategic management. It is necessary to create and implement strategic planning, which is fundamentally different from the development of long-term plans, to the implementation of mandatory ones in any conditions. The strategic plan must be flexible, it must respond to changes inside and outside the organization, and this requires a lot of effort and a lot of money. It is also necessary to create services that monitor the environment and include the organization in the environment.

Fourth, the negative consequences of mistakes in strategic foresight are sharply increasing. In conditions when completely new products are created in a short time, when directions of investments change dramatically in a short time, when new business opportunities suddenly appear and opportunities that have existed for many years disappear before our eyes, the price of retribution for incorrect foresight and, accordingly, for mistakes in strategic choice becomes often fatal to the organization. Especially tragic are the consequences of an incorrect forecast for organizations that carry out an uncontested way of functioning or that implement a strategy that cannot be fundamentally corrected.

Fifth, in the implementation of strategic management, the main emphasis is often placed on strategic planning. In fact, the most important component of strategic management is the implementation of the strategic plan. This implies, first of all, the creation of an organizational culture that allows the implementation of the strategy, the creation of systems for motivating and organizing work, the creation of a certain flexibility in the organization, etc. one

At the same time, in strategic management, the execution process has an active feedback effect on planning, which further enhances the significance of the execution phase. Therefore, an organization, in principle, will not be able to move to strategic management if it has a strategic planning subsystem, even if it is very good.

Perspective Foundations of Strategic Management

In a transitional economy, when there is an accelerating process of the formation of market institutions and market relations, the leaders of most domestic firms have realized the need to focus on developing a long-term strategy of activity.

The development of promising foundations for the strategic management of organizations is due to a number of external objective reasons.

The main of which are the following 1:

the development of a global communications network with the help of the Internet, which leads to the globalization of the world economy and the involvement of national economies in ever closer bilateral and multilateral business contacts;

penetration into the national markets of TNCs (transnational corporations), MNCs (international corporations), FIGs (financial and industrial groups), large concerns, which significantly affects the activities of business entities;

formation of euroregions and free economic zones, as well as a single customs and economic space in the territory CIS countries, which causes the acceleration of the processes of competition, the movement of all types of resources, capital and labor;

reduction of time cycles of development scientific and technological revolution, which leads to a rapid change in technology, which means the emergence of threats associated with the disappearance of old areas of business, goods, services and the rapid growth of the demands and needs of an increasing number of different social groups of the population; doubling scientific information in the world every 18 months, and in general all information circulating in the market after 8-9 months, which creates a high degree of uncertainty in the external environment of organizations and requires quick response managerial responses;

intellectualization of most spheres of human activity, when 60% of all goods and services in the world are informational and become the main resource of organizations, which requires long-term planning of their development, taking into account these realities;

moving competition into the sphere of management of the main resources of organizations, the main of which are time, people, information, finance, which means the need to include their optimal ratio in the strategic development plans of the organization;

the increasing openness of the national economy and its orientation towards active participation in the international division of labor, which leads to increased competition in the domestic market;

deterioration of the environmental situation and a sharp reduction in a significant number of natural natural resources, which, in the context of tightening national and international environmental legislation, requires the greening of production as part of long-term planning for the activities of organizations;

the growing global trend of transformation of the economy that produces goods into an economy that produces services, which is already expressed in the dominance of the share of those who work in the service sector among the employed population of economically employed countries.

This requires organizations to develop an adequate strategy for behavior in a dynamic market of goods and services in the framework of diversification (running several lines of business in parallel) of their activities.

In addition to the listed external objective reasons that force organizations to attach increasing importance to strategic management issues, intra-organizational factors are no less important. Among them, the most significant are the following 1 .

Approximately 80% of all threats to organizations come from the external environment. To identify them and take the necessary measures to manage risks in order to minimize them is the task of managers and all working personnel. Only they are able to adequately respond to external threats. Consequently, the strategy of managing people in organizations comes to the fore today.

With a significant lag behind other countries, but at an increasingly rapid pace, business entities national economy are moving to the organization of the modular principle of organizing their activities, when the key processes - supply, processing, management, marketing, sales - are dispersed in space, being interconnected into a single whole by modern means of communication. This implies the need to flexibly plan the placement and development of its structural divisions and personnel in them within the framework of strategic management.

The transition from highly specialized operations to an organic synthesis of work focused on the entire process as a whole required a revision of key business processes in the organization, which led to fundamental changes in the structure of technological cycles, staff employment, and training, and necessitated more and more frequent adjustments to the strategy of organizations.

The need for high intra-organizational dynamics as an adequate response to rapid changes in the external environment necessitates the development of a development strategy corporate culture as the most important condition for the implementation of all plans of the organization.

The internal mobility of organizations today is the ability of their personnel to constantly improve their skills, to master new specialties and professions at intervals of 3-5 years as part of the strategy for managing the service and professional careers of employees.

Increasing the competitiveness of organizations is a consequence of their greater usefulness to customers, partners, and the social environment as a whole. Therefore, the strategy of improving and developing corporate culture in the framework of optimizing the system of business and interpersonal communications is an important condition for their effective operation.

Taking into account all these factors, we can talk about the ever-increasing importance of strategic management in organizations. With the transition of the national economy from industrial to post-industrial (information stage of development 1).

Strategic management is a system process that can be represented as a dynamic relationship of five management processes that are the structural elements of this system.

Analysis of the environment is the starting point of strategic management, providing the necessary information base for determining the mission of the company's goals, as well as for developing a strategy for action in the studied markets.

The analysis of the macro environment involves the study of the current and future (building a predictive model) of the state of the economy of the country or region in which the organization operates, the specifics of legal regulation, the features of political processes affecting business, the state of the natural environment and resources, as well as the cultural environment of scientific and technical, technological development, market infrastructure development, etc.

An analysis of the immediate environment is a study of the behavior and purchasing power of various social groups of the population, the availability and opportunities for activities in the markets of interest to us, suppliers, partners, competitors, as well as the characteristics of labor markets in the business areas of interest.

Rice. 2. Structure of strategic management 1

The analysis of the internal environment is aimed at studying the internal capabilities, as well as the prospective potential of the organization and is carried out in the following main areas:

personnel of the company - their interests, needs, qualifications, potential;

specifics of the organization of management and the system of business communications;

availability and potential of the marketing system;

level of corporate culture development;

the main components of the technology within the framework of ergonomic requirements for the organization and equipment of workplaces;

finances of the organization (existing and those that can be attracted) that ensure the implementation of future projects.

The definition of the mission and goals is an integral element of strategic management and includes the development of the mission, i.e. the ultimate meaning of the existence (purpose) of the organization, as well as the definition of long-term, medium-term and short-term goals that make it possible to understand what it is striving for. And this, in turn, is the basis for choosing a strategy of behavior in the market.

Analysis and choice of strategy is a key moment of strategic management, carried out with the help of special techniques and procedures.

The implementation of strategy 1 is a critical moment in strategic management, when it becomes clear whether the organization is able, using all its resources, to realize its plans.

The considered sequence of actions in the field of long-term strategic management is an ideal scheme, a kind of technological landmark in the process of developing an organization's strategy. Often in business practice, especially with regard to the activities of small and medium-sized firms, the chief manager forms a strategy based on intuition, and only then does an analysis in the areas considered or part of it, for example, financial analysis. After that, the strategy for the future is specified, taking into account possible restrictions in the external environment that can significantly affect the implementation of the plans. Although every 6 out of 10 effective management decisions(according to current American statistics) are taken on the basis of intuition, in most of these cases, managers are well aware of the environment in which they work, have extensive experience in their field of business and sufficiently high professional training. Therefore, strategic planning, project management, strategic management as a whole is a necessary condition for the activities of organizations and contribute to their stability in the market for a long time 1 .

CHAPTER 2. DEVELOPMENT OF STRATEGIC MANAGEMENT IN THE ORGANIZATION OF JSC "AGROCOMPLEX"

2.1. Organization characteristics

In this course work, the object of research is public relations associated with the development of strategic management in the organization of JSC "Agrocomplex".

The organization is located in the Votkinsk district of the village of Gavrilovka, Udmurt Republic.

Agrocomplex OJSC has existed since March 2003. Until that moment, the organization was called MUP Agrokombinat "Mir".

The founder was the Municipal Formation "Votkinsky District" Department of Agriculture.

The authorized capital of the organization determines the minimum amount of property that guarantees the interests of its creditors, and amounts to 90,000,000 (ninety million) rubles. The authorized capital is divided at the time of establishment into ordinary registered shares in the amount of 90,000 (ninety thousand) pieces with a par value of 1,000 (one thousand) rubles each.

The shareholder is provided with a real opportunity to exercise his rights related to participation in the Organization.

The Auditor of the Company is the audit firm CJSC Izh-Balt-Audit-Expert, Izhevsk, which was approved by the annual general meeting of shareholders on June 23, 2006.

The organization annually publishes for general information the annual report, balance sheet, income statement.

The organization is a legal entity and organizes its activities on the basis of the Charter and the current legislation of the Russian Federation, has a round seal with its name, brand name, settlement and other accounts in rubles and foreign currency in banking institutions.

In modern economic conditions, the main objectives of the Organization are:

Increasing the competitiveness of manufactured products;

Expansion of the market for goods and services;

Getting profit and its most effective use.

The tasks of JSC "Agrocomplex" are:

Increase in the range of products;

Improving product quality;

Improving the qualifications of staff;

The transition from small-scale production to mass production, which leads to

to reduce the cost of production;

Development of new technologies and productions;

Search for new partners for the production and marketing of products;

Search for new consumers and suppliers;

Attracting investments to develop a new promising

and high-tech products;

Maintaining the business reputation of the enterprise.

Entrepreneurial activity of JSC "Agrocomplex" is regulated by the federal law on joint-stock companies, civil, labor, tax code, collective agreement, which is developed and approved once every two years, as well as other laws and legislative acts that are binding on the enterprise.

2.1.1. Organizational structure of management

The organizational structure of the organization's management is understood as the composition, subordination, interaction and distribution of work among departments and management bodies, between which certain relations are established.

When building an organizational structure, the following basic principles should be observed:

The organizational structure should reflect the organizational goals and objectives and correspond to the conditions of the external environment;

Optimal division of labor by hierarchy levels;

The presence of perfect vertical and horizontal connections.

The organizational structure should maximally correspond to the modern requirements of a market economy, depending on which the optimal level of centralization and decentralization, the degree of distribution of rights and responsibilities, the scale of control and the degree of independence are established.

JSC "Agrocomplex" has its own management structure, which is aimed at establishing clear relationships between individual divisions. The management structure is given in Appendix 1.

According to the above management structure supreme body management of the joint-stock company is the general meeting of shareholders. The competence of the general meeting is determined by the Federal Law "On joint-stock companies"and the Charter.

To competence General Assembly shareholders include the following issues: introduction of amendments and additions to the Articles of Association; reorganization and liquidation of the Organization; determining the number of members of the Board of Directors; determination of the number, par value of shares; increase in the authorized capital of the company, etc.

In the interval between general meetings of shareholders, the general management of the organization's activities is carried out by the Board of Directors, with the exception of issues referred by law and the charter to the exclusive competence of the general meeting of shareholders.

The competence of the Board of Directors of the Organization includes the following issues:

Identification of priority areas of activity;

Convocation of amendments and additions to the Charter related to the creation of branches, opening of representative offices and their liquidation;

Approval of the agenda of the General Meeting of Shareholders;

Determining the price of property, the price of placement and redemption of emissive securities;

Use of the reserve and other funds of the company, etc.

The board of directors of the organization is elected by the annual general meeting of shareholders.

Management of current activities is carried out CEO. He is the sole executive body of the Organization and is elected by the General Meeting of Shareholders for a term of 5 years.

CEO:

Carries out operational management of current activities;

Is the main executive person and exercises overall management and control over all operations;

Ensures the implementation of decisions of the General Meeting of Shareholders and the Board of Directors of the Organization;

Issues orders, gives instructions;

Approves staffing, etc.

The organizational structure of the organization includes 13 departments of the main production, 15 departments of the administration of JSC "Agrocomplex".

Branches are managed by branch managers.

The chief engineer is responsible for production and technical work, who:

Determines the technical policy and direction of the technical development of the organization;

Provides the necessary level of technical preparation of production and its constant growth, increasing production efficiency and labor productivity;

In accordance with the approved business plans of the enterprise for the medium and long term, manages the development of measures for the reconstruction and modernization of the organization;

Organizes the development and implementation of plans for the introduction of new equipment and technology, the implementation of organizational and technical measures;

Provides technical operation, repair and modernization of equipment and machinery;

Supervises production and technical work;

Ensures timely preparation of technical documentation.

As for the head of the personnel department, the following functions can be distinguished:

Leads the work on the formation of personnel policy;

Participates in the development of business plans for the organization in terms of providing it with labor resources;

Carries out work on the formation and preparation of a reserve of personnel for promotion to leadership positions;

Organizes and coordinates the development of a set of measures to increase the labor motivation of employees of all categories;

Identifies areas of management work social processes in the organization, creating a favorable socio-psychological climate in the team, stimulating and developing forms of participation of workers in production management;

Monitors compliance with labor laws in work with personnel;

Provides methodological guidance and coordination of the activities of the structural divisions of the enterprise, providing personnel management;

Organizes the necessary accounting and reporting.

The Deputy General Director for Production is responsible for the quality of the manufactured products, he:

Organizes work on quality control of products manufactured by the enterprise;

Organizes the development of measures to improve product quality;

Provides verification of material resources entering the organization;

Manages the activities to improve the quality of products, preparing them for state attestation and certification;

Provides control and execution of documents certifying the quality of products;

Manages department employees.

The work in the field of financial management is carried out by the Deputy General Director for Finance, he is entrusted with the following job responsibilities:

Determines the financial policy of the organization;

Carries out interaction with credit organizations;

Manages the preparation of long-term and current financial plans and budgets Money;

Carries out control over the state, movement and targeted use of financial resources;

Takes measures to ensure the solvency and increase the profit of the organization;

Ensures the provision of necessary financial information to internal and external users;

Organizes work on the analysis and evaluation of the financial performance of the organization;

Manages the activities of the financial departments of the organization.

The activities of all divisions are regulated by regulations on structural divisions, the development and adjustment of which is carried out by employees of the labor and wages department. Interaction between departments complies with the quality management standard according to ISO 9001.

The leaders of the organization take measures to continuously improve efficiency organizational structure, its adaptation to changes in the external environment of JSC "Agrocomplex".

2.1.2. Activities

According to the charter of JSC "Agrocomplex" carries out the following main activities:

production of livestock and crop production;

provision of services for processing and marketing of livestock and crop products;

processing of agricultural products;

production of meat products;

production of vegetable and fruit and berry products;

sale of agricultural products;

storage of agricultural products;

product sorting;

packaging and packaging of products;

product transportation;

market research;

provision of consulting services in the field of agricultural production;

wholesale and retail trade;

trade and purchasing activities;

implementation of other activities that do not contradict the current legislation, if this is ultimately aimed at the development of the main types of activities and the achievement of the goal for which the organization was created.

The assortment and structure of production and sales of products have a great influence on the results of economic activity. It is necessary to dwell on the assortment and structure marketable products most detailed.

A product line is a collection of all product lines produced by an organization. The product range is characterized by breadth, depth, saturation in all product groups.

So, at JSC "Agrocomplex" all products can be divided into four product groups:

Livestock products

crop production;

Vegetable products;

Fruit and berry products.

It should be noted that for the analyzed periods, the organization fully fulfilled the plan for the production and marketing of products, from the implementation of this activity a profit was received in the amount of 334,739.3 thousand rubles. in 2007, and 349486.6 thousand rubles. in 2008.

The volume of sold marketable products of JSC "Agrocomplex" is presented in table 1.

Table 1

Products of JSC "Agrocomplex"

Product types
livestock products
crop production
vegetable products
fruit and berry products
Total products

As can be seen from Table 1, the increase occurred in such product groups as livestock and crop production, along with this, the volume of vegetable products and fruit and berry products decreased.

2.2. The main directions of strategic management and their analysis

An organization as an object of strategic management can be studied in different directions: economic and legal, systemic, organizational, process and others 1 . Let's consider some of them.

Financial management.

The financial activity of OJSC "Agrocomplex" is carried out in the conditions of competition in the market and in the conditions of economic exacerbations in the whole country. This requires the organization of any form of ownership to trace the dynamics of the main technical and economic indicators (table 2).

table 2

Indicators of financial and economic activity of JSC "Agrocomplex"

	Indicators			deviation, %
	The volume of marketable products, thousand rubles.
	The cost of commercial products, thousand rubles.
	Costs per 1 rub. TP, rub.
	Number of total, pers.
	Labor productivity, thousand rubles/person
	Payroll total, thousand rubles
	Average annual salary of one worker, rub.
	Average monthly salary of one worker, rub.
	Sales proceeds, thousand rubles
	Profit from sales, thousand rubles
	Profit before taxation, thousand rubles
	Net profit, thousand rubles
	The average annual cost of fixed assets, thousand rubles.
	Profitability of production, %

As can be seen from Table 2, there are both positive and negative aspects in the activities of Agrocomplex OJSC, which are manifested in:

increase in net profit by 7.10%;

growth of average annual and average monthly wages by 43.26%;

decrease in the level of profitability of production by 35.96%;

wage growth ahead of labor productivity;

It is also necessary to consider some economic indicators of the activities of JSC "Agrocomplex", indicating the size of production (table 3).

Table 3

Production dimensions

One of the main tasks of OJSC "Agrocomplex" is the fulfillment of such indicators as turnover, production volume and product sales.

The structure of the volume of marketable products is presented in table 9.

From tables 3 and 4 it follows that Agrocomplex JSC is a large enterprise specializing in the production of livestock and crop products. An analysis of the volume of livestock production showed that in 2008 the volume of production in value terms decreased, although the production of capacitors in physical terms increased, and in connection with this, the consumption of electricity decreased.

Table 4

The structure of the volume of marketable products

	Indicators
	Livestock products, tons
	Livestock products, thousand rubles
	Crop production, tons
	Crop production, thousand rubles

The following factors influence the change in the volume of marketable products:

price organization policy, product quality, competitiveness of manufactured products, increase in orders for manufactured products;

usage labor resources, by creating additional jobs, reducing the loss of working time, increasing the level of labor productivity;

the use of raw materials and materials, due to the additional purchase of raw materials and materials, the reduction of excess waste of raw materials and materials, the reduction in the consumption of raw materials and materials per unit of production - a decrease in the material consumption of products;

the use of fixed assets through the acquisition of additional machinery and equipment, a more complete use of their working time fund, an increase in the intensity of the use of machinery and equipment, and other factors.

In market conditions, when the economic activity of an organization, its development is carried out at the expense of self-financing, and in case of insufficiency of its own financial resources- at the expense borrowed money, an important analytical characteristic is financial stability.

Financial stability is a certain state of the organization's accounts, guaranteeing its constant solvency.

As a result of any business transaction, the financial condition of the organization may remain unchanged, or improve or worsen.

The flow of business transactions is the disturber of a certain state of financial stability, the reason for the transition from one type to another. Knowing the marginal limits of changes in sources of funds to cover capital investment in fixed assets or inventories allows you to generate such flows of business transactions that lead to improvement financial condition organization to improve its resilience.

Performance appraisal is of great importance. Therefore, the company needs to calculate all possible indicators characterizing the financial condition of the organization.

The main criteria for assessing the financial condition of the organization are indicators of financial stability and solvency.

So the company uses the following indicators that characterize the activities of the organization, and the effectiveness of its work.

1. Indicators of solvency. They determine the organization's ability to pay its short-term obligations during the year.

In order to determine solvency, the following coefficients are calculated:

Net working capital;

Current liquidity ratio.

For the convenience of calculations, the available data should be presented in Table 5.

Table 5

Initial data

Having received the necessary data, you can begin to calculate these indicators. Net working capital is calculated by the formula:

H obsr \u003d O s - K o, (1),

where N obsr - net current assets;

About with - working capital, thousand rubles;

K o - short-term liabilities, thousand rubles.

Net working capital 2007 = 165839 - 69110 = 96729;

Net working capital 2008 = 209759 - 56437 = 153322.

Current liquidity ratio - characterizes the general security of the enterprise with working capital for conducting business activities and timely repayment of urgent obligations of the enterprise for 2-3 months in advance.

The current liquidity ratio is calculated by the formula:

Current liquidity ratio = working capital /

current liabilities (2),

Current liquidity ratio 2007 = 165839/69110 = 2.4;

Current liquidity ratio 2008 = 209759/56437 = 3.7.

According to generally accepted standards, it is believed that this coefficient should be in the range from 1 to 2-3. The lower limit is due to the fact that working capital must be at least enough to pay off short-term liabilities, otherwise the company will be at risk of bankruptcy. The excess of working capital over short-term by more than 3 times may indicate an irrational capital structure.

Having calculated the liquidity ratio in all analyzed periods, it can be seen that the organization is liquid and is able to repay its obligations 2-3 months in advance.

So, the obtained values ​​of liquidity ratios indicate that the organization is successfully functioning, however, it should be noted that high values ​​of these ratios sometimes indicate inefficient management of working capital (excess inventory, overdue receivables).

2. Indicator of financial stability. Financial stability is a characteristic that indicates a stable excess of income over expenses, free maneuvering of the company's funds and their effective use in the uninterrupted process of production and sale of products. Financial stability is formed in the process of all production and economic activities and is the main component of the overall sustainability of the enterprise.

The analysis of financial stability consists of absolute and relative indicators and involves determining the ability of an enterprise to ensure its reserves and costs at the expense of its own working capital, as well as with the help of long-term and short-term borrowed funds equivalent to them.

Absolute indicators are expressed in determining the surplus or shortage of own working capital to ensure stocks and cover costs in kind.

To calculate the above indicators, it is necessary to provide the initial data (Table 6).

Having given the initial data in Table 6, you can proceed to the calculation of indicators.

Table 6

Initial data

1) Surplus (+) or deficiency (-) SOS characterizes the availability of stocks and costs with own working capital.

K 1 \u003d SOS - ZZ, (3),

where SOS - the amount of own working capital of the enterprise;

ZZ - stocks and costs.

2007 - 70729 - 130557 = - 59828 rubles.

2008 - 135522 - 164952 = - 29430 rubles.

2) Surplus (+) or shortage (-) of SOS and equivalent DRS - characterizes the provision of reserves and costs with own and equivalent borrowed funds.

K 2 \u003d SOS dz - ZZ, (4),

where SOS dz is the sum of own and equivalent long-term borrowed funds.

2007 - 96729 - 130557 \u003d - 33828 rubles.

2008 - 153322 - 164952 = - 11630 rubles.

3) Surplus (+) or deficiency (-) of the total value of the main sources of formation - characterizes the availability of reserves and costs by all sources of their formation (own and borrowed funds).

K 3 \u003d SOS dzk - ZZ, (5),

where SOS dzk is the sum of own, long-term and short-term borrowed funds.

2005 - 165839 - 130557 = + 35282 rubles;

2006 - 209759 - 164952 = + 44807 rubles.

Thus, we can conclude that in the first two periods, the organization has a lack of funds to ensure stocks and cover costs. Only in the third period, the organization JSC "Agrocomplex" has a surplus to ensure stocks and cover costs.

Relative indicators show the surplus or shortage of own working capital as a percentage.

1) Provision of AP with own sources of formation (K 4) – characterizes the security of working capital own sources their formation.

K 4 \u003d SOS / ZZ (6)

2007 - 70729/130557 = 0.54.

2008 - 135522/164952 = 0.82.

2) Provision of PP with own and equivalent long-term borrowed funds (K 5) - shows the share of reserves formed at the expense of own and equivalent long-term borrowed funds.

K 5 \u003d SOS dz / ZZ (7)

2007 – 96729/130557 = 0.74.

2008 - 153322/164952 = 0.92.

3) Provision of the ZZ with own and borrowed funds (K 6) .

K 6 \u003d SOS dzk / ZZ (8)

2007 - 165839/130557 = 1.27 rubles;

2008 - 209759/164952 = 1.27 rubles.

Thus, we can conclude that the organization as a whole is unstable, since it is not able to provide reserves and cover costs on its own (own funds).

3. Indicator of business activity. The business activity of the organization is manifested in the dynamism of its development, the achievement of its goals, the effective use of the economic potential, and the expansion of markets for its products.

Analysis of business activity characterizes the effectiveness of the organization's use of its own funds. This group includes various indicators of turnover, since the turnover rate, i.e. transformation into a monetary form, funds has a direct impact on the solvency of the organization.

The turnover ratio is calculated using the following formula:

K about \u003d V p / OS cf, (9)

where B p - revenue;

OS cf - the sum of the average value of working capital in the form of cash reserves, receivables and other working capital.

Turnover ratio 2007 = 321555\165839 = 1.9;

Turnover ratio 2008 = 330378\209759 = 1.6.

Thus, in 2007 working capital turned over 1.9 times, and in 2008 - 1.6 times.

4. Profitability indicator. In the broad sense of the word, the concept of profitability means profitability, profitability. An organization is considered profitable if the income from the sale of products (works, services) covers the costs of production (circulation) and, in addition, form an amount of profit sufficient for the normal functioning of the organization.

The economic essence of profitability can be disclosed only through the characteristics of the system of indicators. Their general meaning is to determine the amount of profit from one ruble of invested capital.

Profitability is calculated by the formula:

Profitability \u003d received profit / costs × 100 (10)

Profitability 2007 = 110762/209518 × 100 = 52.86;

Profitability 2008 = 106617/221654 × 100 = 48.1.

Thus, the financial indicators obtained above indicate that over the past year the indicators of profitability and solvency have decreased.

Personnel Management.

Let's give an analysis of one of the directions of the strategic management of the organization JSC "Agrocomplex" - the personnel management system. Work with the personnel at OJSC "Agrocomplex" is carried out under the leadership of the General Director, the Human Resources Department, the Department of Labor Organization and Wages.

The main task of the personnel department is to meet the needs of JSC "Agrocomplex" in personnel, improve the skills of personnel, constantly and purposefully work with employees of the organization to create a team with high development potential, able to successfully solve all complex tasks to achieve the goals of the organization.

The main functions performed by the HR department of JSC "Agrocomplex" are:

1. Forecasting the current and future needs for personnel and sources of its provision, concluding contracts with educational institutions for the training of specialists, the development and implementation of measures to stabilize the workforce.

2. Planning and regulation of the movement and professional and qualification growth of personnel, the processes of their release and redistribution.

3. Planning and ensuring continuous training and retraining of personnel, taking into account the needs of production.

4. Making managerial decisions on labor, personnel and social development based on an analysis of the socio-economic situation, studying the needs and interests of various categories of workers.

5. Organization of work on the professional orientation of young people, the adaptation of young specialists and workers in production, the study of the causes of turnover, the dynamics of changes in the workforce.

6. Use of all forms of material and moral incentives for employees in accordance with their labor contribution.

7. Creation of such conditions under which the interests of employees are identified with the interests of the organization.

8. Work to study the business and personal qualities of employees.

Work personnel service and management is inevitably linked to the need to search and select personnel. The selection of personnel is one of the purposeful functions of management, since it is people who ensure the effective use of any type of resources available to the organization, and it is from people that, ultimately, its economic performance and competitiveness depend.

Thus, the recruitment of personnel at JSC "Agrocomplex" is reduced to the creation of a necessary reserve of candidates for all positions and specialties, from which the organization selects the most suitable workers for it. This work is carried out literally in all specialties. The amount of recruitment work required is largely determined by the difference between the available labor force and the future need for it. This takes into account factors such as retirement, turnover, layoffs due to the expiration of the contract of employment.

The organization recruits from both external and internal sources. However, this organization prefers to conduct selection mainly within its organization, since promotion of its employees is cheaper. In addition, it increases their interest, improves morale and strengthens the attachment of employees to the organization.

If the organization nevertheless decides to resort to recruiting workers from outside, in this case an advertisement is published in newspapers and professional magazines. Sometimes the management of OJSC "Agrocomplex" apply to employment agencies.

The selection of candidates for a vacancy at JSC "Agrocomplex" is carried out according to the completed questionnaires. The questionnaire is presented in Appendix 2.

After studying the questionnaires, an interview is held. And according to the results of the interview, the manager makes a decision in favor of one or another candidate.

The results of personnel selection are presented in table 7.

Table 7

Personnel selection

As can be seen from Table 7, the number of vacancies is increasing every year, which provides more citizens with the opportunity to get a good job. In 2008, there is a positive trend in the recruitment of personnel from the outside, this is due to the fact that new specialties are being opened, and the organization does not have the necessary reserve of personnel to occupy these positions.

It should also be noted that the organization is constantly working on the development of personnel, which involves periodic training of employees.

Training at OJSC Agrocomplex is focused on the present and is designed to solve momentary business problems, its goal is to instill in an employee the specific skills that employees need.

Training is provided both on a compulsory and voluntary basis. All training is carried out in five stages.

Analysis of training needs.

Planning and designing training.

Development of a training program.

Conducting training.

Evaluation of the effectiveness of training.

Strict observance of all stages is carried out, since if you skip at least one stage, the quality of training will noticeably decrease.

Personnel training in this organization is carried out in the following cases:

With the introduction of new work standards;

When there are requirements to improve work efficiency;

With the advent of new technologies;

When the demands of clients or customers increase;

When transferring employees to new positions;

With the introduction of new information systems;

With the introduction of new accounting standards;

With the introduction of other innovations.

The need for training is determined by the line manager, who organizes the training process for his subordinates.

Staff development at this organization is carried out in accordance with the standard approved by the chief manager.

The main task of advanced training for managers, specialists and workers is to increase the level of qualification of all personnel, in order to form professionalism among employees.

Thus, in 2007, 867 people improved their qualifications at JSC Agrocomplex, in 2008 - 895 people.

Data on the number of people trained are presented in Table 8.

Table 8

Training and advanced training of personnel, people

Currently, work is underway to train new workers with technical schools and technical schools of the city and region. Work has intensified with higher educational institutions to attract specialists to the organization who are trained in the universities of Udmurtia.

The organization of training and advanced training requires certain costs.

The dynamics of funds spent on training is shown in Table 9.

Table 9

Dynamics of funds for education

As can be seen from the table, there is a positive trend in the number of people trained, but training costs have also increased, this is due not only to an increase in the number of trained personnel, but also to an increase in training costs.

After training, an assessment is carried out, which involves:

Assessment of the level of professional knowledge of an employee;

Evaluation of the employee's production activities;

Evaluation of the personal qualities of an employee based on the requirements of the workplace.

The assessment is carried out according to the following criteria (indicators) at 5 levels (on a 5-point scale). Evaluation criteria may change, but their structure remains unchanged. The performance evaluation criteria include:

Results (efficiency) of activities:

For managers: personal contribution to the implementation of the organization's plans; no disruption of planned and contractual obligations; personal contribution to the implementation new technology and technology, improving the organization of labor in new economic conditions, financial stability; favorable social and psychological climate;

For specialists: full and proactive performance of official duties; no disruption of planned targets; observance of labor discipline; personal contribution to the introduction of new equipment and technology.

The head of the employee makes an analysis of his activities and makes a generalized assessment according to this criterion.

Quality of work.

For managers: skillful combination of management styles; the ability to choose promising strategies for the development of production;

For specialists: delivery of labor from the first presentation; no errors when performing tasks; mastery of related specialties; high culture of assignments, etc.

3. Professionalism is assessed based on the experience or category of the employee, the quality of work, the absence of professional errors, independence in making decisions, the validity of the risk, etc.

4. An assessment of the personal, that is, individually - psychological qualities of an employee, is carried out in order to determine the compliance of these qualities with the requirements of the workplace.

Evaluation of the performance of employees is carried out by the immediate supervisor or an invited expert.

When evaluating the employees of this organization according to this methodology, a sheet for assessing the activities and characteristics of the personal qualities of the employee is compiled (table 10).

In this sheet, a “+” sign is put down in the corresponding column of the assessment. Then the average score is calculated. The sheet is signed by the certified specialist.

Thus, according to the given example of evaluation, the average score was 3.7.

Table 10

Evaluation of the activities and personal qualities of an employee

It should be noted that in the current economic conditions, the assessment should be objective and competent, since the ability of employees to cope with the tasks and responsibilities that are assigned to them in the process of activity largely depends on its result.

If we talk about the professional growth of employees working in the organization under study, we can note the following. OJSC "Agrocomplex" draws up a standard individual plan for the professional growth of an employee enlisted in the reserve for managerial positions. Such a plan is presented in Appendix 3.

Now it is necessary to note about the main incentives acting on JSC "Agrocomplex".

As noted above, wages are the main incentive in work, but I would like to dwell on other types of motivation used at the plant. These include the following:

1. Medical care and social insurance. Medical care is provided once a year. It also concludes life and health insurance contracts for employees against accidents at work and occupational diseases.

2. Financial assistance, it is issued once a year in extreme cases in the amount of the spirit of the minimum wages established in the Russian Federation:

For treatment on the basis of a medical report;

For funeral services - in the amount of up to 5 minimum wages.

In 2008, 7% of all employees received financial assistance. In addition, 150 thousand rubles were allocated for financial assistance to former employees of the organization - pensioners.

3. Benefits for workers with harmful working conditions. For workers employed in a hazardous area of ​​work, milk or equivalent pectin-containing food products are annually issued.

Employees of the organization who have achieved the highest results in the implementation of tasks and plans are encouraged. The types of incentives used in this organization are shown in table 11.

Incentives apply in the following cases:

1. For impeccable work, in connection with the 25th anniversary of continuous labor activity at the enterprise, employees are encouraged with monetary rewards (50%, 70%, 100% of the average salary for the enterprise);

2. Encouragement of employees in connection with their 50th anniversary, with work experience in the organization:

Up to 10 years - a declaration of gratitude with the payment of a monetary reward in the amount of 20% of the average salary;

10 years and more - awarding a Certificate of Honor with payment of a monetary reward in the amount of 30% of the average salary;

Encouragement of employees in connection with the achievement of the right to retire who have worked in the organization;

At least 10 years - awarding a Certificate of Honor with payment of a monetary reward in the amount of 30% of the average salary;

20 years and more - awarding a Certificate of Honor, a cash reward in the amount of 50% of the average salary;

Those who have the title of "Honored Veteran of Labor of the Organization" - awarding a certificate of honor, a monetary reward in the amount of the average salary for the organization.

Based on 2007 data different kinds 479 people received incentives, and in 2006 495 employees.

The results are presented in table 11.

Table 11

Staff incentive results

Types of incentives	Number of people, 2007	Number of people, 2008
Thanks Announcement
Awarding an honorary diploma
Enrollment on the board of honor
Entry in the book of honor
Submission to higher authorities for awarding, conferring honorary titles
Receiving the badge "For active work»
Receiving an award for achieving high economic performance

Incentive awards are issued according to the orders of the CEO of the organization.

Also, in the organization, as part of the analysis of labor productivity, an analysis of labor potential is carried out. In the course of the analysis, as a rule, 11 most characteristic components are established that have the maximum impact on the ultimate goals of the enterprise. Among these components are the following: “education”, “work experience”, “entrepreneurial ability”, “experience”, “health”, “creativity”, “job satisfaction”, “morality”. Components are logically distinguished: “age”, linked to production, and therefore directly to the results of activity; “professionalism”, linked to the tariff coefficient, characterizing the degree of qualification of workers, “labor profitability”, characterizing the percentage of profit from production costs associated with labor costs.

The components “education”, “entrepreneurial abilities” and “work experience in the organization” have an indirect meaning, but to a large extent characterize the profit received.

Knowing the priorities and goals of the organization, you should pay close attention to those components on which success depends in each case. Thus, the goal of “profit maximization” is determined to the greatest extent by the components “education”, “labor profitability”, “health”, “experience”, “age”, “professionalism”, “entrepreneurial abilities”. The goal is “improving the efficiency of using labor potential” - the components “education”, “professionalism”, “experience”, “job satisfaction”, “health”. Thus, it can be concluded that, based on the analysis of the dynamics of labor potential indicators, depending on the goals of the organization, it is possible to track the change in priority components and take timely measures to resolve or prevent situations that are undesirable for the organization, which will affect the growth of labor productivity of the organization's personnel, mainly managerial employees.

After analyzing the personnel management system in the organization "Agrocomplex", we can draw the following conclusion.

This organization is not very good system selection of personnel, as noted above, management prefers to recruit, as a rule, among their employees. On the one hand, this has a positive effect on the business career of employees and their interest in the results of labor, on the other hand, new talented people do not come to the organization, with new ideas, modern views. Also, the placement of personnel is not carried out effectively, while the personal qualities of employees are not taken into account, in connection with which conflicts arise in teams. The personnel adaptation procedure has not been thought out, new types of training, such as trainings and coaching, are not used. These shortcomings significantly affect the efficiency of the organization, so it is necessary to develop a number of proposals to improve the personnel management system.

Proposals for improving strategic management at JSC "Agrocomplex"

Strategic management assumes that the organization determines its key positions for the future, depending on the priority of goals.

Having chosen a certain strategic alternative, the management of JSC "Agrocomplex" must turn to a specific strategy. The main goal is to select a strategic alternative that will maximize the long-term effectiveness of the organization. To do this, managers must have a clear, shared vision of the enterprise and its future. The commitment to a particular choice often limits the future strategy, so the decision must be subject to careful research and evaluation. A variety of factors influence the strategic choice: risk (a factor in the life of the company); knowledge of past strategies; the reaction of equity holders, which often limits the flexibility of management in choosing a strategy; time factor, depending on the choice of the right moment.

In general, the company's strategy can be formulated as: "Working with the client, constantly expanding the range of goods and services, promotion on the market."

Having studied the directions of strategic management at JSC "Agrocomplex", it can be noted that there is a need to improve the personnel management system.

Thus, in the course of the analysis, it was possible to identify the following priority areas: improving the personnel adaptation procedure; improving the organization of staff placement; improvement of motivation and stimulation of labor; introduction of more effective teaching methods; organization of personnel certification; organization of control over the activities of employees; organization of personnel needs planning and development of a methodology for selecting applicants for vacant positions; awareness of the employees of the organization. The listed directions must be depicted graphically in the form of a figure.

Each of the proposed directions involves the development of a specific set of measures that need to be considered in more detail.

1. Improving the personnel adaptation procedure. Here it can be noted that before assigning a certain mentor to a new employee, it is necessary to study his business and personal qualities, to determine the compatibility of the mentor and the new employee. And only after receiving the result, finally fix the right person. This will have a positive effect on the atmosphere between employees, will contribute to better assimilation of the material, and the acquisition of the necessary practical skills.

2. Improving the organization of staff placement, for this we can suggest using the profile method. The basis of the profile method is a catalog of characteristics - the requirements for an employee depending on the work he performs, as well as taking into account the quantitative characteristics of jobs. This method involves assessing the level of qualifications, business qualities, performance, methods and style of work, analytical abilities, discipline, psychological compatibility. The definition of these characteristics will determine how employees correspond to their jobs, and jobs to employees. Based on the results obtained, it is necessary to carry out an appropriate placement of personnel.

3. Improvement of motivation and stimulation of labor. As it was revealed in the previous paragraph of the course work, only a system of material incentives operates in the organization, along with this there is no place for moral incentives, which include: creating a favorable - psychological climate in the team, recognition and approval of work results, professional growth, flexible schedule work.

Here you can offer a variety of cultural events:

Celebration of birthdays of employees of the team;

Departure to nature;

Carrying out sports events;

Carrying out competitions "Best Worker", "Best Team".

4. Introduction of more effective teaching methods such as trainings. Training is a form of education that is based on the following principles: the student must be interested in learning; what has been learned must be backed up with practice; the material must be comprehended by the student; theory should be brought closer to the specific working environment.

The use of training will allow:

Increase the quality and quantity of products;

Reduce the number and losses from incidents;

Reduce turnover, absenteeism, increase job satisfaction;

Prevent "obsolescence" of workers.

5. Organization of personnel certification. Organizations need to conduct periodic reviews. For workers once every three years, for managers and specialists once every five years.

6. Organization of control over the activities of employees here it is possible to offer a tightening of discipline in order to reduce the loss of working time.

7. To organize the correct planning of personnel needs and the methodology for selecting applicants for vacant positions.

8. Raise awareness of the organization's employees.

To implement these activities, it is necessary:

First, to clearly distribute the functions and official duties between employees of the personnel department, the department of labor and wages, so that each of them knows the list of his work, and is personally responsible for the results of his activities.

Secondly, to accept a methodologist who will develop methods for personnel management, namely:

Staff training methodology;

Methodology for assessing and attesting personnel;

Methodology for the selection and placement of personnel;

Methods of managing labor conflicts, etc.

To do this, it will be necessary to provide this person with a workplace and all the basic tools and auxiliary materials necessary for work, bring this person up to date, and set tasks that need to be solved.

For the position of a methodologist, it is most advisable to take a person from the outside who already had experience in this field, this will avoid the cost of his training.

The methodologist should first be entrusted with the development of methods for the most problematic areas, and as it was revealed above, there are problems in the field of personnel management at Agrocomplex OJSC.

Calculation of the economic efficiency of measures

To solve these problems, the organization needs to carry out the following material costs (table 12).

Table 12

Material costs of OJSC "Agrocomplex" for the improvement of personnel management

	Naming of expenditures		The amount of costs
	Capital expenditures
	Finding and hiring a methodologist	Employee cost per month
	Job creation costs	Purchase of a computer - 20 thousand rubles, installation costs -10% of the cost of equipment
	Expenses for replenishment of working capital (acquisition of new forms of funds documentation, consumables, etc.)	5% of equipment cost
	Current expenses
	Salary with deductions for the year	Based on salary = 10200 rubles.
	Office and printing expenses	Based on 200 rubles. per month
	Consumables for computers	2% of equipment cost

As a result of the implementation of activities, the following results will be obtained (Table 13).

Table 13

Results of the implementation of measures

Thus, as can be seen from Table 23, the proceeds from the sale of products and services will increase by 52,423 thousand rubles. If we subtract the costs associated with the implementation of the project from this amount, then the effect will be (52423 - 39570) 12853 thousand rubles.

In addition, a social effect will be achieved. Social efficiency is considered as the fact of achieving goals for more people in a shorter time with a smaller number of employees, with lower financial costs. Social goals realize human needs.

So the social effectiveness of the proposed activities can be determined by the following points:

Employees will receive satisfaction from the work performed;

There will be a desire to achieve higher results;

The psychological climate in the team will improve.

CONCLUSION

Strategic management can be defined as the management of an organization that relies on human potential as the basis of the organization, orients production activities to consumer needs, implements flexible regulation and timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantages, which together allows the organization survive and achieve your goal in the long run.

Having examined the tasks set, we see that strategic management in the organization of Agrocomplex OJSC was not entirely effective in the field of personnel management. After making some proposals, we saw that the proceeds from the sale of products and services increased by 52,423 thousand rubles. The result of all the activities carried out will be the final result of the work.

The goals set must have the status of law for the organization, for all its divisions and for all members. However, their eternity and immutability do not follow from the requirement that goals are mandatory, since goals can change due to the dynamism of the environment. It seems that it is necessary to approach the problem of changing goals in the following way: goals are adjusted whenever circumstances require it. In this case, the process of changing goals is purely situational.

LIST OF USED SOURCES AND LITERATURE

Vinokurov V.A. Organization of strategic management at the enterprise. - M.: Center for Economics and Marketing, 1996. - 160 p.

Vikhansky O. S. Strategic management: A textbook for students, training in special and for example "Management". - M.: Gardarika, 1998. - 293 p.

Gerchikova I.N. Management. - M.: Delo, 1994. - 685 p.

Goldstein G.Ya. Strategic management http://www.aup.ru/books/m24

Ilyin A.I. Planning at the enterprise: Proc. allowance for students. universities, education by economy special and e.g. / A. I. Ilyin. - 2nd ed., revised. - Minsk: New knowledge, 2006. - 635 p.

Kabushkin N.I. Fundamentals of management. - Mn: New knowledge, 2001.-346 p.

Kartyshev S.V., Postnikov A.V. Strategic planning and investment efficiency analysis. - M.: Information and publishing house FILIN, 1996. - 272 p.

Organisation management. Tutorial. Rumyantseva Z.P., Salomatin N.A., Akberdin R.Z. and others - M .: INFRA-M. 1995. - 432 p.

Meskon M.Kh. etc. Fundamentals of management: Per. from English. - M.: Delo, 1997. -701 p.

Petrov A.N. Strategic planning for the development of an enterprise. St. Petersburg, St. Petersburg-M, 1994. – 223 p.

Semenov BD. Strategic management. - Minsk: New knowledge, 1996. - 254 p.

Modern management. In 2 volumes, volume 1 / Ed. D.N. Karpukhin, B.Z. Milner. - M.: Izdattsentr, 1997.-584 p.

Theory of system management: Textbook / V.G. Yanchevsky. -Mn.: Academy of Management, 2001. -387p.

Thompson A.A., Strickland A.J. Strategic management. The Art of Developing and Implementing a Strategy: A Textbook for High Schools / Per. from English. ed. L.G. Zaitseva, M.I. Sokolova. - M.: Banks and stock exchanges, UNITI, 1998. - 576 p.

Turusin Yu.D., Lyapina S.Yu., Shalamova N.G. Strategic management: Proc. allowance. – M.: INFRA-M, 2005. – 232 p.

Fatkhudinov R. A. Strategic management: Textbook for universities. - M.: CJSC Business School "Intel-Sintez", 1999. - 416 p.

1 Ilyin A.I. Planning at the enterprise: Proc. allowance for students. universities, education by economy special and e.g. / A. I. Ilyin. - 2nd ed., revised. - Minsk: New knowledge, 2006. -

1 Ilyin A.I. Planning at the enterprise: Proc. allowance for students. universities, education by economy special and e.g. / A. I. Ilyin. - 2nd ed., revised. - Minsk: New knowledge, 2006. - 635 p.

1 Strategic management of the organizational and economic sustainability of the company: Tutorial.- M.: Publishing house of MSTU im. N. E. Bauman, 2001

1 Ilyin A.I. Planning at the enterprise: Proc. allowance for students. universities, education by economy special and e.g. / A. I. Ilyin. - 2nd ed., revised. - Minsk: New knowledge, 2006. -.

1Ilyin A.I. Planning at the enterprise: Proc. allowance for students. universities, education by economy special and e.g. / A. I. Ilyin. - 2nd ed., revised. - Minsk: New knowledge, 2006. -:

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Function	Function description, processes
1. Development of a marketing strategy based on research	Definition of a development strategy for existing businesses and development of a strategy for promising businesses by using:
1.1. SWOT-analysis (identification of Strong and Weaknesses Companies [microenvironment]; market opportunities and threats [macro environment])
1.2. STEP-analysis (analysis of the external environment - social, technological, economic, political factors affecting the Company's activities)
1.3. Strategic gap analysis (GAP analysis)
1.4. Identification of the strategic goals of the Company Development of goals at the level of each business
2. portfolio analysis	Company portfolio- relative market share in various business segments or areas of expansion of the company (small business has a portfolio of products or customers, large - a portfolio of activities). portfolio analysis- identification of portfolios that should be kept, which ones to get rid of, and which ones to get rid of. Use matrices, for example: BCG (market growth rate / relative market share) T&S (market growth rate / competitive position firms) Ansoff (old and new market / commodity)
3. Market segmentation	The process of separating groups with common features and qualities from a heterogeneous composition of consumers in order to determine the most promising segments
3.1. Segmentation of new markets (potential customers) in the process of evaluating new businesses
3.2. Segmentation of all customers for existing businesses
3.3. Identification of target segments on which we focus our efforts
3.4. Assessment of the attractiveness of each segment: Size Opportunities for growth Profitability Competition (actual and potential) Opportunities of the Company in working with the segment
3.5. Study of differences between segments and customers within segments in different regions
4. Positioning	Fixing the image of the Company we need in the minds of buyers, consumers and the public
4.1. Consumer research (development and compilation of psychographic characteristics)
4.2. Analysis, evaluation and selection of sustainable competitive advantages on which our business strategy is based (activities, resources, costs, technical, personnel, production and other capabilities that are superior to competitors)
4.3. Determining the areas of competition (who are our direct and indirect competitors [by individual Businesses, the range of services offered], how dangerous they are for us, how we excel them)
4.4. Development of the idea of ​​positioning, image
4.5. Bringing the right image of the company to target audience means of advertising, PR and personal communications
4.6. PR, which creates the image of the Company as an expert, specialist, connoisseur, whose opinion can be trusted

Strategic Priorities

In the course of marketing research, information should be obtained that makes it possible to identify key areas for the development of the company. The management of the firm is usually focused on strategic priorities ( Peter Doyle):

· Speed(reduction of the "development-delivery" cycle)

· Adaptation goods to the individual needs of consumers (differentiation of demand)

· Quality(necessary condition for competitiveness)

· Information(source competitive advantage)

・Focus on real capabilities organizations (UCD, resources for growth, etc.)

· Globalization(distribution of risk and costs across different markets)

· Differentiation provision (reinforcement of goods with additional services)

· partnership with buyers and distributors

· Innovation(continuous product and process updates)

· Confession firms with numerous interested audiences. Before drawing up a research plan, find out what work is needed to implement each item and evaluate its relevance (need, costs, possible results)

Strategic analysis uses many methods - statistical, economic and mathematical, expert, system analysis, marketing research and many others. Here, later in topic 4, we will consider specific methods used primarily for the purposes of strategic analysis.

Questions for self-control:

1. Give clear definitions of the concepts of "market research" and "marketing Information system»?

2. What types of information are more important for market research?

3. What is the purpose of marketing research?

4. What does the analysis of the competitive environment give in marketing research?

5. Why fill in the table of analysis of the problems of the company?

6. What are marketing research plans based on?

7. What methods are used to conduct strategic analysis?

Literature

1. Bagiev L.G., Tarasevich V.M., Ann H. Marketing: A textbook for universities / Ed. ed. G.L. Bagieva. 3rd edition. - St. Petersburg: Peter, 2008. - 736 pages.

2. Volkova L.A., Idrisov Marketing: Theory and practice in the Russian perspective. - Makhachkala: CPI DSU, 1997.

1. Volkova L.A. Key terms and concepts // www.m-arket.narod.ru/
2. "Classics of marketing: A collection of works that have had the greatest impact on marketing" / Per. from English. ed. Yu.N.Kapturevsky. - St. Petersburg: Peter, 2001.
3. Kotler F. Marketing management. Express course. - St. Petersburg: Peter, 2006.
4. Kotler F. Marketing management. - St. Petersburg: Peter, 2005.
5. Kotler F. Fundamentals of marketing. - M.: Progress, 1990.
6. Lambin J.-J. Strategic Marketing. European perspective / Per. from French - St. Petersburg: Nauka, 1996. 589 p.
7. Lambin J.-J. Market Oriented Management: Strategic and operational marketing/ Per. from English. ed. V.B.Kolchanova. - St. Petersburg: Peter, 2008. - 720 p.
8. Maslova T. D., Bozhuk S. G., Kovalik L. N. Marketing. - St. Petersburg: Peter, 2008. - 304 p.
9. Pankrukhin A.P. Marketing: textbook for students studying in the specialty 088111 - "Marketing" / A.P. Pankrukhin. - 5th ed., Sr. Moscow: Omega-L, 2007. - 656 p.

Topic 4. Marketing methods
research

Marketing research methods

Marketing intelligence and benchmarking

Methods of strategic analysis

situational analysis

Methods of situational analysis The good thing is that they are pretty simple. The main difficulty (as, indeed, with any other research methods) is correct staging tasks. The essence of situational analysis: the external and internal environment of the company are examined using special questionnaires. In most cases, you can get by with the help of the company's employees, which is especially important when conducting ongoing monitoring of the situation in order to develop corrective strategic action plans. The main methods used in situational analysis are - individual survey, peer review method, group interviews, brainstorming method.

KJ analysis

Another method - Anthropological Studies (KJ)- usually used in marketing to identify "forgotten" areas of activity. Its convenience for strategic needs predetermined its borrowing into the group of methods of strategic analysis. The method itself is quite simple, but very effective. Customers and employees of the company are asked to write suggestions for improvements, additional services ah, the quality of the offer and other positions that are interesting to the company and important to customers. All wishes are collected and analyzed, which makes it possible to draw well-founded conclusions about the possible directions for the development of the company. Then the second stage of the analysis is carried out, in which the desired (highlighted areas) are compared with the possible (ie, with the company's assets, resources, competencies and the potential for their growth).

STEP analysis

Step-by-step analysis of the company's macro environment (STEP-analysis) carried out with varying degrees of detail, depending on the importance of the tasks facing the company and the general erudition of the company (newcomers to the market should undertake a deeper analysis, while "old-timers" usually include it in the current monitoring and track only the changes that are taking place).

This type of analysis also includes a number of different methods. economic analysis Keywords: socio-demographic, engineering and technology, economic dynamics of society, environmental, ethical, political, legal (internal and external legislation of the country). In the process preliminary analysis macro-environment, an overview of the state of the environment is compiled and trends in its development are identified; current analysis should identify ongoing changes and highlight those that may be significant for the company.

Social factors: · Demographic factors · Changes in basic values ​​· Changes in the level and style of life · Attitudes towards work and leisure · Changes in income structure · Changes in attitudes towards the industry.

Technological factors: State technology policy Significant trends in scientific and technological progress Speed ​​of change and adaptation of new technologies in the industry Technological changes relevant to the development of the industry Trends in the emergence of new products and services in the industry…

Economic forces:

· general characteristics situation in the country's economy and in the industry(rise, stability, decline);

· Dynamics of the financial condition(ruble exchange rate, inflation, the state of the banking system, refinancing rates, etc.);

· Changes in key external costs in the industry(electricity, water, gas, etc.).

Political factors:· Legislative changes affecting the industry, · Relationships with national and regional authorities, · Level of political stability in the country/region, · Approaching elections of state and local authorities(President, Duma, People's Assembly, etc.).

Matrix Methods

For visualization of the data obtained during the study It is convenient to use different matrices. Below are some examples of matrices.

BCG matrix. For analysis of the assortment and our market share effectively use the matrix developed by the Boston Consulting Group (BCG):

1. Cash cow: Growth rate is low - market share is high. The direction brings a lot of money without requiring special investments (bestseller). It makes sense to keep dairy cows for the development of other areas, but the direction itself is unpromising. Glory will pass, revenues will go away: support in the event of a drop in sales can turn into a crash.

2. Dog: Growth rates are low - market share is small. Direction makes sense if such dogs a lot and they do not require special costs for their maintenance, or if the market is resegmented and dog becomes cash cow. Maneuvers are difficult. If you don’t want to close the direction, try to make friends with the consumer and become irreplaceable for him (going into a niche).

3. Issues: High growth rates - small market share. Unstable position, will soon move to another quadrant. Depends on your efforts, will turn star, dog or cash cow. Typical questions - new fashion themes. A firm can create such a market itself, but great promotional efforts are required for success.

4. Star: High growth rate - high market share. Requires high costs, but in the future it may become cash cow. Failure can only be if the direction is not given enough attention. If you have successfully launched question, it will turn into star- do not stop, followers will soon rush into this niche, and you may lose the market.

In addition to the standard matrices, you can create your own. For example:

portfolio analysis

Company portfolio- relative market share in different business segments ( BCG matrix) or direction of expansion of the company /Richard Koch/. Small business has portfolio of products or customers, large - portfolio of activities/Charles Handy/. Typically, portfolio management is based on assortment management.

To determine in which direction the company should change, a portfolio analysis- identification of portfolios that should be kept, which ones to get rid of, and which ones to keep. The easiest way to conduct such an analysis is to ask yourself the question: “if we were not engaged in this direction, would we start opening it now?”. If the answer is no, get rid of this business and invest in maintaining or developing the rest. A more objective analysis scheme is a SWOT analysis (see Methods of Strategic Analysis).

Portfolio method is convenient when planning work on different markets or with different groups goods (mugs). The analysis of the situation is carried out in the matrix "Advantages-attractiveness":

Each market / product should have its own marketing programs, since working according to uniform schemes inevitably entails unnecessary costs or underestimation of some “local” factors. The following are recommendations on the various groups of factors that should be considered when developing business plans for each market in accordance with the position of the market / product.

Strategies and current plans for various product and market conditions

Main stream	Investment in growth	Make a profit, maintain a share	Analyze where to move	Maximize profit	Develop in good conditions
Market share	Maintain/Build Leadership	Maintaining a share, extract funds	segment	Reduce market share for profit	Invest in targeted market share growth
Products		Differentiate by reducing less successful products	Differentiate, Special attention quality	Aggressive reduction	Differentiation, expansion of the range
Price		Stabilize / Boost	Save or raise	Lift up	Aggressive pricing policy to increase market share
Promotion	Aggressive marketing	Limit efforts	Support selectively	Minimize	Aggressive marketing
Distribution	Expand distribution	Maintain a wide distribution network	segment	Gradually narrow the distribution network	Limited coverage
Cost control	Tight control, economies of scale	Focus on reducing costs, especially variable costs	Tight control	Dramatically reduce all costs	Tough, but not to the detriment of the case
Production	Expand, invest in mergers	Maximize capacity utilization	Increase productivity	unleash power	Invest
Research and Development	Investment in expansion	Focus on key projects	Invest Selectively	Do not conduct	Invest
Staff	Improvement of management in the main SBUs	Strengthen the organization, encourage efficient work	Appoint key managers	cut down Administrative expenses	Invest in staff
Investments	In capital growth	Limitation of capital investments	Point	Minimize	In capital growth
working capital	Reduce in production, increase credit funds	Reduce debt (increase in turnover, control over payment of bills)	reduce	Aggressively reduce	Invest in growth

One of the interesting methods brought to strategic analysis from marketing is the so-called gap analysis (GAP analysis, from English. gap - hole, gap, gap). The meaning of the method is to identify "gaps" that are bound to exist in any business environment. The most popular are four types of GAP analysis:

1. Gap analysis - strategic gaps. Allows you to determine the discrepancy between the actual and desired position of the company (for example, why the company failed to meet the budget or fulfill the plan).

2. Detection technique « empty market niches". Here, the so-called "holes" or "white spots" in the consumer basket are analyzed. For example, in terms of prices (there are very expensive beauty salons and cheap hairdressers, the middle segment is unoccupied), directions (there are extreme tourism, there is rest, between them there is an unoccupied niche), etc.

3. Finding gaps in the firm's product lines. As a rule, it is carried out by analyzing the assortment of competitors, as a result of which the company adds to its work those goods and services that it lacks. For example, the expansion of the work of a photo studio can go along the path of expanding the range of goods and services provided: the sale of photographic products and accessories, photos for documents, portraits, "digital" photographs, transferring frames from ordinary film "to digital", etc.

4. Breakthrough Opportunity Analysis- if the firm sets a growth goal (for example, to double its income), this method can help it to find "gaps" due to which this growth will be carried out:

Sample table for identifying gaps

Depending on the situation in which the company is located, “gaps” can be an increase in labor productivity, a change in corporate culture, updating the assortment, concentrating on profitable segments, expanding supply and sales markets, technological innovations, introducing additional services, increasing consumer loyalty, expanding business etc. The "gaps" themselves can be seen on the graph.

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