Modern strategic analysis. Strategic analysis. Methods of strategic analysis The influence of social groups
Economic and mathematical methods and models
UDC 65.012.123
HER. Abushova, S.B. Suloeva
METHODS AND MODELS OF MODERN STRATEGIC ANALYSIS
E.E. Abushova, S.B. Suloeva METHODS AND MODELS OF MODERN STRATEGIC ANALYSIS
The main definitions are considered and methods and models are proposed that can be used in the system of modern strategic analysis.
ENVIRONMENTAL ANALYSIS; MACRO ENVIRONMENT; MICROENVIRONMENT; INTERNAL ENVIRONMENT; STRATEGIC DECISIONS; PORTER'S MODEL.
In this article the basic definitions are considered and methods and models are proposed that can be used in the system of contemporary strategic analysis.
ANALYSIS OF THE ENVIRONMENT; MACRO ENVIRONMENT; MICRO ENVIRONMENT; INTERNAL ENVIRONMENT; STRATEGIC DECISION; MODEL OF PORTER.
In modern market conditions dynamically changing environment, fierce competition and unpredictability of economic actions of subjects of market relations, solving only current problems becomes ineffective for the enterprise. Issues related to strategic development enterprises and making strategic management decisions. To make the right choice and make strategic management decisions, develop an effective enterprise strategy and level out the negative impact of environmental factors, it is necessary to have sufficient “necessary information in right time" In this regard, conducting strategic analysis is now becoming simply necessary.
Using what methods and models is it preferable to conduct strategic analysis in order to comprehensively assess the factors of external and internal environment influencing the activities of the enterprise, identify key success factors and adopt effective
management decisions on the choice of strategy - the solution to these questions will be asked in this article.
Review modern methods. Strategic environmental analysis is the initial process of strategic management, providing the basis for determining the mission, goals of the company and developing strategy. Environmental analysis involves the study of its three components: the macroenvironment, the microenvironment and the internal environment of the organization. Analysis of the macro- and microenvironment is aimed at identifying opportunities and threats external environment. The result of the analysis is the determination key factors success.
Key success factors (KSF) are controllable variables common to all enterprises in the industry, the implementation of which makes it possible to improve the competitive position of the enterprise in the industry. Key success factors may include consumer properties of the product, experience and knowledge, competitive opportunities, success in the market, as well as specific areas of the enterprise’s activity that allow it
successfully confront competitors and achieve success. In the process of strategic analysis, the KFUs of a given industry are first identified, after which measures are developed to master the most important of them in order to succeed in this field of activity.
Analysis of the internal environment reveals the opportunities, the potential that a company can count on in competition in the process of achieving its goals, as well as the weaknesses of the organization. As a result, the company's core business capabilities or core competencies should be identified.
Competencies are properties that all or most enterprises in an industry possess that are necessary to participate or survive in it. Competencies include skills, technology, know-how, etc.
Core competence - key properties specific to specific enterprise, unique or at least rare, difficult to copy, which are the main reason for competitive advantages. Unlike physical assets, core competencies are not destroyed when applied or shared, but rather developed.
Thanks to its core competencies, the company is able to produce products that customers value more highly than competitors' products. This is achieved through better knowledge, possession of information, the presence of skills superior to those of competitors, the use latest technologies, the presence of appropriate relationships between structural divisions the networks the company has created and the reputation it has earned.
Strategic analysis is expressed in the procedure for searching and selecting strategic alternatives. According to prevailing ideas, strategic analysis aims to find in each process the most stable patterns and trends that can play a role in the future, and to predict on their basis indicators of production and economic activity. The most important tasks of strategic analysis are the justification of the strategy
strategic plans, assessing their expected implementation, as well as providing information for making strategic management decisions.
As a result of analyzing the activities of the enterprise, it is necessary to find out what position it is in, as well as how achievable the strategic goals will be. Since we are talking about strategic goals, then the main attention is concentrated on the external conditions of activity, namely, first of all, an analysis of the attractiveness of the external environment, the behavior of competitors and consumers is carried out.
External analysis should be performed at the level of the organization as a whole. Conducting such diagnostics at the highest corporate level not only avoids duplication of work, but also ensures that strategic decisions at all levels of the organization are made based on the same vision of the outside world.
Internal strategic analysis should be carried out at the level where control over the company's resources is exercised, and where decisions about their effective use are actually made.
The main purpose of diagnosing the current situation is to identify limitations and opportunities that need to be taken into account when planning for the future. For this purpose, analysis of the past situation is of little value. Need information about the current moment and about likely changes during the period indicated by the planning horizon. It is also important that the assessment of the situation is carried out in the context of competitive relations.
The external environment is a set of external entities and factors that actively influence the position, prospects and effectiveness of the organization. The external environment of an enterprise is usually divided into macro- and microenvironment.
The macroenvironment includes socio-demographic, technological, economic and political factors. The nature of these factors is such that companies are unable to influence them. At the same time, there is no need to analyze every facet of the macroenvironment.
Moreover, it is impossible to do this in full. Therefore in real life the area of interest for organizations is narrowed to the “significant external macroenvironment.” The significant macroenvironment sets the boundaries of the overall environment for analytical purposes. They are based on key aspects that significantly affect a particular organization. Therefore, by the macroenvironment we will understand precisely its significant part.
The microenvironment is the environment directly surrounding the company, i.e. those areas with which the organization interacts or which it itself influences. The microenvironment contains the company's competitors, suppliers, consumers, as well as the resources necessary for successful activities organizations.
The internal environment of an enterprise is a set of characteristics of the organization and internal actors that influence the position and prospects of the company.
To analyze and forecast the development of the macroenvironment, we recommend using PEST (STEP) - analysis, the purpose of which is to track (monitor) changes in the macroenvironment in four key areas: P - Political (political and legal), E - Economic (economic), S - Sociocultural (social -cultural), T - Technologcalforces (technological) and identification of trends, events that are not under the control of the enterprise, but influence the results of strategic decisions made.
Caution must be exercised when analyzing the macroenvironment, since the macroenvironment is by its very nature a very complex phenomenon. The speed at which changes occur in it is constantly increasing, and the changes are turbulent and often unpredictable. Therefore, when analyzing the macroenvironment, we recommend:
Consider the limitations and imprecision of the analysis;
Conduct analysis on a regular basis;
Constantly update information sources and improve analysis techniques;
Use information in conjunction with other data.
To analyze the microenvironment, Porter's five-factor model or resource model is most often used.
It should be borne in mind that the resource model is more complex than Porter’s model, but it allows you to get a more complete picture of the analysis, understand the nature of competition within the industry and markets, assess the threat posed by competitors operating in other industries, and assess your potential opportunities in new industries and markets.
The disadvantages of Porter's model include the following:
Internal and external analysis in interaction are not considered;
Companies are assumed to be competitive and not cooperative;
More attention is paid to markets for goods and services than to those markets in which the firm acquires resources;
It is not recognized that companies, as a result of their activities, by strengthening their competencies and creating new ones, can change their own competitive environment;
It does not take into account the fact that firms operating outside the industry and market of the organization in question may pose a significant competitive threat if they have similar core competencies and distinctive features;
It does not take into account that strengthening existing and creating new competencies can allow a company to become competitive beyond its existing markets;
The five forces are assumed to affect all competitors in an industry equally. In reality, the strength of the factors varies for different firms. The model implies that if, for example, supplier capabilities are high, then this will be true for all firms in the industry. In reality, supplier capabilities may vary across companies within an industry. Large firms will be exposed to less risk from suppliers than small firms. Firms with well-known brands will be less susceptible to interference from customers and substitute products than firms with less well-known brands;
Products and resource markets are not adequately described. The concept of purchasing power and supplier power relates to the markets in which firms sell
their goods and receive resources. However, the conditions for both types of markets are somewhat more complex than Porter's model implies.
We recommend conducting internal analysis using the value chain according to M. Porter. The value chain is unified system main and auxiliary activities of an organization that strives to increase the consumer value of goods and at the same time reduce its own costs by better organization all processes and internal activities at the enterprise. In addition, the value chain also focuses on processes occurring outside the company, i.e., each company is considered in the context of a general chain of activities that create value (value).
1. Analysis of production and economic activities.
2. Analysis of the enterprise’s property complex
3. Financial analysis activities of the enterprise.
Additionally, when analyzing the internal environment of an enterprise, they can be used following methods:
Situational analysis;
Desk research (working with accounting documents, statistical and other internal information);
Observations and surveys of enterprise employees using special methods (diagnostic interview);
Teamwork methods (“ brainstorming", conferences, etc.);
Expert assessments;
Mathematical methods(trend analysis, factor analysis, calculation of average indicators, calculation of special coefficients).
One of the main methods used to study the environment and recommended for strategic analysis is SWOT analysis. The information value of the results of a SWOT analysis depends primarily on the ability of the analysts to give correct ratings to the criteria being assessed and the creativity of the planning team.
To assess competitive positions, we recommend drawing up maps of strategic groups. A strategic group of competitors is a set of competing firms in a particular industry that share common characteristics. Such features may be similar competitive strategies, identical market positions, similar products, distribution channels, service and other marketing elements.
To summarize the results of the analysis work strategic factors macro- and microenvironment, it is recommended to use a special form “External Strategic Factors Analysis Summary - EFAS”. This form allows not so much to reveal threats and opportunities as to evaluate them from the point of view of importance for the organization to take into account each of the identified threats and opportunities in its behavior strategy.
Thus, as a result of solving the problem, those areas of the business and its external environment are identified that are critically important for achieving the goals and objectives of the organization. Next, based on the information received, the key success factors and core competencies of the enterprise are identified, since in accordance with them the strategy is subsequently selected.
All of the above allows you to get a fairly clear idea of the strengths and weaknesses of the enterprise, the opportunities and threats of the external environment. But in addition to this, in order to obtain a complete picture of the analysis of the enterprise’s activities, as well as for further development of the strategy, it is necessary to determine not only the identified “symptoms”, but also their sources and specific causes. To do this, we recommend using the Ishikawa diagram in combination with “why analysis” and “how analysis.”
For effective use of this instrument We propose to create a working group that will include both managers involved in strategy development and strategic management accounting specialists for the mutual exchange of information during brainstorming. Working with a diagram that resembles a fish skeleton comes down to the following: the problem to be solved is written on the right, and at the ends of the branches -
specific consequences that the organization faces. To the left are the main groups of causes, and even further - the causes themselves that cause the problems under study (Fig. 1). To identify the causes leading to the appearance of an effect, we use the “why analysis” technique. Its essence lies in the fact that at each stage one must ask the question “why?” to each factor until the relationship between the causes is clarified. Similar to the “why analysis,” a “how analysis” is carried out to obtain an appropriate answer to the question of achieving the planned state, which can become a specific recommendation for action. Then, among all the problems, the main ones are identified, the resolution of which can form the basis of the developed strategy.
When using the proposed tool, it is impossible to formulate what information is needed, because in each specific case there will be different problems, the reasons that caused them and, accordingly, different recommendations. However, in our opinion, the information obtained during a strategic analysis of the enterprise’s operating environment will be sufficient to use a set of these tools.
Next, we propose to modify the classic Porter model to the model of the seven forces of competition (Fig. 2), modified to describe the maximum parameters acting on the company in the long term to reflect the relationship between supply and demand.
The elements of the scheme are:
1. The fight against direct competitors (or the central ring of competition), the nature of which is determined by the intensity, specific forms of competition and the degree of interdependence of rivals.
2. Demand parameters. Demand is characterized by buyers with a set of benefits and needs. A firm achieves a competitive advantage in demand if it is able to serve the largest share of the absolute market potential.
3. Factors of production - labor resources(quantity, qualifications and cost of labor), physical resources (quantity, quality, availability and cost of land, forest resources, etc.), climatic resources, geographical location, monetary resources, knowledge resource (sum of scientific, technical and market information), infrastructure (type, quality of existing infrastructure and fees for using it).
4. Technologies and means of production. Technological change is the most dynamic of the seven forces of competition, since more advanced technology over time replaces the currently dominant technology, and this is the basis for asserting the existence of a product life cycle and competitive advantage due to the emergence, growth, gradual saturation of derived needs and its decline due to changes in technology.
Consequence Consequence
Rice. 1. Ishikawa diagram
The threat of lack of consumers
Threat of adverse influence
Influence groups
Technology and means of production
The threat of new technologies
Competitors in the management area
Rivalry between direct competitors
The threat of the emergence of substitute products;
threat of lack of complementary goods
Related and supporting ZH
Rice. 2. Model of the seven forces of competition
5. Potential competitors and their strategies. This is a threat that the firm must strive to reduce and against which it must protect itself by creating barriers to entry.
6. Influence groups (IG) - contact audiences that can put pressure on the organization both in the direction of expanding activities and changing them, and even force them to abandon them.
7. Related and supporting business zones (ZH) - zones in which firms can interact with each other in the process of forming a value chain, as well as zones dealing with complementary products.
8. Random events are processes that the company’s management cannot predict and manage. These are natural changes, circumstances of “force majeure”,
the role of the human factor, unpredictable changes in supply and demand, etc.
Such a scheme is, in our opinion, the most acceptable, since it takes into account all factors operating in both the short and long term, and does not contradict generally accepted provisions on competition. In the short term, it comes down to competition in the supply side between direct competitors, since the role of supporting and related industries is reduced to the threat of influence of substitute products and brands; the role of production factors is reduced to the threat of losing suppliers or increasing prices for supplied resources; the organization's influence on demand is reduced only to pricing policy, technology and means of production, the role of the government and civil society remains constant; fight against potential competitors
tami comes down only to the establishment of barriers to entry into the agricultural sector. Thus, the competitive model is reduced to Porter's simple diagram of industry competition. If we consider competition between countries, then we reach the macroeconomic level, at which the role of the government is only influential and not decisive, since competition between countries depends, first of all, on their economic development. The role of technology and means of production can be classified as random factors, since they are created not by the country, but by entities operating within it. Aggregated macroeconomic variables are considered as characteristics of the remaining determinants (demand, factors of production, related and supporting industries, competitors and their strategies). Considering the diagram of the seven forces of competition for an enterprise, the researcher becomes aware of the main difficulty in constructing theories of competition, especially in the long term - the close relationship and interdependence of all components. The seven forces diagram is a system whose components are in numerous relationships, partly deterministic and partly stochastic.
The choice of strategy is a rather complex decision, on which the further work of the entire enterprise largely depends. Therefore, as a result of strategic analysis, we must receive information that is clear, objective, timely and allows us not only to choose a strategic alternative, but also to be able to adjust it in the future. We propose to use not only individually existing tools, models and methods, but also their combinations. So, we recommend using a set of tools, which we will call a “matrix kit”.
The algorithm for using the “matrix set” is presented in Fig. 3.
Based on the information obtained during the strategic analysis of the enterprise’s activities, we draw up a traditional BCG matrix. This requires data on market growth rates (GRTav), as well as the relative market share (RMS) of each strategic economic zone.
vovaniya (SZH). For convenience, we depict each SZH as a circle, the diameter of which will be proportional, for example, to revenue. The result is a scatter diagram that will provide a fairly complete picture of the company's position.
At the second step, we build a modified BCG matrix, which allows, on the one hand, to preserve the main advantages of the traditional model, including ease of visual perception and familiar terminology, and on the other hand, to use quantitative information in its construction, which is absolutely always available, accurate, reliable and minimal at cost, i.e. internal information of the enterprise.
As a characteristic of each product group (horizontal axis of the modified matrix), parameter K is proposed - “the share of SZH in total volume sales of the enterprise" during the base period (the most typical period is 1 year).
As the second characteristic of the product group (the vertical axis of the matrix), the T parameter is proposed - “the share of agricultural products in the rate of change in the enterprise’s sales volumes” during the base period according to a linear or any other trend.
The next step is devoted to identifying the trend of change in relative market shares. This is necessary in order to assess for the SBAs under consideration in which direction they are “moving” along the BCG matrix for a more accurate choice of strategy. We propose to split this step into two parts and build two matrices that focus on different factors. Thus, the “Growth / Growth” matrix is focused on the market and demand, and the value map pays more attention to the analysis of customers and competitors. In addition, the “Growth / Growth” matrix allows us to identify the trend of changes in ODR at the current moment in time, and the value map - in the future.
The “Growth/Growth” matrix compares the growth trends observed in the market as a whole with the growth dynamics of the company, the growth in production of a certain product of the company or a certain agricultural sector.
INFORMATION DATABASE FOR STRATEGIC ANALYSIS
I. Traditional matria VSO
II. Modified matria VSO
SNF, - >7)
[k,™) (kG]
III.I. Matria "Growth/Growth-
1 dr - DRsch / No.)if
III,II. Value card
VI Complex matria VSV
Goals, objectives
Selecting a Strategic Alternative
SZH u*3* dug ODR
V. Reflection of cesi, tasks
TechEnini forecast
SZH SNF ODR
IV. Forecast......
Rice. 3. Algorithm for using the matrix set
To construct the matrix, information is needed on the market growth rate, the revenue growth rate (the K parameter is calculated, as when constructing the modified BCG matrix), and the size of the SZH area (which was also calculated when constructing the BCG matrices). The result is a picture, analyzing which the following conclusions can be drawn:
If the business grew from more than high speed than the market, over the past years, it will be a circle located to the lower right of the diagonal line;
If the business grew at the same rate as the market, then the center of the circle will be located on the diagonal;
If the business has grown slower than the market as a whole, then the circles will be located on the left above the diagonal.
where 1dr g is the index of changes in market share,
taking into account market influence; GRTg is the market growth rate in the z-th agricultural sector.
If the index value is greater than 1, SZH increases market share; if the indicator is less than 1, SZH loses market share; if the index is equal to 1, SZH maintains market share.
As already mentioned, to predict the trend of changes in ODR in the future, we have developed a method that should help determine whether it is worth increasing the market share using an aggressive strategy, or whether it is worth stopping at the achieved market share of a given product and expanding only through the manufacture of modified products. In other words, is our market share “deserved” or is our share much less?
First, a value map is constructed to determine the “fair” market share based on data on the competitive advantage of each z-th agricultural sector in terms of price (^CP), data on the competitive advantage of each z-th agricultural sector
by quality). The latter may be
found based on the values of the customer satisfaction index (1ук). However, unlike a similar indicator used at the stage of strategic analysis, the index must be interpreted, firstly, for each z-th agricultural sector, and not for the enterprise as a whole, and secondly, the emphasis when choosing assessment factors should be placed on quality .
It is the criteria of price and quality that were chosen to construct the matrix, since they are the main ones when purchasing a product. Therefore, to determine a fair market share, we must turn to the opinions of buyers so that the assessment is objective and reflects everything that influences the purchase of a given product.
A value map is built for each agricultural sector separately. All major competitors must be considered. The price (Pc) and quality (Q) indicators of all competing enterprises are assessed on a ten-point scale. Next, the SZH of all companies are plotted on the coordinate grid of the graph (Fig. 4). The diagonal line in the figure is the price-quality line.
The niche that we choose will limit the consumer’s income; on the graph this corresponds to the estimate of the price of the product. The buyer we are considering will not buy a definitely cheap, low quality or overpriced product. Therefore, all products that fall outside the niche are not considered as competitors, since our consumer will not buy them anyway. In the figure, these are goods B and 0.
In addition, the niche could be limited by the line of technology, since the basis of quality is determined by manufacturing technology, and for similar products from our companies it is almost the same. Firms with very high technologies sell products at high prices, which does not correspond to the income of our consumers.
But in this model there is a condition that products with very high quality can be cheap, and therefore there are no restrictions on quality, and all competitors strive for maximum customer satisfaction and minimum prices. They strive to get into some ideal area in the upper left corner.
Quality (OK)
Yainim tknmvgsh 1
1 2 3 4 5 6 / 10 9 in 7 6 5 4
Rice. 4. Value card
All products falling on one line running parallel to the diagonal are equally competitive.
In order to determine the “fair” market share, let’s number the x-axis in reverse order from 10 to 1:
Osh = 11 - Ots,
DRspr IK = DGg
DR£ DRReal
where Ots is the modified estimate of the product price
SZH of the 1st enterprise;
Ots; - assessment of the price of the product of the agricultural enterprise.
The position of each point (P,) is determined as the sum along the abscissa and ordinate axes:
P = Ok, + ots, = Ok, + (11 - ots,), (3)
where P is the position of the SZH of the enterprise; Ok, - assessment of the quality of the product of the agricultural enterprise.
Let us determine the “fair” market share of each agricultural sector using the formula
where DR^pr is the “fair” market share of the agricultural enterprise.
where 1dРг is an index of changes in market share, taking into account the influence of customers and competitors; DR™р - “fair” market share £th
SZH enterprises; DRreal - real share
market of the z-th agricultural sector of the enterprise.
If the index value is greater than 1, the company will be successful, increasing its market share. And vice versa, if the indicator is less than 1, then without targeted actions the market share of this agricultural sector will tend to decrease.
The next step is to forecast trends in developments. In other words, based on the identified trends and analysis of the situation, it is necessary to assess how the existing situation of agricultural agricultural enterprises will change without the targeted efforts of the enterprise to address them. The forecast for changes in market growth rates (OKTau) has already been obtained during the strategic analysis
Analytical model of strategic analysis
Strategic analysis stage Forms of information presentation Tools used
Collection, recording and analysis of information about the macroenvironment Graphs, tables 8TER analysis
Collection, recording and analysis of information about the microenvironment Graphs, tables Resource model, model of the five forces of competition, improved model of the seven forces of competition, “matrix set”
Collection, recording and analysis of information about the internal environment Graphs, tables Value chain, situational analysis, desk research, etc.
Generalization and comprehensive presentation of analysis information Profile of the enterprise’s operating environment, modified profile, map of strategic groups, EBAZ form, matrices of opportunities and threats SWOT analysis, benchmarking, mapping of strategic groups
Identifying the causes of events identified in the previous stage Ishikawa diagram Drawing up an Ishikawa diagram
activities of the enterprise. The trend of changes in the agricultural market share today (1DRg) and in the future (IKRg) was also determined. Further based on the forecast
We graphically depict the “displacement” of the SZH on the BSO matrix.
Information about goals, quantitatively expressed in tasks, usually obtained at the goal-setting stage, is reflected on the BSO matrix for a visual representation of “what we want to achieve” for each SZH.
Combining all of the above in one comprehensive BSO matrix, we provide the obtained data to managers for the preliminary selection of strategic alternatives for each agricultural sector.
Using the proposed set of strategic analysis methods will allow you to select preliminary options for strategies.
In conclusion, summarizing all of the above, we propose in tabular form an analytical model of strategic analysis, including a set possible forms presentation of information and a set of tools that regulate at what stages of strategic analysis what existing or improved models are recommended to be used.
So, we have reviewed and proposed for use in the strategic analysis system various methods and models, both existing and improved and developed by us, that meet the requirements modern conditions activities of enterprises aimed at solving specific problems strategic management, providing the ability to adapt the enterprise to changes in external and internal environmental conditions.
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ABUSHOVA Ekaterina Evgenievna - Associate Professor of the Department of Economics and Management in Mechanical Engineering, St. Petersburg State Polytechnic University, candidate economic sciences, associate professor.
195251, st. Politekhnicheskaya, 29, St. Petersburg, Russia. Email: [email protected]
ABUSHOVA Ekaterina E. - St. Petersburg State Polytechnical University.
195251. Politechnicheskaya str. 29. St. Petersburg. Russia. Email: [email protected]
SULOEVA Svetlana Borisovna - Professor of the Department of Economics and Management in Mechanical Engineering at St. Petersburg State Polytechnic University, Doctor of Economics, Professor.
195251, st. Politekhnicheskaya, 29, St. Petersburg, Russia. Email: [email protected]
SULOEVA Svetlana B. - St. Petersburg State Polytechnical University.
195251. Politechnicheskaya str. 29. St. Petersburg. Russia. Email: [email protected]
© St. Petersburg State Polytechnic University, 2014
New economy
Economic and technological changes of the 1990s and 2000s. were colossal. They have led some economists to call these changes the "third industrial revolution." Of course, the third industrial revolution" - this is a misconception. The revolution can be attributed to the 1980s, in addition, it cannot be called “industrial”. Rather, it is a “post-industrial” revolution. It marked the transition to an information economy, to a knowledge economy, to new economy.
An important driving force of the “new economy” was digital technologies and new means of communication, the Internet, wireless telephony and, finally, new wireless telephony that does not require cellular networks. However, the triumph of the new economy has more than once given way to collapse. New economy, like previous ones economic systems, is subject to crises caused by the periodic onset of pessimistic moods and a decline in business activity.
In the new economy, the source of value is primarily information, e.g. software, not material values. P. Romer points out that the main feature of the new value - a movie, a book, computer program or business systems- is that the initial cost of its creation is very high, but subsequent copies cost many times less.
Economies of reproduction, combined with complementary relationships between different types of knowledge, are driving unprecedented growth in productivity levels. Digital technologies reduce the cost of value reproduction to almost zero and facilitate instant global distribution.
Dramatic changes are coming in the transformation of administrative processes and decision-making methods in firms, as firms face the transition to high-speed electronic communication processes and real-time decision making.
Competition and increased environmental variability
New information Technology, rather than being the source of extraordinary wealth that many expected, increased competition and reduced profitability across all industries. E-commerce lowered entry barriers and expanded the geographical coverage of markets, increasing price transparency. Digital technologies combined with network effects have created winner-take-all markets in which price competition has intensified.
Intensified competition is far from the only source of increased variability in the business environment. Accelerating technological change has become a major cause of unpredictability. rise Nokia and decline Motorola in the industry mobile phones provides clear evidence of the ruthlessness of the forces of creative destruction that J. Schumpeter wrote about. Economic uncertainty and volatility manifest themselves in price volatility across multiple markets.
Influence social groups
Events of the 2000s contributed to the validation of these ideas and discredited the doctrine of maximizing the value of the firm that dominated the 1990s. It is noteworthy that some of the most praised in the 1990s. firms are examples of maximization shareholder value turned out to be indicative victims of the new decade.
As a result, demands have become increasingly louder for companies to increase their social responsibility. The harshest criticism was directed against the system of payments to top management, which began to be considered generous to the point of indecentness. There has been a growing expectation that firms should expand their commitment to the interests of their workforce, local communities, the natural environment and Third World economic development. S. Hart and K. Prahalad argue that such initiatives can open the door to innovation, growth and ultimately shareholder value, rather than becoming an additional source of expense.
Expectations regarding social role companies have implications for the relationship between employees and the firms for which they work. In the past, employment was seen primarily as a source of economic security and material reward. But people are increasingly looking for meaning, identity and companionship in addition to financial gain. This “paradigm shift” has important implications not only for human resource management, but also for strategy, the role of management and corporate identity.
DIPLOMATIC ACADEMY OF THE RUSSIAN MFADepartment of Public Administration
and national security
Modern
strategic analysis
Surma I.V.
Associate Professor, Candidate of Economic Sciences, member of the expert council
Committee on the Financial Market of the State Duma of the Russian Federation
Moscow
2013Strategic planning:
main steps and tools
"Knowledge of some
principles easily compensates
ignorance of certain facts."
Claude Helvetius Main stages:
1. Determining the global goal of the organization
(missions);
2. Defining the goals of the organization;
3. Assessment and analysis of the organization’s external environment;
4. Identifying strengths and weaknesses
organizations;
5. Analysis of strategic alternatives;
6. Choice of strategy;
7. Strategy implementation;
8. Evaluation of implementation results
strategies. Stage No. 1. Definition of global
goals of the organization (mission)
The mission of an organization (institution) is a statement
philosophy, determining the meaning of its existence, needs,
which it seeks to satisfy, the choice of niche and market segment,
identification of consumers, ways to satisfy them
needs, that is, a formulated global goal,
explaining why and for what reason it was created and functions
this organization (institution).
A properly formulated mission should
be a source of team unity,
guide for management, serve for
selection of benchmark goals and strategic
alternatives, link goals
into a single tree of goals.
Goal tree decomposition method (option No. 1)
Goal level
Characteristic
Target level "0"
Global goal
organizations
Target level "1"
The purpose of the main subsystems and
control system
Target level "2"
Goals defined
purpose of each
subsystems
Target level "3"
Goals initiated
area of activity
Target level "4"
Implementation activities
goals
Example Stage No. 2. Determining the goals of the organization
Goal tree decomposition method (option No. 2)
Mission of the organization (institution)
Goals initiated by the environment of the organization (institution)
Macro environment
Microenvironment
Internal environment
Directions of activity of the management of the organization (institution)
Most relevant
macroenvironmental factors
Most relevant
microenvironmental factors
Most relevant
internal environmental factors
Activities planned by the management of the organization (institution)
By direction
By direction
By direction
macroenvironment
microenvironments
internal environment
Tasks implemented by the management of the organization (institution)
For each event
For each event
For each event
PEST analysis of the macroenvironment
PEST analysis - in first words English words: Political – political and legal aspect; Economical
economic aspect; Sociocultural – sociocultural; Technological – technological aspect.
Positive aspects
Negative aspects
Political and legal factors: political stability, educational legislation,
activity of trade unions, etc.
Economic factors: tax policy, inflation rate, level wages V
education, wage system, etc.
Socio-cultural factors: demographic situation, population mobility, lifestyle.
Technological factors: innovative technologies, protection of intellectual property. Stage No. 3. Assessment and analysis of the organization’s external environment
Matrix of opportunities and threats
Probability
use
possibilities
Influence on the strategy of the organization (institution)
Strong
Moderate
Small
High
Field "VS"
Field "VU"
Field "VM"
Average
Field "SS"
Field "SU"
Field "SM"
Low
Field "NS"
Field "NU"
Field "NM" Stage No. 4. Identification of strong and
weaknesses of the organization
SWOT analysis
Internal environment
organizations
(institutions).
Potential assessment
Strengths ("S"):
1. _______________
2. _______________
Weaknesses ("W"):
1. _______________
2. _______________
External environment of the organization (institution)
Capabilities ("About"):
1. ______________
2. ______________
Threats ("T"):
1. ______________
2. ______________
1. Field "SO"
II. Field "ST"
IV. Field "WO"
III. Field "WT" SWOT - method of analysis in strategic
planning, which consists in dividing
factors and phenomena into four categories: Strengths
(Strengths), Weaknesses (Weaknesses),
Opportunities and Threats.
SWOT was first introduced in 1963 at Harvard
conference on business policy problems by professor
K.Andrews. Initially, SWOT analysis was based on
articulating and structuring knowledge about the current situation and
trends
IN
1965
year
four
professors
Harvard
University - Leraned, Christensen, Andrews, Guth
proposed a technology for using the SWOT model for
development of a company's behavior strategy. Was suggested
LCAG scheme (based on the initial letters of the authors’ surnames),
which
founded
on
sequences
steps
leading to the choice of strategy.
Since SWOT analysis in general does not contain
economic categories, it can be applied to any
organizations, individuals and countries to build
strategies in a variety of areas of activity. SNW analysis is the analysis of weak and
strengths of the organization, assessed
internal environment in three meanings:
Strength (strong side),
Neutral (neutral side),
Weakness (weakness).
As practice has shown, in a situation
strategic analysis of the internal environment
organization as a neutral position is better
in total, fix the average market condition for
this specific situation.
Typically, SNW analysis is used for more
deep study of the company's internal environment after
conducting SWOT analysis. Example of SNW analysis
N
p/p
Qualitative assessment of the position
Strategic position
1.
Corporate
strategy
2.
Business strategy (or
business unit strategies) including
number:
Business 1
Business 2
3.
Organizational structure
4.
Finance as a general
financial situation,
including:
Finance as a state
current balance
Finance as financial structure
Finance as investment
resources
S
N
W
Strong
Neutral
Weak
Strategic SWOT Analysis Matrix
FavorableMatrix of strategic
SWOT analysis
OPPORTUNITIES – Opportunities
Key Success Factors
(KFU)
Unfavorable
GRADE
STRENGTHS – Strengths
Competitive Advantages
(Key Competencies)
Strategic
alternatives
THREATS – Threats
(Threats from the external environment)
WEAKNESSES - Weaknesses
(Disadvantages of the company) STRENGTHS – competitive advantages
Company reliability
Low cost of services
Highly professional control system
Experience in attracting and retaining clients
Concentration on specific products and services
Personalized customer service
Access to financial resources (preferably “long-term”)
Advanced information technologies
Professional staff
Dynamic response to market changes
High quality service
Effective communication with local authorities authorities
Brand awareness
Convenient location WEAKNESSES - weaknesses
Does not have a professional system
management
Not driven by customer needs
Doesn't track competitors
Doesn’t understand what his target clients are
Does not carry out business innovation
Does not conduct market research
Does not highlight or improve business processes
Doesn't make enough development efforts
brand
Doesn't use new technologies
Doesn't train staff
Does not identify or predict risks, etc. OPPORTUNITIES – key success factors (KSF) favorable circumstances, use
which will create an advantage
Improving the investment climate in
country
Deterioration of competitors' position
Decrease in inflation
Strengthening the ruble exchange rate against
dollar
Underdeveloped species
service
A sharp increase in demand for certain types
products and services
Growth in the level of income of the population, etc. TREATS – Threats
(factors that could potentially worsen
position)
Lack of capital
Limited resource base
Entering the market of new
competitors
Changing preferences
clients
Increase in taxes, etc.
SWOT analysis
To be more specificstrategic matrix
SWOT analysis optional
construct two more matrices:
Opportunity Matrix
Threat Matrix Opportunity Matrix
Influence
Strong
Average
Weak
Probability
High
1
2
3
Average
4
5
6
Low
7
8
9Threat Matrix
Impact of the Collapse
Heavy
state
Average
gravity
Lung
Probability
High
1
2
3
4
Average
5
6
7
8
Low
9
10
11
12
When conducting a SWOT analysis, various methods are used:
Situational analysis using,desk and field research
Development of analytical maps based on
expert assessments (“brainstorming” or
free association method, Delphi method,
synectics, etc.)
Assessing strengths and weaknesses compared to
main competitors.
Positioning through focus groups, surveys, etc.
Formulating strategic goals and strategic alternatives
Strategic options and goalscompanies are determined after
formulation of the Mission, Vision and implementation
SWOT analysis.
Goals show what the company is striving for
and what she wants to achieve.
Company goals are scrutinized
analysis and are divided into long-term,
medium and short term and usually
are presented in the form of an ordered
goal tree.
SMART – principle Goals must satisfy several mandatory conditions
They should be:specific
Measurable
Agreeable or Accordant:
- with the Vision and Mission of the company,
- among themselves,
- with those who have to carry them out;
achievable (Realistic)
defined in time (Time bound)
alternatives
Business screen G.N. Konstantinov
The attractiveness of this
strategies
High
Competitive position of this alternative
Strong
Average
Weak
"Star"
"Wild Cat"
"Doyna
cow"
"Dog"
Average
Low
“Star” is a strategy that is as attractive and competitive as possible;
“Wild cat” – the strategy is attractive, but no longer competitive;
“Cash cow” – the strategy is no longer attractive, but is still competitive;
"Dog" is a strategy that should be abandoned as soon as possible, since it
no longer attractive or competitive. Stage No. 5. Analysis of strategic
alternatives
Abel's three-dimensional scheme
Who???
Market segments
What???
Characteristics
needs
How???
Technologies Stage No. 6. Choosing an organization strategy
Commission method
The commission method consists of an open discussion on
the problem under discussion to develop a common opinion
teams, groups, collectives. Collective opinion
determined as a result of open or secret
voting.
Positive side effect - growth
awareness of the team about the state of affairs of the organization
(institutions).
Side negative effects - manifestation
conformism, discussion is often limited to leading experts only.
The implementation of the chosen strategy option can
carried out using a variety of tools, including
traditional:
development program,
annual activity plan,
system of tactical tasks,
implementation of management
procedures and rules,
development and implementation of regulations,
job descriptions,
network work schedules,
methodological recommendations, etc. Stage No. 7. Strategy implementation
Matrix "Map of key participants"
Degree of influence on
project (support
given person, group)
Vital
necessary
Undoubtedly
desirable
Desirable
Attitude to the project
Enthusiast
Neutral
Opponent
Financial
director
Accountant
Parental
committee
Optional
Different key participants may have different understandings of the project's goals. Should
agree on an understanding of the goals “before”, “in the process” and “after” the implementation of the project.
strategies
Step No. 1. - Identification of the leading parameters that determine
state of the institution. For each parameter select
controlled indicator.
Alternatively, the main sections of the “Public Report”
educational institution" having quantitative parameters.
For example, - “Number of students”.
Step No. 2. – Recording what is actually achieved for each
controlled outcome indicator. This indicator is accepted
for the original level.
“Number of students” – 450 people. Stage No. 8. Evaluation of implementation results
strategies
Matrix "Quantitative assessment of achievement
strategic goals" - "CODE SC"
Step No. 3. - Expert determination is extremely
possible results for each indicator.
These values are assessed on a discrete scale (up to 10 points).
“Number of students” - initial level – 450 people.
Quantity
students
(persons)
400
420
440
460
480
500
Discrete
points
1
2
3
4
6
10Stage No. 8. Evaluation of implementation results
strategies
Matrix "Quantitative assessment of achievement
strategic goals" - "CODE SC"
Step No. 4. – Determination of the maximum possible (acceptable)
indicator of deterioration of the situation for each parameter.
For example, - “Number of students” – at least 400.
Step No. 5. – Determining the weight of each parameter in points.
1. "Number of students"
5 points
2. "Number of qualified permanent employees"
4 points
3. "Number of available computers"
1 point
4. "The number of high school students who successfully passed the Unified State Exam"
2 points
5. etc. Stage No. 8. Evaluation of implementation results
strategies
Matrix "Quantitative assessment of achievement
strategic goals" - "CODE SC"
Step No. 6. – Determination of the index of controlled indicators
(for each parameter) = score (step No. 3) x score (step No. 5).
For example, 4 points (indicator of the number of students -
460 people) x 5 points (weight of the “Number of students” parameter) =
20 points.
This index is the basis for comparison
planned indicators for all main parameters
strategic plan for the development of an educational institution, in
including comparisons with previously achieved results
activities in previous years. Instead of concluding the introductory part:
"Many small successes are not
are a guarantee of a big victory.
We need a system!"
V. Shwebel The upper part of the figure shows the aggregate consumption curve
traditional resources in the world, which is approaching the point
corresponding to the 20-30s of the 21st century, to the limit line. Thus
It is emphasized that the rapidly growing needs of people today,
involved and involved in the consumer society, too much
ahead of humanity's capabilities and its resource base.
It is concluded that “the unlimited growth of the global economy with
limited resource base is impossible. Modern economics
or must undergo a radical restructuring (and this is in any case
associated with great upheaval and at least temporary decline), or
reach the limits of its development and enter a period of crisis and collapse
global economic relations."
The figure shows two possible development options for Western countries in
within the framework of traditional principles. Moreover, as a “social liberal”,
so the “neoconservative” variants of strategies turn out to be
unable to exceed the limit of GDP growth. Moreover, this
According to the forecast, neither “new industrial
society”, nor China. Actual and projected development of countries of the world at the end of the second and
beginning of the third millennium In relation to Russia, there are three possible
option:
1) the option of following in the wake of Western strategies,
which becomes the “end of history” for Russia;
2) the option of “great upheavals”, which can
take shape in the event of a new social revolution in
country;
3) the “alternative strategy” option that appears in
case of consolidation of Russian society around
innovative social programs, formed
based on the true interests of the country. This (third) strategy option assumes a conscious orientation of the country
(its leadership, the “elite” and the whole society) towards an innovative type of development. Only on
Based on this strategy, the country will be able to enter fully armed into the expected new scientific and technological revolution. Although the contours of the new scientific and technological revolution remain largely vague,
only she - with the interested and concerted actions of all countries of the world -
can give humanity a chance to go beyond the current limits
traditional economic growth.
Based on the theory of foresight N.D. Kondratiev and the methodology of integral
macro forecasting, a Global forecast “The Future of Civilization” was built for the period
until 2050, developed by Russian and Kazakh scientists in 2007-2009,
published in 10 parts and presented at the Round Table meeting as part of the 64th
session of the UN General Assembly on October 27, 2009. The forecast evaluates the cluster
global crises (civilizational, energy-ecological, geopolitical and
sociodemographic) of the first quarter of the 21st century. Foresight projects at the national level
Country, name Customer (sponsors), Temporary
project
year of implementation
horizon
Japan
United Kingdom,
"Partnership for
progress"
USA,
Ministry
education, culture,
sports, science and
technologies, every five times
years since 1971;
the last one was 2005
Office of Science and
technologies, 1995
Method
Basic
results
30 years old
Panels,
Delphi
Reports, lists
recommendations for development
thematic areas,
recommendations for scientific
politics
10-20 years
Panels,
Delphi
Recommendations for measures
scientific and technical
politicians
Critical
technologies
List of critical
Technologies
Panels
List of critical
Technologies
Method
critical
technologies,
RK polls
Lists of critical
Technologies
Office of Science and
technologies, 1995
5-10 years
Netherlands,
Ministry
Economics, 1998
10 years
USA,
Office of Science and
technologies, 1998
"National
critical
technologies"
"Technological
radar"
"New forces in
action"
Sweden,
"Swedish
technological
Forsyth"
France,
"Critical
technology, 2005"
1999
2004
2000
5-10 years
Reports by area
10-20 years
Panels
5-10 years
Critical
technologies,
expert
groups, polls
List of key
technologies Country,
project name
Customer (sponsors),
year of implementation
Germany,
"Futur"
Ministry
education and science, with
1999
United Kingdom,
Office of Science and
technologies, several
ministries
1999-2002
"Program
Forsyth",
2nd round
Office of Science and
technologies, several
"Program
ministries, since 2002
Forsyth", 3rd round
Czech Republic,
Ministry
"Offers for
education and science,
national
research
2002
Temporal
horizon
Method
Basic
results
20 years
Panels, scenarios
10-20 years
Panels, seminars,
open discussions,
internet platform
Strategic
directions of development,
priorities for
research
programs
United Kingdom,
10-20 years
10 years
Groups of experts,
scripts,
scanning
technologies
Critical
technologies
programs"
Offers for
support
national
innovative
systems
Offers for
innovative
development
Offers for
national
research
programs
Korea
Ministry of Science and
technologies, 2003
25 years old
Analysis
needs, needs
Delphi, scripts,
benchmarking
Reports, scripts,
proposals for the 3rd scientific and technical plan
Russia
Ministry
education and science
RF, 2005
10 years
Critical
technologies,
expert groups,
expert surveys
Scroll
priority
directions and
critical
technologies CREATIVITY
Forsyth diamond
EVIDENCE Today, Foresight methodology is actively used in
national, supranational, sectoral, regional and
corporate levels. At the same time, the main advantage
of this methodology compared to traditional approaches
is a focus on the involvement of all interested
sides, which allows not only to take into account as fully as possible all
important aspects of the problems under consideration, but also to find the basis
to coordinate positions on finding mutually acceptable
ways to solve them.
Areas of application of Foresight and the range of problems solved with it
help, are very diverse. Much experience has already been accumulated
implementation of projects at national, sectoral,
regional and corporate levels. In recent years everything
more projects are implemented in collaboration of two or more
countries are being formed special programs within
international organizations are projects of the so-called
supranational level. At each of these levels you can
find examples of projects covering a variety of topics
- from predominantly scientific and technological to industrial,
educational, social, environmental, etc. ■ Development of social programs (aging
population, healthcare, education):
Germany, Japan, Austria, Netherlands
2008
■ Strategic programs for innovation
country development:
Japan, Ireland, Australia
■ Forecasts, scenarios, technological maps
development of economic sectors:
UK, Italy, Canada
■ strengthening the integration of science and education:
EU
■ Development of national (international) scientific and technical programs:
Czech Republic, China, EU
■ Formation of lists of critical technologies:
USA, France, Netherlands
■ Positioning of the country in the global scientific and technological space (benchmarking):
Japan, UK, Germany
1970 Test questions and assignments
1. What are the functions of forecasting in the system of government regulation
socio-economic development? Point to specific examples like these
functions are carried out.
2. What are the main provisions of N.D.’s theory of foresight? Kondratieva. To what extent
these provisions are taken into account in modern forecasting practice in Russia and beyond
abroad?
3. What is the essence of the methodology of integral macroforecasting? What are her
advantages over commonly used methods (extrapolation,
Foresight, etc.)?
4. What types of cycles need to be taken into account in the long and medium term
forecasting socio-economic and innovative-technological development?
5. What are the features, advantages and limitations of using the Foresight method in
forecasting?
6. Draw a diagram of general indicators and balances of macro forecasting and
show the relationship between them.
7. What caused the global energy-ecological, food, financial and economic crises of the beginning of the 21st century? Identify possible scenarios for overcoming these
crises. What is Russia's role in the development and implementation of these scenarios? Is it possible
foresee a crisis?
Strategic analysis involves the study of the organization's provisions, for which changes in the organization's external environment are studied and the advantages (disadvantages) of the organization's resources that it may have under these changes are assessed. The main purpose of strategic analysis is to assess the key impacts on the current and future position of the organization.
There are 3 components of strategic analysis:
1) Goal, objectives and expectations. The purpose and main objectives form the background against which proposed strategies are formulated, as well as the criteria by which they are evaluated. The goal establishes the meaning of the organization’s existence and the nature of its activities. Primary objectives define what the organization intends to accomplish in the medium and long term to achieve the goal.
2) Analysis of the external situation. The second component of strategic analysis is the study of the characteristics of the external environment in which the organization operates. The external environment can create opportunities or threats for the organization: the organization exists against the backdrop of a complex external environment that includes many elements: political, technological, social and economic. The external environment is undergoing significant changes, which poses a critical strategic issue for the organization.
3) Analysis of internal resources. The third component of strategic analysis is an analysis of the internal resources available to the organization, the key advantages and disadvantages of the organization. The purpose of the analysis is to develop an overall picture of the internal influences and constraints on strategic choices. Internal analysis focuses on two areas: identifying the strengths and weaknesses of organizations and identifying expectations and opportunities to influence the enterprise's strategic planning process. One of the results of strategic analysis is the formulation of the overall goals of the organization, which determines the scope of its activities. Based on the goals, tasks are put forward.
Model "Semi-S"
The Seven Cs are a framework for analyzing the effectiveness of organizations. They represent the seven elements that are key to an organization's success: strategy, structure, systems, style, agility, people and shared values. This theory helped change the approach of managers to the issue of improving organizations. She says that it is not enough to just develop new strategy and follow it. And it's not about creating new systems that generate improvements. To be effective, your organization must have a high degree of alignment (internal coherence) between all seven Cs. Each “C” must be consistent with and reinforce the other “Cs”.
All “C”s are interdependent, so changing one of them affects all the others. It is impossible to make progress in one area without progress in all other areas. Therefore, to improve the organization, you need to pay attention to all seven elements simultaneously.
Strategy- the path chosen by the organization further development; a plan designed to achieve sustainable competitive advantage.
Structure- the framework within which the activities of members of the organization are coordinated. The four basic forms of structure are: functional, branch, matrix and network.
Systems- formal and informal procedures, including those governing the day-to-day operations of compensation systems, information management and capital allocation.
Style- leadership approach of top management to business and the overall production approach of the organization; also the manner in which employees of the organization present themselves: to suppliers and customers.
Skill- what the company does best, the distinctive abilities and capabilities of the organization.
Employees- human resources of the organization; relates to the development, training, socialization, integration, motivation of personnel and management of their career advancement.
Shared Values- originally called subordinate goals - the guiding concept and principle of the values and aspirations of the organization. Often unwritten, fundamental ideas that go beyond the stated goals of the corporation around which the business is built, factors that influence the group's work toward a common goal.
The essence of SWOT analysis
SWOT - this abbreviation is made up of the first letters of English words. SWOT analysis means identifying the strengths and weaknesses of an organization, external threats and opportunities that can hinder or help the organization in its activities. The SWOT analysis technique compares a company's internal strengths and weaknesses with its external opportunities and threats and is a very useful and easy-to-use tool for quickly reviewing a company's strategic position. It is based on the proposition that strategy must ensure a strict correspondence between the internal capabilities of the company and the situation outside it.
When conducting a SWOT analysis, the following are considered:
1 - strengths- is something that a company does particularly well and is considered an important competitive characteristic;
2 - weaknesses - what the company lacks or what it does poorly in comparison with others, that is, internal conditions that put it at a disadvantage.
3 - opportunities - favorable factors and changes in the external environment that can give a particular company any competitive advantages or open important paths for growth and development.
4 - threats - factors in the external environment of a particular company that pose a threat to its well-being and prosperity, for example: the emergence of cheaper technology, the introduction of new and cheaper products by competitors to the market.
Portfolio Analysis: Boston Advisory Group Matrix
The strategic analysis of the company is called portfolio analysis. An enterprise portfolio, or corporate portfolio, is a collection of relatively independent business units (SEB) belonging to one owner. Portfolio analysis is a tool with the help of which enterprise management identifies and evaluates its economic activity in order to invest funds in its most profitable or promising areas and reduce investments in ineffective projects.
At the same time, the relative attractiveness of markets and the competitiveness of the enterprise in each of these markets is assessed. It is assumed that the company's portfolio should be balanced, i.e. the correct combination of products that need capital for further development with economic units that have some excess capital must be ensured. The purpose of portfolio analysis is the coordination of business strategies and the distribution of finances between the business units of the company.
The normal analysis process includes 4 stages and is carried out according to the following scheme:
Stage 1. All activities of the enterprise are divided into SEB.
Stage 2. The relative competitiveness of individual business units and the prospects for the development of the corresponding markets are determined.
Stage 3. A strategy is developed for each business unit and economic divisions, and those with similar strategies are combined into homogeneous groups.
Stage 4. Management evaluates the strategies of all divisions in terms of their alignment with corporate strategy, weighing the profits and resources required by each division using portfolio analysis matrices.
At the core Boston Matrix lies a product life cycle model, according to which a product goes through 4 stages in its development:
1) Entering the market (the product is a “question mark”);
2) Growth (product - “star”);
3) Maturity (product - “milk cow”);
4) Recession (product - “dog”). To assess the competitiveness of individual types of business, two criteria are used: the growth rate of the industry market and the relative market share.
"Star" are market leaders. They generate significant profits due to their competitiveness, but also require financing to maintain a high market share. “Question Mark” - products in this group may be very promising as the market expands, but require significant funds to maintain growth. In relation to this group of products, it is necessary to decide: to increase the market share of these products or to stop financing them. “Cash cows” are products that can bring in more profit than is necessary to maintain their growth.
They are the main source financial resources to invest in a new product. "Dogs" are products that are at a cost disadvantage and have no room for growth. Preserving such goods involves significant financial costs with little chance of improving the situation. They do not need investments; if they bring profit, it is advisable to keep them as part of the company. Possible sale. Ideally, a balanced portfolio of an enterprise should include 2-3 products - “cows”, 1-2 - “stars”, several “question marks”, and a small number of “dog” products as a foundation for the future.
Portfolio analysis based on the McKinsey matrix
The characteristics of the matrix are carried out in a coordinate scheme, one of the axes of which is the attractiveness of the industry in which the SEB operates, and the other axis is the competitive position of the SEB in the industry. Attractiveness of the industry: profitability, industry growth, size, technological stability. Competitive position in the industry: production costs, productivity, market share. The horizontal line shows the competitive position, and the vertical line shows the attractiveness of the industry. Each of the axes is divided into 3 equal parts, characterizing the degree of attractiveness of the industry (high, medium, low) and the state competitive position(good, average, bad). Inside the matrix, 9 squares are allocated, the entry into which indicates what place the company's strategy should be given to them in the future.
In relation to those SEB (products) that fall into the “success” square, the company must apply a development strategy. These businesses have a good competitive position in attractive industries, so they clearly belong to the future. SEB (products) that appear in the “question mark” square may have a good future, but for this the company must make great efforts to improve their competitive position. SEBs that find themselves in the square " profitable business"is a source of money. They are very important for maintaining the normal life of the company. But they can die, because... the attractiveness for firms of the industry in which they are located is low. Getting into the square medium business» do not make it possible to unambiguously judge the future fate of SEB. In relation to it, a decision can be made only based on the results of an analysis of the state of the entire business portfolio (products).
Regarding SEBs that fall into the “defeat” square, we can conclude that it is in a very undesirable position and requires fairly quick and effective intervention in order to prevent possible serious negative consequences for the company. The feasibility of this strategy is to invest in SEB in order to maintain its position and follow market developments. The “business screen” reflects the research results for all strategic units of the enterprise and, on the basis of this, forms the market strategy of the enterprise as a whole.
Conclusions for the strategy based on the McKinsey matrix:
1 - resources should be taken from the losers and given to the winners, the position of the winners will be strengthened.
2 - the organization tries to turn “question marks” into winners.
3 - resources are invested in winners and question marks. Based on these findings, the organization chooses a development strategy.
Part 1
Master's degree
direction "Management",
program "System Management"
direction "Economics"
program "Financial planning and control"
Teacher – Candidate of Economic Sciences, Associate Professor Shcherba Tamara Andreevna
Kaliningrad
| Page | ||
| 1. | Concept of strategic analysis. The role of the analytical unit in the strategic management system…………………………………… | |
| 2. | Analysis of macroenvironmental factors: PEST analysis…………………………… | |
| 3. | A modern approach to the analysis of industry structure and competition. The concept of sustainable competitive advantage…………… | |
| 4. | Analysis of the company's resources and competencies. SNW analysis……………….. | |
| 5. | Assessing the strategic type of a company: consumer matrix and manufacturer matrix…………………………………………………….. | |
| 6. | Matrix models of portfolio analysis of diversified companies………………………………………………………………………………….. | |
| 7. | General methods of situational analysis: SWOT analysis, GAP analysis, cost analysis……………………………………………………………… | |
| 8. | List of basic and additional educational literature……………. | |
| 9. | Practical illustrations……………………………………………………………… | |
| 10. | Glossary………………………………………………………………… |
Topic No. _1__ “__Concept of strategic analysis. The role of the analytical unit in the strategic management system"
Plan:
1. The place of strategic analysis in the strategic management system
2. Modern concept of strategic analysis
3. Strategic analysis as the basis for forming a company’s strategy
4. Sources of information for strategic analysis
Educational information on topic
The strategic management process begins with strategic analysis. Strategic analysis serves as the basis for assessment strategic position and formation of strategic alternatives. The essence of strategic analysis is to identify trends, the nature and dynamics of the external environment, assess the state of the company, assess the condition of the company, identify its strengths and weaknesses, and assess the degree of influence of risks.
The structure of the basic model of strategic management includes elements of three sections: strategic analysis h, strategic planning, strategy implementation and strategic control
The purpose of strategic management:
- ensuring the entire company is focused on the key aspect of strategy: “What are we trying to do and what are we achieving?” , thus determining the vector of development.
- the need for managers to respond more clearly to emerging changes, new opportunities and threatening trends.
- opportunity for managers to evaluate alternative options capital investments and staff expansion, i.e. intelligently transfer resources to strategically sound and high-impact projects.
· the ability to combine decisions of managers at all levels related to strategy.
- creating an environment conducive to development and counteracting trends that can only lead to a passive response to changing situations.
The study of different views on the company's strategy made it possible to identify the most preferable one, given by M. Porter:
“The essence of strategy is the ability to choose what to refuse. If there were no alternative, there would be no need for strategy. A good idea will be quickly copied by competitors. Again, profits will depend on the company's operating efficiency. Choosing a strategy comes down to choosing points of growth and competitive advantage».
The purpose of strategic analysis is to objectively assess strategic alternatives and select “growth points” based on an analysis of the external and internal environment.
Purpose of strategic analysis– form a reliable opinion about:
¾ what the company is as an economic entity, how it functions and is managed, what are the results of its activities and how they are formed, what are the strengths and weaknesses at the present time;
¾ what external factors influence the development of the company as a system, what
the mechanism of their influence, how these factors are manifested and measured, what are the trends in their change in the future.
Conceptually, the strategic analysis process is presented in Figure 1.
Figure 1 - Strategic Analysis Process
The starting point is the formulation of strategic initiatives. Strategic Initiatives- these are the intentions of the owners and senior management regarding the key idea and business model, vision and mission, strategic goals and objectives. In terms of strategic alternatives, owners and managers express their intentions, wishes and requirements for the future state of the company. Strategic initiatives are characterized by:
¾ ambitious plans;
¾ the scope of the company’s activities and structure;
¾ predetermining influence on performance results.
Examples of strategic initiatives include:
¾ change in the key idea of the business;
¾ improvement of the business model;
¾ mergers or acquisitions, sale of part of the business;
¾ attracting strategic partners, etc.
Main stages of strategic analysis:
- Internal environment analysis is a process of assessing the company’s activities over a certain period of time in functional areas, the purpose of which is to form a reliable opinion about what the company is, how it functions and is managed, what opportunities and problems it has at the moment.
- External environment analysis is the process of determining the state and key factors, identifying trends in their changes and assessing the degree of influence on the company’s activities, the purpose of which is to identify opportunities and threats from the outside based on an assessment of the competitive and macro environment.
- Analysis of strengths, weaknesses, opportunities and threats– SWOT analysis, the results of which make it possible to form a field of strategic alternatives and evaluate each of them from the standpoint of strengthening the company’s competitiveness.
- Risk analysis, which is necessary to understand the degree of exposure of the company to uncertainties external factors. The essence of this stage of analysis is to identify risks, determine the factors that cause them, and identify the likely consequences of their occurrence.
The results of strategic analysis allow us to form a reliable and complete picture of what is happening inside and outside the company, about its competitive advantages and disadvantages, about development opportunities and threats, and the degree of riskiness of strategic alternatives. Each alternative is ultimately characterized in the following aspects:
¾ directions of development: portfolio of strategic business units, product line, target customer groups;
¾ the essence of development: business model, concentration or diversification of business, competitive advantages, development priorities;
¾ strengths and weaknesses of the company, development opportunities and threats;
¾ sources of development: growth of equity and debt capital, mergers and acquisitions, strategic alliances, restructuring;
¾ assessment of risks and the degree of their impact on the development of the company;
¾ compliance of the strategic alternative with strategic initiatives and expectations of owners and managers.
Based on the results of the analysis, decisions can be made on the choice of strategic alternatives, which is the basis for goal setting.
Table 1 presents a matrix for combining strategic analysis techniques with the stages of developing a company's strategy.
Table 1 – Use of strategic analysis techniques in the strategy development process
| Methodologies of strategic analysis | Stages of strategy development | ||||
| Development of vision and mission | Development of strategic goals | Choosing a strategy | Implementation of the strategy | Strategy assessment | |
| PEST analysis | + | + | + | ||
| SWOT analysis | + | + | + | ||
| Industry Analysis and Competitive Analysis | + | + | + | + | + |
| Positional analysis | + | + | + | + | + |
| Resource analysis (SNW analysis) | + | + | + | + | |
| Strategic cost analysis | + | + | + | ||
| Control system diagnostics | + | + | + | + | |
| Diagnostics org. culture | + | + | + | + | + |
Effective implementation of strategic analysis of the company’s external and internal environment is impossible without a well-functioning systems information support . In general, information sources are divided into external and internal. To external sources include legislative and regulatory documents, statistical data, periodicals, economic literature, assessments of independent experts, information about markets, etc. TO internal sources includes accounting and management accounting and reporting constituent documents, technical documentation, audit reports, etc.
Comparative assessment sources of information for strategic analysis are given in table 2.
Table 2 – Sources of information for strategic analysis
| Sources of information | Characteristic |
| 1. Officially disclosed information (annual reports, etc.). | This is one of the most reliable and complete sources. The disadvantage is that only open ones officially disclose information joint stock companies, and for analysis small companies we will have to look for other ways. |
| 2.Official statistics | Government statistics may not contain data on some important market players. Therefore, statistics are useful not so much on their own, but in conjunction with general market trends and information obtained in other ways. |
| 3. Internal press of the enterprise | Large companies very often they post on their website issues of the corporate newspaper prepared by the company’s employees. They raise the most pressing issues. Usually they are difficult to identify during interviews with leading company specialists, but here they are presented in finished form. |
| 4. Publications in the press (analysis, news). | The importance of this source is very often underestimated, although sometimes it allows you to find completely classified information. In addition, this source of information is very good for preliminary acquaintance with the situation in the industry and allows you to understand the basic specifics of the business, its main problems and trends. |
| 5. Competitors | They are interesting, first of all, for their assessments of the market, how they position their products, what methods they use to promote them and stimulate sales. Sometimes it is impossible to obtain information from them directly, and then various options can be used. The most accessible way is to act on behalf of the buyer. Indirect sources of information can be advertising campaigns competitors, information from service and transport companies serving them, etc. |
| 6. Market experts | In addition to competing companies, there are huge amount various industry experts: research institutes, various associations, large clients. Their main feature and the advantage is that they see the situation in the industry as a whole and can clearly grasp general features and trends. |
| 7. Exhibitions | They allow you to quickly establish contact and collect data about the main players in the industry. They are good because you can see all the companies you are interested in at once on one site. Moreover, they are usually inclined to communicate and are ready to share information. |
| 8. Industry associations, information. portals | As a rule, they contain sufficient information high quality prepared by specialists, well knowledgeable about the features your industry. This is a good and reliable source of information. |
| 9. Purchasing analytics | Various studies are now very widely presented on the market. Their use - good alternative independent conduct market analysis, but there are a number of significant limitations. When purchasing a study, you need to be sure that it contains the necessary information. Another problem may be the quality of the information available in the report. Try to clarify how you can get answers to these questions before you buy the research.” |
Of particular importance among sources of external information are the results of research and forecasts of independent experts specializing in a particular industry.
Questions for self-control
- Determine the place of strategic analysis in the overall strategic management system.
- What are strategic initiatives?
- What stages of strategic analysis can be distinguished?
- Name the main methods for conducting strategic analysis. How do they relate to the stages of strategy development?
- What sources of information do you know for conducting strategic analysis? Describe them.
