Strategic management mo stepanov to lectures. Lectures Lectures on "Strategic Management"

The secret to success is willingness to use
   opportunities when they appear.
Disraeli

The essence of competitive strategy
   there is a relation of the company to its
   the external environment.
M.E. Porter

The lecture notes contain a description of theoretical and practical approaches to developing a strategy for a commercial firm in modern market conditions, with the main focus on practical tools for making strategic decisions by the top management of such firms.

Lecture notes can be used in the practical activities of businessmen, persons responsible for making complex decisions in business, technology, research and other areas of activity.

This lecture notes is an electronic version of the work:
   Goldstein G.Ya. Strategic Management: Lecture Notes. Taganrog: Publishing house of TRTU, 1995.93 p.

1. SUBJECT AND OBJECTIVES OF THE COURSE
   1.1. The essence of strategic management
   1.2. Basic requirements for a strategic manager

2. STRUCTURE AND LEVELS OF THE STRATEGIC MANAGEMENT PROCESS
   2.1. The main stages of strategic management
   2.2. Key organizational levels of strategy development
   2.3. The main generalizing conclusions on the topics of chapters 1.2

3. PURPOSE OF THE COMPANY, ITS GOALS AND MAIN OBJECTIVES
   3.1. Business definition
   3.2. Definition of long-term and short-term goals
   3.3. Taking into account the interests of company depositors in setting goals
   3.4. Main summary conclusions on the topic of chapter 3

4. CONTENTS AND FACTORS DETERMINING THE CORPORATE STRATEGY
   4.1. General content of the strategy
   4.2. Diversified Corporate Strategy
   4.3. Strategy in SZH
   4.4. Functional and operational strategies
   4.5. Factors determining a company's strategy
   4.6. The main general conclusions on the topic of chapter 4

5. INDUSTRY AND COMPETITIVE ANALYSIS
   5.1. Place and content of industry and competitive analysis
   5.2. Identification of industry dominant economic characteristics
   5.3. Key drivers of change in the industry
   5.4. Analysis of the competitive forces acting on the company
   5.5. Assessment of competitive positions and possible actions of competing companies
   5.6. Identification of Key Competitive Success Factors
5.7. Generalization of industry and competitive analysis

6. ANALYSIS OF THE COMPANY'S SITUATION
   6.1. Purpose of analysis
   6.2. Evaluation of the applied strategy
   6.3. SWOT analysis
   6.4. Strategic Cost Analysis
   6.5. Assessment of the strength of a company's competitive position
   6.6. Determination of preferred strategic actions of the company
   6.7. General conclusions on the topic of chapter 6

7. SINGLE BUSINESS STRATEGY
   7.1. The foundations of a single business strategy
   7.2. Choosing the basic competitive strategy of a single business
   7.3. Choosing an Investment Strategy
   7.4. Industry Competition Practice
   7.5. Common strategic mistakes
   7.6. General conclusions on the topic of chapter 7

8. VERTICAL INTEGRATION AND DIVERSIFICATION AS PARTS
CORPORATE STRATEGY
   8.1. Corporation growth and development
   8.2. Vertical integration
   8.3. Diversification
   8.4. General conclusions on the topic of chapter 8

9. ANALYSIS AND PORTFOLIO MANAGEMENT OF A DIVERSIFIED COMPANY
   9.1. BCG matrix
   9.2. Matrix McKinsay
   9.3. SX evolution matrix
   9.4. Conclusions and possible “pitfalls” of matrix analysis of the SX portfolio
   9.5. Market Entry Strategy
   9.6. Exit strategies
   9.8. Development (adjustment) of the corporate strategy based on the analysis of the SZH portfolio
   9.9. General conclusions on the theme of chapter 9

10. STRATEGY IMPLEMENTATION TOOL
   10.1. Key objectives of the strategy
   10.2. Practical guidelines for organizing a strategically effective company
   10.3. Corporate culture for effective strategy implementation
   10.4. Fundamentals of the strategic direction of the company’s management

11. ORGANIZATION OF STRATEGIC CONTROL
   11.1. The role of control in the implementation of the strategy
   11.2. Types of control systems
   11.3. Management levels and control systems

LITERATURE

1. Ansoff I. Strategic management. M .: Economics, 1989.
   2. Goldstein G.Ya. Taganrog: TRTU, 1995.
   3. Bogdanov A.I. Strategic management of scientific and technological progress at the enterprise (association). M .: VAF, 1991.
   4. Townsend R. Management Secrets. M .: Intercontact, 1991.
   5. Santelainen T. et al. Management by results. M .: Progress, 1989.
   6. Yuksvyarav R.K., Khabakuk M.Ya., Leimann Ya.A. Management Consulting: Theory and Practice. M .: Economics, 1988.
   7. Hill C.W.L., Jones G.R. Strategic Management. Boston: Houghton Mifflin Co, 1992.
   8. Thompson A.A. Jr, Strickland A.J. Strategic Management. Homewood Il .: Irwin inc., 1990.

A lecture course for students of the specialty 05/08/07 - "Organization Management" of the specializations "Production Management", "Entrepreneurship", "Innovation Management".

Strategic management is the process of development, adoption and implementation of strategic decisions, the central link of which is strategic choice, based on a comparison of the enterprise’s own resource potential with the capabilities and threats of the external environment.
The core of strategic management is the system of strategies, which includes a number of interrelated specific entrepreneurial, organizational and labor strategies. Strategy is a pre-planned reaction of an organization to a change in the external environment, a line of its behavior, chosen to achieve the desired result.

The key characteristics of the strategic aspect of organization management in comparison with the operational (current) management that was practiced in business over 20 years ago are presented in Fig. 1.
Taking into account the noted features, strategic management is the management of the organization, which relies on human potential as the basis of the organization, directs production activities to consumer requests, carries out flexible regulation and timely changes in the organization, adequate to the environment and allowing to achieve competitive advantages, which ultimately allows the organization to survive in the long run, while achieving its goals.

Content
Topic 1. Strategic problems of production development and characteristics of the organization’s strategic management system.
Background of strategic management.
The concept of strategic management.
Stages of development of strategic management.
Description of the process and the main stages of the strategic management of the organization.
Objects of strategic management.
Features of building a system of strategic management of the organization and business.
The initial concept of strategic management.
Analysis of the functions of strategic management specialists and the authority of the organization’s management bodies that make strategic decisions.
Problems and prospects of using strategic management in domestic conditions.
Topic 2. Description of competitive business strategies and enterprise strategy.
Types of organization strategies.
The principles of strategic management.
Topic 3. Strategic analysis of the competitive advantages and potential of the organization.
The structure of the strategic potential of the organization.
The goals and principles of strategic analysis of the internal environment.
Analysis of the strengths and weaknesses of the enterprise.
Strategic cost analysis and value chain.
Topic 4. Strategic analysis of the external environment of the organization.
The main environmental factors affecting the strategic development of the organization.
Description and objectives of the analysis of the external environment of the enterprise.
Search and analysis of strategic alternatives for the development of the organization.
Pest analysis of the microenvironment of the enterprise.
Strategic analysis of the attractiveness of the industry and the investment attractiveness of the organization.
Analysis of the general situation and competition in the industry.
Topic 5. Types and characteristics of corporate strategies of the organization.
The essence and content of the corporate strategy of the organization.
Role and assessment of benefits.
Diversification strategies.
Methods of matrix analysis of a strategic business portfolio.
Types and characteristics of corporate strategies.
Classification of organization strategies.
Features of the formation and implementation of competitive business strategies in industries at various stages of the life cycle.
Key business development strategies.
Defining an enterprise strategy.
Theme 6. Development and implementation of the strategic plan of the organization.
The relationship of strategic planning with other forms of planning.
Production strategies.
Methods and practice of designing control systems in order to change the organization’s potential.
R&D Strategy.
Theme 7. Methods of making strategic changes by the leadership of the organization.
Features of making strategic decisions. The main stages of the implementation of the strategy.
Features of resistance to strategic changes of the organization and forms of overcoming them.
Strategic change.
Strategic control.
Topic 8. Features and practice of using strategic management on the examples of enterprises and organizations
A review of competitive business strategies and corporate strategies used by Russian enterprises and holdings on the example of the food industry, telecommunications, automotive, airlines, metallurgy, wholesale and retail.
Experience in implementing strategic management systems by Russian organizations, enterprises and holdings.
Main literature.
Additional literature.
Tests for the final check.

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Without strategy, an organization is like a ship without a helm, floating in a circle or resembling a tramp who does not know where to go.

Joel Ross, Michelle Cami

1.1. The essence of strategic management

The essence of strategic management is to answer three critical questions:

- What position is the company currently in?

“What position would it like to be in three, five, ten years?”

- How to achieve the desired position?

To answer the first question, managers should have a good understanding of the current situation in which the company is located before deciding where to go next. And for this, an information basis is needed that provides the strategic decision-making process with relevant data for analyzing past, present and future situations.

The second question reflects such an important feature of strategic management as its future orientation. To answer it, it is necessary to clearly define what to strive for and what goals to set.

The third issue of strategic management is related to the implementation of the chosen strategy, during which the adjustment of the two previous stages may occur. The most important components of this stage are the available resources, management system, organizational structure and personnel.

Among the objects of strategic management there are three groups:

1. Organization, as an open integrated socio-economic system, representing a set of structural units.
2. A structural unit is a direction of an organization’s activity, an independent market-oriented economic unit that can act as a full-fledged competitor in its market segment, has its own circle of suppliers, consumers and competitors.
3. A functional area of \u200b\u200ban organization is a field of activity represented by functional structural units that specialize in performing certain functions.

The subject of strategic planning and management are:

1. Problems directly related to the general goals of the organization.

2. Problems and solutions associated with any element of the organization.

3. Problems associated with uncontrolled external factors.

Assumes the implementation of the following functions:

1. Analysis of the external and internal environment of the company;
2. Definition of the mission of the company and its goals;
3. Division of a common goal into subgoals;
4. Identification of means to achieve these goals;
5. Choice of strategy;
6. Implementation of a strategy aimed at achieving goals;
7. Evaluation and monitoring of the implementation of the strategy.

All types of management are interconnected.

Any manager performs administrative functions, manages staff, participates in the selection of the goals of his activities and the means to achieve it. The director of a small enterprise, and even more so an individual entrepreneur, performs all or most of the functions himself. Only with the increase in the size of the company does it become possible to assign them to different employees or management departments. However, in all cases it is advisable to distinguish and analyze the types of management, since they are characterized by special management tools and techniques, skills and techniques.

The basis of enterprise management.

Extremely rapid changes in the business environment of Russian enterprises associated with the development of competition, information technology, globalization of business and many other factors determine the growing importance of strategic management.

As a concept of managing a company, it allows you to look at the organization as a whole, explain from a system-wide perspective why some firms are developing and flourishing, while others are stagnating or are facing bankruptcy. With increasing levels of instability of the business environment, the need for firms to focus on strategic management increases.

It is an integrating course that integrates various sections and disciplines of the theory of the company: management, marketing, company economics, financial management, information technology. As a scientific discipline is constantly evolving, there is still no unambiguous look at many of its components.

It applies to the long-term goals and actions of the company. We can say that the formulation of the strategy (course of action) and its clear tools are the core of management and the surest sign of good company management.

The contents of strategic management are:
  - determination of the purpose and main goals of the company’s business,
  - analysis of the external environment of the company,
  - analysis of her internal situation,
  - selection and development of strategies at the level of SZH, company,
  - analysis of the portfolio of a diversified company,
  - designing its organizational structure,
  - choice of degree of integration and management systems,
  - management of the complex "strategy - structure - control",
  - determination of standards of conduct and company policies in certain areas of its activities,
  - providing feedback on the results and strategy of the company,
- improvement of strategy, structure, management.

All this is reflected in Fig. 1.

Fig. 1. Strategic Management Content

Basic requirements for a strategic manager

In order to compete in today's complex and rapidly changing environment, the company must decide on those who manage the development of strategies - strategic managers. Their task is to ensure the activities of the entire organization in a certain direction (often they are called integrated managers). They differ from functional managers who provide for the implementation of certain business functions (personnel, supply, production, sales, customer service, accounting) and occupy a unique position in the company, managing the entire organization in a strategic sense.

According to E. Vrappa (University of Chicago), the most successful strategic managers should have the following qualities:
  - be well informed
  - be able to manage your time and energy,
  - be good politicians (creators of consensus),
  - they should not be, as experts, "fixated",
  - the ability to promote the program in private areas.

Good knowledge provides for the possibility of making a wide range of managerial decisions at different levels of management. Managers must create a network of information sources in various parts of the organization, which will enable them to stay within operational realities.

They should be able to distribute their time and energy among various affairs, solutions or problems. They need to know when to delegate responsibility, and when to get involved in a particular decision.

A good politician should possess the art of consensus building on the basis of his ideas, and not be crushed by his authority to advance them. He should act as a member or leader of a coalition, and not as a dictator.

The changing world requires a certain flexibility from the strategic manager. He must be ready to maneuver and adapt to the prevailing situation. This does not mean that the company should act without specific goals, but you must be prepared to adjust them.

Description of presentation Lectures on the course STRATEGIC MANAGEMENT A. I. Momot on slides

1. The concepts of "strategy" and "strategic management" The word strategy is very ancient and comes from the Greek strategia - the art or science of being a commander. The importance of generals in ancient Greece was obvious. History shows that the most talented and successful commanders attached great importance to the proper construction of army support, as well as decisions about when to enter the battle and when to enter into negotiations with the people, politicians, and diplomats. They were strategists. In ancient China, between 480 and 221 BC, a book was already written entitled “The Art of Strategy” (“Sun Tzu” and “Wu Tzu”) Sun Tsu, wrote: “The one who won hundreds of victories in hundreds Conflict is unlikely to have high skill. The one who possesses the high skill of using the strategy conquers others without entering into conflict with them. ”

1. Strategy is a means to an end result. At the same time, it unites all parts of the organization into a single whole and covers all the main aspects of the organization. 2. Strategy is a long-term comprehensive plan that ensures the implementation of the mission and the achievement of the economic goals of the organization. The strategy defines the goals and the main ways to achieve them so that the organization receives a single line of action. 3. Strategy - this is the result of an analysis of the strengths and weaknesses of the organization, as well as identifying opportunities and obstacles to its development. It defines the boundaries of possible actions of the organization and management decisions. Thus, the Strategy is a set of rules that guide the organization of managerial decision-making. At the same time, the strategy can be considered as an overall comprehensive plan designed to ensure the implementation of the mission and achievement of the organization’s goals

The term “strategic management” was coined at the turn of the 1960s-70s to indicate the difference between current management at the production level and top-level management. The need to fix this kind of difference was caused primarily by changes in the business environment. The leading idea, reflecting the essence of the transition from operational to strategic, was the idea of \u200b\u200bthe need to shift the focus of senior management to the environment in order to properly and timely respond to changes in it

Strategic management was born evolutionarily from strategic planning, which forms its essential basis. It is becoming increasingly interesting for organizations that face difficulties in implementing fundamentally new strategies. The essence of strategic management is that in the organization, on the one hand, there is a clearly organized comprehensive strategic planning, on the other hand, the organization’s management structure is adequate to “formal” strategic planning and is structured in such a way as to ensure the development of a long-term strategy for achieving goals and creating managerial mechanisms for implementing this strategy through a system of plans. Strategic management should take into account the interests of all interested parties with which the interests of the enterprise intersect.

2. The experience of countries in applying strategic management The most striking and successful example of applying strategic management is the practice of developing one of the countries of Southeast Asia - Japan. Prior to the outbreak of World War II in 1939, Japan held leading positions in the world textile industry, machine building, metallurgy, and other industries, but after its end, the country's economic power was greatly waned. At the end of the 1940s, the world situation began to change dramatically. The global market was rapidly saturated and began to demand high-quality products. In Japan, a severe crisis was exacerbated. The nation faced an alternative: either starvation or the search for an effective way out of this situation. To revive the former economic stability, the Japanese authorities focused on setting strategic goals in priority areas, including: - in the field of science and technology - also on high-quality training of workers.

The experience of countries in applying strategic management 1. Establishing universal control over the export and import of products. Total control was taken over export-import processes, the import of foreign finished products that could stifle Japanese industry was prohibited, but the import of modern Western-made technologies was encouraged, which ultimately aimed at developing the Japanese technological industry. 2. Full support of domestic manufacturers with the priority goal of producing high-quality products. Manufacturers of new products were supported at the state level, and traders-dealers were in an enviable position, pressure in their direction made this type of activity unprofitable. As a result, the number of primary producers grew, and thus national wealth increased faster. 3. In the sphere of banking and financial services, suppression of speculative activity, since it only contributed to the enrichment of a narrow circle of people and did not contribute to economic progress. In the banking sector, only manufacturing enterprises received the most favorable conditions for obtaining capital (the interest rate for them was the lowest). 4. The introduction of a system of lifelong hiring, which did not support competition for jobs in different companies (which led to large financial investments in the professional training of employees), but facilitated competition between employees of the same company, as a result of which the company’s power grew due to the high efficiency of the workforce .

Achieving goals The meaning of a person’s existence is determined by the achievement of his life goals. The same can be said about the existence of any organization, be it commercial, public, charitable or state. Any enterprise, association or individual entrepreneur pursues his own goals, which are the reasons for their existence and functioning. Consider different types of goals and build a tree of goals on the example of the organization.

Setting goals according to priorities of consumption products, according to the stages of the “life cycle” The goal is one of the elements of human behavior and conscious activity, characterized by anticipation in thinking of the result of the activity and the ways of its implementation using certain means. Mission is a very large goal that causes the members of the organization to have a state of aspiration to something. The mission is a formulation of a long-term vision of the meaning of the organization and an expression of the essence of its activities. At the same time, the goals provide a more specific and detailed idea of \u200b\u200bthe proposed development of the organization in a particular area of \u200b\u200bits activity. The statement of a mission is nothing but the answer to the question: why does an organization (or a person) do what it (or he) does? Mission - is the satisfaction of members of the society, their needs for a particular product or service. On the basis of the mission, long-term goals of the organization or qualitative results are formulated that will not be achieved outside the planning period, but which the organization is going to approach within this period.

Classification of goals of strategic management Depending on the specifics of the industry, environmental conditions, nature and content of the mission: Market goals (or external program goals): in the field of marketing, for example: - sales volume in physical and value terms; - number of customers; - market share. Production goals (internal) are a consequence of market ones. They include everything that is necessary to achieve market goals (with the exception of organizational resources), for example: - provide a certain volume of production (production volume \u003d sales volume - existing reserves + planned reserves); - build a workshop (volume of capital construction); - develop a new technology (carrying out research and development).

Organizational goals - everything related to the management, structure and personnel of the organization, for example: - to hire three marketers; - bring the average salary of employees to the salary level of a market leader; - introduce a project management system. Financial goals - link all goals in terms of value: - net sales (from "market goals"); - the amount of costs (from "production" and "organizational" goals); - gross and net profit; - return on sales, etc. You can set goals in a different order: from financial to market and production.

TREE OF GOALS The basis for building the top of the goal tree is a set of strategic goals defined within the organization’s strategy. It should be noted that not only those goals that determine the directions of strategic development, but also long-term goals associated with maintaining the functioning of the management system and subsystems related to production and support should be recognized as strategically significant. The achievement of strategic goals is ensured by the achievement of both operational (regular, permanently achieved) goals and project (unique in content) goals. The goals within the model need to be carefully classified and structured appropriately within the framework of the diagrams - so that they become presentable and as understandable as possible for their readers. The selection, description and hierarchical ordering of each of the goals is carried out by performing a number of relevant analytical procedures and approval and approval procedures. As far as possible, the requirements of SMART are applied to each of the goals defined at the lower level of detail (Specific - specific; Measurable - measurable; Achievable - achievable; Realistik - realistic; Timed - time-limited).

Tab. 2. Goals and characteristics of the stages of the organization’s life cycle Stage of the life cycle main goal Management Characteristics of the stages 1. “Birth” Survival Team-building Enter the market 2. “Childhood” and “youth” Profit and growth Team-building Consolidation and capture of the market, increase in salaries, provision privileges 3. “Maturity” Growth of profits Delegation of powers Division and cooperation of labor, bonuses 4. “Aging” Saving of achieved results Coordination of actions Free working hours of personnel, participation in profits 5. “Revival” lib Ensuring disappearance revival Unity of command over all functions to innovation, rejuvenation of staff

Stages of the organization’s life cycle The birth of any organization is connected with the need to satisfy the interests of consumers, with the search and occupation of a free market niche. The main goal of the organization at this stage is survival. It requires leadership such qualities as faith in success, willingness to take risks, performance. Characteristic of the stage of birth is a small number of partners. Particular importance at this stage should be given to everything new and unusual. "Childhood" . The stage is associated with risks, because it is during this period that the organization grows disproportionately in comparison with the change in the managerial potential. At this stage, most newly formed firms fail because of the inexperience and incompetence of managers. The main objective in this period is to strengthen its market position, competitiveness. The main goal of the organization at this stage is short-term success and ensuring rapid growth. "Youth". This is the period of transition from integrated management, carried out by a small team of like-minded people, to differentiated management using simple forms of financing, planning and forecasting. The main goal of the organization during this period is to ensure accelerated growth and, as a rule, complete capture of its part of the market. An intuitive risk assessment by management is no longer sufficient. She needs specialists with highly specialized knowledge.

Stages of development of strategic management Business historians usually distinguish four stages in the development of strategic management: budgeting, long-term planning, strategic planning, strategic management.

Budgeting until the 50s of the twentieth century. In the era of the formation of giant corporations before the Second World War, special planning services in companies were not created. Top corporate executives regularly made plans for their business development, but formal planning was limited only to the preparation of annual financial estimates - budgets for items of expenditure for various purposes. However, due to changes in the external environment, the plans were not implemented. A feature of fiscal methods is their short-term nature and internal orientation, that is, the organization in this case is considered as a closed system.

Long-term planning - 50-60s. In the 1950s and early 1960s, the characteristic conditions for the work of companies were the high growth rates of commodity markets and the relatively high predictability of development trends in the national economy. These factors created the conditions for the development of long-term planning. The basis of the method is the forecasts of the company for several years to come. Long-term planning was based on the extrapolation of past trends in the development of the company. The main task of managers was to identify financial problems that create an obstacle to the growth of the company. Sales volumes, availability of resources were not planned, as a result, products accumulated at enterprises, sales were difficult, firms were not stable. This approach, better known in our country as the method of “planning from what has been achieved,” was widely used in the conditions of centralized management of the Soviet economy.

Strategic planning - 60s-70s. At the end of the 1960s, as crisis phenomena increased and international competition intensified, forecasts based on extrapolation began to diverge from real numbers. To overcome the emerging shortcomings, the concept of strategic planning began to develop. It is based on the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external capabilities taking into account the specifics of the organization. Thus, the goal of strategic planning is to improve the response of the enterprise to market dynamics and competitors' behavior.

Strategic management - after the 90s. By the 1990s, most corporations around the world had begun the transition from strategic planning to strategic management. Strategic management is defined as a set of not only strategic management decisions that determine the long-term development of the organization, but also specific actions that ensure the rapid response of the enterprise to changes in the external environment, which may entail the need for strategic maneuver, revision of goals and adjustment of the general direction of development.

Strategic management In contrast to strategic planning, strategic management includes: processes for implementing the strategy, evaluation control. Strategic management means that the management process should be proactive, and not reactive, that is, it is necessary to influence events in the external environment, and not just respond to them.

Strategic management is associated with setting goals for the organization and maintaining certain relationships with the environment that allow it to achieve its objectives and correspond to its internal capabilities. The potential that ensures the achievement of the organization's goals in the future is one of the end products of strategic management. The organization’s potential and strategic capabilities are determined by its architectonics and staff quality. Organizational architecture of an organization can be: · technology, production equipment, facilities, their capacities and capabilities, · equipment, its capabilities and capacities for information processing and transmission, · power structure, distribution of job functions and decision-making powers, · organizational tasks of individual groups and individuals , · Internal systems and procedures, · organizational culture, norms and values \u200b\u200bthat underlie organizational behavior.

Functions of strategic management Strategic management involves the implementation of the following functions: 1. Analysis of the external and internal environment of the company; 2. Definition of the mission of the company and its goals; 3. The division of the common goal into subgoals; 4. Determining the means to achieve these goals; 5. The choice of strategy; 6. Implementation of a strategy aimed at achieving goals; 7. Evaluation and monitoring of the implementation of the strategy.

4. The essence and need for strategic planning for the development of socio-economic systems Among the objects of strategic management there are three groups: 1. Organization, as an open integrated socio-economic system, representing a set of structural units. 2. A structural unit is a direction of the organization’s activity, an independent market-oriented economic unit that can act as a full-fledged competitor in its market segment, has its own circle of suppliers, consumers and competitors. 3. A functional area of \u200b\u200ban organization is a field of activity represented by functional structural units that specialize in performing certain functions.

The essence and necessity of strategic planning for the development of socio-economic systems The main task of strategic planning is to predict the possible risks of doing business with the aim of reducing them or minimizing the likelihood of their occurrence. First step. . Analysis of the current state of the organization with an objective assessment of its strengths and weaknesses, the search for solutions that need to be taken to adjust or eliminate factors that impede the organization's future profitability. The second stage of strategic planning is the analysis of potential crisis situations and an assessment of the likelihood of their occurrence is made. At the third stage, a portfolio of alternative crisis action plans is formed. The portfolio of such plans is of great value in terms of increasing the speed of reaction to changes in the external environment, and which can be used to cover misses in the strategy. Thus, one of the benefits of strategic planning is. that it gives the organization the ability to respond before it itself suffers from a crisis

Environmental analysis serves as a tool with which strategy developers control factors external to the organization in order to anticipate potential threats and new opportunities. Threats and opportunities can manifest themselves in seven areas of the external environment; accordingly, factors that are analyzed are grouped accordingly. The following groups of factors are distinguished, the study of which allows you to get a complete picture of the emerging trends in the development of the external environment of the organization: 1. Economic (inflation (deflation), tax rate, international balance of payments, level of employment, solvency of the enterprise), 2. Political, 3. Market, 4. Technological; 5. Competition factors; 6. Social; 7. International factors.

Types of the environment There are four main types of the environment. 1. A changing environment that is characterized by rapid change. It can be technical innovations, economic changes (changes in inflation), changes in legislation, innovations in competitors' policies, etc. Such an unstable environment that creates great difficulties for management is inherent in the Russian market. 2. Hostile environment created by fierce competition, the struggle for consumers and markets. Such an environment is inherent, for example, in the automobile industry of the USA, countries of Western Europe and Japan.

3. A diverse environment is characteristic of global business. A typical example of global business is the McDonalds firm, which operates in many countries (and therefore is associated with serving numerous customers who speak different languages), with diverse cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, its policies affecting consumers. 4. Technically difficult environment. In such an environment, electronics, computer technology, and telecommunications are developing, which require complex information and highly qualified staff. The strategic management of enterprises in a technically complex environment should be focused on innovation, since products in this case quickly become obsolete. To conduct analysis and forecast of the external environment of the organization, PEST -, SNW -, and SWOT analysis are used.

PEST analysis is a tool designed to identify the political, economic, social and technological aspects of the external environment that can affect a company's strategy. Politics is studied because it regulates power, which in turn determines the environment of the company and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the enterprise. Equally important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of her study is considered to identify trends in technological development, which are often the causes of changes and losses of the market, as well as the emergence of new products. PEST analysis is not common for all organizations, since each of them has its own special set of key factors. PEST (Policy, Economy, Society, Technology))

PEST analysis

SNW analysis is an advanced analysis of strengths and weaknesses. Strength (strong side), Neutral (neutral side), and Weakness (weak side). In contrast to the analysis of the strengths and weaknesses of SNW, the analysis also offers a mid-market state (N). The main reason for adding a neutral side is that “often, to win the competition, a state may be sufficient when a given organization is in state N with respect to all its competitors in all but one key position, and only one in state S”. To compile SNW analysis, you need to fill out the following table: SWOT analysis is one of the first stages of strategic planning. The idea of \u200b\u200bSWOT analysis is as follows: a) making efforts to turn weaknesses into strengths and threats into opportunities; b) the development of the strengths of the company in accordance with its limited capabilities.

Methods for responding to changes in environmental factors. In practice, various methods are used to respond to changes in environmental factors. The most common among them are the following approaches: "fight against fire", or reactive management style. This approach, which involves taking managerial measures after the changes are completed, is still common at many Russian enterprises; expansion of areas of activity, or diversification of production, capital as a means of possible reduction of commercial risk when changing environmental factors; improving the organizational structure of management to increase its flexibility. In this case, the enterprise can create profit centers, strategic business units and other flexible structures focused on achieving final results; - strategic management. The analysis of the external environment is a tool, if you have a little help with the strategy, it is important to keep the house open. He pozvolyaet opganizatsii cvoevpemenno cppognozipovat poyavlenie ygpoz and vozmozhnoctey, pazpabotat cityatsionnye plany nA clychay vozniknoveniya neppedvidennyx obctoyatelctv, pazpabotat ctpategiyu, kotopaya pozvolit opganizatsii doctignyt tseley and ppevpatit potentsialnye ygpozy in vygodnye vozmozhnocti.

5. Strategic management At present, scientists distinguish five main stages of strategic management: THE FIRST STAGE. Defining the scope and development of the organization’s mission. SECOND PHASE. Development of long-term and short-term goals of the organization. THIRD STAGE. Development of a strategy to achieve business goals. FOURTH STAGE. Implementation of the organization’s strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy according to the results of the organization and the introduction of corrective actions. Since the conditions of modern business are extremely dynamic, this process is continuous and represents a constantly renewing cycle with intensive feedbacks. In addition, the boundaries between the phases of the cycle are rather arbitrary.

FIRST STEP. Defining the scope and development of the organization’s mission. The definition of the scope of the organization involves: - determining the satisfied needs; - consumer identification; - Determining how to meet the needs of specific consumers. That is, it is necessary to answer the question: “What, for Whom and How do we produce? “For example, the company Metallprom CJSC defined its business as follows:“ Who wants to gain the trust of a client is looking for a way, who does not want to - is looking for a reason ”Mc. Donald’s did this as follows: “Delivering hot, delicious food in a clean restaurant for a reasonable fee.”

Examples of missions An organization’s mission is the verbally expressed main socially significant functional purpose (role) of the organization in the long term (in addition to making a profit), reflecting the purpose of the business, its philosophy. This term literally means "responsible task, role." The mission helps to determine what the company actually does, while it focuses on the consumer, not the product. Therefore, the definition of a mission implies the answer to the question: “What benefit can a firm bring to consumers, while achieving greater success in the market? "Examples of missions:" Two centuries of tradition - a guarantee of quality "(Foil rolling plant, St. Petersburg). “We save your time and money” (Inkombank). “Elements are not subject to” (Oneximbank).

SECOND PHASE. Development of long-term and short-term goals of the organization's activities After formulating the mission, it is necessary to determine the long-term (3 - 5 years or more) and short-term (1 - 2 years) goals of the organization. There are eight key areas in which the company defines its goals. 1. Market position. Market goals can be to gain leadership in a particular market segment, increase the company's market share to a certain size. 2. Innovation. Target settings in this area are associated with the definition of new ways of business: the organization of the production of new goods, the development of new markets, the use of new technologies or methods of organizing production. 3. Performance. More efficient is the enterprise that spends less economic resources on the production of a certain amount of products. 4. Resources. The need for all types of resources is determined. 5. Profitability (profitability). These goals can be expressed quantitatively: to achieve a certain level of profit, profitability. 6. Management aspects. To ensure profit in the long term is possible only through the organization of effective management. 7. The staff. The goals in relation to the staff may be related to the preservation of jobs, ensuring an acceptable level of remuneration, improving the conditions and motivation of labor, etc. 8. Social responsibility. Currently, most Western economists recognize that firms should focus not only on increasing profits, but also on the development of generally recognized values.

The goals of the enterprise must meet the following characteristics: 1. The goals should be specific and measurable. 2. Goals should have a specific planning horizon, that is, determine when results should be achieved. 3. The goal must be achievable. 4. Goals should be flexible and have space for their adjustment in connection with unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures that goals are feasible. 5. The multiple goals of the enterprise must be comparable and mutually supportive.

THIRD STAGE. Formulating a strategy Formulating a strategy is a management function, which consists in forming the organization’s mission, defining the goals of its activity and creating a strategy. The final product of strategy formulation is a strategic plan. Strategic plan - a document containing the purpose of the organization, its development direction, long-term and short-term objectives and development strategy. The strategy is necessary both for the entire company as a whole and for its individual connecting links - research, sales, marketing, finance, labor, etc. THE FOURTH STAGE. Implementation of the organization’s strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy according to the results of the organization and the introduction of corrective actions. The last two stages are considered together, since they do not have clear distinctions. In the process of implementing the strategy there is a constant evaluation and adjustment. Implementation of the strategy is not only a function of top management, but work for the entire management team. All managers act as implementers of the strategy within their authority and responsibility. The last stage is a bridge, returning the company to the initial first points, but at a qualitatively new level.

FIFTH STAGE. Evaluation of the effectiveness of the strategy according to the results of the organization and the introduction of corrective actions. The last stage is a bridge, returning the company to the initial first points, but at a qualitatively new level. Thus, the strategic management process can be represented as a continuous spiral going up.

The fundamental differences between strategic management and operational. Strategic management Characteristic Operational management The long-term survival of the organization through a dynamic balance with the environment Mission, mission. Production of goods and services in order to obtain income from sales. Look inside the organization, search for new opportunities in the competition. The object of concentration. A look inside the organization, finding ways to make better use of resources. Focus on the long term. Consideration of the time factor. Short-term and medium-term orientation. People, information support systems, market. The basis for building a control system. Functions and organized structures, procedures, equipment and technology. A look at employees as the foundation of an organization, its main value and source of well-being. An approach to personnel management. A look at employees as organization resources, as performers of individual jobs and functions. Timeliness and accuracy of the organization's response to environmental changes. Criteria for management effectiveness. Profitability and rationality of the use of production potential.

Theoretical foundations of strategic management Levels of management Characteristics of management levels Competencies of managers at various levels Strategic Top managers - a clear definition of the mission; managers reaction to all changes in and around the enterprise; development and evaluation of alternatives; creation of infrastructure to improve the work of the company Tactical Mid-level managers - the formation of tasks for structural units; study of deviations from goals; assessment of the validity of decisions; use of information both external and internal; development of measures to protect enterprises from negative consequences. Operational Managers of the middle and lower level - providing solutions to specific problems of the functioning of the company.

1. 3. The basic principles of strategic management Strategic management has its own laws that should be considered when developing a development strategy for the company. The following basic principles are distinguished: 1. Reasonable and conscious choice of goals and organization development strategy. Goals must be feasible and consistent. 2. The constant search for new forms and types of activities aimed at strengthening existing advantages, identifying and strengthening new ones. 3. Ensuring the correlation between the organization and the external environment, managed and managed by the subsystems of the organization and its elements. 4. Individualization of strategies. Each strategy is unique in the sense that it has features due to the existing composition of personnel, economic potential, culture and other features. 5. Each strategy consists of two parts: planned and random, which appeared under the influence of the external environment. 6. A clear organizational separation of strategic management tasks and operational management tasks

Theme 3. STRATEGIC MANAGEMENT AS A PROCESS OF ADOPTION AND IMPLEMENTATION OF STRATEGIC DECISIONS. . The structure and content of management decisions. Classification of decisions and requirements for them. Strategic management is the process of making and implementing strategic decisions, the central link of which is strategic choice, based on a comparison of the company's own resource potential with the capabilities and threats of the external environment in which it operates. Strategic management is based on strategic decisions. Strategic decisions are management decisions that are: focused on the future and lay the foundation for making operational management decisions; involve significant uncertainty, since they take into account uncontrolled external factors affecting the enterprise; associated with the attraction of significant resources and can have extremely serious, long-term consequences for the enterprise. The strategic decisions include: reconstruction of the enterprise; introduction of innovations; organizational changes; access to new markets; acquisition, mergers, etc. Management decision - this is a strong-willed, creative action of the subject of management. It consists in choosing the best alternative from a set of reasonable options for achieving a specific object management goal.

Strategy of innovative enterprises. The growing industries in the world are microelectronics, communications and communications, biotechnology, computer science and the service sector. Success in growing industries is achieved through innovation (new products) and an offensive strategy. Growing innovative enterprises face two main problems: How to make innovations profitable and recoup the costs of it? How to protect yourself from followers who, without spending a lot of money on developing new products, simply copy products after they appear on the market? Leading firms have a common main goal - to maintain a leading position, and try to achieve in two possible ways. The first way is an offensive strategy that seeks to find new consumers of the product, expand the scope or frequency of use of the product. The second way is a defensive strategy aimed at protecting your market, countering the most dangerous competitors, as well as protecting imitators from competitors. This strategy is to acquire patents, know-how, innovations, use of additional resources and confrontation with competitors in the price struggle.

Building a strategic pyramid In a large differentiated company, strategies are developed at four different organizational levels: 1. Corporate strategy (strategy for the company and its areas of activity as a whole). 2. Business strategy (for each individual type of company activity). 3. Functional strategy (for each functional area of \u200b\u200ba certain field of activity). Each area of \u200b\u200bactivity has a production strategy, marketing strategies, finance, etc. 4. Operational strategy (a narrower strategy for the main structural units: plants, regional sales representatives and departments (within functional areas).

Technocratic and entrepreneurial management styles;
Concepts and essence of SM;
Principles, advantages, problems of SM;
The main elements of SM;
Stages of development of SM;
Types of SM;
Abilities necessary for the manager to implement SM;
Approaches to developing a strategy for organizations.

1.2. Concepts and essence of SM.
The main problem of any organization is the problem of survival and ensuring continuity of development. The solution to this problem is based on the creation and development of competitive advantages.
The essence of the concept of SM . How to manage the organization in a dynamic, volatile and uncertain environment. A management system is needed that ensures a constant correspondence between the organization and its external environment. The mismatch between the organization and its external environment happens for both current and strategic reasons.
Current reasons - tactical calculations are easily removable. For example, insufficient marketing due to poor advertising.
Strategic reasons - serious miscalculations in the organization’s activities, affecting the achievement of the goal and requiring significant resources to eliminate. For example, insufficient sales of products due to the fact that the characteristics of the goods do not meet the requirements of the market.
Current causes of non-compliance are addressed by operational management, and strategic causes are addressed by strategic management.
Table. Comparison of operational and strategic management.

1.3. Principles, advantages, problems of SM.
Principles of SM : 1 . the principle of science in combination with elements of art (on the one hand, the strategy involves scientific and analytical foresight and research, on the other hand, the manager must improvise and look for individual approaches to the situation); 2. the principle of accounting and coordination of external and internal factors of the organization's development; 3. the principle of conformity of the organization’s strategy and tactics (tactics - a set of short-term management decisions necessary to implement strategies in practice); 4. the principle of flexibility of strategic management (assumes the possibility of making adjustments to previously adopted strategic decisions); 5. the principle of organizing strategic control and creating the necessary conditions for the implementation of strategies (the CM process must necessarily include creating conditions for the implementation of strategies in practice, especially attention is paid to   strategic oversight; The IC is not to evaluate how the processes are going, but to find out how these processes contribute to the organization’s goal).
SM benefits : 1. SM provides the focus of the organization's activities on understanding the key aspect: “What is the organization trying to do?”, “What is the organization achieving?”; 2. SM makes managers respond more clearly to changes in the external environment; 3. SM creates the opportunity to evaluate alternative investment options and choose the best from them; 4. SM creates the opportunity to combine the efforts of managers at the native level in developing a strategy; 5. SM involves not only adaptation to the external environment, but also an active impact on those environmental factors that pose a threat to the organization.
Problems and limitations of SM: 1. does not give a detailed and accurate picture of the future, because it is based on assumptions and the future; 2. cannot be reduced to a set of specific and clear procedures, i.e. it does not have unambiguous algorithms; 3. this is a fairly expensive event; 4. with SM, the negative consequences of errors are enhanced compared with operational management; 5. in SM, the focus is often on developing a strategy to the detriment of the process of its implementation in practice.

1.4. The main elements of SM.
SM is a combination of 5 interconnected management processes: 1. strategic analysis of the external and internal environment of the organization - usually considered the initial process of SM. External environment   analyzed as follows. directions: a) microenvironment - this is the immediate external environment that has a direct and immediate impact on the organization (suppliers, customers, competitors, creditors, shareholders, contact audiences, etc.); b) the macro environment is an environment of indirect impact on the organization (PEST: political factors, economic factors, social, technological); c) mega-environment - this is a medium of remote influence associated with changes in world politics and the global economy. Analysis of the internal environment is carried out as follows. main areas: a) marketing activities; b) the financial condition of the organization; c) the technology used; d) organization staff; e) organization management system. 2. defining the organization’s mission and setting specific business goals on its basis. Mission - the meaning of the organization. Its purpose, main goal, clearly expressed reason is the existence in the market. Based on the mission, specific business goals are formed in relation to market share, sales, innovation, profit, etc. 3. identification of possible strategic alternatives and the selection of a specific organization development strategy from them. This stage is a kind of “core” SM, because it is on it that a specific path to achieving the goal is determined. 4. implementation of strategies, a set of measures is required to implement strategies in practice (necessary changes are made to the structure of the organization, tactics are determined, staff is motivated to change, resistance to change is overcome, etc.). 5. Evaluation and monitoring of the implementation of strategies. SC is fundamentally different from operational control. The IC is not interested in the correctness of the implementation of individual works, functions and activities, he is interested in what contribution they make in achieving the organization's long-term goals.

Fig. Strategic management system.

1.5. Stages of development of SM.
There are 4 stages of development of SM: 1. budget planning (1900-1955) . This planning consists in the preparation of annual financial estimates (budget) for items of expenditure for various purposes. In this period, this was the only type of plan on the basis of which other types of plans began to develop in the future, including a strategic plan. Distinctive features of BP: 1. The objects of planning were the budgets of the enterprise for raw materials, equipment, labor, etc .; 2. This planning was of a short-term nature, not more than one year; 3. This planning was internal oriented, i.e. environmental information was not taken into account. 2. Long-term planning (1955-1975) . At this stage, the planning horizon expands to 3-5 years, and the main targets of the business have become planning objects: profit, sales volume, market share. This planning is based on the extrapolation of the trend, i.e. transferring past trends to the future. Conditions for the emergence and use of long-term planning: 1. high pace of the economy market and its predictable development; 2. The relatively stable external environment of the company; 3. Narrow industry specialization of leading firms and low competition between them. The disadvantage of this type of planning: with the growing crisis in the economy and increased competition, such plans will be significantly different from reality. 3. strategic planning (1965-1985).   At this stage, planning has evolved from a mathematical process to an experimental process, i.e. plans for the future began to be based on the expected state of the external environment. Conditions for the development of strategic planning: 1. The external environment of many companies has become unstable and intensified competition; 2. Active development received marketing; 3.Many leading companies in these years are swarms of diversification. At this time, strategic plans were developed only at the highest level of company management without involving middle and lower level managers. Also, plans often turned out to be divorced from reality. 4. strategic management (1975-present) . SM differs from the previous strategic board trail. the main points: a) during SM, decentralization of strategic decisions is carried out, which was manifested in the involvement of middle and lower managers in strategic decisions, as well as in the transfer of a number of strategic decisions to lower levels of management; b) when SM began to pay much more attention to the implementation of the strategy in practice. Conditions for the appearance of SM: 1. The emergence of high technology and an increase in the number of innovations; 2. The competition sharply intensified and acquired a global character; 3. increased requirements for quality and assortment of goods.

Tab. Comparative characteristics of the development of SM.

1.7. Abilities necessary for the manager to implement SM.
The presence of strategic thinking in a manager is a very important factor in the ability of a leader. In addition to the general abilities of strategic management, there are a number of additional requirements for managers: 1) the ability to model the situation, that is, to establish patterns between market demand, the activities of competitors and the ability of specific organizations to meet the needs of customers: the manager must have analytical skills in order to navigate well in a large amount of information about the external and internal environment of the organization, that is, part of strategic thinking is ability to analyze; 2) the ability to identify the need for change - this ability is implemented in 2 directions: a) the manager’s willingness to respond to trends in the industry; b) the intelligence and creative abilities of the manager; 3) the ability to develop a competitive strategy for changes in the organization; 4) ability to use reliable models and methods during strategic transformation. Managers should know and use the theory of strategic management, in particular, a variety of strategic models: 1. a matrix of the Boston Consulting Group (BCG); 2.BKG modified matrix; 3.Matrix Electric General / Mc. Kinsy; 4. Shell matrix; 5. business comprehensive analysis of PIMS; 6. ADL / LC model; 7. Hofer-Shelder model; 8. Abel's three-dimensional scheme. 5) ability to bring strategy to life.

1.8. Approaches to developing a strategy for organizations.
There are 5 main approaches (styles) to the development of organizational strategies. A well-designed strategy should simultaneously take into account all these 5 approaches: 1.strategy as a system of comprehensive control . This approach is characteristic of machine organizations (army). With this approach, considerable attention is paid to isolating and tracking the maximum possible number of parameters to be monitored. Disadvantages: a large number of controlled parameters often exceeds the possibilities of understanding them; this type is characteristic of a technocratic management style; This view does not take into account environmental changes. 2.strategy as creating conditions for innovation . This approach involves creating an atmosphere of internal entrepreneurship in the organization. This approach provides the awakening of the initiative at the local level and helps the organization itself to become a source of development ideas for itself. It does not define specific actions, it simply creates the conditions for creativity and innovation. 3. Strategy as management of internal changes.   It involves the formation and development of the organization’s internal potential necessary for the successful implementation of the strategy. 4.strategy as a political process. It involves paying special attention to the interests of the organization in the external environment: the creation of lobbying structures, the struggle for spheres of influence, contacts with the press and authorities. 5.strategy as a study of the future by analyzing development scenarios . Scenario   - a qualitative description of situations in the organization, industry, in the region, at a certain point in the future.
Tab. Comparative characteristics of approaches to strategy development

2.1. The subject, principles, types of analysis and its place in the system of economic sciences.
Analysis is a capacious concept that underlies all scientific and practical human activities.   Analysis   - highlighting the essence of a process or phenomenon by identifying and then studying all its sides and elements. Economic analysis of the enterprise is the basis for all decisions at the microscopic level. Economic analysis arose simultaneously with accounting in ancient Egypt about 4000 BC, but economic analysis stood out as an independent science in the 60s of the 20th century.
Basic principles of economic analysis : 1 . before performing the analysis, a clear program is needed, including the analysis algorithm, analysis indicators and information sources for analysis; 2 .in analysis of the performance of the organization always compared with something: with the previous period, with the plan, with industry average indicators, with indicators of the main competitors. Any deviations, including positive ones, should be carefully analyzed. 3. the analysis should ensure the validity of the criteria used, kA quantitative and qualitative. 4. during analysis no need to get maximum accuracy of estimates. The greatest value in the analysis is the identification of trends and patterns.
Types of analyzes: 1. the width and availability of the information involved: external analysis and internal analysis. 2. for the analyzed subsystem of the enterprise: production analysis and financial analysis. 3. on the temporal aspect of the analysis: a) retrospective analysis (directed to the past and deals with factors and results that have already taken place). To develop a strategy, the value of such an analysis is quite limited; b) prospective analysis (directed to the future, serves to study options for the development of the organization, is probabilistic in nature); 4. the content of the analysis: a comprehensive analysis and thematic analysis; 5. on the analysis horizon: operational analysis (analysis of current activities); tactical analysis (analysis of prospects until the 1st year); strategic analysis (analysis of prospects for more than one year); 6. by objects of analysis: investment analysis; project analysis; marketing analysis; risk analysis etc ..

2.2. The concept of purpose and principles of strategic analysis of the external environment.
The development of a strategy logically begins with an analysis of the external environment. Strategic analysis of the external environment   - identification and clarification of factors outside the scope of the organization’s constant control; capable of creating threats and opportunities for her, as well as influencing her strategies.
The functions of the external strategic analysis: 1. it allows you to take into account the most important factors affecting the organization and its future; 2. He helps the organization create a more favorable impression of himself; 3. It provides information on the internal functions of organizations.
Opportunities - positive trends and environmental phenomena that can lead to increased production and profits. Threats - negative trends and environmental phenomena, which in the absence of reaction to them can lead to a decrease in production and profit. The purpose of the external strategic analysis is to get answers to the following questions: 1. How does the organization influence macro-sphere factors; 2. What are the main indicators characterize the industry in which the organization operates; 3. What competitive forces operate in the industry and what is their impact on the organization; 4. What can cause changes in the structure of the competitive forces of the industry; 5. Which companies in the industry have the strongest and weakest competitive positions; 6. What are the following most likely strategic steps by competitors; 7. What are the key success factors (KFU) determine the success or failure in this industry; 8. how attractive the industry is in terms of prospects for profit in it is above average.
To summarize the results of strategic analysis of the external environment, a special form can be used (summary analysis of external strategic factors). Stages of filling this form: 1. Define 5-10 external opportunities, 5-10 external threats; 2. for each identified factor, the significance is estimated from 0 to 1. depending on the impact of this factor on the organization:?   \u003d 1; 3. Each factor is evaluated on a 5-point scale, depending on the organization’s response to this factor; 4. A weighted score for each factor is determined and the total weighted score is calculated. The total score indicates the degree of response of the organization to significant environmental factors.
Tab. Summary of external strategic factors.

2.3. The concept of purpose and principles of strategic analysis of the internal environment.
Strategic analysis of the internal environment (managerial analysis, managerial examination, managerial diagnostics) is a process of a comprehensive analysis of the organization’s internal resources aimed at assessing its strengths and weaknesses, as well as identifying strategic problems. In the internal analysis there is a certain problem, on the one hand, in each structural unit, information is accumulated about some element of the internal environment, on the other hand, there is often no comprehensive view of the internal environment of the organization.
The need to analyze the internal environment is determined by the following factors: 1. An analysis of the internal environment is necessary to develop an organization’s strategy; 2. It is necessary to assess the attractiveness of the organization from the point of view of external investors, as well as to determine the position of organizations in national and other ratings; 3. allows you to identify the development reserves of the organization.
As a result of internal analysis, you can identify: 1. overestimates or underestimates the organization; 2. overestimates or underestimates the organization of its competitors; 3. What market requirements does the organization attach to too much or too little value.
One of the most difficult problems of internal analysis is the definition of the circle of analyzed indicators, since most often people analyze what is easiest to analyze and ignores everything else.
A standard set of areas of internal analysis: marketing, finance, technology, staff. Managerial activity. The purpose of the internal analysis (to get answers to the following questions): “How effective is the organization’s current strategy?”, “What are the strengths and weaknesses of the organization?”, “Are the organization’s prices and costs competitive?”, “How strong is the organization’s competitive environment?” ”,“ What strategic problems does the organization face? ”.

2.4. Critical points of the organizational environment.
When analyzing the external and internal environment, it is necessary to highlight those elements that are most important for analysis, that is, it is necessary to determine   environmental analysis limits. These limits are determined by quantity and nature.   critical points. The number of critical points depends on the following sizes of the main factors: sizes of the analyzed organization; specificity of the analyzed organization; analysis time frame; selected goals of the organization. 1. The influence of the size of the organization on the number of critical points is shown in the table.
Tab. The value of analyzing the elements of the organizational environment for organizations of various sizes.

2.5. Formation of a database of internal and external organizations and the information basis of strategic analysis.
When analyzing the external and internal environment, the following database formation techniques can be used:
1. scanning the environment, searching for the already generated information that exists in retrospect; 2. monitoring the environment, tracking current newly emerging information; 3. forecasting the environment, this attempt to create information about the future state of the environment.
Information tracking is carried out within the framework of 3 types of information acquisition systems: 1. regular, used in studies of special situations, for example, crisis conditions, as a rule, studies focus on the past to find events like the present in it; 2. regular (periodic) systems; they are characterized by a periodic, most often annual review of events. A retrospective aspect also prevails in these systems; 3. The system of continuous review, they are constantly exploring the significant elements of the external and internal environment of the organization. These systems are largely oriented towards the future.
Sources of information about the environment of the organization. External (business newspapers and magazines; professional meetings; business reports and market reviews; books; colleagues and experts; company employees; statistical compilations; advertising materials; the Internet; information about existing studies) and internal (internal reporting; production and sales statistics) are distinguished ; memos; managers and main staff of the organization; external participants of the organization (consultants); experience gained in the organization; production meeting) sources of information.

2.6. Balanced Scorecard.
MTP is used to analyze the implementation of the strategy. Often real problems are not a bad strategy, but a poor implementation. Only 50% of external managers, 20% of mid-level managers and 10% of ordinary employees in their daily work are oriented towards the implementation of the strategy. When implementing the strategy, it is important to bring to each employee information about certain indicators corresponding to his particular levels. The BSC concept was developed in 1992. The authors of the concept of Coplan, Nortan. The main idea of \u200b\u200bthe MTP concept: in the form of a system of indicators to provide managers with the necessary information to monitor the implementation of the strategy. Managers need a system financial and non-financial indicators. The development of the BSC was caused, among other things, by the “transfer” to the use of financial indicators that do not provide sufficient information for making a managerial decision. In the framework of the BSC, the following groups of indicators are used: finance, customers, internal processes in the organization, innovation and staff development.
For the development of BSC are used strategic maps- a diagram or drawing showing the strategy in the form of a set of cause-and-effect relationships between the strategic goals of the organization, key success factors for achieving the goal and a set of indicators to assess the effectiveness of achieving the goal.

Fig. Strategic Map Example

An important point in the BSC is their number. The authors of the MTP consider optimally the total number of 20-25 indicators, which are distributed in 4 directions, as follows: finance - 5 indicators, customers - 5 indicators, internal processes in the organization - 8-10 indicators, staff development - 5 indicators. For rapid express diagnostics of the implementation of the strategy for MTP systems is necessary. For the total number of indicators to be no more than 10. There are examples when a company in the framework of the MTP costs only 3 indicators (customer satisfaction, employee satisfaction, revenue growth) and even two indicators (customer satisfaction, new product development). An example of the decomposition of a strategic goal on the example of a specific goal: increasing customer loyalty.

Fig. Interconnection of goals, success factors, processes and performance indicators.

Topic 3. Methods of strategic analysis.
3.1. SWOT analysis, a method for positioning threats and opportunities;
3.2. Factor analysis;
3.3. GAP analysis;
3.4. Chart “Ishikawa”;

3.1. SWOT analysis, a method for positioning threats and opportunities.
A SWOT analysis appeared in 1963 in order to logically link the results of external and internal analysis. The method got its name from the English words: Strength (strengths), weaknesses (weaknesses), opportunities (opportunities), threats (threat). During the SWOT analysis, 4 lists are compiled: according to the internal environment, these are lists of strengths and weaknesses; external environment lists of threats and opportunities. The simplest form of SWOT analysis is carried out by constructing a classical matrix of SWOT analysis.
Table. Classical matrix SWOT analysis.

Field “C&V” - involves the development of a strategy to use the strengths of the organization to obtain returns on the capabilities of the external environment. Field “СЛВ” - involves the development of a strategy to overcome existing weaknesses that impede the use of opportunities. Field “SI” - involves the development of a strategy for using strengths to eliminate threats. Field “СЛУ” - involves the development of a strategy to prevent weaknesses and neutralize threats.
To deepen the SWOT analysis, a method for positioning threats and opportunities is used, which consists in determining their priorities. To conduct positioning, 2 matrices are built: opportunities and threats.
Table. The matrix of opportunities.

Fields VS, VU, SS contain opportunities that are of great importance for the organization and they must be used. Fields NS, SU, VM can be used with a sufficient amount of resources. Fields NU, SM, NM opportunities that almost do not deserve attention.
Table. The matrix of threats.

Threats of BP, VK, SR represent a very great danger to the organization and require mandatory and immediate elimination. Threats HP, SK, VT, which should be eliminated in the first next order. Threats of the Tax Code, ST. Overhead lines requiring careful and responsible consideration. Threats of NT, NL, SL for which ongoing monitoring is carried out. But the task of their mandatory elimination is not set.
Drawing up a profile of the environment. This method is used as a continuation of the SWOT analysis. This method allows you to evaluate the relative importance for the organization of individual environmental factors.
Table. Environment profile table template.

Environment profile compilation algorithm: 1. assessment of the importance of the environmental factor for the industry, according to the following scale: 3-major importance, 2-moderate, 1-weak; 2. assessment of the influence of environmental factors on organizations on a scale: 3-strong, 2-moderate. 1-weak, 0-lack of influence; 3. assessment of the direction of influence on a scale: + 1-positive; -1-negative; 4.   all three expert evaluations re ... .. and we get an integrated assessment showing the degree of importance of the factor for the organization.

3.2. Factor analysis.
Factor analysis - a comprehensive and systematic study and measuring the impact of various factors on the value of effective indicators. It can be used to evaluate the effectiveness of a particular business; for example, to determine his specific ability. Views   factor analysis: 1. deterministic and stochastic factor analysis. Deterministic factor analysis is a study of the influence of factors whose relationship with the effective indicator is functional in nature, that is, there is a direct causal relationship. Stochastic analysis studies the factors, the connection with which with the effective indicator is incomplete, probabilistic, correlation. 2. direct and reverse factor analysis. In direct factor analysis, the study is conducted in a deductive way (from general to honest). On the contrary - the method of induction (from particular to general). 3. statistical and dynamic factor analysis. Statistical analysis is used to determine the impact on a particular point in time, and dynamic analysis considers the cause-effect relationship in dynamics. 4. retrospective (historical) and perspective (forecast) factor analysis. A retrospective factor analysis examines changes in indicators over the past period, and a prospective one examines the probabilistic dynamics of factors in the future. An example of a comparative factor analysis of competitiveness (competitive strength).
Table. Comparative factor analysis of competitiveness.

3.3. GAP analysis.
GAP analysis or gap analysis is one of the effective methods of strategic analysis. Purpose: to determine whether there is a “gap” between the goals of the company and its ability to achieve these goals. And if a “gap” exists to establish how to fill it.
The analysis of “gaps” includes the following steps: 1. Determination of the main target interest of the organization (increase in sales, market share, profit, etc.); 2. Clarification of the real capabilities of the organization from the point of view of the current and future state of the external environment, that is, what level of the target indicator is determined, the organization will be able to achieve in the future if it does not change anything in its potential, and leave everything as it is; 3. Definition of specific indicators of the strategic plan, corresponding to the target interest of the company, that is, at this stage, the desired state of the organization in the future is determined; 4. Establishing the difference between the indicators of the strategic plan (desired state) and existing opportunities (real state), that is, at this stage, the presence of a “gap” is diagnosed; 5. development of special programs and methods of action necessary to fill the identified “gaps”.

Fig. Gap analysis

3.4. Ishikawa chart.
In the analysis, it is necessary not only to identify the problem, but also to be able to find out their true causes. If problems are not so difficult to identify, then their causes are much more complicated. The Ishikawa diagram, which is used in group work, especially during brainstorming, can help with this. With a diagram that looks like a fish skeleton, they work as follows: 1. on the right, write down the problem to be solved; 2. at the ends of the branch “bones” indicate a group of reasons that are analyzed; 3. To the left of each branch, specific reasons are included in one or another group of reasons.

Fig. An Ishikawa chart example

It is useful to apply the Ishikawa diagram with a combination of Why? Analysis techniques. Analysis principle “Why?” It consists in the fact that each time the question “Why?” must be raised. For example, “why does this cause a specific problem?”. This question can be asked several times in relation to each reason until the internal relationship of these causes is clarified.

3.5. ABC analysis and XYZ analysis.
The ABC analysis method is based on the Pareto principle (20% -80%) according to which 20% of the total number of objects involved in any business gives 80% of the result of this business. For example, in trade: 20% of items give 80% of revenue. But unlike the Pareto principle in ABC analysis, objects are divided into 3 groups. Group A objects are few in number, but very important. Group B objects are intermediate and require less attention. The objects of group C are, as a rule, the most numerous and are of secondary importance. Distributionobjects   for ABC groups are not entirely unambiguous and the options are presented in the distribution table.
Tab. An approximate distribution of objects in groups A, B, C (from the best to the worst)

Tab. The approximate distribution of objects in groups A, B, C (from worst to best)

Stages of ABC analysis: 1. definition of objects of analysis (customers, suppliers, goods, etc.); 2. determination of the parameter by which the object will be analyzed (sales volume in rubles; the number of sales units in units, the number of orders in units, etc.); 3. determination of the share of objects in the effective indicator (the share of goods sold in total sales);
Tab. Sorting objects by the share of goods in total sales

Ax	Ay	AZ
Bx	BY	Bz
Cx	CY	Cz

4.1. The main types of external environment and methods of responding to changes in the external environment.
The following main types of external environment are distinguished: 1) a changing external environment - a sign of such an environment is constantly occurring, quick and varied changes; 2) hostile environment - a sign of such an environment is fierce competition, the struggle for consumers and markets; 3) a diverse environment - this environment is characteristic of global business, which operates simultaneously in many countries with diverse cultures and tastes of consumers; 4) technically complex environment - in such an environment the most important factor is the appearance of innovation, for example, in such an environment electronics, telecommunications, etc. develop.
The main methods of responding to changes in the environment: 1. reactive management style - this method is the implementation of managerial measures after any external changes; 2. expansion of the scope of activity (diversification) expansion of the scope of activity allows you to reduce commercial risk when changing environmental factors; 3. Improving the organizational structure of management to increase its flexibility; 4. integrated strategic management - it includes all the above methods.

4.2. Analysis of the macro environment of the organization using STEP analysis.
Macroenvironmental analysis includes: 1. detection of signs of future possible changes; 2.prediction of future applications of the macroenvironment. Tracking specific trends and patterns of macroenvironment.
When analyzing the macro environment, it is necessary to exercise some caution, as its results quickly become obsolete. To cope with this problem it is necessary: \u200b\u200ba) to conduct macrospheres on an ongoing basis; b) constantly update information sources and improve the analysis technique.
It is customary to analyze the macrosphere in 4 main areas, the analysis of which is commonly called STEP (PEST) - analysis: political and legal factors; economic forces; socio-cultural factors; technological factors.
Political and Legal Factors   - factors that are under the direct control and influence of the state. The state is involved in the following areas: a) legislative and regulatory regulation; b) economic policy (the state regulates taxation and government spending); c) state economic activity (the state can act as the owner or manage national industries); d) international politics (state participation in international trade, influence on exchange rates, etc.)
All governments strive to ensure the following types of control: 1. control of inflationary processes; 2. ensuring economic growth; 3. control of the unemployment rate; 4. control of monopolies; 5. the provision of socially necessary services; 6. control of environmental pollution; 7. Consumer protection; 8. Regulation of working conditions, etc.
Economic forces   - factors that are associated with changes in macroeconomics and their impact on the organization. The influence of economic factors is associated with a fixed policy and monetary policy.
Fixed policy   - this is the regulation of national economy by managing revenue and expenditure of the state.
Monetary policy   - regulation of the national economy by changing the main economic indicators: the rate of economic growth; income level in the economy; performance level; wage level; inflation rate; unemployment rate; exchange rate, etc.
Socio-cultural factors   - they include social culture and demography.
Social culture   - values, relationships that determine the actions and behavior of people. Social culture affects consumer behavior, population priorities, social responsibility of business, etc.
Demography   - A social science that studies the size and composition of the country's demography. The most important demographic characteristics: age; education; income; place of residence, etc.
Technological approaches.   Factors that reflect changes in goods and services, technologies, information and communications, transport and marketing. With regard to new technologies, the following can be noted: commercial - the use of old technologies can continue for a long time; it is difficult to predict the results of new technologies, since it does not so much rely on the existing market as it creates new markets.
Table. An example of a STEP analysis.

4.4. Drivers of change in the industry.
Driving forces provide an answer to the question: "What can cause a change in the current industry situation." The analysis of moving forces includes 2 stages: determination of the moving forces themselves; determining the degree of their influence on the industry.
The main driving forces of changes in the industry: 1. early trends in the economic development of the industry. This force is associated with an increase or decrease in demand for industry products; 2. changes in the composition of consumers and in the ways of using the goods; 3. The emergence of new products in the industry; 4. technological changes in the industry; 5. change in marketing activities; 6. Entry or exit of large firms; 7. Dissemination of know-how (I know how, but I will not say anything) in the industry; 8.Changing cost structures in the industry; 9. The change in the political and social factors of the macroenvironment; 10. Reducing uncertainties and risk in the industry.
  etc.................