It is not a generally accepted enterprise development strategy. The era has come when a radically new company development strategy is needed

– the most common models for planning company activities. They help cut out unnecessary elements, highlight fundamental features and focus on strengths. Purposeful and constant business development is the dream and goal of all entrepreneurs. Correctly chosen strategy - the best remedy to take your business to a whole new level. It builds a bridge between the desired state of the company and the real one, helping to overcome difficult periods. There are four main types of strategies. They will be discussed in the article.

The main elements of each strategy

Strategic business planning is based on the basic elements that help to competently organize the company’s movement towards the goal. There are nine such components in total. Each of them carries a certain functional load. The elements contribute to the development and realization of the enterprise's potential. These include:

Learn more about reference strategies that promote business development:

• business mission, which is a set of values ​​that determine the basis of the company’s existence (goals and tactics for achieving them);
• organizational structure - dividing the company into divisions, clearly delineating the work performed;
• advantages over competitors - technical, intellectual or financial indicators that can withstand competitors;
• products that meet consumer demand and strengthen the company’s position;
• sales market, the boundaries of which are determined by socio-economic or geographical restrictions;
• resources – material and intangible potential that helps to produce high-quality products and attract investments for the further development of the company;
• mergers and acquisitions – readiness to liquidate ineffective divisions and modernize production;
• development tactics that allow you to effectively and quickly achieve your goals;
• corporate culture – the value system of the company’s personnel; compliance of personal qualities of employees with the strategic goals of the company.

How to develop a strategy correctly

When developing a company's strategy, a certain order is applied. Exact adherence to the established sequence allows you to accurately and effectively achieve your goals. For fruitful development it is necessary:

• analyze the external environment - study supply and demand markets, as well as potential competitors;
• analyze the internal environment of the company - strengths and weaknesses, opportunities (potential), resources;
• develop a goal (mission) - formulate the main idea of ​​the company’s existence and a tactical way to achieve the goal;
• choose a development strategy - identifying tactics that will help move towards your goals;
• start implementing the strategy;
• constantly monitor compliance with the chosen strategy, improve it by introducing disciplinary rules for employees.

The development of strategies is carried out by management, employees or consulting companies. In the first case, strategic decisions and plans are brought down “from above” for implementation by the company’s employees. In the second, department employees draw up the most relevant proposals to achieve the company’s goals and submit them to management for consideration. The final decision on the further path is made after a collective discussion. The last option is to seek help from a consulting company. As a rule, a complete analysis of the enterprise’s activities is carried out and one or more possible options competent promotion of the enterprise towards its intended goals.

Main types and types

More details about the marketing strategy for company development:

There are four main types of business development strategies. In fact, there are many more of them. Some even argue that their number is equal to the number of companies on the market. And, by and large, this is true. For each specific case, the main strategies are modified, supplemented and mixed with each other. They eliminate the company's existing weaknesses and develop its strengths. The strategies presented below are the basic or reference types. Each of them is divided into types of business strategies that effectively solve certain problems of enterprises. The main four types include strategies:

• concentrated growth;
• integrated growth;
• diversified growth;
• abbreviations.

Let's take a closer look at them to understand why they are needed and what types of business development strategies are included in them.

This group is responsible for adapting the product or service to market needs. Analysis is carried out and actions are taken to improve quality or create a new product. The market is scanned for the possibility of strengthening the position of the company or entrepreneur, and options for changing the market - moving to another one - are also being considered. This type includes strategies:

• strengthening market positions – all possible actions are taken to strengthen market positions; Great marketing efforts are made to promote and strengthen the positions gained; actions are taken to ensure control over competitors and maximum dominance in the segment;
• market development – ​​an in-depth analysis of existing markets is carried out for the sale of the company’s product (or service offered);
• product development – ​​development of a product “from scratch” with subsequent implementation in the market in which the company has its weight; These actions are also aimed at achieving maximum growth of the company.

1. Integrated Growth Strategy

Typically, companies with “strong” positions in the market resort to this type. Those for which the application of concentrated growth is not possible and the implementation of integrated growth strategies does not interfere with long-term goals. The expansion of the company is carried out through the acquisition of new structures. This type is represented by two types of strategies:

• reverse vertical integration - creation of subsidiaries involved in supply; strengthening control over suppliers; when implementing this strategy, it is possible to reduce dependence on fluctuations in prices for raw materials or components, as well as on suppliers;
• direct vertical integration - carried out through the growth of the company by increasing control over intermediaries between it and the buyer, over sales and distribution systems.

1. Diversified growth strategy

It must be used in cases where the enterprise is not able to continue development in the selected market with a certain product and within a given industry. It consists of strategies:

• centralized diversification - monitoring and searching for business opportunities to launch the production of new products; important point is the preservation of existing production; the new is built on the basis of the needs of the developed market using proven technologies and the company’s strengths;
• horizontal diversification – development of new technologies for the release of a new product; the emphasis is on the production of products that are technologically independent from each other (old and new); competence in the manufacture of a new product is an important factor in this case;
• conglomerate diversification, which involves the production of new technologically unrelated products; sales are carried out in new markets; the most complex strategy among those presented, since for successful application it is necessary to calculate many factors.

These types of strategies are started when a company needs to regroup its forces. The main reasons may be the need to improve efficiency or change direction after a long period of growth. These types cannot be called painless. In the process of their use, not only production capacity is cut, but also employees are cut.

They imply a complete restructuring of the business, its renewal. The main types of this type are strategies:

• liquidation is a last resort; applied when it is impossible to carry on the business further;
• “harvest” - the prevalence of short-term goals over long-term ones; applies to companies that cannot be profitably sold or modernized; it is assumed that by gradually reducing activities to zero, maximum profit can be achieved;
• reductions – sale of one or more divisions; is implemented when there is an unfavorable combination of two productions or when a more promising production is developed (ineffective ones are sold, and the funds go to current projects);
• cost reduction, which involves eliminating possible sources of costs; these may include both costs of production and employees; The main methods of this strategy are reducing production capacity and laying off workers.

When managing a business, one to several strategies are used. In the process of work, in certain periods it is necessary to implement different projects and set goals. And for each result you need to apply your own methods. A combination of several options is called a combined strategy. It is used in many companies, especially in diversified ones.

Eastern strategic planning

In his book “Go and Eastern Business Strategy,” the author, Yasuyuki Miura, draws an interesting analogy between running a business and an ancient Chinese game. Go is a strategy game that was invented in China. She is much more difficult than chess and has a huge number of combinations. For centuries, Go has remained the primary tool for practical understanding of the principles of strategic planning. She is, in a way, an intellectual trainer. The principles of Go are used by businessmen all over the world, including in Russia.

Yasuyuki Miura, having sufficient business experience, combined ancient philosophy with current business problems. In the book he is on specific examples explains the importance of strategy in business. Without well-thought-out moves and informed decisions, building a successful company is quite difficult. The book outlines Go games one by one and then applies a similar strategy to a real business example. Japanese parables with deep Eastern philosophy and a lively narrative style. Yasuyuki Miura suggests starting to think in a new way and going beyond established boundaries. Running a business, small or large, is an art that requires your own skills and abilities.

When choosing a particular strategy, it is important to be aware of the possible risks. The best option will calculate as much as possible permissible level for each decision taken(actions). Using the experience of using strategies in the past will allow you to most effectively develop new ones. It is worth paying attention to the time factor. For every action there are favorable and unfavorable moments. And even a good idea can fail if the timing is not right. The interaction of company employees at all levels, understanding of a common goal and the desire to move towards it is another important factor in developing the main course of the enterprise.

There are many business development strategies. By developing its path, a company or entrepreneur finds the most optimal development scheme. Thanks to the correctly chosen scenario, not only production is modernized, but also the management process is improved. The approach to doing business is being radically restructured. Strengths are developed and weaknesses are strengthened. A review of activities as a whole leads to a qualitative improvement in functioning, starting from the level of products (or services provided) and ending with the management factor. Conscious movement towards a clearly formulated goal gives a clear idea of ​​the future open project. Success becomes tangible, and the movement towards it is systematic.

Main types of strategies during a crisis

THE CONCEPT OF STRATEGY

The word "strategy" comes from the Greek strategos ("the art of deploying troops in battle" or "the art of the general"), which was originally used in military terminology to denote the art of planning military operations by high command. Currently, it is widely used in business and involves the substantiation of directions for the effective development of the company by senior management personnel.

Strategy is a set of rules that guide an organization when making management decisions in order to ensure the implementation of the mission and achievement of the economic goals of the organization.

When determining a company's strategy, management is faced with three main questions related to the company's position in the market: which business to terminate; what business to continue; what business to go into. The first area is related to leadership in minimizing production costs. The second area of ​​strategy development is related to specialization in product production. The third area of ​​strategy definition relates to the fixation of a particular market segment and the concentration of the firm's efforts on the selected market segment.

The variety of strategies that for-profit and non-profit organizations demonstrate in real life, are various modifications of several basic strategies, each of them is effective under certain conditions and the state of the internal and external environment, so it is important to consider the reasons why an organization chooses one strategy rather than another.

Execution of strategy is a critical process, since it is the process that, if successfully implemented, leads the company to achieve its goals. Very often there are cases when firms are unable to implement the chosen strategy. This happens either because the analysis was carried out incorrectly and incorrect conclusions were drawn, or because unforeseen changes occurred in the external environment. However, strategy is often not implemented because management fails to properly engage the firm's existing capacity to implement the strategy. This especially applies to the use of labor potential.

For successful implementation strategy requires that, firstly, goals, strategies and plans be well communicated to employees in order to achieve on their part both an understanding of what the company is doing and their informal involvement in the process of implementing strategies, in particular to achieve the development of employees' obligations to the company to implement the strategy. Secondly, management must not only ensure the timely receipt of all resources necessary for the implementation of the strategy, but also have a plan for implementing the strategy in the form of targets and record the achievement of each goal.

In the process of implementing strategies, each level of management solves its own specific tasks and carries out the functions assigned to it.

At its core, strategy is a set of rules for decision-making that guide an organization in its activities. There are four different groups of rules:

· Rules used in assessing the performance of a company in the present and in the future. The qualitative side of the evaluation criteria is usually called a guideline, and the quantitative content is called a task.

· The rules by which the company’s relationship with its external environment develops, determining: what types of products and technologies it will develop, where and to whom it will sell its products, how to achieve superiority over competitors. This set of rules is called product-market strategy or business strategy.

· Rules by which relationships and procedures within the organization are established. They are often called an organizational concept.

· The rules by which a firm conducts its day-to-day activities, called fundamental operating procedures.

Levels of strategy in an organization:

First level – corporate – present in companies operating in several business areas. Here decisions are made on purchases, sales, liquidations, repurposing of certain areas of business, strategic correspondence between separate areas business, diversification plans are developed, and global management of financial resources is carried out.

Second level – business areas – the level of the first managers of non-diversified organizations, or completely independent ones, responsible for the development and implementation of business strategy. At this level, a strategy is developed and implemented, based on the corporate strategic plan, the main goal of which is to increase the competitiveness of the organization and its competitive potential.

The third is functional – level of managers of functional areas: finance, marketing, R&D, production, personnel management, etc. The fourth - linear - level of heads of departments of the organization or its geographically distant parts, for example, representative offices, branches

TYPES OF STRATEGY

The variety of strategies used in strategic management makes their classification very difficult. Among the classification characteristics, the most significant are the following:

· level of decision making;

· basic concept of achieving competitive advantage;

· industry life cycle stage;

· the relative strength of the organization's industry position;

· the degree of “aggressiveness” of the organization’s behavior in competition.

A complicating factor is that most strategies cannot be uniquely identified by one of the attributes.

Zabelin P.V. and Moiseeva N.K. propose to classify all strategies according to three criteria:

· belonging to the five fundamental strategies for achieving competitive advantage ( global strategies);

· belonging to strategies for managing a portfolio of business areas (portfolio strategies);

· belonging to strategies used depending on external and internal conditions (functional);

There are four main types of strategies:

Concentrated Growth Strategies – strategy for strengthening market positions, market development strategy, product development strategy.

Integrated Growth Strategies – strategy of backward vertical integration, strategy of forward vertical integration.

Diversification growth strategies – strategy of centered diversification, strategy of horizontal diversification.

Reduction Strategies – liquidation strategy, “harvest” strategy, reduction strategy, cost reduction strategy.

Strategic management assumes that the enterprise determines its key positions for the future depending on the priority of its goals. From here different kinds strategies it can focus on.

· Product and market strategy aimed at identifying specific products and technologies that the enterprise will develop; areas and methods of sales; ways to increase the competitiveness of products.

· Marketing strategy involves flexible adaptation of activities to market conditions, taking into account the position of the product on the market, the costs of market research, a set of measures to promote sales, as well as the distribution of funds for marketing activities between selected markets. 3. Competitive strategy sets the goal of reducing production costs, individualization and improving product quality, identifying new sectors of activity in secret markets through segmentation.

· Strategy for managing a set of industries assumes that the top management of the enterprise constantly keeps under control the types of activities and product range of the company as a whole in the diversification of activities and products through new industries and the cessation of production in those that are not consistent with the goals of the company and its guidelines. 5 Innovation strategy (innovation policy) is a combination of the goals of technical policy and capital investment policy and is aimed at introducing new technologies and products. It involves the selection of specific research projects through which enterprises seek to contribute to the systematic search for new technological opportunities.

· Investment strategy involves determining their relative level based on calculating the scale of production of individual types of products and the activity of the enterprise as a whole; analysis of the competitive position of the enterprise in relation to rivals; clarification of its capabilities based on the results of planning the implementation of plans through the organization of operational and economic activities.

· Development strategy is aimed at ensuring sustainable rates of development and functioning of the enterprise as a whole, its branches and subsidiaries. The development strategy of firms and subsidiaries in the following key areas is determined by the parent company: development of new types of products, expansion of vertical integration, increasing competitiveness; increase in exports; creation of mixed enterprises abroad; increase in foreign investment.

· Acquisition strategy involves the acquisition of shares of other companies, rapid growth and the introduction of scientific and technical achievements in order to increase the efficiency of the enterprise by penetrating into new sectors of the economy.

· Foreign investment strategy is aimed at creating its own production enterprises abroad - assembly and development of raw materials.

· Strategy to focus on expanding export activities involves the development of measures that could ensure the feasibility of developing such activities, minimize possible risks and evaluate the benefits. The export strategy involves focusing production on meeting the needs of foreign consumers and is most often used by large companies that produce complex equipment based on orders, as well as medium and small enterprises that produce the latest small-sized products (watches, cameras, household electrical appliances, etc.) and sell them to those markets where transport costs are low.

· Foreign economic expansion strategy For all types of activities, it involves the creation of foreign production, export of goods and services to third countries, and foreign licensing.

The essence and content of strategic planning.

The concept of “planning” includes defining goals and ways to achieve them.

achievements. In the West, planning of enterprise activities is carried out

in such important areas as sales, finance, production and procurement.

At the same time, of course, all private plans are interconnected.

The planning process itself goes through four stages:

Developing common goals;

Definition of specific, detailed goals for a given, relatively

short period of time (2,5,10 years);

Determining ways and means to achieve them;

Monitoring the achievement of set goals by comparing planned ones

indicators with actual ones.

Planning is always guided by past data, but strives

determine and control the development of the enterprise in the future. That's why

reliability of planning depends on the accuracy and correctness of accounting

calculations of the past. Any enterprise planning is based on incomplete

The quality of planning largely depends on the intellectual

level of competent employees and managers. All plans must be made

so that changes can be made to them, and the plans themselves

interconnected with existing conditions. Therefore, the plans contain this

called reserves, but too large reserves make plans inaccurate,

and small ones entail frequent changes to the plan.

Strategic planning is a set of actions and

decisions made by management that lead to the development

specific strategies. These strategies are designed to help organizations

achieve your goals.

The strategic planning process is a tool to help

provide the basis for enterprise management. His task is to

to sufficiently accommodate innovation and change in the organization

enterprises.

Thus, there are four main types of management activities in

as part of the strategic planning process:

Allocation of resources, mostly limited, such as funds,

management talents, technological experience;

Adaptation to the external environment

Internal coordination

(coordination of strategic activities to reflect strengths and weaknesses

parties of the company in order to achieve effective integration of internal

operations);

Awareness of organizational strategies (implementation of systematic

developing the thinking of managers by creating an organization that can

learn from past strategic mistakes, i.e. ability to learn from

A strategy is a detailed, comprehensive, comprehensive plan.

It should be developed from the perspective of the entire corporation, not

a specific individual. It is rare that the founder of a company can afford

combine personal plans from the organization's strategies. The strategy assumes

development of reasonable measures and plans to achieve the intended goals, in which

the scientific and technical potential of the company and its production

sales needs.

The strategic plan must be supported by extensive research and

actual data. Therefore, it is necessary to constantly collect and

analysis of a huge amount of information about industries National economy,

market, competition, etc. In addition, a strategic plan gives the company

certainty, individuality that allow her to attract

certain types of workers and help sell products or services.

Strategic planning alone does not guarantee success, and

an organization creating strategic plans may fail due to

errors in organization, motivation and control. Still formal

planning can create a number of significant favorable factors for

organization of enterprise activities. Knowing what the organization wants

achieve, helps clarify the most appropriate courses of action. Taking

justified and systematized planning decisions, management reduces

the risk of making the wrong decision due to erroneous or unreliable

information about the organization's capabilities or the external situation.

Formation of a strategic plan is a thorough,

systematic preparation for the future carried out by senior management:

1. Choosing a mission.

2. Formation of goals (long-term, medium-term, short-term).

3. Development of supporting plans.

Often, managers of domestic enterprises direct all their efforts to solving current problems and pay attention only to short-term planning. And the issues of making plans for the future are outside the scope of the economic activities of the enterprise.

Today, it is considered an achievement if a manager masters such management tools as brainstorming, building a “goal tree” and using SWOT analysis. Forming a company system in modern functioning is a vital necessity. Due to endless changes in the external environment, only operational management measures related to the company’s adaptation to modern realities are not enough.

A company's development strategy is not just an algorithm for doing business, but a set of assets and tools burdened by circumstances. To strengthen its competitive position, an enterprise simply needs to pay attention to strategy for the future at a professional level.

The company's development strategy is the development of a specific methodology, guided by which, in conjunction with formalized procedures, a model of the company's future is built. The process of transition from the current state of the company to the proposed model must also be provided.

The entire range of activities related to the development and implementation of a business development strategy can be divided into the following stages:

Conducting the attractiveness of the industry in which the company operates;

Development of a scenario for the predicted development of the same industry;

Forecasting changes in supply and demand conditions in external and domestic markets;

Conducting an analysis of business strength (competitive position of the company in the industry);

Implementation of financial alternatives with the subsequent formation of the future image of the company;

Formation of a set of measures to implement the developed strategy.

Development of a company's development strategy begins with an analysis of investment attractiveness in a particular industry. The implementation of this process involves two stages of assessment:

Stages of competition development;

The level of its intensity.

Key place in this process is devoted to a detailed study and identification of sources of competition, as well as an assessment of competitive forces. For this purpose, a competition model developed by the professor is used, which shows that the main influence on the level of intensity is exerted by the following factors:

Entry of new manufacturers into the industry;

Competition within industries;

Exerting pressure from suppliers on the manufacturer and on buyers from the manufacturer.

Government policy may also be considered an important factor.

It cannot be qualitatively developed without holding the position of this enterprise in the industry. For rate competitive position In the industry of the company's work, SWOT analysis is used, thanks to which a classification of internal and external environmental factors can be obtained.

It is with the help of this tool that the main list of actions of the enterprise can be formulated, aimed at strengthening its position and further development.

And, of course, the company’s development strategy has its own core, represented by a set of works to develop measures aimed at improving the company’s work with its subsequent development, using a huge range of formalized procedures. A prerequisite for the effectiveness of this stage is a realistic image of the future enterprise.

Originally, the term strategos referred to the role of a person (commander of an army). Subsequently the word acquired new meaning- “the art of military command”, i.e. talked about the psychological and behavioral skills required to fulfill the role of commander. By the time of Pericles (450 BC), this word began to denote any management skills (administrative talent, oratory, strength). And by the time of Alexander the Great (330 BC), the term meant the ability to organize forces to defeat an enemy and create a unified system of comprehensive control.

Strategy is a system ordered in time priority areas, forms, methods, means, rules, techniques for using the resource, scientific, technical and production and sales potential of an enterprise in order to cost-effectively solve problems and maintain a competitive advantage.

An organization's strategy is an interrelated set of long-term measures or approaches in order to strengthen the viability and power of the organization in relation to its competitors. An organization's strategy is essentially a set of decision-making rules that guide the organization in its activities. Usually a company has not one, but several strategies for all occasions. The use of a particular strategy depends on the situation and goals of the change process, its desired speed and complexity. To achieve success, several strategies are often used simultaneously, but since their implementation is associated with risk, it is considered necessary to limit their number.

In a diversified company, strategies are developed at four different organizational levels (Appendix A):

Corporate strategy (strategy for the company and its areas of activity as a whole);

Business strategy (for each type of company activity);

Functional strategy (for each functional area of ​​a certain area of ​​activity). Each area of ​​activity has a production strategy, marketing strategy, finance strategy, etc.;

Operational strategy (a narrower strategy for the main structural units: plants, regional sales representatives, departments) 12.

In a single-industry enterprise, there are only three levels (there is no corporate level, Appendix A).

Corporate strategy is how a diversified company establishes its business principles across different industries and the actions and approaches aimed at improving the performance of the groups of businesses into which the company has diversified.

Business strategy focuses on the actions and approaches that are associated with management aimed at ensuring successful operations in one specific area of ​​business. The essence of business strategy is to show how to achieve a strong long-term competitive position.

Functional strategy refers to the plan for managing the ongoing activities of a particular division (R&D, production, marketing, distribution, finance, human resources, etc.) or a key functional area within a specific area of ​​activity.

Operational strategies determine how to manage key organizational units (factories, sales departments, warehouses), as well as how to ensure the implementation of strategically important operational tasks (material procurement, inventory management, equipment repair, transportation, advertising campaign).

All of the listed strategies are comprehensive and cover strategic actions at one or another level of management. Responsibility for developing strategy lies with the relevant managers. Senior managers are responsible for corporate strategy; decisions in this case are usually made by the board of directors of the corporation. Business strategy is in charge general directors and business managers, while decisions regarding functional strategies are made by middle managers. Operational strategies are developed by local managers (low-level managers).

If the company is engaged in single-industry activities, then there is no corporate level and the strategy is developed for the strategic economic center or profit center, i.e. on a business level.

M. Porter identifies five options for strategies that allow a company to achieve strengthened competitive positions:

a) the cost leadership strategy involves reducing the total costs of producing a product or service;

b) a broad differentiation strategy is aimed at giving the company’s products specific features that distinguish them from the products of competing companies;

C) a best-cost strategy enables a firm to offer greater value to its customers through a combination of low costs and broad differentiation. The goal is to provide optimal (as low as possible) costs and prices compared to similar competitors' products;

d) a focused or low-cost market niche strategy targets a narrow segment of buyers where the firm outperforms its competitors due to lower production costs;

e) a focused or market niche strategy, based on product differentiation, aims to provide representatives of a selected segment with goods and services that best suit their tastes and requirements.

Another approach to classifying strategies is to identify functional areas of activity within the company. From these positions, strategies can be divided into:

Functional strategies focused on the internal sphere of the company’s activities;

Functional strategies, manifested mainly in the external sphere.

The first type includes strategic decisions in the area of:

Planning;

Control;

Coordination;

Structural building;

Motivation;

Information support.

Internal strategies are more concerned with the operational actions of the company to bring the state of the company in line with changes in the external environment and are discussed in detail in the literature on operations management.

The second type includes the following strategies:

Investment;

Resource provision;

Political;

Environmental;

Technological;

Marketing.

It should be kept in mind that functional strategies, manifested in the external sphere, are always connected with the internal environment of the organization, are to one degree or another dependent on it and influence the process of its development.

Investment strategies are strategies for forming an investment portfolio. From these positions, one can distinguish strategies aimed at developing the company’s activities, its growth, and strategies aimed at reducing these activities.

There are three types of investment activity of a company: a strategy for behavior in the securities market, a production expansion strategy and a diversification strategy.

Behavior strategy on the securities market. This strategy consists of developing rules for mobilizing additional financial resources, directed both to investments and to solve current financial problems. As part of this strategy, rules and techniques are being developed for monitoring these markets, constantly monitoring changes in market conditions and selecting the preferred forms and conditions for obtaining loans, the moments of acquisition or sale of securities that best meet the strategic goals of the company, and selecting the most reliable issuers of securities.

Production expansion strategies. These strategies can be classified depending on the state or change of one or more of four elements: product, market, competitive position, technology.

Concentrated (intensive) growth strategies include strategies related to changes in the product or market and do not affect other elements. This strategy is relevant when the company has not yet fully exhausted the opportunities associated with its products in existing markets and can strengthen its position. At the same time, the company is considering opportunities to enter new markets. At the same time, it is trying to improve its product or start producing a new one without changing its industry.

Within the framework of concentrated growth strategies, we can distinguish market penetration strategies, market development strategies, and product development strategies.

A market penetration strategy aims to increase sales by introducing existing products into new markets. Both new territorial markets and new segments in the same regional market are considered here as new markets (for example, the supply of goods industrial purposes consumer market). The market development strategy relies mainly on the sales system and marketing know-how.

As part of the market development strategy, firms try to increase sales of existing products in existing markets, which will ultimately promote the development of production.

The product development strategy is aimed at increasing sales through the development of improved or new products that will be sold in the market already developed by the company. This strategy may include changing product characteristics, expanding the product range, updating the product line, improving product quality, etc. .

Integrated growth strategies are justified when a company can develop production and increase profitability by controlling strategically important links in the chain of production and sale of goods. These strategies are associated with the expansion of the company by adding new structures.

Diversification strategies. These strategies are primarily related to the state or changes of the product, market, industry, competitive position, technology. Whether to begin diversification depends partly on the company's ability to grow in its current industry and partly on its competitive position.

First, a company must evaluate whether a particular diversification decision can improve its stock performance. In this case, you can use the following criteria.

Attractiveness criterion. The industry chosen for diversification must be attractive enough from the point of view of obtaining a good return on investment. True attractiveness is determined by the presence favorable conditions for a competitive and market environment that promotes long-term profitability.

Entry cost criterion. The costs of entering a new industry should not be too high so as not to impair the prospects for profit. The more attractive the industry, the more expensive it is to enter it. Entry barriers for new companies are always high, otherwise the flow of “newcomers” would reduce the possibility of profit for other companies to zero. Therefore, purchasing a company already operating in this field is quite an expensive operation. Large entry fees into a new industry reduce the potential for increased stock returns.

Additional benefits criterion. A company diversifying must make some effort to create a competitive advantage in a new area of ​​activity or the new kind activities must provide a certain potential for maintaining a competitive advantage in the current affairs of the company. Creating a competitive advantage where none previously existed leads to the possibility of generating additional profits and increasing stock returns.

If a firm's diversification activities satisfy the three criteria above, then it has great potential to generate additional stock returns. If only one or two criteria are met, diversification raises significant concerns.

In contrast to investment activity strategies, targeted reduction strategies are also distinguished.

The reduction (collapse) strategy involves the sale of a business unit or its separation into an independent structural unit. The parent company either abandons this division altogether or retains only partial control (partially owns this division). Often this strategy is implemented when it is necessary to obtain funds for the development of more promising activities or the start of new activities that are more consistent with the company’s goals.

The cost cutting strategy is quite close to the downsizing strategy. However, this strategy is focused mainly on reducing relatively small sources of costs associated with the activities of the company, and not the types of activities themselves. We can talk, for example, about stopping the production of unprofitable goods, reducing personnel, etc.

The “harvest” strategy involves abandoning a long-term view of business in favor of maximizing income in the short term. Applies to an unpromising business that cannot be sold profitably. This strategy assumes during the period of reduction specific type activities to zero level obtaining the maximum possible income.

The elimination strategy represents an extreme case of the targeted reduction strategy. In this case, the company liquidates (closes) individual business units within a short period of time, as it needs to regroup forces to ensure an increase in the efficiency of its activities. Or the company abandons some areas of its activities.

Strategy development is a creative process and cannot be carried out according to laws, regulations, standards and instructions; it is associated with the formation of company development goals.

The conducted research shows that, in a general sense, a management strategy is a company management plan aimed at strengthening its position, satisfying consumers and achieving its goals.

Management strategy modern organization covers a huge number of functions and departments: supply, production, finance, marketing, personnel, research and development and is a means of achieving set goals.

Strategic planning has evolved from a variety of related approaches. As it developed, it gave birth to various schools. Not all of them get along peacefully with each other. Some focus on the process by which an organization develops and implements its strategies, while others argue for specific methods for defining strategy. All approaches have at least one thing in common: the focus is on strategy.

Strategy is understood as the set of means by which an organization approaches the achievement of its long-term goals. Strategic planning is a detailed description of both long-term goals and the strategy for achieving them. A strategy that is formulated without a pre-thought-out method for its implementation is unlikely to be successful. Strategic planning is more than simply putting a strategy on paper: it must pay attention to the culture, structure and systems in the organization, so that every element of the organization can be mobilized to ensure the effectiveness of the strategy.

Within the chosen basic strategy Several courses of action are possible, which are usually called strategic alternatives.

Strategy development should affect all levels of enterprise management, since the decisions made during strategic planning are relevant to all employees of the organization. Therefore, it is necessary to coordinate interests when developing a strategy. Group discussion, in addition, allows you to consider big number alternatives. But the convergence with group choice is significantly lower than with unity of command. Therefore, there is usually a group discussion and individual decision-making. Highlight the following types enterprise strategies:

Growth strategy

The growth strategy was first developed in detail by Igor Ansoff. He also built a model of the company's growth. It consists of five stages:

1. Planning stage. The company is in a state of readiness to formulate a growth strategy, that is, there is some alignment external conditions and internal capabilities.

2. Initial stage. Usually the company goes through the stage very quickly. During this stage, bottlenecks arise and are eliminated in the processes and structure of the implementation of specific projects that were not provided for in the plan. Sales volume is also growing, although the company receives virtually no income.

3. Stages of penetration.

4. Accelerated growth.

5. Transitional stage.

Initial strategy

The goal of the initial strategy is moderate growth in order to ensure that the enterprise reaches optimal efficiency. Management is vigilant about accelerating the pace of development, ensuring that bottlenecks are identified and eliminated in order to further establish a strong offensive position in the market. As already noted, management must be prepared for the fact that at the first stage there may be difficulties in production, administrative friction, and a tense financial situation associated with at great expense and lack of profitability. However, one of the goals of the initial strategy is to speed up this stage and move on to the next strategy.

Penetration strategy

This strategy directs the enterprise's efforts towards deeper market penetration and additional efforts to increase sales growth rates. If this requires acquisitions and acquisitions, then they are carried out within the framework of this strategy. Long-term programs provide for strengthening and development actions in all areas of the enterprise’s functioning, especially paying attention to strengthening financial positions, modernization of fixed assets, and R&D.

After achieving these goals and having carried out all the necessary internal restructuring, the enterprise can move on to the next strategy.

Accelerated Growth Strategy

The goal of this strategy is to fully exploit internal and external opportunities. This stage of the growth cycle should be carried out as long as possible, since it is at this stage that resources are fully utilized, revenue growth begins to exceed sales growth, and market share approaches the planned one. But at the stage of accelerated growth, negative trends in the enterprise’s activities begin to emerge and accumulate, so one of the goals of this strategy is to identify them as early as possible and attempt to resolve them. If it is not possible to solve the problems that have arisen, then the management of the enterprise, within the framework of this strategy, begins a smooth transition to the implementation of the next strategy.

Transition strategy

The goal of this strategy is to ensure, after a period of accelerated growth, a period of regrouping and restructuring of the enterprise’s activities to enter a new growth cycle as quickly as possible, that is, avoiding prolonged stagnation.

The strategy provides for savings and the abandonment of new production facilities. An in-depth analysis of the current state of affairs at the enterprise is carried out with the aim of reducing costs, increasing the profitability of products, and restructuring the management system.

The growth strategy itself can be applied in various situations:

· starting a business;

· a young company fighting for its survival;

· single-product specialized enterprise;

· a diversified enterprise, where the growth strategy of the organization as a whole can be supported by the growth strategy for a particular type of product.

Stabilization and survival strategy

In a disrupted economy, business cycles and enterprise development cycles can cause the latter to experience a painful period of instability when sales and profits begin to fall. There is a need to develop special analysis procedures that make it possible to capture the period of transition of an enterprise from the stage of growth to the stage of decline, that is, reorientation from an offensive to an offensive-defensive strategy - a stabilization strategy.

Stabilization strategy

The stabilization strategy is aimed at achieving early leveling of sales and profits with their subsequent increase, that is, with the transition to the next stage of growth. Depending on the rate of decline, an enterprise can use one of the three most likely approaches:

· saving with the clear intention of quick recovery;

· shifts in a prolonged downturn with less hope for a quick recovery;

· stabilization, when long-term programs are needed to achieve a balanced state of the enterprise in the market.

Survival strategy

The survival strategy is a purely defensive strategy and is used in cases of complete frustration economic activity enterprises in a state close to bankruptcy. The goal of the strategy is to stabilize the situation, that is, the transition to a stabilization strategy and, subsequently, to a growth strategy. It is clear that this strategy cannot be long-term. It requires, on the one hand, quick, decisive, fully coordinated actions, and on the other, prudence and realism in decision-making. That is why, in the context of the implementation of the survival strategy, there is a strict centralization of management, an “anti-crisis committee” is created, which, along with taking quick response measures to environmental disturbances, develops and strictly implements the following programs

· restructuring of management

· financial restructuring

Marketing restructuring

The strategy for further development of the enterprise can be defined as offensive (accelerated growth strategy) due to the fact that the enterprise needs to increase the competitiveness of its products and the competitive advantages of the company itself.

Competitive advantage is almost always achieved through successful offensive strategic actions; Defensive strategies can protect and maintain competitive advantage, but very rarely help create it.

How long it takes a successful offensive strategy to create an advantage depends on the characteristics of the competition in the industry. The build-up period may be short, as in the service sector, where the need for equipment and distribution systems for offensive operations is minimal. The creation period can be significantly longer in capital-intensive industries with complex technological processes for manufacturing products, since in this case firms may need several years to master new technology, introduce new capacities and gain consumer recognition for the product. Ideally, offensive actions quickly create a competitive advantage; The longer it takes to build such an advantage, the more likely it is that rivals will discern the firm's intentions, evaluate the potential of its strategy, and take countermeasures.

There are two serious opportunities to keep up with competitors (to keep up with them), fighting them with price against price, model against model, tactics for promoting goods on the market against promotion tactics, geography of activity against geography of activity. The first possibility is to try to take market share from weaker opponents. It makes sense to challenge weaker competitors in areas where they are strongest when the firm can offer a superior product and has the organizational capacity to take market share from a less competent, less resourced competitor. The second possibility is to negate the competitive advantage of a strong adversary. Here, the size of success is determined by how narrowed the “gap” made by the competitor is, that is, how much the gap in advantages is reduced. The merits of a “force against force” offensive are determined by how much its costs are comparable to the benefits received. To be successful, a firm needs enough competitive power and resources to take at least part of the market away from its rivals. In the absence of good long-term prospects for competitive advantage and increased profits, it is unwise to take the offensive.

The attack on the enemy’s strengths can be carried out in any direction (on any front): price reduction; implementation of a similar advertising campaign; giving the product new features (characteristics) that can attract competitor consumers; creation of new capacities in the territory of competitors; release of new product models that can replace competitors' models or displace them (model versus model). A classic case, as F. Kotler noted, is an attack on competitors by a company offering a product of similar quality at a lower price. This can ensure it gains market share if the target has good reasons not to cut prices and if the challenger can convince consumers that its product is the same as the competitor's. However, such a strategy will only ensure profit growth if the gain in sales volume compensates for the low level of income per unit of products sold.

Another way to increase an aggressive price challenge to competitors is to first gain a cost advantage and then strike the enemy with low prices. Price reductions based on low costs are the strongest basis for striking and maintaining an aggressive price offensive. Without a cost advantage, price cuts will only work if the aggressor firm has more financial resources and can survive longer than its competitors in this grueling war.

Almost always, a strategic offensive should be about what a company does best—targeting its competitive strengths and capabilities. Typically, such strengths originate from the company's core competencies (cost-cutting capabilities, customer service, technical skills), uniquely strong functional competencies (engineering and product development, production experience, advertising and promotion, marketing know-how) or based on superior capabilities to perform key activities in the value chain, resulting in lower costs or increased differentiation. The chosen strategy for the further development of the enterprise ZAO SMNU No. 70 provides for the phased construction of the industrial and social base of the territories. The company’s specialists propose the construction of a new enterprise to provide services, including adjustment and installation of equipment. This will be a modern installation and construction enterprise. The program also provides for the construction of the necessary facilities to improve services for competitiveness finished products in the domestic and foreign markets. The implementation of these projects will create more than 1,480 jobs and solve the city’s social issues. Further development of the production program involves organizing the production of non-standard equipment.

CJSC “SMNU No. 70” has been successfully engaged in its activities for several years.

As areas for improvement joint stock company we can suggest:

improvement of the organizational structure - under the leadership of one person is a large number of people, which is inconvenient to manage. It is necessary to combine some units into departments and appoint the head of these departments. True, this will entail some difficulties, namely, the envy of colleagues and mistrust on their part.

Measures to ensure the receipt of dividends, the composition of their amounts and timeliness of payments.

The improvement of the organizational structure is presented in the form of a new organizational structure in Fig. 6.

The dividend policy of JSC "SMNU No. 70" should be based on a balance of interests of the company and its shareholders when determining the size of dividend payments, on increasing the investment attractiveness of the company and its capitalization, on respect and strict observance of the rights of shareholders provided for by current legislation Russian Federation, the Company's Charter and its internal documents.

The company must understand the following goals in the field of dividend policy:

recognition of the amount of dividends as one of the key indicators of the Company’s investment attractiveness.

increasing the amount of dividends based on consistent growth in profits and/or the share of dividend payments in retained earnings.

In addition, as a measure to improve the planning system at the enterprise ZAO SMNU No. 70, it can be proposed to use the MRP II system.

Recently, interest in automation systems from outside has increased significantly. industrial enterprises. Solving management problems on the basis of timely and reliable information with a constant increase in the number of factors influencing the operation of the enterprise and, at the same time, reducing the time for decision-making, is impossible without the use of modern information technologies. If several years ago attention was paid to accounting and, first of all, the company’s fiscal reporting, now the tasks of enterprise management prevail.

You can increasingly hear the terms MRP, CRP, MRPII, ERP, CSRP. All of these abbreviations contain the word PLANNING. These terms are well known in the West, but, unfortunately, not all Russian users have a clear understanding of them. Let's turn to one of the primary sources, the book MRP II Standard System by Darryl Landvater, 1989 edition and determine the requirements for an information system of the MRPII (Manufacturing Resource Planning) class.

First of all, it should be noted that the “model” (that is, somewhat simplified) MRP II system under consideration is formed on the basis of a special type of production - the so-called “assembly to order”, the peculiarity of which is the variability of the composition of the product depending on the buyer’s order, while all the original components are considered to be in stock or available by subcontract order. This type of manufacturing activity should be distinguished, for example, from “make-to-order”, when part of the components of the finished product specified in the buyer’s order must be produced at the enterprise itself (that is, not in stock), or, for example, from “design-to-order”, in which Finished product components must be designed (which takes time and cost) and only then manufactured or outsourced. The planning system for process production is also different, since a characteristic detail of the latter is only an approximate correspondence between the volume (or quality) of products produced and the volume (or quality) of raw materials used. As a result, various principles are practically applied for planning production volumes and for writing off raw materials (the latter is done, as a rule, by reverse calculation, that is, based on the volume of actual output of finished products).

The fundamental advantage of the MRP methodology, especially in its modern implementations, is the dynamic nature of the data obtained, their efficiency and updateability “as needed.”

A standard MRPII system should include features covering the following areas:

· Sales & Operations Planning;

· Demand Management;

· Master Production Schedule;

· Material Requirements Planning;

· subsystem for maintaining specifications (Bill of Material Subsystem);

· Inventory Transaction Subsystem;

· supply planning subsystem for concluded contracts (Scheduled Receipts Subsystem);

· operational production management (Shop Floor Control or Production Activity Control);

Capacity Requirements Planning;

· operational control of input/output flow (Input/Output Control);

· Purchasing;

· resource planning in a distributed structure (Distribution Resource Planning);

· Tooling;

· interface with financial planning(Financial Planning Interfaces);

· modeling (Simulation);

· assessment of enterprise activity (Performance Measurement).

MRPII (Manufacturing Resource Planning) is a set of proven management principles and procedures used to improve enterprise performance. In its development, the MRPII standard went through several stages of development:

60-70 years - planning material requirements, solving exploded problems based on inventory data and product specifications;

70-80 years - drawing up a production program and its control at the workshop level in a closed cycle (Closed Loop MRP);

90s - planning the needs of the enterprise as a whole (Enterprise Resource Planning).

The principles of MRPII are based on a hierarchy of plans. Plans at lower levels are built on the basis of plans at higher levels high level, at the same time, the results of the implementation of lower-level plans influence higher-level plans.

The strategic plan of an enterprise is drawn up for several years and determines the main goals of the business. It is based on macroeconomic indicators. Based on the strategic plan, the company’s financial plan is built, which determines the main indicators of sales, production and costs. Then a production volume schedule is developed, on the basis of which a production plan and a materials procurement plan are developed. The developed plans are the basis for solving problems of operational control, dispatching tasks and calculating resource load.

Maintaining regulatory and reference information, and, first of all, description technological process production and product specifications one of necessary conditions for organization effective system planning. The manufacturing process represents the sequence of operations that must be performed to produce a product. For each, the work area where this operation is performed and the resources necessary to complete it are determined. This allows you to determine the duration of a production order and the level of resource utilization. For each component, the product specification can indicate the operation in which the component is used. This allows you to write out limit cards for receiving materials for each operation and control the availability of each material on the date the production order is launched and at the start of each operation, which is especially important during a long production cycle.

Calculation of material requirements (Material Requirement Planning) is based on the following basic principles:

· horizontal and vertical dependencies between products and parts;

· transformation of gross needs into net;

· taking into account the duration of production cycles.

As a result of the calculation, the information system generates proposals for WHAT, IN WHAT VOLUM and WHEN to produce. Various methods can be used for calculation, for example, delivery for each need (Lot for Lot), covering the total needs for a period (Period Order quantity), minimizing unit costs (Least Unit Cost) and others. The size of the order can be influenced by other parameters, for example, the amount of safety stock, the multiplicity of the ordered batch, and others. For each part can be determined various options calculation.

When drawing up a production volume schedule, data on planned sales and received orders, work in progress and inventory availability in warehouses are used. The operational production plan is revealed to the accuracy of shift assignments. At the workshop level, the tasks of dispatching orders and controlling queues for each operation are solved, and data on the actual output of products and the working time spent is collected.

Monitoring deviations of actual data from planned indicators allows managers to quickly find problems and make the necessary management decisions.

The proposed solution allows you to quickly solve management problems based on modern information systems and is successfully used in enterprises with various types of production (production to warehouse, production to order and assembly to order). .

At this stage, it is possible to draw some conclusions regarding the further development of the enterprise ZAO SMNU No. 70.

The enterprise in question is liquid, as it covers short-term debt with its cash and working capital. In addition, the solvency indicator indicates the high financial stability of this enterprise.

The enterprise ZAO SMNU No. 70 previously used inactive planning. It had its drawbacks:

· untimely delivery of materials led to delays production of products,

· the lack of financial plans compared with the past affected an unreasonable increase in production volumes, which in turn was the reason for the disruption of orders, since it was impossible to complete what was started on time due to a lack of labor resources,

· focus only on the present caused inaccuracy in the calculation of planned indicators and, as a consequence, distortion of information in the enterprise.

Nevertheless, inactive planning made it possible to implement the principle: “Plan the minimum necessary so as not to change the natural course of things.” In this regard, the head of the enterprise did not strive for any serious changes in the activities of his organization, preferring the natural path of development of the enterprise.

Now the company's management has decided to switch to reactive planning, which will allow taking into account not only the present, as it was before, but also past trends in the enterprise's performance indicators.

The strategy for further development of the enterprise includes:

· Construction of a modern installation and construction enterprise. The implementation of this project will create more than 1,480 jobs and solve social issues of the city.

· Improving the organizational structure - will improve the management of the organization's personnel.

· Measures to ensure the receipt of dividends, their size and timeliness of payments will eliminate problems associated with the requirements of shareholders for the payment of dividends on the shares they purchased.

· Using the MRP II system. The proposed solution allows you to quickly solve management problems based on modern information systems and is successfully used in enterprises with various types of production (production to warehouse, production to order and assembly to order).

The structure of the system of strategies for further development is presented in Fig. 7.

In market conditions, planning is one of the the most important conditions organizing the effective operation of an enterprise, since it covers all the main areas of its production and economic activities - sales, finance, production, procurement, scientific and design developments, which are closely interrelated. This activity is based on identifying and forecasting demand, analysis and assessment of available resources and prospects for the development of economic conditions/