A strategy developed by functional departments and services of an enterprise. Enterprise strategy

The concept of functional strategies. Types of functional strategies. The relationship between the general strategy and functional strategies of the company. Production strategies: TQM, Six Sigma model, just-in-time system. Marketing strategy. Financial strategy. Human resource management strategy. Innovation strategy.

Functional Strategies – strategies of the company's functional divisions.

The enterprise's strategy is developed and implemented as a single entity market economy. However, every enterprise is complex multifunctional system Therefore, the strategy of the enterprise, which can otherwise be called corporate strategy, is detailed with the help of functional strategies that reflect specific ways to achieve the specific goals of the enterprise facing its individual divisions and services. Otherwise, these strategies can be called working strategies. Each functional strategy has a specific object to which it is aimed.

Types of functional strategies.- marketing strategy; - financial strategy; - innovation strategy; - production strategy; - strategy of organizational changes and personnel.

Marketing strategy- this is a way of acting in the market, guided by which the enterprise chooses goals and determines the most effective ways their achievements. The goal sets the boundaries and areas of market activity (competitive advantages, mastering a new market, etc.). The ways to achieve the set goals are formed through the choice of strategic directions of development and strategic areas of management. Accordingly, a set of marketing tools (product, price, advertising, etc.) is developed. The development of a marketing strategy is based on forecasts regarding long-term prospects for market development and the potential capabilities of the enterprise.

Financial strategy represents the general direction and method of using funds to achieve the set goals of managing the finances of an enterprise. This method corresponds to a certain set of rules and restrictions for decision making. Strategy allows you to concentrate efforts on solution options that do not contradict the adopted strategy, discarding other options.

The basis for developing a financial strategy is the analysis of factors for the effective use of financial resources in the long term and the goals set. The goals in this case may be: maximizing profits while minimizing costs, optimizing the structure of the enterprise’s assets, ensuring financial stability enterprises in the foreseeable future.

HR strategy- this is a priority, qualitatively defined direction of action developed by the organization’s management, necessary to achieve long-term goals of creating a highly professional, responsible and cohesive team and taking into account the strategic objectives of the organization and its resource capabilities.

The strategy allows us to link numerous aspects of personnel management in order to optimize their impact on employees, primarily on their work motivation and qualifications.

Basic features of the HR strategy:

– long-term nature, which is explained by the focus on developing and changing psychological attitudes, motivation, personnel structure, the entire personnel management system or its individual elements, and such changes, as a rule, require a long time;

– connection with the strategy of the organization as a whole, taking into account numerous external and internal environment, since their change entails a change or adjustment of the organization’s strategy and requires timely changes in the structure and number of personnel, their skills and qualifications, style and management methods.

HR strategy as a functional strategy can be developed at two levels: for the organization as a whole in accordance with its overall strategy; For individual areas activities (business).

Innovation strategy. Innovation strategy can be defined as an interconnected set of technical, technological and organizational actions aimed at ensuring the competitiveness of an enterprise and its sustainable development. The basis for developing an innovation strategy is theory life cycle product, the market position of the company and its scientific and technological policy.

Organizational change strategy(development) – a multi-level system of transformations aimed at the medium and long term and envisaged changes organizational structure, working methods and corporate culture.

Production Strategies:

TQM Total Quality Management is an organizational philosophy that is based on the pursuit of quality and management practices that lead to total quality. TQM is integrated system, focused on continuous improvement of quality, minimization of production costs and just-in-time delivery. The basis of the integrated quality management system is to guarantee the suitability for use of both semi-finished products (entering the next stage technological process), and finished products.

The basic philosophy of TQM is based on the principle that there is no limit to improvement. In relation to quality, the target is zero defects, for costs - zero unproductive costs, and for deliveries - just on time. At the same time, it is realized that it is impossible to achieve these limits, but one must constantly strive for this and not stop at the achieved results.

©2015-2019 site
All rights belong to their authors. This site does not claim authorship, but provides free use.
Page creation date: 2016-02-12

Functional strategies are strategies that are developed by functional departments and services of an enterprise on the basis of corporate and business strategy. This is a marketing strategy, financial strategy, production strategy, etc.

The purpose of a functional strategy is to find effective behavior of a functional unit within the framework of the overall strategy.

In other words, a functional strategy is a plan for managing the current and core activities of a separate division or key functional area within a certain area of ​​business (R&D, production, marketing, customer service, distribution, finance, human resources, etc.). For example, a company's marketing strategy may represent a management plan to capture market share in a particular activity.

The functional strategy is narrower than the business strategy and specifies individual details in the overall development plan of the organization by defining approaches and practical steps to ensure management of individual business units or functions.

The role of functional strategy is to support the business strategy and competitiveness of the organization.

The significance of a functional strategy is to create management guidelines for achieving the intended functional goals of the organization. For example, a functional strategy in manufacturing is a production plan containing necessary measures to support business strategy and achieve the organization's operational goals and mission.

Responsibility for forming a functional strategy usually rests with the heads of functional departments. When implementing the strategy, the head of the department works closely with his deputies and often discusses key issues with the heads of other departments. If the leaders functional areas pursue their strategy independently of each other, this provokes the creation of uncoordinated or conflict strategies. Coordination of functional strategies is best done at the discussion stage. Thus, all functional strategies must be interconnected, and not just pursue their own rather narrow goals.

There is a two-way interaction between business strategy and functional strategy. On the one hand, coordination of functional strategies is carried out in order to avoid focusing only on one’s rather narrow goals. At the same time, a narrower functional strategy compared to a business strategy allows you to detail individual provisions of the business strategy. Strategic unity and coordination across functional areas strengthens business strategy.

Table 4.1

Types of functional areas

Functional strategies specify the chosen development trajectory of the enterprise within the functional area and are developed by the relevant departments of the enterprise (organization).

Due to their purpose and the specifics of their activities, various services of the enterprise have their own vision of achieving the set goals. Therefore, the strategies they develop do not always fit together, and sometimes simply contradict each other. The art of business management is to force functional units to balance and coordinate the strategies they develop. This can be achieved in two main ways: firstly, the heads of functional services of the enterprise (organization) participate in the justification and development of the basic strategy of the enterprise; secondly, the process of developing the final enterprise development strategy must be multi-stage, including the stage of agreement and coordination. As a rule, an enterprise should develop the following main types of functional strategies:

Marketing strategy;

An organization's strategy is a way to realize a strategic vision. Strategy cannot be developed only at the top level of management. It is practically advisable to distinguish four levels of its development:

Corporations;

SZH (branches);

Functional;

Low-level managers (field commanders).

The hierarchy of strategy development in the company is illustrated in Table. 2

The development of a strategy for a diversified company differs from a similar process in a single business company in that in the first case, in addition to 3 levels, there is also a corporate strategy that allows one to explain the general direction of the company's activities.

An example of a corporate strategy can be the strategy of an organization in a certain strategic business area (a certain market segment). The business strategy can be illustrated by the strategy of the household refrigerator division of a diversified electrical organization. A functional strategy can be represented by an organization's personnel management strategy, production, finance and strategies in other areas of activity.

Corporate strategy

Corporate strategy is overall plan management of a diversified company, describing actions to achieve certain positions and approaches to managing certain types of activities.

For a diversified company, its strategy should yield more than the sum of the SBA strategies. It consists of actions to gain positions in various industries and improve the management of each agricultural sector and the entire complex (Figure 6), or rather from

1) actions to create a portfolio;

2) actions to optimize the portfolio;

3) actions to improve competitive advantages.

Figure 6. Corporate strategy of a diversified company

You should pay attention to four the most important aspects corporate strategy of a diversified company:

1. Development and strengthening in new industries: determining the number and types of activities, which determines the scale of diversification. Actions to complete diversification are that the portfolio of agricultural enterprises should consist of various agricultural enterprises (new, mature, etc.). Part of this strategy involves deciding whether diversification will be narrow (in a small number of industries) or broad (in many industries), as well as the company's positioning in the selected industries.

2. Increasing the productivity of all departments: ensuring growth in the most promising areas. Management of a diversified company and expansion of joint activities of existing agricultural enterprises. After choosing a position in existing SBAs, the corporate strategy should focus on improving the performance of a set of SBAs, on solutions to strengthen long-term competitive positions- profitability, as well as investments in agricultural products. A complete portfolio management plan usually includes a strategy rapid growth in the most favorable SBAs, support for other SBAs, organizing restructuring in weak SBAs with potential and “undressing” SBAs that are unpromising in the long term.

3. Turning elements of intercompany fit into competitive advantage: Diversification into an industry with similar technologies, distribution channels, and customers allows you to leverage the benefits of strategic fit, which gives you an advantage over competitors. Finding ways to enhance synergy among relatively unrelated SBAs and turn it into a competitive advantage. In related diversification, some SZHs use similar or complementary technologies, similar modus operandi, the same distribution channels, the same consumers, or other indicators of synergy. This makes it possible to create favorable opportunities for technology transfer, broad expertise in ways to reduce costs, strengthen competitive status, and is a significant source of competitive advantage (i.e., the 2+2=5 effect must be ensured).

For example, Amazon.com began e-selling CDs, which in the future allowed it to apply its accumulated experience in e-selling books, use existing delivery and order fulfillment facilities, and create a base for expanding its business into other areas.

4. Establishing investment priorities and directing the corporation's resources to the most attractive agricultural sectors.

Strategy in SZH (business strategy)

Business strategy is a developed plan for managing one division. This strategy is also a strategy for a single business. Its elements are shown in Fig. 7 The essence of the strategy in SZH is the creation and strengthening of long-term competitive status in the market. The difference between a strong strategy and a mediocre one is the provision of significant competitive advantages that are appropriate to the situation and contribute to the improvement of the company's performance.

Figure 7. Company business strategy

Thus, a business strategy contains the following elements:

Reaction to industry change

Development of competitive strategy and market policy

Accumulation of necessary knowledge

Coordination of strategic initiatives

Solving specific strategic problems.

A strong business strategy provides a significant and sustainable competitive advantage. The business strategy contains a sequence of actions that ensure long-term competitiveness, which can be achieved in 3 ways:

Choose the right method of competition (in terms of costs, quality, level of service)

Resist competitors through specific experience and powerful resources

Protect the company from the actions of competitors and threatening circumstances.

Thus, a business strategy is a set of measures and approaches that are appropriate in a given competitive environment with existing trends.

Functional and operational strategies

Functional strategies represent the firm's plan of action in private areas (R&D, production, marketing, finance, human resources, Information Systems etc.). Functional strategies add detail to the business strategy and show what functional actions will be taken. The main role of a functional strategy is to support the overall business strategy, as well as to achieve functional goals. (Figure 8)

A set of functional strategies is determined according to a specific business situation. Of all the strategies of the main subsystems of the organization, one key strategy can be identified (product-marketing), through which the entire process of developing all other private strategies of the organization, as well as its overall strategy as a whole, is largely set and significantly determined.

Figure 8. Company functional strategies

This principle of constructing a general (corporate) strategy can be called the logic of identifying the leading key strategy - a subsystem, with the subsequent derivative construction on its basis of all other subsystem strategies, as well as the general strategy as a system as a whole.

Production (operational) strategy- this is a subsystem of the overall strategy, presented in the form of a long-term program of specific actions to implement the concept of creating an organization’s product, which provides for the use and development of all the organization’s production capacities in order to achieve a strategic competitive advantage.

Production activities are closely related to all other main activities of the organization: financial, marketing, personnel services, etc. Setting production strategy goals is carried out in accordance with certain criteria. Most often, the following are identified as such: 1) costs of producing the product; 2) production quality; 3) quality of production supplies; 4) matching production to demand, or the so-called “demand flexibility”.

HR strategy is a subsystem of the overall strategy, presented in the form of a long-term program of specific actions to implement the concept of using and developing the potential of the organization’s personnel in order to ensure its strategic competitive advantage. The creation and effective use of high-quality potential of the organization’s personnel is at the present stage the main factor in achieving business success, as well as victory in competition, both from a tactical and strategic perspective.

The human resource management strategy must be comprehensive in the sense of targeting the entire personnel of the organization to achieve the goals of its long-term development. The basis for creating such a strategy is an adequate understanding of the following main types of decisions:

1. Selection, promotion and placement of personnel in all key positions of the organization. The extreme poles of all valid strategies can be designated as “create or buy.” A strategy that implements the reasons “to create” allows you to form the organization’s personnel based on the capabilities of the current system of attraction, promotion, placement and development of personnel. A strategy that implements the “buy” principle involves the initial attraction of labor resources of exactly the same quality that is required at each hierarchical level of the organization.

2. Assessing a person’s position in the organization. Here the choice is: a system focused on an effective process, or a system focused on a given result. In a system built on the “create” principle, identifying consumers in personnel training is mandatory and, thus, the necessary skills and knowledge of the workforce already existing in the organization are developed. In a system built on the “buy” principle, instead of the process of forming the necessary personnel, the process of ordering and searching is practiced.

3. A reward system that provides adequate compensation, clearly defined benefits and motivation for personnel at all levels. The choice here is: a position-oriented compensation system or an individual performance-oriented compensation system effective activity throughout the entire organization.

4. Management development, creating mechanisms for advanced training and career advancement. Choice: informal (intensive) or formal (extensive) management development programs; creation of the necessary professional level or its determination and acquisition.

Specific strategic decisions of these four types are the key positions in the strategy for using and developing the potential of the personnel of a particular organization. Strategic choices for all four types of decisions must be compatible with each other. Otherwise, the HR strategy may lose internal integrity.

The connection between all these elections is quite simple.

The selection, placement and promotion of personnel are determined by those most sufficient to carry out work that is critically important for a given organization. However, this in itself cannot be sufficient in a world where knowledge and skills must be constantly improved. Moreover, skillful and well-trained personnel must be quite loyal to their “home” organization.

In connection with the above, the question arises about the importance of the reward system and motivational mechanism. But none of the problems considered can be effectively solved if an effective assessment system does not work. It must ensure appropriate selection of candidates from existing staff to carry out all necessary work in the organization, planning and implementation of goals in the field of management development, etc.

Financial strategy is a subsystem of the overall strategy, presented in the form of a long-term program of specific actions to implement the concept of using the organization’s own and attracted financial resources in order to achieve a strategic competitive advantage.

The financial factor is the most important critical factor of any business, both in its tactical and strategic aspects. Moreover, the financial meter is a single meter for any business, i.e. financial strategy can be considered a universal strategy. Through it, there is a special integration of all specialized strategies and all strategic positions into a single corporate strategy.

The overall financial strategy-program should contain the following strategic positions:

1. Summary strategic indicators – indicators of the overall strategy. They can be linked to such strategic goals as - increasing total income, increasing the nominal level of the price of the organization's shares, increasing the real amount of dividends for all types of shares, ensuring cash flow, optimizing the financial structure by sources of income, increasing the previous maximum rating of the organization, etc. .d.

These indicators are formed from indicators of business strategies (for each business of the organization).

2. Solution to optimize corporate finances. They are completely dependent on specific situation for a specific organization. In particular, they may include decisions on accounts receivable and payable, optimization of internal financial flows, decisions on taxes and dividends, measures to ensure growth of market capitalization.

3. Financial and investment strategy, including decisions on financial development and restructuring, leasing, operations with securities, solutions for financial markets, strategic finance, venture capital, etc.

4. Strategic financial management.

For each strategic position, the program must contain clearly defined goals, strategic directions and specific tactical actions.

Operational strategy is a narrower, more detailed approach. It is important from the point of view of strategic completeness. Even the smallest organizational unit, if its existence is important, is an essential element in achieving a goal; its managers must understand this and have appropriate goals.

The operational strategy contains principles for guiding key structural units in their strategically significant activities and specific strategic initiatives.

Corporate strategy is a set of strategies created at various levels. Therefore, the advantage of a corporate strategy is fully realized only when the weight of its parts form a single whole.

Process strategic management covers three main levels: corporate, divisional (level of business units), functional level. Based on this, we distinguish:

· corporate strategies for enterprise development (what kind of business should we develop?);

· business strategy (how can we compete in this business?);

· functional strategies (what to change in the functional areas of the enterprise?).

The main types of strategies are presented in Fig. 3.1. Let's look at them.

Corporate development strategies businesses are designed to achieve the mission and overall goals of the enterprise.

They reflect the main directions of the company's development and ways of implementing the mission. Corporate strategies are distinguished by their focus on global competitive advantages.

Corporate strategies include:

1. Growth strategy.

The growth strategy assumes a significant increase in the level of short-term and long-term goals above the level of indicators of the previous period. It is used in dynamically developing areas with rapidly changing technologies. This strategy is used by firms that seek diversification. Growth can be:

· internal, by expanding the range or creating new products that are in increasing demand (intensive growth);

· external – in the form of vertical, horizontal integration or diversification.

2. Limited growth strategy (stabilization strategy).

The stabilization strategy is used by most enterprises. This strategy is characterized by setting goals based on what has been achieved, adjusted for inflation. A limited growth strategy is used in mature industries with static technology if the organization is generally satisfied with its position. This is the easiest, most convenient and least risky way to achieve your goals.

3. Reduction strategy(strategy of last resort).

With this strategy, the level of goals is set lower than what was achieved in the past. Within this strategic alternative, there may be three options:

· liquidation by full sale inventories and asset and debt elimination;

· cutting off excess involves the company abandoning unprofitable divisions or certain types of activities;

· reorientation (turnaround strategy) involves reducing some activities in order to increase the profitability of others.

Conditions for applying reduction strategies:

· if the company's performance continues to deteriorate;

· if the company was unable to achieve its goals;

· if the company is one of the weakest competitors in the area;

· if the company needs some internal reorganization.

4. Combination strategy represents a combination of any of three strategic alternatives. It is followed by large firms that are active in several areas.

___________________

The basic law of evolution states that nothing is more fickle than success. Paradoxically, the most successful companies today may be the most vulnerable tomorrow. For example, many consider Microsoft's position in the computer world to be unshakable, but its founder and president, Bill Gates, claims that he is constantly haunted by a feeling of fear that his organization will relax and allow nimble competitors to get ahead of it. To ride the wave of success, managers need to constantly improve their business strategy.

Business strategies are strategies for managing a portfolio of business areas. They ensure the achievement and maintenance of competitive advantages in a specific area of ​​business.

The business strategies of the enterprise include:

1. Product and market strategy is aimed at determining the types of specific products and technologies that the company will develop, areas and markets for the sale of goods. Serves as the basis for developing an enterprise marketing strategy. In order for an enterprise to function and develop, it is necessary to produce (sell) a certain product, which it must sell in a competitive market. Therefore, it is logical to begin the development of business strategies for an enterprise with a product and market strategy. This strategy sets a certain direction in the development of both individual private strategies and the overall strategy of the enterprise as a whole.

2. Competitive strategy– a set of strategic decisions that determine the competitive behavior of an enterprise. Based on the general competitive strategies described by Porter.

The choice of competitive strategy is influenced by the following factors(competitive forces):

· threat from market newcomers;

· bargaining power of buyers(depends on the level of awareness of buyers, the possibility of switching to another seller);

· bargaining power of suppliers. The influence of suppliers is determined by their concentration in a given region;

· threat of substitute products. Competition depends on the extent to which one type of product can be replaced by alternative products. For example, the increasing popularity of sugar substitutes has had a negative impact on the level of demand for sugar.

· intensity of competition in the industry.

3. Foreign investment strategy involves the creation of own production enterprises abroad.

4. Export strategy involves the development of measures to assess the possible benefits from increasing exports. This strategy is used by large firms that produce complex equipment, as well as small and medium-sized firms that produce the latest small-sized products (watches, photographic equipment, household electrical goods).

5. Strategy for managing a set of industries involves determining the relative level of capital investment based on calculations of production volume, individual types of products and the activities of the company as a whole. This strategy determines the directions of investment and redistribution of capital.

Functional Strategies determine the directions for achieving goals in the functional areas of the organization: finance, marketing, production, R&D, personnel, etc. Their purpose is to ensure the solution of tasks set at the corporate and business level with the highest possible efficiency. The main difference from corporate and business strategies is the intra-company focus. Functional strategies include:

1. R&D strategy(innovation strategy, innovation strategy). This strategy involves obtaining competitive advantages through the creation of fundamentally new products or technologies, new management methods, and a new organizational management structure.

Table 3.1 - Types of innovation strategies.

____________________

Undoubtedly, the experience of Japanese companies in gaining competitive advantages through the active use of innovative strategies deserves attention. If we consider the automobile market as an example, we can note that while the world's leading manufacturers (General Motors) continued to consider the car primarily as a means of transportation, the Japanese defined the car for themselves as a complex high-tech product. Two areas that have fully justified themselves have become key for the Japanese: the widespread introduction of electronics into cars and the use of new structural materials. Nissan was the first to automotive world I installed an electronic carburetor. In another direction - the use of new materials - the share of steel in Japanese cars is only 70%, and 20% is plastics and ceramics. It should be especially emphasized here that a reduction of 100 kg. mass provides 10% fuel savings. Consumers all over the world appreciate the technical level, comfort, and quality of Japanese cars.

Main strategic decisions of the R&D strategy

1. R&D development:

1.1. Basic fundamental research.

1.2. Applied developments.

1.3. Design and technological preparation of production.

2. Increasing the technical and economic level of the enterprise’s production potential.

3. Creation of new products and improving the technical and economic level of those that are already being produced.

4. Improving management, organization of production and work.

5. Saving and environment, rational use natural resources.

2. Marketing strategy involves flexible adaptation of the company's activities to market conditions on the basis of a properly developed marketing mix.

3. Production strategy aimed at increasing the efficiency of the production process. This strategy consists of actions aimed at using and developing all production capabilities of the enterprise in order to achieve a competitive advantage. The production strategy involves making strategic decisions aimed at balancing resources (material, technical, labor, financial) and the volume of production; providing flexibility production processes; taking into account possible consumer requirements regarding the quality of the products being created.

Select 3 basic strategies production:

· Full satisfaction of market demand, that is, the company produces the amount of goods that the market needs. With this strategy, inventories in warehouses of finished products are minimal, and the costs of their production can be quite high due to constant changes in production volume.

· Production of products with a focus on future demand. At the same time, intra-company stocks of certain goods can accumulate, and the real needs of the market are satisfied through this accumulation.

· The production of goods is carried out taking into account the actual minimum demand(pessimistic strategy). It is used if competitors are active in the market. The marketing strategy needs to be adjusted.

Main strategic decisions of the production strategy:

1. Mastering the production of new types of products.

2. Improving production quality.

3. Introduction of advanced technologies.

4. Modernization, reconstruction, technical re-equipment.

5. Improvement of production management systems.

6. Cooperation, concentration and integration of production.

7. Diversification and conversion of production processes.

4.Financial strategy reflects the processes of formation and use of financial resources, financing of capital investments and current costs.

The financial strategy of the company should be based on the results of a comprehensive economic analysis and the financial condition of the company (assessment of the efficiency of resource use, solvency of the company).

The following substrategies of the company's financial strategy are distinguished:

· Strategy of accumulation and consumption involves forecasting and justifying the optimal ratio between the amounts of income that are used to form these two special funds.

· Lending strategy provides ways to obtain the necessary loans and find means of repaying them.

· Strategy for financing other functional strategies and investment projects provides justification for the allocation of necessary funds for the entire period of their implementation.

· Dividend strategy provides for payment of dividends (increased, reduced, termination of payment of dividends).

Main strategic decisions of the financing strategy:

1. General financial strategy.

1.1. Financial and market securities management.

1.2. Inventory management.

1.3. Lending strategy.

1.4. Dividend strategy.

2. Financial forecasts regarding capital expenditure, other receipts and disbursements.

2.1. Project financial balance sheet.

2.2. Financial plan for external financing.

3. Mechanism for analyzing and monitoring the financial condition of the enterprise.

5.HR strategy developed with the aim of increasing work productivity and creating a favorable psychological climate in the enterprise. It involves improving the qualification structure of personnel; ensuring the interest of staff in the affairs of the company; improving working conditions for all categories of personnel.

Main strategic decisions of the HR strategy:

1. Selection, placement and promotion of personnel.

2. Personnel assessment.

3. A reward system that provides adequate compensation and motivation for staff behavior.

4. Formation of labor relations, which ensures the participation of personnel in management.

5. Management development, which creates mechanisms for staff development and promotion.

Strategic set is a system of strategies different types, developed by an enterprise for a certain period of time, which reflect the specifics of the functioning and development of the enterprise, as well as its place and role in the external environment.

Strategic Recruitment Requirements:

· focus on achieving real interrelated goals;

hierarchical nature (deployability of strategies);

· flexibility and dynamism of strategic recruitment;

· balance between profitable and cost-intensive strategies.

Functional Strategies– these are strategies that are developed by functional departments and services of the enterprise (marketing, financial, production, etc.). The purpose of the functional strategy is the allocation of department resources, the search for effective behavior of the functional unit within the framework of the overall strategy.

Let's look at the features of some functional strategies.

Product marketing strategy . The main components of this strategy are: research function, product policy, pricing, sales, and a system for promoting goods to the market. The strategic direction for these components depends on the overall strategy of the organization. Based on determining the market opportunities of a given business, existing and potential needs for the company’s products, assessing the state of competition, strengths and weaknesses organization in comparison with competitors, a marketing mix is ​​indicated that corresponds to the desired strategic market position of the organization.

HR strategy . This strategy takes into account that each employee is simultaneously:

An individual who has a set of certain characteristics and can change his behavior under the influence of certain factors;

A specialist called to perform a specific job;

A member of a group who performs one or another group role.

Based on this, it is necessary to strategically formulate such management influences in order to configure personnel to implement the overall strategy of the organization.

The goal of the personnel management strategy should be the formation of a competitive labor potential of the organization, taking into account ongoing and upcoming changes in its external and internal environment. The main components of the personnel management strategy are: planning and formation of the required personnel, organization and labor protection, system of remuneration and incentives, communication systems.

Strategy for foreign economic activity . This strategy develops rules for the organization’s behavior in the foreign market, both as an importer and as an exporter. The basis of the import strategy is a study of the prices and quality of supplied goods, terms, technological characteristics of goods, etc. When choosing an export strategy, the organization takes into account its export potential and the necessary resources.

The foreign economic activity strategy may include:

making direct investments in foreign countries;

creation of an international concern;

movement of capital from countries with high taxes to countries with relatively low tax rates;

the use of leasing in financing various foreign economic transactions, etc.

Strategy for scientific and technological development . This strategy is aimed at implementing long-term strategic goals. When forming a strategy, one should focus on one or another strategy for the enterprise’s active response to technological changes of an industry and inter-industry nature.

1) strategy for the development of new technologies that can provide leadership in a wide market. This means large-scale R&D in the field of products and technologies, while most of the work may end at an intermediate stage due to the futility of the project.

2) development of technologies that can provide leadership in one of the market segments. In this case, less production and creative potential is required.

3) the strategy of following the leader who has shown the path of technological development. In this case, the leader's technologies are adapted to the conditions of the enterprise, this reduces risk and requires lower costs, but leadership cannot be achieved.

4) a strategy for a technological leap that provides long-term competitive advantages. In this case, innovation is sought both in the field of products and in technology, and all innovations are transformative in nature.

conclusions

1. A company's strategy is a general direction, a method of management, a set of rules that guide the organization to ensure sustainable competitive positions. The classification of strategies is complicated by their large variety and subjective factors.

2. Basic strategies include those that describe the most common options for the development of an organization: stability, growth, reduction, combined strategy.

3. Any specific organization must decide for itself what type of competitive advantage it wants to gain and in what area this can actually be achieved. Competitive behavior, in turn, reflects behavior in one of the clearly defined positions of the competitiveness field.

4. When forming its strategic behavior in competition, any organization can plan certain actions that are either offensive(attack on the strengths and weaknesses of a competitor, capture of strategic lines, guerrilla attacks, preemptive actions, etc.) or defensive(maintenance low prices, development of new technologies, etc.) character.

5. Based on the industry life cycle model, all industries can be divided into three groups: developing, mature and in decline, which is reflected in the strategies being implemented.

6. Portfolio analysis allows you to understand the essence of a business, its strengths and weaknesses, as well as its opportunities. Neither model pays sufficient attention to how to implement the recommended strategies. Each matrix has its own advantages and disadvantages. They should not be considered as mutually exclusive, but as complementary methods, the simultaneous use of which will improve the quality of strategic decisions made.

7. Functional strategies are developed by functional units to ensure that they behave effectively within the overall corporate strategy.