Methodology of strategic planning. Strategic planning Method of strategic planning involving the identification of factors

Strategic planning as a logical analytical process for determining the future position of the company, depending on the external conditions of activity, was developed by firms that sought to reverse the process of slowing growth and obsolescence of equipment and technologies.

Strategic planning is considered the follower of long-range planning.

We can agree with this regarding the time factor, since strategic planning is a general result of the development of the theory and practice of planning based on the program-target approach.

Strategic planning, in contrast to long-term extrapolation planning, is a more complex process that affects the firm in the present and future.

The main difference between long-term and strategic planning is in the interpretation of the future.

The long-range planning system assumes that the future can be predicted by extrapolating historical growth trends.

In system strategic planning:

1) there is no assumption that the future must necessarily be better than the past, and it is not believed that the future can be studied by extrapolation;
2) extrapolation is replaced by expanded strategic analysis, which links perspectives and goals to each other to develop a strategy;
3) for strategic planning, the main base is state of the art and the scenario of the future of the company.;

The transition from extrapolative to strategic planning is due to a number of reasons:

- extrapolative planning does not allow the use of interactive (interaction-oriented) organization of the planning process (extrapolation is carried out, as a rule, at the same level);
– extrapolative planning methods are ineffective for diversified areas economic activity;
- extrapolative planning does not work in a dynamically changing external environment and competition.

The original approach to strategic planning assumed that the new strategy should be based on the existing strengths of the firm and offset its weaknesses. As the volatility of firms' external environments increased, hopes for firms' strengths as the basis for current and future success became questionable for the following reasons:

1. Some firms could not find ways to diversify that would use their former strengths.
2. Constant variability in the established field of activity of the company often turned its strengths into weaknesses.

With abrupt changes in environmental conditions (transition from vacuum tubes to transistors), a chandler situation, which required reactive adaptation (5–10 years) to changing conditions (it takes 5–7 years to implement strategic planning).

Stages of development strategic planning:

1. reactive ( Chandler's) adaptation (1900–1960);
2. strategic planning (I960);
3. management of strategic opportunities (1970);
4. real-time problem management (1980).

Basic procedures strategic planning:

– strategic forecasting (strategic forecast);
– strategic programming (strategic program);
– strategic design (strategic project/plan).

In strategic planning, the forecasting system should address issues related to assessing the main trends in the development of the organization, the degree of influence of factors in the internal and external environment. In a market economy an important factor, which determines the development of enterprises, is the economic forecast, considered as a unity of normative, scenario and genetic forecasts. Formalized forecasting is based on the determination of analytical, formal dependencies between the parameters of an object and is implemented using the methods of economic and statistical, optimization, simulation modeling and computer technology.

Strategic programming is considered as a system of economic, industrial, organizational and technical measures aimed at developing a strategy economic systems and areas of activity of organizations. Back to main functions strategic programs relate:

- strengthening the target orientation of planned calculations;
- the formation of a set of measures not on individual grounds, but on the basis of the problem being solved;
- change in the pace and proportions of development (ensuring structural changes) of the economy.

With the help of target programs of the federal level, the following tasks of the national economy are solved:

substantiation of strategic decisions on the problems of economic development;
concentration of resources needed to solve problems perspective development;
increasing the level of balance of measures to solve the tasks;
coordinating the activities of management entities.

Design is the final procedure of strategic planning. Its purpose is to develop draft strategic plans for all levels and time horizons. Project strategic plan is a project management decision to implement the enterprise strategy. The strategic plan can be considered as a scientific forecast of the state of the integral object of management (enterprise, region, country) in the long term.

An important feature of strategic plans is that they:

- act as a measure, a criterion for the economic and social progress of society;
- determine the stages of socio-economic development of society as a whole and its individual subsystems;
– are used as tools for the implementation of management policy;
- reveal the goals and directions of development of control objects.

The positive effect of strategic planning can give

only an organic combination of science, experience and art, an orientation towards common sense in the organization of both activities and planning itself. In general, the competent application of strategic planning methods has a number of positive aspects.

1. Strategic planning enhances competitive opportunities enterprises. Competitive advantages allow the company to steadily occupy and improve its place in the market. The market will be won by those who learn earlier than others and begin to "live according to the strategy."
2. Strategic planning allows you to rationally allocate resources. The concentration of resources in a certain area of the business allows you to successfully overcome resistance competitive environment. Diffusion of resources in many areas will almost certainly not bring success in any of them. Moreover, if an enterprise conducts strategic planning, which highlights the main areas of work, then it should refuse promising at first glance projects that do not fit into the overall strategy.
3. Strategic planning links decision-making processes in top and middle management. The top management of the enterprise makes strategic decisions, middle managers make operational decisions. Often these processes run in parallel, not always interconnected. In addition, the functions of units sometimes do not correspond to the strategic setting. Therefore, if the enterprise carries out competent strategic planning, then all planning processes are conducted from the main goal. A well-thought-out and skillfully executed strategy is communicated to the executors in the form of plans for organizational and technical measures, which become the plans of departments for a certain time period. Thus, the development by the departments of their plans leads to the implementation of the strategic objectives of the enterprise as a whole.
4. Strategic planning improves the adaptation of the enterprise to changes in external environment . The company, as a rule, prepares for any scenario. As a result, its adaptation to changes in the external environment increases, the time to respond to a particular event is reduced, since its possible occurrence and the corresponding measures taken are taken into account in the plan, only some adjustment is required.
5. Strategic planning improves the orientation of the enterprise in the external environment. This is because strategic planning involves in-depth research marketing environment enterprises - strategic analysis.
6. Strategic planning allows employees to focus their efforts on achieving a single goal. The functional interests of departments and the personal interests of employees should be subordinated to the strategic interests of the enterprise as a whole. The stated and documented strategic goal becomes a guideline in the activities of employees of all departments of the enterprise.
7. Strategic planning contributes to the formation in the firm a single team managers. Both the adopted strategy and the process of its preparation form a single team.
8. Strategic planning raises the level corporate culture at the enterprise. When strategic planning is carried out, the company's goals and methods of achieving them are explained to employees, their attitude towards management and the company itself becomes more conscious and positive.

1. Introduction

2. The concept of strategic planning

3. Organizational goals

4. Assessment and analysis of the external environment

5. Condition analysis and coefficients strategic development

6. Types of strategic planning

7. Choice of development strategy

8. Strategic planning methodology

9. Methods of strategic planning

10. Conclusion

11. List of used literature

1. Introduction

For an enterprise of any form of ownership and any scale of economic activity, it is essential to manage economic activities, determine a strategy, as well as planning. At present, the heads of Russian enterprises are forced to make business decisions in the face of the uncertainty of the consequences of such decisions, moreover, with a lack of economic, commercial knowledge and practical experience work in new conditions.

Many economic zones in which enterprises operate are characterized by increased risk, because there is no sufficient knowledge about the behavior of consumers, the position of competitors, about the right choice of partners, there are no reliable sources for obtaining commercial and other information. In addition, Russian managers have no experience in managing firms in market conditions. There are many problems in the marketing activities of Russian enterprises. The heads of enterprises that produce final or intermediate products feel limited by the effective demand of the population and consumer enterprises. The issue of marketing entered the sphere of direct control of the management of enterprises. As a rule, state-owned enterprises did not have and do not have qualified sales staff. Now almost all enterprises have realized the importance of the sales program. Most of them have to solve tactical issues, because. many have already faced the problem of overstocking warehouses with their products and a sharp drop in demand for it. The strategy for marketing products on the market remained unclear. Trying to change the range, many enterprises that produced industrial products are beginning to switch to consumer goods. If production products are produced, then in some cases enterprises develop subdivisions that consume these products. Rebuilding the assortment, enterprises began to predict sales in advance and find consumers of their products.

When choosing consumers, managers take into account: direct contact, communication with the end consumer, the solvency of the customer. The search for new consumers, the development of new markets has become very relevant for the enterprise (some managers are looking for new consumers on their own).

Also noticed a new phenomenon - the relationship of enterprises with new commercial structures, which are often engaged in the sale of part of the enterprise's products, and the rest is sold through the old channels. In addition, the enterprise can turn to the firm for all complex issues of production support. One of the tactics for ensuring the sale of products in modern Russian reality, in conditions where domestic effective demand for products is limited, has become entry into the international market. However, this is possible only for enterprises with a high level of production technology that ensures the competitiveness of their products.

Thus, management and strategic management of an enterprise's activities are necessary in any area of economic activity. At the same time, there are still many problems and significant shortcomings that need to be resolved as soon as possible, which, in turn, will allow Russian economy to achieve stabilization and progressive development.

2. The concept of strategic planning.

Planning- the process of determining goals, strategies, as well as activities to achieve them for a certain period of time based on assumptions about the future likely conditions for the implementation of the plan.

Strategic planning- this is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions, the functions of organization, motivation and control are focused on the development of strategic plans. A dynamic strategic planning process is the umbrella under which all managerial functions Without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of the corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises that enter into fierce competition both among themselves and with foreign corporations.

The concept of "planning" includes the definition of goals and ways to achieve them. In the West, enterprise planning is carried out in such important areas as sales, finance, production and purchases. In this case, of course, all private plans are interconnected.

The development of a strategic plan is based on an analysis of the prospects for the development of an organization under certain assumptions about changes in the external environment in which it operates. The most important element of this analysis is to determine the position of the organization in the competition for markets for its products. On the basis of such an analysis, the organization's development goals are formed, strategic business units are formed, and strategies for achieving them are selected.

Strategic plan requirements

Several key messages related to strategy need to be understood and, more importantly, accepted by top management. First of all, the strategy is mostly formulated and developed by top management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must constantly collect and analyze huge amount information about the industry, competition and other factors.

Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, recognizing that the conflicting and constantly changing business and social environment makes constant adjustments inevitable.

The strategy is a detailed comprehensive comprehensive plan. It should be developed from the point of view of the entire corporation, rather than of a particular individual. It is rare that a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about industries. National economy, market, competition, etc. In addition, the strategic plan gives the company a certain identity that allows it to attract certain types of employees and help sell products or services. Strategic plans must be designed in such a way that they not only remain cohesive over time, but also remain flexible. The overall strategic plan should be viewed as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the constantly changing business and social environment.

Strategic planning alone does not guarantee success, and an organization that creates strategic plans may fail due to errors in organization, motivation, and control. Nevertheless, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. By making informed and systematic 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. In this way, planning helps create unity common purpose within the organization.

Rice. 1. Development of business goals in the company.

The planning process in a company begins with the definition of the initial goals of its development and activities, the basis for the development of which many companies put mission goals (Fig. 1). In essence, mission goals, or main strategic goals, are a vision of what a company should be like or what it should fight for. They should reflect the interests of all groups of influence (shareholders, managers, employees and workers, suppliers, banks, government agencies, local governments, public organizations, etc.). Mission goals should emphasize the social significance of the company and serve as a means of consolidating and motivating the company's personnel. The interests of stakeholders and organizations (groups of influence) are also taken into account when developing the initial goals of the company.

The initial goals are passed through a triple filter: available resources at home and abroad, the environment, and internal capabilities and performance of the company. The last two filters are essentially situational analysis. The results of a situational analysis are often summarized in a section of a marketing plan called "SWOT Analysis". The results situational analysis assumptions about the future conditions of the organization's operations are also included, as well as forecast estimates of expected demand in potential markets for the period of the marketing plan. Based on these assumptions and estimates, the following sections of the marketing plan set goals. marketing activities, strategies are selected and marketing programs are developed.

Diagram 1. Strategic planning process

Each leader must imagine how strategic planning should be carried out (diagram 1).

3. Organizational goals

Corporate goals are formulated and established on the basis of the overall mission of the organization and certain values and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

Organizational goals (company-wide) are the end points of the organization's mission statement to which it aspires.

1. First, goals must be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress.

2. Specific forecast horizon is another characteristic of effective goals. Goals are usually set for long or short time periods. Long term goal has a planning horizon of approximately five years. Short term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium term goals have a planning horizon of one to five years.

3. The goal must be achievable - to serve to improve the efficiency of the organization.

4. To be effective, multiple targets organizations should be mutually supportive i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Objectives will only be a meaningful part of the strategic management process if top management articulates them correctly, then institutionalizes them effectively, communicates them, and drives their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to what extent these goals reflect the values of management and the realities of the firm.

General production goals are formulated and set on the basis of the overall mission of the enterprise and certain values and goals that top management is guided by. To make a true contribution to the success of an enterprise, goals must have a number of characteristics:

specific and measurable goals / goal orientation in time / achievable goals.

1. General (global) developed for the firm as a whole: a) reflect the concept of the firm; b) designed for the long term; c) determine the main directions of the company's development programs; d) should be clearly articulated and linked to resources; e) ranking goals according to the principle of priority.

2. Specific Goals are developed within the framework of general goals for the main activities in each production unit of the company and are expressed in quantitative and qualitative indicators (profitability, profit margin).

4. Assessment and analysis of the external environment.

After establishing its mission and goals, the management of the enterprise begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:

assessment of changes affecting various aspects of the current strategy;

identification of factors that pose a threat to the current strategy of the company; control and analysis of competitors' activities; identification of factors that provide more opportunities to achieve company-wide goals by adjusting plans.

An analysis of the external environment helps to control factors external to the company, to obtain important results (time to develop a system early warning threats, time to anticipate opportunities, time to plan for contingencies, and time to develop strategies). To do this, it is necessary to find out where the organization is, where it should be in the future, and what management should do to achieve this. The threats and opportunities faced by the firm can be divided into seven areas:

1. Economic forces . Certain factors in the economic environment must be constantly diagnosed and evaluated as they The state of the economy affects the goals of the firm. These are inflation rates, international balance of payments, employment levels, and so on. Each of them can pose either a threat or new opportunity for the enterprise.

2. Political factors . The active participation of entrepreneurial firms in the political process is an indication of the importance public policy for the organization; Therefore, the state must follow normative documents local authorities, the authorities of the subjects of the state and the federal government.

3. Market factors . The market environment is a constant danger to the firm. Factors affecting the success and failure of an organization include income distribution, the level of competition in the industry, changing demographics, and ease of entry into the market.

4. Technological factors. Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communication technology. The head of any firm must be careful not to be subjected to "future shock" that destroys the organization.

5. Competition factors . Any organization must examine the actions of its competitors: analysis of future goals and assessment of the current strategy of competitors, review of the background regarding competitors and the industry in which these companies operate, in-depth study of strengths and weaknesses competitors.

6. Factors of social behavior . These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and national minorities in society, the movement to protect the interests of consumers).

7. International Factors . The management of firms operating in the international market must constantly assess and monitor changes in this broad environment.

That. analysis of the external environment allows the organization to create a list of dangers and opportunities that it faces in this environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potentialities and shortcomings of the organization.

5. Analysis of the state and coefficients of development of strategic planning

A successful choice of strategy requires a deep analysis of the current directions in the organization, its position in the struggle, prospects for the future, as well as its development trends. Based on the analysis, priorities in the distribution of resources are developed. The object of analysis is the strategic database, which represents the most significant characteristics of the internal and external conditions of the organization and its main partners. Based on the analysis, conclusions are drawn regarding the 10-15 most significant factors affecting the activities of the organization, identifying strengths and weaknesses, as well as the impact on it and what are the trends of this impact, thereby drawing a reliable portrait of the future of the organization.

Analysis of the strategic database is carried out in three areas:

An objective assessment of the position of the organization as a whole.

Study of the effectiveness of its work in the past and present; vitality of the organizational structure, management system.

Model of the functioning of the technical and technological potential, preference for leadership; the specifics of the business moral atmosphere and other issues of the company's life.

External environment of the organization . Its real reputation is being clarified, the products manufactured in the eyes of business partners and consumers, market trends, real potential consumers are being studied, the range of goods and services that it makes sense to focus on is determined.

Obstacles hindering development, inconsistency of goals and means to achieve them, possible production conflicts are identified.

6. Types of strategic planning

There are the following types of strategic planning:

Long term (prospective) planning. Since the development of plans proceeds from the future to the present, plans designed for more short term, become integral part promising. Long-term plans reflect long-term goals and a general strategy of action. Alternative strategies being developed are not included in the plan, but are reflected in special programs contained in the annexes. Long-term plans include indicators and proposals, which are reflected in generalized, most often financial, indicators. Long-term plans are developed for a period of 5 to 10 years.

medium term planning. They are based on the real demand for the organization's products, changes in its characteristics in the near future, restructuring of production technology, financial constraints, market conditions, the risk of losing a partner, etc. Medium-term plans are developed for a period of 1 to 5 years.

Short term planning. Such planning covers a period of several weeks or months. It is aimed at regulating the current use of resources and is implemented through the preparation of calendar programs for production and control over it, the management of inventories and loans received.

Operational planning. To the task operational planning includes monitoring the daily loading of equipment, the sequence of operations, the placement of workers, etc.

7. Choice of development strategy

Based on the existing database of strategic data, forecasts and assumptions, the company proceeds to the choice of strategic alternatives for its development.

There are four types of alternatives:

limited growth;

Reduction;

A combination of the three previous alternatives in varying proportions.

Growth strategy involves the annual growth of the main indicators of the organization, it is most often used by enterprises in dynamically developing sectors of the national economy, with rapidly changing technologies, as well as enterprises seeking to diversify (wide penetration into new areas of activity). It happens that firms cannot withstand rapid and short-term growth, and go bankrupt, so most firms adhere to a limited growth strategy, expanding their activities taking into account the real possibilities of the achieved level and external efforts. This is the least risky course of action.

Strategic reduction expressed in the fact that the results of the company's work in the planning period are expected to be lower than in the previous period. This strategy is used when it comes to a fundamental restructuring of the organization. And if short-sighted leaders try to restructure the organization's activities while maintaining the same growth, then the results are usually negative.

Reduction is carried out in different ways :

Complete liquidation of the company and the creation of a new one in its place;

Getting rid of unnecessary elements;

Narrowing the scale of the company, its activities with simultaneous reorientation (this strategy is chosen by firms if things are going badly or it is necessary to hide income).

A combination of three types of strategy is practiced by firms operating simultaneously in different industries with very different technological and economic conditions.

Successful implementation strategy requires reliable feedback and related tools. One of the tools is tactics, when the forms and methods of action are focused on achieving immediate goals. It is developed at the level of middle management, and for a short time. To achieve strategic and tactical goals, the management of the firm develops an ongoing policy that includes discrimination in hiring, increasing profits through overpricing, using low prices to oust competitors, etc.

The role of a guideline in organizing the goals and objectives of the company is performed by rules that prescribe strictly regulated actions in certain situations, excluding freedom of choice. Rules that are executed in a strict sequence are called procedures. Procedures are applied in standard situations, which saves money.

Thus, strategy, tactics, forecasts, rules, procedures and assumptions are the basis on which the planning process can be carried out.

8. Strategic planning methodology

The strategic planning methodology is based on four levels of knowledge:

General philosophical level - a set of views, knowledge about the phenomena of the surrounding world (philosophy, cultural studies, mathematics; systems theory; organization theory; political science);

General scientific level - which gives an understanding of general approaches, principles, forms of organization, systems (cybernetics; organization theory, systems theory, etc.);

Concrete methodology of sciences - forms the total knowledge about management in socio-economic systems (macroeconomics; law; sociology; statistics, management, etc.);

Methodology, technique and technology of strategic planning - the science of strategic planning, which is closest to practical activities, and is designed to implement the achievements of other sciences.

Opening the methodology of strategic planning, it is necessary to answer the following questions:

a) What is the methodological basis?

b) What are common methods strategic planning?

c) What is the system model of the organization and how should it be interpreted?

d) What are the principles of strategic planning?

The methodological basis of strategic planning is the systematic and situational approaches. According to the systems approach, any organization should be considered as a system consisting of certain interrelated elements that ensure its vital activity, and elements of a larger system, the functioning and development of which is determined by economic laws and patterns characteristic of this type of systems.

For each specific organization, higher-order systems act as a specific environment, consisting of economic and government controls; market, domestic and foreign competitors, media and infrastructure.

Strategic planning by organizations is based on the following provisions:

First position

Organizations are complex socio-economic systems that are characterized by a number of features:

a) Organizations are created to achieve certain goals;

b) Availability of certain resources and their transformation into material goods;

c) Comparison of the costs of production and use of goods with the results of activities;

d) The complexity of the internal environment of the organization;

e) Multi-criteria management tasks;

f) Greater dynamism of the processes occurring in the system;

g) The need to manage the organization, for which a special management body is created that has a specific function and organizational structure. A system of approved norms for monitoring their observance.

Second position

Organizations are open systems that are affected by numerous environmental factors. Therefore, the effectiveness of the organization, and its strategy, is largely determined by its adaptive capabilities.

Third position

The strategies of organizations are unique in many respects, therefore, there are no universal solutions for all occasions, there are no standard sets of rules, and the procedure for solving strategic problems.

The planning methodology is based on the following principles:

Justified and conscious choice of goals and strategy for the development of the organization;

Constant search for new forms and activities to improve the competitiveness of the organization;

Ensuring compliance between the organization and the external environment that controls and manages the subsystems and elements of the organization;

Individualization of the strategy, where each organization has its own characteristics, due to the existing composition of personnel, material and technical base, culture and other features, so the development of strategies should be carried out taking into account these features;

Clear organizational separation of strategic planning tasks from operational planning tasks.

9. Methods of strategic planning

Allocate two main planning methods - balance and normative.

balance method- this is a set of techniques, ways to identify and ensure proportions and relationships through the development of interrelated balances. This method is designed to link the volume and structure of social needs with material, labor and financial resources and to coordinate all sections and indicators of the plan, both economic and social development. The application of this method makes it possible to identify and link natural-material and cost proportions in the development of the economy.

The planned balances developed in the process can be classified according to the following criteria:

a) on the basis of the planning stage (forecast, planned and reporting balances)

b) by duration (current, prospective)

c) on the basis of purpose (material, labor, financial)

Normative method based on the definition and application of norms and standards. Norms and standards for a certain set of indicators are interrelated. The norm is a scientifically substantiated measure of the necessary expenditure of resources for the manufacture of a unit of output of a given quality. The standard is a scientifically justified ratio in proportions, the simplest quantitative expression of socio-economic ties, which covers two quantities: the consumption of materials per unit of production and the consumed products per capita. All standards used in planning must be progressive and real, take into account the achievements of scientific and technical progress, organizational, technological and socio-economic limitations of a particular period.

The whole set of norms and standards can be divided into groups:

a) norms and standards reflecting the consumption of services by the population

b) economic standards

c) norms and standards used in technical and economic calculations.

All technical, economic and balance calculations are based on norms and standards. An indispensable condition for the progressiveness of the norms is their revision, in connection with the changing conditions of production.

This method is used in the development of all plans for socio-economic development. Therefore, before developing a plan, for each of its sections, its own normative base.

10. Conclusion

All over the world it is customary to start a business with strategic planning. In Russia, strategic planning is also currently being used, but its essence boils down to one thing: "our strategy and everything connected with it must be profitable." But that's where the consumer and the environment go, it is not clear. Such questions are not often asked in Russia.

Reducing strategy to profit is not strategic planning, as it should be - it is simply a statement of the fact that the whole world is already considered as a strategy of the second plan.

Managers must understand that making a profit is like building a house once and not repairing it. Here he is and that's it, also with profit, here it is, and what will happen next, where to go is no longer important, maybe he will take it out. When starting a business, you always need to see what to strive for, what goals it can be achieved. All firms in the West have been operating on this principle for a long time and bring their knowledge on this topic to Russia, trying to teach our leaders how to carry out strategic planning.

All this is required by every investment firm, and she knows where to invest money so that they make a profit. Therefore, the highest level in the enterprise should always carry out strategic planning of its activities.

11. List of used literature

1. Petrov A.N. Strategic planning of enterprise development: tutorial.-SPb.: Publishing house of SPbUEF, 1993

2. Gusev Yu.V. Enterprise Development Strategy. - St. Petersburg: SPbUEF Publishing House, 1992.

3. Ansoff I. Strategic management.-M.: Economics, 1989

4. King U., Klilaved D. Strategic planning and economic

policy. M., 1988

5. Karloff B. Business strategy: concept, content, symbols M., 1991

6. USA: state and market / A. Parkansky, S. Dubinin et al. M., 1991

Introduction

I. Planning as a function of enterprise management (basics of strategic planning)

II. Strategic planning methodology

Conclusion

Introduction

In the late 1960s, the economic situation in many industrial developed countries has changed significantly. As the crisis escalates and international competition extrapolation projections became increasingly out of touch with the actual figures, with the most common occurrence being the setting of optimistic targets that did not match the actual outcomes. The top management of the company usually proceeded from the fact that future performance will improve, but often the company did not reach the planned performance results. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition. The crystallization of the fundamental elements of the concept of strategic planning is largely associated with the search for ways to overcome the limitations of the long-term planning system, clearly manifested in the uncertainty of the parameters of general economic development. In the system of strategic planning, there is no assumption that the future must necessarily be better than the past, and the premise that it is possible to study the future by extrapolation is rejected. Actually, in a different understanding by managers of the role external factors This is the main difference between long-term extrapolative planning and strategic planning. At the forefront of strategic planning is the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, it can be said that the purpose of strategic planning is to improve the company's response to market dynamics and the behavior of competitors.

I. Planning as a function of enterprise management (Fundamentals of strategic planning)

1.The concept of strategic planning

Planning is the process of determining goals, strategies, as well as activities to achieve them over a certain period of time, based on assumptions about the future likely conditions for the implementation of the plan.

Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions, the functions of organization, motivation and control are focused on the development of strategic plans. A dynamic strategic planning process is the umbrella under which all managerial functions are sheltered, without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of a corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises that enter into fierce competition both among themselves and with foreign corporations.

Strategic plan requirements

Several key messages related to strategy need to be understood and, more importantly, accepted by top management. First of all, the strategy is mostly formulated and developed by top management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must constantly collect and analyze vast amounts of information about the industry, competition and other factors.

The strategy is a detailed comprehensive comprehensive plan. It should be developed from the perspective of the whole corporation, rather than a specific individual. It is rare that a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about the sectors of the national economy, the market, competition, etc. In addition, the strategic plan gives the company a certain identity that allows it to attract certain types of employees and help sell products or services. Strategic plans should be designed in such a way that they not only remain coherent over the long term, but also remain flexible. The overall strategic plan should be viewed as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the constantly changing business and social environment.

Strategic planning alone does not guarantee success, and an organization that creates strategic plans may fail due to errors in organization, motivation, and control. However, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. By making informed and systematic 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. In this way, planning helps to create a unity of common purpose within an organization.

2.Strategic planning process

The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent.

Each leader must imagine how strategic planning should be carried out (Fig. 1).

Rice. 1. Strategic planning process.

Organization missions

The planning process in a company begins with the definition of the initial goals of its development and activities, the basis for the development of which many companies put mission goals (Fig. 1). In essence, mission goals, or main strategic goals, are a vision of what a company should be like or what it should fight for. They should reflect the interests of all groups of influence (shareholders, managers, employees and workers, suppliers, banks, government agencies, local governments, public organizations and etc.). Mission goals should emphasize the social significance of the company and serve as a means of consolidating and motivating the company's personnel. The interests of stakeholders and organizations (groups of influence) are also taken into account when developing the initial goals of the company.

The initial goals are passed through a triple filter: available resources at home and abroad, the environment, and internal capabilities and performance of the company. The last two filters are essentially situational analysis. The results of a situational analysis are often summarized in a section of a marketing plan called "SWOT Analysis". The results of the situation analysis also include assumptions about the future conditions of the organization's activities, as well as forecast estimates of expected demand in potential markets for the period of the marketing plan. Based on these assumptions and estimates, the following sections of the marketing plan establish marketing objectives, select strategies, and develop marketing programs.

Rice. 2. Development of business goals in the company

Organization goals

Organizational goals (company-wide) are the end points of an organization's mission statement to which it aspires.

General company goals are divided into:

General (global), developed for the company as a whole:

a) reflect the concept of the company;

b) designed for the long term;

c) determine the main directions of the company's development programs;

d) should be clearly articulated and linked to resources;

e) ranking goals according to the principle of priority.

Specific goals are developed within the framework of general goals for the main activities in each production unit of the company and are expressed in quantitative and qualitative indicators (profitability, profit margin).

Goals should be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress.

The specific forecast horizon is another characteristic of effective goals. Goals are usually set for long or short time periods. The long-term goal has a planning horizon of approximately five years. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

The goal must be achievable - to serve to increase the effectiveness of the organization.

To be effective, an organization's multiple goals must be mutually supportive—that is, the actions and decisions required to achieve one goal must not interfere with the achievement of other goals.

Assessment and analysis of the external environment

Assessment and analysis of the external environment is the process by which strategic plan developers control factors external to the organization in order to determine opportunities and threats for the firm.

· assessment of changes affecting various aspects of the current strategy;

· identification of factors that pose a threat to the current strategy of the company;

· control and analysis of competitors' activities;

· identification of factors that provide more opportunities to achieve company-wide goals by adjusting plans.

The analysis of the external environment helps to control factors external to the firm, to obtain important results (time to develop an early warning system in case of possible threats, time to predict opportunities, time to draw up a contingency plan and time to develop strategies). To do this, it is necessary to find out where the organization is, where it should be in the future, and what management should do to achieve this. The threats and opportunities faced by the firm can be divided into seven areas:

.Economic forces. Certain factors in the economic environment must be constantly diagnosed and evaluated as they The state of the economy affects the goals of the firm. These are inflation rates, international balance of payments, employment levels, and so on. Each of them can represent either a threat or a new opportunity for the enterprise.

.political factors. The active participation of entrepreneurial firms in the political process is an indication of the importance of public policy for the organization, therefore, the state should follow the regulations of local authorities, state authorities and the federal government.

.market factors. The market environment is a constant danger to the firm. Factors affecting the success and failure of an organization include income distribution, the level of competition in the industry, changing demographics, and ease of entry into the market.

.Technological factors. Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communication technology. The head of any firm must ensure that he is not exposed to future shock destroying the organization.

.Competition factors. Any organization must examine the actions of its competitors: analyzing future goals and assessing the current strategy of competitors, reviewing the assumptions regarding competitors and the industry in which these companies operate, in-depth study of the strengths and weaknesses of competitors.

.Factors of social behavior. These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and national minorities in society, the movement to protect the interests of consumers).

.international factors. The management of firms operating in the international market must constantly assess and monitor changes in this broad environment.

Thus, the analysis of the external environment allows the organization to create a list of dangers and opportunities that it faces in this environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potentialities and shortcomings of the organization.

Management survey of strengths and weaknesses

To successfully select a strategy, it is necessary to determine whether the firm has internal forces to take advantage of external opportunities, as well as identify internal weaknesses that can complicate problems associated with external hazards. Explore five interior areas:

1.Marketing is a type of human activity aimed at meeting needs and requirements through exchange (according to Kotler).

market share and competitiveness;

variety and quality of the product range;

demographic statistics (in terms of goods and services);

research and development of new markets and products;

pre-sales and after-sales service;

profits (should be - otherwise there is no point).

.Finance (audit and redistribution of funds). The main task financial management is financial security implementation of the corporate strategy. The best strategy can fail if not enough Money for its implementation.

.Operations (production). The type of production system has a greater impact on the strategy. There are four types production systems:

a) Single and small-scale production, where one or a small series of identical products is simultaneously manufactured;

b) Mass production, involves the manufacture of a large number of identical products;

V) Mass production, characterized by the manufacture of large series of the same type of products;

d) Continuous production uses automated equipment that works around the clock to continuously produce the same product in large volumes.

.Human resources

.Culture and image (image) of the company. Culture - the prevailing customs, mores and expectations that have developed in the firm. Image - the impression that a company creates with the help of employees and customers in public opinion.

Analysis and selection of strategic alternatives

Based on the existing database of strategic data, forecasts and assumptions, the company proceeds to the choice of strategic alternatives for its development.

There are four types of alternatives:

·Height;

· limited growth;

·Reduction;

· A combination of the three previous alternatives in varying proportions.

The growth strategy involves the annual growth of the main indicators of the organization. It is most often used by enterprises in dynamically developing sectors of the national economy, with rapidly changing technologies, as well as enterprises seeking to diversify (wide penetration into new areas of activity). It happens that firms cannot withstand rapid and short-term growth, and go bankrupt, so most firms adhere to a limited growth strategy, expanding their activities taking into account the real possibilities of the achieved level and external efforts. This is the least risky course of action.

Limited growth. Targets are set as in the previous period plus inflation. Static industries with static technology, management does not like change and risk.

Strategic reduction is expressed in the fact that the results of the company's work in the planning period are expected to be lower than in the previous period. This strategy is used when it comes to a fundamental restructuring of the organization. And, if short-sighted leaders try to rebuild the organization's activities while maintaining the same growth, then the results are usually negative.

The reduction is carried out in different ways:

· complete liquidation of the company and the creation of a new one in its place;

· getting rid of unnecessary elements;

· narrowing the scale of the company, its activities with simultaneous reorientation (this strategy is chosen by firms if things are going badly or it is necessary to hide income).

A combination of three types of strategy is practiced by firms operating simultaneously in different industries with different technological and economic conditions.

Choosing a strategy

To make an efficient strategic choice, senior managers must have a clear, shared vision of the firm and its future. The strategic choice must be definite and unambiguous.

Strategic choices made by leaders are influenced by a variety of factors. Here are some of them:

· Risk. It is a factor in the life of the company, but a high degree of risk can destroy the company;

· Knowledge of past strategies. Often, consciously or unconsciously, management is influenced by past strategic alternatives chosen by the firm;

· Reaction to the owners. Quite often, equity holders limit management's flexibility in choosing a particular strategic alternative;

· Time factor. It can contribute to the success or failure of an organization. The implementation of even a good idea at the wrong time can lead to the collapse of the organization.

While the choice of overall strategy is both a right and a responsibility of top management, the final choice has a profound effect on the entire organization. Therefore, the decision should be subjected to careful research and evaluation.

Implementation of the strategy

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.

A tactic is a short-term plan of action aligned with a strategic plan. In contrast to strategy, which is more often developed by senior management:

tactics are developed by middle managers;

tactics are more short-term than strategy;

the results of tactics appear much faster than the results of strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general settings in relation to actions and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

Thus, strategy, tactics, forecasts, rules, procedures and assumptions are the basis on which the planning process can be carried out.

Strategy evaluation

The evaluation of the strategy is carried out by comparing the results of work with the goals. To be effective, evaluation must be carried out systematically and continuously in an appropriate manner, the developed process must cover all levels - from top to bottom. When evaluating the strategic planning process, five questions should be answered:

.Is the strategy internally consistent with the capabilities of the organization;

.Does the strategy involve an acceptable degree of risk;

.Does the organization have sufficient resources to implement the strategy;

.Does the strategy take into account external threats and opportunities;

.Is this strategy the best way use of company resources.

At the same time, a number of qualitative (ability to attract highly qualified managers, deepening market knowledge) and quantitative (rank share, profit, share price, staff turnover, absenteeism) criteria are evaluated.

Structure evaluation. The strategy defines the structure. It is necessary to check whether the structure of the organization contributes to the achievement of its objectives. You cannot simply impose a new strategy on the essential structure of the organization.

3.Types of strategic planning

There are the following types of strategic planning:

Long-term (prospective) planning. Since the development of plans goes from the future to the present, plans designed for a shorter period become an integral part of the long-term ones. Long-term plans reflect long-term goals and a general strategy of action. Alternative strategies being developed are not included in the plan, but are reflected in special programs contained in the annexes. Long-term plans include indicators and proposals, which are reflected in generalized, most often financial, indicators. Long-term plans are developed for a period of 5 to 10 years.

Medium term planning. They are based on the real demand for the organization's products, changes in its characteristics in the near future, restructuring of production technology, financial constraints, market conditions, the risk of losing a partner, etc. Medium-term plans are developed for a period of 1 to 5 years.

Short term planning. Such planning covers a period of several weeks or months. It is aimed at regulating the current use of resources and is implemented through the preparation of calendar programs for production and control over it, the management of inventories and loans received.

operational planning. The task of operational planning includes monitoring the daily loading of equipment, the sequence of operations, the placement of workers, etc.

II Strategic planning methodology

1.Strategic planning methodology system

The methodology of any science is an organic unity of general worldview, general methodological principles, general scientific methods of cognition and specific, particular methodology.

The strategic planning methodology is based on four levels of knowledge:

General philosophical level - a set of views, knowledge about the phenomena of the surrounding world (philosophy, cultural studies, mathematics; systems theory; organization theory; political science);

General scientific level - which gives an understanding of general approaches, principles, forms of organization, systems (cybernetics; organization theory, systems theory, observation, analysis and synthesis, etc.);

Specific methodology of sciences - forms the total knowledge about management in socio-economic systems (macroeconomics; law; sociology; statistics, management, etc.);

Methodology, methodology and technology of strategic planning - the science of strategic planning, which is closest to practical activities, and is designed to implement the achievements of other sciences.

The system of strategic planning methodology is the scientific basis for the development of a system of forecasts, projects, programs and plans.

For each specific organization, higher-order systems act as a specific environment, consisting of economic and government controls; market, domestic and foreign competitors, media and infrastructure.

Organization system model

Strategic planning by organizations is based on the following provisions:

First position

Organizations are complex socio-economic systems that are characterized by a number of features:

A) Organizations are created to achieve certain goals;

b) Availability of certain resources and their transformation into material goods;

V) Comparison of the costs of production and use of goods with the results of activities;

G) The complexity of the internal environment of the organization;

e) Multi-criteria management tasks;

e) Greater dynamism of the processes occurring in the system;

and) The need to manage the organization, for which a special management body is created that has a specific function and organizational structure. A system of approved norms for monitoring their observance.

Second position

Third position

2.Principles of Strategic Planning Methodology

The principles of planning should be understood as an objective category of the science of planning, which acts as a starting fundamental concept that expresses the cumulative effect of a number of laws of development as an object of planning, and determines the tasks, the direction and nature of the preparation, the possibility of fulfilling plan targets, as well as verifying their implementation.

Strategic planning is a central element of the management system of a society, a company; for it, four general principle management, which include:

.The principle of the unity of economics and politics with the priority of politics. The content of this principle is a requirement. According to which, the developers of forecasts, strategic programs and plans should proceed from the goals of the policy planned for implementation by the relevant management entities. Politics is nothing more than an organizationally formalized system of interests of the relevant communities of people. It expresses their relationship to each other and to the state, the direction of its activities in a direction that allows realizing these interests. In the system of interests, economic interests occupy a central place, they are decisive in comparison with all others, and in this sense, politics cannot but be a concentrated expression of the economy. At the same time, for the unhindered development of the economy, appropriate political conditions are needed, a state with all its institutions and authorities is needed. Therefore, politics acts as a guiding channel within which the economy of any country functions. Consequently, without the priority beginning of politics in managing the economy, the latter cannot develop successfully, which determines the relationship between economics and politics. At the micro level, commercial owners form a policy that determines the direction of their development, distribution financial results activities in line with their interests.

.The principle of unity of centralism and independence. The essence of this regularity of strategic planning lies in the fact that the draft decisions prepared by regulatory authorities in the form of forecasts, strategic programs and plans, on the one hand, should be based on information about the intentions of economic entities, taking into account their interests, and on the other hand, provide an impact on them in direction for society. Within the framework of a firm, a corporation, centralism and autonomy in strategic planning find their concrete application in giving their affiliates the greatest possible freedom in economic activities, incl. and in planning, but within the framework of the overall strategy of the firm, corporation.

.The principle of scientific validity and effectiveness of management decisions means the need to take into account the following requirements in the process of their preparation:

a) the operation of the entire system of laws of the development of society, which determine the content and direction of individual elements and areas of activity. When developing forecasts, draft strategic programs and plans, their compilers must proceed from the essence, content and forms of manifestation in practice and the economic laws of the market economy, and the laws of development social relations, and the laws of development of science and technology;

b) deep study and practical use in the planned work of the achievements of modern domestic and foreign science and technology, in order to timely carry out the structural restructuring of the economy. Materialization in economic practice of the most important areas of scientific and technological progress, greening of production, ensuring its social orientation, as well as a high level of intensification and efficiency;

c) based on the widespread use of economic instruments, to orient firms and corporations towards timely technical equipment, design and renewal of production, susceptibility to scientific progress. Rapid response to the ever-changing needs of society;

d) ensuring in the process of strategic planning the organic unity of strategic and tactical plans, programs and forecasts;

e) increasing the degree of reliability of planning and accounting information, which is information base for calculation of indicators of forecasts, strategic programs and plans;

f) continuous improvement of the technology for the development of all planning documents;

g) ensuring the integrated use of all other elements of the strategic planning methodology.

.The principle of combining general and local interests with the priority of interests of a higher rank and stimulating personal and collective interest in the implementation of management decisions. This principle means: firstly, the objective necessity of organically linking the interests of various classes, social strata, collectively commercial organizations and individual workers in single system and ensuring in the process of management the strategic goals of programs and draft plans, as well as the preparation of activities that contribute to their achievement; secondly, when regulating the reproduction processes taking place in the national economy with the help of federal and regional targeted, comprehensive strategic programs and plans, to solve these problems based on the priority for all members of society of the interests of strengthening its security and other common human values; thirdly, the creation with the help of a system of economic incentives, in the form of various forms wages, bonuses, tax and credit benefits, providing the necessary material resources, the personal collective interest of employees in the successful implementation of planned targets. Inconsistency of interests of economic entities, within labor collectives, does not allow managing economic and social processes, to achieve the marked goals, and the lack of economic incentives for the labor activity of people leads to low labor efficiency, to the destruction of the economic system itself.

Conclusion

Strategic planning has proven to be one of the most effective tools modern management. It is the responsibility of management at all levels to do everything possible to ensure the best option future development and not allow yourself to be drawn into a whirlpool of failures. The bodies managing the economy simply need to foresee the course of the development of privatization and demonopolization, the results of the formation of diverse forms of ownership, the consequences of technological renewal of production, and so on.

The strategic plan gives the enterprise certainty, individuality, which allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. This plan opens the door for an enterprise that directs its employees, attracts new employees, and helps sell products or services. Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, recognizing that the conflicting and constantly changing business and social environment makes constant adjustments inevitable.

The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, recognizing that a conflicting and ever-changing business and social environment makes constant adjustments inevitable.

Organizational planning and success. Some organizations, like individuals, can achieve a certain level of success without much formal planning. Moreover, strategic planning alone does not guarantee success. Just as a car with a great engine design will not be able to move if it is filled with poor quality gasoline, so an organization that creates strategic plans can fail due to errors in organization, motivation and control. However, formal planning can create a number of important and often significant enabling factors for the organization. The current pace of change and increase in knowledge is so great that strategic planning seems to be the only way to formally predict future problems and opportunities. It provides senior management with the means to create a long-term plan. Strategic planning also provides a basis for decision making. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. Formal planning helps reduce risk in decision making. By making informed and systematic 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. Planning, in so far as it serves to formulate established goals, helps to create a unity of common purpose within the organization. Today, strategic planning is becoming the rule rather than the exception.

strategic planning enterprise managerial

Bibliography

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Gusev Yu.V. Enterprise Development Strategy. - St. Petersburg: SPbUEF Publishing House, 1992.
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Alekseeva M.A. Planning of the company's activities. M., Finance and Statistics, 2003. 403 p.
Abrosimov I.D. Management as a system of business management - M.: Knowledge, 1996
Balabanov I.T. Analysis and planning of the finances of an economic entity. M., Finance and statistics, 2002. 112 p.
Balabanov I.T. Fundamentals of management. Tutorial. M., Finance and statistics, 1997. 480 p.
Vinokurov V. Organization of strategic management at the enterprise. M., Center for Economics and Marketing, 1996. 234 p.
Gradov A.N. The economic strategy of the firm. St. Petersburg, Spetsliterature, 1995. 87 p.
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Planning at the enterprise: lecture notes Makhovikova Galina Afanasievna

Lecture 3 Strategic planning methodology

3.1. Essence of strategic planning

Strategic planning is considered a successor, i.e., replacing long-term planning.

We can agree with this regarding the time factor, since strategic planning is a general result of the development of the theory and practice of planning based on the program-target approach.

Strategic planning, in contrast to long-term extrapolation planning, is a more complex process that affects the firm in the present and future.

The main difference between long-term and strategic planning is in the interpretation of the future.

The long-range planning system assumes that the future can be predicted by extrapolating historical growth trends.

In the strategic planning system

1) there is no assumption that the future must necessarily be better than the past, and it is not believed that the future can be studied by extrapolation;

2) extrapolation is replaced by a detailed strategic analysis that links perspectives and goals to each other to develop a strategy;

3) for strategic planning, the main base is the current state and scenario of the future of the company.

The transition from extrapolative planning to strategic planning is due to a number of reasons:

Extrapolative planning does not allow the use of an interactive (interaction-oriented) organization of the planning process (extrapolation is carried out, as a rule, at the same level);

Extrapolative planning methods are ineffective for diversified areas of economic activity;

Extrapolative planning does not work in a dynamically changing external environment and competition.

Some firms could not find ways to diversify that exploited their former strengths.

Constant volatility in the established field of activity of the company often turned its strengths into weaknesses.

With abrupt changes in environmental conditions (transition from vacuum tubes to transistors), a Chandler's situation, which required reactive adaptation (5–10 years) to changing conditions (it takes 5–7 years to implement strategic planning).

Stages of development strategic planning:

1) reactive (Chandler) adaptation (1900–1960);

2) strategic planning (1960);

3) management of strategic opportunities (1970);

4) real-time problem management (1980).

Basic procedures strategic planning:

Strategic forecasting (strategic forecast);

Strategic programming (strategic program);

Strategic design (strategic project/plan).

In strategic planning, the forecasting system should address issues related to assessing the main trends in the development of the organization, the degree of influence of factors in the internal and external environment. In a market economy, an important factor determining the development of enterprises is the economic forecast, considered as a unity of normative, scenario and genetic forecasts. Formalized forecasting is based on the determination of analytical, formal dependencies between the parameters of an object and is implemented using formalized forecasting methods (economic-statistical, optimization methods, simulation modeling methods) and computer technology tools.

Strategic programming is considered as a system of economic, industrial, organizational and technical measures aimed at developing a strategy for economic systems and activities of organizations. The main functions of strategic programs include:

Strengthening the target orientation of planned calculations;

Formation of a set of measures not on individual grounds, but on the basis of the problem being solved;

Changing the pace and proportions of development (ensuring structural changes) of the economy.

With the help of target programs of the federal level, the following tasks of the national economy are solved:

Substantiation of strategic decisions on the problems of economic development;

Concentration of resources necessary to solve the problems of long-term development;

Increasing the level of balance of measures to solve the tasks;

Coordination of activities of subjects of management.

Design is the final procedure of strategic planning. Its purpose is to develop draft strategic plans for all levels and time horizons. The draft strategic plan is a draft management decision for the implementation of the enterprise strategy. The strategic plan can be considered as a scientific forecast of the state of the integral object of management (enterprise, region, country) in the long term.

An important feature of strategic plans is that they:

They act as a measure, a criterion for the economic and social progress of society;

Determine the stages of socio-economic development of society as a whole and its individual subsystems;

Used as tools for implementing management policy;

Reveal the goals and directions of development of control objects.

A positive effect from strategic planning can only be given by an organic combination of science, experience and art, an orientation to common sense in organizing both activities and planning itself. In general, the competent application of strategic planning methods has a number of positive aspects.

1. Strategic planning enhances the competitive capabilities of the enterprise. Competitive advantages allow the company to steadily occupy and improve its place in the market. The market will be won by those who learn before others and begin to "live by strategy".

2. Strategic planning allows you to rationally allocate resources. The concentration of resources in a particular area of business allows you to successfully overcome competitive resistance. Diffusion of resources in many areas will almost certainly not bring success in any of them. Moreover, if an enterprise conducts strategic planning, which highlights the main areas of work, then it should refuse promising at first glance projects that do not fit into the overall strategy.

3. Strategic planning links decision-making processes at the top and middle levels of management. The top management of the enterprise makes strategic decisions, middle managers make operational decisions. Often these processes run in parallel, not always interconnected. In addition, the functions of units sometimes do not correspond to the strategic setting. Therefore, if the enterprise carries out competent strategic planning, then all planning processes are conducted from the main goal. A well-thought-out and skillfully executed strategy is communicated to the executors in the form of plans for organizational and technical measures, which become the plans of departments for a certain time period. Thus, the development by the departments of their plans leads to the implementation of the strategic objectives of the enterprise as a whole.

4. Strategic planning improves the adaptation of the enterprise to changes in the external environment. The company, as a rule, prepares for any scenario. As a result, its adaptation to changes in the external environment increases, the time to respond to a particular event is reduced, since its possible occurrence and the corresponding measures taken are taken into account in the plan, only some adjustment is required.

5. Strategic planning improves the orientation of the enterprise in the external environment. This is because strategic planning involves a deep study of the marketing environment of the enterprise - strategic analysis.

6. Strategic planning allows employees to focus their efforts on achieving a single goal. The functional interests of departments and the personal interests of employees should be subordinated to the strategic interests of the enterprise as a whole. The stated and documented strategic goal becomes a guideline in the activities of employees of all departments of the enterprise.

7. Strategic planning contributes to the formation of a single team of managers in the company. Both the adopted strategy and the process of its preparation form a single team.

8. Strategic planning raises the level of corporate culture in the enterprise. When strategic planning is carried out, the company's goals and methods of achieving them are explained to employees, their attitude towards management and the company itself becomes more conscious and positive.

3.2. Strategic planning methodology

The methodology of any science is a unity of philosophical and methodological principles and methods of scientific knowledge, as well as specific, private methods scientific research and practical implementation of the results.

Structural elements of the strategic planning methodology:

Theory and methodology of philosophy, sociology and economics;

General scientific methodology;

Methodology of strategic planning.

Methodological approach in strategic planning is expressed in the purposeful use of the logic of knowledge, scientific principles and methods of cause-and-effect and situational analysis, choice and evaluation of solutions in the process of developing forecasts, draft programs and plans of all directions, levels and time periods.

In the methodology of strategic planning, one should single out its consistency, characterized by qualitative elements methodological approach: complex, structural-functional, program-targeted, multiplicative, social-normative, resource-saving and dynamic.

In a broad sense, the methodology of strategic planning is an organic unity of the theory of knowledge, analytical, logical, systemic, predictive and evaluative approaches to the development of goals, concepts, programs and plans for the development of a control object.

Planning is a specific form of the processes of social practice of people. In management, this is a priority function of developing, analyzing, justifying and making strategic decisions in the form of forecasts, programs, projects and plans, taking into account alternative possibilities and implementation options.

In economic theory, the duality of the management function "preparation and decision making" is noted, which in a detailed plan includes the setting of goals and objectives for the subject of management and the development of measures to ensure their achievement and solution. According to its content, this activity is the subject of planning.

In nature and social life, there is a mechanism of cause-and-effect relationships that, in relation to the development of the types and processes of human activity, acquire the property of regularity.

Plannedness- this is the conscious achievement of the goal by pre-determining actions, taking into account their sequence, interconnection, proportionality with their resources and capabilities in relation to impacts environment.

The forms of planning are diverse and are associated with all the functions and tasks of management at all its levels: megaeconomic- interstate; macroeconomic: national (federal); meso-economic: regional (subjects of the federation, territorial and local government), sectoral, intersectoral formations, etc.; microeconomic– associations of enterprises, enterprises and households.

The concept of strategic planning is based on accounting following factors :

1. Strategy as a logically integrated sequential decision-making system should be proactive (preemptive environmental influences) and precede practical actions.

2. The strategy defines the purpose of the firm, its long-term goals, action plans and allocation of resources.

3. Choosing a strategy means determining the competitive niche of the organization and its field of activity.

4. The strategy takes into account the strengths and weaknesses of the organization, as well as the opportunities and threats that arise in the external environment.

5. The strategy logically substantiates the distribution of tasks at the highest and middle levels of management, which ensures the coordination of functions and organizational structure.

The specificity of strategic decisions related to long-term business development is manifested in the fact that they:

Aimed at the long-term goals of the enterprise, at opportunities, and not at current tasks;

They are directed to the distant future and therefore are fundamentally uncertain, which is why they are subjective and require continuous refinement;

They are multivariate, while the development of alternatives on which they rely plays an important independent role;

Innovative by nature, and since people and organizations are initially inertial, measures are required to overcome the rejection of innovations;

Initially, they recognize the inevitability of the deviation of the trajectory of the actual movement of the enterprise towards the long-term goal from any of the planned alternatives, which is why they require the creation of an appropriate resource potential to ensure their implementation;

Irreversible and have long-term consequences.

As a first step in strategic planning, analysis of the company's prospects, whose task is to clarify those trends, dangers, chances, as well as individual "emergency" situations that can change existing trends.

Second step - position analysis in competition.

Third step - strategy selection method: comparison of the firm's prospects in various activities, setting priorities and allocating resources between various types activities to support the future strategy.

Fourth step - diversification path analysis: evaluating the shortcomings of the current set of activities and identifying new activities to which the firm should move.

Fifth step - setting task groups: 1) strategic, tactical and operational; 2) long-term, medium-term and short-term, calculated on the current performance.

This text is an introductory piece. author

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Essence and content of strategic activity planning.
Stages of strategic planning for the development of the company.
Structure and content of strategic plans.

Essence and content of strategic planning

The current pace of change in the economy is so fast that strategic planning seems to be the only way to formally predict future problems and opportunities.

Strategic planning provides top management with:

means of creating a plan for the long term,
o the basis for making decisions that help reduce risk when decision making,
o integration of goals and objectives structural divisions enterprises.

Strategic planning- this is the process of developing and implementing an enterprise development strategy in the future based on predicting changes in the parameters of the external environment, determining priority areas for development and methods effective use strategic resources. It focuses on changes and innovations, their stimulation, is based on actions that are ahead of changes in environmental conditions, anticipate risks and capture opportunities to accelerate the development of the enterprise.

Differences between strategic planning and traditional forward planning:

The future is determined not by extrapolation of historical development trends, but by strategic analysis, i.e. identification of possible situations, dangers, chances of the enterprise that can change the current trends;

A much more complex process, but also leads to more significant and predictable results.

The process of strategic planning in enterprises includes the following interrelated functions:

1) determination of a long-term strategy, basic ideals, goals and objectives of the enterprise development;

2) creation of strategic business units at the enterprise;

3) substantiation and clarification of the main objectives of the marketing research market;

4) implementation of situational analysis and choice of direction economic growth firms;

5) development of the main marketing strategy and integrated production planning;

6) choice of tactics and refined planning of ways and means to achieve the goals;

7) control and evaluation of the main results, adjustment of the chosen strategy and methods of its implementation.

Strategic planning, along with general ones, has special principles:

Strategic focus of environmental analysis to identify key issues that significantly affect the functioning of the enterprise, analyze development alternatives, identify opportunities for changing existing and emerging trends, etc.;

Orientation to a system of management that easily adapts to changes in the external and internal environment of the enterprise;

Optimization of the time horizon for solving strategic problems;

Focus on strategic points of growth and priority areas for the development of the enterprise and its divisions;

Ensuring optimal decentralization in organizing planning;

Relationship between strategic and tactical planning.

The main advantage of strategic planning lies in the greater degree of validity of planned indicators, the greater likelihood of the implementation of the planned scenarios for the development of events. Along with the obvious advantages, strategic planning has a number of disadvantages that limit its scope:

1. Strategic planning, by virtue of its nature, does not provide a detailed description of the future. Its result is a qualitative description of the state to which the company should strive in the future, what position it can and should occupy in the market in order to answer the main question of whether the company will survive or not in the competition in the future.

2. Strategic planning does not have a clear algorithm for drawing up and implementing the plan. The goals of strategic planning are ensured by the following factors:

high professionalism and creativity of planners;

 close connection of the company with the external environment;

active innovation policy;

inclusion of all employees of the enterprise in the implementation of the goals and objectives of the strategic plan.

3. The process of strategic planning requires significant resources and time for its implementation compared to traditional advanced technical and economic planning.

4. The negative consequences of strategic planning, as a rule, are much more serious than traditional long-term ones.

5. By itself, strategic planning cannot bring results. It should be complemented by mechanisms for the implementation of the strategic plan.

Strategic plans of enterprises are needed not only by him. They should serve as a basis for developing and refining forecasts for the country's economic and social development. At the same time, the exchange of reliable information between enterprises and higher authorities and market infrastructure should be voluntary and mutually beneficial.

Stages of strategic planning for the development of a company

Strategic planning has its own technology. The strategic planning process includes the following steps:

Defining the mission of the enterprise (firm);

Formulation of goals and objectives of the functioning of the enterprise;

Analysis and assessment of the external environment;

Analysis and evaluation of the internal structure of the enterprise;

Development and analysis of strategic alternatives;

Choice of strategy.

Strategic planning is the most important function of strategic management. The process of strategic management, in addition to strategic planning, also includes the implementation of the strategy, evaluation and control of the implementation of the strategy.

Consider main components of strategic planning.

1. Defining the mission of the enterprise

This process consists in establishing the meaning of the existence of the enterprise, its purpose, role and place in market economy.

The strategic mission of the enterprise is important for both internal and external areas of the enterprise. Within the enterprise, its clearly articulated strategic mission provides employees with an understanding of the enterprise's goals and helps to develop a unified position that contributes to the strengthening of the enterprise's business culture. Outside the enterprise, its well-defined strategic mission contributes to the strengthening of the integral image of the enterprise and the creation of its unique image, explains what economic and social role it seeks to play and what perception from the buyers it achieves.

The definition of the strategic mission of the enterprise is based on four mandatory elements:

history of the enterprise;

 areas of activity;

priority goals and restrictions;

 basic strategic aspirations.

2. Formulation of goals and objectives of the functioning of the enterprise

Goals and objectives should reflect the level to which customer service activities need to be brought. They should create motivation for people working in the firm.

The requirements for goals are:

 functionality - goals must be functional so that managers at various levels can transform the goals that are set at a higher level of management into tasks for lower levels;

 selectivity - goals should provide the necessary concentration of resources and efforts. In resource-constrained settings, key production tasks on which it is necessary to concentrate human, financial and material resources. Therefore, goals should be selective, not all-encompassing;

 plurality - it is necessary to set goals in all areas on which the viability of the enterprise depends;

 achievability, reality - an unrealistic goal leads to demotivation of employees, to the loss of their orientation, which negatively affects the activities of the enterprise. Therefore, goals should be tense enough so as not to discourage employees. At the same time, they must be achievable, that is, not go beyond the capabilities of the performers;

flexibility - the ability to adjust goals in accordance with changes in the external and internal environment of the company in the process of their implementation;

 measurability - the possibility of quantitative and qualitative assessment of goals both in the process of setting them and in the process of implementation;

Compatibility - all targets in the system must be compatible. Long-term goals should correspond to the mission of the enterprise, and short-term - long-term;

 acceptability - this quality means the compatibility of the company's goals with the own interests of its owners and employees, as well as taking into account the interests of partners, customers, suppliers and society as a whole;

 specificity - this characteristic of the goals helps to unambiguously determine in which direction the company should operate, what needs to be obtained as a result of achieving the goal, in what time frame it should be implemented, who should implement it.

There are two approaches to the process of structuring goals in planning: centralized and decentralized;

1. The centralized approach assumes that the system of goals at all levels of the firm's hierarchy is determined by top management.

2. With a decentralized method, all lower levels participate in the process of structuring along with top management.

From the point of view of goal justification technology, the algorithm for their structuring includes four successive stages:

Identification and analysis of trends in the external environment;

 Establishing the final goals of the company;

 building a hierarchy of goals;

 setting individual (local) goals.

3. Analysis and assessment of the external environment

The analysis of the external environment involves the study of its two components: macroenvironment and microenvironment (environment of the immediate environment).

Analysis of the macro environment includes the study of the impact on the firm of such components of the environment as:

The state of the economy

Legal regulation,

Political processes, natural environment and resources,

The social and cultural components of society,

Scientific and technological level,

Infrastructure, etc.

The environment of the immediate environment of the enterprise, i.e. The microenvironment of an enterprise consists of those market participants with which the enterprise has direct relations:

Suppliers of resources and consumers of its products,

Intermediaries - financial, trade, marketing, government economic structures(tax, insurance, etc.);

competing companies,

Facilities mass media, consumer societies, etc., which have a certain influence on the formation of the image of the enterprise.

4. Analysis and evaluation of the internal structure of the enterprise

An analysis of the internal environment allows you to determine the internal capabilities and potential that a company can count on in the competition in the process of achieving its goals.

The internal environment is investigated in the following areas:

Research and development,

Production,

Marketing,

Resources,

Product promotion.

The analysis carried out in strategic planning is aimed at identifying the threats and opportunities that may arise in the external environment in relation to the company, the strengths and weaknesses that the company has. To analyze the external and internal environment in strategic planning, methods such as:

SWOT analysis method,

Thompson and Stickland matrix,

Matrix of the Boston Advisory Group, etc.

The most common method for studying the internal environment of an enterprise is the SWOT analysis method. It can be carried out from 1-2 hours to several days. In the first case, conclusions are drawn on the basis of an express survey, in the second case, on the basis of studying documents, developing a model of the situation, and discussing problems in detail with stakeholders. Wherein quantification strengths and weaknesses allows you to prioritize and, based on them, allocate resources between various directions economic growth. Next, they formulate the problems that can arise with each combination of strengths and weaknesses of the enterprise. So get the problem field of the enterprise.

Along with the methods of studying the threats, opportunities, strengths and weaknesses of the company, the method of compiling its profile can be applied. With its help, it is possible to assess the relative importance for the company of individual environmental factors.

5. Development and analysis of strategic alternatives

At this stage of strategic planning, decisions are made about how the firm will achieve its goals and realize the corporate mission. The content of the strategy depends on the situation in which the company is located. When developing a strategy, a firm usually faces three questions:

1. what activities to stop,

2.what to continue,

3.Which business to go to?

In a market economy, there are three directions for the formation of a strategy:

Achieving leadership in minimizing production costs;

Specialization in the production of a certain type of product (service);

Fixing a certain market segment and concentrating the firm's efforts on this segment.

6. Choosing a strategy

To make effective strategic choices, top-level executives must have a clear, shared vision for the firm. Therefore, the strategic choice must be definite and unambiguous. At this stage, from all the strategies considered, one should be chosen that best meets the needs of the company.

The considered stages of developing a strategic plan and the form of its presentation are general character and can be modified in accordance with the specifics of a particular enterprise.

Lecture, abstract. The essence and content of strategic planning - the concept and types. Classification, essence and features. 2018-2019.

Structure and content of strategic plans

The concept and content of the strategic plan of the organization

The main document of strategic planning in the enterprise - strategic plan. His structure could be the following:

Foreword (summary);

1.Goals of the enterprise

2.Current activity and long-term goals

3.Marketing strategy

4. Strategy for using the competitive advantages of the enterprise

5. Production strategy

6.Social strategy

7.Strategy of resource support for production

8.Strategic financial plan enterprises

9.R&D strategy

10.Strategy of foreign economic relations of the enterprise

11. Management strategy

Application.

The preface characterizes the general state of the enterprise:

 types of manufactured products, their significance in terms of competitiveness, quality and safety of use,

main technical and economic performance indicators for the last 5 years and for the planned period,

a brief description of resource potential,

Key indicators of technology, organization, management.

The preface should be short, businesslike, specific. It is developed last, after substantiation of all sections of the strategic plan.

1. In the section "Goals and objectives of the enterprise" they formulate the goals of the enterprise, determine its organizational and legal form, charter and features.

The most significant in market conditions are financial goals:

Volume of sales;

The amount of profit;

Sales and profit growth rate;

The rate of return on all capital (or all assets);

The ratio of profit to sales volume.

2. In the section "Current activities and long-term tasks":

disclose the organizational enterprise structure,

 characterize the manufactured goods, their competitiveness in specific markets,

 show the company's connections with the external environment, verified partners,

consider technical and economic indicators entrepreneurial activity over the past 5 years and into the future.

3. Section "Marketing strategy" includes the development of the following components.

 Product strategy - develop standard solutions(approaches) on modification, creation of a new product and withdrawal of products from the market.

targeted programs - in the practice of Russian enterprises, such targeted programs as "Health", "Housing", etc. are developed;

social protection of employees - it is advisable to establish at the enterprise at the expense of profit additional compensation workers, pensioners, mothers, to provide workers with products and goods of prime necessity and high demand.

7. In the section "Strategy of resource support for production" highlight:

resource provision of production and bottlenecks in the organization of the use of production potential;

development of a new strategy for providing production with all types of resources;

feasibility study and coordination of measures to implement a new strategy for ensuring production.

8. In the section "Strategic financial plan of the enterprise" form and determine the use of financial resources to implement the strategy of the enterprise. This allows you to create and modify financial resources, define them rational use to achieve the goals of the enterprise in a changing environment. Development financial strategy must be preceded by deep economic analysis activities of the enterprise, including the analysis of economic activity and the determination of its financial capabilities.

9. In the section "R & D strategy" consider the activities of the enterprise aimed at creating new technologies and types of products. This section highlights the following components:

1. Technological forecasting and planning.

2. R&D structure.

3. R&D management.

The specifics of the work requires an adequate management system, flexible, able to make the best use of the qualification potential, with an informal organizational structure, readiness for rapid restructuring, strict control over the timing and efficiency of work.

When developing a strategy, capturing changes in the internal and external environment in a timely manner allows you to reduce losses or gain benefits based on response actions. A special role in the trapping mechanism is occupied by Information system, which should be the same for the entire control system.

Reformulation is the process of revising the goals and developing an adjusted strategy for the development of the enterprise. However, reformulation is not a strategy-making process, because it does not affect all elements of the strategy, but only corrects it.

One of the most complex processes in management strategy, putting the strategy into action. New goals are not always correctly perceived by the employees of the enterprise, since they do not affect their interests. In addition, people get used to working in conditions of stability, so the introduction of a new strategy meets resistance on their part. There is a need to control resistance.

Applications usually contain the following materials:

Characteristics of competitors;

Instructions, methods, standards, descriptions of technologies, programs and other supporting materials;

Initial data for calculations;

Explanatory notes, etc.

The given composition and content of sections strategic plan exemplary. At a particular enterprise, managers, taking into account the recommendations of the planning guidelines, independently build a strategic plan.