Fundamentals of planning in social organizations. Planning social development in the organization. Social planning levels

Introduction

Relevance of the topic of dissertation research. Increasing and maintaining the necessary rates of economic growth, the efficiency of using the resources of enterprises, the sectoral components of the service sector in the context of significant changes in the state of the external and internal environment largely depends on the strategic planning of the socio-economic development of economic entities and service industries, the functional purpose of which is planned substantiation of the achievement of the maximum possible economic and social results of the process of rendering services, taking a priority place in the corresponding segment of the service market.

The desire of enterprises and service industries to achieve average market economic results in the long term can be satisfied through the implementation of comprehensive measures as part of the procedural and technological elements of the strategic planning system to neutralize, level and reduce the level of influence of negative factors of the macroenvironment, adhere to the principles of planning and proportionality of development, balance current functioning and long-term development of different-level socio-economic systems of the service sector, regulatory compliance of economic results and resource provision.

Therefore, the creation of an efficiently functioning strategic planning system for the long-term socio-economic development of business entities in the service sector based on the balance of the interaction of its procedural, technological and resource elements, determining the generalizing level of functioning efficiency and the corporate (basic) strategy of the strategic planning system, implementing the methodological provisions for the formation of its elemental composition , activ-

zation of their interaction through the mechanism of achieving planned targets of economic performance in the long term, adherence to the principles of the adequacy and significance of the functional purpose and target orientation of the system, the balanced use of resources, objectification of the planning process and ensuring a high degree of probability of achieving the necessary economic results is one of the conditions for the scientific justification of the achievement of enterprises , the sectoral components of the service sector of the necessary market positions, corresponding to their competitive advantages and the generalizing level of use of the resource potential.

The relevance of solving scientific problems of the formation of an effectively functioning system of strategic planning of the socio-economic development of enterprises, sectoral components of the service sector, its target orientation towards achieving the maximum possible economic and social results, adherence to the purposefulness of the measures taken in the sections of the strategic plan increases in conditions of economic and financial crises, growth competition in service market segments, innovative, marketing, informational changes in the service sector.

Scientific problems of increasing the rates of economic growth of enterprises and service industries, the competitiveness of services in the face of significant changes in the state of the external and internal environments, rationalizing the redistribution of financial resources into priority strategies, the interaction of forecasting, planning and programming functions that act as a toolkit for objectifying a reasonable choice of directions for a systematic and consistent social -economic development, bringing into balance, normative, program-target and optimal correspondence of the resources used and the economic results of long-term development, ensuring high information content, di-

Dynamics of growth in the efficiency of resource consumption in the process of implementing the strategic plan, its target orientation and functional purpose are also awaiting their decision.

At the same time, the relevance of the topic of dissertation research stems from the solution of such scientific problems as: the use of extrapolation and strategic direction of development within the framework of integral planning to achieve the greatest economic, financial and social results; the establishment of confidence intervals for the gradual achievement of economic, financial and social results in the long term, the creation and implementation of a strategic plan that includes complex economic, financial, innovative and social measures in its procedural and technological sections; rationalization of the ratios of the results of the implementation of the target complex program and the strategy of socio-economic development of an economic entity, the service sector; ensuring the purposefulness of the measures taken as part of the sections of the strategic plan to increase the results of interaction between the elements of the mechanism for activating the strategic planning system.

The relevance of the research topic, the practical need of the national economy, service industries, business entities in creating an effectively functioning system of strategic planning for the socio-economic long-term development of enterprises, service industries, rationalizing the interaction of elements of the mechanism for activating strategic planning determined the goal, objectives, subject and object of the dissertation research ...

The degree of knowledge of the problem. Scientific problems of strategic planning of the socio-economic development of enterprises, branches of the national economy have become the subject of fundamental research by such foreign scientists as Ansoff I.Kh., Basell R., Beisenbaev A.A., Brown R.,

Bowman K., Grattan D., Dale M., Campbell D., Thompson AA, Strickland A.J., Houston B., Hammer M., Walsh K., Haxtrom Robert J. Among contemporary Russian economists on the problems of strategic planning Long-term development of industries, economic entities paid great attention to Anypin V.N., Blank I.A., Geidt AA, Gorbunov AA, Dyakonov Yu.M., Evmenov A.D., Zabelin P.V., Zverev D.S. , Kosmin N.P., Fedorov N.V., Kurakov B.JL, Petrov A.N., Rokhchin V.E., Lozhnikova AB, Golubev AA, Kovalev V.V., Chernov V.A., Shopenko D .V.

The main goal of the dissertation is to develop theoretical, methodological and methodological foundations for the creation and effective functioning of a strategic planning system for the development of enterprises in the service sector in the future.

In accordance with the goal in the dissertation, the following tasks are formulated and set to solve:

Determine and substantiate the functional orientation and role of planning in the management system of enterprises, sectoral components of the service sector;

To reveal and research the features of strategic planning of socio-economic development of economic entities in the service sector;

To form the theoretical provisions of interaction and integral unity of the current, long-term and strategic planning of economic results and the effectiveness of the development of enterprises and service industries;

To develop conceptual provisions for the implementation of targeted comprehensive programs and a strategic planning and calculation justification for achieving the necessary economic and other results of the development of the structural components of the service sector;

To form conceptual approaches to a systemic strategic orientation towards economic growth of structural components and economic entities of the service sector;

To carry out a strategic analysis of the functioning of the sectoral components of the service sector and propose comprehensive measures to counteract the influence of negative factors of the macro- and microenvironment;

To create a methodological basis for rationalizing the interaction of elements of the strategic planning mechanism for the development of enterprises and service industries;

To develop methodological provisions for the creation of an efficiently functioning system of strategic planning of socio-economic development of business entities in the service sector;

Determine methodological approaches to the formation of sections of the strategic plan for the long-term development of the enterprise, the service sector, adequate to the influence of the main factors of the external and internal environment;

Propose and substantiate promising directions for increasing the economic result and the efficiency of using the resources of enterprises, service industries;

Draw up an optimal plan and determine medium-term forecast estimates of economic results as tools for substantiating the adequacy and significance of a strategic plan for the development of a service sector enterprise.

The subject of the research is the system of strategic planning for the long-term socio - economic development of enterprises engaged in economic activities in the service sector.

The object of the research is the enterprises related to the service sector.

The methodological basis of the dissertation work was the latest works of Russian and foreign scientists and economists in the field of planning, programming and forecasting the socio-economic development of economic entities in the social and industrial spheres, federal and regional programs for the development of sectoral components of the service sector, instructions, regulations and information materials on the activities of enterprises the service sector, on reforming the structural components of the service sector, as well as official materials of statistical bodies, on the dynamics of changes in social and economic indicators of retrospective activities of business entities, service industries.

The scientific novelty of the results of the dissertation research carried out by the author is that:

The definition of the essence of the functional purpose and the role of planning the current functioning of the long-term development of the enterprise, the service sector is developed, expressing their desire to achieve economic and social results through the implementation of measures to neutralize and eliminate the negative impact of macro- and microenvironments, adherence to the principles of planning and proportionality of development, balance and regulatory correspondence of economic results and resource provision;

The features of strategic planning of the socio-economic development of enterprises and service industries have been identified and investigated, which require maintaining and increasing the rates of economic growth of business entities, the competitiveness of the services provided, and the rationalization of redistribution.

the allocation of financial resources as part of those strategies that most contribute to maintaining the rate of economic growth, increasing the efficiency of resource consumption;

Formulated theoretical provisions for ensuring the interaction of current, long-term and strategic planning of the socio-economic development of business entities in the service sector within the framework of integral planning, focused on achieving the maximum possible economic, financial and social results on an extrapolation and strategic basis for the development of enterprises, service industries;

It was established and substantiated based on the results of a comparative analysis of the conceptual provisions of strategic planning for the socio-economic development of enterprises, service industries, the need to concretize the methodological provisions of the procedural and technological formation of a strategic plan, the content of its sections, criterion-target orientation of the influence of the generalizing strategy on the gradual achievement of planned and calculated economic results, resource efficiency;

Conceptual provisions have been developed for the implementation of targeted integrated programs and increasing the level of planning and calculation justification for achieving the necessary results for the long-term development of enterprises, service industries based on the rationalization of the interaction of forecasting functions, planning and programming of systematic and consistent socio-economic development, strategic and program-targeted orientation of multi-level bodies planning

the development of economic entities in the service sector to ensure a balance of resource potential and economic results, optimal ratios of the results of the target comprehensive program and the development strategy of the enterprise, the service sector;

Conceptual approaches to the systemic strategic orientation towards the economic growth of enterprises and service industries in the conditions of unstable functioning of the external environment have been formed on the basis of bringing the balance, normative, program-target and optimal correspondence of the resources used and the economic results of long-term development to a generalizing identifier of the strategic orientation of the socio-economic system of the service sector, its dependence on the growth in the value of the provision of services;

Based on the results of the strategic analysis of the functioning of economic entities in the service sector, complex measures have been proposed for: counteracting the influence of negative factors of macro- and microenvironments; the establishment of quantitative and qualitative changes in economic results, the efficiency of the service delivery process, the directions and nature of the influence of the main factors of the macroenvironment, which provide an opportunity for the subject of strategic planning to bring into a balanced state changes in economic results with the available resource potential;

Methodological provisions have been created to rationalize the interaction of elements of the strategic planning mechanism for the development of different-level socio-economic systems of the service sector on the basis of procedural and technological support of the

activation and activation of the elemental interaction of the strategic planning system, taking into account the most probable changes in the states of macro- and microenvironments in the long term, allowing to combine the procedural and technological elements of activating the strategic planning system with a strategic target orientation towards achieving the maximum possible economic results;

Methodological provisions have been developed for creating a strategic planning system for the socio-economic development of service enterprises based on the determination of the generalizing level of the functioning efficiency and corporate strategy of the strategic planning system, the implementation of methodological approaches to the procedural and technological sequence of formation and activation of the interaction of the elemental composition of the system, adherence to the principles of the adequacy and significance of the functional purpose, target orientation of interacting elements, balance in the use of resources, implementation of the strategic orientation of the enterprise on the basis of taking into account the corresponding stage of its life cycle achieved by it;

The sections of the strategic plan of the enterprise, the service sector were formed and substantiated, corresponding in content to the technological procedures for the implementation of strategic planning, on a balanced basis with available resources, implementing the established stages of achieving strategic benchmarks of economic performance, satisfying the requirements of high information content, the dynamics of growth in the efficiency of resource consumption in the process of implementing the plan ;

The main directions of increasing the economic result of the enterprise, the service sector in the long term based on the use of functional and cost analysis, the method of cluster planning, expanding the influence of the organizational level of strategic planning on the economic results of a diversified business entity in the service sector, creating strategic alliances (alliances) and integrated service enterprises;

Using economic and mathematical methods, an optimal plan was built and medium-term forecast estimates of the economic results of the development of a service sector enterprise were determined, allowing to establish the maximum value of the provision of services, the greatest profitability of the selected priority of the provision of various types of services, the use of technological complexes, to justify the strategic development of the enterprise on the basis of extrapolation changes in its activities ...

The practical and scientific significance of the results of the dissertation research lies in the fact that the solutions of theoretical and methodological problems proposed in it have a practical focus on improving the economic and social results of current activities and the prospective development of enterprises and service industries, the efficiency of the functioning of the strategic planning system for socio-economic development service enterprises.

The obtained results of the analysis of the strategic analysis of the functioning of the service industries, their economic and social performance, the rationalization of the interaction of the elements of the strategic planning system in the long term are of practical importance.

The structure of the thesis is formed in such a way as to reflect in the most accessible form and optimal degree the actual and little-studied problems on the topic of the dissertation work on the basis of observing the logical sequence of the presentation of the material, establishing a cause-and-effect relationship, the interaction of factors and elements of the problems and objects under study. The dissertation consists of an introduction, four chapters, a conclusion and a bibliography.

In the introduction, the relevance of the research topic is substantiated, its purpose and main tasks are determined, the scientific novelty and practical significance are substantiated.

The first chapter "Theoretical principles of the systemic interaction of the types of planning for the socio-economic development of the structural components of the service sector" reveals the essential ideas about the functional orientation and the role of planning in the management system of industries, service enterprises, features of strategic planning of socio-economic development, interaction and integral unity of the current , prospective and strategic planning of economic results and the effectiveness of the development of industries and enterprises in the service sector.

The second chapter "Formation of conceptual approaches to the creation of a strategic planning system for the socio-economic development of enterprises in the service sector" included a comparative analysis of the conceptual provisions of strategic planning, the implementation of targeted integrated programs and strategic planning and calculation justification for achieving the necessary development results of the structural components of the service sector, the conceptual provisions of the system strategic orientation towards economic growth of economic entities in the service sector.

In the third chapter "Analysis and methodological provisions for creating a strategic planning system for enterprises in the service sector"

strategic analysis of the functioning of the sectoral components of the service sector, rationalized the interaction of the elements of the strategic planning mechanism, formed the methodological provisions of the strategic planning system for the socio-economic development of business entities in the service sector.

The fourth chapter "Strategic optimal plan for the development and increasing the efficiency of the use of resources of enterprises in the service sector" is devoted to the formation of a strategic plan and determination of directions for increasing the economic result, the efficiency of using the resources of enterprises, service industries in the long term, promising directions and strategic orientation towards increasing the economic result and the efficiency of using the resources of enterprises, service industries, the development of an optimal plan and the establishment of predictive estimates of economic results - tools for substantiating the adequacy and significance of the strategic plan for the development of enterprises in the service sector.

In the conclusion, the main conclusions and recommendations are formulated based on the results of the dissertation research.

Conclusion

Development of theoretical provisions of functional orientation and establishment of the role of planning in the management system of enterprises in the service sector, determination and analysis of the features of strategic planning for the socio-economic development of industries and enterprises, the formation of theoretical provisions of interaction and integral unity of current, long-term and strategic planning of economic results and the effectiveness of enterprise development, the results of a comparative analysis of the conceptual provisions of strategic planning for the socio-economic development of the structural components of the service sector, the formation of methodological provisions for the implementation of complex programs and a strategic planning and calculation justification for achieving the necessary development results for the sectoral components of the service sector, the development of conceptual approaches to the systemic strategic orientation on the economic growth of structural components and business entities in the service sector, the results of the analysis of the functioning of the service sectors, rationalization of the interaction of elements of the strategic planning mechanism for enterprise development, the formation of methodological provisions for the creation of a strategic planning system for the socio-economic development of economic entities in the service sector, the development of methodological provisions for the creation of a strategic plan and the determination of directions for increasing the economic result and the efficiency of using the resources of enterprises in the service sector in the long term, determination of promising directions and strategic orientation to increase the economic result and the efficiency of using the resources of enterprises, service industries, development of methodological provisions for optimal planning and determination of predictive estimates of economic results as tools for substantiating the adequacy and significance of the strategic plan for the socio-economic development of an enterprise in the service sector allowed the author to draw the following conclusions:

The functional orientation of planning the long-term development of a specific socio-economic system in its substantive basis should include not only the desire to achieve economic and social results established on a prognostic basis by it through the implementation of a set of resource-based measures of an economic, financial, innovative, marketing, structural and organizational nature, but also to neutralize , to neutralize the significant influences of negative factors of the external and internal environments, to achieve the intended goal based on the principles of planning and proportional development to the extent that they are observed, which is possible within the framework of the interaction of the planning function with other elements in the management system of the socio-economic development of the enterprise, the industry and in general National economy;

Compliance with the functional orientation of the long-term planning of business entities in the service sector in conditions of a significant negative influence of factors of an unstable external environment is possible on the basis of not only the established volumes of consumption of all types of resources necessary to ensure the process of providing services, manufacturing products, but also determining, observing the minimum size (norms) the consumption of resources attributable to the provision of one individual or complex service, a unit of manufactured products, which are an important factor in influencing the efficiency of using all types of resources;

The functional orientation of planning in the management system of enterprises in the service sector towards maintaining balance, orderliness and proportionality of development in the future period of time can be sufficiently ensured on the basis of such use of labor, material, technical and other resources, in which dynamics over a number of time periods ( years) an increase in the ratio of economic results to costs is achieved;

An increase in the generalizing level of efficiency in the use of all types of available resources in the future period of time does not yet testify to a rational ratio of results and costs, since the optimality of these ratios is very conditional based on compliance with the established norms and standards for the consumption of all types of available resources, their compliance with organizational, economic, innovative , the technical capabilities of economic entities in the service sector to save labor and material and technical resources with the planned increase in the growth rate of the cost volumes of the provision of services, manufactured products;

The objectivity of the functional orientation of planning to achieve the set goal, economic results and levels of efficiency in the use of resource potentials depends on a complex of various factors that directly or indirectly affect the accuracy of planned estimates of economic and social development of economic entities in the service sector;

The role of the planning function in the management system of an enterprise in the service sector is to ensure the balance, proportionality and orderliness of socio-economic development through the implementation of a complex of innovative, technical, economic, social, marketing, financial and other measures aimed at achieving those rates of economic growth and the efficiency of the use of resources, which retain or expand the occupied or priority place in a certain segment of the market by an economic entity, increase its level of competitiveness, its products, services rendered;

The functional orientation and role of planning the current, long-term development of an enterprise, a service sector, in its meaningful form, expressing the desire to achieve by an economic entity, an industry component of predictively determined economic and social results of the functioning and long-term development of enterprises, service industries, balance and regulatory compliance of economic results and resource provision, provides an opportunity for different-level management bodies of the service sector to increase the degree of objectivity and significance of planning and calculation justifications, the rate of economic growth, the efficiency of resource use, the level of interaction of current, long-term and strategic planning in conditions of significant changes in the conditions of the external and internal environment;

Features of strategic planning of the socio-economic development of the national economy, the service sector and its structural components must be identified on the basis of its functional focus - to neutralize, level and localize emerging external and internal negative trends affecting sustainable rates of economic growth, increasing the level of competitiveness of structural components and economic subjects of the social sphere, on the share of the segment occupied in the market of services and goods of the social sphere;

Strategic planning in its functional purpose for the subject of management of the socio-economic system can be defined as a planning justification for the adoption and implementation of a set of measures in order to achieve the necessary (desired) or established economic, financial and social results, the overall efficiency of the use of resources in the long term in conditions of the most probable or possible in an indefinite time significant changes in an unstable external environment and the emergence of negative trends in the internal environment;

Strategic planning for the development of the socio - economic system, both in the social and in the production sphere of the national economy, cannot be based on the achievement of the set or necessary results, the cost of resource consumption on forecast estimates, characterized by the transfer of retrospective and current trends in the functioning of the planning object in the medium and long term ( prospective) period of time;

Within the framework of strategic planning for the development of the service sector, its structural components, business entities, the measures taken of various nature are aimed not only at reducing or completely neutralizing the level of impact of environmental factors, which allow maintaining or even increasing the rate of economic growth of structural components, organizational and legal structures of the social sphere and the national economy as a whole, but also in interaction with current and long-term planning, to promote socio-economic growth, increase the degree of competitiveness of services provided, products manufactured in the context of existing trends and their significant violation;

The specificity of the development and implementation of certain strategies by the structural components of the service sector lies not only in the expectation of the occurrence of negative changes in the external environment, which have a character of periodic recurrence in time, but also in preparation for implementation - functional strategies that take into account possible and at the same time significant changes in the external environment the nature of the impact of which on the results and efficiency of the use of the resources of the socio-economic system is unknown to the planning authorities due to the lack of information about this factor of influence of the external environment;

The general functional feature of strategic planning for the development of economic entities, structural components of the service sector, in contrast to long-term planning, consists in the need to draw up a plan designed for the long term, in which the target orientation to achieve the necessary (established) economic, financial and social results is not formed on on the basis of the existing trends in the development of the socio - economic system, their transfer to a promising period of time, and taking into account the possible negative influences of environmental factors in an indefinite time;

The state of the national economy at a significant rate of increase in the size of collective - equity (private and public) investment funds in order to intensively update and modernize fixed assets, improve their technical level and the competitiveness of sectoral components of the production and social spheres, rationalize the interaction of the financial and credit system with economic entities on mutually beneficial conditions, solving a number of other problems of reforming the transport and housing and communal complexes, increasing the level of profitability of citizens creates favorable conditions for the implementation of the principles of planning, proportionality and balance in the development of structural components of the social and industrial spheres, achieving the maximum possible economic, financial and social results, production efficiency products, services in the long term based on the implementation of strategic planning; features of strategic planning of socio-economic development of industries and enterprises in the service sector, consisting in: inherent only in its functional purpose to neutralize, level and localize the impact of negative factors of the external and internal environment; target orientation to achieve the necessary economic performance, efficiency of resource consumption in the long term through the implementation of a set of measures as part of strategies based on taking into account the occurred or expected changes in the macroenvironment; the possibility of accumulating, classifying and using private strategies in the face of changes in the state of macro- and microenvironments in an indefinite time, the phased implementation of technological procedures and adherence to the rules of strategic planning, provide an opportunity for the subject of the current functioning and long-term development of different-level socio-economic systems of the service sector: to maintain and increase the pace economic growth of enterprises and industries, the competitiveness of the services provided in the context of existing development trends, their significant changes; rationalize the redistribution of financial resources in the implementation of those strategies that are most conducive to maintaining the rate of economic growth, increasing the efficiency of resource consumption;

Each of the types of planning and calculation justifications for current functioning, prospective (medium, long-term) and strategic socio-economic development used in the activities of different-level management bodies (federal, regional, municipal, economic entities) is individual, having such classification features as functional purpose , target orientation, as well as information signs for each of the species;

Indicative (recommendatory) current planning at all levels of justification for the achievement of certain results, costs, increased rates of economic growth, efficiency of production, provision of services, performance of work pursues such its main goal as ensuring the accuracy, significance and consistency of calculated identifiers characterizing activities organizational and legal structure, structural components of the service sector, alternative and diversification of production processes, provision of services based not only on its functional purpose, as a current type of planning, but also on the mobility of planned actions and measures of the management entity to achieve economic, financial and social results in the basis of recommendation and individuality of activity in the conditions of the formation of developed market relations, the influence of factors of an unstable external and internal environment in an indefinite time;

Long-term (medium-, long-term) planning, being in close interdependence with the current planning and calculation justification of the activities of enterprises in the service sector, implemented for 2-5 years or more on the basis of the results of current planning, nevertheless differs in its functional purpose from current planning, as it is aimed at the planning and calculation substantiation of the dynamics of change (growth) of the economic result and the efficiency of using all types of available resources of economic entities in the service sector;

The current and long-term planning of the socio-economic development of an economic entity in the service sector, despite the differences in the functional purpose, target orientation, in the use of information and retrospective data on the activities of the enterprise, the structural component and the service sector as a whole, complement each other not only within the framework of a common an extrapolation basis for achieving the necessary (established) results of an economic, financial, social nature, efficiency of resource consumption, but also in the consistent implementation of medium-, long-term planning through the implementation of annual (current) plans;

A strategic focus on achieving a certain (the greatest in conditions of manifestation of negative environmental factors) performance, primarily of an economic nature, should meet not only the requirements of resource availability, rational organization of labor and the process of providing services, production of goods that contribute to economic growth and the efficiency of using all types resources, but also the implementation of a set of those functional strategies filled with specific measures that are focused on neutralizing and leveling the negative effects of environmental factors that arise in an indefinite time; based on the functional purpose, target orientation to achieve the greatest economic, financial and social results of current activities, prospective and strategic development of sectoral structural components and business entities of the service sector, the availability of an information basis, conditions and prevailing trends of an economic, financial and social nature, current, prospective (medium-, long-term) and strategic planning, interacting and complementing each other, using extrapolation and strategic direction of development within the framework of integral (combining current, long-term and strategic) planning, allow achieving the main goal, which is to achieve the current, medium- , long-term periods of time of the greatest economic, financial and social results, the efficiency of the use of resources both in the evolutionary and in the strategic development of enterprises, service industries based on accounting, neutralization and elimination of negative impacts of environmental factors in an indefinite time;

Conceptual provisions of strategic planning for the development of the socio-economic system, including each of the structural components of the service sector, in contrast to the methodological provisions, represent not only a certain way of characterizing and interpreting such a specific concept as strategic planning, but also act as a concentrated form of individual understanding and logical and verbal presentation of this concept and its orientation in the development of the sphere of social services and its structural components;

The results of the analysis of various conceptual provisions for the implementation of strategic planning for the socio-economic development of corporate or individual organizational and legal structures, industries, structural components of the service sector, the production sphere indicate a significant level of inconsistency in the creation and implementation of a strategic plan, both from the point of view of using appropriate technological procedures and rules, and the period of time of its action, the sequence of the implementation of a set of measures necessary for the implementation of strategies, the distribution and efficiency of the use of available resources, an integrated quantitative and qualitative assessment or criterion-target orientation of the influence of the generalizing (basic) strategy on the achievement of economic, financial and the social effectiveness of the development of the organizational and legal structure in the long term;

The concept of strategic planning for the development of socio-economic systems in the long term in conditions of constantly increasing instability of the macro- and microenvironment should concretize such basic provisions of the strategic plan as its duration, the sequence of drafting and implementation, the use of specific procedural and technological tools, rules, justification of the feasibility of creating and implementing strategies to counteract the negative influences of factors of the external and internal environment;

The results of a comparative analysis of the conceptual provisions of strategic planning for the socio-economic development of enterprises, service industries indicate the objective need to concretize and increase the level of substantiation of the methodological provisions of the procedural and technological formation of a strategic plan for the long-term development of an enterprise, the sectoral component of the service sector, the content of its sections, the sequence of implementation of the complex measures within the framework of strategies, criterion-target orientation of the influence of the generalizing strategy on the achievement of economic, financial and social effectiveness of long-term development, the establishment of confidence intervals for the gradual achievement of economic, financial and social results, the efficiency of resource use;

Successful socio-economic development of the sectoral structural components of the service sector, characterized by an increase in economic, financial and social results, the efficiency of resource consumption, is possible not only in the conditions of bringing the existing resource potential into balance and the performance set to achieve in the future period in the form of specific volumes of provision to consumers services, but also the rationalization of the interaction of such basic functions of the management system, which determine in the long term the reliability of the planned and consistent achievement of the planned effective cost and natural indicators, such as forecasting, planning and programming;

Forecasting plays the role of not only extrapolation transfer of retrospective development trends from the past to the future, establishing, using economic, mathematical and expert methods, the dynamics of changes in economic, social, technical and other identifiers for the upcoming medium-term period of development, but also a conceptual indicator of the most likely directions of socio-economic development within the framework of the implemented indicative plans and target programs;

The formation and implementation of targeted programs provides an opportunity for the subject of managing the socio-economic development of the institution, the sectoral component of the service sector to influence certain scientific and innovative, social, technical and technological aspects of the development of the service sector in order to bring them into balance with the requirements of consumers for the quality and volumes of services provided. services, the level of competitiveness corresponding to the place occupied in a specific segment of the services market;

The successful implementation of targeted integrated programs and an increase in the level of planning and calculation justification for achieving the necessary results for the long-term development of enterprises, sectoral components of the service sector is possible on the basis of: rationalizing the interaction of management functions such as forecasting, planning and programming, which act as a toolkit for objectifying a reasonable choice of directions for a systematic and consistent social -economic development; long-term strategic and program-target orientation of different-level planning bodies for the development of enterprises in the service sector to ensure a balance of resource potential and economic results corresponding to sustainable rates of economic growth of the national economy, production and social spheres; creation and implementation of a strategic plan, including in its procedural and technological sections, complex economic, financial, innovative, social, marketing measures that neutralize, neutralize the negative impact of factors of macro- and microenvironments; medium-term extrapolation of economic results in conjunction with the implementation of balance sheet, normative, optimal and program-target planning methods; rationalizing the ratios of the effectiveness of the implementation of the target complex program and strategy of socio-economic development of an economic entity, a service sector; systemic strategic orientation of organizational and legal structures, sectoral components of the service sector should include the target orientation of all types of planning and programming, as well as the main technological components of the target orientation of strategic planning, consistently complementing each other and allowing an economic entity or a structural component of the service sector to achieve a state not only operational reactions to changes in the external and internal environments, but also actively counteract negative trends that affect the achievement of high economic results, the efficiency of resource consumption in the process of providing services to consumers;

The level of integration of target orientations within the framework of planning and calculation justifications, the successful (effective and efficient) development of an economic entity of the structural component of the service sector can be such a logical-verbal form as “a generalizing identifier of the planned target orientation of the socio-economic system of the service sector to achieve the maximum possible economic the result and efficiency of the resources used (labor, material and technical, financial, informational) in the future period of time in the conditions of probable and at the same time significant innovative, economic, marketing, financial changes in the external and internal environment ”;

Strategic orientation is the initial stage of the formation of a strategic plan, which determines, on an expert basis, by leading managers, specialists of an economic entity, the sectoral component of the service sector, a long-term vision of the state and conditions of socio-economic development of the planning object, its functional purpose (mission) of a social and economic nature in the process of rendering services to consumers, a strategic goal aimed at achieving the necessary economic and social results in the long term in the conditions of the functioning of an unstable macroenvironment and economic, innovative, structural and organizational changes in the internal environment;

The established additive integral (generalizing) assessment of the target orientation of current, long-term and strategic planning to achieve sustainable growth rates of economic indicators, the efficiency of the use of all types of resources, equal to 0.64, indicates that the degree of target orientation of the socio-economic system of the service sector does not exceed and is not equal to one, has a reserve for increasing and revising the quantitative value on the basis that the normative (required) values ​​of the target orientation of the system exceed the established integral level;

The strategic vision of the economic, innovative, financial and other state, the effective development of a specific economic entity of the service sector in the long term in a logical-verbal form can be expressed as accelerating the rate of economic growth, increasing the level of efficiency of the resources used, allowing to take leading positions in the segment of the service market, increase the size of remuneration, qualifications, professional knowledge, skills of personnel, the level of competitiveness of services, products and, in general, the organizational and legal structure ";

The functional purpose (mission), for example, of a business entity of the cultural and educational complex of the service sector can be expressed in the following logical-verbal form: negative factors of external and internal environment ";

The strategic goal within the framework of the systemic strategic orientation of an economic entity in the service sector towards achieving the necessary , the level of diversification and growth rates of the value of the services provided ”;

The consistency of interaction and complementarity of regulatory, balance sheet, program-target and optimal methods of planning the socio-economic development of an economic entity, the sectoral component of the service sector is to ensure that they achieve the necessary economic result if these methods are used simultaneously and for a long period of time, yielding in priority to applying to each other at various stages of economic, financial changes, external and internal conditions of development;

Conceptual approaches to a systemic strategic orientation towards economic growth of economic entities and service industries, including the target orientation of current, long-term and strategic planning, generation by leading managers of the enterprise, the service sector of a strategic focus on achieving the maximum possible economic and social results in an unstable external environment, bringing into balance, normative, target-oriented and optimal correspondence of the resources used and the economic results of long-term development, provide the opportunity: on an expert-additive basis to determine the generalizing indicator of the strategic orientation of the socio-economic system, its proportional dependence with the growth of the cost volumes of the provision of services; to promote the development of the enterprise, the service sector in the conditions of an unstable state of the macro-, microenvironment;

The results of the analysis of the states of the external and internal environments, as well as the established trends in the retrospective development of the sectoral components of the service sector in their extrapolation transfer to medium-, long-term periods of time should correspond to the levels of accuracy and adequacy, as well as the highest probability of achieving in the planned period of time, even if, when the onset of the consequences of the influence of negative factors of the macroenvironment occurs in an indefinite time in the complete absence of any information about their possible impact on the economic, financial results, the efficiency of the process of rendering services;

Strategic analysis, including a comprehensive toolkit for studying retrospective, current and prospective changes in the macro-, microenvironment, the impact of their factors on the achievement of the maximum possible economic, financial and social results, the efficiency of the service delivery process in the medium- and long-term, is an integral part of the technological procedures of strategic planning, which allows the subject of planning the development of the sectoral component of the service sector to bring into a state of accuracy and adequacy identifiers of an economic, financial and social nature that meet the requirements of elemental interaction and the purposefulness of the strategic planning system;

The results of a comprehensive (strategic) analysis, determining the degree of influence of changes in the state of the macro-, microenvironment on economic, financial and social results in retrospective, current and future periods of time, act not only as an informational basis for taking economic, financial and other measures to eliminate, level and neutralize negative trends in the current functioning and prospective development, but also a toolkit for determining quantitative and qualitative changes in economic and other results, the efficiency of using the resources of business entities, sectoral components of the service sector, allowing the subject of planning long-term socio-economic development to bring changes in economic, financial and social the results of long-term development with the available resource potential of the structural components of the service sector;

The resource potential includes not only the resource opportunities available and used in current activities, but also undisclosed reserves of qualitative and quantitative content (for example, a growing technical level of fixed assets, an increasing level of qualifications of personnel, managers in conditions of a low degree of use: technical resources in time ; labor of highly qualified workers and professional skill in the performance of low-grade work, provision of services);

In the process of analysis, it is important not only to establish the direction and nature of the influence of the main factors of the macroenvironment (for example, regulatory, economic, social, innovative factors), but also, detailing them by individual private factors of influence included in each of the main directions, groups of factors of influence on functioning socio-economic systems, provide for how the economic, financial, social result can change in the event of the onset of trends of significant instability of the macroenvironment, corresponding to one or another direction of factor influence;

The presence of an additive-calculated generalizing level of influence of all the main directions of influence of the macroenvironment on the development of business entities and sectoral components of the service sector allows the subject of strategic planning to bring into balance the target orientation of the generalizing strategy to achieve the greatest economic, financial and social results in the long term with the level of generalizing influence all the main factors of an unstable external environment;

The adaptation of an economic entity, a sectoral component of the service sector in the context of such multifactorial changes in the state of an unstable external environment, while maintaining the target orientation and resource opportunities to achieve average market and exceeding the average level of economic and financial results can be observed on the basis of undertaken complex economic, financial, marketing, innovative, social , structural and organizational measures, the balance of resource provision of which with counteraction to the negative influences of the external environment will allow an economic entity, an industry component of the service sector, to contribute to the consistent achievement of the maximum possible economic and other results, the efficiency of the process of rendering services, manufacturing products;

The economic analysis of the use of fixed assets, objects of labor, personnel labor, the value of the services rendered, their cost, profit and profitability as part of the strategic analysis makes it possible to comprehensively quantitatively and qualitatively determine: the current state of the current process of rendering services by business entities and, in general, the sectoral component of the service sector; their level of strategic target orientation to achieve the required economic result in the long term; resource and competitive potential; competitive advantage as an integrated level of competitiveness and competitive potential; the market share of the services provided by a specific business entity, individual sectoral components of the service sector; the effectiveness of generalizing and partial (functional) strategies;

The combination of all types and forms of analysis in strategic analysis to obtain results that provide an opportunity, through organizational and economic measures, to rationalize the interaction of procedural and technological procedures of the strategic planning system for the development of business entities and sectoral components of the service sector and, being in the conditions of strategic target orientation, makes it possible to substantiate a resource-provided opportunity to achieve the necessary (average or higher) economic performance and efficiency of the process of providing services to consumers; strategic analysis of the functioning of enterprises in the service sector, with its results indicating that the development of different-level socio-economic systems cannot fully correspond to the invariability of the previously existing and continuing trends in the long term; the need to take into account direct and indirect information about possible and at the same time significant changes in the states of macro- and microenvironments; the requirement of their compliance with adequacy and significance in the planning period, when the influence of negative factors of the macroenvironment on economic, financial and social results, the efficiency of the process of rendering services occurs in an indefinite time; its integral part as part of the technological procedures for strategic planning, which serves not only as an information basis for taking measures to counter the influence of negative factors of macro- and microenvironments, but also as a tool for establishing quantitative and qualitative changes in economic and other results, the efficiency of the service delivery process; the expediency of establishing the directions and nature of the influence of the main factors of the macroenvironment, while providing for a change in the planned economic and other results in the event of a significant negative influence of one or another factor of the external environment, allow the subject of planning long-term socio-economic development to bring into a balanced state changes in economic, financial and social the results of long-term development with the available resource potential, the target orientation of the generalizing strategy with the influence of all the main factors of an unstable external environment;

The formation of a strategic planning mechanism should be caused by the need to implement the process of strategic target orientation to achieve the maximum possible economic, financial and social results, or the absence of such a need should lead to a change in the essential ideas about an agreed set of measures of economic, financial, innovation, marketing, structural and organizational the composition of the main technological procedures and rules for the formation of a strategic plan and its implementation in the long term;

Technological procedures for strategic planning such as strategic vision, strategic analysis of macro-, microenvironments, the formulation of the mission (purpose) of the strategic goal, generalizing (basic, corporate) and private (functional) strategies should be implemented on the basis of the mechanism of their activation, which includes not only compliance with adequacy each of the elemental components of the resource and competitive potential, but also their influence on the economic, financial performance of the strategic planning system, which allows, on the basis of compensatory counteraction to the influence of negative factors of macro- and microenvironments, to achieve the highest values ​​of planned and calculated indicators in the medium- and long-term periods ;

The strategic vision of specialists and leading managers of a business entity, the sectoral component of the service sector, objectively and systematically presented for all employees, is a socio-psychological motivational and economic basis for increasing the results of their activities and labor productivity, participating in the target strategic orientation towards achieving an optimal state of social and the economic system in the long term, closely related to economic growth, an increase in the profitability of enterprise personnel, the structural (sectoral) component of the service sector, the prospects for an increase in the volume of social consumption, a stable moral and psychological climate; a conceptual approach to the rational interaction of the strategic goal of a multi-level socio-economic system of the service sector as part of the mechanism for activating the strategic planning system with its other technological procedural elements is that the combination of subordinate goals of different-level socio-economic systems into a single strategic goal for all, uniting the focus on achieving the maximum possible quantitative and qualitative results of long-term development is possible on the basis of a balance of all types of available resources involved in current activities and the long-term development of multi-level socio-economic systems, with the achievement of targets for economic performance and efficiency of the process of providing services to consumers; determination of a representative, acceptable quantitative interval of the results of the current and future functioning of the enterprise in the service sector; establishing (forecasting) the levels of quantitative and qualitative changes in the resource potential in the future period of time; taking into account changes in the competitive potential, competitiveness of the main types of services provided and, in general, the multi-level local, sectoral) socio-economic system of the service sector and, accordingly, the place occupied in the service market; combining the main conceptual provisions of the strategic vision and the functional purpose (mission) of the enterprise, the sectoral component of the service sector in the formulation of a strategic goal; rationalization of the interaction of the elements of the strategic planning mechanism for the development of different-level socio-economic systems of the service sector, consisting in: procedural and technological support for the formation of a strategic planning system in accordance with its target orientation towards achieving the maximum possible economic and other results; activation of the elemental interaction of the system; the necessary combination and sequence of elemental interactions, taking into account the most probable changes in the states of macro- and microenvironments; observance of the purposefulness of the measures taken as part of the sections of the strategic plan to increase the results of the mechanism for activating the strategic planning system, provides an opportunity for the subject of strategic planning for the development of multi-level socio-economic systems to lead to such a state of activating the interaction of elements of the strategic planning system, which allows to achieve its main goal, to generalize and systematize information data on the state of the macro-, microenvironment, to combine the procedural and technological elements of the activation of the strategic planning system with a strategic target orientation towards achieving market positions corresponding to the existing competitive advantages and effectively used resource potential of the enterprise, the service industry, provide for the implementation of creative functional strategies in order to obtain competitive advantage;

An accurate quantitative determination of the economic result of the functioning of the strategic planning system in current activities and the long-term development of a business entity in the service sector is a difficult task, since the negative impact of regulatory, economic, innovative, socio-cultural and other environmental factors cannot be accurately established by means of possible economic and financial losses, changes in the main identifiers of the process of providing services by a business entity, and the level of counteraction to this negative impact cannot accurately quantitatively indicate the economic or other effectiveness of the strategic planning system for the socio-economic development of the enterprise, the sectoral component of the service sector;

The economic result of an active and rationalized interaction of procedural and technological elements of the strategic planning system is a share of the total economic result obtained by a business entity during a specific period of time, equal to the value of the failed decline in economic results in conditions of active opposition to negative socio-economic trends in the development of a service sector enterprise;

The multifactorial nature of the negative impact of the macroenvironment in the strategic planning system necessitates the use of complex measures of different value and quality as part of the procedural and technological components of the strategic planning system, counteracting the negative impact, enhancing the positive development trends, implemented in order to strengthen the economic state, expand the competitive potential and competitive advantages of the enterprise, service industry;

The formation of a generalizing or unified (basic) strategy for the socio-economic development of an economic entity in the long term is one of the necessary conditions and an important fundamental position of the procedural and technological formation of the strategic planning system, which serves as a kind of requirement for the generalization of private enterprise strategies in the process of targeting all resource components to achieve the planned and calculated benchmarks of the economic performance of the enterprise in the future period of time;

Formation of an efficiently functioning system of strategic planning for long-term socio-economic development of business entities in the service sector is possible on the basis of: a balanced interaction of its procedural, technological and resource elements, corresponding to the achievement of an economic result equal to the value of the failed decline in economic result in conditions of active counteraction to the negative influences of external and internal factors environments of the enterprise, the service sector, through the use of various in terms of cost volume of resources and quality of complex measures in the elemental composition of the strategic planning system; determining the generalizing level of efficiency of functioning and the generalizing strategy of the strategic planning system; the implementation of methodological approaches to the procedural and technological sequence of the formation of the elemental composition, the activation of the functioning of the system through its launch mechanism and the achievement of benchmarks of economic performance in the long term; compliance with the principles of the adequacy and significance of the impact of the target orientation of interacting elements, the balance of resource use, objectification of the planning process and ensuring a high degree of probability of achieving the necessary economic results, timely proactive response of the subject of strategic planning to current and future changes in the state of the macro-, microenvironment, implementation of the strategic orientation of the enterprise towards the basis of taking into account the stage of his life cycle reached by him, economic interest and motivation of the personnel of the enterprise in the implementation of the strategic plan; the procedural and technological components of the strategic planning system can be attributed to the composition of the elemental interaction, which determines not only its share in the overall economic result of the long-term development of the enterprise, the service sector, but also characterizes the technology for creating and reflecting the functional purpose of the strategic planning system, and the comprehensive measures taken and the resources interacting with them in order to directly and indirectly influence the growth of the economic result can be characterized by their functional purpose as elements that directly embody the target orientation of the strategic planning system in specific economic, financial and social results of the long-term development of an enterprise, a service sector;

Formed on a procedural and technological basis, the adequacy and significance of the interrelationships of the information basis, conditions and trends in the formation and implementation of the plan, target orientation and functional purpose, the strategic plan is a formed complex of sections, the consistent implementation of which in conditions of significant changes in the state of the macroenvironment is aimed at achieving reasonable planning targets economic and other effectiveness and efficiency of resource consumption in the medium and long term through the influence of all procedural and technological sections on the results of economic, financial and social development, counteraction (neutralization, leveling, localization) to the influence of negative environmental factors, promoting positive trends and factors influence;

The period of long-term implementation of the strategic plan should be determined in the process of both generating managers and specialists of a strategic vision of the socio-economic, financial-investment and scientific-innovative state of the enterprise, the service sector, and formulating the rest of the procedural and technological components of the strategic plan, when a combination of expert scenario forecasting the state of development of the enterprise, the sectoral component of the service sector and the qualified content of the sections of the strategic plan determine the form of the integrity and completeness of the strategic plan, its medium- and long-term period of implementation;

The formed sections of the strategic plan of the enterprise as an industry component of the service sector should: correspond to both the form and the content of technological procedures for the consistent implementation of strategic planning for the development of enterprises in the service sector, filled with specific measures and actions, on a balanced basis with available resources, implementing the established stages of achieving strategic benchmarks of economic performance on an adequate basis with current and forthcoming changes in the state of the macro-, microenvironment; meet the requirements of high information content, the dynamics of growth in the efficiency of resource consumption in the process of implementing the plan, its target orientation and functional purpose;

The cluster planning method, developing the direction of the interconnected methods of influencing the economic result, is aimed at increasing labor productivity, effectively using the qualifications and professional skills of leading managers of an economic entity in the service sector by transforming the system of moral values ​​of managers on the basis of improving and increasing the ethical level of employee relations;

Compliance with the current and expansion of the promising organizational orientation of the development of an enterprise in the service sector, its impact on economic, financial and social results is possible in the process of implementing the composition of functional (private) strategies, in their unity and interaction aimed at achieving the maximum possible economic and other results of the development of enterprises, sectoral components of the service sector in areas that are defined in the generalizing (corporate) strategy;

Risk assessment in the process of achieving economic, financial and social results of long-term development of a service sector enterprise should be inextricably linked with the implementation of private and generalizing strategies, the untimely or discrete application of which can preserve the degree of risk or lead to a decrease in the expected achievement of economic and other results in conditions significant changes in the state of the external environment in an indefinite time;

Determination of the general level (degree) of risk in the strategic plan for the long-term development of a business entity in the service sector, despite its integrated orientation, can be methodologically acceptable in the process of substantiating the strategic plan being formed, since various risks in the success of the implementation of individual strategies and their general justified, selected composition from alternative options for strategies, in unexpectedness in an indefinite time of the influence of negative environmental factors on the implementation of the strategic plan, in changing the qualitative and quantitative characteristics of a business entity, determining the levels of risk for each of the changing objects of the strategic plan, the planned decisions and strategies being implemented, the level objectivity to the minimum values, and the adequacy of the functioning of real risk objects to non-compliance with the requirements of the subject of strategic planning for the development of a service sector enterprise;

The direction of economic growth chosen by a business entity in the service sector due to external resources in the process of integration with enterprises contributes to: increasing the efficiency of resource use due to a synergistic effect; increasing opportunities for more effective investment in the integrated enterprise in comparison with the economic performance of internal investment; diversification of the range of services provided, which optimally combines and levels the periods of their life cycle and thereby maintains sustainable rates of economic growth;

The main directions of increasing the economic result and the efficiency of resource consumption of an enterprise in the service sector are: the use of functional-cost analysis, which allows you to choose an alternative strategy that provides a significant competitive advantage to the enterprise in the event of its implementation; the use of the method of cluster planning, which consists in the formation of a cluster (group) of managers, the professional merits of which as part of a business entity have a promising growth trend; expanding the influence of the organizational level of strategic planning on the economic results of a diversified enterprise in the service sector; development and use of methodological approaches to quantitatively assessing the likelihood of the risk of achieving an economic result in the long term; creation of strategic alliances (alliances) and integrated business entities of the corporate association;

If the compilation and use of the calculated data of the optimal plan can fully be called an initiative act of the planning subject, and the transfer of economic information of the optimal plan into the current activities and medium-term development of the enterprise is advisory, then for a strategic plan, with a significant proportion of indicative compliance with its focus on achieving the desired result, the development and implementation of strategies is a necessary set of procedural and technological measures of a mandatory nature;

The economic and mathematical formation of the optimal plan of activities allows the enterprise to determine not only the maximum volume of services that corresponds to the established restrictions on the use of material and technical resources, but also the economic profitability of the provision of various types of services, the use of technological complexes, the development of technical devices in a priority order (their renewal and modernization );

The formation of an optimal plan and the determination of predictive estimates of economic results are effective tools for substantiating the adequacy and significance of a strategic plan for the socio-economic development of enterprises in the service sector, which provide an opportunity: and the maximum profitability in the priority order of the provision of various types of services, the use of technological complexes, technical devices; to substantiate, in the process of forming a strategic plan, the prospective socio-economic development of economic entities on the basis of an extrapolation transfer of retrospective trends for the medium and long term without any significant changes.

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