Strategic management lecture. Lectures on the course of strategic management a. And. momot. Question. Competitive advantages of the enterprise
04.10.04
Topic: "General characteristics of strategic management"
one). Essence of strategic management.
2). Strategic management system
Question 1. The essence of strategic management.
The process of developing a strategy for each company is unique, it depends on:
The position of the firm in the market
The dynamics of its development,
Her potential
The behavior of competitors
The characteristics of the product it produces
state of the economy,
cultural environment, etc.
The idea of transition to strategic management from operational management is the idea of the need to shift the focus of top management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it, in a timely manner to respond to the challenge thrown by the external environment.
Strategic management- such management of the organization, which relies on human potential as the basis of the organization, orients production activities to the needs of consumers, implements flexible regulation and timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantages, which together allows the organization to survive and achieve its goals in the long term.
The lack of strategic management manifests itself primarily in the following forms:
1. the organization plans its activities on the basis that the environment will either not change at all, or there will be no qualitative changes in it
2. The development of an action program begins with an analysis of the internal capabilities and resources of the organization, the management determines how much of the product the company can produce and what costs it can incur.
Disadvantages and limitations on the use of strategic management:
1. strategic management cannot give an accurate and detailed picture of the future, it only forms the future desired state of the organization.
2. strategic management does not have a descriptive theory, that is, a set of routine procedures and schemes
3. strategic management requires a lot of effort and a lot of time and resources, the strategic plan must be flexible. Services needed - marketing service, public relations etc.
4. The negative consequences of strategic foresight errors are sharply increasing.
5. The most important component of strategic management is implementation strategic planning, this involves the creation of an organizational culture, the creation of systems of motivation and organization of work, the creation of a certain flexibility in the organization.
Question 2. Strategic management system
The strategic management structure consists of:
Analysis of the environment;
Choosing a strategy;
Definition of mission and goals;
Implementation of the strategy;
Evaluation and monitoring of implementation.
Environmental analysis is the initial process of strategic management. Environmental analysis involves the study of:
1) macroenvironments. Analysis of the macro environment includes the study of: The state of the economy; Legal regulation and management; Political processes; Natural environment and resources; Social and cultural component; Scientific, technical and technological development of society; Infrastructure.
2) immediate environment. Analysis of the immediate environment involves the study of: Suppliers; Buyers; Competitors; Market work force.
3) internal environment. The analysis of the internal environment involves the study of: Personnel of the company: their potential, qualifications, interests, etc.; Management organizations; production; Firm finances; Marketing; organizational culture.
Choosing a strategy The organization determines how it will achieve its goals and realize its mission.
Definition of mission and goals:
Definition of the mission, which, in a concentrated form, expresses the meaning of the existence of the organization, its purpose;
Definition of long-term goals;
Definition of short-term goals.
Execution of the strategy. The main task is to involve the existing potential of the company for the implementation of the strategy.
Evaluation and control of the implementation of the strategy. Provides feedback between how the process of achieving goals is going and, in fact, the goals of the organization.
The main tasks of control:
- 1. Determination of what and by what indicators to check;
- 2. Assessment of the state of the controlled object in accordance with the reference indicators;
- 3. Finding out the reasons for deviations, if any;
- 4. Making adjustments.
Topic 2. "Analysis of the environment."
one). Analysis external environment.
2). Analysis of the internal environment.
Question 1. Analysis of the external environment
Analysis of the macro environment. The macro environment consists of:
1. Economic component: Inflation rate; GNP value; Unemployment rate; Interest rate; labor productivity; Taxation norms; Payment balance; The rate of accumulation; General level economic development; mined Natural resources; Climate; Type and level of development of competitive relations; Population structure; The level of education of the labor force; The amount of salary.
2. Legal component: Laws and legal acts; Acceptable methods of defending their interests; The effectiveness of the legal system; The established traditions in this area; procedural side; Party of practical implementation of legislation.
3. political component– is studied in order to have a clear idea of the intentions of the authorities state power with regard to the development of society and the means by which the state intends to carry out its policy.
4. social component: People's attitude to work and quality of life; Existing customs and beliefs in society; Values shared by people; Demographic structure of society; Population growth; The level of education; Mobility; Readiness to relocate.
5. Technological component- its analysis allows us to see the opportunities that the development of science and technology opens up for the production of new products, the modernization of manufacturing and marketing of products.
Analysis of the immediate environment
1. Buyer Analysis: Which product will be most accepted by customers; How much sales can the organization expect; To what extent are buyers committed to the product of this organization; How can you expand the circle of potential buyers; How strong is the position of the buyer in relation to the organization in the bargaining process;
Determinants trade power buyer:
- The degree of dependence of the seller on the buyer (number of sellers and buyers in the market);
- The volume of purchases made by the buyer;
- Buyer awareness level;
- Availability of substitute products;
- The cost to the buyer of switching to another seller;
- Buyer sensitivity to price;
- The level of his income;
- Profit incentive system;
- Orientation of a certain buyer to a certain brand.
2. Analysis of suppliers:
- 1 Identification of those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources; finances, etc., on which depend: the efficiency of the organization, the cost and quality of the product produced by the organization.
3. Study (Analysis) of competitors: Identification of the strengths and weaknesses of competitors.
4. Analysis of the labor market: Availability of personnel, the necessary specialty and qualifications, the required level of education, age, gender; labor cost; Analysis of the policy of trade unions with influence in this market.
Question 2. Analysis of the internal environment
The internal environment is that part of the overall environment that is located within the organization:
1. Personnel profile of the internal environment - interaction between managers and workers: recruitment, training and promotion of personnel; Analysis of labor results and stimulation; Maintenance between workers.
2. Organizational cut: Communication processes; Organizational structures; Norms, rules, procedures; Distribution of rights and obligations; Hierarchy of subordination;
3. Production cut;
4. Marketing section - this is everything that is connected with the sale of products;
5. Financial cut - the effective use and movement of funds in the organization;
6. Organizational culture - a set of the most important assumptions accepted by the members of the organization and expressed in the declared organizational values that give people guidelines for their behavior and actions.
The internal environment is permeated with organizational culture, which should also be subjected to the most serious study.
Strategic management, studying the external environment, focuses on finding out what threats and what opportunities the external environment is fraught with.
A threat- something that can harm the company, deprive it of its existing advantages: unauthorized copying unique developments firms, the emergence of new competitors or substitute products, a decrease in the purchasing power of the consumer.
Opportunities- something that gives the company a chance to strengthen its position: the introduction of new technologies, release a new product, tax cuts, income growth.
Weaknesses and strengths of the internal environment as well as threats and opportunities determine the conditions for the successful existence of the organization.
SWOT - analysis (strength, weakness, opportunities, threats).
|
Opportunities: |
||
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Strengths: |
Strength and opportunity (a strategy should be developed to use the strengths of the organization in order to get a return on the opportunities that have appeared in the external environment) |
Force and threat (use of force to eliminate threats) |
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Weak sides: |
Weakness and opportunity (the strategy should be built in such a way that, due to the opportunities that have appeared, try to overcome the weaknesses in the organization) |
Weakness and threat (develop a strategy that allows you to get rid of the weakness and prevent the threat) |
StagesSWOTanalysis:
1. The strengths are studied: the solvency of goods, the price of the goods, advanced technologies, the qualifications of personnel, the price of resources, the geographical location of the company, the strength of competition at the input and output of the management system, infrastructure.
2. The study of the weaknesses of the company (it begins with an analysis of the competitiveness of manufactured goods in all markets).
3. The factors of the company's macro environment are studied: political, economic, market, in order to predict strategic (for the future) or tactical (here and now) threats to the company and timely prevent losses from them.
4. The strategic and tactical capabilities of the firm are studied, which are necessary to prevent threats, reduce weaknesses and increase strength.
5. Consistent forces with opportunities for the formation of the project of individual sections of the company's strategy.
Impact of opportunities on the organization:
Opportunities falling on the fields of BC, WU, SS are of great importance for the organization and they must be used without fail.
Opportunities falling on the fields of SM, NU, NM practically do not deserve the attention of the organization.
The remaining opportunities are used if the organization has enough resources.
The impact of threats on the organization.
|
Probability of Threats Implementation |
destruction |
Critical condition |
serious condition |
Light bruises |
The field BP, VC, SR pose a huge threat to the organization and require immediate and mandatory elimination.
The fields BT, SK, HP should be in the field of view of the management and be eliminated as a matter of priority.
Fields NK, ST, VL attentive and responsible approach to their elimination.
The remaining fields are carefully monitored for their development, although the task of their primary elimination is not set.
Environment profile.
Individual environmental factors are listed in the environment profile table. Each of the factors is given in an expert way:
1. assessment of its importance for the industry on a scale: 3 - strong value, 2 - moderate value, 1 - weak value.
2. assessment of the impact on the organization; 3 - strong influence, 2 - moderate influence, 1 - weak influence, 0 - no influence.
3. assessment of the direction of influence on a scale: (+1) - positive direction, (-1) - negative direction.
Topic 3: "Mission and goals of the organization"
one). The mission of the organization.
2). Organization goals.
3). Goal setting.
Question 1. The mission of the organization.
When broad understanding of the mission is considered as a statement of philosophy and purpose, the meaning of the existence of the organization.
In the event that there is narrow understanding of the mission, it is considered as a formulated statement regarding why and for what reason the organization exists, that is, the mission is understood as a statement that reveals the meaning of the existence of the organization, in which the difference between this organization and its similar ones is manifested.
Mission characteristics:
1. The tasks of the company formed in it must be measurable.
2. The mission statement of the company should demonstrate its difference from other firms, reflect individuality or even uniqueness.
3. The mission statement should define the types of activities that the company intends to engage in, and they do not have to coincide with the current business.
4. The mission statement must be relevant (pertinent) to all interested groups.
Groups of people whose interests should be taken into account when determining the purpose of the organization:
Organization owners
Organization employees
The organization's product buyer
Business partners of the organization
Local community interacting with the organization (social and environmental component)
Society as a whole.
The mission should be developed taking into account the following factors:
The history of the company, during which the philosophy of the company is developed, its profile and style of activity, its place in the market are formed.
The existing style of behavior and the way of action of the owners and management personnel.
The state of the organization's habitat
Resources she can bring to bear to achieve her goals
Distinguishing characteristics of an organization.
The transcript that accompanies the mission should reflect the following characteristics of the organization:
1. targets of the organization, reflecting what tasks the organization's activities are aimed at, and what the organization is striving for in its activities in the long term.
2. the scope of the organization, reflecting what product the organization offers to the buyer, and in which market the organization sells its product.
3. philosophy of the organization.
4. opportunities and ways of carrying out the activities of the organization, reflecting what is the strength of the organization, what are its distinctive capabilities for survival in the long term, in what way and with what technology the organization does its job.
What gives the mission for the activities of the organization:
1. it gives the subjects of the external environment a general idea of what the organization is.
2. the mission contributes to the formation of unity within the organization and the creation of a corporate spirit.
3. mission creates an opportunity for more effective management of the organization.
Question 2. The goals of the organization.
This is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are aimed at.
Long-term goals are goals that are expected to be achieved by the end of the production cycle.
In practice, short-term goals are usually considered to be achieved within 1 year, long-term - in 2-3 years.
There are areas for which organizations set goals:
Organization income
Work with clients
Needs and welfare of employees
Social responsibility
The most common areas in which business organizations set goals are:
1. profitability, reflected in the following indicators: profitability, profit margin, earnings per share.
2. position in the market, reflected in the following indicators: market share, sales volume, relativity in relation to a competitor, market share, share of individual products in total sales.
3. productivity: costs per unit of output, material intensity, return per unit of production capacity, volume of products produced per unit of time.
4. financial resources: the structure of capital, the movement of money in the organization, the amount of working capital.
5. capacity of the organization: the size of the occupied area, the number of pieces of equipment, etc.
6. product development, product manufacturing and technology upgrade.
7. change in organization and management.
8 human resources: absenteeism, staff turnover, qualifications.
9. work with buyers: speed of service, number of complaints, etc.
10. assistance to society: the amount of charity, etc.
Growth Goals organizations reflect the ratio of the rate of change in sales and profits of the organization, the rate of change in sales and profits by industry as a whole:
1. fast growth goals - they assume that management understands the market well, knows how to choose the most suitable part of the market, concentrate its efforts on it, while the organization develops faster than the industry as a whole.
2. the goal of stable growth - when it is achieved, the organization develops at the same pace as the industry as a whole, it seeks to maintain its market share unchanged.
3. The purpose of the reduction is set by the organization when, for a variety of reasons, it is forced to develop at a slower pace than the industry as a whole, or in absolute terms to reduce its presence in the market.
Key requirements that properly formulated goals should satisfy:
Goals must be achievable
Goals must be flexible
Goals must be measurable
The goals should be specific, that is, clearly fix what needs to be obtained as a result of the activity, who and in what time frame should achieve it.
Goals should be compatible: long-term goals should be consistent with the mission, short-term goals should be long-term, should not contradict each other, related to profit and to establishing a competitive position, the goal of profitability and charity.
Objectives must be acceptable to the main influencers that determine the activities of the organization, and in the first place for those who will have to achieve them.
Question 3. Setting goals.
When centralized setting goals - all goals are subject to a single orientation, however, rejection of these goals and even resistance may occur at the lower levels of the organization.
When decentralization both upper and lower levels of the organization are involved in the process of setting goals. There are two schemes for decentralized goal setting:
1. the process of setting goals goes from top to bottom (decomposition of goals) - each of the lower levels determines its goals, based on what goals were set for a higher level.
2. the process of setting goals goes from the bottom up - the lower levels set goals for themselves, which serve as the basis for setting goals of a higher level.
The process of developing goals involves the passage of phases:
1. identification and analysis of trends observed in the environment.
2. setting goals for the organization as a whole: determine which of the wide range of possible characteristics of the organization's activities should be taken as a basis; Of particular importance is the system of criteria used in determining the purpose of the organization, they are derived from the mission, from the results of the analysis of the macro environment, industry, competitors and the position of the organization in the environment. The decision on goals depends on the resources that the organization has.
3. building a hierarchy of goals - involves the definition of such goals for all levels of the organization, the achievement of which by individual units will lead to the achievement of a corporate goal
4. setting individual goals - the hierarchy of goals within the organization must be communicated to each individual employee; in this case, each employee is included through their personal goals in the process of joint achievement of the ultimate goals of the organization. Employees of the organization imagine how the result of their work will affect the final results of the functioning of the organization.
The established goals should have the status of law for the organization, however, they should not be eternal and unchanging, they can change due to the dynamism of the environment.
25.10.04
Topic: Types of business strategies»
one). Areas of strategy development
2). Reference Development Strategies
3). Strategy definition steps.
Question 1. Areas of strategy development.
The firm's strategy faces three main questions related to the firm's position in the market:
1. what business to stop
2. what business to continue
3. what business to go to.
The strategy focuses on the following:
What the organization does and does not do
What is more important and what is less important in the activities carried out by the organization.
The main areas for developing a strategy for the company's behavior in the market:
1. associated with the leadership of minimizing production costs. A firm implementing such a TIM strategy must have a good organization of production and supply, a good technology and engineering base, as well as an effective system of product distribution.
2. associated with specialization in product manufacturing: in this case, the firm must carry out highly specialized production and marketing in order to become a leader in the production of its products.
3. The definition of strategy refers to fixing a certain market segment and concentrating the firm's efforts on the selected market segment. In this case, the company does not seek to work on the entire market, but works on its clearly defined segment, thoroughly clarifying the needs of the market for a certain type of product; the company should build its activities on an analysis of the needs of customers in a particular market segment.
Question 2. Reference development strategies.
These strategies reflect different approaches to the growth of the company and are associated with a change in the state of one or more elements: product, market, position of the company within the industry, technology, industry.
The first group of reference strategies - strategies concentrated growth : they are associated with a change in the product and / or market and do not affect other elements.
Specific types of strategies in this group are:
1. strategies for strengthening positions in the market. The company does everything to ensure that with this product on this market win the best position.
2. market development strategy - the search for new markets for an already manufactured product.
3. the strategy of "product development" - solving the problem of growth through the production of a new product and its implementation in the market already mastered by the company.
The second group of reference strategies - integrated growth strategies (business strategies), which involve the expansion of the company by adding new structures.
There are types of strategies:
1. the strategy of "reverse vertical integration", aimed at the growth of the company through the acquisition or strengthening of control over suppliers, as well as through the creation of subsidiaries that carry out the supply.
2. The strategy of "forward vertical integration", is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end consumer, that is, over distribution and sales systems. This type of integration is beneficial in cases where the firm cannot find intermediaries with a quality level of work.
The third group - diversified growth strategies. Diversification is the process by which a firm expands into other industries. Used to prevent an organization from becoming too dependent on a single strategic business unit.
Many companies see diversification as the most appropriate way to invest capital and reduce risk, especially if further expansion in core business areas is limited.
Diversification strategies are:
1. strategy of the centered diversification - search and use of the additional opportunities concluded in existing business for production of new products. Wherein existing production remains at the center of the business, and the new arises, based on the opportunities that are contained in the developed market, the technology used, or in other strengths of the firm's functioning.
2. horizontal diversification strategy - involves looking for growth opportunities in an existing market through new products that require a new technology that is different from the one used. With this strategy, the company focuses on the production of such technological unrelated products that would use the existing capabilities of the company (for example, in the field of supply). Since the new product must be oriented towards the consumer of the main product, it must be related in its qualities to the already produced product.
3. strategy of conglomerate diversification - is that the company expands through the production of technologically unrelated to the already produced new products that are sold in new markets.
The fourth group - targeted reduction strategies. They are implemented when a firm needs to regroup forces after a long period of growth or due to the need to increase efficiency when there are recessions and dramatic changes in the economy.
Targeted reduction strategies:
1. liquidation strategy - an extreme case of a reduction strategy, carried out when the company cannot conduct further business.
2. "harvest" strategy - involves the rejection of a long-term view of the business in favor of maximizing income in the short term. This strategy is applied to an unpromising business that cannot be sold profitably, but can bring in profits at harvest time.
3. downsizing strategy - the firm closes or sells one of its divisions or businesses in order to effect a long-term change in business boundaries.
4. cost reduction strategy - looking for opportunities to reduce costs and taking appropriate measures to reduce costs. This strategy is more focused on eliminating rather small sources of temporary or short-term measures.
Question 3. Steps to define a strategy.
1. Understanding the current strategy.
2. analysis of the product portfolio
3. choice of firm strategy
4. evaluation of the chosen strategy
In order to understand the strategy being implemented, it is necessary to evaluate 5 external and internal factors.
External factors:
1. the scope of the company and the degree of diversity of products, the diversification of the company.
2. The general character and nature of the firm's recent acquisitions and sales of some of its property.
3. the structure and direction of the company's activities for the last period.
4. Opportunities that the firm has been focusing on recently.
5. attitude towards external threats.
Internal factors:
1. goals of the firm
2. Criteria for the distribution of resources and the existing structure of investment in manufactured products.
3. attitude to financial risk, both on the part of management and in accordance with the actual practice carried out by the financial policy.
4. the level and degree of concentration of efforts in the field of R&D.
5. strategies of individual functional areas: marketing, production, personnel, finance, research and development.
Product portfolio analysis involves the following steps:
1. The choice of levels in the organization for conducting product portfolio analysis: it should start at the individual product level and end at the top level of the organization.
2. fixation of units of analysis, called strategic business units (SEBs), in order to use them when positioning on product portfolio analysis matrices. SEBs can cover one product, several products that meet similar needs, SEBs can be considered as product-market segments.
3. Determining the parameters of the product portfolio analysis matrices. It is carried out in order to have clarity regarding the collection of the necessary information, as well as to select the variables for which the analysis is carried out.
4. Variables used to measure business strength: market share, market share growth…
5. collection and analysis of data conducted in the areas of an attractive industry, the competitive position of the company, opportunities and threats, resources and qualifications of personnel.
6. Determination of the desired product portfolio in accordance with which of the options can best contribute to the achievement of the company's goals.
Topic: "Choice of strategy"
Key factors to consider when choosing a strategy:
1. industry strengths and firm strengths (concentrated growth diversification strategy)
2. weaknesses of the firm (all reduction strategies)
3. goals of the firm
4. interests and attitudes of top management
5. financial resources of the firm
6. qualification of workers
7. the firm's obligations under previous strategies. Fulfilling old commitments before starting new ones.
8. degree of dependence on the external environment. Dependence on suppliers and buyers; legislation, legal regulation of the company's behavior.
9. time factor.
Evaluation of the developed strategy.
It is carried out in the form of an analysis of the correctness and sufficiency of taking into account when choosing a strategy the main factors that determine the possibility of implementing the strategy. The procedure for evaluating the chosen strategy is subject to one thing: whether the chosen strategy will lead the company to achieve its goals.
If the strategy meets the goals of the company, then its further evaluation is carried out in the following areas:
1. compliance of the chosen strategy with the state and requirements of the environment
2. compliance of the chosen strategy with the potential and capabilities of the company.
3. acceptability of the risk included in the strategy:
The realism of the prerequisites underlying the choice of strategy
What are the negative consequences for the company if the strategy fails?
Does the possible positive result justify the risk of losses from failure in the implementation of the strategy
Topic: "Strategic business unit and enterprise portfolio."
Types of organizational structures:
First stage.
simple structure- an example of an entrepreneur who establishes a company to implement some idea, product, service. At this stage, the entrepreneur directly manages the activities of each employee, makes all decisions and is aware of all the affairs of the organization. The firm is characterized by an informal structure, planning is short-term and reactive. The strength lies in its flexibility and dynamism, the weak point is that the entrepreneur bears full responsibility for the choice of strategy and for the implementation of operational tasks. As a result, it develops leadership crisis- the entrepreneur does not cope with the whole complex of typical management functions.
Second stage.
Functional structure- the entrepreneur is replaced or supplemented by a group of managers with a functional specialization: R & D, production, marketing, finance, personnel. When switching to new types of products from other industries, the advantages functional structure may be lost. While concentration in one attractive industry can bring good results.
Crisis of autonomy occurs when people who manage new product lines (new types of business) need more decision-making freedom than they have within the existing functional structure.
Third stage.
Branch (divisional)) structure - the enterprise focuses on the management of various production lines in several industries (different types of business). Such enterprises have a central headquarters and decentralized operational divisions, with each division or business unit being a functionally organized company in the second stage of development.
Strategic business unit- an intra-firm organizational unit responsible for developing the firm's strategy in one or more segments of the target market.
Segment- a part of the market (specified in a certain way), where the company's products can be sold.
Segmentation criteria:
Geographical position
Socio-demographic (gender, age)
Behavioral (Gardening Products)
To size
By form of ownership
By industry
Criteria for the allocation of strategic business units (SBU):
1. SEB has a certain range of clients and customers
2. the business unit independently plans and carries out production and marketing activities, logistics
3. The performance of business units is valued on the basis of profit accounting.
13.11.04
Topic: "Peculiarities of strategies of large and medium-sized firms"
Depending on the growth rate and the degree of diversification of production large companies can be divided into three groups:
1. Proud Lions are industry leaders. For example, the Sony company, which was the first to find the production of transistor radios, consumer video recorders, laser compact discs and high-definition televisions.
2. "Mighty elephants" are firms that follow the leader. For example, Siemens: benefits from many inventions in the field of electrical devices.
3. "Clumsy hippos." For example, Philips has 350 factories scattered around the world.
Medium firms, can function successfully if they can stick to a niche specialization.
market niche is a narrow area of competition within an industry. A niche can be defined in terms of geographic uniqueness, special requirements for the use of a product, or its specific characteristics that are important only to participants in the niche.
Strategies:
1. reduction strategy - is aimed at reducing the existing position of the enterprise, since there is neither the need to expand the company's activities (the growth rate of the niche is stable), nor the opportunity (its growth rate is not high). In this strategy, there is a danger of losing a niche due to a change in need.
2. search strategy for an "invader" - under these conditions, the average company feels an acute shortage of funds to maintain its position within the niche, under such conditions, the average company begins to look for a large company that could absorb it, while maintaining it as a relatively independent, autonomous production division. The use of financial resources by large firms will allow the medium firm to maintain its place in the niche.
3. Niche leadership strategy - perhaps in two cases:
The firm grows as fast as the niche, which allows it to become a leading monopoly company and keep competitors out of the niche.
The firm must have adequate financial resources to sustain accelerated growth
4. The strategy of going beyond the niche - effective only when the scope of the niche is too narrow for the firm.
The firm may attempt to become a large monopoly with the loss of a "niche" face. Having reached the boundaries of a niche, the firm will face direct competition from stronger and larger firms (the presence of a niche protected it from direct competition). To overcome the boundaries of a niche, a firm must accumulate within its framework a sufficient amount of financial and other resources.
Topic: "Strategies for the development of small businesses"
In competition with large firms, small businesses use their main advantages: flexibility, mobility, territorial maneuverability. There are four main strategies for small firms. Their goal is to minimize the severity of competition with large firms and make the best use of their advantages.
The first two strategies relate to the independent development of a small firm:
1. copy strategy. Within its framework, the company can go in one of two ways:
Produce under license a branded product of a large firm
To develop and release a "copy", the prototype of which is some original product.
2. optimal size strategy. It consists in the development of small-scale and specialized markets, those areas of activity in which large production not efficient, but the best is a small enterprise. In these areas, the activities of large firms are difficult due to insufficient profits, high wage costs, high risk, and lack of technology.
The following two strategies are associated with the possibility of embedding a small firm in the activities of a large one:
3. strategy of participation in the product of a large firm. Large firms often refuse small and low-tech industries, as it is more profitable for them to purchase individual parts, assemblies and components from small enterprises. In turn, the small firm gets the possibility of a guaranteed subcontracting order and the benefits associated with it. To avoid dangerous dependence on a large firm, small businesses use the tactics of limiting the share of turnover attributable to one large client, that is, they strive to ensure that the share of deliveries to each large client in total sales does not exceed, for example, 20%.
4. strategy of using the advantages of a large firm. Franchising- This is a system of contractual relations between a large and a small firm, according to which a large firm undertakes to supply a small firm with its own goods, advertising services. Processed technology business, provides a short-term loan on favorable terms, rents out its equipment. A small firm undertakes to have business contacts exclusively with this large firm, conduct business according to the "rules" of this large firm and transfer a share of the sales amount specified in the agreement in favor of the large firm. As a rule, a large firm requires from such a small enterprise an initial large remuneration for the right to operate in the market from its niche and under its brand name. Franchising is most often used in the field retail, fast food restaurants.
Franchising integrates elements of rent, sale, contract, representation, however, in general, it is an independent form of contractual relationship between independent economic entities. The parties to the agreement are the franchisor - a large enterprise and the operator (franchisee) - a small enterprise. The parties to the contract must have the status of a legal entity.
Issues related to the functioning of franchising are decided depending on its type and the creditworthiness of the participants. The operator can fully invest in the fixed assets purchased from the franchisor, however, in case of a shortage of funds, the fixed assets are leased.
Small businesses are interested in franchising for a number of reasons:
1. the presence of the image of a company that has already won the loyalty of customers
2. less investment
3. the ability to manage your own business with very limited prior experience.
4. guarantee of constant assistance in management
For large enterprises, the benefits are as follows:
1. expanding the marketing of their products
2. attraction of additional capital (at the expense of small entrepreneurs)
3. A large enterprise can establish the quality of products and services produced and sold by the operator.
Disadvantages:
1. Realization of sales volume may be less
2. the operator cannot influence the policy of the franchisor
3. costs may be higher when franchising
4. difficulties with rent collection
20.11.04
Topic: "Execution of the strategy"
Question 1. Stages of implementation of the strategy.
Implementation of the strategy is aimed at solving the following tasks:
1. prioritization among administrative tasks so that their relative importance is consistent with the strategy that the organization will implement. This applies to such aspects as: the distribution of resources, the establishment of organizational relationships, the creation of auxiliary systems.
2. Establishing a correspondence between the chosen strategy and internal organizational processes in order to orient the activities of the organization towards the implementation of the chosen strategy. Compliance must be achieved in terms of such characteristics as: the structure of the organization, the system of motivation and incentives, the norms and rules of behavior, the sharing of values and beliefs, the qualifications of employees.
3. selection and alignment with the ongoing strategy of leadership style and approach to managing the organization.
All three tasks are carried out by means of change, which is the core of the execution of the strategy, it is called strategic change. Depending on the state of the main factors that determine the need and degree of change (the state of the industry, the state of the organization, the state of the product, the state of the market).
Can be distinguished four stable and characterized by a certain completeness type of change:
1. restructuring of the organization involves fundamental changes organization that affects its mission and culture. Such changes occur when an organization changes its industry and its product and market position change accordingly. In this case, the greatest difficulties arise with the implementation of the strategy, especially in the field of creating a new organizational culture, in the technological field in the labor market.
2. a radical transformation of the organization is carried out if the organization does not change the industry, but at the same time it undergoes changes caused by its merger with another organization or the emergence of new products. In this case, changes require intra-organizational changes regarding organizational structure.
3. moderate transformation - is carried out when an organization enters the market with a new product and tries to attract customers to it. The changes relate to the production process, as well as marketing, especially in the part that is associated with drawing attention to a new product.
4. regular changes - associated with the implementation of transformations in the marketing sphere in order to maintain interest in the organization's product. These changes are not significant, and their implementation has little effect on the activities of the organization as a whole.
Remark: the unchanging functioning of the organization occurs when it consistently implements the same strategy, no changes are required, since the organization can get good results based on the accumulated experience.
Question 2. Areas for strategic change.
There are two environments of the organization that are the main ones when carrying out strategic changes:
1. organizational structure.
2. organizational culture.
Analysis of the organizational structure. From the perspective of the implementation process, the strategy aims to answer the following questions:
1. to what extent the organizational structure can contribute to or hinder the implementation of the chosen strategy
2. Which levels in the organizational structure should be entrusted with the decision of defining tasks in the process of implementing the strategy.
Factors influencing the choice of organizational structure:
The size of the organization the degree of diversity of its activities
Geographic location of the organization
Technology
Attitudes towards the organization of management and employees
Dynamism of the external environment
Strategy implemented by the organization
The organizational structure should correspond to the size of the organization and not be more complex than necessary for the existing size of the organization (usually the effect of the size of the organization on its structure is manifested in the form of an increase in the number of levels of the organization's management hierarchy).
The impact of technology on the organizational structure is manifested in the following:
The organizational structure is tied to the technology used in the organization: the number of structural units and their relative position depend on it
The organizational structure must be designed in such a way that it allows for technological renewal, it must facilitate the emergence and dissemination of ideas for technological development and the implementation of renewal processes.
If the external environment is stable, changes in it are insignificant, then the organization can apply mechanistic organizational structures that have little flexibility and require a lot of effort to change them.
The dynamism of the external environment largely determines what organizational structure the organization should choose.
If the external environment is dynamic, the organizational structure should be organic, flexible and able to respond quickly to external changes (such a structure should imply a high level of decentralization, the presence of greater rights for the unit structure in decision-making).
Organizational culture. Components of organizational culture:
1. philosophy that defines the meaning of the existence of the organization and its attitude towards employees and customers
2. prevailing values on which the organization is based and which relates to the goals of its existence, or to the means of achieving these goals.
3. norms behavior, separating the employees of the organization and status for individual members of the organization.
4. establishment of norms governing informal relations between persons of different sexes.
5. development of assessments regarding what is desirable in the behavior of employees and what is not.
The second group includes problems that the organization has to solve in the process of interaction with the external environment.
Question 3. development of the mission, goals and means to achieve them.
Primary factors that shape organizational culture:
Point of focus for senior management.
The response of management to critical situations that arise in the organization
Attitude towards work and style of behavior of managers
Criteria base for employee incentives
Criteria for selection, appointment, promotion and defining principles of relationships in the organization
- regulations, on which the “game” is played in the organization
The climate that exists in an organization and manifests itself in the way the atmosphere in the organization exists and how members of the organization interact with outsiders
Behavioral rituals, expressed in the organization of certain ceremonies, in the use of certain expressions, signs.
Organizational culture is formed as a response to the problems faced by the organization. One of these problems is the problem of integration of internal resources and efforts.
These include the following questions:
1. Creation of a common language and common terminology
2. establishing the boundaries of the group and the principles of inclusion and exclusion from the group.
3. creating a mechanism for empowerment and deprivation of rights, as well as fixing the definition of dismissal from the organization
Secondary factors:
1. organization structure
2. information transfer system and organizational procedures
3. external and internal design and decoration of the premises in which the organization is located
4. myths, stories about important events and people who played and still play a key role in the life of the organization.
5. formalized position on the philosophy and sense of existence of the organization.
27.11.04
Topic: "Problems of carrying out strategic changes and conflicts in the organization"
Difficulties in the task of making changes in the organization are due to the fact that any change meets resistance, sometimes so strong that it is not possible to overcome it by those who carry out the change.
To make a change, do the following:
1. uncover, analyze and predict what resistance a planned change may meet
2. reduce resistance (potential and real) to the minimum possible
3. set the status quo of the new state
Attitudes towards change can be viewed as a combination of the states of two factors:
1. acceptance or rejection of the change
2. open or covert demonstration of attitude towards change
Change-resistance matrix
Based on conversations, interviews, questionnaires and other forms of information gathering, management should find out what type of reaction to change will be observed in the organization.
Managers should remember that when implementing change, they should demonstrate a high level of confidence in its rightness and necessity and try to be as consistent as possible in implementing the change program. Of great importance in this case is complete information, constantly brought to the attention of the employees of the organization.
The style of change implementation has a big influence on resistance management.
The autocratic style is only useful in very specific situations that require the immediate elimination of resistance while conducting very important changes. In most cases, the more acceptable style is one in which leadership reduces resistance by bringing to its side those who initially resisted resistance.
Question 2. Conflicts in the organization.
Reasons for conflicts:
Limited resources
Task Interdependence
Differences in ideas and values, in goals, in the level of education, demeanor, as well as poor communication.
Methods of management in a conflict situation.
Conflict management methods are divided into interpersonal and structural.
Interpersonal:
1. avoidance - a person tries to get away from the conflict, not to show in situations that provoke the emergence of contradictions, not to enter into a discussion of issues fraught with disagreement
2. smoothing - this style is characterized by behavior that is dictated by the belief that signs of conflict and bitterness should not be released. In this case, the parties appeal to the need for solidarity, unfortunately forgetting about the problem underlying the conflict. Sometimes the only way to resolve a conflict is to fixtures when you act in concert with the other party, but do not try to defend your own interests in order to smooth the atmosphere and restore a normal working environment
3. coercion - within the framework of this style, attempts to force people to accept their point of view at any cost prevail. A person using this style usually behaves aggressively, is not interested in the opinions of others, and uses power through coercion to influence non-employees.
4. compromise - this style is characterized by accepting the point of view of the other side, but only to some extent (through mutual concessions)
5. The style of cooperation is the most effective in resolving conflict situations, since in this case you find the most acceptable solution for both parties and become one of the partners' opponents. In this situation, all participants are involved in the process of conflict resolution, their desire to satisfy the needs of all prevails.
Structural conflict management methods:
1. clarification of job requirements - clarification of what results are expected from each employee and unit (level of results to be achieved, who provides and who receives different information, system of authority and responsibility, clear definition of policies, procedures and rules)
2. coordination and integration mechanisms - a chain of commands, the principle of unity of command, a managerial hierarchy, the creation of cross-functional and target groups.
3. Organization-wide comprehensive goals - the effective implementation of these goals requires the joint efforts of two or more employees, groups or departments. The goal is to direct the efforts of all participants to achieve a common goal.
4. structure of the reward system - rewards are used to influence people's behavior and avoid the dysfunctional consequences of conflict.
Topic: "Management analysis"
Question. Goals, principles and methods management analysis.
Management analysis- the process of a comprehensive analysis of internal resources and the capabilities of enterprises, aimed at assessing the current state of the business, its strengths and weaknesses, identifying strategic problems.
The ultimate goal of management analysis is to provide information to managers and other stakeholders for making strategic decisions, choosing a strategy that best suits the future of the enterprise.
In the process of such an analysis, the compliance of the internal resources and capabilities of the enterprise with the strategic tasks of ensuring and maintaining the competitive advantages of the enterprise, the tasks of meeting future market needs is revealed.
The need for management analysis is determined by the following factors:
1. It is necessary when developing an enterprise development strategy and in general for the implementation of effective management, since it is an important stage in the management cycle.
2. It is necessary to assess the attractiveness of the enterprise from the point of view of an external investor, which determines the position of the enterprise in national and other ratings.
3. Management analysis allows you to identify the reserves and capabilities of the enterprise, determine the direction of adaptation of the internal capabilities of the enterprise to changes in environmental conditions.
As a result of internal analysis The company makes a number of points:
1. overestimate or underestimate the company itself
2. it overestimates or underestimates its competitors
3. what demands of the market it betrays too much or too little value.
Groups of indicators for which an economic analysis is mandatory:
1. indicators characterizing the economic potential of the company.
2. indicators characterizing the economic activity of the company. These indicators include: the assets of the company, sales volume, indicators of gross or net profit, the number of employees, the scientific and technical potential of the enterprise.
Basic indicators:
1. profitability (balance sheet profit / ………..)
2. return on assets
3. rate of return on equity
4. rate of net return on equity
5. labor efficiency.
Question. Methodological principles of managerial analysis and the level of its implementation.
Principles:
1. system approach: an enterprise is considered as a complex system operating in an open systems environment and consisting in turn of a number of subsystems.
2. the principle of a comprehensive analysis of all constituent subsystems, elements of the enterprise.
3. dynamic principle and the principle of comparative analysis: analysis of all indicators in dynamics, as well as in comparison with similar indicators of competing firms.
4. the principle of taking into account the specifics of the enterprise (industry and regional).
There are three levels of managerial decision-making and, accordingly, three levels of analysis:
Corporate
Competitive (business or business level)
Functional.
The complexity of the analysis lies in the fact that the management decisions of these levels are closely related and at the same time have a hierarchical structure.
Isolation of the level of individual activities (business units) significantly complicates the task of managerial analysis, since this level of decision-making is the least developed and least formalized in Russian enterprises.
Question 1. Methods of management analysis:
1. situational analysis
2. portfolio analysis
3. Desk research: work with accounting documents, statistical and other internal company information.
4. observation and interviews of employees of the enterprise using special methods (diagnostic interview)
5. brainstorming, conferences and other teamwork methods
6. expert opinions
7. mathematical methods - trend analysis, factor analysis, calculation of averages, special coefficients.
The main methods for obtaining high-quality information are: a conversation with managers and specialists of the enterprise, experts, questionnaire surveys of employees, as well as various methods of group work, which allows you to develop an agreed view and position on the issues under discussion.
The inconsistency of information is determined by the position of a specialist in the enterprise management system (view from his own level) and the lack of skills to comprehend his own activities.
Question. Organization problems.
The problem is understood as the inconsistency of the managed object with the goals set by the managing subject (manager).
A problem is a contradiction in an organization that requires a managerial solution.
The involvement of consultants to identify and identify problems of the organization gives the following advantage: the novelty of information about the state of the organization, access to the main problem, the solution of which will remove other problems or reduce their severity.
The main problem of most Russian enterprises lies in the contradiction between the external market environment and the internal production organization.
Types of organization problems:
1. essential - they can't decide whether it is only possible to reduce their severity in specific situations and avoid their aggravation (for example, the contradiction between stability and development of an enterprise). The problem of departmentalization is one of the essential problems. Its essence lies in the hierarchy of building an enterprise in the need to divide the general goal of the enterprise into more specific goals, and those, in turn, into local goals and subgoals. Under these conditions, each division is inclined to exaggerate the significance of its goal, to interpret it in its own way, imposing personal and group interests on it.
2. socio-cultural problems - they do not always occur, their presence depends on a certain type of business and organizational culture.
3. situational problems - may appear due to the mistakes of specific managers, due to a special set of circumstances. Such problems are always specific: they exist in one enterprise, but not in another.
Topic: "Determination of the strategic resources of the enterprise and areas of activity"
Management analysis is always focused on profitability, despite the specifics of its implementation at a particular enterprise, a number of typical blocks can be distinguished in its structure:
1. goals of the enterprise.
2. order book, new products
3. resource potential of the enterprise
4. factorial analysis of costs (the cost of the enterprise)
5. availability of financial resources, possible sources of funds.
6. management system: structure, qualifications of managers, staff motivation, management culture and traditions….
Management analysis is based on the analysis current activities, and the main problem is the assessment of this activity in terms of ensuring future long-term profit (indicators: profitability, risk level, market share, asset value, share of new products).
The success of managerial analysis is associated with the definition of the area of freedom, which determines the process of strategic choice. In doing so, it is useful to analyze the following aspects:
1. past and current strategy
2. strategic issues
3. organizational opportunities and limitations
4. financial opportunities and limitations
5. organizational flexibility, strengths and weaknesses
11.12.04
The strategic problem involves awareness, identification and a clear constructive formulation of the problem, involving certain methods for solving it. In this case, the problem can be aimed both at overcoming the identification of weaknesses and at developing the capabilities of the enterprise.
The organization of enterprise capabilities, such as: structure, management system, established corporate culture and customs, labor motivation system, management team, in any situation can be a source of strengths and weaknesses of the enterprise. The most important part of management analysis is the analysis of the financial obligations of the enterprise in terms of paying taxes, as well as the structure of the debt.
Flexibility can be achieved in several ways:
1. a diversification strategy as a means of adapting to changes in the external environment.
2. investment in personnel training, formation and evaluation of managerial alternatives.
The determination of the strengths and weaknesses of an enterprise is based on its resources and strategically important areas of activity. These parties are always relative (relative to the main competitors or given standards).
Approaches to identify strengths and weaknesses can be as follows:
1. internal (opinion of enterprise specialists)
2. external (comparison with competitors)
3. normative (as it should be)
Question. Competitive advantages of the enterprise
These are unique tangible and intangible resources owned by the enterprise, as well as strategically important for this enterprise areas of business that allow you to run in the competition.
Competitive advantage can be defined as the high competence of the company in any area, which gives the best opportunity to overcome the forces of competition, attract customers and maintain their commitment to the company's products.
Tangible (material) resources- physical and financial assets of the enterprise, which are reflected in the balance sheet (fixed assets, stocks, cash)
It is possible to increase the efficiency of the enterprise (improve the use of these resources) in the following way: reducing inventories, work in progress, improving the use of fixed assets, saving resources.
Intangible (intangible) resources are the characteristics of the company:
1. intangible assets not related to people - brand, know-how, prestige, company image,
2. intangible human resources (human capital) - staff qualifications, experience, competence, fame management team.
Other important sources of competitive advantage, the strengths or weaknesses of an enterprise, can be individual strategic areas of its activity: production, marketing, research and development, marketing, finance, personnel management.
The weak side of almost all Russian enterprises is sales and financial management, while the strengths can be: a monopoly position (energy, railway transport), highly efficient production, availability of sources of raw materials (gas production).
For the consumer, brand awareness, advantageous location, opening hours, highly qualified personnel are of great importance.
Question. Goals and main stages of portfolio analysis.
Enterprise portfolio (corporate portfolio) is a set of relatively independent business units (strategic business units) owned by one owner.
Portfolio analysis - a tool by which the company's management identifies and evaluates its economic activity in order to invest in the most promising and profitable areas and reduce (terminate) investments in inefficient projects.
At the same time, the relative attractiveness of the markets and the competitiveness of the enterprise in each of these markets are assessed. The company's portfolio must be balanced, that is, it must be the right combination of units or products that need capital for growth, with business units that have some excess capital.
The purpose of the portfolio analysis method is to help the manager understand the business, create a clear picture of the formation of costs and profits in the diversification of the company.
Portfolio analysis helps to solve the following problems:
1. coordination of business strategies or strategies of business units of the enterprise
2. distribution of human and financial resources between departments
3. Portfolio balance analysis
4. setting performance targets
5. restructuring of the enterprise.
The main advantage of portfolio analysis is the possibility of logical structuring, a visual reflection of the strategic problems of the enterprise, the simplicity of the results presented, and the emphasis on the qualitative aspects of the analysis.
Portfolio analysis scheme:
1. all activities of the enterprise are divided into strategic business units:
The business unit must:
Serve the market, not other divisions
Have your customers and competitors
Business unit management must control the key factors that determine success in the marketplace.
2. The relative competitiveness of these business units and the prospects for the development of the respective markets are determined.
3. A strategy is developed for each business unit (business strategy) and business units with similar strategies are combined into homogeneous groups.
4. management evaluates the business strategies of all departments of the enterprise in terms of their compliance with corporate strategy, commensurate with the profit and resources required by each department.
The main disadvantage of portfolio analysis is to use data about the current state of the business, which cannot always be extrapolated into the future.
Strategic management
Lecture notes. Taganrog: Izd-vo TRTU, 1995. 93 p.
The secret to success is the willingness to use
favorable opportunities when they arise.
Disraeli
Essence of competitive strategy
is the attitude of the company towards its
external environment.
M. E. Porter
The lecture notes contain a description of theoretical and practical approaches to developing a strategy for a commercial firm in modern market conditions, with the main attention being paid to the practical tools for making strategic decisions by the top management of such firms.
The abstract of lectures can be used in the practical activities of businessmen, persons responsible for making complex decisions in business, technology, scientific research and other fields of activity.
This lecture notes are electronic version works:
Goldstein G.Ya. Strategic Management: Lecture Notes. Taganrog: Izd-vo TRTU, 1995. 93 p.
1. SUBJECT AND OBJECTIVES OF THE COURSE
1.1. Essence of strategic management
1.2. Basic requirements for a strategic manager
2. STRUCTURE AND LEVELS OF THE STRATEGIC MANAGEMENT PROCESS
2.1. The main stages of strategic management
2.2. Main organizational levels of strategy development
2.3. The main generalizing conclusions on the topics of chapters 1,2
3. PURPOSE OF THE FIRM, ITS GOALS AND MAIN TASKS
3.1. Business Definition
3.2. Determination of long-term and short-term goals
3.3. Taking into account the interests of the company's investors when setting goals
3.4. The main generalizing conclusions on the topic of chapter 3
4. CONTENT AND FACTORS DETERMINING THE CORPORATE STRATEGY
4.1. General content of the strategy
4.2. Corporate strategy of a diversified company
4.3. Strategy in SZH
4.4. Functional and operational strategy
4.5. Factors that determine the company's strategy
4.6. The main generalizing conclusions on the topic of chapter 4
5. INDUSTRY AND COMPETITIVE ANALYSIS
5.1. Place and content of industry and competitive analysis
5.2. Determining the dominant economic characteristics in the industry
5.3. Key drivers driving change in the industry
5.4. Analysis competitive forces acting on the firm
5.5. Assessment of competitive positions and possible actions of competing companies
5.6. Identification of key factors for competitive success
5.7. Summarizing Industry and Competitive Analysis
6. COMPANY SITUATION ANALYSIS
6.1. Purpose of analysis
6.2. Evaluation of the applied strategy
6.3. SWOT analysis
6.4. Strategic cost analysis
6.5. Assessing the strength of a firm's competitive position
6.6. Determining the Firm's Preferred Strategic Actions
6.7. Summarizing conclusions on the topic of chapter 6
7. SINGLE BUSINESS STRATEGY
7.1. Foundations of a Single Business Strategy
7.2. Choosing a basic competitive strategy for a single business
7.3. Choosing an investment strategy
7.4. Industry Competitive Practices
7.5. Common strategic mistakes
7.6. Summarizing conclusions on the topic of chapter 7
8. VERTICAL INTEGRATION AND DIVERSIFICATION AS PART
CORPORATE STRATEGY
8.1. Growth and development of the corporation
8.2. Vertical integration
8.3. Diversification
8.4. Summarizing conclusions on the topic of chapter 8
9. PORTFOLIO ANALYSIS AND MANAGEMENT OF A DIVERSIFIED COMPANY
9.1. BCG matrix
9.2. Matrix McKinsey
9.3. SZH evolution matrix
9.4. Conclusions and possible "traps" of the matrix analysis of the SBA portfolio
9.5. Market entry strategy
9.6. Exit Strategies
9.8. Development (adjustment) of a corporate strategy based on the analysis of the SZH portfolio
9.9. Summarizing conclusions on the topic of chapter 9
10. STRATEGY IMPLEMENTATION TOOL
10.1. Key tasks for implementing the strategy
10.2. Practical recommendations for ensuring the organization of a strategically effective company
10.3. Corporate culture, ensuring effective implementation of the strategy
10.4. Fundamentals of the company's management action policy in the strategic area
11. ORGANIZATION OF STRATEGIC CONTROL
11.1. The role of control in the implementation of the strategy
11.2. Types of control systems
11.3. Management levels and control systems
LITERATURE
1. Ansoff I. Strategic management. M.: Economics, 1989.
2. Goldstein G.Ya. Taganrog: TRTU, 1995.
3. Bogdanov A.I. Strategic management of scientific and technological progress at the enterprise (association). M.: VAF, 1991.
4. Townsend R. Secrets of management. Moscow: Interkontakt, 1991.
5. Santelainen T. et al. Management by results. Moscow: Progress, 1989.
6. Yuksvyarav R.K., Khabakuk M.Ya., Leimann Ya.A. Management consulting: theory and practice. M.: Economics, 1988.
7. Hill C.W.L, Jones G.R. strategic management. Boston: Houghton Mifflin Co, 1992.
8. Thompson A.A. Jr, Strickland A.J. strategic management. Homewood Il.: Irwin inc., 1990.
Abstract
Management, consulting and entrepreneurship
Topic 1. General characteristics of strategic management Strategic management, its characteristics and connection with other sciences. Essence of strategic management. The difference between strategic management and operational management. Uh...
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A course of lectures for students of the specialty 08.05.07 - "Organization Management" specializations " Production management”, “Entrepreneurship”, “Innovation management”.
Strategic management is the process of developing, making and implementing strategic decisions, the central link of which is a strategic choice based on comparing the enterprise's own resource potential with the opportunities and threats of the external environment.
The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.
The key characteristics of the strategic aspect of organization management in comparison with the operational (current) management practiced in business over 20 years ago are shown in Fig. one.
Taking into account the noted features, strategic management is the management of an organization that relies on human potential as the basis of the organization, orients production activities to the needs of consumers, implements flexible regulation and timely changes in the organization that are adequate to the impact of the environment and allow achieving competitive advantages, which ultimately allows an organization to survive in the long term while achieving its goals.
Content
Topic 1. Strategic problems of production development and characteristics of the organization's strategic management system.
Prerequisites for strategic management.
The concept of strategic management.
Stages of development of strategic management.
Characteristics of the process and the main stages of the strategic management of the organization.
Objects of strategic management.
Features of building a system of strategic management of an organization and business.
The initial concept of strategic management.
Analysis of the functions of strategic management specialists and the powers of the organization's management bodies that make strategic decisions.
Problems and prospects for the use of strategic management in domestic conditions.
Topic 2. Characteristics competitive strategies business and enterprise strategy.
Types of organization strategies.
Principles of strategic management.
Topic 3. Strategic analysis of the competitive advantages and potential of the organization.
The structure of the organization's strategic potential.
Goals and principles of strategic analysis of the internal environment.
Analysis of the strengths and weaknesses of the enterprise.
Strategic cost analysis and the value chain.
Topic 4. Strategic analysis of the external environment of the organization.
The main environmental factors influencing the strategic development of the organization.
Characteristics and objectives of the analysis of the external environment of the enterprise.
Search and analysis of strategic alternatives for the development of the organization.
Pest-analysis of the enterprise microenvironment.
Strategic analysis of the attractiveness of the industry and the investment attractiveness of the organization.
Analysis of the general situation and competition in the industry.
Topic 5. Types and characteristics of corporate strategies of the organization.
The essence and content of the corporate strategy of the organization.
Role and assessment of benefits.
diversification strategies.
Methods of matrix analysis of a strategic business portfolio.
Types and characteristics of corporate strategies.
Classification of organization strategies.
Features of the formation and implementation of competitive business strategies in industries at different stages of the life cycle.
Basic business development strategies.
Definition of enterprise strategy.
Topic 6. Development and implementation of the organization's strategic plan.
Communication of strategic planning with other forms of planning.
production strategies.
Methods and practice of designing management systems in order to change the capacity of the organization.
R&D strategy.
Topic 7. Methods for carrying out strategic changes by the management of the organization.
Features of making strategic decisions. The main stages of the implementation of the strategy.
Features of resistance to strategic changes in the organization and forms of overcoming them.
Strategic changes.
Strategic control.
Topic 8. Features and practice of using strategic management on the examples of enterprises and organizations
Overview of competitive business strategies and corporate strategies used by Russian enterprises and holdings on the example Food Industry, telecommunications, automotive, airlines, metallurgy, wholesale and retail trade.
Experience in the implementation of strategic management systems by Russian organizations, enterprises and holdings.
Main literature.
Additional literature.
Tests for the final check.
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Description of the presentation Lectures on the course STRATEGIC MANAGEMENT A. I. Momot on slides
1. The concept of "strategy" and "strategic management" The word strategy is very ancient and it comes from the Greek strategia - the art or science of being a commander. The importance of generals in ancient Greece was obvious. History shows that the most talented and successful commanders attached great importance to the correct organization of the army's support, as well as decisions when to enter the battle and when to enter into negotiations with the people, politicians, diplomats. They were strategists. In ancient China, between 480 and 221 BC, a book called The Art of Strategy (Sun Tzu and Wu Tzu) was already written by Sun Tsu, wrote: “He who won hundreds of victories in hundreds conflicts, is unlikely to have high skill. He who is highly skilled in the use of strategy conquers others without coming into conflict with them.
1. Strategy is a means to an end result. At the same time, it unites all parts of the organization into a single whole and covers all the main aspects of the organization. 2. Strategy is long-term comprehensive plan ensuring the implementation of the mission and achievement of the economic goals of the organization. The strategy defines the goals and the main ways to achieve them so that the organization receives a single direction of action. 3. Strategy is the result of analyzing the strengths and weaknesses of the organization, as well as identifying opportunities and obstacles for its development. It defines the boundaries of possible actions of the organization and management decisions. Thus, the Strategy is a set of rules that guide the organization in making managerial decisions. At the same time, the strategy can be seen as an overall comprehensive plan designed to ensure the implementation of the mission and achievement of the goals of the organization.
The term “strategic management” was introduced at the turn of the 60s and 70s in order to designate the difference between current management at the production level and management carried out at the highest level. The need to fix this kind of difference was caused primarily by changes in business conditions. The leading idea, reflecting the essence of the transition from operational to strategic, was the idea of the need to shift the top management's focus to the environment in order to respond appropriately and in a timely manner to the changes taking place in it.
Strategic management was born evolutionarily from strategic planning, which is its essential basis. It is of increasing interest to organizations that face difficulties in implementing fundamentally new strategies. The essence of strategic management lies in the fact that in the organization, on the one hand, there is a clearly organized integrated strategic planning, on the other hand, the organization's management structure is adequate to "formal" strategic planning and is designed in such a way as to ensure the development of a long-term strategy to achieve goals and create managerial mechanisms for implementing this strategy through a system of plans. In strategic management, the interests of all stakeholders with whom the interests of the enterprise intersect should be taken into account.
2. Experience of countries in the application of strategic management The most striking and successful example of the application of strategic management is the development practice of one of the countries of Southeast Asia - Japan. Before the start of World War II in 1939, Japan occupied a leading position in the global textile industry, engineering, metallurgy, and other industries, but after it ended, the country's economic power was greatly decimated. At the end of the 40s, the situation in the world began to change dramatically. The world market was quickly saturated and began to demand high quality products. A severe crisis deepened in Japan. The nation faced an alternative: either starvation, or the search for an effective way out of the situation. To revive the former economic stability, the Japanese authorities focused on setting strategic goals in priority areas, including: - in the field of science and technology - as well as on high-quality training of workers.
Country experience in applying strategic management 1. Establishing widespread control over exports and imports of products. Total control over export-import processes was undertaken, the import of foreign finished products, capable of drowning out Japanese industry, but encouraged the import of modern Western-made technologies, which was ultimately aimed at developing the technology industry in Japan. 2. Full support for domestic manufacturers with the priority goal of producing high quality products. On the state level producers of new products were supported, and dealers were in an enviable position, pressure in their direction made this type of activity unprofitable. As a result, the number of primary producers increased and thus the national wealth increased more rapidly. 3. In the field of banking and financial services, the suppression of speculative activities, since they only contributed to the enrichment of a narrow circle of people and did not contribute to economic progress. In the banking sector, only manufacturing enterprises received the most favorable conditions for obtaining capital (the interest rate for them was the lowest). 4. The introduction of a system of lifetime employment, which did not support competition for jobs in different firms (which led to large financial injections into the professional training of employees), but promoted competition between employees of one firm, as a result of which the power of the company grew due to the high efficiency of the workforce .
Achieving goals The meaning of a person's existence is determined by the achievement of his life goals. The same can be said about the existence of any organization, be it commercial, public, charitable or state. Any enterprise, association or individual entrepreneur pursues its own goals, which are the reasons for their existence and functioning. Consider different types of goals and build a tree of goals using the example of an organization.
Formation of goals according to the priorities of consumer products, according to the stages of the "life cycle" The goal is one of the elements of human behavior and conscious activity, characterized by the anticipation in thinking of the result of the activity and the way to implement it using certain means Mission is a very big goal that causes a state of aspiration in the members of the organization to something. The mission is the formulation of a long-term vision of the meaning of the organization and the expression of the essence of its activities. At the same time, goals give a more specific and detailed idea of the expected development of the organization in a particular area of its activity. Mission statement is nothing more than an answer to the question: why does an organization (or a person) do what she (or he) does? Mission - is the satisfaction of members of society, their needs for a particular product or service. On the basis of the mission, long-term goals of the organization or qualitative results are formulated that will not be achieved outside the planned period, but which the organization is going to approach within this period.
Classification of strategic management goals Depending on the specifics of the industry, the characteristics of the state of the environment, the nature and content of the mission: Market goals (or external program goals): in the field of marketing, for example: - sales volume in kind and in value terms; - the number of clients; - market share. Production goals (internal) are a consequence of market ones. They include everything that is necessary to achieve market goals (with the exception of organizational resources), for example: - to ensure a certain volume of production (production volume \u003d sales volume - existing stocks + planned stocks); — build a workshop (the volume of capital construction); — to develop a new technology (conducting research and development work).
Organizational goals - everything related to the management, structure and personnel of the organization, for example: - recruit three marketers; — bring the average salary level of employees to the salary level of the leader in the market; - Implement a project management system. Financial goals - link all the goals in terms of value: - net sales (from "market goals"); - the amount of costs (from "production" and "organizational" goals); — gross and net profit; - profitability of sales, etc. You can set goals in a different order: from financial to market and production.
TREE OF GOALS The basis for building the top of the tree of goals is a set of strategic goals defined within the framework of the organization's strategy. Here, attention should be paid to the fact that not only those goals that determine the direction of strategic development, but also long-term goals related to maintaining the functioning of the management system and subsystems related to production and provision should be recognized as strategically significant. The achievement of strategic goals is ensured by the achievement of both operational (regular, permanently achieved) goals and project (unique in their content) goals. The goals within the model need to be carefully classified and structured appropriately within the diagrams so that they become presentable and as clear as possible to their reader. The selection, description and hierarchical ordering of each of the goals is carried out by performing a number of relevant analytical procedures and procedures for approval and approval. For each of the goals defined at the lower level of detail, as far as possible, the requirements of SMART (Specific - specific; Measurable - measurable; Achievable - achievable; Realistik - realistic; Timed - limited in time) apply.
Tab. 2. Goals and characteristics by stages of the organization's life cycle Stage of the life cycle of the organization Main goal Management Characteristics of the stages 1. "Birth" Survival One-man management Enter the market 2. "Childhood" and "youth" benefits 3. “Maturity” Profit growth Delegation of powers Division and cooperation of labor, bonuses 4. “Ageing” Preservation of achieved results Coordination of actions Free work of personnel, profit sharing 5. “Revival” or disappearance Ensuring the revival of all functions One-man management Implementing an innovative approach staff rejuvenation
Stages of the life cycle of an organization The birth of any organization is associated with the need to meet the interests of consumers, with the search for and occupation of a free market niche. The main goal of the organization at this stage is survival. It requires leadership qualities such as faith in success, willingness to take risks, efficiency. Characteristic of the birth stage is a small number of partners. Particular importance at this stage should be given to everything new and unusual. "Childhood" . The stage is associated with risks, since it is during this period that the growth of the organization is disproportionate compared to the change in managerial potential. At this stage, most newly formed firms fail due to the inexperience and incompetence of managers. The main task during this period is to strengthen its position in the market, competitiveness. The main goal of the organization at this stage is short-term success and rapid growth. "Youth". This is a period of transition from complex management, carried out by a small team of like-minded people, to differentiated management using simple forms of financing, planning and forecasting. The main goal of the organization during this period is to ensure accelerated growth and, as a rule, the complete capture of its part of the market. Intuitive assessment of risk by the management of the organization is no longer sufficient. It needs specialists with highly specialized knowledge.
Stages in the development of strategic management Business historians usually distinguish four stages in the development of strategic management: budgeting, long-term planning, strategic planning, and strategic management.
Budgeting until the 1950s. In the era of the formation of giant corporations before the Second World War, special planning services were not created in companies. Top executives of corporations regularly made plans for the development of their business, but formal planning was limited only to the preparation of annual financial estimates - budgets by item of expenditure for various purposes. However, due to changes in the external environment, the plans were not fulfilled. A feature of budgetary and financial methods is their short-term nature and internal orientation, i.e., the organization in this case is considered as a closed system.
Long-term planning - 50-60s. In the 1950s and early 1960s, high growth rates were the characteristic conditions for companies to operate. commodity markets and relatively high predictability of national economic development trends. These factors created the conditions for the development of long-term planning. The method is based on forecasts of the company's work for several years ahead. Long-term planning was based on extrapolation of past trends in the development of the firm. The main task of managers was to identify financial problems that hinder the growth of the firm. Sales volumes, the availability of resources were not planned, as a result, products accumulated at enterprises, sales were difficult, firms did not work stably. This approach, better known to us as the method of "planning from what has been achieved", was widely used in the conditions of centralized management of the Soviet economy.
Strategic planning - 60-70s. In the late 1960s, as the crisis grew and international competition intensified, extrapolation forecasts began to diverge from the real figures. To overcome the emerging shortcomings, the concept of strategic planning began to develop. It is based on the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, the goal of strategic planning is to improve the company's response to market dynamics and the behavior of competitors.
Strategic management - after the 90s. By the 1990s, most corporations around the world had begun the transition from strategic planning to strategic management. Strategic management is defined as a set of not only strategic management decisions that determine the long-term development of an organization, but also specific actions that ensure a quick response of an enterprise to a change in the external environment, which may entail the need for a strategic maneuver, revision of goals and adjustment of the general direction of development.
Strategic management In contrast to strategic planning, strategic management includes: the processes of implementing the strategy, evaluation and control. Strategic management means that the management process must be proactive, not reactive, that is, it is necessary to influence events in the external environment, and not just react to them.
Strategic management is associated with setting the organization's goals and maintaining certain relationships with the environment that allow it to achieve its goals and correspond to its internal capabilities. The potential that ensures the achievement of the organization's goals in the future is one of the end products of strategic management. The potential of the organization and strategic opportunities determined by its architectonics and the quality of personnel. The architectonics of an organization can be: technology, production equipment, facilities, their capacities and capabilities, equipment, its capabilities and capacities for processing and transmitting information, power structure, distribution of job functions and powers to make decisions, organizational tasks of individual groups and individuals , · internal systems and procedures, · organizational culture, norms and values that underlie organizational behavior.
Functions of strategic management Strategic management involves the implementation of the following functions: 1. Analysis of the external and internal environment of the company; 2. Definition of the mission of the company and its goals; 3. Dividing the overall goal into subgoals; 4. Determining the means to achieve these goals; 5. Choice of strategy; 6. Implementation of a strategy aimed at achieving goals; 7. Evaluation and control of the implementation of the strategy.
4. The essence and necessity of strategic planning for the development of socio-economic systems Among the objects of strategic management, there are three groups: 1. Organization, as an open complex socio-economic system, representing a set of structural divisions. 2. A structural subdivision is a direction of an organization's activity, an independent market-oriented economic unit that can act as a full-fledged competitor in its market segment, has its own circle of suppliers, consumers and competitors. 3. The functional area of the organization is a field of activity represented by functional structural units that specialize in performing certain functions.
The essence and necessity of strategic planning for the development of socio-economic systems The main task of strategic planning is to predict the possible risks of doing business in order to reduce them or minimize the likelihood of their occurrence. First step. . Analysis of the current state of the organization with an objective assessment of its strengths and weaknesses, search for decisions that need to be taken to correct or eliminate factors that impede the organization's profitability in the future. The second stage of strategic planning is the analysis of potential crisis situations and an assessment of the likelihood of their occurrence. At the third stage, a portfolio of alternative action plans in crisis situations is formed. A portfolio of such plans is of great value in terms of increasing the speed of reaction to changes in the external environment, and which can be used to cover misses in the strategy. Thus, one of the advantages of strategic planning is that . that it gives the organization the opportunity to respond before it itself suffers from a crisis
Environmental analysis serves as a tool by which strategists monitor factors external to the organization in order to anticipate potential threats and newly emerging new opportunities. Threats and opportunities can manifest themselves in seven areas of the external environment, and the factors that are analyzed are grouped accordingly. There are the following groups of factors, the study of which allows you to get a complete picture of the emerging trends in the development of the external environment of the organization: 1. Economic (inflation (deflation), tax rate, international balance of payments, employment level, solvency of the enterprise), 2. Political, 3. Market, 4. Technological, 5. Competition factors, 6. Social 7. International factors.
Types of environment There are four main types of environment. 1. A changing environment that is characterized by rapid change. These can be technical innovations, economic changes (changes in inflation), changes in legislation, innovations in competitor policies, etc. Such an unstable environment, which creates great difficulties for management, is inherent in Russian market. 2. Hostile environment created by fierce competition, the struggle for consumers and markets. Such an environment is inherent, for example, in the automotive industry in the United States, Western Europe and Japan.
3. A diverse environment is inherent in global business. A typical example of a global business is McDonald's, which operates in many countries (and therefore is associated with serving numerous customers who speak different languages), with diverse cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, its policy of influencing consumers. 4. Technically difficult environment. In such an environment, electronics, computer technology, and telecommunications are developing, which require complex information and highly qualified service personnel. Strategic management of enterprises in a technically complex environment should be focused on innovation, as products in this case quickly become obsolete. To analyze and forecast the external environment of the organization, PEST -, SNW -, SWOT analysis is used.
PEST analysis is a tool designed to identify the political, economic, social and technological aspects of the external environment that can affect a company's strategy. Politics is studied because it regulates the power, which in turn determines the environment of the company and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST - analysis. The last factor is the technological component. The aim of this study is to identify trends in technological development, which are often the causes of market changes and losses, as well as the emergence of new products. PEST analysis is not common to all organizations, as each of them has its own specific set of key factors. PEST (Policy, Economy, Society, Technology))
PEST - analysis
SNW analysis is an advanced strengths and weaknesses analysis. Strength (strong side), Neutral (neutral side), and Weakness (weak side). In contrast to the analysis of weaknesses and strengths of SNW, the analysis also offers an average market condition (N). The main reason for adding a neutral party is that “often, to win the competition, it may be sufficient to be in a state where a given organization, relative to all its competitors in all but one key positions is in state N, and only one each is in state S. To compile an SNW analysis, you must fill out the following table: SWOT analysis is one of the first stages of strategic planning. The idea of SWOT analysis is as follows: a) making efforts to turn weaknesses into strengths and threats into opportunities; b) developing the strengths of the firm in accordance with its limited capabilities.
Methods of responding to changes in environmental factors In practice, various methods of responding to changes in environmental factors are used. The most common among them are the following approaches: “fighting fire”, or reactive management style. This post-change management approach is still common in many Russian enterprises; expansion of areas of activity, or diversification of production, capital as a means of possible reduction of commercial risk when environmental factors change; improvement of the organizational structure of management to increase its flexibility. In this case, the enterprise can create profit centers, strategic business units and other flexible structures focused on achieving final results; — strategic management. The analysis of the external environment serves as a tool, with the help of which the developers of the strategy control factors external to the organization in order to anticipate potential threats and rebounds. He pozvolyaet opganizatsii cvoevpemenno cppognozipovat poyavlenie ygpoz and vozmozhnoctey, pazpabotat cityatsionnye plany nA clychay vozniknoveniya neppedvidennyx obctoyatelctv, pazpabotat ctpategiyu, kotopaya pozvolit opganizatsii doctignyt tseley and ppevpatit potentsialnye ygpozy in vygodnye vozmozhnocti.
5. Strategic management Currently, scientists distinguish five main stages of strategic management: FIRST STAGE. Determining the scope of activities and developing the mission of the organization. SECOND PHASE. Development of long-term and short-term goals of the organization. THIRD STAGE. Development of a strategy for achieving the goals of the activity. FOURTH STAGE. Implementation of the organization's strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. Since the conditions modern business are extremely dynamic, this process is continuous and is a constantly renewing cycle with intense feedback. In addition, the boundaries between the phases of the cycle are rather conditional.
FIRST STEP. Determining the scope of activities and developing the mission of the organization. Determining the scope of the organization's activities involves: - determining the needs to be satisfied; – identification of consumers; – determining how to meet the needs of specific consumers. That is, it is necessary to answer the question: “What, for whom and how do we produce? “For example, ZAO Metallprom defined its business as follows: “Those who want to win the trust of a client look for a way, those who do not want to look for a reason” Company Mc. Donald's did it this way: "Providing hot, tasty food in a clean restaurant for a reasonable price."
Examples of missions The mission of an organization is a verbally expressed main socially significant functional purpose (role) of an organization in the long term (in addition to making a profit), reflecting the purpose of the business, its philosophy. This term literally means "responsible task, role". The mission helps to define what the company really does, while it focuses on the consumer, not on the product. Therefore, the definition of the mission involves answering the question: “What value can the company bring to consumers, while achieving greater success in the market? » Examples of missions: “Two centuries of tradition – a guarantee of quality” (Foil Rolling Plant, St. Petersburg). “We save your time and money” (Inkombank). "Is not subject to the elements" (Oneximbank).
SECOND PHASE. Development of long-term and short-term goals of the organization's activities After formulating the mission, it is necessary to determine the long-term (3 - 5 years or more) and short-term (1 - 2 years) goals of the organization. There are eight key areas in which the company defines its goals. 1. Market position. Market goals may be gaining leadership in a certain market segment, increasing the company's market share to a certain size. 2. Innovation. Targets in this area are associated with the definition of new ways of doing business: organizing the production of new goods, developing new markets, using new technologies or methods of organizing production. 3. Performance. More efficient is the enterprise that spends less economic resources on the production of a certain amount of products. 4. Resources. The need for all types of resources is determined. 5. Profitability (profitability). These goals can be expressed quantitatively: to achieve a certain level of profit, profitability. 6. Management aspects. It is possible to ensure profit in the long term only through the organization of effective management. 7. Staff. Goals in relation to personnel may be related to the preservation of jobs, ensuring an acceptable level of remuneration, improving working conditions and motivation, etc. 8. Social responsibility. Currently, most Western economists recognize that firms should focus not only on increasing profits, but also on the development of generally recognized values.
The goals of the enterprise must meet the following characteristics: 1. The goals must be specific and measurable. 2. Goals should have a specific planning horizon, that is, determine when the results should be achieved. 3. The goal must be achievable. 4. The goals must be flexible and have room for their adjustment due to unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures that the goals are attainable. 5. The multiple goals of the enterprise should be comparable and mutually supportive.
THIRD STAGE. Strategy formulation Strategy formulation is a management function that consists in formulating the mission of the organization, determining the goals of the activity and creating a strategy. The end product of a strategy formulation is a strategic plan. strategic plan- a document containing the purpose of the organization, its development directions, long-term and short-term tasks and development strategy. The strategy is necessary both for the whole company as a whole and for its individual links - scientific research, sales, marketing, finance, labor resources etc. FOURTH STAGE. Implementation of the organization's strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. The last two stages are considered together, since they do not have clear distinctions. In the process of implementing the strategy, it is constantly evaluated and adjusted. Strategy implementation is not only a function of top management, but a job for the entire management team. All managers act as implementers of the strategy within their powers and responsibilities. The last stage is a bridge that returns the company to the original first points, but at a qualitatively new level.
FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. The last stage is a bridge that returns the company to the original first points, but at a qualitatively new level. Thus, the process of strategic management can be represented as a continuous upward spiral.
Fundamental differences between strategic management and operational management. Strategic management Characteristics Operational management Organization's long-term survival through dynamic balance with the environment Mission, purpose. Production of goods and services in order to generate income from the sale A look outside the organization, the search for new opportunities in the competitive struggle. The object of concentration. Looking inside the organization, looking for ways to use resources more efficiently. Long-term orientation. Accounting for the time factor Orientation to the short and medium term People, information support systems, market. The basis for building a control system. Functions and organized structures, procedures, technique and technology. A look at employees as the basis of the organization, its main value and source of well-being Approach to personnel management. A look at employees as resources of the organization, as performers of individual works and functions. The timeliness and accuracy of the organization's response to environmental changes. Management efficiency criteria. Profitability and rationality of the use of production potential.
Theoretical foundations of strategic management Management levels Characteristics of management levels Competences of managers at various levels Strategic Top managers - a clear definition of the mission; the reaction of managers to all changes within and around the enterprise; development and evaluation of alternatives; creation of infrastructure to improve the work of the company Tactical Middle managers - the formation of tasks for structural divisions; study of deviations from goals; assessment of the validity of decisions; use of information, both external and internal; development of measures to protect enterprises from negative consequences. Operational Managers of the middle and lower levels - providing solutions to specific problems of the functioning of the company.
1. 3. Basic principles of strategic management Strategic management has its own laws that should be taken into account when developing a company's development strategy. The following basic principles stand out: 1. Reasonable and conscious choice of goals and strategy for the development of the organization. Goals must be achievable and consistent. 2. Constant search for new forms and activities aimed at strengthening existing advantages, identifying and strengthening new ones. 3. Ensuring correlation between the organization and the external environment that controls and manages the subsystems of the organization and its elements. 4. Individualization of strategies. Each strategy is unique in the sense that it has features due to the existing composition of personnel, economic potential, culture and other features. 5. Each strategy consists of two parts: planned and random, which appeared under the influence of the external environment. 6. Clear organizational separation of strategic management tasks and operational management tasks
Topic 3. STRATEGIC MANAGEMENT AS A PROCESS OF ACCEPTANCE AND IMPLEMENTATION OF STRATEGIC DECISIONS. . Structure and content of management decisions. Classification of solutions and requirements for them. Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates. Strategic decisions are at the heart of strategic management. Strategic decisions are management decisions that: are future-oriented and lay the foundation for making operational management decisions; are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise; are associated with the attraction of significant resources and can have extremely serious, long-term consequences for the enterprise. Strategic decisions include: reconstruction of the enterprise; introduction of innovations; organizational changes; entering new markets; acquisition, mergers of enterprises, etc. A managerial decision is a volitional, creative action of a management subject. It consists in choosing the best alternative from a set of reasonable options for achieving a specific goal of managing an object.
Strategy of innovative enterprises. Growing industries in the world are microelectronics, communications and communications, biotechnology, computer science and services. Success in growing industries is achieved through innovation (novelties) and offensive strategy. Growing innovative enterprises face two main challenges: How to make innovation cost-effective and recoup its costs? How to protect yourself from followers who, without spending a lot of money on the development of new products, simply copy products after they appear on the market? Leading firms have a common main goal - to maintain a leading position, and they try to achieve it in two possible ways. The first way is an offensive strategy, which is aimed at finding new consumers of the product, expanding the scope or frequency of use of the product. The second way is a defensive strategy aimed at protecting your market, countering the most dangerous competitors, as well as protecting imitators from competitors. This strategy consists of acquiring patents, know-how, innovation, using additional resources and confronting competitors in a price fight.
Building a strategic pyramid In a large, differentiated company, strategies are developed at four different organizational levels: 1. Corporate strategy (strategy for the company and its areas of activity as a whole). 2. Business strategy (for each separate type of company activity). 3. Functional strategy (for each functional area of a certain area of activity). Each area of activity has a production strategy, strategies for marketing, finance, etc. 4. Operational strategy (a narrower strategy for the main structural units: factories, sales regional representatives and departments (within functional areas).
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