Stages of developing a strategy for the social development of the organization. Stages of development and implementation of enterprise strategy. Typical structure of a business plan

At the stage of strategic analysis top management keeps track of the factors most important to the future of the enterprise, called strategic factors.

Strategic factors are the directions of development of the external environment, which, firstly, have a high probability of implementation and, secondly, a high probability of influencing the functioning of the enterprise. The purpose of the analysis of strategic factors is to identify threats and opportunities in the external environment, as well as the strengths and weaknesses of the enterprise (this is the so-called SWOT analysis). A well-conducted management analysis (or business diagnostics of an enterprise's activities), which gives a real assessment of its resources and capabilities, is the starting point for development enterprise strategies... At the same time, strategic management is impossible without a deep understanding of the competitive environment in which the company operates, which implies the implementation of marketing research. It is the emphasis on monitoring and assessing external threats and opportunities in light of the strengths and weaknesses of the enterprise that is the hallmark of strategic management. The next important feature of strategic management is its focus on the future, therefore, it is necessary to clearly define development guidelines: what to strive for, what goals to set. To do this, based on the assessment of strategic factors, the corporate mission and long-term goals of the enterprise are determined.

An effective enterprise strategy should be based on three components, which are the result of strategic analysis:

· Correctly selected long-term goals;

· Deep understanding of the competitive environment;

· Real assessment of the company's own resources and capabilities.

The second stage of strategic management is the formation of alternative directions of enterprise development, their assessment and selection of the best strategic alternative for implementation. At the same time, a special toolkit is used, including quantitative forecasting methods, the development of scenarios for future development, and portfolio analysis.

It should be noted that the process of forming and evaluating alternative options for the development of an enterprise is of independent value for management, since it allows managers to comprehend possible directions of development. This stage should encourage thinking about what can happen in the external environment and what consequences this can lead to for the enterprise. Scenario development, portfolio analysis, and other foresight techniques increase the flexibility of an enterprise's strategy. Moreover, this effect is manifested even when the plan is not fulfilled due to the fact that some of the hypotheses underlying the scenario did not materialize.

Once the overall strategy is formulated, the focus of strategic management shifts to the process its implementation. The strategy is implemented through the development of programs, budgets and procedures, which can be viewed as medium and short term plans for the implementation of the strategy. The most important components of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy. Finally, the results of the implementation of the strategy are evaluated, and with the help of a feedback system, the activities of the enterprise are monitored, during which the previous stages can be adjusted. It should be noted that in reality the process of developing a strategy can be iterative (cyclical). So, the definition and selection of a strategy can occur at the stage of analyzing the external environment. However, the process of assessing the strategy may require additional analysis of the external environment. In addition, over time, the strategy can change, so monitoring and annual adjustment of strategic decisions and plans is necessary.

Planning stages

1. At the first stage of planning, an essential decision is the choice of the goals of the organization.The main overall goal of the organization, i.e. a clearly expressed reason for its existence, denoted as its mission(responsible task, role, assignment). Objectives are developed to fulfill this mission. Missiondetails the status of the organization and provides direction and guidance for setting goals and strategies at various organizational levels.

2. Second stage. The goals of social protection organizations are formed and set based on the organization's mission. Objectivesmust have some characteristics:

1.Specific and measurable goals - for example, to provide support to large families registered in the department (absolute number), for example, the goal of a non-state university is to provide training for specialists at lower costs;

2. orientation in time - when the result should be achieved (long-term - 5 years, medium-term 1-5 years, short-term up to a year);

3. Achievable goals - To serve the organization's effectiveness, goals must be achievable. The goals should be mutually supportive - i.e. action and

decisions needed to achieve one goal should not interfere with the achievement of other organizational goals. If this condition is not met, then the organization may conflict between departments.

3. In the third stage of the strategic planning process , After establishing the mission and goals of the organization, the external environment of the organization is studied.

The external environment is assessed according to three parameters:

1. changes that affect different aspects of the current strategy;

2. what factors pose a threat to the strategy;

3. what factors represent more opportunities for achieving the goal by adjusting the plan.

Mainly they pay attention to such factors as social, economic, political, technological development, the state of the labor market, investments.

Analysis of the external environment- the process by which strategic planners control factors external to the organization to determine opportunities and threats to the organization.

4. Fourth stage. Management survey of organizational strengths and weaknesses - methodical assessment of functional areasorganization, designed to identify its strategic strengths and weaknesses.

The survey involves the study of such internal factors: marketing, financial condition, production, personnel condition, culture of the organization:

1. marketing - market share and competitiveness; offered goods or services; demographic situation; the possibility of promoting new products or services to the market; customer service efficiency; advertising opportunities; for example, two aspects of marketing are important for a non-state university: marketing of educational services and specialists.

2. the current financial condition of the organization must be taken into account in any planning, since the lack of financial reserves can ruin any undertaking. When analyzing the financial condition, the main attention should be paid to the possibility of reducing the cost of production, the degree of dependence of the enterprise on suppliers, the degree of physical and moral wear and tear of equipment.

3. As for organizations in the social sphere, their financial condition is determined by their organizational and legal form. The source of funding for state institutions (which are social services at present) are, first of all, budgetary funds. At the same time, the state establishes certain norms for budgetary financing of the corresponding costs. This means that financial management should be aimed at optimizing costs (choosing the best, optimal option). Therefore, many types of social services are paid. It is also possible to use additional sources of financial resources;

4. production - purposeful activity to create something useful; whether the organization can produce goods or services at a lower price than competitors; whether there is access to new materials and technologies; whether the equipment is modern; production, i.e. the provision of social services is a purposeful activity of all social services;

5. state of personnel - type of employees; the competence of employees and top management; system of rewards; advanced training of employees; performance evaluation;

6. culture - mores, customs, moral and psychological climate. It is the internal culture that forms the image of the organization both among suppliers and consumers, and in the labor market, thereby attracting the necessary employees.

5. Fifth stage. Analysis of strategic alternatives. After an external assessment has been madeenvironment and examined the internal environment of the organization, management can determine the strategy, which, and will follow. The organization faces 4 main strategic alternatives:

1. limited growth - most organizations adhere. The targets are set from those achieved earlier, taking into account inflation. The restricted growth strategy is applied in mature industries with static technology and the organization is satisfied with its position. This is the easiest, most convenient and least risky way of doing things.

2. growth - an annual increase in the level of short-term and long-term goals compared to the level of the previous year. This strategy is applied in fast growing industries with changing technologies. Growth can be internal or external. Internal growth is the expansion of goods or services. External growth - the acquisition of a supplier firm or one firm acquires another;

3. reduction - this strategy is rarely chosen by managers. Goals are set below those achieved in the past. There may be 3 options:

a) liquidation - complete sale of property;

b) cutting off the excess - some divisions are separated;

c) reduction or reorientation - reduction of part of their activities;

combination - the combination of any of the three strategies. This type is usually chosen by large firms.

6. At the sixth stage, the choice of strategy takes place. A strategic alternative is selected that will maximize the long-term effectiveness of the organization, that is, the result.

The choice is influenced by factors:

1. risk - what level of risk is considered acceptable. A high degree of risk can destroy an organization;

2. knowledge of past strategies - often leadership is influenced by past strategies;

3. reaction to owners (if a joint-stock company) - the owners of shares limit the flexibility of the management in choosing an alternative (commercial structures);

4. time factor - a decision can contribute to the success or failure of the organization (the implementation of a good idea at a bad moment can lead to the collapse of the organization).

7. The seventh stage is the implementation of the strategic plan. The plan must be realisticNeed to stop on the main components of formal planning:

1.tactics - short-term strategiesthat are consistent with long-term plans; Characteristics of tactical plans:

a) tactical plans are developed in the development of the strategy;

b) tactics are developed at the level of middle managers;

c) the results of tactical plans appear quickly and relate to specific
actions (the results of the strategy may appear in a few years).

The tactical goal of social work at this stage is to meet the needs of the categories of the population most in need of social protection, taking into account the possibilities of the economy (since currently targeted social policy is being implemented).

politics -provides general guidance for action and decision making that facilitates the achievement of goals. Policy is usually formulated by senior leaders over a long period of time. For example, the policy of providing equal employment opportunities for women; nondisclosure of trade secrets of the organization.

procedures -describes the actions to be taken in a specific situation. If the decision-making situation repeats itself, then management applies a time-tested course of action and develops standardized guidelines for this. Essentially, a procedure is a programmed solution. For example, the procedure for assigning an old-age labor pension.

regulations -are drawn up when management restricts the actions of employees to ensure that specific actions are carried out in specific ways. That is, the rule determines what should be done in a particular single situation. Rules differ from procedures in that they are designed to address a specific and limited issue. The procedure is designed for a situation in which a sequence of several related actions takes place.

Sometimes conflicts arise due to the unwillingness of employees to follow the rules and procedures. In order to avoid a conflict situation, the leader needs to inform subordinates about the goals of the rules, explain why it is necessary to do the work exactly as prescribed by the rules or procedures.

To fulfill the strategic plan implementation management is needed.Consider the management tools that ensure consistency:

A budget is a method of allocating quantified resources to achieve quantified goals.

Management by objectives is a process that consists of 4 interdependent and interrelated stages:

a) the development of clear, concise formulations of goals;

b) development of real plans to achieve them;

c) systematic control, measurement and evaluation of work and results;

d) corrective actions to achieve planned results.

8. Eighth stage. The assessment of the strategic plan is carried out by comparing the results of work with the goals. Assessment should be carried out systematically and continuously. When evaluating the strategic planning process, 5 questions should be answered:

is the strategy internally compatible with the organization's capabilities?

does the strategy involve an acceptable degree of risk?

does the organization have sufficient resources to implement the strategy?

does the strategy take into account external threats and opportunities?

is strategy the best way to leverage an organization's resources?

Evaluation criteria: quantitative (growth in the volume of services, the level of costs); high-quality (the ability to attract highly qualified managers and specialists, expand the scope of services to clients, use opportunities).

After choosing a strategy and developing a plan, management should determine if the organization's structure is conducive to achieving the objectives. Strategy defines the structure. The structure should always reflect the strategy.

Strategic and tactical goals of social work management, the main directions of its development can be set forth in the concept of social work and program-target model of social work management; a social worker can participate in the planning of programs, social policy.

Components of a strategic plan

Strategic audit is a check and assessment of the quality of the work of those departments of the organization in which strategic management is conducted. Such an audit can be either comprehensive, i.e. to affect the stages of the strategic management process, or directed - to affect only part of the process. In addition, the audit can be formalized, i.e. strict adherence to organizational rules and procedures, or informal ones, giving the manager wide freedom in deciding how to evaluate the organization's performance and when to do it.

Enterprise portfolio, or corporate portfolio, is a set of relatively independent business units (strategic business units) belonging to one owner. Portfolio analysis is a tool by which the management of an enterprise identifies and evaluates its economic activities with the aim of investing in the most profitable or promising areas and reducing / stopping investments in ineffective projects, while assessing the relative attractiveness of markets and the competitiveness of the enterprise in each of these markets. It is assumed that the company's portfolio must be balanced, i.e. the correct combination of products that are in need of capital for further development must be ensured with economic units that have a certain surplus of capital.

The purpose of portfolio analysis is to harmonize business strategies and allocate financial resources between the business units of the company. The normal analysis process includes four stages and is carried out as follows.

1. All activities of the enterprise (product range) are divided into strategic business units.

2. The relative competitiveness of individual business units and the development prospects of the respective markets are determined.

3. A strategy for each business unit is developed, and business units with similar strategies are combined into homogeneous groups.

4. Management assesses the strategies of all departments in terms of their alignment with corporate strategy, weighed the profit and resources required by each department using portfolio analysis matrices. At the same time, it is important to emphasize that business portfolio analysis matrices in themselves are not a decision-making tool. They only show the state of the portfolio of businesses, which should be taken into account by management when making a decision.

Differences in portfolio analysis methods are in approaches to assessing the competitive positions of strategic business units and market attractiveness. Two approaches are best known:

The Boston Advisory Group Portfolio Matrix, or BCG Matrix;

Matrix Me Kincey, or "business screen".

BCG matrix.The Boston Matrix is \u200b\u200bbased on a product life cycle model, according to which a product goes through four stages in its development: market entry (“problem” product), growth (“star” product), maturity (“cash cow” ) and recession ("dog" product).

To assess the competitiveness of certain types of business, two criteria are used: the growth rate of the industry market; relative market share.

The market growth rate is defined as the weighted average of the growth rates of various market segments in which the company operates, or is taken equal to the growth rate of the gross national product. An industry growth rate of 10% or more is considered high.

Relative market share is determined by dividing the market share of the business in question by the market share of the largest competitor.

A market share value of 1 separates products — market leaders — from followers. Thus, the division of business types (individual products) into four different groups is carried out (Fig. 18).

Figure: 18 Boston Consulting Group Growth / Market Share Matrix

The BCG matrix is \u200b\u200bbased on two assumptions:

1. A business with a significant market share gains a competitive advantage in terms of production costs as a result of the experience effect. Hence it follows that the largest competitor has the highest profitability when selling at market prices and for him financial flows are maximum.

2. Presence in a growing market means an increased need for financial resources for its development, i.e. renovation and expansion of production, intensive advertising, etc. If the rate of market growth is low, such as a mature market, then the product does not need significant funding.

In the case when both hypotheses are fulfilled, four groups of product markets can be distinguished, corresponding to different priority strategic goals and financial needs:

“Challenges” (fast growth / small share): products in this group can be very promising as the market expands, but requires significant funds to support growth. With regard to this group of products, it is necessary to decide: to increase the market share of these goods or to stop financing them.

The stars (fast growth / high share) are the market leaders. They generate significant profits due to their competitiveness, but also need funding to maintain a high share of a dynamic market.

Cash cows (slow growth / high share): Products that can generate more profit than is necessary to support their growth. They are the main source of funding for diversification and research. The priority strategic goal is “harvesting”.

"Dogs" (slow growth / low share) are products that are at a cost disadvantage and lack growth opportunities. The preservation of such goods is associated with significant financial costs with little chance of improvement. The priority strategy is deinvestment and a modest existence.

Ideally, a balanced product portfolio of an enterprise should include 2-3 products - "cows", 1-2 - "stars", several "problems" as a groundwork for the future and, possibly, a small number of products - "dogs". A surplus of aging products ("dogs") indicates the danger of a recession, even if the current performance of the enterprise is relatively good. A surplus of new products can lead to financial hardship.

The dynamic corporate portfolio includes the following development paths (scenarios) (Fig. 19):

"Product trajectory". By investing in R&D funds received from cash cows, the company enters the market with a fundamentally new product that takes the place of a star.

"Follower trajectory". Funds from cash cows are invested in the “problem” product, the market of which is dominated by the leader. The company adheres to an aggressive strategy of increasing its market share, and the “problem” product turns into a “star”.

"The trajectory of failure." Due to insufficient investment, the star product loses its leading position in the market and becomes a “problem” product.

"The trajectory of mediocrity." The “problem” product fails to increase its market share, and it enters the next stage (“dog” product).

Matrix Me Kincey . This matrix was developed by the consulting group Me Kincey in conjunction with the General Electric Corporation and is called the "business screen" (Fig. 20). It includes nine squares and is based on an assessment of the long-term attractiveness of the industry and the competitiveness of the strategic business unit.

The factors that determine the attractiveness of the industry and the position of the business in individual markets are different. Thus, the main criteria for attractiveness can be market size, growth rate, level of competition, market sensitivity to price. Business competitiveness can be assessed using criteria such as the firm's market share; the effectiveness of the marketing system, the level of costs, potential, etc. Therefore, when analyzing each market, one should single out the factors that characterize it and evaluate their level (low, medium or high).

Invest to hold a positionand follow the development of the market;

Invest in order improvementsthe position taken, moving to the right along the matrix, in the direction of increasing competitiveness;

Invest to restore the lost position.This strategy is difficult to implement if the market attractiveness is weak or moderate;

reduce investmentwith the intention of "harvesting", for example by selling a business;

Deinvest and leave the market (or market segment) with low attractiveness, where the company cannot achieve a significant competitive advantage.

The Me Kincey matrix has common shortcomings in portfolio analysis methods. Among them:

Difficulties in accounting for the boundaries and scale of the market, a large number of criteria;

Subjectivity of assessments;

The static nature of the model;

At the same time, this matrix is \u200b\u200bmore perfect, since it considers a significantly large number of factors. Therefore, it does not lead to such simplistic conclusions as the Boston Matrix.

The advantages and disadvantages of strategic planning

Benefits

disadvantages

1. A high degree of validity of planned indicators and the likelihood of the implementation of planned events; 2. Provides the top management of the organization with the means to create a long-term plan; 3. Provides a basis for decision making; 4. Promotes risk reduction when making decisions; 5. Ensures the integration of the goals of all structural units and executors of the organization.

1. Strategic planning does not provide a detailed description of the picture of the future; 2. Does not have a clear algorithm for drawing up and implementing the plan; 3. The process of strategic planning for its implementation requires a significant investment of resources and time in comparison with traditional long-term planning; 4. The negative consequences of mistakes in strategic planning are much more serious than in the traditional, forward-looking. 5. Strategic planning should be complemented by mechanisms for implementing the strategic plan.

Dmitry Sirotkin, IKF "ALT"

The article discusses a number of methodological issues that arise at different stages of developing a company's strategy. The emphasis is on generalizing the practice of projects for the development of the strategy of the consulting company "ALT", and not on the presentation of general theoretical approaches to the development of the organization's strategy.

Considering approaches to the development of an organization's strategy, we rely on examples from the practice of various organizations - both industry holdings and companies from the non-production sphere. This allows you to make an overview of the main features of the process of developing an enterprise development strategy that are common to enterprises from different industries. Industry specificity should be reflected in the objectives and substantive issues that are worked out at each stage of the strategic process in a particular organization.

When they talk about a strategic development plan, it is assumed that the company will not only continue to carry out operational activities, but will precisely develop, that is, carry out qualitative changes in its activities. For example: an equipment manufacturing company is developing a service network; the distribution company is actively developing the logistics business; a successfully operating restaurant is being replicated as a network project. As a rule, strategic decisions are driven by active changes in the industry market.

It is important that these changes take place in a controlled manner. Continuing with the restaurant chain example, you need to plan how many restaurants will open during the strategy implementation period, what financial and human resources will be required, etc.

It is most advisable to start developing a strategy if there are external or internal incentives for the further development of the company. Suppose that the owner decided not to create a network anyway, but simply to keep the restaurant in good condition and continue to make a profit. In this case, there is no need to develop a firm's strategy, it is enough to prepare a mid-term financial plan. But if a couple of competing restaurants open nearby, then this modest goal of the owner will turn into a difficult strategic task, which is unlikely to be solved without any qualitative changes.

The specifics of developing a strategy for companies that are part of the holding

Unfortunately, there is no unambiguous scheme for the distribution of functions between the subsidiary and parent companies of the holding when developing a strategy. The range of options is wide and depends primarily on the holding's management model. For example, if the functions of purchases and sales are moved to the parent company, then the subsidiary may simply not need a separate strategy.

It should be noted that usually the parent company of an industry holding is more deeply involved in the development of the daughter's strategy than the parent company of a diversified holding.

Typically, the parent undertakes the following functions when developing the subsidiary's strategy:

• General development methodology and typical structure of strategy description. This ensures comparability of the strategies of subsidiaries and simplifies the task of converting these strategies into an overall corporate strategy
• Setting a number of target indicators that the developed strategy should provide. Depending on the priorities of the holding, such indicators may be a certain level of profitability, growth in market share or revenue, return on investment, etc.
• Coordination and approval of the subsidiary's strategy.

In practice, the role of the parent holding company is usually contradictory. On the one hand, it actively encourages "daughters" to break away from immersion in operational activities and attend to their strategic future. On the other hand, many Russian parent companies are characterized by such manifestations as hyper-control and interference in the implementation of the strategic plan of the subsidiary. Hypercontrol is expressed in monitoring a large number of indicators, which leads to chronic underperformance of the strategic plan and demotivation of the subsidiary's management. Intervention is most often manifested in the decision of the parent company to suspend the implementation of the investment project included in the strategic plan and to use these investment resources for other purposes. These potential complexities must be considered and discussed in advance when developing an enterprise development strategy.

The main stages of strategy development

Depending on the complexity and scale of the company's business, the development format and the size of the description of the prepared strategy can vary significantly. For example, a strategy for developing a small entrepreneurial company is often worked out in a one-day or two-day strategy session. And the strategy of a large corporation is usually developed over several months with the active involvement of strategic consultants. The key stages of developing an enterprise development strategy, as a rule, remain the same (see diagram 1).

Figure 1 - Key Steps to Develop an Organizational Strategy

Objectives and strategic issues

The first question that arises even before the formulation of strategic goals is for whom this is done in the first place - for themselves or for an external user (investor, parent company of the holding, etc.). The content of the strategy itself should not change from this, but the emphasis in the preparation and presentation of the strategy may differ significantly. In the strategy for the investor, the description of the strategy should be closer to the format of the business plan: detailed and well-structured strategic analysis, detailed justification and calculation of the required investments, etc. At the same time, in the "strategy for oneself" a significant part of analytical information well-known in the company and detailed economic calculations can be omitted or written in thesis.

Usually two or three goals are formulated, which clearly set priorities in the company's strategic actions. Our experience shows that you should not strive to develop complete formulations of goals from the very beginning. Moreover, different types of goals should be distinguished: if objectives-criteria (for example, reaching a turnover of $ 100 million in five years) it can be useful to establish initially and, based on them, select suitable means of achieving them, then action goals (for example, creating your own distribution network in a certain territory) is more logical to take after conducting a strategic analysis and choosing a specific strategic alternative. Otherwise, you have to face a situation when at the end of the strategic process everyone understands the unviability of the goals officially approved at the start, but it seems to be inconvenient to adjust them.

Who sets goals? Answers from different companies vary from “owner” to “all employees of the company” and depend on the management system and corporate culture. It is advisable to embed the formulation of goals in the company's procedure for making key management decisions.

It is important to avoid double standards and cornered. For example, we are faced with a situation when the parent company of an industry holding company has issued a directive to its subsidiaries as one of the goals of the regulatory level of profitability, which is clearly overestimated for the industry. The companies driven into a corner in response "rolled out" an investment program for the modernization of production for a very round sum. As a result, funds for modernization were consistently lacking, the profitability indicator was not achieved, but formally, when developing the company's strategy, everything was done correctly.

Our experience shows that the most important prerequisites for formulating development goals are often the so-called strategic issues. Such questions are sometimes almost childish in nature and relate either to threats (for example, "is our design bureau capable of developing competitive products of the next generation?"), Or the company's development opportunities (for example, "what prevents us from turning from a regional player into a national one?").

However, it is not the strategic questions themselves that are of primary value, but the strategic answers to them. For example, we can come to a difficult but honest answer that our designers will not be able to develop a sample of a new product on which we rely on, and we need to order engineering on the side. Or that in order to become a national player, we cannot do without attracting a serious investor. What is valuable here is that before that such strategic decisions were often not considered at all.

Strategic analysis

Our strategic plans and decisions should, wherever possible, be based on sound facts, trends and forecasts. Ideally, a strategic plan could be created simply by translating the main findings of the strategic analysis into a strategic action format. Unfortunately, in practice, this is often not the case.

Typically, strategic analysis involves working out a number of blocks (see Chart 2).

Figure 2 - Logic and stages of strategic analysis

In practice, a typical situation with the elaboration of such blocks is as follows:

• Analysis of the external environment contains a large amount of various information, from which, however, it is difficult to draw unambiguous conclusions about what we should do
• The analysis of the internal environment is of a stating nature; from it it is difficult to understand what exactly in the company forms the basis of competitiveness, and what requires priority changes
• The forecasts are either too formal (for example, based on the trend method), or too generalized (for example, within five years, our product consumption is expected to grow by 30-100%)

Let's try to figure out what hinders the qualitative study of each of the main blocks of stratanalysis.

IN analysis of the external environmentoften, either the collector's method prevails (a variety of unprocessed information about the market from various sources is brought together in one place), or the formal systematic method (the capacity of the market and all its segments is systematically evaluated, competitors and consumers are described, etc.). Such materials may look very impressive, but do not contain sufficient information to make informed decisions.

Both of these methods are varieties of the frontal approach, in which we conduct analysis for our company in much the same way as for a competitor. Whereas the target approach is focused on in-depth study of issues that have the greatest strategic importance specifically for our company.

The benefits of a targeted approach for practitioners are clear enough. Why do marketing analysts of companies tend to avoid it?

• Many analysts prefer not to take responsibility for their own conclusions and results of secondary analysis, but simply provide “impersonal” facts, estimates and calculations.
• The leader does not clearly and in detail set a task for them, without explaining the certainty in which issues the results of the analysis of the external environment should provide

The key problem in analysis of the internal environment - the objective difficulty to give an unbiased assessment of the advantages and disadvantages of organizing a business in your own company. As an effective method to overcome this problem, we can recommend using benchmarking... Comparison of the main performance indicators and organization of business processes in you and other market participants will allow you to objectify the company's self-assessment and look at yourself in a new way. In industry holdings, it is easier to start by comparing the relevant information on subsidiaries, then supplementing it with data on the strongest competitors.

Preparing sound forecastsIs the hardest part of strategic analysis. The combination of the use of several forecasting methods contributes to the successful solution of this problem.

In terms of application, the following should be noted:

• Often, when preparing forecasts, the importance of external sources and experts is overestimated and the importance of internal experts is underestimated. Involvement of top managers and specialized specialists of the company often leads to the development of a very thoughtful and balanced forecast
• Forecasts for some types of business significantly depend on changes in a number of external uncontrollable parameters (for example, the exchange rate of currencies, government tariffs, duties, etc.). For such types of business, the use of scenario planning is especially relevant, when for several most likely scenarios of changes in the external environment, separate forecasts for this business are prepared.
• In practice, the task of strategic analysis is not a clearly localized stage of strategy development. Questions requiring additional analytical study arise throughout the strategy development process.

Strategic alternatives

Strategic alternatives describe substantially different options for a company's development. The presence of interesting and truly competitive strategic alternatives broadens the vision of development prospects and makes the choice of the final path of the company's development more conscious.

Practitioners are often overly skeptical about the need for this stage of strategy development, since they clearly see only one development option based on the previous logic of the company's development. The approach to what to do in such a situation can be different. If behind this is the conservatism of the team, which is accustomed to moving along the rolled track, it is necessary to insist on the development of stratal alternatives. If this position is based on the experience of a dynamic team that has managed to analyze and try a whole range of ideas and development projects, then we can assume that they have already done the work on preparing alternatives.

Usually, each of the alternatives is based on one of the company's large-scale development ideas. There are not many such ideas, therefore, as a rule, there are two or three alternatives. The value of working out alternatives lies in the fact that we expand the logic of the implementation of this development idea to more specific issues (which competencies are most important, how we position ourselves in the market, what we invest in, etc.).

When working out alternatives, such a moment as the comparability of alternatives is of great importance, this will then allow a rational choice of one of them. To do this, first of all, it is necessary to digitize, at least in an enlarged manner, the alternatives according to the same set of the most significant indicators at the end of the strategic planning period (revenue, profit, investment volume, etc.). Moreover, from the fact that one of the alternatives is leading in terms of these indicators, it does not automatically follow that it should be chosen. In some cases, risk analysis (tight project deadlines, lack of required competencies, etc.) leads to the conclusion that it is better to choose a less profitable, but more reliable or close to the company alternative.

Strategic plan

On the basis of the chosen alternative, a strategic plan is prescribed, the key components of which are a strategic development concept and a program of measures to implement the strategy. The strategic concept laconically describes the logic and development objectives and the main activities for their implementation.

As a rule, at the stage of choosing an alternative, a number of ideas and development projects are of a fairly general nature. Therefore, at the stage of developing a strategic plan, they should be worked out in more detail. The formation of working groups to study each of the development projects can be a successful method for solving this problem. This allows not only to reduce the time frame for work, but also to involve the main part of middle managers, and even promising employees, in developing a strategy. An additional effect is often also the positive attitude of the members of the working groups to the solution of new tasks that arise at the stage of strategy implementation. As a result of the elaboration of each development project, sometimes not only the content and timing of the required activities are specified, but also the tasks at the junctions of the projects are identified, without the solution of which each of the related projects will be difficult to implement.

Preparing a program of measures to implement the strategy is not a difficult task for practitioners. Nevertheless, it is worth noting the importance of establishing personal responsibility for the implementation of each of the activities on time, as well as the need to carefully coordinate the timing of all activities. This will make the program really realizable.

Our experience has shown that at the stage of preparing a strategic plan, it is worth not sparing additional time to develop functional strategies for the main divisions of the company. When functional strategies are developed in close connection with the task of ensuring the implementation of the strategy, they become coherent, logical and well aligned with the functional strategies of other departments.

What indicators should be used to monitor the implementation of the strategy? Usually, the implementation of the strategy is monitored by the main financial indicators laid down in the strategic plan. On the one hand, these are exactly the indicators that interest the owners. On the other hand, in practice it often turns out that the achievement (or non-achievement) of such indicators is influenced not only by the implementation of the strategy, but also by certain external factors. As a result, it may turn out that the team did everything to implement the strategy, but formally it “flunked”, and vice versa, the strategic plan could fail, but formally the indicators turn out to be in order. Apparently, such a system is not very motivating for the full implementation of the strategy.

It seems more logical to monitor both the implementation of the key quantitative and time indicators of the strategy (for example, the number of points of sale entered in a year or the timing of the commissioning of a new shop), and the implementation of financial indicators. And above all, monitor key non-financial indicators of the strategy implementation. If they are met, but the financial indicators are not, then it is necessary to analyze what exactly this is connected with.

INTRODUCTION

CHAPTER 1. THEORETICAL ASPECTS AND IMPORTANCE OF IMPLEMENTING THE GROWTH STRATEGY FOR ENTERPRISES

1.1 Essence, meaning and types of strategies

2 Principles and steps for developing an organization's strategy

1.3 Development strategy as an effective direction for the development of a public catering enterprise

CHAPTER 2. ANALYSIS OF THE STRATEGY OF THE ENTERPRISE "SKOVORODKA" SP MAKSIMOVICH EG

1 Technical and economic characteristics of the enterprise

2.2 SWOT-analysis of the Pancake Pancake activity

2.3 Assessment of the state of the enterprise development strategy

CHAPTER 3. DEVELOPMENT OF MEASURES FOR IMPLEMENTATION OF THE ENTERPRISE DEVELOPMENT STRATEGY

3.2 Improving the personnel policy of the enterprise

3.3 Assessment of the economic efficiency of the proposed measures

CONCLUSION

LIST OF USED SOURCES

INTRODUCTION

In today's world, the key to the success of an organization in the marketplace is its strategy. The concept of "strategy" became one of the management terms in the 50s, when the problem of reaction to unexpected changes in the external environment acquired great importance. In essence, a strategy is a set of decision-making rules by which an organization is guided in its activities.

A strategy is a detailed, comprehensive, comprehensive plan designed to ensure that the organization's mission and objectives are achieved. Most of the strategy is formulated and developed by senior management, but its implementation involves the participation of all levels of management.

The strategic plan should be developed from the perspective of the entire corporation rather than a specific individual. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, a firm must continually collect and analyze a wealth of information about the industry, market, competition, and other factors.

The strategic plan gives the firm certainty, individuality, which allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. This plan opens up a perspective for the organization that guides its people, attracts new employees, and helps sell products or services.

In determining the firm's strategy, management is faced with three main questions related to the position of the firm in the market: what business to stop; what business to continue; which business to go to. At the same time, attention is focused on: what the organization does and what does not; which is more important and less important in the activities carried out by the organization. The definition of a strategy for a firm fundamentally depends on the specific situation in which it finds itself. In particular, this concerns how the firm's management perceives various market opportunities, what strengths of its potential the firm intends to use, what traditions in the field of strategic decisions exist in the firm, etc. In fact, we can say that as many firms exist, there are as many specific strategies. However, this does not mean in any way that it is impossible to carry out a certain classification of control strategies. An enterprise management system based on strategic planning, supplemented by a mechanism for coordinating current decisions - tactical and operational - with strategic ones, as well as a mechanism for adjusting and monitoring strategy implementation, is called a strategic management system. In terms of content, the strategy of an enterprise should cover decisions in the field of the structure and volumes of production, the behavior of the enterprise in the markets for goods and factors, strategic aspects of intrafirm management, etc. The upper level consists of the following eight relatively independent directions (types) of strategy.

This topic is very relevant, since the importance of developing strategic plans for the growth and development of organizations is the key to their effective functioning in the market and maintaining competitiveness. The development of market relations in modern Russia, with all its relevance, raised the question of the implementation of strategic planning at all levels of economic activity in our country. Moreover, strategic planning is recognized as one of the main directions of management activities of managerial specialists.

The purpose of writing this work is to develop measures for the effective implementation of a growth strategy using the example of a specific organization. In accordance with the set goal, the following tasks are distinguished in the work:

study the theoretical foundations and the importance of implementing a growth strategy for enterprises, namely the essence, meaning and types of strategies, principles and stages of developing an organization's strategy, a growth strategy as an effective direction of enterprise development.

to analyze the strategic activity of the enterprise IP Maksimovich E.G. (pancake "Frying pan") as well as the effectiveness of the applied strategy.

The object of study of this work is a public catering enterprise IP Maksimovich E.G. pancake "Frying pan". The subject of the research is the strategy of this enterprise.

The methodological basis of this work was the work of domestic and foreign scientists on the topic under consideration. In the process of work, the literature of both foreign and domestic authors was used, such as: Blundel R., Mescon M.Kh., Albert M., Khedouri F., Zhigalov V.T., Shalygina N.P., Sharkov F I. I., Zhigalov V.T., aksimtsev M.M., Pocheptsov Odnoral N. other. Special attention was paid to their theories and practical examples, which helped to substantiate the relevance of the topic and determine the main goal and objectives of this work.

This work consists of an introduction, three chapters and a conclusion. The first chapter examines the theoretical foundations and implications of implementing a growth strategy for enterprises. The second chapter analyzes the strategic management in the pancake "Skovorodka". The third chapter is devoted to the development of proposals for improving strategic management and application of the development strategy for the pancake "Skovorodka".

CHAPTER 1. THEORETICAL ASPECTS AND IMPORTANCE OF IMPLEMENTING THE GROWTH STRATEGY FOR ENTERPRISES

.1 Essence, meaning and types of strategies

The word "strategy" is of Greek origin and means "the art of deploying troops in battle." But over the past 30 years, it has become widely used by specialists in the field of management, management theory and practice, and has become a generally recognized concept. A strategy, as a rule, is understood as a set of rules by which an organization is guided when making management decisions.

At the same time, the strategy is also considered as a general comprehensive plan for the development of the organization, ensuring the implementation of the mission and the achievement of the strategic goals of the organization.

The strategy is formed on the basis of strategic goals, it offers the main methods of achieving them in such a way that the organization has acquired a single direction of action. Thus, the strategy determines the boundaries of possible actions of the organization and the management decisions taken depending on the specific conditions of production and economic activity.

In practice, speaking of strategy, company leaders often mean activities aimed at changing the competitiveness of products (services provided) and / or modifying business goals that are followed by the company's management personnel. However, this understanding of strategy is focused on operational activities associated with a temporary improvement in the company's market position.

In a broader sense, strategy is the long-term management “rules of the game” aimed at satisfying the needs of consumers better than other competitors; strengthen the company's position in the selected market segment due to the growth of the organization's image; successfully compete in terms of assortment and quality, prices and service in their industry; to achieve good performance of business functions (internal efficiency, quality and timeliness of work, good manageability of the organization).

Thus, strategies need to be developed to:

effectively formulate the conditions for the implementation of the company's business;

to interconnect the necessary actions and decisions of managers and all personnel, to give all production and management processes a general focus, to create a single action plan for the entire company.

Fig. 1. Components of the strategy

It should be borne in mind that in order to achieve the same strategic goals and objectives, several strategies can be developed, the choice of which is carried out depending on the conditions of the external environment: market conditions, competition, political and social events, etc.

In many respects, the strategy is determined by the internal strategic potential of the organization and the characteristics of the strategic vision of top management. “The strategy allows the leader to manage the company's business for a long time. The development and implementation of the company's strategy is a common business of management and employees. "

With a change in the state of the environment, a change in the leadership of the organization, other changes in the internal and external environment, there is a transition from one strategy to another.

Thus, the organization's strategy is a general program for the development of the organization, which determines the priorities of strategic tasks, methods of attracting and allocating resources and the sequence of steps to achieve strategic goals and is most consistent with the current state of the internal and external environment.

The main task in the strategy is to transfer the organization from its present state to the future state desired by the management. Real strategies are based on goals and objectives that specify the mission of the organization.

They provide an action plan or guide for the organization to ensure its strategic development. When talking about a firm's strategy, it must be borne in mind that, on the one hand, the strategy is deterministic, i.e. clearly planned, and on the other hand, stochastic, i.e. formed under the influence of random factors. The prevalence of one or another component in the final strategy of the company depends on the level of instability of the environment of the company's functioning. The higher the instability of the external environment, the more random creative approach of managers to assess the situation in the company's strategy.

The strategy as such is necessary both for the entire company as a whole and for its individual connecting links - research, sales, marketing, finance, human resources, etc. The general strategy of the company is based initially on the model of the company's behavior and new ideas proposed by managers.

When forming a strategy from many feasible options, the manager acts as an indicator that reacts in a certain way to changes in the market, seeks new opportunities and is a kind of synthesizer of different trends and approaches taken at different times and in different divisions of the company.

The main components of the enterprise strategy are clearly presented in Figure 2 below.

Fig. 2. The main components of the company's strategy

In defining the firm's strategy, management is faced with three main questions related to the position of the firm in the market:

what business to stop;

what business to continue;

which business to go to.

At the same time, attention is focused on:

what the organization does and does not do;

what is more important and what is less important in the activities of the firm.

The organization's strategy is constantly evolving. Naturally, the strategy development process is always sensitive and the often unpredictable nature of competition, promising ups and downs in prices, reshuffles among major industrial competitors, new regulations, lowering or expanding trade barriers, and an infinite number of other events can make the strategy obsolete.

The company's strategy should always combine a planned and thoughtful line of conduct. ...

The classification of the strategy according to the levels of the management hierarchy identifies the signs by which strategies can be classified in order to better understand the essence of this complex and multifaceted concept.

Table 1 contains the types of strategic actions that correspond to each of the four levels of strategy development.

Table 1 Strategy development by hierarchy levels

Strategy level Responsible persons Activities specific to each level Corporate strategy Senior executives, other key managers (decisions are usually made by the board of directors) Creation and management of a highly productive business portfolio of corporate divisions (acquisition of companies, strengthening existing business positions, termination of activities that do not correspond to management plans). Achieve synergy among related business units and turn it into a competitive advantage. Setting investment priorities and directing corporate resources to the most attractive areas of activity Business strategy CEOs, heads of departments (decisions are made by corporate management or the board of directors) Development of measures aimed at strengthening competitiveness and maintaining competitive advantages. Formation of a mechanism for responding to external changes. Consolidation of strategic actions of the main functional units. Efforts to address specific issues and problems of the company Functional strategy Middle managers (decisions are made by the head of departments) Actions to support the business strategy and achieve the goals of the department. Review, revise and consolidate field managers' proposals Operational strategy Field managers (decisions made by functional managers) Actions to address highly specialized issues and problems related to the achievement of unit objectives.

From the point of view of the management hierarchy, strategies can be divided into the following types:

Corporate strategy (strategy for the company and all its areas).

Business strategy (for each individual type of company activity).

Functional strategy (for each functional area of \u200b\u200ba certain field of activity). Each line of business has a production strategy, marketing strategy, finance, etc.

Operational or linear strategy (narrower strategy for the main structural units: factories, sales regional representatives and departments).

Most organizations lack a corporate strategy because it is inherent in large firms, which tend to have several divisions.

A basic, business strategy is formulated on the basis of the corporate mission and then subdivided into functional strategies according to the different departments or functions of the company.

Paying due attention to the functional strategy, it is possible to more effectively influence both the size of the contribution of this or that functional unit to the common cause, and the amount of costs for financing this unit.

Nowadays, the concept of functional strategy has acquired a special meaning, since it reflects the penetration of strategic thinking into the level of management that until recently was under direct control and was dominated by rules and regulations rigidly determined by the corporate mission.

The expansion of strategic decision-making to lower functional levels is helping to create a completely new approach to business within the company and broaden the choice of executive appointments that now also require business knowledge. Developing a functional strategy involves finding the right behavior within a given function.

Thus, the functional strategy is reduced to such an orientation of a particular functional unit (department) in accordance with the general business strategy, which each employee related to it perceives as a logical continuation of his activities. Aligning functions such as human resources and electronic data processing with the overall business strategy has traditionally been difficult, while for other functions it is much easier to do so.

As for the portfolio strategy, in its most general form, it is associated with the following points:

) acquisitions in new industries;

) strengthening existing units through acquisitions;

) gradual exit from unwanted industries;

) sale of units that can integrate into structures that are more suitable for them;

) allocation of resources in the form of capital and costs;

) creating confidence that the divisions are objects of strategic management;

) taking advantage of the synergy effect between the enterprises in the portfolio.

As the need for effective competition became increasingly evident, the focus of strategic management has shifted from the portfolio to the enterprise level.

The problems of enterprise management are of a different nature, and a strategy aimed at creating a competitive advantage allows achieving goals.

The goal of a business strategy is to achieve a long-term competitive advantage that will provide the company with high profitability. Strategy is a generalized model of actions required to achieve the set goals by coordinating and allocating company resources.

The strategy development process includes:

1. definition of the corporate mission;

2) specifying the vision of the corporation and setting goals;

)formulation and implementation of the strategy.

The art of strategy lies in the fact that the results of mental work are embodied in concrete actions, which at the stage of implementation of ideas would allow achieving high efficiency.

Functional strategies are essential for the appropriate allocation of resources to departments and services in a company. It is important to subdivide portfolio strategy into a set of business strategies and then into functional strategies, since the actual inflow of resources usually occurs at the functional level.

The main management functions are development, production, marketing and administration. Each of the functions is entrusted to a number of specialized departments such as information department, human resources department or electronic data processing department.

Dealing with strategy issues is often challenging because what is considered a means to an end at a higher level of government turns out to be an end at relatively low levels.

This phenomenon can be called a hierarchical structure of strategy; it follows, for example, that if the company has set goals and developed strategies at the level of the portfolio as a whole, then for the enterprises included in the portfolio, these strategies appear as goals.

Enterprises, in turn, develop their strategies. The latter for each of the services of a particular enterprise act as a set of goals.In accordance with current practice, the development of a strategy is usually followed by an organizational development phase, within which measures are taken to improve the state of affairs in the organization, increase its competitiveness and readiness for further development.

There are three main approaches to developing a firm's strategy.

The first approach is associated with leadership in minimizing production costs. This type of strategy is associated with the fact that the company achieves the lowest costs of production and sale of its products. As a result, it can achieve a greater market share due to lower prices for similar products. Firms implementing this type of strategy must have good manufacturing and supply organization, good technology and engineering base, and a good product distribution system. In order to achieve the lowest costs, everything that is associated with the cost of production, with its reduction, must be carried out at a high level of performance.

The second approach to strategy development is associated with specialization in the production of products. In this case, the firm must carry out highly specialized production and quality marketing in order to become a leader in its field.

This leads to the fact that buyers choose the products of this company, even if the price is high enough. Firms implementing this type of strategy must have a high R&D potential, great designers, an excellent product quality assurance system, and a well-developed marketing system.

The third approach refers to fixing a specific market segment and focusing the firm's efforts on the selected market segment. In this case, the company thoroughly finds out the needs of a certain market segment for a certain type of product.

In this case, the company may seek to reduce costs or pursue a policy of specialization in the production of the product. However, what is absolutely obligatory for the implementation of a strategy of the third type is that the firm should base its activities primarily on the analysis of the needs of customers of a certain market segment.

.2 Principles and steps for developing an organization's strategy

The development of the organization's strategy is based on the principles of a new management paradigm - the system of strategic management.

Some of the core of these principles that inform the preparation and making of strategic decisions in the strategy development process include:

1.Consideration of an enterprise as an open socio-economic system capable of self-organization. This principle of strategic management lies in the fact that when developing a strategy, an enterprise is considered as a certain system, completely open for active interaction with environmental factors.

Fig. 3 Features of small businesses

In the process of such interaction, an enterprise has the property of acquiring an appropriate spatial, temporal or functional structure without specific external influence in a market economy, which is considered as its ability to self-organize.

The openness of an enterprise as a socio-economic system and its ability to self-organize make it possible to provide a qualitatively new level of formation of its investment strategy.

.Taking into account the basic strategies of the company's operating activities. As part of the general strategy of economic development of the enterprise, which primarily ensures the development of operating activities, the investment strategy is subordinate in relation to it. Therefore, it must be consistent with the strategic goals and directions of the enterprise's operations.

At the same time, the strategy itself has a significant impact on the formation of the strategic development of the company's operating activities. This is due to the fact that the main goals of the operating strategy - ensuring high rates of product sales, increasing operating profit and increasing the competitive position of the enterprise are associated with the development trends of the corresponding product market (consumer or factors of production).

If the development trends of the commodity and investment markets (in those segments where the enterprise carries out its economic activities) do not coincide, a situation may arise when the strategic development goals of the enterprise's operating activities cannot be realized due to investment restrictions. In this case, the operating strategy of the enterprise is adjusted accordingly.

All the variety of operating strategies, the implementation of which is designed to ensure the activities of the enterprise, can be reduced to the following basic types:

Limited growth. This type of operating strategy is used by enterprises with a stable product mix and production technologies that are not affected by technological progress. The choice of such a strategy is possible in conditions of relatively weak fluctuations in the conjuncture of the commodity market and a stable competitive position of the enterprise. Accordingly, the strategy of the enterprise in these conditions is aimed primarily at the effective provision of reproduction processes and the growth of assets, ensuring a limited increase in the volume of production and sales of products. In this case, strategic changes in activities are minimized.

Accelerated growth. This type of operating strategy is usually chosen by enterprises that are in the early stages of their life cycle, as well as in dynamically developing industries under the influence of technological progress.

Shrinking (or shrinking). This operating strategy is most often chosen by enterprises in the last stages of their life cycle, as well as in the stage of financial crisis.

It is based on the principle of "cutting off the excess", which provides for a reduction in the volume and range of products, withdrawal from certain market segments, etc.

Combination (or combination). This operational strategy of the enterprise integrates the various types of private strategies of strategic economic zones or strategic economic centers considered. Such a strategy is typical for the largest enterprises (organizations) with a wide industrial and regional diversification of operating activities.

The predominant orientation to the entrepreneurial style of strategic management of activities, the behavior of the enterprise in a strategic perspective is characterized by an incremental or entrepreneurial style. The basis of the incremental style of behavior is the setting of strategic goals from the achieved level of activity with minimization of the alternatives of strategic decisions made.

Cardinal changes in directions and forms of activity are carried out only as a response to changes in the operating strategy of the enterprise. This style of behavior is usually typical for enterprises that have reached the stage of maturity in their life cycle.

The basis of the entrepreneurial style of behavior is an active search for effective solutions in all areas and forms of investment activities, as well as at various stages. This style of behavior is associated with the constant transformation of directions, forms and methods of carrying out activities all the way to achieving the set strategic goals, taking into account the changing environmental factors.

4. Ensuring a combination of prospective, current and operational management of activities. The concept of strategic management provides that the developed strategy of the enterprise receives its further concretization in the process of current management of activities by forming the program (portfolio) of the enterprise.

In contrast to the strategy, the formation of the program is a medium-term management process carried out within the framework of strategic decisions and the current capabilities of the enterprise.

In turn, the process of current management of activities receives the most detailed completion in the operational management of the implementation of real projects and the restructuring of the portfolio of financial instruments.

5. Ensuring the adaptability of the strategy to changes in environmental factors. This adaptability is realized in the system of the general situational approach to the forthcoming activities of the enterprise, determined by the paradigm of strategic management.

The essence of this fundamental approach is that all forthcoming strategic changes in the activities of the enterprise - its directions, forms, methods of planning and control, the organizational structure of management and culture, etc. - is its predictable or operational response to the corresponding changes in various environmental factors.

Providing an alternative strategic choice. Strategic decisions should be based on an active search for alternative options for directions, forms and methods of carrying out activities, choosing the best of them, building on this basis a general strategy and forming mechanisms for its effective implementation.

Alternativeity is the most important distinguishing feature of the entire system of strategic enterprise management and is associated with all the main elements of strategic choice - goals, policies for certain aspects of activities, sources of resource formation, style, etc.

Ensuring the continuous use of the results of technological progress in activities, forming an investment strategy, it should be borne in mind that investment activity is the main mechanism for introducing technological innovations that ensure the growth of the company's competitive position in the market.

Taking into account the level of risk in the process of making strategic decisions. First of all, this is due to the choice of directions and forms of investment activity, the formation of resources, the introduction of new organizational structures of management.

The level of risk increases especially strongly during periods of interest rate fluctuations and rising inflation. Due to the different mentality of behavior in relation to the level of acceptable risk at each enterprise in the process of developing a strategy, this parameter should be set differentially.

9.Focus on the professional staff of managers in the process of implementing the strategy. Whatever specialists are involved in the development of individual parameters of the enterprise strategy, trained specialists should ensure its implementation. These managers should be familiar with the basic principles of strategic management, the mechanism for managing real projects and a portfolio of financial investments, and master the methods of strategic controlling.

.Providing the developed enterprise strategy with the appropriate organizational management structures and the principles of organizational culture.

The envisaged strategic changes in the field of organizational structure and organizational culture should be an integral part of the strategy parameters that ensure its feasibility.

Development of an enterprise strategy involves the following stages:

) determination of the period of strategy formation;

1. selection of strategic goals of the firm;
2. determination of directions of strategic activities and sources of their financing;
3. concretization of strategic programs (projects) and terms;
4. evaluation of the developed strategy;
5. revision of the strategy depending on changes in external conditions and the state of the internal environment of the enterprise.

The duration of the first stage depends on the general state of the economy and market development, and taking into account the last 2 decades, on the state of the global economy.

In an unstable economy, forecasts for the development of enterprises do not exceed 3-5 years. In countries with developed economies, the largest companies forecast their activities for 10-15 years.

Industry affiliation also affects the strategy period: the longest period is typical for institutional investors (5-10 years), the smallest - for enterprises in the production of consumer goods, retail trade and services (3-5 years). Large companies forecast their performance over a longer period than small ones. The main goals of the strategic policy should be reflected in the corresponding criterion indicators: standard values \u200b\u200bof the minimum capital growth rates, the minimum level of current profitability, the maximum level of risk, the minimum capital intensity share of highly liquid projects, etc. The developed strategy is assessed based on a number of criteria. These include:

Internal balance of goals, directions and consistency of strategic policy implementation;

consistency with the external environment;

Feasibility, taking into account the available resources (financial, personnel, raw materials and technological);

acceptability of the level of risks;

Financial, production and social efficiency.

Fig. 4 Dependence of the choice of strategy on the rate of market growth

The revision and adjustment of the strategy is carried out on the basis of monitoring individual areas of the enterprise's policy and constantly changing internal and external conditions for operations with a securities portfolio. Thus, at each stage of development and implementation of the investment process, the economic efficiency of the project is substantiated, its profitability is analyzed, i.e. a project analysis is carried out to compare costs with the received (predicted) results (benefits).

1.3 Development strategy as an effective direction for the development of a public catering enterprise

In Russia, the development of market relations has led to the elimination of the long-term state monopoly on the public catering sector. In the process of privatization, the forms of ownership of numerous cafes, canteens, and Soviet-style restaurants, distinguished by a limited assortment and traditionally unobtrusive service, changed. Changes in ownership and ownership of these businesses resulted in their primary goal being to ensure profitability. Competition began to arise between them for a client willing to pay for the proposed culinary delights, quirky interiors and genuine service. As a result, the market of public catering enterprises gradually began to revive step by step, subject to the economic laws of supply and demand, as well as competition.

In a market economy, the efficiency of an enterprise largely depends on the turnover of a given enterprise, turnover, in turn, depends on the demand for products and services. Population demand stems from specific needs and requirements. A need is a need that has taken a specific form depending on the level of culture and characteristics of a person's personality. Considering the hierarchy of human needs proposed by Abraham Maslow, it can be argued that catering enterprises satisfy the basic physiological need for food, as well as various social needs - for communication, belonging to a particular social group, etc.

Accordingly, the main role of public catering is to meet the nutritional needs of the population. In our opinion, the implementation of this role is very important, since properly organized meals at enterprises lead to increased efficiency, which in turn affects the efficiency of the enterprise. Rational and nutritious food in schools, universities and other educational institutions affects the formation of the nation's health. Health studies of schoolchildren have shown that 50% of them have disorders of the food system. The main reason for this is the low level of organization of school meals. Well-organized meals in hospitals and other medical institutions contribute to the recovery of patients. The organization of catering for the population outside of working hours, carried out both through the sale of ready-made meals at catering establishments and semi-finished products through the cooking departments, reduces the time spent on cooking and facilitates women's domestic work. At the moment, there is a decrease in the number of large families, which also leads to an increase in attendance at public catering establishments.

Thus, we can say that public catering, as an industry, performs a number of functions that are inherent in other sectors of the economy. Accordingly, the place of public catering in industry complexes can be described through the relationship with these complexes.

Estimating the share of public catering enterprises in the growth of GNP, it should be noted that the highest growth rate in the production of services in 2013 was made by trade and public catering (5.8%).

Thus, it can be argued that public catering is an important structural element of social infrastructure, the role of public catering is quite significant and is aimed at performing the main function of social infrastructure - creating a set of conditions for economic development and ensuring normal human life.

Ensuring sustainable development of public catering service enterprises should reflect a system of goals (social, technical, environmental, economic, ideological and others) in the process of forming and implementing the chosen strategy. In this case, profit is no longer the ultimate goal that management activity should be guided by, it acts as a means of achieving the entire system of enterprise goals. The experience of client-oriented companies confirms this statement, since the purpose of their activities is to satisfy and loyalty to consumers, to form a positive image and business reputation in society, and profit is viewed from the perspective of long-term receipt.

Considering the strategic aspect of the activities of enterprises, it should be noted that the strategic stability of the subjects of the service sector is ensured by the implementation of a set of management decisions aimed at creating and long-term preservation of a competitive advantage in the consumer market by maximizing customer satisfaction.

Table 2 Main trends in the market of public catering services as factors of development in the aspect of the activities of enterprises

Trend Development factor Business aspect High growth rates of the volume of services High growth potential of catering turnover per capita Opening of new enterprises, development of networks Growth of demand for social and cultural services Availability of effective demand Possibility of service diversification Growing demand of potential guests, individualization of services Improving the quality of all aspects of public catering services The quality of management is acquiring special importance of the quality of management An increase in investments both in terms of total volume and in individual projects determines not only quantitative, but also qualitative growth of enterprises. Taking into account the increase in the cost of projects by potential and existing players in the market Uneven development both by market segments and by territories Growth of a democratic segment at an outstripping pace Investing in a democratic segment of the service market New players entering the market from other types of business Intensification of competition, aggravation of the problem of lack of competent personnel Assessment of competitors, flexible, creative and timely management decisions Mastering new types of core business for Russia, for example, the corporate catering market Growth of the corporate catering market is 30% per year, no more than 20% is mastered Investments in catering enterprises, incl. corporate catering

The strategy of sustainable development of the enterprise is formed as a result of the influence of the external environment and possible internal prospects of the enterprise, taking into account the market environment, while the formation of a common line of behavior in the market, taking into account the existing competition, and the compliance of the organizational structure of the enterprise management with the goals and objectives are important , logistics of business processes and provision of resources. Taking into account external and internal factors of influence on the stability of the enterprise, the author proposes a mechanism of interaction between the elements of the system, reflecting the influence of these factors on the formation of a strategy for sustainable development of enterprises in the sphere of public catering services.

The strategy of sustainable development of a public catering enterprise is formed as a result of the influence of the external environment and possible internal prospects for the enterprise's activities, taking into account the market environment, while, according to the author, both the formation of a common line of behavior in the market, taking into account the existing competition, and the compliance of the organizational structure of management should be ensured enterprises set goals and objectives, logistics of business processes and equipment with resources. The quality of public catering services, according to the author, has a significant impact on the efficiency of enterprises in the public catering sector and, accordingly, on their sustainability, therefore, it is the quality that is the key to the development of the enterprise.

The development of business activity of a firm (enterprise) is determined by the following circumstances: in which market it operates, i.e. whether it is a mastered market or is it new for her, and with what product or types of services she enters the market (goods that are new to this market or not).

The practice of market relations has developed several basic directions that shape the activity of firms' behavior.

Fig. 5 Varieties of development strategies

Expansion of the activity of the firm (enterprise) "in depth", i.e. segmentation of existing markets in order to capture new consumer groups with its products.

Expansion of the activity of the firm (enterprise) "in breadth", i.e. diversification of production through the release of new types of goods (products), both related to the main profile of the enterprise, and not related to it.

Expansion of the company's activity "quantitatively" - an increase in the volume of sales of products due to an increase in production volumes of a constant range of goods for the current market.

Expansion of the firm's activity “across borders”, i.e. ensuring an increase in product output by entering new markets. These strategies are presented in the form of a matrix built depending on the product and the market (Table 3).

Table 3 Matrix of basic strategies

Old market New market Old product Field A1: Exhaustion of market and product opportunities Field A2: Development of new markets. New market segmentation New product Field B1: Penetration into unfilled niches with new or improved products Field B2: Diversification of markets and products

The A1 field is characterized by a deep penetration strategy ("old" product - "old" market).

This strategy is successful when the market is not yet saturated. A firm can achieve a competitive advantage by reducing production costs and prices for services.

The A2 field is characterized by a market expansion strategy (“old” product - “new” market). When using this strategy, the company tries to increase the volume of sales of its goods (services) in new markets or in new segments of the existing market.

The B1 field is characterized by a product development strategy (“new” product - “old” market). This strategy is effective in creating new product modifications for existing markets.

The B2 field is characterized by a diversification strategy (“new” product - “new” market).

This strategy is used to eliminate the dependence of the firm on the production of a certain product or on a market.

The basic development strategies of the company also predetermine the main types of strategies of strategic business units, of which three main types can be distinguished.

Offensive strategy (attacking) - a strategy to conquer and expand market share.

Defense strategy - a strategy to retain the company's current market share.

Retreat strategy - a strategy to reduce market share in order to increase profits as a result of gradual withdrawal from the market or liquidation of the business.

The use of one or another type of strategy by a firm is determined by the position of the firm in the market, which is characterized by its market share (in percent):

The leader (40% market share) feels confident and is the first to take the initiative in terms of prices for new goods.

A contender for leadership (30% market share) feels confident only if he attacks first. Various attack options are possible:

Follower or Follower (20% market share) - This role is to follow the leader from a distance, saving money.

Newbie (entrenched in a market niche) (market share - 10%) - beginners start with this role. This is a search for a market "niche" of a sufficiently satisfactory size and profitability.

Development strategies can be implemented using:

expanding the volume of sales of products in order to better use the potential of the market;

entering the already mastered markets with new products;

entering new markets with already manufactured products;

diversification;

acquisitions of new businesses;

entering new markets with new products.

It should be noted that the least risky is the expansion of sales of already produced goods.

Then comes the entry with new products into old markets and entry with old products into new markets. The most risky is entering a new market with new products.

The development strategy is aimed at using the opportunities provided by the market. Working with an old product in an old market does not require new knowledge and skills either in the field of marketing or in the field of technology.

Therefore, the strategy of expanding the volume of sales of the manufactured product in already involved markets is subject to minimal risk.

At the same time, this strategy is difficult to implement in already developed markets that are at the stage of maturity.

This is due to the fact that the expansion of sales in mature markets requires the withdrawal of buyers from competitors. Conquering loyal competitors to buyers can require significant financial costs.

Slightly more risky is entering new markets with an existing product. Such an exit may require additional financial investments in order to conduct advertising campaigns and adapt products to new requirements.

The development of new products requires, in addition to significant financial investments, the acquisition of licenses, production permits and various activities.

Additional demands on financial resources, coupled with unknown consumer responses to new products, bring new risks.

Diversification (entering new markets with new products) is the most risky activity in the implementation of a development strategy, since here the risk of mastering new products is combined with the risk of entering new markets.

CHAPTER 2. ANALYSIS OF THE STRATEGY OF THE ENTERPRISE "SKOVORODKA" SP MAKSIMOVICH EG

2.1 Technical and economic characteristics of the enterprise

The object of study in this work is the activities of the pancake "Skovorodka", which is located in the shopping mall "Semya" on the second floor.

october 2003 the first pancake "Skovorodka" appeared in the city of Perm. This small cozy institution on Kuibyshev Street was the ancestor of all Perm pancake fast food. At that time, there were few places in the city where you could have a quick and inexpensive snack. The pancake house immediately became popular.

In 2004, there were already three "Skovorodok", in 2005 - six, in 2006 - 12, in 2007 - 19, in 2008-2010 - 21, in 2011 - 22, in 2012 - m - 21. 2006 was marked by the opening of the first establishment outside Perm, in the city of Krasnokamsk. In 2007, seven establishments were opened, including in the cities of Lysva, Kurgan and Tchaikovsky. At present Skovorodka is the largest pancake chain in the Perm region.

"Skovorodka" is a Perm brand. The idea and corporate identity of the institution were invented and developed in Perm. The trade mark and the name “Pancake Pan” are registered with Rospatent.

Now the pancake "Skovorodka" has appeared in Ufa.

The organization adheres to the principle of one-man management and applies an autocratic leadership style.

Decisions on particularly important issues are made at meetings, but the director has a casting vote.

Hence, problems arise in the strategic management of an organization, since it is impossible for one person to single-handedly choose the development strategy of the entire organization, evaluate all available opportunities and alternatives, and choose the most effective ones.

The enterprise is an independent legal entity, has separate property, an independent balance sheet, settlement and other accounts in banking institutions, a seal with its name, stamps, letterheads.

Fig. 6 Organizational structure of the institution

The total number of staff is 16 people.

The organizational structure of management at the enterprise shows and characterizes the relationship between the various levels of the management hierarchy. We can say that in the pancake "Skovorodka" the organizational structure is built on the principle of strict hierarchy, observance of one-man management and vertical subordination.

The advantage of this system is to improve the quality of management decisions and orders, adherence to the principle of one-man management. Such an organizational structure is optimal from the point of view of the scale of the company and the specifics of the main activity, since the organization does not yet have a large number of departments, and the head can manage all of them in the hierarchy, which is due to the constant striving of the organization's management to use high managerial and leadership qualities.

The subject of the enterprise is:

food production;

sales of products of our own production;

sale of ready-made (purchased) food products;

provision of services for the organization of leisure and entertainment;

trade in products of our own production (baked goods);

any other activity for the purpose of making a profit that does not contradict the legislation of the Russian Federation.

Organization goals:

a) achieving efficiency of work and its profitability in the interests of participants and employees employed in the company;

b) increasing turnover, meeting the demand of visitors;

c) the expansion of the organization, the opening of new pancakes.

The pancake business is most influenced by its customers and competitors. The clients of the enterprise are both individuals and legal entities who order banquets, buffets, business negotiations, organization of weddings and outdoor events. An organization's performance depends on consumer preferences. The organization also has many competitors, which also have a significant impact on its activities. Since entry into the industry is easy, there are many different restaurants operating on the market.

The main economic indicators of the organization's work for 3 years are presented below in Table 4.

When assessing the economic condition of the enterprise, it should be noted that a slight decrease in efficiency indicators was observed in 2011. However, in 2012, profit growth is observed by 38.5%. This happened due to the expansion of the range of services and an increase in the number of clients. We can say that at present there is an increase in the profitability of the organization. The net profit in comparison with the last year increased by 278.7 thousand rubles, which indicates a reduction in costs and more rational use of the company's funds. The capital productivity increased by 31.5%, which means an increase in the efficiency of using facilities in comparison with the previous year. However, compared to 2010, this figure is only 87.8%.

Table 4 Dynamics of the main economic indicators for 3 years.

Indicator name 2011 2012 2013 Growth rate, 2013/2011,% 1. Pancake revenue, thousand rubles 52414986519299,062. Net profit, thousand rubles 205,81723200697,473. Enterprise costs, thousand rubles 3183332633186100.094. The cost of fixed assets 203.5128.317284.525. Assets value, thousand rubles 85,766,694,4110,156. Return on assets 16.41314.487.87. Wages fund, thousand rubles 140416941928137.38. Number of employees, people 182326144.49. Return on sales,% 20,516,121,8106,310. Return on assets,% 6.96.77.9114.511. Return on costs,% 36,342,538,1104,96

To further improve efficiency, a number of measures are required, first of all, for this it is necessary to develop a new strategy for the organization, which would help increase the efficiency of its activities.

In addition to the current analysis of the performance of the enterprise, the indicators of solvency and liquidity should also be assessed. The calculated data in Table 5 allow us to conclude that at the end of the billing period the organization is solvent, and the balance sheet structure is satisfactory.

Table 5 Dynamics of changes in indicators of the financial condition of the enterprise

Odds 2012 2013 Deviation Norm 1. Absolute liquidity 0.190.280.060.2-0.72. Critical assessment1,141,340,20\u003e 13. Current liquidity 2,142,60,46\u003e 24. Provision with own circulating assets 0.130,170,25\u003e 0.15. Recovery of solvency 0.86x\u003e 16. Autonomy 0.130.370.25\u003e 0.57. Financial stability 0.130.370.25\u003e 0.58. The ratio of own and borrowed funds 0.140,590.45 \u003d 19. The ratio of accounts receivable and payable 0.1290.390.26 \u003d 110. Maneuverability 0.870.63-0.25\u003e 111. Overall solvency 1.771.46-0.31\u003e 112 Average monthly revenue, thousand rubles 3227.991103.20хх

The liquidity ratio is an indicator of the company's ability to meet its short-term financial obligations on time.

The autonomy ratio is a characteristic of the stability of the financial condition of an enterprise, which characterizes the degree of its financial independence. In 2011, this indicator increased by one and a half times compared with the data of previous years, which indicates a stable financial position in front of creditors.

Profitability is a relative measure of the level of profitability of an enterprise. The return on sales ratio shows the share of profit in each ruble earned and is an indicator of the company's pricing policy and its ability to control costs.

The current liquidity ratio also shows that when settling with creditors for each ruble, the organization still has 1 ruble 60 kopecks for the development of production. The indicators of the solvency ratio indicate that, in general, accounts payable have accumulated over 1.46 months.

However, over the next 6 months, the organization will be able to restore its solvency. This is evidenced by the coefficient of recovery of solvency.

The ratio of provision with own working capital indicates that working capital is purchased by the organization for 37% with its own funds, excluding fixed assets, while there is a growth dynamics of 25% compared to 2012.

On its own funds, the organization exists for 37%.

The calculated data in the table show that the ratio of own and borrowed funds also corresponds to the standard: per 1 ruble. borrowed funds account for 1 ruble 59 kopecks own.

However, this figure has increased compared to the previous period. The financial stability ratio is higher than the standard.

This makes us think about making serious management decisions for the further development of the organization.

Thus, assessing the economic condition of the enterprise, it can be concluded that the highest values \u200b\u200bof economic indicators were in 2010, then there was a decrease in the efficiency of the enterprise due to a decrease in the paying capacity of the population. In 2013, an increase in economic efficiency indicators is observed again, but they have not yet reached the 2011 level. For this, it is necessary to develop a new strategy for the organization, which would help increase the effectiveness of its activities.

As for the assessment of the quality indicators of the pancake "Skovorodka", we can note a good level of organizational culture, in which the organization has clear norms and rules of behavior.

The management style is situational, mainly features of an authoritarian style prevail, when the director alone makes decisions, but in difficult situations he consults with employees. The internal climate in the organization is comfortable.

Among the qualitative indicators that need to be adjusted, one can note an underdeveloped system of motivation, when the only method of stimulation is rare bonuses, there is no moral stimulation at all.

Also, the organization is not well known in the market of Ufa and the Republic of Belarus, therefore its image also needs to be developed.

It can be noted that some employees lack experience, which negatively affects the work process. Evaluation of performance indicators of the pancake "Skovorodka" is necessary to compare the enterprise with the main competitor of the organization.

The functions of the economic service are performed by a third-party organization through the provision of accounting services, and some of the financial functions are assigned to the manager and managers, who are also specialists of the personnel department. Economic functions are:

management of work on economic planning at the enterprise, aimed at organizing rational management, identifying and using reserves in order to achieve the highest efficiency in the activities of the enterprise;

organization of a comprehensive economic analysis of the enterprise and participation in the development of measures for the effective use of capacities, material and labor resources, increasing the profitability of the enterprise;

development of rates of fees, tariffs and prices for products and services;

organization of labor and wages, the effectiveness of the use of labor resources and the correctness of spending the wages fund.

The information system of the enterprise is represented by the following characteristics: the enterprise has its own website on the Internet, mobile, telephone and facsimile communications are also established.

Internal communications are carried out through personal contact of employees, as well as personal computers of management personnel are united into a local network, through which information can be transferred between users.

Personnel management is carried out by the manager and his deputies. The functions of the control apparatus include:

selection, hiring and formation of the organization's personnel for the best achievement of production goals;

assessment of the professional qualities of personnel;

development of the organizational structure and the moral climate of the enterprise, contributing to the manifestation of the creative activity of each employee;

the best use of the potential of employees and its remuneration;

ensuring guarantees of social responsibility of organizations to each employee.

forecasting the situation on the labor market and in one's own team for the adoption of institutional measures;

analysis of existing human resources and planning of its development, taking into account the future;

motivation of personnel, assessment and training of personnel,

facilitating the adaptation of workers to innovations,

creating socially comfortable conditions in the team,

solving specific issues of employee compatibility, etc.

Marketing functions are performed by one of the managers, whose duties include monitoring the market, studying the actions of competitors, developing marketing activities.

The activities of the Pancake Pancake are mostly influenced by its customers and competitors. An organization's performance depends on consumer preferences. The organization also has many competitors, which also have a significant impact on its activities.

The main competitors of the pancake shop in the Ufa market are the Ashtau cafe, the Smile cafe, the BlinOff pancake shop, the Povareshka pancake shop, etc.

In general, the analysis of the characteristics of the functioning of the enterprise can be presented in the form of a table (Table 6).

It includes an analysis of the general characteristics of the enterprise, components of its organizational structure, technical and economic indicators, personnel management system, marketing system, etc.

Table 6 Features of the enterprise

Parameter Feature 1. General characteristics of the enterprise Object of research - pancake "Skovorodka". The field of activity of the enterprise is the sale of food products (baked goods), fast food services. The main competitors are “Ashtau” cafe, “Smile” cafe, “BlinOff” pancake house, “Povareshka” pancake house, etc. 2. Components of the organizational structure The management structure is represented by the following personnel units. At the head of the enterprise is a manager, to whom managers and a production manager are subordinate, to whom 2 senior chefs, 4 pancake makers, 2 cooks and 2 dishwashers are subordinate. 3. Technical and economic indicators There is an increase in economic indicators. The organization is solvent, and the balance structure is satisfactory 4. Analysis of material resources The enterprise rents premises for its needs in the Semya shopping and entertainment complex, has the necessary equipment for the production of products. 5. Analysis of the economic service The functions of the economic service are performed by a third-party organization, and partly by the management of the enterprise 6. Information system The enterprise has its own website on the Internet also established mobile, telephone and facsimile communication. 7. Personnel management Personnel management is carried out by the manager and managers 8. Marketing Marketing functions are performed by a manager whose duties include monitoring the market, studying the actions of competitors, developing marketing measures opium.

.2 SWOT-analysis of the Pancake Pancake activity

The considered company IP Maksimovich pancake "Skovorodka" is at the stage of growth and therefore occupies an average position on the market, i.e. it sells quality products at average prices and does not have a very wide range of goods. The main emphasis in the work of the company is made on the sale of only high-quality products.

In general, the industry is in its youthful stage. This entails the need to improve management methods. All firms maintain an average price level and compete on such parameters as advertising, service, quality, additional services, etc.

In the restaurant business, competition cannot be called fierce, because demand for products is consistently high and growing rapidly. At the same time, the methods of additional incentives for customers are quickly copied by competitors, and it takes a lot of efforts to maintain a position in the industry.

The number of firms seeking to enter the industry is still growing, since the industry attracts with a high level of profit, low financial costs and a consistently high demand for products.

Newcomers to the industry offer products at lower prices. Such a trend can lead to disproportionate growth in consumer demand and supply in the industry as a whole, which is undesirable for the firm.

The ability of competitors to dictate their terms in the restaurant service industry is expressed as:

Offering better and more varied products;

Delivery of products;

More affordable prices for products.

To improve understanding of buyers' requests, to identify the direction of purchasing power, interest in the services of the company, the company uses a tool such as feedback via the Internet.

On the company's website there is a special section for pancake customers, where they leave their wishes and reviews, the information is processed, systematized and further used in the process of making various management decisions and developing the company's strategy.

The influence of product suppliers is due to their large number and the high level of competition between them.

Any firm in a given industry seeks to reduce the action of these forces in order to be able to raise prices and achieve profit levels above the industry average. Each of these forces can only be influenced by the firm through its strategy.

Based on the analysis of the external environment, a list of possibilities is formed:

Improving the living standards of the population, increasing consumption;

The emergence of new suppliers of food products;

Reducing taxes and duties;

Improving pancake management;

Cooperation proposals from partners;

Conquering new competitive advantages.

To assess the opportunities, the method of positioning each specific opportunity on the opportunity matrix is \u200b\u200bused (Table 7).

Table 7 Probability / Impact Matrix for Positioning Opportunities

Probability / Impact Strong Moderate Low High Improvement in the standard of living of the population Bankruptcy and exit of firms - sellers Medium The emergence of new suppliers Improvement of management Low Tax and duty reduction Offers of cooperation from partners

The list of threats to the organization is formed in the same way:

Disruptions in the supply of products;

Growth in inflation rates;

Decrease in the standard of living of the population;

Increase in taxes and duties;

The emergence of new firms on the market;

Increase in competitive advantages from competitors;

Changing the rules and standards for manufacturing products;

Increased competition in the market.

Positioning each of the threats according to the degree of its influence and the likelihood of an offensive, a matrix of threats is built (Table 8)

Table 8 Probability / Impact Matrix for Threat Positioning

Likelihood / Impact Destruction Severe "Minor bruises" High Changes in the rules and standards of product manufacturing Reduced living standards of the population; Tax growth Medium Product supply disruptions Stricter legislation New firms entering the market Low Competitive advantage increased; Inflation growth

The matrices, shown in the form of tables 9 and 10, allow to identify only those opportunities that are of great importance to the organization, and they must be used and those threats that pose a very great danger to the organization.

The nine fields obtained within the opportunity matrix (Table 9) have different meanings for the organization. Only those that fall into the fields "Opportunities-Strengths", "Opportunities-Threats" and "Strengths-Weaknesses" (upper left corner) are highlighted, and are necessarily used.

Threats that fall on the High Likelihood of Destruction, High Probability of Severe Consequences and Medium Probability of Destruction fields in Table 10 (top left corner) pose a very high threat to the organization and require increased attention.

Based on the results of tables 9 and 10, a list of the most significant opportunities and threats for the "Skovorodka" from the external environment is compiled.

To obtain a more complete picture, it is necessary to rank the obtained data in descending order of their degree of impact on the enterprise (Table 9).

Thus, it is revealed which of the certain external factors have the greatest positive or negative impact on the company. For the convenience of SWOT analysis, the number of opportunities and threats is limited.

Table 9 External opportunities and threats

Number of p / nOpportunitiesThreats1Improving the living standards of the populationChanging the rules for the import of products2The appearance of new suppliersDecreasing the living standards of the population3Removing taxes and dutiesRising taxes and duties4Improving managementDisruptions in the supply of products5Busting and leaving firms - sellers - the analysis is aimed at studying the strategic potential of the enterprise, taking into account the realities of the external and internal environment.

The purpose of the method is to study the strengths and weaknesses of the enterprise, opportunities and threats emanating from the external and internal environment, as well as their impact on the performance of the enterprise. It involves the following sequence of actions: identifying the strengths and weaknesses of the enterprise, opportunities and threats and establishing links between them, which can be used in the future when choosing a development strategy for the enterprise, developing a strategic plan and its implementation.

Further, for an effective SWOT analysis, the internal environment of the enterprise is investigated. The internal structure of the organization is also called the internal environment. It includes the functional structures of the firm that provide management, development and testing of new services, promotion of goods to buyers, sales, service, relationships with suppliers and other external bodies.

The concept of the internal environment also includes personnel qualifications, information transmission system, etc. Thus, the analysis of the internal environment is a management survey of the functional areas of the organization in order to determine the strengths and weaknesses of the organization, presented in table 12.

Studying the internal environment of the company, it is necessary to pay special attention to the organizational culture of the organization, i.e. the presence of such rules and regulations as, for example, material rewards, benefits when buying their own products, and other social guarantees. For a complete analysis of the internal environment of the enterprise, it is necessary to explore five functional areas:

marketing;

production;

personnel management and general management.

Analyzing the organization of general management, it was noticed that the organizational structure of the company corresponds to the present situation and existing goals, in the future, when the strategy changes, the organizational structure will have to be modified.

Rights and responsibilities are assigned to employees who are responsible for specific work. There are no violations of information flows, all departments clearly interact with each other, thanks to the use of systematic procedures and technology in the decision-making process. It should be borne in mind that opportunities and threats can turn into their opposite. For example, untapped capabilities of an enterprise can become a threat if a competitor uses them in time. On the other hand, a successfully prevented threat can provide an enterprise with a strong position if competitors have not eliminated the same threat.

Table 10 Analysis of the strengths and weaknesses of the organization

Components of the internal environment Efficiency / Weight Very strong Strong Neutral Weak Very weak High Medium Low Marketing: Reliable market monitoring ++ Well-functioning sales network ++ No supply disruptions ++ High price level ++ High level of service ++ Disadvantages in advertising policy ++ Finances: High profitability ++ Financial stability ++ Marketing: Reliable market monitoring ++ Smooth sales ++ No disruptions in supply ++ High price level ++ High level of service ++ Manufacturing: Wide range of products ++ Use of modern technologies ++ Management and personnel: High quality control ++ High qualifications personnel ++ Sufficient publicity ++ Non-participation of personnel in making management decisions ++

The organization does not have a procedure for the participation of personnel in making any managerial decision. The firm pays little attention to hiring and training employees.

The recruitment of personnel is carried out by our own means by placing advertisements for vacancies. Each new employee undergoes special training courses. The company has good career opportunities; salaries are higher than the industry average. However, it should be said that due to the high workload or low motivation of employees, opportunities for professional and career growth often remain unused.

The network of branches of the pancake "Skovorodka" has a high business activity and is constantly expanding. An analysis of the company's financial statements showed that the company is experiencing stable growth.

The company aims to concentrate its activities on a specific service or on a specific group of customers.

The marketing department of the company makes every effort to collect information about the market, about the preferences of customers, create an image of the company, and develop possible new directions in the provision of additional services.

The current advertising policy is not always successful because is focused mostly on attracting more potential buyers, and not on creating preferences among consumers or not on promoting their own competitive advantages.

Table 11 Strengths and weaknesses of the organization

No. StrengthsWeaknesses1Reliable monitoring of the marketHigh level of prices2Developed distribution networkDisadvantages in advertising policy3Wide range of productsSingle management4High quality control5High qualification of personnel6Sufficient publicity

Based on the analysis of the external and internal environment, as well as the strengths and weaknesses of the pancake "Skovorodka" and the main competitor of the pancake "BlinOff", an assessment of factors was made on a 5-point scale based on a customer survey (Table 12).

Table 12 Strengths and weaknesses of the pancake "Skovorodka" and the main competitor

Strengths Points Weaknesses Points Pancake Pan 1. Quality and freshness of products 2. High quality control 3. Convenient location; 4. Average level of prices for products4 5 4 31. Insufficiently high qualification of personnel 2. Insufficient publicity 3. Deficiencies in advertising policy 4. Lack of participation of personnel in making management decisions4 3 3 Pancake “BlinOff1. Reliable monitoring of the market 2. Well-functioning sales network 3. High quality control 4. Highly qualified personnel 5. Sufficient publicity 4 4 4 3 41. High price level 2. Deficiencies in advertising policy 3. Lack of participation of personnel in making managerial decisions 3 4 4

According to a five-point system, expert assessments of pair combinations "strong side - threat", "weak side - threat", "strong side - opportunity", "weak side - opportunity" are determined. With a higher score, the relationship is more significant.

Analysis of Table 14 allows us to draw the following conclusions:

1. the main threats for the enterprise are changes in the rules for manufacturing products and a decrease in the standard of living of the population;

Key opportunities - the emergence of new suppliers and management improvement;

The main strengths are the quality and freshness of the products.

The main weaknesses are insufficient qualifications and professionalism of the personnel, as well as shortcomings in advertising policy, due to which the company is not known on the Ufa market.

Table 13 Generalized SWOT Analysis Matrix

VozmozhnostiUgrozyItogoUluchshenie living standards naseleniyaPoyavlenie new postavschikovSnizhenie taxes and poshlinSovershenstvovanie menedzhmentaRazorenie and maintenance firms - prodavtsovIzmenenie regulations import produktsiiSnizhenie living standards naseleniyaRost taxes and poshlinSboi in supplying produktsiiUzhestochenie zakonodatelstvaSilnye storonyDostoverny monitoring rynka142221215121Effektivnaya sales set243154142329Assortiment produktsii543355433237Vysoky control kachestva321411213220Udobnoe mestoraspolozhenie451532215129Sredny price level for produktsiyu542342424131Slabye storonyKvalifikatsiya personala514344332332Nizkaya known to rynke121415213222Neuchastie personnel in management solutions142522215226Total27301930272622173217

Having considered the possibilities of the pancake "Skovorodka", its weak and strong sides, having analyzed the threats emanating from the external environment, it is possible to determine a specific development strategy for the analyzed company.

The conclusions that can be drawn from the SWOT matrix are presented in Table 16. These conclusions represent proposals for improving the enterprise's performance to eliminate weaknesses and strengthen strengths.

Table 14 SWOT Analysis Matrix

"Strength and Possibilities" - entering new markets, increasing the range, adding related products and services will allow highly qualified personnel and sufficient publicity; - staff development, quality control, unsuccessful behavior of competitors will make it possible to keep pace with market growth. "Strength and Threats" - increased competition, government policy, inflation and tax increases will affect the implementation of the strategy; - fame will add advantages in competition; - reliable monitoring will catch changes in consumer tastes. "Weaknesses and opportunities" - non-participation of staff in making decisions about unemployment can lead to sabotage; - lowering the price level, taxes and duties while maintaining the average price level will allow receiving super profits. "Weaknesses and Threats" - the emergence of new competitors and high prices will worsen the competitive position; - unfavorable policies can lead to exit from the industry; - not involving staff in decision making will not prevent supply disruptions.

When conducting a SWOT analysis, special attention is paid to the Strength - Opportunities square and the Weakness - Threats square. Based on the data in the first square, strategies are formed to take advantage of opportunities. Based on the data of the second, strategies are used to minimize weaknesses and help avoid threats. A matrix of problems is compiled (table 15), in which the existing problems are formulated due to the combination of the strengths (weaknesses) of the enterprise with threats (opportunities).

Table 15 Ranking of enterprise problems by importance

No. ProblemProblem assessmentRank of the problem1Need to improve the qualifications of the enterprise personnel4622Increase the company's awareness5813Open branches in new cities4534Search for new suppliers3845Involve personnel in management3456Use modern means of product promotion176

To assess each of the problems from Table 15, a “problem field of the enterprise” is constructed (Table 16).

Table 16 Problem field of the enterprise

VozmozhnostiUgrozyUluchshenie living standards naseleniyaPoyavlenie new postavschikovSnizhenie taxes and poshlinSovershenstvovanie menedzhmentaRazorenie and maintenance firms - prodavtsovIzmenenie regulations import produktsiiSnizhenie living standards naseleniyaRost taxes and poshlinSboi in supplying produktsiiUzhestochenie zakonodatelstvaSilnye storonyDostoverny monitoring rynka3316313342Effektivnaya sales set1111112312Assortiment produktsii3423112343Vysoky control kachestva3422333242Udobnoe mestoraspolozhenie2435232142Sredny price level for produktsiyu2425216343Slabye storonyKvalifikatsiya personala1425312243Nizkaya known to rynke6625266263Neuchastie personnel in management solutions5535255352

Thus, the SWOT analysis of the Pancake Pan showed that, first, it is necessary to pay special attention to improving the efficiency of the personnel and to strengthen its competitive position. It is necessary to pay attention to the problem of increasing sales and expanding the network in a favorable environment.

2.3 Assessment of the state of the enterprise development strategy

The company's success in the restaurant business services market in Ufa is not great in comparison with other enterprises, since the company does not have an image and sales channels, as well as ineffective staff.

The main directions of business activity of the enterprise determine the goals. They are focused on increasing sales, increasing market share, achieving absolute and relative profit margins, and growth rates in terms of financial indicators. The development strategy of the enterprise is aimed at the most efficient use of the competitive advantages of the enterprise and is to better meet the needs of customers in high-quality and fresh products at affordable prices.

Thus, at the corporate level, the company uses a growth strategy. The company uses a concentrated growth strategy. This includes those strategies that are related to product and / or market changes and do not affect the other three elements. If these strategies are followed, the firm tries to improve its product or start producing a new one without changing the industry. As for the market, the firm is looking for opportunities to improve its position in the existing market or move to a new market. One of the main directions of the corporate strategy is to find ways of synergistic effect among related business units and turn into a competitive advantage, but the organization is not well-established horizontally, which makes it difficult to combine the efforts of departments to achieve a common goal. Thus, the pancake "Skovorodka" strives for growth in the Ufa market, improving its products at the same price.

At the corporate level, a business strategy has no specific course of action. This is also due to the fact that the company does not have a department for market research and development, marketing department, advertising department. The weakness of business strategy lies in the inability to develop measures and approaches that can create and use a unique competitive advantage. The organization has the advantages achieved earlier, but there is a threat that soon this will not be enough to compete.

A functional strategy is implemented within each department, mainly aimed at achieving short-term goals and solving operational problems that arise daily during the functioning of the organization. The organization is constantly aimed at finding and introducing new types of products, at changing the number of employees, and managing stocks of production materials.

The operational strategy is aimed at solving highly specialized issues and problems related to the work of a department. It focuses on the purchase of materials for production, inventory management, repair of production equipment, transportation, advertising campaigns.

A specific type of strategy for concentrated growth in the Pancake Pancake is a strategy to strengthen its position in the market, in which the company does everything to win the best positions with this product in the given market. This type of strategy requires a lot of marketing effort. There are also attempts to implement the so-called horizontal integration, in which the firm tries to establish control over its competitors.

In order to analyze the strategy of a firm in the field of selling goods, it is necessary to use the method of the Boston Consulting Group.

The Boston Advisory Group (BCG) matrix was developed in the late 1960s. Below are the indicators:

market attractiveness - the indicator of the rate of change in demand for the company's products is used. Growth rates are calculated based on sales of goods in a market segment (can be a weighted average);

competitiveness and profitability - the indicator of the company's relative market share is used. Market share (Dpr) is determined in relation to the most dangerous competitors or market leader (Dkonk).

Figure: 7 Two-dimensional growth / share matrix

The matrix describes a situation that requires a separate approach in terms of investment and marketing strategy.

Possible strategies:

"Stars" - maintaining leadership;

"Cash cows" - getting the maximum profit;

“Difficult children” - investment, selective development;

"Dogs" - leaving the market.

The task of the company's management is to ensure the strategic balance of the portfolio by developing economic zones that can provide free cash, and zones that ensure the long-term strategic interests of the enterprise.

Benefits of the BCG matrix:

.the matrix allows you to determine the position of the enterprise as part of a single portfolio and highlight the most promising development strategies (fast-growing areas need capital investments, slow-growing ones have an excess of funds);

.quantitative indicators are used;

.information is visual and expressive.

The enterprise is dominated by products - "cash cows". In order to visually represent the structure of the product range of the pancake "Skovorodka", a diagram is drawn up.

Figure: 8 Product structure of pancake "Skovorodka"

Market oversaturation has become an urgent problem requiring a quick solution for the enterprise.

In this regard, the enterprise needs to use another type of concentrated growth strategy - penetration into a new market and strengthening its positions in the old one.

In order to provide a strategy of concentrated growth, enterprise management needs to constantly look for ways to modify the market, product and marketing mix.

Market modification. The company strives to increase the consumption of its products. It is looking for new market segments. Trading points "Skovorodki" should be opened in all large shopping centers in Ufa

The positioning of the product should be changed so that it is attractive to a larger or faster growing market segment. This event can be attributed to the following type of strategy - “existing product - expanding market boundaries”. For example, to offer pancakes and other products of the enterprise not only at the Semya food court, but also to organize a delivery restaurant.

Product modification. A company can also modify the characteristics of its products, primarily such as the level of quality and properties, in order to attract new consumers and intensify consumption. For example, to develop a new menu of pancakes with new fillings.

This event can be attributed to a deeper penetration into the existing market of the enterprise.

Modification of the marketing mix. The enterprise seeks to stimulate sales by modifying one or more elements of the marketing mix. To attract new customers and entice the clientele of competitors, you should develop a more effective advertising campaign,

To stimulate sales, the pancake "Skovorodka" does not use any modern marketing and advertising means, which negatively affects the popularity of the enterprise and the volume of its proceeds.

Next, you should evaluate the competitive position of the enterprise in the Ufa market. For this, the most optimal method would be the use of M. Porter's competition analysis model. This model is based on an assessment of the degree of competition. The attractiveness and profitability of an industry depend on its structure, which, according to M. Porter, is determined by five forces or factors of competition.

Rivalry among competing businesses.

Competition from substitute products that are price competitive.

The threat of the emergence of new competitors.

The economic opportunities and capabilities of the supplier.

Economic opportunities and trading ability of buyers.

The stronger the impact of these factors, the more limited the ability of each enterprise to set high prices and profit. Strong competition leads to a decrease in the profitability of the industry.

In the short term, competition factors determine the limitations of the business activity of the enterprise. In the long term, however, some of them can serve as the basis for achieving success. Therefore, the main task of the enterprise in such a situation is the choice of a strategy that would provide protection against the action of competitive forces and (or) make it possible to use them for their own purposes. Of the five factors of competition in the industry, as a rule, one factor dominates, which becomes decisive in the development of the competitive strategy of the enterprise.

Table 17 Analysis of the influence of competition factors

Competition factors Signs of manifestation of factors in the market 1. The number and capacity of firms competing in the market More than several tens of hundreds of competing firms operate in the fast food and public catering services market of Ufa. The main competitor, equal in volume to the Pancake Pancake Pancake, is the Pancake Pancake .2. Changes in effective demand Effective demand is subject to falls during the period of destabilization of the economic state of society. The degree of standardization of services on the market Part of the company's products is standardized, since they are manufactured in accordance with GOST. However, the enterprise has its own secret recipes for preparing products. 4. Barriers to leaving the market The costs of leaving a company from this market are high (retraining of personnel, loss of a sales network, liquidation of fixed assets). 5. Barriers to market penetration Initial costs in the market are quite high and include the costs of establishing a distribution network, equipment, stocks of production raw materials and materials , lease of premises, etc. 6. Strategies of competing firms (their behavior in the market) Individual firms are ready to implement an aggressive policy of strengthening their positions at the expense of other competitors through unfair competition. 7. Difficulties in entering the industry market Effective scale can be achieved fairly quickly. Few companies have specific unique competitive advantages to protect their products. The status of buyers There are many buyers in the industry, these are the population of Ufa and nearby settlements who visit the Semya shopping and entertainment complex 9. Standardization of goods and services and their prices. In general in the industry, the price level is fixed10. Quality of goods and services. Maintaining the required quality of service requires significant costs.

Competition strategy is a set of offensive and defensive actions associated with achieving market success, gaining a competitive advantage over rivals, and also protecting one's competitive position.

The interaction of rival enterprises in the market for restaurant and fast food services has the following features:

the competition is carried out with more or less constant persistence for the best market position. At the same time, rivals formulate and constantly revise their strategies;

enterprise strategies are very diverse;

each manufacturer strives to choose a competitive strategy that is difficult to copy or frustrate;

the actions of rival enterprises lead to the creation of new conditions of supply and demand for goods.

Competition among competing businesses can take many forms and vary in intensity.

The intensity of competition depends on many factors: the number of enterprises and their size, the specifics of products; the nature of demand and prospects for the development of the industry; barriers to exit from the industry. In this market, competition is very intense. Increased competition gradually leads to a decrease in the profitability of the industry, as it increases the cost of advertising, product improvement, etc.

When analyzing the competitive environment for the Pancake Pancake, it can be concluded that due to the quality the company is a leader in the industry, however, due to the constantly changing external environment, it is necessary to develop new competitive advantages in order to maintain its leading position.

Driving forces of competition. The main economic indicators and structure of the industry describe its current state and do not allow explaining the ongoing changes in the competitive environment of the enterprise. The concept of the driving forces of competition is based on the fact that there are environmental factors whose actions determine the direction and intensity of industry changes. The analysis of industry driving forces is a two-step process. The first is the identification of the driving forces, the second is the study of their influence on the change in sectoral economic indicators.

Driving forces that most strongly influence the "Frying Pan":

changes in the dynamics of demand for the company's products;

changes in the composition of buyers and the way the product is used;

marketing innovation;

entry and exit from the industry of large enterprises;

distribution of new products;

increased globalization of the industry;

changes in unit costs and efficiency;

decrease or increase in uncertainty and risk.

Key success factors. The result of the analysis is the identification and subsequent forecast of the key success factors. Key success factors are controllable variables common to all enterprises in the industry, the implementation of which makes it possible to improve the competitive position of the enterprise in the industry. The key success factors can be based on different areas of the enterprise: R&D; marketing; production; finance, etc.

The key success factors for the Pancake Pancake are:

Marketing,

Sales network,

.quality of manufactured products,

.price policy.

In the process of strategic analysis, key success factors are identified, and then measures are developed to master the most important success factors in competition. Thus, it is necessary to develop proposals to improve the activities of the pancake "Skovorodka" aimed at increasing the effectiveness of the existing strategy.

CHAPTER 3. DEVELOPMENT OF MEASURES FOR IMPLEMENTATION OF THE ENTERPRISE DEVELOPMENT STRATEGY

Realistically assessing the situation in the market of public catering services in Ufa, we can conclude that the systematic advertising activity is not yet sufficiently carried out in the investigated enterprise "Skovorodka". This circumstance negatively affects both the volume of trade and the competitive stability of the pancake house, which in the future may create a potential threat of losing customers. Therefore, recommendations were developed for the enterprise to improve its advertising activities.

In general, the list of promotion methods used in the restaurant business includes:

Outdoor advertising - signboard, pillars, signs, billboards, advertising on transport, information signs, etc. It should be noted that this type of advertising is not effective for the Pancake Pancake, because in order for outdoor advertising to become an effective way to attract new visitors, it is necessary to determine the “source” of customers and start advertising from there. In the pancake shop, this work continues even inside the establishment, since the enterprise is located in a large shopping center.

Internet advertising - as statistics show, the target audience for the restaurant business is mainly active Internet users. Besides, word of mouth is one of the key advertising factors for the restaurant business.

Radio advertising - allows you to get broad information with a relatively low budget. It is more often used to advertise promotions, concerts and events. When choosing a radio station to advertise its actions or events, the company is guided by the following principle. Advertising aimed at a specific audience takes into account the target segment of consumers: for example, if the target audience of young women is the radio stations Europe Plus, Russian Radio, if the event is addressed to older people, the radio stations Militseyskaya Volna, Retro FM, motorists - "Autoradio", etc.

Public Relations (PR) - ordered and non-ordered articles, news in print and online media, news feeds. These articles form a positive (or negative) image of the establishment, as well as promote awareness of the establishment among a wide audience of readers. Unfortunately, the PR situation today is not uniform. There is no professional PR manager in the pancake shop, so he practically does not pay due attention to public relations. materials - branded business cards, flyers, booklets, matches, balloons, sugar, lighters, pens, chewing gums and sweets, and other little things that inform and remind you of the restaurant. POS materials are distributed not only inside the institution, but also outside it: in office and shopping centers, in traffic jams, in parking lots, etc.

Internal marketing - internal promotions and holidays (event marketing), compliments and gifts, loyalty programs and discount programs, marketing "chips" - everything that allows you to anticipate the expectations of guests and, as a result, come back to the restaurant.

Social marketing - helping children, pensioners, veterans, joint social actions with the municipality, contests, shows, competitions, patronage form a positive image of the institution. An important point - all social marketing programs are widely covered in the media.

Table 18 below describes the approximate annual cost of these components of the institution's marketing activities. Also, this table analyzes the degree of effectiveness of each type of activity, by assigning marks to it on a five-point scale, as well as finding the weight of this activity among others. By multiplying these two indicators, a weighted performance estimate is obtained.

Table 18 Analysis of the effectiveness of marketing activities

Event Cost, RUB Assessment Weight,% Weighted assessment 1. Outdoor advertising (signboard, billboards, information signs) 95280318542. Internet advertising (submission of advertisements to specialized sites and forums) 28350415 603. Advertising on radio (submission of advertisements to radio stations "Europe Plus", "Russian Radio", "Retro FM", etc. 25180410404. Public relations (PR ) (customized and non-customized articles, news in print and online media, news feeds) 1235025105. POS materials (corporate business cards, flyers, booklets, matches, balloons, sugar, lighters, pens, chewing gums and candies, etc.) 14580415606. Internal marketing (internal promotions and holidays (event marketing), compliments and gifts, loyalty programs and discount programs) 1184525301507. Social marketing 39820312 36

Thus, when assessing the effectiveness of advertising means, we can conclude that the most effective for a pancake is internal marketing; with a weighted assessment of the effectiveness of 150 points, the cost per year for this event averages 118,452 rubles in the industry Among the ineffective measures, outdoor advertising can be noted, since at its high cost, it has a relatively low weighted score of 54 points. Since the researched pancake does not pay attention to PR, the company's management should also pay attention to print advertising.

In fact, in order to ensure the success of an establishment over the long term, its brand must have value in the market, as well as the presence of an audience of loyal customers.

Despite the existence of some measures to promote the pancake "Skovorodka", a comprehensive advertising concept has not been developed. There is no plan of advertising activities, the possibility of using new information technologies in marketing, in particular the use of the Internet, is not taken into account. The main visitors are not analyzed, so the management of the establishment has no idea about the target audience of the advertising campaign. There is no site for a pancake shop in Ufa, which affects the number of visitors and, ultimately, affects profits. Thus, it is necessary to develop a concept for managing advertising activities and develop an advertising campaign for the pancake "Skovorodka" in Ufa, where it is not yet well-known, and the concept must be developed based on the effectiveness of promotion tools and the feasibility of spending on them, necessarily assessing the expected effect from advertising.

To analyze the possibilities of placing advertisements for a pancake, the results of a marketing study were analyzed in the form of a survey of the heads of cafes and restaurants in Ufa. A total of 75 managers of public catering enterprises of different price segments were interviewed. They can be conditionally divided into three groups: restaurants; snack bars and cafes. The managers were asked the question: "Where do you mainly advertise the cafe?"

Generally, managers prefer to advertise in print media (40% of those surveyed), 34% are more advanced and focus their services on Internet users. More than 50% of those surveyed use an integrated approach to advertising.

When asked about which print media advertisements are placed, the following editions were named.

The most popular publications are “VIP Shopping”, “Choose!”, “Non Stop” (more than 50% of managers chose these publications). This is because these publications are distributed free of charge and in large numbers.

More than half of the respondents were attracted by the colored advertising line (52%), a quarter of the respondents read advertisements, some of the visitors preferred the institution because of the offered discount (11%). Summing up the results of evaluating the effectiveness of cafe advertising in print media, we can draw the following conclusions:

despite the fact that managers prefer to advertise in print advertising publications, the majority of respondents come on the recommendation of friends;

in order for advertising to reach the consumer, it is necessary to focus on men and women aged 25-35 with an active lifestyle, because they are the ones who most often visit cafes, therefore, advertisements should be placed in information publications preferred by this category of respondents.

Thus, after analyzing the external environment and drawing up a portrait of a potential client of the institution, based on the results of marketing research on preferences in advertising placement, we can suggest the following areas of advertising:

Development of a site for a pancake "Skovordka" for Ufa;

placement of a colored strip in the magazine "Choose!".

The site of the Pancake Pan should be an animated page that reflects the concept of the establishment. The site structure should contain the following categories:

pancake history;

detailed menu with a description of ingredients and prices;

news about events, holidays held in the institution;

information about current and future promotions;

A strategy is a detailed, comprehensive, comprehensive plan designed to ensure that the organization's mission and objectives are achieved. It is for the most part formulated and developed by senior management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, a firm must constantly collect and analyze a huge amount of information about the industry, market, competition and other factors. Lukicheva L.I. Organization Management: Textbook. - M: Omega-L, 2012.S. 26.

The strategy is influenced by changes in the environment, and itself can shape these changes. It has a long-term impact on the organization, determines the directions for the formation and development of the potential of the latter, taking into account the present and future needs, strengths and weaknesses. According to one of the leading Western researchers of this problem B. Karloff, the following factors give the specificity of the organization's strategy: EL Dracheva, LI Yulikov. Management. Study guide.- M .: Mastery. 2013.S. 87.

1) A mission that reflects the existing priorities and needs of society, when changing which the strategy should be adjusted.

2) Competitive advantages that the organization has in its field of activity in comparison with competitors, or to which it seeks (high quality products, its compliance with public needs, low costs, etc.). Competitive advantages sooner or later disappear, so there is a need to search for new ones.

3) The nature of the products, especially their sales, after-sales service.

4) Organizational factors (internal structure of the firm and its expected changes, management system, development of integration and differentiation processes).

5) Material, financial, informational, human resources that determine the scale of possible investments in future projects.

6) Potential for the development of the organization, improving its performance and expanding its scope.

7) The culture of management, the level of entrepreneurship and leadership competence, the internal climate in the team.

In addition, the strategy is also influenced by the degree of riskiness of the activity, the level of qualifications of personnel, the dependence of the organization on the external environment and previously assumed obligations.

Strategic planning is implemented sequentially in stages:

- "Formulation of the mission of the organization -\u003e Setting goals -\u003e Assessment and analysis of the external environment -\u003e Management survey of the organization -" Analysis of strategic alternatives -\u003e Choosing a strategy.

At the development stage, a strategic goal is formulated; assessment of the market opportunities and resources of the organization; creation of a general concept of the strategy and the choice of its options.

At the stage of strategic choice, options are analyzed and evaluated, the best of them is taken as the baseline. It serves as the basis for the creation of special and functional strategies, the preparation of strategic and operational plans, programs, budgets.

On the basis of the developed strategy, a course of action is built - a system of guidelines that an organization must adhere to in its daily activities. It gives unity to different types of strategies and plans, at the same time, it must provide a certain freedom of behavior.

Once a strategy has been formulated, the firm defines a policy that turns the strategy into an open and detailed statement of the firm's core business. Then the rules and procedures for the actions necessary to implement the strategy are developed.

The enterprise development strategy should contain and disclose:

Mission, main strategic goals and tasks assigned to him for the period of the development strategy;

Assessment of internal and external factors that have determined the development of the enterprise over the past several years, and factors that will determine its development in the future;

Determination of key competencies and competitive advantages of the enterprise, which will ensure the achievement of goals and objectives;

Perspectives, policies and principles of cooperation with clients, business partners and employees;

The main directions of the policy on products and services, the directions of the pricing and advertising policy for the period of the development strategy;

The main tasks in the field of attracting and allocating resources and ways to achieve them, as well as policies in the field of development of works and services;

The main guidelines and expected results of activities that are expected to be achieved during the period of the development strategy;

The goals and objectives of the organization in the field of improving the organizational structure and management system, improving the system of planning activities, risk management, accounting, improving technologies and the personnel management system, as well as expanding and optimizing the activities of the enterprise.

In the West, within the framework of strategic planning, the following types of plans are drawn up:

1) The summative (main strategic) plan contains information about the main goals of the organization, future directions of its activities, sales markets, production growth, profits, etc.

2) The functional plans developed on its basis reflect the development of certain promising areas of the organization's activities and allows you to look for ways to optimize the use of material, financial and labor resources,

3) Economic plans concretize the summative in relation to large divisions in such indicators as profit, profitability, turnover, investment, market share, etc.

The plans can formulate the directions and methods of competitive struggle with real and potential rivals, the possible consequences of the implementation, or vice versa, the refusal to implement certain strategies. Planning in the enterprise is carried out by planners and managers of various levels. The quality of planning depends on the competence of managers at all levels of management, their qualifications, and information support.

Let's draw conclusions. Strategic planning consists in setting the main goals of the enterprise and is focused on determining the intended end results, taking into account the means and methods of achieving the goals and providing the necessary resources. Within the framework of strategic planning, four main tasks are solved: resource allocation, adaptation to the external environment, internal coordination and the formation of a strategic organizational culture. Strategic planning is implemented sequentially in stages: Formulation of the mission of the organization -\u003e Setting goals -\u003e Assessment and analysis of the external environment -\u003e Management survey of the organization - »Analysis of strategic alternatives -\u003e Choosing a strategy. When the strategy is formulated, the firm defines the main directions of the firm's activities. Then the rules and procedures of actions necessary for the implementation of the strategy are developed. The final strategic plan of the firm includes: vision, mission and overall goals; organization strategies: general, business, functional; the policy of the firm.

Formation of an economic strategy in general terms, it can be defined as a process of developing goals for the development and functioning of an enterprise for a certain period of time, as well as ways of using funds to achieve this goal.

The choice of an economic strategy depends on many conditions: the forms of competition and the degree of its severity, the rate and nature of inflation, the economic policy of the government, comparative advantages in the world market and other so-called external factors, as well as internal factors related to the capabilities of the enterprise itself, i.e. e. its production and.

The process of forming the economic strategy of the enterprise includes:

• the formation of a general, basic strategy;
• formation of a competitive strategy;
• definition of functional strategies.

Types of enterprise strategies

Basic strategy - a strategy that is formed depending on changes in the external and internal environment; is a general concept of the behavior of the company at this stage of its functioning.

Growth strategies are strategies that increase the size of the firm and require sufficient resources.

Stability strategies - focusing on existing areas and supporting them.

Survival strategies - an attempt to adapt to existing market conditions and abandon the previous methods of management.

Reduction strategies - strategies used in cases where the existence of the firm is threatened.

Defensive strategies - strategies that reflect the firm's reaction to the actions of competitors and, indirectly, to the needs and behavior of the consumer.

Offensive strategies - strategies that require credit investment and, therefore, are more applicable in firms with a sufficiently high financial potential, qualified personnel.

First type strategies - strategies aimed at obtaining long-term profits, increasing the stability of the financial position of the company, its competitiveness over a relatively long period of time.

Type 2 strategies - strategies aimed at optimizing current financial performance, maximizing short-term profits and.

Competitive strategy

Basic enterprise strategy

Basic strategy is formed depending on changes in the external and internal environment, representing a general concept of the company's behavior at this stage of its functioning.

There are the following basic types of basic strategies.

Growth strategies involve an increase in firm size and require sufficient resources. These strategies include: strategies for concentrated growth; integrated growth strategies; strategies for diversified growth and strengthening of market positions.

The main features of such strategies are:

• diversification by absorbing less strong competitors (conglomeration);
• opening of new production facilities;
• inter-firm cooperation and cooperation in order to control sales markets and resources;
• foreign economic activity as an element of geographic expansion.

Stability strategies - it is focusing on and supporting existing activities. Stability strategies are formulated by firms in conditions when growth strategies are unacceptable due to external circumstances (a period of economic downturn or increased intra-industry competition, etc.). Another important factor in the need for stabilization is the emerging as a result of the expansion and growth of the problem of loss of manageability and control over the activities of the firm. The need to adjust goals and reorganize the organizational structure forces the management to apply the tactics of maintaining the achieved growth rates. The main features of such strategies are:

• transition to a new mode of resource use;
• savings by reducing costs associated with the need to conclude new contracts, costs associated with market research, hospitality and similar types of costs;
• strategic shifts towards strengthening management functions.

Survival strategies - it is an attempt to adapt to existing market conditions and abandon the old methods of management. Survival strategies are formulated by firms in conditions of a clear understanding of their insignificant capabilities, rather low competitiveness and the need to ensure at least a minimal implementation of their goals. These strategies include a “harvest” strategy, a cost reduction strategy, etc. The main features of such strategies are:

• maintaining the technical level of production;
• timely detection of crisis trends at the earliest stages;
• redesign of production and other business processes;
• retention of skilled workers and prevention of mass layoffs.

Reduction strategies used in cases where the existence of the company is threatened. They are characterized by the fact that the level of the pursued goals is set lower than that achieved in the past. In this case, strategy liquidation and, if funds and opportunities permit, view change strategy business. The main features of such strategies are:

• rejection of the production of unprofitable products, surplus labor, poorly functioning distribution channels, etc .;
• sale of a part of the company's assets, as a rule, unprofitable;
• conducting an insolvency (bankruptcy) procedure.

Each type of general, basic strategy contains several options. The firm can independently choose a variant of the general strategy or apply different types of them in certain combinations.

The basic strategies of the firm are concretized by developing competitive strategies.

Enterprise competitive strategy

- long-term measures of an offensive or defensive nature designed to strengthen the position of the firm, taking into account the factors of intense competition.

Formation of a specific enterprise strategy is aimed at achieving its competitive advantages.

In business practice, there are four levels of competitiveness of enterprises. The first level of competitiveness can be attributed to small enterprises that have received a "niche" of the market. They see their task only in producing products of a certain type, strictly following the planned production plan, without worrying about any surprises for consumers and competitors. However, as soon as such an enterprise begins to grow, to increase the scale of its production, then either it outgrows the "niche" of the market for which it originally worked and enters into competition in another market segment, or the initial "niche" of the market develops into a growing market and becomes attractive to other manufacturers. In this case, it is necessary to take care of obtaining comparative advantages, in order to exceed the standards proposed by competitors in the areas of quality, accuracy of delivery, prices, production costs, service level, etc. Therefore, the best option for an economic strategy for enterprises of this level is the constant search for more and more new "niches" of the market. This approach, which is the simplest form of diversification of production and economic activities of enterprises, allows them to maintain their competitiveness and stay "afloat."

The second-tier enterprises were named “following the leader”. They strive to borrow as much as possible all the techniques, technologies and raw materials, methods of organizing production, as the leading enterprises of the industry. However, many of them inevitably find themselves in a situation where such stereotypes of business imperatives, which are entirely based on the adoption of advanced experience, no longer work, do not add competitiveness to enterprises even with the slightest increase in intra-industry competition. Thus, they gradually evolve to the third level of competitiveness, at which the management system begins to actively influence production systems, contributes to their development and improvement. Success in the competitive struggle of enterprises of this level is no longer so much a function of production as a function of management (depends on the quality, efficiency of management and organization of production in the broadest sense). Enterprises that have achieved the fourth degree of competitiveness are ahead of the competition for many years. In fact, these are world-class companies, known in all countries for their products of the highest quality.

Economist M. Porter identified three main strategies that are universal and applicable to any competitive force. This is cost advantage, differentiation, focusing.

Cost advantage creates greater freedom of choice of actions both in pricing policy and in determining the level of profitability.

Differentiation means the creation by a firm of a product or service with unique properties.

Focusing - it is focusing on one of the market segments, on a specific group of buyers, products or on a limited geographic sector of the market.

From the standpoint of production efficiency, there are two types of economic strategies (Fig. 1).

Figure: 1. Types of economic strategies from the standpoint of production efficiency

First type strategies are aimed at obtaining long-term profits, increasing the stability of the financial position of the company, its competitiveness over a relatively long period of time. These include:

• minimization of production costs - profit growth is due to a decrease in labor costs, the use of more productive equipment, more economical types of raw materials, economies of scale of production;
• share expansion market - increasing production efficiency due to a higher share of newly created value (conditionally pure production) in the total volume of products sold, accelerating the turnover of the firm's capital. The strategy assumes the achievement of competitive advantages by improving the quality of products and the level of customer service, as well as reducing costs associated with the sale of products;
• innovative programming R&D -focused on the creation and implementation of advanced technologies and the development of fundamentally new types of products of higher quality that have no analogues on the market.

In practice, strategies of the first type are often intertwined: a firm that has entered the market with an innovative product, over time, in order to increase its market share, must begin to reduce production costs.

Type 2 strategies are aimed at optimizing current financial performance, maximizing short-term profits. Among them are:

• strategymaximization (artificial overstatement) of production costs - an increase in production costs (for example, as a result of rising prices for raw materials and materials) with weak intra-industry competition (for example, with high import duties) is included in the price and passed on to the consumer. The firm is not interested in reducing production costs;
• simulation programming R&D -renewal of the assortment due to "cosmetic" improvements of products already available on the market (packaging, color, design, etc.);
• portfolio manipulation strategy capital investment - buying and selling of operating enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange are carried out. This strategy is a non-productive diversion of capital. The main emphasis is on optimizing the current financial performance of the company, stable payment of high dividends, and not on increasing the value of the company's shares.

Alternativeity is the most important distinguishing feature of the formation of strategies. The process of analyzing alternatives is associated with the classification and ranking of problems, the comparison of actual data with forecast indicators, the selection of the most significant factors and conditions for solving the tasks. The most famous methods of analysis of alternatives are: situational analysis; STEP analysis; SWOT analysis; GAP analysis.

The situational analysis methodology is based on a sequential consideration of the elements of the external and internal environment and assessment of their impact on the capabilities of the firm.

STEP analysis is aimed at assessing significant changes and new trends in the external environment, as well as determining their significance for the company.

The essence of the SWOT analysis methodology is to identify and assess the strengths and weaknesses of the firm and correlate them with the opportunities and threats of the market. The analysis is carried out in five functional areas - marketing, finance, production, personnel, organizational culture and image.

GAP-analysis - analysis of the strategic "gap", allowing to determine the discrepancy between the desired and the real in the activities of the company.

The choice of the method depends on the stage of the firm's life cycle, the characteristics of the internal and external environment, the period for which the strategy is being developed, etc.

Strategies are concretized in the firm's plans for the production and sale of products, material and technical supply, labor and personnel, production costs, finance, investment, social development.

Russian firms are successfully mastering the experience of Western companies in the field of strategic planning. In 2008, two Russian companies at once - the UralSib corporation and the Life financial group - were included in the list of the best strategically oriented companies in the world and were admitted to the Balanced Scorecard Hall of Fame, which includes such “masters” of world business as Canon , Dupont, Nordea, Motorola, Siemens, HSBC, LG Philips.

By the nature of interaction with the external environment distinguish two groups of competitive strategies strategies: defensive and offensive.

A firm's competitive strategies can be divided into two groups: defensive and offensive.

Defensive strategies reflect the firm's reaction to the actions of competitors and, indirectly, to the needs and behavior of the consumer.

Offensive strategies usually require credit investments and, therefore, are more applicable in firms with a sufficiently high financial potential, qualified personnel. Offensive strategies are usually growth strategies.

Functional enterprise strategy

Functional strategies are complexes of activities and programs for individual functional areas and divisions of an enterprise. They are of subordinate importance and are, in essence, resource programs that provide the practical implementation of a general, basic strategy. The main areas of activity of the company are production, marketing, research and development (R&D), finance, management. Hence the main components of the functional (economic) strategy.

The production strategy focuses on decisions about the required capacity, the placement of industrial equipment, the main elements of the production process. The R&D strategy summarizes the main ideas about a new product - from its initial development to market introduction.

The financial strategy develops the rules of conduct for the enterprise in the money and securities market, selects the preferred forms and methods of lending and the use of financial resources.

The marketing strategy determines the trade and sales activities of the enterprise, the factors of promoting goods and services on the market.

The personnel management strategy allows solving the problems of increasing the attractiveness of labor, motivation, optimization of work processes and the number of personnel.

It is important to consider the process of forming economic strategies from the standpoint of production efficiency.

In market conditions, in the presence of a competitive environment, the growth of production efficiency can be carried out mainly within the framework of such economic strategies that are aimed at obtaining long-term profits, at increasing the stability of the financial position of the enterprise and its competitiveness for a relatively long period of time.

An enterprise can ensure high profitability in the short term without resorting to increasing production efficiency, but ultimately at the cost of weakening its position in the competition in the future. And vice versa, for a relatively long period of time to ensure its competitiveness, to achieve higher cumulative profits (over several years, usually from 7 to 12), instead of seeking momentary profit, an enterprise can only by increasing production efficiency on an ongoing basis.

Measures to increase the efficiency of production, its further intensification ultimately require technical modernization of production, the introduction of the achievements of scientific and technological progress and an adequate restructuring of management systems and labor organization. And this, in turn, means a long period of capital turnover, cost recovery and, possibly, a higher profit, but over a relatively long period of time. Such strategies, within the framework of which expanded reproduction of capital is carried out, we will call strategies of the first type. But the implementation of strategies of this type is not only associated with large initial investments, but also leads to changes in the very conditions for the reproduction of individual capital, to which the management of enterprises is forced to react accordingly.

Strategies of the second type are aimed at optimizing current financial performance, at maximizing short-term profits by maneuvering the economic structure of an enterprise (its assets), artificially raising prices for products.

In market conditions, both types of economic strategies in enterprise management are intertwined and their division is rather arbitrary. Therefore, for the dynamics of production efficiency, it is important not to strictly adhere to the management of the enterprise to one or another type of economic strategies, but, firstly, their ratio in intra-firm management, and secondly, the correspondence of the chosen strategy to the tasks of strengthening the competitiveness of the enterprise in the market, and therefore to the technological structure, economic specifics, the comparative advantages that a particular enterprise has at the moment.

Naturally, within the framework of each type of strategy, many of their different types can be distinguished, corresponding to the economic and production specifics of a given enterprise. Strategies of the first type include:

• a strategy to minimize production costs;
• a strategy for increasing the share of the sales market controlled by the enterprise (“market share” strategy);
• r&D innovation programming strategy.

When minimizing production costs profit increases as a result of a decrease in the cost of advanced capital. The increase in production efficiency occurs as a result of a decrease in total labor costs, the use in production of more productive equipment, more economical types of raw materials and materials, an increase in the concentration of production, an increase in the serial production of products using equipment of a larger unit capacity (i.e., obtaining the so-called economies of scale production).

A strategy aimed at expansion of the sales market share, contributes to an increase in production efficiency due to a higher share of newly created value (conditionally - net production) in the total volume of sold products, the growth rate of turnover of enterprises. Market share growth is directly related to the achievement of superiority over competitors. And this is largely due to the increase in consumer qualities, the technical level of products, the quality of customer service, which favorably distinguish the products of this enterprise, with the implementation of its other comparative advantages. The implementation of this strategy can also help to improve production efficiency by reducing unit costs of selling products (i.e., by reducing inventory, storage costs, etc.).

Within the innovative programming R&Dfocused on the creation and industrial development of innovations, not only the creation and implementation of progressive technologies is carried out, but also the development of fundamentally new types of products, of higher quality and having no close analogues on the market. This strategy has a positive impact on the dynamics of production efficiency by both reducing costs (mastering new technologies) and increasing the result. In market conditions, in order to successfully fight competitors, enterprises at high rates of scientific and technical progress are forced not only to adapt to the existing product structure, but often to radically change it, forming markets for new goods and services.

Naturally, in real economic practice, these types of strategies of the first type are closely intertwined. So, as the production of new products increases, and their competitors master them, a pioneer enterprise in this market, in order to maintain or increase its market share, must take care of a price level that is more acceptable to consumers (in terms of choice), and therefore also to minimize production costs.

Among the strategies of the second type are:

• the strategy of maximizing (artificially inflating) production costs and shifting the growth of production costs onto the consumer (CPM, from the English cost pass-along management),
• simulation programming R&D;
• a strategy for manipulating the “capital investment portfolio”.

Strategy maximizing production costs is aimed at increasing profits through government or other subsidies in the absence of direct (intra-industry) price competition.

Within the framework of the SRM, an increase in production costs, for example, as a result of an increase in prices for raw materials and materials, and again with a weakening of intra-industry competition (for example, with the introduction of high tariffs on imports of finished goods), is directly taken into account in the price of products, i.e. passed on to the consumer. Under the conditions of high inflation rates and a rapid depreciation of investments with a long payback period, enterprises try not to replace those types of resources for which prices have increased, or not to start introducing new resource-saving technologies if this requires large capital investments. There is only an adjustment of the selling prices with a constant level of production efficiency.

With simulation programming of R&D, the economic result is achieved by updating the range of products due to "cosmetic" improvements in products already on the market (packaging, design, color, etc.). It is possible to get short-term profit within the framework of such a strategy, but it is unlikely that it can ensure the competitiveness of the enterprise in the long term. Moreover, there will be no noticeable changes in the level and rates of growth of production efficiency in this case, since the ratio of costs and benefits does not change. In essence, R&D simulation programming is one of the manifestations of the CPM strategy, but already in relation to a predominantly non-price form of competition.

The strategy of manipulating the "capital investment portfolio", within the framework of which the buying and selling of existing enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange are carried out, negatively affects the dynamics of production efficiency due to unproductive diversion of capital: technical modernization of production capacities, an increase in investment in the development of production does not occur, and financial resources are used only for the redistribution of the existing production apparatus between the owners of the means of production. At the same time, the main emphasis is placed on improving the current financial situation of the enterprise, on increasing its ability to meet the needs of those share holders who are interested primarily in receiving high dividends or playing on fluctuations in the share price, but not in the long-term increase in the value of the company's securities ...

The prevalence of each of the types of strategies is determined by the action of a number of factors in the economic activity of enterprises.

The most important factor determining the ratio of the two types of economic strategies is the degree and basic forms of market competition. The so-called perfect price competition of manufacturers within the same industry forces the company's management to look for ways to reduce production costs, to implement innovations that contribute to this. Thus, a high degree of intra-industry price competition is an important condition for improving production efficiency and diversifying economic activities.

However, under certain circumstances that deform the conditions of intra-industry competition (high inflation rates or barriers to imports, peculiarities of tax policy, etc.), enterprises may prefer another way of diversification: the sale or acquisition of existing enterprises and production facilities in other industries instead of creating new products.

Another important factor determining the dominance of one or another type of economic strategies is the ratio of the growth rate of the cost of labor and the active part of fixed capital, which directly replaces living labor. This ratio largely determines the extent to which the enterprise will carry out the mechanization and automation of production, introduce new labor-saving equipment and technology. If wages increase at a faster rate than the value of the active part of fixed capital, then management firms have more incentives to increase investment in new equipment and technology, since this leads to an overall decrease in the level of production costs.

The time factor is of great importance for the process of forming economic strategies in market conditions. In view of the relatively long period of fixed capital turnover, the existence of a significant lag in making a profit from investments in production equipment and the development of new products and technologies, the prevalence of strategies of the first type, in addition to low inflation, also presupposes a certain stability of the economic situation, a relatively low degree of risk of new investments.

An increase in the rate of inflation may force enterprises to abandon investments in the development and implementation of large-scale projects for restructuring the production apparatus, since the real amount of profit that can be obtained in a few years will be significantly reduced. Hence the desire of enterprises to invest in fast-paying projects, even to the detriment of increased production efficiency, or even to separate funds from productive use. On the other hand, the depreciation of the securities of enterprises relative to their assets or the artificial overvaluation of shares on the stock exchange in comparison with the real value of assets makes operations in the fictitious capital market much more profitable (in terms of maximizing the current financial results of commercial activities) than the acquisition of existing enterprises. or creating new ones.

The ratio of the two types of business strategies in connection with this factor can be influenced by the structure of companies' assets. Thus, a high share of equity capital in the assets of an enterprise can objectively force managers to focus on strategies of the second type, to obtain short-term profits. The economic policy of the government and the effectiveness of state regulation of the market also have a significant influence here.

In modern conditions, state stimulation of the structural restructuring of industry, ensuring an intensive inter-sectoral overflow of labor and capital, and the predominant development of the newest industries (industrial policy with the allocation of priority sectors) is important.

For a real increase in production efficiency, the mere interest of enterprise management in investing in expanded reproduction of fixed capital, an orientation towards strategies of the first type, is not enough, just as it is not enough to simply purchase equipment to get the final product. For this, it is also necessary to organize the process of introducing and using production equipment, and the level and dynamics of production efficiency will depend on the quality of internal planning, on the systems and structures of management, forms of organization and labor incentives. The development and improvement of intrafirm planning, in turn, depends on what type of business strategies is dominant. With the dominance of strategies of the first type, development is carried out at a more intensive pace, requires the involvement of more and more resources (primarily human resources), and with the prevalence of strategies of the second type, development occurs at a slower pace.

Stages of developing a business strategy for an enterprise

Each enterprise, regardless of its scope and scale of production, must plan its activities. Planning - it is the process of setting goals, determining priorities, means and methods of achieving them. The planning process covers a number of areas. It begins with defining the mission of the enterprise and the goals of its functioning, taking into account the analysis of the external environment and resource provision, then forecasts of activities for the long term are developed, which serve as the basis for choosing economic strategies. Economic strategies in the short term, in turn, are concretized in the plans of the enterprise in various areas of activity: sales, production, finance, etc.

Strategic planning is focused on the highest level of management and is aimed at determining the development trends of various aspects of the enterprise, calculating and choosing the most favorable conditions for its activities. A distinctive feature of strategic planning is its flexibility due to mobility plan horizons, those. periods of time for which a forward-looking policy is being developed. Various criteria are used to determine the target horizon: product life cycle; cycle of fundamental changes in demand for manufactured products; the period of time required for the implementation of strategic goals, etc. The planned horizon depends on the scale of the enterprise, its size.

As one of the strategic planning tools, the practice of forming targeted production and sales programs has been most developed. Resource orientation consists in the development of comprehensive plans, in accordance with which all types of resources are directed towards the achievement of ultimate goals, contribute to the long-term commercial success of the enterprise. At the same time, situational planning is used, in which the management of the enterprise is provided with several options for the strategic development plan of the enterprise. These plans are characterized by different priorities in the allocation of resources and unequal balance of risk and guaranteed benefits.

Analysis of the external environment

When engaging in strategic planning, an enterprise must always take into account the influence of the external environment. Environmental analysis gives an enterprise time to anticipate opportunities, plan contingencies, develop early warning systems for potential threats, and develop strategies that can turn old threats into profitable opportunities. Threats and opportunities facing an enterprise are usually categorized into seven areas: economics, politics, market, technology, competition, international position, and social behavior (Fig. 2).

Figure: 2. Environmental factors

Analysis of environmental factors, a correct and complete understanding of the strengths and weaknesses of the enterprise allow us to make a sales forecast, which is the basis of all internal planning.

 

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