Preparation of a business plan in accordance with the strategy. Updating and updating the business plan. There are four basic strategies

The economy is changing so quickly that only strategic planning at the enterprise will help to build a formal forecast of potential risks and opportunities. It is this method that helps the management or the owner to set long-term goals, create a plan for their implementation that minimizes risks and includes the tasks of the company's divisions.

What are the features of tactical, operational and strategic planning in the enterprise?

Those who are seriously involved in business usually set some kind of strategic goal for the company. It, in turn, consists of several subgoals, which include tasks. That is, the process of fulfilling the plans in the company is carried out from setting the largest and most significant goal to the implementation of small everyday tasks.

To optimize the planning process, it is divided into several types:

tactical;
operational;
strategic.

Strategic planning

The most common type of planning is strategic. It should not be compared to long term. Developing a company's strategy is about setting a broader goal. For example, L. Mittala, adhering to the strategy of saving at the maximum, became one of the richest people in the world. The strategy was to reduce costs to the limit on the main parameters of activities (personnel, raw materials, resources, etc.).

It is the manager or owner who is involved in strategic planning.

Tactical planning

IN Soviet time the enterprises established medium-term plans. Tactical planning is a bit like this practice, but there are still significant differences. At the same time, the plans are limited in time, but this is the time allotted for the implementation of the goals. Tactical planning is a consequence of strategic planning. L. Mittal at his enterprise set such tactical goals as optimizing the staff, acquiring coal deposits for the production of his own raw materials, automating business and production processes.

As a rule, the heads of divisions are engaged in the development of the tactical plan. If we are talking about a small company, this task is included in the range of responsibilities of the direct leader of the entire organization.

Operational planning

Operational plans are created based on a short time period. Based on the circumstances, it can be planning actions for one day, several days, a week. However, it will be better for the staff and for you if there is a task list for each day that can easily change depending on the situation. Operational planning allows you to record the results and exercise control.

In some areas of activity, it is more convenient for enterprises to form different types plans of all three types. For instance, financial planning, marketing or investment is carried out at the operational and tactical levels.

Various planning methods will allow you to organize work as efficiently as possible, select the right performers, and monitor the implementation of tasks.

How to draw up a strategic development plan

Many executives mistakenly believe that long-term strategic plans can be successfully replaced with sales plans. The development of companies headed by such leaders is hampered by the lack of understanding by the top management of the business goals, and, consequently, the failure to use funds to achieve these goals.

To prevent the enterprise from getting bogged down in routine, it needs a strategic plan. Download example development and implementation algorithm strategic plan you can in the article electronic journal"General director".

The main goals of strategic planning in the enterprise

Determination with strategic plans in the firm is also to form and convey to the designated official such a measure of responsibility and authority that will allow him to fully manage the company throughout his tenure in office. Strategic planning has the following goals:

1. Creating and showing an enterprise model in perspective regarding its field of activity, mission, development.

2. Setting goals general manager or manager for the entire period of his activities in accordance with the concluded contract.

When deploying the goals and objectives of the company's strategic plan, it is worth remembering possible problems preventing forward movement. These problems must be identified and ways to solve them must be found. The most important tasks in this type of planning are the following:

analysis of the growth process of the company's activities from the very beginning, as well as compliance with the outlined strategic plans;
assessment of external and internal development companies today;
adjusting the mission and vision of the company in its field of activity;
setting common development goals;
analysis of the main problem in enterprise management and development of a method of elimination;
development of the concept of the enterprise;
search for opportunities and ways of their implementation for transferring the company to the active sphere of TO-BE;
creation and distribution of proactive actions to implement the strategic plan;
finalization of certain nuances and provisions in the areas of the company, depending on strategic planning: investment, finance, marketing, etc.

Strategic planning of the enterprise: advantages and disadvantages

Strategic planning at an enterprise is the formulation and setting of strategically important tasks based on forecasts of the company's activities in the face of changing external factors, as well as the identification of the most important areas of development and the selection of ways to accomplish tasks.

This type of planning is based on the instant application of innovative ideas, as well as proactive actions with minimizing risks and accelerated development of the company.

The strategic method of planning differs from tactical in the following features:

The forecast of future processes and results is made based on a strategic analysis of the enterprise's activities, risks, opportunities to change the situation in their direction, etc., and not by observing the already established trends.
This is a more time-consuming and resource-intensive method, but it gives more accurate and complete information in the end.

The process of carrying out this planning in the company is carried out using the following actions:

Determination of the most important long-term tasks and goals.
Organization of strategically important departments in the company.
Setting goals when conducting research activities in the marketing area.
Analysis of the current situation and determination of the vector of development in the economic sphere.
Planning an increase in production, developing a marketing strategy for the company as a whole.
Determination of a set of tools to achieve the set goals.
Carrying out control measures with adjusting the strategy if necessary.

Strategic planning has its own characteristic features:

it is characterized by a constant analysis of external activities to identify potential risks, problems that may affect the work, as well as trends, development alternatives, etc .;
the economic activity of the enterprise easily adjusts to changing circumstances;
the process of optimization of the assigned tasks is going on all the time;
it is focused on the most important formed goals and stages of the company's development;
planning in the company is optimally distributed from the highest positions to the lowest;
there is a constant correlation of tactical and strategic plans.

The advantages of this type of planning are as follows:

Plans are based on reasonable probabilities and event predictions.
The company's management has the ability to set long-term goals.
It is possible to make decisions based on the set strategic plans.
At the same time, the risk in making this or that decision decreases.
It unites the set goals and their performers.

However, in addition to the advantages, there are also a number of disadvantages.

Strategic planning, by its very nature, does not provide a clear description of the future. The result of this type of planning will be the creation of a model of potential behavior and the desired market position of the company in the future, but it remains unclear whether the company will remain afloat until that time.

Strategic planning does not have a clear algorithm for drawing up and implementing a plan. Goals are set and implemented through the following actions:

the company constantly monitors external activity;
goal setting staff have b O greater degree of professionalism and creative thinking;
the company is actively innovative;
all employees are involved in the implementation of the set goals.

It is necessary to invest a lot of resources, financial and time, in strategic planning. Traditional planning doesn't require that much effort.

The consequences of not fulfilling strategic plans are usually much more serious than those of conventional planning.

Planning alone will not produce results. Mechanisms for the implementation of the assigned tasks should be prepared.

The process of strategic planning in the enterprise is necessary to identify potential options for development in the economic and social spheres the state as a whole. Company and government bodies should cooperate on the exchange of information on a voluntary basis.

What does the strategic planning system at the enterprise consist of?

The concept of strategic planning today consists of the following points "decision - making changes - control". That is, we can say that given view planning is based on three elements: deciding to do something, making certain changes after that and monitoring the result. Each element is an organized process.

Strategic planning is provided thanks to various subsystems of the enterprise: personnel, methodological, information and analytical. In other words, strategic planning can be represented as a set of subsystems that, when interacting, make it possible to achieve the set goals.

Subsystem for making strategic decisions

This element consists of methods for identifying company problems, analyzing effective ways their elimination and decision-making, allowing to improve in the future the activities of the organization. The subsystem includes a certain circle of people dealing with the identified problems, as well as a set of actions to analyze and search for optimal solutions.

Change management subsystem

This element is a set of tools that allows you to develop plans and prepare projects to make the necessary changes to the structure or functional activities of the company.

However, no plans will arise, and no programs will come true on their own. This requires proactive people. It is these people, together with managers, who carry out the processes of strategizing, planning and business modeling.

When strategizing, the management works out a vision of the company's future place in the external economy, its activities and the means by which this position will be achieved.
With the help of planning, alternative activities of the company in a given situation are discussed, assumptions based on facts are built about what awaits it in the future;
In business modeling, business behavior models of a company are built or changed based on long-term goals and a designated mission.

Subsystem of strategic control

This element makes it possible to assess how the chosen strategy is being implemented, what changes are taking place within the company and in its external activities, how the set goals correspond to the developed plans, and also allows, if necessary, to change the development scenario of the strategic plan in a timely manner.

They control the already completed part of the previously planned programs and projects. It is necessary to sum up the results to motivate the leaders. The reports should describe not only the results obtained, but also the happened or possible strategic problems.

Information and analytical subsystem

With the help of this element, all direct participants in the strategic planning process are provided with the most recent and up-to-date information about events taking place inside and outside the company.

This subsystem is aimed at full-fledged implementation of the set strategic objectives through the use of information sources and technologies.

That is, it does not just inform the participants about everyday processes. In addition to daily formal reporting, it has tasks of a more global level.

Methodological subsystem

This subsystem is created to carry out the process of full information support of the enterprise during the development of a strategic plan. Information is extracted, analyzed and applied.

The methodological aspect of the company's activities consists of different methods collection and application of strategically important information in the management process, setting strategic objectives and monitoring their implementation. It also represents tools for the implementation of the set strategic objectives.

Organizational and personnel subsystem

The specified item represents an interaction organizational activities and personnel policy... With competent leadership, they organize special forms of interaction at the enterprise, which are used in the formulation and implementation of strategic plans.

Strategic planning management subsystem

The specified subsystem is used to conduct strategies and developed plans, the management process and control it, as well as to find out how effective the ongoing processes are and whether there is a need for their improvement.

The activities of this subsystem are carried out with the help of a specially organized autonomous unit. It implements the developed strategies, organizes the processes necessary for this, monitors their implementation and results. All this is done with the support of the regulatory and methodological framework and on the basis of official documents.

Phased organization of strategic planning in the enterprise

Setting strategic goals at the enterprise goes through the following stages:

Stage 1. Determination of the mission of the enterprise

The process of identifying the mission involves an answer to the question of why there is an enterprise, what is its role and place in the foreign economic sphere. Establishing a strategic mission is important for an enterprise to carry out both internal and external activities. In internal activities, a clearly defined role helps the staff feel unity, adhere to a culture of behavior.

In external activities, the clearly stated mission helps to establish a single image of the company in the market, only its characteristic image, tells about the role of the enterprise in the economic and social spheres, as well as how it should be perceived by buyers.

The mission statement consists of four elements:

study of the history of the origin and activities of the company;
study of the field of activity;
defining the main goals;
the company's strategic claims.

Stage 2. Formulation of goals and objectives of the enterprise

The goals set do not just show the state that the company will come to after achieving them, they should also motivate employees to implement them.

Therefore, the goals must meet the following parameters:

functionality - it is important to define the functions of the set goals, since the leader must be able to adapt the goal and delegate it in a suitable way;
selectivity - certain resources are always involved in the fulfillment of the goal. But if they are insufficient, some specific goals that you need to focus on and that you use resources and effort to achieve. That is, there is a kind of selectivity of goals;
multiplicity - goals and objectives are set for all important areas in the company's activities;
achievability, reality - goals must be real. Employees need to see that although achieving a goal will require very hard work, but in the end it is realistic to achieve them, they are within the limits of capabilities. Setting unrealistic, unattainable goals demotivates, negatively affects the activities of employees and, as a result, the company as a whole;
flexibility - it should be possible to change the goal or the means of achieving it in the process of working on its implementation, if this is required by factors in the external or internal activities of the company;
measurability - the goal should be measurable both in quantitative and qualitative measurement, and not only at the time of setting, but also during work on its implementation;
compatibility - all goals set in the company must be compatible with each other. That is, goals for the long term should meet the requirements of the company's mission, and goals for a shorter time period should result from long-term goals;
acceptability - at the time of setting the goal, the interests of business owners, managers, company employees, partners, customers, etc. should be taken into account;
specificity - the goal should be clearly formulated. It should make it clear in what key the company will act, what will happen when the goal is achieved, what the results will be, who is engaged in its implementation and for how long.

The structure of goals in setting plans is revealed in two ways. The first is centralization. It represents the setting of goals by the management of the company. The second approach is decentralization. In this case, both management and employees at all levels are involved in setting goals.

The structure of goals is determined through the sequential passage of four stages:

processing data on the external activities of the enterprise;
setting clear global goals;
building goals in order of importance;
setting specific goals for specific events.

Stage 3. Analysis and assessment of the external environment

When analyzing external activities and the environment, two components are taken into account: the macro-environment and the micro-environment:

When studying the macroenvironment, the following elements are analyzed:

economic activity and its level of development;
legal support;
social and cultural spheres of life;
level of technical and scientific development;
infrastructure level;
the political state of society;
the level of resources, the state of the environment.

The microenvironment of the company includes those firms that are in direct interaction with the company, that is, the enterprises that are constantly in contact with it are studied. These include:

supplier firms;
firms-consumers of manufactured products;
intermediary organizations, including between the studied company and the state (tax service, Insurance companies etc.);
competing enterprises;
various societies, commercial and non-commercial, which affect the formed public image of the company (for example, the media, the Society for the Protection of Consumer Rights, etc.).

Stage 4. Analysis and assessment of the internal structure of the enterprise

Study internal environment enterprise helps to understand what resources and potential opportunities are available for the company in moving towards the set goals.

At the same time, analysis and study is carried out in the following areas:

marketing;
production;
research and innovation;
product distribution;
resource opportunities.

Analytical work in this case involves the study of potential risks for the company's activities, as well as to determine the positive and negative features inherent in the firm.

Research on external and internal factors are produced using the following matrix methods:

Stickland and Thompson;
The Boston Advisory Group;
SWOT analysis.

Stage 5. Development and analysis of strategic alternatives

Alternatives are worked out to determine how to achieve the goals and objectives identified in the organization's mission. The scenario will depend on the current position of the company.

At the same time, when working out a strategic alternative, you need to decide on three points:

what activities are being liquidated;
what activity is going on;
in which business direction to start a new activity.

The strategy is being developed based on the following areas:

reaching the level of a leader in the position of reducing production costs;
constant presence and development of activities in a specific area of the market;
constant and high-quality release of the established assortment.

Stage 6. Choosing a strategy

In order to choose the most effective strategy, you need to rely on a clearly built and coordinated system of the company's activities. The choice of strategy must be clear and unambiguous. That is, one direction should be chosen that is most suitable for the activities of this company. The stages at which the strategy is developed and the way in which it is communicated to the team, have a generalized form and, depending on the activities of the company, can change.

Stage 7. Implementation of the strategy

This process is a very important link in the company's activities. Indeed, if successful, it will lead to the full implementation of the set strategic plans. The implementation is carried out using a set of actions: various programs and procedures are developed, from which plans for long and short periods are drawn up. For a full implementation, perform the following actions:

familiarize company employees with the set goals so that they take part in the process of achieving them;
the company always provides the resources needed to successful implementation, prepares a plan for its implementation;
in carrying out activities to achieve the set goals, managers at each level act in accordance with their powers and assigned tasks.

Stage 8. Evaluation of the chosen (implemented) strategy

The strategy is assessed by answering the question - will the company be able to achieve its objectives? If the developed strategy gives a positive answer to this question, then it is further analyzed according to parameters of this kind:

how much it correlates with requests for external activities;
how much it correlates with the development potential of the company;
how acceptable is the level of risk in this strategy.

The implementation of the strategy is assessed. Feedback helps to monitor this process and make changes if necessary.

Strategic planning methods in the enterprise

There is a classification of methods of strategic planning in the enterprise, depending on at what point in time they are applied.

Method 1. SWOT analysis

This type of analysis was created to determine the effectiveness / inefficiency of the company's activities in the foreign market. This is a kind of quintessence of a large analytical volume of information that allows you to understand and make a conclusion about the next steps of the enterprise. Where to move, how to develop, how to allocate resources. As a result of this analysis, a marketing strategy or intended behavior is created to test it.

The classic SWOT analysis method works by comparing the company with the most significant competitors. Based on the results obtained, the pros and cons of the enterprise's activities, risks and possible successes are identified.

Method 2. "Goal tree"

This method involves dividing the most global goal into smaller tasks, which are also divided into even smaller ones. The method is very important for the study of various management systems, because it is possible to represent the activities of the company in the form of sequential implementation of the set goals and objectives. The goal tree method should be used if only because it allows you to create a backbone, a stable framework that will remain unchanged under changing factors and circumstances.

Method 3. BCG Matrix

This tool is also called Matrix BCG. It is used for strategic analysis companies and manufactured products in the economic and commercial field of activity. For the analysis, data on the volume of the market share is taken of this enterprise and his height. This method is quite simple, but at the same time it is very effective. Therefore, it is used not only in the economic, but also in the marketing and management sectors. Using the matrix, you can see the most successful and most illiquid products or departments of the company. With its help, a marketer or manager will understand which product or department of the company should be targeted with resources, and which should be reduced or removed altogether.

Method 4. McKinsey Matrix

This kind of matrix as a planning tool was developed by the specially created department of McKinsey. The order for the development was given by General Electric. The method is an improved BCG matrix... However, in comparison with the latter, it allows for more floating financing of the strategy being pursued. For example, if on the basis of the analysis it was found that the company is weak as a competitor in the market, and the dynamics of market growth is not visible, then financing of activities in this area can still be continued. Since there is a likelihood of a decrease in risk in this area or the appearance of a synergistic effect due to more effective work in other areas of activity.

Method 5. Ansoff Matrix

This type of matrix is a method of analysis in strategic management invented by Igor Ansoff. It is also called the product-market matrix.

This matrix can be represented as a coordinate field, where the company's products (existing and new) will be located on the horizontal axis, and the markets in which the company is present (already used and potential new) will be located on the vertical axis. The intersection of the axes gives four points.

The resulting matrix gives 4 options marketing strategies to increase the volume of sales and / or to maintain the existing volume: coverage of new markets, development in the current sales market, development of the range, expansion of markets and product range.

The appropriate option is chosen based on how often the company will be able to update the assortment and how saturated the market is at the moment. You can combine two or more options.

Covering new markets - entering new sales markets with an existing product. At the same time, markets are assumed to be of different scales - international, regional, national;
Development in the current sales market - carrying out various activities from the marketing sphere in order to strengthen the position of the product in the market;
Product range development - offer new products in the existing market in order to strengthen the company's position;
Diversification - expanding sales markets, attracting new markets, as well as expanding the range of products. However, one should be wary of diffusing efforts.

Scenario planning- not so long ago appeared a tool for setting strategic plans at an enterprise. With its help, alternative scenarios for the company's future are being developed. This method analyzes external activities organization and combines both known valid information and assumed important points in the formation of the scenario. The developed alternatives necessarily combine predeterminations (which simply exist at the moment) and still undefined options for the development of important points of activity. The enterprise strategy for strategic planning, developed on the basis of the scenario method, is characterized by flexibility and allows the company to operate successfully in different situations.

Method 6. SADT method

Another method called the Structured Analysis and Design Technique (abbreviated as SADT) is a set of actions by which a model of a specific object in a specific area is built. It is a method of analyzing and creating projections. With its help, the functional structure of the object is determined, in other words, the connection between the actions performed by it and the analysis of the actions themselves.

Method 7. IDEF0

As a continuation of the previous one, the IDEF0 method was developed, the essence of which is to build a model and a graph of the object's functionality. It describes the processes in business with an indication of the subordinate relationship of objects, and also formalizes them. The method explores the logical connection of works, but not their temporal sequence. The information obtained can be presented in the form of a "black box" with openings for inputs and outputs, mechanisms inside, the outlines of which gradually appear up to the right level... With the help of IDEF0, projects are organized to model various processes (for example, organizational, administrative, etc.).

How to Find Inspiration for Strategic Challenges

What are the problems associated with the strategic planning of enterprise development

Today, there is a sad tendency of rejection of the method of global strategic planning by the layer key managers... And it makes you wonder what the reason is. And was there even a period when strategic management was popular and applied everywhere? It can be concluded that the "golden formula" that they tried to derive and apply did not work, and this happened due to several factors. Here are some of the reasons that influenced the assessment of the current situation in the field of strategic planning by current businessmen.

One of the main reasons is that the link between enterprise strategy - underlying projects and activities, even with the help of BSC, is very cumbersome. Real events show that correlation is needed, for example, of corporate cards, but this is unprofitable due to the lack of free resources.
Today, strategic planning and its methods are too static, mechanical, and do not have the necessary flexibility. Therefore, at certain stages, the constructed model turns out to be irrelevant. Here, scenario modeling could be called upon to help create models of various versions of the current business, but this would require additional funding to organize a special planning structure.
The third reason is purely Russian problem, which lies in the fact that capital gains and profits become the basis of strategic planning in business. And on the one hand, this is a worthy goal, especially from the point of view of a business owner. But in our country, this position allows the number of speculative investors to grow above the number of bona fide key shareholders. Moreover, the attitude to the set strategic tasks of these two parties usually differs fundamentally. As a result, the first type wants to sell its stake in the most profitable way, so capital gains are important to him. A strategy developed under the influence of such a message, one might say, devalues the very fact of setting strategic goals.

Does all of the above mean that long-term planning no longer has development in Russian business? The answer is no. There are development prospects, but they should be looked for not in copying Western business models and theories of business schools, but in conducting scientific research and developments in this industry in the domestic market. Strategy as the top of the management model needs ideological support from business owners, but this is not the only issue.

And although domestic business is in the global business system, it has its own pronounced specificity. It is likely that in the near future he will be increasingly nationalized. In this regard, the development new system setting strategic goals can be created using both state ideology and new methods of development in business. If the state found a way to sponsor the study and development of new concepts, to supplement strategic management with new research, then this would contribute to a larger and better breakthrough of our companies into the international economy.

Differences between strategic and BP:

1 joint venture includes the entire set of goals of the organization; BP is aimed at realizing a specific goal or idea;

2 The joint venture has a sliding (more often growing) planning horizons. BP is distinguished by specific time frames, after which the plan (idea) must be implemented;

3 SP usually does not contain specific quantitative estimates of planned indicators. BP provides for reasonable economic calculations for specific areas of business development, which are grouped into functional sections;

4 BP can be considered as a commercial offer for third parties and analyzed by the latter in relation to risk and potential sources of danger. A joint venture is an internal corporate document that is not intended to be evaluated by external users, but is available for their use only to the extent that the organization itself needs it.

The joint venture requires compliance with three conditions:

1 organization management is based on the principles of investment portfolio management

2 careful assessment of the prospects for each type of activity, study of market growth indicators and the position of the organization in each specific market

3 the strategy is developed independently, taking into account the profile of the activity, capabilities, skills and resources.

BP is compiled at different stages of the organization's existence:

1 origin

3 maturity

4 decline when a new impetus is needed

13. Business plan and development forecast: relationship and differences.

Development forecast - a document containing a system of scientifically grounded ideas about the directions and results of the organization's activities for the forecast period (medium or long term).

BP is a program for the implementation of any commercial project (idea) and the activities of the organization as a whole within the framework of this project.

Differences between BP and development forecast:

The development forecast determines the concept of the development of the technical and economic policy of the organization for the future. BP is a document containing a number of interrelated indicators characterizing the state of the business at a specific time interval;

A development forecast is drawn up for an operating organization in order to substantiate the target parameters of the organization's development in the forecast period. The scope of the BP is wider.

The development forecast recommends specific targets for a specified period (production volume index and the level of profitability of products sold). In BP, the organization economically justifies the target indicators, the achievement of which allows the implementation of this project; Feasibility study (feasibility study) is one of the options for the development plan of the organization, its main difference from the BP is that the feasibility study is a specific planning document for the creation and development of industrial facilities.

14. Benefits of implementing a business planning system in an organization.

The use of BP gives the organization a number of advantages over competitors, namely:

1. develops the professionalism of the leadership of the organization and its managers;

2. Allows to ensure a clearer coordination of efforts to achieve the set goals;

3. makes the organization more prepared for the variability and uncertainty of the external environment;

4. disciplines the performers and encourages them to objectively look at their own BPs;

5.Allows you to integrate own ideas with ideas from other investors;

6. provides management of the organization with a system of practical recommendations, substantiated by the necessary calculations;

7. allows you to identify the composition of a group of potential consumers of goods and services as a result of preliminary research and develop the most effective strategy for the competition;

8.reduces the likelihood of a real bankruptcy procedure

9. provides an opportunity to increase the level of manageability of the organization in an extreme situation;

10. allows you to quickly identify the internal reserves of production and trading activities and subsequently use them effectively.

Question 1.1. System and planning levels

Topic 1. Essence and functions of planning.

Lecture course. Operational and production planning

Manufacturing is a complex task. Some firms make limited quantity types of products, others offer a wide range. But each enterprise uses different processes, mechanisms, equipment, work skills and materials. To make a profit, a company must organize all of these factors in such a way as to produce the right products of the highest quality in the right time with minimal cost... This is a complex problem and will require an effective planning and control system to address it.

In practice, strategic, long-term, short-term and current planning is used. Each of them has its own forms and methods of linking resources and methods of achieving goals and calculating indicators.

The production planning and control system consists of four main levels:

· Strategic business plan;

· Long-term production plan (sales and operations plan);

· Short-term production schedule;

· Current or operational-production plan.

Each level has its own task, duration and level of detail. As we move from strategic planning to control production activities the task changes from defining a general direction to specific detailed planning, the duration decreases from years to days, and the level of detail increases from general categories to planning the production of individual assemblies and parts and pieces of equipment.

Since each level has its own duration in time and its own tasks, the following aspects also differ:

· The purpose of the plan;

· Planning horizon - the period of time from the current moment to a particular day in the future, for which the plan is designed;

· Level of detail - detailing the items required to fulfill the plan;

· Planning cycle - the frequency of revision of the plan.

At each level, three questions need to be answered:

1. What are the priorities - what needs to be produced, how much and when?

2. What production facilities do we have at our disposal, what resources do we have?

3. How can the discrepancies between priorities and resources be resolved?

A strategic business plan is a statement of the main goals and objectives that a company expects to accomplish in a period of two to ten years or longer. It is a formulation of the general direction of the firm, describing the type of business that the firm wants to do in the future - product lines, markets, etc. The plan gives a general idea of how the company intends to achieve these goals. It is based on long-term forecasts.

Marketing, finance, production and technical departments are involved in the development of a strategic business plan. In turn, this plan sets the direction and ensures the coordination of marketing, production, financial and technical plans.

Marketing specialists analyze the market and make decisions regarding the actions of the company in the current situation: they determine the markets in which work will be carried out, the products that will be supplied, the required level of current and after-sales customer service, pricing policy, strategy for promoting products to the market, etc. ...

The finance department decides from what sources to receive and how to use the funds available to the company, manages the movement Money, forms a strategy for raising funds, makes proposals for the use of profits.

Production is the main link in the planning system. Almost the activities of all divisions of the enterprise are aimed at ensuring its uninterrupted operation, to solve the main task for which the enterprise was created - to produce and sell products, to satisfy market demand... To do this, it uses the available resources, equipment, labor and materials as efficiently as possible.

Technical Services responsible for engineering, technological and instrumental preparation of production, research, development and design of new and improvement of existing products.

Technical specialists work closely with marketing, manufacturing, and economists to design products that will sell well in the marketplace, while minimizing manufacturing costs.

Setting the task for the development of a strategic business plan is the responsibility of the enterprise management. Based on the information received from the marketing, finance and production services, the strategic business plan determines the general concept, in accordance with which the goals and objectives of further, more detailed planning are set. Each service develops its own plan for the implementation of the tasks set by the strategic business plan. These plans are consistent with each other, as well as with the strategic business plan.

The level of detail in the strategic business plan is low. This plan affects General requirements market and production - for example, the market as a whole for major product groups - and not the sale of individual products. Often it contains indicators in monetary units, and not in physical terms.

Strategic business plans are usually reviewed semi-annually or annually.

Strategic planning in business - an action program

What is a business strategy? A strategy is a set of decisions that top management, owners and managers of the company will or are doing to increase the value of the company, to make a profit in the long term for the owners. As a rule, a business strategy not only ensures the achievement of serious results, but helps to avoid the failures that can occur with too rapid growth or too slow development, and the lack of rear support. Any company has a business development strategy, but the owners and top managers of the company do not always formulate it, let alone inform the company's employees, and sometimes even they do not know the strategy.

Moreover, it is important to understand that a business strategy necessarily includes elements of a marketing strategy, an assortment development strategy and assortment management in the company, and personnel management in the company. These are the main components, although, of course, it is important to have in the strategy and other constituent elements that will allow the heads of departments to understand the goals and objectives of their particular direction in business.

In any case, any company or business always has a choice - to independently and consciously choose and build its business strategy or follow the coincidence of circumstances, moving and changing under the pressure of the external environment, the market.

A business development strategy is by no means a closed list of important decisions for a company that require huge costs. In most cases, these are answers to key questions in the process of starting a business or its existence. As a rule, a strategy is formed from answers to such questions, consideration of even incredible ideas, events, decisions, which, as a rule, are stretched out in time. It is these decisions, which sometimes, at first glance, seem ordinary and simple, open up whole directions for the development of the enterprise. Although everything can be the other way around, when a certain factor was not considered, but later turned out to be decisive and its resolution required serious efforts.

For this, it is necessary to learn how to properly plan a strategy, manage the process of planning, budgeting, and long-term development companies. This opportunity exists, in principle, with the help of a built and functioning system for making strategic decisions for business. A kind of business process of creating a business development strategy. It is important to always focus on what is very important for the future of the company, and already the current implementation plans, prioritization, building tactics for cutting off not interesting directions in business are already mechanisms that simply need to be explained to subordinate employees in the company.

Generally, it is relatively complex and quite laborious process, since the company's strategy involves offering solutions on several issues that should be considered comprehensively and taking into account the existing external environment, the market. Moreover, as the business develops competitive environment also changes. In any case, a clear and simple business strategy allows you to quickly understand where the essence and prioritize the company, which need to be implemented in the process of work in real and practical life.

In simple terms, the business strategy is a full-fledged analysis of the external environment, the situation, the identification of the determining factors for success and decisions that will lead to an even greater accumulation of advantages, uniqueness and business advantages that really distinguish the company from competitors, as well as the systemic skill of the top management to adhere to the chosen strategy and communicate the strategy to personnel, customers, competitors.

That is why one of the directions strategic development business will always be: the mission of the company and values, the principles of building the company.

The mission of the company may look like this - to become comfortable and the best store which provides buyers with fresh produce from the field, which is environmentally friendly and healthy to eat. The values of the company may look like this - all employees as one family ensure and guarantee that the products sold in the store are the freshest and best organic products that are grown without additives in the national fields by farmers.

In any case, all this together and determines the main directions in the end result, the goals, methods and mechanisms of the entire company.

STRATEGIC BUSINESS PLANNING

The business process of strategic planning is built in such a way that it is necessary to go through 3 main stages:

1. Marketing analysis of the external environment, market, competitors and business situation directly to the company, make a SWOT analysis.

2. Analyze the results of the first stage, study and evaluate various options for alternative solutions, make one correct decision as a business development strategy.

3. Based on the result of the approval of the decision, draw up and describe the implementation system the decision through the drawing up of action plans, the obligatory distribution of human, financial, material and intangible resources that will be aimed at achieving the selected goals.

Strategic planning and strategic decisions, as a rule, affect the following areas in the company:

1. Formation of the system in the company "Development of the future".

It is very difficult to catch companies that are in a leading position by surprise. They always have several scenarios for the development of the external environment, several decisions on how to react to each scenario. In most cases, there is a clear and precise picture of the future development, which makes it possible to bet on a winning business development strategy. It is very important to always limit any risks, and if they still remain, then lay a straw and more so that force majeure circumstances or events do not significantly affect the work process.

2. Right choice markets (segments) that the company will master.

In principle, this is a permanent job. Exceptionally constant monitoring can allow you to see the prospects for new markets, real opportunities for creating new segments, another aspect of such constant monitoring is to leave the market in time before the markets turn into a trap.

3. Choosing an effective strategy for competition and competition.

Competition is always an art, it is impossible to compete only by prices, it is impossible to go with the business strategy “the most low prices", And at the same time sell quality products. In fact, based on experience, it is better to maintain a strategy of focusing on one thing and effectively than to be sprayed over many and not achieve success. Competition strategy is always associated with a large number of decisions, such as the nomenclature and assortment of goods, the company's pricing policy, the services that the buyer will receive or Additional services manufacturer, how to organize the delivery of goods, logistics, whether to use a warehouse. Based on the strategy, all these questions may have different answers, and therefore different investment budgets.

4. Choosing the relationship and work of business units in the company.

What and how many subdivisions to create, and whether all subdivisions work effectively, and can cut them all down and automate everything so as not to depend on the desires, emotions of people, and not to pay a salary. The ability to prioritize and focus on the essential, on the essentials in business, distinguishes outsiders in a developed and emerging market. Successful companies as a rule, they are better than their competitors in such basic competencies when making decisions. A reactive decision-making style provides an advantage in operating activities where everything changes quickly, and already positional and combination styles allow you to effectively lead strategic management... It should be understood that the options for reaction and response are usually very limited, and the speed, in principle, is the same for everyone.

That is why the key question of the combination management style is what sequence of actions needs to be performed in order to make a profit in the visible, not in the long term. But this style is difficult to use in implementation in the territories of the former Soviet Union, since in a rapidly changing environment it may be too late to make certain decisions.

And, of course, the positional style is always thinking about what needs to be done to increase the company's value in the future. This position is true for companies in a mature market, as the added value for owners is created through solutions that improve the long-term growth opportunities of the company.

But you need to remember that every company has a strategy, and it is usually formed under the influence of a huge number of factors. At the same time, the conscious movement of the company presupposes the ability to highlight strategic important areas. And in this aspect, the tools of strategic planning are, of course, the combination and positional styles of decision-making, because here efforts, as a rule, can be formed on the basis of strategic innovations.

The business plan is an integral part of the strategic plan. Business planning and strategic planning are not identical concepts.

The strategic plan defines the main goals and directions of the organization's activities and forms the ways to achieve them. The implementation of the ideas of the strategic plan requires the development of a set of various aspects. At the stage of strategic planning, two more relatively independent plans are drawn up: innovations and investments, in which the ideas of innovations formed in the process of drawing up a strategic plan receive further detailed study. All plans differ in the level of detail of information about the planned innovations.

It can be noted that the links between the processes of strategic planning, innovation and investment have been little studied. Unfortunately, in most cases, these concepts are identified. The most promising can be considered the process of strategic planning, in which the planning of innovations and investments is considered as its procedure. Since both innovation and investment imply a long-term investment, innovative and investment decisions are mostly strategic decisions.

A publicly available form of presentation of individual elements and directions of a strategic investment plan is a business plan. A business plan is an independent document characterized by its goals, objectives, structure. It differs from the strategic plan, as discussed above, in the following parameters: breadth of goals, time horizon, development orientation, investor orientation, structure and detailing of sections, and the degree of accuracy of calculations.

Differences between the business plan and the current plan for the socio-economic development of the enterprise are:

in the structure;
in the orientation of goals (it takes into account not only internal, but also external goals and conditions of the organization);
by aspects of activity ( current plan covers all aspects of the organization's activities for the year, and the business plan is only investment);
during the period of validity (a socio-economic development plan is drawn up every year, and a business plan - when it is required to evaluate and implement some kind of investment decision (0.5; 1; 1.5; 3; 5 years)).

In comparison with the innovation plan, it can be noted that the scientific and technical ideas of the innovation plan in the investment plan are expanded and detailed in organizational, marketing and financial aspects.

In relation to the investment plan, a business plan can act as a document representing a plan for the development and implementation of the corresponding part of the investment project.

An investment project is a set of documents characterizing a project from its conception to achieving the specified performance indicators and showing, as a rule, the pre-investment, investment, operational and liquidation stages of its implementation. Strategic investment plan organizations can include several, interconnected or not, investment projects.

The technical and operational feasibility study (FS) is essentially close to the business plan. The feasibility study contains a pre-design study of engineering, technological and construction solutions, a comparison of alternative options and a justification for choosing a specific method for implementing a project. The main difference between a feasibility study and a business plan is that a feasibility study is a specific planning document for the creation and development of large industrial facilities. It places a special emphasis on the production and technical part, while market problems remain less exposed. The feasibility study is narrower in scope than the business plan, but more deeply detailed in the technical and production sense. The feasibility study is intended for specialists, the business plan is for general use. The place of a business plan in the strategic plan system can be schematically represented as follows (Fig. 7.1).

7.1.2. Business plan concept

There are many definitions of a business plan. Its purpose and goals are more fully reflected in the following wording: a business plan is the main document that allows you to set out in detail, substantiate and evaluate the possibilities of an investment project for creating a new or expanding an existing production (service).

This definition clearly reflects the main goal of a business plan, which is to give a holistic systematic assessment of the prospects of a project, a strategic decision. A business plan is drawn up to justify investments when expanding existing production or creating a new product (service).

Other goals of developing a business plan can be different: attracting investors, attracting partners, determining the degree of reality of achieving the intended results, convincing the company's employees that it is possible to achieve the set goals.

The business plan provides for the solution of strategic and tactical tasks, namely:

justification economic feasibility investment decisions within the framework of the developed strategy of the enterprise;
assessment of financial, material, labor production resources necessary to achieve the goals of the enterprise;
determination of the source and forms of financing for the implementation of the selected strategic decision;
selection of workers capable of implementing this plan;
organization of work on the implementation of the developed business plan.

Purpose of a business plan:

serves as a rationale for the proposed business and an assessment of possible results;
an integral element of strategic planning;
acts as a means of obtaining investment;
intercompany planning tool;
advertising for the proposed business.

From the standpoint of strategic management, the issue of organizing the business planning process is of particular interest.

At the stage of developing a business plan, goals are formed, the necessary data is collected, the necessary calculations are carried out and the business plan is approved.

Promotion of the idea and project results is a complex process of conveying meaningful information and includes: the procedure for presenting a business plan, agreeing on conditions with partners, auditing with external investors, making amendments and adjustments.

The stage of implementation of the business plan covers the period from the decision to invest to the initial stage of the practical implementation of the project, including the stage of developing the implementation plan, the implementation of the work program; control, adjusting the business plan.

It might be useful to read: