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 fast that only strategic planning at the enterprise can help 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, minimizing risks and including 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 strategic goal for the company. It, in turn, consists of several subgoals, which include tasks. That is, the process of fulfilling the set 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 with the long term. Developing a company strategy is setting a more global goal. For example, L. Mittal, adhering to the strategy of saving to 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 activity (personnel, raw materials, resources, etc.).

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

tactical planning

IN Soviet time medium-term plans were established at the enterprises. Tactical planning is somewhat similar to this practice, but there are significant differences. At the same time, although the plans are limited in time, this is the time allocated for the implementation of the goals set. Tactical planning is a consequence of strategic planning. L. Mittal set such tactical goals at his enterprise as to optimize the staff, acquire coal deposits for the production of its own raw materials, automate business processes and production processes.

As a rule, the heads of departments are engaged in the development of a tactical plan. If we are talking about a small company, this task is included in the range of duties directly to the head of the entire organization.

operational planning

Operational plans are created on the basis of a short time period. Based on the circumstances, it can be planning the actions of one day, several days, a week. However, it will be better for the staff and you if a list of tasks is defined for each day, which easily changes 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.

Different 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 managers mistakenly believe that long-term strategic plans can be successfully replaced by sales plans. The development of companies headed by such leaders is hampered by top management's misunderstanding of the business goals, and therefore, the failure to use funds to achieve these goals.

In order for an enterprise not to get bogged down in a routine, it needs a strategic plan. Download example development and implementation algorithm strategic plan you can in the article electronic journal"CEO".

The main goals of strategic planning in the enterprise

Determination with strategic plans in the firm is also to form and communicate to the designated official such a measure of responsibility and authority that will allow him to fully manage the company during the entire period of his tenure. Strategic planning has the following objectives:

1. Creating and displaying 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 activity in accordance with the concluded contract.

When deploying the goals and objectives of the company's strategic plan, it is worth remembering possible problems that impede 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 planned strategic plans;
assessment of external and internal development companies today;
adjustment of 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 to implement them to transfer the company to the active sphere of TO-BE;
creation and distribution of initiative actions for the implementation of the strategic plan;
refinement of certain nuances and provisions in the areas of the company's activities, depending on strategic planning: investment, finance, marketing, etc.

Strategic planning of the enterprise: advantages and disadvantages

Strategic planning in 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 complete tasks.

This type of planning is based on the immediate application of innovative ideas, as well as proactive actions to minimize risks and accelerate the development of the company.

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

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 its favor, etc., and not by observing existing trends.
This is a more time-consuming and resource-consuming 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 significant departments in the company.
Setting goals when conducting research activities in the marketing field.
Analysis of the current situation and determination of the vector of development in the economic sphere.
Planning for increasing production, developing a marketing strategy for the company as a whole.
Definition of a set of tools to achieve the goals.
Carrying out control measures with adjustment of the strategy, if necessary.

Strategic planning has its own characteristics:

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 adapts to changing circumstances;
all the time there is a process of optimization of tasks;
it is focused on the most important formed goals and stages of development of the company;
planning in the company is optimally distributed from higher to lower positions;
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 forecasts.
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 one or another decision is reduced.
Unites the set goals and their performers.

However, in addition to the benefits, there are a number of shortcomings.

Strategic planning does not, by virtue of its nature, give 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 then.

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

the company constantly monitors external activity;
Goal setting staff have about a greater degree of professionalism and creative thinking;
the company is actively innovating;
All employees are involved in the implementation of the goals.

Strategic planning needs to invest a lot of resources, financial and time. Traditional planning does not require such efforts.

The consequences of non-fulfillment of strategic plans are usually much more serious than with conventional planning.

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

The process of strategic planning in the enterprise is necessary to identify potential development options 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 is the system of strategic planning in the enterprise

The concept of strategic planning today consists of the following points "decision - change - control". That is, it can be said that this species planning is based on three elements: deciding to do something, making certain changes after that, and monitoring the result. Each element represents 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 the activities of the organization in the future. The subsystem includes a certain circle of people dealing with the identified problems, as well as a set of actions to analyze and find optimal solutions.

Change management subsystem

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

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

When strategizing, management is working 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, fact-based assumptions are made about what awaits it in the future;
In business modeling, models of a company's business behavior are built or modified based on long-term goals and a defined mission.

Strategic control subsystem

This element allows you to evaluate how the chosen strategy is being implemented, what changes are taking place inside the company and in its external activities, how the goals set correspond to the developed plans, and also allows you to change the scenario for the development of the strategic plan if necessary.

They control the already completed part of previously planned programs and projects. The results should be summed up necessarily, to motivate leaders. The reports should include not only the results obtained, but also the strategic problems that have occurred or are likely to occur.

Information and analytical subsystem

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

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

That is, it does not just inform 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 obtained, analyzed and applied.

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

Organizational and personnel subsystem

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

Strategic planning management subsystem

The specified subsystem is used to carry out strategies and developed plans, the management process and control over it, as well as to find out how effective the ongoing processes are and whether there is a need to improve them.

The implementation of the activity of this subsystem occurs with the help of a specially organized autonomous unit. It is engaged in the implementation of the developed strategies, organizes the processes necessary for this, controls 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 at the enterprise

The setting of strategic goals at the enterprise goes through the following stages:

Stage 1. Defining the mission of the enterprise

The process of identifying the mission involves an answer to the question why the enterprise exists, what is its role and place in the foreign economic sphere. The establishment of a strategic mission is significant for the implementation of the enterprise, both internal and external activities. In internal activities, a clear defined role helps staff feel unity, adhere to a culture of behavior.

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

The mission statement consists of four elements:

study of the history of the emergence and activities of the company;
study of the field of activity;
definition of the main goals;
strategic aspirations of the company.

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

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

Therefore, goals must meet the following parameters:

functionality - it is important to determine the functions of the set goals, since the manager must be able to adapt the goal and delegate it in a suitable form;
selectivity - certain resources are always attracted to achieve the goal. But with their insufficiency, some certain goals on which to focus, and to achieve which resources and efforts are used. That is, there is a kind of selectivity of goals;
plurality - goals and objectives are set for all important areas in the activities of the enterprise;
achievable, realistic – goals must be realistic. Employees must see that even though achieving the goal will require very hard work, in the end it is possible to achieve them, they lie within the possibilities. 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 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 terms, and not only at the time of setting, but also during work on its implementation;
compatibility - all goals set in the company must be combined with each other. That is, long-term goals should meet the requirements of the company's mission, and goals for a shorter time period should stem from long-term goals;
acceptability - at the time of goal setting, the interests of business owners, managers, company employees, partners, customers, etc. should be taken into account;
Specific – The goal must be clearly stated. From it it should be clear in what key the company will act, what will happen when the goal is achieved, what the results will be, who is involved 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 goal setting.

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;
alignment of goals in order of importance;
setting specific goals for certain events.

Stage 3. Analysis and evaluation external environment

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

When studying the macro environment, the following elements are analyzed:

economic activity and its level of development;
legal support;
social and cultural spheres of life;
the 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 company under study and the state (tax service, Insurance companies etc.);
competing enterprises;
various companies, commercial and not, that influence the formed public image of the company (for example, the media, the Society for the Protection of Consumer Rights, etc.).

Stage 4. Analysis and evaluation 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 its 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 company.

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

Stickland and Thompson;
Boston Advisory Group;
SWOT analysis.

Stage 5. Development and analysis of strategic alternatives

Alternatives are worked out to determine ways to achieve the goals and objectives defined in the mission of the organization. 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 activities are ongoing;
in which business direction to start a new activity.

The strategy is developed on the basis of the following areas:

reaching the level of a leader in the position of reducing production costs;
permanent presence and development of activities in a certain area of the market;
constant and high-quality production 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 should be clear and unambiguous. That is, one direction should be chosen, which is most suitable for the activities of this company. The stages at which the strategy is developed and the form in which it is communicated to the team have a generalized form and may change depending on the activities of the company.

Stage 7. Implementation of the strategy

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

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

Stage 8. Evaluation of the chosen (implemented) strategy

The strategy is evaluated by the answer to the question - will the company be able to achieve the goals? If the developed strategy gives a positive answer to this question, then it is further analyzed according to the following parameters:

how it correlates with the demands of external activity;
how 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 evaluated. Feedback helps to control this process and make changes if necessary.

Methods of strategic planning in the enterprise

There is a classification of strategic planning methods 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 amount of information that allows you to understand and draw a conclusion about the next steps of the enterprise. Where should he move, how to develop, how to distribute resources. As a result of this analysis, a marketing strategy or intended behavior is created in order 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, risks and possible successes are identified.

Method 2. "Tree of goals"

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 a consistent implementation of the goals and objectives. The “tree of goals” 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 applied for strategic analysis companies and manufactured products in the economic and commercial field of activity. For analysis, data on the volume of market share are taken this enterprise and his growth. This method is quite simple, but at the same time very effective. Therefore, it is used not only in the economic, but also in the marketing and management spheres. Using the matrix, you can see the most successful and the 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 allocated resources to develop, and which should be reduced or removed altogether.

Method 4. McKinsey Matrix

This kind of matrix as a planning tool was developed by a specially created McKinsey department. 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 more floating funding for the strategy being pursued. For example, if on the basis of the analysis it is found that the company is weak as a competitor in the market, and the dynamics of market growth is not visible, then the financing of activities in this area can still be continued. Since there is a possibility of reducing the risk in this area or the occurrence of a synergy 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 ones) 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 sales volume and/or to maintain the existing volume: reaching new markets, developing in the current sales market, developing the assortment, expanding the markets and product range.

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

Coverage of new markets - entering new 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 - holding various events from marketing sphere in order to strengthen the position of the product in the market;
Development of the product range - offer new products in the existing market in order to strengthen the position of the company;
Diversification - expanding sales markets, attracting new markets, as well as expanding the range of products. However, one should be wary of dispersing efforts.

Scenario planning- not so long ago appeared a tool for setting strategic plans for the enterprise. With its help, alternative scenarios for the future of the company are developed. This method analyzes external activities organization and combines both known real 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 moments 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 successfully operate in different situations.

Method 6. SADT Method

Another method called Structured Analysis and Design Technique (abbreviated as SADT) is a set of actions that build a model of a specific object in a specific area. 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 it performs 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 graph of the object's functionality. It describes business processes 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 received can be represented as a "black box" with holes for inputs and outputs, mechanisms inside, the outlines of which gradually appear until right level. With the help of IDEF0, projects are organized to model various processes (for example, organizational, administrative, etc.).

How to find inspiration for solving strategic problems

What are the problems associated with strategic planning of enterprise development

Today there is a sad tendency to reject the method of global strategic planning by a layer key managers. And it makes you wonder why. And was there even a period when strategic management was popular and applied everywhere? It can be concluded that the "golden formula", which 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 current businessmen's assessment of the current situation in the field of strategic planning.

One of the main reasons is that the link "enterprise strategy - underlying projects and activities", even with the help of BSC, is very cumbersome. Real events show that correlation is needed, for example, for corporate cards, but this is unprofitable due to the lack of free resources.
Today, strategic planning and its methods are too static, mechanistic, do not have the necessary flexibility. Therefore, at certain stages, the constructed model turns out to be irrelevant. Scenario modeling could be used here to create models of various versions. current business, but for this it will be necessary to allocate additional funds for the organization of a special planning structure.
The third reason is purely Russian problem, which lies in the fact that the basis of strategic planning in business is capital gains and profits. 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 investors-speculators to grow above the number of conscientious key shareholders. Moreover, the attitude to the strategic tasks set by these two sides usually differs radically. The first type, in the end, wants to sell his block of shares as profitably as possible, so capital gains are important to him. A strategy developed under the influence of such a message can be said to devalue the very fact of setting strategic goals.

Does all of the above mean that planning for the future is no longer developed in Russian business? The answer is no. There are development prospects, but we should look for them not in copying Western business models and theories of business schools, but in carrying out scientific research and developments in this industry in the domestic market. Top Strategies management model ideological support from business owners is needed, but this is not the end of the matter.

And although domestic business is in the global business system, it has its own distinct specifics. There is a possibility that in the near future it 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 greater and better breakthrough of our companies into the international economy.

Differences between strategic and BP:

1 SP includes the whole range of goals of the organization; BP is aimed at the implementation of a specific goal or idea;

2 JV has a sliding (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 in specific areas of business development, which are grouped into functional sections;

4 BP can be considered as a commercial proposal for third parties and analyzed by the latter in relation to risk and potential sources of danger. The JV is an internal document that is not intended for evaluation by external users, but is available for their use only to the extent that it is necessary for the organization itself.

The SP requires three conditions to be met:

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

2 a thorough assessment of the prospects for each type of activity, the study of market growth indicators and the position of the organization in each particular market

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

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

1 birth

3 maturity

4 decline when a new development impetus is needed

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

Development forecast - a document containing a system of scientifically based 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 a 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 development of the technical and economic policy of the organization for the future. BP - a document containing a number of interrelated indicators characterizing the state of the business at a specific time interval;

The development forecast is compiled for the operating organization in order to justify the target parameters of the organization's development in the forecast period. The scope of BP is wider.

The development forecast recommends specific targets for a specified period (production volume index and the level of profitability of sold products). In the BP, the organization economically justifies the target indicators, the achievement of which allows to realize this project; A feasibility study (feasibility study) is one of the options for an organization's development plan, its main difference from a BP is that a 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 for 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 performers and encourages them to take an objective look at their own BP;

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, services as a result of preliminary research and develop the most effective strategy for conducting competition;

8. reduces the likelihood of real bankruptcy proceedings

9. provides an opportunity to increase the level of manageability of the organization in an emergency 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 levels of planning

Topic 1. Essence and functions of planning.

Lecture course. Operational and production planning

Production 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, labor skills and materials. To make a profit, a company must organize all these factors in such a way as to produce the right goods of the highest quality in right time from minimal cost. This is a complex issue and will require an effective system of planning and control.

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 for 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 over production activities the task changes from determining the 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 and tasks, the following aspects also differ:

The purpose of the plan;

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

· Level of detail – detailing of products necessary for the implementation of the plan;

· Planning cycle – frequency of revision of the plan.

At each level, three questions must be answered:

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

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

3. How can mismatches between priorities and resources be resolved?

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

The development of a strategic business plan involves marketing, financial, production and technical department. In turn, this plan sets the direction and coordinates the marketing, production, financial and technical plans.

Marketing specialists analyze the market and make decisions regarding the company's actions in the current situation: 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 on the market, etc. .

The financial department decides from which sources to receive and how to use the funds available to the enterprise, 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. Practically, the activity of all divisions of the enterprise is 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 are 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 economics departments to design products that will sell well in the market and that will require minimal cost to manufacture.

Setting the task of developing a strategic business plan is the responsibility of the management of the enterprise. Guided by the information received from the marketing, finance and production services, the strategic business plan defines 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 fulfilling the tasks set by the strategic business plan. These plans are aligned with each other, as well as with the strategic business plan.

The level of detail of the strategic business plan is low. This plan covers General requirements market and production—for example, the market as a whole for major product groups—rather than 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 - a program of action

What is a business strategy? Strategy is a set of decisions that top management, owners and managers of the company will make or are making to increase the value of the company, to make profit in the long term for the owners. As a rule, a business strategy not only ensures the achievement of significant results, but helps to avoid failures that can occur with too fast 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, and even more so inform the company's employees, and sometimes even they are not aware of 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 a company, and personnel management in a company. These are the main components, although, of course, it is important to have other components in the strategy that will allow the heads of departments to understand the goals and objectives of their particular line of business.

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

A business development strategy is by no means a closed list of decisions that are important for the company and require huge costs. In most cases, these are answers to key questions in the process of creating 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 precisely such decisions, which sometimes, at first glance, seem ordinary and simple, open up entire directions for the development of an 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 of the company. This opportunity exists in principle with the help of a built and functioning system for making strategic decisions for business. A peculiar 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 current implementation plans, setting priorities, building tactics for cutting off uninteresting areas in business are already mechanisms that simply need to be explained to subordinate employees in the company.

As a rule, it is relatively complex and sufficient laborious process, since the company's strategy involves the proposal of solutions to 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 is and set priorities for the company that need to be implemented in the process of work in real and practical life.

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

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

The mission of the company may look like this - to become comfortable and the best store, which provides customers with fresh products from the field, environmentally friendly and healthy to eat. The values of the company can 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 on national fields by farmers.

In any case, all this together determines the main directions in the end, 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 right decision as a business development strategy.

3. Based on the result of the approval of the decision, draw up and describe the implementation system decision through the preparation of action plans, the mandatory distribution of human, financial, material and intangible resources that will be directed to achieve 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".

Companies that occupy a leading position are very difficult to surprise. They always have several scenarios for the development of the external environment, several decisions on how to respond to each scenario. In most cases, there is a clear and distinct picture of the development of the future, 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 more straws so that force majeure circumstances or events do not significantly affect the work process.

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

Basically this permanent job. Exceptionally constant monitoring can allow you to see the prospects of 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, you can’t compete only on prices, you can’t go with the business strategy “the most low prices while still selling quality products. In fact, based on experience, it is better to pursue a strategy of focusing on one thing and effectively, than to spread out into many and not succeed. The competitive strategy is always associated with a large number of decisions, such as the nomenclature and assortment of goods, the pricing policy of the company, the services that the buyer will receive or Additional services manufacturer, how to organize the supply of goods, logistics, whether to use a warehouse. Based on the strategy, there can be different answers to all these questions, which means different investment budgets.

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

Which and how many departments to create, and whether all departments work effectively, or can they cut everyone and automate everything, so as not to depend on the desires, emotions of people, and not pay salaries. The ability to prioritize and focus on the essential, on the main thing in business, distinguishes outsiders in a developed and developing market. Successful companies as a rule, they are better than their competitors in these basic decision-making competencies. Reactive decision-making style provides an advantage in operating activities, where everything changes quickly, and already positional and combinational styles allow you to effectively lead strategic management. At the same time, you need to understand that the options for reaction and response, as a rule, are always very limited, and the speed, in principle, is the same for everyone.

That is why the key question of the combinational management style is what sequence of actions needs to be performed in order to make a profit in the visible, and not the long term. But this style is difficult to implement 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 value of the company in the future. This is true for mature market companies, as value added for owners is created through solutions that improve the company's long-term growth opportunities.

But we must 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 implies the ability to highlight strategically important areas. And in this aspect, the tools of strategic planning are, of course, combinational and positional decision-making styles, because here, as a rule, efforts 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 complex of various aspects. At the strategic planning stage, two more relatively independent plans are drawn up: innovation and investment, in which the ideas of innovation, 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 seen 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 are considered as its procedure. Since both innovation and investment involve long-term investment, innovation and investment decisions are mostly strategic decisions.

A publicly accessible form of presentation of individual elements and directions of the 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: in terms of the breadth of goals, time horizon, development orientation, investor orientation, structure and detail of sections, degree of accuracy of calculations.

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

in 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);
in the period of validity (a socio-economic development plan is drawn up every year, and a business plan - when it is necessary 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, the business plan can act as a document that is a plan for the development and implementation of the relevant part of the investment project.

An investment project is a set of documents that characterize the project from its conception to the achievement of specified performance indicators and, as a rule, show the pre-investment, investment, operational and liquidation stages of its implementation. Strategic investment plan organization may include several, interconnected or not, investment projects.

Close in essence to the business plan is a feasibility study (feasibility study). The feasibility study contains a pre-project study of engineering, design, technological and construction solutions, a comparison of alternative options and a rationale for choosing a specific method for implementing the 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. Particular emphasis is placed on the production and technical part, while market problems remain less disclosed. A feasibility study is narrower in scope than a business plan, but more deeply detailed in technical and production terms. The feasibility study is intended for specialists, the business plan is for general use. The place of the 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, justify and evaluate the possibilities of an investment project to create a new or expand an existing production (service).

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

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

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

justification economic feasibility investment decision 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 chosen strategic decision;
selection of employees capable of implementing this plan;
organization of work on the implementation of the developed business plan.

The purpose of the business plan:

serves as a justification for the proposed business and an assessment of possible results;
an integral element of strategic planning;
acts as a means to obtain investment;
intra-company planning tool;
advertising for the proposed business.

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

At the stage of developing a business plan, the formation of goals, the collection of the necessary data, the necessary calculations and the approval of the business plan are carried out.

Promotion of the idea and results of the project 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 business plan implementation stage covers the period from making a decision on investment to the initial stage of the practical implementation of the project, including the stage of developing an implementation plan, implementing a work program; control, adjustment of the business plan.

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