How to choose 

Types of business development strategies - strategic management. lectures. Business Strategy: Types and Definition

Strategic planning is one of the factors that are mandatory for building a successful company with long term prospects development. An effective business development strategy is able to ensure the long-term development of the company, the realization of the team's potential in a rapidly changing business environment, under unstable economic and political conditions. It is the presence of a development strategy and the constant implementation of strategic business management that is the most important requirement for modern business.

Basic concepts

To fully understand the essence strategic planning and business management within a predetermined strategy, it is necessary to understand the basic concepts that form the foundation of the theory of strategic management.

Business development strategy

Business development strategy - the direction of business development taken as a basis, which determines the type of activity, the means of achieving the goals set, the definition of the company's mission, the system of internal and external communication, a technique for implementing reactions to internal and external stimuli, social role companies.

Initially, the term "strategy" has a military-political origin. In military science, it is understood as methods for implementing plans to implement the policy of a state or an alliance of states, using any possible means and methods.

In a broad sense, a strategy is a set of long-term actions aimed at the implementation of certain predetermined plans. The term "strategy" has replaced the previously common expression "business policy" in the business lexicon.

Strategic management

System management decisions or strategic management is a set of actions aimed at realizing the mission and goals of the company in a dynamic business environment, which allows you to implement the previously adopted business development strategy, maximize the full potential, responding to current external stimuli.

The main essence of strategic management is the achievement of the goals set by the strategy, using the internal reserves and capabilities of the company as efficiently as possible, taking into account external factors, realizing the potential of the business, depending on the requirements and challenges that the external socio-economic environment demonstrates. Strategic management is aimed at improving competitiveness, increasing the efficiency of the company in the future.

It should be noted that, although strategic management is aimed primarily at realizing internal potential, the decision-making system is inextricably linked with the situation in the external environment.

Business potential

Business potential - a systematized set of all opportunities for the sale and production of products. It includes both the internal factors of the company and the opportunities available to the management apparatus.

Business competitiveness

Competitiveness - the company's ability to successfully confront other participants in the process, capture new sales markets, the ability to protect traditional markets for itself from the penetration of other suppliers.

Elements of a business strategy

By implementing certain actions, which are enshrined in the basic postulates of strategic business planning, the company relies both on internal reserves and on the opportunities provided by external factors. In addition, many business actions are often dictated by the impact of external stimuli.

The effectiveness of the implementation of the strategy is determined by the qualitative content of its individual elements. The nine main elements of a business strategy are the best indicator of a company's use of opportunities to achieve its goal, to realize its corporate mission:

  1. Business mission - a set of values ​​that determine the purpose of the company, the reason for existence, strategic goals and a set of tactics for their implementation.
  2. Organizational structure - a way of delegation of authority, based on the differentiation of manufactured goods and methods of division of labor. The division of the company into smaller divisions is often an indicator of the qualitative development of the management structure, the breadth of the market covered and the segments of the products produced.
  3. Competitive advantages are qualitative indicators of business, due to which the company carries out confrontation with rivals, fighting for sales markets, access to material, financial and intellectual resources. Obtaining competitive advantages is one of the main methods of achieving the goals of the company to meet the demand from consumers.
  4. The company's products are goods and services produced by the company, the sale of which is the main current goal of the business. Compliance with the quality of products to the needs of consumers is the main factor in the success of the company. The release of goods and the provision of services by the company is the main action in business, so most of the elements of the strategy, ultimately, are aimed at increasing the volume of products and improving its quality.
  5. Sales markets - the sphere of commodity-money exchange between consumers of manufactured products and its manufacturers and sellers. Sales boundaries are determined by geographical restrictions and socio-economic restrictions between target audiences of consumers.
  6. Resource potential - a set of material and non-material material resources with which the company manufactures the final product. The potential of material resources is characterized by the possibility of business access to certain materials or semi-finished products that serve as raw materials for the manufacture of products. Intangible potential - business opportunities to attract investments to implement the company's strategy, finance development, meet the value, intellectual needs of the business. Resource assessment is essential to properly implement the funding strategy in the business plan.
  7. Mergers and Acquisitions - the company's willingness to eliminate inefficient structural divisions, the sale of some of its production, as well as the purchase of enterprises in order to develop markets and increase the range of products, characterizes the desire of the business to improve as soon as possible in the course of strategic management.
  8. Development tactics - a set of actions aimed at the growth of the company, increasing its presence in new markets, expanding the range of products. The planning and implementation of a set of tactical actions is a consequence of an increase in demand, the emergence of new technologies. Any tactic is part of the overall business development strategy.
  9. Corporate culture is a system of values ​​inherent in the company's personnel. Compliance of personal qualities and behavioral structure of employees with strategic goals and tactical methods of the enterprise characterizes the ability of the current team to achieve its goals, which are formed by investors and enshrined in the development strategy.

Sequence of strategy development

Strategic planning and management of the strategy contributes to the implementation of the most important actions from the point of view of managerial activity:

  • business development forecasting;
  • monitoring of external stimuli and their influence on the white process;
  • implementation right choice directions of development.

However, in order to fully obtain the entire set of benefits from the application of the strategy, it must be correctly formed, in sequence, taking into account all the factors affecting the business.

The development of a business strategy for an individual company is carried out in a strictly specified order:

  • analysis external environment- study of markets: demand, supply, competitive field;
  • analysis internal environment companies - study of the company's capabilities, corporate culture, access to resources;
  • development of the mission and goals of the organization - the formation of the purpose of the existence of the business, the allocation of ultimate goals and tactical stages of development;
  • choice of development strategy - determination with a set of tactics to achieve the final goals that satisfy corporate values;
  • implementation of strategies - the implementation of actions designed to realize the tactical goals of the company;
  • ongoing monitoring of compliance with the strategy - the development of mechanisms for monitoring the activities of the company, the introduction of motivational and punitive mechanisms, a system of reactions to external factors designed to discipline the implementation of the main tasks.

Reference Business Development Strategies

The most effective business growth strategies that are most widely used in practice, having a template character, are called reference.

Reference Business Strategies Strategies represent four main ways to realize a company's business potential. The process of implementing the reference strategy is to transform one of its elements:

  • products;
  • market;
  • industries;
  • business positions regarding technologies and the industry as a whole;

During the implementation of the strategy, the elements can either change or remain in their original state. Combinations of changeable elements and those that remain in their original state form four main types of basic business strategies:

  1. concentrated growth strategies;
  2. integrated growth strategies;
  3. diversified growth strategies;
  4. reduction strategies;

Concentrated Growth Strategies

Concentrated growth strategies consist of a set of tactical transformations designed to change the products that a company produces or the entire market as a whole. At the same time, the strategy does not apply to other objects of strategic planning. Concentrated growth strategies, in turn, are divided into the following types of business strategies:

  • The strategy of strengthening market positions is a set of actions and transformations, the purpose of which is to maximize the position of a particular product in the market. It is characterized by great attention to marketing and research of consumer demand.
  • A strategy for the development of a market for goods and services is a strategy based on finding or creating a new market for products that are already produced by the company. characterized by great attention to international trade, going beyond the territory of the usual markets.
  • Strategy creation and development of the product - solution strategic objectives is due to the launch of new types of products. This strategy is closely linked to the acquisition of new intellectual property - patents, production methods, and access to financial resources, due to which there is an expansion of production capacities with increased competitiveness.

Integrated growth strategies

A group of reference strategies that involves business development by increasing the structure of the company is called integrated growth strategies. They are characterized by the creation of new industries and divisions within the framework of existing business processes.

There are the following types of integrated development business development strategies:

  • Reverse vertical integration strategy - represents the growth of the company by reducing production costs due to the absorption of suppliers of raw materials, materials, components, intellectual property, the creation of its own supplier companies, the purpose of which is to close the production cycle on the parent company, the concentration of financial flows in one hand. Often, when implementing such a strategy, the source of raw materials, which was the main supplier and generator of costs, on the contrary, becomes a more profitable unit of business.
  • The strategy of forward-going vertical integration is characterized by increased control by the manufacturer over companies that distribute and distribute products to consumers. Control over intermediaries ensures higher level of industrial marketing and better coordination of sales within the synergistic processes caused by the merger of the manufacturer and the seller.

Diversified Growth Strategies

If the market niche has exhausted its potential or is close to this state, you should resort to a diversified growth strategy. This strategy involves the expansion of the basic product range, the search for new opportunities in the existing market. This form of development is a development strategy for a small business that is experiencing growth and needs to expand. There are the following types of strategies based on diversification:

  • Centered diversification strategy - based on the process of finding opportunities for the production of new goods and services, which will be based on existing technologies and production chains. At the same time, the existing production is not closed, but is used as a knowledge base to expand the range of products. Also, the marketing opportunities that the company has in the market niche in which it previously worked are actively used.
  • The strategy of horizontal diversification is based on the search for opportunities for the production of new products that require the development of fundamentally new technologies. Development through this strategy requires either training staff in new technologies, or hiring new employees who are competent in the field that the company plans to master.
  • The strategy of conglomerate diversification is based on expanding the business by putting into operation production facilities whose products are in no way connected with the previously produced company and are not consumed in target, developed markets. This strategy is the most demanding in terms of the quality of management and competence of the staff, its implementation involves entering a completely new market, where success can only be guaranteed with special high level approach to business.

Reduction strategies

If, after a long period of progressive growth and development, there is a need for some restructuring of the business structure, a revision of the product range, reduction strategies should be used. The need for reduction may be caused by the economic crisis, some fundamental changes in the economy, irreversible changes in the structure of supply and demand.

In cases of such drastic changes market conditions, companies resort to a strategy of purposeful curtailment of activities. Such strategies are usually fraught with painful consequences for the business, and especially for the staff.

Nevertheless, despite the obvious regression in activity, reduction strategies are also development strategies - they cannot be avoided, and if the reduction is properly implemented, this approach may be the only one that will allow the business to continue to exist in the new conditions. Also, such strategies can be useful when updating a business, for introducing new approaches, abandoning outdated technological cycles.

There are four main types of reduction strategies:

  • The liquidation strategy is the maximum possible reduction of the business, which also provides for a complete exit from the activity. Required for use when the operation of a business becomes fundamentally impossible.
  • The harvesting strategy is complete exclusion investment in development, but the maximum possible profit for investors and top management. It is used in a situation where a business becomes unpromising, this understanding is common in the market, which means that the company cannot be sold, but only liquidated.
  • Downsizing strategy - is a restructuring of the company when one or more of the least promising directions, divisions or businesses. Such a strategy is used to fundamentally change the form of business, its geographical or conceptual boundaries. It is used when it is necessary to exclude the least efficient and promising areas, as well as to exit from non-core assets.
  • Cost reduction strategy - based on the search for opportunities to reduce costs and production costs. The strategy is being implemented with the unwillingness to reduce prospective production in the future, with a difficult general economic situation, which is temporary. It is characterized by a sharp increase in profitability, concentration in the most profitable areas.

In practice, many companies simultaneously resort to the implementation of several strategies at once, which, however, are not mutually exclusive, but, on the contrary, complement each other. Such strategies that combine basic business development strategies are called combined business development strategies.

When choosing a strategy, the role of the company's management is extremely important, which must correctly analyze all the initial data and choose the most best way development.

Previously, the concept of strategy was used only in military situations, but now the meaning of this term has expanded significantly. Now the owner of each business should think over the strategy. It should, but in reality this is not always the case.

Very often, a company's business strategy looks something like this: get into a fight, and then we'll see. This leads to the fact that all actions are performed "by touch". And while there is an element of luck in business, success is much more about hard work and a preconceived plan than it is about chance.

A clear business development strategy will allow you to approach business systematically, take meaningful actions and achieve predictable results. We will analyze the types of business development strategies in today's article.

Types of business strategies:

1. The strategy of concentrated growth. This strategy provides for strengthening the company's position in the market. Within the framework of this direction of development, the manufactured product can be improved, or something new can be created that is more in demand by customers.

2. Integrated growth strategy. Business strategies of this type are implemented by expanding the business structure, opening new divisions. The company can develop from within, or it can buy other companies that are engaged in related activities.

Thus, it is possible to reduce business costs and receive additional profit where investments were previously required.

3. Diversification growth strategy. With this strategy, the company seeks to go beyond its own influence.

For example, it expands the range of goods or services that are not related to the current line of offers. Another option for this type of small business strategy is to look for new activities without being tied to existing ones.

4. Reduction strategy. Sometimes it takes two steps back to take a step forward. In an unstable market situation, the company's management may choose the organization's business strategy, which implies the closure of the business or part of it, a sharp reduction in costs, or obtaining the maximum benefit in short time followed by liquidation of the company.

This often allows you to get out of a crisis situation with minimal losses.

Developing a business strategy and choosing the most suitable one requires experience, intuition, the ability to obtain and analyze information from reliable sources, an understanding of business processes and the market situation.

In the modern world, everything is changing rapidly, and it is critically important to change the strategy in time if the external or internal situation has changed. In this case, you need to follow the chosen path, if there is no force majeure. One way or another, the thinking of a business strategist makes sense to develop for every entrepreneur.

Now the types and characteristics of business strategies are not a secret for you. In the following materials, we will talk about each type of strategy separately. Stay in touch.

If you are interested in entrepreneurship, in which you will start earning in your business using your talents and strengths!

There have always been individuals who did not recognize working for someone, wanting to do own business. There are also people who, after working at any enterprise, open their own business.

To date, the issue of opening your own business is particularly relevant, since real incomes have fallen due to the state of the country's economy. And having opened your own company, you can have a decent income, working for your own pleasure.

What do you need to start your own business?

In order to start working for yourself, you need an idea, a large amount of money needed to acquire fixed assets, as well as a clear business strategy.

But how to make sure that the business not only works, but also brings the necessary income, without involving its owner in losses? The answer is simple - you need to have and follow a professionally developed strategy.

A business strategy is a specific approach to doing business that is developed based on the current state of affairs, as well as the desires of shareholders or owners of the company.

What types exist?

There are many methods and plans in the world that are developed both for a specific enterprise and for the industry as a whole, or suitable for a specific group of companies.

Moreover, each business strategy has its own specific features. Exploring each of them, we can distinguish the following types:

  1. Concentrated magnification.
  2. Integrated magnification.
  3. diversified expansion.
  4. Abbreviations.

In addition, each of them has several subspecies, which will be discussed later.

Concentrated Increase Strategy

Let's take a look at the essence of such a business strategy. It is associated with a change in the goods produced or services provided, as well as with a change in the market. At the same time, the main industry in which economic activity is carried out does not change.

In such a business strategy of the enterprise, the following areas of change can be distinguished:

  • Increase in market share. Implies conquest more customers through various marketing moves, as well as establishing new partnerships (buying up competitors or merging into one company, agreements on mutual cooperation). Advertising is expensive, but organizations see it as an investment in their business.
  • Search for new markets. In this case, the company will diligently look for new markets. Usually this is an expansion of the sales territory or an attempt to attract a new category of consumers.
  • Product improvement. It involves the redesign or improvement of manufactured products. If this does not bring success, then a new type of product is created, which the company begins to sell.

A business strategy of this nature works well especially for those companies that have sufficient resources and have a product that suits different categories of consumers.

Such a business development plan will not suit all manufacturers due to the lack of recognition in the market.

Integrated increase strategy

This type of strategy is usually used by companies that are developing successfully and want to increase their market share, as well as their profits.

Such a development plan is divided into two subspecies:

  • Supply regulation. This means strengthening control over suppliers of inputs for production. In addition, it is possible to open their branches or subsidiaries, which will partially or fully fulfill the role of suppliers of raw materials. If only one or two suppliers have the right raw materials, then they can begin to impose their own conditions, which will go against the goals of the company and be unprofitable for it. In this case, it is better to start mining resources on your own and not go on about.
  • Development of the sales network. It often happens that points of sale do not correspond to the level necessary for large sales and cannot satisfy all the demand both in terms of quantity and quality. The purpose of this type of business strategy is to start selling goods independently at the proper level, as well as improve the quality of current points of sale. In this case, this is an excellent plan for the development of the company.

Such business strategies of the organization will require certain financial resources, which will need to be invested in the development of the sales network or sources of supply.

The company should be soberly assessed whether it can painlessly "pull" out of working capital necessary funds, or it is worth seeking help from external investors.

Diversified Expansion Strategy

Such strategies are developed for companies that have exhausted themselves. This can be expressed in a slowdown in the pace of development or a decrease in its popularity due to the following factors:

  • consumers have already become fed up with the goods and are rather tired;
  • the market is already crowded with the type of product being produced;
  • the industry is experiencing a decline in consumption.

Despite the dangerous circumstances for further development companies listed above, there are several subspecies of this strategy that will allow you to emerge victorious from this situation:

  • Development of new production. The main task for the company when following such a strategy is to accumulate the necessary resources in order to start the production of new products that can be sold on the market. A lot of resources will be required, because it is necessary to master new production processes and technologies.
  • Mastering the production of related products. You can also try the production of products that will complement the main product. This requires a smaller amount of costs, in comparison with the previous subspecies, however, a lot of infusions are required. It is not necessary to look for new ways of marketing for such products, the existing opportunities will be enough, since they will complement the main product.
  • Start of production of new products for other markets. If the management is confident that the previous two subtypes will not help the company, then it decides to try to establish additional production, which will be focused on a new type of product and new markets. Such a strategy would cost a lot. Small businesses will not be able to easily and painlessly find the necessary cash as opposed to large corporations.

These types of strategies require much more resources and depend heavily on the skills of management staff in dealing with such issues. Without competent leadership, such a path will not succeed.

Reduction strategy

Very often after a period rapid growth there is a decrease in the pace of development or even a decline in production. This is due to many factors that depend not only on the company itself, but also on the surrounding market.

In addition, there are also foreign economic and political components that also affect the development of a particular industry, market and individual company.

Need to soberly assess the situation

In such cases, there is good reason to consider downsizing strategies in order to preserve and improve the level of production efficiency, as well as enhance the company's financial security.

This business management strategy has the following subspecies:

  • Liquidation. It is used only when the company no longer has a chance to exist. It is considered a plan to close the enterprise.
  • Immediate income. Strategies of this subspecies are used to maximize income in the minimum amount of time. Usually it is used by those companies that do not see their further development and want to leave the market. At the same time, they want to get the maximum possible profit in this process. To do this, they begin to reduce workers, stop servicing goods and reduce other costs that do not affect profits.
  • Partial closure. It is used in cases where a company wants to get rid of the non-profit area of ​​its business, or to obtain additional funds that can be invested in successful production.
  • Cost reduction. Such a business development strategy is used by companies that want to increase labor productivity and production efficiency. For this, ways are being sought to reduce costs. This can be achieved both by automating the production process and by reducing the "extra" staff.

Of course, in practice, the same company may simultaneously use a strategy that will include several of the types listed above at once.

Without a good clear strategy, results can be unpredictable

AT recent times very often they use the word start-up (from the English start up), which means the beginning of the implementation of some new and good business idea.

Indeed, it is very important to find your niche in the market for the provision of services or the sale of goods - this is quite difficult in a highly competitive environment.

It is necessary to have and follow an approved development strategy

But apart from good start, need to have right plan of doing business, so that such a start does not quickly change into bankruptcy. Such a plan is a business strategy, adhering to which, you can not only successfully implement economic activity, but also successfully develop, increasing profits.

So if you want to lead profitable business, then be sure to take up such a matter as developing business strategies, or entrust it to knowledgeable professionals. Because this procedure is challenging task which can only be handled by experienced professionals.

BUSINESS STRATEGY

Every successful company must have a business development strategy, realizing that this is very important for achieving new success in the future.

Business strategy is an integrated model of actions designed to achieve the goals of the company. The content of the strategy is a set of decision rules used to determine the main directions of activity. In other words, it is a plan for how to move the company from where it is now to where it wants to be. That is, finding a way to achieve your business goals.

The choice of a particular business strategy is influenced by the following elements:

  • market
  • industry
  • manufactured product
  • applied technology
  • place of the company in the industry market

How to develop an effective business strategy?

When choosing a strategy, it is necessary, first of all, to find answers to the following important questions:

  1. What product (service) does your company offer for sale?
  2. What customers and what market is your product (service) designed for?
  3. Why do customers need the service you offer?
  4. Who are your main competitors? What is their market share?
  5. What are the main strengths of your competitors?
  6. What are the main weaknesses of your competitors?
  7. What are the technical alternatives to your product (service)?
  8. What are the strengths of your company?
  9. What are the weaknesses of your company?
  10. What strategies should be applied to make the most of your strengths?
  11. Does the corporate culture assigned tasks?
  12. What are the promising opportunities in the chosen direction?
  13. What potential threats and risks can be in the chosen direction?

Based on the answers received, you can develop a plan to achieve your goals, identify possible options for solving this problem, and evaluate resources and opportunities. And start taking action. But it must be remembered that The strategizing process does not end with any immediate action. It usually ends with general directions, promotion on which will ensure the growth and strengthening of the company's position.

The formulated strategy should be used to develop strategic projects using the search method. The role of strategy in search is, first, to help focus attention on certain areas and opportunities; second, to discard all other possibilities as incompatible with the strategy.

The strategy in the company is developed and implemented at all levels of strategic management:

"First level. Corporate". Present in companies operating in several business areas. Here decisions are made on purchases, sales, liquidations, re-profiling of certain business areas, strategic correspondences between individual business areas are calculated, diversification plans are developed, global governance financial resources.

"Second level. business areas". The level of the first leaders of non-diversified organizations, or completely independent, responsible for the development and implementation of the strategy of the business area. At this level, a strategy is developed and implemented based on the corporate strategic plan, the main goal of which is to increase the competitiveness of the organization and its competitive potential.

"Third. Functional". The level of heads of functional areas: finance, marketing, R&D, production, personnel management, etc.

"Fourth. Linear". The level of heads of departments of the organization or its geographically remote parts, for example, representative offices, branches.

Business strategy is not universal and always leading to success. Business success, as well as strategy itself, is an equation with many variable variables. Where your strategy will take you is entirely up to you. But the fact that it, the strategy, should be, is unambiguous.

When organizing a business, it is necessary to make strategic decisions. In this regard, it is necessary to classify the processes that form the strategy of enterprises. They can be divided into three groups:

1) processes for using the existing potential for the production of products, performance of work and provision of services (production);

2) the processes of creating, increasing and modernizing the potential of the enterprise (reproduction);

3) processes that ensure the creation and development of the very reproduction base of the enterprise (reproduction of reproduction).

The structure of business processes consists of strategic and tactical decisions made at the level of enterprise management. Most important decisions, concerning the processes of formation (creation, replenishment, change) of the potential for the development of the reproductive base, can be classified as strategic (Fig. 6.2).

Rice. 6.2. Classification of business management decisions

Decisions concerning the use of the existing potential of the production base should be considered tactical.

Strategic decisions are at the heart of an enterprise's strategy. The very same business (enterprise) strategy is a system on which specific tasks are based, decisions on individual issues of business functioning.

There are three approaches to defining an enterprise strategy.

The first approach is based on the structuring of the target space (sphere) of the enterprise - the ideas of certain persons interested in the activities of the enterprise about the desired state, results and evolution of the enterprise. Among these persons may be representatives of management, employees, shareholders, investors, buyers of goods, suppliers, etc. Depending on the degree of detail or, conversely, the generalization of these representations in the target space, five levels of description are distinguished: mission, strategy, goals, tasks and actions (the last element is, as it were, the boundary between the target and behavioral spheres).

The second approach to defining the concept of strategy is based on the synthesis of strategy, on the basis of individual strategic decisions. It is the strategy that is defined as an integral set of interrelated strategic decisions sufficient to describe the key areas of the enterprise. The connection between the strategy and the mission is not emphasized here, and the main attention is paid to the completeness and consistency of the system of strategic decisions.

The third approach is represented by various combined options.

So, strategy - a set of interrelated decisions that determine the priority areas of resources and efforts of the enterprise to implement its mission.

An enterprise (business) management system based on strategic planning, supplemented by a mechanism for coordinating current decisions - tactical and operational - with strategic ones, as well as a mechanism for adjusting and monitoring the implementation of a strategy, is called a strategic management system.

1. Commodity market strategy - a set of strategic decisions that determine the range, volume and quality of products and ways of behavior of the enterprise in the commodity market.

2. Resource-market strategy - a set of strategic decisions that determine the behavior of an enterprise in the market of production, financial and other factors and production resources.

3. Technological strategy - strategic decisions that determine the dynamics of enterprise technology and the influence of market factors on it.

4. Integration strategy - a set of decisions that determine the integration functional and managerial interactions of an enterprise with other enterprises.

5. Financial and investment strategy - a set of decisions that determine the ways of attracting, accumulating and spending financial resources.

6. Social strategy - a set of decisions that determine the type and structure of the team of employees of the enterprise, as well as the nature of interaction with its shareholders.

7. Management strategy - a set of decisions that determine the nature of enterprise management in the implementation of the chosen strategy. Recently, many enterprises have been restructuring their internal production, technological, organizational and managerial structure, redistributing the rights and responsibilities of various departments and subsystems.

8. Restructuring strategy - a set of decisions to bring the production, technological and organizational and managerial structure in line with the changed conditions and strategy of the enterprise.

Strategic planning is characterized by the use of typical classification groupings of individual private options for choosing directions and the nature of business development. The formation of strategies involves the choice of one of several (usually no more than ten) pre-designed options in a particular area of ​​business processes, depending on external strategic factors and the choice made earlier.

In general, the set of business process strategies includes the following elements:

♦ definition of classification features of strategic options;

♦ classification of strategies;

♦ formation of elementary (basic) strategic options;

♦ determination of the structure of the set of basic options for their combination when creating complex options;

♦ formation of complex strategic options;

♦ definition of criteria for comparing options;

♦ analysis and comparison of complex options to determine feasibility and effectiveness;

♦ choice of a comprehensive strategy;

♦ definition of criteria for revision of the adopted strategy;

♦ creation of simplified versions of the adopted strategy to inform various categories of persons interested in the activities of the enterprise;

♦ development of mechanisms for implementing the strategy and development of mechanisms for monitoring the compliance of decisions made at the enterprise with the chosen strategy.

In practice, the development of a strategy is the implementation of the following steps:

♦ clarification of the boundaries of the enterprise, its identification in the economic, business, administrative and other environments in the market economy system;

♦ analysis of the strategic potential of the enterprise;

♦ determination in accordance with the potential of the enterprise of possible business zones;

♦ analysis of the product market in the area determined by the strategic potential of the enterprise - the economic zone;

♦ positioning of the enterprise in the area of ​​management;

♦ definition of technology strategy;

♦ formation of options and choice of commodity-market strategy of the enterprise;

♦ formation of options and choice of resource-market strategy of the enterprise;

♦ analysis of the possibilities of creating an integration zone of the enterprise, determination of the integration strategy of the enterprise;

♦ development of financial and investment strategy of the enterprise;

♦ development of options and choice of social strategy of the enterprise;

♦ definition of management strategy.

As can be seen from the above list of stages, the creation and implementation of a strategy is a rather time-consuming procedure. It is also important that in the process of discussing the strategy, management improves, the team consolidates, and the level of contradictions decreases in the interests of owners, managers, and employees of the enterprise.

Having thus clarified the concept of an integrated enterprise strategy and described the general picture of strategy formation, we can dwell on the role of business strategy. The following facets of this role stand out.

1. “Strategy as a model” is an implemented strategy that was comprehended and formalized in a certain way after some time after its implementation. The result of these actions is a pattern of strategy, similar to the samples of the company's products exhibited in the showroom. This sample is used later to form other strategies that take into account the changed conditions. In addition, such a strategy determines to a large extent the reputation and image of the enterprise.

"Strategy as a model" allows for a hierarchical representation in the form of a set of more and more detailed developments: from a rough description to a detailed regulation. We can propose the following chain of structural changes in business processes: production - financing - sales - marketing - competition - labor resources - innovations - responsibility to the buyer.

2. "Strategy as power" - is seen as the result of a political process of interaction of all persons interested in business, giving emergency powers to those who are called to implement this strategy. AT general sense and those who have power, and those who would like to have it, influence production. In many cases, the actual power in enterprises is inevitably divided, and this division is made regardless of interests, principles of enterprise development or the degree of democracy in decision-making.

It makes sense for most domestic enterprises to build a functional organizational structure and an appropriate strategy, taking into account the emergence of acute administrative, political or criminal situations at any point in the space of interests of the enterprise and the need for an adequate response. It should be expected that the enterprise will have sufficient power in relation to some groups of stakeholders and insufficient - in relation to others. It is also to be expected that the overall position of power in an enterprise will change over time as individual power relationships change between the stakeholder groups of the enterprise.

3. "Strategy as a competitive position of the enterprise" is defined as a competitive advantage, achieved through the creation more difference between the cost price and the selling price of the goods than the main competitors. This, in turn, occurs in a market environment in which competition is constantly updating processes and products, in order to get ahead, it requires constant attention to goals such as efficiency, customer satisfaction, growth in product market share and potential for innovation. These tasks require the complication of administrative relations, strategic development planning, focused organizational structure, use commitments and facilitate networking.

4. "Strategy as a system of personnel motivation and control" provides for a personnel motivation system, leadership style, structure, management systems and processes must also change in order to replace outdated elements of the strategic configuration. In this case, the picture of changes in the external existence of a business (enterprise) in the context of the expectations of stakeholders as a series of evolutionary periods that precede and accompany revolutionary change packages should have an adequate and mobile projection on the personnel management system. At the same time, crises reorient the enterprise to a new stage in the development of a motivation system with a new leader at the helm. It can be assumed that further on, each successful leader at the beginning of the evolutionary period is himself the embryo of the next crisis. Therefore, it should be prepared accordingly new system motivation and control of personnel for their decision-making.

5. "Strategy as a response to external challenges" is modern period rapid and frequent unexpected changes, an organizational and functional subsystem is needed as part of the enterprise, which is engaged in the search, fixation and understanding of the strategic problems of the enterprise as they appear and develop. From this point of view, the strategy appears as one of the internal mechanisms that continuously provide suitable responses to new strategic problems and "challenges". Emerging problems form the "agenda" of strategic activities in enterprises - each problem or challenge must be studied with sufficient efficiency. Such a system provides the only approach to improving the "comprehensive" competence of strategic management and the development of an adequate approach to the formation of programs for the development of strategic management.

Development of elements of strategic management of economic objects various levels and the formation of the so-called strategic style of business management are directly related to the transition from a centrally controlled economy to a market one. Almost complete independence in making not only operational, but also long-term and expensive decisions still poses complex problems for businessmen and enterprise managers. Difficulties in solving these problems, sometimes unpreparedness of managers different levels to the adoption of reasonable, balanced and thoughtful strategic decisions are one of the important factors in such processes as non-payments, violation of contractual obligations, a decrease in investment activity, a slowdown in the pace of scientific and technological progress in national economy, the general decline in industrial production.

It can be argued that the quality of strategic decisions in the microeconomic and federal levels serves as a serious obstacle to the realization of the productive potential of the labor and material resources of enterprises (businesses). The main areas of focus in current strategies are: promotion of goods on the market; reliability of financial support of the enterprise; updating the assortment of goods; development of production technology, which is consistent with the assessment of the significance of the problems that managers systematically face.

At present, the general attention from the business side to the strategy is rapidly increasing. Methods of network strategic planning are being developed and implemented, when the strategy is formed simultaneously and in a coordinated manner at several technologically or functionally related enterprises. Entire systems of territorially close or functionally related enterprises operating from a coherent strategic perspective (such groups of enterprises are called business systems). At the same time, strategies are rarely complex enough, which significantly reduces their reality, efficiency and effectiveness.

Have questions?

Report a typo

Text to be sent to our editors:

Send