Lectures on the course of strategic management a. and

The term "strategic management" appeared in everyday life at the turn of the 1960s and 70s. He marked the differences between current management at the level of production and management carried out at the level of the corporation as a whole. The need for this distinction was due to changes in the business environment. These changes are:

1) an increase in the dynamism of the external environment of the organization;

2) the emergence of new needs;

3) increased competition for resources;

4) internationalization and globalization of business;

5) increasing role of scientific and technical progress and innovations;

6) availability modern technologies;

7) development of information networks, which makes it possible to quickly disseminate and receive information;

8) changing the role of human resources in the organization.

The essence of the transition from operational to strategic management is to shift the focus of top management to the external environment. This allows you to respond in time to ongoing changes.

There are many definitions of strategic management in the literature. It can be defined as a management process consisting of the formulation and implementation of strategies that promote the establishment of the best competitive fit between an organization and its environment in order to achieve the organization's objectives.

Strategic Management- is a system of purposeful actions of the organization, leading to a long-term excess of the level of performance of the organization's activities over the level of performance of competitors.

The task of strategic management is to prepare the organization for possible changes in the market situation, to withstand the adverse effects of the external environment in the long term.

The strategic management process, like any management process, is revealed through interrelated management functions: basic and specific. But the content of some basic functions changes and new specific management functions appear.

Thus, planning becomes strategic planning, and new functions appear, such as marketing, innovation management, public relations, logistics, human resource management, etc.

The planning process begins with goal setting. They perform organizing, motivating and controlling functions. A goal is a desired, possible, and necessary state of a managed object.

The target beginning in the activities of the organization arises as a reflection of the goals and interests of various groups of people associated with its activities. These are the interests of the owners, employees of the organization, its customers, business partners, the local community and society as a whole.

The organization sets many different goals. These goals differ by levels, spheres, periods of time. There are four main levels of goals in an organization: mission, strategic, tactical and operational goals. At the top of the goal hierarchy is the mission.

The mission is a fundamental, unique, high-quality goal that emphasizes the features of the company's business, its difference from other companies in the industry.

It reveals the reason, the meaning of the existence of the company, its purpose. The corporate mission connects the organization and the external environment, it is there that the organization seeks its purpose. The mission can be determined by the range of needs met; set of consumers; manufactured products; competitive advantages; technologies to be used; growth and funding policies; the culture of the organization, which determines the relationship within the company, the requirements for employees. Many organizations express their mission through slogans, such as Saratovstroysteklo - "Through the quality of glass - to the quality of life."

The mission should not carry specific instructions on what, how and in what time frame the organization should do. It sets the main direction of the movement of the organization. The specific end states that an organization aspires to are fixed in the form of its goals.

Strategic goals are set senior management mission-based management. These are general long-term goals that determine the future state of the organization as a whole. Unlike the mission, they indicate the timing of their achievement.

Tactical goals are set by middle and senior management for the middle level in the organization. They define the results that the main units of the organization must achieve in order to achieve the strategic goals. Thus, tactical goals are a means of achieving strategic goals.

Operational (production) goals are set by the lower and middle management levels for the lowest level in the organization. They refer to short-term benchmarks derived from tactical goals. These are specific, measurable results of the activities of departments, working groups, individual employees in the organization. They are a means to achieve tactical goals.

The organization defines goals for various functional units (production, marketing, finance, etc.); various performance results (product quality, labor productivity, production costs, sales volume, efficiency, etc.).

The main areas of goal setting are: profitability, markets, productivity, products, financial resources, production capacity, research and innovation, organization (restructuring), human resources, social responsibility.

Imagine a diagram of the goals developed by Japanese companies.

1. Basic goals:

1) sales volume;

2) growth rate (sales or profit);

3) tribal:

a) the amount of profit;

b) the rate of profit on all capital;

c) the ratio of profit to sales volume;

d) earnings per share;

4) market share;

5) capital structure;

6) Dividends;

7) share price;

8) wage workers;

9) the level of product quality;

10) basic growth policy;

11) basic sustainability policy;

12) basic profit making policy;

13) basic policy regarding social responsibility. 2. Operational matters:

1) value-added assignments;

2) tasks for labor productivity;

3) investments per 1 worker;

4) capital turnover ratio;

5) policy in the field of cost reduction.

Strategic planning is the process of developing strategies and basic methods for their implementation. This is an adaptive process, as a result of which regular (annual) adjustments of decisions made in the form of plans take place, a review of the system of measures for the implementation of these plans based on continuous monitoring and evaluation of ongoing changes within and outside the organization.

Strategic planning determines what the organization must do in the present in order to achieve the desired goals in the future, based on the fact that the environment and the organization will change. In other words, with strategic planning, it is as if a look from the future into the present is carried out.

It is legitimate to interpret strategic planning as a system of the whole variety of types of planned activities in an organization. It summarizes long-term, medium-term, annual, operational, functional planning. The main semantic load is assigned to long-term planning. Its purpose is to make operational management decisions justified not only from the point of view of the current situation, but, above all, from the standpoint of tomorrow.

In accordance with the goals set, strategic, tactical and production (operational) plans are developed.

For effective management the processes of setting goals, planning and monitoring the implementation of plans widely use the method of management by objectives (MPC). Through the UOC, managers, together with employees, determine the goals of the organization, departments, individual person and use them for subsequent monitoring of the results achieved.

The first stage is goal setting. This is the most difficult step in the UOC, it involves looking beyond current, daily duties to answer the question: “What are we trying to achieve in the short term, in six months, a year?” A joint agreement between managers and employees creates a strong commitment to achieve set goals. A well-formulated goal should be specific, realistic, have a time frame and specific performers.

The second stage is the development of action plans. These plans define the sequence of actions required to achieve the intended goals. They are developed both for divisions, departments, and for individual employees.

The third stage is monitoring, monitoring the implementation of plans and, if necessary, adjusting them. During the implementation of the plan, the leader must give subordinates freedom of action, for example, through the removal of current, daily control over their activities.

Instead, more attention can be paid to training and advising employees to achieve their goals. Control is usually carried out three, six and nine months after the start of the planning period. This periodic monitoring allows managers and employees to see how plans are being implemented and whether corrective actions are needed to achieve planned goals.

The fourth stage is the assessment of the results of activities, their compliance with the set goal. Estimates can be used as the basis of the personnel remuneration system. Evaluation of the performance of employees, departments, the organization as a whole serves as the basis for setting goals for the next year, and the cycle of the UOC is resumed.

The advantages of the UOC are that it:

1) focuses people's efforts on corporate goals, which increases the likelihood of their achievement;

2) expands cooperation between managers and workers;

3) makes tasks clear and precise for performers;

4) improves people's motivation;

5) allows you to identify talented managers for future promotion (as it focuses on the compliance of goals and plans);

6) increases the personal responsibility of performers. Disadvantages of the UOC:

1) it requires high professionalism of the leader;

2) poor relations between the administration and employees reduce the effectiveness of the UOC;

3) it requires a large amount of work, knowledge of the goals of the organization and departments;

4) the UOC procedure tends to define short-term goals;

5) there is a possibility of a conflict between operational and strategic goals;

6) The UOC conflicts with the mechanistic structure of the organization, which prevents the participation of employees in management.

Strategy - comprehensive plan achieving the mission and goals of the organization by establishing the best fit between the organization and its external environment.

A well-designed strategy has four components: scale, resource allocation, competitive advantage, and synergy. Scale refers to the type and number of markets in which the organization intends to compete. The choice of markets determines the structure and volume of production. The strategy includes a project for distributing the organization's resources among various divisions, business units, departments.

Competitive advantages are the unique tangible and intangible assets that a firm owns and that create its superiority over its competitors. Significant competitive advantages are provided to the corporation by its internal and external competencies. As a rule, they require a significant period of time and experience in a particular industry to create them. For example, internal competencies include the following:

1) R&D (KNOW-HOW, technologies, ability to create competitive products);

2) availability of proven and effective business processes (project management, logistics, sales, marketing, planning, staff motivation, etc.);

3) the presence of unique technologies that are inaccessible to competitors;

4) the availability of qualified personnel, which can not be easily found in the market and the training of which requires a considerable amount of time.

External competencies include:

1) relations with suppliers and consumers (agents, dealers, distributors);

2) lobbying opportunities;

3) the presence of a "promoted" trademark;

4) the ability to provide financing in the required volume and at an acceptable cost (relations with financial institutions and investors).

Synergy occurs when the joint activity of all parts of an organization produces an effect greater than the sum of their individual actions. Synergy emphasizes that the first three elements of the strategy are not only interconnected, but also complement, reinforce each other, and lead to the best interaction effect.

The strategy is formulated at three levels: corporate, business unit and functional.

Strategy formulation is the process of developing and defining a strategy, i.e. the process of strategic planning. Each organization has its own specific approach to formulating a strategy, but there is a general sequence of steps in this process:

1) setting strategic goals;

2) organization analysis;

3) analysis of the external environment;

4) establishment of correspondence between the organization and the environment.

Analysis of the organization, its potential involves the diagnosis of its strengths and weaknesses in comparison with other organizations. The potential of an organization is usually assessed in areas such as marketing, finance, production, research and development, human resources, management quality, organization structure.

Analysis of the external environment involves the identification of opportunities and threats to the organization for all factors of the external environment. Such an analysis requires the use of information from a variety of sources.

After completing the analysis of the external environment and the enterprise, it is necessary to bring its strengths and weaknesses into line with the opportunities and threats of the external environment. The balance between the environment and the organization is established in such a way that the competitive advantages of the organization, its strengths are aimed at realizing the opportunities and eliminating the threats of the external environment, as well as the weaknesses of the organization. The considered method of analyzing the organization and its environment is called SWOT-analysis.

In addition, to formulate a strategy, establish a correspondence between the characteristics of the organization and its external environment, you can use the SWOT matrix.

To study the environment, the method of compiling its profile can be applied. This method It is convenient to use for compiling a profile separately of the macro environment, the business environment and the internal environment of the organization.

This method is used to assess the relative importance for the organization of individual environmental factors. The method is as follows.

Individual environmental factors are listed in the environment profile table. Each factor is given by expert way:

1) assessment of its importance for the industry on a scale: 3 - high value;

2 - moderate value;

1 - low value;

2) assessment of its impact on the organization on a scale:

3 - strong influence;

2 - moderate influence; 1 - weak influence;

0 - no influence;

3) assessment of the direction of influence on a scale: + 1 - positive direction;

From this assessment, management can conclude which environmental factors are relatively more important to their organization and therefore deserve the most serious attention.

There are two main approaches to formulating a corporate strategy - the formulation of the main (fundamental) strategy and the analysis of the business portfolio. The main strategy is the overall program of action developed at the corporate level.

It is usually formulated for an organization that competes in one market or several, but closely related. There are three main main strategies: growth, stabilization, reduction.

Growth can be generated from within. This includes concentrated growth strategies that involve product or market change:

1) strengthening positions in the existing market, increasing market share;

2) market development, development of new markets;

3) development of new products.

Growth can be based on external sources. These include the acquisition of other industries, mergers, consolidation of risky enterprises, the creation of strategic alliances. The second group of growth strategies is formed by integrated growth strategies.

These include forward and backward vertical integration strategies. Such growth is carried out both by merging, absorbing new structures, and by expanding from within. The third group of growth strategies includes diversified growth strategies. There are three of them:

1) the strategy of concentric diversification;

2) horizontal diversification strategy;

3) strategy of conglomerate diversification. The reduction strategies are:

1) liquidation strategy;

2) the strategy of "harvesting";

3) the strategy of cutting off the excess;

4) cost reduction strategy.

The first occurs when the firm is unable to conduct further business.

The "harvest" strategy involves abandoning the long-term view of the business in favor of maximizing revenue in the short term. It is applied to an unpromising business that cannot be sold profitably, but can generate income while reaping the rewards. The goal is to get the maximum possible cash after the end of investment. Main methods:

1) reduction of material and technical maintenance of production;

3) reduction in the range of products;

4) reduction of wholesale channels;

5) refusal to serve small customers;

6) a decrease in the quality of services (reduction of sales assistants, an increase in the timing of order fulfillment, etc.).

A pruning strategy means that the firm closes or sells redundant divisions that are not profitable or do not fit well with other divisions.

The cost reduction strategy is to look for opportunities to reduce costs in order to increase the competitiveness of the company and survive in the long term.

Implementation is associated with a reduction in production costs, an increase in labor productivity, a reduction in hiring and even dismissal of personnel, a reduction in social programs, and the removal of unprofitable goods from production.

A stabilization strategy is being developed to maintain the status quo. The firm's strategic plan is to stay in business and protect itself from external threats.

This strategy is often used by firms that lack the resources to grow or have weak growing markets. A stabilization strategy is useful after implementing rapid growth or contraction strategies.

When a firm is diversified and has many different industries, activities, especially unrelated ones, a business portfolio approach is used to formulate corporate strategy. This approach presents a corporation as a collection of various divisions, strategic business units (SBUs), each of which has its own mission, product lines, competitors, markets, and its own competitive strategy.

The starting point for using a business portfolio is to identify each SBU that is part of a corporation. The next step is their classification and analysis of the current product portfolio.

The simplest, but rather abstract tool for classifying SBUs is the Boston Consulting Group (BCG) matrix. It categorizes SBUs according to two criteria: its market growth rate and its market share.

The BCG matrix allows you to compare SBU positions within the same portfolio. With its help, you can identify market leaders and establish a balance between divisions in the context of the four quadrants of the matrix.

In theory, SBUs operating in fast-growing industries need a constant influx of capital to expand their capacity and maintain competitiveness. SBUs operating in slow-growing industries, on the contrary, should have an excess of cash.

Corporate portfolios must be balanced, providing the right mix of SBUs that need capital to grow with units that have excess capital.

Analysis of the current business portfolio involves answering the following questions:

1) whether the portfolio includes a sufficient number of business units in attractive industries;

2) whether the portfolio contains too many "question marks";

3) whether there are enough “money cows” to develop the “stars” and fund the “question marks”;

4) whether the portfolio gives a sufficient amount of both profit and money;

5) whether the portfolio is highly vulnerable in the event of negative trends, unforeseen events;

6) are there many “dogs” in the portfolio that are weak in terms of competitiveness. Depending on the answers to these questions, the strategic portfolio of the corporation is formed. A business strategy is formulated for each business unit.

It aims to find the best methods of competition in its market. Even if an organization competes in only one market, it must develop a competitive strategy.

The main tools for developing this strategy are: five forces of competition; M. Porter's competitive strategies and product life cycle.

The structure of competition in the industry, according to M. Porter, is formed under the influence of the five forces of competition, which determine the level of profit in the industry. This is:

1) penetration of new competitors;

2) the threat of the appearance of substitute goods on the market;

3) the ability of buyers to defend their interests;

4) the ability of suppliers to dictate their terms;

5) competition between companies that have already established themselves in the market.

Competitive strategies are formulated based on an understanding of the features and rules of competition that operate in the industry and determine its attractiveness. The goal of competitive strategy is to change these rules in favor of your company.

M. Porter presents three general competitive strategies that can be used by organizations to create competitive advantages and increase competitiveness. This is:

1) leadership in cost reduction;

2) differentiation;

3) focusing.

Cost leadership is the most common of the three common strategies. The company keeps costs lower than those of its competitors. The nature of cost leadership depends on the characteristics of the industry: it can be economies of scale, advanced technology, access to cheap sources of raw materials, a standardized product, a strong and cheap distribution system. However, the leader in cost reduction cannot afford to ignore the principles of differentiation.

Differentiation means that the company strives for uniqueness in some aspect that is considered important to a large number of customers.

Achieving uniqueness reduces the power of buyers, but increases costs. The challenge is to reduce the total cost to consumers of using the product. This is achieved by increasing the convenience and ease of use and expanding the range of customer satisfaction. Differentiation may affect the product, its properties, delivery methods, after-sales service, etc.

A company relying on differentiation should not forget about ways to reduce costs, as it can lose competitiveness.

The point of focus is to select an industry market segment, a specific group of customers, and serve them better than competitors. There are two types of focus strategy: achieving cost advantages or increasing differentiation.

The product life cycle (PLC) is a concept that describes the sales of products, profits, customers, competitors and the strategy of the organization from the moment a product enters the market until it is withdrawn from the market. A typical LCP consists of four stages:

1) bringing the product to market;

3) maturity;

The goal during the introduction phase is to create a market for the new product. The growth rate of sales depends on the novelty of products and expectations, customer requests. At this stage, only one or two firms enter the market, and competition is limited. But production and marketing costs are high. There is no or very little profit. Buyers are offered one or two basic product models.

The purpose of the growth stage is to expand sales and the collection of new product modifications. New competitors enter the market, profits rise as sales increase and costs decrease. In order to stretch the period of market growth, a firm can use several strategic approaches:

1) improve the quality of the novelty, give it additional properties, release new models;

2) penetrate into new market segments;

3) use new distribution channels;

5) reduce the price in a timely manner to attract an additional number of consumers.

At the stage of maturity, the growth rate of sales slows down. The company is trying to maintain distinctive advantages for as long as possible. Competition at this stage reaches a maximum, as a result, profits in the industry as a whole per unit of production are reduced, as the system of discounts is extended. Some competitors are starting to leave the industry. Market modification, product modification, and marketing mix strategies are useful here.

The last stage of the life cycle is a decline, the volume of sales is declining. There are many reasons for this: changing tastes, the emergence of new products, increased competition, including foreign ones. The firm must either continue producing the product, discontinue it, or adopt a "harvest" strategy by cutting all possible costs (R&D, advertising, sales staff, etc.).

Functional strategies focus on planning functional activities organizations, SBE. Many organizations develop marketing, financial, manufacturing, human resource, and research and development strategies.

1 . Introduction to strategic managementwellcop

1.1 Prerequisites for the emergence and etapas developstrategic management

Strategic management is a rapidly developing area of ​​science and practice of management that has emerged in response to the increasing dynamism of the external business environment. The theory of strategic planning and management was developed by American business researchers and consulting firms, then this apparatus entered the arsenal of intra-company planning methods in all developed countries.

Currently, there are many definitions of strategy, but all of them are united by the concept of strategy as a conscious and thoughtful set of norms and rules that underlie the development and adoption of strategic decisions that affect the future state of the enterprise, as a means of communication between the enterprise and the external environment. "Strategy - thisabout the general program of eventstvii, identifying the priorities of problems and resources to achieve the main goal. It formulates the main goals and the main ways to achieve them in such a way that the enterprise receives a single direction of movement.

"Strategic management - it is the process of making and implementing strategic decisions, the central link of which is the strategistandlogical choice based on comparison of one's own resource potnof the enterprise with the opportunities and threats of the external environment in which it operates. Strategy can be seen as the main link between what an organization wants to achieve: its goals and the course of action chosen to achieve those goals. .

The term "strategic management" was introduced at the turn of the 1960s-70s. in order to distinguish between current management at the production level and management carried out at the highest level. The need for such a distinction was caused by the transition to a new model of managing the development of an organization in a changing environment.

There are four factors-conditions that determine the relevance of strategic management:

1. In the second half of the twentieth century. the number of tasks caused by internal and external changes has steadily increased. Many of them were fundamentally new and could not be solved based on the experience gained in the first half of the 20th century.

2. The multiplicity of tasks, along with the expansion of the geographical scope of the activities of national economies, led to a further complication of management problems.

3. The role of the highest level of management increased, while the totality of managerial skills developed in the first half of the century was less and less consistent with the conditions for solving the problems that arose.

4. The instability of the external environment increased, which increased the likelihood of strategic sudden changes, their unpredictability.

The use of flexible management has become extremely important, which would ensure the adaptation of the enterprise to a rapidly changing environment. Timely response to emerging changes was achieved through strategic management of the enterprise development.

Fast environmental changes domestic enterprises also stimulate the emergence of new methods, systems and approaches to management. If the external environment is practically stable, then there is no particular need to engage in strategic management.

However, at present, most Russian enterprises operate in a rapidly changing and difficult to predict environment, therefore, they need strategic management methods.

integrationsmi processes. In Russian business, industrial groups are emerging that unite technologically related enterprises, there is an active process of formation of financial and industrial groups (FIGs), commercial companies almost simultaneously with the creation of the main business, they began to organize financial and commercial groups

business globalization, which affected our country. Global firms view the world as a single whole, in which national differences and preferences are erased, and consumption is standardized. Products of global firms - Mars, Siemens, Sony, Procter & Gamble, L0 real and many others are sold in all countries of the world and are an important competitive factor in national markets. It is possible to resist the onslaught of the goods of global firms only by acting by similar methods, i.e. developing a strategy for working in a competitive environment.

Stages of development of strategic management through a corporate plananding

The emergence of strategic management techniques and their implementation in the practice of firms is easiest to understand in a historical context. Business historians usually distinguish four stages in the development of corporate planning: budgeting, long-term planning, strategic planning, and finally strategic management.

1. Budgeting. In the era of the formation of giant corporations before the second world war special planning services, especially long-term ones, were not created in companies. The top executives of corporations regularly discussed and outlined plans for the development of their business, however, formal planning related to the calculation of relevant indicators, maintaining financial reporting forms, etc., was limited only to the preparation of annual financial estimates - budgets by item of expenditure for various purposes.

Budgets were drawn up, firstly, for each of the major production and economic functions (R & D, marketing, capital construction, production). Secondly, for individual structural units within the corporation: departments, factories, etc. Similar budgets in the modern economy also serve as the main tool for distributing intra-corporate resources and monitoring current activities. A feature of budgetary and financial methods is their short-term nature and internal orientation, i.e. the organization in this case is considered as a closed system. When using only budgetary and financial methods, the main concern of managers is the current profit and cost structure. The choice of such priorities naturally poses a threat to the long-term development of the organization.

2. Long term planning. AT 1950 - X- early 1960 - X years, the characteristic conditions for the management of American companies were the high growth rates of commodity markets, the relatively high predictability of trends in the development of the national economy. These factors necessitated the expansion of the planning horizon and created the conditions for the development of long-term planning.

The core idea of ​​the method is to make a sales forecast for the company for several years ahead. At the same time, due to the slow increase in the characteristics of the variability of the external environment, long-term planning was based on the extrapolation of past trends in the development of the company. The main indicator - sales forecast - was based on extrapolation sales in previous years. Further, on the basis of the control figures specified in the sales forecast, all functional plans for production, marketing, and supply were determined. Finally, all plans were aggregated into a single corporate financial plan. The main task of managers was to identify financial problems limiting firm growth. In other words, are the firm's internal resources sufficient, or is it necessary to resort to borrowed funds?

This approach, better known to us as planning-to-achievement methodGchick, was widely used in the conditions of centralized management of the Soviet economy. The main guidelines for enterprises were production volumes set from above, and not sales volumes, as in a market economy, the achievement of which, as a rule, was limited by limited resources. With this approach, the calculations of the payback of capital investments, the comparison (discounting) of costs over time were widely used.

3. Strategic planning. At the end 1960 - X years, the economic situation in many industrial developed countries has changed significantly. As the crisis escalated and international competition intensified, extrapolation projections began to diverge more and more from the real figures, with the most typical phenomenon being setting optimistic goals that did not match the real results. The top management of the company usually proceeded from the fact that future performance will improve, but often the company did not reach the planned performance results. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition.

The crystallization of the fundamental elements of the concept of strategic planning is largely associated with the search for ways to overcome the limitations of the long-term planning system, clearly manifested in the uncertainty of the parameters of general economic development. In the system of strategic planning abouttthere is no assumption that the future must necessarily be better than the past, and the premise of the possibility of studying the future of met is rejected.abouthouse of extrapolation. Actually, the different understanding of the role of external factors by managers is the main difference between long-term extrapolative planning and strategic planning. At the forefront of strategic planning an analysis was made of both the internal capabilities of the organization and external competitive forces and the search foratthose of using external opportunities, taking into account the specifics of the organization. Thus, it can be said that the purpose of strategic planning is to improve the company's response to market dynamics and the behavior of competitors.

4. Strategic management. To 1990 - m Over the years, most corporations around the world have begun the transition from strategic planning to strategic management. Strategic management is defined as a set of not only strategic management decisions that determine the long-term development of the organization, but also specific actions that ensure the rapid response of the enterprise to changes in the external environment, which may entail the need for strategic maneuver, revision of goals and adjustment of the general direction of development.

Strategic management is often called market strategic managemente(strategic market management). The inclusion of the word "market" in the definition means that strategic decisions should take into account the development of the market and the external environment to a greater extent than internal factors. strategic managementenie also means that the management process should be proactive, not reactive. At In a proactive strategy, managers try to influence events in the external environment, rather than simply react to them. The need for such actions is determined by two reasons:

* for a quick response to changes in the external environment, it is important to participate in their creation;

* changes can be so significant that it is important, if possible, to influence them.

These factors explain the desire of big business to influence the adoption of political, economic, legislative and other changes at the macro and micro levels.

The evolution of corporate governance systems is shown in Table 1.1.

It can be seen from the table that successive governance systems have been oriented towards a growing level of instability and an increasingly less predictable future. From this point of view, the following classification is given. control systems.

1. Management based execution control(after the fact).

2. Management based extrapolation, when the pace of change is accelerating, but the future can still be predicted by extrapolating past trends.

3. Management based anticipation of change. The pace of change has accelerated, but it is possible to anticipate the chances and dangers of the external environment and take them into account when developing a strategic plan.

4. Management based flexible emergency solutions, when many important tasks arise so rapidly that they cannot be foreseen in time.

1.2 The essence of strategic managementnthat

The essence of strategic management is the answer to three critical questions:

* What is the current state of the company?

* In what position would it like to be in three, five, ten years?

* How to reach the desired position?

For an answer to first question managers must have a good understanding of the current situation in which the enterprise is located before deciding where to go next. And this requires an information base that provides the process of making strategic decisions with relevant data for the analysis of past, present and future situations.

Second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set.

Third question strategic management is associated with the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

I. Ansoff (Ansoff) recommends considering strategic management as consisting of two complementary subsystems: analysis and selection of a strategic position and operational management in real time. Thus, strategic management, in contrast to strategic planning, is an action-oriented system that includes consideration tstrategy implementation process, as well as evaluation and control. Moreover, the implementation of the strategy is a key part of strategic management, since in the absence of implementation mechanisms the strategic plan remains only a fantasy.

Differences strategic management from strategic plannersania in addition to being related to the strategy implementation process, they are determined by several other important factors:

* content- in strategic management, the measure of the uncertainty of the external environment increases while the signals of changes are weakened and, consequently, the information content of the management system is reduced. This leads to the development of more sensitive information monitoring systems for the external environment;

* the emergence of strategic surprises such as the sequestration of the Russian budget, which are forced to take strategic decisions outside planning cycles, those. strategic management is characterized by a quick response to changes in the external environment within the planned periods. To capture such surprises, systems are being created for collecting, analyzing information and making strategic decisions in real time (on-line system);

* the reaction of strategic management to external changes is dual: long-term and operational at the same time. Long-term response is laid down in strategic plans, operational - is implemented outside the planned cycle in real time;

* in strategic management, the external environment is not considered as something given and unchanging, to which the company must adapt. Rather, the ways and strategies of changing the external environment are considered;

* strategic management includes elements of all precedingYucontrol systems, those. involves budgeting, the use of extrapolation to estimate relatively stable factors, the application of elements of strategic planning, and the improvements necessary to adapt real-time strategic decisions.

Other definition strategic management - is an activity to ensure the implementation of the organization's goals in a dynamic, changing and volatile and uncertain environment, allowing optimal use of existing potential and remaining susceptible to external changes e opinions.

1.3 Problems and prospects for the development of strategic management in Russiandacceptances

In the economic practice of Russia, the mechanism strategic management is in its infancy. At the same time, domestic and international analysts believe that the Russian market has entered the stage when the lack of a developed strategy hinders enterprises at every step. What is the role of strategic management for an enterprise in a market economy?

In a command economy, when developing its plans, an enterprise received from above information about the range of products, suppliers and consumers, prices for its products, and many other indicators and standards that were automatically laid down as the basis for developing plans. The planned work itself was reduced to finding effective ways to complete tasks in a fairly predictable external environment. This task remains in the transitional economy, but in market conditions this is only part of the planned work.

The company must now self-determine and predict the parameters of the external environment, the range of products and services, prices, suppliers, markets, and most importantly - their long-term goals and strategies for achieving them. This part of the planned work is covered by the development of a strategic plan. The momentary strategic decisions that brought success to some companies immediately after 1991 no longer work, many new companies have disappeared or, having reached a certain level, stopped growing.

Therefore, both the leaders of new companies and the directors of many former state-owned enterprises are coming to understand the need to develop a development strategy. This is facilitated by the identification of the enterprise as an integral isolated system, the formation of new targets and interests of the enterprise and its employees.

The need for the formation of a strategic management system in domestic practice is also due to ongoing integration processeswiththemselves. In Russian business, commercial firms, along with groups, many of which are commercial banks, began to acquire industrial enterprises, participating in privatization, investment competitions, actively buying up shares of attractive enterprises.

The names of such firms and groups are well known to everyone, these are LogoVaz, industrial groups of banks Menatep, Russian Credit, etc. Apparently, the central task now will be to move from the current state of integration to the sustainable and effective development of integration processes, which is impossible without solving the problems of strategic management.

The next important prerequisite for the development of strategic management is the process business globalization, which affected our country.

There is a growing awareness among directors of former state-owned enterprises and leaders of new companies of the importance of setting long-term goals and planning for development in the long term. The matter is complicated by the fact that many Russian enterprises found themselves in a kind of information vacuum.

One side, an abundance of disordered external information, with another- lack of systematized guidelines for choosing directions for development. In addition, the tools for developing and implementing one's own strategy differ significantly from the previously adopted planning system, and so far relatively little is known about them, since in practice they have not become generally accepted methods of planned work. Most domestic manufacturers are only coming to an understanding of what is called strategic management.

2 . General concept of strategic management

2.1 The concept and essence of strategic managementinleniya

Strategic Management - the process of developing, making and implementing strategic decisions, the central link of which is the strategistandlogical choice based on a comparison of one's own resource potentialdacceptance with the opportunities and threats of the external environment.

The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.

The key characteristics of the strategic aspect of organization management in comparison with the operational (current) management practiced in business over 20 years ago are shown in Fig. 2.1.

Rice. 2.1. Characteristics of operational and strategic management

Taking into account the noted features strategic management- is the management of the organization, which relies on human potential as the basis of the organization. It orients production activities to the needs of consumers, provides flexible regulation and timely changes in the organization, adequate to the impact environment and enabling competitive advantage , which, ultimately,aboutenables an organization to survive in the long term while achieving its goalselei.

Depending on the priority of the approaches used and the response to external changes in development corporate governance distinguish the following stages (similar to the stages of development of strategic management):

* budgetary and financial control (budgeting);

* management based on extrapolation (long-term planning);

* anticipation of change (strategic planning);

* management based on flexible emergency solutions (strategic management).

The successive control systems are oriented towards the growing level of instability in the environment and the ever-less predictability of the future. Thus, the emergence and practical use strategic management techniques can be seen as a reaction to the complication managerial tasks(see Table 1.1).

The initial concept of strategic management

Styles of organizational behavior. One of the first concepts of management was based on the notion that different types of organizational behavior require significantly different organizational structures and management. The whole variety of behavioral styles is derived from two typical opposite styles - incremental and entrepreneurial.

Incremental style of behavior differs in the statement “from what has been achieved”, is aimed at minimizing deviations from traditional behavior both within the organization and in its relationship with the environment. Organizations that adopt this style of behavior tend to avoid change, limit it, and minimize it.

Entrepreneurial style of behavior characterized by a desire for change, for anticipation of future dangers and new opportunities. A wide search for managerial decisions is being carried out, numerous alternatives are being developed and the optimal one is selected from them.

The relationship between behavior styles and views managedand I

Strategic management requires entrepreneurial behavior.

There is a close relationship between styles of organizational behavior and types of management. Strategic management requires entrepreneurial behavior. The end result of strategic management is the systemic capacity to achieve the goals of the organization and its internal structure, providing sensitivity to changes in the external environment.

The tasks of the strategic manager are to:

* identify the need for and implement strategic changes;

* build capacity to drive strategic change;

* select and educate personnel capable of carrying out strategic changes.

Operational management, in contrast to strategic management, deals with the use of the existing position of the enterprise and is based on an incremental style of behavior. The operational leader must turn the organization's potential into real value. Among its main tasks:

* definition of common operational tasks;

* motivation, coordination and control in the process of performing current tasks.

In the first half of the 20th century, strategic and operational management, as well as the corresponding styles of behavior, acted as alternative for the organization. Today, organizations are increasingly in need of both types of behavior and the effective combination of two types of management. The difference between strategic management and operational management is essentially determined by the differences between the considered types of organizational behavior.

¦ Functions of strategic management. Strategic management in the enterprise is expressed in the following five functions:

1. Strategy planning.

2. Organization of the implementation of strategic plans.

3. Coordination of actions for the implementation of strategic tasks.

4. Motivation to achieve strategic results.

5. Control over the process of implementing the strategy.

Strategy planning involves the performance of such sub-functions as forecasting, strategy development and budgeting. Forecasting precedes the actual drawing up of strategic plans. It is based on the analysis of a wide range of internal and external factors, the conditions for the functioning of the enterprise in order to anticipate the possibility of development and risk assessment. A systematic forecast allows you to develop a reasonable approach to the strategy of the enterprise. Three dimensions are traditionally used in forecasting: time (how far ahead are we trying to look?), direction (what are the future trends?), magnitude (how big will the change be?). Taking into account the results of the analysis, the management of the enterprise formulates a mission (business area, global goal), determines the prospects for the development of the organization and develops a strategy. Linking the strategic goals of the enterprise with the results of the activities of individual units is carried out through the development of the necessary action program and budgeting. Budgeting includes program costing and resource allocation.

Organization of the implementation of strategic plans involves the formation of the future potential of the enterprise, the coordination of the structure and management system with the chosen development strategy, the creation of a corporate culture that supports the strategy.

Action coordination managers in the formation and implementation of the general strategy consists in coordinating strategic decisions at various levels and consistently consolidating the goals and strategies of structural units at higher levels of management.

Motivation how the function of strategic management is associated with the development of a system of incentives that encourage the achievement of the set strategic results.

The control consists in continuous monitoring of the process of implementation of strategic plans. It is designed to identify impending dangers in advance, identify errors and deviations from the adopted strategies and policies of the enterprise.

¦ Definition of the essence of strategic management. The main goal of strategic management is to develop the potential and maintain the strategic ability of an enterprise to survive and function effectively in an unstable environment. The totality of the considered functions and goals determines the essence of strategic management.

Thus, the essence of strategic management is the formation and implementation of an organization's development strategy based on continuous monitoring and evaluation of ongoing changes in its activities in order to maintain the ability to survive and function effectively in an unstable environment.

¦ Features of strategic decisions. The implementation of strategic management functions is carried out through the development and adoption of strategic decisions. These include all decisions affecting the main aspects of the enterprise, oriented to the future and taken in conditions of uncertainty.

Strategic decisions have a number distinctive features. The main ones are:

* innovative character;

* focus on long-term goals and opportunities;

* the complexity of formation, provided that the set of strategic alternatives is indefinite;

* subjectivity of the assessment;

* irreversibility and high risk. Strategic decisions are decisions about the reconstruction of an enterprise, the introduction of new products and technologies, entering new sales markets, the acquisition and merger of enterprises, as well as organizational changes (transition to new forms of interaction with suppliers and consumers, transformation organizational structure etc.).

2.2 Main components and stages in the development of a strategic management

Components of strategic management. Strategic enterprise management includes five main components that form the following chain of prospective-target decisions (Fig. 2.2).

1. Vision is an image of the possible and desired future state of the enterprise.

2. Business area- type of activity associated with a particular economic unit, program, etc. Defining a business involves assessing its prospects and understanding its specific place and opportunities in it.

Rice. 2.2. The chain of perspective-target decisions in the management of enterprise development

3. Mission, or socially significant role, enterprise is a qualitatively expressed set of the main goals of the business.

4. Strategy- an integrated model of actions designed to achieve the goals of the enterprise. The content of the strategy is a set of decision rules used to determine the main directions of activity.

5. Programs and plans- this is a system of measures for the implementation of the strategy adopted by the enterprise, designed to solve the problems of distributing resources, powers and responsibilities among the departments (employees) involved in the implementation of the strategy; development of operational plans and programs.

Stages of strategic management. The main stages of strategic management:

environment analysis;

defining the mission and goals of the organization;

formation and choice of strategy;

strategy implementation;

evaluation and control of the implementation of the strategy.

Environmental Analysis is the initial process in strategic management, as it creates the basis for defining the mission and goals of the organization, developing a strategy for its development. The internal environment of the organization is analyzed in the following areas: marketing, finance and accounting, production, personnel, management organization. When analyzing the external environment, economic, political, social, international factors, as well as competition factors are examined. In this case, the external environment is divided into two components: the immediate environment (direct impact environment) and the macro environment (indirect impact environment). The purpose of strategic analysis is to identify the threats and opportunities of the external environment, as well as the strengths and weaknesses of the organization.

The process of defining the mission and goals consists of three sub-processes:

* formulating the mission of the organization, which in a concrete form expresses the meaning of its existence;

* definition of long-term goals;

* definition of medium-term goals.

Formulating and choosing a strategy involve the formation of alternative directions for the development of the organization, their evaluation and selection of the best strategic alternative for implementation. In this case, special tools are used, including quantitative forecasting methods, development of scenarios for future development, and portfolio analysis.

Implementation of the strategy is a critical process, since it is he who, in case of successful implementation, leads the enterprise to achieve its goals. The implementation of the strategy is carried out through the development of programs, budgets and procedures, which can be considered as medium-term and short-term plans for the implementation of the strategy. The main components of the successful implementation of the strategy:

* the goals of the strategy and plans are communicated to employees in order to achieve on their part an understanding of what the organization is striving for and involve them in the process of implementing the strategy;

* the management in a timely manner ensures the receipt of all the resources necessary for the implementation of the strategy, forms a plan for the implementation of the strategy in the form of targets;

* in the process of implementing the strategy, each level of management solves its tasks and performs the functions assigned to it.

results implementation of the strategy are evaluated and with the feedback system is used to control activities of the organization, during which adjustment of the previous stages can occur.

The sequence of interrelated work on strategic analysis, selection and implementation of the strategy is the process of strategic management (Fig. 2.3

Rice. 2.3. Strategic management process model

As can be seen from the diagram, the strategy development process is iterative (cyclic). Thus, the definition and selection of a strategy can take place at the stage of analysis of the external environment, and the evaluation of the strategy will require additional external analysis. In addition, a change in strategy leads to the need to monitor and annually adjust strategic decisions and plans.

2.3 Objects of strategic managementinleniya

Characteristics of objects of strategic management. There are three groups of objects of strategic management, corresponding to the three structure-forming levels of the enterprise:

1 . Enterprise as a whole(group of enterprises, concern, independent plant or factory).

2. Strategic field of management (business), those. a set of product and market segments and activities of the enterprise, allocated for independent production, technical, commercial and regional policy. The strategic business field of large multi-product enterprises, as a rule, is divided into strategic business units. A strategic business unit is an intra-firm organizational unit responsible for developing a firm's strategy in one or more target market segments.

Concept of strategic business units had a significant impact on the formation of management systems in large firms around the world and is therefore considered as an important element of strategic management.

The concept of market segmentation underlies the allocation of strategic business units. Segment - this is a certain way allocated part of the market, where the company's products can be sold. The objects included in the segment must have common features.

The identification of strategic business units is largely a matter of subjective choice. The following criteria for identifying business units can be proposed:

* a strategic business unit has a certain range of clients and customers;

* the business unit independently plans and carries out production and marketing activities, logistics;

* the activity of business units is evaluated on the basis of profit and loss accounting.

The main task of a strategic business unit is to achieve its strategic goals (implementation on new market, cost reduction, increase in market share, development of new products, etc.).

3. Functional area of ​​activity, or subdivision,- structural divisions of the enterprise, focused on the performance of certain functions and ensuring the successful operation of strategic business units and the enterprise as a whole (R & D, production, marketing, finance, etc.).

Vensil's strategic management concept / Lagrange . The authors of this concept, based on the differentiation of the levels of strategies, were able to present the process, carriers and levels of strategic planning in a single form.

The process of strategic planning, according to the authors, includes four stages:

* Structuring goals and determining the discrepancy between the intended goals and real opportunities (gap analysis);

* definition necessary resources and developing options for bridging identified gaps;

* allocation of resources (planning and budgeting);

* monitoring and control over the implementation of the planned plans and programs.

Thus, the formation of an organization's development strategy is an iterative process and is carried out at all levels of the hierarchy.

Rice. 2.4. Strategic management process model

1. Clarification of corporate goals and structuring.

2. Forecasting future activities based on the current strategy and determining the discrepancy (gap) between forecasts and goals.

3. Establishing the difference between the indicators of the strategic plan and the capabilities of the enterprise.

4. Adjustment of strategic goals based on the results of the analysis of gaps and internal opportunities.

5.6. Development of strategy options at the functional level and business levels.

7. Consolidation of strategic plans of business units and functional units.

8. Allocation of resources necessary for the implementation of the goals. 9.10. Allocation of resources at the appropriate levels of the strategy.

11, 12. Supervision and control over the use of resources.

2.4 Types of strategic managementenia

Management based on the solution of strategic tasks. Management by ranking strategic tasks focuses on tactical survival, which is based on maintaining the position of the enterprise in the basic areas.

No perfect strategy can take into account all situations that arise as a result of changes in the external environment, as well as the development of the organization itself. In response to their appearance, the enterprise forms and solves strategic tasks, with the help of which the necessary adjustment of its activities (policies, plans) is carried out. An example of such tasks is achieving high growth rates, improving the internal climate in the team, attracting new partners and clients, etc.

Management based on the solution of strategic objectives is used when the events that may occur are fully or partially predictable, but it is impossible or inappropriate to change the general line of behavior of the enterprise in order to respond to them. Solving strategic tasks, the organization has the opportunity to prevent the occurrence of an unfavorable situation in a timely manner, to a large extent mitigate its negative consequences, or maximum benefit take advantage of the opportunities that open up.

The algorithm for identifying strategic tasks is shown in fig. 2.5.

As can be seen from the diagram, there are two sources that generate the emergence of strategic tasks:

* tendencies of changes in the external environment of the organization;

* internal trends characterizing the development of the organization.

External trends reflect political (military actions), economic (state of market conditions), technological (the emergence and spread of new types of technology) and social (increased requirements for maintaining the level of employment) aspects of the environment for the functioning of enterprises.

Rice. 2.5. Management by ranking strategic objectives

Internal trends are similar in nature to external ones. They can be natural (an increase in the incidence of personnel, disrupting the normal course of work), technological (obsolescence of equipment, technology), economic (diversification of production, increased capital intensity and financial instability), social (development of a mechanism for motivating labor activity).

The management process by solving newly emerging strategic tasks provides for:

* Constant monitoring of all trends.

* Analysis and detection of dangers and new opportunities.

* An assessment of the importance and urgency of solving newly emerging problems based on their classification:

a) the most urgent and important tasks that require immediate action; b) important tasks of medium urgency that can be solved within the next planning cycle;

c) important, but non-urgent tasks that require constant monitoring; d) tasks that are false alarms and do not deserve attention.

* Preparation of decisions (it is carried out by specially created operational groups).

* Decision making taking into account possible strategic and tactical consequences (executes leadership).

Updating the list of issues and their priority.

Weak signal control. Obvious and specific problems identified as a result of observation are called strong signals. Other problems known from early and inaccurate indications are commonly referred to as slaold signals. The stronger the signal, the less time the company has for a response.

On a strong signal, an enterprise can act decisively, for example, stop further capacity building and reorient to use them for another purpose. The response to a weak signal can be extended over time and intensify as the signal grows.

The order of actions of the enterprise at weak signals about occurrence of problems is shown in fig. 2.6. The nature of measures to increase the effectiveness of the signal.

Rice. 2.6. Enterprise response to weak signals of problems

It can be seen from the diagram that in the presence of inaccurate signs of danger (level 1) it is necessary to constantly monitor the external environment and determine the relative strength of the signal. When sources of danger or opportunity become clear (level 2) , measures are taken to reduce external strategic vulnerability and increase the internal flexibility of the enterprise (for example, in the event of a threat of a decrease in demand due to the creation of a substitute product, preliminary measures are developed to enter another market, expand the range, etc.). Further signal amplification (level 3) allows you to assess the magnitude of the danger (for example, the demand for products in the short term will decrease rapidly) or the level of new opportunities. Such a signal indicates the need to start developing preparatory signals, a feasibility study of projects or programs, the implementation of which will reduce the time for the implementation of practical measures.

Finally, when the essence of the problem is revealed and the ways to solve it are established (level 4) , action plans are being developed and implementation is under way.

Management in conditions of strategic surprises. The system of emergency measures for strategic surprises is used in emergency situations that arose suddenly; when new tasks are set that do not correspond to past experience, and the lack of solutions (for example) leads to major damage. This system involves the following actions:

* use of a switching network of communications for emergencies;

* redistribution of responsibilities of top management: control and preservation of the moral climate; regular work with a minimum level of disruption; taking emergency measures;

* creation of groups of flexible ranging from the most experienced specialists, endowed with the necessary powers; their duties include constant monitoring, analysis and assessment of the situation, development of the necessary operational decisions, taking into account their possible consequences; such groups have a special status and operate contrary to the hierarchy existing in the organization.

The considered systems (types) of strategic management do not replace each other. Each of them is used in certain conditions, depending on the degree of instability of the external environment.

The readiness of an enterprise to use an adequate system of strategic management is determined primarily by the personnel potential and resources of the organizational management structure.

The effectiveness of management in the face of strategic surprises depends on understanding the essence ongoing events, correct assessment of the situation ability patto recognize the clues in time impending danger.

2.5 Principles of strategic management

Strategic management is based on a number of principles that must be taken into account in the process of its implementation. The main ones are:

1. Science combined with elements of art. The manager in his activity uses the data and conclusions of many sciences, but at the same time he must constantly improvise, look for individual approaches to the situation. The implementation of this task requires, in addition to knowledge, mastery of the art of competitive struggle, the ability to find a way out of the most difficult situation, to focus on key issues, to highlight the main advantages with ...........

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A course of lectures for students of the specialty 08.05.07 - "Organization Management" specializations "Production Management", "Entrepreneurship", "Innovation Management".

Strategic management is the process of developing, making and implementing strategic decisions, the central link of which is a strategic choice based on comparing the enterprise's own resource potential with the opportunities and threats of the external environment.
The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.

The key characteristics of the strategic aspect of organization management in comparison with the operational (current) management practiced in business over 20 years ago are shown in Fig. one.
Taking into account the noted features, strategic management is the management of an organization that relies on human potential as the basis of the organization, orients production activities to the needs of consumers, implements flexible regulation and timely changes in the organization that are adequate to the impact of the environment and allow achieving competitive advantages, which ultimately allows an organization to survive in the long term while achieving its goals.

Content
Topic 1. Strategic problems of production development and characteristics of the organization's strategic management system.
Prerequisites for strategic management.
The concept of strategic management.
Stages of development of strategic management.
Characteristics of the process and the main stages of the strategic management of the organization.
Objects of strategic management.
Features of building a system of strategic management of an organization and business.
The initial concept of strategic management.
Analysis of the functions of strategic management specialists and the powers of the organization's management bodies that make strategic decisions.
Problems and prospects for the use of strategic management in domestic conditions.
Topic 2. Characteristics of competitive business strategies and enterprise strategy.
Types of organization strategies.
Principles of strategic management.
Topic 3. Strategic Analysis competitive advantages and potential of the organization.
The structure of the organization's strategic potential.
Goals and principles of strategic analysis of the internal environment.
Analysis of the strengths and weaknesses of the enterprise.
Strategic cost analysis and the value chain.
Topic 4. Strategic analysis of the external environment of the organization.
The main environmental factors influencing the strategic development of the organization.
Characteristics and objectives of the analysis of the external environment of the enterprise.
Search and analysis of strategic alternatives for the development of the organization.
Pest-analysis of the enterprise microenvironment.
Strategic analysis of the attractiveness of the industry and the investment attractiveness of the organization.
Analysis of the general situation and competition in the industry.
Topic 5. Types and characteristics of corporate strategies of the organization.
The essence and content of the corporate strategy of the organization.
Role and assessment of benefits.
diversification strategies.
Methods of matrix analysis of a strategic business portfolio.
Types and characteristics of corporate strategies.
Classification of organization strategies.
Features of the formation and implementation of competitive business strategies in industries at various stages life cycle.
Basic business development strategies.
Definition of enterprise strategy.
Topic 6. Development and implementation of the organization's strategic plan.
Communication of strategic planning with other forms of planning.
production strategies.
Methods and practice of designing management systems in order to change the capacity of the organization.
R&D strategy.
Topic 7. Methods for carrying out strategic changes by the management of the organization.
Features of making strategic decisions. The main stages of the implementation of the strategy.
Features of resistance to strategic changes in the organization and forms of overcoming them.
Strategic changes.
Strategic control.
Topic 8. Features and practice of using strategic management on the examples of enterprises and organizations
Overview of competitive business strategies and corporate strategies used by Russian enterprises and holdings on the example Food Industry, telecommunications, automotive, airlines, metallurgy, wholesale and retail trade.
Experience in the implementation of strategic management systems by Russian organizations, enterprises and holdings.
Main literature.
Additional literature.
Tests for the final check.

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Description of the presentation Lectures on the course STRATEGIC MANAGEMENT A. I. Momot on slides

1. The concept of "strategy" and "strategic management" The word strategy is very ancient and it comes from the Greek strategia - the art or science of being a commander. The value of commanders in Ancient Greece was obvious. History shows that the most talented and successful commanders attached great importance to the correct organization of the army's support, as well as decisions when to enter the battle and when to enter into negotiations with the people, politicians, diplomats. They were strategists. In ancient China, between 480 and 221 BC, a book called The Art of Strategy (Sun Tzu and Wu Tzu) was already written by Sun Tsu, wrote: “He who won hundreds of victories in hundreds conflicts, is unlikely to have high skill. He who is highly skilled in the use of strategy conquers others without coming into conflict with them.

1. Strategy is a means to an end result. At the same time, it unites all parts of the organization into a single whole and covers all the main aspects of the organization. 2. Strategy is a long-term comprehensive plan that ensures the implementation of the mission and achievement of the economic goals of the organization. The strategy defines the goals and the main ways to achieve them so that the organization receives a single direction of action. 3. Strategy is the result of analyzing the strengths and weaknesses of the organization, as well as identifying opportunities and obstacles for its development. It defines the boundaries of possible actions of the organization and management decisions. Thus, the Strategy is a set of rules that guide the organization in making managerial decisions. At the same time, the strategy can be seen as an overall comprehensive plan designed to ensure the implementation of the mission and achievement of the goals of the organization.

The term “strategic management” was coined at the turn of the 60s and 70s in order to designate the difference between current management at the production level and management carried out at the highest level. The need to fix this kind of difference was caused primarily by changes in business conditions. The leading idea, reflecting the essence of the transition from operational to strategic, was the idea of ​​the need to shift the top management's focus to the environment in order to respond appropriately and in a timely manner to the changes taking place in it.

Strategic management was born evolutionarily from strategic planning, which is its essential basis. It is of increasing interest to organizations that face difficulties in implementing fundamentally new strategies. The essence of strategic management lies in the fact that in the organization, on the one hand, there is a well-organized integrated strategic planning, on the other hand, the organization's management structure is adequate to "formal" strategic planning and is built in such a way as to ensure the development long term strategy to achieve goals and create management mechanisms for the implementation of this strategy through a system of plans. In strategic management, the interests of all stakeholders with whom the interests of the enterprise intersect should be taken into account.

2. Country experiences in the application of strategic management The most striking and good example application of strategic management is the development practice of one of the countries of Southeast Asia - Japan. Before the start of World War II in 1939, Japan occupied a leading position in the global textile industry, engineering, metallurgy, and other industries, but after it ended, the country's economic power was greatly decimated. At the end of the 40s, the situation in the world began to change dramatically. The world market was quickly saturated and began to demand high quality products. A severe crisis deepened in Japan. The nation faced an alternative: either starvation, or the search for an effective way out of the situation. To revive the former economic stability, the Japanese authorities focused on setting strategic goals in priority areas, including: - in the field of science and technology - as well as on high-quality training of workers.

Country experience in applying strategic management 1. Establishing widespread control over exports and imports of products. Total control over export-import processes was undertaken, the import of foreign finished products that could drown out Japanese industry was prohibited, but the import of modern Western-made technologies was encouraged, which was ultimately aimed at developing the Japanese technology industry. 2. Full support for domestic manufacturers with the priority goal of producing high quality products. At the state level, producers of new products were supported, and dealers were in an enviable position, pressure in their direction made this type of activity unprofitable. As a result, the number of primary producers increased and thus the national wealth increased more rapidly. 3. In the field of banking and financial services, the suppression of speculative activities, since they only contributed to the enrichment of a narrow circle of people and did not contribute to economic progress. In the banking sector, only manufacturing enterprises received the most favorable conditions for obtaining capital (the interest rate for them was the lowest). 4. The introduction of a system of lifetime employment, which supported competition not for jobs in different firms (which led to large financial injections into professional education employees), but promoted competition between employees of one firm, as a result of which the power of the company grew due to the high efficiency of the workforce.

Achieving goals The meaning of a person's existence is determined by the achievement of his life goals. The same can be said about the existence of any organization, be it commercial, public, charitable or state. Any enterprise, association or individual entrepreneur pursues its own goals, which are the reasons for their existence and functioning. Consider different types of goals and build a tree of goals using the example of an organization.

Formation of goals according to the priorities of consumer products, according to the stages of the "life cycle" The goal is one of the elements of human behavior and conscious activity, characterized by the anticipation in thinking of the result of the activity and the way to implement it using certain means Mission is a very big goal that causes a state of aspiration in the members of the organization to something. The mission is the formulation of a long-term vision of the meaning of the organization and the expression of the essence of its activities. At the same time, goals give a more specific and detailed idea of ​​the expected development of the organization in a particular area of ​​its activity. Mission statement is nothing more than an answer to the question: why does an organization (or a person) do what she (or he) does? Mission - is the satisfaction of members of society, their needs for a particular product or service On the basis of the mission, long-term goals of the organization or qualitative results are formulated that will not be achieved outside the planned period, but which the organization is going to approach within this period.

Classification of strategic management goals Depending on the specifics of the industry, the characteristics of the state of the environment, the nature and content of the mission: Market goals (or external program goals): in the field of marketing, for example: - sales volume in kind and in value terms; - the number of clients; - market share. Production goals (internal) are a consequence of market ones. They include everything that is necessary to achieve market goals (with the exception of organizational resources), for example: - to ensure a certain volume of production (production volume \u003d sales volume - existing stocks + planned stocks); – build a workshop (volume capital construction); — to develop a new technology (conducting research and development work).

Organizational goals - everything related to the management, structure and personnel of the organization, for example: - recruit three marketers; — bring the average salary level of employees to the salary level of the leader in the market; - Implement a project management system. Financial Goals- link all goals in value terms: - net sales (from "market goals"); - the amount of costs (from "production" and "organizational" goals); - gross and net profit; - profitability of sales, etc. You can set goals in a different order: from financial to market and production.

TREE OF GOALS The basis for building the top of the tree of goals is a set of strategic goals defined within the framework of the organization's strategy. Here, attention should be paid to the fact that not only those goals that determine the direction of strategic development, but also long-term goals related to maintaining the functioning of the management system and subsystems related to production and provision should be recognized as strategically significant. The achievement of strategic goals is ensured by the achievement of both operational (regular, permanently achieved) goals and project (unique in their content) goals. The goals within the model need to be carefully classified and structured appropriately within the diagrams so that they become presentable and as clear as possible to their reader. The selection, description and hierarchical ordering of each of the goals is carried out by performing a number of relevant analytical procedures and procedures for approval and approval. For each of the goals defined at the lower level of detail, as far as possible, the requirements of SMART (Specific - specific; Measurable - measurable; Achievable - achievable; Realistik - realistic; Timed - limited in time) apply.

Tab. 2. Goals and characteristics by stages of the organization's life cycle Stage of the life cycle of the organization Main goal Management Characteristics of the stages 1. "Birth" Survival One-man management Enter the market 2. "Childhood" and "youth" benefits 3. “Maturity” Profit growth Delegation of powers Division and cooperation of labor, bonuses 4. “Ageing” Preservation of achieved results Coordination of actions Free work of personnel, participation in profits 5. “Revival” or disappearance Ensuring the revival of all functions One-man management Implementation innovative approach staff rejuvenation

Stages of the life cycle of an organization The birth of any organization is associated with the need to satisfy the interests of consumers, with the search and occupation of free market niche. The main goal of the organization at this stage is survival. It requires leadership qualities such as faith in success, willingness to take risks, efficiency. Characteristic of the birth stage is a small number of partners. Particular importance at this stage should be given to everything new and unusual. "Childhood" . The stage is associated with risks, since it is during this period that the growth of the organization is disproportionate compared to the change in managerial potential. At this stage, most newly formed firms fail due to the inexperience and incompetence of managers. The main task during this period is to strengthen its position in the market, competitiveness. The main goal of the organization at this stage is short-term success and rapid growth. "Youth". This is a period of transition from complex management, carried out by a small team of like-minded people, to differentiated management using simple forms financing, planning and forecasting. The main goal of the organization during this period is to ensure accelerated growth and, as a rule, the complete capture of its part of the market. Intuitive assessment of risk by the management of the organization is no longer sufficient. It needs specialists with highly specialized knowledge.

Stages in the development of strategic management Historians of business usually distinguish four stages in the development of strategic management: budgeting, long-term planning, strategic planning, and strategic management.

Budgeting until the 1950s. In the era of the formation of giant corporations before the Second World War, special planning services were not created in companies. top leaders Corporations regularly drew up plans for the development of their business, but formal planning was limited to the preparation of annual financial estimates - budgets by item of expenditure for various purposes. However, due to changes in the external environment, the plans were not fulfilled. A feature of budgetary and financial methods is their short-term nature and internal orientation, i.e., the organization in this case is considered as a closed system.

Long-term planning - 50-60s. In the 1950s and early 1960s, the characteristic conditions for the operation of companies were the high growth rates of commodity markets and the relatively high predictability of trends in the development of the national economy. These factors created the conditions for the development of long-term planning. The method is based on forecasts of the company's work for several years ahead. Long-term planning was based on extrapolation of past trends in the development of the firm. The main task of managers was to identify financial problems that create an obstacle to the growth of the firm. Sales volumes, the availability of resources were not planned, as a result, products accumulated at enterprises, sales were difficult, firms did not work stably. This approach, better known to us as the method of "planning from what has been achieved", was widely used in the conditions of centralized management of the Soviet economy.

Strategic planning - 60-70s. In the late 1960s, as the crisis grew and international competition intensified, extrapolation forecasts began to diverge from the real figures. To overcome the emerging shortcomings, the concept of strategic planning began to develop. It is based on the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, the goal of strategic planning is to improve the company's response to market dynamics and the behavior of competitors.

Strategic management - after the 90s. By the 1990s, most corporations around the world had begun the transition from strategic planning to strategic management. Strategic management is defined as a set of not only strategic management decisions that determine the long-term development of an organization, but also specific actions that ensure a quick response of an enterprise to a change in the external environment, which may entail the need for a strategic maneuver, revision of goals and adjustment of the general direction of development.

Strategic management In contrast to strategic planning, strategic management includes: the processes of implementing the strategy, evaluation and control. Strategic management means that the management process must be proactive, not reactive, that is, it is necessary to influence events in the external environment, and not just react to them.

Strategic management is associated with setting the organization's goals and maintaining certain relationships with the environment that allow it to achieve its goals and correspond to its internal capabilities. The potential that ensures the achievement of the organization's goals in the future is one of the end products of strategic management. The organization's potential and strategic opportunities are determined by its architectonics and the quality of its personnel. The architectonics of an organization can be: technology, production equipment, facilities, their capacities and capabilities, equipment, its capabilities and capacities for processing and transmitting information, power structure, distribution of job functions and powers to make decisions, organizational tasks of individual groups and individuals , internal systems and procedures, organizational culture, norms and values ​​that underlie organizational behavior.

Functions of strategic management Strategic management involves the implementation of the following functions: 1. Analysis of the external and internal environment of the company; 2. Definition of the mission of the company and its goals; 3. Dividing the overall goal into subgoals; 4. Determining the means to achieve these goals; 5. Choice of strategy; 6. Implementation of a strategy aimed at achieving goals; 7. Evaluation and control of the implementation of the strategy.

4. The essence and necessity of strategic planning for the development of socio-economic systems Among the objects of strategic management, there are three groups: 1. Organization, as an open complex socio-economic system, representing a set of structural divisions. 2. A structural subdivision is a direction of an organization's activity, an independent market-oriented business unit that can act as a full-fledged competitor in its market segment, has its own circle of suppliers, consumers and competitors. 3. The functional area of ​​the organization is a field of activity represented by functional structural units that specialize in performing certain functions.

The essence and necessity of strategic planning for the development of socio-economic systems The main task of strategic planning is to predict the possible risks of doing business in order to reduce them or minimize the likelihood of their occurrence. First stage. . Analysis of the current state of the organization with an objective assessment of its strengths and weaknesses, search for decisions that need to be taken to correct or eliminate factors that impede the organization's profitability in the future. The second stage of strategic planning is the analysis of potential crisis situations and an assessment of the likelihood of their occurrence. At the third stage, a portfolio of alternative action plans in crisis situations is formed. A portfolio of such plans is of great value in terms of increasing the speed of reaction to changes in the external environment, and which can be used to cover misses in the strategy. Thus, one of the advantages of strategic planning is that . that it gives the organization the opportunity to respond before it itself suffers from a crisis

Environmental analysis serves as a tool by which strategists control factors external to the organization in order to anticipate potential threats and newly emerging new opportunities. Threats and opportunities can manifest themselves in seven areas of the external environment, and the factors that are analyzed are grouped accordingly. There are the following groups of factors, the study of which allows you to get a complete picture of the emerging trends in the development of the external environment of the organization: 1. Economic (inflation (deflation), tax rate, international balance of payments, employment level, solvency of the enterprise), 2. Political, 3. Market, 4. Technological, 5. Competition factors, 6. Social 7. International factors.

Types of environment There are four main types of environment. 1. A changing environment that is characterized by rapid change. These can be technical innovations, economic changes (changes in inflation), changes in legislation, innovations in competitor policies, etc. Such an unstable environment, which creates great difficulties for management, is inherent in the Russian market. 2. Hostile environment created by fierce competition, the struggle for consumers and markets. Such an environment is inherent, for example, in the automotive industry in the United States, Western Europe and Japan.

3. A diverse environment is inherent in global business. A typical example of a global business is McDonald's, which operates in many countries (and therefore is associated with serving numerous customers who speak different languages), with diverse cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, its policy of influencing consumers. 4. Technically difficult environment. In such an environment, electronics, computer technology, telecommunications are developing, which require complex information and highly qualified service personnel. Strategic management of enterprises in a technically complex environment should be focused on innovation, as products in this case quickly become obsolete. To analyze and forecast the external environment of the organization, PEST -, SNW -, SWOT analysis is used.

PEST analysis is a tool designed to identify the political, economic, social and technological aspects of the external environment that can affect a company's strategy. Politics is studied because it regulates the power, which in turn determines the environment of the company and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST - analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the causes of changes and market losses, as well as the emergence of new products. PEST - the analysis is not common to all organizations, since each of them has its own special set key factors. PEST (Policy, Economy, Society, Technology))

PEST - analysis

SNW analysis is an advanced analysis of weak and strengths. Strength (strong side), Neutral (neutral side), and Weakness (weak side). In contrast to the analysis of weaknesses and strengths of SNW, the analysis also offers an average market condition (N). The main reason for adding a neutral side is that "often, to win the competition, it may be sufficient to have a given organization with respect to all its competitors in all but one of its key positions in state N, and only one in state S" . To compile an SNW - analysis, you must fill out the following table: SWOT analysis is one of the first stages of strategic planning. The idea of ​​SWOT analysis is as follows: a) making efforts to turn weaknesses into strengths and threats into opportunities; b) developing the strengths of the firm in accordance with its limited capabilities.

Methods of responding to changes in environmental factors In practice, various methods of responding to changes in environmental factors are used. The most common among them are the following approaches: “fighting fire”, or reactive management style. This post-change management approach is still common in many Russian enterprises; expansion of areas of activity, or diversification of production, capital as a means of possible reduction of commercial risk when environmental factors change; improvement of the organizational structure of management to increase its flexibility. In this case, the enterprise can create profit centers, strategic business units and other flexible structures focused on achieving final results; — strategic management. The analysis of the external environment serves as a tool, with the help of which the developers of the strategy control factors external to the organization in order to anticipate potential threats and outward interference. Он пoзвoляeт opгaнизaции cвoeвpeмeннo cпpoгнoзиpoвaть пoявлeниe yгpoз и вoзмoжнocтeй, paзpaбoтaть cитyaциoнныe плaны нa cлyчaй вoзникнoвeния нeпpeдвидeнныx oбcтoятeльcтв, paзpaбoтaть cтpaтeгию, кoтopaя пoзвoлит opгaнизaции дocтигнyть цeлeй и пpeвpaтить пoтeнциaльныe yгpoзы в выгoдныe вoзмoжнocти.

5. Strategic management Currently, scientists distinguish five main stages of strategic management: FIRST STAGE. Determining the scope of activities and developing the mission of the organization. SECOND PHASE. Development of long-term and short-term goals of the organization. THIRD STAGE. Development of a strategy for achieving the goals of the activity. FOURTH STAGE. Implementation of the organization's strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. Since today's business environment is extremely dynamic, this process is continuous and is a constantly renewing cycle with intense feedback. In addition, the boundaries between the phases of the cycle are rather conditional.

FIRST STAGE. Determining the scope of activities and developing the mission of the organization. Determination of the scope of the organization involves: - determination of the needs to be satisfied; – identification of consumers; – determining how to meet the needs of specific consumers. That is, it is necessary to answer the question: “What, for whom and how do we produce? “For example, ZAO Metallprom defined its business as follows: “Those who want to win the client's trust are looking for a way, those who do not want to look for a reason” Company Mc. Donald's did it this way: "Providing hot, tasty food in a clean restaurant for a reasonable price."

Examples of missions The mission of an organization is a verbally expressed main socially significant functional purpose (role) of an organization in the long term (in addition to making a profit), reflecting the purpose of the business, its philosophy. This term literally means "responsible task, role". The mission helps to define what the company really does, while it focuses on the consumer, not on the product. Therefore, the definition of the mission implies an answer to the question: “What value can the firm bring to consumers, while achieving greater success in the market? » Examples of missions: “Two centuries of tradition – a guarantee of quality” (Foil Rolling Plant, St. Petersburg). “We save your time and money” (Inkombank). "Is not subject to the elements" (Oneximbank).

SECOND PHASE. Development of long-term and short-term goals of the organization's activities After formulating the mission, it is necessary to determine the long-term (3 - 5 years or more) and short-term (1 - 2 years) goals of the organization. There are eight key areas in which the company defines its goals. 1. Market position. Market goals may be gaining leadership in a certain market segment, increasing the company's market share to a certain size. 2. Innovation. Targets in this area are associated with the definition of new ways of doing business: organizing the production of new goods, developing new markets, using new technologies or methods of organizing production. 3. Performance. More efficient is the enterprise that spends less economic resources on the production of a certain amount of products. 4. Resources. The need for all types of resources is determined. 5. Profitability (profitability). These goals can be expressed quantitatively: to achieve a certain level of profit, profitability. 6. Management aspects. It is possible to ensure profit in the long term only through the organization of effective management. 7. Staff. Personnel goals may be related to job retention, ensuring acceptable level remuneration, improvement of working conditions and motivation, etc. 8. Social responsibility. Currently, most Western economists recognize that firms should focus not only on increasing profits, but also on the development of generally recognized values.

The goals of the enterprise must meet the following characteristics: 1. The goals must be specific and measurable. 2. Goals should have a specific planning horizon, that is, determine when the results should be achieved. 3. The goal must be achievable. 4. The goals must be flexible and have room for their adjustment due to unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures that the goals are attainable. 5. The multiple goals of the enterprise should be comparable and mutually supportive.

THIRD STAGE. Strategy formulation Strategy formulation is a management function that consists in formulating the mission of the organization, determining the goals of the activity and creating a strategy. The end product of a strategy formulation is a strategic plan. Strategic plan - a document containing the purpose of the organization, its development directions, long-term and short-term objectives and development strategy. The strategy is necessary both for the whole company as a whole and for its individual links - scientific research, sales, marketing, finance, labor resources etc. FOURTH STAGE. Implementation of the organization's strategy. FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. The last two stages are considered together, since they do not have clear distinctions. In the process of implementing the strategy, it is constantly evaluated and adjusted. Strategy implementation is not only a function of top management, but a job for the entire management team. All managers act as implementers of the strategy within their powers and responsibilities. The last stage is a bridge that returns the company to the original first points, but at a qualitatively new level.

FIFTH STAGE. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions. The last stage is a bridge that returns the company to the original first points, but at a qualitatively new level. Thus, the process of strategic management can be represented as a continuous upward spiral.

Fundamental differences between strategic management and operational management. Strategic management Characteristics Operational management Organization's long-term survival through dynamic balance with the environment Mission, purpose. Production of goods and services in order to generate income from the sale A look outside the organization, the search for new opportunities in the competitive struggle. The object of concentration. Looking inside the organization, looking for ways to use resources more efficiently. Long-term orientation. Accounting for the time factor Orientation to the short and medium term People, information support systems, market. The basis for building a control system. Functions and organized structures, procedures, technique and technology. A look at employees as the basis of the organization, its main value and source of well-being Approach to personnel management. A look at employees as resources of the organization, as performers of individual works and functions. The timeliness and accuracy of the organization's response to environmental changes. Management efficiency criteria. Profitability and rationality of the use of production potential.

Theoretical foundations of strategic management Management levels Characteristics of management levels Competences of managers at various levels Strategic Top managers - a clear definition of the mission; the reaction of managers to all changes within and around the enterprise; development and evaluation of alternatives; creation of infrastructure to improve the work of the company Tactical Middle managers - the formation of tasks structural divisions; study of deviations from goals; assessment of the validity of decisions; use of information, both external and internal; development of measures to protect enterprises from negative consequences. Operational Managers of the middle and lower levels - providing solutions to specific problems of the functioning of the company.

1. 3. Basic principles of strategic management Strategic management has its own laws that should be taken into account when developing a company's development strategy. The following basic principles stand out: 1. Reasonable and conscious choice of goals and strategy for the development of the organization. Goals must be achievable and consistent. 2. Constant search for new forms and activities aimed at strengthening existing advantages, identifying and strengthening new ones. 3. Ensuring correlation between the organization and the external environment that controls and manages the subsystems of the organization and its elements. 4. Individualization of strategies. Each strategy is unique in the sense that it has features due to the existing composition of personnel, economic potential, culture and other features. 5. Each strategy consists of two parts: planned and random, which appeared under the influence of the external environment. 6. Clear organizational separation of strategic management tasks and operational management tasks

Topic 3. STRATEGIC MANAGEMENT AS A PROCESS OF ACCEPTANCE AND IMPLEMENTATION OF STRATEGIC DECISIONS. . Structure and content of management decisions. Classification of solutions and requirements for them. Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates. Strategic decisions are at the heart of strategic management. Strategic decisions are management decisions that: are future-oriented and lay the foundation for making operational management decisions; are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise; are associated with the attraction of significant resources and can have extremely serious, long-term consequences for the enterprise. Strategic decisions include: reconstruction of the enterprise; introduction of innovations; organizational changes; entering new markets; acquisition, mergers of enterprises, etc. A managerial decision is a volitional, creative action of a management subject. It consists in choosing the best alternative from a set of reasonable options for achieving a specific goal of managing an object.

Strategy of innovative enterprises. Growing industries in the world are microelectronics, communications and communications, biotechnology, computer science and services. Success in growing industries is achieved through innovation (novelties) and offensive strategy. Growing innovative enterprises face two main problems: How to make innovation cost-effective and recoup the cost of it? How to protect yourself from followers who, without spending a lot of money on the development of new products, simply copy products after they appear on the market? Firm leaders have a common main goal- to maintain a leading position, and they try to achieve it in two possible ways. The first way is an offensive strategy, which is aimed at finding new consumers of the product, expanding the scope or frequency of use of the product. The second way is a defensive strategy aimed at protecting your market, countering the most dangerous competitors, as well as protecting imitators from competitors. This strategy consists of acquiring patents, know-how, innovation, using additional resources and confronting competitors in a price fight.

Building a strategic pyramid In a large, differentiated company, strategies are developed at four different organizational levels: 1. Corporate strategy (strategy for the company and its areas of activity as a whole). 2. Business strategy (for each separate type of company activity). 3. Functional strategy (for each functional area of ​​a certain area of ​​activity). Each area of ​​activity has a production strategy, strategies for marketing, finance, etc. 4. Operational strategy (a narrower strategy for the main structural units: factories, sales regional representatives and departments (within functional areas).

LECTURE No. 6. Strategic management