In a market economy, an enterprise is constantly forced to adapt to the increasing instability of the external environment and, first of all, to fight with competitors that produce similar products. This objectively requires that each enterprise develop and look for its own development path in accordance with the requirements of the market, i.e., in order to be financially stable, it is necessary to grow, find new forms of capital use, new economic efficient technologies production, new forms of bringing products to the market. The strategy is a set of long-term plans and tasks that must be completed in order to achieve the goals.

Goals are the key results that the company strives for in its activities. The strategy is designed to ensure the adaptation of the enterprise to a rapidly changing environment, so it should answer the following questions:

what, in what quantity and what quality to produce;

how and in what markets to work;

what actions, how and why should be carried out in the first place.

Thus, the implementation of the strategy can ensure the constant strengthening of the economic power of the enterprise, increasing the competitiveness of its goods and services.

In general, all approaches to the development of a development strategy are based on the need to find the optimal state between the available at the enterprise resources And opportunities on their use, on the one hand, and the satisfaction of requests and market requirements- with another. This implies a good knowledge of the capabilities of the enterprise in technical, industrial, organizational and economic terms. The resources and capabilities of an enterprise usually include human, material, technological, organizational, informational and financial. The totality of resources at the disposal of the enterprise is called its potential. Factors of production are not only scarce, but also quite expensive, so how they are used is decisive from the point of view of efficiency. Much depends on the scale of production, as well as on the conformity of equipment, technology, and the level of qualification of the enterprise's employees with the ability to produce those goods that the buyer needs.

The sequence of the strategy development process can be displayed as a chain: analysis of the external and internal environment - development of the mission and goals of the enterprise - selection of a specific development strategy - implementation of the strategy. First, the internal state and external environment of the enterprise, its position in the market, the dynamics of development, potential, the behavior of competitors, the characteristics of products, the state of the economy, the cultural environment, etc. are analyzed. The analysis of key factors is carried out according to the method SWOT(Strengths, Weakness, Opportunities, Threats - strong and weak sides, opportunities and dangers). SWOT is divided into an analysis of the internal factors of the enterprise (strengths and weaknesses) and external factors (opportunities and dangers).

Assessment results external opportunities and dangers can be expressed through the strength of the impact of groups of factors: economic, political, market, competitive, international, social, production and technological. Among the factors of the last group, one should single out the state of production in the sections of technological chains external to the enterprise, the level of technology of competitors, and the possibilities of new technological developments.

Further, it is determined to what extent the enterprise has internal forces to take advantage of external opportunities, and also identifies internal weaknesses that can complicate problems associated with external hazards. It considers the structure and organizational potential of the enterprise, the use of existing production potential, the state of distribution channels and after-sales service networks.

As a result of the analysis, the strategy is developed based on strengths(with the simultaneous addition of disadvantages), while taking into account external sources of opportunities and dangers.

After analyzing the external and internal environment, the mission and goals of the enterprise are developed. Mission- this is a business concept, which briefly outlines the main purpose of the enterprise for a fairly long period of its existence. It should be simply and clearly formulated in order to be understandable to both your employees and consumers. The mission can change in accordance with the requirements of the market, as it primarily involves meeting the needs of consumers. After formulating the mission, the long-term and short-term goals of the enterprise are determined.

The process of choosing a strategy includes the development of several options for strategies aimed at achieving the goals.

When choosing a strategy, the decisive factor is its efficiency. As a result of the implementation of the strategy, an indicator can be:

economic effect(growth in mass and profit margin, net profit, payback period of investments, sales volume);

social effect(improvement of working conditions, its attractiveness, development of culture and education);

technical effect(improving the quality and competitiveness of products);

ecological effect(reducing the degree of pollution environment, the complexity of the use of natural resources).

The decision on the choice of the most expedient strategy is made after the analysis and evaluation. Then the chosen strategy of the enterprise is implemented taking into account the requirements of the market.

Depending on the level of management, there are: portfolio strategy - for the level of a large corporation and business (competitive)- at the level of an enterprise that is part of the corporation. "Portfolio" in this case presents a portfolio valuable papers belonging to the corporation, with the help of which the corporation manages its enterprises. All types business strategies can be divided into three groups: offensive (or breakthrough strategy), defensive (or survival strategy) and the strategy of reducing and changing types of business.

More attractive to the enterprise can be offensive strategy, or breakthrough strategy, the purpose of which is to conquer a certain market share. This strategy, based on the achievements of scientific and technological progress, allows you to take a leading position in the market or industry, but it requires significant investment and has a high degree of risk, but if successful, all costs will pay off and the enterprise can get high profits.

defensive strategy, or strategy survival, used by an enterprise that wants to maintain its own position in the market. This strategy is chosen if the company is satisfied with its market share or does not have enough funds to pursue an active offensive strategy. However, in this case, it is necessary to especially carefully monitor competitors who can undermine his position by applying an offensive strategy.

strategy downsizing and changing business types the enterprise is forced to apply when a regrouping of forces is necessary after a long period of growth or in connection with a structural adjustment that causes global change in economics.

Among offensive strategies, a group of strategies under the general name "growth strategy" has become widespread, which involves changing the product and (or) market. This group may include the following strategies: a deep market penetration strategy, a market development strategy, a product development strategy, and a diversification strategy (in the latter case, it enters a new market with a new product).

Enterprises can simultaneously implement not one, but several strategies. So, diversified companies for one type of product can develop a strategy for deep market penetration (winning the best positions in this market), for another, choose a market development strategy (entering the developed market with a new product), etc. The task of management is to in order to comprehensively take into account the specific conditions and goals of the business when choosing a strategy.

7.2. Economic and functional strategies

The activity strategy is developed and implemented as a whole for the enterprise. However, each enterprise is a complex multifunctional system, therefore, the economic strategy of the enterprise, which can otherwise be called the general strategy, is detailed using functional strategies that reflect specific ways to achieve the specific goals of the enterprise facing its individual departments and services. Thus, a functional strategy is one of the types of strategy, depending on management level in this case, this is the level of individual divisions and services, i.e. the hierarchical chain closes: "portfolio strategy" - the level of large corporations - "business strategy (competitive)" - enterprise level - "functional (working) strategy" - division level.

Each functional strategy has a specific object to which it is directed. In this regard, the following functional strategies can be developed: financial strategy, production strategy, organizational change strategy, marketing strategy, etc.

A set of functional strategies on one or another specific enterprise is determined by the composition of specific goals that the management of the enterprise sets for itself.

For example, a financial strategy is developed to achieve the goals in the field of financial management of the enterprise. An analysis of the factors for the effective use of financial resources in the long term serves as the basis for developing a financial strategy. Goals are also taken into account. The goals in this case can be: maximizing profits while minimizing costs, optimizing the structure of the enterprise's assets, ensuring the financial stability of the enterprise in the future.

the main objective the enterprise is divided into main functional goals, the means of implementation of which are functional development programs (functional strategies).

Functional strategies for their implementation predetermine tactical goals, the implementation of which takes place with the help of organizational and technical measures (mini-projects). To set tactical goals, the management technology for divisions and services, the composition and nature of tactical management decisions taken at different levels of management are analyzed. The scheme of application of the functional-program approach is shown in the figure.

functional goals determine the key activities of the enterprise. Each of them is linked to the functions of specific senior and middle managers. They are also responsible for the implementation of functional strategies. For example, let's cite several functional programs (strategies) of one of the research and production associations (NGOs) (Table 2).

table 2

Characteristics of functional development programs (strategies)

As can be seen from the table, each functional program is revealed through criteria indicators that are under the control of individual functional units.

7.3. Development of marketing and product strategy of the enterprise

As market relations develop, the role of marketing in the economy and enterprise management increases. This is due to the fact that there is a transition from the "seller's market" to the "buyer's market", i.e., the main thing on the market is not the producer-seller, but the consumer-buyer, it is his requests that determine the quantity and quality of products that will be sold on the market . Marketing, studying the needs of the market and promoting the manufactured products to the market, is designed to adapt the means of production to the requirements of the market. Thus, marketing determines not only the marketing sphere of the enterprise, but also acts as a strategic marketing.

A marketing strategy is a way of acting in the market, guided by which an enterprise chooses goals and determines the most effective ways to achieve them, which are formed by choosing strategic development directions and strategic business zones - market segments.

A marketing strategy may include several functional blocks, including:

Analysis of markets and market opportunities;

Segmentation, selection of target markets and positioning;

Pricing strategy and policy;

Commodity strategy.

Before implementing a marketing strategy, an enterprise needs to identify its target consumers and determine what influences them to make their choice. There are four groups of factors that influence the behavior of the buyer when choosing a product: these are factors of a cultural level, social, personal and psychological order. The task of the market researcher is to understand the various participants in the buying process and understand the factors that influence buying behavior. This allows you to develop an effective marketing strategy for your target market.

The development of a marketing strategy includes the following steps:

#8594; a comprehensive study of the state and dynamics of consumer demand for a product (service);

#8594; maximum adaptation of production to market requirements;

#8594; impact on consumer demand by various means (advertising);

#8594; organization of delivery of goods in the required quantity, of the appropriate quality, at the right place and time for the consumer;

#8594; timely release to the market of new high-quality products.

The implementation of these stages will make it possible to achieve in the future the expansion of sales and the conquest of the market, which is the basis for the sustainable development of the enterprise in modern conditions.

There are several areas of marketing strategy:

Mass marketing - when an enterprise decides on the mass production of one product, its mass distribution and tries to attract the attention of buyers of all possible groups to it;

Product-differentiated marketing - when an enterprise plans to produce two or more products with different properties, in different designs, of different quality, in different packaging in order to offer the market a greater variety of products compared to competitors;

Target marketing - when the manufacturer seeks to distinguish between different groups of consumers that make up the market, and develop appropriate products and marketing mixes for each target market.

In industrialized countries, there is currently a transition from mass and product-differentiated marketing to target marketing. This is more helpful in identifying market opportunities and creating products that best meet the needs of individual target markets. The main activities of targeted marketing include market segmentation, selection of selected segments and product positioning in the market.

Market segmentation is the division of the market into homogeneous parts in order to focus the company on the needs of specific customer groups and develop a specific marketing policy for them. The criteria for classifying consumers as homogeneous groups are income, education, family composition, gender, age, marital status, etc. Product positioning - determining its place among analogue products in order to clearly present its position in the competition. To analyze the positioning of goods, there are a number of computer programs, with which you can study many factors, but, as practice has shown, consumers evaluate no more than seven product properties.

Commodity strategy, being integral part economic and marketing strategy, is a set of measures to develop the range, create new products and exclude from the production program products that have lost consumer demand, improve product packaging, and develop its brand.

Orientation to the real requirements and wishes of consumers is the main principle of developing both marketing and product strategies.

Promotion of goods on the market is one of the elements of the product strategy. It includes:

#8594; sales promotion is a variety of means of short-term influence on the buyer or seller (coupons, premiums, competitions, purchase credits) designed to stimulate consumer markets, the trade sector and the company's own sales staff;

#8594; propaganda - free receipt editorial place and time. This strategy has great potential, but is not used often enough;

#8594; personal selling is carried out by traveling salesmen and is used by many businesses despite its high cost. Some enterprises give them a leading role in their product strategies.

Forecasting sales of products can be carried out in several ways, most widespread among which received:

Expert - the conclusion of a group of experts (heads of services and departments of the enterprise);

The generalized method is the summation of the opinions of the sales agents of the enterprise and the heads of the sales departments;

Method based on past sales volume;

A method built on the basis of correlation analysis (the relationship between the most significant factors affecting the sale of products);

Method based on the indicator "market share";

Trial marketing method;

A method for analyzing the range of manufactured goods.

Under assortment refers to a group of goods that are closely related to each other by the similarity of their functioning. Each product line requires a different strategy, which is why most businesses assign a separate person to work with each product line. Over time, the product range is updated and saturated with new products, which enables the company to receive additional profit by satisfying the emerging need.

When a company produces several product lines, we are talking about commodity nomenclature, which is a set of all assortment groups and commodity units offered to buyers by the seller. The number of assortment groups indicates the breadth of the product range. The company can increase sales by expanding the product range by including new product groups.

The choice of a distribution channel by an enterprise is an element of product policy. The traditional chain of distribution of goods: manufacturer - wholesaler - retailer - consumer. But there may be other possibilities for the distribution of goods, depending on the chosen sales policy, the properties of the product itself, as well as additional requirements related to the procedure for the sale, storage and maintenance of this product.

Directions product policy organizations include:

Product strategy organization:

Determination of the purpose of the production and marketing program;

Commodity market research;

Resource base assessment;

Calculation of the rate of product renewal;

Formation of the assortment and nomenclature of products:

Determination of the composition of products by types, types, varieties, brands, articles;

Systematization of products by groups, subgroups and positions in physical terms;

Mastering the release of new products:

Calculation of the preliminary economic effect;

Assessment of the life of new products;

Drawing up specifications based on customer requirements;

Organization of the development of new products.

In this way, commodity policy- a multidimensional, complex field of activity that requires decisions on specific features of the product range, product range, use of brand names, packaging, services, product distribution channels.

7.4. Pricing policy in various markets

In a market economy, the goal of any commercial organization is to receive profit. The price factor has a significant impact on this indicator, therefore, enterprises pay great attention to the development of a pricing policy that allows increasing the competitiveness of products and effectively selling goods on the market. However, the pricing policy does not always correspond to the trends of the market where the manufactured products are sold, therefore, enterprises need to take into account the peculiarities of pricing in individual markets when developing their pricing strategy. There are four types of market that are fundamentally different from each other in the field of pricing - this is the market of perfect competition, monopolistic competition, oligopoly and pure monopoly.

perfect competition market characterized by the presence a large number sellers. At the same time, the share of each in the total volume of products sold is so small that the decision of any seller to change the price does not affect the market equilibrium price in any way. The price of a commodity depends only on aggregate supply and demand. Products sold on the market are standardized (homogeneous) and can be interchangeable with different sellers, there is no non-price competition, marketing strategies are practically not used: the role of advertising and other forms of sales promotion is minimal. The conditions for entering the market are very easy. A typical representative of such a market is the agricultural sector of the economy. Taking into account pricing in the market of perfect competition, the producer-seller seeks to minimize costs (including advertising) and use his own resources more efficiently: land, labor, capital.

As in a perfectly competitive market, in a monopolistic competition market there are many producers-sellers and buyers, however, unlike the previous market, prices for products vary widely. This is because sellers can offer buyers a large selection of goods that differ in appearance, quality, etc. (but sometimes the differences are imaginary), and buyers are willing to pay different prices. An example of such a market can be markets for consumer goods: shoes, clothes, household appliances, where the buyer can refuse to buy at a high price from one seller and buy a similar product from a competitor at a lower price or buy a lower quality, and therefore cheaper product . Thus, the effective demand in the market of monopolistic competition is more elastic than in the market of perfect competition.

Distinctive features of the market of monopolistic competition:

Products are characterized by a large assortment;

Prices are controlled, but weakly;

Entering the market with your product is relatively easy;

Non-price competition exists only in the form of advertising, personal selling, use trademarks and signs, since due to the large number of sellers, other methods do not significantly affect the sales volumes of individual enterprises.

In conditions of monopolistic competition, the price of products from manufacturers depends on their own costs, on the prices of competitors, as well as on consumer demand.

oligopoly market characterized by a small number of manufacturers-sellers who follow the pricing policy of competitors. They cannot predict with certainty how competitors will react to changes in price or output. Typically, there are two to ten large manufacturers on the market, which control about half of total sales. Such markets include the production of steel, automobiles, agricultural machinery, etc. Distinctive features this market:

Entry of new producers into the market is difficult due to the resistance of powerful oligarch competitors;

Products can be homogeneous (steel) or differentiated (cars, agricultural machinery);

In the event of a change in prices by one producer, a change is also possible by others, prices are “rigid”, they change less frequently than in perfect competition and monopolistic markets;

Methods of non-price competition are widely used, especially when producing high-quality products, and marketing strategies (with a differentiated product).

On the pure monopoly market there is only one seller: it can be a state organization, a private regulated or unregulated monopoly. In each case, the price policy pursues different goals. Setting a price below cost is possible with state monopoly, if the product is socially significant, and consumers cannot purchase it at full price. In other situations, the price is determined taking into account the coverage of costs or the receipt of an average profit. IN individual cases a very high price is set when they want to reduce the consumption of a certain product (for example, alcohol or tobacco products).

For regulated monopoly the state may allow the receipt of a "normal" rate of profit in order not only to maintain production, but also to conduct expanded reproduction. Unregulated monopoly can dictate its price to the market, but usually does not set its maximum level, firstly, in order not to attract competitors, secondly, in order to increase sales due to lower prices, thirdly, because of the fear of introducing state regulation.

Features of the pure monopoly market:

It is impossible to enter the market of other enterprises producing similar products;

Typically, the monopolist's output is unique;

Antitrust laws limit total price control;

In the real conditions of the functioning of enterprises, it is difficult to single out in pure form any of the listed types of market: an enterprise with some product can enter the market of perfect competition, and with another - in the market of pure monopoly. Within an oligopoly, both monopoly and free competition are possible.

During the existence in a market economy, enterprises can begin to function in the market of perfect competition, and then move on to any other market. Therefore, they need to know pricing in different types of markets.

conclusions

1. The strategy is the setting of goals and the development of an appropriate policy to achieve them. In modern conditions, the most important strategy is to ensure the adaptation of the enterprise to a rapidly changing external environment. When choosing a strategy, the potential and capabilities of the enterprise are linked to the goals set. The mission reflects the main purpose of the enterprise for the long term. An enterprise can simultaneously implement several strategies.

2. Functional strategies are strategies at the level of individual divisions of the enterprise. They are linked to economic strategy and include functional strategic goals. The set of functional strategies in the enterprise is determined by the composition of specific goals set by the management of the enterprise.

3. Marketing strategy is a system for organizing the activities of an enterprise for the development, production and marketing of goods, taking into account the needs of consumers. The development of a marketing strategy is based on forecasts regarding the long-term prospects for the development of the market and the potential of the enterprise. The introduction of a marketing strategy is carried out through the use of a product strategy, which is part of the economic policy of the enterprise.

4. The pricing policy of the enterprise is directly dependent on the type of market (perfect competition, monopolistic competition, oligopoly and pure monopoly), where it sells its products. The differences between market types relate to the conditions for entering the market, the ability to influence prices and other indicators.

INTRODUCTION

SECTION 1. GENERAL PRINCIPLES OF FORMING AN ENTERPRISE DEVELOPMENT STRATEGY AND IMPLEMENTING STRATEGIC MANAGEMENT

1.1 The concept and purpose of enterprise strategy

1.2 Stages of strategic planning

1.3. Types of strategic planning and a general view of the structure of the strategic plan

SECTION 2. COMPREHENSIVE ANALYSIS OF CJSC SIBENERGOTECH ACTIVITIES

2.1. Characteristics of the organization CJSC "SibEnergoTech"

2.2. Overall rating financial condition enterprises

2.3 Analysis of the external and internal environment of the organization

CHAPTER 3

CONCLUSION

BIBLIOGRAPHY

Introduction

Strategic management fixes at each moment what the organization must do in the present in order to achieve the desired goals in the future. Given that the environment and living conditions of the organization will change.

The work is devoted to the development of an enterprise development strategy on the example of a separate small business entity ZAO SibEnergoTech. Since 2006, the licensed activity of the enterprise has been the production of design work (electric lighting, power electrical equipment, instrumentation and automation), electrical installation work, electrical measuring and commissioning.

The first chapter of the work considers the general principles of the formation of an enterprise development strategy. The second chapter characterizes the organization of SibEnergoTech CJSC, a financial and economic analysis of the enterprise will be carried out, the current state of the company's activities and the need to develop a new development strategy for this enterprise will be considered. The third chapter is devoted to the ways of solving the identified problems of the enterprise in a detailed analysis of the company's activities.

CHAPTER 1. General principles for the formation of an enterprise development strategy and the implementation of strategic management

1.1 The concept and purpose of enterprise strategy

Recently, the importance of strategic behavior has increased, allowing the organization to survive in the competition in the long term. All enterprises in a highly competitive and rapidly changing environment must not only focus on the internal state of affairs in the company itself, but also develop a long-term strategy that would allow them to keep up with the changes taking place in their environment. The emergence of new requests and a change in the position of the consumer, increased competition for resources, internationalization and globalization of business. As well as the emergence of new unexpected business opportunities, development information networks, making it possible to receive and disseminate information at lightning speed, the wide availability of modern technologies, the changing role of human resources, and a number of other reasons have led to a sharp increase in the importance of strategic management.

However, there is no single strategy for all firms and organizations, just as there is no single universal strategic management. Each company is unique in its own way, therefore, the process of developing a strategy for each company is unique, as it depends on the position of the company in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, the cultural environment and many more factors.

But there are a number of generalized principles for developing a strategy for the behavior of a firm and implementing strategic management.

Strategic management is such management of an organization that relies on human potential as the basis of the organization, orients production activities to consumer needs, implements flexible regulation and timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantages, which together and as a result, allows the organization to survive and achieve its goals in the long term.

Essentially, the strategy comprehensive plan for making managerial decisions, which determines the boundaries of the organization's possible actions. The main task of the strategy is to transfer the organization from its present state to the future state desired by management.

The organization's strategy is an interconnected set of long-term measures to strengthen the viability and strength of the organization in relation to its competitors. The strategy of the organization's behavior in a market economy should carry the opportunity to benefit from changes and the opportunities they generate.

An organization's strategy is essentially a set of decision-making rules that guide an organization in its activities. Rules establish the boundaries of activity and behavior in the organization, thereby directing the functioning of the organization to the implementation of its strategies.

The economic essence of the organization's strategy is as follows: strategy is a process that determines the sequence of actions of the organization to develop and implement the strategy. The process of developing a strategy includes an analysis of the external and internal environment of the organization, setting goals, developing a strategy, and does not end with any immediate action. It usually ends with the establishment of general directions, the promotion of which will ensure the growth and strengthening of the company's position. At the next stage, within the framework of the strategic analysis, the company compares the results of the first and second stages and determines possible options for strategies, selects the most preferred option and formulates its own strategy. While formulating a strategy, it is not possible to foresee all the possibilities that will open up when drafting specific activities. Therefore, one has to use highly generalized, incomplete and inaccurate information about various alternatives.

From point of view a separate enterprise operating in a market environment, the following types of plans can be distinguished:

Strategic plan - a long-term plan, usually covering a period of ten to fifteen years, which formulates the main goals of the enterprise for the future, specific tasks tied in time and resources, and a general strategy for achieving the goals. Without taking advantage of strategic planning, the organization as a whole and individual members will be deprived of a clear way to assess the purpose and direction of the enterprise. The strategic plan must be designed not only to remain cohesive over long periods of time, but also to be flexible enough to be modified and refocused as needed.

Long-term plans are developed for several years and are aimed at solving individual independent problems of the company's strategy. Such plans are developed as an integral part of the strategic plan.

Current plans are detailed plans that link all areas of the company's activities and the work of all functional units for the current financial year. Cover sales, production, research and development, supply, marketing, personnel development and financial results.

Operational plans - detailed plans dedicated to solving specific issues of the enterprise's activities in the short term. They have a narrow focus, a high degree of detail, and are characterized by a wide variety of methods and techniques used.

Investment projects are long-term capital investment plans aimed at creating new production facilities.

Business - plan - a plan for creating a new company, entering the market and ensuring the profitability of economic activity.

Strategic management and planning determine the purpose of moving forward.

Strategic planning is one of the functions of management, which is the process of choosing goals and ways to achieve them. Strategic planning provides the basis for all managerial decisions, organization functioning, motivation and control. Without taking advantage of strategic planning, the organization as a whole and its individual members will be deprived of a clear way to evaluate and direct the work of the enterprise. The strategic planning process provides the framework for managing the members of an organization.

A strategic plan is a document expressing the mission of an enterprise, its long-term goals and objectives, a strategy for achieving them, taking into account the external environment and internal characteristics of the enterprise.

1.2 Stages of strategic planning

Strategic planning includes the following steps:

The analysis of the external and internal environment is usually considered the initial process of strategic management, since it provides the basis for determining the mission and goals of the company, and developing a strategy of behavior that allows the company to fulfill its mission and achieve its goals.

In this article, we will consider what a company development strategy is, as well as how to develop it and what difficulties accompany the formation of a company development strategy.

You will learn:

• What is the company development strategy.
• How is the development strategy of the company carried out.
• How a new strategy for the development of the company is being developed.
• What difficulties accompany the formation of a company's development strategy.
• What are the strategies external development companies.
• What is the purpose of developing a company development strategy.

What is a company development strategy

The concept of "strategy" in the works of different authors can have different meanings, which naturally leads to the corresponding confusion, with the substitution of semantic content. The very term "strategy" was adopted from the military lexicon, which was used to denote the planning and implementation of the policy of a country or a military-political alliance using all available means.

This concept in a general sense is used to refer to broad long-term measures or approaches, usually in relation to business - a company development strategy or business. This concept has become widespread in the lexicon of business management to refer to what was previously known as politics or business policy.

Business development strategy - the direction of business development, which is taken as a basis, determining the type of activity, the means of achieving the goals set, the system of external and internal communication, the mission of the organization, the methodology for conducting reactions to external and internal stimuli, the social role of the organization. Strategy in a broad sense means a set of long-term actions for the implementation of certain plans agreed in advance.

3 reasons why you need to develop and implement a company strategy

At least 3 reasons can be noted why the development of a company development strategy is relevant:

1. Owners and managers of all companies need to be aware of their roles and opportunities in the long term, with an understanding of what they own today, what they plan to achieve tomorrow, how to do it?
2. It is necessary to formulate the goals of the owners in such a way that it is easy to assess the possibility of achieving them, in this case, the strategy is a kind of tuning fork to correlate the current situation and expectations.
3. Managers and owners need to come to an understanding about further development business.

Company development strategy according to the Ansoff matrix

The matrix helps any organization choose the easiest path, taking into account costs and risks, the situation in the company and the market. Use this matrix and you will be able to objectively assess the possibilities of your business. In the article of the electronic magazine "Commercial Director" - a calculation algorithm that is useful to any company.

What other types of company development strategies are distinguished

Modern management distinguishes different types of company development strategies:

1. Basic strategy - a description of the general direction of development of the production system, production and marketing activities.
2. Competitive manufacturing strategy - designed to provide competitive advantages to the organization.
3. Functional strategy - is developed for each functional unit that is part of the overall production system.

Basic strategy - describes the general direction of the company's development and its production and marketing activities. Reflects how to manage different types of business for the overall balance of a portfolio of goods and services. Strategic decisions at this level are considered the most difficult, as they relate to the company as a whole. At this level, the product strategy of the organization will be determined and agreed upon.

In addition to the basic strategy that determines the combination of different strategic areas of the company, competitive strategies involve determining the approaches that the company needs to use to operate in each such area. Sometimes a competitive strategy for the development and growth of a company is also called a business strategy or business strategy.

A business strategy is directed to achieve the competitive advantages of the organization. If a company specializes in one type of business, the business strategy is part of the organization's overall strategy. If the organization includes several business units, each of them forms its own target strategy.

The third type of strategies is functional. The development of the company's functional strategies is carried out specifically for each functional space. The functional strategy is designed to allocate department resources, search for effective behavior of functional units in the overall strategy. The main types of functional strategies include:

• R&D strategy, summarizes the main ideas about a new product - from the moment of development to introduction to the market. There are 2 varieties of this strategy - imitation and innovation.
• production strategy - focused on decisions about the required capacities, the placement of industrial equipment, the regulation of orders, the main elements of the production process.
• marketing strategy - identifying suitable services, products and markets that can be offered. The most effective composition of the marketing mix is ​​determined. This strategy is especially successful for production, which is focused on the mass consumer with a decrease in the level of real incomes.
• financial strategy - designed to predict strategic financial performance, with the evaluation of investment projects, planning future sales, distribution and control of financial resources of the organization.

In many companies, a personnel management strategy is being developed, which is designed to solve the problems of increasing the attractiveness of work, increasing motivation, personnel certification, while maintaining the number of employees in the company and the types of jobs that correspond to efficient business conduct.

The following types of company development strategies are distinguished:

• growth strategies;
• diversified;
• monostrategies;
• multi-attribute.

The strategy developed by the company should be a combination of several strategies. It is necessary to harmonize and closely interact these strategies with each other. The choice of the company's development strategy should be unambiguous and definite. Only under this condition can the company expect to achieve success in its activities.

The era has come when a radically new company development strategy is needed

Alexey Petropolsky,

CEO, Jurvista, Moscow

In a period of uncertainty, it remains only to search for new prospects. They can be found if the company is ready for reorganization, training, control of resources, with serious strategic planning. There comes a time when CEOs need to rethink risk management.

The presence of a company development strategy is a prerequisite. The strategic horizon in modern conditions is not the previous three to seven years, but several months. But there is still a need for a long-term strategy to set the direction. You also need to remember the horizon, otherwise there will be no decision criteria.

Increasingly, the dependence of the success of business development is not on demand, but on politics. The tasks during the period of economic recovery were stable and understandable, the main driving factors for the development of the company were competitors and customers, but today it is politics and the state.

What should a director do? You need to determine how and where you plan to move in the short term, based on long-term strategic perspectives. It is important to understand that it will no longer be “as before”. Therefore, there is no point in trying to simply wait out the crisis. There is a lot to review in the activities of your organization - including corporate culture, marketing strategy and certain habitual procedures.

What features can be distinguished in the development strategy of companies

Depending on the degree of diversification of production and growth rates, large companies can be divided into 3 main groups:

proud lions. For such companies, the typical behavior is the release of the latest products of the "stars", without analogues from their competitors, with timely, prompt entry of new products to the market, with confirmation of its demand based on the results of marketing research.

Mighty elephants. For such companies, the typical behavior is to constantly expand the range offered, introducing proven products that remain in demand, as well as products that have moved from the category of "stars" to the number of "cash cows". Such companies are distinguished by the richest assortment, with the opportunity to make a profit in each segment.

"Clumsy Behemoth"- a large multinational corporation with production facilities that produce everything necessary for production, assembly of products. The problems of such corporations arise when they try to produce everything on their own, which is not always economically feasible. Sometimes it is cheaper and more reliable to turn to a third-party company from another city than to independently produce and deliver through several countries.

Medium-sized firms can also survive and develop if they stick to the chosen niche specialization. For medium-sized companies, niche specialization becomes a necessary condition, performing, first of all, a protective role from direct actions on the part of competitors. After all, they no longer have another competitive feature in the form of the advantages of small firms. The choice of strategy depends on the growth rate of the niche and the growth rate of the average company itself:

Conservation strategy. The strategy is oriented to maintain the current position of the company, since expansion of activities is not required, and there is no corresponding opportunity. This company strategy is not without the risk of losing its niche as a result of changing needs.

The search strategy for the "invader". The company in such circumstances is faced with the problem of an acute shortage of funds to maintain its position in the niche. Typically, the average company in such conditions will start looking for a large company to absorb it - but with the preservation of a relatively independent, autonomous production unit. An average company, thanks to the use of financial resources of a large organization, is able to maintain a place in a niche. At the same time, the company can regularly change owners, while maintaining a niche specialization of activities.

Niche leadership strategy. This strategy, in comparison with the previous one, can only be in 2 cases:

• the growth of the company is so fast that it can become a monopoly organization, preventing competitors from entering its niche.
• the company must have adequate financial resources to support accelerated growth.

Niche strategy. This strategy will be effective only if the scope of the niche for the company is too narrow. The company may try to become a large monopoly with the loss of a "niche face". The company, reaching the boundaries of a niche, faces direct competition from stronger enterprises. To get through this "decisive battle", the company must have enough resources accumulated within the niche.

What development strategies are chosen by global companies: the stories of Gref, Friedman and Branson

The editors of the Commercial Director interviewed Yaroslav Glazunov, author of the bestseller Anti-Titanic, who collaborates with the heads of major Russian and international organizations. Using the example of Alfa Group, Sberbank, Severstal and others, we will show how a manager must act in difficult circumstances for the company in order to continue developing his business.

What are the points of the company's development strategy plan?

Business mission - a set of values ​​that define the purpose of the organization, strategic goals, reason for existence, tactics for the implementation of strategic goals.

Organizational structure - at the heart of this method of delegation of authority is the differentiation of manufactured goods and methods of division of labor. Often the division of the company into small divisions is an indicator of the qualitative development in the management structure, the breadth of the market covered and product segments.

Competitive advantages - qualitative indicators that allow a company to withstand its opponents in the market in the struggle for sales markets, access to resources. Obtaining competitive advantages is one of the main methods in achieving the goals of the organization to meet customer demand.

The company's products are the goods and services of the company, the sale of which is the main current goal of the business.

Sales markets - the sphere of commodity-money exchange between consumers of products and its producers and sellers.

Resource potential - a set of resources (including tangible and intangible) that are used by the company to produce the final product. Characteristic of the potential of material resources is the possibility of business access to certain materials or semi-finished products, representing raw materials for production.

Intangible potential - the company's ability to attract investment to implement the company's strategy, meet business needs, finance development. A resource assessment is needed to properly implement the funding strategy in the business plan.

Mergers and acquisitions - the readiness of an enterprise to liquidate inefficient structural divisions, sell some production facilities, and also acquire enterprises in order to develop their sales markets and expand the range.

Development tactics - a set of actions for the growth of the company, expanding its presence in new markets, increasing the range.

Corporate culture is a system of values ​​that are inherent in the organization's personnel. Compliance of the behavioral structure and personal qualities of the personnel with the strategic goals and tactical methods of the organization, contributing to the achievement of the company's goals, formed by investors, and established by the development strategy.

How many strategic plans does it take to feel confident

Sergey Zyuzya,

CEO, Zika, Moscow

Even if the market falls, we set ourselves the goal not only of profitable sales, but also to ensure sales growth in the future. Our work is based on planning, which includes strategies for 1, 3 and 5 years.

Three-year plan for the development of the company. It presents key indicators of development, investments, plans for personnel, etc. Each indicator under consideration is prescribed for each target market, as well as regions. The plan is based on statistics for 5 recent years, also market research results.

Company development strategy for five years. At the end of 2004, we developed a strategy until 2010. To achieve the indicators, we needed our own production facilities, laboratories, The educational center and warehouses. We purchased land for a production and warehouse complex and our own office. Adjustments were made to the strategy every year, especially in 2008. We fulfilled the plan, in 2010 a new five-year strategy was drawn up until 2015.

Annual sales plan. This plan provides individual sales plans, as well as the amount of remuneration.

Budget plans for the year and for three years. Monthly, we prescribe in the annual plan indicators of the volume and profitability of sales, indicating the responsible managers. We set our own key indicators for each manager. The 3-year plan is based on more general indicators.

Backup plan. I oppose adjustments to the sales plan for the year. If there is a situation where it is necessary to reduce costs, we move on to "plan B" with blocking deliveries without prepayment, optimizing our warehouse resources and reducing production costs.

Development of a company development strategy: step by step instructions

The first step is to assess the current state and dynamics of the company. It is possible at this stage to look back and analyze the current position of the company. It will be optimally guided by a segment of the past, if possible equal to the planning period. You should be guided by a number of indicators in the activities of the enterprise for a given period:

• Sale of products: profit, structure and sales volumes in the context of the groups of the presented assortment and directions, the main competitors are noted. Among the key questions it is noted - why is it necessary to change sales, what is considered the main thing in the assortment, what are the main customers and competitors of the business, what market events resulted in certain important changes?
• Capital and investment market: invested and attracted investments, main investors, business creditors, activity and liquidity of investments. key question– what financial potential does your company have?
• Labor market: number of personnel, structure by departments, salary level. Among the key questions - what is the competence of employees, the ability of your business to attract new employees.
• The market of suppliers and logistics providers: with an assessment of price dynamics, availability of supply of basic material resources for the needs of the company. The key issue can be considered the impact of the situation on the market of the main suppliers and providers on the activities of your company.

An analysis of legislative changes that significantly affected the company's activities in all previous groups of indicators can also be carried out. The first step may end with a SWOT analysis.

The second step is to harmoniously combine the ambitions and resources of the business. At this stage, you formulate 4 options for a strategic line of behavior, with the choice of the resulting strategy. Among the options are the results of the analysis of parties, opportunities and threats, which are formulated for the factors in the SWOT analysis table.

After the formation of options, determine from them the one that will be the most feasible according to your feelings. It will be possible to use the rejected options if the main one did not provide the planned results.

A goal is formed on the basis of the selected scenario, which contains specific indicators, their achievement and will imply following the strategy chosen for itself.

The third step is to change the powers of managers, the structure of the company's management. The team at this stage is preparing changes in the company's management structure, if it is necessary to introduce new positions, divisions or departments. The adjustment of the company's goals may look like this:

1. Strengthen the procurement block to form a procurement pool, conclude direct contracts with suppliers.
2. Strengthen the sales unit in terms of employees who are competent to promote the product of new retail distribution channels.
3. Strengthen the distribution block, since sustainability of supplies and services is necessary to enter retail chains, etc.

The fourth step is the assessment of risks and compensatory measures. When implementing a company's development strategy, certain factors are possible that affect the final result. They must be taken into account in the “Threats and Weaknesses” block during the SWOT analysis. It is necessary at this stage to determine ways to neutralize negative impact from the side this factor, if there are threats or if the company is further weakened - in order to ensure proper protection of its strategic line.

The fifth step is when to adjust your strategy. The strategy of the company should not be considered a dogma. With rapid changes in business conditions, it is necessary to provide for the possibility of returning to this document in the following situations:

• in a year - carrying out a planned adjustment.
• if new unique opportunities appear, and when realizing the potential of the company.
• if the actual result for any strategic indicator differs from the planned one by more than 20% in any direction.
• in the event of a threat of occurrence or the occurrence of any circumstances that may lead to a change in the factors taken as the basis of the strategic line of the enterprise. In particular, events that could not be taken into account when developing a strategy.

It must be taken into account that the strategy for the development and growth of the company becomes not only an important tool for planning, but also for constant reflection on the essence of its activities and business.

An example of the implementation of the development strategy of the enterprise "Trud", chosen at the intersection of strengths and threats

Alexander Mokeev,

director of the Nizhny Novgorod branch of TNT Express in Russia, Nizhny Novgorod

Target. A local company must be transferred to the regional category, creating a pool of product A distributors for this, with access to large specialized networks in the region.

Strengths. By that time, they had unique advantages in their assortment, with the possibility of a rapid increase in production capabilities. But it was necessary to take into account the threat of copying the most successful products, price dumping from Chinese competitors.

Therefore, the chosen goal took into account the ambitions of our company, the ability to quickly increase market share, with the need to interact with companies from China, ensuring the consolidation of the efforts of distributors of our product group in the reporting group.

Strategic Indicators

The number of stores with which direct supply contracts with our company have been established should reach X.

The number of manufacturers with which the company has direct purchase contracts must reach X.

The annual income of the enterprise should be X million rubles with a growth rate per year of at least X%.
It is necessary to reduce the total volume of purchase prices by X% (taking into account annual indexation in X%), forming a pool for purchases.

The annual net profit must reach X million rubles (with a growth rate of at least X% per year).

Evaluation of the chosen strategy

The evaluation of the approved strategy is carried out by analyzing the correctness and sufficiency of taking into account when choosing the main factors that determine the possibility of implementing the strategy.

Ultimately, the entire evaluation procedure is subordinated to one thing: whether the approved strategy of the company will allow it to achieve its goals. This is the main criterion for the evaluation. If the strategy is consistent with the goals of the company, then the assessment will be made in the following areas:

1. To what extent the strategy corresponds to the state and requirements of the environment.
2. To what extent the chosen strategy corresponds to the possibilities and potential of the business.
3. The acceptability of the risk that accompanies a given strategy.
4. 4A formed company development strategy may be useless if the company does not provide a mechanism for its implementation. Separate a big problem involves the formation of adequate strategies for organizational structures, with the selection of leaders, the financing of functional strategies, the creation of an appropriate corporate culture.

Information about the author and company

Alexander Mokeev, director of the Nizhny Novgorod branch of TNT Express in Russia, Nizhny Novgorod. Graduated from the Moscow Aviation Institute with a degree in Economics and Finance and a course in Strategic Logistics State University – high school economy. Worked as Deputy Head of Marketing Service of the National Factoring Company and Director of Logistics manufacturing enterprise"Trud" (Nizhny Novgorod).

TNT Express in Russia. Field of activity: transport logistics, express delivery of goods. Form of organization: LLC. Territory: head office - in Moscow; regional offices - in 12 cities of the Russian Federation; network coverage - 5500 Russian cities. Number of employees: 750. Number of monthly processed orders: more than 100,000. Director's experience in the position: since 2006.

Alexey Petropolsky, General Director of Jurvista, Moscow. He received two higher educations, graduating from the Institute of State and Municipal Administration with a degree in jurisprudence and Russian academy national economy and public service under the President of the Russian Federation with a degree in state and municipal management. In 2013, he created his own real estate agency Agency. Not".

Sergey Zyuzya, General Director of Zika, Moscow. Graduated from the Moscow State Academy of Automobile and Tractor Engineering with a degree in engineering technology, as well as the Moscow state institute international relations with a degree in "specialist in commerce in the field of foreign economic relations with knowledge of a foreign language".

Enterprise development strategy is a set of methods and actions aimed at achieving the set goals and implementing tasks. This is a plan designed for a long period of time, without detailing the stages, techniques and tactical actions. The formation of an enterprise development strategy plays an important role in adapting a business to constantly changing external and internal environments in market conditions.

Types of enterprise development strategies

We can distinguish the main strategies for the development of the enterprise:

• growth strategy;
• limited growth strategy;
• reduction strategy;
• liquidation strategy;
• mixed strategies;
• product development strategy;
• industry development strategy.

But in large companies, especially in companies with several branches, strategies can be formed according to structural parts, industries, areas of operation. At the same time, they may not all coincide with the general strategy, and in some cases even contradict it.

In accordance with another classification, the following strategies are distinguished:

• differentiation, that is, the creation of a product or service that has perfect novelty within this company;
• perfect cost leadership, that is, the absorption of the market by offering goods at a reduced cost by minimizing costs;
• concentration, or focusing, on the market for products from a particular market segment.

The overall development strategy of an enterprise, especially a large one, is usually a mixed strategy. For example, it can be embodied in the form of combinations of the following types of strategies:

1. Progressive - the growth of the company is expected through the creation of structures located between the manufacturer and the final buyer.
2. Regressive - implies the growth of the company through the purchase of new raw materials and cooperation with their suppliers.
3. Horizontal - these are certain steps aimed at absorbing competing companies or establishing strict supervision over their functioning in the market.

What risks affect the choice of an enterprise development strategy

When choosing a strategy financial development enterprise or any other strategy must take into account the risks. This is due to the high dynamics of market changes and the lack of the possibility of accurate forecasting. A forecast is a probabilistic conclusion, a conclusion, a kind of time range within which incidents are possible, depending on certain conditions. Forecasters can reduce this range, but no one can narrow it down to a point. It should be remembered that a point is also a space.

Consider the hierarchy of risks that are possible when making decisions.

1. Unlimited growth. The strategy is adopted for a certain time period. There is a risk of rapid overproduction, filling of market niches, slowdown in development up to stagnation.
2. Reduction. The risk is the probability of losing significant technologies, areas, structures, assortment shares, etc. These losses may be associated with an incorrect forecast or the emergence of new conditions and factors.
3. Liquidation. At first glance, it seems that there should be no risks during liquidation, because if the company is liquidated, then there is nothing to risk. But in the case when the liquidation was based on inaccurate forecasts, this may entail the loss of funds of the founders and shareholders, and in the event of the liquidation of part of the company, it may entail an uncompensated and inappropriate loss of finance.
4. Moderate growth. This strategy is characterized by small neat steps. Its use does not guarantee a large profit, but it allows you to minimize the likelihood of losses.

Development strategy: case of an industrial company

The article of the electronic magazine "General Director" presents a step-by-step process of the enterprise development strategy.

Development of an enterprise development strategy

Defining an enterprise development strategy is part of the forecasting and planning system that has been formed in the company.

The longer the period of joint work and the higher the level of coherence of the planning department, the more accurately and correctly the enterprise development strategy will be chosen, the application of which will allow the company to successfully grow and stay firmly in its market niche.

The preliminary step in choosing a strategy is to collect information about the state of the internal and external environment. The external environment is the state of processes that can affect the performance of a particular company. It includes:

• state of the market for goods sold by the company;
• the state of the market for goods that have a chance to replace the company's products;
• the purchasing power of the population, and in particular the ability to buy the goods of the organization;
• prospects and factors affecting the likelihood of change purchasing power population;
• geographic and demographic factors influencing the output of goods;
• political situation;
• laws and regulations of various hierarchical levels;
• state development strategy.

At first glance, information about the internal environment is always at hand and there is no need to collect it, although this does not exclude the importance of its analysis. But analyzing the work of a large company by studying the reports of departments is not effective in all cases. To have a complete picture of the state of the company at the time of choosing a strategy, it is necessary to conduct an internal audit.

The definition of an enterprise development strategy occurs during the transition from forecasting to planning. The forecast for the development of a company, region, country is a variety of development scenarios. Scenario definition is the choice of strategy.

How to Develop a Blue Ocean Strategy Enterprise

The blue ocean strategy is one of the most successful in terms of business profitability. Its advantages are the ability to quickly earn money and not be afraid of competition.

How to formulate the value of a product at the intersection of several industries and avoid risks when entering a new niche, business owners who developed their company according to this strategy told the editors of the magazine "General Director".

Strategy Development Algorithm

1. Identification of the company's mission in accordance with the developed strategy. In this case, the mission is the place and role of the company. That is, this is the answer to the question: “Why do people need this enterprise?”. For example, the mission may be to meet the needs of society in goods.

2. The main goal of developing a strategy in almost all cases is to improve the manageability of the business and strengthen its position in the market.

3. Tasks to be solved - the stages that need to be solved to achieve the goal of the created enterprise development strategy. For example:

• formation of the image of the enterprise in the conditions of the new strategy;
• development of a goal map and a scorecard of indicators;
• a plan for the development strategy of the enterprise for different time periods (short-term, medium-term and long-term);
• creation of a plan for the implementation of the enterprise strategy for a period of up to one year and for a year (in the form of a schedule).
• designation of the essence of the enterprise development strategy. Let's say:
• listing the strengths and weaknesses in the organization's activities;
• analysis of existing opportunities and threats;
• identification of causal relationships between threats, opportunities, weaknesses and strengths of the strategy;
• formation of a decision map within alternatives (for example: strengths/threats, strengths/opportunities, weaknesses/threats, weaknesses/opportunities);
• creation of a hierarchy of operational, medium-term and strategic goals;
• determination of indicators characterizing the goals of the enterprise development strategy at different stages;
• description of the sequence and degree of difficulty in the execution of decisions;
• assigning responsibility to performers.

4. The activities of the group of experts to develop an enterprise development strategy.

At the preliminary stage, a working group is formed, duties, terms and stages of the work of experts are distributed.

First stage. A methodology for assessing the external and internal environment of the company is being formed in order to make comparison and generalization possible. All experts work according to one scenario.

Second stage. Assessment of the external environment of the organization in the context of opportunities and threats to business development. Each expert works independently.

Third stage. Joint assessment by experts of weaknesses or strengths, threats and opportunities for the future development of the company. After summarizing the results, a common opinion is formed and a hierarchy of opportunities and threats is drawn up.

Fourth stage. Determination of cause-and-effect relationships between pairs of objects with a description feedback, and then in the same way revealing the links between these pairs.

Fifth stage. Determination of causal relationships between threats, opportunities and strengths.

Sixth stage. Formation of a template matrix so that experts can evaluate scenario solutions.

Seventh stage. Assessment of changes in the internal environment of the company, depending on the adoption of various development scenarios.

Eighth stage. Making joint decisions through brainstorming.

Ninth stage. The periods and stages of the enterprise development strategy are indicated, a strategy map is being developed.

The enterprise growth development strategy comes into force after the signing of the order. The algorithm for choosing a strategy is influenced by the size and capabilities of the company, as well as the level of radical changes expected after the introduction of a new strategy.

Implementation of an enterprise development strategy: a step-by-step algorithm

Step 1. How do we live? Assessment of the current state and dynamics of the company's development. At this stage, it is necessary to look back and assess the current state of the firm. It would be most correct to take into account a period of time equal to the planning period (say, 1 year). For example, the Vympel organization considered the following performance indicators of the company for this period:

1. Sale of goods: profit, volumes and structure of sales in relation to assortment groups or lines of business, main competitors. Key questions: how and why did sales change, what products were the main ones in the assortment, what were the main customers and competitors, what phenomena or incidents in the market caused these or those changes?
2. Investment and capital market: made and attracted investments, assets and their liquidity, main creditors and investors. The key question is: what financial potential does the organization have?
3. Labor market: number of staff, structure by departments of the company, wages. Key questions: what is the competence of employees, how is it possible to attract new employees?
4. The market of logistics providers and suppliers: price dynamics and availability of supplies of key services and material resources for the needs of the enterprise. The key question is: how did the situation in the market of the main suppliers and providers affect the work of the enterprise?

It is also necessary to analyze changes in legislation that can affect the functioning of the enterprise for all previously considered groups of indicators.

An analysis of an enterprise development strategy is impossible without a matrix of threats and opportunities (SWOT analysis). To make it easier to fill in the table, one significant factor was allocated for each cell.

Step 2. How do we want to live? Harmonious combination of ambitions and resources. At this stage, you must form 4 options for a strategic course of action and proceed with the selection of the final strategy. Options are the results of an analysis of the threats, opportunities, and parties identified in the matrix. To simplify this step, you can use the option selection templates in the Strategy Field table with templates for formulating a strategic course of action. The template is possible variant development of events, the most beneficial for the enterprise. This template is compiled based on the intersection of certain cells of the matrix.

The field of strategies with templates for formulating a strategic line of behavior

	Strengths	Weak sides
Opportunities	We have a strong company with promising prospects Options: growth, leadership, share capture, takeover of strategic investors	Our enterprise is not strong enough, but it has good prospects Options: holding current positions, attracting
Threats	We have a quite strong enterprise, but there is a danger of not coping with possible threats on our own Options: Growth, Collaboration, Alliances	Our enterprise is not strong enough, and the prospects are disappointing Options: exit from the market, sale of the enterprise

After the formation of all options, you should choose the most feasible. Rejected options will be fallbacks in case the chosen one is not as effective as planned.

After choosing a certain scenario for the development of events, it is necessary to formulate a goal containing certain indicators, the achievement of which will indicate your commitment to the chosen strategy. The indicators will be the same as in step 1.

Step 3. How to prepare the company for the implementation of the chosen strategy? Changes in the powers of managers and the structure of the company's management. At this stage, the team begins to prepare changes in the enterprise management structure. This is done in case there is a need to introduce new positions, divisions, departments. Goals can be adjusted as follows:

• strengthening of the block of purchases for creation of a pool of purchases and the conclusion of direct contracts with suppliers;
• strengthening the sales unit by hiring specialists who can effectively promote products in new retail distribution channels;
• strengthening the distribution block to ensure the stability of supplies and services necessary to enter the network retail.

The necessary conditions. Firstly, the formation of our own logistics service, which includes:

• a purchasing department separated from the commercial division;
• transportation Department;
• warehouses from the production service;
• distribution department, whose goal will be to solve new problems.

Secondly, the strengthening of positions in terms of sales - the expansion of product groups, the introduction of new product nomenclatures for the purpose of their subsequent promotion and distribution in network retail.

Step 4. What can stop us? Risks and compensatory measures. There is a risk of occurrence of factors that can affect the expected results of the implementation of the strategy. When conducting a SWOT analysis of the strategy, these factors should be included in the “Threats and Weaknesses” block. At this stage, you should consider how you can neutralize the negative impact of these factors in the event of a threat or in the event of a significant weakening of the enterprise's position in order to secure your chosen strategy.

Step 5. In what cases do we adjust the strategy. Constantly changing conditions oblige us to be ready to review the strategy:

1. A year later - for planned editing.
2. If there are new exceptional opportunities to realize the potential of the enterprise.
3. If the result obtained for all or some strategic indicators within the framework of the results of the last quarter differs from the planned one by more than 20% in any direction (that is, it turns out that we miscalculated during the preparation of the strategy).
4. When situations arise or threaten to arise that can affect the factors underlying the choice of strategy. It is almost impossible to foresee these situations during the development of a strategy.

Don't forget: an enterprise development strategy is not only a planning technique, but also a process of regular reflection on the essence of your business.

Strategies for innovative development of an enterprise

Integrated mechanization and automation of production- the correct organization of the production line, the use of unified devices, machine tools, machines and devices that can complement and, if necessary, replace each other. In the innovative development of the company, one should strive to replace manual labor with modern production methods.

The process of mechanization proceeded as follows: from exclusive production to mass production. Therefore, first of all, especially complex procedures were automated, and then additional methods for the production of goods.

Automation is a complete or partial replacement of human labor in the production process. This applies to those areas of activity in which manual and mental labor can be completely or partially replaced by special devices or software algorithms. Automation can be:

• with partial replacement (individual production parts are replaced);
• with complex replacement (affects the entire production cycle);
• with absolute replacement (the entire manufacturing process is carried out without the personal participation of employees).

Chemicalization of production– introduction of innovations through the use chemical technologies, the use of a base of raw materials, products, materials that are obtained by chemical synthesis to increase the profitability of production, update and improve the quality of manufactured goods. For example, the development of modern sustainable coatings, paints and varnishes, synthetic threads and chemical additives, and plastic products.

Electrification of production. The global use of mechanisms and machines that need electricity to power power plants needs electrification of production. This contributes to the renewal of devices used in innovative technologies. For example, laser cutting of hard materials, laser welding, electrochemical and electrophysical processing to create new shapes and protective coatings, etc.

Electronicization of production allows the use of PCs, computing systems, application software, machines with program management, industrial robots.

Creation and implementation of new materials with qualitatively new effective properties. These are materials with exceptional characteristics that allow you to create products with superconductivity, as well as products that can interact with a harmful environment and have stable behavior while in an environment of high temperatures and a radioactive field. The manufacture of such materials and goods from them is considered a great achievement in the field of innovative technologies and increases the company's competitiveness.

The development of new technologies also allows solving permanent problems in the socio-economic sphere. For example, with the development of biotechnology, it has become possible to obtain quality and affordable food and to solve the problem of hunger in the least developed countries.

Also modern developments allow to increase production volumes without attracting auxiliary resources, which contributes to the emergence of inexpensive, high-quality, competitive goods.

Giving preference to an innovative production strategy, one must understand that all goods, products or processes have their own life cycle. The life cycle is characterized by the following stages of development:

1. The origin of an idea is the development of a model, the identification of consumer interest, the determination of the principles of operation and areas of use of the future product.
2. The creation of a product is the real embodiment of an idea, the appearance of products on the market.
3. Approval of positions - new products confirm their consumer properties and qualities, gain the trust of the buyer and effectively oppose goods already on the market.
4. Maintaining the product - the product reaches perfection in the field of its use, all its technical potential is already used, there is nothing to improve technologically.
5. The process of simplification indicates that the consumer qualities and properties of products are declining due to the appearance on the market of a new, improved product.
6. Decrease in sales - an absolute drop in consumer demand and interest in products.
7. Attenuation of production - a decrease in production volumes to change the production cycle to release a new, improved product.
8. Destructuring of production is a set of measures aimed at stopping the production cycle, suspending the release of goods and searching for new innovative solutions.

During the implementation of new solutions, an enterprise can produce several types of goods at once. Each species has its own life cycle. In order to competently regulate the release of products (in accordance with its life cycle), clear and effective planning and management is necessary.

If you start to track market development trends, find out the release dates of a new product of competitors, its properties and ways of working, you can choose the most effective innovative strategy for the development of production.

What type of innovative strategy of the enterprise to choose depending on the tasks

offensive strategy. The task of this strategy is to concentrate efforts on the narrow direction of creating, manufacturing and releasing one, the most effective product. Such a product should have a higher consumer demand and reliability in comparison with similar products of competing enterprises.

Giving preference to this strategy, you should be prepared to conduct an in-depth analysis of the market, identify the positions and state of affairs of a competitor in the production of an innovation product. Such goods can be produced by large companies that are able to finance new projects and pay for the work of highly qualified specialists.

However, in some cases, even small enterprises can successfully implement this strategy.

defensive strategy. This strategy is usually chosen by firms that are firmly on their feet and operate stably in the market. Their technological processes of production are well developed, and the workers are real professionals in their field.

The company manufactures products with an impeccable reputation, successfully holding leadership in the market. The main goal of a defensive strategy is to maintain its market position and not seek superiority over competitors.

Intermediate implementation strategy. Companies that have opted for such a strategy are gradually mastering free market segments. They research the market, analyze competitors and identify unoccupied niches. After that, enterprises fill these niches with their products, knowing that they are not threatened by competition.

Acquisition strategy. This strategy is based on such methods of doing business, in which the company applies its own scientific and technical developments, and redeems the rights to innovative developments of other companies. It is possible to use the acquisition strategy with other innovative strategies.

Often, enterprises have in their stocks energy-intensive innovative developments that require serious investments and labor of more competent workers. As a result, it turns out that these developments do not fit into the previously chosen strategic scheme. Such developments can be resold to other interested enterprises.

imitation strategy. If the company has the opportunity to save on production costs, and its position in the market is quite stable, then you can choose an imitation strategy. Its content is copying the competitor's products, supplementing with own developments and its subsequent release to the market. If everything is done correctly, then a similar product can surpass the original product.

Pirate strategy. A fairly unusual strategy that can achieve maximum effect at the stage of formation of the enterprise. The content of the pirate strategy is that a company with the appropriate technical potential borrows the development of a competitor enterprise and releases it on the market without changing brand characteristics. Such a product will bring success to the enterprise if it is equal to or superior to the original product in terms of its properties.

What to be guided by when choosing an innovative strategy for the development of an enterprise

To choose an innovative strategy, one of the following methods can be applied:

1. The method of structural analysis helps to conduct intra-industry research on the emergence of innovative products and, based on the results obtained, develop their own policies.
2. The information flow analysis method helps to determine that each innovative information has its own cycles of activity, based on which one can draw a conclusion and form a strategy.
3. The patented ideas statistics method helps to study and analyze the field of activity in which the maximum number of patented innovative ideas arises in order to direct the company's policy in this direction.
4. The lexical research method helps to analyze the movement of specialized terms from one industry to another in order to suggest the emergence of a new industry.
5. Method dynamic indicators helps to decide on the definition of an innovation strategy, based on research on world technical systems.

To develop an innovative strategy, you can contact the experts in this field. But in most cases, enterprises prefer to independently develop an innovation strategy. This allows us to more accurately formulate the goals and objectives of the enterprise development, identify strategic areas of effort and keep commercial and corporate secrets from outsiders. Exist two solutions this task.

The way from top to bottom- the strategy is determined by the head of the enterprise and consolidates it with an order (instruction) that applies to all employees. Such a strategy serves as a kind of working instruction.

The bottom-up path- each department of the company creates own plan strategies based on their area of ​​expertise and experience. All plans are transferred to management, and on general meeting a master plan is being created to approve the innovation strategy.

When choosing one of the methods, one should take into account all the risks associated with the transition from the previous plan to the implementation of the new one.

Development of an innovative enterprise development strategy

The use of a special set of measures for the use of innovative potential, which can provide the enterprise with stability in the market for a long time, will help to manage the development of the company most effectively.

The strategy should define:

• the immediate task of the enterprise (determining the direction of the new policy);
• the following task (the use of innovative technologies for the effective functioning of the enterprise in the market);
• the direction of future development (the use of innovations for the production of a high-tech product, as well as for editing tasks and moving to a new, more modern technological level).

Developing and implementing an innovation strategy is almost always a risky business. Therefore, for its successful application, it is necessary that all processes are flexible, and factors that affect the business and the market are also taken into account. Keep in mind that you need to have a back-up plan in case of restructuring or reorganization of the company to enter a new level of development.

Evaluation of the enterprise development strategy

It is possible to assess the company's development strategy by analyzing the factors affecting the position of the enterprise in the market, the application of innovations and the costs of their implementation.

The following factors influence the effects of the billing period and annual performance indicators:

• duration of the innovation period;
• the service life of the product that was created under the new strategy;
• reliability of sources, channels and information received through them;
• investor requirements.

The effectiveness of the innovative development of an enterprise is calculated by the ratio of the effect to the costs. Efficiency is measured in fractions of a unit or percentage and symbolizes the result of all costs.

Efficiency criterion - an indicator that allows you to determine the effect (profit) at the specified costs or reduce costs (production costs) to achieve a given effect - Effect = Result / Costs

The effect indicator can be expressed in physical and monetary terms. Effective implementation implies that the result obtained from the introduction of innovations exceeds the costs of their implementation. To evaluate the effectiveness of such implementations of a particular project, a strict algorithm is used.

Since the financial result is the main indicator of the effectiveness of innovations, the basic methods for evaluating investments that reflect the economic efficiency of innovations are based on the following indicators:

Net present value ( NPV) is the difference between the results and costs of innovation over the implementation period, taking into account discounting (changes in the value of money over time).

Profitability index ( PI) is the ratio of income, discount?

Product profitability. The profitability of products (profitability of production activities) can be expressed by the formula:

Profitability of sales. One of the most common measures of profitability is the return on sales. This indicator is determined by the following formula:

10. Economic growth and its types. Economic growth indicators

11. The process of developing and implementing an enterprise strategy

12. Principles and stages of the audit

1. Assessment of client needs, formation of audit teams and definition of its task

2. Audit project planning meeting

3. Getting an idea about market conditions, business environment, etc.

4. Evaluation of significant internal control procedures

5. Risk assessment

6. Significant and general audit procedures

7. Creation of a consolidated audit report (analysis of the advantages and disadvantages of an economic entity, opportunities and risks)

8. Holding a closing meeting

9. Performance evaluation and improvement plan development

13. The market of monopolistic competition. Short-term and long-term equilibrium of the firm under monopolistic competition. Monopolistic competition and economic efficiency

14. Main types of enterprise development strategies

15. Business valuation: income method

16. Unemployment and its types. The natural rate of unemployment. Phillips curve. Labor market regulation

17. State policy in the field of foreign trade

18. Stock exchange. Types of transactions in the securities market

19. Profit maximization analysis of a competitive firm in the short run

20. Strategic analysis: goals and principles

21. Public finances. Objectives and instruments of fiscal policy

22. Economic concepts of institutionalism. Neo-institutionalism

23. Function of the organization: division of labor and departmentalization, coordination

24. Assessment of the financial stability of the enterprise

25. Discretionary and non-discretionary fiscal policy. Balanced budget multiplier. tax multiplier

26. Subjective factors of management decision

7.2. Variant filtering errors

27. Business valuation: basic methods

28. The impact of price and income changes on consumer choice. Building a demand curve based on price-consumption curves. Engel curves

29. Control function: rules and principles, implementation process. Main classifications of control

30. Graphical analysis of the securities market: support and resistance lines, breakout qualifiers, Andrews median method, price patterns

31. Production function, its properties. Isoquant. Marginal rate of technological substitution. Isocost. Production selection optimization

32. Production cost. Classification and accounting of costs by their types. Absorption Costing and Direct Costing Methods

33. Credit and its types. Elements of a credit transaction. Classification of credit operations. Leasing. Factoring

34. Patterns of the emergence of money. Functions of money. The evolution of monetary systems

35. Main types of organizational structures

36. Cost and target capital structure of the company

37. Budgetary restrictions. The impact of changes in income and price changes on the budgetary possibilities of the consumer. Rational consumer choice. An Angular Solution to the Consumer Choice Problem

38. Main types of enterprise development strategies

39. Banking system of Russia. Banks, their types. Functions and operations of banks

41. Portfolio analysis. Boston Consulting Group Matrix

42. The tax system of the Russian Federation. Types of taxes

44. Analysis of the consumer market. Segmentation and selection of target market segments

45. camp method and sml line

46. ​​Price elasticity of supply. Long-term and short-term elasticity of supply

47. Principles and essence of anti-crisis management of the organization

48. Technical analysis tools: trend-following indicators, oscillators, characteristic indicators

49. Cross elasticity of demand. income elasticity of demand. Normal and low quality goods

50. Characteristics and classification of management decisions. Subjective factors of management decision

7.2. Variant filtering errors

51. Risk management methods

52. Price elasticity of demand and market demand curve. Point and arc elasticity of demand. Factors affecting the price elasticity of demand

53. The role of standardization, unification and regulation in modern quality management

54. Classification of financial risks

55. Economic growth and its types. Economic growth indicators

56. Management of distribution channels of goods

57. Foreign exchange market: spot market, forward market

58. Model is-lm

59. Comparative characteristics of the means of stimulating demand

60. Dupont model

61. Mundell-Fleming model (floating and fixed rate): income - exchange rate, income - interest rate

62. Algorithm for the process of making a managerial decision

63. Analysis of the liquidity of the balance sheet of the enterprise

64. Model is-lm-vr. Influence of Monetary and Fiscal Policy on Equilibrium Conditions in the Is-lm-vr Model with a Fixed Exchange Rate

65. Logistics inventory management system

65.1. Equilibrium conditions in the is-lm-vr model with a floating exchange rate. Analysis of the impact of monetary policy on equilibrium conditions in the is-lm-vr model with a floating exchange rate

66. Anti-crisis management procedures

67. Pricing policy of the company in different types of market

1. Pure competition:

2. Monopolistic competition:

3. Oligopolistic competition:

4. Pure monopoly:

66.1. Equation Schedule vr, its shifts. Line slope vr

67.1. Organization of the development of a management decision

68. Audit evidence: concept, types, methods of obtaining

69. Solow economic growth model. Capital-labor ratio and the "golden rule"

70. Organization of the implementation of a management decision. Control over the implementation of the management decision

71. Methods for determining the base price

Methods for determining base prices

72. Inflation and its types. Price indices. Anti-inflationary measures in the economic policy of the state

73. Features of innovation management and the market of intellectual property

75. Short-term model is-lm-vr. High, low and ideal capital mobility

76. The concept and essence of the organization. Organization life cycle

1 option

Option 2

77. Break-even analysis. Critical production volume

78. Modern theories of consumption (Modigliani, Fisher, Friedman)

79. Evaluation of the effectiveness of the organization. Basic approaches to assessing organizational effectiveness

80. Parity of the interest rate. Graphical analysis

81. Cyclical economic development. Types of cycles

83. Currency swaps. Technique of fixing foreign exchange profit

84. Market: essence, functions, types

85. Public finances. Objectives and instruments of fiscal policy

86. Indicators of business activity of the enterprise

87. Aggregate demand and aggregate supply in the short and long run

88. Principles of management accounting

89. American concept of financial leverage effect

90. The market of perfect competition. Demand for a competitive firm's product. Gross, average, marginal income. economic profit

91. Methods of research of control systems

92. Western European concept of the effect of financial leverage

93. Monopoly and market power, its measurement. Profit maximization by a monopoly firm in the short run. Price discrimination in the markets

94. Personnel business career management

95. Banking risk management: classification and methods of reduction

96. Economic and accounting costs. Sunk costs. Production costs in the short and long run

97. Conflict management. behavior in conflict situations. Conflict resolution methods

The structure of the conflict is divided into:

98. Risk measurement. Classification of corporate information systems

97.1. Disadvantages of market systems. The need for state regulation of the market economy

98.1. function of motivation. Comparative analysis of various theories of motivation

99. Methods of analysis of investment projects

100. Production choice in the short and long run. Aggregate, average, marginal product of a variable factor. Scale effect of production

101. Marketing functions in the enterprise

102. Management of accounts receivable of the enterprise

103. Equilibrium in the money market. Demand for money, factors determining it. money offer

104. Product competitiveness

105. Classification of financial risks

106. Budget deficit, ways to finance it. Public Debt Management

108. Business plan and structure. Information needed to draw up a business plan and how to develop it

109. Domestic public debt: traditional approach and point of view r. Barro

110. International competitiveness: concepts and current trends

111. Information base of financial analysis

112. Factors affecting the capital account and net exports

113. The role of standardization, unification and regulation in modern quality management

114. Profit quality analysis

115. The main stages in the development of economic knowledge. Mercantilism, physiocrats, classical political economy

116. Logistics inventory management system

117. Cash management in the enterprise. Model c. Baumol

118. The problem of external effects. Coase-Stiglitz theorem

119. The process of developing and implementing an enterprise strategy

120. Exchange trading: forms of organization, rules of exchange trading, listing and delisting procedure, stock indices

38. Main types of enterprise development strategies

The most common, practice-tested types of firm strategies reflect four different approaches to the growth of the firm and are associated with a change in the state of one or more elements: product-market; industry; position of the firm within the industry; technology. Each of the elements can be in one of two states - existing or new. For example, in relation to a product, this may be a decision to produce the same product, or to move on to the production of a new product.

Growth Strategies

Concentrated Growth Strategies

This group includes those strategies that are associated with a change in the product and (or) market and do not affect the other three elements. In the case of following these strategies, the firm is trying to improve its product or start producing a new one without changing the industry. With regard to the market, the company is looking for opportunities to improve its position in the existing market or move to a new market.

Specific types of strategies of the first group are:

1. A strategy for strengthening market positions, in which the company does everything to win the best position with this product in this market. This type of strategy requires a lot of marketing effort to implement. There may also be attempts to implement the so-called horizontal integration, in which the firm tries to establish control over its competitors.

2. Market development strategy, which consists in finding new markets for an already produced product. This strategy aims to increase sales by introducing existing products to new markets.

There are also a number of alternatives here:

New segments: address new segments in the same regional market, for example by offering an industrial product to the consumer market, repositioning the product, selling it to another group of buyers by offering the product in another industry sector;

New distribution channels: Introduce the product into another network that is markedly different from the existing ones, for example, marketing drinks in places of work, selling furniture to hotel chains, using channels of zero level, creating a network of franchises in addition to the existing distribution network;

Territorial expansion: penetrate into other regions of the country or into other countries, for example, supplying goods to other markets through local agents or trading firms, creating a sales network of exclusive distributors, acquiring a foreign firm operating in the same sector.

Market development strategies are based mainly on the distribution system and aggressive marketing policies; product development strategy involves solving the problem of growth through the production of a new product that will be sold in the market mastered by the company. It aims to increase sales by developing improved or new products targeted at the markets in which the firm operates. The following options are available:

Adding features: increase the number of features or features of the product and thereby expand the market;

Development of new models or variants of goods with different levels of quality;

Renewal of a homogeneous group of goods: restore the competitiveness of obsolete goods by replacing them with functionally or technologically improved goods;

Quality improvement: improve the performance of the product of its functions;

Expansion of the range of products: to supplement or expand the existing range of products using external means;

Rationalization of the product range: Modify the product range to reduce production or marketing costs.

The main tool of this group of growth strategies is product policy and segmentation analysis.

Integrated growth strategies

This group of reference strategies includes business strategies related to the expansion of the firm by adding new structures. Typically, a firm may resort to implementing such strategies if it is in a strong business, cannot implement concentrated growth strategies, and at the same time, integrated growth does not contradict its long-term goals. A firm can pursue integrated growth, both through acquisition of ownership and through expansion from within. In both cases, there is a change in the position of the firm within the industry.

There are two main types of integrated growth strategies:

1. The strategy of reverse vertical integration, aimed at the growth of the company through the acquisition or strengthening of control over suppliers. The firm can either create supply subsidiaries or acquire supply companies. Implementing a reverse vertical integration strategy can give a firm very favorable results in terms of reducing exposure to component price fluctuations and supplier requests. Moreover, supply as a cost center for a firm can turn into a revenue center in the case of reverse vertical integration. This strategy is used to stabilize or protect a strategically important source of supply.

2. The strategy of forward-going vertical integration is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end user, namely: distribution and sales systems. This type of integration is beneficial when intermediary services expand or when the firm cannot find intermediaries with a quality level of work. The motivation in this case is to provide control over the output channels. In some cases, forward integration is done simply to get to know the users of their products better. In this case, the firm creates a branch whose task is to understand the problems of customers in order to better meet their needs.

Diversified Growth Strategies

This group of business strategies is implemented if firms can no longer develop in this market with this product within this industry. Basic strategies for diversified growth.

1. The strategy of concentric diversification is based on the search for and use of additional opportunities for the production of new products that are contained in the existing business, i.e. the current production remains at the center of the business, and the new one arises based on the opportunities that are contained in the developed market, the technology used, or in other strengths of the firm's functioning.

In implementing this strategy, the firm goes beyond the industrial chain within which it operated and seeks new activities that complement existing ones in terms of technology and / or commercial. The goal is to achieve synergies and expand the firm's potential market.

2. The strategy of horizontal diversification involves the search for opportunities for the development of the company in the existing market through new products that require a new technology that is different from the one used. With this strategy, the firm should focus on the production of such technologically unrelated products that would use the already existing capabilities of the firm, for example, in the field of supply.

Since the new product must be oriented towards the consumer of the main product, it must be related in its qualities to the already produced product. An important condition The implementation of this strategy is a preliminary assessment by the company of its own competence in the production of a new product.

3. The strategy of conglomerate diversification is that the company expands through the production of new products, technologically unrelated to those already produced, which are sold in new markets. This is one of the most difficult development strategies to implement, since its successful implementation depends on many factors, in particular, on the competence of the existing staff, especially managers, seasonality in the life of the market, the availability of the necessary amounts of money, etc.

Targeted reduction strategies

These strategies are implemented when the company needs to regroup forces after a long period of growth or due to the need to increase efficiency, when there are recessions and fundamental changes in the economy, for example, structural adjustment, etc. In these cases, firms resort to the use of targeted and planned production reduction strategies. There are four types of targeted business downsizing strategies:

1. Liquidation strategy - extreme cases of a reduction strategy, carried out when the company cannot conduct further business.

2. The "harvest" strategy - abandoning the long-term view of the business in favor of maximizing income in the short term and is applied to a dead business that cannot be sold profitably, but can generate income during the "harvest". This strategy involves reducing procurement costs, labor force and maximizing income from the sale of the existing product and the continued decline in production. The “harvest” strategy is designed to ensure that, with a gradual reduction in business to zero, to achieve maximum total income during the period of reduction.

3. Downsizing strategy - the firm closes or sells one of its divisions or businesses in order to effect a long-term change in business boundaries. Often this strategy is implemented by diversified firms when one of the industries does not fit well with others. This strategy is also implemented when it is necessary to obtain funds for the development of more promising or for starting new businesses that are more in line with the long-term goals of the company.

4. The cost reduction strategy is quite close to the cost reduction strategy, since its main idea is to search for opportunities to reduce costs and carry out appropriate measures to reduce costs. Thus, the implementation of this strategy is associated with a reduction in production costs, an increase in productivity, a reduction in hiring, and sometimes layoffs of personnel, with the cessation of production of profitable goods and the closure of unprofitable capacities.

In real practice, a firm can simultaneously implement several strategies. In this case, the firm is said to be pursuing a combined strategy.