Military strategies - games that develop logical thinking. Company development strategy: instructions for development

“Strategy is a long-term, qualitatively defined direction of the development of an organization, relating to the scope, means and form of its activities, the system of relationships within the organization, as well as the position of the organization in the environment, leading the organization to its goals.”

The organization's strategy is general plan actions that determines the priorities of strategic tasks, resources and sequence of steps to achieve strategic goals.

There are four main types of strategies:

1. Concentrated growth strategies - a strategy for strengthening market positions, a market development strategy, a product development strategy.
2. Integrated growth strategies – reverse vertical integration strategy, forward vertical integration strategy.
3. Diversification growth strategies – centered diversification strategy, horizontal diversification strategy.
4. Reduction strategies – elimination strategy, harvest strategy, reduction strategy, cost reduction strategy.

At its core, a strategy is a set of decision-making rules that guide an organization in its activities. "It includes general principles on the basis of which the managers of this organization can make interconnected decisions designed to ensure the coordinated and orderly achievement of goals in the long term.

There are four different groups of rules:

1. The rules used in evaluating the performance of a firm now and in the future. The qualitative side of the evaluation criteria is usually called a benchmark, and the quantitative content is called a task.
2. The rules governing a firm's relationship with its external environment that determine what types of products and technologies it will develop, where and to whom it will sell its products, how to achieve superiority over competitors. This set of rules is called product-market strategy or business strategy.
3. The rules by which relationships and procedures are established within an organization. They are often referred to as the organizational concept.
4. The rules by which a firm conducts its day-to-day activities, called basic operating procedures.

Main distinctive features strategies were identified by I. Ansoff:

1. The strategizing process 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.
2. The formulated strategy should be used to develop strategic projects using the search method. The role of strategy in search is, first, to help focus attention on certain areas and opportunities; second, to discard all other possibilities as incompatible with the strategy.
3. The need for a strategy disappears as soon as the real course of development will lead the organization to the desired events.
4. 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.
5. As the search process uncovers specific alternatives, more accurate information emerges. However, it may call into question the validity of the original strategic choice. Therefore, the successful use of the strategy is impossible without feedback.
6. Since both strategies and benchmarks are used to select projects, it might seem that they are one and the same. But these are different things. The benchmark is the goal that the company is trying to achieve, and the strategy is the means to achieve the goal. Landmarks are more high level decision making. A strategy that is justified under one set of benchmarks will not be justified if the organization's benchmarks change.
7. Finally, strategy and guidelines are interchangeable both at individual moments and at different levels of the organization. Some parameters of efficiency (for example, market share) may serve as benchmarks for the firm at one moment, and become its strategy at another. Further, since guidelines and strategies are developed within the organization, a typical hierarchy arises: what is at the top levels of management are elements of the strategy, at the lower turns into guidelines.

Levels of strategy in an organization:

"The first level - corporate - is present in companies operating in several business areas." Here decisions are made on purchases, sales, liquidations, re-profiling of certain business areas, strategic correspondences between separate areas business, plans for diversification are developed, global management is carried out financial resources.

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

The third - functional - level of managers of functional areas: finance, marketing, R&D, production, personnel management, etc.

The fourth - linear - level of heads of departments of the organization or its geographically remote parts, for example, representative offices, branches.

An undiversified organization has, respectively, three levels of strategies.

The variety of strategies used in strategic management makes it very difficult to classify them. Among the classification features, the most significant are the following:

• decision-making level;
• the basic concept of achieving competitive advantages;
• industry life cycle stage;
• the relative strength of the organization's industry position;
• the degree of "aggressiveness" of the organization's behavior in the competition.

A complicating factor is that most strategies cannot be uniquely identified by one of the features.

Zabelin P. V. and Moiseeva N. K. propose to classify all strategies according to three criteria:

• belonging to the five fundamental strategies for achieving competitive advantages (global strategies);
• belonging to the strategies of portfolio management of business areas (portfolio strategies);
• belonging to strategies applied depending on external and internal conditions (functional);

Evaluation and control of the implementation of the strategy

I. Ansoff in his book “ Strategic management» formulates the following principles of strategic control:

1. Due to the uncertainty and inaccuracy of calculations, a strategic project can easily turn into an empty undertaking. This should not be allowed, the costs should lead to the planned results. But unlike the usual practice production control the focus should be on cost recovery rather than budget control.
2. At each milestone, it is necessary to make an assessment of cost recovery during the life cycle of a new product. As long as the payback exceeds the control level, the project should continue. When it falls below this level, other possibilities should be considered, including terminating the project.

Any enterprise is created with a certain set of goals - product development, bringing it to the market, expanding the business, making a stable profit. For these multiple goals to be achieved, the manager needs to conduct his business, taking into account the influence of many factors. That is, he needs to choose a strategy for the development of the enterprise.

The enterprise appears and develops in a competitive environment, which is also influenced by external factors - the state of the world economy, government policy. To achieve its goals, the company must adapt to the conditions, develop, find new technologies, increase productivity, find new ways to bring the product to market. At its core, a development strategy is a set of plans and tasks of an enterprise that must be fulfilled in order to achieve long-term goals.

The strategy answers three questions:

What to produce? What will your product be? What quality? What parties will he release?

How will you work with this product? What markets will you bring it to?

What to do at the very beginning? What actions and in what sequence will you carry out, and for what?

The main result of a competent development strategy should be the increase in the economic power of the company, the growth of the competitiveness of its products.

Choosing an enterprise development strategy

Creating a development strategy, in fact, is a search for a reasonable balance between the company's resources, its ability to use these resources, and satisfying market demand. To do this, you need to know well the capabilities of your enterprise, its potential in different plans- financial, personnel, technical, organizational. In addition, you must also know your consumer and his needs well.

To get all this necessary knowledge, you need to analyze internal and external factors. It is necessary to study the position of the company in the market, the behavior of competitors, the dynamics of development, the state of the economy, and similar working conditions. The manager must also know not only the strengths of his business, but also its weaknesses - and already on the basis of all this data, develop an enterprise strategy.

After studying the external and internal environment, as part of creating a development strategy, based on the data obtained, the company's mission and its goals are developed.

The mission is a clearly formulated business concept that is understandable to the company's employees and its customers. It is formed for the long term, but can be changed due to changing market requirements, because its main purpose is to meet customer needs.

Once the company's mission is defined, a set of goals and objectives are developed for both the short and long term.

After setting the goals of the enterprise, they begin to choose a strategy, guided, first of all, by its effectiveness, that is, is it capable of helping the business achieve its goals and mission? There are three types of development strategies for an enterprise:

An active strategy, offensive, which is suitable for gaining the desired market share. This is the most high-risk strategy that requires significant investments, but if successful, it can bring large profits to the company.

A defensive strategy is suitable for a company that wants to maintain its position in the market. Usually it is chosen by those enterprises that are satisfied with the current state of affairs, or do not have large funds to conquer the market. In this case, the business has a risk from competitors, who, using an offensive strategy, can push it out of the market.

The downsizing strategy is used when changes in the economy force a change in the structure of the company.

The most popular type of offensive strategy is the growth strategy. It has subspecies: strategies for deep market penetration, market development, product development, diversification (when a company comes out with a new product).

An enterprise in one period of time can implement not one, but several strategies at once. Large corporations producing different products can use a market development strategy for one market, and deep market penetration for another. At the same time, the manager must understand and take into account the conditions in each case, as well as the general goals of his business.

Mezentseva Vasilisa

BUSINESS STRATEGY

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

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

The following elements influence the choice of a particular business strategy:

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

How to develop an effective business strategy?

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

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

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

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

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

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

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

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

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

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

A key component of any management process is strategy. Within its framework, it is considered as a long-term well-developed direction regarding the development of the company (in particular, the strategy concerns the scope, forms, means of its activities; the system of internal relationships between all participants; the position of the company regarding the environment).

For greater clarity, it is worth distinguishing between such concepts as goals and the first reflect the end point of the aspiration, the second - the ways and its achievement in a dynamic competitive atmosphere.

In a broad sense, strategy is the intended general course of action for the company, following which should lead to the desired goals in the long term.

What does management face in the process of determining an effective company strategy?

At the first stage, you need to find answers to three main questions about the position of the organization in the market, namely:

1. What type of business should be stopped?
2. Which one should be given more attention?
3. Which business is worth looking into.

A variety of company strategies according to M. Porter

The professor identifies three main areas for developing a company's behavioral strategy in the market:

1. Leadership in the field of minimizing production costs. This type is characterized by the fact that the company reduces the level of production costs, sales of products to a minimum, as a result of which it wins a large market share relative to its competitors.

Characteristic features of companies using this type of strategy:

• high level of organization of production, supply;
• advanced technologies and engineering and design base;
• an extensive system of product distribution;
• low grade marketing.

2. Specialization of production. Homogeneity is characteristic technological process and products, the use of special equipment and specialized personnel. The effect is that consumers buy the products of this company even at an inflated price.

Typical features of firms with this strategy option are as follows:

• extensive R&D potential;
• highly qualified designers;
• quality control of manufactured products;
• effective marketing system.

3. Fixation on a separate market segment. The company does not focus on the entire market, but only on a specific group of consumers. In this situation, it can pursue either the aforementioned policy of specialization, or minimization, or both at the same time. A feature of this type of strategy is the focus on the needs of not the entire market, but the target group of consumers.

The considered types allow solving the main task for most firms: achieving an advantage over direct competitors. They also help in determining exactly how this can be done.

Types of business development strategies

Those that have gained a foothold in practice are called basic. They distinguish four different approaches regarding the growth of a company associated with a change in the basic state of one (or several) elements, such as the market, the position of the company within the industry, product, industry, technology. Each of the above components can be in one of two states: current or fundamentally new.

Types of strategies of the first group - strategies of concentrated growth (associated with a change in the market or product, or both at the same time). Following this course, companies seek to improve their product or try to produce a new one, while remaining in the old industry.

With regard to the market aspect, here organizations are looking for opportunities to improve the existing position in the market.

Strategies of the first group

Here it is customary to distinguish three types:

1. Strategy for strengthening market position (the company focuses on marketing, carries out horizontal integration control over competitors).
2. Market development strategy (search for new markets for the manufactured product).
3. Development strategy for a previously released product (transition to the production of a fundamentally new product within the framework of the old sales channel).

The second group of strategies

Landmark - expansion of the company through the addition of new structures. The types of business strategies in this group are called integrated growth strategies. Companies resort to them in situations where the business is sufficiently stable, and it is impossible to follow the first group described above. AT this case integrated growth does not hinder the firm's long-term goals. It can be achieved through the acquisition of property, as well as expansion from within.

Integrated growth strategies

These include the following types of strategies:

1. Reverse vertical integration (growth of the company through the introduction or strengthening of existing control over all suppliers, the creation of a number of subsidiaries for supply).
2. Forward-going vertical integration (growth of the organization through the introduction or strengthening of existing monitoring over its structures located above distribution systems, sales). This type effective in the case of a significant expansion of intermediary services or the absence of first-class intermediaries.

Third group

These are diversified growth strategies. They are resorted to if companies can no longer develop further in their market, with their product and within their industry.

The types of strategies in this group are as follows:

1. Centered diversification (search and application of additional opportunities in the production of fundamentally new products along with the existence of the old business in the central positions).
2. Horizontal diversification (search for opportunities for significant growth of the company in an already developed market through a new product, the manufacture of which will require a different technology). Here, the organization should focus primarily on the manufacture of technologically independent products that could use the existing capabilities of the company, for example, in the field of supply. In view of the fact that the new product is focused on the target segment of the old (main), it should be in terms of quality characteristics accompanying the already produced product. Important condition- a preliminary assessment by the organization of its own competence in relation to the production of a new product.
3. Conglomerative diversification (expansion of the company through the production of fundamentally new products within the framework of an untapped sales system). It is generally accepted that this is one of the most difficult development strategies in terms of implementation due to the fact that its successful implementation directly depends on numerous factors: staff competence, market seasonality, manager qualifications, the availability of the required capital, etc.

enterprises by management level

A large-scale organization with a divisional type of structure most often has three levels of basic strategic decisions:

• business;
• corporate;
• functional.

In other words, strategies, a productive result in the implementation of which can be obtained only under the condition of their close interaction. Each individual level forms a certain strategic environment for the subsequent lower level, which is directly dependent on the limitations of the strategies of the higher ones).

Three levels of major strategic decisions

The first strategy (corporate, portfolio) describes the general direction of the company's growth, the development of its activities in the production and marketing sector. It shows how to achieve a balance of goods and services through the competent management of various strategic decisions at this level are recognized as quite complex in view of the fact that they relate to the organization as a whole.

The corporate strategy includes the following areas:

• allocation of resources based on portfolio analysis between the relevant business units;
• diversification of production as a way to reduce possible economic risks and achieve a synergy effect;
• change in the corporate structure;
• merger, acquisition and entry into such an integration structure as FIG;
• universalization of the strategic orientation of units.

An important decision made at this level is the financing of products or business units exclusively on a budgetary basis.

Types of enterprise strategies by management level are also represented by a business strategy (business), which provides long-term business units. It is embodied, as a rule, in business plans and reflects the facts about the competition of a given enterprise within a specific commodity market(target segment, pricing and marketing policy, competitive advantages, etc.). In this regard, it is also mentioned, listing the types of competitive strategies. For organizations engaged in one type of activity, the corporate strategy is identical to the business one.

Functional strategies are developed by the functional services and departments of the company on the basis of the above (financial, production, product, etc.). Their goal is the distribution of resources of the service (department), the search for an effective behavioral course of the functional unit in the overall strategy. An example within the marketing department is focusing on finding ways to increase sales of products relative to the previous period.

Innovative strategies: interpretation, types

This is a model of the firm's behavior in certain market conditions. This strategy is one of the tools for managing an organization. Based on the behavioral aspect and content, the following types of innovative strategies are distinguished:

Active:

a) technological leadership (development of a new type of product and technology, investment in R&D, the latest management models even in a situation of increased risk);

b) following the leader (using technologies developed by other companies);

c) copying (organization of production on the basis of a license purchased from a leader or developer);

d) dependence (imitation of a new product).

Passive.

Innovation strategies can also be classified by scope:

• targeted at a specific niche;
• focused on a specific market;
• targeting multiple markets;

• technology;
• information processes;
• management models;
• social change.

The starting point is the mission (formulation of the idea, because of which the company was created). On its basis, a general strategy for the development of the company is developed.

All the types of innovation strategies listed above have the following initial stage:

Variety of marketing strategies

They can be classified according to the following guidelines:

1. In relation to the scale of the market:

• conquest strategy (development of a new product, consumer motivation, development of new areas of consumption of old products);
• expansion strategy (increasing output, conquering new market segments);
• segment monopolization (search for a target group of consumers in which there are no competitors, creation of a new product for them, consumer motivation in this segment);
• retention of its market share in all target segments (development of the full range of goods of the corresponding type).

2. According to the fundamental factor that provides demand, the following types of marketing strategies are distinguished:

• product high demand(emphasis on the production of goods necessary for most consumers without reference to group affiliation);
• high quality of products (emphasis on the highest possible quality of products offered on the market for this product);
• price level (pricing policy for products that are accessible to the majority);
• innovation (creation of a product that has no analogues);
• commitment of buyers (landmark - full satisfaction of existing needs of buyers);
• after-sales service (emphasis on the after-sales complex of services);
• additional monetary advantage (system of credits, discounts, bonuses, installments).

3. According to the degree of development of the marketing policy, the following strategies are distinguished:

• adaptation to demand ( marketing research, determining consumer demand, creating a product that meets needs);
• creation of demand (formation of the idea of ​​the product, its development, stimulation of the needs of buyers in the created product).

4. According to the reaction to existing market processes, the following types of strategies of enterprises (marketing) are distinguished:

• adaptation to ongoing changes (observation of the current state of the market and prompt response to its change);
• forecast (advance transformation based on the forecast).

5. According to the reaction to the dynamics of market conditions, marketing strategies are divided as follows:

• adjustment of production volumes (reduction or increase in output volumes based on changes in consumer demand);
• assortment change (improvement of the product and its varieties, modification, creation of substitutes);
• price changes (adjustment of pricing policy);
• change of sales channels (use of various kinds of sales).

6. In relation to the product, it is customary to distinguish the following types of organization strategies (marketing):

• innovation (creation of a new product, the company's desire for leadership in the relevant market);
• "second place" (following the leader);
• improvement of competitive products (change or refinement of competitive products by supplementing the advantages of their own).

HR strategies: definition, types

This is the development by the management of the priority and most effective course of action that contributes to the achievement of such long-term goals as the creation of a highly qualified, cohesive, responsible team, subject to the existing strategic objectives of the company and its capabilities.

It is customary to distinguish the following types of personnel strategies:

• entrepreneurial;
• dynamic growth;
• profitability;
• liquidation;
• circulation.

According to most leading firms, HR strategy - component general economic, as well as a consequence advanced planning economic activity companies.

Summing up, it is worth recalling once again that the main types of competitive strategies are cost leadership, focus and differentiation.

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 external development strategies of the company.
• 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 general sense 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 the further development of the 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 highlights different types 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 business for the overall balance of the 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 function 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 necessary capacities, placement industrial equipment, 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 indicators, with the estimate 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 company "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 company's development strategy is prerequisite. Makes up the strategic horizon in modern conditions 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, 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 be revised 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 material resources 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 targets, we needed our own production facilities, laboratories, a training 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. Provided by this plan individual plans sales, as well as 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. The key question is 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. key question you can consider 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 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 on the part of 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 to return to this document in the following situations:

• in a year - carrying out a planned adjustment.
• if there are new unique opportunities and in 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 category of regional ones, creating a pool of distributors of product “A” 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, in the chosen goal, the ambitions of our company were taken into account, the possibilities for rapid rise 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 in the analysis of 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. it main criterion 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 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 from the State University - Higher School of Economics. 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 personnel: 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 the Russian Academy National economy and public service under the President of the Russian Federation with a degree in state and municipal government". 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 Mechanical Engineering Technology, as well as the Moscow State Institute international relations in the specialty "specialist in commerce in the field of foreign economic relations with knowledge of a foreign language."