DEPARTMENT "Management of the organization"

TEST

by discipline:

"Strategic Management"

on the topic:

« Stages of strategic management"

Scientific adviser Ph.D., associate professor

student gr. 2 courses MO

Introduction

This topic is relevant, like the whole theory strategic management. Our country must learn to live in a market economy, essential condition of this is highly qualified managers. The ability to analyze, develop and implement the strategy of the organization is the key to the success of the organization.

aim control work is to reveal the main stages of strategic management.

To achieve this goal, it is necessary to solve the following tasks :

1) Consider the stages of strategic management;

2) Analyze the stages of strategic management;

Object of study is the 8 main stages of strategic management.

When writing this test, the works of a number of domestic scientists were used, such as A.A. Blazhevich, B.R. Vesnina and others. Also, within the framework of the study, scientific developments of foreign authors were considered: F. Kotler, G. Mintzberg, and others. Methodological basis research served as methods of analysis, observation, statistical data processing, etc.

Work structure. The control work consists of an introduction, five paragraphs, a conclusion, a list of references.

1. a brief description of stages of strategic management

Strategic management is a closed management process with mandatory and significant feedback. Strategic management is cyclical professional activity, which has its own rather complex structure and several areas of internal specialization.

In general, the strategic has 8 main stages. These stages represent the next step-by-step procedure of the universal closed strategic cycle.

1. Diagnostics external environment organization, as well as diagnosing its internal environment (system analysis of the resource capabilities of the organization).

2. Systematic strategic analysis of a specific situation for a specific organization.

3. Establishment of the mission of the organization, the tree of strategic goals and the system of strategic target priorities.

4. Development of strategies for the main subsystems of the organization (businesses, structural divisions, functional subsystems, etc.).

5. Establishment of a complete system of strategic priorities (target, key material resources, temporary, financial, etc.).

6. Information of all strategies into a single common strategy. Formation of a holistic and comprehensive program of specific actions for a given strategic perspective.

7. Implementation of the overall strategy through a system of strategic directions, as well as through the overall tactical program of the organization (ie, a system of tactical business plans and operational management decisions).

8. Strategic controlling as a complex coordination of both all processes and all elements of the system strategic management organizations.

Strategic management is presented as a continuous and dynamic process. To implement it, highly professional and rationally specialized management activities are optimally distributed throughout the structure of the organization.

2. Strategic analysis

2.1. Analysis of the external environment of the organization

The main purpose of external analysis is to identify and understand the opportunities and threats that may arise for the organization in the present and future. External analysis is part of SWOT - analysis, which is a universal analytical tool, the scope of which can be: strategic analysis, general and targeted tactical analysis, functional analysis, etc.

The external environment (business environment) consists of two parts:

– macro environment (remote environment);

– microenvironment (industry or near environment).

The purpose of macro-environment analysis is to track (monitor) and analyze trends/events beyond the control of the organization that may affect the potential effectiveness of its strategies. A variety of methods are used for analysis and forecasting: forecasting of individual trends, scenario analysis, simulation modeling, factor analysis, expert methods.

2.1. Analysis of the internal environment of the organization

Modern organization is a complex organic system. Everything that is inside such a system is called the internal environment of the organization. The analysis of this environment should be systematic and multifactorial.

In strategic analysis, the entire internal environment of the organization, as well as its individual subsystems and components, in essence, are considered as a strategic resource of the organization. Thus, the strategic analysis of the internal environment of a given organization, depending on the specific situation, can be to some extent unique, but the main condition must be met - the completeness of the strategic analysis, its quality and ultimate effectiveness.

Considering state of the art strategic management, the following structure of the strategic analysis of the internal environment of the organization is recommended:

1. Strategic analysis of individual businesses of the organization;

2. Strategic analysis of functional subsystems;

3. Strategic analysis of the main structural divisions;

4. Strategic analysis of all business processes of the organization.

This structure of the strategic analysis of the internal environment of the organization corresponds to the structural construction of the process of developing the organization's strategy and, consequently, the final structure of its overall (corporate) strategy.

Thus, the strategic analysis of the internal environment of the organization should be complete and systematic, both in terms of covering all the structural and process elements of the organization, and in terms of the analytical tool used. At the same time, each link and the entire value chain of the organization should be subjected to deep analysis.

3. Development of the organization's strategy

3.1. Mission, strategic goals and priorities

Mission is the main objective organization as a competitive corporation, presented in the most general (integral) form and clearly expressing the main reason for its existence.

It is believed that a near-ideal mission statement should include six points:

· the proclamation of values ​​and beliefs;

the products that the organization will produce or the needs it intends to satisfy;

the market in which the organization is positioned;

Ways to enter the market

the key technologies to be used;

· strategic principles of development.

The mission statement should reflect the essence of the business - its business idea. The foundation successful business- activities that create value for which the consumer is willing to pay an acceptable price. To do this, you need to solve two problems:

Choose a way to create some utility;

· to create a combination of abilities that ensure the creation of utility.

Thus, the mission is a concise, clear and precise definition of the main direction of activity, which motivates the employees of the organization well.

The mission of the organization serves as the basis for the formation of goals. In the very general view goal is the desired real future state of something as a result of expedient activity. In other words, it is the foresight of the result of the activity and the ways of its realization with the help of certain means.

Objectives are set for each key result that is important to the ultimate success. There are two types of key results: related to financial activities and related to strategic activities.

Formation of goals is a decomposition of the mission - the general goal of the organization. This decomposition involves building a goal tree, which can be done in two complementary ways:

1. Reducing the tree of the organization's strategic goals to a system of goals for the creation and sale of products in different markets.

2. Supplementing the system of goals for the product (market) with goals that characterize the most important aspects of the organization's activities (personnel development, organizational structure, financial, etc.).

77. The process of strategic management and its main stages

Strategic Management- this is the management of the organization, which relies on human potential as the basis of the organization, orients production activities to the needs of consumers, responds flexibly and carries out timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantage which together enable the organization to survive in the long term while achieving its goals.

Strategic management can be viewed as a dynamic set five interconnected management processes . These processes logically follow (or follow) one from the other. However, there is a stable feedback and, accordingly, the reverse effect of each process on the others and on their entire set.

Environmental Analysis- the initial process of the control system, because provides a basis for defining the mission and goals of the company and for developing development strategies -SWOT (indirect environment: economics, political, rights, social, technologist; direct impact environment: buyers, suppliers, contact audiences, labor market, competitors) + (T. And U., potentials of the company and personnel, org., prod., market., fin. sections) .

Definition of mission and goals. A well-defined strategic mission contributes to at least three management problems.Firstly, it forces management to systematically engage in comprehensive analysis. Secondly, in the case of large and geographically dispersed companies, a good mission shared and known by the employees of the corporation contributes to a better integration of separate organizational units into a single whole. Thirdly, and this is especially important for shareholders - a good mission contributes to projecting a rational and positive image of companies to external stake holders.

Defining a mission that expresses the raison d'être of the organization

Determination of long-term and medium-term goals

Definition of short-term goals.

Choice of strategy. With the help of special techniques, the organization determines how it will achieve its goals and realize its mission. The strategy is developed to achieve the overall strategic goals of the enterprise. The strategy represents a set of management decisions and actions to allocate enterprise resources and achieve long-term competitive advantages in target markets. In the process of developing a strategy, the following are specified: a market position that ensures the achievement of the overall development goals of the enterprise, the necessary strategies for achieving and maintaining this position, taking into account the provision of competitive advantages and the planned efficiency of economic activity.

The process of forming an enterprise strategy is carried out in stages: formation of a basic strategy(general) - provides a solution 2 tasks: - choosing an alternative regarding the overall development of the enterprise (growth of its capital), making a decision on integration and / or diversification. - formation of a competition strategy- provides for the definition of the development of the main directions of business activity of the enterprise. - formation of functional strategies- for each functional area of ​​the enterprise.

Execution of the strategy is a critical process, since it is he who, in case of successful implementation, leads the company to achieve its goals.

To execute the strategy necessary: Create a workable team of managers, Align the organizational structure of the enterprise, organizational management culture, Philosophy of the organization and values, Rules according to which the “game” is going on in the organization, Climate in the organization, Behavioral rituals, holding certain ceremonies, signs, expressions in the organization.

Components of a successful strategy implementation:

strategy goals and plans are well communicated to employees,

management not only ensures that all the resources necessary for the implementation of the strategy are received in a timely manner, but also has a plan for implementing the strategy

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

Evaluation and control of the implementation of strategies provides a stable feedback between how the process of achieving goals is going, and the goals of the organization itself. Deviations are identified and corrected. Main tasks: determining what and by what indicators to check, assessing the state of the controlled object in accordance with accepted standards, finding out the reasons for deviations, if any, are revealed as a result of the assessment; making adjustments, if necessary and possible.

Strategic control is focused on whether it is possible to implement the adopted strategies in the future, and whether their implementation will lead to the achievement of the set goals. Adjustment based on the results of strategic control can relate to both strategies and goals of the firm.

The essence of strategic management and the reasons for the growth of its role in modern conditions.

The emergence of strategic management as an independent scientific discipline was associated with the new conditions for the activities of corporations, primarily in the United States, that had developed by the beginning of the 1960s. These conditions were determined

Firstly, technological explosions caused by scientific and technological revolution requiring forecasting new production and technological breakthroughs that are possible in the future;

secondly, the saturation of the market for goods and services in developed countries, which led to increased competition;

thirdly, the beginning of the process of globalization of markets, the emergence of transnational corporations, which increased the uncertainty and complexity of the business environment. There was a need for long-term planning and management aimed at the future.

In scientific and methodological literature a sufficient number of variants of definitions of strategic management are presented, which focus on certain aspects of this complex management process. However, they all boil down to one of three approaches (or a combination of them):

environment analysis, focusing on the parameters of the organizational environment. A. Rove: "Strategic management is a decision-making process that combines internal organizational capabilities with threats and opportunities provided by the external environment."

D. Shendel and K. Hatten considered strategic management as “the process of defining and establishing a connection between an organization and its environment, consisting in the implementation of selected goals and in attempts to achieve the desired state of relations with this environment through the allocation of resources that allows the organization and its divisions."

goals and means based on the definition of long-term goals of the organization and ways to achieve them. Such an understanding of the nature of strategic management is presented, for example, in the definition of J. Pierce and R. Robertson, who represent strategic management as "a set of decisions and actions to formulate and implement strategies designed to achieve the goals of the organization."

activity approach, focusing on the implementation of the strategy. It focuses on the sequence of actions for the implementation of strategic management. The sequence of actions of strategic management:

Analysis of the current position of the organization in a competitive environment;

Choice, which involves the development and evaluation of alternatives to the strategic direction of the organization;

Implementation - the process of implementation, implementation of the chosen strategy.

The content of strategic management is as follows (Fig. 1):
- determination of the purpose and main goals of the company's business;
- analysis of the external environment of the company;
- analysis of its internal situation;
- selection and development of a strategy at the SZH level; firms;
- portfolio analysis of a diversified firm;
- designing its organizational structure;
- choice of degree of integration and control systems;
- management of the "strategy - structure - control" complex;
- definition of standards of conduct and policies of the company in certain areas its activities;
- providing feedback on the company's results and strategy;
- improvement of strategy, structure, management.

Stages of strategic management and their brief description.

Strategic management can be viewed as a set of five interrelated management processes:

1) environment analysis

2) definition of mission and goals

3) choice of strategy

4) strategy execution

5) evaluation and control of implementation

The environmental analysis provides the basis for defining the mission and for developing strategies.

Environmental Analysis involves the study of its three parts:

1. Analysis of the macro environment. Includes the study of the influence of such components of the environment as the state of the economy; legal regulation and management; political processes; natural environment and resources; social and cultural components of society; scientific, technical and technological development of society; infrastructure, etc.

2. Competitive environment. It is analyzed according to its five main components: competitors within the industry; buyers; suppliers; potential new competitors; manufacturers of possible replacement products.

3. Analysis of the internal environment. The internal environment is analyzed in the following areas: the company's personnel, their potential, qualifications, interests, etc.; research and development; production, including organizational, operational and technical and technological characteristics; company finances; marketing; organizational culture.

Definition of mission and goals, considered as one of the processes of strategic management, consists of three sub-processes - the definition of the company's mission; definition of long-term goals; setting short-term goals.

The company's mission statement should include the following:

Finding out which entrepreneurial activity the firm is engaged;

Determination of the working principles of the company under the pressure of the external environment;

Identification of the culture of the company.

The long-term goal has a planning horizon of approximately five years. Short term goal in most cases represents one of the plans of the organization, which should be completed within a year.

Defining the mission and goals of the company leads to the fact that it becomes clear why the company operates and what it strives for. Knowing this, you can more accurately choose a strategy of behavior.

Analysis and choice of strategy. When determining the firm's strategy, management faces three main questions related to the firm's position in the market: what business to terminate; what business to continue; what business to move into.

The first area is related to leadership in minimizing production costs. The second area of ​​strategy development relates to product specialization. The third area of ​​strategy definition relates to fixing a certain market segment and concentrating the firm's efforts on a selected market segment.

Basic strategies serve as options for the overall strategy of the organization, being filled in the process of fine-tuning with specific content.

Execution of the strategy is a critical process, since it is he who, if successfully implemented, leads the company to achieve its goals. For the successful implementation of the strategy, it is necessary, firstly, that the goals, strategies and plans are well communicated to employees in order to achieve on their part both an understanding of what the company is doing and their informal involvement in the process of implementing the strategies. Secondly, management must not only ensure that all the resources necessary for the implementation of the strategy are received in a timely manner, but also have a plan for implementing the strategy in the form of targets and record the achievement of each goal.

Evaluation and control. The main tasks of any control are:

Determination of what and by what indicators to check;

Assessment of the state of the controlled object in accordance with accepted standards, regulations or other standards;

Clarification of the reasons for deviations, if any, are revealed as a result of the assessment;

Correction, if necessary and possible.

When monitoring the implementation of strategies, these tasks acquire quite a specific specificity, due to the fact that strategic control is aimed at finding out to what extent the implementation of the strategy leads to the achievement of the company's goals. This fundamentally distinguishes strategic control from managerial or operational control, since it is not interested in the correctness of the implementation of the strategic plan, the correctness of the implementation of the strategy, or the correctness of the performance of individual works, functions and operations, because. it focuses on whether it is possible to implement the adopted strategies in the future and whether their implementation will lead to the achievement of the set goals. Adjustment based on the results of strategic control can relate to both strategies and goals of the firm.

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 as a result allows organizations to survive and achieve their goals in the long term.

The process of strategic management of the company is one of the most difficult types of management activities. It includes the following stages:

1. analysis environment- internal and external. Strategic planning at all its stages involves an analysis of the company's environment. The process of studying the environment involves the study of its three components: the external environment (economy, legal regulation and management, political processes, natural environment and resources, social and cultural components of society, scientific, technical and technological development of society, infrastructure, etc.), immediate environment (suppliers, competitors, market work force, consumers), the internal environment of the company (personnel of the company, organization of management, production, finances of the company, marketing, organizational culture).

2. determination of the general direction of the organization's development (formulation of the mission and goals of the organization) Mission is a business concept that reflects the purpose of the business, its main goal. The mission characterizes only the "real" organization: the type, scope of activities, differences from competitors, ignoring the prospects for business development. The mission details the status of the enterprise and provides guidance for the development of goals and strategies at various organizational levels. The goal is the end state, the desired result that any organization seeks to achieve;

3. formulation of alternatives and choice of strategy. The choice of strategy is the central moment of strategic planning. Typically, an organization chooses a strategy from several alternatives.

The process of choosing a strategy consists of the stages of development, fine-tuning and analysis (evaluation). At the development stage, strategies are formed that allow you to achieve your goals. The main task of this stage is the development of a possibly larger number of alternative strategies that allow us to achieve the set goals. This greatly expands the choice and allows you not to miss the potentially best option. Therefore, not only senior leaders, but also middle managers are involved in the work. The next stage of developing a strategy is to fine-tune the overall strategy to the level of its adequacy to the development goals of the organization in all their diversity. The decisive moment in choosing a development strategy is the analysis and evaluation of alternative options. The task of the assessment is to choose such a strategy that would ensure the maximum efficiency of the company's activities in the future to achieve its main goals. The general strategy is being filled with specific content.

The strategic choice should be based on a clear concept of the development of the organization, and the formulation itself should be unambiguous and clear. The significance of the choice is determined by the fact that the chosen strategy for a long time limits the freedom of action of the leadership and has a profound impact on all decisions taken by it. At the same time, numerous factors should be taken into account: risk, experience of past strategies, the influence of shareholders, the time factor, etc.

There are several methodological approaches that allow evaluating strategic alternatives for the development of the company. They can be used locally or in a certain combination, depending on the task;

4. implementation of the strategy. Research shows that companies generally follow seven rules when planning and executing strategy. These rules allow them to objectively assess any failures and determine whether they stem from strategy, planning, implementation, or employee ability. And these same rules help them detect problems early, which helps them avoid failure altogether. These rules may seem simple, even obvious, but if all of them are strictly followed, they can transform both the quality of a company's strategy and its ability to deliver results.

Rule 1: Set simple and specific goals.

Rule 2: Criticize and work on assumptions, not forecasts.

Rule 3: Use a rigid structure, speak in a simple language.

Rule 4: Discuss the allocation and use of resources as early as possible.

Rule 5: Be clear about your priorities.

Rule 6: Keep track of results.

Rule 7: Develop and reward strategy execution abilities.

5. control over 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 control point, it is necessary to make an assessment of the cost recovery during life cycle 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.

Planning innovation activities RSL enterprises.

Innovation planning is a system of calculations aimed at choosing and substantiating the goals of IP development and preparing the decisions necessary for their unconditional achievement. The planning subsystem performs seven particular functions.

1. Target orientation of all participants. Thanks to the agreed plans, the private goals of individual participants and performers are focused on achieving the general goals of the innovation project or IP as a whole.

2. Perspective orientation. The plans are oriented to the future and are based on reasonable forecasts of the development of the situation. The plan outlines the desired state of the facility in the future and provides for specific measures aimed at supporting favorable trends or curbing negative ones.

3. Coordination of activities of all participants of innovations. Coordination is carried out as a preliminary coordination of actions in the preparation of plans and as a coordinated response to emerging obstacles and problems in the implementation of plans.

4. Preparation of management decisions. Plans are the most common innovation management management decisions. When preparing them, a deep analysis of the problems is carried out, forecasts are made, all alternatives are explored and an economic justification for the most rational solution is made. Planning brings a high level of economic feasibility and rationality to the IP management system.

5. Creation of an objective base for effective control. Plans establish a desired or required state of the system for a specified period of time. Their presence allows for an objective assessment of the enterprise's activities by comparing the actual values ​​of the parameters with those planned according to the "fact-plan" principle.

6. Information support for participants in the innovation process. The plans contain important information for each participant about the goals, forecasts, alternatives, timing, resources and administrative conditions for innovation.

7. Motivation of participants. Successful fulfillment of planned targets, as a rule, is the object of special stimulation and the basis for mutual settlements, which creates motives for the productive and coordinated activities of all participants.

When planning, the selection of the main directions of innovative activity for individual entrepreneurs and each structural unit is carried out; formation of programs for research, development and production of innovative products; distribution of programs and individual tasks for separate periods of time and assignment to performers; establishment of calendar terms for carrying out work on projects; payment

resource requirements and their distribution among executors on the basis of budget calculations.

A strategic management system can help managers anticipate business trends; monitor and understand the influence of the external environment; make strategic choices and implement the strategy.

Special methods and techniques of strategic management help managers evaluate and rank different kinds business, focus on decisive problems and directions and ultimately ensure the sustainable development of the enterprise in the long term.

Based on general approaches, one can approach the disclosure of the general content of the strategic management process, which is expressed in the sequence of its stages.

On a larger scale, like any management process, strategic management necessarily includes the stages of analysis, actual planning (selection) and implementation. decision(Fig. 1.3).

At the stage of strategic analysis, top management monitors the most important factors for the future of the enterprise, called strategic factors.

Strategic Factors- these are the directions of development of the external environment, which, firstly, have a high probability of implementation and, secondly, a high probability of influencing the functioning of the enterprise. The purpose of the analysis of strategic factors is to identify threats and opportunities in the external environment, as well as strengths and weaknesses enterprises (this is the so-called SWOT analysis). well spent managerial analysis(or business diagnostics of the enterprise activity), giving real assessment its resources and capabilities, is the starting point for developing an enterprise strategy. At the same time, strategic management is impossible without a deep understanding of the competitive environment in which the enterprise operates, which involves the implementation marketing research. It is the emphasis on monitoring and evaluating external threats and opportunities in the light of the strengths and weaknesses of the enterprise that is the hallmark of strategic management. The next important feature of strategic management is its focus on the future, so it is necessary to clearly define development guidelines: what to strive for, what goals to set. To do this, on the basis of an assessment of strategic factors, corporate mission And long term goals enterprises.

An effective enterprise strategy should be based on three components that are the result of strategic analysis:

• well-chosen long-term goals;
• deep understanding of the competitive environment;
• a real assessment of the company's own resources and capabilities.

The second stage of strategic management is the formation of alternative directions for the development of the enterprise, their assessment and choice the best strategic alternative to implement. In this case, special tools are used, including quantitative forecasting methods, development of scenarios for future development, and portfolio analysis.

It should be noted that the process of forming and evaluating alternative options for the development of an enterprise is an independent value for management, since it allows managers to comprehend possible directions for development. This stage should encourage thinking about what can happen in the external environment and what consequences this can lead to for the enterprise. Scenario development, portfolio analysis, and other methods of predicting change increase the flexibility of an enterprise's strategy. Moreover, this effect manifests itself even when the plan is not fulfilled due to the fact that some of the hypotheses underlying the scenario did not materialize.

Once the overall strategy has been formulated, the focus of strategic management shifts to the process of implementation. The strategy is brought to life through the development of programs, budgets and procedures, which can be considered as medium and short-term plans for the implementation of the strategy. The most important components of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy. Finally, the results of the implementation of the strategy are evaluated, and with the help of a feedback system, the company's activities are monitored, during which the previous stages can be adjusted. It should be noted that in reality the process of developing a strategy can be iterative (cyclic). Thus, the definition and selection of a strategy can take place at the stage of analysis of the external environment. However, the strategy evaluation process may require additional analysis of the external environment. In addition, the strategy may change over time, so monitoring and annual adjustment of strategic decisions and plans is necessary. In this way, formation of an enterprise development strategy is an iterative process. A brief review of the main stages of strategic management shows that this is a complex management system based on forecasting the external environment and developing ways to adapt the enterprise to its changes.

1.3.2. Different approaches to the allocation of stages of strategic management

According to the theory of strategic management presented by A.A. Thompson and A. J. Strickland, strategic management includes solving five interrelated tasks, which can also be considered as stages of strategic management, in which analysis is not singled out as an independent component, but is provided for as part of each stage.

1. Determination of the type of commercial activity and the formation of strategic directions for development, i.e. it is necessary to identify goals and long-term development prospects.
2. Turning common goals into specific areas of work.
3. Skillful implementation of the chosen plan to achieve the desired performance.
4. Effective implementation of the chosen strategy.
5. Evaluation of the work done, analysis of the market situation, making adjustments to the long-term main lines of action, goals, strategy or its implementation based on experience gained, changed conditions, new ideas or new opportunities.

The strategic management process consists of several stages that are performed inconsistently: cyclically, in parallel-sequentially (Fig. 1.4).

The "Mission Formulation", "Goal Setting" and "Strategy Development" steps can be combined into one "Strategy Selection / Strategic Planning" step. In this case, this version of the presentation of the stages of strategic management is slightly different (the presence of the "Correction" stage) from the above simplified version (see Fig. 1.3).

When conducting an analysis of opinions, it was revealed that in relation to the list of stages of strategic management, there are no significant differences. However, A.A. Thompson and A.J. Strickland at the first stage propose to determine their strategic vision, mission, goals, and at the second stage - to explore the environment of the organization, and E.A. Utkin - on the contrary.

According to some authors, both from the point of view of the achievability of the goals, and from the point of view of the characteristics of the Russian economy, the second option is more acceptable. However, according to other researchers, it is not only possible, but also necessary, and most expedient, that a combination of these approaches is effective. First, a review of the main factors of the external environment, and then the setting of realistic goals, and only after that a detailed collection and analysis of information about the external environment and, based on this, the development of strategies.

According to I.A. Blank, the development of a strategy is carried out in the following main stages:

1. determination of the general period of strategy formation;
2. study of environmental factors and the degree of their impact on the activities of the enterprise;
3. assessment of the strengths and weaknesses of the enterprise;
4. the choice of a defining strategic model for the development of an enterprise, taking into account the stage of its life cycle;
5. formation of a system of strategic goals, taking into account the chosen defining model of development;
6. specifying the target indicators of the management strategy for the periods of its implementation;
7. formation of management policy for individual most important areas activities;
8. development of the most effective ways to implement strategic goals and management policies;
9. evaluation of the developed management strategy.

1. analysis of the situation;
2. goals;
3. definition of the consumer market;
4. overall strategy;
5. specific actions;
6. control.