Sample new product development strategy. Coursework development of product development strategy. Market development strategy

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Strategy is a pre-planned response of an organization to changes in the external environment.

If the mission sets the general guidelines for the existence of the organization, and the goals determine what the organization specifically strives for at this stage of its development, then the strategy answers the question: “How can we achieve our goals?”

2. Basic company growth strategies

Specific strategies chosen by different organizations, due to the specifics of external and internal conditions, different views of management on the path of development of the organization and other reasons, may vary significantly. However, all private strategies can be generalized and we can talk about the so-called basic, or reference strategies development and growth of business and entrepreneurship . These strategies concern the entire organization and reflect different approaches to the growth of the firm associated with changes in one or more of the following elements: product, market, industry, position of the firm in the industry, technology.

1Concentrated Growth Strategies The first group of basic strategies consists of the so-called concentrated growth strategies. This group includes those strategies that are associated with changes in the product or market.

2 Strategies for integrated growth The second group of reference strategies usually includes those strategies of entrepreneurial and economic activity that are associated with the expansion of the organization by including new organizational, economic and economic units in its structure.

3Diversified Growth Strategies The third group of reference strategies includes diversified growth strategies. This type of strategic plans is implemented in the case when the company can no longer effectively develop in a given market with a given product within a given industry.

4Targeted reduction strategy It is a forced strategy. It is carried out during recessions and dramatic shocks in the economy, leading to serious changes in market conditions, as well as when an organization needs to regroup forces after long-term growth or due to the need to increase efficiency.

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The first group of basic strategies consists of the so-called concentrated growth strategies. This group includes those strategies that are associated with changes in the product or market. When implementing these strategies, an organization tries to improve its product or start producing a new one without changing its industry. Concentrated growth strategies closely intersect with the main growth strategies of Igor Ansoff's matrix.

Igor Ansoff, in his “product-market” model, identified 4 possible strategies for enterprise growth:

market penetration strategy (strategy for strengthening market position)

market development strategy

· product development strategy

· diversification strategy

For a concentrated growth strategy, from this matrix we can identify 3 suitable concentrated growth strategies:

1) Market penetration strategy (strategy for strengthening market position) - “existing market - existing product”

2) Market development strategy – “ new market– existing product"

3) Product development strategy - “new market - new product”

Let's take a closer look at tactical decisions when implementing each of these strategies.

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strategy to strengthen market position Recommended when the market is fast growing and not yet saturated. Using a strategy to strengthen its market position, the company continues to work with existing products in existing markets.

The essence of the strategy to strengthen a position in the market is to quickly expand the presence and sales of the company’s existing products on the market.

When implementing a strategy to strengthen its market position, a company must gradually strengthen its position in the market through more complete market coverage.

The strategy of strengthening a position in the market is a high-cost strategy (as it is associated with intensive advertising support and low-price strategies).

It is also worth noting that when implementing the strategy of “strengthening market position,” companies resort to horizontal integration, that is, they strengthen their control over the market by acquiring competing firms.

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Market development strategy

The market development strategy invites the company to develop new markets for existing goods or services, and by attracting new audiences to the product, increase its income and profits in the long term. Is the growth strategy with the greatest potential

In such conditions, the company must focus on intensive development of its product among a new audience. If the strategy is successfully applied, this segment of the matrix will move into the “existing market and existing product” segment and the company will be able to apply a strategy for further market penetration.

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Product development strategy

The product development strategy involves the sale of new products in existing markets to existing consumers. With this strategy, consumers are already familiar with the brand or the main product of the company, and there is already a formed image of the brand or company.

The main source of revenue and profit growth in this strategy is the expansion of the brand’s product lines and entry into new product segments.

In this strategy, it is important to eliminate as much as possible the switching of consumers from current products to new extensions

If, however, switching consumers from current products to new extensions is included in the strategy and the company understands that new product will completely replace an existing product, then switching consumers from current products to new extensions must be profitable and provide growth in sales, that is, the product must either be more expensive, sell in higher volumes, or be more profitable.

Existing in the entrepreneurial market and trying to expand and develop their business, many do not think about the fact that the main actions and ideas were invented many years ago, have not become outdated over the decades, and it is not at all difficult to apply them.
For successful business development, you must adhere to a clear plan (which, however, you must be ready to make changes, because the market is a dynamic structure) and a certain sequence of actions (strategy).

Concentrated growth strategy - characteristics and types

In the specialized literature, four main so-called reference strategies have been derived: the strategy of concentrated growth, integrated growth, diversified growth and reduction. All of them serve the development of the enterprise and must be taken into account at all levels of the organization. Strategies work by changing such elements (one or more) as: product, market, industry, position within the industry and technology.

Let's take a closer look at the concentrated growth strategy.

Characteristics of the concentrated growth strategy

As you already understood from the above, a concentrated growth strategy is one of the four main types of strategies aimed at developing an enterprise. Without touching on the three main elements, the concentrated market strategy deals only with the market and the product. In turn, it is divided into three subtypes:

• strategy for strengthening market position (or market processing);
• market development strategy;
• product development strategy (or innovation).

Strategy for strengthening market position

This type of strategy works with an existing product in a specific market. The risk, in comparison with other types of strategies, is minimal: everything you have to work with is familiar and proven, the worst that awaits you is that you will simply remain at the same level.

But at the same time, you will have to invest significant efforts in marketing. By and large, this strategy is aimed at increasing sales volumes.

Suitable conditions for applying a strategy to strengthen market position are:

• emerging promising market;
• good reputation of the enterprise;
• weak or moderate competition.

You can use, for example, methods such as:

• an increase (savings always attract the buyer) or a decrease (which will encourage buyers to use the product more often) in packaging volumes;
• enhanced product advertising, holding promotions, tastings, competitions, etc.;
• flexible pricing policy;
• creating joint ventures with competitors or purchasing their offices;
• focusing on the most competitive sectors of the market;
• rewarding the most active sellers;
• influence on competitors through government authorities.

Market development strategy

This subtype of concentrated growth strategy works with an existing product and consists of searching for new markets, developing a sales system, and searching for innovations in sales policy. It is advisable to apply a market development strategy if there is:

• low competition;
• emerging or new market;
• increased demand for goods.

To implement this strategy you can:

• develop new market segments: other industries related to yours;
• explore new geographic areas and open branches;
• develop new sales routes. For example, you sold only through stores, but you can try to offer goods for sale in stalls and from trays at bazaars.

Product development strategy

By applying an innovation strategy, you act on an already developed market with a new product or improve an old one. This is usually the way to go if there is a new idea, there is a market need for this product or it is necessary to spur consumer interest in a once popular product.

The following methods can be used:

• updating and expanding the range;
• increase in the functions and properties of the product (new user-friendly design, increased safety in use, etc.);
• improving product quality

Concentrated growth strategy in practice

An example of the successful application of a concentrated growth strategy can be considered the activities of the Coca-Cola company in the Russian market. The company began developing the market in conditions of fierce competition with the PepsiCo company, which was already operating here at that time. Over the course of several years, having invested considerable funds in opening branches and conquering the sales market, as well as in advertising and various promotions for consumers, the Coca-Cola company has developed an excellent production base and continues to develop it intensively.

Strategic management, viewed as the activity of senior management to manage an organization in a competitive market environment, is a critical component of the life of a modern business organization. No company can be successful in the market for a long period of time without taking action to develop and improve its products. Firstly, every product has its own life cycle. Secondly, consumer needs are constantly changing. Thirdly, external factors beyond the control of the organization, such as the economic crisis, push the company to change its activity in the market.
Effective strategic management of product development must integrate all components of the competitive position: the price of the product, its quality and consumer properties, the level of product support in the market.
Determining a product development strategy means answering the question: how should the market development of a product be carried out in order to most accurately correspond to the formulated image of business success (strategic goals) of the company.
This answer is based on entrepreneurial intuition, confirmed by rational analysis, as a result of which specific goals for the development of the product (individual business) are formulated. Since most companies diversify their activities into several products (and/or markets), the ability to implement a specific product strategy depends on the company's overall limited resources and, therefore, is determined not only by market opportunities, but also by overall corporate strategic priorities. Thus, the business idea generated by the entrepreneur as an expression of an integrated vision of all significant external and internal aspects of activity should reflect the direction of use of the company’s general limited resources in a given market. In other words, the development of which of the basic competitive advantages - leadership in price, quality, marketing support - or a combination of them is most appropriate.
The purpose of this work is to consider the following issues:
- how product development is understood in strategic management and what characteristics are taken into account in strategic management when developing a product development strategy;
- how the product concept, developed in strategic management, influences the competitive behavior of the company in the market, as well as the main functions of management.

1. Theoretical foundations of product development strategy

A successful strategy produces at least three critical results.
Firstly, it strengthens the coordination of the activities of the organization's functional units among themselves, as well as with the marketing department. Different parts of an organization have different ideas about how development success can be achieved for a given product. For example, product managers typically like the option of increasing product advertising spend. Sales managers prefer flexible (or more flexible) approaches to pricing. Manufacturers tend to favor larger batches and a narrower range of products. Financial services and accounting analysts require quantitative justification of all expenses and rapid receipt of the declared results.
For example, imagine that a computer manufacturer wants to target a specific industry by offering it a product with unique properties. He builds an image or “positioning”. However, such a strategy is not consistent with the sales manager's desire to pursue a flexible pricing policy. Manufacturers may also be dissatisfied with it, since such a policy requires smaller batch sizes and a higher level of individualization of manufactured products. It is sometimes difficult for an advertising agency involved in building a brand to justify the additional financial costs to accountants. It is clear that one of the goals of the strategy is to ensure that all employees of the organization act as one team, capable, as they say, of writing another page in the history of the company. Of course, a strategy that is not accepted by staff, that is poorly formulated, or that is simply not fully understood by those involved will not achieve the required level of coordination.
Secondly, strategy determines the order in which resources are allocated. Resources are always limited. Typically, some resources, such as production or service capacity, salespeople's time, and money, are more limited than others. In addition, such resources are often used to solve several problems. A single sales department often sells a large number of products. Typically, the lower the level of the organization, the more resources are shared.
Third, the strategy should lead to a stronger position in the market. A successful strategy takes into account existing and potential competitors and their strengths and weaknesses.
Any organization sets itself several different goals, starting with the formulation of a mission or vision and ending with corporate and product problems that need to be solved. For example, on corporate level Typically, the goals are the level of return on investment, the price of shares and the overall set of main business areas. However, such goals are not informative for the manager, since they do not tell how to act at the product level.
Goals at different levels of the organization must be interrelated in such a way as to ensure the achievement of overall corporate goals. Ensuring goal alignment is typically the responsibility of personnel who are responsible for aligning product goals with overall corporate goals.
For specific products or services, two goals are most often set: growth and profitability. It is usually impossible to simultaneously optimize both of these goals during the implementation of the annual plan, since the techniques used to achieve the ambitious goal of gaining a large market share work against the equally ambitious goal of increasing profits.
For example, to achieve a target market share, they usually resort to such techniques as lowering prices, increasing advertising costs, expanding the sales force, etc. However, beyond a certain point, further significant increases in market share can only be achieved by increasing costs or decreasing unit profit margins.
Few managers target growth without considering its impact on product profits. Likewise, profitability may be the primary goal, subject to maintaining market share or reducing it in a controlled manner. The goal associated with achieving maximum performance can be called primary, and the goal serving as a deterrent can be called secondary. For any product, a third goal can be set - cash flow.
In relation to goals, a product manager must answer two basic questions: 1) “Which goal should be addressed first?”; 2) “How high should you set a specific goal?”
To answer the first question, a product manager should study information about the industry, competitors, the company's current and expected financial resources, and customer analysis. In order to be able to choose growth as a goal, it is necessary that competitors have weaknesses that can be exploited (information about this is provided by competitor analysis); so that the consumer segment has unrealized potential (analysis of consumer characteristics); so that growth is expected in a given product category (industry analysis).
In some industries, goals remain traditional for a long time. For example, in the consumer products market, the focus for many years has been on market share and sales volume. In these conditions, product managers work under constant pressure to sell as many of their products as possible. However, recently the previous trend has begun to change, and now profits are coming to the fore, relegating the traditional sales volume to the background. Solving this problem is difficult, which is explained by two reasons. First, the information systems used in most companies reliably and regularly change market shares and sales volumes, which cannot be said about profits. Second, and perhaps more important, the company does not always reward product managers based on profit performance. In addition, the speed at which these managers move up the career ladder usually primarily depends on increasing sales volume and market share.
The second aspect relates to ambition: if a product manager is seeking to increase market share, what kind of growth should be considered acceptable? In some cases, even the absence of such growth becomes a very difficult task: if the market share of a given product has been continuously declining for some time, then stopping this decline alone can be considered quite an ambitious achievement. It can be expected that the size of the increase depends on the forecast parameters of the market and the expected actions of competitors. If competitors are betting on profits, this could be an opportune time to gain a large market share. However, if all companies plan to increase their share, some participants will undoubtedly end up disappointed.
Also, some non-economic indicators or tasks expressed in non-quantitative form can be set as goals, although they will not necessarily be primary for the product. For example, today it is difficult to find an American company that has not had a period of targeted quality improvement in its history, and many companies set themselves the goal of increasing the level of customer satisfaction. The same can be said about the challenge facing a growing number of companies to preserve brand equity. Obviously, there is a direct connection between such “supporting” and purely economic goals: the achievement of the former, in the end, contributes to the implementation of the latter.
Selecting Strategic Alternatives
After establishing the main goal, strategic alternatives are selected. In fact, this is the first step that is taken when developing a strategy for a product or service, which sets the main guidelines for its implementation. The long-term goal of any product manager is to achieve maximum long-term profit from a given product. We associate the description of alternatives with choices where the primary goal is to increase sales or market share and thus long-term profits or short-term profitability. When choosing sales growth, a manager can achieve this goal in two ways: through expanding or deepening the market, often by offering new products or modifications of existing ones. Market expansion strategies involve selling an existing product to persons who are not currently consumers; and market deepening targets both current and past consumers of a given product category. If a manager chooses a strategy to improve profitability, the emphasis is either on reducing inputs (mainly production costs - known as “denominator management”) or increasing output (sales revenue).
Increasing sales or market share
Market expansion strategies
These strategies are aimed at people who do not yet use the product (i.e., to attract new consumers). One approach is to interact with such individuals within the segments already served.
For example, if some Internet service is intended for law firms, expansion strategies will be to attract other firms in this profile that have not yet purchased this product (while simultaneously serving existing consumers, providing them with added value). In fact, this approach is an attempt to fully realize the remaining hidden potential of the market in its most promising segments.
The second approach is entering new markets, associated with the development of segments in which this product category was not previously offered.
Market Deepening Strategies
An often overlooked alternative to increasing market share or sales is increasing the frequency with which existing consumers purchase a brand. A company's most significant asset is its customer base, and it is this that should be used as actively as possible. Product managers can try to increase sales to existing customers in a variety of ways, including by introducing larger packaging sizes, encouraging more frequent purchase of a product, or expanding the business so that the consumer can buy the product from more retailers (and, as a result, spend on him more money).
The second way to increase sales volume or market share is to attract consumers of competing products (in other words, obtain new consumers), i.e. stimulating brand change. If switching costs are high (as is the case for products such as mainframe computers or nuclear reactors), such a strategy may be difficult, if not impossible, to implement. Moreover, such a strategy can be extremely risky. Firstly, it may cause strong opposition from a larger and stronger competitor. Secondly, its implementation sometimes requires an active sales promotion campaign, as a result of which the strategy itself may lose profitability. Third, a strategy that relies on brand switching requires comparative advertising, which is not only expensive, but also carries increased risk because if it fails, you will attract consumer attention to a competitor's brand, especially if that brand is a market leader.
Increased profitability
Reducing the volume of initial resources
One way to solve this problem is to reduce costs. Unfortunately, reducing this type of input can have negative long-term consequences. When relying on reducing the variable component of costs, one danger may arise - a proportional reduction in production volume, and, consequently, sales.
The second way to reduce input resources is to make fuller use of existing assets. This solution may consist of reducing accounts receivable, and if we talk about production, at the expense of the cost of inventories. This also includes the optimization of supporting activities, for example, more efficient use of production equipment or - more in general terms– investing temporarily free cash in securities that generate interest income for a very short term– often for one day.
Increase in revenue
The easiest way to increase revenue with existing sales volume is to change prices. This change is accomplished in a variety of ways, including increasing list prices, reducing consumer discounts, or reducing retail sales and resulting in loss of profits. There's also the incredible competitive response that ultimately prevented many airlines from raising prices.
Another way to increase income is to improve the product range. This is often done using the well-known “80/20” rule, according to which 20% of product variations (size, color, etc.) account for 80% of sales or profits. In this case, it is probably justified when selling to focus on species that bring more profit. An alternative use of this rule is to apply it to consumers. In this case, the product manager deliberately pays less attention to customers who bring little profit to the company and concentrates all resources on those who bring in 80% of the profit (i.e., a pattern of eliminating unprofitable customers).
Above are the two main strategic options that a product manager can consider as strategic alternatives. This does not mean that it is limited to growth or profit maximization strategies only. For example, a manager often bets on reducing variable costs while increasing market share. In addition, the product manager can choose a strategy to increase the consumption level of existing customers while offering a broader product line.
To simultaneously attract new customers and encourage existing customers to purchase more of the product, different advertising campaigns, in which the emphasis is placed on different image characteristics of the product, which may confuse some consumers. Comprehensive strategies do not allow for savings through replication of advertising materials, require resorting to more expensive media (for example, local TV channels instead of national ones), etc., which increases costs. They also create confusion within the organization about what the goals actually are. Under these conditions, the product manager is under increased pressure to select a set of options and allocate resources.
In conclusion of this chapter, we can note the following, and on the basis of this we can draw conclusions that at the product level it is important that the strategy clearly outlines the order of distribution of resources between all areas of activity, since they all have a single connection and common goals. The task of goal setting involves selecting an appropriate specific goal, establishing it in quantitative terms, and determining the period of time allotted to achieve it.

2. Methodological basis for developing a product development strategy

Entrepreneurial vision is the basis of strategic positioning.
The strategic vision of an entrepreneur shapes the possible nature of behavior in a particular market and precedes the formation of strategic goals for a product/market, which are understood as specific development results that ensure the implementation of a business idea.
Of course, a business idea is not born out of nowhere, much less its implementation into a set of strategic decisions. The system for searching for strategic solutions at the level of the company’s products and markets should take into account the external and inside information about the opportunities and resources provided. The product strategy reflects general economic conditions, the situation in the market under consideration, in the product segment, certain corporate strategic guidelines, intra-company financial, technological and organizational restrictions.
The defining principle of goal setting is the following: the goals of an enterprise in the market are to create such a competitive position of the product (a set of competitive advantages) that allows for maximum capitalization of the company’s participation in this business.
While carrying out its activities, the company is not only exposed to external influences, but also itself influences the external environment. In relation to product marketing strategies, the place of implementation of which is a specific commodity market, the objects of influence will be competitors and consumers of the product. Identification of the market microenvironment - the area of ​​external influence of the company - allows us to divide the process of strategic analysis into two components: analysis of independent and dependent factors of demand (analysis of demand conditions and analysis of tools for influencing demand).
As a rule, when carrying out external analysis distinguish the near (competitors, partners, consumers) and distant external environment (macroeconomics, technology, social and political conditions) and separate the external strategic analysis for analysis of the long-range external environment and competitiveness. In the first case, it is customary to use various methods of situational analysis. However, their use in the analysis of PMS is very labor-intensive. Unlike at the corporate level of management, where macroeconomic, technological, political and other external conditions directly influence the market position of the company, at the level of an individual product and market such influence is mediated by the behavior of competitors (for example, innovation and technology lie in the competitive advantages of products) and consumers ( for example, social conditions). In addition, these factors are already taken into account when building the company’s strategic priorities, on the basis of which product/market strategies are formed.
Therefore, from a practical point of view, it is more important to conduct the following types of research at the PMS level. Based on external analysis, the mechanisms of influence of significant demand conditions (personal income, level of savings, structure of population expenses, level of social support of the population, etc.), their dynamics on the dynamics and structure of the market on which the company’s product is presented are established. Then the mechanism of influence of controllable factors: price, quality and marketing support on the position of the product within segments (price, technology) and the market as a whole is examined. Through these tools, the company realizes the competitive advantages of the product, which include leadership in price (costs), leadership in quality (consumer characteristics of the product), leadership in support (knowledge and trust in the product on the part of the consumer).
Of course, leadership in all of these components gives absolute control over the market, but in a real situation, due to the limited resources of any economic entity, it is either unattainable or financially unjustified. It is difficult to achieve cost leadership while being the leader in product support in the market. However, without being an absolute leader in each of the listed aspects, the company can offer a set of competitive advantages that will ensure local leadership in a separate segment of the product market.
Let us turn to Fig. 1, which depicts the competitive situation in a certain market. Competitive product offerings are ranked according to two parameters (price advantage, advantage in consumer characteristics), and the corresponding points are plotted on a graph.
It is obvious that points 1 - 5, highlighted on the graph, reflect a situation in which none of the other products is superior to them in two assessed parameters (price/quality). Thus, these products are local quality leaders in their price range, price leaders in their quality segment (Pareto-optimal in the definitions of multicriteria optimization). If a company is able to offer a combination of price and quality that, when positioned in Fig. 1, will be above/to the right of the existing border of local market leaders, it will ensure local leadership for its product.


Rice. 1. Graphical representation of the ratio of competitive advantages of products. The maximum rank of 10 reflects leadership in this competitive advantage.

The importance of providing local leadership is clear. By offering a product on the market with better price and quality indicators than its surrounding competitors, the company accumulates a significant share of the segment’s consumer demand, which leads to an increase in sales and, accordingly, the volume of profit from participation in this business in the long term. In addition, the demand for such a product is characterized by steady growth and is based on the conscious preference of the client. The position of a local leader ensures the flow of random demand from other products to the leading one (why buy a more expensive product of lower quality). Thus, the product, which is a local leader, becomes the center of consolidation of demand, and consequently, the financial resources of consumers.
Adding a third dimension - marketing support - allows you to most accurately position the product and determine a rational combination of competitive advantages, i.e. formulate strategic goals for product development.

To ensure a reasonable trade-off between resources allocated to different demand creation tools, internal analysis must be carried out. The purpose of internal analysis is to establish a connection between the intensity of use of demand creation tools and the company's resources. Figure 2 shows how the results of internal analysis - the study of a company's technological capabilities - can influence the choice of a product's competitive position.

Rice. 2. Positioning of the product based on the known technological potential of the company

When positioning the company's product in the specified competitive position (X), the product becomes a local market leader, product 3 loses its leadership position (its price and quality are worse than X).
Thus, as a result of strategic analysis, the previously defined strategy for business success in the market is projected into certain characteristics of the competitive advantages of the product.
Let us summarize the above stages of long-term product positioning and analysis of external and internal development factors into a single technology. In this case, it is necessary to observe the principles of consistency and economic validity of the results:
A general idea of ​​the direction of development of the competitive parameters of the product is formulated (a business idea for developing the product on the market is proposed).
The external environment of the company is examined, the main factors that can influence consumer demand (demand conditions) are identified, and the nature of their influence on the volume and structure of overall demand in the company’s market under consideration is established.
The main parameters of the company's product market (microenvironment) are determined. They can be divided into volumetric and structural. A very limited number of parameters may be sufficient from the point of view of strategic analysis: total market volume, market price structure, market structure by quality (innovation, technology, manufacturer). The nature of the dynamics of these indicators is revealed. These parameters are associated with assessments of the development of the external environment.
The set is determined the most important characteristics product affecting final demand. With all their diversity, they can be structured into the following trinity “price - quality - marketing support”. The set of specific quality parameters depends on the market being studied and generally characterizes the quality of satisfying consumer needs (efficiency of meeting needs, intensity, volume, etc.). Marketing organically complements the price/quality ratio; any forms of product support on the market (or lack thereof) influence the formation of consumer preferences in the market segment. All of these parameters are assessed from the point of view of their influence on demand (the elasticity of demand from price, quality, and advertising is studied). Possible actions of competitors and their impact on the effectiveness of these demand creation tools are assessed.
etc.................

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Introduction

In a market economy, the development of a company can be carried out within the framework of such strategies that will ensure its profit, sustainable financial position, as well as competitiveness over a relatively long period. This largely depends on the choice of the type of strategy and its reflection in the company's plans.

When choosing a strategy, a company must take into account social values ​​and priorities, take into account legislation and regulations, as well as the conclusions that an analysis of the company's field of activity provides. This becomes especially necessary in the face of increasing attention and pressure from the public and funds mass media. The company is under pressure from all sides. Choosing a strategy is the key to success innovation activity. A company may find itself in a crisis if it fails to anticipate changing circumstances and respond to them in a timely manner.

The choice of strategy is the most important component of the cycle innovation management.

In a market economy, it is not enough for a manager to have a good product; he must closely monitor the emergence of new technologies and plan their implementation in his company in order to keep up with competitors.

Strategy can be integrated with the decision-making process. In both cases, there are goals (strategy objects) and means by which the goals are achieved (decisions are made).

A clearly defined strategy is important for driving innovation.

Strategy means an interconnected set of actions to enhance vitality and strength of this enterprise(firm) in relation to its competitors.

Attractiveness industries and level competition are significant factors determining the choice of the type of company strategy. The assessment of these factors influences the company’s choice of its position in the market and the type of competition. If a firm decides that its presence in an industry is becoming less attractive, it may choose a freeze strategy and withdraw its investments to direct them to another area. When competition increases, a company can take measures to protect its positions: launch an active attack on competitors, make changes to the “price-cost-profit” policy, introduce new technologies, etc.

As many situations as there are in the market, there can be as many types of strategies for firms operating in this market. Formally, for the convenience of research and approaches, it is possible to distinguish a number of typical strategies, which in practice are more or less widely used by various organizations. Types of strategic plans will differ in basic characteristics, which allows them to be classified. Let's look at them in more detail and try to answer the main questions that interest us: what is a strategy, how to create it, who can do it, what prevents it from being implemented?

1. The essence of strategic planning

Strategic planning- this is one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides a framework for everyone management decisions, the functions of organization, motivation and control are focused on the development of strategic plans.

An increasing number of firms recognize the need for strategic planning and are actively implementing it. This is due to growing competition. We have to live not only for today, but to anticipate and plan possible changes to survive and win in the competition.

Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

Strategic planning has two main goals:

1. Efficient distribution and use of resources. This is the so-called “internal strategy”. It is planned to use limited resources, such as capital, technology, people. In addition, the acquisition of enterprises in new industries, exit from undesirable industries, and the selection of an effective “portfolio” of enterprises are carried out.

2. Adaptation to the external environment. The task is to ensure effective adaptation to change external factors (economic changes, political factors, demographic situation, etc.).

Strategic planning is based on extensive research, data collection and analysis. This allows you not to lose control over the market. It should be taken into account that in the modern world the situation is rapidly changing. Therefore, the strategy must be designed so that it can be eliminated if necessary.

Strategy development begins with articulating the overall purpose of the organization. It should be understandable to anyone. Goal setting plays an important role in the company’s relations with the external environment, market, and consumer.

The overall purpose of the organization should consider:

* main activity of the company;

* working principles in the external environment (principles of trade; relationships with consumers; management business connections);

* the culture of the organization, its traditions, working climate.

When choosing a goal, you need to consider two aspects: who the firm's customers are and what needs it can satisfy.

After setting a common goal, the second stage of strategic planning is carried out - specifying goals. For example, the following main objectives may be defined:

1. Profitability - achieve in this year net profit level of CU 5 million.

2. Markets (sales volume, market share, introduction into new lines). For example, increase the market share to 20% or increase sales to 40 thousand units.

3. Productivity. For example, the average hourly output per worker is 8 units. Products.

4. Products (total volume of output, release of new products or discontinuation of some models, etc.).

5. Financial resources(size and structure of capital; ratio of equity and debt capital; size working capital and etc.).

6. Production facilities, buildings and structures. For example, build new warehouses with an area of ​​4000 sq. meters.

7. R&D and introduction of new technologies. Main indicators, technological characteristics, cost, implementation time.

8. Organization - changes in organizational structure and activities. For example. Open a representative office of the company in a certain region.

9. Human resources(their use, movement, training, etc.).

10. Social responsibility. For example, allocate certain funds for hospital equipment.

In order for the goal to be achieved, one must proceed from the following principles:

1. A clear and specific statement of the goal, expressed in specific measures (monetary, natural, labor).

2. Each goal should be limited in time, a deadline for its achievement must be set (for example, to establish serial production of a new model of meat grinder by the end of the 3rd quarter).

Goals can be long-term (up to 10 years), medium-term (up to 5 years) and short-term (up to 1 year). Goals are updated taking into account changes in the situation and control results.

3. Goals must be achievable.

4. Goals should not negate each other.

Strategic planning is based on a thorough analysis of the external and internal environment of the company:

* changes that are occurring or may occur in the planned period are assessed;

* factors that threaten the company's position are identified;

* factors favorable for the company's activities are examined.

Processes and changes in the external environment have a vital impact on the firm. The main problems associated with the external environment are economics, politics, market, technology, competition.

Especially important factor is competition. Therefore, it is necessary to identify the main competitors and find out their market positions (market share, sales volumes, goals, etc.).

It is advisable to conduct research in the following areas:

1. Assess the current strategy of competitors (their behavior in the market; methods of promoting goods, etc.).

2. Explore the influence of the external environment on competitors.

3. Try to collect information about the scientific and technical developments of competitors and other information and make a forecast of future actions of competitors and outline ways of counteraction.

A thorough study of the strengths and weaknesses competitors and comparing their results with your own indicators will allow you to better think through your competitive strategy.

Serious environmental factors include sociobehavioral and environmental factors. The company must take into account changes in the demographic situation, educational level, etc.

An analysis of the internal environment is carried out to identify the strengths and weaknesses in the company's activities.

Strategy is the starting point of theoretical and empirical research. Organizations may differ in the extent to which their key decision makers have committed themselves to an innovation strategy. If top management supports efforts to implement an innovation, the likelihood that the innovation will be adopted by the organization increases. As senior management becomes involved in the decision-making process, the importance of strategic and financial goals increases.

The developed strategy is rarely purely formal and is based in part on the assessments and intuitions of several employees from senior management.

1.1 Selection Methodsstrategiescompanies

The basis for developing a strategic plan is theory life cycle product, the market position of the company and its scientific and technological policy.

The following types of strategies are distinguished:

1. Offensive - typical for firms that base their activities on the principles of entrepreneurial competition. It is typical for small innovative firms.

2. Defensive - aimed at maintaining the competitive position of the company in existing markets. Main function such a strategy is to activate the cost-benefit ratio in innovation process.

This strategy requires intensive R&D.

3. Imitation - used by firms with strong market and technological positions.

The imitation strategy is used by firms that are not pioneers in introducing certain innovations to the market. In this case, the main consumer properties are copied (but not necessarily technical features) innovations released to the market by small innovative firms or leading firms.

Choosing a strategic plan based on the product life cycle takes into account the following:

1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the environment of the old or original one, which turns it into a maternal one and requires a restructuring of all life activities.

2. Birth. The turning point here is that it actually appears new system, formed largely in the image and likeness of the systems that gave birth to it.

3. Statement. The turning point is the emergence of a mature (adult) system, which begins to compete on equal terms with those created earlier, including the parent one. The formed system seeks to assert itself and is ready to initiate the emergence of a new system.

4. Stabilization. The turning point is when the system enters a period when it has exhausted its potential for further growth and is close to maturity.

5. Simplification. The turning point consists of the beginning of the “withering” of the system, the appearance of the first symptoms that it has passed the “apex” of its development: youth and maturity are already behind, and old age is ahead.

6. Fall. In many cases, there is a decrease in most significant indicators of the system’s vital functions, which is the essence of the fracture.

7. Exodus. This turning point is characterized by the completion of the decline in most significant indicators of the system's vital activity. It seems to return to its original state and prepare for the transition to a new state.

8. Destructuring. A turning point is expressed in stopping all vital processes of the system and either using it in a different capacity, or implementing recycling technology.

Next comes the local level that determines the scientific and technological progress, that is, to the level of the company, production, etc. According to modern economic science, in each specific period of time, a competitive production unit (firm, enterprise), specializing in the production of products to satisfy a certain social need, is forced to work on a product belonging to three generations of technology - outgoing, dominant and emerging (promising).

Each generation of technology goes through a separate life cycle in its development. Let the company, in the period of time from t1 to t3, work on three generations of equipment A, B, C, successively replacing each other. At the stage of inception and the beginning of growth in the output of product B (moment t1), the costs of its production are still high, but the demand is still small, which limits the economically justified volume of production. At this moment, the volume of production of product A (previous generation) is very large, and product C has not yet been released at all. At the stage of stabilization of generation B product output (moment t2, stages of saturation, maturity and stagnation), its technology has been fully mastered; the demand is very high. This is the period of maximum output and highest overall profitability for a given product. The output of product A has fallen and continues to fall (diagram “b”). With the advent and development of a new generation of technology (product C), which ensures even more efficient performance of the same function, the demand for product B begins to fall (moment t3) - the volume of its production and the profit it brings are reduced (diagram “c”), generation technology A generally exists only as a relic.

However, the determining factor in the formation of a competitive scientific and technical policy of an enterprise (firm) is the fact that funds must be invested in the development and development of a product much earlier than the real effect is obtained in the form of gaining a strong position in the market. Therefore, strategic planning of scientific and technological policy requires reliable identification and forecasting of development trends for each generation of relevant technology at all stages of its life cycle. It is necessary to know at what point the generation of technology proposed for development will reach its maximum development, when a competing product will reach this stage, when it is advisable to begin development, when to expand, and when there will be a decline in production.

The full life cycle of a separate generation of technology (from the first scientific development of the operating principle to its removal from service) industrial production) in a market economy, as a rule, is formed by the multidirectional efforts of many enterprises and firms. It covers at least three private cycles: scientific, inventive and production. The named cycles throughout the life of one generation of technology follow each other sequentially, but with some overlap in time.

Numerous studies have proven that there is a statistical connection between these cycles through a time lag equal to a certain average probability period of time. This lag is located between the moment of appearance technical solution(or between the moment of registration, registration of a technical idea, project, etc., for example, obtaining a patent for an invention) and the moment of maximum use of this idea, project, etc. in industry. In this regard, the scientific and technical policy of an enterprise (firm) must carefully monitor domestic and global trends in the development of science and technology. To successfully solve this problem, you need to be able to analyze document (information) flows.

When adopting a particular strategy, management must take into account 4 factors:

1. Risk. What level of risk does the firm consider acceptable for each of its decisions?

2. Knowledge of past strategies and the results of their application will allow the company to more successfully develop new ones.

3. Time factor. Often good ideas failed because they were proposed at the wrong moment.

4. Reaction to owners. The strategic plan is developed by company managers, but owners can often exert strong pressure to change it. Company management should keep this factor in mind.

The development of a strategic plan can be accomplished in three ways: top-down, bottom-up, and with the help of a consulting firm. In the first case, the strategic plan is developed by the company's management and, like an order, descends to all levels of management.

2. Strategic Marketing Plan

The dynamic process of strategic planning is the umbrella under which all management functions are sheltered; without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way of assessing purpose and direction corporate enterprise. The strategic planning process provides the framework for managing organizational members. Projecting everything written above onto the realities of the situation in our country, it can be noted that strategic planning is becoming increasingly relevant for Russian enterprises, which enter into fierce competition both among themselves and with foreign corporations.

The concept of “planning” includes defining goals and ways to achieve them. In the West, enterprise planning is carried out in such important areas as sales, finance, production and procurement. At the same time, of course, all private plans are interconnected.

Strategic Planning Objectives

Planning is necessary for the company to achieve the following goals:

Increasing controlled market share;

Anticipating consumer requirements;

Release of higher quality products;

Ensuring agreed delivery times;

Setting price levels taking into account competitive conditions;

Maintaining the company's reputation among consumers.

Planning tasks are determined by each company independently depending on the activities in which it is engaged. In general, the tasks of strategic planning of any company come down to the following:

1. Planning for profit growth.

2. Planning of enterprise costs, and, as a result, their reduction.

3. Increase in market share, increase in sales share.

4. Improvement social policy companies.

Thus, the main task of planning is to obtain maximum profit as a result of activity and the implementation of its most important functions: marketing planning, productivity, innovation and others.

Stages of strategic planning

The strategic planning process consists of seven interrelated stages; carried out jointly by the company's management and marketing employees.

Planning block diagram

The planning process itself goes through four stages:

Developing common goals;

Defining specific, detailed goals for a given, relatively short period of time (2, 5, 10 years);

Determining ways and means to achieve them;

Monitoring the achievement of set goals by comparing planned indicators with actual ones.

Planning is always guided by past data, but seeks to determine and control the development of the enterprise in the future. Therefore, the reliability of planning depends on the accuracy and correctness of past accounting calculations. Any enterprise planning is based on incomplete data. The quality of planning largely depends on the intellectual level of competent employees and managers. All plans must be drawn up in such a way that changes can be made to them, and the plans themselves are interconnected with existing conditions. Therefore, plans contain so-called reserves, otherwise known as “safety allowances,” but too large reserves make plans inaccurate, and small reserves lead to frequent changes to the plan. The basis for drawing up a plan for specific areas of the enterprise’s production areas are individual tasks, which are defined both in monetary and quantitative terms. At the same time, planning should start from the so-called bottlenecks: recently, sales, finance or labor.

Short-term and long-term planning.

Any company must use both long-term and short-term planning. For example, when planning the production of a product as one of the most important elements of a market strategy, it is advisable to use long-term and operational planning in the aggregate, since planning the production of a product has its own specific features and is determined by the goal set, the timing of its achievement, the type of product, and so on.

Long-term planning

Long term plan usually covers three or five year periods. It is rather descriptive in nature and determines the overall strategy of the company, since it is difficult to predict all possible calculations for such a long period. A long-term plan is developed by the company's management and contains the main strategic goals of the enterprise.

Key areas of long-term planning:

Organizational structure;

Production capacity;

Capital investments;

Financial requirements;

Research and development;

Short-term planning.

Short-term planning can be for a year, six months, a month, and so on. The short-term plan for the year includes production volume, profit planning and more. Short-term planning closely links the plans of various partners and suppliers, and therefore these plans can either be coordinated, or certain aspects of the plan are common to the manufacturing company and its partners.

The short-term financial plan is of particular importance for the enterprise. It allows you to analyze and control liquidity taking into account all other plans, and the reserves contained in it provide information about the required liquid funds.

Short term financial planning consists of the following plans:

1. Next financial plan:

turnover income.

current expenses (raw materials, wages).

gains or losses from current activities.

2. Financial plan neutral area of ​​activity of the enterprise:

income (sale of old equipment).

gains or losses from neutral activities.

3. Credit plan;

4. Capital investment plan;

5. Liquidity plan. It covers the gains or losses of previous plans:

Amount of winnings and losses;

Available liquid funds;

Liquid funds reserve.

In addition, the short-term plan includes: a turnover plan; raw materials plan; production plan; labor plan; plan for the movement of finished goods inventories; profit realization plan; credit plan; capital investment plan and more.

Stages of drawing up a short-term plan:

1. Analysis of the situation and problem.

2. Forecasting future operating conditions.

3. Setting goals.

4. Selecting the optimal option.

5. Making a plan.

6. Adjustment and linking.

7. Specification of the plan.

8. Execution of the plan.

9. Analysis and control.

Requirements for a strategic plan

Several key messages related to strategy must be understood and, more importantly, accepted by senior management. First of all, strategy is mostly formulated and developed by senior management, but its implementation requires the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must continually collect and analyze huge amount information about the industry, competition and other factors.

The strategic plan gives the enterprise certainty and individuality, which allows it to attract certain types of workers, and, at the same time, not attract other types of workers. This plan opens the way for a business to guide its employees, attract new employees, and help sell products or services.

Finally, strategic plans must be designed to not only remain coherent over long periods of time, but also to be flexible enough to allow modification and reorientation as needed. The overall strategic plan should be viewed as a program that guides the firm's activities over an extended period of time, recognizing that the conflictual and constantly changing business and social environment makes constant adjustments inevitable.

The strategy is a detailed comprehensive comprehensive plan. It should be developed from the perspective of the entire corporation rather than the individual. It is rare that the founder of a company can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans for achieving the intended goals, which should take into account the scientific and technical potential of the company and its production and sales needs. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about industries National economy, market, competition, etc. In addition, a strategic plan gives a firm a sense of identity that allows it to attract certain types of employees and help it sell products or services. Strategic plans must be developed in such a way that they not only remain coherent over time, but also maintain flexibility. The overall strategic plan should be viewed as a program that guides the firm's activities over an extended period of time, subject to constant adjustments due to the constantly changing business and social environment.

Strategic planning by itself does not guarantee success, and an organization making strategic plans may fail due to failures in organization, motivation, and control. However, formal planning can create a number of significant favorable factors for the organization of enterprise activities. Knowing what the organization wants to achieve helps clarify the most appropriate courses of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. That. planning helps create unity of common purpose within the organization.

Kinds management activities as part of planning.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. The strategic planning process is a tool that helps in making management decisions. Its task is to ensure innovation and change in the organization to a sufficient extent. There are four main types of management activities within the strategic planning process:

1. Resource distribution.

This process involves the allocation of scarce organizational resources, such as funds, scarce management talent, and technological expertise.

2. Adaptation to the external environment.

Adaptation covers all actions of a strategic nature that improve the relationship of an enterprise with its environment. Businesses need to adapt to both external opportunities and threats, identify appropriate options, and ensure that strategy is effectively adapted to environmental conditions.

3. Internal coordination.

Involves coordinating strategic activities to reflect the strengths and weaknesses of the enterprise in order to achieve effective integration of internal operations. Ensuring efficient internal operations of an enterprise is an integral part of management activities.

4. Awareness of organizational strategies.

This activity involves systematically developing the thinking of managers by creating an enterprise organization that can learn from past strategic decisions. The ability to learn from experience enables an enterprise to correctly adjust its strategic direction and improve professionalism in the field of strategic management. The role of the leader senior management is about more than simply initiating the strategic planning process, it is also about implementing, integrating and evaluating that process.

One of the most significant decisions in planning is choosing the purpose of the organization. The main overall goal of the organization is designated as the mission, and all other goals are developed to achieve it. The significance of the mission cannot be exaggerated. The developed goals serve as criteria for the entire subsequent management decision-making process. If leaders don't know the organization's core purpose, they won't have a logical point of reference for choosing the best alternative. Only the individual values ​​of the leader could serve as a basis, which would lead to scattered efforts and unclear goals. The mission details the status of the company and provides direction and guidelines for defining goals and strategies at various levels of development. Mission formation includes:

finding out which entrepreneurial activity the company is engaged in;

determination of the company's operating principles under external pressure;

identifying the company culture.

The mission of the firm also includes the task of identifying the basic needs of consumers and effectively satisfying them to create a clientele that will support the firm in the future.

Often, company managers believe that their main mission is to make a profit. Indeed, by satisfying some internal need, the company will ultimately be able to survive. But in order to earn a profit, the company needs to monitor the environment of its activities, while taking into account value-based approaches to the concept of the market. The mission is of utmost importance to the organization; the values ​​and goals of senior management must not be forgotten. The values ​​shaped by our experiences guide or orient leaders when they are faced with critical decisions. Western scientists have identified six value orientations that influence management decision-making, and have associated these orientations with specific types of target preferences.

Company-wide goals are formed and established based on the overall mission of the organization and the specific values ​​and goals that senior management focuses on.

Specific and measurable goals (this allows you to create a clear reference point for subsequent decisions and evaluation of progress).

Orientation of goals in time (here it is necessary to understand not only what the company wants to accomplish, but also when the result should be achieved).

Achieving the goal (serves to increase the efficiency of the organization); setting a goal that is difficult to achieve can lead to disastrous results.

Mutually supporting goals (actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals).

Objectives will only be a meaningful part of the strategic management process if senior management articulates them correctly, effectively institutionalizes them, communicates them, and encourages their implementation throughout the organization.

The main overall purpose of the enterprise - the clearly expressed reason for its existence - is designated as its mission. Goals are developed to achieve this mission.

The mission details the status of the enterprise and provides direction and guidance for defining goals and strategies at various organizational levels. The mission statement of the enterprise should contain the following:

1. The mission of the enterprise in terms of its main services or products, its main markets and its main technologies.

2. The external environment in relation to the company, which determines the operating principles of the enterprise.

3. Organizational culture. What type of work climate exists within the company?

Some leaders never bother choosing and articulating the mission of their organization. Often this mission seems obvious to them. If you ask a typical small business owner what their mission is, the answer will probably be, “Of course, to make a profit.” But if we think carefully about this issue, then the inadequacy of choosing profit as the overall mission becomes clear, although it is undoubtedly an essential goal.

Profit is a completely internal problem of the enterprise. Since an organization is an open system, it can ultimately survive only if it satisfies some need outside itself. To earn the profits it needs to survive, a firm must monitor the environment in which it operates. Therefore, it is in environment management seeks a common goal for the organization. The need for mission selection was recognized by prominent leaders long before the development of systems theory. Henry Ford, a leader who understood the importance of profit, defined Ford's mission as providing people with low-cost transportation.

Choosing an organization's mission as narrow as profit limits management's ability to explore acceptable alternatives when making a decision. As a result, key factors may not be considered and subsequent decisions may lead to low levels of organizational performance.

Company-wide goals are formulated and established based on the overall mission of the organization and the defined values ​​and goals that senior management focuses on. To truly contribute to the success of an organization, goals must have a number of characteristics.

1. First, goals must be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear frame of reference for subsequent decisions and evaluation of progress.

2. A specific forecast horizon is another characteristic of effective goals. Goals are usually set for long or short time periods. A long-term goal has a planning horizon of approximately five years. A short-term goal in most cases represents one of the organization's plans that should be completed within a year. Medium-term goals have a planning horizon of one to five years.

3. The goal must be achievable in order to improve the effectiveness of the organization.

4. To be effective, an organization's multiple goals must be mutually supportive—i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Objectives will only be a meaningful part of the strategic management process if senior management defines them correctly, then effectively institutionalizes them, communicates them, and encourages their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in setting goals and to the extent those goals reflect management's values ​​and the firm's realities.

General production goals are formulated and established on the basis of the overall mission of the enterprise and certain values ​​and goals that are oriented by top management. To truly contribute to the success of an enterprise, goals must have a number of characteristics:

Specific and measurable goals;

Orientation of goals in time;

Achievable goals.

Assessment and analysis of the external environment.

After establishing its mission and goals, business management begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:

Assessing changes affecting various aspects of the current strategy;

Identification of factors that pose a threat to the company's current strategy; control and analysis of competitors’ activities;

Determining factors that present greater opportunities to achieve company-wide goals by adjusting plans.

Analysis of the external environment helps to control factors external to the company, obtain important results (time to develop an early warning system in case of possible threats, time to forecast opportunities, time to draw up a contingency plan and time to develop strategies). To do this, you need to find out where the organization is, where it should be in the future and what management should do to achieve this. The threats and opportunities that a firm faces can be divided into seven areas:

1. Economic forces. Some factors in the economic environment must be continually diagnosed and assessed because the state of the economy affects the firm's goals. These are inflation rates, international balance of payments, employment levels, etc. Each of them can pose either a threat or new opportunity for the enterprise.

2. Political factors. The active participation of business firms in the policy process is an indication of the importance of public policy for the organization; Therefore, the state must monitor regulatory documents local authorities, authorities of the subjects of the state and federal government.

3. Market factors. The market environment poses a constant threat to the firm. Factors that influence the success and failure of an organization include the distribution of income of the population, the level of competition in the industry, changing demographic conditions, and ease of market penetration.

4. Technological factors. An analysis of the technological environment may, at a minimum, take into account changes in production technology, the use of computers in the design and delivery of goods and services, or advances in communications technology. The head of any company must ensure that he is not exposed to “future shock” that destroys the organization.

5. Competition factors. Any organization should examine the actions of its competitors: an analysis of future goals and an assessment of the current strategy of competitors, a review of the prerequisites regarding competitors and the industry in which the company operates, an in-depth study of the strengths and weaknesses of competitors.

6. Factors social behavior. These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and minorities in society, the consumer movement).

7. International factors. Management of firms operating internationally must continually assess and monitor changes in this broader environment.

That. Analysis of the external environment allows an organization to create an inventory of the threats and opportunities it faces in that environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potential capabilities and shortcomings of the organization.

Managers evaluate the external environment according to three parameters:

1. Assess changes that impact different aspects of the current strategy

2. Determine which factors pose a threat to the company's current strategy.

3. Determine which factors present greater opportunities to achieve company-wide goals by adjusting the plan.

Environmental analysis is the process by which strategic planners monitor factors external to the enterprise to determine opportunities and threats to the firm. Analysis of the external environment helps to obtain important results. It gives the organization time to anticipate opportunities, time to plan for possible threats, and time to develop strategies that can turn previous threats into any profitable opportunities.

2.1 Strategicenterprise planning and success

Some organizations and businesses can achieve a certain level of success without spending much time on formal planning. Moreover, strategic planning alone does not ensure success. However, formal planning can create a number of important and often significant benefits for the organization.

The current rate of change and increase in knowledge is so great that strategic planning seems to be the only way to formally forecast future problems and opportunities. It provides senior management with a means of creating a plan for the long term. Strategic planning also provides the basis for decision making. Knowing what the organization wants to achieve helps clarify the most appropriate courses of action. Formal planning helps reduce risk in decision making. By making informed and systematized planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the capabilities of the enterprise or the external situation. Planning, as it serves to formulate set goals, helps create unity of common purpose within an organization. In industry today, strategic planning is becoming the rule rather than the exception.

Implementation of the strategic plan.

Strategic planning becomes meaningful when it is implemented.

Once an underlying overall strategy has been selected, it must be implemented by integrating it with other organizational functions.

An important mechanism for linking strategy is the development of plans and guidelines: tactics, policies, procedures and rules.

Tactics represent specific short-term strategies. Policies provide general guidelines for action and decision making. Procedures prescribe the actions to be taken in a particular situation. Rules specify exactly what should be done in a particular situation.

Evaluating the strategic plan.

The development and subsequent implementation of a strategic plan seems simple process. Unfortunately, too many organizations take the “implement now” approach to planning and fail disastrously. Continuous evaluation of the strategic plan is critical to the long-term success of the plan.

Strategy evaluation is carried out by comparing performance results with goals. The evaluation process is used as a feedback mechanism to adjust the strategy. To be effective, assessment must be carried out systematically and continuously. A properly designed process must cover all levels - from top to bottom. There are five questions to consider when evaluating your strategic planning process:

1. Is the strategy internally consistent with the organization's capabilities?

2. Does the strategy include an acceptable degree of risk?

3. Does the organization have sufficient resources to implement the strategy?

4. Does the strategy take into account external threats and opportunities?

5. Is this strategy the best way use of company resources?

For an enterprise of any form of ownership and any scale of economic activity, management of economic activities, determination of strategy, as well as planning are essential. Currently, managers of Russian enterprises are forced to make business decisions in conditions of uncertainty of the consequences of such decisions, moreover, with a lack of economic, commercial knowledge and practical experience of working in new conditions.

Many economic zones in which enterprises operate are characterized by increased risk, since there is insufficient knowledge about consumer behavior, the position of competitors, making the right choice partners, there are no reliable sources for obtaining commercial and other information. In addition, Russian managers have no experience in managing companies in market conditions. There are many problems in the sales activities of Russian enterprises. Managers of enterprises producing final or intermediate products feel restrictions from the effective demand of the population and consumer enterprises. The issue of sales came under the direct control of enterprise management. As a rule, state-owned enterprises did not and do not have qualified sales personnel. Now almost all enterprises have realized the importance of a sales program. Most of them have to solve tactical issues, since many are already faced with the problem of overstocking their warehouses with their products and a sharp drop in demand for them. The strategy for selling products on the market remains unclear. Trying to change the assortment, many enterprises that produced products industrial purposes, are beginning to move into consumer goods. If products for industrial purposes are produced, then in some cases enterprises also develop divisions that consume these products. By restructuring their assortment, enterprises began to predict sales in advance and find consumers for their products.

When choosing consumers, managers take into account: direct contact, communication with the end consumer, and the customer’s solvency. The search for new consumers and the development of new markets has become very relevant for the enterprise (some managers are looking for new consumers on their own).

A new phenomenon has also been noticed - the relationship between enterprises and new commercial structures, which often sell part of the enterprise’s products, and the rest is sold through old channels. In addition, the enterprise can contact the company on all complex issues of ensuring production. One of the tactics for ensuring the sales of products in modern Russian reality, in conditions where domestic effective demand for products is limited, has become access to the international market. However, this is only possible for companies with high level production technologies that ensure the competitiveness of their goods.

Thus, management and strategic management of enterprise activities are necessary in any field of economic activity. At the same time, there are still many problems and significant shortcomings that require prompt resolution, which, in turn, will allow Russian economy achieve stabilization and progressive development.

3. Introduction of new products

A product with new properties, the production and distribution of which is added to the existing range, is usually called a new product. Simple improvements to existing products are not included here. New products can be either a fundamentally new product or a combination of new devices, mechanisms, without changing the product itself.

The goals of the innovation process can be summarized as follows:

1) finding a new technical solution to the problem - creating an invention;

2) conducting research and development (R&D);

3) establishing serial production of products;

4) parallel preparation and organization of sales;

5) introduction of a new product to the market;

6) consolidation in new markets through constant improvement of technology, increasing the competitiveness of the product.

Innovation activity is an organic part marketing activities companies. This especially applies to companies engaged in the production of high-tech products. They have particularly close interaction between the R&D service and the marketing service.

R&D departments become transformers of ideas and developments coming from consumers. They are actively involved in developing product marketing programs. There is a feedback between the study of needs and R&D, which allows the R&D process to take into account the requirements of consumers as much as possible and adjust the technical and economic indicators of a new product in accordance with them in order to optimize them.

3 .1 Stages of introducing a new product to the market

strategic planning products innovation

During the innovation process, an enterprise creates new potential opportunities, evaluates them, eliminates the least attractive ones, studies consumer perceptions of them, develops products, tests them and introduces them to the market.

This long process can be considered as consisting of well-defined stages, at each of which it is necessary to make appropriate informed decisions. Let's name the main stages of the innovation process: - generation of ideas; - selection of ideas; - development of a plan and its verification; - economic analysis; - product development; - trial marketing; - commercial implementation.

The development of a new product must be clearly planned and each stage of creating a new product must be carefully worked out.

This approach would seem to lead to an increase in the development time for innovations and to their rise in cost. Let us remember, however, that the most expensive are the final stages of the innovation process. With careful and systematic planning, less promising ideas are eliminated earlier, most of the reasons leading to failure in the market are eliminated in time, and time and money are significantly saved.

Thus, according to the results of specially completed studies, American industrial companies in 1969 had to start working on an average of 58 new product ideas in order to get one successful new product. And in 1981, these same companies needed only 7 ideas to get one successful product. This improvement (and significant cost savings) was the result of more careful development of the new product at each stage of this work.

From all of the above it does not follow, however, that each stage must chronologically follow one after the other. They often use a parallel-sequential organization of the innovation process, which allows them to reduce costs and work time by 15-20 percent compared to a sequential organization. In addition, the parallel sequential organization of work should significantly reduce the amount of modifications at the stage of manufacturing a prototype.

At the same time, as a result of combining stages in order to reduce time, so-called error costs often arise, which lead to an increase in costs compared to the initial parameter for the implementation of innovations. It is clear from this that innovation management is also intended to select and ensure the optimal combination of time and costs.

1. Idea generation stage

The development of any innovation begins with the generation of ideas - a constant and systematic search for opportunities to create new products. This stage is the defining one in the innovation process. To operate successfully in the market, an enterprise must have a management mechanism capable of using any ideas, no matter from what source they appear.

Analyzing the information flows that stimulated the emergence of innovation and highlighting those whose nature was most important for the emergence of the idea of ​​innovation, researchers put forward the hypotheses of “technological push” and “demand pull.” In accordance with these hypotheses, scientific, technical (technological) and economic (commercial) information are usually distinguished: the first contains information about existing technological possibilities for solving a particular problem, the second - about the needs of the consumer. The predominant factor is “pull by demand”. Thus, abroad, on average, in 75 percent of cases, the source of innovation is market factors. Market-oriented sources identify opportunities based on customer desires and needs identified through specific research (customer surveys, group discussions, email and complaint analysis). Then they focus on satisfying these desires Scientific research and design developments, resulting in products such as roll-on deodorants, light beer, and easy-to-open cans of carbonated drinks.

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