Technologies and concepts of modern strategic analysis. Modern trends in strategic analysis. Cost Analysis and Experience Curve
Economic and mathematical methods and models
UDC 65.012.123
HER. Abushova, S.B. Suloeva
METHODS AND MODELS OF MODERN STRATEGIC ANALYSIS
E.E. Abushova, S.B. Suloeva METHODS AND MODELS OF MODERN STRATEGIC ANALYSIS
The main definitions are considered and methods and models are proposed that can be used in the system of modern strategic analysis.
ENVIRONMENTAL ANALYSIS; MACRO ENVIRONMENT; MICROENVIRONMENT; INTERNAL ENVIRONMENT; STRATEGIC DECISIONS; PORTER'S MODEL.
In this article the basic definitions are considered and methods and models are proposed that can be used in the system of contemporary strategic analysis.
ANALYSIS OF THE ENVIRONMENT; MACRO ENVIRONMENT; MICRO ENVIRONMENT; INTERNAL ENVIRONMENT; STRATEGIC DECISION; MODEL OF PORTER.
In today's dynamically changing market conditions environment, fierce competition and unpredictability of economic actions of subjects of market relations, solving only current problems becomes ineffective for the enterprise. Issues related to the strategic development of an enterprise and the adoption of strategic management decisions are becoming increasingly relevant. For the right choice and making strategic management decisions, developing an effective enterprise strategy and leveling the negative impact of environmental factors, it is necessary to have sufficient “the right information at the right time.” In this regard, conducting strategic analysis is now becoming simply necessary.
What methods and models are preferable to carry out strategic analysis in order to comprehensively assess the factors of the external and internal environment affecting the activities of the enterprise, identify key success factors and adopt effective
management decisions on the choice of strategy - the solution to these questions will be asked in this article.
Review modern methods. Strategic environmental analysis is the initial process of strategic management, providing the basis for determining the mission, goals of the company and developing strategy. Environmental analysis involves the study of its three components: the macroenvironment, the microenvironment and the internal environment of the organization. Analysis of the macro- and microenvironment is aimed at identifying opportunities and threats in the external environment. The result of the analysis is the identification of key success factors.
Key success factors (KSF) are controllable variables common to all enterprises in the industry, the implementation of which makes it possible to improve the competitive position of the enterprise in the industry. Key success factors may include consumer properties of the product, experience and knowledge, competitive opportunities, success in the market, as well as specific areas of the enterprise’s activity that allow it
successfully confront competitors and achieve success. In the process of strategic analysis, the KFUs of a given industry are first identified, after which measures are developed to master the most important of them in order to succeed in this field of activity.
Analysis of the internal environment reveals the opportunities, the potential that a company can count on in competition in the process of achieving its goals, as well as the weaknesses of the organization. As a result, the company's core business capabilities or core competencies should be identified.
Competencies are properties that all or most enterprises in an industry possess that are necessary to participate or survive in it. Competencies include skills, technology, know-how, etc.
Core competence - key properties specific to a particular enterprise, unique or at least rare, difficult to copy, which are the main reason for competitive advantages. Unlike physical assets, core competencies are not destroyed when applied or shared, but rather developed.
Thanks to its core competencies, the company is able to produce products that customers value more highly than competitors' products. This is achieved through better knowledge, possession of information, the presence of skills superior to those of competitors, the use latest technologies, the presence of appropriate relationships between structural divisions the networks the company has created and the reputation it has earned.
Strategic analysis is expressed in the procedure for searching and selecting strategic alternatives. According to prevailing ideas, strategic analysis aims to find in each process the most stable patterns and trends that can play a role in the future, and to predict on their basis indicators of production and economic activity. The most important tasks of strategic analysis are the justification of the strategy
strategic plans, assessing their expected implementation, as well as providing information for making strategic management decisions.
As a result of analyzing the activities of the enterprise, it is necessary to find out what position it is in, as well as how achievable the strategic goals will be. Because the we're talking about about strategic goals, then the main attention is concentrated on the external conditions of activity, namely, first of all, an analysis of the attractiveness of the external environment, the behavior of competitors and consumers is carried out.
External analysis should be performed at the level of the organization as a whole. Conducting such diagnostics at the highest corporate level not only avoids duplication of work, but also ensures that strategic decisions at all levels of the organization are made based on the same vision of the outside world.
Internal strategic analysis should be carried out at the level where control over the company's resources is exercised, and where decisions about their effective use are actually made.
The main purpose of diagnosing the current situation is to identify limitations and opportunities that need to be taken into account when planning for the future. For this purpose, analysis of the past situation is of little value. Information is needed about the current situation and about likely changes during the period indicated by the planning horizon. It is also important that the assessment of the situation is carried out in the context of competitive relations.
The external environment is a set of external entities and factors that actively influence the position, prospects and effectiveness of the organization. The external environment of an enterprise is usually divided into macro- and microenvironment.
The macroenvironment includes socio-demographic, technological, economic and political factors. The nature of these factors is such that companies are unable to influence them. At the same time, there is no need to analyze every facet of the macroenvironment.
Moreover, it is impossible to do this in full. Therefore in real life the area of interest for organizations is narrowed to the “significant external macroenvironment.” The significant macroenvironment sets the boundaries of the overall environment for analytical purposes. They are based on key aspects that significantly affect a specific organization. Therefore, by the macroenvironment we will understand precisely its significant part.
The microenvironment is the environment directly surrounding the company, i.e. those areas with which the organization interacts or which it itself influences. The microenvironment contains the company's competitors, suppliers, consumers, as well as the resources necessary for the successful operation of organizations.
The internal environment of an enterprise is a set of characteristics of the organization and internal actors that influence the position and prospects of the company.
To analyze and forecast the development of the macroenvironment, we recommend using PEST (STEP) - analysis, the purpose of which is to track (monitor) changes in the macroenvironment in four key areas: P - Political (political and legal), E - Economic (economic), S - Sociocultural (social -cultural), T - Technologcalforces (technological) and identification of trends, events that are not under the control of the enterprise, but influence the results of strategic decisions made.
Caution must be exercised when analyzing the macroenvironment, since the macroenvironment is by its very nature a very complex phenomenon. The speed at which changes occur in it is constantly increasing, and the changes are turbulent and often unpredictable. Therefore, when analyzing the macroenvironment, we recommend:
Consider the limitations and imprecision of the analysis;
Conduct analysis on a regular basis;
Constantly update information sources and improve analysis techniques;
Use information in conjunction with other data.
To analyze the microenvironment, Porter's five-factor model or resource model is most often used.
It should be borne in mind that the resource model is more complex than Porter’s model, but it allows you to get a more complete picture of the analysis, understand the nature of competition within the industry and markets, assess the threat posed by competitors operating in other industries, and assess your potential opportunities in new industries and markets.
The disadvantages of Porter's model include the following:
Internal and external analysis in interaction;
Companies are assumed to be competitive and not cooperative;
More attention is paid to markets for goods and services than to those markets in which the firm acquires resources;
It is not recognized that companies, as a result of their activities, by strengthening their competencies and creating new ones, can change their own competitive environment;
It does not take into account the fact that firms operating outside the industry and market of the organization in question may pose a significant competitive threat if they have similar core competencies and distinctive features;
It does not take into account that strengthening existing and creating new competencies can allow a company to become competitive beyond its existing markets;
The five forces are assumed to affect all competitors in an industry equally. In reality, the strength of the factors varies for different firms. The model implies that if, for example, supplier capabilities are high, then this will be true for all firms in the industry. In reality, supplier capabilities may vary across companies within an industry. Large firms will be exposed to less risk from suppliers than small firms. Companies with famous trademarks will be less susceptible to interference from buyers and substitute products than firms with less well-known brands;
Products and resource markets are not adequately described. The concept of purchasing power and supplier power relates to the markets in which firms sell
their goods and receive resources. However, the conditions for both types of markets are somewhat more complex than Porter's model implies.
We recommend conducting internal analysis using the value chain according to M. Porter. The value chain is unified system main and auxiliary activities of an organization that strives to increase the consumer value of goods and at the same time reduce its own costs through better organization of all processes and internal activities in the enterprise. In addition, the value chain also focuses on processes occurring outside the company, i.e., each company is considered in the context of a general chain of activities that create value (value).
1. Analysis of production and economic activities.
2. Analysis of the enterprise’s property complex
3. The financial analysis activities of the enterprise.
Additionally, when analyzing the internal environment of an enterprise, the following methods can be used:
Situational analysis;
Desk research (working with accounting documents, statistical and other internal information);
Observations and surveys of enterprise employees using special methods (diagnostic interview);
Methods of collective work (“brainstorming”, conferences, etc.);
Expert assessments;
Mathematical methods (trend analysis, factor analysis, calculation of average indicators, calculation of special coefficients).
One of the main methods used to study the environment and recommended for strategic analysis is SWOT analysis. The information value of the results of a SWOT analysis depends primarily on the ability of the analysts to give correct ratings to the criteria being assessed and the creativity of the planning team.
To assess competitive positions, we recommend drawing up maps of strategic groups. A strategic group of competitors is a set of competing firms in a particular industry that have common features. Such features may be similar competitive strategies, identical market positions, similar products, distribution channels, service and other marketing elements.
To summarize the results of work on the analysis of strategic factors of the macro- and microenvironment, it is recommended to use a special form “External Strategic Factors Analysis Summary - EFAS”. This form allows not so much to reveal threats and opportunities, but to evaluate them from the point of view of importance for the organization to take into account each of the identified threats and opportunities in its behavior strategy.
Thus, as a result of solving the problem, those areas of the business and its external environment are identified that are critically important for achieving the goals and objectives of the organization. Next, based on the information received, the key success factors and core competencies of the enterprise are identified, since in accordance with them the strategy is subsequently selected.
All of the above allows us to get a fairly clear idea of the strengths and weaknesses about the activities of the enterprise, about the opportunities and threats of the external environment. But in addition to this, in order to obtain a complete picture of the analysis of the enterprise’s activities, as well as for further development of the strategy, it is necessary to determine not only the identified “symptoms”, but also their sources and specific causes. To do this, we recommend using the Ishikawa diagram in combination with “why analysis” and “how analysis.”
For effective use of this tool, we propose to create a working group that will include both managers involved in strategy development and strategic management accounting for mutual exchange of information during brainstorming. Working with a diagram that resembles a fish skeleton comes down to the following: the problem to be solved is written on the right, and at the ends of the branches -
specific consequences faced this organization. To the left are the main groups of causes, and even further - the causes themselves that cause the problems under study (Fig. 1). To identify the causes leading to the appearance of an effect, we use the “why analysis” technique. Its essence lies in the fact that at each stage one must ask the question “why?” to each factor until the relationship between the causes is clarified. Similar to the “why analysis,” a “how analysis” is carried out to obtain an appropriate answer to the question of achieving the planned state, which can become a specific recommendation for action. Then, among all the problems, the main ones are identified, the resolution of which can form the basis of the developed strategy.
When using the proposed tool, it is impossible to formulate what information is needed, because in each specific case there will be different problems, the reasons that caused them and, accordingly, different recommendations. However, in our opinion, the information obtained during a strategic analysis of the enterprise’s operating environment will be sufficient to use a set of these tools.
Next, we propose to modify the classic Porter model to the model of the seven forces of competition (Fig. 2), modified to describe the maximum parameters acting on the company in the long term to reflect the relationship between supply and demand.
The elements of the scheme are:
1. The fight against direct competitors (or the central ring of competition), the nature of which is determined by the intensity, specific forms of competition and the degree of interdependence of rivals.
2. Demand parameters. Demand is characterized by buyers with a set of benefits and needs. A firm achieves a competitive advantage in demand if it is able to serve the largest share of the absolute market potential.
3. Factors of production - labor resources(quantity, qualification and cost work force), physical resources(quantity, quality, availability and cost of land, forest resources, etc.), climatic resources, geographical position, monetary resources, knowledge resource (the sum of scientific, technical and market information), infrastructure (type, quality of existing infrastructure and fees for using it).
4. Technologies and means of production. Technological change is the most dynamic of the seven forces of competition, as superior technology over time replaces the currently dominant technology, and this is the basis for the assertion that life cycle goods and competitive advantage due to the emergence, growth, gradual saturation of a derived need and its decline due to a change in technology.
Consequence Consequence
Rice. 1. Ishikawa diagram
The threat of lack of consumers
Threat of adverse influence
Influence groups
Technology and means of production
The threat of new technologies
Competitors in the management area
Rivalry between direct competitors
The threat of the emergence of substitute products;
threat of lack of complementary goods
Related and supporting ZH
Rice. 2. Model of the seven forces of competition
5. Potential competitors and their strategies. This is a threat that the firm must strive to reduce and against which it must protect itself by creating barriers to entry.
6. Groups of influence (GV) - contact audiences, capable of putting pressure on the organization both in the direction of expanding its activities and changing it, and even forcing it to abandon it.
7. Related and supporting business zones (ZH) - zones in which firms can interact with each other in the process of forming a value chain, as well as zones dealing with complementary products.
8. Random events are processes that the company’s management cannot predict and manage. These are natural changes, circumstances of “force majeure”,
role human factor, unpredictable changes in supply and demand, etc.
Such a scheme is, in our opinion, the most acceptable, since it takes into account all factors operating in both the short and long term, and does not contradict generally accepted provisions on competition. In the short term, it comes down to competition in the supply side between direct competitors, since the role of supporting and related industries is reduced to the threat of influence of substitute products and brands; the role of production factors is reduced to the threat of losing suppliers or increasing prices for supplied resources; the organization's influence on demand is reduced only to pricing policy, technology and means of production, the role of the government and civil society remains constant; fight against potential competitors
tami comes down only to the establishment of barriers to entry into the agricultural sector. Thus, the competitive model is reduced to Porter's simple diagram of industry competition. If we consider competition between countries, then we reach the macroeconomic level, at which the role of the government is only influential and not decisive, since competition between countries depends, first of all, on their economic development. The role of technology and means of production can be classified as random factors, since they are created not by the country, but by entities operating within it. Aggregated macroeconomic variables are considered as characteristics of the remaining determinants (demand, factors of production, related and supporting industries, competitors and their strategies). Considering the diagram of the seven forces of competition for an enterprise, the researcher becomes aware of the main difficulty in constructing theories of competition, especially in the long term - the close relationship and interdependence of all components. The seven forces diagram is a system whose components are in numerous relationships, partly deterministic and partly stochastic.
The choice of strategy is a rather complex decision, on which the further work of the entire enterprise largely depends. Therefore, as a result of strategic analysis, we must receive information that is clear, objective, timely and allows us not only to choose a strategic alternative, but also to be able to adjust it in the future. We propose to use not only individually existing tools, models and methods, but also their combinations. So, we recommend using a set of tools, which we will call a “matrix kit”.
The algorithm for using the “matrix set” is presented in Fig. 3.
Based on the information obtained during the strategic analysis of the enterprise’s activities, we draw up a traditional BCG matrix. This requires data on market growth rates (GRTav), as well as the relative market share (RMS) of each strategic economic zone.
vovaniya (SZH). For convenience, we depict each SZH as a circle, the diameter of which will be proportional, for example, to revenue. The result is a scatter diagram that will provide a fairly complete picture of the company's position.
At the second step, we build a modified BCG matrix, which allows, on the one hand, to preserve the main advantages of the traditional model, including ease of visual perception and familiar terminology, and on the other hand, to use quantitative information in its construction, which is absolutely always available, accurate, reliable and minimal by cost, i.e. inside information enterprises.
As a characteristic of each product group (the horizontal axis of the modified matrix), the K parameter is proposed - “the share of agricultural products in the total sales volume of the enterprise” during the base period (the most typical period is 1 year).
As the second characteristic of the product group (the vertical axis of the matrix), the T parameter is proposed - “the share of agricultural products in the rate of change in the enterprise’s sales volumes” during the base period according to a linear or any other trend.
The next step is to identify trends in relative market share. This is necessary in order to assess for the SBAs under consideration in which direction they are “moving” along the BCG matrix for a more accurate choice of strategy. We propose to split this step into two parts and build two matrices that focus on different factors. Thus, the “Growth / Growth” matrix is focused on the market and demand, and the value map pays more attention to the analysis of customers and competitors. In addition, the “Growth / Growth” matrix allows us to identify the trend of changes in ODR at the current moment in time, and the value map - in the future.
The “Growth/Growth” matrix compares the growth trends observed in the market as a whole with the company’s growth dynamics, production growth specific product company or a certain agricultural sector.
INFORMATION DATABASE FOR STRATEGIC ANALYSIS
I. Traditional matria VSO
II. Modified matria VSO
SNF, - >7)
[k,™) (kG]
III.I. Matria "Growth/Growth-
1 dr - DRsch / No.)if
III,II. Value card
VI Complex matria VSV
Goals, objectives
Selecting a Strategic Alternative
SZH u*3* dug ODR
V. Reflection of cesi, tasks
TechEnini forecast
SZH SNF ODR
IV. Forecast......
Rice. 3. Algorithm for using the matrix set
To construct the matrix, information is needed on the market growth rate, the revenue growth rate (the K parameter is calculated, as when constructing the modified BCG matrix), and the size of the SZH area (which was also calculated when constructing the BCG matrices). The result is a picture, analyzing which the following conclusions can be drawn:
If the business grew at a faster rate than the market over a period of recent years, it will be a circle located at the bottom right of the diagonal line;
If the business grew at the same rate as the market, then the center of the circle will be located on the diagonal;
If the business has grown slower than the market as a whole, then the circles will be located on the left above the diagonal.
where 1dr g is the index of changes in market share,
taking into account market influence; GRTg - market growth rate per z-th SZH.
If the index value is greater than 1, SZH increases market share; if the indicator is less than 1, SZH loses market share; if the index is equal to 1, SZH maintains market share.
As already mentioned, to predict the trend of changes in ODR in the future, we have developed a method that should help determine whether it is worth increasing the market share using an aggressive strategy, or whether it is worth stopping at the achieved market share of a given product and expanding only through the manufacture of modified products. In other words, is our market share “deserved” or is our share much less?
First, a value map is constructed to determine the “fair” market share based on data on the competitive advantage of each z-th agricultural sector in terms of price (^P), data on the competitive advantage of each z-th agricultural sector
by quality). The latter may be
found based on the values of the customer satisfaction index (1ук). However, unlike a similar indicator used at the stage of strategic analysis, the index must be interpreted, firstly, for each z-th agricultural sector, and not for the enterprise as a whole, and secondly, the emphasis when choosing assessment factors should be placed on quality .
It is the criteria of price and quality that were chosen for constructing the matrix, since they are the main ones when purchasing a product. Therefore, to determine a fair market share, we must turn to the opinions of buyers so that the assessment is objective and reflects everything that influences the purchase of a given product.
A value map is built for each agricultural sector separately. All major competitors must be considered. The price (Oc) and quality (Q) indicators of all competing enterprises are assessed on a ten-point scale. Next, the SZH of all companies are plotted on the coordinate grid of the graph (Fig. 4). The diagonal line in the figure is the price-quality line.
The niche that we choose will limit the consumer’s income; on the graph this corresponds to the estimate of the price of the product. The buyer we are considering will definitely not buy cheap goods low quality or overpriced product. Therefore, all products that fall outside the niche are not considered competitors, since our consumer will not buy them anyway. In the figure, these are goods B and 0.
In addition, the niche could be limited by the line of technology, since the basis of quality is determined by manufacturing technology, and for similar products from our companies it is almost the same. Companies with very high technology sell products at high price, which does not correspond to the income of our consumers.
But in this model there is a condition that products with very high quality can be cheap, and therefore there is no limitation on quality, and all competitors strive for maximum customer satisfaction and minimum prices. They strive to get into some ideal area in the upper left corner.
Quality (OK)
Yainim tknmvgsh 1
1 2 3 4 5 6 / 10 9 in 7 6 5 4
Rice. 4. Value card
All products falling on one line running parallel to the diagonal are equally competitive.
In order to determine the “fair” market share, let’s number the x-axis in reverse order from 10 to 1:
Osh = 11 - Ots,
DRspr IK = DGg
DR£ DRReal
where Ots is the modified estimate of the product price
SZH of the 1st enterprise;
Ots; - assessment of the price of the product of the agricultural enterprise.
The position of each point (P,) is determined as the sum along the abscissa and ordinate axes:
P = Ok, + ots, = Ok, + (11 - ots,), (3)
where P is the position of the SZH of the enterprise; Ok, - assessment of the quality of the product of the agricultural enterprise.
Let us determine the “fair” market share of each agricultural sector using the formula
where DR^pr is the “fair” market share of the agricultural enterprise.
where 1dРг is an index of changes in market share, taking into account the influence of customers and competitors; DR™р - “fair” market share £th
SZH enterprises; DRreal - real share
market z-th SZH enterprises.
If the index value is greater than 1, the company will be successful, increasing its market share. Conversely, if the indicator is less than 1, then without targeted actions the market share of this agricultural sector will tend to decrease.
The next step is to forecast trends in developments. In other words, based on the identified trends and analysis of the situation, it is necessary to assess how the existing situation of the agricultural agricultural sector will change without the targeted efforts of the enterprise to address them. The forecast for changes in market growth rates (OKTau) has already been obtained during the strategic analysis
Analytical model of strategic analysis
Strategic analysis stage Forms of information presentation Tools used
Collection, recording and analysis of information about the macroenvironment Graphs, tables 8TER analysis
Collection, recording and analysis of information about the microenvironment Graphs, tables Resource model, model of the five forces of competition, improved model of the seven forces of competition, “matrix set”
Collection, recording and analysis of information about the internal environment Graphs, tables Value chain, situational analysis, desk research, etc.
Generalization and comprehensive presentation of analysis information Profile of the enterprise’s operating environment, modified profile, map of strategic groups, EBAZ form, matrices of opportunities and threats SWOT analysis, benchmarking, mapping of strategic groups
Identifying the causes of events identified in the previous stage Ishikawa diagram Drawing up an Ishikawa diagram
activities of the enterprise. The trend of changes in the agricultural market share today (1DRg) and in the future (IKRg) was also determined. Further based on the forecast
We graphically depict the “displacement” of the SZH on the BSO matrix.
Information about goals, quantitatively expressed in tasks, usually obtained at the goal-setting stage, is reflected on the BSO matrix for a visual representation of “what we want to achieve” for each SZH.
Combining all of the above in one comprehensive BSO matrix, we provide the obtained data to managers for pre-selection strategic alternatives for each agricultural sector.
Using the proposed set of strategic analysis methods will allow you to select preliminary options for strategies.
In conclusion, summarizing all of the above, we propose in tabular form an analytical model of strategic analysis, which includes a set of possible forms of information presentation and a set of tools that regulate at what stages of strategic analysis which existing or improved models are recommended to be used.
So, we have reviewed and proposed for use in the strategic analysis system various methods and models, both existing and improved and developed by us, that meet the requirements modern conditions activities of enterprises aimed at solving specific problems of strategic management, providing the ability to adapt the enterprise to changes in the conditions of the external and internal environment.
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ABUSHOVA Ekaterina Evgenievna - Associate Professor of the Department of Economics and Management in Mechanical Engineering at St. Petersburg State Polytechnic University, Candidate of Economic Sciences, Associate Professor.
195251, st. Politekhnicheskaya, 29, St. Petersburg, Russia. Email: [email protected]
ABUSHOVA Ekaterina E. - St. Petersburg State Polytechnical University.
195251. Politechnicheskaya str. 29. St. Petersburg. Russia. Email: [email protected]
SULOEVA Svetlana Borisovna - Professor of the Department of Economics and Management in Mechanical Engineering at St. Petersburg State Polytechnic University, Doctor of Economics, Professor.
195251, st. Politekhnicheskaya, 29, St. Petersburg, Russia. Email: [email protected]
SULOEVA Svetlana B. - St. Petersburg State Polytechnical University.
195251. Politechnicheskaya str. 29. St. Petersburg. Russia. Email: [email protected]
© St. Petersburg State Polytechnic University, 2014
Strategic analysis involves the study of the organization's provisions, for which changes in the organization's external environment are studied and the advantages (disadvantages) of the organization's resources that it may have under these changes are assessed. The main purpose of strategic analysis is to assess the key impacts on the current and future position of the organization.
There are 3 components of strategic analysis:
1) Goal, objectives and expectations. The purpose and main objectives form the background against which proposed strategies are formulated, as well as the criteria by which they are evaluated. The goal establishes the meaning of the organization’s existence and the nature of its activities. Key objectives define what the organization intends to accomplish in the medium and long term. long term to achieve the goal.
2) Analysis of the external situation. The second component of strategic analysis is the study of the characteristics of the external environment in which the organization operates. The external environment can create opportunities or threats for the organization: the organization exists against the backdrop of a complex external environment that includes many elements: political, technological, social and economic. The external environment is undergoing significant changes, which poses a critical strategic issue for the organization.
3) Analysis of internal resources. The third component of strategic analysis is an analysis of the internal resources available to the organization. key advantages and shortcomings of the organization. The purpose of the analysis is to develop an overall picture of the internal influences and constraints on strategic choices. Internal analysis focuses on two areas: identifying the strengths and weaknesses of organizations and identifying expectations and opportunities to influence the process. strategic planning enterprises. One of the results of strategic analysis is the formulation of the overall goals of the organization, which determines the scope of its activities. Based on the goals, tasks are put forward.
Model "Semi-S"
The Seven Cs are a framework for analyzing the effectiveness of organizations. They represent the seven elements that are key to an organization's success: strategy, structure, systems, style, agility, people and shared values. This theory helped change the approach of managers to the issue of improving organizations. She says that it is not enough to just develop new strategy and follow it. And it's not about creating new systems that generate improvements. To be effective, your organization must have a high degree of alignment (internal coherence) between all seven Cs. Each “C” must be consistent with and reinforce the other “Cs”.
All the C's are interdependent, so changing one of them affects all the others. It is impossible to make progress in one area without progress in all other areas. Therefore, to improve the organization, you need to pay attention to all seven elements simultaneously.
Strategy- the path of further development chosen by the organization; a plan designed to achieve sustainable competitive advantage.
Structure- the framework within which the activities of members of the organization are coordinated. The four basic forms of structure are: functional, branch, matrix and network.
Systems- formal and informal procedures, including those governing the day-to-day operations of compensation systems, information management and capital allocation.
Style- leadership approach of top management to business and the overall production approach of the organization; also the manner in which employees of the organization present themselves: to suppliers and customers.
Skill- what the company does best, the distinctive abilities and capabilities of the organization.
Employees- human resources of the organization; relates to the development, training, socialization, integration, motivation of personnel and management of their career advancement.
Shared Values- originally called subordinate goals - the guiding concept and principle of the values and aspirations of the organization. Often unwritten, fundamental ideas that go beyond the stated goals of the corporation around which the business is built, factors that influence the group's work toward a common goal.
The essence of SWOT analysis
SWOT - this abbreviation is made up of the first letters of English words. SWOT analysis means identifying the strengths and weaknesses of an organization, external threats and opportunities that can hinder or help the organization in its activities. The technique of SWOT analysis is to compare a company's internal strengths and weaknesses with its external opportunities and threats and is a very useful and easy-to-use tool for quickly reviewing a company's strategic position. It is based on the proposition that strategy must ensure a strict correspondence between the internal capabilities of the company and the situation outside it.
When conducting a SWOT analysis, the following are considered:
1 - strengths are something that a company does particularly well and is considered to be its important characteristic in competition;
2 - weaknesses - what the company lacks or what it does poorly in comparison with others, that is, internal conditions that put it at a disadvantage.
3 - opportunities - favorable factors and changes in the external environment that can give a particular company any competitive advantages or open paths of growth and development that are important to her.
4 - threats - factors in the external environment of a particular company that pose a threat to its well-being and prosperity, for example: the emergence of cheaper technology, the introduction of new and cheaper products by competitors to the market.
Portfolio Analysis: Boston Advisory Group Matrix
The strategic analysis of a company is called portfolio analysis. An enterprise portfolio, or corporate portfolio, is a collection of relatively independent business units (SEB) belonging to one owner. Portfolio analysis is a tool with the help of which enterprise management identifies and evaluates its economic activity in order to invest funds in the most profitable or promising areas and reduce investments in ineffective projects.
At the same time, the relative attractiveness of markets and the competitiveness of the enterprise in each of these markets is assessed. It is assumed that the company's portfolio should be balanced, i.e. the correct combination of products that need capital for further development with business units that have some excess capital must be ensured. The purpose of portfolio analysis is the coordination of business strategies and the distribution of finances between the business divisions of the company.
The normal analysis process includes 4 stages and is carried out according to the following scheme:
Stage 1. All activities of the enterprise are divided into SEB.
Stage 2. The relative competitiveness of individual business units and the prospects for the development of the corresponding markets are determined.
Stage 3. A strategy is developed for each business unit and economic divisions, and those with similar strategies are combined into homogeneous groups.
Stage 4. Management evaluates the strategies of all divisions in terms of their alignment with corporate strategy, weighing the profits and resources required by each division using portfolio analysis matrices.
The Boston Matrix is based on a product life cycle model, according to which a product goes through 4 stages in its development:
1) Entering the market (the product is a “question mark”);
2) Growth (product - “star”);
3) Maturity (product - “milk cow”);
4) Recession (product - “dog”). To assess competitiveness individual species business, use 2 criteria: industry market growth rate and relative market share.
"Star" are market leaders. They generate significant profits due to their competitiveness, but also require financing to maintain a high market share. “Question Mark” - products in this group may be very promising as the market expands, but require significant funds to maintain growth. In relation to this group of products, it is necessary to decide: to increase the market share of these products or to stop financing them. “Cash cows” are products that can bring in more profit than is necessary to maintain their growth.
They are the main source of funds for investment in new product. "Dogs" are products that are at a cost disadvantage and have no room for growth. Preserving such goods involves significant financial expenses with little chance of improvement. They do not need investments; if they bring profit, it is advisable to keep them as part of the company. Possible sale. Ideally, a balanced portfolio of an enterprise should include 2-3 products - “cows”, 1-2 - “stars”, several “question marks”, and a small number of “dog” products as a foundation for the future.
Portfolio analysis based on the McKinsey matrix
The characteristics of the matrix are carried out in a coordinate scheme, one of the axes of which is the attractiveness of the industry in which the SEB operates, and the other axis is the competitive position of the SEB in the industry. Attractiveness of the industry: profitability, industry growth, size, technological stability. Competitive position in the industry: production costs, productivity, market share. The horizontal line shows the competitive position, and the vertical line shows the attractiveness of the industry. Each of the axes is divided into 3 equal parts, characterizing the degree of attractiveness of the industry (high, average, low) and the state of the competitive position (good, average, bad). Inside the matrix, there are 9 squares, which indicate what place the company's strategy should occupy in the future.
In relation to those SEB (products) that fall into the “success” square, the company must apply a development strategy. These businesses have a good competitive position in attractive industries, so they clearly belong to the future. SEB (products) that appear in the “question mark” square may have a good future, but for this the company must make great efforts to improve their competitive position. SEBs that find themselves in the square " profitable business"is a source of money. They are very important for maintaining the normal life of the company. But they can die, because... the attractiveness for firms of the industry in which they are located is low. Getting into the square medium business» do not make it possible to unambiguously judge the future fate of SEB. In relation to it, a decision can be made only based on the results of an analysis of the state of the entire business portfolio (products).
Regarding SEBs that fall into the “defeat” square, we can conclude that it is in a very undesirable position and requires fairly quick and effective intervention in order to prevent possible serious negative consequences for the company. The feasibility of this strategy is to invest in SEB in order to maintain its position and follow market developments. The “business screen” reflects the research results for all strategic units of the enterprise and, on the basis of this, forms the market strategy of the enterprise as a whole.
Conclusions for the strategy based on the McKinsey matrix:
1 - resources should be taken from the losers and given to the winners, the position of the winners will be strengthened.
2 - the organization tries to turn “question marks” into winners.
3 - resources are invested in winners and question marks. Based on these findings, the organization chooses a development strategy.
New economy
Economic and technological changes of the 1990s and 2000s. were colossal. They have led some economists to call these changes the "third industrial revolution." Of course, the “third industrial revolution” is a fallacy. The revolution can be attributed to the 1980s, in addition, it cannot be called “industrial”. Rather, it is a “post-industrial” revolution. It marked the transition to an information economy, to a knowledge economy, to a new economy.
An important driving force of the “new economy” was digital technologies and new means of communication, the Internet, wireless telephony and, finally, new wireless telephony that does not require cellular networks. However, the triumph of the new economy has more than once given way to collapse. New economy, like previous ones economic systems, is subject to crises caused by the periodic onset of pessimistic moods and a decline in business activity.
In the new economy, the source of value is primarily information, e.g. software, not material values. P. Romer points out that the main feature of the new value - a movie, a book, computer program or business system - is that the initial cost of its creation is very high, but subsequent copies cost many times less.
Economies through reproduction combined with complementary relationships between various types knowledge contributes to unprecedented growth in productivity levels. Digital technologies reduce the cost of value reproduction to almost zero and facilitate instant global distribution.
Dramatic changes are coming in the transformation of administrative processes and methods of decision-making in companies, as companies will have to switch to high-speed electronic communication processes and real-time decision making.
Competition and increased environmental variability
New information Technology, rather than being the source of extraordinary wealth that many expected, increased competition and reduced profitability across all industries. E-commerce lowered barriers to entry and expanded the geographic coverage of markets and increased price transparency. Digital technologies combined with network effects have created winner-take-all markets in which price competition has intensified.
Intensified competition is far from the only source of increased variability in the business environment. Acceleration technological changes became main reason unpredictability. Climb Nokia and decline Motorola in the industry mobile phones provides clear evidence of the ruthlessness of the forces of creative destruction that J. Schumpeter wrote about. Economic uncertainty and volatility manifest themselves in price volatility across multiple markets.
Influence of social groups
Events of the 2000s contributed to the validation of these ideas and discredited the doctrine of maximizing the value of the firm that dominated the 1990s. It is noteworthy that some of the most praised in the 1990s. Firms that were paragons of shareholder value maximization turned out to be indicative victims of the new decade.
As a result, demands to increase social responsibility companies. The harshest criticism was directed against the system of payments to top management, which began to be considered generous to the point of indecentness. There has been a growing public expectation that firms should expand their commitment to the interests of employees, local communities, the natural environment and Third World economic development. S. Hart and K. Prahalad argue that such initiatives can open the door to innovation, growth and ultimately shareholder value, rather than becoming an additional source of expense.
Expectations about the social role of companies have implications for the relationships between employees and the firms for which they work. In the past, employment was seen primarily as a source of economic security and material reward. But people are increasingly looking for meaning, identity and companionship in addition to financial gain. This “paradigm shift” has important implications not only for management by human resourses, but also for strategy, the role of management and corporate identity.
Strategic analysis can be carried out both in relation to the organization itself and in relation to other enterprises. Their actions can be analyzed for benefit and harm, their capabilities can be assessed for completeness and emptiness, their plans can be studied from the point of view of strategy and tactics.
Based on this vision, we can more adequately build our strategy. Thus, strategic analysis is not only the decomposition of a phenomenon into individual components, but also their understanding and comprehension from a certain perspective.
Let us consider and analyze the main approaches and directions of strategic analysis in the context of changes and transformations of economic processes.
One of the popular methods of strategic analysis is the Boston Consulting Group method, the growth-market share matrix, developed to assist managers of diversified multi-product, multi-market and multinational businesses in diagnosing corporate strategy by providing an analytical basis for calculating the optimal product or business portfolio. A lot others management tools cannot combine the depth and breadth of information in the same way as the “growth-share in market turnover” matrix does in one condensed document. This simplicity allows the Portfolio Matrix to be used quickly and easily to identify areas for further in-depth analysis.
Rice. 1.1
Despite the fact that the matrix “growth - share in market turnover” is a conceptual tool that allows you to easily and quickly identify areas for further comparative analysis its main disadvantage is that the relative market share does not allow one to correctly assess the competitive position of the enterprise (that is, there is no clear and defined relationship between market share and the level of income of the enterprise or industry as a whole).
The second method of strategic analysis is the General Electric business screen matrix (Fig. 1.4) - a descriptive method using an evaluative and normative strategy.
It consists of a matrix that combines an internal analysis of an organization's strengths with an analysis of the industry's external environment to describe the competitive situation of various strategic organizational units and to guide the allocation of resources among strategic organizational units.
The business screen model offers greater flexibility than the growth-market share matrix. This is for two reasons: firstly, different variables can be included in the definitions of business stability and industry attractiveness, allowing for more detailed analysis, and secondly, different weights can be attributed to the selected variables, making the business screen more useful in each unique situation of each strategic organizational unit. The disadvantages of this method are the exhaustion of the considered variables chosen to determine the stability of the business and the attractiveness of the industry. Moreover, the choice of significance of each variable is subject to bias and error. Using return on invested capital as the only benchmark does not fully reflect the performance of an enterprise competing in the market with other economic entities.
The method of industry analysis (the “five forces” model), which offers a structured analysis and overview of any industry sector, has become widespread (Fig. 1.2)
Rice. 1.2
The purpose of this method is to identify the development potential of the industry. Competitive forces analysis is used to identify the major sources of competitive forces and the corresponding strength of those forces. The use of the Five Forces model will greatly improve the analysis of the environmental component in strategy formulation and its implementation. practical application. The main weakness of the Five Forces model is its assumption that the economic structure of industries drives competition. Moreover, this framework is designed to analyze the strategies of only individual organizational units, since it does not take into account the synergies and interdependencies of the overall portfolio corporate level.
The most popular method of strategic analysis is SWOT analysis or TOWS analysis - an acronym consisting of the words: "strengths", "weaknesses", "opportunities" and "threats". SWOT analysis is an analogue of a more detailed situational analysis, used to assess the possible comparison of an organizational strategy, its internal capabilities (namely, strengths and weaknesses) and external conditions (that is, its opportunities and threats).
One of the most important advantages of SWOT analysis is its wide applicability. It can be used to analyze a variety of staffing positions, including individual managers or decision makers, work groups, projects, products/services, functional areas of the organization (for example, accounting, marketing, production and sales), production units, corporations, conglomerates and commodity markets. SWOT analysis does not require special financial or computer resources, it can be carried out quickly and with high efficiency without the need to collect a lot of data. The SWOT model is clearly a descriptive model and does not provide the analyst with clear and articulated strategic recommendations. A SWOT analysis will not give the decision maker specific answers. Instead, a method is a way of organizing information and determining the probabilities of potential events—both positive and negative—as a basis for developing business strategy and operating plans. Usually, as a result of the analysis, only overly generalized, clearly manifested recommendations are offered: to protect the company from threats, to align the company’s strengths with its capabilities, or to protect the company from weaknesses using methods and means of protecting property, stimulating the creative activity of company personnel, development innovation activity.
Thus, we believe that in the theory and practice of strategic planning there is no clear classification of methods of strategic analysis and there is no most optimal one. Moreover, the attribution of a particular method to strategic analysis or strategic choice is most often very conditional, since the methods (models) themselves are quite universal. In strategic analysis, as noted above, the main attention is focused on qualitative, substantive aspects.
