Course work methods of social planning. Social planning Social orientation and planning effectiveness

Introduction

Relevance of the dissertation research topic. Increasing and maintaining the required rates of economic growth, the efficiency of use of enterprise resources, and industry components of the service sector in the context of significant changes in the state of the external and internal environments largely depends on the strategic planning of the socio-economic development of business entities and service sectors, the functional purpose of which is to plan justifying the achievement of the maximum possible economic and social results of the service provision process, occupying a priority place in the corresponding segment of the services market.

The desire of enterprises and service industries to achieve average market economic results in the long term can be satisfied through the implementation of comprehensive measures as part of the procedural and technological elements of the strategic planning system to neutralize, level out and reduce the level of influence of negative factors of the macroenvironment, adherence to the principles of planned and proportional development, balance current functioning and long-term development of multi-level socio-economic systems of the service sector, regulatory compliance of economic results and resource provision.

Therefore, the creation of an effectively functioning strategic planning system for the long-term socio-economic development of business entities in the service sector based on the balanced interaction of its procedural, technological and resource elements, determination of the general level of operational efficiency and corporate (basic) strategy of the strategic planning system, implementation of methodological provisions for the formation of its elemental composition , activated

ation of their interaction through a mechanism for achieving planned targets for economic performance in the long term, observing the principles of adequacy and significance of the functional purpose and target orientation of the system, balancing the use of resources, objectifying the planning process and ensuring a high degree of probability of achieving the necessary economic results is one of the conditions for the scientific validity of achievements by enterprises , industry components of the service sector of the necessary market positions corresponding to their competitive advantages and the general level of use of resource potential.

The relevance of solving scientific problems of forming an effectively functioning system of strategic planning for the socio-economic development of enterprises, industry components of the service sector, its target orientation towards achieving the maximum possible economic and social results, compliance with the targeted measures taken in sections of the strategic plan increases in the context of economic and financial crises, growth competition in service market segments, innovative, marketing, information changes in the service sector.

Scientific problems of increasing the rate of economic growth of enterprises and service industries, the competitiveness of services in the context of significant changes in the state of the external and internal environments, rationalization of the redistribution of financial resources into priority strategies, interaction of the functions of forecasting, planning and programming, which act as tools for objectifying the well-founded choice of directions for systematic and consistent social -economic development, bringing into balance, normative, program-target and optimal compliance of the resources used and economic results of long-term development, ensuring high information, di-

The dynamics of increasing the efficiency of resource consumption in the process of implementing the strategic plan, its target orientation and functional purpose are also awaiting their solution.

At the same time, the relevance of the dissertation research topic arises from the solution of such scientific problems as: the use of extrapolation and strategic direction of development within the framework of integral planning to achieve the greatest economic, financial and social results; establishing confidence intervals for the gradual achievement of economic, financial and social results in the long term, the creation and implementation of a strategic plan, which includes complex economic, financial, innovative and social measures in its procedural and technological sections; rationalization of the relationship between the results of the implementation of a targeted comprehensive program and the strategy for the socio-economic development of an economic entity and service sector; ensuring the focus of the measures taken as part of the sections of the strategic plan to improve the results of the interaction of the elements of the mechanism for activating the strategic planning system.

The relevance of the research topic, the practical need of the national economy, service industries, business entities in creating an effectively functioning strategic planning system for the socio-economic long-term development of enterprises, service industries, rationalization of the interaction of elements of the mechanism for activating strategic planning determined the goal, objectives, subject and object of the dissertation research .

The degree of knowledge of the problem. Scientific problems of strategic planning of socio-economic development of enterprises and sectors of the national economy have become the subject of fundamental research by such foreign scientists as Ansoff I.Kh., Bazell R., Beisenbaev A.A., Brown R.,

Bowman K., Grattan D., Dale M., Campbell D., Thompson A.A., Strickland A.J., Houston B., Hammer M., Walsh K., Hackstrom Robert J. Among modern Russian economists on the problems of strategic planning long-term development of industries and economic entities paid much attention to Anypin V.N., Blank I.A., Geidt A.A., Gorbunov A.A., Dyakonov Yu.M., Evmenov A.D., Zabelin P.V., Zverev D.S. , Kosmin N.P., Fedorov N.V., Kurakov B.JL, Petrov A.N., Rokhchin V.E., Lozhnikova A.B., Golubev A.A., Kovalev V.V., Chernov V.A., Shopenko D. .IN.

The main goal of the dissertation work is to develop theoretical, methodological and methodological foundations for the creation and effective functioning of a system of strategic planning for the development of service sector enterprises in the long-term period.

In accordance with the purpose of the dissertation, the following tasks are formulated and set for solution:

Determine and justify the functional orientation and role of planning in the management system of enterprises and industry components of the service sector;

Reveal and explore the features of strategic planning of socio-economic development of business entities in the service sector;

To formulate theoretical principles of interaction and integral unity of current, long-term and strategic planning of economic results and the effectiveness of development of enterprises and service sectors;

Develop conceptual provisions for the implementation of targeted comprehensive programs and strategic planning and calculation justification for achieving the necessary economic and other results of the development of structural components of the service sector;

To form conceptual approaches to systemic strategic orientation towards economic growth of structural components and economic entities of the service sector;

Carry out a strategic analysis of the functioning of industry components of the service sector and propose comprehensive measures to counter the influence of negative factors in the macro- and microenvironment;

Create a methodological basis for rationalizing the interaction of elements of the mechanism for strategic planning for the development of enterprises and service sectors;

Develop methodological provisions for creating an effectively functioning system of strategic planning for the socio-economic development of business entities in the service sector;

Determine methodological approaches to the formation of sections of the strategic plan for the long-term development of an enterprise, a service sector industry, adequate to the influence of the main factors of the external and internal environments;

To propose and justify promising directions for increasing the economic result and efficiency of using the resources of enterprises and service sectors;

Draw up an optimal plan and determine medium-term forecast estimates of economic results as tools for justifying the adequacy and significance of the strategic plan for the development of a service sector enterprise.

The subject of the study is the system of strategic planning for the long-term socio-economic development of enterprises carrying out economic activities in the service sectors.

The object of the study is enterprises related to the service sector.

The methodological basis of the dissertation work was the latest works of Russian and foreign economists in the field of planning, programming and forecasting the socio-economic development of economic entities in the social and industrial spheres, federal and regional programs for the development of industry components of the service sector, instructions, regulations and information materials on the activities of enterprises the service sector, on reforming the structural components of the service sector, as well as official materials from statistical authorities, on the dynamics of changes in social and economic indicators of the retrospective activities of business entities and service sectors.

The scientific novelty of the results of the dissertation research carried out by the author lies in the fact that:

A definition of the essence of the functional purpose and the role of planning the current functioning of the long-term development of the enterprise, the service sector industry has been developed, expressing their desire to achieve economic and social results through the implementation of measures to neutralize and eliminate the negative impact of macro-, microenvironments, compliance with the principles of planned and proportional development, balance sheet and normative compliance of economic results and resource provision;

The features of strategic planning of socio-economic development of enterprises and service sectors, which require maintaining and increasing the rate of economic growth of business entities, the competitiveness of services provided, rationalization of redistribution, have been identified and studied.

allocation of financial resources as part of those strategies that most contribute to maintaining economic growth rates and increasing the efficiency of resource consumption;

Theoretical provisions have been formed to ensure the interaction of current, long-term and strategic planning of socio-economic development of business entities in the service sector within the framework of integral planning, focused on achieving the maximum possible economic, financial and social results on an extrapolation and strategic basis for the development of enterprises and service sectors;

Based on the results of a comparative analysis of the conceptual provisions of strategic planning for the socio-economic development of enterprises and service industries, the need to specify the methodological provisions of the procedural and technological formation of the strategic plan, the content of its sections, the criterion-target orientation of the influence of the general strategy on the phased achievement of planned economic goals has been established and justified. results, efficiency of resource use;

Conceptual provisions have been developed for the implementation of targeted comprehensive programs and increasing the level of planning and calculation justification for achieving the necessary results of the long-term development of enterprises and service sectors based on the rationalization of the interaction of the functions of forecasting, planning and programming of systematic and consistent socio-economic development, strategic and program-target orientation of multi-level bodies planning

the development of business entities in the service sector to ensure a balance of resource potential and economic results, optimal relationships between the results of the target comprehensive program and the development strategy of the enterprise and service sector industry;

Conceptual approaches to systemic strategic orientation towards the economic growth of enterprises and service industries in conditions of unstable functioning of the external environment have been formed on the basis of bringing into balance, normative, program-target and optimal compliance of the resources used and the economic results of long-term development, allowing to determine on an expert-additive basis a general identifier of the strategic orientation of the socio-economic system of the service sector, its dependence on the growth of cost volumes of service provision;

Based on the results of a strategic analysis of the functioning of business entities in the service sector, comprehensive measures were proposed to: counter the influence of negative factors in the macro- and microenvironment; establishing quantitative and qualitative changes in economic results, the efficiency of the process of providing services, directions and the nature of the influence of the main factors of the macroenvironment, providing the opportunity for the subject of strategic planning to bring changes in economic results into a balanced state with the existing resource potential;

Methodological provisions have been created for rationalizing the interaction of elements of the mechanism for strategic planning for the development of multi-level socio-economic systems in the service sector on the basis of procedural and technological support for the formation

rooving and activating the elemental interaction of the strategic planning system, taking into account the most likely changes in the state of macro- and microenvironments in the long term, allowing to combine the procedural and technological elements of activating the strategic planning system with a strategic target orientation towards achieving the maximum possible economic results;

Methodological provisions have been developed for creating a strategic planning system for the socio-economic development of service sector enterprises based on determining the general level of operating efficiency and corporate strategy of the strategic planning system, implementing methodological approaches to the procedural and technological sequence of forming and enhancing the interaction of the elemental composition of the system, observing the principles of adequacy and significance of the functional purpose, target orientation of interacting elements, balanced use of resources, implementation of the strategic orientation of the enterprise based on taking into account the corresponding stage of its life cycle it has achieved;

Sections of the strategic plan of an enterprise, a service sector industry, have been formed and justified, corresponding in content to the technological procedures for implementing strategic planning, on a balanced basis with the available resources, implementing the established stages of achieving strategic guidelines for economic performance, meeting the requirements of high information content of the provision, dynamics of growth in the efficiency of resource consumption in the process of implementing the plan ;

The main directions for increasing the economic results of an enterprise and a service sector industry in the long term are identified and justified based on the use of functional-cost analysis, the cluster planning method, expanding the influence of the organizational level of strategic planning on the economic results of a diversified business entity in the service sector, creating strategic unions (alliances) and integrated service enterprises;

Using economic and mathematical methods, an optimal plan was constructed and medium-term forecast estimates of the economic results of the development of a service sector enterprise were determined, which made it possible to establish the maximum cost volume of service provision, the greatest profitability of the chosen priority for the provision of various types of services, the use of technological complexes, and to justify the strategic development of the enterprise on the basis of extrapolation changes in its activities .

The practical and scientific significance of the results of the dissertation research lies in the fact that the solutions to theoretical and methodological problems proposed in it have a practical focus on improving the economic and social results of current activities and the long-term development of enterprises and service industries, the effectiveness of the functioning of the strategic planning system for socio-economic development service sector enterprises.

The results obtained from the analysis of the strategic analysis of the functioning of service industries, their economic and social performance, and the rationalization of the interaction of elements of the strategic planning system in the long-term period of time are of practical importance.

The structure of the dissertation is formed in such a way as to reflect, in the most accessible form and to the optimal extent, current and little-studied problems on the topic of the dissertation work based on compliance with the logical sequence of presentation of the material, establishing a cause-and-effect relationship, and the interaction of factors and elements of the problems and objects under study. The dissertation consists of an introduction, four chapters, a conclusion and a bibliography.

The introduction substantiates the relevance of the research topic, defines its purpose and main objectives, and substantiates its scientific novelty and practical significance.

The first chapter, “Theoretical provisions for the systemic interaction of types of planning for socio-economic development of the structural components of the service sector,” reveals essential ideas about the functional orientation and role of planning in the management system of industries, service enterprises, features of strategic planning of socio-economic development, interaction and integral unity of the current , long-term and strategic planning of economic results and efficiency of development of industries and service enterprises.

The second chapter, “Formation of conceptual approaches to the creation of a strategic planning system for the socio-economic development of service sector enterprises,” included a comparative analysis of the conceptual provisions of strategic planning, the implementation of targeted comprehensive programs and strategic planning and calculation justification for achieving the necessary results for the development of structural components of the service sector, the conceptual provisions of the systemic strategic orientation towards economic growth of business entities in the service sector.

In the third chapter, “Analysis and methodological provisions for creating a system of strategic planning for service sector enterprises,”

strategic analysis of the functioning of industry components of the service sector, the interaction of elements of the strategic planning mechanism has been rationalized, and methodological provisions have been formed for the system of strategic planning for the socio-economic development of business entities in the service sector.

The fourth chapter, “Strategic optimal plan for the development and increasing the efficiency of using resources of service sector enterprises,” is devoted to the formation of a strategic plan and identifying directions for increasing economic results, the efficiency of using resources of enterprises, service industries in the long-term period of time, promising directions and strategic orientation to improve economic results and efficient use of resources of enterprises, service industries, development of an optimal plan and establishment of forecast estimates of economic results - tools for justifying the adequacy and significance of the strategic plan for the development of service industry enterprises.

In conclusion, the main conclusions and recommendations based on the results of the dissertation research are formulated.

Conclusion

Development of theoretical provisions of functional orientation and establishment of the role of planning in the management system of service sector enterprises, identification and analysis of the features of strategic planning of socio-economic development of industries and enterprises, formation of theoretical provisions of interaction and integral unity of current, long-term and strategic planning of economic results and efficiency of enterprise development, the results of a comparative analysis of the conceptual provisions of strategic planning of the socio-economic development of the structural components of the service sector, the formation of methodological provisions for the implementation of complex programs and strategic planning and calculation justification for achieving the necessary results for the development of sectoral components of the service sector, the development of conceptual approaches to the systemic strategic orientation towards economic growth of the structural components and business entities in the service sector, the results of the analysis of the functioning of service industries, rationalization of the interaction of elements of the mechanism for strategic planning of enterprise development, the formation of methodological provisions for creating a system of strategic planning for the socio-economic development of business entities in the service sector, the development of methodological provisions for creating a strategic plan and determining directions for increasing economic results and efficient use of resources of service sector enterprises in the long term, identification of promising directions and strategic orientation to increase economic results and efficiency of use of resources of enterprises, service sectors, development of methodological provisions for optimal planning and determination of forecast estimates of economic results as tools for justifying the adequacy and significance of the strategic plan socio-economic development of service enterprises allowed the author to draw the following conclusions:

The functional orientation of planning the long-term development of a specific socio-economic system in its content should include not only the desire to achieve economic and social results established on a predictive basis through the implementation of a set of resource-supported measures of an economic, financial, innovative, marketing, structural and organizational nature, but also neutralize , neutralize the significant influence of negative factors of the external and internal environments, achieve the intended goal based on the principles of plannedness and proportional development to the extent that they are observed, which is possible within the framework of the interaction of the planning function with other elements in the management system for the socio-economic development of the enterprise, industry and in general National economy;

Compliance with the functional orientation of long-term planning of business entities in the service sector in conditions of significant negative influence of factors of an unstable external environment is possible on the basis of not only established volumes of consumption of all types of resources necessary to ensure the process of providing services and manufacturing products, but also determining and observing minimum sizes (standards) consumption of resources pertaining to the provision of one individual or complex service, a unit of manufactured product, which is an important factor influencing the increase in the efficiency of use of all types of resources;

The functional orientation of planning in the management system of enterprises in the service sector to maintain balance, orderliness and proportionality of development in the long-term period of time can be sufficiently ensured on the basis of such use of labor, material, technical and other resources, in which in dynamics over a number of time periods ( years) an increase in the ratio of economic results to costs is achieved;

An increase in the general level of efficiency in the use of all types of available resources in the long-term period of time does not yet serve as evidence of a rational relationship between results and costs, since the optimality of these ratios is very conditional based on compliance with established norms and standards for the consumption of all types of available resources, their compliance with organizational, economic, innovative , the technical capabilities of economic entities in the service sector to save labor and material and technical resources with the planned increase in the growth rate of the cost volumes of services and manufactured products;

The objectivity of the functional orientation of planning to achieve the set goal, economic results and levels of efficiency in the use of resource potentials depends on a complex of various factors that directly or indirectly affect the accuracy of planned assessments of the economic and social development of business entities in the service sector;

The role of the planning function in the management system of a service sector enterprise is to ensure balance, proportionality and orderliness of socio-economic development through the implementation of a set of innovative, technical, economic, social, marketing, financial and other measures aimed at achieving those rates of economic growth and efficient use of resources that maintain or expand the occupied or priority place in a certain market segment by an economic entity, increase its level of competitiveness, its products, and services provided;

Functional orientation and the role of planning the current, long-term development of an enterprise, service industry, in its substantive form, expressing the desire of an economic entity, industry component to achieve economic and social results of the functioning and long-term development of enterprises, service industries, balance sheet and regulatory compliance determined on a predictive basis results and resource provision, provides an opportunity for multi-level management bodies of the service sector to increase the degree of objectivity and significance of planning and calculation justifications, the rate of economic growth, the efficiency of resource use, the level of interaction between current, long-term and strategic planning in the context of significant changes in the state of the external and internal environments;

Features of strategic planning for the socio-economic development of the national economy, the service sector and its structural components must be highlighted on the basis of its functional orientation - to neutralize, level out and localize emerging external and internal negative trends that affect sustainable rates of economic growth, increasing the level of competitiveness of structural components and economic entities subjects of the social sphere, the share of the occupied segment in the market of services and goods of the social sphere;

Strategic planning in its functional purpose for the subject of management of the socio-economic system can be defined as a planned justification for the adoption and implementation of a set of measures in order to achieve the necessary (desired) or established economic, financial and social results, the overall efficiency of resource use in the long term in conditions of the most likely or possible significant changes in an uncertain external environment and the emergence of negative trends in the internal environment;

Strategic planning for the development of the socio-economic system, both in the social and production spheres of the national economy, cannot be based on achieving the set or necessary results, resource consumption costs on forecast estimates, characterized by the transfer of retrospective and current trends in the functioning of the planning object into the medium- and long-term ( perspective) period of time;

As part of the strategic planning for the development of the service sector, its structural components, and economic entities, various measures taken are aimed not only at reducing or completely neutralizing the level of influence of environmental factors, allowing maintaining or even increasing the rate of economic growth of structural components, organizational and legal structures of the social sphere and the national economy as a whole, but also in interaction with current and long-term planning to promote socio-economic growth, increasing the degree of competitiveness of the services provided and products produced in the context of existing trends and their significant disruption;

The specificity of the development and implementation of certain strategies by the structural components of the service sector lies not only in the anticipation of the occurrence of negative changes in the external environment, which have a periodic nature over time, but also in preparation for implementation - functional strategies that take into account possible and significant changes in the external environment , the nature of the impacts of which on the results and efficiency of use of resources of the socio-economic system is unknown to planning authorities due to the lack of information about this factor of influence of the external environment;

A general functional feature of strategic planning for the development of business entities, structural components of the service sector, in contrast to long-term planning, is the need to draw up a plan designed for the long term, in which the target orientation towards achieving the necessary (established) economic, financial and social results is not formed on the basis of existing trends in the development of the socio-economic system, their transfer to a future period of time, and taking into account the possible negative influences of environmental factors in an uncertain time;

The state of the national economy with a significant increase in the size of collectively-shared (private and public) investment funds with the aim of intensive renewal and modernization of fixed assets, increasing their technical level and competitiveness of sectoral components of the production and social spheres, rationalizing the interaction of the financial and credit system with economic entities in the mutually beneficial conditions, solving a number of other problems of reforming the transport and housing and communal services complexes, increasing the level of income of citizens creates favorable conditions for the implementation of the principles of systematic, proportional and balanced development of the structural components of the social and production spheres, achieving the maximum possible economic, financial and social results, production efficiency products, provision of services in the long term based on strategic planning; features of strategic planning of socio-economic development of industries and enterprises in the service sector, consisting of: inherent only in its functional purpose to neutralize, neutralize and localize the effects of negative factors of the external and internal environments; target orientation towards achieving the necessary economic performance, efficiency of resource consumption in the long term through the implementation of a set of measures as part of strategies based on taking into account current or expected changes in the macroenvironment; the possibility of accumulation, classification and use of private strategies in conditions of changes in the state of macro- and microenvironments in an indefinite time, the phasing of technological procedures and compliance with the rules of strategic planning, provide the opportunity for the subject of the current functioning and long-term development of multi-level socio-economic systems of the service sector: to maintain and increase the pace economic growth of enterprises and industries, competitiveness of services provided in the context of existing development trends and their significant changes; rationalize the redistribution of financial resources to implement those strategies that most contribute to maintaining economic growth rates and increasing the efficiency of resource consumption;

Each of the types of planning and calculation justifications for current functioning, long-term (medium-, long-term) and strategic socio-economic development used in the activities of multi-level government bodies (federal, regional, municipal, economic entities) is individual, having such classification characteristics as functional purpose , target orientation, as well as information features for each type;

Indicative (recommendatory) current planning at all levels of justification for achieving certain results, costs, increasing the rate of economic growth, efficiency of production, provision of services, performance of work pursues such a main goal as ensuring the accuracy, significance and mutual consistency of calculated identifiers characterizing activities organizational and legal structure, structural components of the service sector, alternativeness and diversification of the processes of production, provision of services based not only on their functional purpose as the current type of planning, but also on the mobility of planned actions and measures of the subject of management to achieve economic, financial and social results on the basis of recommendability and individuality of activity in the conditions of the formation of developed market relations, the influence of factors of unstable external and internal environments in an uncertain time;

Long-term (medium-, long-term) planning, being in close interdependence with the current planning and calculation justification of the activities of service enterprises, implemented for 2-5 years or more based on the results of current planning, nevertheless differs in its functional purpose from current planning, since it is aimed at planning and calculation justification of the dynamics of change (growth) of the economic result and the efficiency of using all types of available resources of business entities in the service sector;

Current and long-term planning of the socio-economic development of an economic entity in the service sector, despite the differences in functional purpose, target orientation, in the use of information and retrospective data on the activities of the enterprise, the structural component and the service sector as a whole, complement each other not only within the framework of the general extrapolation basis for achieving the necessary (established) results of an economic, financial, social nature, efficiency of resource consumption, but also in the consistent implementation of medium- and long-term planning through the implementation of annual (current) plans;

Strategic orientation towards achieving a certain (the greatest in the conditions of manifestation of negative environmental factors) effectiveness, first of all, of an economic nature, must meet not only the requirements of resource availability, rational organization of labor and the process of providing services, production of goods that contribute to economic growth and the efficiency of use of all types resources, but also the implementation of a set of those functional strategies filled with specific measures that are aimed at neutralizing and leveling out the negative impacts of environmental factors that arise in an uncertain time; based on the functional purpose, target orientation to achieve the greatest economic, financial and social results of current activities, long-term and strategic development of industry structural components and business entities in the service sector, the availability of an information basis, conditions and prevailing trends of an economic, financial and social nature, current, future (medium-, long-term) and strategic planning, interacting and complementing each other, using the extrapolation and strategic direction of development within the framework of integral (uniting current, long-term and strategic) planning, make it possible to achieve the main goal, which is to achieve in the current, medium-term , long-term periods of time of the greatest economic, financial and social results, efficient use of resources both in the evolutionary and strategic development of enterprises, service industries based on taking into account, neutralizing and leveling the negative impacts of environmental factors in an uncertain time;

The conceptual provisions of strategic planning for the development of a socio-economic system, including each of the structural components of the service sector, in contrast to methodological provisions, represent not only a certain way of characterizing and interpreting such a specific concept as strategic planning, but also act as a concentrated form of individual understanding and logical-verbal representation of this concept and its direction in the development of the sphere of social services and its structural components;

The results of the analysis of various conceptual provisions for the implementation of strategic planning of socio-economic development of corporate or individual organizational and legal structures, industries, structural components of the service sector, the production sector indicate a significant level of inconsistency in the creation and implementation of the strategic plan, both from the point of view of using the corresponding technological procedures and rules, as well as the period of time of its operation, the sequence of implementation of a set of measures necessary for the implementation of strategies, the distribution and efficiency of use of available resources, integrated quantitative and qualitative assessment or the criterion-target orientation of the influence of the generalizing (basic) strategy on the achievement of economic, financial and social effectiveness of the development of the organizational and legal structure in the long term;

The concept of strategic planning for the development of socio-economic systems in the long term in the context of the ever-increasing instability of the macro- and microenvironments should specify such basic provisions of the strategic plan as its duration, the sequence of drawing up and implementation, the use for these purposes of specific procedural and technological tools, rules, substantiating the feasibility of creating and implementing strategies to counteract the negative influences of external and internal environmental factors;

The results of a comparative analysis of the conceptual provisions of strategic planning for the socio-economic development of enterprises and service industries indicate the objective need to specify and increase the level of validity of the methodological provisions of the procedural and technological formation of a strategic plan for the long-term development of an enterprise, the sectoral component of the service sector, the content of its sections, the sequence of implementation of the complex measures within the framework of strategies, the criterion-target orientation of the influence of the general strategy on the achievement of economic, financial and social performance of long-term development, the establishment of confidence intervals for the gradual achievement of economic, financial and social results, the efficiency of resource use;

Successful socio-economic development of the sectoral structural components of the service sector, characterized by growth in economic, financial and social results, efficiency of resource consumption, is possible not only in the conditions of bringing into balance the existing resource potential and the effectiveness set for achievement in the long-term period of time in the form of specific volumes of provision to consumers services, but also the rationalization of the interaction of such basic functions of the management system, which determine in the long term the reliability of the systematic and consistent achievement of the planned effective cost and natural indicators, such as forecasting, planning and programming;

Forecasting plays the role of not only an extrapolation transfer of retrospective development trends from the past to the future, establishing, using economic, mathematical and expert methods, the dynamics of changes in economic, social, technical and other identifiers for the upcoming medium-term period of development, but also a conceptual indicator of the most likely directions of socio-economic development within the framework of implemented indicative plans and target programs;

The formation and implementation of target programs provides an opportunity for the subject of management of the socio-economic development of the institution, the sectoral component of the service sector, to influence individual scientific-innovative, social, technical and technological aspects of the development of the service sector in order to bring them into balance with the requirements of consumers for the quality and volumes of services provided services, the level of competitiveness corresponding to its position in a specific segment of the services market;

Successful implementation of targeted comprehensive programs and increasing the level of planning and calculation justification for achieving the necessary results of the long-term development of enterprises, sectoral components of the service sector is possible on the basis of: rationalization of the interaction of such management functions as forecasting, planning and programming, which act as tools for objectifying the well-founded choice of directions for systematic and consistent social -economic development; long-term strategic and program-target orientation of multi-level planning bodies for the development of service sector enterprises to ensure a balance of resource potential and economic results corresponding to the sustainable rates of economic growth of the national economy, production and social spheres; creation and implementation of a strategic plan, which includes in its procedural and technological sections complex economic, financial, innovative, social, marketing measures that neutralize and level out the negative impacts of macro- and microenvironmental factors; medium-term extrapolation of economic results in conjunction with the implementation of balance sheet, normative, optimal and program-target planning methods; rationalization of the relationship between the effectiveness of the implementation of a targeted comprehensive program and the strategy for the socio-economic development of an economic entity and service sector; the systemic strategic orientation of organizational and legal structures, industry components of the service sector should include the target orientation of all types of planning and programming, as well as the main technological components of the target orientation of strategic planning, which consistently complement each other and allow an economic entity or a structural component of the service sector to achieve a state of not only operational reactions to changes in the external and internal environments, but also to actively counteract negative trends that affect the achievement of high economic results and the efficiency of resource consumption in the process of providing services to consumers;

The level of integration of target orientations within the framework of planning and calculation justifications, the successful (effective and efficient) development of an economic entity of the structural component of the service sector can be such a logical-verbal form as “a general identifier of the planned target orientation of the socio-economic system of the service sector to achieve the maximum possible economic the result and efficiency of the resources used (labor, material and technical, financial, information) in the long-term period of time in the conditions of probable and significant innovative, economic, marketing, financial changes in the external and internal environments";

Strategic orientation is the initial stage of the formation of a strategic plan, which determines, on an expert basis, leading managers, specialists of an economic entity, the industry component of the service sector, a long-term vision of the state and conditions of the socio-economic development of the planning object, its functional purpose (mission) of a social and economic nature in the process of providing services to consumers, a strategic goal aimed at achieving the necessary economic and social results in the long term in the context of the functioning of an unstable macroenvironment and economic, innovative, structural and organizational changes in the internal environment;

The established additive integral (generalizing) assessment of the target orientation of current, long-term and strategic planning to achieve sustainable growth rates of economic indicators, efficiency of use of all types of resources, equal to 0.64, indicates that the degree of target orientation of the socio-economic system of the service sector does not exceed and is not equal to one, has a reserve for increasing and revising the quantitative value on the basis that the standard (required) values ​​of the target orientation of the system exceed the established integral level;

A strategic vision of the economic, innovative, financial and other state, effective development of a specific business entity in the service sector in the long term in a logical-verbal form can be expressed as “Implementation of activities to provide comprehensive services on the innovative basis of used information and management systems that support and accelerating the pace of economic growth, increasing the level of efficiency of the resources used, allowing us to occupy leading positions in the services market segment, increase wages, qualifications, professional knowledge, personnel skills, the level of competitiveness of services, products and the overall organizational and legal structure";

The functional purpose (mission), for example, of an economic entity of the cultural and educational complex of the service sector can be expressed in the following logical-verbal form: “Providing educational, cultural and leisure services to consumers, their diversification, maintaining a leading position in a specific segment of the service market in conditions of influence negative factors of the external and internal environments";

The strategic goal within the framework of the systemic strategic orientation of an economic entity in the service sector to achieve the necessary (maximum possible in the conditions of the functioning of an unstable external environment) can be presented as: “Occupy a leading position in the segment of the regional services market based on the use of information and management technologies of a reengineering nature, a significant increase in quality , level of diversification and growth rate of value volumes of services provided";

The systematic interaction and complementarity of normative, balance sheet, program-targeted and optimal methods for planning the socio-economic development of an economic entity, the sectoral component of the service sector lies in their ensuring the achievement of the necessary economic result in the event that these methods are used simultaneously and over a long period of time, yielding priority to each other at various stages of economic, financial changes, external and internal conditions of development;

Conceptual approaches to systemic strategic orientation to the economic growth of business entities and service industries, including the target orientation of current, long-term and strategic planning, the generation by leading managers of the enterprise and service industry of strategic orientation to achieve the maximum possible economic and social results in an unstable external environment, bringing into balance sheet, normative, program-target and optimal compliance of the resources used and the economic results of long-term development, provide the opportunity: on an expert-additive basis, to determine a general indicator of the strategic orientation of the socio-economic system, its proportional dependence with the growth of cost volumes of service provision; to promote the development of enterprises and service industries in conditions of unstable macro- and microenvironments;

The results of the analysis of the state of the external and internal environments, as well as the established trends in the retrospective development of industry components of the service sector in their extrapolation transfer to medium- and long-term periods of time must meet the levels of accuracy and adequacy, as well as the highest probability of achievement in the planned period of time, even in the case when the onset of the consequences of the influence of negative factors of the macroenvironment occurs in an indefinite period of time in the complete absence of any information about their possible impact on economic, financial results, and the efficiency of the service provision process;

Strategic analysis, including a comprehensive toolkit for studying retrospective, current and prospective changes in the macro-, microenvironment, the influence of their factors on achieving the maximum possible economic, financial and social results, the efficiency of the process of providing services in the medium- and long-term periods of time, is an integral part of the technological procedures of strategic planning, which allows the subject of planning the development of the sectoral component of the service sector to bring into a state of accuracy and adequacy identifiers of an economic, financial and social nature that meet the requirements of elemental interaction and focus of the strategic planning system;

The results of a comprehensive (strategic) analysis, determining the degree of influence of changes in the state of the macro-, microenvironment on economic, financial and social results in retrospective, current and future periods of time, are not only the basis for taking economic, financial and other measures to eliminate, level and neutralize negative trends in current functioning and future development, but also with tools for determining quantitative and qualitative changes in economic and other results, the efficiency of using the resources of business entities, industry components of the service sector, allowing the subject of planning long-term socio-economic development to bring changes in economic, financial and social into a balanced state results of long-term development with the existing resource potential of the structural components of the service sector;

Resource potential includes not only the resource capabilities available and used in current activities, but also undiscovered reserves of qualitative and quantitative content (for example, the growing technical level of fixed assets, the increasing level of qualifications of personnel, managers in conditions of a low degree of intensity of use: technical resources over time ; labor of highly qualified and professional workers performing low-grade work and providing services);

In the process of analysis, it is important not only to establish the direction and nature of the influence of the main factors of the macroenvironment (for example, regulatory, economic, social, innovative factors), but also, detailing them with individual private factors of influence included in each of the main directions, groups of factors influencing functioning socio-economic systems, to provide for how the economic, financial, social result may change in the event of trends of significant instability of the macroenvironment corresponding to one or another direction of factor influence;

The presence of an additive-calculated generalizing level of influence of all the main directions of influence of the macroenvironment on the development of business entities and sectoral components of the service sector allows the subject of strategic planning to bring into balance the target orientation of the generalizing strategy to achieve the greatest economic, financial and social results in the long term with the level of generalizing impact all the main factors of an unstable external environment;

Adaptation of an economic entity, the industry component of the service sector in the context of such multifactorial changes in the state of an unstable external environment while maintaining target orientation and resource capabilities to achieve average market and above-average economic and financial results can be observed on the basis of comprehensive economic, financial, marketing, innovative, social , structural and organizational measures, the balance of resource provision with counteracting the negative influences of the external environment will allow the economic entity, the industry component of the service sector to promote the consistent achievement of the maximum possible economic and other results, the efficiency of the process of providing services, production of products;

Economic analysis of the use of fixed assets, objects of labor, personnel labor, the value of services provided, their cost, profit and profitability as part of strategic analysis allows us to comprehensively quantitatively and qualitatively determine: the current state of the current process of providing services by business entities and, in general, the industry component of the service sector; their level of strategic target orientation towards achieving the required economic result in the long term; resource and competitive potentials; competitive advantage as an integrated level of competitiveness and competitive potential; the market share of the services provided by a specific business entity, individual industry components of the service sector; the effectiveness of generalizing and private (functional) strategies;

Combining all types and forms of analysis in strategic analysis to obtain results that provide the opportunity, through organizational and economic measures, to rationalize the interaction of procedural and technological procedures of the strategic planning system for the development of business entities and industry components of the service sector and, being in conditions of strategic target orientation, allows us to justify the resource-supported opportunity achieve the required (market average or exceeding it) economic performance and efficiency in the process of providing services to consumers; strategic analysis of the functioning of service sector enterprises, with its results indicating that the development of multi-level socio-economic systems cannot fully comply with the immutability of previously existing and continuing trends in the long term; the need to take into account direct and indirect information about possible and significant changes in the states of macro- and microenvironments; the requirement of their compliance with adequacy and significance in the planned period, when the influence of negative factors of the macroenvironment on economic, financial and social results, the efficiency of the service provision process occurs in an uncertain time; its integral part as part of technological procedures for strategic planning, serving not only as an information basis for taking measures to counter the influence of negative factors in the macro- and microenvironment, but also as a tool for establishing quantitative and qualitative changes in economic and other results, and the efficiency of the service delivery process; the feasibility of establishing the directions and nature of the influence of the main factors of the macroenvironment, while providing for a change in the planned economic and other results in the event of a significant negative impact of one or another environmental factor, allow the subject of planning long-term socio-economic development to bring changes in economic, financial and social into a balanced state the results of long-term development with the existing resource potential, the target orientation of the general strategy with the influence of all the main factors of the unstable external environment;

The formation of a strategic planning mechanism should be caused by the need to implement a process of strategic target orientation to achieve the maximum possible economic, financial and social results, or the absence of such a need should lead to a change in the essential ideas about the agreed set of economic, financial, innovative, marketing, structural and organizational measures. the composition of the basic technological procedures and rules for the formation of a strategic plan and its implementation in the long term;

Such technological procedures of strategic planning as strategic vision, strategic analysis of macro-, microenvironments, formulation of the mission (purpose) of the strategic goal, generalizing (basic, corporate) and private (functional) strategies must be implemented on the basis of a mechanism for their activation, including not only compliance with adequacy each of the elemental components of the resource and competitive potential, but also their influence on the economic and financial performance of the strategic planning system, which allows, on the basis of compensatory counteraction to the influence of negative factors of the macro- and microenvironment, to achieve the highest values ​​of planned indicators in the medium- and long-term periods of time ;

The strategic vision of specialists and leading managers of a business entity, the industry component of the service sector, objectively and systematically presented to all employees, is a socio-psychological motivational and economic basis for increasing the results of their activities and labor productivity, participating in the target strategic orientation towards achieving an optimal state of social economic system in a promising period of time, closely related to economic growth, increasing the profitability of enterprise personnel, the structural (industry) component of the service sector, prospects for increasing the volume of social consumption, a stable moral and psychological climate; The conceptual approach to the rational interaction of the strategic goal of a multi-level socio-economic system of the service sector as part of the mechanism for activating the strategic planning system with its other technological procedural elements is that the combination of subordinate goals of multi-level socio-economic systems into a single strategic goal for all, uniting the focus on achieving the maximum possible quantitative and qualitative results of long-term development is possible on the basis of balancing all types of available resources involved in the current activities and long-term development of multi-level socio-economic systems, with the achievement of targets for economic performance and efficiency of the process of providing services to consumers; determining a representative, acceptable quantitative range of results of the current and future functioning of a service enterprise; establishing (forecasting) levels of quantitative and qualitative changes in resource potential in a promising period of time; taking into account changes in the competitive potential, competitiveness of the main types of services provided and, in general, the multi-level local, sectoral) socio-economic system of the service sector and, accordingly, the place occupied in the services market; combining the main conceptual provisions of the strategic vision and functional purpose (mission) of the enterprise, the industry component of the service sector in the formulation of the strategic goal; rationalization of the interaction of elements of the mechanism for strategic planning for the development of multi-level socio-economic systems in the service sector, consisting of: procedural and technological support for the formation of a strategic planning system in accordance with its target orientation towards achieving the maximum possible economic and other results; activation of elemental interaction of the system; the necessary combination and sequence of elemental interaction, taking into account the most likely changes in the states of macro- and microenvironments; compliance with the purposefulness of the measures taken as part of the sections of the strategic plan to improve the results of the mechanism for activating the strategic planning system, provides the opportunity for the subject of strategic planning for the development of multi-level socio-economic systems to bring into such a state of activating the interaction of elements of the strategic planning system, which allows achieving its main goal, generalizing and systematizing information data on the state of macro-, microenvironments, combine procedural and technological elements of activating the strategic planning system with a strategic target orientation towards achieving market positions that correspond to the existing competitive advantages and effectively used resource potential of the enterprise, service industry, provide for the implementation of creative functional strategies in order to obtain competitive advantage;

An accurate quantitative determination of the economic result of the functioning of the strategic planning system in the current activities and long-term development of a business entity in the service sector is a difficult task, since the negative impact of regulatory, economic, innovative, sociocultural and other environmental factors cannot be accurately established through possible economic and financial losses, changes in the main identifiers of the process of providing services by a business entity, and the level of counteraction to this negative impact cannot accurately quantitatively indicate the economic or other effectiveness of the strategic planning system for the socio-economic development of the enterprise, the industry component of the service sector;

The economic result of active and rationalized interaction of procedural and technological elements of the strategic planning system is a share of the total economic result obtained by a business entity during a specific period of time, equal to the value of the failed reduction in economic result in the conditions of active counteraction to negative socio-economic trends in the development of a service enterprise;

The multifactorial nature of the negative influence of the macroenvironment in the strategic planning system necessitates the use of complex measures of varying value and quality as part of the procedural and technological components of the strategic planning system, counteracting the negative influence, enhancing positive development trends, implemented in order to strengthen the economic condition, expand competitive potential and competitiveness. advantages of the enterprise, service industry;

The formation of a generalized or unified (basic) strategy for the socio-economic development of an economic entity in the long term is one of the necessary conditions and an important fundamental position of the procedural and technological formation of a strategic planning system, which acts as a unique requirement for the generalization of private strategies of an enterprise in the process of target orientation of all resource components to achieve planned and estimated targets for the economic performance of the enterprise in the long-term period of time;

The formation of an effectively functioning system of strategic planning for long-term socio-economic development of business entities in the service sector is possible on the basis of: a balanced interaction of its procedural, technological and resource elements, corresponding to the achievement of an economic result equal to the value of the failed decline in economic result in the conditions of active counteraction to the negative influences of external and internal factors environment of the enterprise, service industry, through the use of complex measures of different cost and quality in the strategic planning system; determining the general level of operating efficiency and the general strategy of the strategic planning system; implementation of methodological approaches to the procedural and technological sequence of the formation of the elemental composition, activation of the functioning of the system through its launch mechanism and achievement of benchmarks for economic performance in the long term; compliance with the principles of adequacy and significance of the influence of the target orientation of interacting elements, balanced use of resources, objectification of the planning process and ensuring a high degree of probability of achieving the necessary economic results, timely proactive response of the subject of strategic planning to current and future changes in the state of macro-, microenvironments, implementation of the enterprise’s strategic orientation towards based on taking into account the stage of its life cycle it has reached, the economic interest and motivation of the enterprise’s personnel in the implementation of the strategic plan; procedural and technological components of the strategic planning system can be classified as part of the elemental interaction, which determines not only its share in the overall economic result of the long-term development of the enterprise, the service sector, but also characterizes the technology for creating and reflecting the functional purpose of the strategic planning system, and the comprehensive measures taken and resources interacting with them for the purpose of direct and indirect influence on the growth of economic results can be characterized by their functional purpose as elements that directly embody the target orientation of the strategic planning system into specific economic, financial and social results of the long-term development of an enterprise or service industry;

Formed on a procedural and technological basis, the adequacy and significance of the interrelations of the information basis, conditions and trends in the formation and implementation of the plan, target orientation and functional purpose, the strategic plan is a formed set of sections, the consistent implementation of which in the conditions of significant changes in the state of the macroenvironment is aimed at achieving reasonable planning targets economic and other effectiveness and efficiency of resource consumption in the medium and long term through the influence of all procedural and technological sections on the results of economic, financial and social development, counteracting (neutralization, leveling, localization) the influence of negative environmental factors, promoting positive trends and factors influence;

The long-term period of implementation of the strategic plan should be determined in the process of both generating by managers and specialists a strategic vision of the socio-economic, financial, investment and scientific-innovative state of the enterprise, service industry, and formulating the remaining procedural and technological components of the strategic plan, when a combination of expert scenario forecasting the state of development of the enterprise, the industry component of the service sector and the qualified content of the sections of the strategic plan determine the form of integrity and completeness of the strategic plan, its medium- and long-term period of implementation;

The formed sections of the strategic plan of an enterprise as an industrial component of the service sector must: correspond to both the form and content of technological procedures for the consistent implementation of strategic planning for the development of service sector enterprises, filled with specific measures and actions, on a balanced basis with available resources, implementing the established stages of achieving strategic guidelines for economic performance on an adequate basis with current and upcoming changes in the state of macro- and microenvironments; meet the requirements of high information support, the dynamics of growth in the efficiency of resource consumption in the process of implementing the plan, its target orientation and functional purpose;

The cluster planning method, developing the focus of interconnected methods of influencing economic results, is aimed at increasing labor productivity, effectively using the qualifications and professional skills of leading managers of an economic entity in the service sector through the transformation of the system of moral values ​​of managers based on improving and raising the ethical level of employee relationships;

Compliance with the current and expansion of the long-term organizational direction of development of a service sector enterprise, its influence on economic, financial and social results is possible in the process of implementing the composition of functional (private) strategies, in their unity and interaction aimed at achieving the maximum possible economic and other results of development of enterprises, industry components of the service sector in areas that are defined in the general (corporate) strategy;

Risk assessment in the process of achieving economic, financial and social results of the long-term development of a service enterprise should be inextricably linked with the implementation of private and general strategies, the untimeliness or discrete application of which can maintain the degree of risk or lead to a decrease in the expected achievement of economic and other results in the conditions significant changes in the state of the external environment in an uncertain time;

Determining the general level (degree) of risk in the strategic plan for the long-term development of a business entity in the service sector, despite its integrated orientation, can be methodically acceptable in the process of substantiating the strategic plan being formed, since there are multiple risks in the success of the implementation of individual strategies and their overall justified, selected composition from alternative strategy options, in the unexpectedness in an indefinite time of the influence of negative environmental factors on the implementation of the strategic plan, in changes in the qualitative and quantitative characteristics of a business entity, determining the risk levels for each of the changing objects of the strategic plan, the planned decisions made and the strategies implemented, can lead to the level objectivity to minimum values, and the adequacy of the functioning of real risk objects to non-compliance with the requirements of the subject of strategic planning for the development of a service sector enterprise;

The direction of economic growth chosen by an economic entity in the service sector through external resources in the process of integration with enterprises contributes to: increasing the efficiency of resource use due to the synergistic effect; increasing the opportunities for more effective investment in an integrated enterprise compared to the economic efficiency of internal investment; diversification of the composition of services provided, which optimally combines and levels out the periods of their life cycle and thereby maintains sustainable rates of economic growth;

The main directions for increasing the economic result and efficiency of resource consumption of a service sector enterprise are: the use of functional-cost analysis, which allows you to choose an alternative strategy that provides a significant competitive advantage to the enterprise if it is implemented; application of the cluster planning method, which consists in the formation of a cluster (group) of managers whose professional merits as part of a business entity have a promising growth trend; expanding the influence of the organizational level of strategic planning on the economic results of a diversified service enterprise; development and use of methodological approaches to quantitative assessment of the probability of risk of achieving economic results in the long term; creation of strategic unions (alliances) and integrated business entities of a corporate association;

If the compilation and use of the calculated data of the optimal plan can be fully called an initiative act of the planning subject, and the transfer of economic information from the optimal plan into the current activities and medium-term development of the enterprise can be called advisory, then for a strategic plan, with a significant share of indicative compliance with its focus on achieving the desired result, the development and implementation of strategies is a necessary set of procedural and technological measures of a mandatory nature;

The economic and mathematical formation of an optimal activity plan allows an enterprise to determine not only the maximum volume of service provision that corresponds to the established restrictions on the use of material and technical resources, but also the economic profitability of providing various types of services, using technological complexes, and priority development of technical devices (their renewal and modernization );

Formation of an optimal plan and determination of forecast estimates of economic results are effective tools for substantiating the adequacy and significance of the strategic plan for the socio-economic development of service enterprises, providing the opportunity to: determine not only the maximum volume of service provision corresponding to the established limitations of material, technical and labor resources of the optimal plan, but and maximum profitability in priority order for the provision of various types of services, the use of technological complexes, technical devices; in the process of forming a strategic plan, justify the long-term socio-economic development of business entities on the basis of extrapolation transfer of retrospective trends to the medium- and long-term period without any significant changes.

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