Often, the leaders of domestic enterprisesdirect all their efforts to solve current problems and pay attention only to short-term planning. And questions of building plans for the future are outside the economic activities of the enterprise.
Today is considered an achievement if the leaderowns management tools such as brainstorming, building a "goal tree" and using SWOT analysis. The formation of the company's strategic planning system in modern operation is a vital necessity. In connection with the endless changes in the external environment, only operational management activities relating to the adaptation of the company to modern realities are not enough.
The company's development strategy is not justalgorithm of doing business, but a set of assets and instruments burdened with circumstances. To strengthen its competitive position, the company simply needs to pay attention to the strategy for the future precisely at the professional level.
Company development strategy - developmenta certain methodology, guided by which, in conjunction with formalized procedures, a model of the company's future is built. The process of transition from the current state of the firm to the intended model must also be envisaged.
The whole complex of activities related to the development and implementation of a business development strategy can be conditionally divided into the following stages:
- Conducting an analysis of the investment attractiveness of the industry in which the company operates;
- development of a scenario for the projected development of the same industry;
- forecasting changes in the supply and demand situation in external and internal markets;
- conducting analysis of the strength of business (competitive position of the company in the industry);
- financial evaluation of strategic alternatives followed by the formation of a future image of the company;
- the formation of a set of measures to implement the developed strategy.
Development of the company's development strategy beginswith the analysis of investment attractiveness in a particular industry. The implementation of this process involves two stages of evaluation:
- stage of development of competition;
- the level of its intensity.
The key place in this process is given todetailed study and identification of sources of competition, as well as the evaluation of competitive forces. To do this, the model of the driving forces of competition developed by Professor M. Porter is used, which shows that the main influence on the intensity level is caused by the following factors:
- entry into the industry of new manufacturers;
- competition within industries;
- Provision of pressure from suppliers to the manufacturer and buyers from the manufacturer.
To important factors can be attributed and public policy.
The company's development strategy can not bequalitatively developed without analyzing the competitive position of this enterprise in the industry. To assess the competitive position in the industry, the company uses SWOT analysis, which can be used to classify factors of the internal and external environment.
It is with the help of this tool that the main list of actions of the enterprise aimed at strengthening its position and further development can be formulated.
And, of course, the development strategy of the company hasits core, represented by a set of activities to develop activities aimed at improving the company's work with its subsequent development, using a huge range of formalized procedures. A mandatory condition for the effectiveness of this stage is a realistic image of the future enterprise.
