Strategic planning at the enterprise: main stages and methods. The process of strategic planning of the enterprise
Implementation of strategic business planning
Definition 1
A business plan for the development of an enterprise is a strategically planned set of actions for a company in its niche. Strategic planning is understood as one of the management functions, which is the process of determining the company's goals and ways to achieve them. the basis of all management decisions is strategic planning, which is why many businesses and organizations are focused on developing strategic business plans.
Strategic planning is more important for those enterprises that are fiercely competitive, because in modern conditions it is quite difficult for companies to develop and enter the planned markets without a business plan.
The development of a strategic business plan is a systematic and logical process based on rational thinking, as well as the art of forecasting, calculation, research and choice. alternatives.
Drafting a strategic business plan
The preparation of a strategic business plan for an enterprise is carried out in several stages:
- Conducting an analysis environment, both external and internal;
- Defining the goals of the enterprise;
- Strategy development and selection of alternative options: marketing strategies, financial strategies, R&D strategies, production strategies, social strategies, strategies organizational change, environmental strategy.
As a result of the described stages, the structure of the business plan is determined, which consists of formulating the goals and objectives of the enterprise, evaluation and analysis external environment, company development strategy.
In the section of the business plan devoted to goals and objectives, the most important tasks and goals for the development of the enterprise are determined, therefore they must be formulated with maximum accuracy and degree of reality, based on data on the financial and other resources of the enterprise.
The main goal of the company is defined as a mission, and all others are developed to achieve it. The developed goals are the criteria for the entire subsequent process of making managerial decisions.
As soon as the goals and mission are defined, the stage of assessment and analysis of the external environment begins. Namely:
- Evaluate changes affecting various aspects of the current strategy;
- The factors posing a threat to the current strategy of the company are determined;
- Monitoring and analysis of competitors' actions;
- Factors are identified that provide more opportunities to achieve the overall goals of the company by adjusting the plan.
Remark 1
With the help of the analysis of the external environment, it is possible to control external factors get important results. Thus, conducting an external impact analysis allows a company to create a list of opportunities and dangers that it may face in a given environment. To carry out successful planning, the company's management needs to have the most complete understanding of internal opportunities and shortcomings as well.
The organization development model includes five stages:
- The planning stage, when the organization is ready to define a growth strategy.
- Initial stage. On this stage bottlenecks in the structure of the implementation of individual projects are manifested and eliminated, and sales volume is also increasing.
- penetration stages.
- stage accelerated growth.
- transitional stage.
The goal of the initial strategy is moderate growth to ensure that the enterprise reaches its optimal level of efficiency. The company's management controls the acceleration of the pace of development, tries to timely identify bottlenecks and eliminate them.
When conducting a penetration strategy, the enterprise directs all efforts to deep penetration into the market environment, for this purpose, the main production processes are being strengthened and developed, financial positions are being strengthened, and fixed assets are being modernized.
The purpose of the accelerated growth strategy is to fully utilize both internal and external opportunities. This stage should last as long as possible, since it uses resources to the fullest, the increase in revenues exceeds the increase in sales, the market share occupied is close to the planned one.
The purpose of the transition strategy is to quickly reconfigure and regroup the activities of the enterprise in order to enter the next growth cycle, avoiding a period of stagnation. An analysis of the current situation of the enterprise is carried out to reduce costs, increase profitability and restructure the management system.
Evaluation of the chosen strategy
The essence of the assessment of the implemented strategy is to answer the question: will the company achieve its goals in the implementation of the strategy. If the strategy meets the goals of the company, its further evaluation is carried out in the following areas:
- Determination of the compliance of the chosen strategy with the requirements and the state of the external environment;
- Determination of the compliance of the chosen strategy with the capabilities and potential of the company;
- Determining the acceptability of the risk that is embedded in the strategy.
All the results of the implementation of the strategy are evaluated, and with the help of the system feedback the activity of the company is controlled, as a result of which the previous stages can be adjusted.
Top management in strategic planning is endowed with the following functions:
- In-depth study of the state of the environment, the objectives of the strategy;
- Making decisions on the efficiency of the use of company resources;
- Making decisions on the organizational structure;
- Carrying out the necessary personnel changes in the company;
- Revision of the strategy implementation plan in the event of unforeseen circumstances.
All changes made in the process of implementing the strategy are strategic changes. Changes in the organization can be both radical and moderate, ordinary and insignificant.
Material from the site
Strategic business planning- this is the development of a strategy using a set of formalized procedures that are aimed at building both a model of the future of the company ("as you want"), and a program for the transition from current state to this model.
Term in English: strategic planning
Strategy is a sound program for improving the business organization in four areas: competitive advantages; organizational transformations; financial optimization; operational improvements. All these areas are interconnected and depend on the development path that is chosen based on the results of the strategy development project.
Methods and approaches
There are many approaches to strategic planning, but it usually involves going through three analytical steps:
1. Assessment of the current situation and the reasons for its occurrence ( Position)
2. It is necessary to plan a strategy, choosing indicators, targets and initiatives for all areas of the main activity, while achieving a responsible attitude to work;
3. Organization and strategy must match;
Forecast of changes in the conjuncture of supply and demand in domestic and foreign markets; analysis of the company's competitive position in the industry (See SWOT-analysis and PEST-analysis);
Financial evaluation of strategic alternatives;
Shaping the image of the company's future (See Vision, Mission); development of strategic goals (See Goal setting) and tasks (See Tasks of strategic management);
A set of works on the implementation of the strategy.
Company image and strategic guidelines
The formed image of the future of the company (what it could be) and the compiled program for the transition from the current state to the new model constitute the business strategy as such.
Here it is necessary to take into account that:
The image of the future of the company must always be realistic
When forming the image, industry development trends, changes in the conjuncture of supply and demand, strong and weak sides companies, existing potential and threats (See SWOT analysis) and many other factors affecting the internal and external environment.
Strategic planning p. Analysis of external and internal environment. Definition of critical points of the organization. Determining the direction of movement, vision, mission, goals of the organization. Business plan. The main objectives of the business plan.
Strategic planning and business plan
Control work on the discipline: "Socio-economic forecasting and strategic planning".
The work was done by the student:
Moscow Institute of Entrepreneurship and Law
Moscow 2001
Introduction.
Planning is the way in which management ensures that the efforts of all employees of the organization are directed towards the achievement of common goals.
Planning helps answer four important questions.
1. What does the organization want to be?
2. Where is the organization currently located, what are the results and conditions of its activities?
3. Where is she going to move?
4. How, with the help of what resources can the goals of the organization be achieved?
Planning is the first and most important step in the management process. On the basis of the system of plans created by the company, the organization of the planned work, the motivation of the personnel involved in their implementation, the control of the results and their evaluation in terms of planned indicators are carried out.
The strategic plan provides for adaptation to the external environment, allocation of resources and internal coordination in order to identify strengths and weaknesses.
A business plan is a comprehensive plan for the preparation and development of new production, products, a new project. It is necessary primarily for small and medium-sized enterprises, whose own financial resources are quite limited.
1 Strategic planning.
Strategic planning consists of a number of interrelated steps. First, studies of the external and internal environment of the organization are carried out, then the main guidelines of the company are determined, at the next stage, as part of a strategic analysis, the company compares the results of the first and second stages, determines possible options for strategies, then chooses one of the options for strategies and formulates its own strategy, on last step the firm prepares the final strategic plan based on previous developments.
1.1 Analysis of the external and internal environment of the organization.
Analyzing an organization's environment is the process of identifying critical important elements external and internal environment, which can affect the firm's ability to achieve its goals.
Analysis of the environment performs a number of important functions in the activity? from the point of view of strategic planning, it improves the consideration of the most important factors affecting the organization and its future;
from the point of view of the company's policy, it helps her to create the most favorable impression about herself;
from the point of view of current activities, provides the information necessary for the best performance of work functions.
The process of analyzing the organizational environment begins with the definition of the main elements of the internal and external space of the firm. Once these elements are identified, the firm must identify those that are most important to it: these are called "critical points".
The environment of any organization can be defined as a combination of three areas - the internal environment, working environment, common environment.
The internal environment (microenvironment) of the organization includes the following main elements: production, finance, marketing, personnel management, organizational structure. Description of the internal environment gives an idea of the strengths and weaknesses of the organization, its internal capabilities.
The other two spaces constitute the external environment of the firm.
The working environment is the environment of direct contact with the firm, it includes those market participants with whom the firm has direct relations. These are suppliers of economic resources (raw materials, financial capital, productive capital), labor suppliers - employees, customers - consumers of the company's products, intermediaries - financial, trade, marketing, etc. The elements of the working environment include competing firms and the so-called contact audiences - the media, consumer societies, etc. - which have a significant impact on the formation of the image of the company.
The general environment (macro environment) consists of elements that are not directly related to the company, but have an impact on the formation of the overall business atmosphere. The general environment is the environment of indirect contacts of the firm. It includes four main factors - political, economic, technological, social. Each of them, in turn, is closely related to each other.
So, changes in technology can lead to a new alignment of forces. The famous IBM lost a significant part of its market due to the creation of a fundamentally new microprocessor technology and the appearance on the market of compact and easy-to-use personal computers, which pushed the main computers produced by IBM.
Changes in social structure Russian society predetermined the deterioration of the economic situation and, in addition, reduced the possibility of new investments in advanced technologies, and also led to a crisis of power.
1.2 Identifying Critical Points in the Organizational Environment
Having become acquainted with general structure organizational environment, the firm must determine the limits of the analysis.
Three main factors influence the setting of such limits:
The number and nature of critical points, that is, the most significant elements of the environment;
The analysis of the environment is limited by time frames: in the short period, the firm in many cases can focus only on those elements that critically affect its current functioning, that is, on the elements of the working environment, in the long run, the firm has the opportunity to explore the general nature of the external environment;
A fruitful analysis is possible only if the company has managed to determine the specifics of the element, its unique character.
As the first factor shows, each organization has its own set of critical points. It depends on the size of the organization, the nature of its activities, its chosen goals, etc.
2. Determining the direction of movement. Vision, mission, goals of the organization.
The entire set of guidelines for the activities of the company can be divided into three main types:
ideals are benchmarks that we do not expect to achieve in the foreseeable period, but we allow approaching them;
goals - the most general guidelines for the company's activities in the planning period, the achievement of which is expected in full or in its greater part;
tasks - specific, quantifiable landmarks, descriptions of a series of work functions that determine the form and timing of the task.
2.1 Vision is the guiding philosophy of the business, the rationale for the existence of the firm, not the goal itself, but rather a sense of the underlying purpose of the firm. That is, a vision is an ideal picture of the future, a state that can be achieved under the most favorable conditions. Vision determines the level of ambition in the strategic planning process.
For example, the vision of the Disney company is very simply formulated: “Make people happy”, or the vision of Apple, a manufacturer of personal computers: “Contribute to world development intellectual means that improve humanity.
The concept of vision is gaining more and more popularity in the business world. The increasing importance of vision is determined by the following factors.
1. Vision is a good remedy motivation of employees of firms, especially large, decentralized ones, it helps to rally, unite the activities of people in a single direction.
The vision usually does not emphasize the desire to make a profit, it unites the individual ideals of all participants in organizations into a single standard of values. From this point of view, the vision intersects with the internal culture, the main element of which is the organization's value system.
2. vision creates a sense of perspective in the activities of the organization, ensures the continuity of successive goals of the company. Any goal limits the scope of the company's actions, and the vision has no finish line, it creates momentum for constant progress.
2.2 Mission of the organization.
The mission is much more specific than the vision. Unlike a vision, a mission has its own finish line - a period of time after which it must be completed. The mission should be formulated in such a way that its implementation is combined with the strain of forces in the organization with a certain risk of activity.
The mission is the purpose for which the organization exists and which must be fulfilled in the planning period. Mission is comprehensive goal, it includes both internal (productivity improvement) and external (related to competition) benchmarks of the firm, thus expressing the essence of the success that the organization must achieve.
The special significance of the mission lies in the following:
1. The mission is the basis, the fulcrum for all planning decisions of the organization, for the further definition of its goals and objectives.
2. The mission creates confidence that the organization pursues consistent, clear, comparable goals.
3. The mission helps to focus the efforts of employees in the chosen direction, unites their actions.
4. The mission creates understanding and support among the external participants of the organization (shareholders, financial firms, etc.), those who are interested in success.
1. Description of the products and/or services offered by the organization.
2. Characteristics of the market - the organization determines its main consumers, customers, users.
3. Goals of the organization, expressed in terms of survival, growth, profitability.
4. Technology: equipment characteristic, technological processes, technology innovation.
5. Philosophy: here the basic views and values of the organization should be expressed, which serve as the basis for creating a motivation system.
6. Internal concept, within which the organization describes its own impression of itself, indicating the sources of strength, the main weaknesses, the degree of competitiveness, the factor of survival.
7. The external image of the company, its image, emphasizing the economic and social responsibility of the company to partners, consumers, society as a whole. In this part, the mission should communicate the impression the firm wants to make on the outside world.
Mission formation is a common occurrence in a highly developed business. In the Russian economy, organizations that have achieved a certain amount of growth and success have recently begun to develop missions.
2.3 Goals of the organization.
Goals, in contrast to the mission, express individual specific areas of activity of the organization. Goals are important because they:
They are the foundation for the management process as a whole: planning, organization, motivation, control;
Determine ways to improve the efficiency of the organization;
Underpin any business decision;
Serve as a guide for the formation of specific planned indicators.
The goals of the organization are divided into economic and non-economic.
Non-economic goals include social goals, such as improving working conditions. Sometimes non-economic goals may differ from the expectations of some internal or external forces of the organization. For example, shareholders may be dissatisfied with the fact that the organization raises the cost of refurbishing the shop, because such costs do not create short-term profit. However, the organization should not forget about the formulation of non-economic goals, since any company is not just a business structure aimed at making a profit, but also a community of people with their inherent human needs. People are the most important factor in the success of an organization, so we must not forget their interests.
The economic goals of the organization, expressed in terms of economic activity, can be divided into quantitative and qualitative.
An example of a quantitative goal is to increase the firm's market share to 10% by 2002.
An example of a qualitative goal is the achievement of technological superiority by a firm in an industry.
Both economic and non-economic goals, in terms of their achievability, can be divided into short-term (a year or less), medium-term (one to five years), long-term (over five years). Long-term goals, as a rule, do not have clearly defined quantitative characteristics, they are more related to the mission of the company. Short-term goals must have specific content and indicate:
What should be achieved (including in quantitative terms);
When the goal is to be achieved;
Who exactly (what unit of the organization) performs the task of achieving the goal.
The space for defining goals.
The activities of the organization are very diverse, so the organization cannot be focused on a single goal, but must determine several of the most significant guidelines for action. There are eight key spaces within which an organization defines its goals.
1. Market position. Here the company determines its position in relation to competitors, expresses its success in terms of competitiveness.
2. Innovation. Defining new ways of doing business:
production of new goods;
introduction to new markets;
application of new technologies;
use of new methods of organizing production.
3. Performance. The firm defines goals at the level of the relationship of business results with the resources necessary to achieve these results. The winner is the firm that spends less economic resources to produce a given quantity of products.
4. Resources. The firm evaluates all types of economic resources, equipment, cash available to it. The current level of resources is compared with the necessary and the future need for them is determined.
5. Profitability. The ability of the organization to earn income in excess of the costs necessary to generate income is formed. The goals associated with profitability usually indicate its required quantitative level.
6. Management aspects. Expressed as management, a scale of personal achievements of managers working in the organization.
7. Personnel: execution labor functions and attitude to work. Business must recognize its responsibility to employees, ensure that the goals effectively reflect the ways of motivating people employed in the organization. It could be more high salary, better working conditions, growth opportunities for the professional development of employees, etc.
8. Social responsibility, understood as the obligation of business to contribute to the welfare of society. Business should have a beneficial effect on social life not only narrowly, in the sense of increasing opportunities for material growth, but also broadly, in line with generally accepted social values, forming a favorable ecological environment taking part in solving acute social problems.
2.4 Formulating a strategy.
The process of developing a strategy includes three stages:
Formation of the overall strategy of the organization;
Formation of a competitive strategy;
Definition of the firm's functional strategies.
The overall strategy of the organization is formed by top management. The development of a general strategy solves two main tasks:
1. The main elements of the overall strategy of the firm must be selected and deployed.
2. It is necessary to establish the specific role of each of the departments of the company in the implementation of the strategy and determine the ways to determine the resources between them.
Stability strategy - focus on existing business lines and support them. Usually used by large firms that dominate the market. It may be the efforts of the firm to avoid government (state) control or punishment for monopolization.
The growth strategy is to increase the organization, often through penetration and capture of markets. It is carried out in three ways:
Acquisition of competing firms through acquisition (acquisition of a controlling stake);
A merger is an association on approximately equal footings within a single organization;
Joint venture - association of organizations different countries for the implementation of a joint project, if it is beyond the power of one of the parties.
The downsizing strategy is used when the survival of the organization is at risk. Competitive strategy The organization aims to achieve competitive advantage. If the firm is engaged in only one type of business, competitive strategy is part of the company-wide strategic planning. If an organization includes several business units, each of them develops its own target strategy.
Once the strategy is formulated, the firm defines a policy that transforms the developed strategy into an open and detailed statement of the firm's main activities. Then the rules and procedures of actions necessary for the implementation of the strategy are developed.
The final strategic plan of the firm includes:
Vision, mission and common goals;
Organization strategy: general, business, functional;
Company policy.
3. Business plan.
A business plan is a plan for the development of an enterprise, necessary for the development of new areas of activity of the company, the creation of new types of business. A business plan can be developed both for a new, just emerging enterprise, and for existing organizations at the next stage of their development.
3.1 The main objectives of the business plan:
Determines the degree of viability and future sustainability of the enterprise, reduces the risk of entrepreneurial activity;
Specifies business prospects in the form of a system of quantitative and qualitative indicators of development;
Attracts attention and interest, provides support from potential investors of the company;
Helps to gain valuable planning experience, develops a perspective view of the organization and its working environment.
Unlike a traditional organizational plan, a business plan takes into account more than just internal goals. entrepreneurial organization, but also the external goals of individuals that can be useful to a new cause. In addition to investors, the stakeholders of the future business are potential consumers and suppliers of the company.
A business plan is usually the starting point for negotiations between an entrepreneur and potential investors. A business plan is especially necessary when negotiating with foreign firms.
3.2 Components of a business plan.
Typically, a business plan includes the following components:
Title page;
The history of your business (if the company is already operating);
Description of products (services);
Description of affairs in the industry, commodity markets;
Competitors: evaluation and selection of competitive strategy;
Production plan;
Marketing plan;
Organizational plan;
Financial plan and risk assessment;
Research and development plan;
Risk assessment and insurance;
Applications.
Title page and table of contents.
The title page has the following content:
Plan title;
Date of its preparation;
Who prepared the plan full name and company address;
Who is the plan for?
Summary.
The structure of the resume consists of three parts
Introduction: includes the goals of the plan, a short summary of the essence of the project;
Main content: a concise description of all key elements of the business plan and its main parts: type of activity, demand forecast, project cost, funding sources, etc.;
Conclusion: summarizes the factors for the entrepreneur's future success, may include a description of the entrepreneur's main activities.
The executive summary is the key part of the document that "sells" it to the investor, and should be written in such a way that the reader is motivated to continue reading the business plan.
Business history.
This section is compiled if the enterprise already exists and has passed a certain path of development. The section should talk about when the business was founded, what are the main stages of its development, what products (services) were provided for the market, what is the role senior management in business development. Results of activities and achieved success must be linked to the intended goals and targets.
Description of products (services).
The business plan must include a detailed description of the future product (service), this is necessary in order for the bank's specialists to receive detailed explanations what products and services are planned to be offered to the market.
Questions that relate to the description of the goods (product / service) can be the following list.
1. Competitive description of the product and how it is used. At the same time, the properties of the product should be associated with the needs of its potential buyers.
2. What is the range of similar products (services) offered by competitors?
3. What is the level of product protection, that is, does the entrepreneur have a patent, copyright, registered trademark, etc.?
It is necessary to explain why buyers will choose this particular product, and not the product (service) of competitors, that is, what competitive advantages the proposed product has.
Analysis of the state of affairs in the industry.
When describing an industry, it is important to show the absolute size of the market, the main market segments (consumer groups), whether this market is prone to growth or stagnation. It is important to draw a conclusion about the overall attractiveness of the market. You need to determine your potential share, give a sales forecast for your products. Evaluation of competitors and choice of strategy.
The business plan should describe the chosen strategies and their specific application. When the strategy is chosen, the entrepreneur needs to decide:
How best to implement it?
Do you need reorganization for the structure of the enterprise (re-equipment of production, attraction of new specialists)?
What should be financial structure needed to implement the strategy?
Is it possible to increase profits without changing the current competitive position of the firm?
If an entrepreneur decides to change his strategy or is just introducing himself into a competitive market, he must foresee the possible responses of competitors:
The degree of probability of retaliatory actions;
Their possible impact on the firm;
When might this happen;
How aggressive will they be;
Is it possible to avoid especially aggressive influences?
Production plan.
When writing this section, do not abuse the use of technical jargon. Apart from technical description the production plan must include economic calculations of production costs. In addition, the following questions must be answered:
1. What are the main production methods and technology?
2. What is the general structure of the production process, operations for the release of goods?
3. What kind of raw materials and supplies are needed? Who are the firm's main suppliers?
4. What capacity is needed to organize production? Does the enterprise already have active capacities?
5. How is quality control carried out?
6. Where will the production be located?
7. Can the enterprise count on economies of scale? What is the expected cost structure?
8. The labor force required to run production today and in the future? Does the qualification of employees correspond to the capabilities and specifics of the equipment?
Marketing plan.
The marketing section of a business plan is needed in order to:
The entrepreneur could realize the main goals and objectives, the strategy of the company's marketing activities;
Employees of the firm's marketing departments could use the plan as a guide for actions to develop and create a market for their product;
Investors could be convinced of the sufficient capacity and prospects of the market.
The marketing plan should cover all elements of marketing and answer the following questions.
1. What are the main groups of buyers in the industry market that the company focuses on? What are the main segments of this market? Which segment is the company going to focus on?
2. What share in this market segment can the company claim?
3. What is the main method for calculating the price of a firm's product? What is the net income of the firm at the chosen price level?
4. What distribution channels will the firm use?
Organizational plan.
The organizational plan introduces the form of ownership chosen by the firm, issues of leadership, distribution of powers and responsibilities, and the type of organizational structure of the firm. The following questions can serve as guidelines for drawing up a plan.
1. What is the form of ownership of the enterprise?
2. Who are the main shareholders or main shareholders?
3. Who is on the board of directors and the board of the organization?
4. How are the powers distributed among the managers of the firm?
5. What is organizational structure firms, the way departments interact with each other?
If the company has existed for several years, it is necessary to describe the history of the formation of ownership, the changes that have occurred to it.
Financial plan.
The financial section of the business plan includes three main planning documents: the balance sheet of the organization, the profit and loss plan, and the cash flow forecast.
In addition, when drawing up a business plan, a sensitivity analysis is carried out.
Sensitivity analysis is a method of studying the effect of changes in the current net value (net present value) of a project due to changes in key project parameters - research and development costs, construction costs, market size, price, etc.
Net present value is a measure of the effectiveness of an investment made in a business project.
Cost discounting is the determination of the present value of the future cash income of the firm, which should be received as a result of the project.
The formula for calculating the present value:
PV is the discounted (current) cost of the project;
CF - net cash flow (cash flow) in the future period of time. Cash flow is the sum of net income and depreciation, that is, the total savings that characterize the financial enrichment of the company;
r - interest rate;
n is the number of years for which the summation of income is carried out.
Net present value is the present value less the initial investment.
NPV - net present value;
PV - discounted value;
P - initial investment.
The criterion for the effectiveness of a business project is a positive net present value. The preliminary application of sensitivity analysis in the framework of business planning allows you to reduce business risk, avoid unproductive capital investments.
Research and development plan.
If the firm intends or is already conducting research and development, then in the appropriate section of the business plan, it should answer the following questions:
The amount of research costs, comparison of R&D costs with the corresponding costs of competing firms;
Qualifications and experience of staff in the research department;
Equipment of the research and development department;
The real achievements of the research unit and its contribution to the overall success of the organization;
Directions of research and development;
Relationships of the R&D unit with other research organizations (research institutes, etc.)
Income that the R&D unit generates by doing work for other organizations (contract work).
Risk assessment and insurance.
A condition for the skillful management of the resources provided is to take into account the possible risk of the project. Risk means the probability of not getting a positive result (profit) or getting a negative result (loss) in entrepreneurial activity. When developing a business plan, it is necessary to clearly understand in which of the risk areas the company's business proposals lie - in the area of low risk with little profit or in the area of risky investments with a high percentage arrived.
According to the source of occurrence, the risk is economic, associated with the personality of a person, due to natural factors. Due to the occurrence of risks, they are divided into those caused by the uncertainty of the future, the unpredictability of the behavior of partners, and the lack of information. According to the nature of the manifestation, risks are divided into political and commercial.
Among the risk reduction measures, effective forecasting and systematic planning of the company's activities, insurance and self-insurance are distinguished. In most cases, political, regional and other risks are assumed by special organizations, that is, financial and credit institutions that specialize in insuring this type of risk.
Conclusion.
The business plan, like the strategic plan of the organization, covers a long period - 3-5 years, sometimes more. However, there are a number of differences between a strategic and a business plan:
Unlike the strategic plan, the business plan does not include the entire set of general goals of the company, but only one of them, the one that is associated with the creation and development of a specific new business. A business plan is focused only on development, while a strategic plan may include other types of organization strategies;
Strategic plans are usually plans with a growing time horizon. The business plan has a clearly defined time frame, after which the tasks and goals defined by the plan must be completed. Thus, the business plan in its form tends to the project with its specific study and a certain self-sufficiency.
In a business plan, the functional components (plans for production, marketing, etc.) are much more significant than in a strategic plan, they are full-fledged, balanced parts of the structure of a business plan.
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The business plan is integral part strategic plan. Business planning and strategic planning are not identical concepts.
The strategic plan defines the main goals and directions of the organization's activities and forms the ways to achieve them. The implementation of the ideas of the strategic plan requires the development of a complex of various aspects. At the strategic planning stage, two more relatively independent plans are drawn up: innovation and investment, in which the ideas of innovation, formed in the process of drawing up a strategic plan, receive further detailed study. All plans differ in the level of detail of information about the planned innovations.
It can be seen that the links between the processes of strategic planning, innovation and investment have been little studied. Unfortunately, in most cases these concepts are identified. The most promising can be considered the process of strategic planning, in which the planning of innovations and investments are considered as its procedure. Since both innovation and investment involve long-term investment, innovation and investment decisions are mostly strategic decisions.
A publicly accessible form of presentation of individual elements and directions of the strategic investment plan is a business plan. The business plan is standalone document, characterized by its goals, objectives, structure. It differs from the strategic plan, as discussed above, in the following parameters: in terms of the breadth of goals, time horizon, development orientation, investor orientation, structure and detail of sections, degree of accuracy of calculations.
There are differences between the business plan and the current plan for the socio-economic development of the enterprise:
- in structure;
- in the orientation of goals (it takes into account not only internal, but also external goals and conditions of the organization);
- by aspects of activity (the current plan covers all aspects of the organization's activities for the year, and the business plan is only investment);
- in the period of validity (a socio-economic development plan is drawn up every year, and a business plan - when it is necessary to evaluate and implement some kind of investment decision (0.5; 1; 1.5; 3; 5 years)).
In comparison with the innovation plan, it can be noted that the scientific and technical ideas of the innovation plan in the investment plan are expanded and detailed in organizational, marketing and financial aspects.
In relation to the investment plan, the business plan can act as a document that is a plan for the development and implementation of the relevant part of the investment project.
An investment project is a set of documents that characterize the project from its inception to the achievement of specified performance indicators and, as a rule, show the pre-investment, investment, operational and liquidation stages of its implementation. Strategic investment plan organization may include several, interconnected or not, investment projects.
Close in essence to the business plan is a feasibility study (feasibility study). The feasibility study contains a pre-project study of engineering, design, technological and construction solutions, a comparison of alternative options and a rationale for choosing a specific method for implementing the project. The main difference between a feasibility study and a business plan is that a feasibility study is a specific planning document for the creation and development of large industrial facilities. Particular emphasis is placed on the production and technical part, while market problems remain less disclosed. A feasibility study is narrower in scope than a business plan, but more deeply detailed in technical and production terms. The feasibility study is intended for specialists, the business plan is for general use. The place of the business plan in the strategic plan system can be schematically represented as follows (Fig. 7.1).
7.1.2. Business plan concept
There are many definitions of a business plan. Its purpose and goals are more fully reflected in the following wording: a business plan is the main document that allows you to set out in detail, justify and evaluate the possibilities of an investment project to create a new or expand an existing production (service).
This definition clearly reflects main goal business plan, which consists in giving a holistic systemic assessment of the prospects of the project, the developed strategic decision. A business plan is drawn up to justify investments when expanding existing production or creating a new product (service).
Other goals for developing a business plan can be different: attracting investors, attracting partners, determining the degree of reality of achieving the intended results, convincing company employees that it is possible to achieve the goals set.
The business plan provides for the solution of strategic and tactical tasks, namely:
- substantiation of the economic feasibility of the investment decision within the framework of the developed strategy of the enterprise;
- assessment of financial, material, labor production resources necessary to achieve the goals of the enterprise;
- determination of the source and forms of financing for the implementation of the chosen strategic decision;
- selection of employees capable of implementing this plan;
- organization of work on the implementation of the developed business plan.
The purpose of the business plan:
- serves as a justification for the proposed business and an assessment of possible results;
- an integral element of strategic planning;
- acts as a means to obtain investment;
- intra-company planning tool;
- advertising for the proposed business.
From the standpoint of strategic management, the issue of organizing the business planning process is of particular interest.
At the stage of developing a business plan, the formation of goals, the collection of the necessary data, the necessary calculations and the approval of the business plan are carried out.
Promotion of the idea and results of the project is a complex process of conveying meaningful information and includes: the procedure for presenting a business plan, agreeing on conditions with partners, auditing with external investors, making amendments and adjustments.
The business plan implementation stage covers the period from making a decision on investment to the initial stage of the practical implementation of the project, including the stage of developing an implementation plan, implementing a work program; control, adjustment of the business plan.
The current pace of change in the economy is so great that strategic planning is seen as the only way formal forecasting of future problems and opportunities. Strategic planning is the basis for all management decisions. It gives the management of the enterprise the means to create a plan for the long term, helps to reduce risk in decision making.
Strategic planning is nothing more than the definition of the main goals of the enterprise, aimed at clarifying the intended final results, taking into account the means and methods for achieving the goals and providing the necessary resources. At the same time, new capabilities of the enterprise are also being developed, for example, the expansion of production capacities by building new industrial buildings or the acquisition of equipment, a change in the profile of an enterprise or a radical change in technology. Strategic planning covers a period of 10-15 years, has long-term consequences, dramatically affects the operation of the entire management system and is based on huge resources.
The purpose of strategic planning is a comprehensive justification of the problems that the organization may face in the future. Based on this, the main indicators of the development of the organization for the planning period are determined.
Strategic planning is characterized by the following features:
- - strategic planning should be supplemented by current planning;
- - strategic plans should be developed, adjusted and approved by the top management of the enterprise annually;
- - the annual detailing of the strategic plan is carried out simultaneously and in close connection with the development of the tactical plan;
- - strategic planning should be supplemented by mechanisms for the implementation of the strategic plan.
And this implies, first of all, the creation of an organizational (corporate) culture that allows the implementation of the chosen strategies, the formation of systems of motivation and work organization, the achievement of a certain flexibility in the organization, etc., that is, the use of all strategic management tools. If you want an organization's response to external influences to be adequate, its management system must have adaptive capabilities.
The main difficulties of strategic planning:
- 1. Strategic planning, unfortunately, cannot give a detailed description of the future. Its result is a qualitative description of the state to which the enterprise should strive in the future, what position it can and should occupy in the market. Obviously, even an imperfect description of the future is immeasurably better than its complete absence.
- 2. Strategic planning does not have a specific algorithm for drawing up and implementing a plan. The goals of strategic planning are ensured by the following factors: high professionalism and creativity of planners; close connection of the enterprise with the external environment; active innovation policy; inclusion of all leading employees of the enterprise in the implementation of the goals and objectives of the strategic plan.
- 3. If we compare the process of strategic planning with traditional advanced technical and economic planning, it turns out that for its implementation it requires a significant investment of resources and time.
- 4. Lack of strategic planning at the enterprise or errors in strategic planning lead to negative consequences. As a rule, these consequences are much more serious than with mistakes in traditional forward-looking business planning.
The strategic planning process includes the following steps:
- 1. Evaluation of the current strategy. It gives an idea of the state in which the enterprise is located, what strategies it implements and their effectiveness. During the analysis, the following questions should be answered:
- - What is the structure of needs that generate demand in this industry?
- - What characteristics of products contribute to success in the market?
- - What are the entry and exit barriers in the industry?
- - What are the key success factors in the industry?
Based on the above criteria, it is necessary to comparative analysis industries and markets in which the enterprise operates, in order to assess the risk, their potential profitability and to identify how the existing business strategy of the enterprise corresponds to the opportunities and specifics of managing in these industries.
- 2. Product portfolio analysis. Provides a visual representation of how the individual components of the business are interconnected. Product analysis complements and refines the information obtained from the evaluation of the current strategy. There are several stages of the analysis algorithm: selection of analysis levels; selection of objects of analysis; determination of indicators used in the analysis; collection, systematization and analysis of data; comprehensive assessment the company's existing product portfolio.
- 3. Choice of strategy. It is carried out on the basis of three components: key success factors that characterize the strategy; results of product portfolio analysis; alternative strategies. Among the key factors characterizing the success of the applied strategy, one can distinguish: the advantages of the enterprise and the industry in which the enterprise operates; enterprise goals; interests and attitude to the strategy of the owner and top management; financial resources; managerial staff qualifications; enterprise obligations; the degree of dependence on the external environment; time factor, etc.
- 4. Evaluation of the chosen strategy. It is carried out in the form of an analysis of how the decisive factors are taken into account in its formation. The analysis allows you to determine whether the chosen strategy will lead to the achievement of the company's goals. If the strategy is in line with the objectives, further analysis is carried out to determine:
- - compliance of strategies with the state and requirements of the environment (market dynamics, life cycle products, competitive barriers and competitive advantage and other factors)
- - compliance with the potential and capabilities of the enterprise (other strategies that are already being implemented, the structure of the enterprise, potential);
- - acceptability of the risk embodied in the strategy (realistic prerequisites, negative consequences, how justified the risk is).
- 5. Development of a strategic plan. The adopted strategy serves as the basis for drawing up a strategic plan for the enterprise. Depending on the combinations of strategies chosen, the strategic plan can be offensive or defensive. offensive plan involves the business development of the enterprise. It is created by large firms with high potential and involves the development of new products, entering new markets, significant investments in the expansion of economic activity, etc. The defensive plan is aimed at maintaining the positions achieved in the market and contains measures that prevent the negative consequences of the market and the bankruptcy of the enterprise.
Unlike tactical and operational plans, the strategic plan does not have a rigid structure. Each organization approaches the choice of its sections and indicators from its own positions. Nevertheless, recently there has been a generally accepted hypothetical structure of the strategic plan, which makes it possible to judge how the enterprise and its structural divisions manage their resources.
The strategic plan may include the following sections: corporate mission, products (services), competition, markets, resources, business portfolio, innovations, investments.
6. Development of a system of business plans. The business plan is one of constituent parts strategic plan. Often, in practice, a business plan replaces a strategic one. The differences between strategic and business planning are as follows. First, unlike the strategic plan, the business plan does not contain the entire set of general goals of the enterprise, but only some of them, the implementation of which requires a certain amount of investment. Secondly, unlike strategic plans, business plans have clearly defined time limits determined by the timing of the planned activity.
With the help of a business plan, a mandatory justification is carried out for each event of the strategic plan, which requires investment resources for its implementation.
Having determined the place of the business plan in the strategic planning of the company, let's move on to considering the essence of business planning, its goals, objectives and functions.
