Modern trends in strategic analysis. Strategic analysis. Methods of strategic analysis. Formulating strategic goals and strategic alternatives

26.03.2020

Strategic analysis involves the study of the provisions of the organization, for which changes in the external environment of the organization are studied and the advantages (disadvantages) of the organization's resources that it may have with these changes are evaluated. The main purpose of strategic analysis is to evaluate the key impacts on the current and future position of the organization.

There are 3 components of strategic analysis:

1) Purpose, objectives and expectations. The purpose and main objectives provide the background in which the proposed strategies are formulated, as well as the criteria by which they are evaluated. The goal establishes the meaning of the existence of the organization and the nature of its activities. The main objectives define what the organization intends to accomplish in the medium and long term to achieve the goal.

2) Analysis of the external environment. The second component of strategic analysis is the study of the characteristics external environment in which the organization operates. The external environment can create opportunities or threats for the organization: the organization exists against the backdrop of a complex external environment that includes many elements: political, technological, social and economic. The external environment is undergoing significant changes, which poses a major strategic issue for the organization.

3) Analysis of internal resources. The third component of the strategic analysis is an analysis of the internal resources available to the organization of the key advantages and disadvantages of the organization. The purpose of the analysis is to develop an overall picture of the internal influences and constraints on strategic choices. Internal analysis focuses on two areas: identifying the strengths and weaknesses of organizations and identifying expectations and opportunities to influence the enterprise's strategic planning process. One of the results of strategic analysis is the formulation of the overall goals of the organization, which determines the scope of its activities. Based on the goals, tasks are put forward.

Model "Semi - S"

The Seven C's are a framework for analyzing the performance of organizations. They represent the seven elements key to the success of an organization - they are: strategy, structure, systems, style, dexterity, people, and shared values. This theory has helped change the way managers approach the issue of improving organizations. She says that it is not enough just to develop new strategy and follow her. And it's not about creating new systems that generate improvements. To be effective, your organization must have a high degree of alignment (internal coherence) between all seven Cs. Each "C" must be consistent with the other "C" and reinforce them.

All "C"s are interdependent, so a change in one of them affects all the others. It is impossible to achieve progress in one area without progress in all other areas. Therefore, in order to improve the organization, you need to pay attention to all seven elements at the same time.

Strategy- the path chosen by the organization further development; a plan designed to achieve sustainable competitive advantage.

Structure- the framework within which the activities of the members of the organization are coordinated. The four basic forms of structure are: functional, branch, matrix, and network.

Systems- formal and informal procedures, including compensation, information management and capital allocation systems that govern day-to-day operations.

Style- the leadership approach of top management to business and the overall production approach of the organization; also the manner in which employees of the organization present themselves: to suppliers and buyers.

Skill- what the company does best, the distinctive abilities and capabilities of the organization.

Staff - labor resources organizations; refers to the development, training, socialization, integration, motivation of personnel and management of their promotion.

Shared Values- originally called subordinate goals - the guiding concept and principle of the organization's values and aspirations. Often unwritten fundamental ideas that go beyond the stated goals of the corporation around which the business is built, factors that influence the work of the group towards achieving a common goal.

The essence of SWOT - analysis

SWOT - this abbreviation is made up of the first letters of English words. SWOT - analysis means identifying the strengths and weaknesses of the organization, external threats and opportunities that may hinder or help the organization in its activities. The SWOT analysis technique is to compare the company's internal strengths and weaknesses with its external opportunities and threats and is a very useful and easy to use tool for a quick overview of the company's strategic position. It is based on the position that the strategy must ensure a strict correspondence between the internal capabilities of the firm and the situation outside it.

When conducting a SWOT analysis, the following are considered:

1 - strengths - this is something that the company does especially well and is considered an important characteristic in its competitive struggle;

2 - weaknesses - what the company lacks or what it does poorly in comparison with others, i.e. internal conditions that put it at a disadvantage.

3 - Opportunities - favorable factors and changes in the external environment that can give a particular company any competitive advantage or open important growth and development paths for it.

4 - threats - factors of the external environment of a particular company that pose a threat to its well-being and prosperity, for example: the emergence of cheaper technology, the introduction of new and cheaper products by competitors on the market.

Portfolio Analysis: Boston Advisory Group Matrix

The strategic analysis of the company is called portfolio analysis. An enterprise portfolio, or a corporate portfolio, is a collection of relatively independent business units (SEBs) owned by one owner. Portfolio analysis is a tool by which the company's management identifies and evaluates its economic activity in order to invest in the most profitable or promising areas and reduce investment in inefficient projects.

At the same time, the relative attractiveness of the markets and the competitiveness of the enterprise in each of these markets are assessed. It is assumed that the company's portfolio should be balanced, i.e. the right combination of products that need capital for further development with economic units that have some excess capital must be ensured. The purpose of portfolio analysis is the coordination of business strategies and the distribution of finances between the business units of the company.

The normal analysis process includes 4 stages and is carried out according to the following scheme:

Stage 1. All activities of the enterprise are divided into SEB.

Stage 2. Relative competitiveness is determined individual business- units and prospects for the development of the respective markets.

Stage 3. A strategy is developed for each business unit and business units, with similar strategies are combined into homogeneous groups.

Stage 4. Management evaluates the strategies of all divisions in terms of their alignment with the corporate strategy, commensurate the profit and resources required by each division, using portfolio analysis matrices.

The Boston Matrix is based on a product life cycle model, according to which a product goes through 4 stages in its development:

1) Entering the market (product - "question mark");

2) Growth (product - "star");

3) Maturity (product - "milk cow");

4) Recession (goods - "dog"). To assess the competitiveness of certain types of business, 2 criteria are used: the growth rate of the industry market and the relative market share.

Zvezda are market leaders. They generate significant profits due to their competitiveness, but also need funding to maintain a high market share. "Question mark" - the goods in this group can be very promising, as the market expands, but requires significant funds to maintain growth. With regard to this group of products, it is necessary to decide whether to increase the market share of these products or stop financing them. "Cash cows" are products that can generate more profit than is necessary to sustain their growth.

They are the main source of funds for investing in new product. "Dogs" are products that are at a cost disadvantage and have no room for growth. The preservation of such goods is associated with significant financial expenses with little chance of improvement. They do not need investments, if they bring profit, it is advisable to keep them as part of the company. Possible sale. Ideally, a balanced portfolio of an enterprise should include 2-3 goods - "cows", 1-2 - "stars", several "question marks", as a reserve for the future a small number of goods "dogs".

Portfolio analysis based on the McKinsey matrix

The matrix is characterized in a coordinate scheme, one of the axes of which is the attractiveness of the industry in which the SEB operates, and the other axis is the competitive position of the SEB in the industry. Attractiveness of the industry: profitability, industry growth, industry size, technological stability. Competitive position in the industry: production costs, productivity, market share. Horizontally, the competitive position is plotted, and vertically, the attractiveness of the industry. Each of the axes is divided into 3 equal parts, characterizing the degree of attractiveness of the industry (high, medium, low) and the state of the competitive position (good, medium, poor). Inside the matrix, 9 squares are allocated, hitting which indicates what place the company's strategy should be given to them in the future.

In relation to those SEBs (products) that fell into the “success” square, the company must apply a development strategy. These businesses are well positioned in attractive industries, so the future clearly belongs to them. SEBs (products) that appear in the "question mark" box may have a good future, but for this the firm should make great efforts to improve their competitive position. SEB caught in the square " profitable business”is a source of money. They are very important for maintaining the normal life of the company. But they can die, because. attractiveness to firms of the industry in which they are located is low. Hitting the square medium business” do not give an opportunity to unequivocally judge the future fate of the SEB. In relation to it, a decision can be made only on the basis of the analysis of the state of the entire portfolio of business (products).

With regard to SEBs that fell into the “defeat” square, it can be concluded that it is in a very undesirable position, requiring fairly quick and effective intervention in order to prevent possible serious negative consequences for the company. The expediency of this strategy is to invest in SEB in order to maintain its position and follow the development of the market. The “business screen” reflects the results of the study for all strategic units of the enterprise and, on the basis of this, forms the market strategy of the enterprise as a whole.

Conclusions for the strategy on the matrix "McKinsey":

1 - resources should be taken from the losers and given to the winners, the position of the winners is strengthened.

2 - "question marks" the organization is trying to turn into winners.

3 - resources are invested in winners and "question marks". Based on these findings, the organization chooses a development strategy.

Economic and mathematical methods and models

UDC 65.012.123

HER. Abushova, S.B. Suloeva

METHODS AND MODELS OF MODERN STRATEGIC ANALYSIS

E.E. Abushova, S.B. Suloeva METHODS AND MODELS OF MODERN STRATEGIC ANALYSIS

The main definitions are considered and methods and models are proposed that can be used in the system of modern strategic analysis.

ENVIRONMENT ANALYSIS; MACRO ENVIRONMENT; MICRO ENVIRONMENT; INTERNAL ENVIRONMENT; STRATEGIC DECISIONS; PORTER MODEL.

In this article the basic definitions are considered and methods and models are proposed that can be used in the system of contemporary strategic analysis.

ANALYSIS OF THE ENVIRONMENT; MACRO ENVIRONMENT; MICRO ENVIRONMENT; INTERNAL ENVIRONMENT; STRATEGIC DECISION; MODEL OF PORTER.

In today's market conditions of a dynamically changing environment, fierce competition and unpredictability of economic actions of subjects of market relations, the solution of only current problems becomes ineffective for the enterprise. More and more relevant are issues related to the strategic development of the enterprise and the adoption of strategic management decisions. For right choice and making strategic management decisions, developing an effective enterprise strategy and leveling the negative impact of environmental factors, it is necessary to have sufficient “the right information at the right time”. In this regard, the conduct of a strategic analysis is now becoming simply necessary.

With what methods and models is it preferable to conduct a strategic analysis in order to comprehensively assess the factors of the external and internal environment that affect the activities of the enterprise, identify key success factors and adopt effective

management decisions on the choice of strategy - the solution of these issues and ask ourselves in this article.

Overview modern methods. Strategic environmental analysis is the initial process of strategic management that provides the basis for defining the mission, goals of the firm and developing strategy. Analysis of the environment involves the study of its three components: macroenvironment, microenvironment and the internal environment of the organization. The analysis of the macro- and microenvironment is aimed at identifying the opportunities and threats of the external environment. The result of the analysis is the identification of key success factors.

Key success factors (KSF) are controlled variables common to all enterprises in the industry, the implementation of which makes it possible to improve the competitive position of the enterprise in the industry. The key success factors may include consumer properties of the product, experience and knowledge, competitive opportunities, success in the market, as well as specific areas of the enterprise, allowing it to

successfully compete with competitors and achieve success. In the process of strategic analysis, the KFU of this industry are first identified, after which measures are developed to master the most important of them in order to succeed in this field of activity.

An analysis of the internal environment reveals those opportunities, the potential that a company can count on in the competition in the process of achieving its goals, as well as the weaknesses of the organization. As a result, the company's core business capabilities or core competencies should be identified.

Competence - the properties that all or most enterprises in the industry possess, necessary for participation or survival in it. Competencies include skills, technology, know-how, etc.

Core competence - key properties specific to a particular enterprise, unique or at least rare, difficult to copy, which are the main reason for competitive advantage. Unlike physical assets, core competencies are not destroyed when used or shared, but are developed.

Thanks to its core competencies, the company has the ability to produce products that customers value more than competitors' products. This is achieved through the best knowledge, possession of information, the presence of skills that surpass those of competitors, the use of the latest technologies, the presence of appropriate relationships between structural divisions, networks created by the company and gained reputation .

Strategic analysis is expressed in the procedure for searching and selecting strategic alternatives. According to the prevailing ideas, strategic analysis aims to find the most stable patterns and trends in each process that can play a role in the future, and to forecast indicators of production and economic activity based on them. The most important tasks of strategic analysis are the justification of the

strategic plans, assessment of their expected implementation, as well as providing information for making strategic management decisions.

As a result of the analysis of the activity, the enterprise needs to find out what position it is in, as well as how achievable the strategic goals will be. Since it is about strategic goals, then the focus is on the external conditions of activity, namely, first of all, an analysis is made of the attractiveness of the external environment, the behavior of competitors and consumers.

External review should be performed at the level of the organization as a whole. Carrying out such diagnostics at the highest corporate level not only avoids duplication of work, but also helps ensure that strategic decisions at all levels of the organization are made based on the same vision of the outside world.

Internal strategic analysis should be carried out at the level where control over the resources of the company is exercised, and where decisions are actually made about their effective use.

The main purpose of diagnosing the current situation is to identify constraints and opportunities that need to be taken into account when planning for the future. For this purpose, the analysis of the past situation is of little value. Information is needed about the current moment and about likely changes during the period indicated by the planning horizon. It is also important that the situation is assessed in the context of competitive relations.

The external environment is a set of external subjects and factors that actively influence the position, prospects and effectiveness of the organization. The external environment of the enterprise is usually divided into macro and micro environment.

The macroenvironment includes socio-demographic, technological, economic and political factors. The nature of these factors is such that companies are unable to influence them. There is no need to analyze every facet of the macro environment.

Moreover, it is impossible to do it in full. Therefore, in real life, the area of interest for organizations narrows down to a “meaningful external macro environment”. A meaningful macro environment defines the boundaries of the general environment in terms of analytical purposes. They are based on key aspects that significantly affect a particular organization. Therefore, under the macroenvironment we mean its significant part.

The microenvironment is the environment that directly surrounds the company, i.e. those areas with which the organization interacts or which it itself influences. The microenvironment contains competitors, suppliers, customers of the company, as well as the resources necessary for the successful operation of organizations.

The internal environment of the enterprise - a set of characteristics of the organization and internal actors that affect the position and prospects of the company.

To analyze and predict the development of the macro environment, we recommend using PEST (STEP) - analysis, the purpose of which is to track (monitor) changes in the macro environment in four key areas: P - Political (political and legal), E - Economic (economic), S - Sociocultural (social -cultural), T - Technologcalforces (technological) and identifying trends, events that are not under the control of the enterprise, but that affect the results of strategic decisions.

Caution should be exercised when analyzing the macro environment, as the macro environment is by its very nature a very complex phenomenon. The speed at which changes occur in it is constantly increasing, and changes are turbulent and often unpredictable. Therefore, when analyzing the macro environment, we recommend:

Take into account the limitations and inaccuracies of the analysis;

Conduct analysis on a regular basis;

Constantly update sources of information and improve analysis techniques;

Use information in conjunction with other data.

For the analysis of the microenvironment, the five-factor model of Porter or the resource model is most often used.

At the same time, it should be borne in mind that the resource model is more complex than the Porter model, but it allows you to get a more complete picture of the analysis, understand the nature of competition within the industry and markets, assess the threat posed by competitors operating in other industries, assess your potential for new industries and markets.

The disadvantages of Porter's model include the following:

Internal and external analysis in interaction;

Companies are assumed to be competitive and non-cooperative;

More attention is paid to the markets for goods and services than to those markets in which the firm acquires resources;

It is not recognized that companies, as a result of their activities, by strengthening their competencies and creating new ones, can change their own competitive environment;

It does not take into account the fact that firms operating outside the industry and market of the organization under consideration can pose a significant competitive threat if they have similar core competencies and distinctive features;

It is not taken into account that strengthening existing and creating new competencies can allow a company to become competitive outside its existing markets;

The five factors are assumed to have the same effect on all competitors in the industry. In fact, the strength of the factors is different for different firms. The model implies that if, for example, the possibilities of suppliers are large, then this situation will be true for all firms in the industry. In fact, supplier opportunities may vary for companies in the industry. Large firms will be exposed to less supplier risk than smaller firms. Firms with well-known brands will be less affected by buyers and substitutes than firms with less well-known brands;

Commodities and resource markets are inadequately described. Purchasing power and supplier power refers to the markets in which firms sell

their goods and receive resources. However, the conditions for both types of markets are somewhat more complex than Porter's model implies.

We recommend that you carry out internal analysis using the value chain according to M. Porter. The value chain is a unified system of main and auxiliary activities of the organization, which seeks to increase the consumer value of the product and at the same time to reduce its own costs due to the better organization of all processes and internal activities at the enterprise. In addition, the value chain also focuses on the processes taking place outside the firm, i.e., each firm is considered in the context of a common chain of activities that create value (value).

1. Analysis of production and economic activities.

2. Analysis of the property complex of the enterprise

3. The financial analysis enterprise activities.

Additionally, when analyzing the internal environment of an enterprise, the following methods can be used:

situational analysis;

Desk research (work with accounting documents, statistical and other internal company information);

Observations and surveys of employees of the enterprise using special methods (diagnostic interviews);

Teamwork methods (“brainstorming”, conferences, etc.);

Expert assessments;

Mathematical methods (trend analysis, factor analysis, calculation of averages, calculation of special coefficients).

One of the main methods used to study the environment and recommended for strategic analysis is SWOT analysis. The informational value of the results of a SWOT analysis depends primarily on the ability of analysts to give the evaluated criteria the right estimates and the creativity of the planning team.

To assess competitive positions, we recommend drawing up maps of strategic groups. A strategic group of competitors is a set of competing firms in a particular industry that have common features. These features can be similar to stratum-gii competition, the same position in the market, similar products, distribution channels, service and other elements of marketing.

To summarize the results of the work on the analysis of strategic factors of the macro- and microenvironment, it is recommended to use a special form "Summary of the analysis of external strategic factors" (External Strategic Factors Analysis Summary - EFAS). This form allows not only to reveal threats and opportunities, but to evaluate them in terms of the importance for the organization of taking into account each of the identified threats and opportunities in the strategy of its behavior.

Thus, as a result of solving the problem, those areas of the business and its external environment that are critical for the implementation of the goals and objectives of the organization are identified. Further, on the basis of the information received, the key success factors and core competencies of the enterprise are identified, since in accordance with them the choice of strategy takes place in the future.

All of the above allows you to get a fairly clear idea of the strengths and weaknesses of the enterprise, the opportunities and threats of the external environment. But in addition to this, in order to obtain a complete picture of the analysis of the enterprise’s activities, as well as for the further development of a strategy, it is necessary to determine not only the identified “symptoms”, but also their sources and specific causes. To do this, we recommend using the "Ishikawa" diagram in combination with "why-analysis" and "how-analysis".

For effective use of this tool, we propose to create a working group, which will include both managers involved in the development of the strategy, and specialists in strategic management accounting for mutual exchange of information during the brainstorming. Working with a diagram resembling the skeleton of a fish boils down to the following: the problem to be solved is written on the right, and on the ends of the branches -

specific consequences that the organization faces. To the left, the main groups of causes are distinguished, and even further - the causes themselves that cause the problems under study (Fig. 1). To identify the causes leading to the appearance of the effect, we use the technique of "why - analysis". Its essence lies in the fact that at each stage it is necessary to raise the question "why?" to each factor until the relationship of causes is clarified. Similar to the “why-analysis”, a “how-analysis” is carried out to obtain an appropriate answer to the question of achieving the planned state, which can become a specific recommendation for action. Then, among all the problems, the main ones are singled out, the resolution of which can form the basis of the developed strategy.

When applying the proposed tool, it is impossible to formulate what information is needed, because in each case there will be different problems, their causes and, accordingly, different recommendations. However, in our opinion, the information obtained in the course of a strategic analysis of the enterprise's operating environment will be sufficient to use a set of these tools.

Next, we propose to modify the classical Porter model to the seven forces of competition model (Fig. 2), modified to describe the maximum of parameters acting on the firm in the long run to reflect the relationship between supply and demand.

The elements of the schema are:

1. The fight against direct competitors (or the central ring of competition), the nature of which is determined by the intensity, specific forms of competition and the degree of interdependence of rivals.

2. Parameters of demand. Demand is characterized by buyers with a set of benefits and needs. A firm achieves a competitive advantage in demand if it is able to serve the largest share of the absolute market potential.

3. Factors of production - labor resources (number, qualification and cost of labor), physical resources (quantity, quality, availability and cost of land, forest resources, etc.), climatic resources, geographical location, financial resources, knowledge resource (sum of scientific, technical and market information), infrastructure (type, quality of infrastructure available and fees for using it).

4. Technologies and means of production. Technological change is the most dynamic of the seven forces of competition, as superior technology over time replaces the dominant technology. this moment, and this is the basis for asserting the existence of a product life cycle and competitive advantage due to the emergence, growth, gradual saturation of a derivative need and its decline due to a change in technology.

Consequence Consequence

Rice. 1. Ishikawa Diagram

Threat of lack of consumers

Threat of adverse influence

Influence groups

Technology and means of production

The threat of new technologies

Competitors in the business area

Rivalry between direct competitors

The threat of the emergence of substitute products;

threat of lack of complementary goods

Related and supporting SPs

Rice. 2. Model of the seven forces of competition

5. Potential competitors and their strategies. It is a threat that the firm must strive to reduce and against which it must protect itself by creating barriers to entry.

6. Groups of influence (GV) - contact audiences that can put pressure on the organization both in the direction of expanding activities and changing it, and even force them to abandon it.

7. Related and supporting business zones (ZX) - zones in which firms can interact with each other in the process of forming a value chain, as well as zones dealing with complementary products.

8. Random events - processes that the company's management cannot predict and manage. These are natural changes, force majeure circumstances,

the role of the human factor, unpredictable changes in supply and demand, etc.

Such a scheme is, in our opinion, the most acceptable, since it takes into account all the factors that operate both in the short and long term, and does not contradict the generally accepted provisions on competition. IN short term it comes down to rivalry in the field of supply between direct competitors, since the role of supporting and related industries is reduced to the threat of the influence of products and brands of substitutes; the role of production factors is reduced to the threat of losing suppliers or increasing prices for the supplied resources; the influence of the organization on demand is reduced only to pricing policy, technology and means of production, the role of government and GW remain constant; fight against potential competitors

tami comes down only to the establishment of entry barriers to the SZH. Thus, the competitive struggle model is reduced to Porter's simple scheme of industry competition. If we consider competition between countries, then we are entering the macroeconomic level, at which the role of the government is only influencing, not decisive, since competition between countries depends primarily on their economic development. The role of technology and means of production can be attributed to random factors, since they are created not by the country, but by the subjects operating within it. As characteristics of other determinants (demand, factors of production, related and supporting industries, competitors and their strategies), aggregated macroeconomic variables are considered. Considering the scheme of the seven forces of competition for an enterprise, the researcher understands the main difficulty in building theories of competition, especially in the long run - the close interconnection and interdependence of all components. The scheme of seven forces is a system, the components of which are in numerous connections, partly determined, and partly stochastic.

The choice of strategy is a rather complicated decision, on which the further work of the entire enterprise largely depends. Therefore, as a result of strategic analysis, we must obtain information that is clear, objective, timely and allows not only to choose a strategic alternative, but also to be able to correct it in the future. We propose to use not only separately existing tools, models and methods, but also their combinations. So, we recommend a set of tools for use, which we will call the “matrix kit”.

The algorithm for using the "matrix set" is shown in Fig. 3.

Based on the information obtained during the strategic analysis of the company's activities, we compile the traditional BCG matrix. This requires data on the market growth rate (GRTav), as well as the relative market share (RSH) of each strategic zone host-

vovanie (SZH). For convenience, we depict each SZH as a circle, the diameter of which will be proportional, for example, to revenue. You will get a scatter diagram that will allow you to get a fairly complete picture of the position of the company.

At the second step, we build a modified BCG matrix, which allows, on the one hand, to preserve the main advantages of the traditional model, including simplicity of visual perception and familiar terminology, and on the other hand, to use quantitative information in its construction, which is absolutely always available, accurate, reliable and minimal. by cost, i.e. internal information of the enterprise.

As a characteristic of each product group (horizontal axis of the modified matrix), the parameter K is proposed - " specific gravity SZH in the total sales of the enterprise "during the base period (the most typical period is 1 year).

As the second characteristic of the product group (the vertical axis of the matrix), the parameter T is proposed - "the share of SZH in the rate of change in the sales volume of the enterprise" during the base period along a linear or any other trend.

The next step is to identify trends in relative market share. This is necessary in order to assess for the SBAs under consideration in which direction they “move” along the BCG matrix for more exact choice strategies. We propose to break this step into two parts and build two matrices that focus on various factors. Thus, the Growth / Growth matrix focuses on the market and demand, while the value map pays more attention to the analysis of buyers and competitors. In addition, the "Growth / Growth" matrix allows you to identify the trend in the change in the ODR at the present time, and the value map - in the future.

The Growth/Growth matrix compares the growth trends that are observed in the market as a whole with the growth dynamics of the company, the growth in the production of a particular product of the company or a particular SBA.

INFORMATION DATABASE FOR STRATEGIC ANALYSIS

I. Traditional WSO matria

II. Modified matria BSO

SNF, - >7)

[k,™) (kg ]

III.I. Matria "Growth / Growth-

1dr - DRsch / No) if

III,II. value map

VI Complex matrix BCv

Goals, tasks

Choosing a strategic alternative

SZH y * 3 * dug ODR

V. Reflection of cesium, tasks

Current forecast

SZH SNF ODR

IV. Forecast ttdeniy......

Rice. 3. Algorithm for using the matrix kit

To build the matrix, information is needed on the market growth rate, on the revenue growth rate (the K parameter is calculated, as when constructing the modified BCG matrix), the size of the SZH area (which was also calculated when constructing the BCG matrices). The result is a picture, analyzing which we can draw the following conclusions:

If the business grew from more high speed than the market, in recent years, it will be a circle located at the bottom right of the diagonal line;

If the business grew at the same rate as the market, then the center of the circle would be on the diagonal;

If the business grew more slowly than the market as a whole, then the circles will be located on the left above the diagonal.

where 1dr r is the index of change in market share,

taking into account market influence; GRTg - market growth rate on the z-th SZH.

If the index value is greater than 1, the SBA increases the market share, if the index is less than 1, the SBA loses the market share, if the index is 1, the SBA retains the market share.

As already mentioned, in order to predict the trend of change in the ODR in the future, we have developed a method that should help determine whether it is worth increasing the market share using an aggressive strategy, or if the achieved market share of a given product should be stopped and expanded only through the manufacture of modified products. In other words, is our market share “deserved”, or is our share much smaller?

First, a value map is built to determine a “fair” market share based on data on competitive advantage each z-th SBA at the price (^CP), data on the competitive advantage of each z-th SBA

by quality). The latter may be

found based on the values of the customer satisfaction index (1y k). However, unlike a similar indicator used at the stage of strategic analysis, the index should be interpreted, firstly, for each z-th SBA, and not for the enterprise as a whole, and secondly, when choosing assessment factors, the emphasis should be placed on the quality .

It is the price and quality criteria that were chosen to build the matrix, since they are the main ones when buying a product. Therefore, in order to determine a fair market share, we must look to the opinion of the buyers so that the assessment is objective and reflects everything that affects the purchase of this product.

A value map is built for each SZH separately. All major competitors must be considered. The indicators of price (Pc) and quality (QC) of all competing enterprises are evaluated on a ten-point scale. Further, SZH of all firms are plotted on the coordinate grid of the graph (Fig. 4). The diagonal line in the figure is the line of correspondence between price and quality.

The niche that we will choose will be limited by the income of the consumer, on the graph this corresponds to the assessment of the price of the goods. The buyer we are looking at will definitely not buy a cheap low quality item or an overpriced item. Therefore, all products that fall outside the niche are not considered as competitors, since our consumer will not buy them anyway. In the figure, these are goods B and 0.

In addition, the niche could be limited by the line of technology, since the basis of quality is determined by the manufacturing technology, and it is almost the same for similar products of our companies. Firms with very high technologies sell products at a high price, which does not correspond to the income of our consumers.

But in this model there is a condition that products with very high quality can be cheap, and therefore there are no restrictions on quality, and all competitors strive for maximum customer satisfaction and minimum prices. They tend to hit some ideal area in the upper left corner.

Quality (OK)

Yainim tknmvgsh 1

1 2 3 4 5 6 / 10 9 in 7 6 5 4

Rice. 4. Value Map

All goods that fall on the same line running parallel to the diagonal are equally competitive.

In order to determine the "fair" market share, let's number the x-axis in reverse order from 10 to 1:

Osh \u003d 11 - Ots,

DRsp IC = DGg

DR£ DRReal

where Оц, is the modified estimate of the price of the product

SZH of the 1st enterprise;

Ots; - evaluation of the price of the SZH product of the th enterprise.

The position of each point (П,) is defined as the sum of the abscissa and ordinate axes:

P \u003d Ok, + ots, \u003d Ok, + (11 - Ots,), (3)

where P, is the position of the SZH of the th enterprise; Ok, - evaluation of the quality of the product SZH, the th enterprise.

Let us determine the “fair” market share of each SZH using the formula

where DR^pr is the "fair" market share of SZH, the th enterprise.

where IdPr is the market share change index, taking into account the influence of customers and competitors; DR™r - "fair" market share £th

SZH enterprises; DRreal - real share

market z-th SZH enterprises.

If the index value is greater than 1, the company will be successful, increasing its market share. Conversely, if the indicator is less than 1, then without targeted actions, the market share of this SBA will tend to decrease.

The next step is to forecast development trends. In other words, based on the identified trends and analysis of the situation, it is necessary to assess how the current situation of the SBA will change without the targeted efforts of the enterprise. Forecast of change in market growth rates (OKTau) has already been obtained in the course of strategic analysis

Analytical model of strategic analysis

Stage of strategic analysis Forms of presentation of information Tools used

Collection, accounting and analysis of information about the macro environment Graphs, tables STER-analysis

Collection, recording and analysis of information about the microenvironment Graphs, tables Resource model, model of the five forces of competition, improved model of the seven forces of competition, "matrix kit"

Collection, recording and analysis of information about the internal environment Graphs, tables Value chain, situational analysis, desk research, etc.

Generalization and comprehensive presentation of analysis information Profile of the business environment, modified profile, map of strategic groups, EBAZ form, matrices of opportunities and threats SWOT analysis, benchmarking, mapping of strategic groups

Identification of the causes of events identified in the previous step Ishikawa diagram Compilation of the Ishikawa diagram

enterprise activities. Also, the trend of changing the market share of SZH for today (1DRg) and in the future (ICRg) was determined. Further based on the forecast

we graphically depict on the BSO matrix the “shift” of the SZH.

Information about goals, quantified in tasks, usually obtained at the goal-setting stage, is reflected in the SSR matrix to visualize “what we want to achieve” for each SBA.

Combining all of the above in one complex SSR matrix, we provide the obtained data to managers for the preliminary selection of strategic alternatives for each SBA.

Using the proposed set of strategic analysis methods will allow you to select preliminary strategies.

In conclusion, summarizing all of the above, we offer in tabular form an analytical model of strategic analysis, including a set of possible forms of information presentation and a set of tools that regulate at what stages of strategic analysis which existing or improved models are recommended to be used.

So, we have considered and proposed for use in the system of strategic analysis various methods and models, both existing and improved and developed by us, that meet the requirements modern conditions activities of enterprises, aimed at solving specific problems of strategic management, providing the ability to adapt the enterprise to changes in the conditions of the external and internal environment.

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ABUSHOVA Ekaterina Evgenievna - Associate Professor of the Department of Economics and Management in Mechanical Engineering, St. Petersburg State Polytechnic University, Candidate of Economic Sciences, Associate Professor.

195251, st. Politekhnicheskaya, 29, St. Petersburg, Russia. Email: [email protected]

ABUSHOVA Ekaterina E. - St. Petersburg State Polytechnic University.

195251 Politechnicheskaya str. 29.St. Petersburg. Russia. Email: [email protected]

SULOEVA Svetlana Borisovna - Professor of the Department of Economics and Management in Mechanical Engineering, St. Petersburg State Polytechnic University, Doctor of Economics, Professor.

195251, st. Politekhnicheskaya, 29, St. Petersburg, Russia. Email: [email protected]

SULOEVA Svetlana B. - St. Petersburg State Polytechnic University.

195251 Politechnicheskaya str. 29.St. Petersburg. Russia. Email: [email protected]

Strategic analysis can be carried out both in relation to the organization itself and in relation to other enterprises. Their actions can be analyzed for benefit and harm, their capabilities can be assessed for completeness and emptiness, their plans can be studied in terms of strategy and tactics.

Based on this vision, we can more adequately build our strategy. Thus, strategic analysis is not only the decomposition of a phenomenon into separate components, but also their understanding, comprehension from a certain angle.

We will consider and analyze the main approaches and directions of strategic analysis in the context of changes and transformations in economic processes.

One of the popular methods of strategic analysis is the method of the Boston Consulting Group, the growth-market share matrix, developed to assist managers of diversified multi-products, multi-markets and multi-national businesses in diagnosing corporate strategy by providing an analytical framework for calculating the optimal product or business portfolio. A lot others management tools cannot combine the depth and breadth of information in the way that the growth-share in market turnover matrix does in one concise document. This simplicity allows the portfolio matrix to be used simply and quickly to identify areas for further in-depth analysis.

Rice. 1.1

While the growth-to-market share matrix is a conceptual tool that allows you to quickly and easily identify areas for further comparative analysis its main disadvantage is that the relative market share does not allow to correctly assess the competitive position of the enterprise (that is, there is no clear and definite relationship between market share and the level of income of the enterprise or has grown as a whole).

The second method of strategic analysis is the General Electric business screen matrix (Fig. 1.4) - a descriptive method using an evaluation and regulatory strategy.

It consists of a matrix that combines internal analysis strengths of the organization with an analysis of the external environment in the industry to describe the competitive situation of various strategic organizational units and to guide the allocation of resources between strategic organizational units.

The business screen model offers greater flexibility than the growth-to-market ratio matrix. This is for two reasons: firstly, different variables can be included in the definitions of business stability and industry attractiveness, allowing for a more detailed analysis, and secondly, different weights can be assigned to the selected variables, making the business screen more useful in each unique situation of each strategic organizational unit. disadvantages this method is the exhaustibility of the considered variables chosen to determine the stability of the business and the attractiveness of the industry. Moreover, the choice of significance for each variable is subject to bias and error. The use of return on invested capital as the only benchmark does not fully reflect the performance of an enterprise that competes in the market with other economic entities.

The industry analysis method (the “five forces” model) has become widespread, which offers a structured analysis and overview of any industry (Fig. 1.2)

Rice. 1.2

The purpose of this method is to identify the development potential of the industry. Competitive forces analysis is used to identify the main sources of competitive forces and the corresponding strength of these influences. The use of the five forces model will greatly improve the analysis of the environmental component in the formulation of the strategy and its practical application. The main weakness of the five forces model is the assumption that economic structure industries are driven by competition. Moreover, this framework is designed to analyze the strategies of only individual organizational units, since synergies and interdependencies of the overall corporate level portfolio are not taken into account.

The most popular method of strategic analysis is SWOT analysis or TOWS analysis, which is an abbreviation consisting of the words: "strengths", "weaknesses", "opportunities" and "threats". SWOT analysis is an analogue of a more detailed situational analysis, used to assess the possible comparison of an organizational strategy, its internal capabilities (namely, strengths and weaknesses) and external conditions (that is, its opportunities and threats).

One of the most important advantages of SWOT analysis is its wide applicability. It can be used to analyze a variety of positions, including individual managers or decision makers, work groups, projects, products/services, functional areas organizations (for example, accounting, marketing, manufacturing and sales), manufacturing units, corporations, conglomerates, and product markets. SWOT analysis does not require special financial or computer resources, it can be carried out quickly and with high efficiency without the need to collect a lot of data. The SWOT model is a decidedly descriptive model that does not provide the analyst with clear and well-articulated strategic recommendations. A SWOT analysis will not provide the decision maker with concrete answers. On the contrary, the method is a way of organizing information and determines the probabilities of potential events - both positive and negative - as a basis for developing business strategy and operational plans. Usually, as a result of the analysis, only too generalized, clearly manifested recommendations are offered: protect the company from threats, align the strengths of the company with its capabilities, or protect the company from weaknesses using methods and methods of protecting property, stimulating the creative activity of the company's personnel, developing innovation activities.