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The analysis of the microenvironment is aimed at analyzing the state of those components of the external environment with which the enterprise is in direct interaction. At the same time, it is important to emphasize that an enterprise can have a significant impact on the nature and content of this interaction and, thereby, actively participate in the formation additional features and in preventing threats to its continued existence.

Components of the enterprise microenvironment analysis:

Supplier analysis is aimed at identifying those aspects in the activities of entities that supply the enterprise with material resources, on which the efficiency of the enterprise, the cost and quality of the goods it produces depend. When studying suppliers, it is necessary to track such characteristics as the cost and quality assurance of the goods supplied, the time schedule for delivery, and the obligation to fulfill the terms of delivery. Not only real suppliers are analyzed, but also potential ones in order to study the capabilities of various suppliers, select the most reliable and economical supplier in terms of capital and running costs enterprises. Necessary condition economic evaluation in justifying the choice of a supplier is a comprehensive study of the chain "supplier-company-consumer".

Consumer Analysis includes an analysis of legal entities and individuals purchasing goods of the enterprise for the purposes of the final production use or consumption in private households. Consumer analysis consists in the constant study of the consumer's behavior, his needs, the reasons for deviations in his attitude to the enterprise's product in order to timely develop corrective measures for the enterprise's activities aimed at maintaining effective communications with consumers. Consumer analysis allows you to determine which combination of properties of the manufactured product suits the buyer the most, what sales volume you can count on, how high the degree of consumer commitment to the product of this particular enterprise, whether there are opportunities to expand the circle of potential consumers, what are the market prospects for this product.

Competitor analysis aimed at studying legal entities and individual entrepreneurs, competing with this enterprise for the consumer and for resources obtained from the external environment to ensure their existence. This analysis occupies an important place in strategic management. Competitors by their actions in the market, when choosing suppliers, intermediaries, consumer audiences, can influence the performance of rival enterprises, their competitive position and advantages. The main task of competitor analysis is to identify their strengths and weaknesses in relation to the activities of our company. Knowing the strengths and weaknesses of competitors allows the company to assess and constantly strengthen its strategic potential, adjust the goals of the activity, the current and future business strategy.

Intermediary Analysis is aimed at studying the impact on the enterprise of legal entities and individual entrepreneurs who help him in the promotion, marketing and distribution of his goods among the clientele, as well as in providing financial, labor and information services. In the course of the analysis, they study logistics, marketing, financial intermediaries, as well as intermediaries in providing an enterprise labor resources. The logistics intermediaries are resellers, firms providing services in the system of warehousing, transportation, goods and flow. The analysis of resellers is carried out from the standpoint of providing more convenient places, time and procedure for purchasing goods, and the level of logistics costs. Resellers create convenience of location by stockpiling at customer locations, convenience of time by displaying and ensuring that goods are available at times when consumers want to buy them. Warehouses-enterprises ensure the accumulation and safety of goods on their way to their destination. Transport companies: railways, organization of road transport, airlines, cargo water transport and other freight handlers move goods from one place to another. Analysis transport companies is carried out from the standpoint of the cost-effectiveness of shipping methods, taking into account the cost, volume and speed of deliveries, as well as the safety of goods.

Marketing services are provided by marketing research firms, advertising agencies and marketing consulting firms. They help a business to more accurately target and move products to market. The study of marketing intermediaries is carried out from the standpoint of assessing their assistance in the system of interaction between the enterprise and all market entities, in the field of organizing marketing research and optimizing the demand for the enterprise's goods.

Financial intermediaries are analyzed in terms of the effectiveness of their banking, credit, insurance and other financial services.

Analysis of contact audiences. A contact audience is any group that shows an actual or potential interest in an enterprise or influences its ability to achieve its goals. Contact audiences can both contribute to and counteract the activities of the enterprise.

Any enterprise operates in an environment of contact audiences of seven types

1. Financial circles. They affect the ability of the enterprise to provide itself with capital. The main contact audiences of the financial sector are banks, investment companies, stock exchange brokerage firms, and shareholders. An enterprise can win over these audiences by providing evidence of its financial soundness.

2. Contact audiences of the media. These are organizations that distribute news, articles, and editorial commentary. First of all, these are newspapers, magazines, radio stations and television centers. The enterprise is interested in the fact that the media cover its activities more and more favorably.

3. Contact audiences of bodies state power and management. Management must take into account everything that happens in public sphere. The enterprise must respond to the problems of product safety, the veracity of advertising, consumer rights. You should think about interacting with manufacturers of similar products in order to jointly achieve the necessary laws.

4. Civic action groups. An enterprise's marketing decisions may raise questions from public consumer organizations, advocacy groups environment representatives of national minorities. The public opinion organization department of the enterprise should contribute to maintaining constant contact of the enterprise with all consumer groups

5. Local contact audiences. These are the locals and local organizations

6. General public. The general public does not act as an organized force in relation to the enterprise, but the image of the enterprise in the eyes of the public affects its commercial activities.

7. Internal contact audiences. These are workers and employees of the enterprise, managers, members of the board of directors, his voluntary assistants. The positive attitude of workers and employees to their own company is transmitted to other contact audiences.

At the end of the analysis of the external environment of the enterprise, we present a characteristic various types external environment:

1. Changing environment. It is characterized by rapid changes: innovations, economic changes (changes in inflation, interest rates), changes in legislation, innovations in competitor policies, etc. Such an unstable environment creates great difficulties for management

2. Hostile environment. Provided by fierce competition, the struggle for consumers and markets. An example is the automotive industry in the United States, countries Western Europe and Japan

3. Diverse environment characteristic of global business. A typical example of a global business is a firm MS&Donalds, operating in many countries (and therefore associated with the service of numerous customers who speak different languages), with diverse cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, its policy of influencing consumers.

4. Technically difficult environment. The provision of complex information and highly qualified service personnel is required. In such an environment, for example, electronics, Computer Engineering, telecommunications. Strategic management of enterprises in a technically complex environment should be focused on innovation, as products in this case quickly become obsolete.

Methods for analyzing the external environment of an enterprise are: Competitive Analysis, method of expert forecasting, questioning, survey, calculation of satisfaction coefficients, marketing research, comparative analysis.

PEST analysis is one of the most popular methods for studying the macroenvironment of an enterprise. There are a lot of macro-environment factors. In order not to overload the analysis of the macro-environment, this method recommends limiting itself to the consideration of four nodal directions (Figure 5.1), the analysis of which is called PEST analysis (PEST - by the first letters of English words (political-legal - political and legal, economic- economic, sociocultural- sociocultural, technological forces - technological factors).

Table 5.1 presents an approximate set of macro-environmental factors considered in each of the directions. PEST- analysis.

PEST- analysis consists not only in highlighting the list of macro-environment factors that have a direct impact on this area business, but also in identifying trends in the development of factors, the dynamics of their change, taking into account ongoing changes when developing or adjusting strategies.

Order of conduct PEST- analysis includes the following steps:

1. A list of macro-environment factors that have a high probability of manifestation and impact on the enterprise is distinguished

2. The probability of manifestation of each factor on the activity of the enterprise is estimated. Estimates are given in fractions of a unit. The sum of all significance weights must be equal to one.

3. An assessment is made of the degree of influence of each factor on the strategy of the enterprise. For these purposes, a point scale is used. For example, a 5-point scale: "five" - ​​strong impact, serious danger; "unit" - the absence of impact, threat.

The weighted average estimates are determined by multiplying the probability of the factor manifestation and the strength of its impact, which are then summed up.

The resulting total score reflects the degree of readiness of the enterprise to respond to current and predicted environmental factors.

Internal environment of the enterprise- this is that part of the general environment that is located within the enterprise. It has a permanent and most direct impact on its functioning.

The success of any strategy depends on whether the enterprise has the necessary capabilities to implement the strategy. The analysis of the internal environment of the enterprise is aimed at identifying these opportunities, determining the potential that the enterprise can use in the process of achieving its goals. The range of potential opportunities includes the functional areas of the enterprise, organizational culture, as well as corporate governance. Strategic analysis of the internal environment provides for the analysis of the following functional areas, typical for most enterprises: marketing, production, finance, personnel. The result of the analysis of the internal environment of the enterprise is to identify its strengths and weaknesses in comparison with competitors.

One of the most common approaches to the analysis of the internal environment of an enterprise is the selection of several of its sections, which together form a range of potential opportunities for the enterprise.

Analysis personnel a cut of the internal environment provides for the analysis of such processes as the interaction of managers and workers, hiring, training and promotion of personnel, evaluation of labor results and stimulation, creation and maintenance of relations between employees, etc.

Analysis production The section consists of the analysis of the manufacturing process of the product, the analysis of the supply and storage process, the maintenance of the technological park, the implementation of research and development.

Analysis marketing The section of the internal environment of the enterprise covers the areas of analysis related to the sale of products: analysis of the product strategy, pricing strategy, product promotion strategy on the market, selection of markets and distribution systems.

Analysis financial section includes an analysis of the processes associated with ensuring the efficient use and movement Money enterprises: maintaining the proper level of liquidity and ensuring profitability, creating investment opportunities, etc.

Analysis organizational cut includes the analysis of communication processes, organizational structures; norms, rules, procedures; distribution of rights and responsibilities, hierarchy of subordination, analysis organizational culture enterprises.

A special place in the analysis of the internal environment of the enterprise is the study of organizational culture. The organizational culture of an enterprise as a whole depends on the culture of the entrepreneurs themselves, on entrepreneurial ethics, business etiquette and many other elements that generally make up such a concept as culture. Any newly emerged organizational structure develops its own culture, which predetermines the place of this structure, its internal and external relations, and is, as it were, a model, a stereotype in the formation of a strategy, distribution of power, decision-making, in the behavior of personnel. The essence of the culture of this enterprise is expressed in the prescription, accepted rituals and ceremonies, as well as in patterns of informal behavior.

The main factors influencing the organizational culture of the enterprise: the goals of the enterprise; his system of values ​​and ideas; standards and rules adopted by the enterprise, etc. Elements of organizational culture are formed both under the influence of the experience of this enterprise, and as a result of the attitudes of its leaders.

An important component of the organizational culture of an enterprise is entrepreneurial ethics, which reflects ethical standards behavior of the enterprise in relations with the state, consumers, suppliers, employees. Entrepreneurial ethics is based on the general ethical norms and rules of conduct that have developed in the country, in the world, as well as on professional ethics manifested in a particular area of ​​activity. In general, under ethics is understood as a system of norms of moral behavior of people, their duties towards each other and society as a whole.

In connection with the general ethical norms of behavior of citizens, business ethics is inextricably linked with such concepts as honesty, conscience, authority, nobility, courtesy, ambition, pride.

Professional ethics reflects the features of moral consciousness, behavior and relationships of people, due to the specifics professional activity. Professional ethics defines the ethical principles and norms of human behavior within the framework of a certain kind labor activity. The decisive conditions for success are diligence, professional skills and talent. To activate these qualities, a moral approach and high level moral consciousness. Important in professional ethics is an objective and benevolent attitude towards people, their professional opinion, official claims. The real manifestation of professional decency is the unity of word and deed. Many businesses have their own codes of ethics. At the same time, they proceed from the fact that high ethical standards provide stable income.

Employees of the enterprise should create an image for it, observing business etiquette. Business Etiquette is a set of rules of behavior of an entrepreneur that regulates his external manifestations with the outside world, with other entrepreneurs, competitors, employees, with all individuals with whom the entrepreneur contacts not only in the implementation of his business, but in any life situation

To master the skills of correct behavior, you need to follow the rules of introduction and acquaintance, the rules for conducting business contacts, the rules of conduct in negotiations, the requirements for appearance, manners, business attire; requirements for speech, culture of service documents and other elements business etiquette, which is integral part business ethics.

Organizational culture is difficult to analyze, especially if its elements are not reflected in special documents ( code of ethics, declarations of corporate values, etc.). An idea of ​​the organizational culture can be obtained by tracking such points as the attitude of employees towards each other and towards the enterprise as a whole, the moral and psychological climate, the system used at the enterprise to reward and punish employees, the system career development and its criteria, ethical norms and values ​​prevailing at the enterprise, stable traditions existing at the enterprise, corporate events, unwritten norms of behavior; the system of relationships with the external environment, the methods of competition used.

Methods for analyzing the internal environment of an enterprise are: BCG matrix, SWOT analysis, McKinsey matrix, PIMS model, etc.

Often, the STEP_analysis technique is used to analyze the macro environment. The term "STEP" means the analysis of the marketing macro environment, based on the study of social (Social), technological (Technological), economic (Economic) and political (Political) factors.

There are two main variants of STEP- and PEST_analysis. The STEP_analysis variant is used for countries with developed economies and stable political systems, the priorities are taking into account social and technological factors. To analyze the macro environment in countries with underdeveloped economies or economies in transition, a form of PEST analysis is used, where political and economic factors come first.

This type of analysis can be carried out using various formats, often two options: a simple four-field matrix and a tabular form of STEP_analysis. Each of these options has advantages and disadvantages. The choice of analysis method depends on the objectives of the analysis, the degree of preparedness of experts and a number of other factors.

STEP_analysis technique using a four-field matrix

Stages of implementation of the methodology:

Definition of the object of analysis: the enterprise as a whole, individual divisions (branches, etc.) or business units.

Definition of selection criteria and selection of experts (the analysis is carried out by the method expert assessments or the Delphi method). If necessary, setting rating coefficients for various experts.

Development of a format for entering the results of the analysis of factors by experts and development of the final form. If necessary, test the analysis format. One of the advantages of a four-field matrix is ​​that it is easy to fill in, but there are often difficulties in generating the final matrix.

Filling in the STEP_analysis format. This technique usually does not impose restrictions on the number of factors assessed by experts. Each expert independently determines a set of macro-environment factors that, from his point of view, can have the strongest impact on the enterprise and determines the groups to which they belong: social, technological, economic and political.

Preparation of the final format for the analysis of the macro environment. Here, problems often arise due to the low formalization of the analysis. In addition, this format does not provide for a quantitative assessment of factors in terms of importance, strength of influence, as well as the rating of indicators by different experts. This, in turn, reduces the value of the analysis and complicates the use of the results in the development of programs and action plans of the enterprise, taking into account macro-environment factors.

Using the results of the final format of the analysis of the macro environment in the process of strategic and tactical planning.

Evaluation of planned actions after the end of the planning period to find out whether they managed to reduce the negative impact and use the positive impact of the macro environment.

STEP_analysis technique using tabular format

Stages of implementation of the methodology:

1. Definition of the object of analysis: the enterprise as a whole, individual divisions (branches, etc.) or business units.

2. Definition of selection criteria and selection of experts (the analysis is carried out by the method of expert assessments or the Delphi method). If necessary, setting rating coefficients for various experts.

3. Development of a format for entering the results of the analysis of factors by experts and development of the final form of analysis. If necessary, test the format. The tabular form of the analysis has the form presented in Table. 1.1. This form is devoid of the shortcomings of the previously considered in Fig. 1.2 analysis options, in addition, it becomes possible to conduct quantitative assessments of the importance and strength of macro-environment factors.

Table 1.1. Tabular form for step_analysis

Evaluation of the marketing environment of the enterprise

4. Filling in the STEP_analysis format. The format is filled in independently by each expert as follows:

Column 1 - the group to which the factor belongs is selected.

Column 2 - factors of the macro environment that are significant from the expert's point of view, as well as important events that may affect the company's activities, are recorded.

Column 3 - the influence of each factor is analyzed, whether it creates a danger or an opportunity for the enterprise. Sometimes the same factor can create an opportunity or a hazard at the same time, in which case both options are considered. In this column, the signs "+" (opportunity) or "-" (danger) are put down.

Column 4 - each factor or event included in the analysis is evaluated in terms of the probability of its manifestation or the occurrence of an event (the scale can be quantitative - from 100% to 1 - or qualitative: high - medium - low).

Column 5 - the importance of factors is assessed on a scale from 1 (least) to 1.0 (most).

Column 6 - the impact of each factor on the company is calculated by multiplying columns 4 and 5 and adding the sign from column 3.

Column 7 - based on the analysis, possible actions of the enterprise to take into account the influence of the macro environment are proposed. Thus, the final form will contain the programs of the expected actions of the enterprise from the point of view of experts.

5. Preparation of a single final form for assessing the influence of macroenvironment factors, summarizing the results of the work of all experts, and developing an action program for each group of factors and individual events and factors by the enterprise's specialists.

6. Using the results of the final format of the analysis of the macro environment in the process of strategic as well as tactical planning.

7. Evaluation of planned actions after the end of the planning period to find out whether they managed to reduce the negative impact and use the positive impact of the macro environment.

The STEP_analysis technique, like all the macro environment analysis techniques that will be discussed, gives the greatest result if the analysis is carried out regularly using the same format. In this case, the dynamics of factors and their impact on the enterprise is recorded. As a result, you can get the so-called model of the reaction of a particular enterprise to a set of macro-environment factors. It is nothing more than a kind of experience model that can increase the quality of acceptance. management decisions enterprises.

The disadvantage of STEP analysis methods is that they do not take into account the possible relationship and mutual influence of factors and events in the macro environment.

The external environment of the organization is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited, and they are claimed by many other organizations located in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment.

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Course work

Discipline: Marketing

Topic: Development of a marketing strategy for the INCITY store

Introduction……………………………………………………………………………...3

1. Analysis of the activities of the enterprise………………………………………………………………………………………………………………………………………………………………………………………

1.1. general description activities of the enterprise…………………………...5

1.2. Analysis of the external environment of the enterprise…………………………………....6

1.2.1. Analysis of the external macro environment of the enterprise………………...….6

1.2.2. Analysis of competitive conditions…………………………………..7

1.3 SWOT - analysis of the enterprise's activities…………...……………….20

2. Development of an enterprise marketing strategy……………………………….22

2.1 Determining the purpose of marketing an enterprise…………………………..22

2.2 Determination of the basic marketing strategy of the enterprise ...…………22

2.3. Definition competitive strategy enterprises…………………23

3. Development of instrumental marketing strategies…………….…………..26

3.1 Development of a product strategy……………………………………………26

3.2 Development of the commodity strategy of the enterprise………………………….27

3.3 Development of a distribution strategy……………………...…………...27

3.4 Development of a communication strategy………………………………..28

Conclusion…………………………………………………………………………….30

References…………………………………………………………………31

Introduction

In today's market conditions, a competent approach to planning activities is of great importance. Enterprises consider marketing as a means to achieve goals fixed for a given period for each specific market and its segments, with the highest economic efficiency. However, this becomes real when the manufacturer has the opportunity to systematically adjust their plans in accordance with changes. market conditions, to maneuver their own material and intellectual resources in order to provide the necessary flexibility in solving strategic and tactical tasks, based on the results of marketing research. Under these conditions, marketing becomes the foundation for long-term and operational planning activities of the enterprise, the organization of the work of the team, and marketing management becomes the most important element of the enterprise management system.

An enterprise without a clear marketing strategy, can only rely on luck, and, as you know, nothing solid can be built on this. Such an organization cannot give any guarantees to its employees, guarantees, mainly related to their well-being, which causes difficulties in attracting qualified personnel to cooperate.

The purpose of the course work is to develop a strategy for the company, namely the store "INCITY".

Achievement of this goal is carried out through the solution of the following research tasks:

· Selection and description of the scope of the company;

· Analysis of the external environment of the store;

· Definition of the basic marketing strategy;

· Development of a competitive strategy;

· Development of commodity strategy;

· Development pricing strategy;

· Development of a distribution strategy;

· Development of a communication strategy.

Chapter 1. Analysis of the activities of the enterprise

General description of the enterprise

The object of study in this term paper is the INCITY store. INCITY is a Russian fashion brand founded in 2005. This is a chain of fashion stores. women's clothing, consisting of more than 300 stores in Russia and the CIS countries.

The INCITY concept is fashionable, comfortable and high-quality clothing that reflects the latest global trends, combined with affordable prices. The range of brand styles is very rich and is updated every month. In addition, within each collection there are 3 main lines: Blue label, white label and Fashion lab, as well as lines of underwear, homewear and accessories. When developing a new collection, the creative team of INCITY designers strives to create an image of a successful modern young woman living in a metropolis full of interesting and diverse lives. The unlimited choice helps the INCITY girl to create her own unique style and stand out from the crowd. It's no secret that every girl dreams of finding her own fashionable personality!

In the city of Pskov, at the moment there is one outlet in the PIK-60 shopping center (Yubileinaya St., 60).

The store can be easily reached by buses (there are bus stops nearby), as well as by own car. Shops have convenient fitting rooms. INCITY employs experienced sales consultants who are always ready to help and can inform the buyer about any product.

Also "INCITY" has its own Internet site - www.incity.ru - where customers can find out any information they are interested in about the products and the work of the store.

Analysis of the external environment of the enterprise

Analysis of the external macro environment of the enterprise

Macroenvironment - a set of demographic, economic, natural, scientific and technical, political, cultural and other factors that are independent of the company, firm, but have a serious impact on its marketing activities.

Consider the main factors of the macro environment that can have a positive or negative impact on the development of the enterprise.

The list of threats and opportunities is presented in Table 1.1.

Table 1.1

Opportunities and threats of enterprise development

The factors of the microenvironment sometimes include not only the organization ( company ), but also consumers customers ), competitors ( competitors ) and partners ( collaborators ). According to the English names of these components, the company's microenvironment is designated as 4C.

On fig. 1.2 factors of the macroenvironment of the organization of direct influence are shown.

Rice. 1.2.

Consumers - an integral part of the business of any organization and the most important component of the organization's immediate environment. Any business exists insofar as it has consumers. The strategy of the organization should be focused on the most complete satisfaction of the needs and requirements of the consumer. Knowing the specific desires of its customers, their aspirations and hopes allows the organization to develop clear development goals and programs for their implementation.

In order to attract and retain customers in the future, it is necessary to acquaint customers with the purpose of the organization, i.e. with its strategic goals.

Of course, an organization can influence both suppliers and intermediaries by offering them its own prices, tariffs, offering discounts from prices, giving preference to some of them, etc. Suppliers - these are organizations and individuals that supply the resources necessary for the production of goods or for the provision of services. Market trends that affect suppliers can have a significant impact on an organization's implementation of a strategic plan.

Intermediaries structures that help an organization advertise, market, sell, and deliver a product to a customer are called. All of them are usually related to each other. Whatever the organization does, no matter what product or service it specializes in, the most important intermediaries are transport, financial and advertising.

Any organization faces a wide range of competitors. Market theory says that in order to succeed in business, an organization must not only meet the changing needs of customers, but also adapt to the strategies of competitors. The organization must gain a strategic advantage by instilling in the minds of competitors the priority of their products.

In addition, the organization, by its actions to better meet the needs and requirements of its customers, can influence competitors. Competitors will certainly think if this organization suddenly reduces the prices of their goods, and they will take some steps. This is one of the possible forms of influence on competitors. By using the media to publicize, for example, its charitable activities, an organization can create a positive public opinion About Me.

In addition, various contact audiences of the organization can be attributed to factors that can be influenced. Contact audience Any group that has an actual or potential interest in the organization or influences its ability to achieve its goals. The contact audience can either contribute to the organization's market service efforts or counteract the market service organization's efforts.

Any organization operates in the environment of seven types of contact audiences:

• 1) financial circles (banks, investment companies, brokerage organizations of the stock exchange, shareholders);
• 2) mass media (newspapers, magazines, radio stations and television centers);
• 3) contact audiences of state institutions;
• 4) public organizations(groups of environmentalists, representatives of national minorities, etc.);
• 5) local community (local population);
• 6) society as a whole;
• 7) internal contact audiences (own workers and employees, voluntary assistants, managers, members of the board of directors).

All these are examples of the possible influence of the organization on the factors of the immediate environment. In reality, there are an infinite number of them.

An increasing number of organizations have to reckon with societal rights, values ​​and priorities, take into account and monitor laws and regulations, as well as many other factors that cannot be influenced.

It is the macro environment that determines many situations in business, its characteristic features affect the activities of all economic entities, regardless of the form of ownership and the specifics of the products offered on the market.

Political and legal, economic, demographic, sociocultural, scientific, technical, natural factors have an indirect impact on the organization's activities (Fig. 1.3).

Political and legal factors - these are the political institutions in the country and their development; state of the legislation regulating the economic and economic activity; the consequences of the influence of foreign economic policy on competition and demand in the domestic market; the influence of the public on the nature of decisions taken by state bodies. There is a well-known aphorism: "You may not be involved in politics, you may not even be interested in it at all, sooner or later it will take care of you."

Rice. 1.3.

Political factors affecting business should include all legislative acts, presidential decrees, government orders regulating entrepreneurial activity, as well as similar orders of local authorities. Entrepreneurs should closely monitor the formation and development legislative framework not to make mistakes.

Economic forces - this is economic situation countries; purchasing power citizens; dynamics and structure of consumption; financial, monetary, credit situation of the country. Specialists in strategic planning and marketing should be aware major trends in the change in the income of the population, since the general purchasing power of the population is determined by current income, the availability of savings and the price level.

Demographic factors is the population, its density; territorial location; age structure, fertility, mortality; the number of marriages and divorces; ethnic and religious structure of the population. There are many demographic indicators - all are not listed here. It is rather difficult to influence their development at the level of an individual entrepreneur, but it is necessary to track their change. After all, the market as a combination of real and potential buyers has a demographic fundamental basis. One of the leading demographic trends is the change in the age structure of the population, which is expressed in an increase in the proportion of older people and a decrease in the proportion of young people. This trend is typical for all countries of Europe, many countries of Asia and America. It is also characteristic of Russia.

Peter Drucker attached great importance demographic factors believing that there is nothing more stupid than ignoring demographics. The main suggestion is that the composition of the population is inherently unstable and subject to sudden, drastic changes. And this is the primary external factor that is analyzed and considered by those who make the decision, whether they are businessmen or politicians.

Sociocultural factors - this is the level of cultural development, forms of cultures, features of cultural and moral values ​​of consumer groups, the degree of susceptibility of public consciousness to the influence external factors. The cultural environment includes institutions that influence the core values, preferences, and behavioral norms of a society.

Scientific and technical factors - these are the pace and scale of scientific, technical and technological changes, the intensity of innovations, the innovative potential of the organization and its main competitors, the requirements for the safety of innovations, the amount of R&D costs, and the qualifications of personnel.

natural factors – Natural resources countries (regions), prospects for their use, the degree of provision of national production with the main types of raw materials and fuel, the influence of state bodies on the intensity of resource consumption, the level of environmental pollution in general and in individual regions.

An organization needs to study the factors of the macro environment, predict their dynamics for a strategic perspective, and adjust its internal factors to these dynamics. At the same time, the organization may not have a direct impact on the factors of the macroenvironment, except for adaptation to the forms of their manifestation. For example, an organization can generate demand in the market, manage demand, create new needs, which is a direct impact on such an environmental factor as consumers.

Strategic management should ensure that the interaction of the organization with the marketing environment, which would allow the organization to maintain the potential at the level necessary to achieve its goals, and would enable it to survive in the long term.

The definition of the vision, mission and goals of the organization, considered as one of the processes of strategic management, consists of three stages, each of which requires a lot of and extremely responsible work.

The first step is to create vision of the organization - an ideal picture of the future of the organization, rather than the goal itself, but a look at "what the organization is going to do in the future and what it wants to achieve." Strategic vision - a perspective look at the direction of the organization's development, the basic concept of what the organization is trying to do, what it is striving for. A strategic vision is necessary for the management of the organization to remove all doubts about the long-term prospects for the development of the organization. A well-founded strategic vision is a prerequisite for ensuring strategic leadership. It is impossible to develop a successful organization development strategy without defining the concept of your business.

The second stage is the formation mission of the organization which in a concentrated form expresses the meaning of the existence of the organization, its purpose. The purpose (mission) of the organization is the answer to the question: "What is our activity, and what will we do?", which is offered to the company's clients. The formulation of the mission emphasizes the main content and directions of the organization. The mission gives the organization originality, fills the work of people with a special meaning.

The next step is to define long-term tactical goals. Long-term goals are results to be achieved either within the next three to five years, or continuously achieved year after year.

And this part of strategic management ends with the establishment short term operational goals. Short-term goals are the immediate goals of the organization. They are aimed at improving the performance of the organization and reflect how quickly management is trying to achieve long-term goals. The formation of the mission and the establishment of the organization's goals lead to the fact that it becomes clear why the organization functions and what it strives for.

Once the vision, mission and goals are defined, the next step is analysis and choice of strategy. At this stage, a decision is made about how, by what means, the organization will achieve its goals. The strategy development process is rightfully considered the heart of strategic management. Defining a strategy is not about drawing up a plan of action. Defining a strategy is deciding what to do with a particular business or product, how and in what direction to develop an organization, what place to occupy in the market, etc.

I. Ansoff, considering distinctive features strategy, gives the following definition of strategy and its landmark (vision): the benchmark is the goal that the organization seeks to achieve, and the strategy is a means to achieve the goal.

Strategy - the process of establishing a connection between an organization and its environment, consisting in the implementation of selected goals and in attempts to achieve the desired state of relations with the environment through the allocation of resources, allowing the organization and its units to operate effectively and efficiently.

The strategy can be seen as the main link between what the organization wants to achieve - its goals, and the course of action chosen to achieve these goals. The strategy should become a "thread of time", linking the past and the future, and at the same time marking the path to development. Strategy is a manager's tool for achieving strategic goals.

The definition of strategy fundamentally depends on the specific situation in which the organization finds itself. However, there are certain general approaches to strategy formulation and some frameworks within which strategies fit.

When choosing an organization's strategy, management is faced with three main questions related to the organization's position in the market: what business to stop, what business to continue, what business to move into? This means that the strategy focuses on what the organization does and does not do, what is more important and what is less important in the current activities of the organization.

One of the leading theorists and experts in the field of strategic management, M. Porter, believes that there are three main areas for developing a strategy for the organization's behavior in the market.

The first area is related to leadership in cost minimization production. This type of strategy is related to the fact that the organization achieves the lowest costs of production and sale of its products. As a result, it can win a larger market share due to lower prices for similar products. This basic strategy relies on performance and is usually tied to existing experience. It involves careful control of fixed costs. Investments in production are aimed at the implementation of experience, a thorough study of the design of new products. Marketing does not play a big role and is aimed at lowering sales and advertising costs. The focus of the entire strategy is low costs compared to competitors. Cost-saving leadership provides strong protection, as the effect of competition is experienced by the least efficient organizations.

The second area of ​​strategy development relates to specialization in product manufacturing. An organization can achieve leadership in the production of its products only by carrying out highly specialized production and marketing. This leads to the fact that buyers choose this brand even at a fairly high price. Organizations implementing this type of strategy must have high R&D capacity, high quality designers, excellent supply chain High Quality products, as well as developed system marketing.

The goal of this strategy is to better meet the needs of the selected target market segment than competitors. Such a strategy can be based on both differentiation and cost leadership, or both, but only within the target market segment.

The third area of ​​strategy definition relates to fixing a certain market segment and concentration of the organization's efforts in this market segment. In this case, the organization does not seek to work on the entire market, but works on its well-defined segment, clarifying in detail the needs of the market for products of a certain type. In this case, the organization may seek to reduce costs, or pursue a policy of specialization in the production of the product. It is also possible to combine these two approaches. However, in order to carry out a strategy of the third type, an organization must necessarily build its activities primarily on an analysis of the needs of customers in a certain market segment, i.e. in its intentions, it must proceed not from the needs of the market in general, but from the needs of well-defined or further specific customers.

The purpose of such a strategy is to give the product distinctive features that are important to the buyer and distinguish the product from competitors' offers. The organization seeks to create a situation monopolistic competition, in which, due to its distinctive features, it has significant market power.

The peculiarity of the process of implementing the strategy is that it is not a process of its implementation, but only creates the basis for implementing the strategy and achieving the company's goals. The main task of the strategy execution phase is to create the necessary prerequisites for successful implementation strategies. Thus, the implementation of the strategy is the implementation of strategic changes in the organization, transferring it to a state in which the organization will be ready to implement the strategy.

There are six tasks for implementing the strategy:

• 1) creation of a workable organizational structure;
• 2) the direction of a sufficient amount of resources in strategically important areas and business units;
• 3) development and implementation of measures to support the strategy;
• 4) creation of internal support systems that contribute to the improvement of work;
• 5) implementation of the personnel motivation policy;
• 6) development of a reward system.

The end result of the functioning of the organization largely depends on the effective implementation of its strategy.

The implementation of the organization's strategy is carried out within the existing organizational structure. The leader of the organization should understand how the existing structure can help or hinder the successful implementation of the strategy. The number of levels of management in an organization or the slow change of these levels in accordance with new conditions can make it difficult to successfully implement the strategy.

Therefore, in some cases the formal organizational structure subject to change.

In addition, it is necessary to clearly define which levels of management and who exactly in the organization will be responsible for performing various tasks. Radical strategic changes and reorientation of the enterprise, as a rule, are carried out CEO, while ordinary strategic change can be carried out by middle management.

For the successful implementation of the strategy, the level of informal relations in the organization is of great importance, i.e. level of organizational culture. For example, if regional managers know each other well and consult on implementation issues, such informal relationships will help to quickly achieve strategic goals.

There are several types of approach to the implementation of the strategy: team approach, coordination approach, cultural approach, cross approach.

As part of team approach the manager concentrates his efforts on the formulation of strategy, applying strict logic and analysis. A leader or top manager can either independently develop a strategy or lead a group of strategists who are tasked with determining the best course of action for the organization. After the best strategy is chosen, subordinates receive information about it and an order to ensure the implementation of the strategy by order. In this case, the manager does not play an active role in the implementation of the strategy. However, to ensure the successful implementation and use of this approach, three conditions must be met:

• 1) it is necessary to have accurate and timely information about the marketing environment of the organization;
• 2) marketing environment enterprises should be sufficiently stable;
• 3) the leader or manager who formulates the strategy must be free from subjective preferences and political influences, otherwise it will affect the content of the strategy.

At coordinating approach to strategy implementation The top manager gathers a group of managers to brainstorm to formulate and implement the strategy. In this case, the executive manager plays the role of facilitator, who uses his understanding of the dynamics of the group to ensure that only sound ideas are discussed and analyzed.

cultural approach occurs through the inclusion in the work of the lower levels of the organization. In this approach, the manager leads the organization, acquainting its members with his perception of the main task, and allows the staff to independently choose the course of action that could correspond to this task. After formulating the strategy, the manager begins to play the role of a coach, outlining general directions, but at the same time encouraging individual decisions on operational issues of implementing the strategy.

Leader choosing cross approach to the implementation of the strategy, is simultaneously involved in the formulation and implementation of the strategy. However, the manager himself does not solve these problems, but directs his subordinates to independently formulate, justify and implement the strategy.

Professor at Harvard Business School Thomas Bonoma believes that in order to successfully implement a strategy, a manager needs to master four main types of execution skills.

Interaction skills or interactive skills are expressed in the manager's ability to manage his own behavior and the behavior of others in order to achieve the goal. Depending on the level of strategic change required to implement the strategy, managers need to influence others both within and outside the organization. T. Bonoma argues that someone who has the ability to feel how others feel and has good bargaining skills is the best implementer.

Distribution skills reflect the manager's ability to effectively plan activities, time, budget money and other resources. Capable managers avoid investing excessive resources in well-tested programs and know that risky programs often require large investments.

Tracking Skills consist in the effective use of information by the manager to correct any situations and problems that arise during the implementation process. Good Implementers Create an Effective System feedback to analyze the process of implementing the strategy and emerging problems.

Organization skills are related to the manager's ability to create a new informal organization or network for each problem that arises.

Good implementers know all the people in the organization (and outside it) who, by reason of mutual disposition, sympathy, or some other affection, can help to the best of their ability. In other words, good implementers are able to use the informal organization of the team to ensure the effective completion of the task.

Thus, the implementation of a strategy often requires managers who have the specific skills needed to overcome obstacles and achieve their goals. Throughout the implementation process, managers must continually assess how well the strategy is being implemented.

In addition, at the stage of evaluating the results of the implementation of the strategy, the manager should already have a clear idea of ​​the level of strategic change that needs to be achieved.

Evaluation and control of the implementation of the strategy are the logically final process carried out in strategic management. This process provides a stable feedback between the progress of the process of achieving goals and the actual goals facing the organization.

The assessment of the chosen strategy consists in the analysis of the correctness of the choice of the main factors that determine the possibility of implementing the strategy. The main criterion for evaluating the chosen strategy is the answer to the question: will it lead to the company achieving its goals? If the strategy meets the goals of the organization, its further evaluation is carried out in the following areas:

• compliance of the chosen strategy with the state and requirements of the environment. The extent to which the strategy is linked to the requirements of the main subjects of the environment is checked, to what extent the factors of market dynamics and development dynamics are taken into account life cycle product, whether the implementation of the strategy will lead to the emergence of new competitive advantage etc.;
• compliance of the chosen strategy with the potential and capabilities of the organization. In this case, it is assessed to what extent the chosen strategy is linked to other strategies, whether the strategy corresponds to the capabilities of the staff, whether the existing structure allows the strategy to be successfully implemented, whether the strategy implementation program has been verified in time, etc.;
• the acceptability of the risk embodied in the strategy. Risk justification is assessed in three areas: are the prerequisites underlying the choice of strategy realistic; what negative consequences for the organization can lead to the failure of the strategy; whether the possible positive result justifies the risk of losses from failure in the implementation of the strategy.

Monitoring the implementation of the strategy is the final stage of the strategic management process.

Strategic control is a special kind organizational control, which consists in monitoring the process of strategic management and its evaluation to ensure proper functioning. Strategic control is designed so that the management of the organization can solve the problems of the organization by observing the process of strategic management, as well as to determine the correctness of the process. strategic management, and evaluation of its effectiveness. In fact, strategic control is carried out to implement all the plans outlined by strategic management.

Strategy implementation control - this is a kind of feedback mechanism that allows you to make the necessary adjustments at each stage of strategic management.

Strategic control is aimed at finding out to what extent the implementation of the strategy leads to the achievement of the organization's goals. This fundamentally distinguishes strategic control from managerial or operational control, since it is not interested in the correct implementation of the strategy or the correct implementation. individual works, functions and operations. Strategic control is focused on finding out whether it is possible to implement the adopted strategy in the future, and whether its implementation will lead to the achievement of the set goals.

Special methods and techniques strategic analysis help managers evaluate and rank various types of business, focus on decisive problems and directions and ultimately ensure the sustainable development of the enterprise in the long term.