Strategic analysis of management by objectives. Strategic analysis flow chart. Strategic data analysis

Strategic analysis is a means of transforming the data obtained in the process of analyzing the environment into an organization's strategy plan. Its tools are quantitative methods, formal models and the study of the specifics of a given organization. Typically, strategic analysis goes through two stages - comparative, when analyzing the gap between the organization's goals and real opportunities, and identifying strategic alternatives, when analyzing possible options development of this organization. This is followed by the final stage of developing a strategy, choosing the most appropriate option and preparing a strategic plan.

The first way to analyze

It is quite simple to analyze the gap, and it is effective method in management when the first stage is carried out strategic analysis... Its purpose is to identify the gap between the desires of the organization and its capabilities, and if such a gap exists, it is necessary to search for the most effective filling of it. Strategic analysis requires a specific algorithm to investigate such a gap.

First, you need to identify the main interest of the firm, which is expressed in terms of strategic planning. Increasing sales, for example. Further, the real possibilities are clarified, a strategic analysis of the environment is carried out and the future state of the organization is projected, for example, in five years. It is necessary to define specific indicators in the strategic plan that would correspond to the main interests of the firm. Then the difference is established between the identified indicators and those possibilities that the real state of affairs dictates. And, finally, special programs are being developed that contain ways to fill this gap.

Second way of analysis

The second way of doing a gap analysis is to measure the difference between extremely conservative forecasts and the highest expectations. If, for example, management is counting on twenty percent of the real rate of turnover on their capital invested, and research shows that the real figure is a maximum of fifteen percent, then a detailed discussion of fundraising and the necessary measures to fill this five percent gap is necessary.

You can fill it in different ways... It can be an increase in productivity until reaching the desired twenty percent, or abandoning ambition and being satisfied with fifteen. The latter is definitely a joke. But in any case, a strategic analysis of the organization will certainly force you to find the right way to fill the existing gap between the desired and your own capabilities.

Classic model

One of the most powerful models for strategic analysis of the organization appeared in the distant 1926, when the dynamics of costs were already being investigated and the curve of experience was emerging. In this method, the definition of a strategy and the achievement of an advantage through minimal costs are linked. How did the costs go down if the volume of production increased? This was due to a number of specific factors. A deep internal strategic analysis of each of them was carried out. First of all, costs were reduced due to the expansion of production, in which new technologies almost always appear that give such an advantage. In parallel, the choice of the most effective way of organizing production and training of personnel with the transfer of such experience. In this way, the organization achieves economies of scale.

The experience curve is mainly applied in the area of ​​material production. Accordingly, the purpose of strategic analysis is to identify the main direction of the organization's strategy. This usually means capturing as much market share as possible, because only the largest competitors have the ability to achieve the lowest costs, and therefore the highest profits. But the decrease in costs may not be related solely to the increase in production. It is much more important to have high-tech equipment, which is designed for absolutely any scale production, including a completely small one. Today, for example, modular equipment or computerization has penetrated literally everywhere, and this cannot but ensure high productivity. The main thing is to be able to maneuver, to quickly rebuild, in order to solve the most varied and most specific tasks. This model, of course, over time revealed its shortcomings. The main one is one that provides for taking into account only a single internal problem of the organization, and a strategic analysis of the external environment is not performed at all (that is, the needs of buyers are ignored, for example).

Market and life cycle

Strategic planning and strategic analysis cannot do without analyzing the dynamics of the market, for which it is necessary to apply a well-known model that repeats, by analogy with the life cycle of a biological being, the life cycle of any product. In the marketplace, a product also goes through major stages, each of which has its own sales level and many characteristic marketing features. For example, a new baby product is born and immediately enters life, that is, to the market where at first they do not expect great achievements from it, that is, sales will be small, and manufacturers will focus only on growth.

This stage may be delayed, but if the baby is healthy and the products are of high quality, he will grow up quickly, and sales will increase. The second stage is the growth stage, which requires a different strategy. Then comes maturity: the strategy is focused on stability because sales are stable. And finally, old age. The market is saturated with this product, a decline sets in, sales decline, and therefore a reduction strategy is being developed. The purpose of this model is to determine the correct business strategy, tracking the product path in the market step by step. There are a lot of modifications of such life cycles, it all depends on the type of product. But there is no way to tightly tie modern strategic analysis to the life cycle model.

Products and market

In 1975, the prominent economist Steiner proposed new model, which is a kind of matrix with the classification of markets, as well as existing products, new, related to the existing, and completely new. This matrix can show different levels of risk and likelihood of successful production and reward by considering a wide variety of market and product combinations. This model is still used to conduct strategic management analysis to determine the likelihood of success at the very beginning, when choosing the type of business, without losing the opportunity to see the ratio of investments for different units. All this means that it is possible to quite accurately form a portfolio of securities of the organization.

The development of strategic analysis takes place during the formation of portfolio models, since it is then that it becomes possible to predict both the present and the future of a starting business, to consider the attractiveness of the market and the ability of new products to compete in it. The first classic portfolio model came from the Boston Consulting Group (BCG). With its help, the main positions of the new business were determined. There are four of them:

1. A highly competitive business, created for a fast growing market. Ideal position - "star".

2. The business is also highly competitive, but created for markets that are already mature and saturated, even prone to stagnation. This is an excellent source of cash for an organization called a "cash cow", "money bag".

3. Business without a good position in the competitive struggle, but operating in the promising market. This is not a well-defined future yet, with a question mark.

4. A business with a weak competitive position in a stagnant market. They are outcasts in the business world.

Using the Boston Model

The BCG model is used to determine interrelated conclusions about the positions of the business, about each of its business units in the organization and, of course, about strategic prospects. With the help of this matrix, the management of the organization forms a portfolio, since combinations of all capital investments in different industries and business units are identified. What's more good about this model: the BCG matrix offers various options for strategies. With an increase in market share and business growth, the "question mark" easily turns into a "star", and following the strategy of the "cash cow", that is, maintaining market share, the business will also retain income that is important for financial innovation and solving the problems faced by each growing type of business.

The third option is the so-called "harvest", when the business gets the maximum short-term profit share, even if the market share is reduced. This is not a strategy for strong businesses. This is how old "ladybugs" and "question marks" act, which failed to become an exclamation. If opportunities to invest in a difficult business run out, and the positions still do not improve, there is a strategy for this case as well. The business is liquidated, and the funds received are used in other industries.

Advantages and disadvantages

The advantages of the BCG model, firstly, is that it can be used to analyze the relationships between all business units that enter the organization in pursuit of the most long-term goals. Secondly, this model is able to analyze various stages of business development as a whole and each of its business units. And the most important advantage: the model is simple and easy to understand, but nevertheless offers an excellent approach to collecting a business portfolio (that is, an organization's securities).

There are two drawbacks. The first is that business opportunities are not always accurately assessed using this model, and not all opportunities are calculated. They can advise leaving the market when not all internal and external changes have been completed yet, and the position of the business could still quite improve and even move to a successful one. For example, a certain farmer in the seventies barely and then went into a fashion for organic products, and his business could become a "cash cow", but late, it was sold, because the BCG model did not foresee this possibility. The second drawback is an excessive focus on cash flows (cash), and in fact, it is almost always supported by investments, this path is much more efficient. The focus on ultra-fast growth is also not so good because it does not see the possibility of applying new and more effective management methods to improve the business.

Multivariate matrix

This is a more complex version of the portfolio model developed by McKinsey & Company, a well-known international consulting company that operates even in Russia. This matrix was ordered by General Electric Corporation. Next to a simple portfolio model, the multivariate matrix has many advantages and equally significant disadvantages.

First of all, this is taking into account the largest number of factors of both the external and internal environment of the organization. But, applying this model, it is also impossible to completely protect the analysis from erroneous conclusions. This is probably why there are no specific behavioral recommendations for activities in a particular market. A subjective or distorted assessment of the position of a business in the market is also possible.

Purpose of strategic analysis

The main goal is considered to be the assessment of the greatest impacts on the current and future position of the analyzed organization, it is equally important to determine the specific impact on strategic choices. Based on the identified goals of the organization, the main tasks facing the organization are determined, which will help to present indicators for strategic planning (moreover, completely regardless of the nature of these indicators - whether it is financial or not).

This means that the first step in strategic analysis will be to identify the following components: the main goal, main tasks, expectations and authority relations within the organization. Against the background of the goal and the main tasks, it is much easier to formulate strategies and all the criteria by which they will have to be evaluated. The goal is the whole raison d'être of the business and the nature of the organization's activities. The main objectives are established and long-term, so that this goal was achieved.

External setting and internal

This is the second component of strategic analysis - where an organization exists, and all elements of the external environment should be investigated - economic, social, technological, political. Since the external environment is constantly fluid and forced to undergo significant changes, the organization will have to solve the most important strategic problems as they arise. There is a micro- and macroenvironment, and they are interconnected with each other. Microenvironment - the closest environment. It is necessary to analyze the competitive structure of this industry, where this organization, as well as parameters for the development of this industry. Macroenvironment offers for analysis macroeconomic, social, legal, technological, international factors that directly affect this organization.

The third component of strategic analysis is the internal environment in the organization. It determines the quality and completeness of the resources that the organization manages, taking into account the key disadvantages and advantages of this business. Internal strategic analysis reveals an overall picture of the constraints and impacts that are imposed on strategic choices, identifying strengths and weak sides organizations, defining expectations and opportunities to influence the planning process.

We have already looked at the types of competition and 5 competitive forces that affect the enterprise. In a competitive environment, it is important for an enterprise to have strategic plan... In order to choose the strategy that the company will adhere to, it is necessary to conduct a strategic analysis. There are several types of strategic analysis. Let's consider them.

GAP analysis (gap analysis)

Gap Analysis is a comprehensive analytical study that studies the inconsistencies, the gaps between the current state of the company and the desired one. This analysis also allows you to identify problem areas ("bottleneck") that impede development, and assess the degree of readiness of the company to make the transition from the current state to the desired.

Let's see how this analysis method is applied to solving the problem of increasing sales. If the company has chosen this parameter as a strategic goal, then it can be approached in different ways.

• · On the one hand, within the current market volume, we can increase our sales by intercepting sales from competitors. We must not forget that competitors in the same way claim the market share of your company and you need to defend yourself against them.
• · On the other hand, perhaps there is still a large group of consumers not covered by our products / services. If we assume that all possible consumers have used the goods / services produced by our company and competitors, then the total sales volume is called the absolute market potential and can be taken as a "super-goal".

Let's list the main reasons that prevent you from covering the entire potential market.

• · Firstly, there are groups of consumers who are not satisfied with existing goods, as they do not have certain functions. For example, people may not drink coffee because they have high blood pressure due to the caffeine it contains. In this case, you can expand the range of products by releasing, for example, decaffeinated coffee.
• · Secondly, many goods do not reach consumers, because they simply cannot purchase them at the right time due to shortcomings in the distribution network (delivery schedule is not kept, products are not ordered on time). In this case, you need to think about how to properly organize the sale of goods.
• · Third, many consumers do not know how to best use the product. Then our job is to point that way (see the Orbit ad: “Take two chewing gum pads”).

Steps to Perform a Gap Analysis

Gap analysis includes the following steps.

• 1. Determination of the current value. Gap analysis begins with forecasting the state of the company for the planned period using the method of expert assessments or using mathematical forecasting methods. This stage allows you to assess what position your company could occupy, calculate all the possible benefits that it received as a result of making certain decisions.
• 2. Determination of the maximum available value. In the process of assessing the existing gap, it is necessary to find out whether it can be bridged at all? If the gap is too large to be bridged with own resources, it is advisable to either revise the desired future, or break its achievement into several transitional stages, or stretch the process over a longer period of time.
• 3. The choice of the criterion by which the consideration will take place. Within the framework of this stage it is necessary to break the general gap into components that correspond to each significant functional, sectoral, territorial and other areas of activity, which will subsequently be planned. In the course of such a breakdown, sets of needs are identified and grouped into major categories. Thus, each section of planning represents a group of needs that have an impact on bridging the gap between the present and the future. The groups of possible needs may include information, communication, financial marketing, administrative, technical, etc.
• 4. A set of plans (initiatives) to achieve. Sources can be employees of various services, distribution channels, competitors, government agencies. Market-focused sources identify opportunities based on the wants and needs of consumers. R&D sources identify opportunities to create new products based on basic research... At the same time, methods of generating ideas can include brainstorming, polls, questionnaires, etc.

Analysis of the dynamics of costs and construction of the experience curve.

One of the classic strategy models was developed in 1926. It links the definition of strategy to the achievement of cost advantage. Assumes that every time production doubles, unit cost is reduced by 20%. The experiment curve is shown in Fig. 3. Reducing costs with an increase in production is due to a combination of the following factors: 1 advantages in technology arising with the expansion of production; 2 learning from experience in the most efficient way of organizing production; 3 the effect of economies of scale. According to the experience curve, the main direction of the firm's strategy should be the conquest of the largest market share, since it is the largest competitor that has the opportunity to achieve the lowest unit costs and, therefore, the highest profits. V modern conditions achieving cost leadership is not necessarily associated with increased production. The current high-tech equipment is designed not only for large-scale production, but also for small ones. Today, even a small firm can use computers, modular equipment, which provide high performance and adaptability to solve various specific tasks.

Figure 3

The purpose of the analysis is to find ways to reduce costs while increasing production. The main goal is to conquer the largest market share.

The main disadvantage of the model is the consideration of only one of the internal problems of the organization and inattention to the external environment (primarily to the needs of customers).

The classical portfolio model is the BCG matrix (Boston consulting group).

When conducting strategic analysis, one of the important issues is the future product portfolio of the company. It is necessary to understand what areas of activity are priority, how they will be financed and positioned in the market. Therefore, it is recommended that you use one of two standard methodologies when developing your strategy: the Boston Consulting Group (BCG) matrix or the McKinsey matrix. In accordance with these methods, all businesses of the company are positioned in terms of "market attractiveness" and "competitive status of the company in this market." The fundamental difference between these two methods lies in assessing the attractiveness of the market and the competitive status of the company in it. The BCG matrix is ​​hypothesized that both can be measured using a single dimension. The attractiveness of a market is determined by the rate of its growth, and the competitive status of a company in this market is determined in accordance with its share. For a start, even such a simplified approach can be used, but a more accurate estimate can be obtained only if we take into account several parameters that affect the attractiveness and competitive status.

So, Zvezdy has a high growth in sales and a high market share. Market share must be maintained and increased. Stars are very profitable. But, despite the attractiveness of this product, its purely monetary income is quite low, since it requires significant investments to ensure a high growth rate. Cash cows (Moneybags) have a high market share but a low growth rate in sales. Cash cows need to be protected and controlled as much as possible. Their attractiveness is explained by the fact that they do not require additional investments and at the same time provide a good cash income. The proceeds from sales can be directed to the development of "Wild cats" and to support the "Stars". "Dogs" are characterized by low growth rates, low market share, the product usually has a low level of profitability and requires a lot of attention from the manager. You need to get rid of "dogs".

"Wild Cats" ("Dark Horses", "Question Marks", "Dead Weight"). They have a low market share but high growth rates. Such goods need to be studied. In the future, they can become both stars and dogs. If there is a possibility of transferring to the stars, then you need to invest, otherwise, get rid of.

Disadvantages of this analysis:

• - a strong simplification of the situation;
• - lack of accounting for the financial aspect, removal of dogs can lead to an increase in the cost of cows and stars, as well as negatively affect the loyalty of customers using this product;
• - the assumption that the market share corresponds to the profit, this rule may be violated when introducing a new product to the market with high investment costs;
• - the assumption that the market decline is caused by the end of the product life cycle. There are other situations in the market, for example, the end of a rush in demand or an economic crisis.

The benefits of the BCG Matrix include:

• - theoretical study of the relationship between financial receipts and the analyzed parameters;
• - objectivity of the analyzed parameters (relative market share and market growth rate);
• - the clarity of the results obtained and the simplicity of construction.
• - it allows you to combine portfolio analysis with a product life cycle model
• - simple and easy to understand
• - it is easy to develop a strategy for business units and an investment policy

Construction rules: the horizontal axis corresponds to the relative market share, the coordinate space is from 0 to 1 in the middle with a step of 0.1 and further from 1 to 10 with a step of 1. The market share assessment is the result of the analysis of sales of all industry participants. The relative market share is calculated as the ratio of own sales to sales of the strongest competitor or the three strongest competitors, depending on the degree of concentration in a particular market. 1 means that own sales are equal to sales of the strongest competitor.

The vertical axis corresponds to the growth rate of the market. The coordinate space is determined by the growth rates of all the company's products from maximum to minimum; the minimum value can be negative if the growth rate is negative.

For each product, the intersection of the vertical and horizontal axes is established and a circle is drawn, the area of ​​which corresponds to the share of the product in the company's sales (Fig. 4).

Figure 4

Multivariate portfolio model - McKinsley matrix.

In the early 1970s, an analytical model emerged, jointly proposed by General Electric Corporation and the consulting company McKinsey & Co., and called the "GE / McKinsey model."

The name of the model comes from the name of the company and seven factors, seven words beginning in English with the letter "S" (strategy - strategy, skill - skills, shared values ​​- generally recognized values, structure - structure, systems - systems, staff - personnel, style - style).

Market attractiveness criteria.

Instead of one market growth, a number of market attractiveness criteria were used, such as:

• · Market size.
• · Market growth rates.
• · Number of competitors.
• · Profit potential.
• · Social, political and legal factors.

Competitive Strength Criteria.

Also, instead of using one market share a number of factors have been used as an indicator of competitive strength, such as:

• · Market share.
• · Opportunity to develop a distinctive advantage.
• · Opportunities for developing cost advantages.
• · Reputation.
• · Distribution capabilities.

Weighing criteria.

The managers were able to decide which criteria applied to their products. This gave the model market appeal - flexibility in a competitive position. Having defined the criteria, the managers then agreed on a weighting system for each set of criteria, those factors that were more important were weighted more. For example: market attractiveness. Competitive strength.

Market size 0.15 Market share 0.20.

Market growth rate 0.20 Distinctive advantage 0.40.

Number of competitors 0.30 Price advantage 0.05.

Profit Potential 0.30 Reputation 0.10.

Social, political, Opportunities for dissemination 0.25, legal factors 0.05.

Each factor of market attractiveness is rated on a 10-point scale (from 1, which means not attractive, to 10, which means very attractive). Also, each factor of competitive strength is evaluated on a 10-point scale. Each point is multiplied by a factor weight and added together to obtain an overall market attractiveness and competitive strength score for each product. Then, this can be plotted on the market attractiveness-competitive position matrix (Figure 5).

Figure 5

Zone 1: finance growth.

Zone 2: make a selection.

For the middle zone, additional analysis is required.

The McKinsey model is also important in that it perceives planning not only as a process of creating formal schemes and a set of quantitative indicators. The planning process is understood here as establishing communication and agreement between employees, linking their interests, taking into account all aspects of human activity at the enterprise. Planning here is primarily productive communication.

Business Analysis Model PIMS.

The PIMS approach is to look for guidelines developed from the generalized experience of successful and unsuccessful companies. Since 1972, a database of 450 corporations has been compiled containing analyzes of more than 2,800 business units. Statistical analysis and computer modelling Databases provide member companies with the information and strategic guidance they need based on a variety of strategic situations in different industries. Two concepts are fundamental to the database:

• 1. Business unit (business unit) - a division, product line or profit center.
• 2. The served market is the portion of the overall market in which the firm competes.

PIMS analysis evaluates: changes in the competitive position of the firm; strategies used to achieve it; ultimate profitability.

The analysis shows that the profitability of the enterprise is constantly influenced by three groups of factors. The first group describes a firm's competitive position, including market share and relative product quality. The second reflects the structure of production, including the intensity of investment and labor productivity. The third group reflects the relative attractiveness of the market growth rate and consumer characteristics. Taken together, these variables account for 65 to 70 percent of the profitability options of the businesses surveyed. The purpose of a PIMS project is to apply this experience to specific strategic issues. These questions include:

• * What level cash flows and profit is “normal” for this type of enterprise, given their market environment, competitive position and strategy used?
• * If the business continues, what market share and profitability result should be expected in the future?
• * How will the changes in strategy affect this outcome?
• * How did enterprises in the same or other industries, operating in similar conditions and with a similar competitive position, achieve results using different types of strategies?

Answering these questions will help you evaluate possible alternatives when developing a strategy.

The PIMS database is represented by a wide variety of industries, products, markets, and geographic regions. Most are located in North America, although 600 of the 2,800 businesses are located in the UK, Europe and other countries.

Results of the PIMS project. This analysis found links between strategy and company performance. These relationships will help managers understand and anticipate the impact of strategic decisions and market conditions on the company's performance. The following are the most common links between strategy and performance:

• * In the long term, the most important factor influencing the efficiency of the company's divisions will be the quality of the company's goods and services in relation to its competitors.
• * Market share and profitability are closely related.
• * High investment intensity actively affects profitability.
• * Many businesses - the so-called "dogs" and "question marks" - make a profit, while many "cash cows" do not.
• * Vertical integration is only profitable for some enterprises, for others it is not. For businesses with a small market share, the ROI is higher when the degree of vertical integration is low. For enterprises with more than average market shares, the return on investment is highest either with low or, conversely, high levels of vertical integration.
• * Most of the strategic factors that increase the return on investment also have a positive impact on the long-term value of the enterprise in the future.

Limitations of the PIMS model. Some elements of the PIMS model have been criticized, from the definition of information collection methods and the accuracy of the data, to the unreasonable connections between them. This criticism is fair and warns of the need for careful use of the results obtained. PIMS analysis can give the user a false sense of precision and foresight. It should be seen as an additional source of ideas for strategic planning, along with your own experience, views and analysis.

Practical use. The argument that the structure of the industry, the competitive position of the enterprise, its cost / profit / investment structure, and the competitive strategies it employs have a significant impact on profitability has a strong intuitive appeal.

Practitioners know that being a dominant market leader in a growing market with attractive income opportunities and moderate investment requirements will generate high returns. On the other hand, an enterprise in third or fourth competitive position in a mature market with a low rate of return will experience low profit or loss. The PIMS shows that these structural indicators significantly affect the profitability of the enterprise, and that companies should look for competitive structures and positions that would provide them with a profit advantage.

SWOT analysis

SWOT is an analysis method in strategic planning, which consists in dividing factors and phenomena into four categories: Strengths, Weaknesses, Opportunities and Threats.

This analysis is a necessary element of research, a mandatory preliminary stage in drawing up any level of strategic and marketing plans. The data obtained as a result of the situational analysis serves as the basic elements in the development of the strategic goals and objectives of the company.

• 1. List of strengths and weaknesses.
• 2. Enumeration of opportunities and threats.

• 1. Detailed description of strengths and weaknesses.
• 2. Detailed description of opportunities and threats.

At the next stage, the opportunities and threats identified during the analysis are divided into three groups according to priority, the need to concentrate efforts and funds, and the thoroughness of monitoring.

The final stage is the formulation of the main strategic directions, taking into account their importance.

The results obtained are formulated into the company's strategy, its goals and objectives. We will talk about this type of analysis later.

PEST analysis

(sometimes referred to as STEP) is a marketing tool designed to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment that affect the company's business (Fig. 7)

Politics is studied because it regulates power, which in turn determines the company's environment and the acquisition of key resources for its activities. The main reason for studying economics is to create a picture of the distribution of resources at the state level, which is the most important condition for the operation of an enterprise. No less important consumer preferences are determined using the social component of PEST analysis. The last factor is the technology component. The purpose of his research is considered to be the identification of trends in technological development, which are often the reasons for changes and losses in the market, as well as the emergence of new products.

The analysis is carried out according to the "factor-enterprise" scheme. The results of the analysis are drawn up in the form of a matrix, the subject of which are the factors of the macroenvironment, the predicate is the strength of their influence, assessed in points, ranks and other units of measurement. The results of the PEST analysis make it possible to assess the external economic situation in the field of production and commercial activity.

Table 1

Ansoff's matrix.

Ansoff's matrix was developed in the 50s of the XX century. American economist I. Ansoff. The matrix determines the growth strategies of the company, taking into account the novelty of the market and the novelty of the product. Depending on the combination of different product and market combinations, the following strategies are possible:

• 1) market penetration: old product on the existing market. This strategy can be estimated by the amount of sales and the likelihood of risk. These indicators are calculated taking into account the amount of possible costs for the implementation of the chosen strategy. Aggregate costs are needed to attract potential customers; creating competitive advantages; stimulating sales and increasing service potential; 2) market development: old product in a new market. This strategy presupposes marketing efforts to promote the existing product to new sales markets through brand promotion, the use of tagging, and the creation of a new reliable distribution system;
• 3) product development: new product in the old market. Promotion of a new product to an old existing market is associated with a high degree of risk and requires significant costs for penetrating the traditional market, organizing a presentation, demonstrating a new product, careful consultation and convincing advertising;
• 4) diversification: new product in a new market. This strategy initially involves the development of planning and management decisions in the field of innovations of goods and services, determining the degree of unmet demand for a new product, the possible market share and the level of risk of marketing efforts for advertising, incentives, brand promotion and public opinion formation in target audiences of buyers.

Strategic analysis

strategic analysis industrial economic

Taking into account the complexity of the organization of our system. To determine the next steps for the development of the company, managers of the company must evaluate and take into account all aspects and nuances of its structure as well as the conditions of the external environment in order to maximize the result from subsequent actions on the market. To do this, the control tip defines strategic development those. draws up a kind of a plan of possible actions to improve or maintain positions in a particular area of ​​the enterprise.

Today there are many schemes (templates) by which it is possible to determine the position of a given company in the market relative to competitors in various aspects of its activities and to answer the question - What to do next? It is on the basis of the results of the strategic analysis that a list of goals is drawn up, by achieving which the company can improve its well-being.

That is, strategic analysis, in my opinion, is a way of obtaining information about the state of our company, which manifests itself in determining the competitive properties of the company itself and the properties of the external environment. It is then used to adjust old goals or to compose new ones.

Today it is common to present information about an enterprise and its structural elements in the form of matrices. The matrix representation is very simple, therefore, they are widely used and we will consider them further.

Types of strategic analysis

SWOT analysis is one of the most common types of analysis in strategic management today. SWOT: Strengths; Weaknesses; Opportunities Threats. SWOT analysis allows you to identify, structure the strengths and weaknesses of the company, as well as potential opportunities and threats. This is achieved by comparing the internal strengths and weaknesses of their company with the opportunities that the market gives them. Based on the quality of compliance, it is concluded in which direction the organization should develop its business, and ultimately the allocation of resources by segment is determined.

The purpose of the SWOT analysis is to formulate the main directions of the enterprise development through the systematization of the available information about the strengths and weaknesses of the company, as well as about the potential opportunities and threats.

The most attractive thing in this method is that the information field is formed directly by the managers themselves, as well as by the most competent employees of the company on the basis of generalization and agreement of their own experience and vision of the situation.

Of course, SWOT analysis is purely research and consists of alternating stages.

1. Assessment of opportunities and threats emanating from the external environment

Identification of opportunities and threats

Determination of the strength of specific opportunities and threats (allows the enterprise to focus on certain environmental factors)

Assessing the likelihood of opportunities and threats

Classification of specific opportunities and threats using a two-dimensional matrix, where the main factors are the strength and likelihood of an offensive.

Fig. 1

Fig. 2

The matrix is ​​divided into 4 quadrants, each of which has its own degree of importance for the enterprise. Of particular interest is quadrant 2 in both matrices, because the factors in them have a high probability of occurrence and the force of impact.

2. Assessment of the strength and weakness of the enterprise. Direct determination of the development potential of resources and various aspects of activities, as well as their state.

In this case, we can give an example of constructing a simplified SWOT analysis by IKEA (without power matrices and the probability of a factor occurrence)

SWOT analysis of the company.

1. Knowledge of customers. One of the key competitive advantages of IKEA is its extensive knowledge of customers. The company understands the factors that drive customers to make purchases. IKEA provides a wide variety of products at low prices. Designers constantly present new design product that looks stylish in the eyes of the client. All products are designed to be easy to transport and assemble. In addition, the company offers the widest range of products. Without extensive customer knowledge and methods to capitalize on this knowledge, IKEA would not have been able to oust its competitors.

2. Application of innovations to reduce costs. Low prices are the cornerstone of the IKEA business idea and the company always strives to make products as efficient as possible. To keep costs down, a company must find innovative ways to do this and incorporate them into its business model. Innovation includes new materials that are greener and less expensive, as well as the latest in packaging, handling and transporting materials.

3. Supply chain. IKEA strives to establish long-term relationships with suppliers. Thus, the company can order large volumes and benefit from lower prices and more. High Quality and suppliers are confident that they will consistently deliver products. IKEA orders materials from nearby suppliers, which reduces transport costs.

4. Brand reputation. IKEA is the world's most valuable furniture retailer, valued at nearly $ 12.8 billion in 2012. The company's business is distributed in 332 stores in 38 countries of the world. More than 600 million customers visit IKEA stores every year. Global presence and high brand reputation ensure that customers prefer IKEA to other competitors

5. Diversification. Unlike the main competitors of IKEA, the company has a fairly diversified business. In addition to furniture products, the company has restaurants and other products.

1. Negative publicity. The company has been criticized many times over issues such as employee mistreatment and questionable use of advertising. Negative publicity diminishes brand reputation and customer loyalty.

2. Poor quality of products and services. IKEA fails to find a balance between continuously cutting costs while maintaining product quality. Customers are less satisfied with the high quality products and services from IKEA than with the services and products of other companies. The cost savings translate into a decline in quality, which is accompanied by the return of products by customers, which reduces the brand's reputation.

3. Standard products. IKEA's main competitive advantage is low costs, which are partly achieved through product standardization. Standard products appeal to fewer customer segments. Thus, the inability to offer best quality more specialized products allows competitors to this niche and strengthen their position in it.

1. Further expansion in developing countries. Height retail markets in developing countries offers tremendous opportunities for IKEA's revenue growth. The company currently operates in the most developed countries but entered firmly in developing countries with the exception of China. There are great opportunities for IKEA to expand in Russia, Brazil, Mexico, Indonesia and Malaysia to increase its presence in these markets for future growth.

2. Increase online sales. Online sales account for 17% and 4% of total UK and US sales, respectively. The IKEA website has 870 million users and the company can use this to increase sales.

3. Expansion of the food market. The current trend to eat healthy food has led to an increase in food demand in many developed countries. IKEA has the opportunity to expand its business by opening grocery stores. The company already successfully operates its grocery stores, so this expansion opportunity will be well aligned with current company policies.

1. Increased competition. Many companies retail such as Walmart, ASDA or Tesco are entering the home goods market. These large companies have similar characteristics to IKEA, including low prices, a well-managed supply chain, and huge market penetration that can easily take some market share away from IKEA.

2. Growth in average consumer income. This means that people buy less of the low-quality and cheap products that IKEA specializes in. With the growth of income, buyers will be less interested in IKEA products and they will prefer more expensive and high-quality ones.

Based on the results of the collection of information and presentation in tabular form, a list of further steps is drawn up, which are aimed at suppressing or minimizing external threats, internal weaknesses, as well as the implementation of existing opportunities. But special attention is paid to the goals based on the opportunities for the development of the enterprise. (I.e. the emphasis is on development)

Boston Advisory Group (BCG) Matrix

The two-dimensional matrix developed by the Boston Advisory Group is widely used in the practice of strategic choice. Therefore, this matrix is ​​better known as the Boston Consulting Group matrix, or BCG matrix. This matrix allows an enterprise to classify products by their market share relative to major competitors and the rate of annual growth in the industry. The matrix makes it possible to determine which product of the enterprise occupies a leading position in comparison with competitors, what is the dynamics of its markets, allows for a preliminary distribution of strategic financial resources between products. The matrix is ​​built on the well-known premise - the greater the share of the product on the market (the greater the volume of production), the lower the unit costs per unit of output and the higher the profit as a result of the relative savings from the volume of production.

The BCG matrix is ​​compiled for the entire portfolio, and the following information should be available for each product:

Sales volume in value terms, it is represented on the matrix by the area of ​​the circle (in our examples, the sector of the circle);

Market share of the product relative to the largest competitor, which determines the horizontal position of the circle in the matrix;

The growth rate of the market in which the company operates with its products determines the vertical component of the circle in the matrix.

From the BCG matrices, if they are performed for different periods of time, it is possible to construct a kind of dynamic series that will give a visual representation of the patterns of movement in the market for each product, of the directions and rates of product promotion on the market.

When constructing the BCG matrix, the growth rates of product sales are divided into “high” and “low” by a conventional line at the level of 10%. the relative market share is also divided into “high” and “low”, with the border between them being 1.0. A coefficient of 1.0 shows that the company is close to leadership.

The interpretation of the BCG matrix is ​​based on the following provisions:

First, the gross profit and total income of the enterprise increase in proportion to the growth of the enterprise's market share;

Secondly, if the company wants to maintain market share, then the need for additional funds increases in proportion to the rate of market growth;

Thirdly, since the growth of each market ultimately declines as soon as the product approaches the stage of maturity in its life cycle, therefore, in order not to lose positions previously won in the market, the profit obtained should be directed or distributed among products that have a tendency to growth.

Based on the above, the matrix proposes the following classification of product types in the respective strategic zones, depending on the characteristics of the distribution of profits: "stars", "cash cows", "wild cats" (or "question mark"), "dogs". This classification is shown in Fig. 3.

Rice. 3

Stars are leading products in a fast-growing industry. They generate significant profits, but at the same time require significant amounts of resources to finance continued growth, as well as tight control over these resources by management. In other words, they should be protected and strengthened in order to maintain rapid growth.

"Cash cow" - products that occupy a leading position in a relatively stable or declining industry. Since the distribution is relatively stable at no additional cost, this product generates more profit than is required to maintain its market share. Thus, the production of this type of product is a kind of cash generator for the entire enterprise, i.e. to provide financial support to developing products.

"Dogs" are products with limited sales in an established or declining industry. For a long time on the market, these products failed to win the sympathy of consumers and they are significantly inferior to competitors in all indicators (market share, value and structure of costs, image of goods, etc.), in other words, they do not produce and do not need significant the amount of funds. An organization with such products may try to temporarily increase profits by entering special markets and reducing the provisioning service, or exit the market.

Difficult Kids (Question Mark, Wild Cats) are products that have little market impact (small market share) in an emerging industry. Typically, they are characterized by weak customer support and unclear competitive advantages. Competitors occupy the leading position in the market. Since a low market share usually means a small profit and limited income, these products, being in high-growth markets, require more funds to maintain market share and, of course, even more funds to further increase this share.

In fig. The 3 dashed arrow shows that “wild cats” under certain conditions can become “stars”, and “stars”, with the advent of inevitable maturity, will first turn into “milk cows” and then into “dogs”. The solid arrow shows the redistribution of resources from cash cows. Thus, within the framework of the BCG matrix, the following options can be distinguished for choosing strategies:

Growth and increase in market share - turning the product into a "star";

Maintaining market share is a strategy for cash cows whose revenues are important for growing products and financial innovation;

- “harvesting”, that is, obtaining a short-term share of profits as large as possible, even at the expense of reduction in any of the other quadrants.

Fig. 4

Thus, the analysis of sales of the company's products over a number of years using the BCG matrix allows us to identify trends for individual products and build an appropriate strategy for them.

So, summary: the BCG matrix helps to fulfill two important functions: to decide on the intended market positions and to allocate strategic funds between products. However, the BCG matrix is ​​applicable if the growth in the volume of activity can be a reliable measure of prospects (for example, the phase of the life cycle will not change, the level of instability is low). The relative position of a firm in competition can be determined by its market share. In addition, it is imperative to take into account risk factors, knowledge of past strategies and their effectiveness, the impact on the owners of the firm on the part of investors and consumers, the time factor.

McKinsey Matrix

The development of the model built on the basis of the BCG matrix is ​​the McKinsey matrix. McKinsey improved the Boston Matrix during a project commissioned by General Electric. The improved matrix provides a more complete picture of the strategic position of the firm and the resulting strategic choices. In this matrix, the factor "market expansion opportunities" has been transformed into a multifactor concept of "market attractiveness", and the factor "relative market share" has been transformed into the concept of "strategic position of a firm", which is a measure of a firm's position in the market.

Table 1 shows the factors that can be used to assess the "strategic position of the firm" and "market attractiveness".

An enterprise using the McKinsey matrix must assess its position for each of those listed in table. 1 factors. The numerical values ​​of the factors are established by the method of expert assessments. In this case, for example, a scale from 1 to 5 can be used, which allows distinguishing three possible levels (1-2 - low, 3 - medium, 4-5 - high). Thus, although the McKinsey matrix, like the BCG matrix, is two-dimensional, it already consists of nine constituent elements as opposed to four in the BCG matrix. The results of processing expert assessments on the attractiveness of the market and strategic position will allow us to determine the place of the enterprise in one of the quadrants of the McKinsey matrix.

Table 1

Factors used in the McKinsey matrix

As can be seen from the diagram shown in Fig. 6 matrix, the upper left (northwest) corner means that the enterprises that got there have favorable prospects for growth, the diagonal that separates the upper left corner and the lower right corner is a dual position and limited growth, the lower right corner is lack of real opportunities for future development.

The advantage of the McKinsey matrix in comparison with the BCG matrix is ​​that it takes into account the largest number of significant factors.

There are serious limitations in the application of the McKinsey model, which include:

second, the possibility of a subjective, distorted assessment by the firm of its position;

thirdly, the complexity of the selection and systematization of information by significant factors.

Rice. 6.

In the practice of strategic analysis, other well-known matrices are also used:

· Comparison of industry attractiveness and competitiveness (Shell / DPM matrix);

· Analysis of market evolution (Hoter / Schendel matrix);

· Industry life cycle analysis (ADL / LC matrix).

It implies an assessment of the strategic state of the company, taking into account the factors:

1. Internal microenvironment, fully controlled by the firm and includes the divisions of the firm.
2. External microenvironment(business environment) regulated by the firm's management and including: suppliers, competitors, intermediaries (trading firms, transport companies, specialized firms (advertising, consulting), financial institutions), clientele and contact audiences (funds mass media, government agencies and bodies, the general public).
3. Macroenvironments(background environment), completely beyond the control of the firm's management and including:
   • political environment;
   • economic environment;
   • social environment;
   • technological environment.

The essence of the analysis of the external environment consists in the systematic study and assessment of controlled and uncontrolled factors (objects and events) related to the enterprise. The main purpose of such an analysis is to obtain the necessary planning and forecast information, and the additional goal is to identify the strengths and weaknesses of the enterprise itself, as well as the opportunities and risks associated with its external environment.

A manager, analyzing the state of the external environment, must analyze markets, levels of competition and technology. The analysis of the work of competing enterprises is based on the same scheme as the IT analysis of the work of one's own enterprise.

Various types of analysis and their combinations are used:

• analysis based solely on past factual information - factual analysis, or factual analysis;
• analysis based on information oriented to the past and the future - analysis of events and deviations. Deviation analysis is part of the control processes;
• analysis based on future information - analysis of planned indicators. Serves for the assessment of the drawn up plans and the selection of planned alternatives.

In addition to analyzing the external and internal environment good manager must be able to analyze and evaluate the business environment in which his enterprise operates. Depending on the results of such an analysis, many management decisions should be made that affect the strategy of the enterprise's behavior in the market.

Business environment- the whole set of elements of the external and internal environment that have a significant impact on the achievement of strategic goals in the activities of the enterprise in the market.

The main spheres of the business environment largely coincide: political, economic, socio-political, legal and legal, criminal spheres.

It is very important for managers to be able to define and predict the business environment. Not only the growth or fall of the economic indicators of doing business depends on this, but also the safety of the company's activities in certain conditions. V Western companies work on assessing the business environment and forecasting it has been going on for a long time. Russian firms often neglect this, for which they pay the price. Such work should be put on a scientific level and entrusted only to a competent specialist. The meaning of such activities should be reduced to three main areas: first, to the classification of the safety level; secondly, to assessments of external and internal impacts on the company; third, to develop countermeasures.

The assessment of the state of the business environment includes several parameters.

External influences can be classified as follows: unfair competition; unfair relations; disputes; danger; threats; confrontation.

Internal influences can be classified as follows: interpersonal, personnel; technogenic and technological.

The business environment is defined by the following levels: favorable or normal; unfavorable, or complicating; complex; tense, or pre-conflict; conflict; catastrophic.

Ranking the situation according to the above levels allows managers and managers of enterprises to determine the degree of tension in the security system, the need to seek support from government agencies and firms operating in a non-government security system.

Analysis of the strengths and weaknesses of the enterprise- a very important direction in the activity of the enterprise. The SWOT analysis method can effectively help in this and is widely used by enterprises around the world. The modern manager must be fluent in this method.

SWOT is an abbreviation for Strengths, Weaknesses, Opportunities, Threats.

A SWOT analysis helps to develop an understanding of the circumstances in which an enterprise operates. This method helps to balance your internal strengths and weaknesses with the opportunities and threats that the enterprise will have to face. This analysis helps to determine not only the capabilities of the enterprise, but also all the available advantages over competitors. Below are sample groups of questions for conducting a SWOT analysis. The first two groups deal with internal factors. Strengths and weaknesses are analyzed. The second set of questions concerns externalities and includes opportunities and threats.

So, at the first stage, you need to analyze the following factors.

Internal factors

Strengths:

• competence;
• availability of sufficient financial resources;
• having good competitive skills;
• good reputation with consumers;
• recognized leadership of the company in the market;
• the company has well-thought-out strategies in this area of ​​activity;
• availability of our own high quality technologies; availability of cost advantages for products and services; the presence of advantages over competitors; Ability to innovate, etc.

Weak sides:

• lack of strategic direction;
• marginal position in the market;
• the presence of outdated equipment;
• low level of profitability;
• unsatisfactory level of management;
• poor control;
• weakness compared to competitors;
• backwardness in innovation processes;
• narrow range of products;
• unsatisfactory image in the market;
• low marketing skills among staff;
• lack of sufficient funding for projects, etc.

External factors

Opportunities:

• work with additional consumer groups;
• introduction to new markets or market segments;
• expanding the range of products to satisfy a wider range of consumers;
• product differentiation;
• the ability of the enterprise to move quickly to more profitable strategic groups;
• confidence in rival firms;
• rapid market growth, etc.

Threat factors:

• the arrival of new competitors;
• increased sales of similar products;
• slow market growth;
• unfavorable tax policy of the state;
• changing needs and tastes of customers, etc.

Summarizing the above, the manager must be able to determine what strengths his company has, not only to see, but also to admit its weaknesses. He must be aware of the business opportunity and take into account those threats that might prevent it from capitalizing on the opportunity.

To deal with threats and take advantage of existing opportunities, it is not enough just to know about them. If a business is aware of a threat, but does not confront it, it can fail in the market. On the other hand, an enterprise may have information about new opportunities, but not have the resources to implement them.

The manager should also be aware that opportunities and threats can shift into their opposite. For example, untapped capabilities of an enterprise can become a threat if a competitor uses them in time. On the other hand, a successfully avoided threat can provide an enterprise with a strong position if competitors have not eliminated the same threat.

Strategic planning defines the entire foundation of an organization, including determining where the organization is going and what it does.

Analysis of the enterprise is a stage of planned research.

A thorough analysis of the products makes it possible to win the competition, which is why it is important as part of drawing up a business plan.

Research and analysis of the sales market is one of the most important stages in the preparation of business plans, which should provide answers to the questions: who, why and in what quantities buys or will buy the company's products.

Table 1. Adapted report of the company "Poisk"

Table 2. Adapted profit and loss statement of the company "Poisk"

In 2008, the company increased its liquidity ratios by reducing its short-term liabilities by 2 times. Despite the reduction in assets, the company was not only able to maintain profit at the same level, but also to increase it, this was due to a decrease in all types of costs and the attraction of other sources of income in the amount of 3,000. The company paid off loans and paid dividends, thereby increasing its reputation with investors and attracted new money through loans.

• 3. Answer the questions
• 1. What information for strategic analysis can you get by doing?

Comprehensive assessment strategic financial position of the enterprise integrates the results of the analysis of all types of financial environment of the enterprise. The implementation of such an assessment allows:

• - clearly identify the main features of carrying out financial activities at a given enterprise, define its "financial person";
• - evaluate the achieved management results financial activities enterprises;
• - to identify problem areas in the financial development of the enterprise and the management system of its financial activities;
• - objectively assess the possibilities of the forthcoming financial development of the enterprise, taking into account the factors of the external and internal environment;
• - to fix the starting positions of the strategic financial initiatives of the enterprise.

Financial analysis tasks:

• 1. Analysis of assets (property)
• 2. Analysis of funding sources
• 3. Analysis of solvency (liquidity)
• 4. Analysis of financial stability
• 5. Analysis financial results and profitability
• 6. Analysis of business activity (turnover)
• 7. Analysis of cash flows
• 8. Analysis of investments and capital investments
• 9. Market value analysis
• 10. Analysis of the likelihood of bankruptcy
• 11. Comprehensive assessment of financial condition
• 12. Preparation of financial forecasts
• 13. Preparation of conclusions and recommendations.

What is the limitation of financial information

Financial information takes into account quantitative data well, but may not take into account qualitative data at all. For example, nothing can be learned from the reports about the corporate culture of the organization.

Using the information provided, draw conclusions about the resources, financial and property condition of the enterprise

In 2008, the company improved its position due to a twofold decrease in short-term liabilities, which made it possible to increase liquidity ratios to standard levels. Despite the reduction in assets, the company was not only able to maintain profit at the same level, but also to increase it, this was due to a decrease in all types of costs and attraction of other sources of income in the amount of 3,000. The company was able to pay off both loans and pay dividends. which will improve its reputation among investors and will attract new money through loans. We can see all this by looking at the coefficients.

What are the strengths and weaknesses of the enterprise can be noted based on the information provided

• Increase in DS
• Decrease in accounts receivable
• Decrease in current liabilities
• Growth of equity capital - growth of autonomy
• Reduced almost all cost items

• Decreased sales and gross margins
• Stock growth

What is the degree of the company's readiness to strategically deploy its actions

Almost all indicators of the enterprise are normal. She has enough high revenue in relation to costs, high coverage ratios of dividends and interest on the loan. Reducing costs and attracting new sources of income speaks of competent management. From all this it follows that the company is ready for strategic deployment, this is also facilitated by high stocks in stock and availability Money.

4. Give detailed answers to questions

strategic management analysis

1. What is the purpose of the internal analysis companies. What are the objectives of the analysis?

The purpose of the internal analysis is an in-depth study of the company and providing management with the information necessary when choosing a strategy. During the analysis, it is revealed that there is a correspondence between the strategic aspirations of the company and its internal resources and capabilities. Having an orientation inside the organization, this type of analysis is ultimately focused on the requirements of the external environment that is, it is aimed at identifying inconsistencies in the organization's perceptions of the external environment. Such a focus of the analysis is to convince the employees of the organization, to understand and accept the need for objective changes. In the course of internal analysis, it is possible to determine: the organization overestimates or underestimates itself; overestimates or underestimates her competitors; what market requirements does it provide too much or too little value

The internal environment of an organization is that part of the general environment that is located within it. It has a constant and most direct impact on the functioning of the organization. The internal environment is understood as the economic organism of the company, which includes a management mechanism aimed at optimizing the scientific, technical and production and marketing activities of the company. When it comes to the internal environment of the firm, we mean the global structure of the firm, covering all manufacturing enterprises firms, financial, insurance, transport and other divisions of the firm, regardless of their location and field of activity.

A deep and thorough analysis of the internal environment is a prerequisite for making management decisions. Economic information is a concrete expression of processes occurring within a firm. Without such information and its analysis, the effective functioning and development of the production and marketing activities of the company is impossible.

The study of the internal environment is aimed at finding out what the strengths and weaknesses of the organization. Strengths provide the foundation upon which an organization can compete and which it should strive to expand and strengthen.

Weaknesses are a matter of close scrutiny by management, which must do whatever it takes to get rid of them.

2. What elements can the internal environment of the company consist of?

The personnel cut covers: interaction between managers and workers; recruitment, training and promotion of personnel; assessment of work results and incentives; creating and maintaining relationships between employees, etc.

The organizational section includes: communication processes; organizational structures; norms, rules, procedures; distribution of rights and responsibilities; hierarchy of subordination.

The production cut includes the manufacture of the product; supply and maintenance storage facilities; maintenance of the technological park; research and development.

The marketing cut covers all those processes that are associated with the sale of products. This is a product strategy, a pricing strategy; product promotion strategy on the market; selection of sales markets and distribution systems.

A financial profile includes the processes involved in ensuring the efficient use and flow of funds in an organization.

3. What factors of the internal environment need to be analyzed?

Management survey involves the analysis of internal environmental factors in the context of the following functional areas:

• · Organization of management;
• · Marketing;
• · Finance;
• · technology;
• · Personnel;
• · organizational culture and the image of the enterprise;
• · Research and development.
• 4. What approaches to the analysis of the internal environment does the scientific literature offer, and what approach do you recommend to use to analyze the company (in which you were in practice)?
• 5. What methods do you recommend for analyzing the internal environment of a company?

Give a brief description in tabular form (at least 3).

The forecast of the first option is more interesting than the second.

The BCG matrix is ​​based on two assumptions:

• 1. A business with a significant market share gains, as a result of the experience effect, a competitive strategic advantage in terms of production costs. Hence it follows that the largest competitor has the highest profitability when selling at market prices and for him financial flows are maximum.
• 2. Presence in a growing market means an increased need for financial resources for its development, i.e. renovation and expansion of production, intensive advertising, etc. If the rate of market growth is low, such as a mature market, then the product does not need significant funding.

In the case when both hypotheses are fulfilled, four groups of product markets can be distinguished, corresponding to different priority strategic goals and financial needs:

• 1. "Problems" (fast growth / small share): products 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: increase the market share of these products or stop financing them.
• 2. Stars (fast growth / high share) are market leaders. They generate significant profits due to their competitiveness, but also need funding to maintain a high share of a dynamic market.
• 3. “Cash cows” (slow growth / high share): products that can generate more profit than is necessary to support their growth. They are the main source of funding for diversification and research. Priority strategic goal- "harvesting".
• 4. "Dogs" (slow growth / low share) are products that are at a cost disadvantage and lack growth opportunities. The preservation of such goods is associated with significant financial costs with little chance of improvement. Priority strategy - stop investment and humble existence

Let's construct the BCG matrix according to the available data:

When building a graph, it was taken into account:

• · Sales volume in value terms, it is represented on the matrix by the area of ​​a circle;
• · The share of the product on the market relative to the largest competitor, which determines the horizontal position of the circle in the matrix;
• · The rate of growth of the market in which the company operates with its products, they determine the vertical position of the circle in the matrix.

SHZ 1.4 - stars

SHZ 2 - a problem

SHZ 6 - dog

• · “Problems” (fast growth / small share): products 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: increase the market share of these products or stop financing them.
• · Stars (fast growth / high share) are market leaders. They generate significant profits due to their competitiveness, but also need funding to maintain a high share of a dynamic market.
• · Cash cows (slow growth / high share): products that can generate more profit than is necessary to support their growth. They are the main source of funding for diversification and research. The priority strategic goal is "harvesting".
• · "Dogs" (slow growth / low share) are products that are at a cost disadvantage and lack growth opportunities. The preservation of such goods is associated with significant financial costs with little chance of improvement. The priority strategy is to stop investing and live modestly. To assess in more detail and comprehensively SHZ 1 and 4, these types of businesses are, in fact, very risky, since the competitor is very strong. At the same time, the market is developing very quickly and with the right approach, the business can be very profitable, you should take a closer look at the indicators and characteristics of the leaders in this industry.

The most famous approaches (concepts) of portfolio analysis:

• 1. Boston BCG Portfolio Matrix Consulting Group;
• 2. McKinsey Consulting Firm "Business Screen";
• 3. Matrix of the firm "Arthur D. Little";
• 4. Matrix "Ansofa";
• 5. Three-dimensional Abel's scheme;

Mechanical engineering as an industry has existed for over two hundred years. In terms of the number of employees and the cost of output, it ranks first among all sectors of the world industry. The level of development of mechanical engineering is one of the important indicators of the level of development of the country. Mechanical engineering determines the sectoral and territorial structure of the world's industry, provides machinery and equipment to all sectors of the economy, and produces a variety of consumer goods.

Mechanical engineering products are the third item of Russian export (after fuel and energy goods and metals).

In a market economy, the main factor in increasing the efficiency of the national economy is no longer individual achievements of science and technology, but the high scientific and technological level of all production. This level is determined primarily by the state of machine building as an industry that provides the need for technological equipment that must be updated continuously.

Mechanical engineering is a basic branch of the economy that determines the development of such complexes as fuel and energy, transport, construction, chemical and petrochemical, and a number of others. The most important specific indicators of the country's gross domestic product (material consumption, energy consumption) and, as a consequence, the competitiveness of the products depend on the level of development of mechanical engineering. The current level of mechanical engineering in Russia, its scientific, technical and production bases do not meet the increasing requirements of the economic and social development country.

The development of mechanical engineering directly depends on the quality of economic education of managers and engineering and technical workers of enterprises in the industry.

1. The concept of the industry. Engineering industry

The national economy of the country includes various spheres, each of which? S? contributes to the development of the country. The main feature of dividing the national economy into various spheres is participation in the creation of the aggregate social product. On the basis of this criterion, the spheres of the national economy can be grouped into two groups: material production and non-production sphere. In turn, these areas are divided into sectors.

Sectoral differentiation of industry - the emergence of more and more of its branches - is a constant process due to the development of the social division of labor.

There are three forms of social division of labor:

• 1. The general division of labor is expressed in the division of social production into large spheres of material production (industry, agriculture, transport, etc.);
• 2. The private division of labor is manifested in the formation of various independent branches within industry, Agriculture and other branches of material production;
• 3. A single division of labor is expressed in the division of labor directly at the enterprise.

All forms of social division of labor are interconnected.

Industry consists of many industries and industries, interconnected with each other. The main features that distinguish one industry from another are: the economic purpose of the products manufactured, the nature of the materials consumed, the technical base of production and the technological process, the professional composition of the personnel. Separate industries differ on the same grounds.

An industry is a group of qualitatively homogeneous economic units (enterprises, organizations, institutions), characterized by special production conditions in the system of social division of labor, homogeneous products and performing a common (social) function in the national economy.

Material production includes:

Industry;

Agriculture and forestry;

Freight transport;

Communication (serving material production);

Construction;

Trade;

Catering;

Information and computing services, etc.

The non-production area includes:

Housing and utilities;

Passenger transport;

Communications (serving non-production organizations and the population);

Health care;

Physical culture and social security;

Public education;

Culture and art;

Science and Scientific Services;

Lending and insurance;

The activities of the apparatus of the governing bodies.

The engineering industry is part of the engineering complex. The machine-building complex includes 12 large industries and about 100 socialized industries, subsectors and industries. The machine-building complex is associated with all industries, since the products of this complex are used in them as means of production.

2. Classification of engineering industries, dividing them into groups

Complex industries include:

Heavy, power and transport engineering;

Chemical and petroleum engineering;

Machine-tool and tool industry;

Instrumentation;

Automotive industry;

Transport and agricultural engineering;

Road construction and municipal engineering;

Mechanical engineering for light and Food Industry and household appliances;

Aviation industry;

Shipbuilding industry;

Communication industry.

Depending on which market the products manufactured by the enterprises of the machine-building complex are oriented to, they can be grouped into the following groups:

• 1. A group of investment engineering industries (heavy, energy, transport, chemical, oil, road-building engineering), whose development? is determined by the investment activity of the fuel and energy complex, construction and transport complexes;
• 2. Group of enterprises of tractor and agricultural engineering, mechanical engineering for the processing industries of the agro-industrial complex and enterprises light industry depending on the solvency of agricultural producers and processors of agricultural products, as well as partly on the demand of the population;
• 3. Electrical engineering, instrument making. Machine-tool building is a group of knowledge-intensive industries, the so-called components, developing following the needs of all other industries;
• 4. Automotive industry, the output of which is focused on the demand of end consumers (production passenger cars), as well as the need of enterprises, firms and executive bodies authorities (production of trucks and buses).

Branches of mechanical engineering can also be grouped according to the territorial affiliation of sales markets:

• 1. Industries of import substitution. This group includes such groups as the automotive industry, tractor and agricultural engineering, transport engineering, road construction engineering. The development of industries in this group is determined by the infrastructural factor of the economy and the demand for their products in the domestic market;
• 2. Branches of export orientation. This group includes power engineering, electrical industry, instrument making for the production of various elements. automated systems management (including multifunctional industrial complexes based on microprocessor control), machine tool industry for the production of heavy metal-cutting machines and presses, as well as aircraft and shipbuilding. They have a scientific and technical potential that allows them to either produce competitive products, or create them in a relatively short time.

Conditional groupings of engineering industries on various grounds are used to develop directions for improving the sectoral structure of engineering in accordance with the goals and based on an analysis of previously grouped industries.