Strategic management analysis of the enterprise on an example. Analysis of the company's strategy on the example of Interprof. Theoretical foundations of strategic management

INTRODUCTION

1. Theoretical foundations of strategic analysis in the organization management system

1.2. Methods of strategic analysis

1.3. Modeling in the system of strategic analysis

2. Research of the strategic potential of Construction Management LLC

2.1. Financial and economic activity of the organization

2.2. Characteristics of the internal environment of the organization

2.3. Characteristics of the external environment of the organization

3. Proposals for the implementation of TOOLS for strategic analysis in the management system of Construction Management LLC

3.1. STEP analysis of the organization

3.2. SWOT analysis of the organization

conclusion

List of references AND SOURCES

applications

INTRODUCTION

The new economic conditions generated by market transformations require an appropriate management paradigm. As a result of the rapid transformation of the Russian economy, all management functions that were previously performed by sectoral ministries and departments, including the functions of strategic management, were automatically transferred to the heads of enterprises. Neither the managers themselves, whose task had previously been only the implementation of operational functions to organize the fulfillment of tasks lowered from above, nor the internal organization of enterprises turned out to be ready for this.

The main difference between a market economy is that it does not work on tasks sent down from above, but on the demand of consumers and in accordance with the influence of the external and internal environment on the activities of enterprises. The ideology of strategic management differs significantly from the ideology of planned production. Strategic management solves more complex problems of choosing promising types of business in an informationally unclear future market environment and policies in relation to those types of businesses that are successful today, but which may lose their priorities in the future due to changes in social needs and consumer priorities. These changes tend to increase, and in recent years, many enterprises operate in the face of strategic surprises, loss of control over the external environment, slowing growth and limited resources.

The identified problem does not find an adequate solution in the scientific literature. Many researchers rely on the work of Western experts who are not adapted to the conditions of Russia, which is moving its own way towards a market economy. At the same time, in their works, strategic management is characterized either by a clear emphasis on operational and tactical management, or attempts are made to reveal individual functions of strategic management and form tools for its implementation.

However, it is possible to avoid unsystematic management in the object of management only on the basis of a combination of operational, tactical and strategic management.

The current conditions in Russia require consideration of the problems of building an enterprise management methodology that would allow, on the one hand, to describe the functioning of organizations through the processes of strategic management; on the other hand, to show the internal nature of the mechanisms of strategic management and the factors that ensure the implementation of the chosen strategies, in the unity of strategic, tactical and operational management.

The peculiarity of strategic management is that it has very few routine procedures and a lot of creativity, i.e. the role of art is very great. Therefore, the theory of strategic management is formed on the basis of a generalization of the practice of successfully solving the strategic tasks of managing a company and on the basis of highlighting individual management schemes and statements that indicate what can be used to achieve a successful result. In other words, the theory of strategic management says that in managing an organization can help it succeed in the market. Strategic management theory does not say "do it this way and you will succeed." She says that if you act in a certain way, you can succeed. At least before, this led to the success of the company. At the same time, the theory of strategic management rather describes what management will not be able to cope with its tasks without, than what guarantees their solution.

Strategic management for many Russian enterprises is still a new, unusual, but gaining momentum phenomenon. The core of strategic management is the system of market strategies, which includes a number of interrelated organizational, economic, legal and labor measures aimed at ensuring market advantages of economic entities over competitors.

The choice and implementation of a rational system of market strategies that ensure the achievement of the main goals of the enterprise is a key element in the activities of top management to ensure the economic sustainability and competitiveness of the enterprise.

The degree of development of the topic. The works of well-known foreign scientists I. Ansoff, R. Ackoff, P.F. Drucker, M. Mescon, G. Mintzberg, M. Porter, A.J. Strickland, A.A. Thomson, M. Eddowes and others, as well as Russian researchers L.I. Abalkina, A.I. Anchishkina, M.I. Kruglova, N.F. Permicheva, S.S. Shatalina and others.

In their works, the concepts of various strategies, the functions of strategic management, and the choice of competitive strategies are considered. However, such problems as the development and modeling of mechanisms for choosing strategies and their implementation are not touched upon, and if they are touched upon, then indirectly in connection with the research by the authors of other aspects of strategic management.

Recently, much attention has been paid to the problems of long-term planning and management of enterprises in the scientific developments of B.A. Anikina, M.I. Bukhalkova, V.A. Vinokurova, O.S. Vikhansky, I.B. Gurkova, G.B. Kleiner, E.S. Milner, M.M. Maksimtsova, E.A. Utkin.

However, in most of these works, the main emphasis in studying the enterprise management system is placed on operational and current management and the specifics of their use at the micro level.

The object of the study is the enterprise Construction Management LLC.

The subject of the study is the strategic analysis of the enterprise on the example of "Construction Management" LLC.

The purpose of the study is to consider the basic concepts and features of strategic management, as well as to conduct a strategic analysis of an enterprise using the example of Construction Management LLC.

Tasks solved in the course of work:

Determine the theoretical foundations of strategic management;

Analyze the stages of strategic management;

Reveal the essence of strategic planning;

To analyze strategic planning at the enterprise LLC "Construction Management";

Suggest ways to improve strategic management on the example of "Construction Management" LLC.

The structure of the work: introduction, main part - three chapters, conclusion, list of references and applications.

To write the work, special literature was used on the organization and management of an enterprise, strategic planning and management, economics: textbooks, teaching aids, reference information.

Theoretical foundations of strategic analysis in the organization management system

1.1 The essence of the basic concepts of strategic analysis

The concept of "strategy" entered the number of management terms in the 50s, when the problem of responding to unexpected changes in the external environment became of great importance. At first, the meaning of this concept was not clear. Dictionaries didn't help. following military usage, they still defined strategy as "the science and art of deploying troops for combat."

Currently, there are many definitions of strategies. According to V.D. Markova and S.A. Kuznetsova, a "strategy" is a general program of actions that identifies the priorities of problems and resources to achieve the main goal. It formulates the main goals and the main ways to achieve them in such a way that the company receives a single direction of movement.

There are several distinguishing features of strategies:

1. The process of developing a strategy does not end with any immediate action.

2. The formulated strategy should be used to develop strategic projects using the search method.

3. The need for a strategy disappears as soon as the real course of development will bring the organization to the desired events.

4. In the course of formulating a strategy, it is impossible to foresee all the possibilities, so one has to use highly generalized, incomplete information about various alternatives.

5. As the search process uncovers specific alternatives, more accurate information emerges.

In other words, strategy is an elusive and somewhat abstract concept. Thus, the concept of "strategy" should be replaced by the systemic concept of "strategic management".

Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates.

The term "strategic management" was introduced into use at the turn of the 60-70s. in order to indicate the difference between current management at the production level and management at the highest level. The need to fix this difference was caused primarily by changes in business conditions.

We can point to several constructive definitions that have been proposed by authoritative developers of the theory of strategic management. Schendel and Hatten considered it as "the process of defining and connecting an organization with its environment, consisting in the implementation of selected goals and in an attempt to achieve a desired state of relationship with the environment through the allocation of resources, allowing the organization and its units to operate effectively and efficiently."

1. Analysis of the external environment of the organization ............................................... ...................3

1.1. Analysis of the general environment .............................................................. ...............................3

1.2. Analysis of the immediate environment .............................................................. .......................four

1.2.1. Industry analysis and competition analysis .............................................................. .....four

1.2.2. Analysis of contact persons and organizations............................................... ........ten

1.2.3. Major strategic segments of the organization...............................................15

2. Analysis of the internal environment of the organization ............................................... ..............23

2.1. Functional analysis .................................................................. ...............................23

2.2. Value analysis .............................................................................. ...................25

2.3. Key points, competitive advantages and key capabilities of the organization’s potential .............................................................. .......................28

3. Formulation of problems............................................................... ......................................32

4. Development of the mission and goals of the organization ............................................... .............45

5.Formulation of strategic alternatives and their evaluation .............................................54

6. Implementation of the strategy.................................................... .........................................64

7. Strategic control .......................................................... ...................................71

Bibliography................................................ ...............................................73

1. Analysis of the external environment of the organization

1.1. Analysis of the general environment

JSC "Rostec" (Ulyanovsk branch).

Address: 432063, Ulyanovsk, Minaeva, 44.

Activities:

Supply and implementation:

Supplies,

Computers and accessories,

office equipment,

Computer accessories.

Network equipment, office pass automatic telephone exchanges.

Repair and service:

copiers,

printers,

Computers,

Monitors and electrical equipment.

Refueling of all types of cartridges.

Installation, configuration, maintenance:

computer networks,

Office telephone exchanges

Electrical equipment.

JSC "Rostec" is the official dealer of the companies "MV" (office equipment) and "Print Rite".

Commercial offer:

We offer office equipment, computers, accessories and consumables from such companies as INTEL, AMD, PANASONIC, EPSON, CANON, HP, SAMSUNG, MB, PRINT-RITE, PROFILINE.

Repairing and servicing office equipment and electrical equipment, we guarantee the quality of our services. During the work we use only high-quality materials and spare parts. We invite those who wish to save on the maintenance of office equipment and electrical equipment without losing quality.

A new direction for the maintenance of electrical equipment has been opened.

Since 2007, as part of the housing and communal services reform, an electrical workshop has been rented. The main tasks of the energy service of the enterprise "Consumables" are as follows:

Ensure reliable, uninterrupted and safe supply of all types of energy.

Repair of power equipment and current operation.

Manufacturing of spare parts.

Modernization of power equipment.

Works related to the implementation of energy saving measures

Rendering services to the population within the framework of the housing and communal services reform.

1.2. Analysis of the immediate environment

1.2.1. Industry and competition analysis

The study of the immediate environment is carried out through the analysis of competitors, consumers, suppliers, trade unions and contact audiences (banks, insurance companies) that have direct business contacts with the firm. In fact, this section examines the trends of the industry in which the enterprise in question operates.

Porter's five forces model is used for analysis.

Strength 1: Manufacturers of similar products (intra-industry competition)

OJSC Rostec has been on the market for 10 years. The main activities of the company include the production and supply of licensed software, installation of computer networks:

1) Sale and modernization of computers;

2) Repair and maintenance of computer and office equipment;

3) BEST software (accounting, economics, warehouse, trade, enterprise), provision of consulting and engineering services. Over the years of its existence on the market, the company has become a leader in its industry, cooperating with numerous partners both within Russia and in the near and far abroad, although the Russian market is still the main one for the company.

Currently, there are firms competing with a company in a similar business. These include:

1. IVVS Computers. Computer supermarket.

Address: Ulyanovsk, L. Tolstoy, 54

Activities: computers and components, complex automation of enterprises, modernization and repair, 1C, INFIN-accounting, maintenance of enterprises.

Commercial offer:

Lending leaders;

Almost EVERYTHING is available;

Computers on credit for 1 hour;

DVD acoustics;

Pentium IV from 8690 rubles.

Activities: sale of computers, components and office equipment, maintenance and repair, installation and installation of computer networks, consumables, computer furniture.

Commercial offer:

Discounts for corporate clients;

Notebooks;

Computers;

Monitors;

Network hardware;

Printers, scanners;

Uninterruptible power supplies.

3. CJSC Trading company "Elkom" (Zavolzhsky branch)

Address: 432072, Ulyanovsk, Ulyanovsk pr-t, 4.

Activities: personal computers, components, copiers, computer and office furniture, consumables, maintenance, repair of computer, copier, office equipment, sale and rental of billboards.

Commercial offer:

Notebooks;

Personal computers;

Monitors;

Printers, scanners;

Computer parts;

Office equipment;

Office furniture.

4. Alfa LLC

Address: 432072, Ulyanovsk, Leninsky Komsomol avenue, 24.

Activities: sale of computers, components, office equipment, repair and maintenance of computers, components, office equipment, monitors, cellular and radio telephones, installation and configuration of local networks and radio networks, Internet provider, IP telephony.

Commercial offer:

Repair of any complex office equipment with high quality and in a short time;

Repair of any hard drives up to 120 GB;

Repair of any monitors;

Recovery of lost information of any complexity;

Consultations of experts with departure on the house, in office;

Conclusion of contracts for the maintenance of office equipment with legal entities.

5. Technomaster LLC

Address: Ulyanovsk, Marata, 8.

Activities: sale and service of office equipment:

Computers;

Accessories;

Copiers;

Printers;

Phones, faxes, automatic telephone exchanges;

DIGITAL CAMERAS.

office paper and film;

Supplies.

Commercial offer:

Sale of office equipment:

Computers based on Intel and AMD processors;

Accessories;

Canon copiers;

Printers Canon, Hewlett Packard, Epson;

Phones, faxes Panasonic, LG;

DIGITAL CAMERAS.

Sale of newsprint and office paper.

Sale of check tape for cash registers.

Service maintenance of copiers.

Refueling copiers and printers.

In relation to its competitors, JSC Rostec has the following advantages:

The enterprise cooperates with more than 150 manufacturers in Russia, CIS countries, which allows it to have the widest range of products compared to other companies operating in this industry;

Consulting and engineering services provided by the company's specialists allow customers to save time on getting acquainted with the features of the operation of the supplied products, replacing parts of the equipment used, etc.;

Warranty service implies free repair or replacement of spare parts during the entire warranty period, which is practically not practiced by competitors;

Flexible payment system;

Delivery of products to the consumer by any means of transport at the request of the customer;

Unique experience in carrying out all types of computer repairs, as well as office equipment;

Due to the relatively low overhead costs, the capacities of Rostec JSC's own production create the possibility of producing spare parts at a lower cost by 20 - 40%;

Experience in the Russian market, performance of work and provision of services at the highest level ensured the company's reputation as a reliable partner and one of the largest suppliers of spare parts for computer equipment.

As for the repair of computers and office equipment, in this area, despite all the advantages of Rostec OJSC, there are major competitors that the company has to fight with. And not all methods of struggle are aggressive. Let's analyze the competitive positions of JSC "Rostec" among repair computer enterprises in Ulyanovsk.

The analysis, based on the study of 4 parameters (the volume of services rendered, the volume of resources consumed, the number of personnel and the cost of fixed assets) gave the following results:

Table 1

Analysis of the competitive positions of JSC "Rostec" in 2006 among computer repair enterprises in Ulyanovsk.

It should be noted that in the general case, the best is not always the greatest, but in the applied system of indicators, all of them should strive to maximize.

The results of the calculations show that there is no absolute leader among enterprises that has the maximum value of the competitiveness index for all parameters (the sum of the normalized parameters is 4). Thus, at the moment, the primary task is marketing research of the repair products market, which makes it possible to determine trends in changes in specific parameters of the external and internal environment.

As regards OJSC Rostec itself, despite the fact that the company has accumulated unique experience in carrying out all types of computer repairs, as well as repair of office equipment, if this line of business is considered separately, the company occupies a rather low position. In addition, repair for Rostec OJSC acts mainly as one of the services provided to enterprises-consumers of the company's products.

Therefore, when identifying competitors, the greatest attention should be paid to companies, as well as OJSC Rostec, specializing in providing a range of services for rolling stock, including repairs. Here we can single out the most dangerous competitors (see Table 1). Among such enterprises, OJSC Rostec is the leader. In relation to them, the competitive advantages of JSC Rostec are the named unique experience in carrying out all types of computer repairs, as well as repair of office equipment, and the high professionalism of repair workers.

JSC Rostec is a specialized organization that provides comprehensive supplies of spare parts for computers such as TEM (TEM2, TEM18, TEM7, TEM15), TGM (TGM4, TGM6, TGM23) and other modifications, such as D50, D49, D100, 211D (6CHN21 / 21), D6, D12, as well as other computer equipment. The company cooperates with more than 150 manufacturers of these products throughout Russia, and is the official representative (dealer) of a significant part of these enterprises. The company has long-term partnerships with the majority of these enterprises.

1.2.2. Analysis of contact persons and organizations

On the one hand, all this suggests that there are no extraordinary threats from product suppliers to the enterprise. Having OJSC Rostec as their official dealer, manufacturing enterprises are themselves interested in mutually beneficial cooperation: the rate of sales of products by JSC Rostec is steadily growing and in most cases determines the rate of sales of their products by manufacturing companies.

Since the company has a large number of suppliers, there is competition between them, so no threat is expected from them, on the contrary, the company has the opportunity to receive high-quality products that meet customer requirements.

On the other hand, the concern may be caused by the fact that the supply of products is not always stable, the same applies to the prices of suppliers. In addition, most of the suppliers are located in neighboring countries, which makes deliveries difficult.

Currently, the choice of a supplier occurs without economic and mathematical justification. A multifactorial economic and mathematical model, which is shown in Figure 1, was chosen for the calculation.

Fig.1. – Vendor selection model

Particular attention should be paid to the ratio "price / quality" or

cost/quality. The target function looks like:

F = f(S;K;Q;N;U), (1.)

where S; TO; Q; N; U - factors influencing the decision:

S - the total amount of the customer's estimated costs for the purchase and delivery;

K - the quality of the supplied products;

Q - evaluation of the "price / quality" ratio of products;

N - reliability of the supplier;

U - financial stability of the enterprise.

Let's analyze the suppliers of seven enterprises:

P1 - "Kalitsino", Moscow;

P2 - "Vikselen" Leningrad region;

P3 - Polesye LLC, Samara;

P4 - "Greal" LLC Penza region;

P5 - "Bryansksbyt" OJSC;

P6 - "Lita" LLC, Cheboksary;

P7 - "KiT" LLC, Syzran.

Table 2.

The amount of costs for the purchase of products

The data in Table 2 do not include the cost of product delivery. The amount of transportation, loading and unloading costs is calculated depending on the distance of transportation, the cost of gasoline, the number of deliveries, gasoline consumption per 1 km. (see table 3).

Table 3

Transportation distance (km.)

Table 4

The amount of costs for the purchase and delivery of products

Table 5

Supplier Reliability

An analysis of suppliers of raw materials, materials and tools directly for the production process suggests the following. OJSC Rostec has a wide network of suppliers, which includes such well-known organizations as Kalitsino in Moscow, Vikselen in the Leningrad Region, Polesie LLC, Bryansksbyt, Greal, etc. These suppliers have been appear in the industry and have managed to establish themselves as reliable partners. In addition, if any problems arise with one of them, enterprises can easily compensate for this through cooperation with others.

Major regular buyers of Rostec's products are the Department for the Execution of Punishments (UIN - 38%), budgetary organizations (31%) and OOO, IChP, PBOYuL of the Zasviyazhsky and Zheleznodorozhny districts. Under the concluded contracts for the supply of products, payment is made within 10 banking days from the date of shipment of the goods from the warehouse of the enterprise, but the buyers do not fulfill the terms of the contract and delay payments.

Table 6

Buyer Analysis

Due to the fact that these organizations are regular customers, but accounts receivable increased by 66.6% compared to the beginning of the year, I suggest that in the contract for the supply of products, instead of "payment is made within 10 - and banking days from the date of shipment of goods from warehouse of the supplier" to be changed to "advance payment is made in the amount of 30% within 2 banking days from the date of invoicing by the Supplier, the remaining 70% within 5 banking days from the date of receipt of the goods from the warehouse of the supplier". If the buyer makes an advance payment of 50% or 100%, he is additionally given a discount of 5%.

The main consumers of the company's products are enterprises throughout Russia that have computer equipment: from large metallurgical and chemical plants to bakeries, etc. Consumers have a positive attitude towards the company's products, they prefer it because of the quality, the possibility of complex purchases, the high level of consulting and engineering services.

1.2.3. Key strategic segments of the organization

Currently, the computer base of enterprises is rather worn out, and the rate of aging is steadily increasing. In the next 3-4 years, a sharp transition to qualitatively new models is not expected, there is no updating of the existing base. Therefore, the dependence of enterprises using the services of Rostec OJSC on the company in question will increase more and more, and the need to make complex purchases of spare parts, as well as to repair computers and related equipment, will increase.

Threats can arise due to the fact that many customers prefer to have a supplier at a close distance. In addition, the prices for products sold by Rostec OJSC are quite high, while the consumer prefers cheaper products.

The threat may also lie in the precarious financial situation of customers, who may simply ignore the need to purchase spare parts and repair their base.

The supply of components and spare parts for computer equipment requires either close contacts with manufacturers of such products, or the presence of its own production base. However, both conditions are quite difficult for newcomers to the industry.

Mastering the production process requires serious capital investments, knowledge of technology, market needs, etc. The costs of all this are very high, their payback period is quite significant. From this point of view, the entry into the market of enterprises that already produce technologically similar products, or whose technological process can be quite easily reorganized to produce the necessary products, can be considered a threat. However, this threat is small due to the fact that large enterprises rarely reorganize to produce other products, and in order to compete with Rostec OJSC, the volumes of large enterprises are needed, and in order to ensure integrated supplies, the production process must be sufficiently diversified.

As for contacts with manufacturers, in order to win their trust, you need significant experience, high sales rates, and the provision of favorable conditions for cooperation. All this is very difficult to achieve immediately for newcomers to the industry. In addition, the products, services and services offered by OJSC Rostec have earned the trust of customers. That is why the buyer is difficult to switch to the products of other companies.

The probability of a consumer switching from a product offered by JSC Rostec to a product with a similar functional purpose is zero, because the supplied products are standardized and cannot be replaced by any other.

Table 7

Qualitative analysis of environmental factors of direct impact

Table 8

Quantitative assessment of environmental factors of direct impact

Thus, the external environment of direct impact is quite favorable.

External environment of indirect impact

Analysis of the external environment of indirect impact is carried out using PESTE - analysis

Table 9

Qualitative PESTE Analysis

Table 10

Quantitative PESTE analysis:

1. Analysis of PESTE factors allows us to conclude that, in general, the influence of environmental factors of indirect impact is generally quite favorable.

2. Economic factors pose the greatest threat to JSC Rostec. It is to overcome the threat from economic factors that the enterprise should direct its strengths.

3. Technological, political and social factors give the enterprise moderate opportunities that it is able to realize if it correctly directs its strengths to it, and also if it manages to use these opportunities to strengthen its weaknesses.

Let us summarize the results obtained during the analysis of the external environment and summarize them in Table 11.

Table 11

Environment Profile Matrix

Taking into account the factors of the external environment of direct impact, it can also be concluded that the external environment of the organization is rather favorable.

An analysis of the external environment of the Rostec enterprise showed that economic factors pose the greatest threat to the company. Companies should first of all use their strengths in relation to these factors, which should help overcome existing threats.

The most favorable influence on the organization comes from buyers and suppliers from whom there are no significant threats. The same can be said about the political, social and technological factors of the external environment. Thus, it is precisely these opportunities, and, above all, from the side of buyers and suppliers, that the enterprise should use to overcome its weaknesses.

2. Analysis of the internal environment of the organization

2.1. functional analysis

OJSC Rostec cooperates with more than 150 manufacturers in Russia and the CIS countries, which allows it to have the widest range of products compared to other companies operating in this industry.

Complex delivery significantly saves the client's time in searching for the spare parts he needs, and is also very convenient.

Consulting and engineering services provided by the company's specialists allow customers to save time on getting acquainted with the features of the operation of the supplied products, replacing parts of the equipment used, etc.

Warranty service implies free repair or replacement of spare parts during the entire warranty period, which is practically not practiced by competitors.

Flexible payment system allows the client to choose the form of payment. The company is considering any proposals.

Delivery of products to the consumer is carried out by any type of transport at the request of the customer.

As of the end of 2006, the company's financial position is unstable. There is a low level of liquidity and solvency, and tendencies of their reduction prevail. An analysis of the creditworthiness indicators indicates a deterioration in the financial stability of the enterprise from the standpoint of the long-term perspective and an increase in the risk of lending to the enterprise. The balance structure should be recognized as harmonic. In 2006, negative changes took place in it: the volume of equity capital decreased, accounts payable and the amount of reserves increased.

The enterprise is characterized by high rates of turnover of funds in settlements and a low value of turnover of accounts payable and stocks. The company is characterized by a fairly high level of profitability. However, in 2006 there was a significant decline in all profitability indicators.

The head of the enterprise, as well as the heads of all departments have higher education. The high educational level of senior management ensures the high professionalism and competence of managers in any matters relating to the activities of JSC Rostec.

The General Director of the company has been at the head of the enterprise since its inception and has extensive experience in the field of management. It should be noted that it was the personality of the leader that played the most important role in the success of the company. By the time the Rostec company was opened in 1993, he already had experience working at large computer enterprises. At BMZ, the future general director headed the department of cooperation, and then - commerce.

As for middle managers, each of them has at least 5 to 10 years of experience in the area entrusted to him.

Lower-level managers also have work experience sufficient for them to carry out operational management - about 2-3 years.

JSC Rostec has 5 levels of management. Because of this, most decisions are made at the top levels of the hierarchy. These include decisions on the direction of the enterprise, loans, investments, etc. At the same time, strict control over their implementation is carried out.

The commercial director oversees the activities of the enterprise related to the conclusion of contracts with suppliers and buyers of products, as well as the implementation of customer orders. The chief engineer deals with issues related to his own production at the enterprise. The director of Remtrans manages the activities of the company related to the provision of repair services. The director of "LDS-Trade" manages the foreign economic activity of the company. All of them report to the CEO.

In turn, the CEO is responsible for long-term planning, development of the company's policy, and is also responsible for coordinating and controlling the activities of all divisions that are part of Rostec OJSC.

At the lower levels of the hierarchy, decisions are made that relate only directly to the competence of a functional employee.

2.2. Value analysis

Today the staff of the company is about 250 people.

Average age and education:

1) supply department: 25-30 years old, higher;

2) sales: 23-28 years old, higher;

3) accounting: 30 years, higher;

4) management apparatus: 38-40 years old, higher;

5) production and repair: 35-40 years old, secondary technical, higher.

The company's staff is quite young. There is an opinion among the employees that getting a job at JSC Rostec is only half the battle: the main thing is to stay in the company, because employees here are required to give their full dedication. Many of the employees have two higher educations, but continue to study: they master modern management, marketing and other subjects of a market economy in Bryansk and metropolitan universities.

The basis of the motivation system at the enterprise is the payment of bonuses. This provides for a one-time issuance of a certain amount of money to an employee in connection with his achievement of higher success in work compared to other employees.

As for the sales and supply departments, here the employees are paid a percentage of the volume of the transaction. Employees of other departments receive material rewards depending on the implementation of their plans.

Motivation (incitement to labor activity, stimulation of a certain behavior of an employee) is also determined by the working conditions themselves, its organization, the level of enterprise management and other factors. These mechanisms at the enterprise are not limited to material incentives: their use provides for the creation of such an atmosphere, such a moral climate, in which the team is well aware of who works and how, and everyone is rewarded according to their merits. Such an approach requires ensuring that the conscientious work of an employee will always receive recognition and a positive assessment in the team, raise his authority and bring the well-deserved respect of colleagues. Therefore, the company has developed, in addition to material incentives, a system of moral incentives - an announcement of gratitude for the successful completion of the tasks assigned to the employee.

In view of the absence of a personnel service at the enterprise, as such, the functions of conducting certification in the company are distributed among line managers. Based on corporate policy, they develop general principles for personnel assessment and control their implementation in practice.

The next certification at JSC Rostec is held annually and is mandatory for all employees. The basis of certification is a description of the work done and the results of the main activities.

Certification is preceded by preparatory work:

development of criteria and indicators for evaluation by category of positions;

preparation of the required number of forms for evaluation sheets of the employee's activities;

familiarization of the certified with the instructions for filling out the assessment sheets;

· Approval of the certification schedule;

preparation of necessary materials for certified students;

· provision of organizational and methodological assistance to subdivisions for the performance appraisal of employees.

The organization of certification in divisions is assigned to their heads. The organization of certification of the heads of departments of JSC Rostec is assigned to its board (commercial director).

The manager (specialist) subject to certification independently fills out the appropriate section of the evaluation sheet, which contains all the information on certification, describes the main work done during the certification period: advanced training, the degree of implementation of proposals and comments of the previous certification, etc.

The assessment of the employee's activity is carried out by the immediate supervisor on the basis of a description of the work done during the attestation period, documents on advanced training and the degree of implementation of the proposals and comments of the previous attestation by the attested employee. These questions are discussed with him. It should be noted that it is the immediate superior who is assigned a decisive role in the evaluation of personnel, since he knows his subordinates better than others, is fully responsible for the results of their activities, the correct application of incentives and punishments, for their training and development. The ratings given by the manager generalize the ideas he received during constant communication with his subordinates. At the same time, the need to participate in the assessment encourages the manager to devote more time to subordinates, weigh the strengths and weaknesses of their professional training, analyze business and personal qualities, and more confidently control their work.

Materials on the attestation of an employee prepared by the person being attested and his immediate supervisor are considered by a higher manager. At the same time, he discusses the submitted materials with the immediate supervisor of the certified employee, and, if necessary, with the certified employee himself.

Certification is the basis for making a decision on the further stay of an employee in the company.

The company seriously cares about the level of education of its employees. Contracts are regularly concluded with higher educational institutions of Ulyanovsk and Moscow for training employees of the enterprise, and all this is aimed at obtaining a second higher education. All training is provided by the company. In addition, employees of the management staff of the enterprise are sent to study under the presidential program on the basis of UlSTU.

Several times a year, executives are sent to thematic seminars in Moscow, organized by the Tandem-Forum company.

All these efforts are aimed at maximizing the qualifications of the employees of the enterprise, especially the management, in order to ensure the highest efficiency.

Let's summarize the data obtained and summarize them in a table:

2.3. Key points, competitive advantages and key capabilities of the organization's potential

Table 12

Enterprise potential analysis

The expanded matrix allows for a more detailed analysis of the potential of JSC Rostec.

Table 13

Structured analysis of enterprise potential

Conclusion :

The analysis carried out shows that the internal potential of JSC Rostec is quite high. The position of the enterprise in sales, supply, personnel is strong, although the motivation of employees is insufficient, there is a turnover of personnel.

The level of management of the company is especially high.

At the moment, the company uses modern information technologies, all documentation and accounting are automated.

Despite the lack of a marketing service, Rostec's positions in this direction are also quite strong. However, the disadvantage is that research is not carried out, the pricing policy is weak, the marketing philosophy is very poorly developed. All this affects production. The weak side of the enterprise's activity, along with R&D, is finance.

3. Statement of problems

The most important stage in the development of an effective company strategy is a strategic analysis, which should give a real assessment of its own resources and capabilities in relation to the state (needs) of the external environment in which the company operates.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent. More precisely, the strategic planning process is the umbrella under which all managerial functions are hidden.

The word "strategy" comes from the Greek strategos, "the art of the general."

The strategy is a detailed comprehensive plan designed to ensure the implementation of the organization's mission and achievement of its goals. It should be developed from the perspective of the whole corporation, rather than a particular individual. It is rare that a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs.

The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about the sectors of the national economy, the market, competition, etc. In addition, the strategic plan gives the company a certainty, a personality that allows it to attract certain types of employees and help sell products or services.

Strategic plans must be designed in such a way that they not only remain coherent over the long term, but also remain flexible. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the ever-changing business and social environment.

Strategic planning alone does not guarantee success, and an organization creating strategic plans may fail due to errors in organization, motivation, and control. However, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. In this way, planning helps to create a unity of common purpose within an organization.

Strategic planning functions:

1. The strategic plan sets the direction for the organization and allows it to better understand the structure of market research, customer research, product planning, promotion and marketing, and price planning.

2. The strategic plan provides each unit in the organization with clear goals that align with the overall objectives of the company.

3. The strategic plan stimulates the coordination of the efforts of various functional areas.

4. The strategic plan forces the organization to evaluate its strengths and weaknesses in terms of competitors, opportunities and threats in the environment.

5. This plan identifies alternative actions or combinations of actions that the organization can take.

6. The strategic plan provides the basis for the allocation of resources.

7. The strategic plan demonstrates the importance of applying performance evaluation procedures.

The formation of a strategic plan is a thorough, systematic preparation for the future, carried out by top management:

1.) Choice of mission - formation of goals (long-term, medium-term, short-term).

2.) Development of supporting plans - policies, strategies, procedures, rules, budgets.

Stages of drawing up a strategic plan

A. Chandler, the author of one of the pioneering works in the field of strategic planning, believes that strategy is “the definition of the main long-term goals and objectives of the enterprise and the approval of the course of action and the allocation of resources necessary to achieve these goals.” The definition of Chandler's strategy is supplemented by the requirement of economy for the courses of action taken: "The strategic alternative is determined by comparing the capabilities and resources of the corporation, taking into account an acceptable level of risk." Ultimately, the formation of an enterprise strategy should give answers to three questions: What areas of economic activity should be developed? What are the capital investment and available resource needs? What are the possible returns in the chosen areas?

A. Ansoff identifies several distinctive features of the strategy:

1. The strategizing process does not end with any immediate action. It usually ends with the establishment of general directions, the promotion of which will ensure the growth and strengthening of the company's position.

2. The formulated strategy should be used to develop strategic projects, search methods. The role of strategy in search is, firstly, to focus attention on certain areas or opportunities, and secondly, to discard all other possibilities as incompatible with the strategy.

3. The need for this strategy disappears as soon as the real course of events will lead the organization to the desired development.

4. While formulating strategies, it is not possible to foresee all the possibilities that will open up when drafting specific activities. Therefore, one has to use highly generalized, incomplete and inaccurate information about various alternatives.

5. As more accurate information becomes available, the validity of the original strategy may be questioned. Therefore, feedback is needed to ensure timely reformulation of the strategy.

The strategy implementation process can be divided into two major stages:

a) the process of strategic planning - the development of a set of strategies, ranging from the basic strategy of the enterprise and ending with functional strategies and individual projects;

b) the process of strategic management - the implementation of a certain strategy in time, the reformulation of the strategy in the light of new circumstances.

Strategic planning is a systematic and logical process based on rational thinking. At the same time, it is the art of forecasting, researching, calculating and choosing alternatives.

Enterprise strategies should be built on a hierarchical basis. At the same time, the levels of strategies, their complexity, their integration are very different depending on the type and size of the enterprise. So, a simple organization can have one strategy, and a complex one can have several at different levels of action.

The conceptual model of the strategic plan allows you to define the following stages of drawing up a strategic plan for an enterprise (see Appendix):

(1) Environmental analysis:

a) the environment

b) internal capabilities.

(2) Determination of enterprise policy (goal setting).

(3) Formulation of strategy and choice of alternatives:

a) marketing strategy

b) financial strategy,

c) R&D strategy

d) production strategy,

e) social strategy,

f) organizational change strategy,

g) environmental strategy.

The result of the activity according to the above scheme for drawing up a strategic plan for an enterprise is a document called the “Strategic Plan of an Enterprise” and usually has the following sections:

1. Goals and objectives of the enterprise

2. Current activity of the enterprise and long-term tasks.

3. Enterprise strategy (basic strategy, main strategic alternatives).

4. Functional strategies.

5. The most significant projects.

6. Description of external operations.

7. Capital investment and resource allocation.

8. Planning for the unexpected.

Attachments: Calculations, references, other business documentation, including:

a) The volume of annual sales by product groups,

b) Annual profit and loss by division,

c) Annual exports and its relation to the volume of sales by

departments.

d) Changes in product mix and market share.

e) Annual Capital Expenditure Program.

f) Annual cash flows.

g) Balance at the end of the last year of the plan.

h) Policy of takeovers and acquisitions.

An analysis of the literature on strategic planning in Western companies has shown that both the number and content of the stages of drawing up a strategic plan, as well as its very form, can vary significantly and depend on many factors, among which the main ones are:

1. Form of ownership of the enterprise.

2. Type of enterprise (specialized or diversified)

3. Industry affiliation of the enterprise.

4. Enterprise size (large, medium or small).

Similarly, there is no single strategic planning horizon. In Europe, long-term, 10-year plans are common, Americans use 5-year plans, and the Japanese generally use 3-year plans.

Organization goals

One of the most significant decisions in planning is the choice of the purpose of the organization. The main overall goal of the organization is designated as a mission, and all other goals are developed for its implementation. The significance of the mission cannot be overstated. The developed goals serve as criteria for the entire subsequent process of making managerial decisions. If leaders do not know the organization's primary purpose, then they will not have a logical starting point for choosing the best alternative. Only the individual values ​​of the leader could serve as a basis, which would lead to a dispersion of efforts and vagueness of goals. The mission details the status of the firm and provides direction and benchmarks for defining goals and strategies at various levels of development. Mission formation includes:

Finding out what kind of entrepreneurial activity the company is engaged in;

determination of the working principles of the company under the pressure of the external environment;

Identification of the culture of the company.

The mission of the firm also includes the task of identifying the basic needs of consumers and effectively satisfying them in order to create a clientele that will support the firm in the future.

Table 14

Value Orientations

General corporate goals are formed and set on the basis of the overall mission of the organization and certain values ​​and goals that top management is guided by.

· Specific and measurable goals (this allows you to create a clear base of reference for subsequent decisions and evaluation of progress).

· Orientation of goals in time (here it is necessary to understand not only what the company wants to implement, but also when the result should be achieved).

Achievement of the goal (serves to increase the efficiency of the organization); setting a goal that is difficult to achieve can lead to disastrous results.

· Mutually supporting goals (actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals).

Objectives will only be a meaningful part of the strategic management process if they are properly formulated, effectively institutionalized, communicated and driven by top management throughout the organization.

Conduct a primary strategic analysis by compiling a SWOT matrix. The SWOT analysis methodology involves first identifying strengths and weaknesses, as well as threats and opportunities.

Table 15

SWOT - analysis of the activities of OJSC Rostec

We will evaluate the quantitatively identified strengths and weaknesses, as well as opportunities and threats.

Table 16

Quantitative SWOT Analysis

Thus, the conducted quantitative SWOT analysis allows us to conclude that the strengths of Rostec OJSC and the opportunities of the environment will allow the company to overcome its weaknesses, as well as eliminate the existing threats. After a specific list of the company's strengths and weaknesses, as well as threats and opportunities, we move on to the stage of establishing links between them. To do this, a SWOT matrix is ​​created, which has the form:

SWOT matrix

Rice. 3. SWOT matrix

Table 17

Strategic and tactical capabilities of JSC Rostec

It is these combinations that the company should use when developing a strategy for the further development of the company.

4. Development of the mission and goals of the organization

Stages of strategy development:

1. The number of businesses or products for which strategies will be developed is determined.

2. A portfolio of businesses or products is analyzed using the BCG and McKinsey matrices, taking into account their life cycle and target market (global, national, regional, local)

3. Strategic alternatives are formulated for each business/product

4. For each business/product, a reference strategy is formulated corresponding to the previously selected strategic alternative.

5. Competitive (marketing) strategy is formulated for each business/product

Number of businesses for which strategies will be developed

Despite the fact that OJSC Rostec offers a wide range of services in the computer equipment and spare parts market, two main business areas can be distinguished in its activities: complex supply of computers and spare parts for them (spare parts both of its own production and other enterprises, official the dealer of which is JSC Rostec), as well as the repair of computer and office equipment.

BCG matrix

This matrix is ​​based on the following assumptions: the greater the market growth rate, the greater the development opportunities; the larger the market share, the stronger the position of the organization in the competition.

The matrix "Growth - market share" of the Boston Consulting Group (Fig. 2) for JSC "Rostec" is constructed as follows. The horizontal axis shows the market share occupied by each product (SEB). Market share is measured in parts relative to the volume of similar products sold by the leader. That is, if the company sells this product less than the leader, then the product will fall on the right side of the matrix and will be placed opposite the corresponding share, if more, then on the left side of the matrix. The horizontal axis varies from 0.1 to 10, the divisions are plotted on a logarithmic scale. The vertical axis shows the annual growth rate of the product in this industry: from 0 to 20% or more; 10% stands out as a watershed between fast and slow growth.

Rice. 2. Matrix "Growth - market share"

The circles applied to the matrix show the position of the product on the axes growth - market share. The diameter of the circle is proportional to the volume of sales of this product. The quadrants of the matrix reflect different situations with the movement of money. The following classification is applied:

Question mark - high growth rate, low market share. To increase the share requires a large investment, which can turn the product into a star;

Star - high growth rate, high market share. The product may generate enough money to sustain itself, although there may be financial difficulties;

Cash cow - low growth rate, high market share. The product generates a large influx of money that can be used to develop question marks and grow stars;

Dog - low growth rate, low market share. The product requires a lot of attention and effort from the management. At the same time, it does not bring money and profit, or it gives a very low financial return.

After analyzing the product portfolio using the Growth - Market Share matrix, management can see how balanced it is and make a decision about the future fate of the products (start expanding their production or, on the contrary, stop production, etc.) and, accordingly, on capital investments in each of the products.

The matrix "Growth - market share" of the Boston Consulting Group after its development is actively used in the practice of strategic management.

Another well-known product portfolio analysis matrix is ​​the "Industry Attractiveness - Competitive Position" matrix, developed by the consulting company McKinsey. This matrix, in contrast to the matrix "Growth - market share" of the Boston Consulting Group, is more difficult to build for Rostec OJSC.

After the assessment of the attractiveness of the industry and the assessment of the competitive position of each SEB, the positioning matrix of the SEB is built. The competitive position is plotted horizontally, and the attractiveness of the industry is plotted vertically. Each of the axes is divided into three equal parts, characterizing the degree of attractiveness of the industry (high, medium, low) and the state of the competitive position (good, medium, poor). Inside the matrix, nine squares are distinguished, falling into which, when positioning SEB (products), indicates what place in the company's strategy should be given to them in the future (Fig. 3).

Rice. 3. Matrix "Attractiveness of the industry - competitive position"

In relation to those SEBs (goods) that fell into the "Success" squares, the company must apply a development strategy. These businesses are well positioned in attractive industries, so the future clearly belongs to them. Businesses (products) that are in the "Question Mark" square may have a good future, but for this the firm must make great efforts to improve their competitive position. Businesses (products) that are in the "Profitable business" square are the source of money. They are very important for maintaining the normal life of the company. But they may die, because the attractiveness to the firm of the industry in which they are located is low.

Getting into the "Medium business" square does not make it possible to unambiguously judge the future fate of the SEB. In relation to it, a decision can be made only on the basis of the analysis of the state of the entire portfolio of businesses (products). Although, to a large extent, this remark also applies to SEBs that fall into one of the three types of squares considered.

With regard to the SEB, which fell into the “Defeat” square, it should be concluded that it is in a very undesirable position, it requires a fairly quick and effective intervention in order to prevent possible serious negative consequences for the company.

The McKinsey matrix provides a good tool for analyzing a portfolio of businesses (products). The main conclusion to which she leads the researcher is that a balanced portfolio should include mainly businesses that are in the "Success" square, a few businesses that are in the "Question mark" square, and a strictly defined number of businesses that are in the "Profitable Business" box. Their number should be sufficient to ensure the maintenance of "successful" businesses and "question marks".

Table 18 (thousand rubles)

Analysis of competitors of JSC Rostec in 2006

OJSC Rostec has been on the market for 10 years. Over the years of its existence on the market, the company has become a leader in its industry, cooperating with numerous partners both within Russia and in the near and far abroad, although the Russian market is still the main one for the company.

Complex deliveries

At the moment, there are few enterprises in the industry under consideration in our region that could be compared with OJSC Rostec in terms of the scale and scope of activities. The company accounts for about 50% of the market for the supply of computers and spare parts for them, and a significant share in the market for the provision of repair services, as well as servicing network customers.

Thus, in relation to the main competitors, the market share of JSC Rostec is 1.3, i.e. in the matrix, the company will occupy the extreme left position.

The average sales growth rate for the industry is about 15%

In the complex supplies business, OJSC Rostec occupies a “star” position.

In this regard, the company has the following alternative ways to choose the appropriate strategy:

Adopt a defense strategy – protect existing market share;

Make repeated investments of income in the form of modernization of services for the implementation of complex supplies;

Win a large share of new customers.

The company is currently on the rise. The leading position in the market, a wide network of suppliers and consumers, the ability to carry out complex deliveries of computers and spare parts for them, the need for which is increasing, as well as a rather favorable external environment, encourage the company to choose an offensive strategy aimed at increasing the volume of supplies and expanding the market share. OJSC Rostec, which will require additional investment. In addition, we should not forget about the need to take measures to maintain a leading position in the region's market.

Repair of computer and office equipment

In this business, JSC Rostec occupies about 5% of the market. If this line of business is considered separately, then the company occupies a rather low position.

However, when identifying competitors, attention should be paid to companies, as well as OJSC Rostec, specializing in providing a range of services, including repairs. Among such enterprises, OJSC Rostec is the leader. The company has accumulated unique experience in carrying out all types of repair of computer and office equipment.

Repair is one of the many activities of the company providing a wide range of services. Therefore, consideration of this business should be carried out only in conjunction with all other areas.

In relation to the main competitors, the share of OJSC Rostec is 1.17. The average sales growth rate for the industry is 11%.

In relation to this business, the company is recommended to adopt a defense strategy - to protect the existing position in the market by modernizing the repair service (improving the quality of services, reducing the time of work, extending the warranty period).

Despite the fact that both of the company's main businesses are in the position of stars, the conditions of the external and internal environment suggest that over time there will be a logical move to the position of "cash cows". Therefore, the company should already now look for ways to retain existing businesses as "stars", as well as start looking for new promising areas of management.

As such prospects, one can consider the development and introduction of new products into production to introduce a new model range, both for enterprises and for the population, the development of production and servicing corporate and network customers, the opening of new specializations in the enterprise's activities in the field of high technologies.

Strategic Alternatives

The organization faces four main strategic alternatives:

o limited growth;

o reduction;

o combination.

In relation to the organization as a whole, obviously, one should choose the “combination” alternative, determined by certain strategic alternatives for each business.

Complex deliveries

For this direction, the enterprise should choose the alternative "growth". The industry is developing quite dynamically, the demand for the company's products is growing rapidly. The very position of OJSC Rostec, which has become the leader in the industry in just 10 years, constantly increasing sales volumes, both of its products and of suppliers' products, determines this choice.

Repair of computer and other equipment

In relation to this business, the enterprise should adhere to the "limited growth" strategic alternative. Despite the rather high attractiveness of this direction, the repair industry is quite mature with static technology. Management is generally satisfied with the status quo. That is, the company needs to strengthen its position in this area - to protect its current position in the market by upgrading the repair service.

Ansoff matrix

Penetration Development

to the product market

Market Development Diversification

For both complex deliveries and repairs, according to the Ansoff matrix, the company should adopt a strategy to expand its presence in the developed market, namely the Russian market. This strategy will allow JSC Rostec to use its numerous competitive advantages to increase its market share at the expense of competitors, as well as attracting new consumers.

5. Formulation of strategic alternatives and their evaluation

During this period, there were no commercial expenses at the Rostec enterprise, and, accordingly, no funds were invested in advertising. Based on practical experience, advertising is the engine of trade, which means the need for an advertising campaign. Advertising is placed in the following newspapers: Komsomolskaya Pravda, Argumenty i Fakty, Mozaika. When choosing advertising media, we analyze the coverage of the target audience and the cost per person. When calculating the coverage of the target audience, it should be taken into account that on average it reaches 70% of the newspaper's circulation.

Table 19

Based on the data, it can be concluded that the newspaper "Arguments and Facts" is the least expensive per person and with the largest circulation.

To implement the event, it is necessary to conduct an advertising campaign: two months - informative advertising, several others - reminding (with an alternation of four months).

352.6 * 4 * 8 \u003d 11283.2 rubles (newspaper "Arguments and Facts")

13.8 * 16 * 4 * 8 \u003d 7065.6 rubles (Mosaic newspaper)

According to the specialists of the enterprise, the increase in sales will occur by 3% (according to the experience of conducting an advertising campaign of other enterprises). The planned sales revenue will be:

45431583 * 1,03 = 46794530

Table 21

Changing costing items by event

Calculate the profit from sales as a result of the implementation of this event

(Vp-S/Sp)–(Vb-S/Sb)=(46794530-44450090.2)-(45431583-4443986338)=

RUB 999,194.8

2. Action to expand the sales market.

Based on the study of the technological process of the operating mode of the enterprise, the degree of equipment loading, it was concluded that it is possible and expedient to increase the volume of production. To implement this enterprise, it is necessary to hire a manager with a salary of 1,500 rubles and plus 1.5% of the transaction. As a result of the advertising campaign and the work of the manager, orders were received from companies involved in the trade of computers and components in the Omsk region: Sibgroup LLC with. Azovo; "Odiservice" r.p. Odessa. Accordingly, contracts were concluded, the main of the conditions was: delivery of components to buyers. Frequency of delivery 1 time per week, in the amount of 3000 pieces. Fuel consumption for 260 km will be 105 liters. The price of 1 liter of diesel fuel is 9 rubles.

Calculate shipping costs per year.

12*4*105*9=45360 rub.

Payroll costs per year will be:

(1500+35.6%)*12=24408 rub.

Since a contract has been concluded with two companies, the delivery per week will be 6,000 pieces of components.

Production costs:

(6000*1.5)*4*12=432000 rub.

where 1.5 is the unit cost of the product;

4 is the number of weeks in a month.

Because shipping is carried out by the manufacturer, the retail price of the parts must be considered.

((4 * 12 * 6000 * 2.7 + 45360) / (4 * 12 * 6000 * 2.7)) * 2.7 \u003d 2.85 rubles.

where 2.7 is the retail price;

12 months in a year.

Revenue per year will be:

28.5*6000*4*12=820800 rub.

The percentage paid to the manager for the transaction is equal to:

820800-1.5% = 12312 rubles.

The planned profit will be:

820800-24408-12312-432000=352088 rubles.

Table 22

Change costing items by event.

(Vp-S/Sp)–(Vb-S/Sb)=(46252383-4428821)-(45431583-43986338)=518317 rub.

Thus, the expansion of the sales market will increase the annual profit from sales by 518,317 rubles.

3. Event for renting a warehouse.

OJSC Rostec has three warehouses. The area of ​​two warehouses of 200 sq.m. are used at 100%, the third warehouse is not used in production at all, because it is filled with old equipment. This equipment can be sold for spare parts. Given this fact, it would be advisable to rent it out for more efficient use of the occupied area. Turning to a real estate company, the company received an offer in which the cost of rent for 1 sq. meter is equal to 680 rubles Profit per year will be: 120 * 680 * 12 = 979200 rubles

Table 23

Calculate the profit from sales as a result of the implementation of this event.

The annual profit after the warehouse is rented out will be 979,200 rubles.

4. Action to expand the range

When trading computers and components, it is possible to establish a parallel sale of stationery, in particular - paper for printers and faxes. This will allow us to expand the range of products. For this event, we need to hire three specialists.

Calculate payroll costs:

(1000 * 3) +35,6 = 4068

1000 - salary of 1 employee.

35.6 - social contributions.

Production costs will be:

4068 + (600 * 9,9) + (400 * 29,75) + (500 * 99,2) = 71508

The annual profit will be:

((600 * 11,7) + (400 * 35) + (500 * 116,7)) * 12 = 94344

The unit cost of production is:

35% - raw materials and supplies;

20% - electricity;

15% - salary;

18% - taxes;

12% - overhead costs.

Table 24

Recalculation of costing items by event

As a result of the innovation, this enterprise will increase its annual profit by 94,344 rubles.

Socio-economic efficiency of the proposed activities

The initial data for calculating the projected values ​​of technical and economic indicators are the reporting data for 2005. The planned sales volume is determined by the formula:

Yn=Yb+Y1+Y2+Y3, (2)

where Ub is the volume of production in the base period,;

Y1, Y2, Y3 - increase in the volume of production for the planned activities.

In this case, there was an increase in the volume of production as a result of the implementation of measures to conduct an advertising campaign, due to the expansion of the range, an increase in output.

Pack \u003d 49745000 + 1492350 + 9000000 + 67440 \u003d 60304790 rubles.

As a result of the implementation of measures, the increase in the number of people was 6 people, so, in the planned period, the number will be 523 people (Chp.work.)

Output per worker (Vsr.year.working) is determined by the formula:

On Wednesday. year. slave. = Pack/Chrab., (3)

The average annual output of one worker in the planned period will be:

In average year of work = 54213866/523 = 103659 rubles.

Next, we will calculate the indicators for wages. The projected payroll fund for workers (payroll r.p.) is determined based on its value in the base year (payroll r.b.) and is changed due to the projected measures according to the formula:

PHOTr.p.=PHOTr.b.+PHOTr.1+PHOTr.2+PHOTr.3, (4)

Where FOTr.1, FOTr2, FOTr3-change PHOTO. for planned activities.

In this case, there was an increase in FOTr. as a result of activities to expand the range, to increase the volume, on the sales market.

FOTr.p. \u003d 14265200 + 48000 + 24000 + 36000 \u003d 14273200.

The average annual salary of one worker (ZPsr. year. work.) Is determined by the formula:

ZP avg.year.working \u003d FOTr.p. / Chr.p. (5)

ZP average year.work = 14373200/523 = 27482.2

The cost of services is calculated by the formula:

Sp=Sb+C1+C2+C3+C4, (6)

Projected cost as a result of activities:

SP=43986338+67440+289675+1523678+50544=45917625.

The result from the implementation (Pp) is calculated by the formula:

Pp=Up-Sp., (7)

Let's calculate the result from the implementation after the implementation of the measures:

Pp \u003d 60304790-45917675 \u003d 14387115 rubles.

As a result of the projected activities, other operating income will increase by the amount of the leased warehouse space.

(12*800)*12=1152000 rubles.

The target fee for the maintenance of general education institutions will increase by the amount of the change in the payroll, multiplied by 1%.

108000 * 1% \u003d 1080 rubles.

Operating income will amount to 1,153,080 rubles.

Operating expenses will change by the amount of tax payments attributable to the financial result. The tax on cleaning the territory and maintaining the housing stock, social and cultural facilities will be: and54213866 * 3.5% = 1897485 rubles.

Thus, operating expenses are 1898173.

The results of the obtained values ​​for technical and economic indicators after the activities are presented in Table. 25.

Table 25

Performance indicators

Thus, as a result of the activities, there was an increase in revenue from the sale of products by 10,559,790 rubles, that is, by 19.3%. The cost of goods sold increased by 4.4% and amounted to 1,931,337. than revenue, then there is a reduction in costs per ruble of sales, in this case, by 12.2 kopecks, that is, they will amount to 84.6 rubles. At the same time, the result of profit from sales increased by 5 times, that is, by 6,840,006 rubles. Net profit increased 23 times and amounted to 8295103 rubles. The profitability also increases by 5 times, which indicates the effectiveness of the proposed measures.

6. Implementation of the strategy

According to the results of the analysis of the organizational structure of JSC Rostec, we can say that today the enterprise has an optimal management structure that meets external conditions. Therefore, the most appropriate is the need to only slightly modify the old organizational structure in accordance with the developed strategy.

The dynamics of production and sales of products is presented in Table 25 and Figure 3.1. From table 25 and figure 3.1 it can be seen that in four years the volume of production increased by 62%, and the volume of sales increased by 64.3%. The fact that in 2006 the production rate is lower than the sales rate indicates that the unsold products in the company's warehouses and unpaid by buyers for the previous period were fully realized in 2006.

Table 26

Dynamics of production and sales of products in comparable prices

Rice. 3.1 Dynamics of production and sales of products for the period from 2004 to 2006

At the moment, JSC Rostec has a linear-functional organizational structure. In connection with the implementation of the company's new strategy aimed at expanding the market share by attracting as many new and retaining existing customers as possible, as well as by ousting competitors, it became necessary to create a marketing department. This need is also explained by the fact that the company has practically not studied competitors, their advantages, prices for their products, it is impossible to effectively form a marketing strategy for the successful sale of products.

The level of profitability of the enterprise, calculated as a whole for the enterprise, depends on three main factors of the first order: changes in the structure of products sold, its cost and average selling prices.

The factor model of this indicator has the form:

Let's calculate the influence of first-order factors on the change in the level of profitability for the whole enterprise in the reporting year compared to the previous method of chain substitutions.

Table 27

Calculation of the impact of the factors of the first level on the change in the level of profitability of JSC Rostec in 2004-2006.

1. Change in the level of profitability due to changes in the volume of products sold:

DRvrp = Rcondition1 - Rbase = 20.70% - 20.70% = 0.

2. Change in the level of profitability due to a change in the price of a unit of production:

DRc \u003d R condition 2 - R condition 1 \u003d 25.26% - 20.70% \u003d 4.56%.

3. Change in the level of profitability due to changes in the unit cost of production:

DRc \u003d Rotch - Rcondition2 \u003d 25.20% - 25.26% \u003d - 0.06%.

4. General change in the level of profitability:

DR \u003d Rfin - Rbase \u003d 25.20% - 20.70% \u003d 4.50%.

DR = 0 + 4.56 + (-0.06) = 4.50%

The results obtained indicate that the increase in the level of profitability occurred due to an increase in the average price level. With an increase in the price of a unit of a product from 5.30 rubles. up to 5.50 rubles profitability increased by 4.56%.

Growth of the cost of goods sold by 118,762 thousand rubles. caused a decrease in the level of profitability by 0.06%.

As a result, the overall change in the level of profitability in 2006 compared to 2004 was 4.50%. Those. from each ruble spent on the production and sale of products, the enterprise began to receive profits of 4.5 kopecks. more in the reporting year compared to the previous one.

The deterministic factor model of the return on sales indicator, calculated for the whole enterprise, has the following form:

In the conditions of the enterprise under consideration, the level of profitability of sales depends on the average price level and the cost of the product (the enterprise produces one type of product):

In the same way as it was done earlier, we will compile the table. 28, where we will show the influence of each factor on the level of profitability of sales of the enterprise.

Table 28

Calculation of the influence of the factors of the first level on the change in the level of profitability of sales of JSC Rostec in 2004-2006.

1. Change in the level of profitability of sales due to changes in the price of a unit of production:

DRc \u003d Rcondition 1 - Rbase \u003d 20.16% - 17.15% \u003d 3.01%.

2. Change in the level of profitability due to changes in the unit cost of production:

DRc \u003d Rotch - Rcondition1 \u003d 20.13% - 20.16% \u003d - 0.03%.

3. General change in the level of profitability:

DR \u003d Rotch - Rbase \u003d 20.13% - 17.15% \u003d 2.98%.

The same result can be obtained as the sum of changes due to the influence of each factor:

DR = 3.01 + (-0.03) = 2.98%

The obtained results indicate that the increase in the level of profitability of Rostec OJSC occurred, as in the previous analysis, due to an increase in the average price level. With an increase in the price of a unit of a product from 5.30 rubles. up to 5.50 rubles return on sales increased by 3.01%. Growth of the cost of goods sold by 118,762 thousand rubles. caused a decrease in the level of profitability by 0.03%. As a result, the overall change in the level of profitability in 2006 compared to 2004 was 2.98%. Those. from each ruble of sales, the company began to make a profit of 2.98 kopecks. more in the reporting year compared to the previous one. Let's analyze the profitability of production capital, calculated as the ratio of balance sheet profit to the average annual cost of fixed assets and material working capital:

The analysis will be carried out similarly to the factor analysis of profitability in the previous paragraphs, i.e. chain substitution method.

Table 29

Calculation of the influence of factors of the first level on the change in the level of profitability of the production capital of JSC Rostec in 2004-2006.

1. Change in the level of profitability of production activities due to changes in the value of balance sheet profit:

DRp \u003d Rcondition 1 - Rbase \u003d 14.89% - 12.06% \u003d 2.83%.

2. Change in the level of profitability due to a change in the average annual cost of OPF:

DRf = Rsl2 - Rsl1 = 16.57% - 14.89% = 1.68%

3. Change in the level of profitability due to changes in the average annual value of working capital balances:

DRc \u003d Rotch - Rcondition2 \u003d 16.51% - 16.57% \u003d - 0.06%

4. General change in the level of profitability of production activities:

DR \u003d Rotch - Rbase \u003d 16.51% - 12.06% \u003d 4.45%.

The same result can be obtained as the sum of changes due to the influence of each factor:

DR = 2.83 + 1.68 +(-0.06) = 4.45%

Based on the results of the analysis, the following conclusions can be drawn:

The greatest increase in the level of profitability of production activities occurred in connection with an increase in the balance sheet profit. With an increase in the amount of profit by 417.55 thousand rubles. the level of profitability increased by 2.83%.

By reducing the average annual cost of the OPF by 1499.41 thousand rubles. the level of profitability increased by 1.68%.

Increase in the average annual value of working capital balances by 48.9 thousand rubles. led to a decrease in profitability due to the influence of this factor by 0.06%

As a result, the overall change in the level of profitability of production activities in 2004 compared to 2006 was 4.45%. Those. from each ruble of the cost of OPF and fixed assets, the company began to make a profit of 4.45 kopecks. more in the reporting year compared to the previous one.

7. Strategic control

Based on the analysis of planning the strategy of the JSC Rostec enterprise, the following conclusions can be drawn:

1. The external environment of JSC Rostec has a rather favorable character. Economic factors pose the greatest threat to the company.

2. An analysis of the potential of the enterprise showed that from a financial point of view, it is not in the best position. Therefore, it would be logical to direct all efforts to improve it and set goals based on these considerations. At the same time, the analysis of the external environment indicated that the enterprise has ample opportunities for intensive development. And these opportunities should not be missed. Therefore, the goals and, accordingly, the company's business development strategies are aimed precisely at strengthening the leading position of Rostec OJSC. The company has a fairly high financial potential that allows it to develop, there are hidden financial reserves associated with high turnover, high profitability, which will help at least not worsen the financial position of the company.

3. Despite the fact that OJSC Rostec offers a wide range of services in the market of computers, components and office equipment, two main business areas can be distinguished in its activities: the integrated supply of computers and spare parts for them, as well as the repair of computer and other equipment.

4. The analysis carried out using the BCG matrix allows for the integrated supply business to choose an offensive strategy aimed at increasing the volume of supplies and expanding the market share of Rostec OJSC, which will require additional investments. In addition, we should not forget about the need to take measures to maintain the leading position in the Russian market. In relation to another business (repairs), the company is recommended to adopt a defense strategy - to protect the existing market position by modernizing the repair service (improving the quality of services, reducing work periods, extending warranty periods).

5. Both in terms of complex deliveries and in terms of repair of computer equipment, according to the Ansoff matrix, the company should adopt a strategy for expanding its presence in the developed market, namely the Russian market. At the same time, it is important to pay great attention to the intensification of commodity circulation; the use of competitive prices, which allow not only to actively increase sales volumes, but also ensure the preservation of the company's market position; active promotion of products and services of the organization.

Based on the findings, the following actions are proposed:

1. It is necessary to carry out an advertising campaign: two months - informative advertising, several others - reminiscent (with an alternation of four months). As a result, after the advertising campaign, the annual sales revenue will increase by 999,194.8 rubles.

2. A conclusion was made about the possibility and expediency of increasing the volume of production. As a result of the advertising campaign and the work of the manager, orders were received from companies involved in the sale of computers and components from various regions of the Russian Federation. Expansion of the sales market will increase the annual profit from sales by 518,317 rubles.

3. A decision was made to lease a warehouse. The annual profit after the warehouse is rented out will be 979,200 rubles.

4. Establish a parallel sale of office supplies. As a result of the innovation, this enterprise will increase its annual profit by 94,344 rubles.

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The essence and significance of strategic management for the company. To achieve the goal in the work it is necessary to solve a number of tasks: to study the essence and importance of strategic management for the company; consider strategic opportunities: theoretical approaches; identify the features of strategic management in the hotel business; describe the activities of the hotel Heliport; to analyze the management apparatus of the hotel Helipad; to analyze the factors of the external environment of the hotel Helipad; estimate...

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annotation. The article is devoted to demonstrating the process and analyzing the results of evaluating the strategy implemented by the company in the market. The experience of implementing the model of five competitive forces by M. Porter, PEST-analysis and VCG-matrix is ​​shown to clarify the existing positions of the company in the developing market.

Keywords: analysis, strategy, consumers, firm position

An analysis of the strategy implemented by the company in the market is an important step in diagnosing the correctness of the market efforts being applied and can make it possible to formulate the necessary corrective measures to improve work efficiency. Leading Russian marketing scientists note the importance of strategy in planning a company's marketing activities. In order to analyze the effectiveness of the existing strategy and propose measures to improve market sustainability, various marketing analysis tools of the market environment can be used, for example, SWOT analysis or M. Porter's analysis of competitive forces.

This article demonstrates the analysis of the company's strategy on the example of Interprof LLC (Temryuk). Interprof LLC is a publishing house that prints advertisements for the purchase and sale of various goods, the provision of services, the performance of work, job search, etc. One of the organization's most successful projects is the VSE newspaper, which is also the company's brand. By placing a bet on classified (advertising classified by thematic category), the company has acquired a leading position in the market.

The organization provides services for placing ads. The topics of announcements are presented in Table 1.

Table 1 - Subjects of the announcements of the publication of LLC "Interprof"

The company has a large number of readers and an extensive circulation. The existence of a company is possible only if its products are consumed by someone. The success of the company depends on how consumers behave: the more consumers, the more profit.

Figure 1 shows some of the characteristics of the readers of the VSE publication.

Rice. 1 Characteristics of the readers of the newspaper "VSE"
a) reader demographics
b) the social status of the reader

From Figure 1, we can conclude that regular readers of the VSE newspaper are men and women, aged 25 to 40 years (the most active phase of life), with higher and secondary specialized education, social status - employees-specialists with an income of
9,000 to 30,000 rubles About 8 percent of the readership is in leadership positions.

About 30 percent of regular readers are car owners (19.1 percent own a foreign-made car), 25 percent plan to buy a car in the near future. 71 percent of the newspaper's readership actively use the Internet, 63 percent have a personal computer at home.

In the near future, readers of the VSE newspaper are planning to purchase a car, furniture, building materials and household appliances, and about 5 percent of readers are also going to improve their living conditions.

The profit of the organization is influenced by customers who place ads.

The clients of the organization are not only individuals, but also various organizations that place their advertisements for the provision of services, the sale of goods and the performance of work. The task of the organization is to attract as many customers as possible.

Competitors also have a direct impact on the performance of LLC Interprof. Let's analyze the Five Forces of Competition by M. Porter's method.

In accordance with the model of M. Porter, to determine the significance of each of the five forces of competition, factors were identified (Table 2) that affect the degree of its manifestation.

Let us consider the forces of competition presented in the table in relation to Interprof LLC and its VSE brand.

Table2 - Factors of competition according to the model of M. Porter

Intra-industry competition. At the moment, there are four major players in the city market:

- "Vse" (LLC "Interprof");

- "Orbit";

- "23 Region";

- "Even freer than Temryuk."

However, each of the publications has its own characteristics and emphasizes its difference from the others.

The difference between “VSE” and its competitors is a loyal audience, as this newspaper has been on the market for a long period of time, and the reader gets used to the specifics of presenting information. Also, first of all, a newspaper is a source of reliable information, so the emphasis in ads is on the accuracy and efficiency of data. Each of the newspapers, despite the fact that they are in the same market, has its own characteristics and its own audience, trying to lure readers and customers with the help of marketing tricks that underlie the marketing strategy.

Influence of buyers. The audience of "VSE" is numerous due to the thematic focus. Its core is very diverse. These are people who expect accurate and complete information and have an active lifestyle. The reader is looking for quality information and a convenient form of its presentation.

Threats from substitute products. The VSE newspaper is a product for which it is difficult to find a similar product, but specialized radio and television programs and the Internet can serve as sources of information, on the one hand, but they are not perfect substitutes, as they have a completely different format, and the quality of information can seriously differ from what is required, on the other hand, the opposite is true. Therefore, the threat from substitute products can be considered significant.

Influence of suppliers. One of the distinguishing features of the VSE newspaper is the paper used to make the newspaper. The company buys it from a single manufacturer, therefore, without compromising its brand awareness, the newspaper cannot change its supplier. In addition, "Vse" also depends on distributors: a small number of local chains of newsstands affect. Therefore, the company is forced to agree to conditions that are inconvenient for it.

The threat of a new player. Here, such advantages of the company as a strong brand, reputation and access to reliable sources of information are important. Moreover, existing companies are ready to resist, for example, given that the main source of income in the industry is advertising, newspapers already present in the market are able to reduce the price of this service. On the other hand, the market is quite attractive, and VSE managed to gain a foothold on it several years ago.

Each of the considered factors for each of the five forces of competition is assessed on a point scale (range of estimates from 1 to 3 points): "1" point corresponded to the absence of the factor manifestation; "2" points corresponded to a weak manifestation of this factor; "3" points corresponded to a significant manifestation of this factor.

Based on the results, the average score of the assessments of each factor and each strength of competition was calculated (Table 3).

Table 3 -Evaluation and average score of each competition strength(points)

In accordance with the applied methodology for calculating and analyzing the influence of competition forces, the level of influence of each of the forces was assessed based on the average score obtained (Figure 2).

As follows from Figure 2, at the moment the level of power of influence of substitute goods and the influence of buyers is very high and amounts to 2.67 points.

Thus, these are the main competitive forces of the industry that affect the activities of Interprof LLC and its VSE brand. All other forces have either a reduced or moderate effect.

The main competitors of Interprof LLC in the city and district are:

LLC "23 REGION" ("23 Region");

Rice.2. Assessment of the degree of influence of the identified forces of competition

Table 4 - Characteristics of the VSE publication (Interprof LLC) and competing publications

On the basis of the table, we will single out the competitive positions of Interprof LLC in relation to the VSE publication and evaluate them in comparison with other publications. As such, we single out: staff qualifications, brand, range of services, location, cost of services. Let's evaluate the advantages on a ten-point system (we proceed from the fact that 10 points is a strong advantage, 1 point is a low advantage). The evaluation results are presented in Table 5.

Table 5 - Assessment of competitive strength (points)

Figure 3 shows the competitive profile of Interprof LLC and its VSE brand.

Rice. 3 Competitive profile of Interprof LLC and its VSE brand

An analysis of the data in Table 5 and Figure 3 shows that in most of the highlighted advantages, "VSE" outperforms its competitors, and in some it lags behind them. So, for example, the Brand position (10 out of 10 points), the range of services - 9 out of 10 points, gets a good rating, while these positions are lower for competitors. This gives excellent advantages in the market and allows you to implement almost unhindered any projects of the organization.

According to the rating company "Reklama on-line" for 2014 in the subject "Newspapers with ads" places between publications are distributed as follows: "Vse" (LLC "Interprof") - 1st place; "23 Region" (LLC "23 REGION") - 2nd place; "Orbita" (LLC "Newspaper association "Prichernomorye"") - 3rd place; "More Free Temryuk" (LLC "Temryuk Publishing House") - 4th place.

All this suggests that the strategy of Interprof LLC is currently optimal in the selected segment, since the company has a permanent customer base, a good reputation among customers, large volumes of orders for delivery, but at the same time, there are shortcomings in the strategy being implemented.

Let's do a STEP analysis. To begin with, we highlight the environmental factors that affect the activities of the organization.

political factors. Of the political factors of the external environment, the following are important: the stability of the government regime; change in legislation; other government influence. Any fluctuations in the political regime can affect the activities of the organization as a whole. The same consequences may arise with changes in legislation.

Economic forces. Here, first of all, any changes in the economic situation (for example, a crisis) can cause the loss of consumers and customers. Inflation also affects the press to some extent, as commodity prices rise and the consumer's real income falls.

The main economic factors are: the economic situation and trends; effective demand; investment climate.

sociocultural factors. The basis of the VSE audience is made up of people with an average income, mainly people who need this kind of information and have a certain social status. Thus, social mobility and stratification will also affect demand. The change in social values ​​is also important, since it is they that affect the subjective importance of information. Thus, a change in societal values ​​can also cause a change in demand.

Technological factors. For this industry, the influence of technological factors on the emergence of new and change in the old ways of disseminating information is important. For example, the development of the Internet has led to the fact that the Internet resources of such newspapers can no longer remain just copies of printed publications, but have become separate projects important for maintaining the brand, and further development of the network and an increase in the number of users requires organizations to pay more attention to their Internet resources. .

Social, technological and economic factors of the external environment are of the greatest importance. Therefore, when developing an organization's strategy, it is necessary to pay special attention to them. Also, one should not forget about the political factors of the external environment, which are important today, but can also play their role in the development of the organization.

Let's build a BCG matrix for Interprof LLC. To do this, we use the information presented in Table 6.

Table 6 - Data for building the BCG matrix

Based on these data, we will build the BCG matrix (Figure 4).

Rice. 4 BCG matrix for LLC Interprof

Analyzing the matrix, we can draw the following conclusions:

Cash cows (“Placing ads and advertisements in a printed publication”, “Placing ads and advertising on an Internet site”) is a source of stable income, which, however, does not have great prospects. The main strategy for these business units is to maintain the current level.

Based on the analysis of the external and internal environment, as well as the strategy of Interprof LLC, it is possible to identify the strengths, weaknesses and neutral aspects of the organization.

Strengths of the organization: full competence in key issues; a good impression of the company among customers and consumers; the ability to avoid (at least to some extent) strong pressure from competitors; Extensive experience in this market segment.

Neutrals: Adequate financial resources, well-developed functional strategy.

Weaknesses: weak corporate culture, limited number of regular customers, high costs.

Summing up the presented analysis of the strategy implemented by the company, it can be noted that, in our opinion, the current strategic position of Interprof LLC and its VSE brand as a whole can be assessed as stable.

Under these conditions, the most preferred strategic option for the newspaper at the moment may be activities aimed at strengthening the brand and increasing the audience. The implementation of such a strategy seems to be the most promising, since it covers the most important market opportunities, new means of providing information, and at the same time relies on one of the main competitive advantages of the publication - an already existing strong brand.

1. Golubkov E.P. On the concept of "strategy", its role and place in marketing planning // Marketing in Russia and abroad. - 2014. - No. 5. - S. 3-20.
2. Bondarenko V. A., Voronova R. S. Substantiation of a number of measures to improve market sustainability for enterprises (on the example of Cargill LLC) // Concept. - 2015. - Special issue No. 16. - ART 75220..htm. - ISSN 2304-120X.
3. Bondarenko V. A., Voronova R. S. Conducting a SWOT analysis in the market activity of a company on the example of Cargill LLC // Concept. - 2015. - Special issue No. 24. - ART 75295..htm. - ISSN 2304-120X.
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ECONOMIC PROBLEMS OF REGIONS AND INDUSTRY COMPLEXES

STRATEGIC COMPETITIVE ANALYSIS IN THE CONSTRUCTION INDUSTRY

S.V. Romanova,

Associate Professor of the Department of Accounting, South-Russian State University of Economics and Service (Shakhty),

PhD in Economics [email protected]

The paper analyzes the strategic aspects of construction activities using econometric methods. It is concluded that an important step in the analysis is to identify alternative strategies that can be implemented by competitors, and planning a response to such potential threats.

Key words: competitive analysis, competition, price, market, strategy, value chains, external environment, economic security.

BBK U053.9(2)29.0

Strategic competitive analysis is an effective tool for identifying competitive advantages, developing, implementing and changing the competitive strategy of a construction organization aimed at ensuring its dynamic development and sustainable economic growth. It involves an analysis of environmental factors and an analysis of the resources and competitive capabilities of the construction company itself. This will improve the effectiveness of the current strategy, identify the strengths, weaknesses, opportunities and threats of the company, competitiveness in terms of prices and costs, stability of the position compared to competitors. All this has become more important in recent years.

Competitive advantage is expressed in the identification of the market, market niche or "warm place" that the company has in terms of prices, costs or scale of investment and construction activities. Competitive advantage is expressed in the fact that the company has a greater market share in a certain segment, and confirmation of this fact requires the development and implementation of an appropriate conceptual approach to strategic competitive analysis in the construction industry.

The methodology for the formation of competitive strategies is based on the models of competitive strategies by M. Porter and S.S. Ma-tour. According to M. Porter, obtaining an advantage in competition is based on: A) low costs; B) differentiation (Fig. 1).

superior advantage advantage on

Relative position by differentiation-based differentiation

differentiation "Stuck Advantage on

in the middle" based on low

Lagging cost

Lagging Superior

Relative cost position

Rice. 1. Get a competitive edge

A value chain system is a method of classifying this value chain (from feedstock to final consumers) into strategically important economic activities in order to understand cost behavior and sources of differentiation. An organization can survive competition either by keeping costs low or by offering products that outperform those of competitors.

M. Porter identifies these sources of competitive advantage with the ability to work in a wide or narrow segment (Table 1).

In accordance with his concept, the state of competition in the industry is determined by five main forces that determine the attractiveness of the industry and the position of the company in the competition: the emergence of new competitors; the threat of replacing this product with new products; the strength of the supplier's position; the strength of the position of buyers; competition among manufacturers within the industry itself.

The analysis of existing and potential competitors should be carried out in the context of the presented competitive forces,

Table 1

Competitive strategies according to Porter

Area of ​​competition Source of competitive advantage

Cost Leadership Differentiation

Wide Wide competition for cost leadership Wide differentiation

Narrow Cost leadership with a focus on a narrow segment Differentiation with a focus on a narrow segment

which will make it possible to identify areas for creating competitive advantages in their industry in a competitive environment (Fig. 2).

Strategic competitive analysis involves not only an analysis of the factors of the external environment in which a construction organization operates (characteristics of the construction industry, forms and intensity of competition in the industry, reasons for changes in the structure of competition and the external environment, strong and weak competitors, possible actions of competitors, key success factors in competition, the general attractiveness of the industry and prospects for profitability), but also an analysis of the resources and competitive capabilities of the company itself (the effectiveness of the current strategy, strengths, weaknesses, opportunities and threats of the company, strategic problems of the company, competitiveness in terms of prices and costs, stability of the position compared to competitors).

Rice. 2. Basic strategies for competition and competitive advantage

Today, practice is still dominated by the current competitive analysis, which is reduced to the study of only real competitors, and most often the analysis is limited (due to lack of budget, time or personnel) only to the analysis of priority competitors. Such an approach is fraught with an irretrievably lost competitive advantage in its own market if a foreign competitor quickly breaks into it, which at one time fell out of sight of management, marketers and competitive intelligence specialists.

Classification of competitive strategies S.S. Matura involves differentiation of the offer of goods and services with the corresponding support offered to the client (Table 2).

table 2

Matura Competitive Strategies

Product Differentiated "System" "Product"

Undifferentiated "Service" "Simplicity"

Differentiated Undifferentiated

Support

G. Hamel noted that "future competitiveness is not determined by current rules", which determines the need to organize and conduct a strategic competitive analysis in the construction industry in the following areas:

Analysis of potential competitors;

Forecasting the situation, taking into account changes in the competitive strategy;

Adjustment of the strategy as a result of the predicted change in the competitive situation and market conditions;

Predictive analysis of the results of changing the competitive strategy;

Evaluation of the effectiveness of the competitive strategy;

Strategic monitoring of competitors.

A sign that testifies to the strength of competitive

the position of the company is the competitiveness of its prices and costs in comparison with competitors in the industry. Cost and value chain analysis is a necessary tool for comparing the prices and costs of a firm and its competitors in determining the effectiveness of certain activities of the company and in identifying those areas of activity that require more thorough research.

Thus, the analysis of competitors' prices is an extremely important stage in the pricing mechanism in construction (Fig. 3).

Fig.3. Stages of pricing

Given these provisions, a conceptual approach to strategic competitive analysis in construction is presented in fig. four.

This approach focuses users on the model of strategic development of a construction organization, strategic initiatives, assessment of market attractiveness: size

(capacity) and growth rate of the market, market quality, competitive situation, the influence of environmental factors, etc. when developing a competitive strategy for a construction organization.

The development of the competitive strategy of the organization is carried out within the framework of the general model of its strategic development, focused on the dynamic increase in the ownership of the construction organization in the form of indicators of net assets and net liabilities.

The main directions of strategic analysis of competitors are carried out according to the following classification criteria:

Types of investment and construction activities: construction, contracting, design, reconstruction, technical re-equipment, repair, installation, development, trust management, subcontracting, investment, real estate, intermediary, leasing, engineering, consulting, venture, engineering surveys, feasibility studies, etc. ;

Scale of activity: local, regional, national, international, global;

Ways of organizing construction activities: contracting activities, subcontracting activities, economic method, development activities, mixed method, trust management;

Resource support for construction: property, availability of the necessary capacities in the construction organization, specialization, provision with an industrial construction base, the availability and condition of communications, characteristics of the raw material base for the production of building materials, the availability of the necessary energy resources, etc.;

Forms of construction products (product range): certain types of work (construction and installation works, non-capital works), stages of work (completed stages, incomplete stages), construction objects (buildings, structures), construction sites (a set of buildings, a set of structures), goods - facilities (multi-complex facilities under construction, single-complex facilities under construction), turnkey facilities (single-profile, multi-profile);

The level of cost of construction products relative to the established cost (high, medium, low): participants in the price formation mechanism, the nature of buildings and structures under construction, local construction conditions, etc.;

Quality and special properties of products according to priority evaluation criteria;

Pricing policy: price maximization, price minimization, price maintenance at a certain level;

Development of R&D: own R&D, acquisition of ready-made new achievements of scientific and technical progress, lack of R&D;

Strategic intentions: leadership, position holding, survival;

Type of strategy: aggressive, moderately aggressive, moderate, conservative, defensive;

Competitive strategies: cost leadership, product differentiation, concentration (specialization);

Goals to achieve market share: aggressive expansion, expansion, retention of existing market share, reduction of market share;

Taxation system: general taxation system, simplified taxation system;

Contractual policy with suppliers and clients (customers): a system of contracts, contractual terms - permanent economic relations based on long-term contracts, permanent economic relations based on short-term contracts, permanent relationships without contracts (on request), casual relationships;

Settlement terms: the procedure and terms for acceptance of completed works and settlements for them during the construction process, terms for the contractor to eliminate comments received from the customer on the quality of work performed, terms for final settlements upon completion of construction, settlements for structural elements for the performance of individual works and services, settlements for stages, settlements after the completion of all work under the contract.

In order to structure and focus the comparative analysis of competitors, it is necessary to analyze the existing and potential competition. Should be evaluated

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Rice. 4. Conceptual approach to strategic competitive analysis in the construction industry

ECONOMIC PROBLEMS OF REGIONS AND INDUSTRY COMPLEXES

possible alternative strategies of each of the competitors, their commitment to a specific product or market based on the compilation and use of market derivative balances of a situational and forecast nature.

The conceptual approach to strategic competitive analysis is focused on the option of integrating methods for analyzing market attractiveness, competitive position in the market, and competitive strategy with the presented analytical tools of derivative balances, which makes it possible to predict the situation of changes in competitive strategy based on the results of a strategic analysis of competitors, to evaluate the effectiveness of a competitive strategy based on the calculation of indicators ownership and the definition of economic zones and margins of safety.

Calculation and analytical procedures are based on the use of the information base of a strategic structured chart of accounts, which acts as the initial operator and allows you to create a system of indicators to assess the effectiveness of the competitive strategy implemented by the organization, which determines the degree of aggregation of the calculated indicators.

As Professor K. Ward rightly points out, the analysis, which consists in evaluating the company's effectiveness in comparison with direct and currently obvious competitors, may turn out to be too simplistic, which requires forecasting the situation of the emergence of new competitors and the organization's appropriate response to this based on analytical engineering tools.

The algorithm of the process of strategic competitive analysis in the construction industry with the assessment of the results of predicting the situation, taking into account the emergence of new competitors and the results of changing the competitive strategy based on the results of the analysis, is as follows:

Adoption of a competitive strategy for a construction organization;

Adjustment of the strategy in connection with a change in the competitive position of the organization and market conditions;

Adjustment results;

Resources and sources;

Making decisions to optimize the competitive strategy of the organization and strengthen its position in the market.

Forecasting the situation, taking into account changes in the strategy in relation to competitors and the behavior of the organization in the market based on the results of the analysis, is carried out in terms of the impact of these changes on the value of the construction organization.

An important stage of the analysis is the identification of alternative strategies that can be implemented by competitors, and planning their response to such potential threats, for which it is proposed to use alternative, situational and predictive derivative balances.

Calculation and analytical procedures involve the use of aggregated records for reflection:

The adopted competitive strategy and the value of the organization, taking into account the adopted strategy with the relevant resources and their sources and the calculation of the net asset indicator in the market assessment;

Changes in competitive strategy as a response to a potential threat from competitors and the results of such a change with the balance of resources and sources and the definition of adjusted net assets in a market assessment;

Hypothetical processes of conditional sale of assets and satisfaction of liabilities with obtaining an indicator of net liabilities in a fair assessment and analysis of the price component in the competitive strategy of the organization.

The composition of resources and sources is determined in accordance with the economic aggregates of the strategic structured chart of accounts adopted for calculation. Analysis of the effectiveness of the competitive strategy, which is carried out from the perspective of a model of strategic development of a construction organization with the allocation of the following system of indicators:

Indicators of strategic success in the form of aggregated indicators of net assets in balance sheet and market assessment and disaggregated indicators of net liabilities in a fair assessment;

Economic security zones;

margin of safety.

The aggregate state of ownership is analyzed taking into account the organization's adopted competitive strategy, taking into account its expected or actual change, taking into account price changes.

Based on the data obtained, the economic security zone is determined, which characterizes the effectiveness of the competitive strategy of the construction organization:

Active zone: an active competitive strategy leading to an influx of resources and sources (profit);

Passive zone: passive strategy with an outflow of resources and sources (losses);

Neutral zone: neutral strategy with relative equality of indicators.

The economic safety zone can be determined by one of two methods:

According to the initial (permanent) base by direct comparison of net assets and net liabilities with the base potential;

By the method of chain substitutions by sequential comparison of net assets and net liabilities according to the obtained derivative balance.

The safety margin is determined by comparing the indicators of strategic success (net assets and net liabilities) with the strategic standard - the standard of competitive strategy, the standard of resources, the limit value (active margin of safety - excess of resources over the established standard; passive margin of safety - lack of resources in comparison with the standard; standard margin of safety - relative compliance with the standard).

The conceptual approach to strategic competitive analysis in construction is implemented within the framework of the following aggregates: the competitive strategy of a construction organization, analysis of existing and potential competitors, areas of competitor analysis, methods and models of analysis, engineering tools for analysis, analysis algorithm, analysis of the effectiveness of a competitive strategy from the perspective of a strategic development model construction organization, analysis providing the organization and conducting a strategic analysis of competitors based on the integration of methods and models of analysis and analytical engineering tools. This allows you to evaluate the change in the cost of a construction organization, taking into account the developed and adopted competitive strategy, the results of its implementation and changes, and make informed tactical and strategic decisions.

Literature

1. Strategic competitive analysis in the transitive economy of Russia / A.M. Ilyshev, N.N. Ilysheva, T.S. Selevich. - M.: Finance and statistics; INFRA-M, 2010.

2. Lapin A.N. Strategic management of a modern organization. - M .: LLC "Journal" Personnel Management ", 2004.

3. Economic forecasting: textbook / Yu.N. Lapygin, V.E. Krylov, A.P. Chernyavsky. - M.: Eksmo, 2009.

4. Ward K. Strategic management accounting / Per. from English. - M.: CJSC "Olimp-Business", 2002.

5. Shank JK, Govindarajan V. Strategic cost management / Per. from English. - St. Petersburg: Business Macro, 1999.