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Файл:Strategic analysis and planning. Textbook
.pdf
L.A. Mochalova, V.I. Vlasov
STRATEGIC ANALYSIS
AND PLANNING
Textbook
Translation from the Russian
Moscow
IPR Media
2024
УРАЛЬСКИЙ ГОСУДАРСТВЕННЫЙ ГОРНЫЙ УНИВЕРСИТЕТ
Л.А. Мочалова, В.И. Власов
СТРАТЕГИЧЕСКИЙ АНАЛИЗ
И ПЛАНИРОВАНИЕ
Учебник
Москва
Ай Пи Ар Медиа
UDC 005.52
BBK 65.05
M86
Authors:
Mochalova L.A. — Doctor of Economic sciences,
head of Department of Economics and Management
of Ural State Mining University;
Vlasov V.I. — Senior Lecturer at the Department
of Economics and Management of Ural State Mining University
Reviewer:
Plakhin A.E. — Doctor of Economic sciences,
head of Department of Management and Entrepreneurship
of Ural State Economic University
Mochalova, Lyudmila Anatolyevna.
M86 Strategic analysis and planning : textbook / L.A. Mochalova, V.I. Vlasov ;
Ural State Mining University. — Moscow : IPR Media, 2024. — 145 p. — Text :
digital.
ISBN 978-5-4497-2752-7
The textbook examines the theoretical foundations of strategic management, provides
methods for analyzing the internal and external environment of an organization, as well as
methods for analyzing a portfolio of strategies for a diversified organization.
The main aspects of strategic planning and features of the implementation of the
organization's development strategy are outlined. A separate chapter is devoted to the
development of strategic alternatives.
Designed for students studying in the field of study “Business and Management”,
studying the disciplines “Strategic Analysis and Planning”, “Strategic Planning and Business
Plan”, “Modern Strategic Analysis and Planning” and other similar courses. May be of interest
to university teachers, executives and managers of enterprises of various forms of ownership.
Educational digital edition
ISBN 978-5-4497-2752-7 (en) © Мочалова Л.А., Власов В.И., 2021
ISBN 978-5-4497-1549-4 (rus) © ООО Компания «Ай Пи Ар Медиа», 2021
© English edition, translation, design.
LLC “IPR Media”, 2024
Educational edition
Mochalova Lyudmila Anatolyevna
Vlasov Vladimir Ivanovich
Editor A.D. Talmaeva
Technical editors, computer layout A.D. Talmaeva, A.A. Balakireva
Proofreaders I.O. Ignatieva, Yu.V. Semenova
Cover by Y.A. Kirsanov, S.S. Siziumova
Signed for use on 06.03.2024. Data volume 7 Mb.
LLC Company “IPR Media”
8 800 555 22 35 (toll-free within Russia)
E-mail: sale@iprmedia.ru
5
TABLE OF CONTENTS
INTRODUCTION ....................................................................................................... 7
1. THEORETICAL FOUNDATIONS OF STRATEGIC
MANAGEMENT ......................................................................................................... 8
1.1. The concept of “strategic management” ............................................................ 8
1.2. Stages of strategic management development ................................................... 8
1.3. Schools of strategic management ..................................................................... 10
1.4. Сomparison of strategic and operational management .................................... 12
1.5. Objects of strategic management ..................................................................... 13
1.6. Strategic thinking ............................................................................................. 13
1.7. The role of strategic management in ensuring competitiveness
of the organization ................................................................................................... 15
1.8. Model of a strategic management system ........................................................ 17
1.9. Mission of the organization .............................................................................. 18
1.10. Goals of the organization ............................................................................... 19
1.11. The essence of strategic analysis .................................................................... 21
2. METHODS OF ANALYSIS OF THE EXTERNAL
ENVIRONMENT OF AN ORGANIZATION ....................................................... 22
2.1. Macroenvironment: essence and components .................................................. 22
2.2. Immediate environment (microenvironment) .................................................. 24
3. METHODS OF ANALYSIS OF THE INTERNAL ENVIRONMENT
AND ORGANIZATIONAL RESOURCES ............................................................ 27
3.1. Components of the internal environment ......................................................... 27
3.2. Diagnostics of the internal environment .......................................................... 28
4. METHODS OF COMPREHENSIVE ANALYSIS OF THE EXTERNAL
AND INTERNAL ENVIRONMENT OF AN ORGANIZATION ....................... 30
4.1. SWOT analysis method .................................................................................... 30
4.2. SPACE analysis method ................................................................................... 34
4.3. Method for completing an organization profile ............................................... 37
5. METHODS OF ANALYSIS OF A PORTFOLIO OF STRATEGIES
A DIVERSIFIED ORGANIZATION ...................................................................... 39
5.1. Business portfolio of the organization ............................................................. 39
5.2. Formation of an economic portfolio of a diversified organization .................. 39
5.3. Matrix method of portfolio analysis ................................................................. 40
6
6. DEVELOPMENT OF STRATEGIC ALTERNATIVES .................................. 60
6.1. Nature and types of strategic alternatives ........................................................ 60
6.2. Selecting the best strategic alternative ............................................................. 60
6.3. Definition of organization strategy .................................................................. 61
6.4. Hierarchy (pyramid) of organization strategies ............................................... 62
6.5. Typical (basic, reference) corporate strategies................................................. 63
6.6. Classification of business (competitive) strategies .......................................... 64
6.7. Functional strategies ......................................................................................... 86
7. STRATEGIC PLANNING ................................................................................. 101
7.1. The concept and importance of strategic planning ........................................ 101
7.2. Typology of strategic planning ...................................................................... 101
7.3. Strategic planning process and its stages ....................................................... 110
7.4. Strategic plan and its structure ....................................................................... 111
7.5. Foreign practice of strategic planning ............................................................ 117
7.6. Russian practice of strategic planning ............................................................ 118
7.7. Formation of a rational structure of the strategic plan ................................... 119
8. FEATURES OF IMPLEMENTATION OF THE ORGANIZATION
DEVELOPMENT STRATEGY ............................................................................. 124
8.1. Importance of the implementation stage of the organization
development strategy ............................................................................................. 124
8.2. Strategic change is the core strategy execution.............................................. 124
8.3. Mobilization of human and resource potential
to implement the strategy ...................................................................................... 128
8.4. Assessment of the effectiveness of strategy implementation......................... 129
CONCLUSION ........................................................................................................ 130
LIST OF REFERENCES ....................................................................................... 131
APPENDIX .............................................................................................................. 134
7
INTRODUCTION
The relevance of strategic analysis and planning, which are discussed in this
textbook, is explained as follows.
In conditions of the active development of market economy and competitive
environment, the actions of organizations and their leaders cannot be reduced to a
simple response to ongoing changes. The need for conscious management of changes
on the basis of a scientifically based procedure for their anticipation, regulation,
adaptation to the goals of the organization and to changing external conditions is
increasingly being recognized. In the same way, the organization itself must adequately
respond to changes in the external environment.
A modern tool for managing the development of an organization in the context
of increasing changes in the external environment and associated uncertainty is the
methodology of strategic management. Practice shows that those organizations that
carry out comprehensive strategic analysis and planning operate more successfully and
earn profits significantly above the industry average. Many managers with experience
in planning and simply energetic people do not achieve the desired success due to the
fact that they scatter their efforts, trying to cover as many markets as possible, produce
as many different products as possible and satisfy the needs of different customer
groups. Success requires targeted concentration of forces and the right strategy. In other
words: whoever plans his strategy better achieves success faster.
The goal of mastering the academic discipline “Strategic Analysis and Planning”
is to master the basic methods of modern strategic analysis for assessing the internal
and external environment of an enterprise, as well as strategic planning tools.
The study of this discipline contributes to the formation of strategic thinking in
students, which will allow them to see the prospects for the development of an
enterprise, use modern methods of strategic analysis, make strategic decisions and
carry out strategic planning.
8
1. THEORETICAL FOUNDATIONS OF STRATEGIC MANAGEMENT
1.1. THE CONCEPT OF “STRATEGIC MANAGEMENT”
To understand the essence of the concept of “strategic management”, it is
necessary to understand the terms “management” and “strategy”.
Management is the ability to achieve goals using labor, intelligence, and the
motives of other people’s behavior. Management is also an area of human knowledge
that helps to carry out this function. Finally, management as a collective term for
managers is a certain category of people, a social stratum of those who carry out
management work.
In a narrow sense, the word “strategy” means “the art of deploying troops in
battle.” Over the past decades, this concept has widely entered into the everyday life
of specialists, the theory and practice of management as a set of rules that guide an
organization when making management decisions. At the same time, the strategy is
also considered as a general comprehensive plan that ensures the implementation of
the mission and achievement of the economic goals of the organization. The strategy
defines goals and the main ways to achieve them so that the organization receives a
single direction of action.
The essence of strategic management is to carry out strategic analysis and
planning when developing a long-term strategy to achieve goals, as well as the creation
and use of management mechanisms for implementing this strategy. The emergence of
strategic management is caused by objective reasons arising from the nature of
changes, primarily in the external environment of the organization.
1.2. STAGES OF STRATEGIC MANAGEMENT DEVELOPMENT
There are several stages in the development of strategic management in
developed countries, presented in table 1.
Table 1
Characteristics of the stages of development of strategic management
Periods
1900–1950
1950–1970
1970–1980
1980 — present time
Options
Budgeting
Long-term
planning
Strategic
planning
Strategic
management
Assumptions
Past
repeats itself
Trends
are saved
Trends are
predictable
For the weak
signals
9
Periods
1900–1950
1950–1970
1970–1980
1980 — present time
Type of
changes
Slower
reactions
organizations
Compare with the organization's
reaction, adaptation
Faster organizational
response
Process
Cyclical
Real time
Management
Basics
Control
deviations
Anticipating
growth
opportunities
Change
strategic
factors
Development
Accounting
market and external
environment
Accents in
management
Stability /
reactivity
Foresight
Study
Creation
Let's look at the features of each stage.
Budgeting is planning for a short-term period by drawing up annual financial
estimates — budgets for expense items associated with such production and economic
functions as production, wages, capital construction, R&D, etc. When using budgeting,
the main concern of managers is current profit and cost structure, as well as ensuring
control over the implementation of internal indicators. In the modern economy,
budgeting serves as the main tool for operational management.
Long-term planning is planning for the long term, which assumes that the future
can be predicted by extrapolating historical growth trends. Organizational leaders
usually assume that in the future, performance will improve compared to the past, and
this premise is included in the justification of the plan. A typical result of this practice
is the setting of optimistic development goals that do not match the actual results. They
may be higher, but more often they are significantly lower than planned.
Strategic planning is planning for the future, in the system of which it is not
assumed that the future must necessarily be better than the past and it can be studied
by extrapolation methods. An important place in strategic planning is given to the
analysis of the organization’s prospects, its task is to clarify those trends, dangers,
opportunities, as well as individual emergency situations that can change existing
trends. This analysis is complemented by an analysis of positions in the competitive
struggle. Unlike long-term planning, in which the plan was formed as a rigid structure,
the system of strategic planning that replaced it takes into account the fundamental
principle — the adaptability of plans.
It is known that the term “long-term planning” is used to refer to work on
planning events that will affect the activities of the organization in the long term.
Moreover, depending on the field of activity, this perspective can cover 5, 10 years or
several decades. The content of the definition of “long-term planning” largely depends
on the conditions in which it is carried out. What is long term for one organization may
10
be short term for another. Consequently, the planning horizon for different
organizations may be different. In this sense, the use of the term “strategic planning”
seems preferable, since it does not mislead regarding the planning horizon and
indicates the importance and the essence of this work.
Currently, strategic planning constitutes the essential basis of strategic
management.
Strategic management (strategic management) is a type of management that
extends to the development and implementation of management decisions that
determine the long-term goals of the organization in an unstable environment. With the
advent of strategic management, there was a change in the mentality of managers from
the formula: “From the past through the present to the future” — to the formula:
“From a successful future to the present.”
Strategic management is not a task, but rather a necessity for the daily
application of a certain set of management skills in an organization in order to
implement corporate strategy.
The main questions that strategic management answers:
Why?
Vision, shared values, abilities
Who?
Leaders, managers, employees, team, customers, partners
How?
Competition, innovation, organization, processes, marketing, sales
What?
Value creation, competitive advantage, sustainable growth
Where?
Business strategies, roadmaps, market research
When?
Managing Change, Finding Opportunities, Fast Firm
Strategic management plays a key role in the effective use of technological
advances. To enable technicians to make the greatest contribution to enterprise
performance, managers must take a broader view of their functions and understand
how these functions are integrated into the system of organizational processes and,
ultimately, into corporate strategy.
1.3. SCHOOLS OF STRATEGIC MANAGEMENT
To date, many schools of strategic management have been formed.
In the 1960s, A. D. Chandler, K. Andrews, and I. Ansoff were the founders of
the design school, which considered strategy as a process of informal design, i.e.,
understanding the situation, constructing, designing, modeling. Each firm is unique, it
is located in a unique external environment and, therefore, must have a unique strategy.
The main toolkit of this school is the well-known SWOT analysis.
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