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Файл:Strategic analysis and planning. Textbook
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9) planning by function (technical and economic, financial, innovation,
investment, social, etc.);
10) drawing up a strategic plan with key indicators;
11) adjustment of the plan.
At the end of strategic planning, previously performed studies and calculations
are documented. The strategic plan is drawn up in the form of a single document with
the corresponding main indicators. The content of the strategic plan can be arbitrary,
since this issue has not yet been sufficiently worked out and does not have generally
accepted recommendations.
7.4. STRATEGIC PLAN AND ITS STRUCTURE
A plan — a foreseeable, prepared program for the socio-economic activities of
an organization and all its divisions for a certain period.
A strategic plan — a program of enlarged actions to achieve set goals.
The strategic plan includes a vision and mission, overall goals that determine the
organization’s place in the future, and selected action strategies. An integral part of the
strategic plan is the organization's policy. It includes the organization's global
programs.
It is the strategic plan that gives the organization certainty and at the same time
individuality. At the same time, the strategic plan is developed sufficiently flexible,
taking into account the needs of the market, in order, if necessary, to carry out possible
modifications and, if necessary, reorientation to the production of other products.
The strategic planning horizon is determined by the complexity and renewal of
manufactured products, the age of the organization, and its features. At the moment,
several methods for developing a strategic plan for the development of an organization
are presented in foreign literature, many of which have been reworked by domestic
scientists in relation to the peculiarities of managing Russian organizations. Let's look
at the most successful of them.
Assessing the types of strategic plan structures (domestic experience)
Approach of R. A. Fatkhutdinov. R. A. Fatkhutdinov proposes to develop a
system of strategic plans for the organization, consisting of plans at two levels:
1) the organization’s strategy for the period from _ to _;
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2) strategic plans that reveal the organization’s strategy and ensure the
achievement of the organization’s strategic goals for the same period (sections
“Organization strategies”).
As part of the “Organization Strategy” as a comprehensive planning document,
the following is assumed:
1. Table of contents.
2. Preface (executive summary).
3. Description of the organization.
4. Marketing strategy.
5. Strategy for using the organization's competitive advantages.
6. Product renewal strategy.
7. Production development strategy.
8. Production support strategy.
9. Strategic financial plan of the organization.
10. Strategy for the international activities of the organization.
11. Management system development strategy.
12. Organization of implementation of the organization's strategy.
13. Application.
Marketing strategy can be considered a fundamental part of the strategic plan.
The main planned indicators of the functioning and development of the organization
are formed precisely at the stage of strategic marketing.
Approach of A. B. Idrisov. He identifies strategic planning with business
planning, which focuses on marketing strategy. He offers a framework for developing
a strategic marketing plan, shown in fig. 24.
Fig. 24. Scheme for developing an organization’s strategic plan (A. B. Idrisov’s approach)
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The strategic marketing plan includes:
1. Mission of the strategic business unit (SBU) (general description, main areas
of activity and tasks solved by the SBU, distinctive features).
2. Review of SBU financial results (sales / turnover, margin, profit).
3. Review of the market situation (market potential, its main segments, driving
forces of competition).
4. Results of SWOT analysis (for market segments).
5. Results of segment analysis (analysis of the profitability of each segment —
products, territories, sales channels, customers, target consumer groups).
6. Results of portfolio analysis (the results of SWOT analysis and segment
analysis should be summarized in matrix models).
7. Strategic marketing goals at the planning stage (Gap analysis, Ansoff and
Porter strategies).
8. Marketing strategies for market segments (4 P strategies).
9. Segment analysis and portfolio analysis for the planning period (segment
analysis and portfolio analysis procedures must be carried out for each planning period:
if the strategic plan is drawn up for three years in advance, then the results of the
analysis must be presented at the end of each year).
10. Required resources (budget).
The main disadvantage of this concept is the identification of strategic and
business planning. For the entire complex of general goals, this plan includes only
those that are related to the marketing strategy, while the strategic plan may also
include other organizational strategies that are full-fledged equilibrium parts along with
the marketing plan.
Approach of T. P. Lyubanova. She proposes building a strategic plan in the
form of a concept containing:
1) results of strategic analysis (brief summary of the conclusions of the SWOT
analysis);
2) organization strategy:
• basic strategy (based on the results of strategic analysis);
• synergistic business portfolio (based on the results of SMZ);
• functional strategies (based on the results of technical and economic planning);
3) strategic plan programs;
4) financial plan of the enterprise (long-term);
5) main indicators of the strategic plan (as guidelines for achieving strategic
goals).
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The author of this concept focuses special attention on identifying strategic zones
and business centers, since they can give a picture of the future changes in the
organization, which is very important for making effective strategic decisions.
Approach of A. I. Ilyin. The structure of the strategic plan, proposed by
A. I. Ilyin, is presented in table 20 and includes eight sections.
Table 20
Structure of the strategic plan (approach of A. I. Ilyin)
Name
Section indicators
1. Corporate mission
Goals and objectives of the organization
Areas of activity
Business structure and growth rates
Nature of customer satisfaction
Features of manufactured products
Product strategy
Pre-sales and post-sales service strategy
Partners
Buyers, clients
Suppliers
Company values, personnel policy, staff motivation
Organizational management structure
Revenues (magnitude, profitability, earnings per share, etc.)
Social activities
Charity
Culture and image of the organization
2. Products
Enlarged range of products
Range of new products being developed
Nomenclature of discontinued products
Range of related products
Number of potential buyers
Market capacity and sales volume
Product profitability
Price policy
Product quality
Time frame for development and launch of new products
Costs for R&D
Speed of customer service
Number of claims and reclamations
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Name
Section indicators
3. Competition
Customer service level
Degree of product differentiation
Cost level
Entry barriers
Intensity of competition
Activities to take advantage of
Measures to overcome weaknesses
Activities to realize opportunities
Measures to prevent threats
4. Markets
Market boundaries
Significance of market segments
Sales channel power
Transport network
Availability of market segments
Dynamics of market changes
Potential competitors
Forecast of the appearance of substitute products
Strategy for promoting goods to markets
Product distribution system
Concentration of sales in markets
Market share
Relative market share
5. Resources
Amount and structure of fixed and working capital
Organizational assets
Productive capacity
Accounts payable and receivable
Forecast of changes in resource prices
Amount and directions of investments
Resource efficiency
Loans
Organizational profitability
6. Business briefcase
Production structure of the organization
Selling property
Purchasing property
Merger of ownership
Degree of diversification of the organization
Issue of securities
7. Innovation
Creation, development and improvement of product quality
Introduction of new technologies
Mechanization and automation of production
Improving management
Saving resources
Environmental protection, etc.
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Name
Section indicators
8. Investments
Real
Portfolio, intellectual
Section 1 “Corporate Mission” reflects the existing market opportunity to satisfy
specific types of needs by supplying products to a given category of consumers in
competition with a certain group of other manufacturers. This section should clearly
formulate decisions regarding the nature of the products being manufactured, finding
optimal product niches for the goods, and the strategy for servicing the goods.
Section 2 “Products” contains an enlarged product range and sales volume,
accessibility of the market segment for the organization and profitability.
Section 3 “Competition” sets as its task an assessment of what changes in
strategy competitors can undertake and what measures should be taken in order to fully
exploit the advantages of the enterprise.
Section 4, Markets, sets the boundaries of the market. They are determined not
only by its geography, but also by the characteristics of the use of products. When
determining the market boundary, the significance of the market segment and intensity
of competition is taken into account.
Section 5 “Resources” describes the production, labor, and financial resources
necessary to support the strategy.
Section 6 “Business Portfolio” discusses acquisition opportunities and sale of
the organization, its structural divisions, methods of restructuring, etc.
Section 7 “Innovations” contains a list of all innovations planned for
implementation in the future.
Section 8 “Investments” includes a detailed feasibility study of the proposed
innovations, carried out in the investment plan and individual business plans.
Soviet approach. When drawing up a strategic plan for the development of an
organization, it is necessary to take into account all the vast experience of the Soviet
school. Guided by specific figures developed by state planning authorities,
organizations formed draft five-year plans for economic and social development with
the distribution of tasks by year. Five-year plans were drawn up on the basis of
scientifically based norms and standards, labor costs, raw materials, materials and fuel
and energy resources, as well as standards for the use of production capacity and
specific capital investments.
The five-year plan included the following sections:
1. General provisions (indicators, limits, standards).
2. Production plan.
3. Technical development of production, increasing its efficiency.
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4. Norms and standards.
5. Capital investments and capital construction.
6. Logistics support.
7. Labor and personnel.
8. Profit, profitability and cost of production.
9. Economic stimulus funds.
10. Financial plan.
11. Social development of the team.
12. Nature conservation and rational use of natural resources.
7.5. FOREIGN PRACTICE OF STRATEGIC PLANNING
To date, a wealth of foreign experience in corporate governance has been
accumulated, in particular, experience in the successful implementation of strategic
plans for the development of integrated structures. Vivid examples of the effective use
of strategic planning systems are provided by Japanese corporations, including
Matsushita, one of the world's largest manufacturers of household electronic and
electrical goods. The strategic plan of the corporation is based on its mission, which
consists of “contributing to improving the quality of life of the population through
expanding the sale of cheap electrical appliances” and complemented by such strategic
guidelines as “ensuring the growth of the company on the basis of mutually beneficial
relationships between the company and consumers”, “making a profit based on serving
society”, “private competition in the market”, “taking into account the economic
interests of shareholders, supplier firms and intermediaries” and “wide participation of
personnel in management”.
In the general context, the most important targets for strategic corporate planning
are formulated, including: the growth rate of production and sales volumes, increasing
the rate of profit per unit of volume of the latter and expanding the company’s market
share. The principles of “rolling” planning and interconnection of long-term (five-
year), medium-term (two-year), annual and operational plans are being implemented.
Leading role in the development of strategic plans play the planning departments
of enterprises as they participate in the corporation, interact with senior management.
The main organizational and technological elements of the algorithm for
developing strategic plans and their connection with the corporation’s annual plans
come down to the following:
1. Declaration of the corporation's strategy at the beginning of each year.
2. Development and communication of planned guidelines to branches in the
form of assignments from senior management on production and sales volumes, cost
limits, including wages.
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3. Determination of the planned policy of the branches, aimed at the
implementation of targets received from above.
4. Development of plans by each division that is a part of the department based
on the settings received from the management of the department.
5. Development, based on the aggregation of departmental plan indicators, of a
draft departmental plan (including a budget).
6. Approval of the plan and their assessment according to the criterion of the
adequacy of the overall strategy.
7. Integration of separation plans, after approval by corporate management, into
the overall corporate plan.
8. Transfer to branches of an approved plan containing mandatory target
indicators: the minimum rate of profit to sales volume and the amount of payments to
the central company.
It should be especially noted that the Matsushita Corporation gives preference to
strictly defined planning strategies, which include:
1) focus on increasing the scale of production based on its own development,
and not through the acquisition of third-party companies;
2) following the leader in the sense of investing in development areas that have
been tested in a particular company and guarantee success;
3) achieving financial independence, focusing on one’s own profit, strictly
limiting the costs and capital of branches, effective management of receivables and
payables.
The experience of organizing strategic planning in the oldest German automobile
concern Daimler-Benz seems very valuable and instructive. Let us only note the
enormous importance of using the scenario approach in the development of options for
the strategic plan, the development and implementation during planning of an
interrelated set of strategic projects.
In the methodological tools for strategic planning, used in many foreign
corporations, matrix methods are distinguished. Analysis of publications indicates the
fundamental applicability of the noted types of strategic matrices as aids in making
planning decisions. Precisely auxiliary, and not exhaustive, because optimal solutions
require taking into account many essential factors that are not covered by the matrices.
7.6. RUSSIAN PRACTICE OF STRATEGIC PLANNING
The development of strategic development plans requires large intellectual and
organizational costs with unguaranteed results in the future. However, strategic
planning is recognized as vital and is widely used. In Russian practice, the level of
strategic planning is significantly lower than in the West, due to a number of reasons:
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lack of a sufficient number of qualified personnel, weak corporate culture of the
company, low predictability of economic development as a whole, etc. To analyze the
processes of translating — long-term planning in organizations often lacks factual
material. However, the number of examples of introducing elements of strategic
planning in the activities of Russian organizations is multiplying.
The most noticeable efforts in the field of strategic planning are made by large
corporate associations in export-oriented areas, primarily in the fuel and energy
complex.
A study of the experience of Russian organizations indicates the absence of
officially accepted recommendations on the procedure and form for presenting plans.
Uncertainty about the future and insolvency of consumers do not contribute to planning
activities for the long term. If an enterprise finds the strength and means to implement
any strategy, then this happens, at best, in the form of a business plan. To increase the
competitiveness of enterprises and improve their financial position, it is necessary to
carry out a set of various measures, the basis of which should be the strategic
development plan of the enterprise.
7.7. FORMATION OF A RATIONAL STRUCTURE
OF THE STRATEGIC PLAN
The strategic plan of an enterprise should become a comprehensive program for
all production, economic and social activities of the organization, aimed at achieving
the main strategic goals with the most complete and rational use of material, labor,
financial and natural resources.
The strategic plan must necessarily contain a set of key indicators as specific
guidelines for future activities. The degree of accuracy of the estimated values,
according to the experience of foreign countries, may vary within 25–40 %. This is due
to the long planning horizon characteristic of a strategic plan.
The strategic plan should act as a tool for the progressive development of the
enterprise, since it encourages managers to constantly think forward, leads to clearer
coordination of efforts, to the establishment of performance indicators for subsequent
monitoring, makes it more clear to define objectives and market settings and makes the
enterprise more prepared for sudden changes.
The rational structure of the enterprise's strategic plan was developed taking into
account the vast experience of the Russian school, foreign materials, developments in
recent years and scientific justification.
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Based on the above, we can propose the following optimal structure of the
enterprise’s strategic plan:
1. Mission and strategic goals of the enterprise.
2. Description of products.
3. Strategic analysis.
4. Basic strategy.
5. Strategic marketing plan.
6. Strategic production plan.
7. Strategic plan for material support of production.
8. Strategic organizational plan.
9. Strategic financial plan.
10. Strategic innovation plan.
11. Strategic investment plan.
12. Strategic social plan.
13. Strategic environmental plan.
14. Key indicators of the strategic plan.
15. Risk assessment.
16. Applications.
The content of the sections of the strategic plan includes the following questions.
1. Mission and strategic goals of the enterprise:
• name of the enterprise, its organizational and legal form, legal and postal
address;
• mission of the enterprise;
• strategic goals of the enterprise;
• main activities;
• brief economic, geographical and historical background;
• authorized capital of the enterprise, founders and distribution of capital
between them;
• brief information about the personnel of the enterprise (its number, structure);
• structure of assets (fixed and current);
• main financial and economic indicators of the enterprise’s activities;
• a brief description of the current financial condition.
2. Product Description:
• description of products, services, cost, manufacturability, versatility, quality
level and their compliance with standard requirements;
• assessment of product competitiveness;
• the main differences between the offered products and similar ones, their
advantages.
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