The criteria for the effectiveness of the enterprise strategy include. Criteria for the effectiveness of the corporate strategic management system. Determination of the effectiveness of the current potential of the company

The performance indicator is understood as a numerical characteristic,

which allows you to assess the degree of achievement of the goal.

In practice, difficulties always arise in choosing one or another

performance indicator. The performance indicator should:

1) be consistent with the purpose of the enterprise strategy and have a clear

physical meaning;

2) be universal, i.e. able to take into account all the main

properties and features of the strategy;

3) be sufficiently sensitive to changes in parameters,

influencing the strategy and exist for all possible variants of their

changes.

However, the complexity of the strategies economic activity does not allow

choose one of the generalizing performance indicators

as integral. At least two groups can be distinguished

indicators of strategic performance: indicators of external

efficiency and indicators of internal efficiency.

The first group of indicators reflects the dynamics of market goals

enterprises. For external environment the efficiency of the enterprise

associated with his ability to meet primarily needs

consumers. Therefore, it is important for the enterprise that the larger the value

demand, the more significant the “living space” within which

it can develop. Market share and market growth rates

inextricably linked with the concept of market capacity, which can be determined

as the maximum possible level of demand. So the market share

determined as a percentage of market capacity, market growth rate

characterized by its dynamics in percentage terms over a number of years. Not

less important for assessing performance is the indicator

the level of satisfaction of demand and the level of market

competitiveness.

Internal efficiency shows how,

meeting specific needs affects dynamics

own goals of the enterprise. The most common internal purpose

the enterprise is the size of future profits. Other common

the criterion is the indicator of the volume of sales. Indicator of strategic

investment efficiency is a criterion of non-negative

net present value, internal rate of return and

derived indicators from them. The indicator is also often used

growth rates of real assets or equity capital.

As a rule, the choice of the criterion of strategic efficiency is not

is limited to any one indicator, since it depends on

features of the current situation, prevailing (dominant)

goals of the enterprise, as well as the availability of a reliable and reliable information O

the state of the external and internal environment. Since there is an objective

the need for a comprehensive assessment of the strategy, while as objects

assessment can be considered various alternatives to the selected baseline

strategy, including the one in effect at the time of the strategy assessment.

There are two possible approaches to integrated assessment:

1. Assessment according to the integral indicator of efficiency.

2. Assessment of _______ by a set of performance criteria.

The first approach is based on evaluating each alternative

assessment strategies based on a generalizing integral indicator

efficiency in terms of the expected result (effect) from the adoption of this

strategy and assumes two basic assumptions:

Determination of a homogeneous measure of effectiveness for different purposes

strategy. Since the most common measure (criterion) of efficiency

is the amount of profit (income), then the overall efficiency of a specific

strategy can be defined as the sum of goals weighted

results in the form of profit (income).

Taking into account possible changes in the state of external conditions that

can have a significant impact on the results of the implementation of the strategy in

the whole. Therefore, the effectiveness of achieving each specific goal

is probabilistic.

With this in mind, the main steps of the assessment methodology are to

the following:

1. Determine the measure of effectiveness in relation to each goal.

2. If the obtained measures of efficiency turn out to be different, then

bring them to overall measure efficiency. Moreover, for the purposes expressed

quantitatively, one can construct a correspondence function (i.e.

“Weigh” the units in which the various targets are measured). For

qualitative goals, the measure of effectiveness is determined using expert

estimates (you can build a preference function).

3. Determine the relative importance of goals on a scale from 0 to 1.

4. Determine for each goal the probability of achieving the possible

the level of efficiency (effectiveness) for a given strategy.

5. Summarize the goal-weighted results for each

strategy in order to obtain the expected effect from the implementation of the strategy in

7. Carry out the choice of the most effective strategy.

The second approach is based on the selection of a set of criteria

strategic efficiency, most appropriate to the nature of the goals

enterprise and multivariate comparative performance assessment

alternative strategy options. The main difficulty of calculations

is to justify the choice of criteria for strategic efficiency

and a probabilistic assessment of the uncertainty of the external environment. Moreover, one of

the main conditions for the assessment is quantitative commensurability

different criteria, therefore their values ​​should be expressed in

relative units.

Of course, there is always a desire to choose an alternative, in

which costs of funds and risk would be minimal, and the received

the results are maximum. But in practice, such alternatives

are extremely rare. Therefore, the methods of complex

multivariate comparative assessment based on the distance method,

which allows you to take into account not only the absolute values ​​of indicators

each strategy, but also the degree of their proximity or distance to the indicators

strategy-benchmark. In this regard, the coordinates of the compared

strategies are expressed in fractions of the corresponding coordinates of the reference strategy,

taken as a unit.

The essence of this method is to determine the strategy of the benchmark.

This is a non-existent strategy that is characterized by

the best values ​​of indicators. Each alternative compared

viewed as a point in n-dimensional Euclidean space:

the coordinates of the point are the values ​​of the indicators along which the

comparisons. Then the distance of a point (one alternative) from the reference

the value whose coordinates represent the best results

for each indicator from the population, will determine the place of this

strategies in the set being compared. Each of the comparison indicators

has a weighting factor showing its importance in the total volume

information.

The optimal strategy will be the one that has the least value.

complex assessment and, therefore, minimally different from

reference strategies.

This method shows how much each real strategy

differs from the reference strategy (i.e., the distance of each strategy from

reference). Necessary calculations it is advisable to carry out in accordance with

Table 2.

Let us emphasize some of the advantages of the proposed method.

multidimensional comparative assessment of alternative strategies.

First, the considered methodology is based on a complex

a multidimensional approach to assessing such a complex and ambiguous

phenomenon as a strategy of the enterprise. Secondly, she

takes into account the possible achievements of all alternative strategies and the degree

their proximity to the benchmark strategy indicators. Third, the proposed

methodology quantifies strategy effectiveness,

based on objective criteria to avoid

subjectivity and more realistically assess the effectiveness of the strategy.

The considered technique allows you to evaluate not only the expected

the effectiveness of the strategy, but also to choose the most effective strategy

from several alternatives.

Despite the fact that the number of car washes has not decreased, as well as the flow of car sales has not decreased. On the contrary, it even contributed to the process of expanding this activity. On, that is, there are two weighty and interrelated reasons:

• 1. Owners of car washes in most cities were forced to reduce or not increase their prices for washing services, since at the beginning, mobile car wash stations, which can be installed directly in the garage, in the yard of a house or summer cottage, became very popular.
• 2. The cost of the equipment necessary for the arrangement of a car wash has fallen in price by 25-30% in comparison with the prices of two or three years ago. More and more new suppliers of special equipment are entering the market, and competition is pressing, forcing prices to fall. Used washing equipment often costs the same as a new set. And inexpensive washing plants open up a lot of scope for the implementation of bonus, incentive and savings programs that form good loyalty and attract new customers.

This is how the car wash business develops even in today's troubled times of crisis. This is further proof that it doesn't matter when to start a business. As practice shows, it was during the depressive economic periods of recession that new business empires were built, covering not only cities, but also countries and continents. Egorshin A.P., Rozhdestvensky V.G. Strategic management: Tutorial... - N. Novgorod: NIMB, 2011 .-- 415 p.

Assessing the strategy is the final step strategic planning and continues at all stages of the strategy implementation. It can be done in two ways:

evaluating specific strategic options that have been developed to determine their suitability, feasibility, acceptability and consistency for the organization;

comparison of the results of the implementation of the strategy with the level of achievement of goals.

An effective rating system requires four basic elements:

Motivation for assessment... Before an assessment can be made, an organization leader must be willing to assess his own performance or the strategy that he or his team wants to implement. This desire is due to the realization that it is necessary to achieve alignment between the organization and the proposed strategy. There is another potential motivating factor: if the manager hopes to receive remuneration depending on the performance of the assigned tasks. Business planning / Ed. full member of the Academy of investments of the Russian Federation, doctor E. D., prof. V.M. Popov, doctor e. n. S.I. Lyakunov. - M .: Finance and Statistics, 2000

Information for evaluation... Another requirement for the credibility of the assessment is information in a usable form to evaluate the proposed strategy and its post-implementation implications. This requires an effective system for collecting and processing management information, as well as a complete and reliable report on the possible results of the proposed strategies and the results of their implementation.

Criteria for evaluation... Strategies must be judged against specific criteria. These criteria can be grouped as follows:

• * Consistency of the implementation of the strategy. The strategy is determined by the goal of the upper level, so it should not contain goals of the lower level that are inconsistent with the upper level.
• * Consistency with the requirements of the environment. The strategy must be consistent with the external environment and the critical changes taking place in it.
• * Feasibility of the strategy. The strategy should neither overestimate the available resources nor create unsolvable problems in the future.
• * Acceptability for stakeholders. The strategy should be consistent with the expectations of specific support groups.
• * Advantage over competitors. The strategy should ensure the creation or maintenance of a competitive advantage in the chosen area.

Decisions based on the results of strategy evaluation... Evaluation itself is not a final step. It should guide decisions about the choice of strategy and help determine its effectiveness. For this, appropriate corrective action systems should be developed based on the assessment of the information provided.

In today's rapidly changing external environment and internal capabilities of companies, assessing the effectiveness of the chosen strategy is the most important part of process strategic management... This stage turns it into a closed cycle, into a sequential continuous process.

Currently integral system there is no assessment of the strategy. There is no clear theoretical and practical position regarding its principles.

In the management literature, economists distinguish between the following aspects of the effectiveness of a company's strategy:

internal efficiency - efficiency in terms of using the internal capabilities of the company or in terms of managing internal resources;

external efficiency - efficiency in terms of using the external capabilities of the company;

overall efficiency - a complex set of internal and external efficiency;

market efficiency - how well customer needs are satisfied compared to alternative ways their satisfaction;

target efficiency - reflects the measure of achievement of the goals of the organization.

To assess the current strategy of the company, first of all, it is necessary to determine what the chosen strategy is. What is the company's approach to competition - whether it strives to achieve the lowest production costs in the industry, or focuses its attention on a specific group of consumers and market niche in order to break away from its pursuers. Others important point is to determine the competitive position of the firm in a given industry of goods and services - the degree of its vertical integration and territorial coverage. It should also identify and analyze functional support strategies in the areas of production, marketing, finance, labor resources etc. A careful study of the incentives for each section of the strategy - each step and each functional approach - will also clarify the essence of the current strategy.

Evaluation of the effectiveness of the strategy is carried out on three different levels- an individual manager, at the level of a functional unit, at the level of the company's management system as a whole.

The criteria for assessing the effectiveness of a manager are: the potential of a manager - his qualifications, knowledge, skills, abilities, psychological traits; the work of a manager - the typical complexity of his tasks, the time spent on performing typical tasks; the results of the work of the manager in all angles: his individual labor, his contribution to the indicators of the functional management apparatus in which he works, and, finally, his contribution to the results of the activities of the object of management under his jurisdiction.

The assessment of the functional divisions of the company is carried out in the following four positions:

assessment of the qualifications of the personnel of the unit. This assessment is an average assessment of the level of qualifications of managers and specialists who make up the functional management body;

assessment of the organization of managerial work in the unit. It evaluates the forms and methods of interaction between managers of the department with the object of management and with each other. As part of this procedure, the feasibility of the staffing table, the distribution of duties in the unit, as well as the workflow of the unit are analyzed and evaluated;

assessment of control technology. The modernity and effectiveness of methods used in management, the use of technical means and computer technology in the process of management;

performance evaluation management activities... This assessment is carried out taking into account the specific tasks facing this functional unit.

Assessment at the management level of the company as a whole is reflected in a large set of indicators used to characterize its activities. These indicators include:

coefficients reflecting the company's position in the market;

coefficients characterizing the efficiency of using the personnel of the enterprise;

ratios characterizing the financial condition of the company;

indicators characterizing the investment attractiveness of strategic decisions.

In market conditions, in the presence of a competitive environment, the growth of production efficiency can be carried out mainly within the framework of such economic strategies that are aimed at obtaining long-term profit, to increase stability financial situation the enterprise and its competitiveness for a relatively long period of time.

An enterprise can ensure high profitability in the short term without resorting to increasing production efficiency, but, ultimately, at the cost of weakening its position in the competition in the future. And vice versa, for a relatively long period of time to ensure its competitiveness, to achieve higher cumulative profits (over several years, usually from 7 to 12), instead of seeking momentary profit, an enterprise can only by increasing production efficiency on an ongoing basis.

Measures to increase the efficiency of production, its further intensification require, ultimately, the technical modernization of production, the introduction of the achievements of scientific and technological progress and an adequate restructuring of management systems and labor organization. And this, in turn, means a long period of capital turnover, cost recovery and possibly higher profits (primarily its mass), but over a relatively long period of time. Large investments in new industrial construction, large R&D expenditures have a long payback period and bring profit on average in 7–8 years. The restructuring of organizational structures and management systems, training and education of personnel, advanced training of the workforce, other measures for the expanded reproduction of human capital of a higher quality, as well as measures for the introduction and development of new technology, also have a payback period of more than one year. In addition, the development and production of new products often requires radical changes in the sales network, and its formation today takes an average of 3-5 years. Thus, the implementation of measures that ensure an increase in production efficiency and an increase in competitiveness is possible mainly within the framework of economic strategies designed to obtain long-term profits. Such strategies, within the framework of which the expanded reproduction of capital is carried out, we will call strategies of the first type. But the implementation of strategies of this type is not only associated with large initial investments, but also leads to changes in the very conditions for the reproduction of individual capital, to which the management of enterprises is forced to react accordingly.

Strategies of the second type aimed at optimizing current financial indicators, to maximize short-term profits by maneuvering the economic structure of the enterprise (its assets), speculation in the fictitious capital market, artificially inflating prices for products.

In market conditions, both types of economic strategies in enterprise management are intertwined and their division is rather arbitrary. Therefore, for the dynamics of production efficiency, it is important not to strictly adhere to the management of the enterprise to one or another type of economic strategies, but, firstly, their ratio in intrafirm management, and secondly, the correspondence of the chosen strategy to the tasks of strengthening the competitiveness of the enterprise in the market, and therefore to the technological way of life, economic specifics, the comparative advantages that a particular enterprise currently has.

Naturally, within the framework of each type of strategy, many of them can be distinguished. different types, corresponding to the economic and production specifics of the given enterprise. Strategies of the first type include:

A strategy to minimize production costs;

The strategy of increasing the share of the sales market controlled by the enterprise (“market share” strategy);

R&D innovation programming strategy.

By minimizing production costs, profit increases as a result of cost reductions advanced capital... The increase in production efficiency occurs as a result of a decrease in total labor costs, the use in production of more productive equipment, more economical types of raw materials and materials, an increase in the concentration of production, an increase in the serial production of products using equipment of a larger unit capacity (i.e., obtaining the so-called economies of scale production).

The strategy aimed at expanding the sales market share contributes to an increase in production efficiency due to a higher share of newly created value (conditionally net production) in the total volume products sold, the rate of growth of turnover of enterprises. The growth of the sales market share is directly related to the achievement of superiority over competitors. And this is largely due to an increase in consumer qualities, the technical level of products, the quality of customer service, which favorably distinguish the products of this enterprise, with the implementation of its other comparative advantages. The implementation of this strategy can also contribute to improving production efficiency by reducing unit costs for product sales (i.e., by reducing commodity stocks, storage costs, etc.).

Within the framework of innovative R&D programming, focused on the creation and industrial development of innovations, not only the creation and implementation of advanced technologies is carried out, but also the development of fundamentally new types of products, of higher quality and having no close analogues on the market. This strategy has a positive impact on the dynamics of production efficiency by both reducing costs (mastering new technologies) and increasing the result. In market conditions, in order to successfully fight competitors, enterprises at high rates of scientific and technological progress are forced not only to adapt to the existing product structure, but often to radically change it, forming markets for new goods and services.

Naturally, in real economic practice, these types of strategies of the first type are closely intertwined. So, as the production of new products increases, their competitors master them, the pioneer company (or pioneer company) in this market, in order to maintain or increase its market share, must take care of a more acceptable price level for consumers (in terms of choice), which means that and minimizing production costs.

Among the strategies of the second type are:

The strategy of maximizing (artificially inflating) production costs;

The strategy of shifting the growth of production costs onto the consumer (CPM, from the English cost pass-along management);

Simulation programming R&D;

The strategy of manipulating the "capital investment portfolio".

The strategy of maximizing production costs is aimed at increasing profits through government or other subsidies in the absence of direct (intra-industry) price competition. In the United States, for example, this strategy is most widespread at the enterprises of the military-industrial complex.

Within the framework of the SRM, the growth of production costs (for example, as a result of rising prices for raw materials and supplies), and again with weakening of intra-industry competition (for example, with the introduction of high tariffs on imports of finished goods), is directly taken into account in the price of products, i.e. passed on to the consumer. Under the conditions of high inflation rates and rapid depreciation of investments with a long payback period, enterprises try not to replace those types of resources whose prices have increased, or not to start introducing new resource-saving technologies if this requires large investments. There is only an adjustment of the selling prices with a constant level of production efficiency.

With simulation programming of R&D, the economic result is achieved by updating the range of products due to "cosmetic" improvements in products already on the market (packaging, design, color, etc.). It is possible to obtain short-term profit within the framework of such a strategy, but it is unlikely that it can ensure the competitiveness of the enterprise in the long term. Moreover, there will be no noticeable changes in the level and growth rate of production efficiency in this case, since the ratio of costs and benefits does not change. In essence, R&D simulation programming is one of the manifestations of the CPM strategy, but already in relation to a predominantly non-price form of competition.

The strategy of manipulating the "capital investment portfolio", within the framework of which the purchase and sale are carried out operating enterprises and assets of firms, mergers and acquisitions of some firms by others through operations with securities on the stock exchange, negatively affects the dynamics of production efficiency due to unproductive diversion of capital: technical modernization of production facilities, capital investment in the development of production does not occur, but financial resources used only for the redistribution of the existing production apparatus between the owners of the means of production. At the same time, the main emphasis is placed on improving the current financial position of the enterprise, on increasing its ability to meet the needs of those share holders who are interested, first of all, in receiving high dividends or playing on fluctuations in the share price, but not in the long-term increase in the value of securities. enterprise papers.

The predominance of each of the types of strategies is determined by the action of a number of factors in the economic activity of enterprises. For example, the strategies of leading Japanese firms are primarily characterized by growing diversification of production. It is associated with the emergence of new ideas and technologies (innovative programming R&D), with the need to enter new market when it is discovered that the old market is in decline, there is an opportunity to capture a higher share in the new market (“market share” strategy), or some other threat is created to slow down the company's growth. Production is diversified because this is the industrial policy of the government, which provides additional incentives for those companies that develop new industries and new sales markets, etc.

At the same time, initially the emphasis can be placed on some types of economic strategies, and then on others. Japanese industrial companies, in the development of new markets (industries), first sought to lead in production costs, which allowed them to start with a small market share and gradually increase it. And upon reaching a certain market share, innovative activity and production improvement became increasingly important. As the share of labor costs in the cost of production declined, companies tended not to get carried away with capital investments in new technique, but to maximize the return on existing production equipment, carefully calculating the economic efficiency of investment programs.

In general, the change in the ratio of strategies depends on management at the macroeconomic level and on the foresight of enterprises, their willingness to sacrifice short-term profits in exchange for higher, long-term ones.

The analysis of enterprise strategy covers all functions and divisions: procurement, production, finance, marketing, human resources, research and development. Each is assigned a specific role in this analysis. New actions and approaches will show possible ways changes and transformations of the current strategy.

The well-known concept economic efficiency as a comparison of costs and benefits. In other words, the performance indicator is understood as a numerical characteristic that allows you to assess the degree of achievement of the goal. In practice, there are always difficulties in choosing one or another performance indicator. The performance indicator should:

1) be consistent with the goal of the enterprise strategy and have a clear physical meaning;

2) be universal, i.e. able to take into account all the main properties and features of the strategy;

3) be sufficiently sensitive to changes in parameters that affect the strategy and exist for all possible options for their changes.

However, the complexity of economic strategies does not allow choosing from the number of generalizing performance indicators any one as an integral one. There are at least two groups of strategic performance indicators:

External performance indicators;

Internal efficiency indicators.

The first group of indicators reflects the dynamics of the market objectives of the enterprise. For the external environment, the efficiency of an enterprise is associated with its ability to satisfy, first of all, the needs of consumers. Therefore, it is important for an enterprise that the greater the amount of demand, the more significant the “living space” within which it can develop.

Indicators market share and market growth rate inextricably linked to the concept market capacity, which can be defined as the maximum possible level of demand. Thus, the market share is determined as a percentage of the market capacity, the market growth rate is characterized by its dynamics in percentage terms over a number of years. Equally important for assessing the effectiveness of activities is the indicator level of demand satisfaction and market competitiveness level .

Internal efficiency shows how the satisfaction of certain needs affects the dynamics of the company's own goals. The most common internal goal of an enterprise is future profit .

Another common criterion is the indicator sales volume... An indicator of the strategic efficiency of investment is the criterion non-negative net discounted profit , internal rate of return and indicators derived from them. The rate indicator is also often used. growth of real assets or equity .

As a rule, the choice of the criterion of strategic efficiency is not limited to any one indicator, since it depends on the characteristics of the current situation, the prevailing (dominant) goals of the enterprise, as well as the availability of reliable and reliable information about the state of the external and internal environment. Since there is an objective need for a comprehensive assessment of the strategy, various alternatives to the chosen basic strategy, including the current strategy at the time of the assessment.

The long-term success of a company in fulfilling its mission is determined by the degree of achievement of the global strategic goal, that is, by the constancy of maintaining a high level of competitive advantages. It depends on how much the management decisions taken today take into account:

a) the potential degree of instability in the external environment of the firm;

6) achieved and predicted for the future level of external and internal flexibility of the strategic potential of the company;

c) investment opportunities of the firm to maintain a high level of competitive advantage for a long time.

Prediction of possible changes in the external and internal environment of the company is carried out using well-known methods set forth in the special literature. These are methods of intuitive and systematic forecasting. Various simulation models and other methods can be applied.

The next very important problem is assessment of investment opportunities, necessary to maintain a high level of competitive advantages of the firm in the long term. We are talking about the sources of obtaining the necessary investments, their size and their most rational distribution between the elements of strategic potential. Sources of investment resources are identified in the process of developing a strategy for the behavior of a firm in financial markets and markets for necessary factors of production. In this regard, the problem arises of assessing the effectiveness of investment projects. Choice is of particular importance criterion for the effectiveness of a particular investment distribution option between the elements of the strategic potential of the firm. This criterion should be the increase in the level of the firm's competitive advantage per unit of investment in strategic potential. Preferred should be recognized as such a variant of distribution of funds invested in various elements of strategic potential, which ensures the maximization of this criterion under the conditions of a system of restrictions on various kinds of resources.

The greatest difficulty is assessment of the degree of adaptability of the company's strategic potential, since it is determined not only by internal, but also by external influences. First of all, such an impact arises from the demand for the company's products. The variability of demand parameters is due to a complex of economic, political, demographic, socio-cultural reasons. The adaptability of the company's strategic potential is also influenced by the conjuncture developing in the markets for material resources of all types, financial markets, labor markets, information, and services. On the other hand, the adaptability of the strategic potential of the firm is indirectly influenced by the offer by competitors of goods similar to those of the firm or their substitutes, and the supply of goods and services in the markets for resources of all kinds.

This means that, like any system, the strategic potential of the firm has the ultimate adaptability to changing production conditions (the regularity of the equifinality of the system). The presence of such extreme adaptation possibilities is due to the periodically arising need for technical re-equipment and reconstruction of the enterprise, updating or raising the level of qualifications of its personnel, changing the strategic set of economic zones, changing the business paradigm.

Another factor affecting economic efficiency is dependence of the firm on the intensity of cooperative relations between the firm and suppliers of various kinds of resources. We are talking about the dependence of the company on the stability of the supply of the necessary resources, both in terms of the quality of the supplied resources, and the completeness and timeliness of these supplies.

Finally, the most important question is what is degree possible risk decisions made. It is necessary to constantly measure the possible gains and losses. As practice shows, the probability of working without risk is extremely small. It is important to get into the zone of acceptable risk, that is, into the zone where the amount of possible losses from making a particular decision does not exceed the value of the estimated profit.

Thus, based on the world experience of corporate management, studied in many foreign and a number of domestic scientific works, the following approaches to assessing the effectiveness of economic strategy can be distinguished.

1. The approach associated with the theory of financial management.

2. The competitive advantage approach. At the same time, the potential for competitiveness is not identified with the indicators of current profit, but is considered as a complex of proactive factors that guarantee the company's long-term advantages in the markets. Among these factors, the most important are:

Quality (consumer characteristics) and price of construction products, works and services;

Innovation potential, sufficiency of production and sales capacities;

Availability long-term strategy activities that ensure the maintenance or growth of sales;

The presence of a corporate culture.

The most important indicator of competitiveness is the share of goods (services) sold by a firm in the total sales of similar products. The value of this indicator largely depends on the company's ability to respond flexibly and quickly to changes in market conditions of management. The main thing positive quality of the considered approach - linking the efficiency of the organization with the optimization of intercorporate and intracorporate relationships, with the selection of the "most valuable" (in terms of creating promising competitive advantages) chains of interaction with suppliers, marketers and buyers. By reshuffling, improving or excluding individual elements from these chains, you can significantly increase the company's competitiveness.

3. The approach associated with the theory of transaction costs.

This approach focuses on opportunities different forms savings of individual organizations based on the conclusion of long-term contracts governing joint activities. Contracting itself as a process of achieving mutually beneficial interorganizational agreements costs certain funds ("transaction costs"). However, the multilateral effect of a long-term system of contractual regulation of joint activities (for example, in the field of supply, sales, etc.) can significantly exceed the transaction costs associated with both the development of the initial contract and its adjustment in connection with changing environmental conditions.

In accordance with the theory of transaction costs, the most important integration factor is the specific assets of interacting organizations, i.e. specific characteristics of the resource potential (fixed assets, personnel, know-how), ensuring the effectiveness of cooperation.

4. An approach aimed at forming mutually beneficial long-term business relationships.

In recent years, the country's economy has seen a departure from the traditional practice of constantly changing suppliers (in pursuit of the lowest price). Stable cooperative ties are being created with suppliers and consumers as long-term partners.

Evaluating the effectiveness of marketing activities is an indispensable component of the work of any marketing department. The marketing divisions of the enterprise are one of the key centers responsible for preparing decisions that are fundamentally important for the company and coordinating the activities of other involved divisions. This determines the particular importance of monitoring and improving the effectiveness of the marketing function.

Systems for evaluating the success of a marketing strategy are designed to ensure that a company has achieved a given level of sales, profits and other goals formulated in its marketing and strategic plans. Taken together, these plans reflect the company's planning results, which indicate how resources should be allocated between the markets, products and activities of the marketing mix. These plans include line-item budgets and typically detail the actions expected of each organizational unit - inside or outside the marketing department or division - that are considered necessary to meet the company's competitiveness and financial goals. The first and foremost marketing goal is the level of sales that a company or a product / market item is achieving.

In order to improve marketing activities and increase competitiveness, enterprises need to regularly assess the effectiveness of marketing.

Analysis has shown that marketers are not unanimous on this issue. A number of scholars believe that the effectiveness of marketing policy in relation to a specific enterprise (industry, group of industries) consists of the results of improving production and sales activities in the following main areas: optimal use of market potential, including for a new product; increasing the reliability of forecast estimates; finding a market segment for a given product; improving the accuracy of the analysis of the balance of the market, etc. However, it is difficult to give a comprehensive quantitative assessment in these areas.

M. Tugan-Baranovsky, L.V. Balabanova propose to evaluate the effectiveness of marketing in the following areas: buyers, marketing integrations, information adequacy, strategic orientation, operational efficiency. At the same time, they do not determine the system of indicators for evaluating these areas and the algorithm for calculating the effectiveness of marketing assessment and the model for calculating the aggregate efficiency indicator).

Most practitioners, as shown by a survey of American firms, argue that the effect of marketing activities is to increase sales and profits. However, in addition to marketing, other components of the enterprise's potential - management, personnel, production capabilities (equipment, technology), finance - affect the final results, so this assessment is too simplistic. G. Assel proposes to evaluate the effectiveness of marketing activities as the effectiveness of marketing costs. At the same time, using economic and statistical methods, the relationship between marketing costs and the result - sales volume or profit - is investigated. It seems to us that this method of assessment is an assessment of the effectiveness of costs, and not of the marketing activity itself.

M. McDonald argues that the empirical approach is preferable to the quantitative one, based on statistical testing of narrow deductive hypotheses. He cites the results of a study of the early 90s, conducted in England, some European countries and the United States. The analysis of the effectiveness of marketing was carried out in the following areas: the internal attitude of company management to marketing (its definition, role and functions); organization of this activity (involvement in the strategic planning process, the level of coordination and information exchange between marketing functions); practical implementation of marketing functions (use of marketing research, planning, participation in the development of new products, etc.). McDonald, in the study mentioned above, notes that in order to achieve impeccable marketing in the UK, only three things are required: improving the information system; measuring and monitoring the effectiveness of marketing activities; investments in personnel training and development.

Thus, science has not yet developed a methodological basis for a comprehensive assessment of the effectiveness of marketing, available for practical use in the analytical work of enterprises and consulting services.

The question of assessing the effectiveness of marketing can be solved as follows. Marketing Activity in practice, it is implemented by performing marketing functions - market research, market segmentation and selection of target market segments, product positioning, development of an effective product range, introduction of new products to the market, implementation of a flexible pricing policy, selection of effective sales channels and organization of sales activities, implementation of effective communication activities. The main management functions are planning and organization, therefore, the success of all marketing activities depends on how high-quality and objective marketing plans are and on the effective construction of a marketing service.

However, the performance of these marketing and marketing management functions can only be assessed using peer review... The experts of the marketing department of the enterprise should act as experts.

Analysis of the effectiveness of marketing management at the enterprise should be based on the calculation in the dynamics of indicators characterizing profitability commercial activities economic entity and its competitiveness:

1. The share of profit from the commercial activities of the enterprise in the total amount,%.

2. Products shipped, den. units

3. Demand for the company's products (market capacity), den. units

4. Marketing service expenses, den. units

5. An integral indicator of the competitiveness of products.

6. Coefficient of competitiveness of the enterprise.

Let's give an example of evaluating the effectiveness of a firm's strategy.

The main goal of the project is the construction of a modern, equipped the latest technology a fruit and vegetable distribution terminal for the purpose of using the latter both for the company's own needs and for renting out part of the warehouse premises. During the development of the strategy, marketing research was carried out Russian market fruits and vegetables by the method of desk research, construction estimates and summary calculations of the cost of construction, equipment and other investment costs were used.

The company sets a strategic goal to develop the following independent areas of activity:

Trade and procurement activities;

Terminal construction and management;

Ship-owning logistics;

Creation of a logistics chain for storage, sorting, packaging, processing, delivery and sale of Russian agricultural products.

For end consumers, Sunway uses an undifferentiated marketing strategy - a market direction in which the company ignores the differences between market segments and enters the entire market with one product. The company focuses more on what is common in consumer needs than on how they differ from each other. The use of this strategy is due to the fact that fruits and vegetables are a commodity of mass demand, minor differences can be observed only in the volume of products consumed (segmentation by age, gender, geographic location and income). Cost savings are achieved through mass distribution and promotion systems.

The sales policy of the company is aimed at meeting the needs of customers to the maximum, taking into account the factor of pressure from competitors, since if the sales policy of competitors is obviously more effective, then the manufacturer should either leave the target market or radically modernize the entire sales system in order to significantly increase its competitiveness , or change your production and sales specialization. The company implements its sales policy with the help of indirect channels of commodity circulation - the use of independent wholesalers (distributors and dealers) and retail intermediaries, to whom the goods are moved from the company in order to sell them to end consumers. An exception is the direct sale of products directly from ships in the port of St. Petersburg.

The price analysis revealed that the company's wholesale prices are lower than those of the main competitor. The price leadership strategy in the produce market is key, provided proper quality products.

The company receives its main income from trade and procurement activities, making an active contribution to the creation of a civilized fruit market in Russia.

The total cost of the investment project is USD 22,124.7 thousand.

The volume of required financial resources will amount to 20,427.2 thousand dollars.

The term for attracting credit resources is 7 years.

The loan is provided in 2 tranches, the loan is repaid from the third year of the project in equal installments. The interest for using the loan is calculated annually. The interest rate on the loan is 9.5% per annum. The discount rate is assumed in the calculations at the level of 15%.

The source of income for the fruit and vegetable distribution terminal is: proceeds from the provision of the terminal's storage facilities to third-party organizations; income from the sale of fruit and vegetable products. The annual increase in proceeds from the lease of the terminal space is 6%. A significant reserve in savings is seen in reducing transport costs (reducing the cost of freight, freight by car), the use of natural gas as an energy carrier.

With the exception of depreciation and interest on the financial resources used, the largest share in the terminal's cost structure is wage his employees.

The total amount of interest for the use of the attracted capital, excluding the discount, will amount to 6,159.5 thousand dollars.

The calculated project efficiency indicators are as follows (Table 1).

Table 1.

Criteria for the effectiveness of an economic strategy

Thus, the project is financially feasible, efficient for the Company and profitable for the participants.

The decision of the Company to build a distribution terminal is very relevant, which is confirmed by the emerging market conditions, namely:

Significant growth in demand for fruit and vegetable products (the growth rate of the market for fresh imported fruits, since 2003, is 15-20%, the market for vegetables - 5-6% per year; according to the conducted marketing research, the growth rates of both the market for fresh imported fruits and the market for vegetables will remain throughout the project implementation period), due not only to an increase in consumer welfare, but also to active promotion of a healthy lifestyle carried out by state and social institutions;

Observed in recent times the trend of displacing urban vegetable warehouses outside the city, which is associated with several reasons, namely:

The policy pursued by the Government of St. Petersburg for the re-profiling of the central territories into residential and public-business zones and, as a result, the transfer of industrial enterprises to industrial zones.

The need to reduce the freight traffic flow within the metropolis.

An increase in the level of social security, which corresponds, among other things, to the anti-terrorist policy pursued by the state.

The following principles can form the basis of a new approach to measuring the effectiveness of economic strategy.

Less is more: you need to focus on measuring a few key metrics.

Evaluation criteria should be linked to the factors needed to shape long-term success — the key drivers of the business.

Assessment criteria should be based on past, present and future events in order to present a picture in all three dimensions.

The basis for the development of criteria for assessing performance should be the interests of customers, shareholders and other key holders of interests.

Evaluation criteria should be developed at all organizational levels, starting with top management and ending with service personnel.

Numerous indicators can be grouped into a single index to provide a reliable generalized measure of performance.

The assessment criteria should be changed or adjusted in accordance with changes in both the external environment and your strategy.

Evaluation criteria need to set targets (or benchmarks) based on sound research and not randomly selected numbers.

1. Ansoff I. Strategic management. / Per. from English M .: Economics, 2005

2. Vinokurov V.A. Organization of strategic management at the enterprise. - M .: Publishing house "Finpress", 2003

3. Efremov V.S. Business strategy. Planning Concepts and Methods: A Study Guide. - M .: Publishing house "Finpress", 2003

4. Ryuli E., Sasha L. Schmidt Research of strategic processes in the organization. - M .: "Economics", 2007

5. Thompson A.A., Strickland A.J. Strategic management. The art of developing and implementing a strategy: Textbook for universities / Per. from English ed. L.G. Zaitseva, M.I. Sokolova. - M .: Banks and exchanges, UNITI, 2006

6. Fatkhutdinov R.A. Strategic management: Textbook for universities. - 2nd ed., Add. - M .: CJSC Intel-Sintez Business School, 2006

METHODS FOR ASSESSING THE EFFICIENCY OF IMPLEMENTATION OF THE COMPANY'S DEVELOPMENT STRATEGY

Actual tasks modern companies any profile is to improve the efficiency of economic activities and improve manageability. Against the background of the global crisis of 2009, this issue seems to be the most urgent, since, according to scientists. a crisis1, which has arisen at the intersection of falling waves of several types of business cycles, will entail fundamental changes in the global economy and lead to the construction of a new technological order. In a similar situation, all the problems described in research works in the field of theory and practice of management, will become aggravated. Among them there is a lack of qualified personnel, high opportunity costs, instability of the external environment. In addition, the toughening of the competition requires more attention from enterprises to the quality of products and the expansion of innovations. the current world situation also presupposes attention to the global situation, flexibility and the ability to radically change the economic system. Domestic and foreign business practice shows that the solution of these and similar problems is possible only in the case of developed and effective strategic management. In the modern economy, a complex of factors influences the definition of a company's strategy, and their interaction is specific for each industry and each enterprise, besides, it changes over time.

Note that a comprehensive system for assessing the effectiveness of strategy implementation has not yet been formed2. Unfortunately, in the studies devoted to assessing the effectiveness of the implementation of the company's development strategy, the specifics of the influence of the innovative factor in the development of the economy are not taken into account. In this regard, a double problem arises: understanding the effectiveness of the implementation of the strategy and the impossibility of a universal interpretation of this concept, as well as a direct economic assessment of efficiency, which must be universal or close to that for the possibility of use in enterprises different types... In this case, it is necessary to determine what should be understood as the effectiveness of the strategy in a particular area of ​​strategic management.

If the strategy is considered a comprehensive, detailed and comprehensive plan aimed at achieving the goal (M. Mescon's concept) 3, then the effectiveness of the strategy implementation can be considered the correspondence of the results obtained to the set strategic goal.

Considering the effectiveness of the implementation of the strategy, it is necessary to take into account how it meets the requirements of the external environment and its di-

namiki. Therefore, in modern conditions promising effective strategies for innovative development will be aimed not only at technological re-equipment manufacturing enterprise, but also on the development of new systems for analysis, management and control over the company's activities.

To assess the effectiveness of the implementation of the company's management strategy, it is necessary to select a criterion for the combination of qualities and comparison indicators, with the help of which the assessment is carried out. The problem of finding a criterion lies primarily in the fact that the number of criteria is large, although the range of subjects specific analysis criteria are strictly limited. Direct indicators associated with innovative development, No. Therefore, in the analysis it is necessary to use indirect indicators: efficiency, quality, multidimensional growth, stability, flexibility and adaptation, readiness for organizational change, the effectiveness of the applied mechanisms of strategic management and control.

For a comprehensive assessment of innovative development or movement towards it, it is necessary to determine how accurately the company is moving towards the set goal and realizing the tasks of innovative development. Innovative development at the stage of formation is not always supported by a high level of profit, it is accompanied by high risks of losses. Then the company's ability to make quick changes, willingness to accept risk and flexibility in decision-making become more important intermediate and efficiency of implementation of the company's innovative development strategy than its profitability.

Naturally, it is possible to single out the main indicator from all the existing ones. Then the main problem will be which of the indicators can fulfill this role. If for a single object the indicators are of the same type, then for a situation of comparing alternatives, which is important in the process of making managerial decisions, the selection of criteria will be different and the quality indicators will acquire a different semantic coloring.

A comprehensive economic assessment of options involves a detailed account of the expected results of the implementation of a particular option and the associated costs. Such a choice should be focused not only on the implementation of the ultimate goal, but also on the maximum efficiency of intermediate solutions. Evaluation of intermediate decisions allows you to trace the effectiveness of the entire decision tree and quantify possible deviations in the process of implementing a strategic goal. In choosing between quantitative and qualitative methods for assessing the effectiveness of the implementation of the strategy, the decision-maker needs to take into account exactly what results need to be obtained, in what expression, what and how to evaluate, and determine the methods of use.

If we analyze the methods existing in science and practice economic assessment the effectiveness of the development strategy, then you can make sure that each method has characteristics and the scope, as well as shortcomings in terms of assessing the effectiveness of the strategy of innovative development. The closest to the assessment of innovative development will be assessment groups that are not directly related to the classical calculated profitability indicators, i.e. groups of financial, economic and strategic methods for assessing the effectiveness of development strategies.

each method serves a specific purpose and therefore is based on different criteria. Therefore, we first define what is the indicator of strategic success for the company, and then the key direction strategic development... For industrial companies, a map of strategic success parameters can be defined as the relationship of such components as product quality, customer value, personnel qualifications and human resources, internal climate, and innovative activity. In the current format, these components are not amenable to direct change; they are corrected and modified only indirectly, through external levers. For the innovation block we are interested in, these are the size of innovative solutions, the volume of costs for innovation, and the company's investment profile.

Evaluating the effectiveness of this block comes down to evaluating the effectiveness of its levers. It is necessary to clarify which method will most accurately reflect the effectiveness of the proposed leverage within the company.

Most researchers agree on the insufficiency of traditional methods of assessing economic efficiency based on accounting and financial reporting data, and suggest using more dynamic assessment systems through cost indicators. This group of indicators belongs to the financial and economic group. It is assumed here that the indicators used are applicable to any object or requirement of the owner, since any requirement can be reflected in value terms. In this regard, to assess the effectiveness of the strategy, it is possible to split the cost into several, taking into account the generating factors that will subsequently be introduced into the rank of the criterion. At the same time, it is necessary to balance the selected indicators, integrate them into common system assessment of the system of indicators and the principles of its formation. maintaining a balance in this case is necessary, since a deviation in the significance of the criterion can create significant inaccuracies in the assessment of the data obtained and complications in the future activities of the company. Establishing causal relationships between cost and other target indicators formalizes the alternative and justifies its choice, directly influences decision making and strategy implementation.

In addition to cost indicators, which are widely used to assess the effectiveness of a strategy, indicators that characterize the economic potential of an enterprise are used. In this case, the economic assessment of the effectiveness of the strategy concerns the current state of affairs, which allows you to establish the necessary causal relationships between strategic goals, strategy and current planning, setting the necessary balanced coefficients of indicators. The set of indicators, characteristics and cause-and-effect relationships is dynamic and needs constant monitoring, which determines, when choosing the optimal development strategy, the multiplicity of alternatives for the proposed routes of innovative development of the enterprise and its behavior per unit of time4.

However, the above indicators as elements of the system for assessing the effectiveness of the implementation of the company's strategy have certain drawbacks. The main disadvantage of the return on invested capital approach is the lack of a direct relationship with the company's value and effective innovative development. In particular, indicators such as return on investment (ROI), internal rate of return (IRR), return on capital invested (ROCE), return on net assets (RONA), return on assets (ROA) have a low correlation with the formation of company value. Evaluating strategic decisions using the system of these indicators, in some cases, you can get erroneous data on the company's growth and, as a result, a decrease in economic profit.

We also note the relative nature of the calculated values ​​inherent in most concepts. Advantages lie in the comparative assessment of heterogeneous strategic alternatives, i.e. in a certain versatility. However, in pursuit of the goal of maximizing relative performance, the fact that the increase in relative indicators describes the nature of growth, and not its quality, is sometimes overlooked.

The disadvantages of approaches based on the indicator of cash flows are the complexity of their calculation and errors in the calculation on the planning horizon, a high proportion of subjectivity in bringing cash flows to the present time.

Thus, the main disadvantage of this group of methods is the indirect assessment of the company's value5. In the practical development of the concept of management aimed at creating value (Value Based management), methods were developed for assessing the value created as a result of the implementation of the strategy. The most famous indicators are EVA, MVA, SVA, CVA, CRFOI. These concepts are based on key cost indicators - the cost of own and borrowed capital, income generated by existing assets. Significant disadvantages of the named methods:

1) the impossibility of conducting a reliable assessment of the effectiveness of decisions taken;

2) excessive emphasis on a one-time increase in target indicators to the detriment of the effectiveness of the strategy as a whole;

3) significant errors in the long-term planning horizon;

4) high sensitivity to the accuracy of the forecasts;

5) the need for additional corrective calculations in individual methods (up to 150 corrections).

The main disadvantage is that the use of each of these methods for assessing the effectiveness of the implementation of the company's strategy is a necessary but insufficient condition.

The set of data, on the basis of which strategic decisions are made, provides for the presence of a system of indicators that should assess the effectiveness of each mechanism for the formation, implementation and implementation of the strategy. Therefore, a comprehensive, balanced assessment is needed, in which the available financial indicators complement each other. In the science and practice of financial management, experience has been accumulated in the economic assessment of efficiency using a set of indicators under consideration. However, as the business develops, the capital structure changes, the role of innovation processes increases, and the crisis intensifies, these structures lose their effectiveness. In addition, with an increase in the number of indicators characterizing the company's activities, the problem of choosing an assessment criterion arises. To solve it, systems of assessment indicators are proposed. But they also have advantages and disadvantages (Table 1).

Table 1. Advantages and disadvantages of the system of assessment indicators

Advantages and disadvantages

Most of the financial indicators are adapted to the assessment of strategies that have already been developed in the past.The set of indicators is purely individual for the final organization

Financial efficiency is measured by short-term indicators, which contributes to improving the efficiency of management Within the framework of the methods, more attention is paid to the implementation of the strategy than to its quality

The indicators make it possible to build a tree of strategic goals There is no assessment of the means of measuring the economic efficiency of the organization's strategy

The balanced scorecard allows monitoring of strategic actions The scorecard can be built only after all employees understand the strategy

The ability to translate the strategy into the form of specific indicators of operational management No responsibility for overall result

So, the existing methods of economic assessment of the effectiveness of the implementation of the strategy have serious shortcomings. A promising direction in the search for solutions to the problem is the construction of a methodology that integrates the system of economic indicators into a comprehensive indicator of the effectiveness of a strategic decision.

Currently, there are a large number of schemes and methods for assessing the effectiveness of the implementation of the company's development strategy, but none of them is universal, none of them fully takes into account the influence of all factors. In this regard, we propose to consider a three-dimensional model of the integral assessment, which can be represented as a three-dimensional coordinate system, given by the formula:

where is the quality of the strategy,

11'i is the quality of the strategy implementation mechanism,

ESES stands for Strategic Effectiveness.

By the quality of the strategy, we mean the relative indicators of the strategy's compliance with the trends in the development of the external environment, its dynamism, flexibility, control, compliance with the company's capabilities, objectivity, etc.

By the quality of the strategy implementation mechanism, we mean the composition of the mechanism for constructing, implementing, evaluating, monitoring the strategy, the availability of the mechanisms for implementing the strategy, their completeness and maximum operation.

By strategic efficiency, we mean qualitative changes predicted in the long term based on the results of the strategy implementation, as well as the results obtained from the implementation of past strategic decisions. Strategic efficiency is also an integral indicator and is calculated based on a specific situation and a specific enterprise.

Thus, we propose to introduce an integral indicator for assessing the effectiveness of the implementation of the company's development strategy, based on 3D model efficiency.

Notes (edit)

1 Glazyev S.Yu. The world economic crisis as a process of changing technological structures // Problems of Economics. 2009. No. 3.

Glaz "ev S. Ju. Mirovoj jekonomic news krizis kak process smeny tehnologicheskih ukladov // Voprosy jekonomiki. 2009. No. 3.

2 Lobusov D.Yu. Improving the efficiency of strategy implementation: integrating process and project management... http: //uchkom.rf/

Lobusov D.Ju. Povyshenie jeffektivnosti realizacii strategii: integracija processnogo i proektnogo upravlenija. h1ttp: //uchkom.rf/

3 Mescon M., Albert M., Hedouri F. Fundamentals of management. M .: Williams, 2009. MeskonM., Al "bertM., Hedouri F. Osnovy menedzhmenta. M .: Vil'jams, 2009.

4 Ivashkovskaya I.V., Kukina E.B., Penkina I.V. Economic added value. Concepts. Approaches. Instruments // Corporate finance. Moscow: Higher School of Economics, 2010.

Ivashkovskaja I.V., Kukina E.B., Penkina I.V. Jekonomicheskaja dobavlennaja stoimost '. Koncepcii. Podhody. Instrumenty // Koroporativnye finansy. M .: VSHE, 2010.

5 Stepanov D.V. Value Based Management and Value Metrics. http://www.intalev.ru Stepanov D.V Value Based Management i pokazateli stoimosti. http://www.intalev.ru

The concept of strategic management and its features

Today, strategic management is an integral part of the management of any successful business... The unity of approaches to its definition has not yet been developed. In a general sense, strategic management should be understood as the activity of managing the development of an organization in the long term. It is based on the setting of goals and objectives, as well as building relationships between the organization and the external environment, allowing to achieve the set development goals and corresponding to the internal capabilities of the company.

The objects of strategic management are the companies themselves, their functional areas and strategic business units. The subject area of ​​strategic management covers a wide range of problems related to the company's activities, its resource potential and the external environment.

Remark 1

The fundamental task of managing an organization from the standpoint of strategic management is to ensure the sustainability of business development in the long term. The solution to this problem is possible only through the implementation of the basic principles of strategic management, including its complexity, consistency, priority, prospects and feasibility.

Since strategic management is management process, its implementation proceeds sequentially, through certain stages. At the initial stage, an analysis of the internal environment of the company and its external environment is carried out. Further, the vision of the business, its mission and strategic goals... On their basis, the choice of optimal types (types) of strategic alternatives is made and the strategy itself is formed. Next comes the turn of the direct implementation of the selected strategies, which should be accompanied by their control and evaluation. The assessment, in turn, implies the need to determine how high the effectiveness of the implementation of the strategy and strategic management as a whole.

Remark 2

Strategic management is based on the development and implementation of the company's development strategy.

Strategy in modern world does not have an unambiguous interpretation. Most often, it is customary to perceive it as a comprehensive management plan containing a combination of business organization and competition methods, and aimed at achieving organizational development goals.

Strategies lend themselves to multiple classifications on various grounds. Most often, they are divided according to the hierarchy levels into three groups:

• corporate;
• business strategy;
• functional.

Each of the groups has its own characteristics and meaning. Within each of the groups, strategies are divided into many subspecies. Their generalized characteristics are shown in Figure 1.

Picture 1. Comparative characteristics levels of strategic management. Author24 - online exchange of student papers

In accordance with the presented classification, strategic management is also implemented at three levels of the hierarchy. The highest level is considered to be general corporate, followed by business and only then - functional. The higher the level, the more difficult it is to achieve the effectiveness of strategic management.

Assessment of the effectiveness of strategic management

The effectiveness of strategic management is an ambiguous concept. Its interpretation largely depends on the objectives of the assessment being made and its informational potential. Most often, the effectiveness of strategic management is perceived and, accordingly, assessed from two positions:

• as consistent and steady progress towards achieving the set strategic goals of business development;
• the results indicate increased profits and improved customer satisfaction.

In the first case, we are talking about the degree of achievement of the goals set in the framework of the developed strategies in the process of their implementation. In the second case, we mean directly economic efficiency, determined by the excess of the results obtained during the implementation of the strategy over the costs of its practical implementation. Thus, the effectiveness of strategic management can take both quantitative and qualitative assessment.

The indicators of the effectiveness of strategic management are reflected directly in the indicators of the implementation of the different-level strategies of the company. Such indicators can be an increase in sales volumes, an increase in profits, an increase in the quality of service and customer service, the introduction of new production technologies, an expansion of the branch network, etc.

The effectiveness of the strategic management system is determined by a number of parameters. First of all, we are talking about providing an integrated and systematic view of the organization, its internal potential and external environment. The implementation of strategic management helps to facilitate the decision-making process through the use of special approaches, methods and concepts for the collection of information and its processing.

An important advantage of using a strategic approach to management is considered to ensure coordination and communication between various departments and business units of the company. Finally, by allowing for foreseeing business development trends, strategic management makes it possible to make the right choice from a long-term perspective and effectively coordinate resources to achieve the set goals.

Speaking about the effectiveness of strategic management, one must not forget that strategic business management cannot in any way be reduced to a simple set of routine procedures and schemes. This is always a complex process that requires the participation of all members of the organization to one degree or another.

Be that as it may, the main indicator of the effectiveness of strategic management is always its development and the degree of achievement of the set goals, and the guarantee of any effective business the strategy is considered.