Comparative analysis of the effectiveness of different strategies of firms - abstract. Assessment of the effectiveness of strategic management To determine the long-term strategic effectiveness, the

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 setting 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 a 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. Next, the vision of the business, its mission and strategic goals are determined. 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.

The strategy in the 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.

Figure 1. Comparative characteristics of the 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 strategy is considered the key to any effective business.

In our opinion, the degree of validity of a number of theoretical positions would be higher if they are illustrated by practical examples. This remark refers to the description of the action of the mechanism for managing the processes of forming and implementing the development strategy, as well as the process of coordinating the activities carried out within the framework of the internal and external marketing of the region. It should be noted the staging nature of some of the proposals put forward in the monograph. Thus, it would be advisable to concretize the proposal to improve statistical reporting, reflecting the implementation of the regional development strategy. The final paragraph of the monograph, devoted to assessing the effectiveness of the implementation of the development strategy in the regions, could be expanded by increasing the range of analyzed indicators.

Effectiveness of strategy implementation

Evaluation of the effectiveness of the implementation of the strategy can be carried out at three levels

The effective implementation of the strategy is ensured by a corporate culture based on basic ethical standards and principles of activity. These values ​​in different corporations can be different and largely depend on whose interests underlie the activities of the corporation itself, the company as a whole, or its individual members.

Based on the example of the work of the commercial aviation division, it can be assumed that partnership can serve as the basis for the effective implementation of the strategy. To be successful, you need to find a way to bring people from different levels and from different parts of the organization together around the task of implementing the strategy.

The administrative challenge is to match what is being done and what needs to be done to effectively implement the strategy. The higher the degree of compliance, the more successfully the strategy is implemented. The main thing is the correspondence between the strategy and organizational capabilities, the strategy and the reward system, the strategy and the internal support system, as well as between the strategy and the culture of the organization (which is expressed in the form of values ​​and beliefs shared by members of the organization, the company's approaches to people management, as well as the prevailing behavior, work practice and way of thinking). Aligning the organization's work with the style required to effectively execute the strategy helps to unite the organization to achieve its goals.

While the general manager and senior executives usually take the lead in implementing company and enterprise strategy, these executives still need to rely on the active support and collaboration of mid-level and line managers to drive strategic change across functional areas and operating units and effectively implement strategy across daily practice. Middle and lower managers are responsible not only for initiating and controlling this process in their area of ​​competence, but also for achieving the set goals by working closely with employees in the effective execution of key operations.

The book of famous American scientists is devoted to the main tasks of strategic management in the context of competition between various companies in a constantly evolving market. The strategic plan is considered as a set of strategies developed by different managers, the need to unite employees into a single team in order to effectively implement the strategy is substantiated, methods for analyzing the competitiveness of the strategy are given.

These new developments are not only long-term, fundamental additions to control process theory, but also provide valuable new methodologies that can improve the effectiveness of strategy implementation. Their inclusion in this book prompted us to undertake a full-scale revision of our own approach to assessing the strategy implementation process. We divided the material under review into three full chapters, developed a new conceptual framework, and also included new material on staff incentives, team organization, simplifying the organizational structure and eliminating unnecessary links in it, how to achieve key benefits and increase organizational capabilities, reorganization, programs for better management. affairs, integrated production management, and a healthy (as opposed to unhealthy) corporate culture. The result is a fresh, common-sense approach to strategy implementation that is highly consistent with both the latest scientific developments in the literature and current management practices.

The organizational structure of the company plays a very significant role in the organizational support for the implementation of the strategy. Designing a new organizational structure (the content of management in step 3) is especially important because, being directly related to the other four steps, it has a significant impact on them. In the design process, it is necessary to assess the existing system of vertical and horizontal links in the organization and determine which system is necessary for the most effective implementation of the strategy. The approaches to creating an effective organizational structure are very diverse, but they can all be reduced to a specific algorithm.

Evaluation of the effectiveness of the implementation of the strategy can be carried out at three levels; the effectiveness of the implementation of individual strategic programs; the degree of achievement of the set strategic goals; the degree of compliance of the set strategic goals with the interests of stakeholders.

Evaluation of the effectiveness of the implementation of the strategy is carried out at the following levels

When specific options are identified during the search, more accurate, less grouped information emerges, which may raise doubts about the correctness of the initial choice. Therefore, effective implementation of the strategy requires feedback.

Evaluation of the actual effectiveness of the strategy implementation is carried out not by its developers and manufacturers of new products, but by end users. A strategy that does not ensure the competitiveness of its products will bring not profit, but losses equal to the costs of developing and implementing the strategy.

One of the most important issues in the effective implementation of the strategy is to stimulate the execution of tasks of the required volume, quality, on time, without exceeding the planned costs. Of the listed criteria, the priority is quality as the most important factor in competitiveness. Interesting recommendations of E. Deming in the field of labor incentives

The next step is to keep in mind that the people involved are adequately trained and conceptualized. Comprehension is achieved by consolidating the topic Balanced Scorecard in the list of problems of the enterprise. At the same time, one of the possible methodological steps may consist in a survey of management, what he expects from the effective implementation of the strategy. The second approach to thinking is to determine the position of the enterprise in the successful implementation of the strategy. Thus, the need for further action becomes obvious, as well as the different opinions and assessments of the participants and those who will fall into the project area.

Planning, implementation and control, discussed in subsequent chapters, form additional opportunities for managerial action in the direction of improving information exchange. Discussion and clarification of new plans, strategy options, goals and assignments necessary for more effective implementation of the planned, control of the progress of work according to the schedule, reports on the results of such control - these are additional actions subject to the head.

Orientation of managers and specialists of the company to solving the urgent problems of the financial recovery of the company's subsidiaries transfer of the company to a more efficient mode of economic activity based on the consolidation of the financial flow ensuring financing of investments in new highly efficient projects related to the implementation of the company's growth strategy keeping the necessary current and investment financing of the existing production as the only one currently and in the near future of the company to maintain the price of shares and dividends of the company at a level that ensures the investment attractiveness of the company.

The following conceptual position is substantiated in the third section of the monograph. We are talking about the development of a regional development strategy based on a theoretical premise is an economic commodity of the concept of marketing a regional development strategy, which includes a set of theories, general and special principles, technologies and marketing tools used in order to develop effective mechanisms for managing the processes of forming and implementing a development strategy region.

The foreign economic orientation of the state strategy of economic security lies in the effective implementation of the advantages of the international division of labor, the sustainability of the country's development in the context of its equal integration into world economic relations, and the prevention of critical dependence of Russia on foreign countries or their communities in vital issues of economic cooperation.

Effective implementation of corporate governance functions, as the experience of prosperous companies confirms, is possible only if it is based on an ideology based on the interests of all structures that make up the company. A practical tool for observing the interests of the company and its structures is the development of a corporate product and marketing program (strategy) 1.

When simulating the situation in the Kiosk problem, it has so far been assumed that a more profitable product can be sold only by direct appeal of the seller to the buyer. The potential of the seller should be directed towards achieving the profit target. The means for this are the choice of arguments in favor of a particular product and the more appropriate sequence of their presentation. These methods of implementing the sales strategy do not require additional costs. We are talking about more efficient coverage of already incurred costs. Profit will now increase only due to an increase in the volume of sales of products that are more profitable according to the criterion of coverage amount per item or coverage amount per minute.

Since the 80s of the XX century, humanity has passed from the industrial to the information age. In the information age, the speed of technical and intellectual progress has sharply increased, and the speed of information exchange has increased many times over. These circumstances required the management companies to take adequate actions in the rapidly changing external environment. In order to correctly, and most importantly, to react in time to this or that environmental change, it became necessary to predict it in advance. Here strategic management came to the rescue of managers. Correctly and thoroughly developed development strategy helps managers to prevent, avoid and solve problems that arise in the enterprise. On the other hand, a strategy developed with a number of assumptions, inaccuracies, intuitive assumptions and set goals that do not meet the requirements of the SMART concept, on the contrary, accelerate the process of death of the company. But even a well-designed strategy can lead to the death of a company if it is not implemented correctly. To effectively implement the strategy, it is necessary to prepare the company for the change and regularly monitor the implementation of the strategy.

The second resource constraint may stem from the company's own level of competence. Effective implementation of the marketing mix strategy may be overwhelming for inexperienced marketing personnel. Since this problem can be limited or eliminated only in the long term, or, at best, in the medium term, then within a shorter period of time, the marketing leadership must take into account the level of competence of the marketing specialists when developing a strategy. The area in which this fact can make itself felt in the first place is placement. A company that lacks staff with the necessary skills to directly sell products to end users may turn to the services of intermediaries (distributors or sales agents) to perform this function. To understand how the opportunities associated with developing an effective marketing mix are realized, consider the history of the development of IKEA, a Swedish furniture retailer, given in Box 1.4.

Transport workers make shipment and are responsible for delivering the goods to the buyer. Every move from department to department is associated with queues and waiting times. Although such organizations embody the principle of the division of labor according to Adam Smith (each participant in the process is responsible for performing one simple operation) and allows for careful management control (each participant in the process is responsible to the manager for the quality and efficiency of the operation), no one controls the entire process and its results 11. Accurate and timely execution of orders, despite its importance for the effective implementation of the strategy, does not fall within the competence of any one person or one functional unit12.

Identification and application of the first world. A strong commitment to discovery and natural experience is a constant change of best practice - it is an inherent and endless job. part of the effective implementation of the strategy, especially in terms of strategically important and costly

Surveys show that some companies benefit from the implementation of TUK, while others do not5. Typically, companies benefit more than others because they see such programs not as an end in themselves, but as tools for more effective implementation of the company's strategy. The smallest results

As already noted, when building a balanced scorecard, identification of the correct

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CORPORATION STRATEGIC GOVERNANCE CRITERIA

K.S. Nikolaeva

The quality of corporate governance directly affects the fundamental factors of long-term sustainable economic growth. First, adequate corporate governance, which presupposes the transparency of the company for interested participants, reduces the cost of sources of its financing, and facilitates interaction with the capital market. In addition, effective corporate governance has a direct impact on the market value of the company. Thus, in our opinion, when forming or improving the organizational mechanisms of strategic management of a corporation, it is necessary to proceed from the fact that the entire system of strategic management should contribute to the achievement of its main goal of long-term growth of the company's shareholder value at a rate higher than the industry average, subject to a reasonable balance of interests of the main stakeholders in the business. At the same time, the key organizational elements of this system, which determine its effectiveness by influencing fundamental factors, are the corporate governance system and the strategic process1.

For the corporate governance system, the following indicators of its effectiveness should be studied:

¦ compliance with the general principles of corporate governance;

¦ the performance of the board of directors;

¦ financial transparency and information disclosure;

¦ observance of the rights of shareholders.

However, the presence of an effective corporate governance system is not yet a guarantee that the strategic decisions taken will lead to the effective development of the company. It is necessary that the top management bodies of the corporation effectively interact with each other in the process of strategic management of it.

Based on the analysis of the concepts of strategic management of corporations and the practice of organizing the process of strategic management of them in Russia, the following signs of the effectiveness of the process of strategic management of a corporation can be distinguished:

¦ adequate distribution of powers and responsibilities between the participants in the process;

¦ availability of timely and complete information about the external environment of the company's activities among the participants of the strategic process;

¦ availability of a system for measuring strategic results;

¦ effective motivation of participants in the strategic process and company personnel to achieve strategic goals;

¦ presence and encouragement of an entrepreneurial spirit in the company;

the existence of an effective system for monitoring the implementation of the strategy and mechanisms for responding to unforeseen circumstances. Adequate distribution of powers and responsibilities between the participants in the process. The effective organization of the strategic process presupposes its consistency, an adequate division of responsibilities between the participants in the process, the availability of criteria for making strategic decisions that are clear to all participants, and effective communication between the participants in the strategic process. To comply with this condition, it is advisable to develop a strategic management regulation in the company, which will determine the responsibility of each of the participants in the strategic process and link the activities of all management bodies of the company into a single chain.

The participants in the strategic process have timely and complete information about the external environment of the company's activities. No strategic management process can be effective without its participants having complete, timely and adequate information about the external environment of the corporation. The main provider of information for the strategic management process is the marketing information system. Many companies now create strategic marketing departments that collect, process and analyze the information needed to make strategic decisions. Their responsibilities include conducting marketing research and studying the competitive environment, long-term trends in consumer demand, etc.

Availability of a system for measuring strategic results. Effective strategic management requires not only timely and reliable information about the company's activities, but also clarity of strategic goals and objectives for both the company's management bodies and ordinary executors of the strategy. This condition presupposes the presence of a clear balanced system of performance indicators. This condition is especially necessary for the effective analysis of the internal state of the corporation, as well as for the implementation, control and assessment of the implementation of the strategy.

Effective motivation of participants in the strategic process and company personnel to achieve strategic goals. Sometimes even a successfully formulated strategy is not implemented in practice, and not because of unexpected changes in the external environment, but due to the fact that the key personnel responsible for implementing the strategy are not sufficiently motivated to carry out changes. The implementation of this condition sometimes requires a complex set of measures to study the motivation of the company's personnel and methods of managing it.

The presence and encouragement of an entrepreneurial spirit in the company. An entrepreneurial spirit is essential to the effectiveness of the strategic process. This is practically not a formalized factor of internal corporate culture, which is difficult to instill in a short time from the outside. However, the development of an entrepreneurial spirit through systematic work is quite real. It is important that the work of developing an entrepreneurial spirit in the company is an unconditional priority for its management. It influences the richness and variety of strategic alternatives, the effectiveness of the strategy implementation. Currently, in many Western countries such an organizational mechanism as venture capital companies is being implemented, which promote the effective use of the entrepreneurial spirit to implement projects with a high degree of risk.

An effective system of control over the implementation of the strategy and mechanisms for responding to unforeseen circumstances. It is important for the company to provide mechanisms for monitoring, regular review, and adjustment of the strategy. Such mechanisms should take into account the need to involve the board of directors in approving changes to the strategy.

Thus, the main stages of the strategic process in corporations are as follows:

¦ determination of the scope of activities and strategic guidelines;

¦ strategic analysis;

¦ setting strategic goals and objectives to achieve them;

¦ formulation of a strategy to achieve the set goals, strategic choice; implementation of the strategic plan;

¦ evaluation of the results of the strategy implementation.

The main participants in the strategic management of the corporation are shareholders, the board of directors, and the company's management. Other stakeholders have a certain influence on the strategic management process: company personnel, consumers, creditors and potential investors, suppliers, the state, social and public groups.

The strategic management in a corporation is significantly influenced by legal mechanisms, norms and customs of business turnover.

The main criterion for the effectiveness of the strategic management system is the long-term growth of the company's shareholder value at a rate higher than the industry average, while maintaining a reasonable balance of interests with the main stakeholders in the business. The key organizational factors for the effectiveness of strategic management are an effective corporate governance system and an effective organization of the strategic process.

Literature

corporate governance shareholder staff

1. Vagin S.G. Global tendencies of innovative and technological development // Vestn. Samar. state econom. un-that. Samara, 2009.? 9, pp. 15-20.

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Since management is a results-based practice, an interesting question is: how does strategy affect the success of an organization? The management of the organization is directly involved in the development, choice of strategy and its implementation. It is the strategy that determines the fate of new products and entry into new markets, outlines the ways of merging with other organizations or their absorption, creates strategic alliances, etc. The effectiveness of the strategy, which affects the success of the organization, is determined by the following factors:

• compliance with the external environment;
• time effect;
• focus on external and internal performance;
• speed and determination.

Successful organizations are defined as organizations that, in the opinion of consumers, meet their needs most effectively, that is, those whose offer has a competitive advantage. In turn, market needs are shaped by the external environment - changes in the demographic structure of the population, the level of economic well-being, technology, politics, as well as changes in culture and values.

There is nothing more fickle than success. Business, like nature, develops according to the laws of Darwinism. According to the concept of "organizational Darwinism", the environment determines the survival of only those companies that have been able to best adapt to changes in external factors. Accordingly, success is determined by the organization's ability to adapt and the ability of its leadership to develop a strategy that is adequate to changes in the environment.

Effectiveness and efficiency are two concepts on which any strategy is based. To be successful and achieve its goals in the long term, the organization must be both effective, and so effective.

Effectiveness (external performance)- This is an external indicator of the organization's economic activity, which, in the figurative expression of the famous American specialist in the field of management P. Drucker, is a consequence of the fact that "necessary, necessary things are being done." An organization's performance is critical to its survival and success. Successful companies place an emphasis on meeting some important need in the environment. The essence of the indicator under consideration lies in the study of consumer demand, the reaction to its changes, as well as in innovations associated with the search for new sources and means of satisfying the needs of consumers. Performance as a measure of performance is difficult to quantify, especially if the organization is internally ineffective.

Efficiency (internal performance)- This is an internal indicator of the economic activity of the organization, which, according to P. Drucker, is a consequence of the fact that “necessary, necessary things are created correctly”. This indicator links the results of activities (production volume, profit, etc.) with costs (labor input or assets). Therefore, efficiency is easy to measure and, if necessary, improve.

The two components of an organization's success - effectiveness and efficiency - essentially define the concept of "overall performance" as one of the criteria for evaluating the effectiveness of an organization's strategy. To reveal the essence of this concept, we will use a general conditional formula:

where OP is the level of overall performance; P - the level of performance, which determines the degree of use of market opportunities; E - the level of efficiency, which determines the degree of use of internal capabilities.

The ratio of the two components of total productivity is clearly reflected in the matrix (Fig. 1.3). The production of goods, the provision of services that are obviously not in demand in the market makes senseless any efforts to increase the efficiency of this production. On the other hand, the production of goods in demand with a low level of its efficiency (high costs, high costs) will lead to a decrease in competitiveness and, as a consequence, to a decrease in market share.

Rice. 1.3.

Hence the conclusion: for the organization to achieve the highest possible results necessary to fully realize its market opportunities and enough ensure the highest possible level of its internal efficiency. With all the importance of focusing on both indicators, from the point of view of a strategic approach to management, an organization must be effective first of all, and only then - effective.

In today's dynamically developing markets and fierce competition speed and determination are important factors in the success of the strategy. Time is turning into the main weapon in the competitive struggle. Firms that are able to design, produce and distribute goods in the shortest possible time and respond instantly to consumer demands, own a larger market share than their "leisurely" competitors, and also make large profits on average. Speed ​​is a necessary but not sufficient condition for success. Decisiveness in attracting resources for the implementation of strategic tasks is sufficient.

The success of the organization is ensured by a well thought out strategy and high quality of its implementation. A formulated strategy alone does not guarantee success. Just as an airplane with excellent engine design cannot fly if it is fueled with poor quality fuel, so an organization developing a development strategy can fail due to mistakes in other management functions (organization, motivation, control, etc.) and / or ineffective actions. A good strategy and its skillful implementation through effective action is what is needed to achieve the intended results. A strong strategy can be developed but not implemented, or a mediocre strategy can be successfully implemented. In both cases, the organization does not use all the available opportunities. The path to success is a brilliantly executed strategy. The impact of the impact of strategy and actions on the success of the organization is reflected in table. 1.1.

Table 1.1

Impact of strategy and action on organizational success

Operational and strategic performance is critical to achieving high performance in an organization. It is necessary to be able to distinguish between these concepts, since they are implemented in different ways.

Operational efficiency lies in performing similar activities better than competitors. Nowadays, it is becoming increasingly difficult for organizations to maintain a leading position in the market. To achieve the highest profitability, you need to continually improve your operating efficiency, but this is not enough.

Strategic positioning is the implementation of activities different from competitors, or the implementation of similar activities, but in different ways. To eliminate operational inefficiencies and achieve the best results, managers take action to improve operational efficiency through quality management programs, performance comparisons with major competitors, and so on. To increase the level of productivity, managers of enterprises and organizations should constantly improve their activities: apply the latest modern technologies and approaches to management and thereby develop the form of a learning organization.

The following key characteristics of a potentially effective strategy are highlighted:

mental correctness of the chosen (developed) strategy. This includes knowing and understanding the poles of an effective strategy;

situationality. From the point of view of the situational approach, an effective strategy always integrates the characteristics of a given particular situation into the key factors of the future strategic success of a given particular organization;

uniqueness of the strategy. To be successful in its business, the organization's strategy must have some strong content points that will differentiate it from its main competitors;

future uncertainty as a strategic opportunity. The external environment of the organization is changing faster and more unpredictably. Moreover, each change carries both threats and new additional opportunities for achieving future success;

flexible adequacy. For an organization to realize the opportunities provided by the external environment, it is necessary that its own strategic changes were adequate to the external changes.

An effective strategy assessment system requires four basic elements:

motivation for the assessment. Before an assessment can be made, the top manager must be willing to assess the performance or strategy that he wants to implement.

This desire is due to the realization that he must achieve alignment between the organization and the proposed strategy.

There is another potential motivating factor: if the top manager hopes to receive remuneration depending on the compliance of the indicators with the assigned tasks;

information for evaluation. Another requirement for effective evaluation is information in an easy-to-use form to evaluate the proposed strategy and its post-implementation implications. This requires an effective management information system and, in addition, a complete and reliable report on the possible results of the proposed strategies and the results of their implementation;

criteria for evaluation. It is necessary to evaluate the strategy according to certain criteria, which can be grouped as follows:

• a) sequence. The most important function of strategy is to ensure consistency with the activities of the organization. The strategy should not present mutually inconsistent goals and policies;
• b) consistency / suitability. The strategy should be consistent with the external environment and the critical changes taking place in it.

The way an organization relates to its environment has two aspects - the enterprise must both conform and adapt to it and at the same time compete with other firms that are also seeking to adapt;

• c) feasibility. The strategy should neither overestimate the resources available, nor create unsolvable problems in the future;
• d) acceptability. The strategy should meet the expectations of specific participants in the organization;
• e) advantage. The strategy should ensure the creation and (or) maintenance of a competitive advantage in the chosen area. Competitive advantage can usually be attributed to one of three areas - superior resources, superior skills, and superior position. The first two represent the enterprise's ability to do more and / or better than its competitors.

Positional advantage can be achieved by foresight, superior skills and / or resources, or simply by luck.

After gaining a good position, he can be held; 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 the effectiveness of the strategy. Appropriate systems for corrective action should be in place based on an assessment of the information provided.

There are two main ways to assess the effectiveness of the chosen strategy (Figure 1.3).

Figure 1.3 - Methods for assessing the effectiveness of the strategy

The quality of strategic management largely depends on the correct choice and the effectiveness of the implementation of the strategies of the enterprise.

It is advisable to assess the effectiveness of the strategic management of an enterprise in the following areas:

assessment of the internal effectiveness of strategic management;

assessment of the external effectiveness of strategic management.

It is desirable to evaluate the effectiveness of the strategy in all areas that characterize the company's activities.

For the development of a successful strategy, five conditions that make up the ability to manage a firm are essential.

The conditions under which the possibilities of managing the company are formed are indicated in Table 1.3.

Table 1.3 - Factors that affect the potential of the firm (approximate potential)

General management	Efficiency, innovation in the management system, the presence of elements of creativity, risk in making management decisions, modern technology for performing management procedures, the quality of implementation of projects that are being carried out, the quality of performing social functions
Financial management	Execution of control functions, distribution of financial resources, the possibility of obtaining a loan, payment of taxes, the state of cash handling, capital investment, accounting for inflation, analysis of the financial condition of the company
Marketing	Market research, sales status, advertising status, sales of new products, international marketing, pricing approaches, distribution methods
Research and development work	Creative spirit, availability of scientific research, application of modern research technologies, design of new products, design of new technologies

Based on the results of Table 1.3, we note the following factors: General management focuses on growth and production efficiency. In this case, it is necessary to highlight everything that interferes with the minimization of costs for the release of a unit of production; the financial department operates in cash and rigidly performs the functions of a controller; marketing deals with sales and its analysis; the organization of the production process is the main function in the strategy of the company.

Research and development activities are potentially hazardous when classifying strategies. They boil down to improving the technology of the production process and improving the products.

The factors listed in Table 1.3 are used both to determine the current potential of the firm and to establish optimal capabilities and determine the standard of capabilities.

One of the most mature strategic management systems is the Japanese system. The main idea of ​​the Japanese model of strategic management is to develop goals, which will then form the basis of long-term planning. Distinguish between basic goals (sales volume, growth rate, profit, market share, capital structure, dividends, etc.) and operational issues or goals in the field of productivity (capital turnover ratio, investment per employee, cost reduction policy, etc.). ).

With the diversification of Japanese enterprises, the relationship of the parent company with the branches is very important.

Depending on the nature of the activities of the controlled companies, the strategy of subsidiaries and branches is built. So, when the branch is oriented towards production efficiency, the goals are set according to indicators such as cost reduction, sales volume, profit. The building of strategic management at a subsidiary takes place regardless of the goals of the parent company, but under its control.

The controlled organizations do not have absolute autonomy, but they still retain some sovereignty. A large diversified company implements strategies depending on the nature of the products.

The most important thing in Japanese companies is the use of a strategic quality plan aimed not at quantitative measures, but at improving the quality level of the production of goods and services. The innovation strategy is the primary determinant in the strategy selection process. Japanese companies aim to produce the latest products using advanced technology, thus increasing their competitiveness. Successfully operating Japanese companies account for 21% of their sales on new products developed over the previous 5 years, which provide 23% of the profit.

The purpose of strategic planning is to provide a basic assessment of the future profitability of various strategic centers of management, and on this basis to make decisions about the termination of a particular type of business activity of the company (i.e., the closure or sale of individual enterprises) or introduction into new areas of business activity. US strategic management is flexible enough to respond to changes in consumer demand and market competition.

This is achieved by predicting and scheduling jobs on a rolling basis, reducing lead times and maintaining close communication with the customer. At Russian enterprises in modern market conditions, the issue of the effectiveness of strategic management remains especially relevant. In the Russian legislation, the main directions, as well as the elements and tools of the strategic management of the enterprise, are not clearly spelled out.

Thus, a strategy is a generalized model of actions required to achieve the set goals. Objectives are the key results that the company strives for in its activities. By setting certain goals, the management formulates those main guidelines on which all activities of the enterprise and its team should be focused. To work effectively, managers set specific, measurable, relevant, stimulating, visible goals for the organization for a specific period of time. Developing effective goals strengthens incentives, sets clear targets for action, and creates a clear picture of expected results. Typical are goals related to the achievement of the share of this enterprise in the sales markets, growth of the business volume, its profitability, profitability and other characteristics. The importance of developing a strategy that allows the firm to survive in the competition in the long term is extremely high. In the face of fierce competition and a rapidly changing market situation, it is very important not only to focus on the internal state of affairs of the company, but also to develop a long-term strategy. At present, it is extremely important strategy to ensure the adaptation of the company to the rapidly changing environment.