Strategic analysis of the enterprise on the example of LLC Construction Management & quot. Strategic analysis of the enterprise on the example of construction management LLC Analysis of the company's strategy on the example

ex ”represent economic factors. An enterprise should focus its strengths on overcoming the threat posed by economic factors.

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

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

Table 11

Environment profile matrix


	Importance for Industry X	Impact on the organization	Direction of influence	Degree of importance
Political and legal factors
Economic forces
Social factors
Technological and technical factors
Environmental factors
Competitors
Suppliers
Buyers

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

Analysis of the external environment of the enterprise of OJSC "Rostec" showed that the greatest threat to the company is posed by economic factors. The company should first of all apply its strengths in relation to these factors, which should help overcome existing threats.

An organization is most favorably influenced by buyers and suppliers who do not pose any significant threats. The same can be said about the political, social and technological factors of the external environment. Thus, it is precisely these opportunities, and above all from the side of buyers and suppliers, that the company should use to overcome its weaknesses.

2. Analysis internal environment organization

2.1. Functional analysis

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

Complex supply significantly saves the client's time to find the spare parts he needs, and is also very convenient.

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

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

A flexible payment system allows the client to choose the form of payment himself. The company considers any proposals.

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

At the end of 2006 financial position the enterprise is unsustainable. There is a low level of liquidity and solvency, and the tendencies of their reduction prevail. Analysis of creditworthiness indicators indicates a deterioration in the financial stability of the enterprise from a long-term perspective and an increase in the risk of lending to the enterprise. The balance structure should be recognized as harmonious. In 2006, negative changes took place in it: the volume of equity capital, accounts payable and inventory size increased.

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

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

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

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

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

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

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

In turn, the General Director deals with issues of long-term planning, development of the company's policy, and is also responsible for coordinating and monitoring the activities of all divisions that make up Rostec.

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

2.2. Value analysis

Today the staff of the company is about 250 people.

Average age and education:

supply department: 25-30 years old, higher;

sales: 23-28 years old, higher;

accounting: 30 years, higher;

management staff: 38-40 years old, higher;

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

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

The basis of the incentive system at the enterprise is the payment of bonuses. This provides for a one-time issuance of a certain sum of money in connection with the achievement of higher success in work in comparison with other workers.

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

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

Due to the absence at the enterprise personnel service as such, the performance appraisal functions of the company are distributed among the line managers. Based on corporate policy, they develop general principles for assessing personnel and monitor their implementation in practice.

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

The certification is preceded by preparatory work:

· Development of criteria and indicators for assessment by job category;

· Preparation of the required number of forms of assessment sheets of the employee's activities;

· Acquaintance of the attested with the instructions for filling out the assessment sheets;

· Approval of the certification schedule;

· Preparation of the necessary materials for the attested;

· Provision of organizational and methodological assistance to divisions for the certification of employees.

Organization of attestation in subdivisions is entrusted to their leaders. Organization of certification of heads of divisions of OJSC Rostec is entrusted to its board (commercial director).

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

An employee's performance is assessed by the immediate supervisor based on a description of the work done during the certified period, documents on advanced training and the degree of implementation of the proposals and comments of the previous certification by the certified employee. A conversation is being held with him on these issues. It should be noted that it is the immediate superior who is assigned a decisive role in the assessment of personnel, since he knows his subordinates better than others, bears full responsibility for the results of their activities, the correct application of incentives and punishments, for their training and development. The assessments given by the manager summarize the ideas received by him in constant communication with his subordinates. At the same time, the need to participate in the assessment encourages the manager to devote more time to subordinates, to weigh the strengths and weaknesses of their professional training, to analyze their business and personal qualities, and to control their work more confidently.

The materials on certification of an employee prepared by the person being certified and his immediate supervisor are considered by the superior supervisor. At the same time, he discusses the submitted materials with the direct supervisor of the certified employee, and, if necessary, with the certified employee himself.

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

The company takes serious care of the level of education of its employees. Contracts are regularly concluded with the highest educational institutions Ulyanovsk and Moscow to train employees of the enterprise, and all this is aimed at obtaining a second higher education... All training is carried out at the expense of the company. In addition, employees of the management staff of the enterprise are sent for training under the presidential program on the basis of UlSTU.

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

All these efforts are aimed at maximizing the qualifications of the company's employees, especially the management level, in order to ensure the highest performance efficiency.

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

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

Table 12

Analysis of the potential of the enterprise


Firm areas of expertise	Expert review

Management
Production
Marketing

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

Table 13

Structured analysis of enterprise potential


Potential components	Strengths	Weaknesses

1. Marketing
	Market share by main product
	Life Cycle Phases of Critical Products
	Trademark availability
	Range
	Quality
	Competitiveness
	Price policy
	Lead time
	Availability of a sales network
	Marketing philosophy
	Development of new products


	Enterprise image
2. Scientific research
	Availability of patents and inventions
	Intensity and results

	Use of new information technologies
3. Production
	Equipment condition
	Quality operational planning
	Stability
	The level of applied technologies
	Manufacturing quality
	Production line flexibility
4. Financial block
	Sustainability
	Liquidity
	Profitability
	Profitability

	Sales efficiency
	Having a permanent customer base
	Sales organization
6. Supply
	Supplier reliability
	Execution of delivery schedules
	Supply quality

	Age composition
	Staff turnover
	The level of education
8. Management
	Management status
	Top-level
	Middle level
	Lower level
	Strategic planning
	Tactical planning
	Organization level of the firm
	Consistency with the structure of the company's strategy
	Motivational policy
	Organization of control
	Entrepreneurial culture

Conclusion:

The analysis shows that the internal potential of OJSC Rostec is quite high. The company has a strong position in sales, supply, personnel, although the motivation of employees is insufficient, there is a staff turnover.

The level of management of the company is especially high.

At the moment, the company uses modern Information Technology, all documentation and accounting are automated.

Despite the absence marketing service, in this direction the positions of OJSC “Rostec” are also quite strong. However, the disadvantage is that no research is carried out, the pricing policy is weak, and the marketing philosophy is very poorly developed. All this affects production. Weak side activities of the enterprise along with R&D are finance.

3. Formulation of problems

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

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

The strategic planning process is a tool that helps in making management decisions. Its task is to provide sufficient innovation and change in the organization. More precisely, the strategic planning process is the umbrella under which all management functions are covered.

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

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

The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly engage in the collection and analysis of a huge amount of information about the sectors of the national economy, the market, competition, etc. In addition, the strategic plan gives the firm a certainty, personality that allows it to attract certain types of workers and helps sell products or services.

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

Strategic planning alone does not guarantee success, and an organization that creates strategic plans can fail due to organizational, motivational and control mistakes. Nevertheless, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what the organization wants to achieve helps clarify the most appropriate courses of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or inaccurate information about the organization's capabilities or about the external situation. Thus, planning helps to create unity of common purpose within the organization.

Strategic planning functions:

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

The strategic plan provides each department in the organization with clear goals that are aligned with the overall objectives of the company.

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

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

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

The strategic plan creates the basis for resource allocation.

The strategic plan demonstrates the importance of applying performance appraisal procedures.

Forming a strategic plan is a thorough, systematic preparation for the future by senior management:

1.) Choosing a mission - setting goals (long-term, medium-term, short-term).

2.) Development of supporting plans - policy, strategy, procedures, rules, budgets.

Stages of drawing up a strategic plan

BUT. Chandler, the author of one of the pioneering works in the field of strategic planning, believes that strategy is "the definition of the main long-term goals and objectives of the enterprise and the establishment of the course of action and the allocation of resources necessary to achieve these goals." The definition of Chandler's strategy is complemented by the requirement of economy for the adopted courses of action: "The strategic alternative is determined by comparing the capabilities and resources of the corporation, taking into account the acceptable level of risk." Ultimately, the formation of an enterprise strategy should provide answers to three questions: What directions economic activity need to be developed? What are the investment and resource requirements? What are the possible returns in the selected areas?

A. Ansoff identifies several distinctive features of the strategy:

The strategy development process does not end with any immediate action. It usually ends with the establishment of general directions, the advance along which will ensure the growth and strengthening of the firm's position.

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

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

When formulating strategies, one cannot anticipate all the opportunities that will open up when drafting specific activities. Therefore, one has to use highly generalized, incomplete and inaccurate information about various alternatives.

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

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

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

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

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

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

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

Environmental Analysis:

a) external environment,

b) internal capabilities.

Determination of enterprise policy (goal setting).

Strategy formulation and choice of alternatives:

a) marketing strategy,

b) financial strategy,

c) R&D strategy

d) production strategy,

e) social strategy,

f) a strategy for organizational change,

g) environmental strategy.

The result of the activity according to the scheme proposed above for drawing up a strategic plan of the enterprise is a document called the "Strategic plan of the enterprise" and usually has the following sections:

Goals and objectives of the enterprise

Current activities of the enterprise and long-term objectives.

Enterprise strategy ( basic strategy, main strategic alternatives).

Functional strategies.

The most significant projects.

Description of external operations.

Investment and resource allocation.

Planning for surprises.

Appendices: Calculations, certificates, other business documents, including:

a) The volume of annual sales by product group,

b) Annual profits and losses by divisions,

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

divisions.

d) Changes in product mix and market share.

e) Annual capital expenditure program.

f) Annual cash flows.

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

h) Policy of acquisitions and acquisitions.

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

The form of ownership of the enterprise.

Enterprise type (specialized or diversified)

Industry affiliation of the enterprise.

Enterprise size (large, medium or small).

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

Organization goals

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

figuring out which entrepreneurial activity the firm is engaged;

determination of the company's operating principles under pressure from the external environment;

identifying the culture of the firm.

The mission of the firm also includes the task of identifying the basic needs of consumers and their effective satisfaction in order to create a clientele to support the firm in the future.

Table 14

Value orientations


	Types of preferred targets
Theoretical	True. Knowledge. Rational thinking.	Long term research and development
Economic	Practicality. Utility.	Growth. Profitability. Results. Accumulation of wealth.
Political	Power. Confession.	Total capital, sales, number of employees.
Social	Good human relations. Attachment. Lack of conflict.	Social responsibility in relation to profitability. Indirect competition.
Aesthetic	Artistic harmony. Compound. Form and symmetry.	Product design. Quality. Attractiveness.
Religious	Concord with the universe.	Ethics. Moral issues.

Shared corporate goals are shaped and established based on the overall mission of the organization and specific values and goals that senior management is guided by.

Specific and measurable goals (this allows you to create a clear baseline for subsequent decisions and assessing progress).

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

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

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

Objectives will only be a meaningful part of the governance process if top management articulates them correctly, institutionalizes them effectively, communicates them, and stimulates their implementation throughout the organization.

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

Table 15

SWOT - analysis of the activities of JSC "Rostec"


Strengths 2. Wide sales market 4. Flexible system of discounts 6. Multiple payment for the delivery of goods 7. Attentive attitude to the customer and long-term cooperation	Possibilities 1. Political stability 4. The customer's need for complex deliveries 5. Decrease customs duties 6. Large market for highly skilled labor 7. Large selection of suppliers 8. Appearance modern technologies production and highly efficient equipment
Weaknesses 2. High prices 4. High staff turnover 10. Overstocking of warehouses 11. Significant wear and tear of equipment	1. Unstable financial situation of customers 2. Increasing requirements for the quality of goods and low prices 3. Growth in the number of competitors 4. Seasonality of orders 5. Preference of the customer to have a supplier at close range 6. Volatility of supplier prices 7. Instability of supply from suppliers 8. Risk of using modern technologies by competitors 9. Higher energy prices 10. Increase in prices for transportation 11. High taxes 12. Critical state of production infrastructure

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

Table 16

Quantitative SWOT Analysis


	Importance (X)	Influence (Y)	Result
Strengths
1. Wide range of products 2. Wide sales market 3. Complex supply of spare parts 4. Flexible system of discounts 5. Convenient terms of delivery of goods to the client 6. Multiple payment for the delivery of goods Attentive attitude to the customer and 7.Long-term cooperation 8. Provision of consulting and engineering services 9. Extensive experience in carrying out all types of repair of equipment for which the company supplies spare parts 11. Development of own production 12. Flexible production cycle 13. Young, promising staff 14. Opportunity to train personnel 15. High educational level of staff 16. An efficient system motivate employees 17. Business and professional specialization 18. Ability of employees to work in a team 19. Development of plans for comprehensive service enterprises 20. Active participation in public life of Ulyanovsk and the region
Total average
Weaknesses
1. Lack of marketing research 2. High prices 3. Lack of knowledge about competitors 4. High staff turnover 5. Low level of flexibility in employee relationships 6. Deteriorating financial situation 7. Decrease in profitability due to outrunning growth of costs 8. Inefficient use of resources 9. Lending to an enterprise is associated with risk 10. Overstocking of warehouses 11. Significant wear and tear of equipment 12. Lack of skilled workers
Total average
Possibilities
1. Political stability 2. Reducing the refinancing rate 3. Growth in the purchasing power of the ruble 4. Creation in the near future e ...........

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annotation... The article is devoted to demonstrating the process and analyzing the results of evaluating the strategy implemented by the firm on the market. The experience of the implementation of M. Porter's model of five competitive forces, PEST-analysis and VKG-matrix to clarify the existing positions of the firm in the developing market is shown.

Keywords: analysis, strategy, consumers, firm position

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

This article demonstrates the analysis of the company's strategy on the example of Interprof LLC (Temryuk). Interprof LLC is a publishing house that prints announcements for the purchase and sale of various goods, services, work performance, job search, etc. One of the most successful projects organization is the newspaper "VSE", which is at the same time the brand of the company. Having made a bet on the classified ( advertisements divided by thematic categories), the company has acquired a leading position in the market.

The organization provides services for the placement of ads. The subject of announcements is presented in table 1.

Table 1 - Subject of announcements of the edition of LLC "Interprof"

Announcement subject	Characteristic	Number of ads

Auto and Moto	Selling and buying passenger cars, trucks, motorcycles, auto parts, boats, snowmobiles
Real estate	Sale and purchase of apartments, new buildings, rent of apartments and rooms, commercial real estate, garages
Electronics and home appliances	Audio, video, home appliances
Computer technology	Computers and accessories, laptops, PDAs and smartphones, peripherals and office equipment
Phones and communication	Mobile and DECT phones, faxes
Photo. Optics. Photo services	Digital and film cameras, lenses, accessories, photography services
Construction and repair	Building materials, repair and decoration, design, windows, plumbing, cleaning
Equipment	Trade and industrial equipment, machine tools, security systems, washing equipment
Goods for kids	Children's clothing, shoes, strollers, car seats, toys, baby products
Business and partnership	Business sale and purchase, investments, consulting, accounting services, audit
Furniture, interior, everyday life	Furniture for home and office, lighting equipment, interior items
Clothes, shoes, accessories	Male, women's clothing, shoes, watches, jewelry, costume jewelry
Books, textbooks, magazines	Fiction and educational literature, periodicals
Music, art, collections	Musical instruments, artwork, collectibles
Sports, tourism, recreation	Sporting goods, tourism equipment, bicycles
Services and activities	Transport services, lawyers, translators, event organization, photo and video filming
Work and education	Job search and employees: vacancies, resumes, courses, trainings
Health and beauty	Cosmetics and perfumery, medical equipment, correction, weight loss, medical services
Dating and communication	Contacts by interests, acquaintances for creating a family, finding new friends
Animals and plants	Dogs, cats, fish, birds, plants, exotic animals, veterinary services
I will give it away	Priceless things in good hands

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

Figure 1 shows some characteristics of the readers of the "Vse" edition.

Rice. 1 Characteristics of the readers of the newspaper "Vse"
a) demographic characteristics of readers
b) the social status of the reader

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

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

In the near future, the readers of the "Vse" newspaper are planning to buy a car, furniture, building materials and household appliances, as well as about 5 percent of readers are going to improve their living conditions.

An organization's bottom line is influenced by customers who post ads.

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

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

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

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

table2 - Competition factors according to M. Porter's model

The power of competition
Intra-industry competition
	Market saturation and concentration (number and market share of large banks competing in the market)

Influence from potential competitors (threat of a new player)	Market entry barriers (including: need for investment, market knowledge, experience and technology knowledge, reputation in this market)
Impact of substitute goods
Impact of buyers	Number of audience
Supplier influence	Product quality

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

- "All" (LLC "Interprof");

- "Orbit";

- "23 Region";

- "Temryuk is even more free."

However, each of the editions has its own characteristics and emphasizes its difference from the rest.

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

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

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

Supplier influence. One of the distinguishing features of the Vse newspaper is the paper used to make the newspaper. The company buys it from a single manufacturer, therefore, without prejudice to the recognition of its brand, the newspaper cannot change its supplier. In addition, Vse also depends on distributors: the small number of local newspaper kiosk networks is affecting. Therefore, the company is forced to agree to conditions that are inconvenient for it.

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

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

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

Table 3 -Score and GPA for each strength of competition(points)

Forces competition		Expert 1	Expert 2	Expert 3	Average score
Intra-industry competition	Attractiveness of the market for competing organizations operating on it
	Market saturation and concentration
	Variety of related services offered by competitors to the market
	Average strength score
Influence from potential competitors	Market entry barriers (including: need for investment, knowledge
Influence from potential competitors	market, experience and knowledge of technology, reputation in this market)
	Average strength score
Impact of substitute goods	Transition to new ways of presenting information
Impact of substitute goods	Average strength score
Impact of buyers	Number of audience
Impact of buyers	Average strength score
Influence of manufacturers	Product quality
Influence of manufacturers	Average strength score

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

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

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

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

LLC 23 REGION (23 Region);

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

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

Criterion name	LLC "Newspaper Association" Prichernomorye "" ("Orbit")	LLC "23 REGION" ("23 Region")	LLC "Temryuk Publishing House" ("Even more free Temryuk")	"All" (Interprof LLC)

Publishing location	Temryuk	Temryuk	Temryuk	Temryuk
Market presence	21 years old (since 1994)	22 years old (since 1993)	10 years (since 2005)	23 years old (since 1992)
General circulation, copies
Periodicity	Once a week	2 times per week	Once a week	2 times per week
Number format
Number volume (number of lines)
Chromaticity	Full color	Full color	Full color	Full color
Own delivery service	Present	Missing	Present	Present
Terms of distribution	Paid Edition	Paid Edition	Paid Edition	Paid Edition
	Present	Present	Present	Present
	Present	Present	Present	Present
Application deadline
Cost of one ad, rubles
Web site

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

Table 5 - Assessment of competitive strength (points)

Competitive forces	"All" (LLC "Interprof")	LLC "Temryuk Publishing House" ("Even more free Temryuk")	LLC "Newspaper Association" Prichernomorye "" ("Orbit")	LLC "23 REGION" ("23 Region")


Range of services
Cost of services
Location
Personnel qualifications

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

Rice. 3 Competitive profile of Interprof LLC and its brand "Vse"

Analysis of the data in Table 5 and Figure 3 shows that in most of the identified advantages, "All" is superior to its competitors, and in some it lags behind them. So, for example, the position Brand gets a good rating (10 out of 10 points), the range of services - 9 out of 10 points, while the competitors have less of these positions. This gives excellent advantages in the market and allows the implementation of any projects of the organization almost without hindrance.

According to the rating company "Advertising on-line" for 2014 in the subject of "Newspapers with announcements", the places between publications are distributed as follows: "All" (LLC "Interprof") - 1st place; 23 Region (LLC 23 REGION) - 2nd place; “Orbita” (LLC “Newspaper Association“ Prichernomorye ”) - 3rd place; "Even more free Temryuk" (Temryuk Publishing House LLC) - 4th place.

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

Let's perform a STEP analysis. To begin with, let us single out the factors of the external environment that affect the activities of the organization.

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

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

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

Sociocultural factors. The basis of the “Vse” audience is made up of people with an average income level, mainly people who have a need for this kind of information and have a certain social status. Thus, social mobility and stratification will also affect demand. Changes in public values are also important, since they affect the subjective importance of information. Thus, a change in social values can also cause a change in demand.

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

The social, technological and economic factors of the external environment are of the greatest importance. Therefore, when developing an organization's strategy, it is necessary to pay special attention to them. Also, do not forget about the political factors of the external environment, which at the moment are important, but can play a role in the development of the organization.

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

Table 6 - Data for constructing the BCG matrix

Strategic business unit	Sales volume, thousand rubles	Market share	Market growth rate, interest

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

Rice. 4 BCG matrix for Interprof LLC

Analyzing the matrix, the following conclusions can be drawn:

Cash cows ("Placement of ads and advertisements in printed edition"," Placement of ads and advertisements on the Internet site ") - source stable income, which, however, does not have great prospects. The main strategy for these business units is to maintain the current level.

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

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

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

Weaknesses: Weakness corporate culture, limited quantity regular customers, high costs.

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

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

E.P. Golubkov On the concept of "strategy", its role and place in marketing planning // Marketing in Russia and abroad. - 2014. - No. 5. - S. 3-20.
Bondarenko V. A., Voronova R. S. Substantiation of a number of measures to improve market stability for enterprises (for example, LLC "Cargill") // Concept. - 2015. - Special issue No. 16. - ART 75220..htm. - ISSN 2304-120X.
Bondarenko V. A., Voronova R. S. Conducting a SWOT-analysis in the market activity of a company using the example of LLC Cargill // Concept. - 2015. - Special issue No. 24. - ART 75295..htm. - ISSN 2304-120X.
Fundamentals of Marketing. Kotler, Philip. Short course. : Per. from English - M .: Publishing house "Williams", 2009. - 656s.

INTRODUCTION

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

1.1 The essence of the basic concepts of strategic analysis

1.2. Strategic analysis methods

1.3. Modeling in the strategic analysis system

2. Research of strategic potential of LLC Construction management"

2.1. Financial and economic organization's activities

2.2. Characteristics of the internal environment of the organization

2.3. Characteristics of the external environment of the organization

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

3.1. STEP analysis of the organization

3.2. SWOT analysis of the organization

conclusion

List of used literature AND SOURCES

APPLICATIONS

INTRODUCTION

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

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

The problem has not been adequately resolved in the scientific literature. Many researchers rely on the work of Western experts who are not adapted to the conditions of Russia, which is going its own way towards market economy... Moreover, in their works strategic management characterized by either a clear emphasis on operational and tactical control, or attempts are made to reveal the individual functions of strategic management and to form tools for its implementation.

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

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

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

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

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

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

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

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

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

The object of the research is the LLC "Construction Management" enterprise.

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

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

Tasks solved in the course of work:

Define theoretical basis strategic management;

Analyze the stages of strategic management;

Reveal the essence of strategic planning;

Analyze strategic planning at the LLC "Construction Management";

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

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

To write the work, special literature was used on the organization and management of an enterprise, strategic planning and management, economics: textbooks, study guides, reference Information.

1. Theoretical foundations of strategic analysis in the organization's management system 1.1 The essence of the basic concepts of strategic analysis

The concept of "strategy" became one of the management terms in the 50s, when the problem of reaction to unexpected changes in external environment acquired great importance... At first, the meaning of this concept was unclear. Dictionaries did not help, tk. in military usage, they still defined strategy as "the science and art of deploying troops for battle."

Currently, there are many definitions of strategies. In the opinion of VD Markova and SA Kuznetsova, a "strategy" is a general program of action that identifies the priorities of problems and resources to achieve the main goal. It formulates the main goals and the main ways to achieve them in such a way that the company receives a single direction of movement.

There are several distinguishing features of strategies:

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

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

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

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

5. As soon as the search process reveals specific alternatives, more accurate information appears.

In other words, strategy is an elusive and somewhat abstract concept. Thus, it is advisable to replace the concept of "strategy" systemic concept"strategic management".

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

The term "strategic management" was introduced into use at the turn of the 60-70s. in order to distinguish between current management at the production level and management at the highest level. The need to record such a difference was caused primarily by changes in the business environment.

It is possible to point to several constructive definitions that have been proposed by the authoritative developers of the theory of strategic management. Schendel and Hatten saw it as "the process of defining and connecting an organization with its environment, consisting in the implementation of the chosen goals and in attempts to achieve the desired state of relationship with the environment through the allocation of resources that allows the organization and its departments to act effectively and efficiently."

According to Higgens, “strategic management” is the process of managing to accomplish the organization’s mission by managing the organization’s interactions with its environment. ”And Pierce and Robinson defined strategic management as“ a set of decisions and actions to formulate and execute strategies designed to achieve goals of the organization. "There is also whole line definitions that focus on certain aspects and features of strategic management or on its differences from "normal" management.

Like any management process, strategic management necessarily includes the stages of strategic analysis, strategic choice and strategy implementation.

This is how it looks schematically:

Figure 1.1.1. Stages of strategic management

Let's take a look at each of these steps.

Strategic analysis. The stage of strategic analysis interprets the strategic position of the organization by, firstly, identifying changes that have occurred in the economic environment, and identifying their impact on the organization and its activities, and secondly, determining the benefits and resources of the organization depending on these changes.

The main purpose of strategic analysis is to assess the key impacts on the current and future position of the organization and determine their specific impact on strategic choices.

One of the results of strategic analysis is the definition of the overall objectives of the organization, which determine the scope of its activities. Tasks are determined based on the goals. They are used to represent indicators of strategic planning. Presented in writing indicators can be of financial or non-financial nature. Financial performance expressed in numbers, convenient for comparing the strengths and weaknesses of various options for strategic development, with their help it is easy to exercise control.

Three components of strategic analysis can be distinguished.

1. Purpose and objectives. This first component of strategic analysis defines the goal, main tasks, power relations within the organization. The purpose and the main objectives form the background in which the proposed strategies are formulated, as well as the criteria by which they are evaluated.

The goal determines the meaning of the organization's existence and the nature of its activities. The main objectives establish what the organization intends to accomplish in the medium and long term to achieve the goal.

2. Analysis of the external situation. The second component of strategic analysis is the study of the external environment or characteristics of the external environment in which the organization operates. The organization exists against the background of a complex external environment that includes many elements (political, technological, social and economic). The external environment is undergoing significant changes, which poses strategic questions for the organization.

A distinction must be made between two interrelated environments: the micro- and macroenvironment of an organization. Microenvironment is the immediate or industry environment, i.e. the environment in which the organization operates. It corresponds to the concept of "inner environment" of the organization. It includes an assessment of the competitive structure of the industry, as well as the key parameters for the development of the industry. The microenvironment is specific to a given organization, each organization has its own microenvironment, representing a unique combination of operating factors.

Macroenvironment involves the study of macroeconomic, social, legal, international and technological factors that can affect an organization. The macro environment is the same for all organizations working in it.

The environment must be defined in precise and clear terms. This can be achieved by formulating appropriately the questions that need to be answered in the research process, which should address the following aspects.

The buyer and the market. You need to get answers to the following questions:

Is the buyer the end user of the product?

What is the price sensitivity different types products?

The atmosphere of activity. Useful information can be obtained using the following questions:

Are the activities in a state of expansion, contraction or decline?

Easy or hard to get cash from credit institutions?

Competitors. Strategists to assess the competitive position of an organization will answer the following questions:

What is the level of competition in the industry?

What percentage of revenue do competitors spend on advertising?

The external environment can create opportunities or threats to the organization. Developing this idea, American management theorists G. Johnson and K. Scholes (1989) indicate that the external environment from the perspective of strategic management presents two main problems. The first is the formation of a grounded point of view on the general or main impact of the external environment. The second is the difficulty of trying to analyze the impact of each environment variable.

3. Analysis of internal resources. The third component of strategic analysis. It determines the completeness and quality of the resources at the disposal of the organization in the areas of its activities. A simple method of researching internal resources is to consider the key strengths and weaknesses of the organization. A more complex way is to use the concept of a "value chain".

The purpose of the analysis is to develop an overall picture of internal influences and constraints on strategic choices. Internal analysis focuses on two areas: identifying the strengths and weaknesses of the organization, and identifying expectations and opportunities to influence the strategic planning process of owners and staff. Workers are an important subject of the internal analysis phase.

Strategic choice. The second stage of the strategic management process, in which three components can be distinguished.

1. Development of strategy options. Strategic choices involve developing a series of strategic alternatives based on the company's goals, strengths and weaknesses, and external opportunities and threats. Each strategic alternative can represent possible courses of action. At this stage, the following main question appears: what directions of strategic development seem to be the most acceptable? When developing strategies, it is important to take into account the possible number of options, since there is a tendency to consider only the most acceptable options and discard the rest already in the early stages of proposing options. However, this assessment is always subjective. The obvious options are not necessarily the best. And this circumstance can deprive options that, if more detailed at the stage of evaluating options, would have revealed their advantages.

2. Assessment of strategy options. In the process of strategic analysis, various options for the corporation's strategy must be evaluated. In order to choose one or another option, strategy developers compare them with each other, taking into account the extent to which each of them is able to achieve the goals of the organization. The optimal strategy should provide the best balance between the strengths and weaknesses of the organization, opportunities and threats from the external environment.

The most significant criteria for such an assessment are the following two.

Is the strategy appropriate for building on the strengths of the organization and exposing its weaknesses, seizing opportunities while minimizing threats?

Is the strategy acceptable to the members of the organization?

3. Choice of strategy, strategic lines of conduct and plans. Choosing a strategy is a selection of those options from the previous stage, which meet the criteria and which the management intends to follow. It can represent one strategy or a whole set of alternatives. It is important to emphasize that there is usually no rigidly defined sequencing plan for choosing from alternative strategy options. The decision to choose a strategy will greatly depend on the assessments and expectations from top managers and other support groups, the choice is usually the subject of management's inferences and is not always rational, since top managers make choices based on their own value system.

Choosing a strategy can make decisions necessary, such as how many sites the organization will use, what type of technology needs to be applied, how many people will be needed to implement a new strategy. Strategic behaviors and plans involve work in areas such as research and development, capital needs and issues labor resources.

Implementation of the strategy. The third, final and longest stage of the strategic process is the implementation of the strategy. At this time, the strategy chosen by the management is being implemented. The implementation of the strategy necessitates the adoption of the system used to govern the organization. This system determines: which departments will be responsible and for what, what kind of retraining of the workforce will be required. The most significant activities in the implementation of the strategy are the following:

1. Development of a course of action in case of unforeseen circumstances. The strategic plan is developed for an ideal situation, but the reality may be more or less different from it. therefore important element the strategic plan is to develop a course of action in a situation where such differences become too large. This option is used when it is necessary to respond to important changes in the organizational environment that may actually arise. For an effective response, it is necessary to systematically track changes and correlate with the planned, for which it is also necessary to determine the cyclicity of control.

2. Development organizational structure... For the success of the implementation of the adopted strategy, the organization must have a certain structure. Designing the structure includes assigning responsibility for performing tasks and the right to make decisions in the organization. It is also necessary to decide what structure the organization should have: horizontal or vertical, to what extent it should be divided into working groups.

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

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INTRODUCTION

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

1.2. Strategic analysis methods

1.3. Modeling in the strategic analysis system

2. Research of the strategic potential of LLC "Construction Management"

2.1. Financial and economic activities of the organization

2.2. Characteristics of the internal environment of the organization

2.3. Characteristics of the external environment of the organization

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

3.1. STEP analysis of the organization

3.2. SWOT analysis of the organization

conclusion

List of used literature AND SOURCES

APPLICATIONS

INTRODUCTION

The problem has not been adequately resolved in the scientific literature. Many researchers rely on the work of Western experts who are not adapted to the conditions of Russia, which is on its way to a market economy. At the same time, in their works, strategic management is characterized either by an explicit emphasis on operational and tactical management, or attempts are made to reveal individual functions of strategic management and form tools for its implementation.

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

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

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

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

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

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

Tasks solved in the course of work:

determine the theoretical foundations of strategic management;
analyze the stages of strategic management;
to reveal the essence of strategic planning;
to analyze strategic planning at the LLC "Construction Management";
to propose ways to improve strategic management on the example of LLC "Construction Management".

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

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

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

1.1 The essence of the basic concepts of strategic analysis

The concept of "strategy" became one of the management terms in the 50s, when the problem of reaction to unexpected changes in the external environment became of great importance. At first, the meaning of this concept was unclear. Dictionaries did not help, tk. in military usage, they still defined strategy as "the science and art of deploying troops for battle."

There are several distinguishing features of strategies:

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

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

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

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

5. As soon as the search process reveals specific alternatives, more accurate information appears.

In other words, strategy is an elusive and somewhat abstract concept. Thus, it is advisable to replace the concept of "strategy" with the systemic concept of "strategic management".

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

The term "strategic management" was introduced into use at the turn of the 60-70s. in order to mark the difference between current management at the production level and management at the highest level. The need to record such a difference was caused primarily by changes in the business environment.

You can point to several