Draw up a company development plan. How to create a strategic business development plan

Formation of goals and development strategies…………………………………22 3.1 Mission of the corporation (enterprise)…………………………………………22 3.2 Main goals of the enterprise………… ……………………………………..24 3.3 Overall strategy……………………………………………………………..27 Conclusion……… ……………………………………………………………….30 List of sources used………………………………………………………..31 Appendix 1 ………………………………………………………………………………32 Introduction Strategic planning of intra-economic activities of any enterprise (firm) is closely related to the implementation of general economic policy or state strategy for the development of the entire market systems. Currently, the most important prerequisite for strategic planning and growth of production volumes at domestic enterprises has become the development of free market relations, their constant and continuous improvement.

Development of a strategic plan for enterprise development

Attention

During planning, there is a movement from the level of strategic planning to budgeting, during which target indicators and strategies for achieving them are determined and agreed upon, operational plans and budgets of departments are drawn up and agreed upon. During planning, it is also possible to move from the bottom up, that is, from the level of budgeting to strategic planning.

This is explained by the fact that when plans are detailed and clarified, new information appears that was not previously taken into account, but requires careful consideration and taking into account. When moving from strategic planning to budgeting, the following increases:

accuracy of calculations (the range of possible values of planned indicators is narrowed);
planning formats;
degree of coherence of plans;
specifying the degree of responsibility for results.

Development and implementation of an enterprise development plan

Developing a mission and development strategies for an organization In order to understand in which direction to move and develop, a company should first of all decide on its mission, that is, the main purpose of its existence. The mission of the organization necessarily reflects the scope of activity and its ultimate goal.

Based on the adopted mission, company development strategies are developed that will ensure the fulfillment of the mission. Development strategies, firstly, should cover all aspects of the company's mission, and secondly, should not deviate from its meaning.
Compliance with the first condition is necessary for the successful implementation of the company's mission, the second - in order not to divert the company's resources and efforts to solve problems that do not serve the fulfillment of the company's mission. When developing company development strategies, it is necessary to carefully check their relationship with the approved mission.

An example of developing a strategic development plan for an enterprise

That is, they engage in strategic analysis, which is also one of the components of strategic planning. In other words, most small and medium-sized companies in fact also use strategic planning, but, unlike large players in the market, they do it unsystematically and not in full.

And even in large companies it happens that strategic development plans developed with a lot of time and effort remain just plans. This can be caused by many external and internal factors, the most common of which are the lack of integrity in the planning methodology and disruption of the relationships between strategies, business development plans and company budgets.

Development of an annual company development plan

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Therefore, the strategic plan had to be developed 15 years in advance. I have met companies that did not necessarily have to develop a strategic plan for a long period, but, nevertheless, they did it.

For example, one regional company operating in the industrial equipment market is developing a strategic plan for 10 years. At the same time, the company does not have development projects that would force it to plan for such a long period.

And the market is not so predictable that you can look that far. In this case, everything is explained by great optimism and confidence in the success of the company's CEO.

Company development plan

For example, if the market situation is quite stable and the company has been successfully operating in it for a long time, it can afford to predict results for the long term based on a “strategy for success.” If the market is hectic and the company does not feel stable enough, it is forced to work on a “survival strategy”, in which long-term forecasting is impractical due to the uncertainty of the further development of the situation.

In this case, a business plan is drawn up for a period of one to three years. The business plan of the Volga company for a three-year period is in table.

2. As evidenced by the business plan data, the company's strategies and their targets are realistic and quite achievable. The Volga company conducts a profitable business, its operating income is sufficiently balanced and allows it to maintain a given rate of profitability while increasing sales volumes.

Company strategic plan

We offer a methodology for developing the most effective strategic development plan and recommendations that will help avoid possible risks of erroneous forecasts, we will tell you about the sequence of forming a strategic development plan, and we will reveal the relationship between the context, goals and resources of the company, which should be reflected in the strategic development plan. Of course, the strategic development plans of large, medium and small companies will differ due to the difference in the scale of economic activity, the specifics of the business, the complexity of the organizational structure and business processes. But in any case, a well-developed strategic development plan is formed on the basis of sequentially implemented stages: Analysis of the external and internal context of the organization The results of any company are influenced by many different factors.

Enterprise development plan sample

Determine the specific areas of the company's activities, target markets and the company's place in these markets.2. Formulate long-term and short-term goals of the company, strategies and tactics for achieving them.

Important

Identify those responsible for implementing each strategy.3. Select the composition and determine the indicators of goods and services that the company will offer to consumers.

Assess the production and commercial costs of their creation and implementation.4. Assess the compliance of the company's personnel and the conditions for motivating their work with the requirements for achieving the set goals.5. Determine the composition of the company's marketing activities for market research, advertising, sales promotion, pricing, sales channels, etc.6. Assess the material and financial position of the company, the compliance of financial and material resources with achieving its goals.7.

Sample strategic development plan for an enterprise

Ideally, a full-fledged business plan should be drawn up for each strategic objective of the company (development project), but in practice one can completely limit oneself to such a solution. A full-fledged business plan is drawn up only for new development projects that require significant investments, and for all, more or less standard development projects, a business plan can be drawn up in a truncated volume, containing only the necessary elements.

Of course, each development project is unique in its own way, but, nevertheless, each company that is actively involved in development can identify several types of development projects that it implements almost every year. Such projects could be, for example, opening a new store, launching a new product, entering a new sales market, etc. These development projects can be considered typical.

Enterprise social development plan example

This was explained by the fact that, firstly, they mainly worked in foreign markets, and, secondly, the construction of the aircraft took several years. Foreign markets were considered more stable than the Russian one, and besides, information about these markets was easier to collect. The company considered that it could afford to plan for a five-year period, but did not dare to plan for a longer period. From below, the choice of the strategic planning period was limited by the aircraft construction period.

One satellite communications company was forced to choose 15 years when choosing a strategic planning period. They did this not because they were such lovers of long-term planning.

The fact is that they were planning to implement a development project related to the creation and launch of a new satellite into orbit. This project was supposed to pay for itself in about 15 years.

Strategic enterprise development plan example

The stages of developing a strategic plan are determined in accordance with the format of the strategic plan and the logic of its preparation.

Company's mission;
strategic concept of company development;
company goals;
company strategy;
strategic objectives of the company (development projects);
description of strategic objectives (goals and results, implementation plans, budgets, etc.). The results of the strategic analysis may be used as an annex to the strategic plan, but this is not mandatory.

The presented composition of the strategic plan is just one of the possible ones. He does not claim any absolute correctness.

It’s just that this format has been tested in practice more than once, which is why it is presented in this article. Each company can develop its own unique strategic plan format.

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Individual development plan: example, specific actions and goal

The business plan of the Volga company for a three-year period is in table. 2. As evidenced by the business plan data, the company's strategies and their targets are realistic and quite achievable. The Volga company conducts a profitable business, its operating income is sufficiently balanced and allows it to maintain a given rate of profitability while increasing sales volumes.

An example of developing a strategic development plan for an enterprise

searching for optimal means to achieve the goal (it is important to choose the appropriate method of implementing the plan, which is most suitable in terms of speed of implementation, level of impact, cost, etc.);
assessment of the current situation (without understanding current problematic and promising areas of work, it is impossible to develop a development plan that will significantly improve business processes and schemes);
choice of strategy (strategy influences the principles and methods of development of both the sales department and the company as a whole);
defining a list of specific actions (having a detailed list of tasks will allow you to more quickly obtain the desired results).

Development and implementation of an enterprise development plan

NIZHNY NOVGOROD INSTITUTE OF MANAGEMENT AND BUSINESS Department of Management Course work in the discipline “Strategic Management” Topic: Strategic plan for the development of an enterprise and the methodology for its preparation using the example of the furniture factory UTA LLC Completed by a student of the course (stream) Checked Assessment " " 2010 2010 Zavolzhye Contents Introduction……………………………………………………………………………………..2 Brief description of the company…………………………… ……………………3 1. Competitive analysis……………………………………………………….5 1.1 Analysis of the external environment, SWOT analysis……… ………………………..5 1.2 Assessing competitive forces……………………………………………..11 1.3 Formation of key success factors……………………… ……………..13 2. Analysis of the order portfolio……………………………………………………..16 2.1 Characteristics of activities………………………… …………….16 2.2 Assessment of activities using portfolio matrices……20 3.

Development of a strategic plan for enterprise development

It records all the risks and opportunities that are significant for the company, ways to minimize and implement them (essentially, these are the company’s strategies), as well as the responsible (owners) of each of the risks and opportunities. Conclusion When choosing a development strategy for a company, you should focus on your strengths (high quality products, customer service, positive business reputation) to take advantage of business expansion opportunities (increasing sales, releasing a new type of product, providing additional services to customers). At the same time, it is necessary to strengthen its weaknesses (depreciation of funds, insufficient qualifications of personnel, dependence on loans) in order to minimize the risk of external threats (rising prices for raw materials, increasing competition in the market, decreasing consumer demand).

Enterprise strategic development plan

Therefore, now strategic planning at enterprises should be aimed at their long-term development, achieving higher rates of economic growth based on the gradual improvement of various production and technical factors and organizational and management structures in order to ensure high quality of personnel work and the standard of living of their employees. The above explains the relevance of this work. Based on the relevance of the topic and the degree of its development, the following goal was set in this study: to consider the mechanism for forming a strategic development plan using the example of the UTA group of companies.

Company development plan

Important

Weaknesses may include items such as lack of strategic direction, deteriorating competitive position, obsolete equipment, low product margins, inability to withstand competitive pressures, lagging behind in research and development, inability to finance strategic changes, etc. 3. Among the enterprise’s opportunities, one can highlight the possibility of entering new markets, establishing the production of related products, the possibility of moving to more effective strategies, reducing prices for raw materials, etc. 4. Threats to the enterprise include the possibility of new competitors, increased sales of a replacement product, slowing market growth, increasing competitive pressure, changing needs, etc.

Sales department development planning

Conclusion A complete strategic development plan for an enterprise includes the following sections:

The results of the analysis of the external and internal context of the organization at the time of development of the plan.
Description of current activities and long-term development goals of the organization.
Description of the company's mission and development strategies.
Functional strategies of company divisions.
Description of projects for the development of the company.
Business plans for the implementation of development projects.
Description of risk management methods for implementing the strategic plan.

Development of a strategic development plan is the basis for choosing long-term goals of the enterprise and ways to achieve them. Strategic planning helps to effectively allocate and use company resources to achieve the main goals and objectives of the chosen mission.

Attention

We formulate the strategic goals of the company's development However, the formation of a strategic development plan for the company is not limited to the development of a mission and strategies. In addition to the direction of action itself (i.e. strategy), it is also necessary to develop criteria for success (target indicators) and ways to achieve them (business development plans). Only in this case can you be sure that the company has a clear program for achieving its mission, supported by action plans and calculations of the resources necessary for their implementation.

Strategic goals (or key target indicators) must be specific and measurable, so that at the end of any period it is clear to what extent the strategy has been implemented and what the dynamics of its implementation are. For example, if such a target strategy indicator as increasing sales volumes can be expressed as a percentage increase compared to the volumes of the previous period or in a specific amount.

Enterprise development plan for 3-5 years, a brief example

Due to the growth of net profit, the company can also solve the problem of high dependence on external financing by investing the profits received in replenishing working capital for running the business. Ensuring the relationship between strategies, business development plans and budgets of the organization Ideally, when developing a strategic development plan, a company must ensure the relationship between strategies, business development plans and budgets of the company and divisions. This relationship guarantees the successful implementation of the strategic plan, because the target indicators of the company's strategies will be tied to the parameters of the business development plan, on the basis of which all company budgets are planned. Consequently, the implementation of budgetary objectives will lead to the achievement of the company’s strategic goals. Visually, this relationship is presented in Fig. 3.

The need to plan the development of an organization is determined primarily by the fact that in modern economic conditions, only organizations that quickly and adequately respond to changes in the external and internal environment survive. This is possible only if the organization has a functional planning system. In addition, planning is the basis of all organizational activities, since without it it is impossible to ensure consistency in work, control business processes, determine the need for resources, and also motivate employees.

Planning as an economic category can be considered from a managerial and general economic point of view.

Planning is one of the central functions of management. Management functions are aimed at achieving the goal, which is formed within the framework of the planning function. In addition, planning is intended to strictly regulate the behavior of an object in the process of achieving its goals. The relationship between planning and other management functions is presented in Fig. 1.1.

Function planning is the basis for making management decisions and includes determining the goals and objectives of managing the organization, developing ways to implement the presented plans to achieve the goals (in other words, developing a development strategy for the organization), as well as calculating the necessary resources and their distribution. In this sense, planning is the anticipation of possible risks that may arise as a result of the organization's activities. It is impossible to completely eliminate risk, but it can be managed through effective planning (foresight).

Planning is often considered as the process of developing a plan for the development of an organization. Development is understood as an irreversible, directed, natural change in systems. It is important to note that as a result of development, the object acquires a new qualitative state, i.e. there is a change in its composition or structure.

It is necessary to distinguish between the concepts " organization development», « functioning of the organization" And " organization growth" Firstly, development is possible only for a functioning organization, and secondly, development, in contrast to growth, which is associated with a quantitative change while maintaining the integrity of what is changed, is always associated with qualitative and structural changes in the organization.

The development of an organization is determined, as a rule, by changes in external and internal factors.

External factors organization development:

policy;
economy;
socioculture;
technologies;
consumers;
suppliers;
competitors.

Internal factors organization development:

management of the organization (development strategies, organizational structure, image of the organization, etc.);
the process of transformation of resources (material, financial, human, temporary, information, energy, etc.).

In addition to the listed factors, one can note changes in the environment, the needs and interests of man and society, the global state of world civilization, etc.

Obviously, when planning the development of an organization, it is necessary to take into account changes in all of the above factors. Here the question may arise: does such planning coincide with the process of developing an organization's development strategy? Of course, it coincides, with the only difference that the phenomenon of development does not arise when creating (for the first time) a strategy, but when it is improved or adjusted. This is precisely the main aspect of planning the development of an organization.

In this regard, planning the development of an organization creates important advantages, in particular it allows:

make full use of the existing opportunities of the external environment;
identify emerging problems;
identify the organization’s strengths and use them to solve existing problems and reduce external threats;
encourage managers to implement their decisions;
improve coordination of activities in the organization;
create prerequisites for improving the qualifications of managers;
increase employee awareness;
rationally distribute resources;
improve control in the organization.

When planning, the stage of development of the organization should be taken into account. The development of an organization on a time scale can be presented in terms of a life cycle, meaning both the processuality of development and its staged nature. A look at an organization through the prism of development cycles allows us to more accurately identify its main value systems and orientations, specify the tasks it faces, as well as the features of management approaches.

The methodological basis for studying the life cycle of an organization is the theory of finding balance between the complex and the environment. We are talking about the economic entity gaining dynamic balance with both the external and internal environment of the organization. It is the dynamic nature of equilibrium that makes an organization stable and gives it the opportunity to exist in time and space. A disequilibrium state may mean the process of destruction of an organization and its subsequent liquidation.

However, we should not forget that the development of any organization is cyclical: a rise is followed by a decline, a depression sets in, after which growth sets in again, and the cycle repeats. Factors influencing the cyclical development of an organization are:

organization of the national economy (structure of industries and their priority);
demographic changes;
innovation and investment processes;
exchange processes in commodity and money markets;
changes in prices for material resources;
agricultural price changes (crop failures, prices for agricultural products);
specifics of banking organization;
disruption of production balance (overproduction). It is planning the development of the organization that allows you to achieve balance. There are several stages in the process of planning the development of an organization, the relationship of which is presented in Fig. 1.2.

An integral part of the planning process for the development of an organization is compliance with the principles of planning that determine its nature and content. A. Fayol identified four basic principles of planning: unity, continuity, flexibility and accuracy. Later, A. Ansoff substantiated another key planning principle - the principle of participation. In conditions of free market relations, planning principles such as independence and efficiency are also distinguished. The content of these principles is disclosed in table. 1.1.

The implementation of these principles allows you to plan the production process in accordance with the needs of buyers and manufacturers, evaluate the implementation of plans, and significantly reduce labor costs, material costs, inventories and work in progress.

We should not forget that the planning process is probabilistic in nature. This is explained by the fact that planning is always based on data from past periods of the organization’s activities, i.e. is based on incomplete data even with well-established accounting and management accounting. The problem is that some aspects of the functioning of the organization, for example, economic cycles, political conditions, cannot be assessed.

The procedure for planning the development of an organization is a clear algorithm for preparing decisions, as opposed to spontaneous, situational management decision-making. Although the benefits of planning are obvious, improvisation when making management decisions is not only inevitable, but also necessary. During the development planning process, organizations consider and evaluate alternative options for future actions, from which the best one is selected.

The organization's development plan defines the activities necessary to create new generations of products and services and more clearly outlines the path to new management positions. It serves as a guideline for developing a diversification plan (expanding the range of products and services, and therefore production), a liquidation plan, which shows which divisions and productions the organization should abandon, a research and development plan, including activities for the development of new products and services .

The organization's development plan is detailed down to specific programs, projects and individual events.

Planning object development of an organization are the functions that it performs in the course of its activities. Based on the specifics of their activities, individual organizations perform different functions. The most common ones are:

research and development of new products and services;
marketing, which is designed to provide a reliable forecast of demand and sales volumes of goods or services;
formation and use of all types of resources;
production, in the process of which initial resources are transformed into finished products;
sales (sales) of products and services.

It should be noted that planning the development of an organization affects not only the business processes occurring in the organization, but also management processes. Consequently, the objects of organizational development planning are all functional processes, including production and management, that are carried out in specific departments.

The development of an organization is always associated with the use of resources, so resources are the subject of planning. Moreover, when planning the development of an organization, they take into account not only the available resources, but also all the necessary ones. The purpose of resource planning is primarily to optimize their use. The classification of resources in an organization can be different. The most frequently identified are the following types of resources:

human resources (personnel of the organization);
material resources;
financial resources;
information resources, etc.

In modern literature, along with the above resources, organizations distinguish time resources and entrepreneurial talent - as a type of human resources, represented by the activities of coordinating and combining all other resources. This type of resource is manifested in the ability to carry out production and commercial activities as rationally as possible, based on innovation, responsibility and willingness to take risks.

The presence of an object and subject of planning allows us to form a planning system for the development of an organization. It includes several forms and types of planning, one of which is business planning.

Any company needs a strategic development plan, even if its management has not yet thought about it. Let's talk about what a strategic enterprise development plan is, what it consists of, and what tools to use to draw it up.

What is this article about?:

There is always a strategy, even when the manager doesn’t think about it at all. Even small businesses have their own strategic goals, such as “try to repeat everything that industry leaders do” or “monitor the main trends and adapt to them.” The larger the enterprise, the higher the cost of management mistakes, the more necessary it is to know your strategic goals and the paths leading to their achievement.

What is a strategic plan

According to all the canons of management, planning is the most important function of the management cycle. In this case, the theory is completely confirmed by practice: if there is no planning at the enterprise, then we can say that there is no management. There is no ongoing planning, which means there is no operational management. Moreover, if the strategic goals are clear, the organization can exist for some time. It is ineffective to use resources; the actual deadlines will never correspond to the desired ones, but formulated long-term goals, an understanding of target sales volumes, assortment policy and the necessary resources will allow us to at least somehow move forward, albeit with large losses.

The situation is different if there is only operational planning. Everyone seems to be working, everyone is busy, some problems are constantly being solved. It’s just not clear why these problems keep popping up all the time, the enterprise is marking time, and any changes in the external situation each time become at least a cause of emergency work, and even almost put the future of the organization at risk.

Purpose of the strategic plan

The strategic plan systematizes long-term target parameters, establishing the relationship between market indicators that need to be achieved, production tasks that need to be solved, and the financial resources necessary for all this.

The marketing strategy is developed based on the forecast for the development of sales markets and the current position of the enterprise. In this case, the development forecast is a broad concept that includes the development of technology, the processes of globalization of the economy, the demographic situation, and in some cases the medium-term international political situation - all this can have a significant impact either on the industry as a whole or on activities of a specific enterprise.

The production strategy should take into account not only the development of production technologies for a given product group, but also the dynamics of commodity markets, forecasts for changes in energy prices, transport services, and so on.

Financial strategy includes investment policy, sources of financing, dynamics of changes in interest rates and exchange rates, forecast long-term and medium-term budgets, target performance indicators for both the enterprise as a whole and by type of assets.

A strategic development plan should not only state goals, but also justify their choice. It is desirable that the action strategy be methodologically justified. You can also rely on a manager's intuition, but more often than not, good business intuition is a fusion of experience and education.

Determining the starting point for strategic planning

A strategic plan consists of specifying goals and how to achieve them. In order for the goals to be adequate and achievable, and the methods to be realistically feasible, it is necessary to correctly determine the starting point.

A better way to analyze the current state of an enterprise than SWOT analysis has not yet been invented. The name of the method (an abbreviation of English words: strengths - strengths, weaknesses - weaknesses, opportunities - opportunities, threats - threats) speaks for itself. It consists in identifying four groups of factors: the strengths and weaknesses of the organization, opportunities and threats from the external environment.

Generally speaking, SWOT analysis is a tool that should become a regular habit for any manager concerned about the future of his enterprise. Its high-quality implementation in itself can provide an understanding of the directions of development.

An example of using SWOT analysis for strategic planning

How powerful this tool is can be demonstrated by this example of a consultation with the management of one of the security system integrator companies. This was in 2012: the ruble was very “strong”, sales of foreign-made cars were breaking new records, there was no sign of a crisis. An express analysis of the enterprise and industry was carried out exclusively based on publicly available data: the company’s website and several specialized publications on this topic. After that, the SWOT analysis method was applied, which at that time identified the key factors:

Strengths:

strong positions in the market, with a high entry barrier for new participants;
relatively low competition in this service segment;
relatively high share of the cost of services compared to the cost of equipment in the total market.

Weaknesses: low share of the enterprise in a growing market.

Possibilities of the external environment:

annual market growth until 2015 by at least 10%;
broadcasting services to regional markets (where development is expected) through clients with a branch network;
development of specialized software and equipment made in Russia;
strengthening legislative requirements for safety in a variety of fields of activity and industries;
constant increase in the relevance of ensuring information and environmental security.

External threats:

a possible increase in prices for foreign software and equipment, which is critical for a number of services;
economic decline in a number of industries that are consumers of security services;
trend toward consolidation of market participants;
problems with financing large long-term projects;
decreased margins due to increased customer demands.

On this basis, the strategic goal of the enterprise until 2015 was formulated: an increase in sales of services at the level of 13–15% annually while maintaining current profitability. Why should there be such an increase? Because otherwise, the enterprise’s market share will decrease, and it risks moving from the “question marks” segment to, after some time, ending up in the “losers” segment, according to the terminology of the BCG matrix. To achieve this goal, additional development options were proposed, in addition to the main direction of work in the premium segment.

The coincidence with the real state of affairs turned out to be so accurate that I was never able to refute the management’s opinion about receiving insider information from one of the employees, although the security measures at the enterprise were very strict. Time has shown that most of the threats were realized precisely over the next three years, and yet at the time of analysis, it would seem that nothing foreshadowed such a dramatic development of events.

Definition of market strategy

The answer is not always obvious; often developing a strategic plan requires additional effort. To answer the questions of a SWOT analysis, it is necessary to separately determine the company’s position in the market, the direction of development of the production program and the competition strategy.

To find answers to these questions, you can use any methods, even intuitive ones. But using well-known and proven techniques over the years will certainly make this work easier. One of them is the Boston Consulting Group matrix, which helps determine the current stage of the life cycle of an enterprise or product. The method is based on the concept of the life cycle, which for any enterprise and product is divided into four main stages: the initial phase, intensive growth, stability, and decline.

From a marketing perspective, these stages correspond to a combination of the enterprise’s market share and market growth rate:

Low market share of the enterprise with its rapid growth.
The company's growing share in a fast-growing market.
Large share in a depressed market.
Low share of the company's products in a depressed market.

Accordingly, financial flows at each stage can be defined as:

Low inflow with high investment requirements.
Growing income and high need for investment.
High income without investment (hence the name “cash cows”).
Decrease in income in the absence of investment.

Despite the simplifications and conventions of this methodology, it helps to quite easily determine the strategic line of development.

Assessing risks and opportunities when preparing a strategic plan

Another proven method of strategic analysis is Ansoff matrix. This method uses a product-market combination, evaluating them in terms of novelty:

existing products in an existing market;
existing products in a new market;
new products in an existing market;
new products in a new market.

Each situation has its own strategy (in order of increasing risks):

strengthening market positions;
market development;
development of new products (within the existing product line);
diversification of activities, that is, entering new markets with new products.

Competitive strategy

When preparing a strategic development plan for an enterprise, Porter’s method, based on a comparison of competitive advantages: either in terms of costs or in terms of differences in the consumer properties of a product, helps to choose the optimal competition strategy. Comparison with the scale of the company's activities - in one segment, or in the entire market - three competitive strategies arise: price leadership, differentiation or concentration on a specific segment.

The Thompson-Strickland matrix serves the same purpose, in a sense combining the approaches of previous methods. Depending on the combination of market growth rate and the strength of the enterprise’s competitive position, twelve strategy options are formed.

These methods can be criticized for their shortcomings, which they are not without. But, be that as it may, the use of even one, or better yet several of these methods, will certainly give a clear understanding of the company’s real position in the market, as well as a set of possible strategies.

Business model

By comparing the results of applying these methods, it is necessary to arrive at a specific digital expression of strategic goals and plans - a business model. If the development of strategic goals and the main ways to achieve them is the exclusive prerogative of top management, then middle managers should also take part in the formation of the business model, this will make it possible to detail and more accurately justify the financial component.

A business model is, perhaps, the key document of the organization’s strategic development plan, in which all goals and objectives are presented in the form of specific figures by which the enterprise will live and implement its strategic goals. What is measurable is doable.

The scalability of the business model allows it to be used both as a separate planning element and as a major part of the strategic plan. The main thing is the principle of construction.

The business model begins with a detailed revenue plan based on forecast sales in physical terms and price dynamics. Then plans are drawn up, also in physical and monetary terms, for each type of production and general business costs necessary to ensure the target sales dynamics.

At the final stage, the financial part should be balanced:

emerging taxes;
dynamics of interest rates and inflation;
timing and volumes of financing, etc.

The result should be a forecast balance sheet, plans for income and expenses, cash flows and investments broken down by year and month.

Like any plan, the business model needs to be adjusted annually. Changes can be made not only in the short term - for the coming year, but also in the medium term (three to five years) planning horizon. If it is necessary to change long-term targets, then this indicates shortcomings in the initial strategic planning. But there is nothing to worry about; with experience, the accuracy of forecasting will increase, and the presence of any plan that is not even fully verified already provides undeniable advantages in enterprise management.

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