Development of an organization strategy (using the example of JSC "Ecohelp"). Development of a small enterprise strategy (using the example of Gerkon LLC) Organizational development strategy using the example of an enterprise

To actively expand capacity and profitably, an organization requires a strategic plan. To correctly draw up a company development strategy, you need to look at examples and find out what it is. It is compiled based on the mission and objectives of the company, taking into account the specifics and competitors. Correct calculations will become a powerful promotion tool and will speed up the process of achieving production goals. Every enterprise needs such planning in order to keep up with changes in the market situation, change technologies and implement developments in a timely manner, and constantly improve the level. This is an opportunity not to find yourself on the sidelines of market relations without income.

Organizational development strategy: what is it and what examples are found in the enterprise

This is the name given to the work plan of all departments for the next year or several years. During development, expected results and calculations are laid down. The formation of this detailed paper plays an important role - it helps to adapt to the rapidly changing business environment.

What the document will definitely cover:

main direction;

tools with which goals will be achieved;

how the company positions itself from the internal and external sides;

the course of action to be taken if the organization is affected internally or externally;

social side of life.

This plan calculates which way will achieve the goals faster and more efficiently.

What varieties are there?

There are several types of strategic planning that are often prepared in organizations:

rapid, normal or limited growth;

destruction of the company;

reductions;

mixed;

separately by variety of assortment;

allocated, by industry or division.

In large enterprises, especially if there are several branches in different cities, separate branches of work are created for each branch. They may differ from the overall strategic plan and may even contradict it at certain points.

There is another division; there are three varieties:

New. A product is being created that is not yet presented on the market by this organization.

Cost leader. A product is produced at a lower price compared to its competitors. Effective for capturing new territories. Minimum cost due to low costs.

Focusing. Conducting events to focus buyers' attention on the products of a particular organization.

Typically, large enterprises develop a mixed strategy for the development of the company; for example, here are three similar combinations:

Progressive. A whole structure is created from points from the manufacturer to the end consumer. They open their own branded stores, carriers, warehouses in cities near the opening points, delivery for the convenience of the buyer.

Regressive. Cooperation agreements are concluded with an increasing number of suppliers, new raw materials are purchased.

Horizontal. All efforts are being made to arrange a takeover or merger with a competitor. Another popular option is constant tight control over the current situation.

What is the strategic development of an organization? It is a planned scheme that needs to be followed in order to achieve results. Moreover, for each enterprise these are their own goals that are set by management.

What risks should you avoid?

When developing points for the company’s strategic development, it is recommended not only to choose the direction of movement, but also to take into account all possible risky situations. The market is developing rapidly, and competitors are not standing still either. Therefore, it is important to perform the forecast correctly. But do not forget that any forecast is only a probability that cannot be calculated to the extent of certain numbers.

The main possible consequences must be taken into account:

Unlimited growth. The rapid growth strategy must be used for a limited period of time. If it is not stopped in time, this threatens to create overcrowding of market niches and a decrease in production.

Incorrect reduction. This leads to a loss in the operation of equipment, technologies, structures or assortment. Sometimes this turns out to be a consequence of ill-conceived forecasts or the emergence of unplanned factors.

Violation of elimination technology. It only seems that if a company or division is liquidated, then there is nothing to risk. In fact, incorrect calculations and procedures can lead to owners losing money.

Moderation in growth. The least risky path, the steps will be small, as will the profits. But the probability of losing in this case also tends to a minimum.

How to develop: the case of one electrical installation organization

You should understand why you need to formulate a plan. This is especially important for large companies that plan to remain on the market for many years and develop successfully.

Example of writing a company strategy:

setting goals

conducting a SWOT analysis (studying opportunities and threats, identifying the strengths and weaknesses of the company);

marketing research (identification of product and target customer groups, strategic initiatives, development of tactics - client, pricing, sales, promotion);

system of indicators;

control.

Each point is described in detail with approximate calculations, and unusual or original approaches are developed. They are written based on information from departments and statistics.

Development of an enterprise development strategy, sample

This is an important part of the forecasting and planning system, without which successful capacity expansion is almost impossible. The longer the planning department employees work together and harmoniously, the more correctly they will diagnose. The path along which the organization is developing will look more precise.

But if the company is small or there are no suitable employees, it is better to turn to specialists and get a plan to move on. First of all, information and the environment, both internal and external, are collected and studied. The latter includes processes that affect the productive functioning of a department or the entire enterprise as a whole.

Among the factors:

state of politics;

how the country and region are developing;

what is the state of the market into which the products are entering;

what place do competitors’ products occupy there;

the extent to which customers are able to buy;

what may affect changes in people's purchasing power;

possible demographic changes.

It seems that collecting inside information is easy and unnecessary, but it is an important topic. Carrying out such an analysis helps to understand the reasons for the likely slowdown in sales and other problems.

Blue Ocean Method

With this system, you can stop fighting for a small share of a developed market and conquer a significant part of a new one with growing demand. According to technology, no company is always successful. But there are steps, the implementation of which entails a trajectory of powerful profit growth.

The most important task is not to be equal to other manufacturers of similar products. They put equal amounts of effort into achieving value and innovation. The first in itself will not allow you to differentiate yourself from competitors, and the second in isolation becomes a useless waste of money on technology.

Among the advantages:

renewed demand is being formed;

you don’t have to be afraid of competition;

a new market space is being organized;

The program is built on the basis of minimizing costs.

Company business strategy algorithm: example

First of all, the mission and goals are determined. To do this, you need to answer the question “Who will benefit from the organization and why?”

The main task that will be solved by planning is increasing the controllability and efficiency of the company, strengthening its position in the market.

Development of stages. They will be completed gradually, one after another, to achieve the main goal.

Experts are engaged in developing the strategic development of the enterprise.

Timelines must be specified, cause-and-effect relationships within the SWOT analysis are determined, and changes in the internal environment are assessed.

What is the plan about?

Several points come together here. The possibilities of merging with other organizations are taken into account, the corporate culture and options for changing it are identified.

Among the major points:

Mission. All values that are involved in the activity.

Structure. The division into divisions, production lines, directions fits in.

Advantages over competitors. Learn more about each benefit.

Main products. That which makes up the majority of the profit, product, product line.

Resources. The complex of everything that is spent in the manufacture of a unit of product, the potential for increasing capacity.

Intangible opportunities. All investments that an enterprise attracts, if necessary, to cover its needs.

How to develop and implement a company development strategy: step-by-step instructions

Not a single cafe or factory can stand still - similar ones will go far ahead and take away all the customers. It will take 5 thoughtful steps to take your business to the next level:

The current situation is assessed. Information for analysis is taken for a year. It is necessary to analyze how much and what was sold, what the organization achieved, what capital investments and profits became. The number of employees, changes in numbers and turnover are checked.

It is planned what each unit will look like after the changes. Four lines of expected behavior are formed at once based on threats, opportunities, strengths and weaknesses. You can program the next six months to a year to maintain positions, gain leadership, and create relationships with suppliers. One is involved in development, the rest become reserves in case there is no effect.

Preparation for implementation, change. Sales, purchasing and supply units are being strengthened. It is advisable to create or improve your own logistics service. The range is increasing, new products are being added.

It is thought through what could interfere, what risks are more important. All assumptions are put forward that can slow down implementation or call it into question. The reasons are ranked in order of importance, and it is recommended that you prepare to address any of them if necessary. This will come in handy if the company's position turns out to be precarious.

Plan adjustment dates. The market situation is constantly changing and updating. Therefore, in the long term, any tactics need to be reconsidered. A year later it is scheduled to be corrected. It will also need to be corrected to increase its capabilities.

Innovation strategy

To implement this path, it is necessary to mechanize part of production and introduce automation where possible. When used correctly, machines and devices will complement or replace each other.

The mechanization process must first capture particularly complex mechanisms and procedures, and then proceed to private ones. Automation helps replace some human labor with machine labor. Refers to those types of activities where it is realistic to make a replacement.

There are three varieties:

partial – when individual processes are replaced;

complex – the production cycle changes completely;

absolute - everything is affected, production occurs without the participation of employees.

In managing such a strategy, you need to understand that any solution has a life cycle, beyond which you will have to purchase new technical devices, update equipment and software. You should constantly monitor the release of new products and development trends. Monitor the features of competitors' production and the way they work in order to do better.

Which type to choose depending on the tasks

Offensive. If you concentrate your main efforts on the release of one, but the most successful product, it will have high demand and, in comparison with analogues, it will be reliable and profitable. To start this policy, you will have to conduct a deep analysis, determine what and how the nearest similar plant produces, and surpass it. A large company can afford to finance such a complex project without harming other parts of the plant. If the sizes are small, then you have to make a choice.

Defense. The main goal of such a system is to produce an impeccable product with an excellent reputation, to maintain its position without trying to conquer more territories. Usually it is adhered to by those who have been operating for a long time. All their processes have been worked out, their employees are professionals.

Interim implementation. Enterprises pursuing this strategy are constantly engaged in market analysis. They look for niches that are free from competitors, create innovations for them and take up space. Here they are not threatened by competition.

Absorption. The developed ideas are gradually being implemented, and the rights to similar ones are being purchased from other companies. What cannot be used and put into production lies in inventory or is resold later to interested parties.

Imitation. When an organization has sufficient business reputation and recognition among customers, they can afford, in addition to creating their own products, to copy the products of other companies. They simply complement someone else's original product with modifications and different packaging, then release it as their own.

The pirate way. A new small company borrows production technologies from competitors. Sends it to the market as a personal one, without changing almost anything. They will be successful, especially if the quality of the new product is better.

What to look for when choosing

There are several effective methods that allow you to choose the right strategy:

Structural analysis. Everything within the industry and how innovative products came about are examined, and a path is calculated based on this.

Information flows are analyzed. The life cycle of information and the time of its activity are considered.

They find statistics on ideas and patents, with its help they study the area of future activity where the most such patented products have appeared.

The leader will propose the path, securing it with an order. Or each department creates its own idea, suitable for their department, and it is considered at a general meeting.

How to Develop Innovation Planning

If you use innovations in production, this will help to use all resources as efficiently as possible and provide the company with stability for a long time.

There should be three directions:

Upcoming tasks. Something that will be accomplished in a short time under the terms of the updated policy.

Long-term goals. How new technologies will be used and what results this should lead to.

Future development. Production of a high-tech product, timely editing of plans.

Almost always, the development of such a policy is considered risky, because it is impossible to accurately predict how the buyer will react to unusual products and whether the investment will pay off. You always need to have a backup tactic to which you can deploy part of your capital. This will prevent you from going broke, even if society does not accept the new product at all.

For innovations, you should contact Cleverens; here they will select the right equipment for automation or mechanization, and tell you how to modernize the process in order to save employee time and the owner’s finances.

How to evaluate the changes that have occurred

To understand how effective the adopted changes are, you need to collect information about working with innovations over a six-month or year period. Then an analysis of the factors that influenced the state of the enterprise in the market is carried out. It is important to compare the profit received with the costs of implementation. The billing period will influence:

how long the changed policy has been in effect;

how much you can trust data sources;

what investors demand.

The effectiveness of development can be assessed by calculating the ratio of the results obtained to the costs. Measured as a percentage. The effect is divided by the number of investments, so it becomes clear how appropriate the changes turned out to be.

How to act to form a plan

It is necessary to understand that any developed tactics are not forever. They need to be reviewed regularly if nothing happens. As soon as new factors appear that will affect production or the company as a whole, you will have to reconsider the goals and adjust how best to develop in the changed conditions.

The creation will look like this step by step:

Analysis of the current situation - from income and buyer interest to raw material suppliers.

Plans are correlated with resources - you can’t fit in a flight into space if you only have enough money for a trip to a neighboring city.

Documents and the enterprise are prepared for changes - new positions appear and unnecessary positions leave, equipment is installed or removed, product sketches are drawn.

Risks are analyzed - you can’t start without understanding how risky it is, escape routes and backup tactics are planned.

Stages are laid down at which it is necessary to correct the situation.

Example of success

Among the most effective is Coca-Cola. They are constantly developing their capabilities and do not stop there. When we entered Russia, we encountered a strong and already recognizable competitor here - Pepsi. But they did not leave the state, but began to increase their capabilities. Then they opened a production plant. This allowed us to reduce shipping costs. Therefore, it was possible to penetrate into all regions.

Conclusion

The main task of developing a company development strategy is to take the enterprise to a leading position and increase productivity. An action plan is created and approved that each department will follow to achieve the final goal. It can be different - increase profits, break into a new market, strengthen your position, absorb a competitor. But any order must be regularly reviewed and adjusted depending on changes in the situation.

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The process of strategic planning and characteristics of its stages. A strategy to encourage consumers to make new uses of existing products. Analysis of the main economic indicators of the activities of OJSC "Mnogo", the strategy of concentrated growth of the company.

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1.1. The goal and development strategy of the company.

The company's strategy is a set of political guidelines of the enterprise and long-term action programs within the framework of which it is planned to achieve the goal.

Thus, the goals and strategy of the company are a single complex, so the goal determines the strategy, and the strategy, in turn, determines the goal.

For example, the company Freling LLC produces furniture fittings.

Thus, the strategic goal of the company is to occupy 50% of the market share in supplying furniture manufacturers with fittings.

In this case, the strategy to achieve the goal involves expanding the company’s assortment, including fittings, furniture fabrics, foam rubber, etc., as well as stimulating sales through personal sales - the use of traveling salesmen.

But not all companies have their own potential to create the necessary inventories of goods and organize their agent network; in this case, not only the strategy, but also the goal must be revised.

Thus, the achievement of certain specific goals of an enterprise can be achieved by certain specific strategies, but the enterprise does not always allow its own potential to apply these strategies.

Basically, and most companies have a strategy and goals that regulate its activities.

The resulting complex: strategies and goals, sets the direction for the company to search for markets, plan costs, determine staffing, pricing, etc. But it is necessary to initially communicate to every employee of the company its goals and strategies so that they become common and form one whole to achieve them. After all, a company is one organism and the employee is its main organ.

The implementation of strategies frees top management from routine work and the need to make decisions on all minor issues, it creates the opportunity to delegate tactical decisions to middle management and field workers.

It is worth looking at Russian companies and we will see that for most of them the main goal is to obtain the maximum possible profit, and strategy is already established methods of work and established traditions. In other words - nothing new, the strategy loses its effect, it allows any creativity of the staff, scattering forces and resources.

Goals are for “internal” use, and the manager, keeping in mind the goals of the enterprise, outlines strategies for achieving them. Strategies are communicated on a case-by-case basis to middle management, meaning generally the manager is unable to delegate or believes staff are incapable of doing so. Thus, the staff has their own ideas about the goals and strategies of the company, which guide their activities.

For example, the founders of the company Demfi LLC were unable to agree on the priorities of their business, and did not dare
tug at the company with multidirectional directives. As a result, they did not raise the issue of the company’s development in communication with the manager, hoping that the company itself would find the right path in the market.

As a result of this decision, the goals themselves were determined at the middle management level, and part of the management team adopted one goal, another part - another. Thus, each group gained supporters at all levels of the hierarchy, and the enterprise went into overdrive, moving in two directions at once. A conflict arose that reached such proportions that it arose about the further existence of the company itself, and, of course, what kind of its development can we talk about/

A comprehensive company strategy is developed in the following cases:

Changes in the sales market, when, for example, a competitor appears with a new product that is better in characteristics and price.

1. Changes in the company’s own capabilities, for example, the emergence of additional financing for business activities.

2. Changes in the composition of the founders and top management.

3. Accession of a new company, creation of a new line of business activity.

4. Achievement by the company of all previously outlined goals, and the need for new ones.

Strategic planning is the direct responsibility of the head of the company. Having purchased a strategy from consultants of consulting groups, you cannot be sure that it will be effective, although many mistakes can be avoided. The manager himself must develop it, since he is the one who knows the essence, problems and advantages of his company. He knows what development strategy it needs, and what is necessary for this, and it is he who is responsible for it.

Banc One Corporation's strategic goal is “Always be among the top three leaders in the financial market.”

Domino's Pizza strategic goal is “Fast delivery of hot pizza no more than 30 minutes after accepting the order. Reasonable prices, acceptable profits.”

Ford Motor Company's strategic goals are to “Satisfy our customers by delivering quality cars and trucks, developing new products, reducing vehicle introduction times, improving the efficiency of all plants and production processes, and building partnerships with employees, unions, dealers and suppliers."

Alcan Aluminum strategic and financial goals - “Produce aluminum at minimal costs, keep the Standard and Poor index above average”

Bristol-Myers Squibb's strategic goal is to “focus our efforts globally on those hygiene products in which we have a leading or second position in providing superior quality products to consumers.”

The theoretical basis that allows one to apply some established methodology to determine strategies is not really very operational. Many argue that “there are rules for choosing a solution, but there are no rules for choosing these rules.”

Enterprise development strategy– is a set of methods and actions aimed at achieving goals and implementing tasks. This is a plan designed for a long period of time, without detailing stages, techniques and tactical actions. The formation of an enterprise development strategy plays an important role in adapting a business to the constantly changing external and internal market conditions.

Types of enterprise development strategies

The main strategies for enterprise development can be identified:

growth strategy;
limited growth strategy;
reduction strategy;
liquidation strategy;
mixed strategies;
product development strategy;
industry development strategy.

But in large companies, especially in companies with several branches, strategies can be formed by structural parts, industries, and areas of operation. Moreover, they may not all coincide with the overall strategy, and in some cases even contradict it.

In accordance with another classification, the following strategies are distinguished:

differentiation, that is, the creation of a product or service that is completely new within the company;
perfect cost leadership, that is, market absorption by offering a product with a reduced cost by minimizing costs;
concentration, or focusing, on the market of products from a specific market segment.

The general development strategy of an enterprise, especially a large one, is usually a mixed strategy. For example, it can be embodied in the form of combinations of the following types of strategies:

Progressive - the growth of the company is assumed through the creation of structures located between the manufacturer and the final buyer.
Regressive - implies the growth of the company through the purchase of new raw materials and cooperation with their suppliers.
Horizontal - these are certain steps aimed at absorbing competing companies or establishing strict supervision over their functioning in the market.

What risks influence the choice of enterprise development strategy?

Development of an enterprise development strategy

Determining the enterprise development strategy is part of the forecasting and planning, formed in the company.

The longer the period of joint work and the higher the level of coherence of the planning department, the more accurate and correct the enterprise development strategy will be chosen, the application of which will allow the company to grow successfully and firmly stay in its market niche.

The preliminary stage of choosing a strategy is collecting information about the state of the internal and external environment. The external environment is the state of processes that can affect the productivity of a particular company. These include:

the state of the market for goods sold by the company;
the state of the market for goods that have a chance to replace the company’s products;
the purchasing power of the population, and in particular the ability to buy the organization’s goods;
prospects and factors influencing the likelihood of changes in the purchasing power of the population;
geographical and demographic factors influencing the release of goods;
political situation;
laws and regulations of various hierarchical levels;
state development strategy.

At first glance, information about the internal environment is always at hand and there is no need to collect it, although this does not exclude the importance of its analysis. But analyze the work of a large company by studying departmental reports is not effective in all cases. To have a complete understanding of the state of the company at the time of choosing a strategy, it is necessary to conduct an internal audit.

The definition of an enterprise development strategy occurs during the transition from forecasting to planning. The development forecast for a company, region, or country is a variety of development scenarios. Determining the scenario is the choice of strategy.

Strategy development algorithm

1. Identifying the company’s mission in accordance with the developed strategy. In this case, the mission is the place and role of the company. That is, this is the answer to the question: “Why do people need this enterprise?” For example, the mission may be to meet the needs of society for goods.

2. The main goal of developing a strategy in almost all cases is to increase the manageability of the business and strengthen its position in the market.

3. Solvable tasks - stages that need to be solved to achieve the goal of the created enterprise development strategy. For example:

formation of the image of the enterprise in the context of a new strategy;
development of a goal map and scorecard;
enterprise development strategy plan for different time periods (short-term, medium-term and long-term);
creating a plan for implementing the enterprise strategy for a period of up to one year and for a year (in the form of a schedule).
designation of the essence of the enterprise development strategy. Let's say:
listing the strengths and weaknesses of the organization;
analysis of existing opportunities and threats;
identifying cause-and-effect relationships between threats, opportunities, weaknesses and strengths of the strategy;
formation of a decision map within the framework of alternatives (for example: strengths/threats, strengths/opportunities, weaknesses/threats, weaknesses/opportunities);
creating a hierarchy of operational, medium-term and strategic goals;
determination of indicators characterizing the goals of the enterprise development strategy at different stages;
description of the sequence and degree of difficulty in executing decisions;
assigning responsibility to performers.

4. Activities of a group of experts to develop an enterprise development strategy.

At the preliminary stage, a working group is formed, responsibilities, terms and stages of the experts’ work are distributed.

First stage. A methodology for assessing the external and internal environment of the company is being developed to make comparison and generalization possible. All experts work according to the same scenario.

Second stage. Assessment of the organization’s external environment in terms of opportunities and threats for business development. Each expert works independently.

Third stage. A joint assessment by experts of the weaknesses or strengths, threats and opportunities for the future development of the company. After summing up, a common opinion is formed and a hierarchy of opportunities and threats is drawn up.

Fourth stage. Determining cause-and-effect relationships between pairs of objects with a description of feedback connections, and then, in the same way, identifying connections between these pairs.

Fifth stage. Determine cause-and-effect relationships between threats, opportunities and strengths.

Sixth stage. Formation of a template matrix so that experts can evaluate scenario solutions.

Seventh stage. Assessing changes in the company’s internal environment depending on the adoption of various development scenarios.

Eighth stage. Making joint decisions using brainstorming.

Ninth stage. The periods and stages of the enterprise development strategy are identified, and a strategy map is developed.

The enterprise growth development strategy comes into force after the order is signed. The algorithm for choosing a strategy is influenced by the size and capabilities of the company, as well as the level of radicality of the proposed changes after the implementation of the new strategy.

Implementation of an enterprise development strategy: step-by-step algorithm

Step 1. How do we live? Assessment of the current state and dynamics of the company's development. At this stage, it is necessary to look back and evaluate the current state of the company. It would be most correct to take into account a period of time equal to the planning period (for example, 1 year). For example, the Vympel organization reviewed the following company performance indicators for this period:

Sales of goods: profit, volumes and structure of sales relative to product groups or business lines, main competitors. Key questions: how and why did sales change, what products were the main ones in the assortment, what were the main customers and competitors, what phenomena or incidents in the market caused certain changes?
Investment and capital market: made and attracted investments, assets and their liquidity, main creditors and investors. Key question: what financial potential does the organization have?
Labor market: staff size, structure by company departments, wages. Key questions: what is the competence of employees, how is it possible to attract new employees?
Market of logistics providers and suppliers: price dynamics and availability of supplies of main services and material resources for the needs of the enterprise. Key question: how did the situation in the market of the main suppliers and providers affect the work of the enterprise?

It is also necessary to analyze changes in legislation that could affect the functioning of the enterprise for all previously discussed groups of indicators.

Analysis of an enterprise development strategy is impossible without a matrix of threats and opportunities (SWOT analysis). To make it easier to fill out the table, one significant factor was highlighted for each cell.

Step 2. How do we want to live? Harmonious combination of ambitions and resources. At this stage, you must formulate 4 options for a strategic course of action and begin choosing the final strategy. Options are the results of an analysis of the threats, opportunities, and parties identified in the matrix. To simplify this step, you can resort to templates for selecting options in the Strategy Field table with templates for formulating a strategic line of behavior. A template is a possible development of events that is most beneficial for the enterprise. This template is compiled based on the intersection of certain matrix cells.

Field of strategies with templates for formulating a strategic line of behavior

Strengths

Weak sides

Possibilities

We have a strong company with promising prospects

Options: growth, leadership, share capture, takeover of strategic investors

Our company is not strong enough, but has good prospects

Options: maintaining current positions, attracting

Threats

We have a very strong enterprise, but there is a danger of not being able to cope with possible threats on our own

Options: growth, cooperation, alliances

Our enterprise is not strong enough and the prospects are disappointing

Options: leaving the market, selling the enterprise

After generating all the options, you should choose the most feasible one. Rejected options will be backup options in case the chosen one is not as effective as planned.

After choosing a certain scenario for the development of events, you need to formulate a goal containing certain indicators, the achievement of which will indicate your commitment to the chosen strategy. The indicators will be the same as in step 1.

Step 3. How to prepare the company to implement the chosen strategy? Changes in the powers of managers and the company's management structure. At this stage, the team begins to prepare changes in the enterprise management structure. This is done in case there is a need to introduce new positions, divisions, departments. Goals can be adjusted as follows:

strengthening the procurement unit to create a purchasing pool and conclude direct contracts with suppliers;
strengthening the sales unit by hiring specialists who can effectively promote goods into new retail distribution channels;
strengthening the distribution unit to ensure stability of supplies and services necessary to enter online retail.

The necessary conditions. Firstly, the formation of our own logistics service, which includes:

a purchasing department separated from the commercial division;
transportation Department;
warehouses from the production service;
distribution department, the purpose of which will be to solve new problems.

Secondly, strengthening our position in terms of sales - expanding product groups, introducing new product ranges for the purpose of their subsequent promotion and distribution in online retail.

Step 4. What can stop us? Risks and compensation measures. There is a danger of factors arising that could affect the expected results of the strategy. When conducting a SWOT analysis of a strategy, these factors should be included in the “Threats and Weaknesses” block. At this stage, you should consider how you can neutralize the negative impact of these factors in the event of threats or in the event of a significant weakening of the enterprise’s position in order to secure your chosen strategy.

Step 5. In what cases do we adjust the strategy. Constantly changing conditions oblige us to be ready to revise our strategy:

In a year - for scheduled editing.
If new exceptional opportunities have arisen to realize the potential of the enterprise.
If the result obtained for all or some strategic indicators within the framework of the last quarter’s results differs from the planned one by more than 20% in any direction (that is, it turns out that we miscalculated when drawing up the strategy).
When situations arise or threaten to arise that could affect the factors underlying the choice of strategy. It is almost impossible to foresee these situations during strategy development.

Don't forget: an enterprise development strategy is not only a planning technology, but also a process of regularly thinking about the essence of your business.

Strategies for innovative development of an enterprise

Integrated mechanization and automation of production– correct organization of the production line, the use of standardized devices, machines, machines and instruments that can complement and, if necessary, replace each other. In the innovative development of a company, it should strive to replace manual labor with modern production methods.

The process of mechanization occurred as follows: from exclusive production to mass production. Therefore, particularly complex procedures were automated first, followed by additional methods of producing goods.

Automation is the complete or partial replacement of human labor in the production process. This applies to those areas of activity in which manual and mental labor can be completely or partially replaced by special devices or software algorithms. Automation can be:

with partial replacement (individual production parts are replaced);
with complex replacement (affects the entire production cycle);
with absolute replacement (the entire manufacturing process is carried out without the personal participation of workers).

Chemicalization of production– introduction of innovations through the use of chemical technologies, the use of a base of raw materials, products, materials that are obtained by chemical synthesis methods to increase the profitability of production, update and improve the quality of manufactured goods. For example, the development of modern sustainable coatings, paints and varnishes, synthetic threads and chemical additives, and plastic products.

Electrification of production. The global use of mechanisms and machines that require electricity to power power plants requires the electrification of production. This promotes the updating of devices used in innovative technologies. For example, laser cutting of hard materials, laser welding, electrochemical and electrophysical processing to create new shapes and protective coatings, etc.

Electronization of production allows the use of PCs, computer systems, application software, program-controlled machines, and industrial robots.

Creation and implementation of new materials with qualitatively new effective properties. These are materials with exceptional characteristics that make it possible to create products with superconductivity, as well as products that can interact with a harmful environment and exhibit stable behavior when exposed to high temperatures and radioactive fields. The production of such materials and products from them is considered a great achievement in the field of innovative technologies and increases the competitiveness of the company.

The development of new technologies makes it possible to resolve persistent problems in the socio-economic sphere. For example, along with the development of biotechnology, it became possible to obtain high-quality and affordable food products and solve the problem of hunger in the least developed countries.

Also, modern developments make it possible to increase production volumes without attracting auxiliary resources, which contributes to the emergence of inexpensive, high-quality, competitive goods.

Giving preference to an innovative production strategy, one must understand that all goods, products or processes have their own life cycle. The life cycle is characterized by the following stages of development:

The origin of an idea is the development of a model, identification of consumer interest, determination of the principles of operation and areas of use of the future product.
Creating a product is the actual implementation of an idea, the appearance of a product on the market.
Establishment of positions - new products confirm their consumer properties and qualities, gain the trust of the buyer and effectively compete with products already on the market.
Maintaining the product - the product reaches perfection in the field of its use, all its technical potential is already used, in technological terms there is nothing left to improve.
The simplification process indicates that the product’s consumer qualities and properties are decreasing due to the appearance of a new, improved product on the market.
A decrease in sales is an absolute drop in consumer demand and interest in products.
Attenuation of production - a decrease in production volumes to change the production cycle to the release of a new, improved product.
Destructuring of production is a set of measures aimed at stopping the production cycle, suspending the release of goods and searching for new innovative solutions.

When implementing new solutions, an enterprise can produce several types of goods at once. Each species has its own life cycle. In order to competently regulate the production of products (in accordance with its life cycle), clear and effective planning and management is necessary.

If you start tracking market development trends, find out the release dates of your competitors’ new products, their properties and methods of operation, you will be able to choose the most effective innovative production development strategy.

What type of enterprise innovation strategy to choose depending on the objectives

Offensive strategy. The objective of this strategy is to concentrate efforts on the narrow direction of creating, manufacturing and releasing one, the most effective product. Such a product should have higher consumer demand and reliability compared to similar products from competing enterprises.

Giving preference to this strategy, you must be prepared to conduct an in-depth market analysis, identify the positions and state of affairs of a competitor in the production of an innovation product. Such a product can be produced by large companies that can finance new projects and pay for the work of highly qualified specialists.

However, in some cases, even small businesses can successfully pursue this strategy.

Defensive strategy. This strategy is usually chosen by companies that are firmly on their feet and operate stably in the market. Their production processes are well developed, and their workers are true professionals in their field.

The company produces products with an impeccable reputation that successfully maintain leadership in the market. The main goal of a defensive strategy is to maintain its market position and not strive for superiority over competitors.

Interim implementation strategy. Companies that prefer this strategy are gradually mastering free market segments. They research the market, analyze competitors and identify unoccupied niches. After which, enterprises fill these niches with their products, knowing that they are not threatened by competition.

Acquisition strategy. This strategy is based on business methods in which the enterprise applies its own scientific and technical developments and buys the rights to innovative developments of other companies. It is possible to use an acquisition strategy with other innovation strategies.

Often, enterprises have in their reserves energy-intensive innovative developments that require serious investments and the work of more competent workers. As a result, it turns out that these developments do not fit into the previously chosen strategic scheme. Such developments can be resold to other interested enterprises.

Imitation strategy. If a company has the opportunity to save on production costs, and its market position is quite stable, then it can choose an imitation strategy. Its content is copying a competitor’s product, adding its own developments and its subsequent release to the market. If everything is done correctly, then a similar product can surpass the original product.

Pirate strategy. A rather unusual strategy that can achieve maximum effect at the stage of enterprise formation. The content of the pirate strategy is that a company with appropriate technical potential borrows the development of a competing enterprise and releases it to the market without changing its brand characteristics. Such a product will bring success to the enterprise if it is equal to or superior to the original product in its properties.

What to consider when choosing an innovative development strategy for an enterprise

To choose an innovation strategy, You can use one of the following methods:

The method of structural analysis helps to conduct intra-industry research into the emergence of innovative products and, based on the results obtained, to develop your own policy.
The method of analyzing information flows helps to determine that each innovative information has its own cycles of activity, based on which one can draw a conclusion and formulate a strategy.
The method of statistics of patented ideas helps to study and analyze the field of activity in which the maximum number of patented innovative ideas arises, in order to direct the enterprise's policy in this direction.
The method of lexical research helps to analyze the movement of specialized terms from one industry to another to suggest the emergence of a new industry.
The method of dynamic indicators helps to make a decision on defining an innovation strategy, based on studies of global technical systems.

To develop an innovation strategy, you can turn to specialists in this field. But in most cases, enterprises prefer to develop an innovation strategy on their own. This allows you to more accurately formulate the goals and objectives of the enterprise’s development, identify strategic directions of efforts and protect commercial and corporate secrets from outsiders. Exist two solutions of this task.

Top-down path– the strategy is determined by the head of the enterprise and consolidates it with an order (instruction) that applies to all employees. This strategy serves as a kind of working instruction.

Bottom-up path– Each department of the firm creates its own strategy plan based on their knowledge of their areas of work and experience. All plans are transferred to management, and at a general meeting a consolidated plan is created to approve the innovation strategy.

When choosing one of the methods, you should take into account all the risks associated with the transition from the previous plan to the implementation of a new one.

Development of an innovative enterprise development strategy

The use of a special set of measures for the use of innovative potential, capable of providing the enterprise with stability in the market for a long period of time, will help to most effectively manage the development of the company.

The strategy should define:

the immediate task of the enterprise (determining the direction of the new policy);
the next task (the use of innovative technologies for the effective functioning of the enterprise in the market);
direction of future development (using innovation to produce a high-tech product, as well as to edit tasks and move to a new, more modern technological level).

Developing and implementing an innovation strategy is almost always a risky business. Therefore, for its successful application, it is necessary that all processes are flexible, and factors that influence the business and the market are taken into account. Keep in mind that you need to have a backup plan in case of restructuring or reorganization of the company to reach a new level of development.

Assessment of the enterprise development strategy

You can evaluate the company's development strategy by analyzing the factors influencing the company's position in the market, the use of innovations and the costs of their implementation.

The effects of the calculation period and annual performance indicators are influenced by the following factors:

duration of the innovation period;
service life of a product that was created under the new strategy;
reliability of sources, channels and information received through them;
investor requirements.

The efficiency of an enterprise's innovative development is calculated by relating the effect to the costs. Efficiency is measured in fractions of a unit or percentage and symbolizes the result of all costs.

Efficiency criterion is an indicator that allows you to determine the effect (profit) at specified costs or reduction of costs (production costs) to achieve a given effect - Effect = Result/Costs

The effect indicator can be expressed in natural and monetary values. Effective implementation implies that the result obtained from the introduction of innovations exceeds the costs of their implementation. A strict algorithm is used to evaluate the effectiveness of such implementations of a specific project.

Since the financial result is the main indicator of the effectiveness of innovation, the basic methods for assessing investments that reflect the economic efficiency of innovation are based on the following indicators:

Net present value ( NPV) is the difference between the results and costs of innovation over the implementation period, taking into account discounting (changes in the value of money over time).

FEDERAL EDUCATION AGENCY

ULYANOVSK STATE TECHNICAL UNIVERSITY

GRADUATION PROJECT

Topic: Development of an enterprise development strategy using the example of Tekhnostimul LLC

Specialty 08050765 “Organization Management”

Project Manager______________________________ V.N. Lazarev

Consultants by sections:

Economic part__________________________________________ V.N. Lazarev

Environmental and legal part__________________________ A.N. Chekin

Allow for protection:

Head of department

_____________

Ulyanovsk 2005

Introduction……………………………………………………………………………….3

Chapter 1 Formation of strategy at the enterprise…………………………5

1.1 Formation of basic enterprise development strategies……………….5

1.2 Selection and evaluation of alternative strategies……………………………8

1.3 Selection and formulation of the preferred strategy………………....10

1.4 Analysis and assessment of the state of the external environment…………….…………………...21

1.5 Analysis and assessment of the state of the internal environment………………………...23

Chapter 2 Strategic planning at Tekhnostimul LLC………….26

2.1 General characteristics of the enterprise Tekhnostimul LLC……………26

2.2 Analysis and assessment of the state of the external and internal environment

LLC "Technostimul"………………………………………………………....31

2.3 Strategic planning at Tekhnostimul LLC………………...40

2.4 Management of distribution channels at the enterprise…………………………..45

2.5 Analysis of the financial condition of Tekhnostimul LLC………………..…47

Tekhnostimul LLC………………………………………………………58

Chapter 4 Organizational and economic part of the project………..……….…61

Chapter 5 Environmental and legal part of the project…………………………..66

Conclusion……………………………………………………………...………………..69

List of sources used………………………………………………………...71

Appendix……………………………………………………………...……………………….74

Introduction

In modern market conditions, it is impossible to imagine the activities of an enterprise without a strategy. Strategy can be defined as a system of methods of action to achieve the goal of an enterprise. Drawing up a strategy requires a thorough analysis of both the external and internal environment of the enterprise.

Of course, the fact that an enterprise has a strategy is very important, but this cannot be put to rest, since it is necessary to find out how effective the existing strategy is.

In a general sense, strategy diagnostics is an analysis of a company’s management plan, aimed at strengthening its position, satisfying consumers and achieving its goals. It is necessary to analyze the strategy to determine whether the enterprise is developing in the right direction and make informed decisions to stabilize operations.

Choosing a specific direction for changing the strategy means that out of all the possible ways of adjusting the strategy that were open to the enterprise, it was decided to choose one direction that is most suitable for the enterprise. Without strategy analysis, there is no correct action plan, there is no most optimal way to achieve your goals.

Enterprise strategy analysis covers all functions and departments: supply, production, finance, marketing, personnel, research and development. Each has a specific role to play in this analysis. New actions and approaches will show possible ways to change and transform the current strategy.

Thus, diagnosing an enterprise’s strategy is an urgent problem and a necessary task for the most efficient operation of an enterprise.

This project examined the problem of strategy diagnostics

enterprises in relation to Tekhnostimul LLC:

1. Strategic analysis as a tool for global diagnostics.

The components of the economic strategy of the enterprise and the analysis of the internal and external environment of Tekhnostimul LLC are considered using such strategic analysis tools as “SWOT” analysis, “PEST” analysis.

2. Diagnostics of the effectiveness of the current strategy. In this part of the work, an analysis of the product strategy and pricing strategy was carried out. This is followed by recommendations for measures to be taken to achieve a better and stronger competitive position in the market.

And at the end of the work, the main results are summed up and conclusions are drawn about the ways and means of transforming the strategy of Tekhnostimul LLC. These actions will ensure that the enterprise solves existing problems and takes its rightful place in the market, including increasing its competitiveness.

The purpose of this work is to identify the main problems of activity and develop a development strategy for the Tekhnostimul LLC enterprise.

Based on the goals set, the following tasks can be formulated:

Study of basic concepts of strategy;

Choosing a preferred strategy;

Analysis and assessment of the external and internal environment;

Characteristics of the enterprise’s property: fixed and working capital and their turnover, identification of problems;

Characteristics of the enterprise’s sources of funds: own and borrowed;

Financial stability assessment;

Profit and profitability analysis;

Strategy Development.

To solve the above problems, the annual financial statements of Tekhnostimul LLC for 2003 and 2004 were used, namely:

Balance sheet;

Cash flow statement;

Gains and losses report.

Chapter 1 Formation of strategy at the enterprise

1.1 Formation of basic enterprise development strategies

Strategy is usually understood as a set of rules and techniques with the help of which the fundamental goals of the development of a particular system are achieved. Economic management strategy or economic strategy:

a) develops rules and techniques to ensure cost-effective achievement of strategic goals;

b) develops rules and techniques for achieving strategic goals, based on arousing the interest of all participants in the process of development and implementation of strategic programs in the effective achievement of these goals.

In other words, economic strategy presupposes the effective achievement of goals using economic methods and means.

The concept of strategic management represents strategic management as the most important component of the life of a modern organization, relating to three such vital, key areas of the organization as the development and implementation of a strategy for development and behavior in the external sphere, the development and implementation of a strategy in relation to the product created by the organization, and, finally, the development and implementation of the organization's people strategy.

Strategy is a management plan for an organization aimed at satisfying consumers of its products and achieving its goals.

There are three main areas for developing a firm's strategy in the market.

The first area is related to leadership in minimizing production costs. This type of strategy is due to the fact that the company achieves the lowest costs of production and sales of its products. As a result, it can achieve a larger market share through low prices for similar products. Firms implementing this type of strategy must have a good organization of production and supply, a good technological and engineering design base, as well as a good product distribution system, i.e., in order to achieve the lowest costs, everything that is connected must be carried out at a high level with the cost of production. Marketing with this strategy should not be highly developed.

The second area of strategy development is related to specialization in product production. In this case, the firm must carry out highly specialized production and marketing in order to become a leader in the production of its products. This leads to consumers choosing this brand, even if the price is quite high. Firms implementing this type of strategy have a high potential for R&D, excellent designers, an excellent system for ensuring high quality products, and a developed marketing system.

The third area of strategy definition relates to the fixation of a particular market segment and the concentration of the firm's efforts on the selected market segment. In this case, the company does not strive to work in the entire market, but works in its clearly defined segment, thoroughly ascertaining the needs of the market for a certain type of product. In this case, the company may strive to reduce costs or pursue a policy of specialization in the production of the product. It is also possible to combine these two approaches. However, it is absolutely necessary for the implementation of a strategy of the third type that the company builds its activities on an analysis of the needs of clients of a certain market segment, i.e., its intentions should not proceed from the needs of the market in general, but from the needs of well-defined or even specific clients.

There are two very important points regarding the strategy for using human potential. Firstly, the most important condition for the implementation of the strategy is the commitment and dedication of the members of the organization to the cause that the organization is leading, in particular to the cause of implementing the strategy being implemented by the organization. Developing a sense of commitment is difficult. At the stage of strategy implementation, management should try to do everything so that members of the organization develop the most stable possible perception of the organization's strategy as their own personal business. Secondly, the success of strategy implementation largely depends on the extent to which members of the organization have an inherent desire to achieve the best results in their workplace. The ability to perform well and the desire to perform better are the characteristics of people that should always be the focus of management and, in particular, should be the subject of special attention during the strategy execution stage.

The basis of resource mobilization activities is the distribution of the organization's resources among the individual components of the strategy. The most important condition for the effective use of resources and, accordingly, the effective implementation of the strategy is their correct distribution over time. Since the external environment is dynamic, an organization will fail in implementing its strategy, even if it was very well developed. Therefore, in order to avoid failure in implementing the strategy at the stage of its implementation, management must organize the correct distribution of the organization’s financial resources - such a distribution in which the necessary funds would always be available at the right time.

To do this, management must establish strategic guidelines for the use of funds, which fix the purposes for which expenses can be made, and where money should not be invested. Next, at the execution stage, the need for funds in individual parts of the organization to solve individual tasks and perform functions should be analyzed, and priorities in the distribution of funds should be determined. Priorities are set so that funding contributes most to the implementation of the strategy.

As mentioned above, in its most general form, strategy is the general direction of an organization’s action, adherence to which in the long term should lead it to its goal. This understanding of strategy is only valid when considering the top level of the organization. For a lower level in the hierarchy, the top-level strategy becomes an end, although for a higher level it is a means. When determining a company's strategy, management is faced with three main issues related to the company's position in the market:

Which business to stop;

What business to continue;

Which business to go into;

This means that the strategy focuses attention and is associated with:

What the organization does and does not do;

What is more important and what is less important in the activities carried out by the organization.

Execution is always the most difficult stage in any process. The key role in implementing the strategy belongs to the management of the organization, which defines two tasks for the enterprise: carrying out strategic changes and mobilizing the organization's potential to implement the strategy.

A firm that challenges the market environment must be strong enough, but not in a leadership position. The main strategic goal of the growth of this kind of firms is to capture additional parts of the market by winning them from other firms. When moving to realize this goal, the company must clearly determine for itself from whom it is going to win part of the market.

There are two choices:

Attack on the leader;

An attack on a weaker and smaller competitor.

A firm can launch an attack on the leader only if it has clear competitive advantages, and the leader has disadvantages that the firm can use in competition.

1.2 Selection and evaluation of alternative strategies

Strategy development is carried out at the highest level of management and is based on solving the tasks described above. At this stage of decision-making, the manager needs to evaluate alternative ways of operating the company and select the best options to achieve its goals. Based on the analysis, in the process of developing a strategy, strategic thinking is formed through discussion and agreement with the management line apparatus of the concept of the development of the company as a whole, the recommendation of new development strategies, the formulation of draft goals, the preparation of directives for long-term planning, the development of strategic plans and their control.

The company has four strategic alternatives at its disposal - limited growth, growth, reduction and a combination of these options.

Limited growth.

The strategic alternative that most organizations pursue is limited growth. The limited growth strategy is characterized by: setting goals based on what has been achieved, adjusted for inflation. The limited growth strategy is used in mature industries with static technology when the organization is generally satisfied with its position.

Height

The growth strategy is implemented by annually significantly increasing the level of short-term and long-term goals above the level of the previous year. A growth strategy is used in dynamic industries with rapidly changing technologies.

Reduction

The alternative least often chosen by managers and often referred to as a strategy of last resort is the downsizing strategy. As part of the reduction alternative, there may be several options:

1. Liquidation

2. Cutting off excess

3. Downsizing and refocusing

Liquidation is the complete sale of an organization's inventories and assets;

Deduction of excess - separation by firms of some of their divisions or activities;

Downsizing and refocusing - reducing part of one's activities in an attempt to increase profits.

Downsizing strategies are most often used when a company's performance continues to deteriorate, during an economic downturn, or simply to save the organization.

Combination

The strategy of combining all alternatives will most likely be followed by large firms that are active in several industries. A combination strategy is a combination of any of the three strategies mentioned.

1.3 Selecting and formulating a preferred strategy

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals (Figure 1).

The strategic planning process includes four main types of management activities: resource allocation, adaptation to the external environment, internal coordination and organizational strategic foresight.

Figure 1 - Strategic planning process

In planning, the first and one of the most significant decisions is the choice of organizational goals. The basic overall purpose of an organization—the clearly stated reason for its existence—is referred to as its mission. To achieve this mission, goals are developed.

In market conditions, the use of a “national economic approach” when choosing preferred strategic goals and methods for achieving them at the firm level loses all meaning, since the owner of the means of production who created the firm is guided by the interests of the survival (prosperity) of the firm. At the same time, he understands that without satisfying the needs, demands and requests of potential buyers of his goods or services, it is impossible to survive in a competitive environment.

At the same time, when choosing one or another strategic business zone to meet the needs of the many market entities included in it, the entrepreneur must take into account the interests of the entire set of potential consumers of his products. Sometimes this set can be represented by an entire branch of the national economy, or a branch of industry, or a significant social group of individual buyers. Consequently, when making one or another strategic decision, in particular, choosing one or another strategic goal for his company, an entrepreneur must assess whether his choice will negatively affect other goals that reflect the interests of other market entities and can bring him a certain strategic future. Effect.

Choosing a goal involves directing a certain set of resources available to the company to achieve it. Since these resources are always limited, the entrepreneur must determine which goals will ensure the greatest productivity in the use of these resources, that is, provide a competitive advantage for the company.

The choice of a strategic goal is always associated with determining its opportunity cost, that is, with an assessment of what needs to be sacrificed in order to achieve this goal.

This means that an economic strategy must develop such rules and techniques for choosing goals and means of achieving them so that the direction of any resource for the implementation of a particular goal does not have a negative impact on the process of achieving at least one of the other strategic goals.

Thus, economic strategy develops rules and techniques for cost-effectively achieving strategic goals of the same type in terms of the impact on the competitive status of the company. Mutual coordination of such local strategic goals in terms of time and resources makes it possible to achieve the global goal of the economic strategy - creating and maintaining a competitive advantage of the company.

Economic strategy answers the same questions as any economic system:

What to produce and in what quantity?

How and by what means to produce?

For whom and when to produce?

In order to answer these questions, the company’s economic strategy must develop rules and techniques:

1) researching the conditions of competitive advantage and identifying the preferred mission of the company;

2) research into the markets for potential goods and services that meet the mission of the company, and the selection of such strategic business areas that are capable of ensuring the external flexibility of the company in the long term, that is, the possibility of reorienting the company to operate in the most favorable economic, political, legal, socio-cultural , scientific, technical and environmental points of view zones;

3) the formation of a company’s product range that best satisfies the current individual and production needs of potential buyers within the country and abroad and ensures, on this basis, the company’s systematic receipt of economic profit, that is, profit that allows the implementation of expanded reproduction programs;

4) distribution of the additional resources available to the company and the additional resources it attracts between various areas of activity, ensuring maximum productivity (profitability) of the use of these resources;

5) interaction with the markets for factors of production, securities and foreign exchange markets, ensuring cost-effective maintenance of the strategic potential of the company at a level sufficient to have a competitive advantage at all stages of the life cycle;

6) formation of an effective pricing policy that ensures in the long term a stable position of the company in traditional and newly developed market segments;

7) early detection of crisis trends both within the national economy and its industries, and within the company, and prevention of insolvency (bankruptcy) of the company.

By developing rules and techniques for the effective implementation of these areas of activity, the economic strategy of the company - from the moment of determining its mission, the formation of its production profile and throughout the entire period of operation - should be focused on maintaining a competitive advantage, preventing its bankruptcy, and ensuring long-term prosperity in an ever-changing world .

As can be seen from the listed aspects of economic strategy, the main directions of the company’s activity in developing strategic decisions are: collecting and processing significant amounts of information of a diverse nature; negotiating with numerous strategic influence groups, potential resource providers, clients, customers and other contact audiences; monitoring of markets for goods and services, factors of production; development of actual strategic decisions.

Thus, the development of options and the choice of a preferred economic strategy is essentially a process of various transactions with numerous partners that the company must carry out in the future in order to ensure sustainable prosperity.

Now let's look at the main components of the economic strategy. The company's product strategy develops rules and techniques for researching and forming potential markets for goods and services that meet the company's mission. The product strategy determines methods for searching for the most preferable strategic management zones (SZH) for the company, methods for creating and managing sets of SZH that provide the external flexibility of the company. The main objectives of the product strategy are: linking the long-term objectives (mission) of the company with the potential market opportunities and the resources of the company that it can have in the strategic perspective; analysis of product demand (technology) life cycles; development of rules for the formation of a product range that ensures the competitive advantage of the company and, on this basis, maximizing economic profit in the long term.

The company's product strategy is the basis for planning promising R&D, personnel, and investment policies. Based on the product strategy, decisions are made within the framework of other components of the economic strategy, with which the product strategy is in a dialectical relationship.

The pricing strategy is based on the development of rules for choosing a pricing policy, determining the rules of behavior of the company depending on market conditions, developing methods of price competition, methods of monitoring situations developing in the markets of factors of production, securities and foreign exchange markets and changing the principles of pricing depending on these situations; monitoring processes of changes in supply and demand; methods for assessing price elasticity of demand, principles for taking into account the influence of macroeconomic and microeconomic factors on pricing processes.

A pricing strategy should answer the question of how a company should behave in certain market segments in order to attract buyers to the company’s products with the help of an effective pricing policy, to form stable consumer preferences, and the commitment of potential buyers to the company’s brand.

The strategy of a company’s interaction with the markets for production resources is a set of fundamental provisions that allow for the efficient allocation of resources and, on this basis, selecting the most preferable suppliers of production resources. This component of the economic strategy should be based on a study of the factors that determine the demand for resources on the part of the company. It is closely related to the strategy of reducing production costs.

The main focus of the production cost reduction strategy is to ensure competitive advantage by reducing costs. The strategy must develop methods for achieving low cost of production and, on this basis, seizing leadership in the “central ring” of competition. It must develop principles for regulating the cost formation process both at the expense of production factors and through strategic analysis of costs along the entire “chain” of increasing costs from the beginning of production to the promotion of goods to the market to a potential consumer.

The strategy of a company’s behavior in the money and securities markets is to develop rules for mobilizing additional financial resources, directed both to investments and to solve current financial problems. As part of this strategy, rules and techniques are developed for monitoring these markets, constantly monitoring the dynamics of the market and choosing the preferred forms and conditions for obtaining loans, the moments of purchasing or selling securities, selecting the types of securities that best meet the strategic goals of the company, selecting the most reliable issuers valuable papers. This component of the economic strategy is embodied in the company's securities portfolio.

Strategy for reducing transaction costs h It is to develop such regulations for the process of preparing and concluding various market transactions: agreements, contracts, agreements, etc., which would allow avoiding unjustified expensive business trips, travel of employees, collection and processing of unreliable, unreliable information. It should prevent legal incidents that contribute to the “nullity” of concluded agreements and transactions. This strategy should develop methods for selecting the company’s preferred customers (clients), methods for studying potential competitors, methods for forming a stable attachment to the company among potential partners, and a constant desire to cooperate with it. The most important task is to create databases of potential transaction partners.

The strategy of a company's foreign economic activity is a direction of economic strategy that should develop rules and techniques for the company's behavior in the foreign market, both as an exporter and an importer of goods and services. It defines the principles for carrying out export-import operations, taking into account the legislation in force in the country and abroad. When choosing an export strategy, a company takes into account its export potential, selects markets, determines strategic export goals, develops tactics, and distributes resources among forms of export activity. The basis of the import strategy (import strategy) is the study of prices and quality of supplied goods, timing and quality of service, determination of the technological level of imported goods, etc.

The strategy of a company's investment activity in the generally accepted sense is a strategy for forming an investment portfolio, that is, a set of securities owned by a legal entity or individual. The portfolio is a certain set of stocks, bonds with varying degrees of collateral and risk, and securities with fixed guaranteed income. This approach to defining the concept of investment strategy is applicable to investors, that is, individuals who invest their capital in other enterprises in order to generate income. In this case, we are talking about the company’s investment activities in its own material and technical base or inventory. Therefore, the investment strategy or strategy of a company’s investment activity is understood as the choice of methods (directions) for maintaining the material and technical base and inventory of the company at a level that ensures a constant increase in the competitive status of the company. This means that when developing an investment strategy, it is necessary to determine the most preferable form of reproduction: technical re-equipment, modernization, reconstruction, preferred frequency of reproduction cycles and other characteristics of these processes. Investment activity is closely related to innovation in various areas of R&D, technology, and production organization.

Strategy for stimulating the company's personnel. The most important component of the economic strategy is the development of incentive systems for the company's employees, focused on achieving the strategic goals of the company. The basis of these systems should be incentives that encourage employees, when developing strategic decisions, to be guided not by the immediate, but by the long-term interests of the company. The strategic incentive system should create a “motivational field”, under the influence of which the company’s personnel are interested in effective, high-quality and timely satisfaction of market requirements. This system should be focused on the needs, demands and demands of the company's potential clients, incentives should be linked to the final results of the company's activities in fulfilling its mission in a strategic perspective.

The strategy for preventing insolvency (bankruptcy) of a company is essentially a generalization of all components of the economic strategy. Its main task is the early detection of crisis trends, the detection of so-called “weak signals” that foreshadow the possibility of crisis phenomena, and the development of measures that would counteract these phenomena. It is important to distinguish between strategy and tactics to prevent bankruptcy. If tactics are focused on the actual financial condition of the company in the current period of its activity and an assessment on this basis of the likelihood of bankruptcy in the near future, then the strategy should be based on forecasts of the possible consequences of certain long-term strategic decisions. Therefore, the most important function of a company's bankruptcy prevention strategy is to predict such consequences at the very initial stages of the company's existence - from the moment its mission is chosen. Consequently, the bankruptcy prevention strategy should determine methods for choosing strategic decisions made within the framework of product, price, investment and other components of the economic strategy.

Thus, an economic strategy is a set of private interconnected and interdependent constituent elements, united by a single global goal - creating and maintaining a high level of competitive advantage of the company. In other words, economic strategy is a system for ensuring a company’s competitive advantage.

When analyzing activities, it is necessary to pay attention to such components of the economic strategy as product strategy and pricing strategy. Because these are the components that characterize this enterprise.

Having chosen a specific strategic alternative, management must turn to a specific strategy. The main goal is to select a strategic alternative that will maximize the long-term effectiveness of the organization. To do this, managers must have a clear, shared vision of the company and its future. Commitment to a particular choice often limits future strategy, so the decision must be subject to careful examination and evaluation. Strategic choice is influenced by various factors: risk (a factor in the life of the company); knowledge of past strategies; the reaction of shareholders, who often limit management's flexibility when choosing a strategy; time factor depending on the choice of the right moment. Decision-making on strategic issues can be carried out in different directions: “bottom-up”, “top-down”, in the interaction of the two above-mentioned directions (strategy is developed in the process of interaction between top management, planning service and operational units).

The main main goal of the organization is designated as the mission, and all other goals are developed to achieve it. The mission details the status of the company and provides direction and guidelines for defining goals and strategies at various levels of development. Mission formation includes:

Finding out what kind of business activity the company is engaged in;

Determining the operating principles of the company under pressure from the external environment;

Identifying the company culture.

The firm's mission also includes the task of identifying the basic needs of consumers and effectively satisfying them to create a clientele that will support the firm in the future.

Often, company managers believe that their main mission is to make a profit. Indeed, by satisfying some internal need, the company will ultimately be able to survive. But in order to earn a profit, the company needs to monitor the environment of its activities, while taking into account value-based approaches to the concept of the market. The mission is of utmost importance to the organization; the values and goals of senior management must not be forgotten.

General production goals are formulated and established on the basis of the overall mission of the enterprise and certain values and goals that are oriented by top management. To truly contribute to the success of an enterprise, goals must have a number of characteristics:

Specific and measurable goals;

Orientation of goals in time;

Achievable goals.

1. General (global), developed for the company as a whole:

Reflect the concept of the company;

Designed to last;

Determine the main directions of the company’s development programs;

Must be clearly articulated and linked to resources;

Ranking of goals based on priority.

2. Specific goals are developed within the framework of general goals for the main activities in each production division of the company and are expressed in quantitative and qualitative indicators (profitability, profit margin).

3. Other specific goals (subgoals):

Marketing (sales level, diversification, distribution system, sales volume);

Scientific research and development (new products, product quality, technological level);

Production (costs, quality, saving material resources,

new and improved products);

Finance (structure and sources of financing, methods of profit distribution, tax minimization).

Once the mission and goals are determined, the stage of analysis and strategy selection begins. At this stage, a decision is made on how and by what means the company will achieve its goals. The strategy development process is rightfully considered the core of strategic management. Defining a strategy is making a decision about what to do with a particular business or product, how and in what direction the company should develop, and what place to occupy in the market.

Profit is a completely internal problem of the enterprise. Since an organization is an open system, it can ultimately survive only if it satisfies some need outside itself. To earn the profits it needs to survive, a firm must monitor the environment in which it operates. Therefore, it is in the environment that management looks for the overall goal of the organization. The need for mission selection was recognized by prominent leaders long before the development of systems theory. Choosing an organization's mission as narrow as profit limits management's ability to explore acceptable alternatives when making a decision. As a result, key factors may not be considered and subsequent decisions may lead to low levels of organizational performance.

1.4 Analysis and assessment of the state of the external environment

After establishing its mission and goals, business management begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:

Assessing changes affecting various aspects of the current strategy;

Identification of factors that pose a threat to the company's current strategy; control and analysis of competitors’ activities;

Determining factors that present greater opportunities to achieve company-wide goals by adjusting plans.

Analysis of the external environment helps to control factors external to the company, obtain important results (time to develop an early warning system in case of possible threats, time to forecast opportunities, time to draw up a contingency plan and time to develop strategies). To do this, you need to find out where the organization is, where it should be in the future and what management should do to achieve this. The threats and opportunities that a firm faces can be divided into seven areas:

1. Economic factors. Some factors in the economic environment must be continually diagnosed and assessed because... the state of the economy affects the firm's goals. These are inflation rates, international balance of payments, employment levels, gross national product, etc. Each of them can represent either a threat or a new opportunity for the enterprise.

2. Political factors. The active participation of business firms in the policy process is an indication of the importance of public policy for the organization; therefore, the state must monitor the regulations of local authorities, state authorities and the federal government. Political factors at this stage of development in Russia are stable.

3. Market factors. The market environment poses a constant threat to the firm. Factors that influence the success and failure of an organization include the distribution of income of the population, the level of competition in the industry, changing demographic conditions, and ease of market penetration.

4. Technological factors. An analysis of the technological environment may, at a minimum, take into account changes in production technology, the use of computers in the design and delivery of goods and services, or advances in communications technology. The head of any company must ensure that he is not exposed to “future shock” that destroys the organization.

5. Competition factors. Any organization should examine the actions of its competitors: an analysis of future goals and an assessment of the current strategy of competitors, a review of the prerequisites regarding competitors and the industry in which the company operates, an in-depth study of the strengths and weaknesses of competitors.

6. Factors of social behavior. These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and minorities in society, the consumer movement).

7. International factors. Management of firms operating internationally must continually assess and monitor changes in this broader environment.

That. Analysis of the external environment allows an organization to create an inventory of the threats and opportunities it faces in that environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potential capabilities and shortcomings of the organization.

Analysis of the external environment helps to obtain important results. It gives the organization time to anticipate opportunities, time to plan for possible threats, and time to develop strategies that can turn previous threats into any profitable opportunities.

In terms of assessing these threats and opportunities, the role of environmental analysis in the strategic planning process is essentially to answer three specific questions:

1. Where is the company located now?

2.Where, according to management, should the enterprise be located in the future?

3. What should management do to move the enterprise from the position it is in now to the position where management wants it to be?

1.5 Analysis and assessment of the state of the internal environment

The internal environment of an organization is the source of its lifeblood. It contains the potential that allows an organization to function, therefore, to exist and survive in a certain period of time.

Business management must determine whether the firm has the internal strength to take advantage of external opportunities and whether it has weaknesses that could complicate problems associated with external threats. This process is called a management survey. It is a methodical assessment of a firm's functional areas designed to identify its strategic strengths and weaknesses. The survey includes functions such as marketing, accounting, operations (production), human resources, culture and corporate image.

Marketing.

When examining the marketing function, there are seven areas of analysis to consider:

Competitiveness and desired market share as a percentage of its total capacity, which is an essential goal for the company;

Diversity and quality of product range, which is constantly monitored and evaluated by senior management;

Market demographic statistics, monitoring changes in markets and in the interests of consumers;

Market research and development of new products and services;

Pre-sales and after-sales customer service, which is one of the weak points in business;

Effective sales, advertising and promotion (an aggressive, competent sales team can be a firm's most valuable asset; creative advertising and promotion complements the product line);

Profit (nothing, even the best, will be worthwhile if there is no profit as a result).

Financial analysis can benefit an organization and help improve the effectiveness of the strategic planning process. A detailed analysis of the financial position can reveal existing and potential internal weaknesses in the organization, as well as the relative position of the organization in comparison with its competitors. Examining financial performance can reveal areas of internal strengths and weaknesses to management over the long term.

Operations

Continuous analysis of operations management is essential to the long-term survival of an enterprise. Here are some key questions to answer when examining the strengths and weaknesses of the operations management function.

1. Can we produce our goods or services at a lower cost than our competitors? If not, why not?

2. What access do we have to new materials? Are we dependent on a single supplier or a limited number of suppliers?

3. Is our equipment up to date and well maintained?

Human resources

The origins of most problems in organizations can ultimately be found in people. If an organization has skilled employees and managers with well-motivated goals, it is able to pursue various alternative strategies. Otherwise, performance improvement should be sought because the weakness is most likely to jeopardize the future performance of the organization. Culture and image of the enterprise

The culture and image of an enterprise are strengthened or weakened by the company's reputation. Does the firm have a good reputation for achieving its goals? Was she consistent in her activities? How does this business compare to others in the industry?

Having aligned internal strengths and weaknesses with external threats and opportunities, management is ready to select appropriate strategic alternatives.

Chapter 2 Strategic planning at Tekhnostimul LLC

2.1 General characteristics of the enterprise Tekhnostimul LLC

The object of the study is the limited liability company "Technostimul". Tekhnostimul LLC was established in accordance with the Civil Code of the Russian Federation and the Federal Law of the Russian Federation “On Limited Liability Companies” as a commercial organization based on the funds of the Founders to achieve the statutory goals defined in this charter. The organization was created and operates on the basis of the current Legislation of the Russian Federation and this Charter. Technostimul LLC acquires the rights and obligations of a legal entity from the moment of registration of its constituent documents in the prescribed manner. The organization was created for an indefinite period. Location of Tekhnostimul LLC: Ulyanovsk, L. Shevtsovaya St., 53. The founder of the company is a citizen of the Russian Federation (Appendix A).

Tekhnostimul LLC was created to provide residents of Tyumen, Chita, Krasnoyarsk, Perm, Samara, Moscow and others with spare parts for cars.

The main activities are:

Organization of trade in spare parts for cars;

Providing employment for the population of the city and region in a market economy;

Conducting commodity exchange operations, concluding barter transactions;

Purchase and sale of wholesale quantities of goods;

Providing transport services;

Providing information, consulting and marketing services;

Organizing your own distribution network, opening branded stores and separate sections in public and private stores for sale at negotiated prices;

Implementation of measures to strengthen labor discipline, increase labor productivity, reduce costs;

Maintaining accounting, statistical and operational records in the prescribed manner;

Drawing up calculations and submitting reports by proxy to extra-budgetary funds and tax authorities;

Payment of the unified social tax, personal income tax, and sales tax.

Tekhnostimul LLC has a linear-functional management structure. With this management structure, the advantage of a linear structure in the form of the principle of unity of command, and the advantage of a functional structure in the form of management specialization, are retained. However, this structure also has a number of disadvantages. First, such a structure impedes innovation, and any changes require significant management effort. Secondly, the segmentation of subsystems causes their excessive isolation, which prevents the organization from functioning as a single system. Thirdly, the structure is centralized, which overloads top management and requires special establishment of direct connections between subsystems. Fourthly, limited opportunities are being created for training top-level managers.

The structure is based on a specialized division of labor, that is, work is not randomly distributed among people, but is assigned to specialists who can do it best from the point of view of the organization as a whole.

The enterprise has elements of rational bureaucracy with the following characteristics:

1. Clear division of labor.

2. Hierarchy of management levels.

3. Presence of a coherent system of rules and standards.

4. The spirit of formal impersonality.

5. Hiring in accordance with technical qualification requirements. Protection of employees from arbitrary dismissals.

The bureaucratic system has the following negative properties: exaggeration of the importance of standardized rules, procedures and norms that ensure employees perform their tasks, fulfill requests from other departments, and interact with clients. This leads to loss of behavioral flexibility.

The highest management body of Tekhnostimul LLC is the General Meeting of Participants of the Company. Current activities are managed by a director elected for a term of three years. The director decides all operational issues:

Determination of the main directions of the Company’s activities;

Changing the Company's charter, changing the size of its authorized capital;

Approval of documents regulating the internal activities of the Company;

Approval of annual reports and balance sheets, distribution of net profit;

Decision on reorganization or liquidation of the Company;

Appointment of an audit.

1. General Director. Signs orders for appointment to a particular position or dismissal from it. Provides organizational leadership to the entire enterprise.

2.Commercial director. Directly reports to the General Director and carries out all his orders relating to the work of the company. He is the head of the procurement and sales department.

3.Chief accountant. Directly reports to the General Director and carries out all his orders relating to the work of the company. It carries out its activities on the basis of the requirements of regulatory documents of the Russian government. Within the limits of approved job responsibilities, interacts with state enterprises, institutions and public organizations.

4. Accountant-cashier. Reports directly to the chief accountant. Carries out its activities on the basis of regulatory and administrative documents, instructions, orders of the chief accountant.

5.Inspector of the HR department. Keeps records of the number of employees and hires personnel.

6. Supply and sales department. Studying prices for similar products, working with

suppliers and consumers.

A leader, in order to effectively move towards a goal, must coordinate the work and force people to carry it out. He translates his decisions into action by putting into practice the basic principles of motivation.

Motivation is the process of motivating oneself and others to act to achieve personal or organizational goals. There are different ways of motivation: punishment, encouragement, stimulation, persuasion.

A. Maslow in his theory recognized that people have many different needs, but believed that these needs can be divided into five main categories:

1.Physiological needs are essential for survival. These include food, rest and sexual needs.

2.Security and future security needs include the need for protection from environmental hazards and confidence that physiological needs will be met in the future.

3.Social needs or needs for belonging.

4.Respect needs .

5.Needs of self-expression.

Physiological and safety needs are the needs of the lower level, social needs, needs for expression and self-expression are of the highest level.

Before the next level need becomes the most powerful determinant of human behavior, the lower level need must be satisfied. And although at the moment one of the needs may dominate, human activity is stimulated not only by it.

The main disadvantage of this theory is that it failed to take into account individual differences between people. Different people like different things, and if a leader wants to effectively motivate his subordinates, he must be sensitive to their individual needs.

For employees of Tekhnostimul LLC, the most relevant are the physiological needs and the needs for protection and safety, since in the conditions of an economic recession, a person is primarily concerned with the problem of survival, stability of guarantees for the future. At the same time, social needs do not lose their importance, since the enterprise has a united team whose task is not only its own well-being, but also the achievement of its goals. Esteem and self-expression needs also influence employee behavior as they are interested in recognition for their achievements.

Satisfaction of safety needs is carried out through regular contributions to pension funds and the implementation of a policy at the factory to maintain jobs at a constant level. At the same time, any creative initiative is encouraged, achievements are approved at general meetings

This paper analyzes the financial activities of Tekhnostimul LLC. He has many financial and other problems that need to be analyzed to identify the key ones and the ability to influence them. Due to all of the above, it is necessary to consider in detail all aspects and aspects of the financial activities of this enterprise.

2.2 Analysis and assessment of the state of the external and internal environment

Tekhnostimul LLC

Tekhnostimul LLC is significantly influenced by environmental factors (macroenvironment), under the influence of which the efficiency of the enterprise’s functioning and the sustainability of its financial and economic activities may be subject to changes. In order to prevent any negative consequences for a particular enterprise, it is necessary to identify and determine a very popular method of researching events occurring in the macroenvironment is PEST (political / legal, economic, socio-cultural and technological) analysis. Macroenvironmental factors have different influences on business strategy that change over time. PEST analysis is designed to facilitate the assessment of the impact of environmental factors on strategy, it draws attention to the dynamic nature of the business environment and emphasizes the need for periodic review of plans.

Political/Legal:

Labor legislation;

Tax policy;

Company Charter;

Privatization policy;

Environmental legislation;

Public control over spending.

Socio-cultural:

Demographic changes;

Development of the value system of society;

Changes in lifestyle (for example, changes in family structure, attitudes towards work and free time);

Changes in consumer tastes and preferences (for example, attitudes towards environmental issues);

Levels of education.

Economic:

Interest rates and inflation rates;

Consumer trust;

Business cycle;

Economic growth prospects;

Unemployment rate;

Net income after taxes;

Salary costs;

Competition, alternative suppliers.

Technological:

New product potential, market creation;

Alternative ways of providing services;

New discoveries;

Level of government and industry funding for research and development;

Changes in communication technologies;

New production technologies;

Level of technology transfer.

Currently, from the above list, the greatest influence on adjusting the strategy of Tekhnostimul LLC is exerted by such factors as:

political, economic, social and technological. A summary of these factors is provided below in Table 1.

Table 1 - Macroenvironmental factors

Political	Economic
1. Significant role of the state in the activities of the company, especially in pricing policy; 2. Instability of the tax system, which can lead to increased prices.	1. Interest rates in banks are quite high; 2. Currently, there is high competition among suppliers; 3. The presence of high tax rates; 5. Problem of non-payments.
Social	Technological
1. The unemployment rate is high; 2. Changes in the lifestyle of the population; 3. Decrease in purchasing power.	1.Creation of a new product; 2.Creation of new technologies; 3.Computerization of the company.

The analysis of the external environment allows us to establish the conditions associated with the threats and opportunities of Tekhnostimul LLC.

When analyzing an enterprise, in addition to analyzing the external environment, it is necessary to assess the strengths and weaknesses in the area of its internal environment (Table 2).

Table 2 - Strengths and weaknesses of the enterprise Tekhnostimul LLC »

Field of activity	Strengths	Weak sides
Production	1. High level of product quality.	1. Relatively low storage capacity; 2. Significant wear and tear of equipment.
Technology	1. Availability of high technology at the KNOW-HOW level; 2. Experienced team of the enterprise’s technological service; 3. Opportunities in the field of expanding the range of products.	1. Lack of available funds to sell new types of products; 2. Lack of modern technological warehouse equipment.
Staff	1. An established, highly qualified team of workers; 2.Low staff turnover.	1. Termination of the employee training program.
Continuation of table 2
Field of activity	Strengths	Weak sides	1. The personnel management mechanism has been proven for years; 2. Effective distribution of job responsibilities between managers; 3.Efficiency and use of control.	1. The enterprise has regular customers; 2. Ineffective interaction between various departments in the process of achieving the organization’s goals.
Marketing	1.High reputation of the enterprise in the field of quality products; 2. Low price compared to competitors; 3.Highly developed pricing policy.	1.Low acquisition of new customers; 2. Low promotion of goods to the market; 4. Lack of after-sales service.
	1.Financial independence from lenders providing loans at interest; 2. Possibility of differentiated trade through a branded network of stores.	1. Critical shortage of own working capital; 2. Low rates of asset turnover; 3. Sharp increase in debtors' debt.

Based on the research conducted on the macroenvironment and identifying strengths and weaknesses in the internal environment of the enterprise, a SWOT matrix can be formed.

The SWOT matrix reflects the opportunities and threats of Tekhnostimul LLC with an integrated approach to the previously described negatives and positives (Table 3).

Table 3 - SWOT matrix

POSSIBILITIES	STRENGTHS
1.Ability to serve additional clients and enter new markets; 2. The way to expand the range to satisfy more customer needs; 3.Vertical integration; 4.Weakening of the positions of competing firms; 5. Taking full advantage of the company's position.	1.High level of quality of products; 2.Highly qualified personnel; 3. Experience and skills available to employees; 4. Good reputation among buyers about the company; 5. The ability to avoid (at least to some extent) strong pressure from competitors; 6.Proven management; 7.Low staff turnover; 8. The personnel management mechanism has been proven for years; 9.Efficiency of control; 10.Low price compared to competitors.
	WEAK SIDES
1. Increasing competitive pressure; 2. Declining living standards of the population. 3. Increased criminalization of society; 4. High tax requirements; 5. Slow market growth; 6. Growing demands from buyers and suppliers; 7. Changing needs; 8.Adverse demographic changes.	1.Actual absence of own working capital; 2. Insufficient image; 3.Low marketing research; 4.Low profitability due to lack of management talent and skill; 5.Narrow range of products; 6.Poorly developed sales network; 7. Lack of money to finance the necessary changes in strategy; 8.Weak understanding of the market.

Using the summary matrix, you can identify the goals that the enterprise needs to immediately achieve, taking into account its advantages and disadvantages in order to increase sales volumes:

Make full use of your advantages in the field of trade;

Increasing sales volumes of products, using the high competitiveness of products in the field of price and quality indicators;

Expansion of the retail branded trading network as a strategic sales channel for products in order to obtain increased profits as a result of retail trade margins;

Expanding the product range due to growing consumer demands;

In order to increase profits, establish a sales network;

Use all the advantages of the company in competition with other companies.

Today, the company is subject to significant outside competition.

In addition, an important indicator of the strategy is maintaining and strengthening a competitive position in the market. The most promising way to determine a firm's position among competitors is to quantify each of its key success factors relative to its competitors.

Industry key success factors (ISFs) are those strategy implementation activities, competitive capabilities, and performance results that each firm must achieve (or strive to achieve) in order to be competitive and achieve financial success. KFU are those factors that enterprises should pay special attention to, since they determine the success (or failure) of the enterprise in the market, its competitive capabilities, which directly affect its profit.

Businesses that correctly understand industry CSFs can achieve significant competitive advantage by addressing key success factors in executing their strategy and leveraging those factors to give them an edge over their competitors. In fact, using one or more KPIs as the cornerstone of a company's strategy is often a wise approach that can lead a company to victory.

Main types of key success factors:

Technology-dependent CFUs:

Possibility of innovation in the production process;

Possibility of developing new products;

Degree of mastery of existing technologies.

KFU related to production:

Product quality;

Favorable location of the enterprise, leading to savings on transportation costs;

Access to skilled labor;

High labor productivity.

KFU related to product sales:

Wide network of wholesale distributors/dealers;

Wide access/presence in retail outlets;

Fast delivery.

KFU related to marketing:

Highly qualified sales department employees;

A technical assistance system available to customers when purchasing and using products;

Accurate execution of customer orders;

Variety of product types;

The art of sales.

KFU related to professional skills:

Special talent (very important when providing professional services;

Know-how in the field of quality control;

The ability (skill) to create effective advertising.

KFU related to organizational capabilities:

Information systems level;

Ability to quickly respond to changing market situations (well-established decision-making process);

Greater experience and know-how in management.

Other KFU:

Favorable image/reputation of the company among buyers;

Overall low costs;

Advantageous location (especially important for retail trade);

Pleasant, friendly employees;

Access to financial markets.

The most promising way to determine how well a firm holds its competitive position is to quantify, relative to its rivals, each of the key success factors and each significant indicator of competitive strength. In the process of industry analysis and competitive analysis, key success factors and competitive criteria are identified, which divide market participants into leaders and outsiders. Competitor research and comparative assessment are the basis for determining the advantages and capabilities of the main competitors.

The main competitors of Tekhnostimul LLC in the Ulyanovsk region are Avtoray OJSC and AvtoSnabTekhnik LLC.

2.3 Strategic planning at Tekhnostimul LLC

Strategic planning is a process that must be continually supported, encouraged and evaluated by management. Strategy evaluation is carried out by comparing performance results with goals. The evaluation process is used as a feedback mechanism to adjust the strategy. To be effective, assessment must be carried out systematically and continuously. There are five questions to consider when evaluating your strategic planning process.

1.Is the strategy internally consistent with the organization's capabilities?

The strategy chosen for Tekhnostimul LLC is compatible with its capabilities. The company has the necessary equipment, and is also planning to purchase new ones and increase the amount of space. Specialists will carry out all the necessary calculations related to changes and expansion of the assortment. This allows for a concentric diversification strategy. If the enterprise simultaneously carries out marketing activities, the products will be sold more successfully.

2. Does the strategy involve an acceptable degree of risk?

The degree of risk when expanding the range is small, since the new range is formed taking into account the needs of regular customers.

3. Does the organization have sufficient resources to implement the strategy?

To implement the chosen strategy, Technostimul LLC has sufficient technical resources and the necessary raw materials. But at the same time there is a shortage of labor resources, so it is necessary to attract production workers.

4. Does the strategy take into account external threats and opportunities?

When choosing a strategy, external threats and opportunities were taken into account. The decision to pursue a concentric diversification strategy was made after studying competitors, which showed that this strategy would ensure an increase in product sales volumes at Tekhnostimul LLC.

5.Is this strategy the best use of enterprise resources?

The chosen strategy is the best way to use the company's resources, since its selection took into account the strengths and weaknesses of the enterprise, and the state of the external environment, as mentioned above. Strategic planning becomes meaningful when it is implemented.

Successful implementation of the plan requires the development of short-term and long-term programs, policies, tactics, procedures and regulations, as well as the development of a budget.

Just as management develops short-term goals that are consistent with long-term goals, it also develops short-term plans that are consistent with long-term ones. Such short strategies are called tactics. Tactics are developed in development of strategy. While strategy is almost always developed, tactics are often developed at the middle management level. At the same time, tactics are designed for a shorter period of time, so tactical results appear faster. The strategic plan is broken down by year. Since the economic situation is constantly changing, elastic (adaptive) planning is used. The sales system serves as a link between the enterprise and consumers and performs the following functions:

1.assessment of prospects - search for new promising areas for product sales;

2. sales - the practical implementation of the art of trading - approaching the consumer, presenting the product, satisfying the buyer’s requests and completing a transaction;

3.services - provision of various services to consumers - consultations on problems that have arisen, organizing solutions to financial issues and ensuring delivery of goods;

4.collection of information - participation in market research and collection of information for the needs of the company;

At Technostimul LLC, the supply and sales department carries out the following activities:

1.work with suppliers of goods and equipment;

2.work with an existing circle of buyers;

3.work with intermediaries;

4.search for new buyers in the domestic market;

5. study of prices of competing enterprises for similar products;

The supply and sales department is headed by a commercial director, who reports to a merchandiser.

The commercial director is involved in concluding transactions for the sale of goods. Negotiates the quantity of products, price, terms and conditions of delivery, monitors the shipment of products. She also studies prices for goods on the market and develops an assortment plan in accordance with consumer needs.

The merchandiser provides the commercial director with information about the availability of products in the warehouse and warns him about the shipment of the goods. When exporting spare parts, he prepares the necessary documents.

The supply and sales department implements operational plans.

In the work of this department, as well as in the entire enterprise as a whole, the method of management by objectives is not used. However, commodity experts can make their proposals to the commercial director related to the sale and shipment of products. But all organizational issues related to the work of the service are decided by the commercial director. His subordinates are required only to provide the necessary information, and not to solve specific problems.

For example, a private company decided to purchase a certain number of bearings from Tekhnostimul LLC. Then the commercial director instructs commodity experts to provide information about their availability in the warehouse. Having this data, the commercial director can discuss the scope of delivery with the company.

If the required quantity of products is in the warehouse, then the price, time and delivery conditions are discussed. If the required quantity of goods is not currently in stock, the company offers to wait and be sure to order these products from suppliers.

If the final decision is made, the concluded agreement or contract is signed by the General Director.

In a transaction carried out on the domestic market, goods are distributed directly from the manufacturer to the buying company (Figure 2).

Figure 3 - Single-level distribution channel

Terms of delivery of goods may vary. If the deal is concluded on the domestic market, the company can itself ship the products by road.

Businesses compete to obtain orders from consumers, therefore, the commercial manager must pay special attention to reaching the right consumers at the right time and in the right way. When working, he uses such a method as a conversation with a possible buyer in person or by phone. That is, the commercial director, on the one hand, works without leaving the office, using the telephone and receives consumers. On the other hand, he travels to meet with consumers. This means conducting direct trading activities.

In the supply and sales department, remuneration is carried out in the following way. Merchandisers are paid regular wages and benefits. The remuneration of a commercial director consists of four components - fixed salary, flexible payment, overhead reimbursement and benefits. A fixed salary, salary, satisfies the employee's needs for financial stability. Flexible payment in the form of commissions, bonuses or profit sharing is designed to stimulate and reward additional effort on his part. Overhead reimbursement allows sales representatives to be reimbursed for additional travel, hotel, food, and vacation expenses. Benefits such as paid time off, sickness and accident benefits, pensions and life insurance are designed to provide workers with security and job satisfaction.

In terms of the importance and role of different types of rewards, it can be said that the most significant incentive is material, followed by the opportunity for promotion, personal growth and a sense of accomplishment. The least important motives for action include favor, respect, safety and recognition. In other words, the main incentives for sales personnel include monetary rewards or opportunities for growth and satisfaction of internal needs. Praise and recognition have less impact.

The management of Tekhnostimul LLC receives information about the activities of the supply and sales department from trading reports on the results of activities. This report is compiled once a month and indicates (in monetary terms) the volumes of products sold and shipped, total profit and overhead costs.

The supply and sales department of this enterprise does not perform all the necessary work to achieve the goal of increasing sales volumes. This service should pay special attention to the sales promotion system using the following means:

Discounts on product prices;

Sale subject to certain conditions;

Commercial exhibitions, etc.

For more efficient operation of the enterprise, a marketing department has been created, which performs the following functions:

Collection of information obtained during marketing research about existing and potential buyers, competitors and other subjects and factors of the marketing environment;

Development and distribution of appeals to customers;

Sales promotion;

Public relations and press publications;

Development of marketing strategies and plans.

In this case, having studied the situation on the market as a whole, the demand for spare parts of its competitors, as well as carrying out an advertising campaign, the company will be able to plan its activities more specifically and for a longer period and achieve a significant increase in the volume of products sold.

2.4 Management of distribution channels in the enterprise

The strategy of Tekhnostimul LLC refers to fixing a specific market segment and concentrating the company’s efforts on a selected market segment. In this case, the company operates in a clearly defined segment, thoroughly ascertaining the market needs for a certain type of product, based on the needs of certain specific customers.

The sales channels of Tekhnostimul LLC are as follows:

1. Chain of retail stores under the brand name Tekhnostimul LLC;

2. Distributors;

3.Wholesale base.

A distribution channel takes over and helps transfer to someone else the ownership of a particular good or service as it travels from producer to consumer. The distribution channel can also be interpreted as a path (route) for the movement of goods from producers to consumers. Distribution channel members perform a number of functions that contribute to the successful resolution of marketing requirements. These include such functions as: conducting research work, sales promotion, establishing contacts with potential consumers, manufacturing goods in accordance with customer requirements, transporting and storing goods, financing issues, taking responsibility for the functioning of the distribution channel.

Sales of products in most cases are carried out through intermediaries. Intermediaries, thanks to their contacts, experience and specialization, make it possible to ensure wide availability of goods and bring them to target markets.

With the help of intermediaries, it is possible to reduce the number of direct contacts between manufacturers and consumers of products.

Supply and sales organizations, large wholesale warehouses, exchange structures, trading houses and stores can act as intermediaries.

Among the main reasons for the use of intermediaries are the following:

Organizing the product distribution process requires the availability of certain financial resources;

Creating an optimal product distribution system presupposes the availability of appropriate knowledge and experience in the field of market conditions for your product, methods of trade and distribution.

A comparative assessment of the cost of individual distribution channels should also be linked to the prospects for growth in sales volumes of goods. It is also important to note that the choice of a distribution channel is usually associated with the conclusion of long-term agreements between counterparties. The wrong choice of distribution channel can cause the cancellation of legal agreements (contracts), which, naturally, will affect the results of the enterprise and the intermediaries involved in this agreement.

Once distribution channels have been selected, enterprise management is faced with a number of tasks to successfully manage these channels. The solution to each of them pursues a specific goal and is achieved by specific methods.

2.5 Analysis of the financial condition of Tekhnostimul LLC

Analysis of the financial results of an enterprise includes the following research elements as mandatory elements:

1) changes in each indicator for the current analyzed period (“horizontal analysis” of financial performance indicators for the reporting period);

2) study of the structure of relevant indicators and their changes (“vertical analysis” of indicators);

3) study of the influence of factors on profit (“factor analysis”);

4) study in a generalized form the dynamics of changes in financial indicators for a number of reporting periods.

The most important factor in the normal operation of an enterprise and its economic sustainability is the profitability of the enterprise. Therefore, the financial condition directly depends on the amount of profit received. Below is an analysis of financial results that will help us determine whether the company is making a profit.

Table 4 - Cash flow from product sales for 2003-2005

INDICATOR NAME

Sales volume TOTAL: million rubles.
including: million rubles.
For cash, million rubles.
Wholesale sales TOTAL: million rubles.
In % of total sales
including:
For cash, million rubles.
in % of total wholesale sales
Retail sales TOTAL: million rubles.
In % of total sales
including:
for cash, million rubles.
In % of total retail sales
Sales volume TOTAL:
including: wholesale (share of total sales)
retail (share of total sales)
Cash sales volume TOTAL:
including: wholesale (share)
retail (share)

According to the above table, it can be observed that retail trade gives the greatest effect with the timely generation of cash for the enterprise. Thus, if retail trade accounts for 22.8% of sales from total sales, then retail trade accounts for 53.7% of all generated cash in the enterprise. In addition, as a result of the distribution of sales volumes by two types of sales, it is possible to identify an important trend that has taken place over the past 3 years: with an increase in the share of wholesale sales, a decrease in the share of wholesale cash receipts is observed (due to an increase in accounts receivable), while with an increase share of retail sales (in its total volume in 2004, 2005), the share of cash receipts is increasing

If in 2003 own funds accounted for more than half of all sources of property (54%), then in 2004 they accounted for only one third (33%). The remaining 67% of the property is covered by borrowed sources of funds, the share of which increased by 21% compared to the beginning of the year. This indicates a decrease in the financial stability of the company. The financial balance ratio has decreased significantly. At the beginning of the year, this figure exceeded one, i.e. the financial stability of the organization was normal, but at the end of the year the coefficient decreased to 0.49, which indicates an increase in the company’s dependence on external investors and creditors and is explained by the fact that in 2005 the company attracted a large amount of borrowed funds. Non-current assets are fully secured by own capital and during the year the ratio of non-current and own funds changed slightly.

In accordance with the indicator of the provision of reserves and costs with its own and borrowed sources of funds, the company can be classified as an absolute type of financial stability in 2003 and a normal type of financial stability in 2005.

Table 5 - Analysis of balance sheet profit, (million rubles)

Indicators

Profit from product sales
Profit from transactions with enterprise property
Profit from non-operating results
Balance sheet profit

Balance sheet profit showed the following changes that occurred during the analyzed period. In 2005, the enterprise did not even achieve the previous results of economic activity. This is evidenced by the total balance sheet profit, which decreased by 971 thousand rubles compared to 2004. This was influenced by the following balance sheet profit indicators:

Decrease in profit from product sales (three times) - the company experienced a sharp decrease in product sales volumes and, accordingly, a decrease in its sales. The increase in losses from transactions with the enterprise's property occurred due to the fact that the enterprise cannot rent out unused fixed assets due to moral and physical wear and tear and as a result of revaluation.

A positive factor in the economic activity of an enterprise is the comparison of non-operating income and expenses. The company covers last year's losses and makes a profit.

Table 6 - Analysis of profit from product sales (million rubles)

Name
Indicators	Million rub.	Million rub.

Profit from sales
Cost of sales of goods, services
Business expenses
Revenue from sales of goods, works, services

Analysis of profit from product sales showed the following changes. Revenue from product sales decreased by 458 thousand rubles. This was due to a decrease in key indicators: the cost of sales of products decreased by 410 thousand rubles compared to 2004, and there was also a decrease in profit from sales by 500 thousand rubles. and commercial expenses by 329 thousand rubles.

The decrease in all indicators was a consequence of a decrease in product sales volumes.

Table 7 - Profitability indicators of Tekhnostimul LLC (million rubles)

Name Odds	Meaning of indicators
Name Odds

1. Return on all assets
2. Net return on all assets
3. Return on current assets
4. Return on equity
5.Profitability of inventories
6. Profitability of sales: · on balance sheet profit · by net profit
7. Profitability of own and long-term borrowed funds
9. Profitability of production assets

The financial condition of an enterprise is ultimately determined by how profitably it operates over a long period. Therefore, profitability indicators are very important.

An analysis of profitability indicators shows the following situation: the return on all assets decreased from 11% to 2.5% in 2003, and in 2004 compared to 2003 it decreased to 1.2%. This indicates that from 1 rub. the value of its assets, the company receives less profit every year. The decrease in return on assets was also influenced by the decrease in asset turnover, which also decreased over the analyzed period.

All phenomena and processes of economic activity of enterprises are interconnected, interdependent and conditional. Some of them are directly related to each other, others - indirectly. For example, the amount of gross output is directly influenced by factors such as the number of workers and the level of their labor productivity. All other factors influence this indicator indirectly.

Each phenomenon can be considered as a cause and as a result. For example, labor productivity can be considered, on the one hand, as the reason for changes in production volume and the level of its cost, and on the other hand, as a result of changes in the degree of mechanization and automation of production, improvement in labor organization, etc.

Each performance indicator depends on numerous and varied factors. The more detailed the influence of factors on the value of the performance indicator is studied, the more accurate the results of the analysis and assessment of the quality of enterprises’ work. Hence, an important methodological issue in the analysis of economic activity is the study and measurement of the influence of factors on the value of the economic indicators under study. Without a deep and comprehensive study of factors, it is impossible to draw informed conclusions about the results of operations, identify production reserves, and justify plans and management decisions.

The chosen strategic policy of the enterprise led to an increase in profits, accordingly Tekhnostimul LLC will continue to adhere to it.

Table 8 - Analysis of profit for the reporting year, rubles .

Indicator name		For the reporting period	For the previous	Deviations

1. Revenue from the sale of goods, works and services (less VAT, excise taxes and similar mandatory payments.
2. Cost of sales of goods, products, works, services.
3. Selling expenses.
4.Administrative expenses.
5.Profit (loss) from sales
6. Interest receivable.
7. Interest payable.
8. Income from participation in other organizations.
9. Other operating income.
10.Other operating expenses.
11.Profit (loss) from financial and economic activities.
12. Other non-operating income.
	Continuation of table 8
Indicator name		For the reporting period	For the previous	Deviations

13. Other non-operating expenses.
14. Profit (loss) of the reporting period.
15. Income tax.
16.Distracted means.
17. Retained earnings (loss) of the reporting period.

The table data shows that balance sheet profit in 2005 increased significantly compared to 2004 by 62,374 rubles. or 6 times. In 2005, profit compared to 2004, on the contrary, sharply decreased by 1,726,460 rubles. or 159 times. Thus, there has been a positive trend in changes in the amount of balance sheet profit.

The increase in balance sheet profit was facilitated by:

Increase in profit from financial and economic activities by RUB 43,648. or by 76.5%.

The above increase was influenced by:

The income item that appeared was “Interest receivable” in the amount of RUB 7,966, which increased the balance sheet profit by 10.8%.

We will assess the current activities of Tekhnostimul LLC using turnover indicators and determine the level of efficiency in the use of own and borrowed funds. To facilitate calculations, I will provide an auxiliary table of average values of own and borrowed funds for 2003 - 2005.

Table 9 - Sum of average values of own and borrowed funds for 2003-2005, rub.

Indicators	avg. meaning	avg. meaning	avg. meaning


1. Current assets
including:
1.1. Cash
1.2. Short-term financial investments
1.3. Settlements with debtors
1.4. Inventories and costs
2. Fixed assets and others fixed assets

1. Raised capital
2. Own capital

Based on Table 9, we will calculate the total capital turnover ratios, which give a general idea of the organization’s economic activities.

1.Total capital turnover = sales revenue: average assets.

Total capital turnover (2003) = 135633: 696433 = 1.54

Total capital turnover (2004) = 513329: 538263 = 0.95

Total capital turnover (2005) = 1456812: 738839 = 1.97

2. Capital productivity = sales revenue: the average value of fixed assets.

Capital productivity (2003) = 135633: 274865.5 = 2.34

Capital productivity (2004) = 513329: 289413.5 = 1.77

Capital productivity (2005) = 1456812: 250152.5 = 5.82

3.Turnover of equity capital = sales revenue: average amount of equity.

Equity turnover (2003) = 135633: 302450 =

Equity turnover (2004) = 513329: 316166=

Equity turnover (2005) = 1456812: 302575 =

development of Tekhnostimul LLC

In my opinion, Technostimul LLC chooses concentrated marketing as a market coverage strategy. We choose one market segment that is most favorable for us and focus all our efforts on it.

Judging by sales volumes, we can say that the products do not fully satisfy the needs of customers. The competitors' strategy is aggressive and they use differentiated marketing techniques to reach the market.

Thus, from all of the above we can conclude that Tekhnostimul LLC has a fairly promising marketing opportunity for selling high-quality products at low prices.

A distinctive feature of the products is environmental friendliness and high quality. Consequently, the company is positioned on price, since this is our main advantage over competitors.

I would say the main success of Tekhnostimul LLC is successful sales management. The organization is aimed at winning new customers, with the help of its product advantages that distinguish it from other companies, such as: relatively cheap price, high quality, honest and cultural customer service, highly qualified advice. The organization pays wages and bonuses on time, which stimulates staff to work better and increase their interest, and retains professional employees.

I want to offer Tekhnostimul LLC advertising on television; the choice of a specific advertising medium is determined by the cost-effectiveness of reaching a large target audience. We will focus on television advertising, since a larger percentage of the population trusts it. The most popular television channels are ORT, RTR and STS.

Currently in Russia, advertising has become the same subject of public life as television. It is impossible to imagine that 10-15 years ago, while watching a movie, the viewer would be exposed to advertising offering to buy, try, invest, etc. This may please or irritate, but this is the reality.

The effectiveness of advertising is expressed in the study of the target audience’s familiarity with information about the company under study and its products, as well as what exactly is known about them, what image of the company and products has been formed and what is the attitude towards them.

It is not always easy to create an idea about products and a company, and even more so to form a good attitude towards them. This takes time and a certain strategy. Relations in the market are, first of all, human relations. Advertising allows a wide audience to form the necessary ideas about the company under study, on the basis of which it is easier to build. We should not forget that advertising is only one of the marketing tools that influences the sales of goods and, therefore, when the level of sales decreases, the subjects of analysis, in addition to advertising, should be the product itself and its price, the distribution route and places of sale of the product, features people related to this.

In particular, we can activate the work of sellers, change prices, and organize a sale. It is for this reason that when assessing the effectiveness of advertising, we take into account the complex of sales conditions created in the market and all factors that facilitate or hinder the solution of our marketing tasks.

To select an advertising medium and the time of its release, I propose to determine the audience coverage, relative tariff, and selectivity index. Since television is effective in terms of placing media advertising (according to public opinion polls), it would be rational to invest major funds in this type of advertising.

I propose to increase the number of employees, because sometimes employees do not have time to submit work on time, so sometimes they work on weekends.

I would advise acquiring new modern equipment and transport, which will increase the number of deliveries of products to wholesale buyers.

In my opinion, control over the implementation of the marketing program is necessary, not only to ensure the effectiveness of marketing activities, but also to regulate the progress of their implementation in the event of unforeseen situations. In this case, it is necessary to adjust expenses based on the actual state of affairs. Moreover, control should be aimed not only at monitoring the costs and effectiveness of marketing communications, but also at other aspects of market activity.

To implement a marketing strategy when selling spare parts, operational control is important, i.e. monitoring the progress of implementation of specific marketing actions, the timing and accuracy of their implementation, which is lacking in Tekhnostimul LLC. This applies to the placement of outdoor advertising and the launch of commercials on time. For this purpose, a certain person can even be appointed who will lead and regulate the course of various events.

Operational control with subsequent analysis will allow making adjustments to the implementation of marketing activities in the event of unforeseen situations or deviations.

Also, thanks to regular monitoring of changes in profit volume depending on marketing activities, it is possible to determine the most accurate amount of expenses for advertising campaigns, etc. In addition, it will be possible to evaluate the effectiveness of a specific advertising campaign (TV commercials, discounts) and determine the most appropriate ones in specific situations.

Marketing controls must exist within the organization and be carried out regularly. This will allow the company to avoid failures in its advertising and other marketing activities, and to most accurately choose a development strategy depending on changes in market conditions, and in particular the actions of competitors. It is with the help of monitoring marketing activities that actions can be adjusted, which will help achieve the greatest efficiency in the implementation of any marketing activities.

Chapter 4 Organizational and economic part of the project

1.percent of sales;

2.matching the competitor’s expenses;

3.residual principle;

4. the principle of goals and objectives.

In the first case, the budget of an advertising company is set as a percentage of sales volume (or turnover) or the fixed cost of a unit of the service offered. This method is quite simple to implement, but is associated with the risk of loss of flexibility due to the too close dependence of revenue from the provision of services on advertising costs.

The second method is that funds for advertising are allocated by analogy with competitors, but this does not take into account the different market positions of the enterprise and the competitor, its advertising goals and the effectiveness of the advertising campaign it conducts.

The residual principle is that funds for advertising are allocated last, after financing other needs.

The simplest calculation of the annual economic effect of advertising (Eg) can be performed using the formula: (1)

Eg = P – Sr x En,

where P is additional profit;

En - standard coefficient of comparative economic effect (the reciprocal value of the standard payback period). Let's take En = 0.25, i.e. Let's assume that the costs are recouped in 4 years.

Advertising of Tekhnostimul LLC, based on factors, will be placed on the STS TV channel at 11-00, 17-00 and 20-00. Advertising on the TV channel will be placed 3 times a day for 1 month. The cost of production for 1 minute is 3600 rubles. The cost of posting 1 minute is 4200 rubles. The duration of the video is 15 seconds.

To broadcast on television, you need to create a video. I propose the following calculation of the costs of their creation and placement according to the formula:

Sv/r = Tizg x t + Trazm x t,

where Св/р – costs of video production, rub.;

Tizg – production cost of 1 minute, rub.;

t – duration of the video, seconds;

Trazm – cost of placing 1 minute, rub.

Sv/r = 3600 x 15:60 + 4200 x 900:60 = 63,900 rub.

The total monthly sales volume is RUB 8,210,000,000. After an advertising campaign on television, sales increased by 30% and amounted to 10,673,000,000 rubles.

The above data indicates an increase in income after the advertising campaign on television, which amounted to 2,463,000,000 rubles, trade margin - 25%, therefore, the additional profit received as a result of advertising is equal to 615,750,000 rubles. Now let’s calculate the expected economic effect using formula 2:

Eg = 615,750,000 - 63,900 x 0.25 = 153,921,525 rubles.

Thus, from the above calculations of advertising events, it is clear that even with a moderate investment in these events, the company’s image will improve and bring additional profit.

The main material for assessing the results of advertising events was statistical and accounting data on profit growth. Based on these data, the economic efficiency of the advertising company and all economic activities of Tekhnostimul LLC was studied.

The effectiveness of an advertising video on television depended on the choice and optimal combination of the means used, originality, accuracy, and its systematic repetition. In practice, I recommend Tekhnostimul LLC to use television advertising. Using such advertising factors as the persuasive power of language, the quality of the font, the visual impact of the image, it is typical to use: memorable wording, musical accompaniment, the use of bright colors, successful design, etc.

A lot has been achieved through consulting, since the conversation is conducted in direct contact with the client.

When developing the advertising video, social norms were not affected; the information contained in the advertisement is not new. On the contrary, the more the recipient of the advertisement is aware of the topic of the message, the more acutely he will react to it.

The advertising video clip of Tekhnostimul LLC is not only information, it is, first of all, several emotionally intense minutes personally experienced by a person at the time of viewing. Advertising vocabulary itself with its rich emotional terminology is characteristic in this regard.

The psychological aspects of advertising activity cause a person to have an emotionally charged attitude towards advertising and the service offered, which shapes the behavior of society. Speaking about the psychological aspects of our advertising, it is also necessary to consider such an important and widespread phenomenon in modern advertising as suggestion. We encounter suggestion almost every day throughout our lives. In our case, suggestion was not used, because the effect is especially strong when what is suggested generally corresponds to needs and interests. In this case, those whose interests correspond to ours will pay attention and become interested without suggestion.

If we propose to Tekhnostimul LLC to open 5 branded stores in the Ulyanovsk region, as well as outside the region, then the effectiveness of this event will be:

Costs for 5 new stores will be 5x42.7 = 218.1 thousand rubles.

The amount of the trade margin will be 5x51.9=259.5 thousand rubles.

The profit will be 259.5-218.1 = 41.4 thousand rubles.

The profitability of this event will be 41.4/218.1=18.7%

Let's see graphically how profit changes when the number of stores increases by 5.

Diagram 1 - Change in profit due to an increase in stores by 5

The diagram shows that the expansion of branded trade brings very tangible profits. In the current conditions, the enterprise needs to take advantage of this factor, gradually increasing its retail network in the Ulyanovsk region and trying to expand it beyond the region.

Based on the market research carried out and the results of the strengths and weaknesses of the enterprise, in order to revive economic and financial activities, it is proposed to increase the speed of turnover of working capital and increase the degree of timely concentration of cash receipts: to expand the volume of direct sales through a branded network of stores.

In 2005, in order to ensure a certain independence from external factors, against the backdrop of unfavorable conditions, management decided to create a branded chain of stores, which showed the effectiveness of this direction.

The emergence of branded retailing turned out to be a very profitable decision. Based on the high efficiency of branded retail trade, the enterprise needs to increase this potential by expanding the existing retail trade. This strategic decision is due to such an important advantage for enterprises of this profile today as the timely receipt of cash with their significant concentration in the retail channel.

Chapter 5 Environmental and legal part of the project

The sources of labor law in the Russian Federation are the fundamental law of the Russian Federation - the 1993 Constitution. The Constitution enshrines the basic labor rights of all citizens, the basic labor principles of labor regulation, predetermines the content of the main institutions in a special part of labor law, which in turn are aimed at ensuring legal guarantees of constitutional labor rights. The Constitution of the Russian Federation enshrines the principle of legality in the sphere of labor (Article 7), its supreme legal force, equality before the law and the court (Article 30) and establishes that generally accepted principles and norms of international labor regulation are an integral part of the labor law system (Article 15 ).

The Labor Code of the Russian Federation came into force on February 1, 2002 and is fundamentally similar in many ways to the Labor Code of 1971. The Labor Code establishes the basic labor rights and obligations of subjects of labor law, the main emphasis is on their guarantees of protection.

Tekhnostimul LLC has a complex management structure: a Board of Directors with a chairman elected by the Board and deputies; appointed by the meeting of shareholders from among the directors - the general director.

Tekhnostimul LLC independently and freely plans its activities and determines development prospects based on the demand for products, the need to ensure the production and social development of the enterprise, and increase the personal income of its employees (Article 22 of the Law on the Enterprise). However, action plans that may have environmental, demographic and other consequences affecting the interests of the population of the region must be agreed upon with the district, city, settlement, and rural administration (Articles 50, 56.67 of the Law “On Local Self-Government in the Russian Federation”). On the scale of the region, a similar coordination is carried out with the regional, regional administration (Article 49 of the Law of the Russian Federation “On the regional, regional council of people’s deputies and the regional, regional administration”).

At the stage of carrying out economic activities, the enterprise is obliged to comply with the following legal requirements.

In accordance with environmental protection legislation, the enterprise must carry out production control, the main task of which is to assess the state of the natural environments on which the enterprise has a negative impact, including the territories adjacent to it.

In accordance with the Federal Law: “On Environmental Expertise” and the Law “On Environmental Protection”, the enterprise is obliged to comply with the principles of environmental protection set forth in Art. 3 laws: priority of protecting human life and health; a scientifically based combination of environmental and economic interests that provide real guarantees of human rights to a healthy and life-friendly natural environment; rational use of natural resources; compliance with environmental legislation; transparency in work and close communication with the public and population in solving environmental problems; international cooperation in environmental protection.

The need to comply with the principles of environmental protection is mediated through legal forms defined by law. These forms are: agreement on integrated environmental management. The agreement is concluded with the administration of the territory, region, autonomous region, autonomous okrug, district, city based on the results of an environmental assessment of the proposed economic activity and a license for integrated environmental management.

Nature management is paid. This fee is charged according to the rules established in Art. 20 of the Law on Environmental Protection. Environmental insurance of enterprises, their property and income in case of environmental disaster, accidents and catastrophes is established in the form of voluntary and compulsory insurance (Article 23 of the Law on Environmental Protection). In addition, this law establishes the procedure for regulating environmental quality and the legal meaning of norms and regulations (Section IV of the Law); formulates general environmental requirements for the placement, design, construction, reconstruction, commissioning of enterprises, structures and other objects (Section VI of the Law; defines the limits of management in nature reserves and sanctuaries, national parks and other areas (Section IX of the Law); gives the concept and types environmental control (Section X of the Law); regulates the procedure for resolving disputes in the field of environmental protection (Section XII of the Law); establishes liability for harm caused by an environmental offense (Section XIV of the Law).

Standardization requirements include the need to comply with norms, rules and characteristics in order to ensure: product safety for the environment, life, health and property; technical and information compatibility, as well as interchangeability of products; product quality in accordance with the level of development of science, technology and technology; uniformity of measurements; saving all types of resources; safety of economic entities, taking into account the risk of natural and man-made disasters and other emergency situations. These requirements are determined by the Law of the Russian Federation “On Standardization”.

The content of the requirements of state standards, the scope of their distribution, the scope of their validity and the date of their introduction are determined by the competent government authorities. State standards are mandatory. In addition to state standards, standards of industries, enterprises, standards of scientific, technical, engineering societies and other public associations are used.

Requirements for product certification are defined in the Law of the Russian Federation “On Certification of Products and Services”.

Conclusion

In the process of working on the diploma project, the theoretical aspects of the development of strategy at the enterprise were studied, including consideration of the mission of the enterprise, analysis of the external and internal environment, selection and formulation of the preferred strategy, methods for identifying target segments, as well as consideration of the process of planning, organizing and controlling marketing activities .

As a result of the analysis of the economic and financial activities of Tekhnostimul LLC, it was established:

The enterprise is in complex legal and economic dependence on the state and cannot fully control issues related to its core activities;

Increasing sales volumes through direct sales (branded network of retail stores) can increase the degree of timely concentration of cash, which is so necessary for enterprises of this profile;

The enterprise, under certain legal restrictions, does not effectively use permitted methods of promoting goods on the market; the organization does not engage in market research, as required by the current economic situation.

During the implementation of the diploma project, measures to improve marketing activities were identified. The market analysis carried out allowed us to evaluate the activity as competitive.

1) development of a marketing cost plan for the planned period;

2) development of a plan of advertising activities that contribute to a more effective implementation of the enterprise’s marketing policy, since a correctly selected and clearly formulated advertising goal, implementation period and target audience improves the image of the enterprise, stabilizes and brings additional profit;

3) development of a plan that determines the most effective advertising medium based on the use of particular indicators. It is this plan that is the basis for a successful advertising policy, since it affects such important factors as the psychological impact of advertising, placement rates, and audience coverage depending on the time of display. Based on a comparison of values, the optimal investment of funds in a particular type of advertising is determined;

4) determination of the economic efficiency of advertising measures based on the following method: comparison of daily profits before and after the advertising event in the current period of time. This method is more acceptable in our conditions, given the constant rise in prices due to inflation, which makes comparisons of data over long periods of time very difficult. The final conclusions about the economic effectiveness of advertising are obtained by comparing the additional profit received as a result of advertising with the costs associated with its implementation.

Along with the above proposals for improving the marketing activities of Tekhnostimul LLC, a significant place in this diploma project is occupied by substantiating the relevance of studying and analyzing the state of marketing in this organization.

As market relations develop, marketing will become increasingly integrated into the overall enterprise management system, when the basis for making almost all production, financial, administrative and other decisions will be information coming from the market.

Thus, marketing is becoming a very promising area in our time. Leaders must understand the need to have people on their staff who know and understand the needs of the population. This is the only way to ensure stable growth in the organization’s profits and take its rightful place in the market.

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