Often, the leaders of domestic enterprises direct all their efforts to solving current problems and pay attention only to short-term planning. And the issues of building plans for the future are beyond the boundaries of the economic activity of the enterprise.
Today it is considered an achievement if the manager owns such management tools as brainstorming, building a “goal tree” and using SWOT analysis. Formation of a strategic planning system of a company in modern functioning is a vital necessity. Due to the endless changes in the external environment, only operational management measures relating to the adaptation of the company to modern realities are not enough.
A company’s development strategy is not just an algorithm for doing business, but a set of assets and tools burdened by circumstances. To strengthen its competitive position, the company simply needs to pay attention to the future strategy precisely at a professional level.
The company's development strategy is the development of a specific methodology, guided by which, in conjunction with formalized procedures, a model of the future company is built. The process of transition from the current state of the company to the proposed model must also be provided.
The whole complex of measures relating to the development and implementation of a business development strategy can conditionally be divided into the following stages:
- analysis of the investment attractiveness of the industry in which the company operates;
- development of a scenario for the projected development of the same industry;
- forecasting changes in the supply and demand market in foreign and domestic markets;
- analysis of business strength (competitive position of the company in the industry);
- financial assessment of strategic alternatives with the subsequent formation of the company's future image;
- the formation of a set of measures to implement the developed strategy.
The development of a company’s development strategy begins with an analysis of investment attractiveness in a particular industry. The implementation of this process involves the implementation of two stages of evaluation:
- stages of development of competition;
- the level of its intensity.
A key place in this process is given to a detailed study and determination of the sources of competition, as well as an assessment of competitive forces. To do this, we use the model of the driving forces of competition developed by Professor M. Porter , which shows that the following factors have the main influence on the level of intensity:
- Entrance into the industry of new manufacturers;
- competition within industries;
- pressure from suppliers on the manufacturer and on buyers from the manufacturer.
State policy can also be attributed to important factors.
A company’s development strategy cannot be qualitatively developed without analyzing the competitive position of this company in the industry. To assess the competitive position in the industry, the company uses a SWOT analysis, due to which a classification of factors of the internal and external environment can be obtained.
It is with the help of this tool that the main list of enterprise actions aimed at strengthening its position and further development can be formulated.
And, of course, the company's development strategy has its own core, represented by a set of activities to develop measures aimed at improving the company's work with its subsequent development, using a huge range of formalized procedures. A prerequisite for the effectiveness of this stage is a realistic image of the future enterprise.