Product development strategy examples of companies. Product development strategy. Introduction of new products

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Introduction

In a market economy, the development of a company can be carried out within the framework of such strategies that will ensure its profit, stable financial position, and competitiveness in a relatively long period. This largely depends on the choice of the type of strategy and its reflection in the plans of the firm.

When choosing a strategy, a firm must take into account societal values and priorities, take into account legislation and regulations, as well as the conclusions that an analysis of the firm's field of activity provides. This becomes especially necessary in the face of increasing attention and pressure from the public and the media. The pressure on the firm comes from all sides. Choosing a strategy is the key to success innovation activities. A firm may find itself in a crisis if it fails to anticipate changing circumstances and respond to them in time.

The choice of strategy is the most important component of the innovation management cycle.

In a market economy, it is not enough for a manager to have a good product; he must closely monitor the emergence of new technologies and plan their implementation in his company in order to keep up with competitors.

The strategy can be combined with the decision making process. In both cases, there are goals (objects of the strategy) and means by which the goals are achieved (decisions are made).

A clearly articulated strategy is important for promoting innovation.

Strategy means an interconnected set of actions in the name of strengthening the viability and power of a given enterprise (firm) in relation to its competitors.

attractiveness industries and level competition - essential factors determining the choice of the type of strategy of the firm. The assessment of these factors influences the firm's choice of its position in the market, type competition. If the firm decides that its presence in the industry is becoming less attractive, then it can choose a freeze strategy and withdraw its investments in order to direct them to another area. With increased competition, the company can take measures to protect its positions: launch an active offensive against competitors, make changes to the “price - cost - profit” policy, introduce new technologies, etc.

How many situations in the market, so many types of strategies of firms operating in this market can be. Formally, for the convenience of research and approaches, we can distinguish a number of model strategies, in practice, more or less massively used by various organizations. The types of strategic plans will differ according to the main features, which allows them to be classified. Let's consider them in more detail and try to answer the main questions that interest us: what is a strategy, how to create it, who can do it, what prevents its implementation?

1. Essence of strategic planning

Strategic planning- this is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the foundation for all management decisions, the functions of organization, motivation and control are focused on the development of strategic plans.

A growing number of firms recognize the need for strategic planning and are actively implementing it. This is due to growing competition. We have to live not only for today, but to anticipate and plan for possible changes in order to survive and win in the competition.

Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

Strategic planning has two main goals:

1. Efficient distribution and use of resources. This is the so-called "internal strategy". It is planned to use limited resources, such as capital, technology, people. In addition, the acquisition of enterprises in new industries, the exit from undesirable industries, the selection of an effective "portfolio" of enterprises.

2. Adaptation to the external environment. The task is to ensure effective adaptation to change external factors (economic changes, political factors, demographic situation, etc.).

Strategic planning is based on numerous studies, data collection and analysis. This allows you not to lose control of the market. At the same time, it should be taken into account that in modern world the situation is rapidly changing. Therefore, the strategy must be designed so that it can be eliminated if necessary.

Strategy development begins with the formulation of the overall goal of the organization. It should be understandable to anyone. Goal setting plays an important role in the company's relations with the external environment, the market, and the consumer.

The overall purpose of the organization should consider:

* the main activity of the company;

* working principles in the external environment (principles of trade; attitudes towards the consumer; conducting business relations);

* culture of the organization, its traditions, working climate.

When choosing a goal, two aspects must be taken into account: who are the clients of the company and what needs it can satisfy.

After setting a common goal, the second stage of strategic planning is carried out - the specification of goals. For example, the following main objectives could be defined:

1. Profitability - to achieve a net profit level of CU 5 million in the current year.

2. Markets (sales volume, market share, introduction to new lines). For example, to increase the market share to 20% or increase sales to 40,000 units.

3. Performance. For example, the average hourly output per worker is 8 units. products.

4. Products (total output, release of new products or removal of some models from production, etc.).

5. Financial resources (size and structure of capital; ratio of own and borrowed capital; working capital and etc.).

6. Production capacity, buildings and constructions. For example, build new warehouses 4000 sq. meters.

7. R&D and introduction of new technologies. Basic indicators, technological characteristics, cost, terms of implementation.

8. Organization - changes in organizational structure and activities. For instance. Open a representative office of the company in a certain region.

9. Human resources(their use, movement, training, etc.).

10. Social responsibility. For example, to allocate certain funds for hospital equipment.

In order for the goal to be achieved, it is necessary to proceed from the following principles:

1. A clear and specific formulation of the goal, expressed in specific meters (monetary, natural, labor).

2. Each goal should be limited in time, the deadline for its achievement is set (for example, to establish serial production of a new meat grinder model by the end of the 3rd quarter).

Goals can be long-term (up to 10 years), medium-term (up to 5 years) and short-term (up to 1 year). The goals are specified taking into account changes in the situation and the results of monitoring.

3. Goals must be achievable.

4. Goals should not negate each other.

Strategic planning relies on a thorough analysis of the external and internal environment firms:

* Evaluate the changes that occur or may occur in the planning period;

* factors that threaten the position of the company are identified;

* the factors favorable for activity of firm are investigated.

Processes and changes in the external environment have a vital impact on the firm. The main problems associated with the external environment are the economy, politics, market, technology, competition.

Competition is a particularly important factor. Therefore, it is necessary to identify the main competitors and find out their market positions (market share, sales volumes, targets, etc.).

It is advisable to conduct research in the following areas:

1. Evaluate the current strategy of competitors (their behavior in the market; methods of promoting goods, etc.).

2. Research the impact of the external environment on competitors.

3. Try to collect information about the scientific and technical developments of rivals and other information and make a forecast of the future actions of competitors and outline ways to counteract.

Careful study of strengths and weaknesses competitors and comparing their results with their own indicators will allow you to better think over the strategy of competition.

Serious environmental factors include socio-behavioral and environmental factors. The firm must take into account changes in the demographic situation, educational level, etc.

Analysis of the internal environment is carried out in order to identify the strengths and weaknesses in the activities of the company.

The strategy is the starting point for theoretical and empirical research. Organizations can differ in how much their key decision makers have committed themselves to the innovation strategy. If top management supports attempts to implement an innovation, the likelihood that the innovation will be adopted by the organization increases. As senior management becomes involved in the decision-making process, the importance of strategic and financial goals increases.

The strategy developed is rarely purely formal and is based in part on the judgments and intuitions of a few members of senior management.

1.1 Selection Methodsstrategiesfirms

The basis for the development of a strategic plan is the theory life cycle product, the market position of the company and its scientific and technical policy.

There are the following types of strategies:

1. Offensive - typical for firms that base their activities on the principles of entrepreneurial competition. It is typical for small innovative firms.

2. Defensive - aimed at maintaining the competitive position of the company in existing markets. The main function of such a strategy is to activate the cost-benefit ratio in the innovation process.

Such a strategy requires intensive R&D.

3. Imitation - used by firms with strong market and technological positions.

The imitation strategy is used by firms that are not pioneers in the release of certain innovations to the market. At the same time, the main consumer properties are copied (but not necessarily technical features) innovations released to the market by small innovative firms or leading firms.

Choosing a strategic plan based on the product life cycle considers the following:

1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the environment of the old or original one, which turns it into a maternal one and requires the restructuring of all life activity.

2. Birth. Here the fracture is what really appears new system, formed largely in the image and likeness of the systems that gave rise to it.

3. Approval. The turning point is the emergence of a formed (adult) system, which begins to compete on equal terms with those created earlier, including the parent one. The formed system seeks to assert itself and is ready to lay the foundation for the emergence of a new system.

4. Stabilization. A turning point in the entry of the system into a period when it exhausts its potential for further growth and is close to maturity.

5. Simplification. The turning point, which consists in the beginning of the "withering" of the system, in the appearance of the first symptoms that it has passed the "climax" of its development: youth and maturity are already behind, and old age is ahead.

6. Fall. In many cases, there is a decrease in most significant indicators of the vital activity of the system, which is the essence of the turning point.

7. Exodus. This turning point is characterized by the completion of the decline in most of the significant indicators of the system's vital activity. It seems to be returning to its original state and preparing for the transition to a new state.

8. Destructuring. The turning point is expressed in stopping all the vital processes of the system and either using it in a different capacity, or in implementing a recycling technology.

This is followed by the local level, which determines the NTPL, that is, to the level of the firm, production, etc. According to modern economic science, in each specific period of time, a competitive production unit (firm, enterprise), specializing in the production of products to meet a certain social need, is forced to work on a product that belongs to three generations of technology - outgoing, dominant and emerging (promising).

Each generation of technology goes through a separate life cycle in its development. Let the company in the time interval from t1 to t3 work on three generations of technology A, B, C, successively replacing each other. At the stage of inception and the beginning of growth in the output of product B (time t1), the costs of its production are still high, while demand is still small, which limits the economically justified volume of production. At this point, product A (the previous generation) has a very large production volume, and product C has not yet been produced at all. At the stage of stabilization of the production output of generation B (moment t2, stages of saturation, maturity and stagnation), its technology has been fully mastered; the demand is very high. This is the period of maximum output and the greatest cumulative profitability of this product. The output of product A has fallen and continues to fall (diagram "b"). With the advent and development of a new generation of technology (product C), which ensures even more efficient performance of the same function, the demand for product B begins to fall (time t3) - its production volume and the profit it brings are reduced (diagram "c"), generation same technique A generally exists only as a relic.

However, the determining factor in the formation of a competitive scientific and technical policy of an enterprise (firm) is the fact that funds must be invested in the development and development of a product much earlier than a real effect is obtained in the form of gaining a strong position in the market. Therefore, strategic planning of scientific and technological policy requires reliable identification and forecasting of development trends for each generation of relevant equipment at all stages of its life cycle. It is necessary to know at what point the generation of technology proposed for development will reach its maximum development, when a competing product will reach this stage, when it is advisable to start development, when - expansion, and when a decline in production occurs.

The full life cycle of a separate generation of technology (from the first scientific developments of the operating principle to the removal from industrial production) in a market economy, as a rule, is formed by multidirectional efforts of many enterprises and firms. It covers at least three private cycles: scientific, inventive and industrial. These cycles during the life of one generation of technology one after another sequentially, but with some mutual overlap in time.

Numerous studies have shown that between these cycles there is a statistical relationship through a time lag equal to a certain average probable period of time. This lag is located between the moment when a technical solution appears (or between the moment of registration, registration of a technical idea, project, etc., for example, obtaining a patent for an invention) and the moment of maximum use of this idea, project, etc. in industry. In this regard, the scientific and technical policy of an enterprise (firm) must carefully monitor domestic and world trends in the development of science and technology. To successfully solve this problem, you need to be able to analyze the flow of documents (information).

When adopting a particular strategy, management must consider 4 factors:

1. Risk. What level of risk does the firm consider acceptable for each of the decisions it makes?

2. Knowledge of past strategies and the results of their application will allow the firm to more successfully develop new ones.

3. Time factor. Often good ideas failed because they were proposed for implementation at the wrong time.

4. Reaction to the owners. The strategic plan is developed by the company's managers, but often the owners can exert forceful pressure to change it. The management of the company should keep this factor in mind.

The development of a strategic plan can be done in three ways: top-down, bottom-up, and with the help of a consulting firm. In the first case, the strategic plan is developed by the company's management and, as an order, goes down to all levels of management.

2. Strategic Marketing Plan

A dynamic strategic planning process is the umbrella under which all managerial functions Without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of the corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises that enter into fierce competition both among themselves and with foreign corporations.

The concept of "planning" includes the definition of goals and ways to achieve them. In the West, enterprise planning is carried out in such important areas as sales, finance, production and purchases. In this case, of course, all private plans are interconnected.

Tasks of strategic planning

Planning is necessary for the company to achieve the following goals:

Increasing the controlled market share;

Anticipation of consumer requirements;

Release of products of higher quality;

Ensuring agreed delivery times;

Establishing the price level taking into account the conditions of competition;

Maintaining the reputation of the company with consumers.

Planning tasks are determined by each firm independently, depending on the activities in which it is engaged. In general, the tasks of strategic planning of any company are as follows:

1. Planning for profit growth.

2. Planning the costs of the enterprise, and, as a result, their reduction.

3. Increase market share, increase sales share.

4. Improvement social policy firms.

Thus, the main task of planning is to obtain maximum profit as a result of activities and the implementation of its most important functions: marketing planning, productivity, innovation, and more.

Stages of strategic planning

The strategic planning process consists of seven interrelated steps; carried out jointly by the management of the company and employees of marketing services.

Block diagram of planning

The planning process itself goes through four stages:

Development of common goals;

Definition of specific, detailed goals for a given, relatively short period of time (2, 5, 10 years);

Defining ways and means to achieve them;

Monitoring the achievement of goals by comparing planned indicators with actual ones.

Planning is always guided by the data of the past, but seeks to determine and control the development of the enterprise in the future. Therefore, the reliability of planning depends on the accuracy and correctness of past accounting calculations. Any enterprise planning is based on incomplete data. The quality of planning in more depends on the intellectual level of competent employees, managers. All plans should be drawn up in such a way that they can be changed, and the plans themselves are interconnected with the existing conditions. Therefore, the plans contain the so-called reserves, otherwise referred to as "safety allowances", however, too large reserves make the plans inaccurate, and small ones entail frequent changes to the plan. The basis for drawing up a plan for specific areas of the production sites of the enterprise are individual tasks, which are determined both in monetary and quantitative terms. At the same time, planning should start from the so-called bottlenecks: in Lately it is sales, finance or labor.

Short and long term planning.

Any company should apply both long-term and short-term planning. For example, when planning the production of a product as one of essential elements market strategy, it is advisable to apply a long-term and operational planning in the aggregate, since planning the production of a product has its own specific features and is determined by the goal, the timing of its achievement, the type of product, and so on.

Long term planning

The long term plan usually covers three or five year periods. It is rather descriptive and defines the overall strategy of the company, since it is difficult to predict all possible calculations for such a long period. The long-term plan is developed by the company's management and contains the main strategic goals of the enterprise.

Main areas of long-term planning:

Organizational structure;

Production capacity;

capital investments;

financial needs;

Research and development;

Short term planning.

Short-term planning can be calculated for a year, six months, a month, and so on. The short-term plan for the year includes the volume of production, profit planning and more. Short-term planning closely links the plans of various partners and suppliers, and therefore these plans can either be coordinated, or certain points of the plan are common to the manufacturing company and its partners.

Of particular importance for the enterprise is a short-term financial plan. It allows you to analyze and control liquidity, taking into account all other plans, and the reserves included in it provide information on the necessary liquid funds.

Short-term financial planning consists of the following plans:

1. Regular financial plan:

turnover income.

operating expenses (raw materials, wages).

gain or loss from current activities.

2. financial plan neutral area of activity of the enterprise:

income (sale of old equipment).

gains or losses from neutral activity.

3. Loan plan;

4. Capital investment plan;

5. Plan to ensure liquidity. It covers the gains or losses of prior plans:

The amount of winnings and losses;

Available liquid funds;

Reserve of liquid funds.

In addition, the short-term plan includes: a plan for turnover; raw material plan; production plan; work plan; inventory plan finished products; profit realization plan; credit plan; investment plan and more.

Stages of drawing up a short-term plan:

1. Analysis of the situation and problems.

2. Forecasting future conditions of activity.

3. Setting goals.

4. Choosing the best option.

5. Making a plan.

6. Adjustment and linkage.

7. Specification of the plan.

8. Implementation of the plan.

9. Analysis and control.

Strategic plan requirements

Several key messages related to strategy need to be understood and, more importantly, accepted by top management. First of all, the strategy is mostly formulated and developed by top management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must constantly collect and analyze huge amount information about the industry, competition and other factors.

The strategic plan gives the enterprise certainty, individuality, which allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. This plan opens the door for an enterprise that directs its employees, attracts new employees, and helps sell products or services.

Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, recognizing that a conflicting and ever-changing business and social environment makes constant adjustments inevitable.

The strategy is a detailed comprehensive comprehensive plan. It should be developed from the perspective of the whole corporation, rather than a particular individual. It is rare when a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about the sectors of the national economy, the market, competition, etc. In addition, the strategic plan gives the company a certain identity that allows it to attract certain types of employees and help sell products or services. Strategic plans must be designed in such a way that they not only remain cohesive over time, but also remain flexible. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the ever-changing business and social environment.

Strategic planning alone does not guarantee success, and an organization creating strategic plans may fail due to errors in organization, motivation, and control. However, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. That. planning helps create a unity of common purpose within an organization.

Types of management activities in the framework of planning.

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. The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent. There are four main types of management activities within the strategic planning process:

1. Distribution of resources.

This process involves the allocation of limited organizational resources such as funds, scarce managerial talent and technological expertise.

2. Adaptation to the external environment.

Adaptation covers all actions of a strategic nature that improve the relationship of the enterprise with its environment. Enterprises need to adapt to both external opportunities and hazards, identify appropriate options, and ensure that strategy is effectively adapted to the environment.

3. Internal coordination.

Includes the coordination of strategic activities to display the strengths and weaknesses of the enterprise in order to achieve effective integration of internal operations. Ensuring effective internal operations in the enterprise is an integral part of management activities.

4. Awareness of organizational strategies.

This activity involves the implementation of a systematic development of the thinking of managers by forming an enterprise organization that can learn from past strategic decisions. The ability to learn from experience enables an enterprise to correctly adjust its strategic direction and increase professionalism in the field. strategic management. The role of the senior manager is more than simply initiating the strategic planning process, it is also involved in implementing, integrating and evaluating this process.

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

finding out which entrepreneurial activity the firm is engaged;

determination of the working principles of the company under the pressure of the external environment;

revealing the culture of the company.

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

Often, business leaders believe that their main mission is to make a profit. Indeed, by satisfying some internal need, the firm 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 the value approaches to the concept of the market. The mission is of utmost importance to the organization, and the values and goals of top management must not be forgotten. The values formed by our experience guide or guide leaders when they are faced with the need to make critical decisions. Western scholars have established six value orientations, which have an impact on managerial decision-making, and associated these orientations with specific types of target preferences.

General corporate goals are formed and set on the basis of the overall mission of the organization and certain values and goals that top management is guided by.

Specific and measurable goals (this allows you to create a clear base of reference for subsequent decisions and evaluation of progress).

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

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

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

Objectives will only be a meaningful part of the strategic management process if they are properly formulated, effectively institutionalized, communicated and driven by top management throughout the organization.

The main overall goal of the enterprise - a clearly expressed reason for its existence - is designated as its mission. Goals are developed to carry out this mission.

The mission details the status of the enterprise and provides direction and benchmarks for setting goals and strategies at various organizational levels. The company's mission statement should include the following:

1. The task of the enterprise in terms of its main services or products, its main markets and main technologies.

2. The external environment in relation to the firm, which determines the working principles of the enterprise.

3. Culture of the organization. What type of working climate exists within the enterprise?

Some leaders never care about choosing and defining the mission of their organization. Often this mission seems obvious to them. If you ask the typical small business owner what his mission is, the answer is likely to be: "Of course, to make a profit." But if you think carefully about this issue, then, the inconsistency of choosing profit as a common mission becomes clear, although, undoubtedly, it is an essential goal.

Profit is a completely internal problem of the enterprise. Because an organization is an open system, it can only ultimately survive if it satisfies some need outside of itself. To earn the profit it needs to survive, a firm must pay attention to the environment in which it operates. Therefore, it is in environment management seeks the overall purpose of the organization. The need for mission choice was recognized by prominent leaders long before the development of systems theory. Henry Ford, a leader well aware of the importance of profit, defined Ford's mission as providing people with cheap transportation.

The choice of such a narrow mission of the organization as profit limits the ability of management to explore acceptable alternatives when making a decision. As a result, key factors may not be considered and subsequent decisions could lead to a low level of organizational performance.

Corporate goals are formulated and established on the basis of the overall mission of the organization and certain values and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

1. First, goals must be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress.

2. The specific forecast horizon is another characteristic of effective goals. Goals are usually set for long or short time periods. The long-term goal has a planning horizon of approximately five years. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

3. The goal must be achievable - to serve to increase the effectiveness of the organization.

4. To be effective, the multiple goals of an organization must be mutually supportive—i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Objectives will only be a meaningful part of the strategic management process if top management articulates them correctly, then institutionalizes them effectively, communicates them, and drives their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to the extent that these goals reflect the values of management and the realities of the firm.

General production goals are formulated and set on the basis of the overall mission of the enterprise and certain values and goals that top management is guided by. To make a true contribution to the success of an enterprise, goals must have a number of characteristics:

Specific and measurable goals;

Orientation of goals in time;

Achievable goals.

Assessment and analysis of the external environment.

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

Evaluation of changes affecting various aspects of the current strategy;

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

Identification of factors that present more opportunities to achieve company-wide goals by adjusting plans.

Analysis of the external environment helps to control factors external to the firm, to obtain important results (time to develop an early warning system for possible threats, time to predict opportunities, time to plan for contingencies and time to develop strategies). To do this, it is necessary 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 faced by the firm can be divided into seven areas:

1. Economic factors. Certain factors in the economic environment must be constantly diagnosed and evaluated as the state of the economy influences the goals of the firm. These are inflation rates, international balance of payments, employment levels, and so on. Each of them can pose either a threat or new opportunity for the enterprise.

2. Political factors. The active participation of entrepreneurial firms in the political process is an indication of the importance of public policy to the organization; therefore, the state must follow the regulations of local authorities, the authorities of the state and the federal government.

3. Market factors. The market environment is a constant danger to the firm. Factors affecting the success and failure of an organization include income distribution, the level of competition in the industry, changing demographics, and ease of entry into the market.

4. Technological factors. Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communication technology. The head of any firm must be careful not to be subjected to a “future shock” that destroys the organization.

5. Factors of competition. Any organization must examine the actions of its competitors: analysis of future goals and assessment of the current strategy of competitors, review of the premises regarding competitors and the industry in which these companies operate, 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 national minorities in society, the movement to protect the interests of consumers).

7. International factors. The management of firms operating in the international market must constantly assess and monitor changes in this broad environment.

That. analysis of the external environment allows the organization to create a list of dangers and opportunities that it faces in this environment. For successful planning, management must have a complete understanding of not only the essential external problems but also about the internal potentialities and shortcomings of the organization.

Managers evaluate the external environment according to three parameters:

1. Assess the changes that affect different aspects current strategy

2. Determine what factors pose a threat to the current strategy of the firm.

3. Determine which factors provide more opportunities to achieve company-wide goals by adjusting the plan.

Environmental analysis is the process by which strategic planners control factors external to the enterprise in order to identify opportunities and threats for the firm. 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 past threats into any profitable opportunity.

2.1 strategic pplanning and business success

Some organizations and businesses can achieve a certain level of success without much formal planning. Moreover, strategic planning alone does not ensure success. However, formal planning can create a number of important and often significant enabling factors for the organization.

The current pace of change and increase in knowledge is so great that strategic planning seems the only way formal forecasting of future problems and opportunities. It provides senior management with the means to create a long-term plan. Strategic planning also provides a basis for decision making. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. Formal planning helps reduce risk in decision making. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the capabilities of the enterprise or about the external situation. Planning, in so far as it serves to formulate established goals, helps to create a unity of common purpose within the organization. In industry today, strategic planning is becoming the rule rather than the exception.

Implementation of the strategic plan.

Strategic planning becomes meaningful when it is implemented.

Once an underlying overall strategy has been chosen, it must be implemented by integrating it with other organizational functions.

An important mechanism for linking the strategy is the development of plans and guidelines: tactics, policies, procedures and rules.

Tactics are specific short-term strategies. Politics provides general guidelines for action and decision making. Procedures prescribe actions to be taken in a particular situation. The rules specify exactly what should be done in a particular situation.

Evaluation of the strategic plan.

The development and subsequent implementation of a strategic plan seems like a simple process. Unfortunately, too many organizations apply the “implement now” approach to planning and fail disastrously. Continuous evaluation of the strategic plan is essential to the long-term success of the plan.

The evaluation of the strategy is carried out by comparing the results of work with the goals. The evaluation process is used as a feedback mechanism to adjust the strategy. To be effective, evaluation must be conducted systematically and continuously. A properly designed process should cover all levels - from top to bottom. When evaluating the strategic planning process, five questions should be answered:

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

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

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

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

5. Is this strategy the best way use of firm resources?

For an enterprise of any form of ownership and any scale economic activity essential management of economic activities, the definition of strategy, as well as planning. At present, the heads of Russian enterprises are forced to make business decisions in the face of the uncertainty of the consequences of such decisions, moreover, with a lack of economic, commercial knowledge and practical experience work in new conditions.

Many economic zones in which enterprises operate are characterized by increased risk, because there is not enough knowledge about consumer behavior, the position of competitors, about right choice partners, there are no reliable sources of obtaining commercial and other information. In addition, Russian managers have no experience in managing firms in market conditions. There are many problems in the marketing activities of Russian enterprises. The heads of enterprises that produce final or intermediate products feel limited by the effective demand of the population and consumer enterprises. The issue of marketing entered the sphere of direct control of the management of enterprises. As a rule, state-owned enterprises did not have and do not have qualified sales staff. Now almost all enterprises have realized the importance of the sales program. Most of them have to solve tactical issues, since many have already faced the problem of overstocking warehouses with their products and a sharp drop in demand for them. The strategy for marketing products on the market remained unclear. Trying to change the assortment, many enterprises that produced industrial products are beginning to switch to consumer goods. If production products are produced, then in some cases enterprises develop subdivisions that consume these products. Rebuilding the assortment, enterprises began to predict sales in advance and find consumers of their products.

When choosing consumers, managers take into account: direct contact, communication with the end consumer, the solvency of the customer. The search for new consumers, the development of new markets has become very relevant for the enterprise (some managers are looking for new consumers on their own).

A new phenomenon has also been noticed - the relationship of enterprises with new commercial structures, which are often engaged in the sale of part of the enterprise's products, and the rest is sold through the old channels. In addition, the enterprise can turn to the firm for all complex issues of production support. One of the tactics for ensuring the sale of products in modern Russian reality, in conditions where domestic effective demand for products is limited, has become entry into the international market. However, this is possible only for enterprises with a high level of production technology that ensures the competitiveness of their products.

Thus, management and strategic management of an enterprise's activities are necessary in any area of economic activity. At the same time, there are still many problems and significant shortcomings that need to be resolved as soon as possible, which, in turn, will allow Russian economy to achieve stabilization and progressive development.

3. Introduction new products

A product with new properties, the production and sale of which is added to the existing assortment, is usually called a new product. Simple improvements to existing products are not included here. New products can be either a fundamentally new product or a combination of new devices, mechanisms, without changing the product itself.

The objectives of the innovation process can be summarized as follows:

1) finding a new technical solution to the problem - the creation of an invention;

2) conducting research and development (R&D);

3) setting up serial production of products;

4) parallel preparation and organization of sales;

5) introduction of a new product to the market;

6) consolidation in new markets through continuous improvement of technology, increasing the competitiveness of the product.

Innovative activity is an organic part marketing activities firms. This is especially true for firms engaged in the production of science-intensive products. They have a particularly close interaction between the R&D service and the marketing service.

R&D departments become transformers of ideas and developments coming from consumers. They are actively involved in the development of product marketing programs. Between the study of needs and R&D, there is Feedback, which allows in the process of R & D to take into account the requirements of consumers to the maximum and adjust the technical and economic indicators of a new product in accordance with them in order to optimize them.

3 .1 Stages of bringing a new product to market

strategic planning products innovation

In the course of the innovation process, the enterprise creates new potential opportunities, evaluates them, eliminates the least attractive ones, studies the consumer's perception of them, develops products, tests them and introduces them to the market.

This lengthy process can be considered as consisting of well-defined stages, at each of which it is necessary to take appropriate informed decisions. Let's name the main stages of the innovation process: - generation of ideas; - selection of ideas; - development of the concept and its verification; - economic analysis; - product development; - trial marketing; - commercial implementation.

The development of a new product must be clearly planned and each stage of the creation of a novelty should be carefully worked out.

Such an approach, it would seem, leads to an increase in the development time of innovations and to their rise in price. Recall, however, that the most expensive are the final stages of the innovation process. With careful and systematic planning, the elimination of less promising ideas occurs earlier, most of the reasons leading to failure in the market are eliminated in time, and time and money are saved significantly.

Thus, according to the results of specially performed studies, American industrial companies in 1969 had to start working with an average of 58 ideas for new products in order to get one successful novelty. And in 1981, these same firms needed only 7 ideas to get one successful product. This improvement (and significant cost savings) was the result of a more thorough development of the novelty at each stage of this work.

It does not follow from the foregoing, however, that each stage must chronologically follow one after the other. Often they use a parallel-sequential organization of the innovation process, which allows to reduce the level of costs and terms of work by 15-20 percent compared to a sequential organization. In addition, a parallel sequential organization of work should significantly reduce the amount of improvements at the stage of manufacturing a prototype.

However, as a result of combining stages in order to reduce time, so-called error costs often arise, which lead to an increase in costs compared to the initial parameter for implementing innovations. From this it is clear that innovation management is also designed to select and provide the optimal combination of time and costs.

1. Stage of generating ideas

The development of any innovation begins with the generation of ideas - a constant and systematic search for opportunities to create new products. This stage is the defining one in the innovation process. To be successful in the market, an enterprise must have a management mechanism capable of using any ideas, from whatever source they appear.

Analyzing the information flows that stimulated the emergence of innovation, and highlighting those of them, the nature of which was most important for the emergence of the idea of innovation, researchers put forward the hypotheses of "technological push" and "pull by demand". In accordance with these hypotheses, scientific and technical (technological) and economic (commercial) information are usually distinguished: the first contains information about the existing technological possibilities for solving a particular problem, the second - about the needs of the consumer. The prevailing factor is "demand pull". So, abroad, on average, in 75 percent of cases, the source of innovations are market factors. Market-oriented sources identify opportunities based on customer wants and needs identified through special surveys (customer surveys, group discussions, analysis of incoming letters and complaints). Then they are guided by the satisfaction of these desires. Scientific research and design development, resulting in products such as roll-on deodorants, light beer, easy-to-open soda cans.

Business strategy development

World-class experts are unanimous in their opinion that when choosing a strategy, it is necessary to take into account a number of nuances:

what is the proposed service or product;
the relevance of the promoted product or service;
detailed study of the competing market share;
building a database of potential customers;
analysis of the advantages and disadvantages of competitors;
search for alternative technical components of the business;
building an evidence base of benefits operating business;
analysis of the shortcomings of your enterprise;
systematic search for solutions to level the weaknesses of the business;
analysis of corporate ethics as an important component of a successful enterprise;
review of the business project development prospects;
compiling a list of potential risks;
review of the company's potential and resources to eliminate possible problems.

A competent business strategy without fail takes into account detailed answers to each of the above points. Analytical work in the field of enterprise capabilities and resources, step by step plan actions allow you to fully compose an overall picture of achieving the maximum results that the company strives for.

Business strategy presupposes the existence of common directions, the implementation of which becomes the key to the successful life of the enterprise, strengthening its position in the realities of fierce market competition.

In the context of a wide range of possible actions, the strategy helps to determine the specific vector of the company's movement that ensures maximum performance. At the same time, the alternative is always taken into account and remains in sight as a fallback option. In companies leading on the world stage, the strategy is developed by a conglomerate of specialists and operates at all managerial levels.

Levels of strategic management

Corporate level. As a rule, this level is demonstrated by enterprises operating simultaneously in several areas. Specializes in making decisions on diversification, procurement and liquidation issues, changing the profile of one or more components of an existing business, performs managerial functions in the field of financing.
Level management team independent enterprises and organizations. The development of a strategic plan is based on the need to improve the competitive capabilities of the enterprise.
The level of management of the functional areas of business, heads of finance, marketing, production, personnel management, and so on.
The linear level of strategic management includes the heads of the branches of the enterprise.

When drawing up a business strategy, it must be remembered that market realities are constantly changing. A business strategy helps to operate in conditions of partial uncertainty and should definitely be developed at all stages of enterprise management.

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