Download a ready-made business strategy for the company. Reference business strategies suitable for the development of any business. Mergers and acquisitions

– the most common models for planning company activities. They help cut off unnecessary elements, highlight fundamental features and focus on strengths. Purposeful and constant business development is the dream and goal of all entrepreneurs. Correctly chosen strategy - the best remedy to bring your own business to high quality new level. It builds a bridge between the desired state of the company and the real one, helping to overcome difficult periods. There are four main types of strategies. They will be discussed in the article.

The main elements of each strategy

Strategic business planning is based on the basic elements that help to competently organize the company’s movement towards the goal. There are nine such components in total. Each of them carries a certain functional load. The elements contribute to the development and realization of the enterprise's potential. These include:

Learn more about reference strategies that promote business development:

• business mission, which is a set of values ​​that determine the basis of the company’s existence (goals and tactics for achieving them);
• organizational structure - dividing the company into divisions, clearly delineating the work performed;
• advantages over competitors - technical, intellectual or financial indicators able to withstand competitors;
• products that meet consumer demand and strengthen the company’s position;
• sales market, the boundaries of which are determined by socio-economic or geographical restrictions;
• resources - material and intangible potential that helps to produce quality products and attract investments for further development of the company;
• mergers and acquisitions – readiness to liquidate ineffective divisions and modernize production;
• development tactics that allow you to effectively and quickly achieve your goals;
• corporate culture – the value system of the company’s personnel; compliance of personal qualities of employees with the strategic goals of the company.

How to develop a strategy correctly

When developing a company's strategy, a certain order is applied. Exact compliance established sequence allows you to accurately and effectively achieve your goals. For fruitful development it is necessary:

• analyze the external environment - study supply and demand markets, as well as potential competitors;
• analyze the internal environment of the company - strengths and weaknesses, opportunities (potential), resources;
• develop a goal (mission) - form main idea the existence of the company and the tactical path to achieving the goal;
• choose a development strategy - identifying tactics that will help move towards your goals;
• start implementing the strategy;
• constantly monitor compliance with the chosen strategy, improve it by introducing disciplinary rules for employees.

The development of strategies is carried out by management, employees or consulting companies. In the first case, strategic decisions and plans are brought down “from above” for implementation by the company’s employees. In the second, department employees draw up the most relevant proposals to achieve the company’s goals and submit them to management for consideration. The final decision on the further path is made after a collective discussion. Last option– seeking help from a consulting company. As a rule, a complete analysis of the enterprise’s activities is carried out and one or more possible options competent promotion of the enterprise towards its intended goals.

Main types and types

More details about the marketing strategy for company development:

There are four main types of business development strategies. In fact, there are many more of them. Some even argue that their number is equal to the number of companies on the market. And, by by and large, This is true. For each specific case basic strategies are modified, supplemented and mixed with each other. They eliminate existing weak spots companies and develop their strengths. The strategies presented below are the basic or reference types. Each of them is divided into types of business strategies that effectively solve certain problems of enterprises. The main four types include strategies:

• concentrated growth;
• integrated growth;
• diversified growth;
• abbreviations.

Let's take a closer look at them to understand why they are needed and what types of business development strategies are included in them.

This group is responsible for adapting the product or service to market needs. Analysis is carried out and actions are taken to improve quality or create a new product. The market is scanned for the possibility of strengthening the position of the company or entrepreneur, and options for changing the market - moving to another one - are also being considered. This type includes strategies:

• strengthening market positions - everything is being done possible actions to strengthen positions in the market; Great marketing efforts are made to promote and strengthen the positions gained; actions are taken to ensure control over competitors and maximum dominance in the segment;
• market development – ​​an in-depth analysis of existing markets is carried out for the sale of the company’s product (or service offered);
• product development – ​​development of a product “from scratch” with subsequent implementation in the market in which the company has its weight; These actions are also aimed at achieving maximum growth of the company.

1. Integrated Growth Strategy

Typically, companies with “strong” positions in the market resort to this type. Those for which the application of concentrated growth is not possible and the implementation of integrated growth strategies does not interfere with long-term goals. The expansion of the company is carried out through the acquisition of new structures. This type represented by two types of strategies:

• reverse vertical integration - creation of subsidiaries involved in supply; strengthening control over suppliers; when implementing this strategy, it is possible to reduce dependence on fluctuations in prices for raw materials or components, as well as on suppliers;
• direct vertical integration - carried out through the growth of the company by increasing control over intermediaries between it and the buyer, over sales and distribution systems.

1. Diversified growth strategy

It must be used in cases where the enterprise is not able to continue development in the selected market with a certain product and within a given industry. It consists of strategies:

• centralized diversification – monitoring and searching for business opportunities to launch production new products; important point is the preservation of existing production; the new is built on the basis of the needs of the developed market using proven technologies and the company’s strengths;
• horizontal diversification – development of new technologies for the release of a new product; the emphasis is on the production of products that are technologically independent from each other (old and new); competence in the manufacture of a new product is an important factor in this case;
• conglomerate diversification, which involves the production of new technologically unrelated products; sales are carried out in new markets; the most complex strategy from those presented, since for successful application many factors need to be taken into account.

These types of strategies are started when a company needs to regroup its forces. The main reasons may be the need to improve efficiency or change course after a long period of growth. These types cannot be called painless. In the process of their use, not only production capacity is cut, but also employees are cut.

They imply a complete restructuring of the business, its renewal. The main types of this type are strategies:

• liquidation is a last resort; applied when it is impossible to carry on the business further;
• “harvest” - the prevalence of short-term goals over long-term ones; applies to companies that cannot be profitably sold or modernized; it is assumed that by gradually reducing activities to zero, maximum profit can be achieved;
• reductions – sale of one or more divisions; is implemented when there is an unfavorable combination of two industries or when more promising production is developed (the ineffective one is sold, and cash go to current projects);
• cost reduction, which involves eliminating possible sources of costs; these may include both costs of production and employees; The main methods of this strategy are reducing production capacity and laying off workers.

When managing a business, one to several strategies are used. In the process of work, in certain periods it is necessary to implement various projects and set goals. And for each result you need to apply your own methods. A combination of several options is called a combined strategy. It is used in many companies, especially in diversified ones.

Eastern strategic planning

In his book “Go and Eastern Business Strategy,” the author, Yasuyuki Miura, draws an interesting analogy between running a business and an ancient Chinese game. Go is a strategy game that was invented in China. It is much more complex than chess and has a huge number of combinations. For centuries, Go has remained the primary tool for practical understanding of the principles of strategic planning. She is, in a way, an intellectual trainer. The principles of Go are used by businessmen all over the world, including in Russia.

Yasuyuki Miura, having sufficient business experience, combined ancient philosophy with current problems business. In the book he is on specific examples explains the importance of strategy in business sphere. Without well-thought-out moves and informed decisions, building a successful company is quite difficult. The book outlines Go games one by one and then applies a similar strategy to real example business. Japanese parables with deep Eastern philosophy and a lively narrative style. Yasuyuki Miura suggests starting to think in a new way and going beyond established boundaries. Running a business, small or large, is an art that requires your own skills and abilities.

When choosing a particular strategy, it is important to realize possible risks. The best option will calculate as much as possible permissible level for each decision taken(actions). Using the experience of using strategies in the past will allow you to most effectively develop new ones. It is worth paying attention to the time factor. For every action there are favorable and unfavorable moments. And even good idea may fail if the period is inappropriate. Interaction between company employees at all levels, understanding common goal and the desire to go towards it is another important factor when developing the main course of an enterprise.

There are many business development strategies. By developing its path, a company or entrepreneur finds the most optimal scheme development. Thanks to the correctly chosen scenario, not only production is modernized, but also the management process is improved. The approach to doing business is being radically restructured. Strengths are developed and weaknesses are strengthened. A review of activities as a whole leads to a qualitative improvement in functioning, starting from the level of products (or services provided) and ending with the management factor. Conscious movement towards a clearly formulated goal gives a clear idea of ​​the future open project. Success becomes tangible, and the movement towards it is systematic.

Main types of strategies during a crisis

Markides believes that new strategic positions appear constantly. In his opinion, “a new strategic position is simply a new viable combination of who-what-how”: it could be a new customer segment (new who), a new offering (new what), or new way in the distribution or production of a product (the new “how”).

He cites the Edward Jones partnership, headquartered in St. Louis, Missouri, as an example of this approach.

New strategy allowed the company to grow at an uncanny speed: since 1981, Edward Jones has expanded by 15% annually, without making any acquisitions.

“We choose individual, not institutional clients,” the company’s leaders explained their approach to the author. - We buy safe securities and hold them for a long time, rather than trying to maximize commissions on trades. Instead of big offices in major cities we have small offices in small populated areas to make the client feel comfortable. Our offices are serviced by one person.”

Search for business strategy tools and opportunities

The point of searching for means and opportunities to achieve the strategy is very important in this context. Researchers studying the antecedents of firm creation use the term “strategic assets” to refer to skills, resources, assets, and competencies that have value.

According to its characteristics, any strategic asset:

a) rare (not available to competitors);

b) it is not easy to copy;

c) it is not easily replaced (Pepsi and other soft drink competitors cannot copy or replace the Coca-Cola brand, and this asset gives the company a sustainable advantage).

But the initial strategic asset is not enough - it needs to be constantly replenished. One of the replenishment methods is lifelong learning(the firm must not only learn, but also consciously use the results of this process to cost reduction And increasing efficiency).

The second way is to use the company's competencies to create new assets faster and cheaper than competitors. The third way to build strategic assets and capabilities is to use the strategic ladder.

This means that after setting a grandiose final goal for the company, it is necessary to build a development plan by “ countdown"(do not outline plans based on the current situation, but determine intermediate points to the final task).

According to Markides, formation of a strategic ladder includes three stages:

1. Developing the overall strategic goal of the company.
2. Building on this long term goal, medium- and short-term objectives should be developed that need to be solved on the way to achieving it.
3. Starting from the present and looking to the future, establish the sequence of skills and abilities needed to achieve each subsequent goal that becomes a step on the strategic ladder, and then invest in the development of these skills.

That is, periodically ask the question: how to develop, expand, advance? There are two ways, according to Markides: to become better or to become different. The author examines both ways in detail.

On the first it is important to focus on the existing strategy and improve it through restructuring, refocusing, reengineering, empowering employees, etc., on the second, as we already wrote, find new “who”, “what” and “how”. But in fact, he concludes, creating a new and unique strategy requires both.

At the same time, it is also important that the company’s employees should develop an emotional attachment to the strategy. It is not enough to intellectually agree with common sense, which is contained in the new strategy. Without emotional attachment, staff may be reluctant to put real effort into making it happen.

Finding Emotional Commitment is a four-step process. In the first stage, your goal is to communicate your strategy clearly and clearly. The purpose of the second stage is to ensure that people agree to follow this strategy. But all this is still quite close to rational commitment, which does not necessarily translate into action.

Convincing people not only to agree with the strategy, but to accept it and begin to implement it is the goal of the third stage. On the fourth, final stage winning commitment, employees commit themselves fully and passionately to the service of the strategy while the company stimulates them with quick wins and successes, demonstrates in word and deed their personal commitment to the strategy, allows people to take initiative and contribute to the implementation of the strategy, and so on.

One of the most famous examples of achieving impressive emotional commitment to a strategy is the situation at Apple Computers.

This is how, in general, Markides's vision of the problem of forming a unique strategy looks like. But it is not a fact that it is the only true one.

Markides himself writes that he discussed most of the ideas with hundreds of company executives around the world, but... “They disagreed and argued with me and helped structure my thoughts much better than I could have done on my own,” - he concludes. Probably, most readers will also be able to argue with the professor from London, and this is good, because in an argument, as the saying goes, truth is born.

Goals define specific numerical values indicators that must be achieved in planning period. You can go to the same goals different ways. This very method of achieving goals is the company’s strategy. In practice, it is often easier to first determine the direction of movement, that is, the strategy, and then determine the boundaries of this movement, that is, set goals.

Each company can choose the method that is most convenient for it, although practice has shown that regardless of where to start (with goals or with strategy), you will still have to revise or clarify goals and strategies at least twice.

When determining a company's strategy, it is necessary to take into account big number factors: goals, market conditions, the company’s position in it, competitors’ strategies, organizational potential, technology development trends, products (services) and their features, competitive advantages, stages life cycle product, costs and other factors. It is impossible to take into account all factors, so approaches to determining alternative options strategies depend on the choice of main factors.

The approach to classifying types of strategies is based on structuring the levels of strategy formation. Below is one possible format for a company's strategy. This format, of course, has a certain logic, but this does not mean that all companies must follow this logic.

An example of a format for describing a company's strategy (see. Rice. 1):

Now it has become fashionable to flaunt the word “strategy”. Everywhere you look, this term is inserted everywhere. Moreover, just like with or organizations, many theorists and/or practitioners from business give their interpretations.

So where is the standard? Where it's not easy dry definition, and what about the definition and content? Not thinking about the topic: “strategy is like this, but it may also be like this, there is an opinion that it’s like this, etc...”? Let's figure it out:

Concept of strategy

Initially, the concept of “strategy” came to us from Ancient Greece. And the first written mention of strategy appeared in the treatise “The Art of War” by Sun Tzu, which dates back to the 5th century. BC e. Afterwards, the term “strategy” was found in Caesar and Machiavelli, but, again, for military purposes. It was only in the 20th century that the term began to be applied to organizations.

Let's consider its options. To begin with, let's turn to the ISO standards - the quality management system, or rather to their terminology:

1. Strategy is a planned activity to achieve a goal.

and second definition

2. Strategy - a logically structured plan or method for achieving goals, especially in a long period time.

However, there are thoughts from Henry Mintzberg on this topic.

In his opinion, the strategy might look like
Plan;
Principle of behavior;
Position;
Perspective;
Maneuver.

This number of forms is due to his (Henry Mintzberg) study of the topic of strategy and the highlighting, according to which, indeed, strategy cannot be recognized as just one thing. Let's try to reduce all of Mintzberg's notation into one definition:

Strategy is a plan based on the principles of behavior, made from the point of view of position and perspective, providing for maneuver.

Here is another reflection from the classic of strategic management A. Chandler:

Strategy is the determination of the main long-term goals and objectives of the enterprise and the approval of a course of action, the allocation of resources necessary to achieve these goals

You can add more and more. However, let us dwell on this volume and try to understand these definitions, as well as derive our own.

As we can see, almost all of these formulations include reflections that strategy is goals and a plan. Our practice confirms such conclusions.

From our own experience, we have given the following characteristics of the strategy:
— The organization’s strategy should be based on the vision that we wrote about earlier;
— The organization’s strategy must contain the goals of this organization for a long period of time (from 4 years);
— The organization’s strategy must contain a plan of activities through the implementation of which the goals will be achieved;
— The strategy must have a documentary form, because any thoughts in the head will remain only thoughts until they are put on paper.

Now, let's bring all the information together. It turns out that:

An organization's strategy is a plan to achieve long-term goals, based on a vision and documented.

PKF "Stratego"

In our opinion, the “organization strategy” document contains only two parts:
1. Goals with them or the so-called tree of goals;
2. Action plan with tasks to achieve these goals.

The issue of goals and goal setting is a topic for a separate article. The concepts that will be revealed in it: - types of goals; - (SMART and others); - goal setting; - .

Note that in addition to goals and an action plan, they often add economic analysis and projections, mission, values, vision. Examples of strategies can be found below.

Examples of strategies

For a sample you can download

Here is a sample draft strategy non-profit organization- " ". It is worth noting here that non-profit structures may have a number of features, but no matter what anyone says, the essence remains the same for everyone: for business, for public organizations.

Previously, we published materials about.

Conclusions on the article

Among many views and considerations, we have offered a practical vision of the issue.
There is no need to strive for such voluminous works as are presented in the samples; these are, after all, strategies of public companies whose shares are traded on the stock exchange. But one thing is for sure - strategy is the only driver for the growth and development of businesses of any size, especially small ones.
The process of strategic planning is absolutely unpredictable, you can suffer for a week and try to come up with something useful and not achieve what you want, and then do a huge amount of work in a couple of hours. Designing the future and laying out proposed development routes is quite difficult. You always need to remember what determines the life of your organization tomorrow.

Literature
1. Prigozhin A.I. Goals and values. New methods of working with the future, M.: Delo, 2010;
2. Sun Tzu. The Art of War / translation: Konrad N.I., M.: Tsentrpoligraf, 2011;
3. Bruce Ahlstrand, Henry Mintzberg, Joseph Lampel. Strategic safari. Excursion through the wilds of strategic management / series: Skolkovo - M.: Alpina Publisher, 2013;
4. Strategic management/ Ed. Petrova A. N. - St. Petersburg: Peter, 2005;
5. Philip Kotler, Roland Berger, Nils Bickhoff. Strategic management according to Kotler / translation: Irina Matveeva - M.: Alpina Publisher, 2012;
6. Materials from the International Organization for Standardization, from iso.org

Discussion: 4 comments

A unified strategy for the entire enterprise is the basis for combining the actions and decisions of different divisions of the organization into one focused effort.

The formulation of the strategy should, on the one hand, reflect a movement towards eliminating the gap between the present and the desired future, and on the other, absorb the main content of the strategic goals formulated at the previous stage.

Let us recall that strategy should be understood as a model for achieving the organization’s goals. This model should reflect the parameters of the organization’s image, the purpose and specific goals of the organization, so you should use the accumulated material on business philosophy. To develop a verbal model, we will compose a final matrix, including specific parameters organizations.

interested in the company's strategy

For successful activities The company needs to draw up a competent strategy for its development. This is done based on the goals of the organization and the specifics of its activities.

What is a development strategy?

The concept of strategy comes from military vocabulary. This term refers primarily to planning. That is, the company management plans further actions taking into account the expected results. Strategy determines the following nuances functioning of the organization:

• Direction of activity.
• Tools for achieving your goals and objectives.
• External and internal positioning system.
• Company mission.
• Procedure for external and internal influence to the organization.
• The social role of the company.

The strategy determines the basic features of functioning. It is necessary to quickly achieve your goals.

Why do you need a strategy?

There are three reasons for forming a development strategy:

1. Understanding the long-term goals of the organization.
2. Formation of activity goals.
3. Mutual understanding of all company owners regarding further development.

Forming a development strategy is especially important for large enterprises that expect to remain in the market for a long time.

Types of development strategies

In management of the 21st century there are Various types strategies:

1. Basic. Represents planning of the general direction of development of the organization. Applies to all types of company activities. Includes a product strategy, a combination of solutions in various areas. This is considered to be the most difficult strategy. This is explained by its scale.
2. Competitive. Necessary for the formation of competitive advantages. Involves creating approaches for activities in each area. Used in addition to the basic method.
3. Functional. It is formed for each of the organization’s divisions that are included in the overall production scheme. It is required to develop an action plan for each functional area. Its main goal is the distribution of resources of departments, their activities in accordance with the overall strategy of the company. Functional planning includes the R&D strategy. It is needed to summarize information about new products.

FOR YOUR INFORMATION! These types of strategies are not interchangeable. They can be used in combination with each other.

Development strategies for enterprises with niche specialization

It is advisable for medium and small companies to choose a specific niche. This is necessary to gain a competitive advantage. There are a number of forms of strategies specifically for niche companies:

• Conservation strategy. It is required if it is necessary to maintain the current position of the organization. Does not imply expansion of work. This form of planning has a significant disadvantage: it does not guarantee the preservation of a competitive advantage.
• Intruder detection strategy. Relevant when the company is in distress. If an organization can no longer function autonomously, it seeks a company to acquire it. In the future, the organization will also be able to function, but as a relatively independent unit.
• Niche leadership strategy. Relevant in the presence of several circumstances: the organization is developing dynamically and claims to have a monopoly in a niche, there is financial resources sufficient to ensure accelerated growth.
• Strategy for going beyond niche boundaries. This method is relevant only if the company operates within the framework narrow niche. Expanding a niche involves facing competitors. For this reason, an enterprise must have the resources to guarantee a competitive advantage.

Each of these strategies can be called effective. However effective methods will only be if they are selected in accordance with the specifics of the company.

What does a strategy plan include?

The development strategy combines the following points:

• Company mission. This is a set of values ​​that guide an organization in carrying out its activities.
• Organizational structure. Involves the division of manufactured products. It also includes dividing the organization into divisions.
• Competitive advantages. They represent a company's advantages that can be compared to competitors.
• Products. Includes those products, the sale of which forms the main profit of the enterprise.
• Resource potential. It is a complex of resources involved in the manufacture of products.
• Intangible potential. These are the organization’s capabilities to attract investment and meet current needs.

The strategy combines the possibility of merging with another company and corporate culture.

Steps to formulate a company development strategy

Let's look at the step-by-step steps to create a strategy:

1. Analysis in progress current state enterprises. It makes sense to evaluate the company's activities over a certain period. When analyzing, you need to take into account a number of indicators: product sales, profit making, financial potential.
2. Combining the plans of the enterprise with its resources. Executing the strategy requires certain resources. Even if the management's ambitions are great, but there are no funds to implement them, the plan will fail. Therefore, you need to find the optimal balance between desires and capabilities. To do this, you need to have objective data about available resources.
3. Preparing to introduce changes. As part of this, new positions are being created and personnel composition is changing.
4. Risk analysis is carried out. At this stage, compensatory measures are planned.
5. Based on the data obtained at the stage of the company’s activity, the existing strategy is adjusted.

ATTENTION! The developed strategy is not forever. It must be reviewed periodically to take into account new factors. For example, market requirements may change, and new competitors may appear.

Examples of successful company development strategies

Let's consider illustrative examples strategies.

1. The Coca-Cola brand is developing through a steady expansion of its capacity. Manufacturer upon contact Russian market faced a strong competitor - the Pepsi brand. As a result, Coca-Cola began to increase its production capacity. In particular, measures were taken to create a production basis. In the 90s, a drink bottling plant was put into operation. The brand first penetrated large regions, and then into small ones. All this provided the necessary competitive advantage.
2. Another example is the Hilton hotel complex. The constant basis of his strategy is the construction of luxury hotels. However, at some stage the market became oversaturated. That is, new luxury hotels have simply become unclaimed. Therefore, Hilton management began building hotels with affordable prices. Expansion of the niche implied a clash with competitors. However, Hilton management foresaw an important competitive advantage - high quality service.