Basic models of strategic planning in an enterprise. Strategic planning

1.3. Methods and models of strategic planning

The main basic model for developing a strategic plan is considered to be the model of the Harvard Business School, the leader of which is K. Andrews. G. Mintzberg calls this model the “design school model” because it is based on the belief that strategy formulation as a process is based on several basic postulates, which together ensure the design of a strategy. According to this model, the strategic planning process represents a certain point of intersection of identified opportunities and threats to external business environment, which are expressed in the form key factors success, and the strengths and weaknesses of the company's resource potential, expressed in distinctive development abilities. The development diagram of this model can be seen in Figure 1.2.

Rice. 1.2. Harvard Business School Strategy Framework

The construction of this strategic planning model is based on the following basic methodological principles:

1. The process of forming a company's development strategy must be a controlled, conscious process of thinking. This means that the strategy being developed should not emerge intuitively or as a result of a sudden emergence from a “stream of problems,” but rather be the product of a carefully controlled and deliberate process of deliberation and decision-making.

2. The process of forming a company’s development strategy should be managed by a top manager. The executive director should be a kind of “architect” of the strategy, and also determine who else will be involved in the strategic planning process.

3. The model for developing a strategic plan should be quite simple and informative.

4. Any company development strategy is unique and is considered as the result of creative design. The latter means that the strategy should contain the conceptual, distinctive goals of a given company, the features of its development, and not be formed according to a certain template.

5. The strategy formulation process should be completed only when the alternative strategies are fully described and the best one has been finally selected.

6. Any company development strategy must combine ease of perception and completeness of expression, and also be described in clear and accessible language.

7. The development strategy of any company must include the development of a specific mechanism for its implementation

The model for forming a strategic plan proposed by I. Ansoff has two fundamental differences from the model of the Harvard group.

First, the concept of formalized goals is introduced into the strategic planning process, in contrast to the implicit values of senior management in the Harvard Group model.

Secondly, he attempted to describe the strategic planning process in the form of a certain formalized flowchart, which involves the detailed development of lists of factors taken into account in the decision-making process and prioritized by giving them weights, as well as various diagrams and rules for choosing one or another alternative. The stages of Ansoff's strategic plan can be analyzed using Figure 1.3.

Rice. 1.3. Stages of I. Ansoff's strategic plan

According to this model, the strategic planning process begins with determining the initial development goals of the enterprise, which are a response to external segments. In accordance with these goals, an analysis and assessment of the resource potential of the enterprise and the external business environment is carried out. The purpose of this type of analysis is to identify opportunities for making basic strategic decisions on further penetration into sales markets and diversification of production.

According to I. Ansoff, the process of developing a diversification strategy at an enterprise should be preceded by the adoption of a strategic decision related to ensuring a systemic effect from all the elements that form its organizational structure. Based on such a strategic decision, specific strategies for diversification and expansion of the sales market for goods already produced by the enterprise are formed. Taken together or individually, these strategies form the overall product/market strategy for the enterprise.

At the same time, according to I. Ansoff, in order to ensure integrity, the strategic development plan of the enterprise must also contain financial and administrative strategies. Moreover, a financial strategy is a set of rules and means aimed at ensuring an increase in the financial potential of an enterprise. In turn, the administrative strategy presupposes a set of rules for the organizational development of the enterprise.

Each element of the plan can be specified and highlighted, then work is done on all the components, which are then reassembled into one whole, and the correct strategy is obtained. A strategy is a blueprint containing specific goals, budgets, programs and activity plans. Although under the general manager's attention, the actual work is performed by in-house planners who involve senior management as needed.

G. Steiner's model, to a certain extent, can be considered a symbiosis of the models of the Harvard group and I. Ansoff.

The main provisions of this school of strategic management include:

Consideration of the enterprise development strategy as the result of a controlled, deliberate process of formal planning, broken down into individual steps, which are schematically depicted in the form of control tables using appropriate methods.

The top management of the enterprise is responsible for the content of the strategic process, and for its practical side HR planners answer.

An enterprise development strategy is considered complete (ready) when its practical application is clearly visible.

IN last years The work of representatives of this school of strategic management began to focus more on practical applications, while two new approaches were quite clearly identified - the use of scenario planning and the use of strategic control.

The scenario is considered as the most important tool for planning activities, which stimulates the creative activity of planners.

The interest of representatives of the planning school in issues of strategic control is significantly increasing, the meaning of which is to maintain the constant focus of the enterprise on achieving strategic objectives. Moreover, strategic control is seen as meaning the revision and adoption of proposed strategies.

With this approach, the content and scope of strategic control expand significantly and go beyond strategic planning.

In Porter's model, modeling and planning gave way to detailed analysis, especially competitive and industry analysis. While strategy development remains a conscious, controlled process, the company-specific, unique Model School strategy gives way to general strategies such as cost leadership, focus, or differentiation that companies should pursue. The task of the strategy developer is, using analysis, to select the best one possible for his organization (in relation to competitors and the industry in which his company operates) so that managers can implement it.

In this model, presented in Figure 1.4., the author attempted to present the forces external to the organization that determine the level of industry competition. Mintzberg points to a number of problems. The need for large amounts of information required to effectively use this model makes it suitable only for traditional, mature industries, because only these industries are stable enough to provide the required amount of historical information.

Rice. 1.4. PIMS model

According to Mintzberg, the mistake is that analysis replaces strategy, instead of fulfilling its main function - support strategy development process.

So, there are many models used for strategic planning, but it should be noted that the main elements of these models, if not identical, are very similar in essence.

2. Analysis of financial and economic activities

LLC "Usolyekhimprom"

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Basic models of strategic planning Analysis of the literature shows that most of the proposed models are based on the fundamental approaches of either Harvard Business School, or Igor Ansoff, or G. Steiner. Let's consider the basic model of the strategic planning process and its three main modifications.

1. Harvard Business School Model The Harvard Business School (Harvard Group) model is based on the SWOT analysis procedure. Henry Mintzberg calls this model"design school model" because it is based on the belief that the formulation of strategy as a process is based on several basic postulates that provide "strategy design".

Harvard Business School model The process of forming a strategic plan represents a certain point of intersection of identified opportunities and threats of the external business environment, expressed in the form of key success factors, as well as the strengths and weaknesses of resource potential, expressed, in turn, in its distinctive development abilities. The capabilities of the external environment must be in demand through the use strengths resource potential. In addition, environmental threats must be identified, and weak sides the resource potential of the enterprise is reduced to a minimum. To formulate a strategy, evaluate it and select it the best option have a significant impact on the values of senior management, as well as ethical standards society, which are expressed in the form of social responsibility.

Methodological principles of this model: Strategy formulation should be a controlled, conscious process of thinking. Strategy does not emerge intuitively or as a result of a sudden emergence from a “stream of problems”, but is the product of a carefully controlled process of human deliberation. K. Andrews: strategic thinking should be based not on intuitive, but on conscious experience; suddenly emerging strategies are “opportunism” and “the conceptual enemy of strategy.” Responsibility for the process of strategy formation should be assigned to the top manager of the organization. The executive director is a kind of “architect” of the strategy, determining who specifically will be involved in the strategic planning process. The model for forming a strategic plan should be quite simple and informative (this ensures convergence and rationality). Strategies must be unique and the result of a creative design process, i.e. they should reflect the essential (conceptual) features of its development that are distinctive for a given organization, and not be built according to some standard template.

Methodological principles of this model: 5. The strategy must be complete. The strategy formulation process is the final product when all alternative options have been fully analyzed and evaluated and the best one has been selected. 6. The strategy should be simple, concise and expressed in clear language, and therefore makes it possible for it to be understood and perceived by the company's employees. For example, the General Electric principle: “ Good strategy can be described on 2 pages. If this cannot be done, then the strategy is not a good one.” 7. If the strategy is unique, fully developed and clearly formulated, then it is implementable. Thus, all elements organizational structure firms must have the necessary knowledge and resources and the desire to implement the chosen strategy.

2. Igor Ansoff’s model Simultaneously with the developments of the Harvard group, Igor Ansoff proposed his fundamentally different model for the formation of a company’s strategic behavior. 2 significant differences between these models: Ansoff in his model of strategic plan formation uses the concept of formal goals, in contrast to the implicit values of top management proposed by the Harvard School. From I. Ansoff’s point of view, the formation of a strategic plan can be represented as a highly formalized process, brought to a certain flowchart.

Igor Ansoff's model In I. Ansoff's model, this process consists of 57 blocks, i.e. a list of factors that must be taken into account in the process of making planning decisions. The “engineering bias” of Ansoff’s model is manifested in the fact that at each stage of the formation of a strategic plan, its developers are offered detailed lists of factors that must be taken into account in the process of making planning decisions. In these lists, factors are prioritized with certain weighting coefficients. These lists are supplemented by various diagrams and rules for choosing one or another alternative. Since this diagram is so detailed that “you can’t see the forest for the trees,” a larger model is proposed.

Enlarged model of the formation of a strategic plan by I. Ansoff According to the model, the reaction to external signals is to determine the development goals of the enterprise, and, in accordance with the initially established development goals, the resource potential of the company and the external, business environment are assessed. The purpose of such an analysis is to identify opportunities for further penetration into developed markets and diversification of production. Before forming a diversification strategy, it is necessary to make an important strategic decision related to ensuring a synergistic (systemic) effect from all constituent elements of the enterprise's organizational structure. Based on these decisions, strategies are developed to diversify and expand sales markets for already produced goods. Taken together or individually, they reflect the overall product/market strategy for the company.

Enlarged model of the formation of a strategic plan by I. Ansoff To ensure integrity, the strategic plan must contain both financial and administrative strategies. Financial strategy is a set of rules and means that ensure an increase in the financial potential of an enterprise. It includes motion analysis cash flows, the relationship between savings and consumption, and dividend yield. Administrative strategy is a set of rules for the organizational development of a company. On the one hand, it is associated with specific strategic alternatives (market expansion and diversification), and on the other, with a synergistic effect as a characteristic of the integrity of the company. A significant difference from the Harvard Business School model is the introduction by I. Ansoff of feedback, which ensures interactivity of the procedure for forming a strategic plan and the procedure for its implementation.

3. Model of G. Steiner G. Steiner is not a destroyer of theoretical canons, but rather a popularizer of well-known views on planning, therefore his model, compared to Ansoff’s model, looks more conventional and less tied to specific practice.

Model of formation of a strategic plan according to G. Steiner The initial analysis of G. Steiner’s model gives grounds to conclude that it is close to the Harvard Business School model (except for the block of revision and development of plans and feedback). At the same time, there are points in it that give reason to distinguish it as independent: 1. This is an assumption about the comprehensiveness of coverage, the completeness of the presentation of the planning process, the strict sequence of stages of formation and detailing of the results of the action. That is why G. Steiner’s model can be considered as an attempt to combine two models (Harvard and I. Ansoff). 2. G. Steiner quite clearly and unambiguously points out the connection between strategic planning (as long-term) and medium-term and tactical planning, which is of fundamental importance for modeling the process of forming a strategic plan. He describes their relationship this way: “long-term - medium-term - tactical planning.”

4. Outline of strategic planning The model was proposed by a group of scientists from the St. Petersburg state university Economics and Finance under the leadership of A.N. Petrov. They presented the planning process as an outline. When constructing the contour, generally accepted requirements were taken into account: completeness, information content and simplicity of the model. The model is based on the following postulates: The strategic planning process is a sequence of three stages: analysis, goal setting and choice. Enterprise strategies are built on a hierarchical principle: all structural divisions have their own strategies, “absorbed” by the development strategy of the enterprise as a whole and coordinated with each other. Strategic planning there is a continuous process that does not end with the process of forming a plan, but continues to be implemented and, if necessary, can be adjusted and reformulated.

Contour of strategic planning The process of forming a strategic plan begins with the analysis stage, where factors of the external, business environment and resource potential are systematically analyzed. The result of the goal-setting stage should be an idea of the desired state of the enterprise, for which it is necessary to choose the direction of development of the enterprise and its mission. Management values quantify the positions that the enterprise should have as goals for implementing the plan. Strategy planning begins with developing a basic strategy for the enterprise as a whole (or corporate strategy). Simultaneously with the corporate strategy, development strategies are developed for each major structural division of the enterprise, where linear divisions responsible for production are prescribed a basic strategy for the product/market characteristic, and functional divisions responsible for efficient use resources, – “resources/opportunities”. Within line units, business projects are developed, and functional units develop functional strategies accordingly.

Stages of forming a strategic plan The process of strategic planning involves many types of management activities.

Peter Lorange identified 4 main types: Resource allocation Adaptation to the external environment Internal coordination Organizational strategic foresight

Stages of formation of a strategic plan The result of activities according to the proposed scheme for drawing up a strategic plan of an enterprise is a document called “Strategic plan of an enterprise” and usually includes the following sections: Goals and objectives of the enterprise Current operations and long-term objectives Enterprise strategy (basic strategy, main strategic alternatives) Functional strategies The most significant projects (programs) Foreign economic activity Capital investments and resource allocation Planning for surprises (formation of backup strategies, “quick response systems”)

Stages of forming a strategic plan According to D. Hussey, a strategic plan should include at least the following points: a statement of the corporate vision and goals assumptions on which the plan should be based strategic problems that arise in corporate assessment, analysis of the business environment assessment of discrepancies and profitability of the strategy arising from taking into account all these elements detailed market analysis financial results of the plan

Stages of developing a strategic plan D. Hussey defines a number of questions, the answers to which will allow you to check whether there are any elementary errors in the strategic plan: Is the strategy defined and clearly formulated? Are competitors and industry structures taken into account? Does this correspond to the actual market situation? Are geographical limits appropriate? Is the strategy consistent with environmental forces? Is the level of risk acceptable? Does the strategy increase shareholder value? Is the strategy aligned with corporate competencies and resources? Does the company's structure align with its strategy? Is the time horizon appropriate for the strategy? Is the plan internally consistent?

5. Scheme for the formation of strategic behavior of an economic entity Comparing the approaches of different authors to determining the substantive side of strategic management, we can state that scientists mainly adhere to the principles of Igor Ansoff and Henry Mintzberg. They view strategic management methodology as consisting of two complementary subsystems: strategic opportunity management, which includes the analysis and selection of a strategic position, or “planned strategy,” real-time operational problem management that allows firms to respond to unexpected changes, or “implemented strategy.”

5. Scheme for the formation of strategic behavior of an economic entity Strategic decisions relate to the following issues: Long-term goals of the organization as opposed to daily management tasks Defining the boundaries of activity: what to do, what not to do Bringing the company’s activities into line with environmental conditions in order to optimize the use of opportunities and minimize threats Aligning the company's activities with its resources - financial, human, technological or professional It is common for strategic management to deal with an uncertain future and new initiatives.

The sequence of formation of strategic behavior can be reduced to 4 blocks: Analysis: assessment of the external and internal environment; definition of the mission; formulation of goals;

It is clear from the diagram that the analysis of the external environment is not displayed as a separate stage, but “stands”, as it were, “above” the entire process of strategic management. It is clear from the diagram that the analysis of the external environment is not displayed as a separate stage, but “stands”, as it were, “above” the entire process of strategic management. According to Korobeinikov O.P., Kolesov V.Yu., Trifilova A.A., “analysis, forecasting and monitoring” of the external environment should be presented separately, in the form of a basis on which the strategic management model is built. This is due to the fact that the assessment of the external environment must be carried out constantly and this process cannot be separated into a separate stage. In addition, factors of the external environment, unlike the internal one, are generally not amenable to influence, they can only be taken into account. This approach increases the degree of control over changes in the external environment, since the analysis of the environment is carried out as if in parallel with each stage, compliance with the methodological principle of modern strategic management is ensured, which is to build a strategy from the future through the past to the present (forecasting - analysis - monitoring)

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Since 1962, when Harvard Business Review published an article by F. Gilmore and R. Brandenburg “The Anatomy of Corporate Planning”; the literature on strategic planning was replete with hundreds of models in which attempts were made to formalize this process. However, in fairness, G. Mintzberg notes that all these models are based on the same theoretical structure or basic model, differing from each other mainly in details, and not in the fundamental principles of construction. In this regard, we will consider in more detail the basic model of the strategic planning process and its three main modifications.

Harvard Business School Model

The Harvard Business School (Harvard Group) model is based on the well-known SWOT analysis procedure and was developed by Harvard scientists over a fairly long period of time (mainly K. Andrews, sometimes in collaboration with K. Hrinstensen). At the same time, G. Mintzberg calls this model the “design school model”, since it is based on the belief that the formulation of strategy as a process is based on several basic postulates that ensure “strategy design”.

The schematic diagram of this model is shown in Fig. 1.1.

Rice. 1.1. Harvard Business School Model (Harvard Group)

As follows from the above diagram, in the very general view the process of forming a strategic plan (strategic planning process) represents a certain point of intersection of the identified opportunities and threats of the external business environment, expressed in the form of key success factors, as well as the strengths and weaknesses of the resource potential of the enterprise, expressed in turn , in its distinctive developmental abilities. Naturally, the capabilities of the external environment must be in demand through the use of the strengths of resource potential. In addition, threats to the external environment must be identified, and the weaknesses of the enterprise's resource potential must be minimized. The formulation of strategy, its evaluation and selection of the best option are significantly influenced by the values of top management, as well as the ethical standards of society, which are expressed in the form of social responsibility.

Let's look in more detail at methodological principles of this model.

Strategy formulation should be a controlled, conscious thought process. This means that strategy does not emerge intuitively or as a result of a sudden emergence from a “stream of problems”, but is the product of a carefully controlled human deliberation process. K. Andrews specifically stipulates that strategic thinking should be based not on intuitive, but on conscious experience, calling suddenly emerging strategies “opportunism” and “the conceptual enemy of strategy.”

Responsibility for the strategy formation process should be assigned to the top manager of the organization. The executive director is a kind of “architect” of the strategy, determining who specifically will be involved in the strategic planning process.

The model for developing a strategic plan should be quite simple and informative. It could be argued that this is a fairly traditional requirement for any adoption process. management decisions, since it ensures convergence and rationality.

Strategies must be unique, that is, one of a kind, and the result of a creative design process. In other words, strategies should reflect the essential (conceptual) features of its development that are distinctive for a given enterprise, and not be built according to some standard template.

Strategy as a result of the strategic planning process must be complete. The strategy formulation process is the final product when all alternative options have been fully analyzed and evaluated and the best one has been selected. Due to this, the assessment of strategies in one of the blocks of the Harvard group model is understood as a decision-making process associated with the choice of the best strategy option.

The strategy should be simple, concise and expressed in clear, articulate language, it should facilitate the activities of the enterprise, and therefore makes it possible for it to be understood and accepted by the enterprise's employees. For example, one of the principles of General Electric's planners is the following: “A good strategy can be described on two pages. If this cannot be done, then this strategy is not good.”

If a strategy is unique, fully developed and clearly defined, then it is feasible. Thus, all elements of the enterprise’s organizational structure must have the necessary knowledge and resources and the desire to put the chosen strategy into practice.

Model by I. Ansoff

Let us further note that, simultaneously with the developments of the Harvard group, I. Ansoff proposed his own fundamentally different model for forming a strategic plan for the development of an enterprise. It seems to us that there are two significant differences between these models.

First, I. Ansoff uses the concept of formalized goals in contrast to the implicit values of top management proposed in the Harvard Group model.

Secondly, from the point of view of I. Ansoff, the formation of a strategic plan can be represented as a highly formalized process, brought to a certain flow chart (for example, you can give an example of such a model by I. Ansoff, consisting of 57 (!) blocks). The “engineering bias” of I. Ansoff’s model is manifested in the fact that at each stage of the formation of a strategic plan, employees involved in its development are offered detailed lists of factors that must be taken into account in the process of making planning decisions. In these lists, factors are prioritized with certain weighting coefficients. Moreover, these lists are supplemented by various diagrams and rules for choosing one or another alternative.

Since the basic scheme for the formation of a strategic plan of 57 blocks is so detailed that, in the words of I. Ansoff himself, “the forest is not visible for the trees,” they are offered an enlarged model, presented in Fig. 1.2.

As can be seen from this model, the reaction to external signals is to determine the development goals of the enterprise, and, in accordance with

Rice. 1.2. Enlarged model for the formation of a strategic plan

I. Ansoff

with the initially established development goals, an assessment of the resource potential of the enterprise and the external, business environment is carried out. The purpose of such an analysis is to identify opportunities for making basic strategic decisions on further penetration into developed sales markets and diversification of production.

Before forming a diversification strategy, according to I. Ansoff, it is necessary to make an important strategic decision, which is associated with ensuring a synergistic (systemic) effect from all the constituent elements of the organizational structure of the enterprise. Based on the above strategic decisions, specific strategies are developed to diversify and expand sales markets for already produced goods. In their sum or separately, they reflect the overall product/market strategy for the enterprise. However, to ensure integrity, according to I. Ansoff, the strategic plan must contain both financial and administrative strategies.

A financial strategy is a set of rules and means that ensure an increase in the financial potential of an enterprise. It necessarily includes an analysis of cash flows, the relationship between accumulation and consumption, as well as dividend yield.

Administrative strategy is a set of rules for the organizational development of an enterprise. It is clear that, on the one hand, it is associated with specific strategic alternatives (market expansion and diversification), and on the other, with a synergistic effect as a characteristic of the integrity of the enterprise.

A significant difference from the Harvard Business School model is the introduction by I. Ansoff of feedback, which ensures the interactivity of the procedure for forming a strategic plan and the continuity of the process of its implementation.

G. Steiner's model

According to G. Mintzberg, G. Steiner is the absolute champion in terms of the number of pages written on the topic of planning. Thus, his main and most famous book, “Top Management Planning,” published in 1969, has about 800 pages and contains a model for the formation of strategic planning. Since G. Steiner by his nature, as G. Mintzberg believes, is not a destroyer of theoretical canons, but rather a popularizer of well-known views on planning, then his model, in comparison with the model of I. Ansoff, looks more conventional and less tied to a specific practice. A schematic diagram of the formation of a strategic plan according to G. Steiner is presented in Fig. 1.3.

An initial analysis of G. Steiner's model gives grounds to conclude that it is close to the Harvard Business School model (except for the block of revision and development of plans and feedback). At the same time, there are moments in it that give reason to distinguish it as independent.

Firstly, this is an assumption about comprehensiveness of coverage, completeness of presentation of the planning process, a strict sequence of stages of formation and detailing of the results of action (note that G. Steiner devotes ten pages to this in his book!). That is why G. Steiner’s model can be considered as an attempt to combine the two models discussed above (the Harvard group and I. Ansoff).

Rice. 1.3. Model for the formation of a strategic plan according to G. Steiner

Secondly, G. Steiner in his model quite clearly and unambiguously points out the connection between strategic planning (as long-term) with medium-term and tactical planning, which is of fundamental importance for modeling the process of forming a strategic plan. The author describes their relationship this way: “long-term - medium-term - tactical planning.”

The subject of strategic planning can be any activity related to entrepreneurship. Among the objects of the application there are: profitability, capital investments, organization production process, pricing, labor Relations, marketing, finance, personnel, technological capabilities, product improvement, R&D, etc.

Medium-term planning is a process in which detailed, coordinated plans are created for selected areas of business to use resources to achieve goals through the implementation of strategies. All medium-term programs and plans must cover the same period of time.

Short-term budgets and detailed functional plans include short-term targets for salespeople, budgets for logistics specialists, plans advertising campaigns etc.

Strategic Planning Outline

As already noted, over the past more than three decades since the creation of the three basic models of the process of forming a strategic plan described above, many researchers have tried to contribute to this area of strategic management. However, as an analysis of the literature on this direction, most of the proposed models are based on the fundamental approaches of either the Harvard group, or I. Ansoff, or G. Steiner. The most typical example of such a model is the conceptual model of K. Bowman.

The attempt to depict the strategic planning process using logical diagrams is very infectious, so we also decided to “contribute” and offer our own approach to modeling the process of forming a strategic plan, presented in the form of a contour.

First of all, when constructing a strategic planning outline, the generally accepted requirements are taken into account: completeness, information content and simplicity of the model. However, the qualitative, essential prerequisites that underlie the sequence of blocks and their interconnection also become important for us.

The outline of strategic planning we propose is based on the following postulates.

The strategic planning process is a sequence of three stages: analysis, goal setting and choice.

Enterprise strategies are built on a hierarchical principle. This means that all structural divisions have their own development strategies, “absorbed” by the development strategy of the enterprise as a whole and coordinated with each other.

Strategic planning is a continuous process that does not end with the formation of a plan. Moreover, the plan itself makes sense for the management of the enterprise if it is implemented, adjusted if necessary, or completely reformulated.

In Fig. 1.4 dan circuit diagram outline of strategic planning.

Rice. 1.4. Strategic Planning Outline

As can be seen from the above diagram, the process of forming a strategic development plan for an enterprise begins with the analysis stage. At its core, the latter is a stage of pre-plan research, at which factors of the external, business environment and resource potential of the enterprise (internal capabilities) are systematically analyzed to determine the “current state of affairs” at the enterprise and identify factors for its further successful development.

Goal setting is the next stage of plan formation. The result of actions on at this stage there should be an idea of the desired state of the enterprise, which it should achieve after a certain period of time. To determine the desired state the most important moment becomes the choice of direction of development, which, in turn, significantly depends on the mission of the enterprise. Management values, naturally, also influencing the choice of direction of development, have an impact on the development of a system of specific indicators that make it possible to formalize the goal-setting process, i.e., to quantify those positions that the enterprise should have as goals for the implementation of the developed plan.

The fundamental difference between the strategic planning outline and the plan formation models outlined above lies at the selection stage. The use of the principle of hierarchy in the construction of strategies means that the planning process begins with the development of a basic strategy, understood as the main course of action for the implementation of priority development goals of the enterprise within the framework of available resources and alternatives to specific solutions. In other words, the basic strategy is developed for the enterprise as a whole. Western researchers call this strategy corporate. The models of Harvard Business School and G. Steiner stop at this level of consideration of the problem; in the model of I. Ansoff, the decomposition of the corporate strategy is carried out to a greater extent in terms of diversification of activities, and their corporation is considered in terms of obtaining a systemic (synergistic) effect .

The principle of hierarchy in constructing a strategic plan means, first of all, that simultaneously with the corporate (basic) strategy, development strategies for each large structural unit of the enterprise are developed. Moreover, as a classification feature that determines qualitative differences In principle, strategy development involves dividing the structural units of an enterprise into linear and functional. Linear divisions at the enterprise are responsible for the production of specific products, therefore they specify the basic strategy according to the “product/market” characteristic. Functional divisions in an enterprise are responsible for the efficiency of using any particular type of resource or area of activity and therefore specify the basic strategy according to the “resources/capabilities” characteristic. In accordance with the above, specific business projects are developed within linear divisions, covering the entire life cycle specific product (goods). Functional departments develop functional strategies accordingly. At the same time, a certain matrix nature of the formation of business projects and functional strategies (resources are used in the production of each product, and the criterion for finding a compromise is their most effective use) allows us to speak about the possibility of convergence of the procedure for coordinating these strategies and compliance their basic enterprise strategy.

Finally, the process of forming a plan is not an end in itself, but only starting point counting down the long process of its implementation. Moreover, specific actions to implement the plan are carried out by both the top management of the enterprise and the heads of large structural divisions. Therefore, it is necessary to monitor and evaluate the effectiveness of the implementation of the developed strategy. In this case, two opposite situations may arise. If the effectiveness of the plan is high, further specific actions are carried out in accordance with the chosen concept. If the effectiveness of the implementation of the strategic plan is assessed as insufficient due to a number of reasons (for example, changes in the external business environment, the resource potential of the enterprise, management values, etc.), then there is a need to reformulate the basic plan and develop a new one, that is, the process of forming a strategic plan is repeated in the same sequence. Reformulation of the basic plan is also necessary when it is fully implemented.