This article shows the main criteria of strategy’s efficiency. The most effective methods of strategy constructing, the ways to achieve goals and the main features of strategy formulation in modern conditions are presented. The basic disadvantages of traditional models of strategy formulation are shown: extrapolation the company’s performance over experience other organizations, resource-based view on strategic management, value chains, and the 3C’s model. Key features of current business environment are presented from the perspective of strategic management. The research develops the model of identifying direct competitor, possible and potential competitor, producer of substitute products, potential partner, and customers. The methods to evaluate their impact on the organization’s activities in the environment are presented. The basic disadvantages of the SWOT-analysis in the assessment of the external environment of organization on the basis of this model are shown.
strategic management, effective strategy formulation, currentconditions of strategy formulation, assessment strategy effectiveness, valuechain, distinction between competitors and customers.
Проблеме формирования оценки эффективной стратегии компании в современных условиях посвящено множество работ [1–52]. Сложность формирования и оценки эффективности стратегии в значительной мере определяется одним из ключевых факторов современной бизнес-среды — ее изменчивостью и непостоянством [43]. Именно поэтому невозможно выработать универсальную стратегию, которая гарантировала бы успех [31]. Осложняет подходы к формированию эффективной стратегии тот факт, что каждой организации необходима своя уникальная стратегия в связи с многообразием условий ведения бизнеса и невозможностью их дублирования [3]. Наиболее распространен способ прогнозирования — выявление основных законов и общих тенденций, но это не гарантирует успех стратегии. Таким образом, основополагающими критериями при построении стратегии выступают время и условия, которые существуют на протяжении определенного периода [6]. Поскольку стратегия предполагает процесс достижения целей, растянутый во времени, вопрос прогнозирования становится ключевым в стратегическом менеджменте [2]. Из этого следует, что принятие решения, основанного на бизнес-кейсах, то есть экстраполяция ситуации в компании на опыт других организаций, не всегда будет эффективно. Метод обучения по бизнес-кейсам может оказаться неэффективным, так как на момент экстраполяции опыта некоторые из этих компаний уже успели обанкротиться или были поглощены конкурентами [5]. Например, в 2006 г. популярность компании Youtube достигла своего пика, но в том же году Youtube был поглощен компанией Google, несмотря на это, опыт Youtube до сих пор активно используется в бизнес-кейсах. Однако не следует полагать, что сам метод экстраполяции неэффективен, если менеджеры выделяют с его помощью основные тенденции и сценарии развития, учитывая при этом текущую ситуацию и особенности рынка в настоящий момент [29].
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