Types of strategies in business. Types and types of enterprise development strategies

A key component of any management process is strategy. In its framework, it is viewed as a long-term development direction for the development of the company (in particular, the strategy deals with the scope, forms, means of its activities, the system of internal relationships between all participants, the firm's position on the environment).

For greater clarity, it is necessary to distinguish such concepts as the organization's goals and strategy: the first reflect the ultimate goal of the aspiration, the second one - the ways and its achievements in a dynamic competitive atmosphere.

In a broad sense, the strategy is the planned general course of action of the company, the pursuit of which should lead in the long term to the desired goals.

What does the management face in determining the effective strategy of the company?

At the first stage it is necessary to find answers to three main questions about the organization's position in the market, namely:

1. What kind of business should I stop?
2. What should be given more attention?
3. What kind of business is worth looking into.

A variety of company strategies for M. Porter

Professor identifies three main areas of development of the company's behavioral strategy in the market:

1. Leadership in the field of minimizing production costs. This type is characterized by the fact that the firm reduces the level of costs for production, selling products to a minimum, as a result of which it is gaining a large market share relative to its competitors.

Typical features of companies using this type of strategy:

• High level of organization of production, supply;
• Advanced technologies and engineering and design base;
• A ramified distribution system;
• Low-grade marketing.

2. Specialization of production. Typical is the uniformity of the technological process and products, the use of special equipment and specialized personnel. Effect - consumers buy products of this firm, even at an inflated price.

Typical features of firms with this version of the strategy are as follows:

• Extensive potential for R & D;
• Highly qualified designers;
• Quality control of the products;
• Effective marketing system.

3. Fixation on a separate market segment. The company does not focus on the entire market, but only on a certain group of consumers. In this situation, it can carry out either the aforementioned specialization policy or minimization, or both. The peculiarity of this type of strategy is the focus on the needs of not the entire market, but the target group of consumers.

The considered types of competitive strategies allow to solve the main task for most firms: achieving an advantage over direct competitors. They also help in determining how this can be done.

Types of business development strategies

Those that are entrenched in practice, were called basic. They distinguish four different approaches related to the growth of the company associated with the change in the basic state of one (or several) elements, such as the market, the position of the company within the industry, the product, the industry, technology. Each of the above components can be in one of two states: current or fundamentally new.

Types of strategies of the first group - the strategy of concentrated growth (associated with a change in the market or product, or both at the same time). Following this course, companies are trying to improve the product or try to produce a new one, while remaining in the old industry.

As for the market aspect, here the organizations are looking for opportunities to improve the existing situation in the market.

The strategies of the first group

Here it is customary to distinguish three types:

1. Strategy to strengthen the market position (the company focuses on marketing, performs horizontal integration - control over competitors).
2. Strategy of market development (search for new markets for the product).
3. The strategy for the development of the previously produced product (the transition to the production of a fundamentally new product within the old distribution channel).

The second group of strategies

Landmark - expansion of the company through the addition of new structures. Types of business strategies of this group are referred to as integrated growth strategies. Companies resort to them in a situation where the business is fairly stable, and you can not follow the first group described above. In this case, integrated growth does not hinder the company's long-term goals. It can be achieved through the acquisition of property, as well as expansion from within.

Integrated growth strategies

They include the following types of strategies:

1. Reverse vertical integration (the growth of the company through the introduction or strengthening of existing control over all suppliers, the creation of a number of subsidiaries for the supply).
2. Forward vertical integration (the growth of the organization through the introduction or strengthening of existing monitoring over its structures located above the distribution and sales systems). This type is effective in the case of a significant expansion of intermediary services or the absence of first-class intermediaries.

Third group

These are strategies for diversified growth. They are resorted to if companies can no longer develop in their market, with their product and within their industry.

The types of strategies of this group are as follows:

1. Centrified diversification (search and application of additional opportunities in the field of production of fundamentally new products along with the existence of the old business at the central positions).
2. Horizontal diversification (the search for opportunities for significant growth of the company in the already mastered market through a new product, the manufacture of which will require a different technology). Here, the organization should focus primarily on manufacturing technologically independent products that could use the already available capabilities of the company, for example, in the supply sector. In view of the fact that the new product is targeted at the target segment of the old (core) segment, it must act on the qualitative characteristics of the accompanying product already produced. An important condition is the preliminary assessment by the organization of its own competence with respect to the production of a new product.
3. Conglomerative diversification (expansion of the company through the production of fundamentally new products within the undeveloped sales system). It is considered that this is one of the most difficult from the point of view of implementing development strategies because its successful implementation directly depends on numerous factors: the competence of the staff, the seasonality of the market, the qualifications of managers, the availability of required capital,

Types of enterprise strategies by management level

A large-scale organization with a divisional type of structure usually has three levels of main strategic decisions:

• business;
• corporate;
• functional.

In other words, these are types of strategies, a productive result in the realization of which can be obtained only on condition of their close interaction. Each separate level forms a certain strategic environment for the subsequent (the strategic plan of the bottom step is directly dependent on the limitations of the strategies of the higher ones).

Three levels of basic strategic decisions

The first strategy (corporate, portfolio) describes the general direction of the company's growth, the development of its activities in the value-added sector. It shows ways to achieve a balance of goods and services through the competent management of different types of business. Strategic decisions of this level are recognized as rather complicated in view of the fact that they concern the organization as a whole.

The corporate strategy includes the following areas:

• Allocation of resources on the basis of portfolio analysis between relevant business units;
• Diversification of production as a way to reduce possible economic risks and achieve synergy effects;
• Change of corporate structure;
• Merger, acquisition and entry into such an integration structure as the FIG;
• Universalization of the strategic orientation of the units.

An important decision taken at this level is the financing of products or business units exclusively on a budgetary basis.

Types of enterprise strategies by management level are also represented by a business strategy (business) that provides long-term competitive advantages of the business unit. It is embodied, as a rule, in business plans and reflects the facts about the competition of this enterprise within the specific commodity market (target segment, pricing and marketing policy, competitive advantages, etc.). In this regard, it is also mentioned, listing the types of competitive strategies. For organizations engaged in one activity, the corporate strategy is identical to the business one.

Functional strategies are developed by the functional services and departments of the company on the basis of the above (financial, production, product, marketing strategy , etc.). Their goal is to allocate the resources of the service (department), to search for the effective behavioral course of the functional unit in the overall strategy. An example within the marketing department is the concentration on finding ways to increase sales of products relative to the previous period.

Innovative strategies: interpretation, types

This is a model of the firm's behavior under certain market conditions. This strategy is one of the tools for managing the organization. Based on the behavioral aspect and content, the following types of innovative strategies stand out:

- active:

A) technological leadership (development of a new type of product and technology, investment in R & D, the latest management models, even in a situation of high risk);

B) following the leader (application of technologies developed by other companies);

C) copying (organization of production based on the license purchased from the leader or developer);

D) dependence (imitation of a new product).

- passive.

Innovative strategies can also be classified by scale:

• Aimed at a certain niche;
• Oriented to a specific market;
• Aimed at several markets;

The content of the following types of innovative strategies:

• technologies;
• Information processes;
• Management models;
• Social changes.

The starting point is the mission (the formulation of the idea, because of which the firm was created). On its basis, the company's overall development strategy is developed.

All of the above types of innovation strategies have the following initial stage:

• Assessment of the company's existing external environment;
• Characteristic features of the internal environment (scientific and technical, innovation capacity , etc.).

A Variety of Marketing Strategies

They can be classified according to the following landmarks:

1. In relation to the scale of the market:

• Strategy of conquest (development of a new product, consumer motivation, development of new areas of consumption of old products);
• Expansion strategy (increase in output, gaining new market segments);
• Monopolization of the segment (search for a target group of consumers in which there are no competitors, creating a new product for them, consumer motivation in this segment);
• Keeping its market share in all target segments (mastering the full range of goods of the appropriate type).

2. The following types of marketing strategies distinguish the basic factor that provides demand:

• A commodity of high demand (emphasis on manufacturing the product necessary for most consumers without reference to group membership);
• High quality of products (emphasis on the highest possible among the quality of the products offered on the market of this product);
• Level of prices (pricing policy for products, which is available to most);
• Innovation (creating a product that has no analogues);
• The commitment of customers (a benchmark is the complete satisfaction of the existing needs of customers);
• After-sales service (emphasis on after-sales service package);
• Additional monetary advantage (the system of credits, discounts, bonuses, installments).

3. In terms of the degree of development of marketing policy, the following strategies are distinguished:

• Adaptation to demand (marketing research, determination of consumer demand, product creation, satisfying needs);
• Creation of demand (formation of the idea of the product, its development, stimulation of the needs of buyers in the created product).

4. By reaction to existing market processes, the following types of enterprise strategies (marketing) are distinguished:

• Adaptation to the ongoing changes (monitoring the current state of the market and prompt response to its change);
• Forecast (advance transformation based on the compiled forecast).

5. In response to the dynamics of market conditions, marketing strategies are divided in this way:

• Adjustment of production volumes (reduction or increase in output volumes based on changes in consumer demand);
• Change in the range (improvement of the product and its varieties, modification, creation of substitutes);
• Price changes (adjustment of pricing policy);
• Change of sales channels (use of different kinds of sales).

6. In relation to the product, it is customary to distinguish the following types of organization strategies (marketing):

• Innovation (the creation of a new product, the company's desire for leadership in the relevant market);
• "Second place" (following the leader);
• Improvement of competitive products (changing or finalizing competitive products by complementing their own).

Personnel strategies: definition, types

This is the development by the leadership of a priority and most effective direction of actions that contribute to the achievement of such long-term goals as the creation of a highly qualified, cohesive, responsible team, subject to the existing strategic objectives of the company and its capabilities.

It is customary to distinguish the following types of personnel strategies:

• Business;
• Dynamic growth;
• Profitability;
• Liquidation;
• Cycle.

According to most leading firms, personnel strategy is an integral part of the overall economic, and also a consequence of long-term planning of economic activities of companies.

Summing up, it is worth recalling once again that the main types of competitive strategies are leadership in the sphere of costs, focusing and differentiation.