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1.1.1. The analysis of bases of strategy of development of the enterprises of a machine-building complex.

realisation of the analysis of industrial potential of region and a condition of the separate enterprise reveals a circle of the problems facing to the enterprise, and some set of various methods of their decision.
To become strategy, this set should turn to system: all actions should work on the long-term purpose, to be co-ordinated on resources and time, effectively to be combined and supplement one another from the point of view of functional division.
At the heart of any successful strategy creation and use of competitive advantages should lay. Concrete kinds of competitive advantages are rather diverse and depend on a condition and enterprise possibility. It can be and ability to sell production under the lowest prices, and maintenance of the highest quality of production among competitors, and a complex of additional services to the buyer, and the most favourable site. Strategic development is especially necessary for the machine-building enterprises having a high capital intensity.
In a general view the structure of the strategic plan can be following
1. Assumptions of character of changes of an environment; \r\ntendentsy developments of branch and position of the enterprise in branch.
2, enterprise Strategic targets;
• mission;
* осно&ные The long-term purposes of development and financial problems.
3. The general strategy.
4, the Plan of action on creation of competitive advantages.
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5, Functional supporting strategy:
Production;
RESEARCH AND DEVELOPMENT,
• marketing and sales; \r\n the finance;
Human resources;
Others.
To strategy realisation the texnocratic approach, widespread earlier can be opposed the enterprise approach. For it rigid formalisation of the strategic plan, its assertion in the form of the document the top management, a concentration of efforts of management on fulfilment of a narrow circle of the problems delivered before divisions and responsibility of managers for the decision of the problems was characteristic.
In new conditions the strategy developed by own forces should not become for the enterprise to those at all, than there were some time five years' plans back confirmed from above. Strategy should serve as the development tool and the posledovatelnee the enterprise works over creation of an enterprise climate as a component of the corporate culture, the strategy [2] can be more successfully realised.
For the majority of the acting industrial enterprises, especially such high technology as the enterprises of a machine-building complex, a being other stage is preparation of a current plan,
Routine planning covers the annual period and represents set of plans by various kinds of activity of the enterprise. However now routine planning should become other, than was in
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To planned economy. First, routine planning should be considered as a stage of realisation of strategy of the enterprise. Secondly, if earlier the production plan in market economy this place takes the forecast of sales for a current year was a starting point of current plans. And, at last, thirdly, vary fo-rmy submissions of results of a current plan a little, With allowance for these features the routine planning block diagramme is shown on рисЛ.1.
Current plan working out should begin with divisions. The problems facing to them (realisations of strategic targets defined by requirements), demand plan development of actions and availability of resources, sufficient for their decision. As a result plans on divisions are developed in the form of budgets or estimates. After working out of budgets of divisions their analysis and revealing of discrepancies, In a case when the general requirement for resources surpasses enterprise possibilities is carried out, and budgets are made correctly - it is necessary to revise present-day problems; if budgets are incorrectly made, the top management should revise budgets. The sales forecast - that basis on which all budgets of divisions in the end are under construction. In market economy it is impossible to expect, that the sales department can sell everything, that the enterprise can make. On the contrary, the question should stand so - how many we need to make those or other products to satisfy effective demand and and them? Each division requires the forecast of sales for coordination of the actions with problems of all enterprise -
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A source: Aslanov Mustafa Azhdarogl . Strategy of marketing development konkurentosposobnogoproizvodstva the mechanical engineering enterprises (on an example of the enterprise of the geophysical equipment). 2005

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