Table of contents (expand)
- The concept of planning
- The subject of planning. The essence and structure of planning objects in the organization
- The essence and necessity of business planning
- The role, place and importance of business planning in the management system of an organization (enterprise)
- The need for a business plan for the leader and entrepreneur
- Forms of planning and factors influencing the choice of planning forms
- Requirements for the development of business plans. Information support of business planning
- Structure, functions and content of sections of the business plan. section of the business plan "concept, overview, summary"
- Section of the business plan "description of the underlying enterprise"
- Business plan sections "product description (products, services, products)", "market analysis, marketing and sales"
- Business plan sections "production plan", "organizational plan"
- Business plan sections "environment and regulatory information", "project risks and insurance", "project implementation schedule"
- The concept, economic content, the main elements of strategic planning. concept and classification of strategies
- Goals of the organization (enterprise)
- Goals and strategy for the implementation of projects
- Investment plan (project). Investment cost budget
- Primary documents of the financial plan. Purpose, structure and methodology for calculating the main documents of the financial plan
- Cash flow plan
- Profit and loss plan
- Profit distribution plan. balance plan
- Requirements for the main documents of the financial plan. International Financial Reporting Standards. financial planning technology
- Project financing strategy. Information support, methodology for calculating planned indicators and determining cash flows
- Basic technological processes of business planning. terms of reference and schedule (work schedule) for the development of a business plan
- Types of models used in business planning
- Features of the development of business process models. information technology for business plan development
- Purpose of the analytical system Project Expert
- The main stages in the development of the financial model (budgets) of the business plan. Preparation of the necessary initial information for the development of a financial model
- Competitiveness. Operations. The financial position of the company. strategic plan
- Sales plan and production plan in the Project Expert system
- Definition of a funding strategy. Project financing plan in the Project Expert system
- Effect of Payment Terms, Inflation and Taxation on Calculation Results
- Scenario analysis
- Simulation
- Evaluation and analysis of investment projects. Investment efficiency indicators. Calculation and analysis of the main indicators of the effectiveness of investment costs, taking into account the discount rate
- Payback period. discounted payback period
- Average rate of return. net present value
- profitability index. Internal rate of return
- Modified internal rate of return
- Calculation, evaluation and analysis of financial ratios of a business plan
- Liquidity indicators
- Business Activity Indicators
- Turnover ratios of working capital, fixed assets, assets
- Capital structure indicators
- Profitability indicators
- Investment indicators
- Calculation and definition of risk factors. Factor analysis. expert method
- Sensitivity analysis
- Monte Carlo method
- Project break-even analysis
- Project break-even indicators
- Statistical and scenario analysis. Modeling conditions, calculation and interpretation of the results of statistical and scenario analysis in the Project Expert system
- Making decisions on the need to invest in projects (business plans) based on performance indicators. Making decisions based on the results of the analysis in order to optimize income, costs
13. CONCEPT, ECONOMIC CONTENT, MAIN ELEMENTS OF STRATEGIC PLANNING. CONCEPT AND CLASSIFICATION OF STRATEGIES
Strategic planning - analysis, modeling, forecasting of the prospects for the development of a controlled object in conditions of uncertainty of the external environment.
The results of strategic planning - the rationale for choosing a strategy, the development of strategic tools, priorities and current guidelines for strategic management. One of the tasks of strategic planning is the correct organization and use of resources, ensuring their interaction to maintain and increase the competitiveness of the company in the future.
The main stages of strategic planning:
1. Analysis of prospects. It is necessary to identify the main trends and patterns of development of environmental factors, develop methods of protection against dangers, and find ways to use opportunities.
2. Analysis of the enterprise’s position in competition. It is necessary to improve performance results, optimize competitive strategy and increase the company's development potential.
3. Justification of the strategic objectives of the enterprise choosing different types of activities. Priorities need to be established and timed.
4. Strategy implementation, monitoring and evaluation.
It is necessary to identify shortcomings in the activities of the company, to identify new promising activities.
Company strategy is a comprehensive management plan that should strengthen the company's position in the market and ensure the coordination of efforts, the attraction and satisfaction of consumers, successful competition and the achievement of global goals. The strategy development process is based on a careful study of all possible directions of development and activity and consists in choosing a general direction, markets to be developed, needs served, methods of competition, attracted resources and business models.
Basic enterprise development strategies
1. GROWTH (OFFENSIVE). Criteria: sales volume, revenue, market share, growth rate.
Strategic alternatives: market intensification (market penetration, market development, geographical expansion), diversification (vertical, horizontal, secondary), inter-company cooperation and cooperation, foreign economic activity.
2. STABILIZATION (OFFENSIVE-DEFENSIVE). Criteria: income on sales, income on assets, income on shares, recovery rate.
Strategic alternatives: savings, revision of costs, consolidation, revitalization; shifts (loss reduction, income recovery, financial maturity); stabilization (selectivity, balancing in the markets, financial savings).
3. SURVIVAL (DEFENSIVE). Criteria: critical attestation (assessment) of the product and market, financial condition, management.
Strategic alternatives: management system restructuring, financial restructuring, marketing restructuring.
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